1.  External Information
2. internal Information
3. Manager as Communication Champion

1. Purpose Directed
1. Direct attention to vision, value, desired outcomes
2. Influence employee behavior
2. Strategic Conversations
1. Open communication
2. Listening
3. Dialogue
4. Feedback
3. Methods
1. Rich Channels
2. Upwards, downwards and horizontal channels
3. Nonverbal communication
4. Personal Network

1. The ability to handle multiple cues simultaneously
2. The ability to facilitate rapid, 2-way feedback
3. The ability to establish a personal focus for the communication

1. Effective Listening

2. Poor Listeners

1. Listen actively
2. Find areas of interest
3. Resist distractions
4. Capitalize on the fact that thought is faster
5. Be responsive
6. Judge conent, not delievery
7. Avoid premature judgment
8. Listen for ideas
9. work at Listening
10. Exercise one's mind

Ten Keys Poor Listener

i)        Is passive, laid back

ii)      Tunes out dry subjects

iii)    Is easily distracted; answer phone or sends text message

iv)    Tends to daydream

v)      Avoids eye contact; is minimally involved

vi)    Tunes out if delivery is poor

vii)  Has preconceptions

viii)            Listens for facts

ix)    Shows no energy; forget what the speaker says

x)      Resists difficult material is favor of light, recreational material

i)        Ask questions; paraphrases what is said

ii)      Looks for new learning

iii)    Gives full attention, fights distractions’, maintains concentration

iv)    Mentally summarizes; weighs the evidence

v)      Nods and shows interest

vi)    Judges content; skips over delivery errors

vii)  Does not judge until comprehension is complete

viii)            Listen to central themes

ix)    Works hard; exhibits active body state and eye contact

x)      Use heavier material and exercise for the mind

A.    Organizational wide communication typically flow in three directions

1. Downward
2. Upward
3. Horizontally

i)        Implementation of goals, strategies

ii)      Job instructions and rationale

iii)    Procedures and practices

iv)    Performance feedback

v)      Indoctrination

i)        Problems and exceptions

ii)      Suggestions for improvement

iii)    Performance reports

iv)    Grievances and disputes

v)      Financial and accounting information

i)        Intradepartmental problem solving

ii)      Interdepartmental coordination

iii)    Change initiatives and improvements

1. Pesonal network

2. Grapevine

3. Written Communication

  Here are few tips from one expert networker for building a personal communication network

1)      Build it before you need it

2)      Never eat lunch alone

3)      Make it win-win

4) Focus on diversity

1. Respect the readers
2. Konw your point and get to it
3. Write clearly rather than impressively
4. Get second opinion

   Managers can develop 4 primary skills for communication in a crisis

1)      Stay calm, listen hard

2)      Be visible

3)      Get the awful truth out

4)      Communicate a vision for the future

Climate of Trust and Openness

1.      Perhaps the most important thing manager can do enhance organizational communication  is to create a climate of trust and openness
2.       Managers should develop and use formal communication channels in all directions
3.       Managers should encourage the use of multiple channels, including both formal and informal communication
4.       The structure should fit communication needs

  The definition of a team has four components

1.       Two or more people are required
2.       People in a team have regular interaction
3.   People in a team share a performance goal, whether it is to design a new smartphone, build an engine, or complete a class project
4.       People in a team are committed to the goal and hold themselves mutually accountable for performance

    There are three primary reasons teams present a dilemma for many people:

1)      We have to give up our independence

2)      We have to put up with free riders

3)      Teams are sometimes dysfunctional

Group

i)        Has a designated strong leader

ii)      Holds individuals accountable

iii)    Set identical purpose for group and organization

iv)    Has individual work product

v)      Runs efficient meetings

vi)    Measures effectiveness indirectly by influence  on business

vii)  Discusses, decides, delegates work to individual

2)    

i)        Share or rotates leadership roles

ii)      Holds team accountable to each other

iii)    Sets specific team vision or purpose

iv)    Has collective work product

v)      Runs meetings that encourage open-ended discussion and problem solving

vi)    Measures effectiveness directly by assessing collective work

vii)  Discusses, decides, shares work

i)        Lack of Trust: People do not feel safe to reveal  mistakes share concerns, or express ideas

ii)      Fear of Conflict: People go along with others for the sake of harmony; do not express conflicting opinion

iii)    Lack of Commitment: if people are afraid to express their true opinion, it is difficult to gain their true commitment to decisions

iv)    Avoidance of Accountability: People do not accept responsibility for outcomes; engage in finger pointing when things go wrong

v)      Inattention to Results: Members put personal ambition or the needs of their individual departments ahead of collective result.

5 Effective Team Characteristics

i)        Trust: Members trust one another on deep emotional level; feel comfortable being vulnerable with one another

ii)      Health Conflict: Members feel comfortable disagreeing and challenging one another in the interest of finding the best solution

iii)    Commitment: Because all ideas are put on the table, people can eventually achieve genuine buy in around important goals and decisions

iv)    Accountability: Members hold one another accountable rather than relying on managers as the source of accountability

v)      Result Orientation: Individual members set aside personal agendas; focus on what is best

1. Organizational context

2. Team Type

3. Team characterics

4. Team composition

5. Team Processes

6. Work Team Effectiveness

1. Leadership

2. Environment

3. Culture

4. Strategy

5. Reward, Control System

1. Formal

2. Self-Directed

3. Virtual and Global

1. Size

2. Diversity

3. Roles

1. Knowledge and Skills

2. Benefits

3. Cost

1. Stage of development

2. Cohesiveness

3. Norms

4. Conflict Resolution

1. Productive output

2.Personal Satisfaction

3. Capacity to adapt and learn

1. Really people around a compelling prupose
2. Share power
3. Admit ignorance

Self-Directed Team are permanent teams that typically include the following elements

Part one:

The team includes employees with several skills and functions, and the combined skills are sufficient to perform a major organizational task. A team may include members from the foundry, machining, grinding, fabrication, and sales departments, with members cross-trained to perform one another’s jobs. The team eliminates barriers among departments, enabling excellent coordination to produce a product or service.

The team is given access to resources such as information, equipment, machinery, and supplies needed to perform the complete task.

The team is empowered with decision-making authority, which means that members have the freedom to select new members, solve problems, spend money, monitor results, and plan for the future. Self-directed teams can enable employees to feel challenged, find their work meaningful, and develop a stronger sense of identity with the organization.

1. Using technology to build relationship

2. Shaping culture through technology

3. Monitoring progress and rewarding members

(1)   Bring attention to and appreciate diverse skills and opinions

(2)   Use technology to enhance communication and trust

(3)   Ensure timely responses online

(4)   Manage online socialization

    Shape Culture through Technology

(1)   Create a psychologically safe virtual culture

(2)   Share members’ special experience and strengths

(3)   Engage members from cultures where they may be hesitant to share ideas

(1)   Scrutinize electronic communication patterns

(2)   Post targets and scorecards in virtual work space

(3)   Reward people through online ceremonies recognition

Task Specilaist Role-They often display the following behaviors

1. Initiate Ideas

2. Give opinions

3. Seek information

4. Summarize

5. Energize

1. Encourage
2. Harmonize
3. Reduce Tension
4. Follows
5. compromise

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjuourning

Determinants of Team Cohesiveness

1. Team interaction: when team members have frequent contact, they get to know one another, consider themselves a unit, and become more committed to the team
2.      Shared Goals: if team members agree on purpose and direction, they will be more cohesive
3.   Personal attraction to the team, meaning that members have similar attitudes and values and enjoy being together.

Two Factors in the team’s context also influence group cohesiveness

1. Presence of competition; when a team is in moderate competition with order teams, its cohesiveness increases as it strives to win

   2. Team success and the favorable evaluation of the team by outsiders add to cohesiveness.

The two major dimensions are the extent to which and individual is assertive versus cooperative in his or her approach to conflict

1)      Competing Style

2)      Avoiding Style

3)      Compromising style

4)      Accommodating style

5)      Collaborating style

    Research suggests the use of superordinate goals, mediation, and negotiation for resolving conflict among people or departments:

1. Superordinate Goals
2. Mediation

 Rules of Reaching a Win-Win Solution

1)      Separate the people from the problem

2)      Focus on interests, not current demands

3)      Generate many alternatives for mutual gain

4)      Insist that results be based on objective standards

i)        Establish standard of performance (Adjust Standards)

ii)      Measure actual performance (Adjust Performance)

iii)    Compare performance to standards

(1)   If Adequate

(a)    Do nothing or provide reinforcement

(2)   If Inadequate

    (a)    Take corrective action

1)      Allows employees to see for themselves through charts, computer printouts, meetings, and so forth the financial condition of the company

2)      Shows the individual employee how his or her job fits into the big picture and affects the financial future of the organization.

3. Ties employee rewards to the company's overall success

    Honeywell explains its dedication to Six Sigma and what it means to reach this high level of performance with these examples:

1)    If your water heater operated at Four Sigma (not Six), you would be without hot water for more than 54 hours each year.

2)    At Six Sigma, you would be without hot water for less than two minutes a year. 

3)    If your cell phone operated at Four Sigma, you would be without service for more than four hours a month.

4)    At Six Sigma, it would be about nine seconds a month.

5)    A Four Sigma process will typically result in one defective package of product for every 3 truckloads shipped.

6)      A Six Sigma process means one defective package for every 5,350 truckloads

The Importance of Quality Improvement Programs

99 Percent Amounts to

i)        117,000 pieces of lost first class mail per hour

ii)      800,000 mishandled personal checks each day

iii)    23,087 defective computers shipped each month

iv)    7.2 hours per month without electricity

The Importance of Quality Improvement Programs

 Six Sigma Amounts To:

1)      1 pieces of lost first class mail every two hours

2)      3 mishandled checks each day

3)      8 defective computers shipped each month

4)      9 seconds per month with electricity

Quality Program Success Factor

Positive Factors

1)     i)        Task make high skill demands on employees

ii)      TQM serves to enrich jobs and motivate employees

iii)    Problem solving skills are improved for all employees

iv)    Participation and teamwork are used to tackle significant problems

v)      Continuous improvement is a way of life

Quality Program Success Fators

Negative Factors

i)        Management expectations are unrealistically high

ii)      Middle managers are dissatisfied about loss of authority

iii)    Workers are dissatisfied with other aspects of organizational life

iv)    Union leaders are left out of QC discussions

v)      Managers wait for big, dramatic innovations