CH-10-11 Human Resource Management – Management : Book Guide

This Document Contains Chapters 10 to 11 Chapter 10 Human Resource Management END OF CHAPTER FEATURES • Terms to Understand – encourage students to make use of the flashcards available on the student website. Also, suggest they visit the Manager’s Toolkit section on the website for tips and suggestions for aspiring managers. • Action Learning Exercise – Writing Behavioral Interview Questions. This can be a fun and informative homework assignment if you task your students with writing behavior oriented questions for an employer or position they are familiar with. If you incorporate service learning into your course, consider having your students do this in partnership with a local non-profit organization. After completing the assignment, have students review the questions for discussion that follow. • Ethics Exercise – Do the Right Thing – Is My Privacy UP in the Cloud? Have students review the case about Workday and contemplate the ethical questions - a few possible responses they are likely to offer are included. What are the ethical implications of the following interpretations? 1. This is a good way for companies to be more efficient and cut information technology costs. The privacy issue here is no greater than with our other sensitive personal information such as Social Security and bank account numbers already stored on Internet servers around the world. Answer: From a business perspective Workday’s service will certainly have a positive impact on the bottom line…..at least in the short term. However, Workday becomes the bigger the target is on their backs. When hackers go after them and this data is stolen, it comes at a steep price to the primary company as well as the Internet host company, in this case Workday. 2. This cost-cutting move is acceptable if management makes sure all sensitive employee information and data are password protected on high-security networks. Is any Internet-linked database security system ever really fail-safe? Answer: Unfortunately there are no guarantees that this data is 100 percent safe in the cloud. Hackers will look for the servers containing the largest quantity of valuable data. When Workday hits the tipping point, Internet criminals are likely to take a shot at gaining access to these accounts. These high-tech criminals have breached systems before; they are likely to make an effort if they think the return on investment is worth it. Workday would be smart to not advertise their client list. 3. This is a bad idea because just one hacking incident could destroy employee’s trust in management and have costly legal consequences. Protecting the confidentiality of an employer’s human resource and pay records is a sacred trust that should not be outsourced. Answer: Human resource and payroll service companies such as ADP have stored thousands of companies’ personnel and payroll records for years. They have managed to keep these records safe and secure; I’m sure Workday will as well. In addition, most data theft occurs from within a company. Therefore, executives would be wise to focus their time and energy on protecting their data from their employees and former employees. Workday is probably investing tremendous resources to keep their cloud safe…..remember their livelihood depends on it! 4. Your own ethical interpretations? Answer: My own ethical interpretations emphasize the importance of considering the impact of decisions on all stakeholders involved, including employees, customers, shareholders, and the broader community. Ethical decision-making involves not only adhering to legal requirements but also considering the moral implications of actions. In the context of decision-making and creative problem-solving, ethics play a crucial role in guiding actions that are fair, just, and respectful of others. This includes being transparent in communication, respecting diversity of opinions, and ensuring that decisions are made with integrity and honesty. Furthermore, ethical interpretations also involve considering the long-term consequences of decisions, beyond short-term gains. This may involve sacrificing immediate benefits for the greater good or making decisions that prioritize sustainability and social responsibility. Overall, my ethical interpretations guide me to make decisions that are not only legally compliant but also morally sound, taking into account the well-being of all stakeholders and the broader impact on society and the environment. • Managers-In-Action Video Case Study – Maine Media Workshops CHAPTER 10 MANAGERS-IN-ACTION VIDEO CASE STUDY: MAIN MEDIA WORKSHOPS – CONTINGENT WORKFORCE Human Resources Management: Building a Contingent Workforce Length: 6 minutes and 25 seconds Topics: Talent, recruit, contingent workforce, growth, challenge, commitment, and network Company Background From the Main Media Workshops website, January 22, 2011 www.mainmedia.edu Over the last 35 years, the Workshops has influenced thousands of people — many of them in life-changing ways. When asked what was the most important part of their experience, some talk about the spectacular beauty of the environment, others praise the excellence of the programs, the world-renowned faculty or state-of-the-art equipment. Many respond by acknowledging the staff and their dedication to creating exceptional experiences. The comment received most often, however, reflects what is created when all these essential elements coexist: an appreciation for the ability to completely immerse oneself in one's art and become part of a community passionate about creativity. There are many different programs at the Workshops. Some concentrate on lab or studio work where others involve field trips to view the enchanting scenery. What they all have in common is an opportunity to remove oneself from the demands of everyday life and join a passionate community committed to learning a new skill or improving one's work. While discussions of theory, history and criticism may be part of any workshop, what sets these workshops apart is a dedication to making. Students learn by doing, by trying new things, by seeing what works and what doesn't. Besides the programs themselves, there is no shortage of other opportunities for growth at the Workshops. Whether waking before dawn to catch the early morning light, attending after dinner gallery shows or screenings of work from some of the world's finest artists, or working into the night on projects or assignments, the Workshops experience is intense and all encompassing. It affords the participant the opportunity to live one's passion 24/7. Full days are punctuated with hearty meals served under the eating tent or in the dining hall. This is a time for informal discussions with classmates and faculty as well as to meet other people at the Workshops involved in related programs. The spirit of sharing that permeates the community destroys any pretense and breaks down barriers of age and experience. Participants end their rich days at any of a wide variety of accommodations both on- and off-campus. The week's end is capped by a traditional Maine lobster dinner complete with corn on the cob and baked potatoes (alternative choices are always available). The campus community then usually gathers in the sound stage to celebrate the week's hard work. Expertly produced presentations premiere the creations of each week's workshops. It is amazing to see the quality of what can be accomplished with such intense energy in just one week's time! The Workshops offers a unique opportunity to come to a beautiful remote environment and join a community of other passionate imagemakers and storytellers — all gathered to become better artists. There is a "magic" that occurs at the Workshops — one that we hope you will be a part of! Synopsis of Video Human Resources Management: Building a Contingent Workforce This media workshop organization offers weeklong courses in film making and photography at the scenic Rockport, Maine location. Mimi Edmunds, Director of Film Programs and Elizabeth Greenberg, Director of Education share their approach to attracting and retaining contingent faculty to instruct the workshops. They face many challenges including rapid growth and working with industry professionals who may have last minute scheduling conflicts and other more lucrative commitments. Learn how this organization manages last minute cancellations and leverages their vast network to recruit top talent. For more information about Main Media Workshops visit their website: http://www.mainemedia.edu/ Previewing Questions 1. What are the most effective recruiting methods to attract top talent for an organization? Answer: Word of mouth, referrals from current employees and customers typically yields the best long-term results. Use the of the Internet and social media are quickly becoming the recruiting method of choice for employers and job seekers are also leveraging these high-tech tools to land their next job. 2. What is a contingent workforce? Answer: Contingent workforces are emerging as a mechanism for staffing during unpredictable periods of time. Rather than hire full-time employees, companies will use workers on a contingency basis - as needed. This saves the employer the cost of benefits and eliminates the risk of a future reduction in staff because of a decline in demand. However, many have questioned the loyalty, commitment and productivity of contingent workers. 3. What industries are more likely to hire contingent workers? Answer: Any company that has fluctuations in demand and staffing needs and those businesses that may need highly specialized skills for a short period of time. This can exist in a wide range of industries including manufacturing, retail, IT services and beyond. In addition, as technology allows us to work in a global marketplace we are seeing more U.S. companies hiring contingent workers from other countries, at lower costs. This type of off-shoring remains controversial as legislators and citizens try to keep jobs in America. Postviewing Questions 4. What challenges does Main Media Workshops face in hiring contingent faculty instructors? Answer: One of Main Media Workshops biggest challenges is recruiting instructors who have relevant, current expertise in film making AND are also good teachers. In addition, they have to handle last minute staffing needs to respond to instructors cancelling at the last minute. 5. What are their strategies to recruit the best talent and keep them coming back to teach year after year? Answer: Main Media Workshops has developed a network of talent that includes leaders in different fields, as well as work study students who may, years later, return as faculty. They have a created a corporate culture that fosters hard work, continuous learning and opportunities for personal enjoyment for faculty, staff and learners. This type of environment keeps people coming back! 6. How do they ensure consistencies and quality from one week to the next with new instructors coming in all the time? Answer: One of the keys to success is making sure new faculty members are familiar with the scheduling practices, policies and procedures. This combined with hiring standards that include field experience and the ability to teach has led to quality and growth. 7. What would you do differently to recruit and train contingent faculty for Main Media Workshops? Answer: Their network is a highly effective way to build a list of resources however this can be time consuming for staff to continue to research and cultivate the network. It appears they have some high profile professionals already teaching, it would be very time efficient and effective to ask these professionals to make recommendations and introductions to prospective faculty. In addition, to stay in touch with workshop participants as it sounds like many of the attendees are also accomplished in the field. A person who knows the organization, is familiar with its reputation, or knows someone who speaks highly of the organization will be a much faster, easier person to recruit and train. CLOSING CASE: SOLUTION HOW UPS DELIVERS OBJECTIVE PERFORMANCE APPRAISALS 1. Probably not. Training is very focused on the job and appears complete. However, the other pieces aren’t really visible in the case. Possibly they are part of UPS, but the evidence isn’t there. 2. Critical incidents and checklists are both incorporated into the performance appraisals. 3. Pretty high. Job analysis—their checklists focus on safety and standard procedures. Behavior-oriented appraisals—evaluations are based on direct observation by managers. Specific written instructions—right there on the PDAs. Evaluation of results with ratees: they review the results and may engage in deficiency training on the spot. Also, they have the same evaluation process for every driver, and the evaluations are based on measurable performance standards. 4. This is a personal opinion question. I don’t think the line is crossed as long as the focus is on safety and procedures. UPS drivers don’t have the exposure to managers that an office worker has, so it makes sense to take the appraisal to the driver. 5. This is a personal opinion question. INSTRUCTIONAL TIPS 1. The rationale behind Equal Employment Opportunity and its impact on the selection process will become more apparent to your students if they are encouraged to research and discuss current statistics on female, ethnic, and racial minority employment and pay status (refer to the data provided in Chapter 3). 2. To help students understand the challenges of disabilities, rent a wheelchair (or get one from your health services department) and have each student spend some time in it, getting lunch, going to the library, or going to the coffee shop. Include some required experiences such as negotiating one’s way up and down several buildings’ ramps, riding on an elevator, and asking for directions from a student without disabilities. Afterwards, bring them back to discuss the experience. Some issues to bring up: How hard was it to get around? Did people seem uncomfortable around you? Were people willing to meet your gaze? Did students lean down or sit so they were at eye level? If you were with a nondisabled companion or companions, did people focus on them and ignore you? Ask students whether this experience has changed their estimation of appropriate behavior toward the disabled. 3. For an experiential exercise in performance appraisal, have your students design a performance appraisal system for working on class-related team projects. You could have them work as a group to develop relevant criteria, with clear, behavioral definitions of each criterion. Upon completion, have them role-play an appraisal meeting in groups of three, with one person as an observer, one conducting the appraisal, and one as the appraisee. Ask them whether this process helps them understand the performance appraisal challenges that managers face. 4. Training program development skills can be enhanced when your students, acting alone or in teams, design their own training program for a familiar activity (e.g., taking good class notes, riding a motorcycle, being interviewed for a job, snow skiing, or making a formal presentation before an audience). They should design the programs to exhibit the eight ingredients of a good training program listed in Chapter 10. 5. Ask your students whether any of them have experienced sexual harassment or know someone who has. Discuss how it makes the harassed person feel. You may want to discuss what options a student who is experiencing harassment from a professor has. (If you do this, be sure to explore the policies of your organization so that you can address the students’ questions.). 6. Have your students visit www.ada.gov for current ADA standards and regulations. ADDITIONAL DISCUSSION/ESSAY QUESTIONS 1. What is human resource management, and why is it important? Answer: Human Resource Management (HRM) is the strategic approach to managing an organization's most valuable assets - its people - in a way that maximizes their effectiveness and contributes to the achievement of the organization's goals. HRM involves recruiting, selecting, training, evaluating, and compensating employees, as well as ensuring compliance with employment laws and regulations. HRM is important for several reasons. First, it helps organizations attract and retain talented employees. By offering competitive salaries, benefits, and opportunities for growth and development, HRM can make a company more attractive to potential employees. Second, HRM plays a crucial role in developing and maintaining a positive organizational culture. A strong culture can improve employee morale, engagement, and productivity. Additionally, HRM helps ensure that organizations comply with labor laws and regulations, reducing the risk of legal issues. HRM also plays a key role in managing performance and addressing employee concerns, helping to maintain a productive and harmonious work environment. Overall, HRM is essential for building and maintaining a skilled, motivated, and engaged workforce, which is crucial for the long-term success of any organization. 2. What is behavior-based interviewing, and how can it improve the employee selection process? Answer: Behavior-based interviewing is a technique used in the employee selection process that focuses on obtaining specific examples of how a candidate has demonstrated certain behaviors in the past. The underlying principle is that past behavior is a good predictor of future behavior. In behavior-based interviewing, candidates are asked to provide detailed examples of how they have handled specific situations or challenges in previous roles. For example, instead of asking a candidate how they would handle a difficult customer, an interviewer might ask them to describe a time when they successfully resolved a customer complaint. This approach can improve the employee selection process in several ways. First, it allows interviewers to assess candidates based on concrete examples rather than hypothetical situations, providing a more accurate picture of their skills and abilities. Second, it can help identify candidates who are a good fit for the organization's culture and values, as their past behaviors can indicate how well they will align with the company's expectations. Finally, behavior-based interviewing can help reduce bias in the selection process, as it focuses on objective criteria rather than subjective impressions. 3. What steps can managers take to make their performance appraisals legally defensible? How can graphic rating scales be improved? Answer: To make performance appraisals legally defensible, managers can take several steps: 1. Use objective criteria: Performance evaluations should be based on measurable, job-related criteria such as productivity, quality of work, and adherence to company policies. Avoid subjective factors like personal biases or stereotypes. 2. Document performance: Keep detailed records of employee performance throughout the appraisal period. This documentation should include specific examples of both positive and negative behaviors. 3. Provide feedback: Give employees regular feedback on their performance throughout the year, not just during the formal appraisal process. This helps employees understand where they stand and gives them an opportunity to improve. 4. Training for managers: Ensure that managers conducting performance appraisals are trained on how to conduct them fairly and objectively. This can help reduce the likelihood of legal challenges. 5. Consistency: Apply the same standards and criteria to all employees in similar positions. Inconsistencies in the appraisal process can raise legal concerns. 6. Allow for employee input: Give employees an opportunity to provide input on their performance and goals. This can help ensure that the appraisal process is fair and accurate. Graphic rating scales can be improved by: 1. Using clear criteria: Ensure that the criteria on the rating scale are clearly defined and understood by both managers and employees. 2. Providing training: Train managers on how to use the rating scale effectively and avoid biases. 3. Using multiple raters: Consider using feedback from multiple sources, such as peers, subordinates, and customers, to provide a more comprehensive assessment of performance. 4. Regular review: Regularly review and update the rating scale to ensure that it remains relevant and effective in measuring performance. 5. Offering a range of options: Instead of using a single rating scale, consider using a range of options (e.g., exceeds expectations, meets expectations, below expectations) to provide a more nuanced evaluation of performance. By taking these steps, managers can improve the legal defensibility of their performance appraisals and ensure that they are fair, accurate, and effective. 4. What is a 360-degree performance appraisal, and what are the advantages and disadvantages of this approach? Answer: A 360-degree performance appraisal is a feedback process where an employee receives feedback from multiple sources, including supervisors, subordinates, peers, and sometimes even external stakeholders such as customers or clients. This approach aims to provide a comprehensive view of an employee's performance from various perspectives. Advantages: 1. Holistic view: Provides a more complete and well-rounded assessment of an employee's performance by including feedback from multiple sources. 2. Increased self-awareness: Helps employees gain insights into their strengths and areas for improvement from different perspectives. 3. Enhanced accountability: Encourages employees to take ownership of their performance as they receive feedback from various stakeholders. 4. Improved teamwork: Promotes a culture of collaboration and open communication among team members. 5. Developmental tool: Can be used as a tool for employee development, helping to identify areas where training or coaching may be beneficial. Disadvantages: 1. Bias and inconsistency: Feedback from different sources may be inconsistent or biased, leading to inaccurate assessments. 2. Time-consuming: Gathering feedback from multiple sources and compiling it into a meaningful appraisal can be time-consuming. 3. Confidentiality concerns: There may be concerns about the confidentiality of feedback, especially when it comes from peers or subordinates. 4. Resistance to feedback: Some employees may be resistant to receiving feedback from peers or subordinates, leading to potential conflicts or misunderstandings. 5. Complexity: Implementing a 360-degree appraisal process requires careful planning and management to ensure its effectiveness and fairness. In conclusion, while a 360-degree performance appraisal can provide valuable insights and promote employee development, it also has its challenges and requires careful implementation to be effective. 5. What does the design of a good training program involve? Answer: The design of a good training program involves several key components to ensure its effectiveness and relevance to the organization's goals and the needs of the employees. Here are some elements that should be considered: 1. Needs Assessment: Conduct a thorough analysis to identify the training needs of the organization and its employees. This may include surveys, interviews, and performance evaluations to determine what skills or knowledge gaps exist. 2. Clear Objectives: Define clear and measurable learning objectives for the training program. These objectives should outline what participants will be able to do or know after completing the training. 3. Appropriate Content: Develop training materials and content that are relevant to the identified needs and objectives. The content should be engaging, interactive, and applicable to the participants' roles and responsibilities. 4. Effective Delivery Methods: Choose delivery methods that are appropriate for the content and the learning preferences of the participants. This may include in-person workshops, online courses, or a blend of different methods. 5. Engagement and Interaction: Ensure that the training program encourages active participation and engagement from the participants. This can be achieved through group activities, discussions, and hands-on exercises. 6. Feedback and Evaluation: Incorporate mechanisms for feedback and evaluation to assess the effectiveness of the training program. This can help identify areas for improvement and measure the impact of the training on employee performance. 7. Continuous Improvement: Regularly review and update the training program to ensure that it remains relevant and effective. This may involve incorporating new technologies, updating content, or adapting to changes in the organization or industry. Overall, a good training program should be well-designed, engaging, and tailored to the specific needs of the organization and its employees. It should provide participants with the knowledge and skills they need to succeed in their roles and contribute to the overall success of the organization. Discussion Starter: Your Online Image Human resource managers and recruiters admit to looking up potential candidates online during the selection process. Although some will argue that this is inappropriate and can create an unfair bias others will say this is reality so deal with it. What do you think? For Discussion: 1. How carefully do you control and monitor what a potential employer could learn about you by doing a Web search? (Any embarrassing stuff on Facebook?) Answer: Controlling and monitoring what a potential employer could learn about you through a web search is crucial in today's digital age. Employers often use the internet to research candidates before making hiring decisions, so it's important to manage your online presence carefully. One way to control what employers can learn about you is to regularly review your social media profiles and adjust your privacy settings to limit what others can see. You should also consider the content you post online and how it might be perceived by potential employers. Avoid posting anything that could be considered unprofessional or embarrassing. Additionally, you can create a professional online presence by maintaining a LinkedIn profile and ensuring that your other online profiles are up-to-date and reflect your skills and experience accurately. This can help to present a positive image to potential employers and counteract any negative information that may be found through a web search. Overall, it's important to be proactive in managing your online presence and controlling what potential employers can learn about you through a web search. By taking these steps, you can present yourself in the best possible light and increase your chances of success in the job market. 2. From a job seeker’s perspective, is it ethical for a potential employer to check you out on the Web before making a hiring decision? Explain. Answer: From a job seeker's perspective, it can be considered ethical for a potential employer to check them out on the web before making a hiring decision, as long as certain boundaries and considerations are respected. Firstly, it's important for employers to inform candidates that they may conduct such checks as part of the hiring process. This transparency allows candidates to be aware of the potential scrutiny and take steps to manage their online presence accordingly. Secondly, the information gathered through web searches should be relevant to the hiring decision and should not be used to discriminate against candidates based on factors such as race, gender, religion, or other protected characteristics. Employers should focus on job-related information that can help assess a candidate's qualifications and suitability for the role. Additionally, employers should be mindful of the accuracy and context of the information they find online. Information obtained through web searches may not always be reliable or up-to-date, so it's important to verify any findings before making a hiring decision. Overall, while it can be ethical for potential employers to check candidates out on the web, it's important for them to do so in a fair and respectful manner, respecting the candidate's privacy and ensuring that the information gathered is relevant and accurate. 3. As a manager responsible for hiring would you look someone up before making an offer to a job candidate? Explain. Answer: As a manager responsible for hiring, it can be prudent to look up a job candidate before making an offer, but it's essential to approach this practice ethically and with sensitivity. Firstly, checking a candidate's online presence can provide valuable insights into their character, professionalism, and potential fit within the organization. It can help verify the information provided in the resume or during the interview process and provide a more comprehensive understanding of the candidate's background. However, it's crucial to be mindful of privacy and fairness considerations. Information gathered from online sources should be relevant to the hiring decision and should not be used to discriminate against candidates based on protected characteristics. Additionally, information found online should be verified for accuracy and context, as online profiles may not always present a complete or accurate picture. Overall, while it can be beneficial to look up a job candidate before making an offer, it's important to do so ethically and responsibly, ensuring that the information gathered is used judiciously and does not infringe on the candidate's privacy or rights. BONUS VIDEOS BIZFLIX VIDEO CASES FROM THE TEXTBOOK WEBSITE Discussion Questions and Guide Video Case: Played (II) VIDEO CASE SYNOPSIS Ray Burns (Mick Rossi) does prison time for a crime he did not commit. After his release, he focuses on getting even with his enemies. This fast-moving film peers deeply into London’s criminal world which includes some crooked London police, especially Detective Brice (Vinnie Jones). The film’s unusual ending reviews all major parts of the plot. These scenes begin with a close-up of a photograph of an ape that Riley (Patrick Bergin) carefully examines. Riley receives important information from Detective Brice, and he in turn conveys the information to Ray Burns, asking him to perform a job. The scenes end after Ray Burns accepts Riley’s job offer. VIDEO CASE DISCUSSION QUESTIONS AND SUGGESTED ANSWERS 1. This chapter emphasized a strategic approach to human resource management. Detective Brice outlines a strategy in the opening of these scenes for the job he describes to Riley. What are the key parts of that strategy? What are the human resource implications of the strategy? Answer: The goal is to get the heroin shipment at Docklands customs that is coming from Holland. They must do it before Wednesday when Detective Brice and his men will raid customs. Brice describes the strategy as “mess it about a bit” so it does not look like an inside job. Riley must now recruit a team who can carry out this strategy. 2. Riley’s next step is to recruit Ray Burns. Which recruitment guidelines and activities does he follow? Give examples from that portion of the film scene. Answer: Riley describes the scope and schedule of the activity to access the heroin shipment. He leaves the recruitment details to Ray Burns, a person with whom he has worked before. Riley trusts Burns’ judgment. Burns describes who he will recruit: Terry and Nathan (Sean Power), a new person with whom he has not worked. Students may assume that Burns has interviewed and possibly even tested Nathan’s ability to do the job. 3. What does this film clip reveal about training in this situation? Use examples from the scene to support your answer. Answer: Training in this organization is poorly done. Riley gives Ray scant information about the assignment. He does not comment on the nature of security at the facility or possible difficulties in accessing the shipment. Further, due to the short timeframe and the nature of the work, Ray cannot provide any meaningful training for his team that might enable them to perform their work more efficiently. The lack of training could lead to a poor outcome. BONUS DECISION CASE MEETING THEM HALFWAY As human resource manager for Streetwise Cleaning, Wayne Porter faced a dilemma. The cost of training an operator for the company’s cleaners was about $3,000, and the average turnover was less than six months, in spite of better than minimum-wage pay and decent benefits. The problem was the hours. Street Wise’s staff started working when everyone else stopped, cleaning office parking lots after business hours, shopping center lots after stores closed, and private roads and apartment community driveways after midnight. During Wayne’s last performance appraisal, his boss made his top priority clear. “Your first priority is employee retention,” said Junior Peabody, the second-generation owner of Streetwise Cleaning. “In my father’s day, we had people who were part of this company for decades. Now we can’t keep them to their first anniversary.” Wayne was concerned. He knew Mr. Peabody was right, but there wasn’t a lot of opportunity to influence the employees. Because of the nature of the job, except for occasional work inspections, once an employee was trained, interaction with coworkers and supervisors was limited to the start and end of each shift. For most employees, Streetwise was perceived as a way to earn money until something better came along. Wayne sat at his desk debating his options. He decided to talk to several of the company’s long-term employees. Frank and Jim, both hired by his predecessor, were 15-year veterans. They both started as street cleaners and had moved into supervision about eight years ago. Starting out in the firm three years ago, Wayne had often relied on their advice. Calling them in after their shift crews left, Wayne presented the situation to them. “What do you think?” Wayne asked. “I can’t get Peabody to even consider paying more, benefits are already better here than at any of our competitors, and our margins are really too tight for the company to be able to provide additional monetary incentives to stay.” Frank looked at Jim, and Jim nodded. “Go ahead,” Jim said. “I think it’s time we told him about us.” Frank got himself a cup of coffee from the pot Wayne kept in his office. “Better grab a cup, Wayne,” he said. “This will take a little time.” “Jim and I weren’t hired in the standard way,” Frank continued. “We came to Streetwise as part of an internship program from a halfway house for convicted felons. Your predecessor, Mike, had a brother who worked at the center, and he gave some of us a chance here. After six months, a number of us found we liked the opportunity to work by ourselves without crowds around. Plus, it’s almost impossible for a convicted felon to find any work, let alone work that pays better than minimum and has good benefits. Lots of the guys had families still, and Streetwise gave them a chance to start over. more than half of our old-timers came from that program originally.” “I never knew anything about this!” Wayne exclaimed, startled. “Why didn’t Mike or Peabody say anything to me?” “Mike never told anybody except our direct supervisors,” Jim explained. “Our coworkers didn’t know, and even Peabody didn’t have a clue. There’s a lot of bias against ex-cons. People expect us to run off with equipment or shirk our work. That may be true in some cases, but the majority of guys in the halfway houses just want to earn a living and find a way to have a normal life. But no one gives them a chance. Frank and I volunteer now, helping them learn how to look for work.” “There are still lots of guys who could use a job at our old halfway house,” Frank said. Discussion Questions 1. Do you think Wayne should consider hiring some of the men from Frank and Jim’s halfway house for Streetwise Cleaners? Why or why not? Answer: Wayne should consider hiring some of the men from Frank and Jim's halfway house for Streetwise Cleaners for several reasons. Firstly, hiring from a halfway house can provide these individuals with a second chance at meaningful employment, which can be crucial for their rehabilitation and reintegration into society. It aligns with principles of social responsibility and can contribute positively to the community. Secondly, individuals from a halfway house may bring unique perspectives and experiences to the workplace, fostering a diverse and inclusive environment at Streetwise Cleaners. This diversity can lead to more creative problem-solving and innovative ideas, which can benefit the company in the long run. Additionally, by hiring from a halfway house, Streetwise Cleaners can demonstrate its commitment to social issues and community welfare, which can enhance its reputation and standing in the community. However, Wayne should also consider the specific needs and circumstances of the individuals from the halfway house, ensuring that they receive adequate support and resources to succeed in their roles at Streetwise Cleaners. It may be beneficial to provide additional training or mentorship programs to facilitate their transition into the workforce. 2. Wayne’s predecessor, Mike, didn’t tell Junior Peabody about hiring ex-cons. Do you think Wayne should tell Peabody or keep it quiet the way Mike did? Answer: Wayne should consider disclosing the information about hiring ex-cons to Junior Peabody, but the decision should be made carefully, taking into account the potential impact on the company and its employees. On one hand, transparency in this matter could be beneficial. By informing Junior Peabody, Wayne can demonstrate integrity and honesty in his leadership, which can build trust and credibility with his team. Additionally, keeping Peabody informed allows him to make informed decisions regarding the management of the workforce and any potential risks associated with hiring ex-cons. On the other hand, there may be valid reasons for keeping the information confidential, such as protecting the privacy of the ex-cons or avoiding potential stigma or discrimination within the organization. If disclosing the information could negatively impact the morale or productivity of the team, Wayne may need to consider alternative approaches, such as implementing policies and procedures to ensure that the hiring process is fair and equitable for all employees. Ultimately, the decision to disclose the information should be based on the specific circumstances and the potential consequences for the company and its employees. Wayne should carefully weigh the benefits and risks before making a decision and consider consulting with HR or legal professionals for guidance. 3. What risks does Wayne face in hiring ex-cons? What kind of risks does Wayne face if he doesn’t tell Peabody? Answer: Wayne faces several risks in hiring ex-cons. One of the primary risks is the potential for negative reactions from customers, employees, or the community. Some people may have concerns about safety and security, which could lead to a loss of business or damage to the company's reputation. Additionally, there is a risk of recidivism, where the ex-cons may reoffend and cause harm within the workplace or to the company's property. This could result in financial losses, legal issues, and damage to employee morale. If Wayne doesn't tell Peabody about hiring ex-cons, he risks undermining trust and transparency within the organization. Peabody may feel deceived or misled if he later discovers the truth, which could lead to a breakdown in communication and collaboration. Furthermore, keeping this information hidden could lead to missed opportunities for Peabody to address any potential risks or concerns proactively. By keeping Peabody in the dark, Wayne may be putting the company at greater risk of encountering problems related to hiring ex-cons. Overall, Wayne should carefully weigh the risks and benefits of hiring ex-cons and consider the impact on all stakeholders before making a decision. He should also consider the importance of transparency and communication in maintaining a healthy work environment. 4. What are the possible advantages of following Frank and Jim’s suggestion to hire from their old halfway house? What could Wayne do to reduce the risks of hiring from this labor pool? Answer: Following Frank and Jim's suggestion to hire from their old halfway house can have several advantages for Wayne and Streetwise Cleaners. Firstly, hiring from the halfway house can provide Streetwise Cleaners with a pool of motivated and grateful employees who are seeking a fresh start. These individuals may be particularly dedicated to their work, as they may view the job as a second chance and an opportunity to rebuild their lives. Secondly, hiring from the halfway house can contribute to the company's social responsibility goals by providing employment opportunities to individuals who may face barriers to employment due to their criminal records. This can enhance the company's reputation and standing in the community. To reduce the risks of hiring from this labor pool, Wayne can take several steps. Firstly, he can conduct thorough background checks and screenings to ensure that the individuals hired are suitable for the job and do not pose a risk to the company or its employees. Secondly, Wayne can provide additional support and resources to employees from the halfway house, such as mentorship programs, training opportunities, and counseling services. This can help these individuals succeed in their roles and integrate into the workforce more effectively. Finally, Wayne can establish clear policies and procedures for hiring and managing employees from the halfway house, including guidelines for addressing any issues that may arise. By taking these steps, Wayne can minimize the risks associated with hiring from this labor pool and maximize the potential benefits for Streetwise Cleaners. 5. If you were Wayne, what would you say to Frank and Jim, and what would you do? Answer: If I were Wayne, I would have a candid conversation with Frank and Jim to discuss their suggestion of hiring from their old halfway house. I would acknowledge the potential benefits of hiring from this labor pool, such as the opportunity to provide employment to individuals seeking a second chance. However, I would also express my concerns about the risks involved, including the potential impact on the company's reputation and the need for thorough screening and support for these employees. To address these concerns, I would propose a plan to Frank and Jim that includes the following steps: 1. Conducting thorough background checks and screenings for all potential hires from the halfway house to ensure they are suitable for the job and do not pose a risk to the company or its employees. 2. Providing additional support and resources to employees from the halfway house, such as mentorship programs, training opportunities, and counseling services, to help them succeed in their roles. 3. Establishing clear policies and procedures for hiring and managing employees from the halfway house, including guidelines for addressing any issues that may arise. I would also emphasize the importance of transparency and communication in this process, both with the employees from the halfway house and with the rest of the team at Streetwise Cleaners. By addressing these concerns proactively, we can minimize the risks associated with hiring from this labor pool and maximize the potential benefits for the company and its employees. Chapter 11 Communicating in the Internet Age END OF CHAPTER FEATURES • Terms to Understand – encourage students to make use of the flashcards available on the student website. Also, suggest they visit the Manager’s Toolkit section on the website for tips and suggestions for aspiring managers. • Action Learning Exercise – Oh, No! What Have I Done? This can be a fun and informative class activity or team homework assignment. It works great in class to give students a time limit which will simulate the pressure and stress of the case. After preparing their communication plan have students review the questions for discussion that follow. • Ethics Exercise – Do the Right Thing – Is It Time to Hang Up On Unofficial Digital Communication in the Workplace? Have students review the case and contemplate the ethical questions - a few possible responses they are likely to offer are included. What are the ethical implications of the following interpretations? 1. Let’s face it, communication technologies are clearly out of control in the workplace today. Strict policies need to be in place to ban nonwork-related cell phone and digital communication during working hours. Any job-specific exceptions? Answer: From a business perspective you can understand how some managers think these devices are disruptive and have a negative impact on productivity. However, many employees will perceive this ban as a lack of trust and the policy may actually backfire. If there is such a policy in place exceptions need to be made for employees to be able to take calls related to family, their healthcare and other urgent matters. 2. Wake up, it’s the twenty-first century so electronic communication and social media are essential to modern life and should be unrestricted in the workplace. Any job-specific exceptions? Answer: Like many things in life, unrestricted use of anything may lead to abuse. It is better to establish some acceptable guidelines (see Table 11.2) to minimize the risk that an employee posts inappropriate or proprietary information or spends the entire day posting on Twitter. Of course, if goals and performance objectives are clear then most employees won’t have the time to waste digitally socializing. 3. Communication training is needed to let employees know what is fair and reasonable when using personal cell phones and wireless devices and company communication technology for personal business. If you can’t trust your employees, why did you hire them? Answer: One of the fastest ways to communication breakdown is through misunderstandings. This usually happens when two people have different expectations. You can actually involve your trusted employees in the process of developing guidelines. This will ensure that everyone is operating with the same expectations and will reduce misunderstandings and inappropriate use of technology in the workplace. 4. Your own ethical interpretations? Answer: My own ethical interpretations emphasize the importance of considering the impact of decisions on all stakeholders involved, including employees, customers, shareholders, and the broader community. Ethical decision-making involves not only adhering to legal requirements but also considering the moral implications of actions. In the context of decision-making and creative problem-solving, ethics play a crucial role in guiding actions that are fair, just, and respectful of others. This includes being transparent in communication, respecting diversity of opinions, and ensuring that decisions are made with integrity and honesty. Furthermore, ethical interpretations also involve considering the long-term consequences of decisions, beyond short-term gains. This may involve sacrificing immediate benefits for the greater good or making decisions that prioritize sustainability and social responsibility. Overall, my ethical interpretations guide me to make decisions that are not only legally compliant but also morally sound, taking into account the well-being of all stakeholders and the broader impact on society and the environment. • Managers-In-Action Video Case Study – Greensburg, Kansas CHAPTER 11 MANAGERS-IN-ACTION VIDEO CASE STUDY: GREENSBURG, KS – MANAGING COMMUNICATION Length: 6 minutes and 41 seconds Topics: Communication, Technology, Cell Phone, Text Messaging, Efficiency, Effectiveness, Group Meetings, Communication Strategies, Communication Medium, Crisis Management, Face to Face Gatherings Company Background From the Greensburg Greentown website January 10, 2011 http://www.greensburggreentown.org Background At 9:45 pm on May 4th, 2007 an EF5 tornado leveled the rural town of Greensburg, Kansas. Just days after the storm, the community came together and decided to rebuild sustainably, striving to become a model green town for the future. The city leader’s approach to this 100 year decision was supported by many but there were also several residents and business owners that spoke out against the decision to go green. Ever since this landmark commitment was made, Greensburg Greentown -- a grassroots community-based organization -- has worked side-by-side with city and county officials, business owners and local residents to incorporate sustainable principles into their rebuilding process. We serve as an educational resource for the community, a conduit through which donations can be distributed, and a representative to those outside the community who are interested in the Green Initiative. Mission To provide inspiration and leadership to Kiowa County in order to be a model of sustainable living for the world. Vision Greensburg Greentown exists to: • Make it easier for residents to ascribe to, and adhere to, green practices and to make green living appealing to residents. • Engage as many residents as possible in the enthusiastic pursuit of making Greensburg a model green community. • Establish incentives in order to maximize the participation of businesses and residents in rebuilding Greensburg as a model green community. • Bring in resources and support from around the country to make the dreams of Greensburg as a model green community a reality. • Make it easier for builders, building supply companies and all local businesses to do business as green as possible. • Work to spur economic development with a green emphasis. • Serve the residents in an unbiased consumer advocate capacity, striving to get them the best value for their money as they rebuild their homes and businesses. Program Plan Programs undertaken by Greensburg Greentown are in service to the mission of providing the residents of Greensburg, Kansas and the surrounding area with the resources, information and support they need to rebuild Greensburg as a model green community. Greensburg Greentown is a grassroots community owned organization that represents the townspeople as Greensburg rebuilds in a sustainable fashion. Consulting by Staff and Volunteers - Greentown provides technical assistance and support for individuals, businesses, nonprofits and government offices seeking to build and operate programs guided by green principles. This is done through a volunteer matching program as well as through staff consulting. Energy Rater - We work with Certified Energy Rater Brian Wendland to assist homeowners to maximize energy savings in their homes. This professional is available to both new and existing homeowners. Library - We stock and maintain a library of materials so that people can educate themselves in the green building/living process. Educational Materials - We write and distribute information that assists people in making their decisions easier. There is a great quantity of information already available which we sift through, making the best available to Greensburg residents. Educational Series - We provide a series of classes and speakers addressing issues related to sustainable building and green living. These classes are taught at locales in and around Greensburg as well as through online and telephone courses for those residents with telephone and computer access. Website - This is a place where people find information about happenings related to the green initiative, extensive resources for those seeking education and links to other helpful websites. There is also a forum where questions about all aspects of green building and living is posted and responded to. Outreach - We interview residents as a means of gathering information about what is most important to them in the green rebuilding of their community. During the interview process we share information about how a model green town might look. Chain of Eco-Homes - The Chain of Eco-Homes project plans to build up to twelve model homes in Greensburg. Each home will serve as a “living laboratory” featuring a variety of building techniques, prices, sizes, energy efficiency features, and green living products and services. Each will be unique, and will be available both as an informational center and as eco-lodging where people can experience green living first-hand in homes that interest them. Planning - Greensburg Greentown works in concert with the other parties interested in moving forward with the Green Initiative in Greensburg and the surrounding area. Greentown serves as eyes and ears of the city and county leadership in carrying out the vision of Greensburg as a model green community. Fundraising - Greentown brings in funds from outside the community to support innovative programs and infuse the efforts with energy and resources. Show and Tell Registry - In order to provide the best examples to residents of what "green" means, a registry has been established to list those in the area that already have in place the latest in sustainable or green technologies. Synopsis of Video Managing Communication, Lessons from a Crisis For Darin Headrick, Superintendent of Schools in Greensburg, Kansas, communication was one of the biggest challenges following the tornado. His school system lost everything from buildings to books and busses. With the front seat of his pick-up truck serving as his office, he leveraged available technology to communicate as efficiently as possible with his staff, parents and board members. During this video, he shares how he relied on technology but continued to conduct staff meetings. Learn from Headrick’s perspective how he balanced the use of technology with face to face communication. For more information about Greensburg visit the Greensburg Greentown website: http://www.greensburggreentown.org. For more information about the school system visit Kiowa County USD 422 school district website: http://www.usd422.org. Previewing Questions 1. What are three examples of modern communication technology? Answer: Social media such as Facebook, LinkedIn, YouTube, and Twitter Videoconferencing including user friendly tools such as Skype Cell phones Email Text messaging and instant messaging 2. What are the pros and cons of each of these technologies when used for the purpose of business communication? Answer: All of these technologies are available 24/7 which can be beneficial to a company that requires instant feedback and information exchange, however, this can turn into a ball and chain and lead to burnout. Also, misuse, abuse and sharing inappropriate or proprietary information is also a concern. 3. In comparison, what are the pros and cons to face to face group communication? Answer: Face to face provides the added communication element of non-verbal feedback which is incredibly valuable to the entire communication process and helps to insure a message is understood. Of course one of the downsides is that face to face may require travel, planning and ultimately require more time and money. 4. When would a face to face group meeting be a more effective medium for communicating with employees? Answer: Face to face group meetings with employees would be more effective when communicating sensitive information such as plans for rolling out a new product line or plans for eliminating jobs and firing employees. This is particularly effective as it allows employees to benefit from the group discussion and Q&A. Postviewing Questions 5. As a manager, what lessons can you learn from this video about preparing a contingency plan to manage communication following a crisis? Answer: The Ranger Text system where individuals subscribed to receive text messages is a great idea. At Anne Arundel Community College this method is used to notify any of the college community subscribers about emergencies such as delayed openings or class cancellations. They also identified a gathering place for people to meet to have coffee and share information, this was particularly critical when people did not have Internet access or phones working. 6. While text messaging proved to be very useful following the tornado, do you think it is an appropriate tool for business communication? Explain. Answer: Personal opinions will vary but most are likely to find this to be a highly effective method for communicating within the organization as well as with customers. Think about tech savvy companies like Southwest Airlines sending travelers text messages about changes to their scheduled flights. 7. Provide an example from the video when School Superintendent Darin Headrick used the Underscore & Explore strategy for communication. Answer: Headrick demonstrated the Underscore & Explore strategy by conducting staff meetings where he shared information, answered questions but also asked for help and invited ideas and suggestions. CLOSING CASE: SOLUTION FOUND IN TRANSLATION: HOW TO MAKE THE MULTICULTURAL WORKFORCE WORK 1. Lloyd works on the encoding end to help people with a variety of primary languages handle the decoding process with as few errors as possible. He also provides support for key people to develop stronger decoding skills through learning English. 2. It’s a combination of Tell & Sell and Underscore & Explore. Tell & Sell is used to convey critical information in a way that everyone can understand. Although the information on stocking, etc. may not appear as critical as strategic plans, it is critical to the successful running of this organization, so the information is disseminated with careful consideration of encoding methods. Underscore & Explore comes from the two-way communication that has led Lloyd to modify his approaches to communication over time in order to discover the best ways to reach his team. It’s impressive that even with the challenges the organization faced, sticking with English-speaking employees was apparently never considered. 3. Personal Opinion Question. A suggestion box could work, as long as there was the capability to translate suggestions in various languages. Social media or an Intranet blog with language translation software is an option too. I would think small meetings with employees, with translators as necessary, would be the most successful choice. 4. Personal Opinion Question. I would rate him high. He clearly is paying attention not only to what his employees are saying, but also to what they are doing, as he makes changes in his company’s approach to communication. 5. Personal Opinion Question. ADDITIONAL DISCUSSION/ESSAY QUESTIONS 1. What is the purpose of communication, and what does the communication process involve? Answer: The purpose of communication is to exchange information, ideas, thoughts, or feelings between individuals or groups. It plays a crucial role in all aspects of life, including personal relationships, business interactions, and societal development. Effective communication enables people to understand each other, build relationships, and work together towards common goals. The communication process involves several key elements: 1. Sender: The person or group initiating the communication by encoding a message. Encoding is the process of converting thoughts or ideas into a form that can be transmitted, such as words, gestures, or images. 2. Message: The information, idea, or emotion being communicated. It can be verbal, written, or non-verbal. 3. Channel: The medium through which the message is transmitted, such as face-to-face conversation, phone call, email, or social media. 4. Receiver: The person or group for whom the message is intended. The receiver decodes the message to understand its meaning. 5. Feedback: The response or reaction of the receiver to the message. Feedback is essential for ensuring that the message was understood as intended. 6. Noise: Any factor that interferes with the communication process and can distort or disrupt the message. Noise can be external (such as loud noises) or internal (such as distractions or biases). 7. Context: The circumstances or environment in which the communication takes place. Context can influence how the message is perceived and understood. Effective communication requires clarity, conciseness, and consideration of the audience. It involves active listening, empathy, and the ability to adapt the message to the needs and preferences of the receiver. By understanding the communication process and its elements, individuals and organizations can improve their ability to convey messages effectively and achieve their communication goals. 2. How can managers deal effectively with grapevine communication, nonverbal communication, and upward communication? Answer: Managers can deal effectively with grapevine communication, nonverbal communication, and upward communication by employing various strategies tailored to each type of communication. 1. Grapevine Communication: • Acknowledge its existence: Recognize that grapevine communication is a natural part of organizational communication and can provide valuable insights into employee concerns and perceptions. • Provide accurate information: Ensure that official channels of communication are open and transparent to reduce the spread of rumors and misinformation. • Foster a culture of trust: Build trust with employees so they feel comfortable sharing information directly rather than relying on the grapevine. 2. Nonverbal Communication: • Be aware of body language and tone: Pay attention to your own nonverbal cues and those of others to ensure that your message is being conveyed effectively. • Clarify ambiguous signals: If there is a misunderstanding or confusion due to nonverbal cues, address it directly and seek clarification. • Use nonverbal cues to enhance communication: Nonverbal cues can be powerful tools for conveying empathy, understanding, and engagement. 3. Upward Communication: • Encourage open communication: Create a culture where employees feel comfortable providing feedback, sharing ideas, and raising concerns to their managers. • Actively listen: Listen attentively to what employees have to say without judgment or interruption to show that their input is valued. • Provide feedback: Respond to upward communication promptly and constructively, acknowledging the input and providing feedback on how it will be addressed. Overall, effective communication in these areas requires managers to be attentive, approachable, and responsive to the various forms of communication present in the organization. By actively engaging with grapevine communication, nonverbal cues, and upward communication, managers can improve organizational communication and enhance employee engagement and satisfaction. 3. What changes have tools such as e-mail and instant messaging made in workplace communication? What new communication challenges have these tools created? Answer: Tools such as email and instant messaging have revolutionized workplace communication, making it faster, more efficient, and more convenient. These tools have made it possible to communicate with colleagues and clients across the globe in real time, facilitating collaboration and decision-making. One major change brought about by these tools is the speed of communication. Messages that used to take days or weeks to be delivered can now be sent and received instantly, enabling quicker responses and decision-making. Another change is the ease of communication. Email and instant messaging have made it possible to communicate with multiple people simultaneously, share files and documents, and keep track of conversations in a way that was not possible with traditional forms of communication. However, these tools have also created new communication challenges. One challenge is the potential for miscommunication. Without the visual and auditory cues of face-to-face communication, messages can be easily misinterpreted, leading to confusion or misunderstandings. Another challenge is the tendency for information overload. With the constant stream of emails and messages, it can be difficult for employees to prioritize and manage their communication effectively, leading to a sense of being overwhelmed. Additionally, the informal nature of instant messaging can blur the lines between personal and professional communication, leading to issues such as inappropriate or unprofessional behavior. Overall, while email and instant messaging have greatly improved workplace communication, they have also introduced new challenges that need to be managed effectively to ensure clear and effective communication in the digital age. 4. What policies or guidelines should organizations consider developing with regard to computer-related communication issues such as e-mail, IM, and the use of the Internet & Social Media (particularly in terms of posting on Facebook, Twitter or blogs; and accessing content such as pornography)? Answer: Organizations should consider developing comprehensive policies and guidelines regarding computer-related communication issues to ensure responsible and effective use of communication tools such as email, instant messaging (IM), the Internet, and social media. Some key areas to address include: 1. Email and IM: • Use of official email accounts for business purposes only. • Guidelines on appropriate language, tone, and content in emails and IMs. • Rules for forwarding emails and sharing information from external sources. • Policies on the use of personal devices for work-related communication. 2. Internet Use: • Clear guidelines on acceptable and unacceptable websites and content. • Policies regarding the use of company resources for personal Internet use. • Guidelines for downloading files and software from the Internet. 3. Social Media: • Guidelines on representing the organization on social media platforms. • Rules for disclosing personal and confidential information about the organization. • Policies on engaging with customers, partners, and competitors on social media. • Guidelines for employees' personal use of social media in relation to the organization. 4. Accessing Content: • Policies prohibiting the access or download of illegal or inappropriate content, such as pornography. • Guidelines on accessing and using copyrighted materials. • Rules for protecting sensitive information and data security. 5. Monitoring and Enforcement: • Procedures for monitoring and enforcing compliance with the policies. • Consequences for violations, including disciplinary actions. It is important for organizations to regularly review and update these policies to reflect changes in technology and communication trends. Training and education programs should also be provided to ensure that employees understand and comply with the policies. 5. What types of barriers to communication do managers face, and how can each type be handled? Answer: Managers face several types of barriers to communication, each requiring specific strategies to address and overcome. Here are some common barriers and ways to handle them: 1. Physical Barriers: • Description: These include obstacles such as geographical distance, poor infrastructure, or an inadequate office layout that can impede communication. • Solutions: Utilize technology such as video conferencing, instant messaging, and collaborative online tools to bridge physical gaps. Arrange office spaces to facilitate easy communication, such as open floor plans or designated meeting areas. 2. Psychological Barriers: • Description: These include factors like stress, mistrust, or emotional states that affect how messages are sent, received, and interpreted. • Solutions: Foster a positive work environment by promoting a culture of trust and openness. Encourage mental health support and provide stress management resources. Regular team-building activities can help build strong interpersonal relationships. 3. Language Barriers: • Description: Differences in language or terminology can lead to misunderstandings, especially in diverse or international teams. • Solutions: Use simple and clear language in all communications. Provide language training or translation services if necessary. Encourage the use of universally understood terms and avoid jargon or technical language that may not be familiar to everyone. 4. Cultural Barriers: • Description: Cultural differences can lead to misinterpretations and misunderstandings, as norms and communication styles vary widely across cultures. • Solutions: Promote cultural awareness and sensitivity training. Encourage employees to share their cultural backgrounds and practices. Adapt communication styles to be more inclusive, and be mindful of cultural differences in nonverbal communication and etiquette. 5. Organizational Barriers: • Description: These include hierarchical structures and rigid communication channels that can hinder the free flow of information. • Solutions: Flatten organizational structures where possible to facilitate more direct communication. Encourage open-door policies and regular feedback sessions. Implement cross-functional teams to enhance collaboration across different departments. 6. Technological Barriers: • Description: Issues such as lack of access to technology, outdated systems, or technical difficulties can impede communication. • Solutions: Invest in up-to-date technology and ensure all employees have access to the necessary tools and training. Provide technical support and resources to address any issues promptly. 7. Perceptual Barriers: • Description: Differences in perception and interpretation can lead to misunderstandings, as people may perceive the same message differently based on their experiences and biases. • Solutions: Encourage active listening and provide training on effective communication techniques. Seek feedback to ensure messages are understood correctly and clarify any ambiguities. By identifying and addressing these barriers, managers can improve communication within their teams and create a more effective and cohesive work environment. 6. How can managers do a better job of running meetings? What are the disadvantages of a poorly run meeting? Answer: How Managers Can Do a Better Job of Running Meetings 1. Set Clear Objectives: • Define the purpose of the meeting and what needs to be achieved. Share the agenda with participants beforehand to ensure everyone is prepared and understands the meeting’s goals. 2. Invite the Right People: • Only include participants who are necessary for the discussion or decision-making process. This keeps the meeting focused and efficient. 3. Prepare and Distribute an Agenda: • Create a detailed agenda outlining the topics to be discussed, time allocations for each item, and the desired outcomes. Distribute the agenda well in advance so participants can prepare. 4. Start and End on Time: • Begin the meeting promptly and adhere to the scheduled end time. This shows respect for everyone’s time and encourages punctuality. 5. Encourage Participation: • Foster an inclusive environment where all participants feel comfortable sharing their ideas and opinions. Actively solicit input from quieter members to ensure diverse perspectives are considered. 6. Stay on Topic: • Guide discussions to stay on track with the agenda. If off-topic issues arise, acknowledge them and suggest they be addressed separately to keep the meeting focused. 7. Facilitate Effectively: • As the meeting leader, manage the flow of conversation, mediate conflicts, and ensure everyone has an opportunity to speak. Summarize key points and decisions to maintain clarity. 8. Assign Action Items: • Clearly identify action items, assign responsibilities, and set deadlines. Ensure there is a follow-up plan to track progress on these tasks. 9. Provide Meeting Minutes: • Document the meeting’s key points, decisions, and action items. Distribute minutes to all participants promptly to reinforce accountability and provide a reference for future meetings. 10. Evaluate and Improve: • After the meeting, solicit feedback on how the meeting was conducted and look for ways to improve future meetings. Continual improvement helps enhance meeting effectiveness over time. Disadvantages of a Poorly Run Meeting 1. Wasted Time: • Meetings that lack structure or clear objectives can waste valuable time for all participants, reducing overall productivity. 2. Decreased Morale: • Inefficient or unproductive meetings can lead to frustration and disengagement among team members, negatively impacting morale and motivation. 3. Poor Decision-Making: • Without clear objectives and effective facilitation, important issues may not be thoroughly discussed, leading to poor or uninformed decisions. 4. Lack of Accountability: • Meetings that do not result in clear action items and responsibilities can lead to a lack of follow-through and accountability, causing projects to stall. 5. Reduced Participation: • If meetings are consistently poorly run, participants may become less engaged and less willing to contribute, resulting in fewer diverse ideas and perspectives. 6. Confusion and Miscommunication: • Ineffective meetings can lead to misunderstandings and miscommunication, as key points and decisions may not be clearly articulated or documented. 7. Opportunity Costs: • Time spent in ineffective meetings is time not spent on other productive tasks. This opportunity cost can be significant, especially for high-level managers and key employees. By implementing strategies to run meetings effectively and recognizing the disadvantages of poorly run meetings, managers can enhance productivity, foster better decision-making, and improve overall team engagement and morale. INSTRUCTIONAL TIPS 1. You and your class can test the accuracy of the single-strand grapevine by playing a version of the child’s game “Operator.” Have students at opposite sides of the room read one of the following messages, whispering it in their neighbor’s ear, and giving instructions to pass it on until the message reaches the other end of the room. Message 1 should be started at one end of the room while Message 2 is started at the other end. (The two messages should pass each other about halfway across the room.) Message 1: “We will probably get out early today.” Message 2: “Many people like thin crust pizza, but personally I prefer the thick kind, with anchovies and sliced olives.” The idea of circulating two messages at once is to introduce a degree of novelty to this familiar exercise and to more closely simulate a busy organizational setting. Also, by circulating a simple and personally relevant message (Message 1) and a complex and personally irrelevant message (Message 2), you can demonstrate to your class that message content often determines the accuracy of the grapevine. Generally, Message 1 is communicated perfectly, while some strange (and funny) things happen to Message 2. A general class discussion can be employed to critique the exercise and draw conclusions about grapevine communication. 2. An amusing and instructive way to demonstrate the power and shortcomings of nonverbal behavior is to have selected students perform management charades. Any of the key names, terms, and concepts in the text are fair game, including management, F. W. Taylor, contingency approach, plan, strategic management, management by objectives, synergy, line and staff, performance appraisal, and grapevine communication. 3. To help students understand the importance of clear written communication, you could have them bring in samples of writing from their workplaces (with names deleted to protect the “innocent”). The class as a whole or as small groups could then work to rewrite the pieces, making them more clear and understandable. This approach can also be used with e-mails. Have selected participants bring in a day’s worth of workplace e-mails (with consideration of proprietary information) and review them in groups, using the tips in the book. How well does that set of e-mails pass muster, and what could be done to improve them? 4. Working with a professor in another college or university, have a team of your students work with a team of theirs to set up a desktop videoconference to discuss or debate a topic presented in this book. Afterward, discuss the difference between that communication experience and the same type of discussion in a standard classroom setting. (If your college has distance-learning technology in place, you could create a similar opportunity by using one of its distance learning classroom systems.) 5. To have students better understand the process of conducting effective meetings, you could start the class as a mock meeting. Pass out agendas and cover each item using the suggestions for effective meetings. Discussion Starter: Information Technology; Internet Use Monitoring Most companies will provide technology equipment, including computers, laptops, I-pads, smart phones and email accounts to employees who need these tools to do their job. In addition, employers are equipping themselves with new technology tools to give managers more control. Companies now have access to monitoring technology that provides them with a wide array of information about their employees technology use and through global positioning software their movements. This monitoring may include viewing employee email or going so far as recording keyboard keystrokes. Is your employer watching you? For Discussion: 1. Is this an infringement of employee privacy rights? Explain. Answer: When addressing whether Internet use monitoring by employers is an infringement of employee privacy rights, several key points should be considered: Legal Framework and Company Policies • Legal Context: In many jurisdictions, employers are legally permitted to monitor employees' internet usage on company-owned devices and networks. This is typically grounded in the employer's right to protect their business interests, ensure productivity, and prevent inappropriate or illegal activities. • Company Policies: Employers usually outline their monitoring policies in employee handbooks or contracts. If employees are informed about monitoring and have consented to it as part of their employment terms, the legal standing of privacy infringement claims is weakened. Privacy Rights vs. Business Interests • Reasonable Expectation of Privacy: Employees have a limited expectation of privacy while using company resources. If the monitoring is reasonable and transparent, it is less likely to be viewed as an infringement. Reasonableness depends on the extent and nature of the monitoring (e.g., monitoring specific sites visited vs. reading personal emails). • Purpose and Scope of Monitoring: If monitoring is conducted for legitimate business reasons, such as ensuring network security, preventing data breaches, or improving productivity, it is generally considered justifiable. However, excessive or intrusive monitoring that goes beyond these purposes can be seen as invasive. Ethical Considerations • Transparency and Trust: Ethical practice involves transparency about monitoring policies. Employees should be fully aware of what is being monitored and why. This fosters trust and mitigates feelings of being unfairly surveilled. • Balance of Interests: There should be a balance between protecting the company’s interests and respecting employees' privacy. Overly invasive monitoring can damage employee morale and trust in the organization. Conclusion Monitoring employees' internet use can be seen as an infringement of privacy rights if it is done excessively, secretly, or without proper justification. However, if conducted transparently, within legal boundaries, and for legitimate business purposes, it is generally considered a reasonable practice. Employers must ensure they clearly communicate their monitoring policies to employees, outline the reasons behind such measures, and maintain a balance between safeguarding business interests and respecting employee privacy. In conclusion, whether internet use monitoring is an infringement of employee privacy rights depends on the legal, ethical, and practical context in which it is conducted. Transparent, reasonable, and justified monitoring practices are less likely to be viewed as infringing on privacy rights. 2. In your view, what are the general boundaries for a fair and reasonable company Internet-use policy? Answer: In developing a fair and reasonable company internet-use policy, several general boundaries should be established to balance the needs of the business with respect for employee privacy and autonomy. These boundaries can be grouped into categories such as transparency, purpose, scope, consent, and enforcement. 1. Transparency • Clear Communication: The policy should be clearly communicated to all employees. This includes providing detailed information about what will be monitored, how it will be monitored, and why monitoring is necessary. • Employee Handbook: Include the internet-use policy in the employee handbook and ensure that all employees have access to it and understand its contents. 2. Purpose • Legitimate Business Interests: Monitoring should be conducted to protect legitimate business interests such as safeguarding company data, ensuring network security, preventing illegal activities, and maintaining productivity. • Specific Objectives: Define the specific objectives for monitoring (e.g., preventing malware attacks, ensuring appropriate use of company resources) to avoid overly broad or ambiguous monitoring practices. 3. Scope • Limited to Work-Related Activities: Monitoring should primarily focus on work-related activities and usage of company resources. Personal activities that do not interfere with work should have minimal monitoring. • Proportionality: Ensure that the level of monitoring is proportional to the risks involved. For instance, monitoring bandwidth usage to prevent network congestion is different from reading personal emails. 4. Consent • Informed Consent: Obtain informed consent from employees regarding the monitoring practices. This can be achieved through signed agreements or acknowledgment forms. • Regular Updates: Provide regular updates and reminders about the policy, especially if any changes are made to the monitoring practices. 5. Enforcement • Consistent Application: Apply the policy consistently across all employees to avoid perceptions of unfairness or discrimination. • Reasonable Consequences: Establish reasonable consequences for violations of the policy, and ensure these are clearly communicated to employees. Consequences should be proportional to the severity of the violation. 6. Privacy Protections • Minimal Intrusion: Design monitoring practices to be as minimally intrusive as possible while still achieving their intended goals. • Anonymity: Where feasible, use anonymized data to protect individual privacy while still gathering necessary information. 7. Employee Support • Guidance and Training: Provide employees with guidance and training on appropriate internet use and the potential risks of non-compliance. • Support Mechanisms: Offer support mechanisms for employees who have questions or concerns about the policy, such as a dedicated HR representative or a confidential reporting system. Conclusion A fair and reasonable company internet-use policy should be transparent, focused on legitimate business purposes, proportionate in scope, based on informed consent, consistently enforced, protective of employee privacy, and supported by appropriate guidance and training. By establishing these boundaries, companies can create a policy that respects employee rights while safeguarding their own interests. 3. When would this type of monitoring be appropriate, if ever? Answer: Internet use monitoring by employers can be appropriate under specific circumstances where the benefits to the organization and its stakeholders outweigh the potential privacy concerns. Here are some scenarios where this type of monitoring is justifiable: 1. Ensuring Network Security • Protection from Cyber Threats: Monitoring can help identify and prevent security breaches, malware, and other cyber threats that could compromise the company’s data and systems. • Sensitive Information: For companies handling sensitive or confidential information, such as financial institutions or healthcare providers, monitoring is crucial to protect data from unauthorized access or leaks. 2. Legal and Regulatory Compliance • Regulatory Requirements: In industries with strict regulatory requirements, such as finance, healthcare, and legal sectors, monitoring may be necessary to ensure compliance with laws and regulations. • Preventing Illegal Activities: Monitoring can help detect and prevent illegal activities such as fraud, insider trading, or the misuse of intellectual property. 3. Protecting Company Resources • Bandwidth and Resource Management: Monitoring can help manage and optimize the use of company resources, ensuring that internet bandwidth and other IT resources are used efficiently and not wasted on non-work-related activities. • Preventing Abuse: Detecting excessive personal use of company resources, such as streaming videos or downloading large files, which can hinder productivity and increase operational costs. 4. Maintaining Productivity • Workplace Efficiency: Monitoring internet usage can help ensure that employees remain focused on work-related tasks and maintain high levels of productivity during working hours. • Identifying Productivity Trends: Analyzing internet use patterns can help identify productivity trends and areas where employees may need additional support or resources. 5. Protecting the Company’s Reputation • Social Media and Public Communication: Monitoring can help ensure that employees do not engage in activities that could harm the company’s reputation, such as posting inappropriate content on social media or leaking confidential information. 6. Investigating Misconduct • Disciplinary Investigations: In cases where there is reasonable suspicion of misconduct, such as harassment, discrimination, or policy violations, monitoring internet use can provide evidence for investigations and support disciplinary actions. Conclusion Internet use monitoring is appropriate when it is necessary to protect the company’s security, comply with legal requirements, manage resources efficiently, maintain productivity, safeguard the company’s reputation, and investigate misconduct. To ensure fairness and respect for employee privacy, employers should implement monitoring policies transparently, with clear communication, and ensure that monitoring practices are proportionate and justified by legitimate business needs. BONUS COOPERATIVE LEARNING TOOL Communication Challenges With communication, even simple statements can lead to confusion, as a consequence of the misinterpretation of words, tone, and intonation. We also often rely on context clues to fill in the blanks for us. Two ways to explore communication misunderstandings are discussed below. PART 1: “If Sam wants to be an artist, that’s tough.” The goal is to show how easy it is to misinterpret a simple sentence. There are two very different interpretations. One is a dismissal of Sam’s ambition to be an artist. (If Sam wants to be an artist, that’s just too bad, it’s not going to happen.) The other is sympathetic and supportive. (Sam is facing a challenge, by choosing to be an artist.) One way to present this is as follows: Write the sentence on the board. “If Sam wants to be an artist, that’s tough.” Have a student read it aloud and explain what it means. Ask the class: • Does your interpretation change if you know that Sam’s father made the statement? • Does your interpretation change if you know that it was Sam’s art professor who made the statement? Point out both interpretations if the students did not discover both. (The class probably relied on expected or stereotypical responses of a “father” or “art professor” as context clues. These stereotypes can further confuse the communication process.) Add the following information to each context clue: • Sam’s father is a successful musician who always encourages his son in creative endeavors. • Sam’s art professor thinks Sam has no talent. Point out how risky it is to use stereotypes and assumptions defined by personal experience to interpret even simple communications. There is only one way to know exactly what the speaker meant with the above sentence: ask for clarification. PART 2: “He never said she took the test.” This sentence has numerous opportunities for miscommunication, depending on the inflection given. To illustrate this, have different class members say the sentence aloud, each giving the primary emphasis to a different word in the sentence. The meaning of the sentence changes completely with every inflection change. HE never said she took the test. He NEVER said she took the test. He never SAID she took the test. He never said SHE took the test. He never said she TOOK the test. He never said she took THE test. He never said she took the TEST. The sentence’s meaning changes also with the definition of the word took. Does it mean that she completed the test, that she removed it from some location, or that she stole it? The important lesson for students with both parts of this activity is to understand how easy it is for multiple definitions of words and phrases, slang, unclear intonation, or different personal backgrounds and experiences to confuse even simple communications. Add cultural and language differences, distractions, and other barriers to communication, and it is a wonder that we can communicate with each other at all! One possible wrap-up to this activity is to review the section of this chapter on listening skills and have students discuss what listening techniques would be helpful when facing these types of communication challenges. BONUS VIDEOS BIZFLIX VIDEO CASES FROM THE TEXTBOOK WEBSITE Discussion Questions and Guide Video Case: Friday Night Lights (I) VIDEO CASE SYNOPSIS According to VideoHound’s Golden Movie Retriever, the Odessa, Texas, passion for Friday night high school football (Permian High Panthers) comes through clearly in this cinematic treatment of H. G. (Buzz) Bissinger’s well-regarded book of the same title. Coach Gary Gaines (Billy Bob Thornton) leads them to the 1988 semifinals where they must compete against a team of much larger players. Fast-moving pace in the football sequences and a slower pace in the serious, introspective sequences give this film many fine moments. This sequence, which is a compilation of various scenes, begins with a shot of Coach Gaines and the team gathered around him during the half-time break. He starts his speech to the team by saying, “Well, it’s real simple. You got two more quarters and that’s it.” It ends after Gaines says, “Boys, my heart is full. My heart’s full.” VIDEO CASE DISCUSSION QUESTIONS AND SUGGESTED ANSWERS 1. In what ways does this scene provide an example of the communication process? Draw examples from his speech to support your conclusions. Answer: Coach Gaines effectively encodes his inspirational speech by using the right medium—face-to-face speaking—to communicate such an important message at a crucial moment. He closes his speech by saying, “Boys, my heart is full. My heart’s full,” which shows that he is incorporating emotion into his message. Students should also note that the facial expressions and body language of the football players and assistant coaches reveal they are decoding the message and providing feedback. The communication process has been effective and is complete. 2. Which of the five types of communication strategies does the coach use in this scene? Explain your answer. Answer: Students should immediately rule out the Underscore & Explore and the Identify & Reply strategies, since those both involve two-way, active dialogue, and this scene is one-way speaking. Since the coach neither provides too much information (which would be the Spray & Pray strategy) nor too little information (which would be the Withhold & Uphold strategy), we can determine that he is using the Tell & Sell strategy. This makes sense because the coach has assessed his players’ needs and knows the exact message he needs to focus on in order to inspire them. 3. What details from this video clip lead you to believe that Coach Gaines can effectively run a meeting? Answer: He is aware of the time limits and uses his time effectively. He has limited the attendance to only those people who are essential to the meeting—the assistant coaches and players. He has a specific purpose and agenda, and he sticks to them. He has obviously prepared in advance so that he can communicate effectively. Finally, he gives his players a specific action item. Solution Manual for Management Robert Kreitner, Charlene Cassidy 9781111221362