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Unit Nine Seminar
Intro to Management AB140
Instructor: Jill Burgett
**Don’t forget to make sure your volume is up
Unit Nine Coursework

Discussion
– Be sure to post three times (min 100 words) on three separate
days (from Wed-Tues) to receive full credit.
– Your first post should answer the discussion question and your
second two posts (on separate days) should be responses to
classmates. All posts should be a minimum of 100 words.

Assignment
– Watch a scenario about Sandwich Blitz, Inc. and answer
questions regarding the use of new technology as a means of
improving communication between employees and customers
(watch grammar), MIN ONE PAGE.
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Review
– Ten multiple choice questions on Chapter 12 and 14 to be
completed by next Tuesday
***All Unit Nine work is due by next Tuesday at 11:59 PM EST
A Note About Next Week
Unit Ten is our last unit for the course and
the reading is posted in doc sharing.
 There will be a discussion and 10-question
review quiz on unit ten reading.
 There will be no seminar and no
assignment for Unit Ten.

***Unit Ten discussion and review quiz are due…
***All late work is due no later than…
Tonight’s Seminar

What to expect in Unit Nine
Chapter 12 - Communicating
Chapter 14- Innovating and Changing
 Define communication
 Identify communication problems to avoid
 Identify methods for handling resistance to change
Interpersonal Communication
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Communication - the transmission of
information and meaning from one party to
another through the use of shared symbols
One-Way Communication - a process in
which information flows in only one direction
- from the sender to the receiver, with no
feedback loop
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Two-Way Communication - a process in
which information flows in two directions the receiver provides feedback, and the
sender is receptive to the feedback
A Model of One-Way Communication
Interpersonal
Communication
Pitfalls

Perception - the process of receiving
and interpreting information

Filtering - the process of withholding,
ignoring, or distorting information
Tactics to enhance effective
communication:
Verbal Behavior
Nonverbal Behavior
Accurate Interpretation
Comprehension
Design of Message
Verbal Behavior
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Clear, slow speech. Enunciate each
word. Do not use colloquial expressions.
Repetition. Repeat each important idea
using different words to explain the same
concept.
Simple sentences. Avoid compound,
long sentences.
Active verbs. Avoid passive verbs.
Nonverbal Behavior
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Visual restatements. Use as many visual
restatements as possible, such as pictures,
graphs, tables, and slides.
Gestures. Use more facial and appropriate
hand gestures to emphasize the meaning of
words.
Demonstrations. Act out as many themes as
possible.
Pauses. Pause more frequently.
Summaries. Hand out written summaries of
your verbal presentation.
Accurate Information

Silence. Do not jump in to fill the
silence.
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Intelligence. Do not equate poor
grammar and mispronunciation with lack
of intelligence
Differences. If unsure, assume
difference, not similarity.
Comprehension
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Understanding. Do not just assume that
they understand

Checking comprehension. Have
colleagues repeat their understanding of
the material back to you.
Design
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Breaks. Take more frequent breaks.
Small modules. Divide the material to be
presented into smaller modules.
Longer time frame. Allocate more time
for each module than you usually need
for presenting the same material to
native speakers of your language.
Motivation
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Encouragement. Verbally and
nonverbally encourage and reinforce
speaking by nonnative-language
participants.
Drawing out. Explicitly draw out
marginal and passive participants.
Reinforcement. Do not embarrass
novice speakers.
Various Channels of Communication
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Oral communication - face-to-face &
telephone conversations, formal
presentations
Written communication - email,
memos, letters, reports, computer files,
& other written documents
There are advantages and disadvantages
of oral and written communication
Electronic Media
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Advantages
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Disadvantages
– Flexible and efficient channels
– Reduce time and expenses
– Ability to work virtually
– Availability of “richer” media for complex or
critical messages
– Difficulty in solving some complex problems
– Less suitable for confidential information, conflict
management, and negotiating
– Electronic overload
Managing Change
Shared leadership and implementers of
change are needed.
 People have to be motivated to change to
avoid resistance to change.
 Reasons for resistance to change:

– Inertia or “status quo”
– Poor Timing
– Surprise
– Peer pressure
– Self-interest
– Misunderstanding
– Different assessments
– Management tactics
Motivating People to Change
Three-Stage Change Management Model
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Unfreezing - realizing the current practices are
inappropriate and that new behavior must be
enacted
– Performance gap - the difference between actual
performance and desired performance
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Moving - instituting the change
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Refreezing - strengthening the new behaviors
that support the change
– Force-field analysis - an approach to implementing
Lewin’s unfreezing/moving/freezing model, involving
identifying the forces that prevent people from
changing and those that will drive people toward
change
Approaches to Encourage Cooperation
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Education and communication
Participation and involvement
Facilitation and support
Negotiation and rewards
Manipulation and cooperation
Explicit and implicit coercion
Managers must lead change.
Methods for Managing Resistance to Change
Unit Nine Assignment
You’ll be asked to watch a video clip on Sandwich Blitz,
Inc.
 Sandwich Blitz, Inc. has a great problem...an increase in
the number of customers! Employees have been
consistently reporting that they are overwhelmed by the
volume of customers and management has noticed that
the number of reported errors in customer orders has
increased. Dalman and Lei have decided to adopt an ecustomer order system that will allow customers to input
their own orders. This would address the issue of
employees being overwhelmed by the increased pace of
the workplace.
 Using the process starting on page 330 of the text,
describe what the management must do to lead this
change in technology to automated customer service IN
AN EMAIL FROM DALMAN AND LEI to the MANAGERS.
Address each of the eight steps in the change process

Leading
Change
Establishing a Sense of Urgency
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Examine the current realities and pressures in the
marketplace and the competitive arena, identify crises
and opportunities and be frank and honest about them.
Many large companies grow complacent.
To stop complacency and create urgency:
– Talk candidly about the organization’s weaknesses relative to
competitors, making a point to back up statements with data.
– Set stretch goals, put employees in direct contact with unhappy
customers and shareholders, distribute worrisome information to
all employees instead of merely engaging in management
“happy talk,” eliminate excessive perks, and highlight the future
opportunities that the organization so far has failed to pursue.
Create A Guiding Coalition
Put together group with enough power to
lead to change.
 Change efforts depend on it.
 Top management leadership is usually
required, however support must expand
outward and downward for long term
success.
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Developing a Vision and Strategy
Directs the change efforts
 Determines the idealized, expected state
of affairs after the change is implemented
 Be as clear as possible to avoid confusion
 Benefits: clarify expectations, dispel
rumors, mobilize energies
 Goals: how the transition will occur, why
the change is being implemented, and
how people will be affected.
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Communicating the Change Vision
Using every possible channel and
opportunity to reinforce the vision
 Require new behaviors
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Empowering Broad-Based Action
Remove obstacles to success.
 Include systems and structures that
constrain rather than facilitate.
 Encourage risk-taking and
experimentation.
 Empower people by providing knowledge,
authority, and rewards.
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Generate Short-Term Wins
Plan for and create small victories that
show everyone that progress is being
made.
 Recognize and reward the people who
made the wins possible.
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Consolidate Gains and Produce
More Change
Keep changing things that support the
mission.
 Hire, promote, develop people who will
further the vision.
 Reinvigorate the organization and your
change efforts with new products and
change agents.
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Anchor New Approaches in the
Culture
Highlight positive results.
 Communicate the connections between
the new behaviors and the improved
results.
 Keep developing new change agents and
leaders.
 Increase the number of people taking
responsibility for change.
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Conclusion

Tonight We Discussed:
Chapter 12- Communicating
 Define communication
 Identify communication problems to avoid
Chapter 14 - Innovating and Changing
 Identify methods for handling resistance to
change
The Importance of a Degree

Before concluding for the evening and the
class, I want you to consider….
The Importance of a Degree
The Worth of a College Degree
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You’ve taken your first step toward your college degree. What
does this mean? Is it worth it?
According to Stephen Ohlemacher, Associated Press Writer, a
college degree can be worth an extra $23,000 a year.
What is a Degree Worth?
Feedback

Please take a few minutes to email me
your feedback.
– What are some things you liked/disliked about
the course?
– How could I have made your academic
journey through MT140 better?
**This will not be graded and I welcome all
feedback.
Final Seminar

We will not have a
seminar for unit ten.

Any questions,
comments, or
concerns?