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LECTURE OUTLINE AND LECTURE NOTES THE WORLD OF WORK Under New Management (Text pages 54-55) Tony, the new manager of Taco Barn, is now in his new role as the restaurant manager and has made a change to the scheduling process. Jack, the former manager, was very understanding, working with all employees regarding their weekly schedules. However, Tony has decided to make a policy change that places the responsibility on all employees to find a replacement if they can not make it to work. He has written this in a new store policy for all employees to read. 1. Why is it so important for Tony to “put his stamp” on the Taco Barn as the new manager? First, Tony is the new manager and he is in position to run his store within the guidelines of basic management authority. This authority directs back to him as the manager of the Taco Barn and reflects his style of management. What Tony is doing with the memo is also using his communication skills with his staff (see the section “Communication as a Management Skill”.) With his memo, Tony will have to deal with the perception each employee will have as they interpret his message. And, by using a memo to convey his message, Tony has allowed each employee to read into his message. Without good dialogue, this can cause both the short and long-term problems. 2. Did Tony make the right choice here? Why or why not? Tony is new to the position and to the decision making that goes along with the store manager job. His reasons for what he did are based on his own interpretation of scheduling, as opposed to how Jerry did the scheduling. If Tony truly believes he wants to run a tight ship with regards to scheduling, then his memo has merit. And, if Tony follows up his memo with the same attitude and explains why he decided to take this approach, then his current employees will have to choose to either follow the new schedule changes or to look for employment elsewhere. In the process, Tony will look for and hire new employees who can live with these scheduling rules. However, if Tony does not keep this scheduling policy, he will have disrupted his employees’ confidence about working with the manager regarding the schedule. 3. What do you think the team’s reaction will be? Without question, dramatic changes bring dramatic results. The employees of Taco Barn, based on this new scheduling policy, will most likely dislike the change of managers. Change is usually stressful for all levels of employees, and when change also brings new ways of doing things, employees can react with unhappiness, mistrust, a perceived lack of care for their opinion, lack of professionalism, and a general feeling of not being appreciated. Tony has shaken his employees with this new policy and he will face some employee mending going forward. Tony will be dealing with conflict (see the “Interpersonal Communication Process” section of the lecture outline.) There is not one quick answer to fix the problem he has created. 4. What could Tony do differently here? Tony is new and needs to build confidence and trust in his abilities as a new manager. While Tony must deal with his own feelings of loneliness or uncertainty in his new position, he has to try to overcome this emotion and build his team to get the results he wants as the new restaurant manager of Taco Barn. Tony needs to call a store meeting and have an open discussion about how this transition can happen with minimal problems. He needs to repair the conflict he has created with his new policy. LECTURE OUTLINE I. COMMUNICATION AS A MANAGEMENT SKILL ► LEARNING OBJECTIVE 1 Define communication, and explain why effective communication is an important management skill. (Text page 56) A. COMMUNICATION is the act of exchanging information. B. Managers need communication skills because they must be able to: 1. give direction to the people who work for them 2. motivate people 3. convince customers that they should do business with them 4. absorb the ideas of others 5. persuade other people LECTURE NOTES POWERPOINT 3-1 Chapter Title (Refers to text page 54) POWERPOINT 3-2 Learning Objectives (Refers to text page 55) POWERPOINT 3-3 Communication as a Management Skill (Refers to text page 56) TEXT FIGURE 3.1 Communicating in the Business World (Text page 56) POWERPOINT 3-4 Communication as a Management Skill (continued) (Refers to text page 56) II. INTERPERSONAL COMMUNICATION OBJECTIVE 2 ► LEARNING Describe the interpersonal communication process. (Text pages 57-63) A. Because managers spend so much time with employees, effective communication is critical. 1. INTERPERSONAL COMMUNICATION is an interactive process between individuals that involves sending and receiving verbal and nonverbal messages. 2. Steps in the interpersonal TEXT FIGURE 3.2 Interpersonal Communication Process (Text page 57) POWERPOINT 3-5 Interpersonal Communication (Refers to text page 57) LECTURE OUTLINE 3. LECTURE NOTES communication process: a. An event or condition generates information. b. The desire to share information creates the need to communicate. c. The sender then creates a message and communicates it. d. The receiver perceives and interprets the message and creates a reply. e. The reply can generate a response by the sender. Many factors interfere with this process. ETHICAL MANAGEMENT (Text page 58) You have worked at the same company with your best friend for the last ten years. In fact, he told you about the job and got you the interview. He works in the marketing department and is up for a promotion to marketing director – a position that he has been wanting for a long time. You work in sales, and on your weekly conference call the new marketing director, someone recruited from outside the company, joins you. Your boss explains that although the formal announcement hasn’t been made yet, the company felt it was important to get the new director up to speed as quickly as possible. He will be joining the company in two weeks, after completing his two-week notice with his current employer. Should you tell your friend what happened? Sharing information among friends on the job has no formal boundaries. Therefore, all participating parties enter this exercise at their own risk. Being privy to important information can happen. Using this information has to be done carefully and can have consequences. Telling a friend that a job that he wanted has already been filled is using unannounced information. Generally speaking, it should be kept under wraps until a formal announcement is made. However, the culture of the company is another variable. Their practices on these matters might be very informal. A better decision might be to encourage your friend to ask his direct boss for an update on the hiring of the new marketing director position, thus taking the pressure off you to convey this information. If the boss does not handle the request for a hiring update in an informative and professional way, it might suggest that working for the company might need closer viewing. B. Conflicting or Inappropriate Assumptions 1. Without feedback, the sender may assume communication is flowing POWERPOINT 3-6 Conflicting or Inappropriate Assumptions (Refers to text page 58) LECTURE OUTLINE smoothly when it isn’t. 2. Assumptions can interfere with interpretation of meaning. C. SEMANTICS is the science or study of the meanings of words and symbols. 1. A word may mean very different things to different people. 2. Problems involved in semantics a. Some words and phrases have multiple interpretations. b. Groups of people in specific situations often develop their own technical language. 3. Words are the most common form of interpersonal communication. D. PERCEPTION deals with the mental and sensory processes an individual uses in interpreting information received. 1. Perception begins when the sense organs receive a stimulus, which is the information received. 2. The sense organs respond to, shape, and organize the information received. 3. The brain further organizes the information, resulting in perception. 4. Different people perceive the same information differently. 5. Selective perception often distorts the intended message. PROGRESS CHECK QUESTIONS (Text page 59) 1. What is communication? 2. Define interpersonal communication. 3. What is semantics? 4. What is perception, and what role does it play in LECTURE NOTES TEXT FIGURE 3.3 Interpretations of The Word “Fix” (Text page 59) POWERPOINT 3-7 Semantics (Refers to text page 58) CRITICAL THINKING EXERCISE 3-1 Multiple Meanings of Words Many words in the English language have multiple meanings. This exercise asks students to identify all the meanings of the word “run.” See complete exercise on page 3.Error! Bookmark not defined. of this manual. POWERPOINT 3-8 Perception and Emotions (Refers to text pages 59-60) CRITICAL THINKING EXERCISE 3-2 Gender-Neutral Language Most people now refer to “businessmen” as “business people” or “sales associate.” This exercise lets students practice identifying gender neutral substitutes for twelve common words. See complete exercise on page 3.Error! Bookmark not defined. of this manual. LECTURE OUTLINE LECTURE NOTES communication? E. Emotions Either Preceding or During Communication 1. Emotions affect our disposition to send and receive communication. 2. Managers need good communication skills to manage the emotional, as well as the physical, environment. III. LEARNING TO COMMUNICATE A. Managers communicate both in writing and verbally. B. Understanding the Audience 1. To communicate effectively, managers need to identify their audience. 2. The text uses the example of a hotel manager communicating with employees and with higher management. C. Developing good listening skills is one of the most important management skills. 1. Active listening involves absorbing what another person is saying and responding to the person’s concerns. 2. Tests show that most people do not listen actively. 3. To improve communication effectiveness managers need to learn to be active listeners. 4. Steps in active listening: a. Identify the speaker’s purpose. b. Identify the speaker’s main ideas. c. Note the speaker’s tone as well as TEXT REFERENCE Study Skills Box: Keys to Good Study Habits Gives students suggestions for improving their study skills. (Box in text on page 62.) An additional exercise and discussion is available in this chapter on page 3.Error! Bookmark not defined.Error! Reference source not found.Error! Reference source not found.. POWERPOINT 3-9 Learning To Communicate (Refers to text pages 60-61) CRITICAL THINKING EXERCISE 3-3 Rate Your Listening Skills This short quiz lets students assess how good their listening skills actually are. See complete exercise on page 3.Error! Bookmark not defined. of this manual. TEXT FIGURE 3.4 Are you a Good Listener? (Text page 61) LECTURE OUTLINE his or her body language. d. Respond to the speaker with appropriate comments, questions, and body language. D. Feedback 1. Effective communication is a two-way process. 2. Feedback, the flow from the receiver back to the sender, lets the sender know whether the receiver received the message and vice versa. E. Understanding the Importance of Nonverbal Communication 1. Paralanguage includes the pitch, tempo, loudness, and hesitations in verbal communication. 2. Gestures, body posture, and eye contact communicate information. 3. Nonverbal communication supplements verbal communication and can change its meaning. LECTURE NOTES POWERPOINT 3-10 Developing Good Listening Skills (Refers to text pages 61-62) TEXT FIGURE 3.5 Using Active Listening (Text page 61) POWERPOINT 3-11 Feedback (Refers to text pages 62-63) LECTURE LINK 3-1 Types of Nonverbal Communication As much as 93% of emotional meaning is communicated nonverbally. Seven nonverbal communication types are discussed. See complete lecture link on page 3.Error! Bookmark not defined. of this manual. IV. WRITTEN COMMUNICATION OBJECTIVE 3 ► LEARNING Understand the importance and appropriate use of written and oral communication. (Text pages 63-65) A. Effective managers need to identify the purpose of the document, the audience, and the main points to convey. B. Principles of Good Writing 1. Write as simply and clearly as TEXT FIGURE 3.6 Identifying the Purpose, Audience, and Main Point of a Document (Text page 63) POWERPOINT 3-12 Written Communication LECTURE OUTLINE 2. 3. possible. The content and tone of the document should be appropriate for the audience. Proofread the document. LECTURE NOTES (Refers to text pages 63-64) PROGRESS CHECK QUESTIONS (Text page 64) 5. What is feedback, and how does it affect the communication process? 6. What are the four key steps of active listening? 7. Explain the importance of nonverbal communication in interpersonal communication. What are the three basic principles of good writing? 8. V. ORAL COMMUNICATION A. Oral communication, the most common form of communication, can occur formally or informally. B. The Importance of Oral Communication 1. Managers need good oral communication skills to give clear instructions, motivate employees, and persuade other people. 2. Effective communication can set the tone within a company. C. Developing Oral Communication Skills: Some Guidelines 1. Make emotional contact with listeners by addressing them by name. 2. Avoid speaking in a monotone. 3. Be enthusiastic and project a positive outlook. 4. Avoid interrupting others. 5. Always be courteous. 6. Avoid empty sounds or words, such as POWERPOINT 3-13 Oral Communication (Refers to text pages 64-65) TEXT REFERENCE Career Management Box: Career “Terminology” That Will Help This box reviews career LECTURE OUTLINE “un,” “um,” “like,” and “you know.” PROGRESS CHECK QUESTIONS (Text page 65) 9. Explain the difference between formal and informal oral communication. 10. Successful managers use their oral communication skills in three primary ways. What are they? 11. List the six steps for effective communication. 12. How could you improve your oral communication skills? VI. CHOOSING THE BEST METHOD OF COMMUNICATION ► LEARNING OBJECTIVE 4 Identify the best means of communication as it pertains to specific situations. (Text pages 65-66) A. Verbal communication is most appropriate for sensitive communication. B. Written communication is most appropriate for communicating routine information. LECTURE NOTES terminology and explains the personal career qualities students need to develop. (Box in text on page 65.) An additional exercise and discussion is available in this chapter on page 3.Error! Bookmark not defined.Error! Reference source not found.Error! Reference source not found.. CRITICAL THINKING EXERCISE 3-4 Choosing a Communication Method This exercise asks students to decide on the appropriate communication method (channel) for several situations. See complete exercise on page 3.Error! Bookmark not defined. of this manual. POWERPOINT 3-14 Choosing the Best Method of Communication (Refers to text pages 65-66) CASE INCIDENT 3.1 Starting a New Job (Text page 66) A new employee of a large computer manufacturer, Otis, has told his immediate boss, Jack, that he is quitting his job, based on all the miscues and lack of professionalism in his training for the new job. The boss responds with very little sympathy and tells stories of his hiring and how much worse his experience was. In the process, the new employee has to make a decision about staying on the job or looking for new employment. 1. What grade would you give Jack on this interview? Not a good grade. Jack just validated the organizational mess that he is a part of and, in the process, has given Otis even more reason to leave the company. Jack also made the mistake of sharing with Otis how much more difficult he had it when he began. This tells Otis that the company has been unorganized for a long time. 2. What suggestions do you have for Jack to help his company avoid similar employee turnover problems in the future? LECTURE OUTLINE LECTURE NOTES Jack has to seriously commit to fixing the problem. Anything less would be a hollow motion that employees would see through. Jack needs to have a meeting with the human resource department and upper management to begin fixing the problems of hiring and training of new employees. From this meeting, new procedures must be instituted, including any manual materials and new staffing to carry out the new hiring and training program. 3. Should Jack find a way to make Otis change his mind? Why or why not? It would be nice if Jack could convince Otis to change his mind. But more importantly, he needs to instill an organizational change regarding this issue. If Jack could get this done and use Otis as part of the new training and hiring solution, that would be the best case scenario. However, if Jack cannot get real change and results, it would be foolish to keep Otis when nothing in the organization has changed. 4. Do you think Otis would change his mind and stay? Why or why not? Otis has done a great service to the company by bringing this issue into the spotlight. Through this experience he might have found a niche that could suit him going forward. Otis might be a good person to place in the training and hiring division. He is sensitive to what has already happened to him as a new hire. He is passionate regarding the importance of hiring and training all new employees. As a result, if this disaster has a positive side, it is the recognition of a major company weakness, leading to potential solutions for solving the problem and turning it into a company strength. VII. COMMUNICATING WITHIN THE ORGANIZATION ► LEARNING OBJECTIVE 5 Explain the most common mechanisms for communicating within the organization. (Text pages 6669) A. The Grapevine 1. The GRAPEVINE consists of the informal channels of communication within an organization. 2. Grapevines develop when employees share common interest and social relationships. 3. The grapevine: a. always exists in an organization b. does not follow the hierarchy c. is often accurate 4. Information in the grapevine travels more rapidly than through formal POWERPOINT 3-15 Communicating within the Organization (Refers to text pages 66-67) LECTURE OUTLINE channels of communication. 5. Because the grapevine is inevitable, management should use it to complement formal communication channels. B. E-MAIL, the abbreviated version of “electronic mail,” refers to the system of sending and receiving messages over an electronic communications system. 1. An e-mail system can save time and eliminate wasted effort. 2. It enables communication among individuals who might not communicate otherwise. C. The INTERNET is a global collection of independently operating, but interconnected, computers. 1. Electronic pathways connect computers around the world. 2. The Internet is a source for massive amounts of information. D. Intranets 1. An INTRANET is a private, corporate computer network that uses Internet technologies to provide multimedia applications within organizations. 2. The intranet serves as an “information hub” for the entire organization. PROGRESS CHECK QUESTIONS (Text page 69) 13. How do grapevines develop in organizations? 14. 15. Why does the grapevine have a poor reputation? What is the real value of the Internet to managers? 16. Why do managers set up Intranets? CASE INCIDENT 3.2 LECTURE NOTES LECTURE LINK 3-2 E-Mail Rules Writing an e-mail is not like writing a letter – some suggestions for better electronic communication. See complete lecture link on page 3.Error! Bookmark not defined. of this manual. POWERPOINT 3-16 The Internet (Refers to text pages 67-68) LECTURE OUTLINE LECTURE NOTES Tardy Tom (Text page 68) Issues regarding late arrivals to work have lead to an employee being warned and ultimately fired. The employee, Tom, has called on his union representative because he feels his boss, Russ, has reprimanded him unfairly. Tom has found other employees violating the same rule that have not been fired. An arbitrator will decide how the matter should be resolved. 1. Was the manager communicating a message to Tom? Yes. Tom was reminded of management authority. While Russ was exercising his authority over Tom, he lost Tom’s respect based on the circumstances. Lost in the confusion, however, is the fact that Tom has a tardiness problem that still needs to be properly addressed. 2. Should Tom get his job back? Yes. Tom is guilty of a performance issue and needs to be held accountable. However, until the other issues are cleared up, Tom should keep his job for the time being. But, he should also be put in a position where he is held accountable for his lateness. 3. What would you do if you were an arbitrator in this dispute? The arbitrator needs to seek answers to all the allegations and put them in the proper context. If Russ is guilty of employee favoritism, his firing of Tom is misguided. Tom is also guilty of poor job performance. He was verbally warned, which then led to a written reprimand. In the end, the company has to step forward and decide what new policies and procedures it wants implemented and what punishments might need to be carried out based on the findings. 4. How could Russ have handled this differently? Russ handled the lateness issue with Tom pretty much by the book by trying to work the problem out first and then moving onto verbal and written policies to address the lateness problem. Russ gave consequences to problematic issues and followed up on set policies. However, Russ may be guilty of favoritism, and that negates any of the consequences Tom might have suffered. Russ needed to be an authority and use his job as intended – that is, fairly. As a result, if he is found guilty of favoritism practices, Russ will not be the best person for the manager position he has held. Russ needs to consider the consequences he would face if in fact he is guilty of double standards regarding the lateness policy. VIII. COMMUNICATION IN INTERNATIONAL BUSINESS ACTIVITIES OBJECTIVE 6 ► LEARNING Understand the challenges of communication in international business activities. (Text page 69) A. Communication in international business activities can be complicated. B. English is the leading global language, but there are more than 3,000 others. C. Cultural differences complicate nonverbal SUPPLEMENTAL CASE 3-1 The China Challenge MTV China’s Li Yifei has shown that women businesspeople can be successful in traditionally male societies. See complete case, discussion questions, and suggested answers on page 3.Error! Bookmark not defined. of this manual. LECTURE OUTLINE communication. D. To improve communication in international business the manager should: 1. learn the culture of the people with whom he or she communicates 2. write and speak clearly and simply. LECTURE NOTES POWERPOINT 3-17 Communication in International Business Activities (Refers to text page 69) PROGRESS CHECK QUESTIONS (Text page 70) 17. Give an illustration of a conflicting assumption. 18. What are the six basic “rules of thumb” of good oral communication? 19. Describe some ways the grapevine can be used effectively in organizations 20. What is active listening? THE WORLD OF WORK Tony Gets Some Feedback (Text page 70) Tony, the newly appointed manager of Taco Barn, has made a new policy regarding the store schedule. All employees must work their scheduled hours or find a replacement if they ca not work their scheduled hours. The previous manager was much more workable with employees about scheduling; this was well accepted by his employees. Tony has changed this arrangement and now many of his employees are upset. Tony has his first crisis on his hands and needs to figure out how to work through this problem before he loses some of his valuable employees. 1. Should Tony have been surprised by the reactions of his crew? Probably not. One way to help gauge implementing policies is fairness in reaching the goals and the objectives for the company. Tony wants to make scheduling less his problem and place the burden squarely on the employees. In a different size company setting, that might be necessary. However, Taco Barn is a small restaurant, and staff building and development is much more like a family. It is more typical for the manager and his staff to work more closely on schedules. Tony has disrupted this format and now has to handle issues with most of his employees. He must realize how difficult it is to find, hire, and train new employees and how much time it takes from his already full schedule. 2. Do you think the employees have the right to complain about the new schedule policy? Yes. Building a successful organization includes giving employees a voice in the decisions that affect their daily activities. Again, Taco Barn is a small family of employees, and Tony has to adjust to this style of working with his employees. However, Tony still needs to maintain authority and keep some rules and regulations that are deemed fair in this situation. In the process, trust and confidence builds from manager to employee. Each wants to handle their respective duties, and along the way a team concept can form. The outcome can be very productive and positive for the manager and all his employees. 3. How could Tony have handled this differently? Tony should have meet with his employees and discussed this issue, letting them know that he wanted their input and was willing to look at the policy and make changes that were in the best interest for all involved. His management approach has not been effective, as it appears that the management (manager) has little regard for his or her employees’ well-being. When the manager can get his employees to help him in finding solutions to problems, it can lead to employee growth and development that he can utilize as store manager 4. What would you do now? Tony needs to learn from this first big decision. Building a team from management to employee is an important skill. Tony needs to work on team building skills in order to keep the support of his staff, allowing him to reach the company’s goals. And, in the process, he can learn how to get the most from his employees as they follow his lead in managing the restaurant.