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Relevance of effective communication
Relevance of effective communication
Relevance of effective communication
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Introduction
Nowadays it’s very common to see the collapse of systems and the failure of companies. Of course, many questions arise wondering what happened. Organizations need someone to blame and consequently measures are taken.
While cutbacks, downsizing and dismissals are the most used tools for “fixing the problem”, there is evidence to show that, rather than working out a solution, these methods only hide the core of the issue, which seems to be present in an even greater number of organizations.
The functions of the directors, managers and executives are and will be key and transcendent subjects related to the survival of the system in this ever changing, highly competitive, and unpredictable environment in which companies are involved.
The idea of the heroic executive with extraordinary endowments, such as inspirational powers or the ability to work miracles like bringing a dying company back to life, is not viable anymore.
An executive must be selected not only due to their technical capabilities or previous achievements but because of their ability to create the adequate conditions for collaboration. Barnard refers to these functions as the essential work that ensures the sustainability and vitality of a company through formal coordination, e.g. all the work done by the directors needs to be related to the coordination of the individuals, processes which are the foundations of communication channels.
These are the four elements that contribute to the success and achievement of the executive’s objectives: the formulation of the systems’ primary task, design of structures, personnel selection and placement, and the administration of incentives. Please note that the second and third element together constitute what Barnard calls “the establishment and maintenance of the system of communication”.
Formulation of the systems’ primary task
The work of the director has to start with the formulation of the organization’s primary task, e.g. the purposes, objectives and goals for which “responsibility”, the “delegation of the objective authority” and the “specification or division of work” make sense. All of these must be accepted by the contributors.
This is the starting point for every director. We can not talk about management if there is no objective for the individuals to act.
The flows of information must be known and reach every member of the organization. This is possible only if there is a mutual effort throughout the system. This process requires the directors of each department to communicate and coordinate objectives so that their delegates can communicate what these objectives mean to the subdivisions in terms of the operations/actions needed to contribute to the primary task.
Introduction: In this task I am going to be talking to you about the way my two organisations which are Tesco and British Heart foundation fulfil their purpose. I will also be including the way that the departments work together or individually to achieve the aims and objectives of the business including the business purpose. I will be extending the task be explaining what value statement and mission statement are and also the way that S.M.A.R.T objectives are used by organisations. Business use S.M.A.R.T objectives as a way to help them evaluate their aims and objectives, and see whether their aims are specific, measurable, achievable, realistic and timed.
Elite Engineering has been unable to successfully implement change because they haven’t been able to get the employees to see the need for the change and to believe in the change. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” (Kotter & Schlesinger, 2008) Change is often met with resistance. When it comes down to it many people fear change. At Elite Engineering, the engineers were happy with the way things were being run. They enjoyed the billable work they were doing and did not want to take the time to collaborate with others, as it would take away time from their billable work. The engineers saw the billable work they were doing as a way to ensure they received their bonus at the end of the year. However, they were failing to see that the litigation business was going to begin to shrink and in order for them to remain competitive, changes needed to be made. Kotter and Schlesinger state that there are for common reasons that people resist change. The four reasons are the desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization, and a low tolerance for change. (Kotter & Schlesinger, 2008) At Elite Engineering, I think upper management was unsuccessful at implementing change because the employees didn’t want to lose their bonuses (something of value to them), they misunderstood the change, and they didn’t feel that the change made sense for the organization.
This involves choosing from a lot of alternatives of ideas and producing a strategy on how they will be able to make trade-offs. The team’s activities here include ambassadorship and task coordination. The key leadership activities here include visioning and inventing.
This book is important to business students because it shows that even the most seasoned executive runs into unexpected challenges and can find themselves in uncharted territory. Jim Barton’s experiences and lessons can be lessons for anyone. Any employee, whether they are support staff or a top executive, should always maintain an open mind and be ready to learn from a situation or the people around them at any time.
**** Agencies Responsible – Which agencies/ organizations/ individuals are primarily responsible for executing the action plans for each goal?
To employ our technical and human resources with optimum efficiency, we must ensure that managers are carefully selected, appropriately trained, and work together to achieve our long-range goals.
Faced with changing markets and higher competition, more and more firms are struggling to reestablish their dominance, keep market share, and in some cases, ensure their survival. Many have come to understand that the key to competitive success is to transform the way they function. They are reducing reliance on managerial authority, formal rules and procedures, and narrow divisions of work. In effect, companies are moving from the hierarchical and bureaucratic model of organization that has defined corporations since World War II to what can be called the task-driven organization where what has to be done governs who works with whom and who leads. But while senior managers understand the necessity of change to cope with new competitive realities, they often misunderstand what it takes to bring it about.
“Organizing: is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals” (Bateman & Snell, 2004, p. 17).
When a company feels that there is no way to survive its current situation and when the losses are greater than the profits, some people may bel...
How do you feel about having management responsibilities in today's world, characterized by uncertainty, ambiguity, and sudden changes or threats from the environment? Describe some skills and qualities that are important to managers working in these conditions.
Same story continues for business scenarios also. For long time CEOs are working hard to tame uncertainties, establishing ultimate order in businesses to ensure future success! But alas most organizations in the process of attaining ultimate order either stopped growing or became a part of the history! Their internal pseudo stability has failed to battle with external business chaos. Very few companies, who succeeded to survive the test of time, are considered to be innovative, doing things out of the box, creating new rules for the game or a game changer itself. Whenever they faced crisis, they defied the order of the system and created something new to survive.
Coordinating: Manager must ensure aimed the alignment and harmonization of the contributions of various components of the organization through
Subject : To be effective , leadership and management development must be aligned to organizational strategy. Critically evaluate this statement with reference to key elements of the management development cycle to include:
As market values declined and organizations lost money, many organizations, experienced declining assets and sought a number of options to relieve the financial strain. As a result, organizations were forced to downsize and layoff individuals just to maintain existence and survival after the economic financial crisis. In 2009, employers laid off about 2.1 million workers in 11,827 private nonfarm extended mass layoff events. The numbers of layoff events and separations in 2009 registered their highest levels since annual data became available in 1996 (U. S. Department of Labor, 2010). Within an organization, layoffs are crises that are triggered by external factors. Like most crises, layoffs agitate the organizational culture and create disturbances that cause for shifts in workloads, declining employee morale, and increased insecurity and anxiety. Even in this type of crisis, organizational leaders need to be able to make sound decisions, limit chaos, and retain organizational character and
The first function of management is planning. Planning is a process that managers use to identify and involve goal setting and decide the best way to achieve the goal.(Bartol 2007) Planning connect the gap between where we do, where we intend to go. It predict the possible things to happen which would not otherwise happen (MSG 2012). There are several steps to the planning process, which are determine the goals of the organisation, evaluate the current position, consider possible future conditions, identify possible alternative actions and choose the best. Planning is the criteria thinking through goals and making decision to achieve the goal of the organisation’s objective, which requires a systematic way. Also objectives focus the managers how to achieve the final result as managers have to predict anything will happen, avoid the problem and fight back to competitors. An example of planning, which is the President Canon Inc Tsuneji Uchida and lead Canon Company become the no.1 in the global business (Canon.Inc 2011). Tsuneji Uchida has to understand what is the company objective and goal. First, make decision to protect the position and the aim of canon, improve the operation more diversity. Second, he creates the new design of camera and new technology, he plan to do these things to maximise profit.