MGMT 309 1nd Edition Exam 3 Study Guide Lectures 13 19 Lecture 13 March 4 Chapter 18 Managing Interpersonal Relations and Communication Positive interpersonal Dynamics When who parties have mutual respect affection and enjoy interacting with each other Negative interpersonal Dynamics When two parties dislike another don t have mutual respect and don t enjoy interacting with each other Outcomes of interpersonal dynamics Satisfaction of social needs social support source of organized synergy and source of conflict Note Conflict is not always a bad thing Barriers to effective individual communication Conflicting or inconsistent signals Credibility about the subject Reluctance to communication Poor listening skills The biggest reason Predispositions about the subject Barriers to effective organizational communication Semantics The idea that things mean different things to other people Status and power differences Different perceptions Noise Language differences Overcoming individual Barriers Develop good listening skills Encourage two way communication Be aware of language and the meaning of different words Be sensitive to receiver s purpose Maintain credibility Be sensitive to others perspectives Overcoming individual Barriers Follow up Regulate information flows Understand the richness of media Communication The process of transmitting information from one person to another Effective communication The process of sending a message in such a way that the message received is as close in meaning as possible to the message intended Nonverbal communication Any communication exchange that does not use words or uses words to carry more meaning than the strict definition of the words themselves Facial expressions and inflection of tone of voice Note Only 7 of message content is due to words 38 due to inflection and 55 facial expression Horizontal communication Communication that flows laterally within the organization involves colleagues and peers at the same level of the organization and may involve individuals from several different organizational units Vertical communication Communication that flows up and down the organization usually along formal reporting lines takes place between managers and their superiors and subordinates and may involve several different levels of the organization Communication network The pattern through which the members of a group communicate Also called Structures of communication Types include Wheel Most centralized All channel Least centralized Circle Is like telephone and therefore has the potential for misinformation Is the chain with a follow up Chain Y Note that 4 5 and 2 are the In group Effective listening skills Stay active and focused Pay attention Asks questions Keeps an open mind Assimilates information Note Less effective are the opposite of above Key Principles to communication Maintain or enhance self esteem The hardest Listen and respond with empathy Ask for help and encourage involvement Share thoughts feelings and rationale Provide support without removing responsibility Chapter 11 Basic Elements of Organizing Organizing Deciding how to best group organizational activates and recourses Organization structure The set of elements that can be used to configure an organization The six basic building blocks for every organization 1 Designing Jobs Job design the determination of an individual s work related responsibilities Job specialization the degree to which the overall task of the organization is broken down and divided into smaller component parts This is good because people get really good at their jobs but can lead to boredom Lecture 14 March 6 1 Designing Jobs Continued Alternatives to specialization Job rotation Moving employees from one job to another reduces boredom Job enlargement Give each employee more tasks Job enrichment Increase the number of tasks and control for each employee Implements the Job characteristics approach and work teams entire group designs the work system Job characteristics approach Core dimensions include Skill variety task identity task significance autonomy and feedback Has to be a Growth need for this to work 2 Grouping Jobs Departmentalization The process of grouping jobs according to some logical arrangement used because the organization grows too big for the manager to personal supervise all of organization Functional Departmentalization Grouping jobs involving the same or similar activities Good because each function is staffed by an expert and coordination inside each department is easier Bad because decision making becomes slow and accountability and performance are difficulty to monitor Product Departmentalization Grouping activities around products or product groups Good because speed and effectiveness are enhanced and performance of individual products can be assessed Bad because Administrative costs may increase and there will be more people Customer Departmentalization Grouping activates to respond to and interact with specific customers and customer groups Good because skilled specialists can deal with unique customer groups and bad because a large administrative staff is needed 3 Location Departmentalization The grouping of groups on the basis of defined geographic sites or areas Good because it enables the organization to respond easily to unique customer characteristics but bad because a large administrative staff may be needed Alternative groupings By specific units of time like shifts By sequence or by customer characteristics Note Organizations are more likely to use more babes of departmentalization In general the bigger the organization the more types used Reporting Relationships Chain of Command A clear and distinct line of authority among the positions in an organization Unity of Command Each person within an organization must have a clear reporting relationship to one and only one boss Scalar Principle One must be able to recognize where you fall in relation to the top Clear and unbroken line of authority Span of Management A clear and distinct line of authority among the positions in an organization There are differing views on the amount of people a manager should be responsible Ralph Davis says that Operative span should be up to 30 Executive should be 3 to 9 Urwick and Hamillto say that executive span should never exceed 6 Factors influencing the span of Management Competence of employees physical dispersion of subordinates extent of non supervisory work for managers degree of