Person and Action Feedback - Case Study Example

Lecture Communication "The transfer of information from one person to another, resulting in action." -Sir John Harvey JonesCommunication takes on various methods of delivery. It can be as basic as a note left by the phone or a video conference call spanning six countries. For communication to be effective in organizational methodology, it must possess four factors. These factors are Information, People, Action and Feedback. One may presume that an action is visible, but within the organizational context, Sir Jones purports that action may be invisible. "Changes in the mind can be actions just as much as changes in behaviour which are physical actions." (Jones 2008). Within these four steps is an internal process happening as well. Additionally, there are two types of feedback. Action feedback occurs when you can see by the other person's actions whether or not your communication has been understood. For example, when presenting an idea, the person who is receiving the information executes it. Your action feedback is the receiver executing your instruction, or advice. Person feedback, the second type however, can be more difficult. Oftentimes, people do not want to appear to be foolish or unintelligent. Accordingly, they will lie and say "I understand" when indeed they do not. Sir Jones offers an alternative manner of assessment one's understanding. He suggests that speaker ask "What would you do first" Jones outlines communication barriers and how to overcome them in way which is easy to understand. His charges are especially instructive. Jones instructs that there are various types of communication but of import to this lecture, focus is keenly on the nonverbal types of communication. This section is especially interesting because one is rather aware of the nonverbal communications in the social setting but not in the organisational setting. However, by noting the barriers and following Jones' instruction, communication within the organisational construct can be far more successful thus leading to effective leadership. Lecture 2 - Recruitment and Selection Recruiting people who are wrong for the organisation can lead to increased labour turnover, increased costs for the organisation, and lowering of morale in the existing workforce. A job vacancy provides the perfect opportunity to consider restructuring, or to reassess the requirements of the job (Pearn and Kandola 1993). A notification of a job vacancy should be clear. It should clearly and accurately set out the duties and responsibilities of the job and should include those items outlined within the article (Couwood 2005). Moreover, there is a detailed outline of suggested items to place in a job posting advertisement. Each of these items allow the employer and employee to come to the table with a clear description of what is expected and what is sought. Required abilities should be expressed in terms of the standards required, not just in terms of the task to be undertaken. The sifting stage can help the organisation by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organisation. To avoid any possibility of bias, such sifting should be undertaken by two or more people. If there are too many possible candidates, then they should be weighed up against the desirable qualities specified. Further, if the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. There are various tests that organisations can apply to prospective candidates. Finally, the most common process of recruitment is The most common type of interview used in the selection process is a structured interview with a traditional format. It usually consists of three phases. The introductory phase covers the greeting, small talk, and an overview of which areas will be discussed during the interview. The middle phase is a question and answer period. The interviewer asks most of the questions, but the candidate is given an opportunity to ask questions as well. The closing phase gives the candidate an opportunity to ask any final questions they might have, cover any important points that haven't been discussed, and get information about the next step in the process. Lecture 3 - Human Resource Management In Practice Managers need to monitor and review the performance of individual employees on an ongoing basis in order to manage performance effectively because they are accountable for managing both the tasks and the people involved in achieving the organisation's objectives. An appraisal system can be described as the continuous process of assessing the abilities, performance and potential of employees in an organisation. (Cauwood 2005). Further,when done well, appraisals provide the perfect opportunity to motivate employees, identify staff training needs, provide career counselling, spot high flyers of the future and manage poor performers. The purpose of an appraisal must be clear to all involved, i.e. to help employees improve their performance thereby achieving the aims and objectives of the organisation. Some organisations ask their employees to fill in forms reflecting on their performance before the appraisal interview so that they are prepared to talk about what's worked and what hasn't. The more an employee takes part in discussions about their strengths and weaknesses the more likely they are to accept judgements and be prepared to act on the advice offered. The appraiser should start by explaining the purpose of the appraisal and stressing that it is a dialogue and a chance for both parties to have some time to discuss progress. Giving feedback and reviewing past performance is key to an effective appraisal,and honesty in assessing performance is essential. Employees sometimes see appraisals as a way of gaining access to further training, which is very positive, but any training plan must be feasible and targeted towards the achievement of organisational objectives. Managers, as appraisers, need to be able to carry out this difficult but crucial task effectively and this involves not only an understanding of the process but also the development of the communication skills needed. Thus, the performance appraisal is one of the most important ways an organisation can ensure the continued best performance practices of its employees and to promote their future development. Lecture 4 - Discipline and Grievance Organisational factors such as unclear job roles or lack of resources that frustrate employees also cause grievances but there are also often problem employees who, by their nature, are negative, dissatisfied, and prone to complaints. Difficult people are "people who do not do what you want them to do and do what you do not want them to do, and then you do not know what to do about them". (Rohn 2005). Dealing effectively with difficult people involves learning how to manage your side of a two-way transaction, particularly in a disciplinary or grievance interview situation. Thus various types are introduced to the reader: 1. The uncommunicative person. 2. The person who doesn't listen. 3. The daydreamer 4. The loner. 5. The sulker 6. The oversensitive person 7. The Martyr 8. The moaner 9. The Pessimist 10. The prejudiced 11. The Jobsworth 12. The know it all 13. The prima donna 14. The rowdy 15. The aggressive 14. The rule bender 15. The buck passer In a disciplinary or grievance interview situation, the manager carrying out the interview has the capacity to influence. Dealing with difficult people is always a challenge, taking time and patience. You need to be aware that there are many possible reasons - occurring in the workplace and outside - that may cause people to behave in the ways they do. You should not try to diagnose these problems but refer them to help from professional sources for support and counselling. It is, therefore, always important that you take some time to consider each of your difficult people as an individual, and tailor your methods of dealing with each accordingly. Lecture 5 - Negotiaton A negotiation situation is one where what one person wants isn't the same as what another person wants and where both sides prefer to look for solutions rather than either giving in or breaking off contact. (Cauwood 2005). it's likely that negotiation will be an even greater feature of organisations in the future. Moreover,recent studies have shown that negotiation skills are among the most significant determinants of career success. Industrial relations is probably the area that comes to mind when we think about negotiation, but there are actually 4 main areas of negotiation in management practice. 1. Industrial relations. 2. Commercial. 3. Financial. 4. Human resources. The best way to approach negotiation, either a formal or an informal situation, is to be co-operative, i.e. to look for areas of agreement that can benefit both sides, but at the same time making sure that you look after your own in interests so that you're happy with the outcome. The most crucial phase of the negociation process is the preparation phase and you need to establish as clearly as you can what is behind the negotiation - what is it really about. It's also important to think about why the other party wants a particular outcome - and it's equally important to ask the same question of yourself. In this way you can distinguish between interests and positions. What's acceptable in Washington might not be acceptable in Beijing. Different cultures and different situations have "rules" about the extent to which bluffing or misrepresentation is seen as acceptable. Although there may be a fine line between outright lying and withholding facts, there is a line and certainly the UK culture is supportive of those who are careful about how and when to disclose facts, we don't condone outright lying. There are a number of criteria for judging if a negotiation has been successful: A Successful Negotiation: Meets all or most of your interests;Is seen as fair by the other party; Is concluded efficiently in terms of time and cost;Is better than the alternatives; leaves no party at a disadvantage and finally, is durable. Lecture 6 - Conflict Management Stress in a conflict is the symptom whereas conflict is the cause and an understanding of how to manage conflict is important for Human Resource Managers because stress has been identified as a major factor in ill health. (Cauwood 2005). Conflict describes the feelings we have when the behaviour if another person interferes with what we would like to do, or probably would have done, if the other person had acted differently. It's generally the hostility associated with conflict that is seen as the most harmful effect so the management of conflict can be seen as an effort to eliminate, or at least minimise, the hostility. In addition to Leyton's causes of conflict and those presented by Caldwell and Spinks. Elliott and Lawrence describe 2 main types of conflict: Organisational Conflict is when multiple objectives are not necessarily a problem in themselves but they can become a problem when they're in conflict. 2. Role conflict is some conflict in role perception - what other people think your role should be and what you think other people's role should be. Although job descriptions are common - and sometimes they're very detailed - you generally only ever get to see your own. And, however detailed they are they are usually written in terms of what you're expected to ACHIEVE - they don't tell you what you're expected to DO to achieve whatever it is. Ultimately, In Maslow's hierarchy of needs, which include Physiological, Safety, Social, Esteem,Self-actualisation, if an individual's needs are not met, then there is conflict. This section provides several brilliant charts which outline conflict behavior styles and suggest how to deal with them in the organizational setting. Lesson 7 - Stress In the Workplace Today's work environment and the competitive nature of business provide pressures of many different kinds. Today, the main work pressures tend to come from the psychological demands placed upon employees. Although stress is usually seen as a response to too much pressure, it can also be a response to too little pressure such as job repetition. By learning to recognise your symptoms (and the symptoms of others) you will be able to take appropriate action. Stress is not a disease in itself but the consequences of the stress response have been linked to many major illnesses - heart disease, cancer, diabetes, cirrhosis of the liver, accidental injuries and suicide. According to researchers, however, workplace stress is the single most important cause of stress throughout the developed world. In many organisations staff levels have been reduced in order for businesses to remain competitive. The remaining employees are having to carry heavier workloads and work longer hours in an attempt to keep their jobs. As a result, on cannot manage stress unless they can manage themselves. Time is the most important and valuable resource we have. Managing your time effectively is important because the way you spend your time determines the quality of your life; never having enough time causes frustration and tension, and can put strain on relationships at work and at home. Learn to say "no" so that you stay in control of your own time. Protect yourself from stress by reviewing your whole lifestyle. Aim to begin an exercise programme gently by gradually introducing exercise into your daily routine. Relaxation techniques can reverse many of the bodily responses that stress brings about. Lecture 8 - Effective Meetings Meetings can have one or more of the following purposes: 1. To inform. 2. To analyse or solve problems 3. To analyse or solve problems. 4. To discuss and exchange views. 5. To inspire or motivate. 6. To counsel or resolve conflict. 7. To obtain opinion or feedback. 8. To persuade. 9. To train or develop. 10. To instigate change in knowledge, skills or attitude. All effective meetings (formal and informal) have certain things in common: - There is a valid purpose. - They involve people communicating with each other. - They are managed. The problem with some meetings is not that they are badly managed, or they last too long but that they should never have been held in the first place. Although bad meetings can be a disaster, good meetings are not only useful, but people actually want them. Having too few meetings can be as big a mistake as having too many because for most people meetings have a number of benefits which are different to the business benefits. good meetings, i.e. effective meetings, need appropriate contributions from everyone who attends. The preparation of an agenda for a meeting is particularly important as it has two main functions, Firstly,it provides a common statement of what the meeting is to deal with and in what order. Secondly, it provides a structure for the meeting. Poorly prepared agendas are a major factor in ineffective meetings and the time taken to make sure that agendas are accurate, informative and realistic is well spent. It is clear that for meetings to be effective the planning, preparation and carrying out the process has to be detailed and needs to be based on careful thought of the issues involved at every stage. Read More