This document provides an overview of a presentation by team BMW on applying managerial processes for effective performance. It discusses concepts of managerial communication including interpersonal and organizational communication. It also covers supervision, leadership, and organizational communication structures and networks. The presentation aims to explain how managerial processes are important for information sharing, decision making, coordination, and overall business effectiveness.
It was presented at the Dept. Of Atmospheric Sciences for the award of M.Tech degree. It is all about the research in high resolution ARW model for tropical cyclones simulations.
From raising over $10 million from over 50,000 people, to backing reform candidates in eight races, we've come a long way since May 1, 2014.
This report attempts to document exactly how far.
It was presented at the Dept. Of Atmospheric Sciences for the award of M.Tech degree. It is all about the research in high resolution ARW model for tropical cyclones simulations.
From raising over $10 million from over 50,000 people, to backing reform candidates in eight races, we've come a long way since May 1, 2014.
This report attempts to document exactly how far.
Ipak jedno vrhunsko proročanstvo, ili vizija, nema autora a poznata otkrivena istina u tom proročanstvu govori o delima koja se pokusavaju kako dodati tako i sakriti.Dvadeseti i Dvadest i prvi vek biće doba velike bede,straha i laži dok se deca podižu protiv svojih roditelja, brat protiv brata, vlast protiv naroda, vernici protiv Boga,pa i tv mediji protiv čitavog čovečanstva tako što će predstaviti balans lazi za sve religionare i ateiste.Prikazivaće se razlika između slavljenja Boga,zahvaljivanja Njemu i obožavanja Njega.Sve će to različito da se pokaže i govori kako bi se narod sve više i više mrzio međusobno!Oni koji će to raditi,biće im dozvoljena laž,krađa,prevare i silovanje,ali narod će toliko takvima verovati da neće poverovati u ovu istinu pa svojim nemarom nastaviti da tone u ambis tame.Da li ste zapazili kada čitate Bibliju da postoje poruke ohrabrenja,a postoje i poruke ukora - iz iste Biblije, u kojoj ćete naci da Bog prasta čak i najvecem grešniku,žašto onda oni koji su ovde naglašeni pokušavaju na sve načine da odvrate narod rečima,kako će neki grešnik ili otići u pakao ili neće otići ni kod Boga,dok će upravo takve njihove grešnike odnosno svoje ljude uzdići i objavljivati narodu kako ih Bog voli i prihvata u Raj bez obzira na javnu tajnu o lažima,krađi i prevari koju su činili.Hoće li se narod ikad opametiti?
Kada govorimo o lažnim prorocima,hajde da tu reč “prorok“ nazovemo propovednik, to bolje razumete danas.Znate,ljudi inače misle kako je prorok čovek sa bradom i u haljini.Prorok dolazi u sakou i kravati!Nije u pitanju njegova odeća – to je propovednik,lažni propovednik koji ti dolazi u ovčijem ruhu!Ovčije ruho jeste nauka.Nauka može biti sasvim ispravna,ali iznutra on je grabljivi vuk!Za mene je to prvo obeležje lažnog propovednika ili lažnog proroka.Setite se,Isus prvi put govori o tome. On ima ispravnu nauku.Dakle,kada tražim lažnog proroka ja tražim čoveka koji ima ispravnu nauku,uredu?Želim da pogledam okolo i vidim ko propoveda ispravnu nauku,zato što se lažni proroci obično nalaze među takvim ljudima.Ne gledam na ljude koji propovedaju pogrešnu nauku!Tamo nema lažnih proroka zato što oni već propovedaju pogrešnu nauku i mi ih svakako nećemo prihvatiti.Ako ti neko dođe sa drugom knjigom kao što je Gita ili Kuran,svakako ga nećeš prihvatiti,ali lažni prorok dolazi sa Biblijom!Lažni prorok će govoriti o nanovom rođenju,lažni prorok će govoriti o krštenju Svetim Duhom i lažni prorok će govoriti o govorenju jezicima,o darovima Svetog Duha,čudima i iscelenjima.On će govoriti o raznim stvarima sa tvrdnjom da su se desile,ali ti nikada nisi video da ih on čini.Da li ste zapazili to?On govori o nekima tamo čije su se oči otvorile ili nekima onamo čije uši su se otvorile,ali to se nikada ne dešava pred tvojim očima.Isus nikada nije bio takav!On nikada nije govorio o nečemu što se desilo tamo ili onamo.On je činio stvari p
Jornadas Antropología y Discapacidad Valencia 2016. Historia de nuestra cooperativa, Centro de Educación Especial y Centro Ocupacional. Contexto de su fundación en la eclosión del movimiento asociativo en España y línea del tiempo de las asociaciones de personas con discapacidad intelectual en la Comunidad Valenciana con contexto internacional y estatal.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Means of Communication" and will show you how to use the main types of communication in the workplace today.
COM 295 STUDY Education Planning--com295study.comPSiddhar
FOR MORE CLASSES VISIT
www.com295study.com
Refer to the “Evaluating Data Quality” practice activity.
Imagine that you are a marketing specialist at a media company. Over the past few years, you have been researching how TV viewers use mobile phones and other devices while watching TV. You want to find out as much as you can about what other researchers, experts, and commentators say about trends in this area as you prepare a strategy brief for your executive team. Specifically
Ipak jedno vrhunsko proročanstvo, ili vizija, nema autora a poznata otkrivena istina u tom proročanstvu govori o delima koja se pokusavaju kako dodati tako i sakriti.Dvadeseti i Dvadest i prvi vek biće doba velike bede,straha i laži dok se deca podižu protiv svojih roditelja, brat protiv brata, vlast protiv naroda, vernici protiv Boga,pa i tv mediji protiv čitavog čovečanstva tako što će predstaviti balans lazi za sve religionare i ateiste.Prikazivaće se razlika između slavljenja Boga,zahvaljivanja Njemu i obožavanja Njega.Sve će to različito da se pokaže i govori kako bi se narod sve više i više mrzio međusobno!Oni koji će to raditi,biće im dozvoljena laž,krađa,prevare i silovanje,ali narod će toliko takvima verovati da neće poverovati u ovu istinu pa svojim nemarom nastaviti da tone u ambis tame.Da li ste zapazili kada čitate Bibliju da postoje poruke ohrabrenja,a postoje i poruke ukora - iz iste Biblije, u kojoj ćete naci da Bog prasta čak i najvecem grešniku,žašto onda oni koji su ovde naglašeni pokušavaju na sve načine da odvrate narod rečima,kako će neki grešnik ili otići u pakao ili neće otići ni kod Boga,dok će upravo takve njihove grešnike odnosno svoje ljude uzdići i objavljivati narodu kako ih Bog voli i prihvata u Raj bez obzira na javnu tajnu o lažima,krađi i prevari koju su činili.Hoće li se narod ikad opametiti?
Kada govorimo o lažnim prorocima,hajde da tu reč “prorok“ nazovemo propovednik, to bolje razumete danas.Znate,ljudi inače misle kako je prorok čovek sa bradom i u haljini.Prorok dolazi u sakou i kravati!Nije u pitanju njegova odeća – to je propovednik,lažni propovednik koji ti dolazi u ovčijem ruhu!Ovčije ruho jeste nauka.Nauka može biti sasvim ispravna,ali iznutra on je grabljivi vuk!Za mene je to prvo obeležje lažnog propovednika ili lažnog proroka.Setite se,Isus prvi put govori o tome. On ima ispravnu nauku.Dakle,kada tražim lažnog proroka ja tražim čoveka koji ima ispravnu nauku,uredu?Želim da pogledam okolo i vidim ko propoveda ispravnu nauku,zato što se lažni proroci obično nalaze među takvim ljudima.Ne gledam na ljude koji propovedaju pogrešnu nauku!Tamo nema lažnih proroka zato što oni već propovedaju pogrešnu nauku i mi ih svakako nećemo prihvatiti.Ako ti neko dođe sa drugom knjigom kao što je Gita ili Kuran,svakako ga nećeš prihvatiti,ali lažni prorok dolazi sa Biblijom!Lažni prorok će govoriti o nanovom rođenju,lažni prorok će govoriti o krštenju Svetim Duhom i lažni prorok će govoriti o govorenju jezicima,o darovima Svetog Duha,čudima i iscelenjima.On će govoriti o raznim stvarima sa tvrdnjom da su se desile,ali ti nikada nisi video da ih on čini.Da li ste zapazili to?On govori o nekima tamo čije su se oči otvorile ili nekima onamo čije uši su se otvorile,ali to se nikada ne dešava pred tvojim očima.Isus nikada nije bio takav!On nikada nije govorio o nečemu što se desilo tamo ili onamo.On je činio stvari p
Jornadas Antropología y Discapacidad Valencia 2016. Historia de nuestra cooperativa, Centro de Educación Especial y Centro Ocupacional. Contexto de su fundación en la eclosión del movimiento asociativo en España y línea del tiempo de las asociaciones de personas con discapacidad intelectual en la Comunidad Valenciana con contexto internacional y estatal.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Means of Communication" and will show you how to use the main types of communication in the workplace today.
COM 295 STUDY Education Planning--com295study.comPSiddhar
FOR MORE CLASSES VISIT
www.com295study.com
Refer to the “Evaluating Data Quality” practice activity.
Imagine that you are a marketing specialist at a media company. Over the past few years, you have been researching how TV viewers use mobile phones and other devices while watching TV. You want to find out as much as you can about what other researchers, experts, and commentators say about trends in this area as you prepare a strategy brief for your executive team. Specifically
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
COM 295 MENTOR Introduction Education--com295mentor.comclaric270
FOR MORE CLASSES VISIT
www.com295mentor.com
Refer to the “Evaluating Data Quality” practice activity.
Imagine that you are a marketing specialist at a media company. Over the past few years, you have been researching how TV viewers use mobile phones and other devices while watching TV. You want to find out as much as you can about what other researchers, experts, and commentators say about trends in this area as you prepare a strategy brief for your executive team. Specifically, you want to know how TV viewers use mobile phones, tablets, and other mobile devices while watching sports events.
It is of no secret that the technological constant developments have affected many aspects of human lives within the last decades.
Managing people in a co-located team differ than a distributed team; the traditional co-located teams require depth understanding for the dynamics of human and social grouping, while dealing with virtual teams has created additional difficulties for management.
In the distributed teams, the spirit of collaboration is harder to be achieved, and the interaction between team members becomes less visible, which definitely would affect achieving the organization objective and the managerial process effectiveness.
Virtual collaboration enables distributed expertise to focus on shared problems with a necessary interfacing through technology.
Quality of interaction is critical for establishing the framework for successful collaboration on any team, virtual or not; however, the usual hurdles of any group of people coming together to tackle difficult problems is exacerbated in virtual groups by having to rely on technology.
For this reason, virtual collaboration should be planned for and supported by the development of specific interaction skills and the technological proficiency that will help ensure project success.
There continues to be a need to understand how technology changes the nature of work and collaboration.
Because of Geographical distance, the biggest challenge that faced the project / program manager is managing a virtual team.
In the following papers, I will shine the light on some tools, techniques, and useful Idea to managing virtual projects.
Running head THE IMPORTANCE OF CLARITY AND CONCISENESS1THE .docxtodd521
Running head: THE IMPORTANCE OF CLARITY AND CONCISENESS 1
THE IMPORTANCE OF CLARITY AND CONCISENESS 7
6-2 (The Importance of Clarity and Conciseness)
Chaston D. Carter
Southern New Hampshire University
There have been many issues of ineffective communication causing directives not to be carried out properly due to its unclear nature. For an example there was an email sent out that stated that the recipient (within the R&D team) was to “create a presentation discussing the new product and send it to the departments who are interested.” The sender of the email did not specify the product he was talking about, since there can be multiple products under development in the R&D department. In addition to this, he didn’t list down any specifications of the aforementioned presentation, the agenda, the length, the purpose, and what it should cover. He also failed to elaborate which departments would be considered “interested”, and what would be the basis on which the R&D team should select the departments to whom the presentation is to be sent.
The second example involved a request for help from the Sales department to Technical Support to help them “with a list of the biggest problems with our hot products”. The sales department only mentioned a list of the problems, and didn’t actually list down the problems themselves. If the Technical Support had an idea of the problems that were faced, they would be adequately prepared to deal with them, and appoint the right man for the job. Secondly, the sales team did not elaborate which products it considered the hot products. And lastly, they also did not set an appointment for the meeting, nor did they highlight the impact of the problems on the sales of the product, and consequently, did not communicate effectively the intensity of the situation. The last example included a memo from the Finance department to all departments to “reduce the number of suppliers being used to better control costs”. This is a very general statement and the finance department did not tell how the cost would be saved and how much impact reducing each supplier would bring. They also did not explain how to reduce the suppliers and still carry on the routine tasks normally. No instructions on how to carry out the order accompanied it. After close review of these directives, they seem to lack clarity, which is unacceptable. To improve these messages, we must eliminate certain barriers within in communication. Clarity in communication is essential for effective communication. However, a lot of potential barriers can arise in communication such as messages with complex content, information that is not been transmitted willfully, ineffective communication through the hierarchy, and no trust amongst different parties because of competition. (Boundless, 2016).
There are three main barriers that we have had an issue with, one is which the complexity of our messages is when they are being sent. It very important that when sendi.
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.
formal, informal communication, barriers to communication, effective communication, grapevine, rumors, gossips, personal, organizational, and semantic barriers of communication
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A Strategic Approach: GenAI in EducationPeter Windle
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Apply managerial process for effective performance
1. Kathmandu University
School of Management
Nepal College Of Management
A Thematic Group Presentation On
Apply Managerial Process For Effective Performance
(Team : BMW)
Sabrina Joshi
Shaloni Shrestha
Alisha Pokharel
Preeti Bajracharya
Gaurab Thakur
Shreyasha Dhakal
Roshan Niraula
BBA,2nd Semester
Spring 20153/19/2015 1Team BMW
3. Process of transferring information from one
individual to other individuals .
Done with a view to influence each other's
thoughts, behaviors, attitudes, and
understandings.
Significance to the management to plan, lead,
organize and control.
Also regarded as the skill most responsible for
manager’s success.
1.1 Concept of Managerial Communications
3/19/2015 3Team BMW
4. Necessary for the managers to communicate
amongst themselves and also with their team as well
as with employees.
Managers conveys organizational needs, agendas,
values, goals, authority, relationships and any other
organizational vital factor for business activities in
some form or another.
Enhances smooth flow of information among
managers or team leaders working to achieve a
common goal.
3/19/2015 Team BMW 4
1.1 Concept of Managerial Communications
6. • Sharing of Knowledge and ideas
• Achieve Targets within desired time frame
• Stronger decision making and faster problem
solving
• Helps managers set goals and targets for themselves
and organization
• Reduces duplication of work
• Increase in job satisfaction and stronger business
relationship
• Reduces reluctance of employees towards change
• Coordinating activities and employees
3/19/2015 6Team BMW
1.3 Importance Of Managerial Communications
7. Two Types :
• Interpersonal Communications
• Organizational Communications
3/19/2015 7Team BMW
1.4 Types of Managerial Communication
9. 2.1 Interpersonal communication
• It is the exchange of information between two
or more people.
• Successful interpersonal communication relies
on understanding of the message by both
sender and receiver.
• Interpersonal communication is defined as
what one uses with both spoken and written
words as the basis to form and maintain
personal relationship with other (Heil 2010)
3/19/2015 9Team BMW
10. 2.2 Roles of interpersonal communication
• It is a mediator of mass media effect
3/19/2015 10Team BMW
11. 2.3Elements of communication
• Source (sender)
• Message
• Encoding
• Medium
• Channel
• Receiver
• Decoding
• Feedback
3/19/2015 11Team BMW
12. 2.4 Illustration of process of interpersonal
communication
3/19/2015 12Team BMW
13. 2.5 Determination of methods of
interpersonal communication
Feedback :How quickly can receiver respond to the
message/
Complexity capacity : Can the method effectively
process complex message?
Breadth potential : How many different messages
can be transmitted using this method?
Confidentiality : Can communicators can reasonably
be sure that their messages are received by the only
intended audience?
3/19/2015 13Team BMW
14. 2.5 Determination of methods of
interpersonal communication
Encoding ease : Can senders easily and quickly use
this channel?
Deciding ease : Can receivers easily and quickly
decode message?
Time-space constraint : Do senders and receivers
need to communicate at the same time and in the
same space?
Cost : How much does it cost to use this method ?
3/19/2015 14Team BMW
15. 2.5 Determination of methods of
interpersonal communication
Interpersonal warmth : How well does this method
convey interpersonal warmth ?
Formality : Does this method has the needed
amount of formality ?
Scalability : Does this method allow the message to
be easily browsed and scanned /
Time of consumption : Does the sender or receiver
exercise the most control over when the message is
dealt with ?
3/19/2015 15Team BMW
16. 2.6 Types of interpersonal communication
• Verbal communication
• Non – verbal communication
3/19/2015 16Team BMW
17. 2.7 Methods of interpersonal
communication
• Face-to-face
• Telephone
• Group meetings
• Formal presentations
• Memos
• Postal mail
• Fax
• Publications
• Bulletin boards
• Hotlines
• E-mail
• Computer conference
• Voice mail
• Teleconference and video conference
3/19/2015 17Team BMW
18. 2.8 How to make interpersonal
communication effective ?
• Barriers to interpersonal communication
• Overcoming barriers to interpersonal
communication
• Developing interpersonal communication skill
3/19/2015 18Team BMW
19. 2.9 Barriers to interpersonal
communication
• Filters
• Emotion
• Information overload
• Defensiveness emotion
• Language
• National culture
3/19/2015 19Team BMW
20. 2.10 Overcoming barriers to interpersonal
communication
1. Using feedback
Getting both verbal and non-verbal feedbacks
Asking questions to intended audience
Evaluating receiver’s reaction
3/19/2015 20Team BMW
21. 2.10 Overcoming barriers to interpersonal
communication
2 Simplifying language
• Analyzing the audience
• Tailoring the language to those individuals
3 Listening activity
• Active search for meaning
4 Concentrating emotions
• Getting emotion under control
3/19/2015 21Team BMW
22. 2.10 Overcoming barriers to interpersonal
communication
5 Observing non-verbal clues
• Finding alignment and reinforcement of words and
actions used by the communicator.
3/19/2015 22Team BMW
24. • Process by which activities of a society are collected and
coordinated to reach the goal of both individuals and the
collective group
• It is the information flow that happens in an organization
• It is the subfield of general communication studies and
component to effective management in a workplace
environment
3/19/2015 Team BMW 24
25. Provides the basis for understanding
virtually every human process that
occurs in organizations
Helps to be aware about communication
skills that we must have in order to
meet organizational expectation
It shows our path to a career that we
want
3/19/2015 Team BMW 25
26. Organizational communication structure is the system of pathways
through which messages flow patterns of interaction among people who
comprise the organization.
TWO TYPES :
1.FORMAL COMMUNICATION
2.INFORMAL COMMUNICATION
3/19/2015 Team BMW 26
27. • Communication through officially designated channels of
message flow between organization positions.
• Primarily concerned with the relationship between
authority and subordinate
• Usually found on organizational charts , Policy manuals or
hierarchical structures .
3/19/2015 Team BMW 27
3.4 FORMAL COMMUNICATION
STRUCTURE..
28. • Episodes of interaction that do not reflect officially
designated channels of communication
• Informal structure typically develop around social or
project groups
• This saves peoples time and effort which makes working
easier within an organization
• There are lots of gossips , grape vine talks and chit chats in
informal communication
3/19/2015 Team BMW 28
3.5 INFORMAL COMMUNICATION
STRUCTURE..
29. • Horizontal / Lateral
Communication
• Diagonal
communication
• Upward communication
• Downward
communication
3/19/2015 Team BMW 29
3.6 Direction of organizational communication
30. This type of communication can be seen taking place
between persons operating at the same level or working
under the same executive.
Functional managers operating at the same level, in
different departments, through their communication,
present a good example of lateral communication.
The main use of this dimension of communication is to
maintain coordination and review activities assigned to
various subordinates.
3/19/2015 Team BMW 30
3.7 Horizontal / Lateral Communication
31. The process whereby the ideas, feelings, and
perceptions of lower-level employee are
communicated to those at higher levels in the
organization is termed as upward communication.
• It provides management with needed information for
decision making
• It helps employees relieve the pressures and frustrations
of the work situation.
• It enhances employees’ sense of participation in the
enterprise.
• It serves as a measure of the effectiveness of downward
communication.3/19/2015 Team BMW 31
32. •Such communication is initiated by the organization’s upper
management and then filters downward through the “chain of command”
•It includes executive issues , order, instructions and policy directives.
•It strengthens the authoritarian structure of organization.
• It requires filteration and distortion as any organizational member could
be buried under avalanche of incoming messages.
3/19/2015 Team BMW 32
33. • This occurs when communication occurs between workers
in a different section of the organization where one worker
is on a higher level.
• For example diagonal communication will occur when a
department manager converses with an employee in
another department.
• It allows cross communication between departments
• This crosswise communication serves the important purpose
of coordination through informal meetings, formal
conferences, lunch hour meetings, general notices etc.
3/19/2015 Team BMW 33
34. 3.11 Networks of organizational communication
• The patterns through which the members of a group
communicate .
• The different types of networks of organizational
communication are:
– Wheel pattern
– ‘Y’ pattern
– Chain pattern
– Circle pattern
– All-channel network
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35. 3.12 Wheel network
• It is the most structured and centralized of the patterns.
• each member can communicate with only one other person,
which is probably the group leader.
• The leader is the only person who receives and disseminates
all information.
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36. 3.13 Chain network
• The chain network ranks next highest in centralization.
• Only two people communicate with one another, and they
in turn have only one person to whom they interact with.
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37. 3.14 ‘Y’ network
• The ‘Y’ network is similar to the chain except that
two members fall outside the chain.
• It is slightly less centralized network-two people
are closed to the center .
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38. 3.15 Circle network
• The circle network, a three-level hierarchy, is very
different from the wheel, chain, and Y networks.
• It is symbolic of horizontal and decentralized
communication
• The circle gives every member equal communication
opportunities. Each member can communicate with
persons to their right and left.
• The path is closed.
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39. 3.16 All-channel networks
• It is the most decentralized , allows a free flow of
information among all group members.
• The all-channel network is an extension of the circle
network, by connecting everyone in the circle network, the
result is a star, or all-channel network.
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41. An intervention that is provided by a senior
member of a profession to a junior member/s, of
the same profession.
This relationship is evaluative, extends over the
time
The simultaneous purpose of enhancing the
professional functioning of the junior member/s,
monitors quality of services offered to the clients.
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4.1 Concept of Supervision
42. An intervention:
Unique competencies and
Allow the supervisor to help the supervisee
Supervisors incorporate various modes and
interventions to facilitate, supervisee development.
A relationship that extends over time:
The process of supervision occurs within the
relationship established between the supervisor and
supervisee.
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4.2 Components of Supervision
43. • Ensures issuing of instructions
• Facilitates control
• Optimum utilization of resources
• Discipline
• Feedback
• Improves communication
• Improves motivation
• Maintains group unity
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4.3 Importance of Supervision
44. • Autocratic or authoritarian supervision
Under this type, the supervisor wields absolute power and wants
complete obedience from his/her subordinates.
• Laissez-Faire or free-rein supervision
This is also known as independent supervision. Under this type of
supervision, maximum freedom is allowed to the subordinates.
• Democratic supervision
Under this type of supervision, the supervisor acts according to the
mutual consent and discussion. In other words, s/he consults
subordinates in the process of the decision making.
• Bureaucratic supervision
Under this type, certain working rules and regulations are laid down by
the supervisor and all the subordinates are required to follow these
rules and regulations very strictly.3/19/2015 44Team BMW
4.4 Types of supervision
45. • Direct supervision: This sort of supervision shall require the
supervisor to be physically present in the direct treatment area of the
client-related activity being performed by the supervisee. Direct
supervision requires face-to-face communication, direction,
observation and evaluation on a daily basis.
• Routine supervision: The routine supervision requires direct contact
at least daily at the site of work with interim supervision occurring by
other methods, such as telephonic, electronic or written
communication.
• General supervision: In general supervision it requires face-to-face
communication, direction, observation and evaluation by the
supervisor of the supervisee’s delivery of client services at least
monthly at the site of client-related activity, with interim supervision
occurring by other methods such as telephonic, electronic or written
communication.3/19/2015 45Team BMW
4.5 Supervision methods
46. 1. Communicate effectively and respectfully
• Listen carefully.
• Speak clearly and concisely.
2. Schedule regular meetings with employees.
3. Give credit where credit is due.
4. Focus on employee strengths
5.Help strengthen weaknesses
6. Be a problem solver.
7. Be Resilient.
8. Establish systems and documentation to streamline processes.
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4.6 Effective supervision
47. • Meaning and Importance
• Functions
• Leading as a managerial process
• Styles
3/19/2015 47Team BMW
48. Leadership is the ability to develop a vision that
motivates others to move with a passion toward a
common goal. So leadership is a process by which
a person influences others to accomplish an
objective and directs the organization in a way that
makes it more cohesive and coherent.
5.1 Introducing leadership
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49. The ability to positively influence people and systems
to have a meaningful impact and achieve results.
Leading People
Influencing People
Commanding People
Guiding People
5.2 Definition
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50. • Leadership helps to build an Organizational Climate
that is conductive to better performance. The
leadership functions includes directing, supervising,
motivating, communicating, maintaining, and
mediating.
5.2 Leadership
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51. • Sharing organization mission and goals.
• Inspiring and influencing other to give their
maximum efforts for the attainment of group
objectives.
• Defining and setting performance standard.
• Assigning responsibilities and communicate to the
respective authorities.
• Solving problems.
• Arranging tasks and duties.
5.3 Directing
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52. Supervision is related with the training, coaching,
and development of the group members.
It comprises the check ups required to assure the
prompt and proper execution of orders.
Training sharing of information and feedbacks.
5.3 Supervising
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53. • Creating good work climate.
• Rewarding the success of employee.
• Provide necessary feedback for correction and
praise for what they have done.
• Give necessary examples for others to work better
on the blue prints.
5.3 Motivating
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54. • Occurs not only through established channels for
communicating- up and down the chain of
command- but also through the informal channels.
• Reduces conflicts originating from differences of
opinion among group members.
• Can be of various body languages like facial
expressions, gestures, and other body movements.
5.3 Communicating
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55. Managing conflicts in groups and organization.
A bridge between top management and lower
management.
Brings managements orders, guidance , plans and
policies to workers.
Sends the grievances and complains of workers to
top management.
5.3 Mediating
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56. • Related to retaining the members of the group.
• Main function is concerned with providing safe
working conditions and good work environment in
the workplace.
5.3 Maintaining
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57. Leadership as One of the Management Functions
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Achieving the
organization’s
stated purpose
1. Planning
1. Define goals
2. Establish strategy
3. Develop tactics/sub-plans
2. Organizing
Determine:
1. What to be done
2. How to be done
3. Who is to do
3. Leading
1. Direct the people
2. Motivate the people
3. Resolve the conflicts
4. Controlling
Motivate activities
to ensure that they
are accomplished
as planned.
59. 5.5 Trait theory
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ASSUMPTIONS
• People are born with inherited
traits.
• Some traits are particularly
suited to leadership.
People who make good leaders
have the right (or sufficient)
combination of traits.
Based on the assumption of -
certain traits =
success/effectiveness
“Leaders are born, not made.”
The traits are the inherent
attributes of the leaders to keep them
distinct from others.
This approach focuses on the personal
attributes (or traits) of leaders, such as
physical and personality characteristics,
competencies, and values.
Leadership traits are considered to be
enduring characteristics that people are born
with and that remain relatively stable over
time.
assumes the leader is different from the
average person in terms of personality traits
such as intelligence, perseverance, and
ambition.
60. How Leaders Differ from Non-leaders?
According to Kirkpatrick & Locke (1991), leaders can be
distinguished from non-leaders on the basis of SIX
attributes or traits:
-Drive
-Desire to lead
-Honesty and integrity
-Self-confidence
-Job relevant knowledge
-Extra-version
5.5 Trait theory
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61. Limitations:
• No universal traits found that predict leadership in
all situations.
• Unclear evidence of the cause and effect of
relationship of leadership and traits.
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective leaders.
5.5 Trait Theory
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“Traits Plus Motivation Equals
Leadership”
62. Limitations:
There is bound to be some subjective judgment in determining
who is regarded as a ‘good’ or ‘successful’ leader.
There is also a disagreement over which traits are the most
important for an effective leader
3/19/2015 62Team BMW
5.5 Trait Theory
63. Rooted in behaviorism, this leadership theory focuses on the
actions of leaders not on mental qualities or internal states.
Success can be defined in terms of describable actions.
According to this theory, people can learn to become leaders
through teaching and observation.
The behavior approach says that anyone who adopts the
appropriate behavior can be a good leader.
3/19/2015 63Team BMW
5.6 Behavioral Theory-
leaders are made, not born
64. Study of Behavioral Approaches to leadership-
-Leadership Styles
-Managerial Grid
-Michigan university Studies
-Ohio State University Studies
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5.6 Behavioral theory
65. 5.7 Styles of leadership
University of Iowa conducted a series of research
studies in the 1930s suggested leadership styles
that include:
• Autocratic
• Democratic
• Laissez-Faire
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The study was conducted
by Kurt Lewin and his
associates
66. The authoritarian leader makes decisions alone.
Power is centralized in one person.
Decisions are enforced using rewards and the fear of
punishment.
This type of management style can decrease
motivation and increase staff turnover
It is an abusive, unprofessional style called “bossing
people around.”
5.7 Autocratic
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AUTOCRATIC LEADER
• Rely on threats and punishment to
influence staff
• Do not trust staff
• Do not allow for employee input
67. Encourages staff to be a part of the decision making.
Keeps staff informed about everything that affects
their work and shares decision making and problem
solving responsibilities.
5.7 Democratic
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Also known
as
participative
style.
68. The free-rein leader gives power to subordinates to
make the decisions.
The leader is still responsible for the decisions that
are made.
This is used when employees are able to analyze the
situation.
5.7 Laissez-faire
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Also known as the
“hands-off¨ style
69. 5.8 Continuum of leader Behavior
Use of Authority by the Manager
Area of freedom for employees
Employee centered
leadership
Boss -centered
leadership
Autocratic Democratic Laissez faire
-By Tannenbaum and w. Schmidt
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70. Initiating structure:
It refers to the extent to which a leader defines and
structured his/her role and the roles of group members in
the search of goal attainment.
It included behaviour that involved attempt to organise
work, work relationships and goal.
Consideration:
• It refers to the extent to which a leader had job
relationships characterized by mutual trust and respect for
group members, ideas and feelings.
• A leader likely to be high in consideration, help group
members with personal problems, friendly and
approachable, and treat all group members as equal.
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5.9 THE OHIO STATE STUDIES
71. Initiating Structure
– Is task oriented
– Directs subordinate work activities toward goal
attainment
– Typically give instructions, spend time planning, and
emphasize deadlines
– Provide explicit schedules of work activities
Consideration
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication
– Develops teamwork
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5.9 THE OHIO STATE STUDIES
A leader who is high in both initiating structure and considerations achieved high group
task performance and high satisfaction more frequently than who rated low on either
dimension or both.
72. EMPLOYEE ORIENTED
Leaders who were employee oriented were described as
emphasizing interpersonal relationships.
They took a personal interest in the needs of their followers
and accepted the individual differences among group
members.
PRODUCTION ORIENTED
They tended to emphasize the technical or task aspects of
the job were concerned mainly with accomplishing their
group’s task and regarded group members as a means to the
end.
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5.9 University of Michigan studies
Similar to Ohio Studies