The Delivery Of Bad News In An Organizations
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This document outlines a framework for analyzing the delivery of bad news in organizations. It discusses bad news as any information that negatively impacts expectations. Bad news delivery involves three phases: preparation, delivery, and transition. The preparation phase involves activities like warning recipients and calibrating expectations. The delivery phase focuses on timing, medium, and truth-telling. The transition phase provides appeal procedures and future assurances. Strategic functions of bad news delivery are performance management, lessening impact, and building commitment. Moderators and a multi-phase model are proposed for further research.
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A crisis this can happen anytime of the day whether it's after working hours or normal business hours. But also when an emergency occurs, they need to communicate is immediate. Because if the business operations are disrupted, the customers they will want to know what the impacted will be. Also they will also need to notify the local government officials because they will want to know what is going on with their community. Also the families and also the employees they would also like some information on what is going on. Even the neighbor that live beside the facility they also need to know some information and the reason why is because if they are threatened by the incident.
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Organizational Response to Crisis,
Part I
Unit Learning Outcomes
Upon completion of this unit, students should be able to:
1. Discuss the importance of having a media relations policy.
1.1 Describe the process of an organization develops legitimacy and the
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1.2 Explain the process of discourse of renewal and discuss the impact
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4.3 Describe the process of an organization develops legitimacy and
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Introduction
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Reading
Assignment
See information below
Key Terms
1. Legitimacy
2. Organizational
learning
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Zach Wrote:
My employer has several methods for obtaining information from associates to help identify and solve problems, specifically interviews, surveys, and observations. Known as “fireside chats,” our one-on-one interview method randomly selects five different associates each month and provides them with a 45-minute, uninterrupted meeting with the executive director. During this interview, the executive director asks a series of predetermined questions developed to probe for honest and transparent opinions of issues and conditions within the community. Once those questions are discussed, the associate is given the opportunity to share any other items that were not mentioned previously. By randomly selecting a small number of associates each month, the issues developing in the community are shared from a cross-section of the team allowing for differing perspectives on the same concern.
Surveys are conducted annually or bi-annually to collect predetermined data for the purposes of (1) tracking progress on existing concerns and (2) identifying the manifestation of new concerns. The surveys come from the home office to address concerns that affect the entire company. Since there is a significant number of employees for whom English is a second language, the survey is offered in English and Spanish so as many people as possible can provide answers in their native tongue. Unfortunately, because many of employees are of low socio-economic status, distributing the survey electronically has mixed results – many employees do not have easy access to technology while others simply do not know who to use it. To help with this problem, employees are encouraged to complete surveys onsite using company tablets.
Finally, observations allow us “to collect data on actual behavior rather than reports of people’s behavior” (Anderson, 2016, p. 151). We do not use this a primary source of data gathering; rather, informal and formal observations give us the opportunity to confirm reports first-hand. Unofficially and informally, I will often observe goings-on to try identifying potential concerns so we can implement interventions before preemptively.
Reference:
Anderson, D. L. (20161108). Organization Development, 4th Edition [VitalSource Bookshelf version]. Retrieved from vbk://9781506363929
Odella Wrote:
I am an EHR program analyst. Part of my job description is to train the providers and front/back office on the database. Part of the organizational development is to collecting data, which is an essential and substantial step in this development. According to Anderson, 2020, p. 158, as a trainer, I used the surveys and questionnaires method. Before, I started at the organization, they did not have a functional training mechanism. When I built the training curriculum, I incorporated a survey that the employees would take. The survey consisted on the how, what and why of the training portion. The training that the employees received was essential to .
Managerial Communication
Effective communication is critical for crisis management. A crisis management plan should outline operational procedures, authorized
Crisis communications
This document provides guidance on crisis communications and leadership during a crisis situation. It defines a crisis as a major event that negatively impacts an organization. Early signs of a potential crisis can come from public records requests, news reports, whistleblowers, or social media. During a crisis, leaders should establish a timeline, identify policies and action items, determine stakeholders and their needs, have a trusted spokesperson, coordinate messaging with other agencies, and be transparent while focusing on the public interest. An effective response demonstrates leadership, transparency, and a commitment to addressing the situation and its impacts.
As a future leader in the field of health care administration, you m.docx
As a future leader in the field of health care administration, you may face many chronic health threats to various systems. As you work to combat these threats and ensure community wellness, you are likely to become an agent of social change. This objective may be more challenging and critical to achieve in matters such as health emergencies and outbreaks. For leaders, outbreaks, epidemics, and pandemics elicit critical and timely attention to situations in health care administration.
In this week’s article by Gostin, Lucey, & Phelan (2014), the authors highlight the challenges present with an Ebola epidemic on a global scale. Using this Learning Resource from this week as well as 2–4 additional resources you may find from the Walden Library, current events, etc., consider your leadership perspective during an outbreak, epidemic, or pandemic.
As you collaborate with your group, individually select one of the following leadership roles that would respond during this outbreak:
Director, FEMA
Director, CDC
Governor of an afflicted state
Incident Response Commander
Response Leader, American Red Cross (or other nongovernmental organization)
***Health Care Administrator for a large medical center (
I HAVE SELECTED THIS ROLE
)****
After selecting your leadership role, use a systems approach to work with your group to establish an immediate response in preventing another pandemic.
The Assignment—Part 1:Individual Case Analysis (1–2 pages):
Based on the leadership role you selected for the Assignment, include the following:
A summary of the leadership challenges this leader would face in assuring the system changes necessary to be prepared for the next outbreak, epidemic, or pandemic
An explanation of how your leadership challenges as this leader relate to challenges of the other leaders listed above
Note:
The leadership challenges that you describe should be those you would face as an individual in the role of your selected leader, rather than the functional challenges of the agency this individual leads.
The Assignment—Part 2:Group Case Study Analysis (2–3 pages):
Then, using your leadership Assignment for the Case Study, collaborate with your colleagues to create a Group Case Study Analysis that includes:
An explanation of how the challenges identified in the individual case analyses collectively affect crisis response by the system and the individuals within it
An explanation of how transformational and transactional leaders might influence outcomes within this case
A summary of how poor leadership might affect the outcome of the case
.
How to Prepare for Crisis
This document discusses organizational crisis management and preparation. It defines what constitutes a crisis, outlines common crisis types, and reasons why crises occur. It also describes key aspects of crisis management preparation including identifying a crisis management team, analyzing an organization's readiness, strengthening relationships, and providing training to plans, media, and all staff. The goal of crisis preparation is to allow an organization to respond effectively during a crisis and plan for recovery afterwards.
hcm550 term paper
This document discusses considerations for developing an effective disaster preparedness plan for infectious disease outbreaks at Saint Leo University Hospital. It outlines key factors such as identifying the cause of the outbreak, implementing isolation and quarantine protocols, applying a systematic approach to healthcare delivery, ensuring strong leadership and coordination, establishing an organizational structure, managing conflicts, and learning from past failures in disaster response. The plan aims to recognize, contain and prevent the spread of infectious diseases through prepared strategies and coordination between healthcare professionals and organizations.
Level and kinds of media effect.pptx
This document discusses media effects and different types of media effect theories. It defines media effects as changes in individuals and society that result from exposure to mass media across various channels. The document outlines two main types of media effect theories - direct effects theory, which assumes media has powerful and immediate effects, and indirect effects theory, which recognizes individuals perceive media differently. It also discusses six types of individual media effects and four ways media can influence these effects through acquiring, triggering, altering, or reinforcing functions. Finally, the document presents templates to categorize individual and macro-level media effects research.
Running head ASSIGNMENT-TEST DEVELOPMENT PROPOSAL .docx
Running head: ASSIGNMENT-TEST DEVELOPMENT PROPOSAL 1
ASSIGNMENT-TEST DEVELOPMENT PROPOSAL 2
Assignment-Test Development Proposal
Name:
Institutional Affiliation:
Assignment-Test Development Proposal
The outlines associated with the construct of depression may be associated with the different mental issues that are faced by many individuals in the country. The description connected with depressive lifestyles serves as a characteristic of the issues that ignore events connected to the existing construct system. Therefore, rather that participating in active testing, revision, and expansion of interpreting different experiences, depressed individuals should avoid anxiety that accompanies it. The brittle and relatively construct system should be avoided to eliminate issues of fatalism and suicidal possibilities. It is crucial to understand the severe disorders to ensure that clients in the market are able to deal with negative symptoms associated with depression.
A Discussion of the Construct of Depression in the Society
A huge research framework has confirmed the fact that depression is a disorder that is suffered by almost everyone in the modern society. Individuals suffering from depression suffer from anticipatory failure. They lack the motivation of viewing the future as a positive framework of development. Their current mental instability influences them to become negative about the life around them. Individuals with depression tend to construct themselves in a negative manner (Abas, et al., 2013). The events around them are polarized to become negative. The issues are made to reach extreme manners.
This influences them to distant their thinking from reality and more into a cocoon that limits them from achieving their potential. Personal construct theory is an important theory in dealing with the issue. It has ensured that it emphasizes on structural depressive construing aspects. It documents the coherence loosening of the organization of a person’s self-concept (Roberts, Faull, & Tod, 2016). Depression and its deepening rate are seen as a way through which one acquires a more negative status when the disorder continues to grow. The theory reiterates that the construct system structure that possesses a negative construing status show that the disorder possesses dangerous symptoms that should be perceived from a prospective prediction. Issues such as serious suicide risk that hospitalized psychiatric patients.
Assessment of the Construct of Depression
The importance of the construct of depression in the modern society comes from the impact that it has on the environment around us. Subsequent research shows that personality styles are significant in enabling the development of the depressive symptoms. Personality styles are the reason as to why individuals would promote a vulnerability status of the concept of depression. Di ...
17In this paper, please write a discussion r
Based on the readings and my personal experiences and values, I would describe my worldview as generally open-minded, pragmatic and solution-focused. I believe in the inherent worth and dignity of all people, regardless of background, and that through respectful understanding and cooperation, even seemingly intractable social issues can be addressed constructively.
My social change project focuses on improving access to healthcare, which aligns well with millennial ideals of equality and justice. I would like to help promote social changes that expand opportunity and empower underserved communities. However, entrenched interests and ideological divides could make reforms difficult. Ripeness theory suggests waiting for a "teachable moment" when attitudes are receptive to change. And critical theory examines how power dynamics
Crisis management
A crisis is defined as a significant threat to an organization's operations that can have negative consequences if not handled properly. The document discusses various types of crises that can occur in hospitals and provides recommendations for effective crisis management. It emphasizes the importance of planning, prevention, and having emergency response plans, standard operating procedures, and staff training in place. During a crisis, organizations should respond quickly, speak the truth, provide a constant flow of communication, and avoid actions like denial, cover-ups, blaming, and procrastination. After a crisis, root cause analysis and process reviews should be conducted to prepare for future crises. Effective crisis management is an important practice for healthcare organizations to follow.
Uki
1) A crisis is any event that jeopardizes an organization's reputation or financial stability, such as safety issues, environmental problems, or negative publicity. Proper crisis management aims to quickly resolve the crisis, limit damage, and restore credibility.
2) When a crisis occurs, operations staff work to control the disruption, top managers allocate resources and make decisions, and communications staff inform stakeholders and keep them updated. An organization should promptly and honestly address the public, be informative to prevent rumors, and show concern for victims.
3) During a crisis, spokespeople assess media requests based on what their organization gains from participation, the risks involved, their ability to get their message across, and how management will react. They communicate
CHAPTER 9Political Analysis and StrategiesKathleen M. White 1.docx
CHAPTER 9
Political Analysis and Strategies
Kathleen M. White 1
“The difficult can be done immediately, the impossible takes a little longer.”
Unknown author, Army Corps of Engineers motto, World War II
The knowledge and expertise of nurses regarding health and health care are critical to the political process and the development of health policy. However, the word politics often evokes negative emotions and many nurses may not feel inclined to get involved. Nonetheless, nurses have the skills to be active participants in the political arena for a number of reasons. First, nurses are skilled at assessment, and being engaged in the political process involves analysis of the relevant issues and their background and importance. Second, nurses understand people and, in order to understand an issue, it is critical to know who is affected andwho is involved in trying to solve the problem. Finally, nurses are relationship builders and the political process involves the development of partnerships andnetworks to solve problems. As skilled communicators, nurses have the ability to work with other professionals, patients, families, and their communities to solve health care problems that affect their patients and the health care system. Nurses have much to offer in the political process and need to develop skills in politicalanalysis and strategy to truly make a difference.
What is Political Analysis?
Political analysis is the process of examining an issue and understanding the key factors and people that might potentially influence a policy goal. It involves the analysis of government and organizations, both public and private; people and their behavior; and the social, political, historical, and economic factors surrounding the policy. It also includes the identification and development of strategies to attain or defeat a policy goal. Political analysis involves nine components.
Identification of the Issue
The first step in conducting a political analysis is to identify and describe the issue or problem. Identifying and framing the issue involves asking who, what, when, where, and how questions to gather sufficient information to lay the groundwork for developing an appropriate response to the issue. Start with what you know about the issue:
• What is the issue?
• Is it my issue and can I solve it?
• When did the issue first occur, is it a new or old problem?
• Is this the real issue, or merely a symptom of a larger one?
• Does it need an immediate solution, or can it wait?
• Is it likely to go away by itself?
• Can I risk ignoring it?
Beware of issue rhetoric (Bardach, 2012) that is either too narrowly defining an issue in a technical way, or defining the issue too broadly in a societal way. Decide what is missing from what you know about the issue and gather additional information:
• Why does the problem exist?
• Who is causing the problem?
• Who is affected by the issue?
• How significant is the issue?
81
• What additional information is needed?
•.
Case study 2
The owners of a marketing research organization received news that their biggest client was cutting their workload in half, meaning they would lose half of their revenue. The organization did not have a crisis prevention plan in place. The regional manager created an immediate action plan that included reducing staff and costs like leases and pay. She held an emergency meeting with managers to explain the situation and ask for suggestions. Literature on organizational change was reviewed to support making quick decisions through leadership and developing a team attitude to guide the changes.
How to 10X Your Influence
This document discusses a study on how to increase influence and drive behavioral change. The key finding is that those who use all six sources of influence - personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability - are up to 10 times more successful at creating sustainable change.
The study examined organizational change initiatives and personal challenges. It found that while many rely on just one influence strategy like training, those who apply four or more strategies combining individual, social, and structural sources are much more likely to succeed.
The document outlines the six sources of influence and provides case studies of organizations that successfully drove change by applying multiple, aligned sources of influence rather than relying on any single approach.
How to 10X Your Influenceby Joseph Grenny, David Maxfield, A.docx
How to 10X Your Influence
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
intervention. Unless and until we develop far more effective ways
of thinking about and exerting influence on human behavior, we
will never solve the most profound and persistent problems in our
organizations, our personal lives, and our world.
Why Quick Fix
Solution
s Fall Short
Unfortunately, we live in a quick-fix world full of people who are
gimmicked into believing that a simple so ...
I have 3 posts from class I need someone to read them and ague which.docx
I have 3 posts from class I need someone to read them and ague which is to (RESPOND) With 120 words and 2 references each . I have attached an assignment to help you respond. read it and read each post to ague well.
Post 1
Jennifer: While a crisis can certainly occur at any time of day or night do you think it is more dangerous or damaging during normal working hours versus after the normal working hour?
Post 2
A crisis this can happen anytime of the day whether it's after working hours or normal business hours. But also when an emergency occurs, they need to communicate is immediate. Because if the business operations are disrupted, the customers they will want to know what the impacted will be. Also they will also need to notify the local government officials because they will want to know what is going on with their community. Also the families and also the employees they would also like some information on what is going on. Even the neighbor that live beside the facility they also need to know some information and the reason why is because if they are threatened by the incident.
I really don't think that you would want to blow the issue out of proportion or don't let anyone else. Also if the media happens to contact you before you have had a chance to asses the situation and decide on a response, just let them know when you expect to have the information also honor your own deadline.
The employee a key stakeholder group with which to communicate Corporate crisis this can cause immense pressure and also uncertainty for any affected company and also it's employees. So in order to prevent the rumors, false information and also unfounded allegations all external as well as internal stakeholders they have to be communicated with.
If you don't prepare, you can and will incur more damages. Also when looking at existing crisis management related plans while conducting a vulnerability audit (the first step in crisis preparedness), also this is what I found is the failure to address the many communication issued related to crisis disaster response.
Post 3
Crisis can occur at any time of day. Before a crisis, successful communication will depend on the preparations made long before the crisis occurs. A crisis is a series of unforeseen events that launch a group, team or an organization into a downward organizational spiral, a crisis situation incorporates a surprise, a threat to high priority goals, and a restricted amount of time available for response. Crisis is not limited to any size or type, it doesn’t confine itself to any particular policy area, it jumps from one field to another uncovering issues and combining them into unforeseen mega-threats, and it is an embedded vulnerability that emerges, fades, mutates and strikes again. There is no warning when it happens. (Bland, 2013).
Currently, crisis communication is more of a discipline in public relations and corporate communications (Frandsen & Johansen, 2011.
Sparc Teams General Overview Stages V2
The document outlines a 7-stage process to support individuals through unemployment by engaging them at different points: 1) At notice, 2) At exit from their job, 3) After 2 weeks, 4) After 6 months, 5) When a new job offer is received, 6) During the first 90 days in a new job, 7) As a company champion once reemployed. It proposes workshops, a community space called "Sparc Space", and team-based work programs to maintain well-being and employability at each stage.
EMS 4305, EMS Public Information and Community Relations 1 .docx
EMS 4305, EMS Public Information and Community Relations 1
UNIT III STUDY GUIDE
Organizational Response to Crisis,
Part I
Unit Learning Outcomes
Upon completion of this unit, students should be able to:
1. Discuss the importance of having a media relations policy.
1.1 Describe the process of an organization develops legitimacy and the
steps to and importance of maintain legitimacy after a crisis.
1.2 Explain the process of discourse of renewal and discuss the impact
of its use in the outcome of crises.
1.3 Explain the elements of sense making and its benefits when used as
a response to a crisis.
3. Discuss the significance of how information is relayed and interpreted in
the media.
3.1 Describe the process of organizational learning and explain the
strengths and weaknesses.
3.2 Discuss the characteristics of the Situational Crisis Communication
Theory (SCCT) and explain the benefits of its use as an
organization’s response to crisis.
3.3 Explain the elements of sense making and its benefits when used
as a response to a crisis.
4. Differentiate among the types of media and information each may
request.
4.1 Discuss the characteristics of the Situational Crisis Communication
Theory (SCCT) and explain the benefits of its use as an
organization’s response to crisis.
4.2 Describe the process of organizational learning and explain the
strengths and weaknesses.
4.3 Describe the process of an organization develops legitimacy and
the steps to and importance of maintain legitimacy after a crisis.
Unit Lesson
Introduction
Often the effectiveness of an organization’s response to a crisis is not known
until after the response has occurred and the crisis is over. A good review of the
response is important in gaining feedback and in making organizational changes
to ensure that similar events in the future do not cause significant issues.
Organizational Learning
When an organization reviews their response, gathers feedback from those
involved, and then develops changes based on the feedback received, the
organization has learned. When an organization recognizes and learns from
their “failures,” they can both minimize the impact of future incidents, and also
prevent future crises from occurring. The learning process is reliant on an
organization’s movement through three stages.
Reading
Assignment
See information below
Key Terms
1. Legitimacy
2. Organizational
learning
EMS 4305, EMS Public Information and Community Relations 2
The first stage of organizational learning is experience. Experience may be
either direct or indirect. Direct experience means that the crisis occurs to the
organization, forcing them to confront the event (Sellnow & Seeger, 2013). They
are able to receive feedback from their own personnel to learn and prevent
future events from occurring. An organization does not have to directly
experience the crisis, though, in order to learn ...
The age discrimination in employment act of 1967 was an expansion
The document discusses the Age Discrimination in Employment Act (ADEA) of 1967, which expanded the Civil Rights Act of 1964 to protect job applicants and employees aged 40 and older from employment discrimination based on age. The ADEA applies to federal, state, and local governments as well as organizations with 20 or more employees. It prohibits discrimination concerning hiring, firing, promotion, layoffs, benefits, compensation, job assignments, training, and retaliation against those who file charges or participate in ADEA investigations and proceedings.
Crisis Management Guidelines
This document provides guidelines for crisis management before, during, and after a crisis. It defines what constitutes a crisis and lists common types of organizational crises. It outlines the characteristics of a crisis and key aspects of an effective crisis management plan, including features like effective communication and coordination between departments. The document provides a checklist of ten things to remember during a crisis, such as staying calm and controlling the message. It also gives guidance on procedures for communicating with stakeholders at the onset of a crisis and includes a crisis communication checklist of preparatory steps organizations can take.
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I have 3 posts from class I need someone to read them and ague which.docx
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In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Enriching engagement with ethical review processes
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The Delivery Of Bad News In An Organizations
- 2. The Delivery Of Bad News In An Organizations: A Frame Work For Analysis (Robert J.Bies) Presented by : AYESHA AFZAL-008
- 3. • Bad news can be defined as any information which adversely alters one’s expectations for the future.
- 4. Another definition: News that results in cognitive, behavioral or emotional deficit in the person receiving the news that persists for sometime after the news received.
- 5. Bad news as a daily phenomena in an organization: (REASONS) • Negative performance feedback. • Customer Service failures. • The refusals of requests. • Employee layoffs • Employee termination.
- 6. • J.BIES studied delivery of bad news by professionals: Doctors (Info that drastically and negatively alters a person’s view of the future). Coroners (Medical examiner) Law enforcement bodies (Court-Martial)
- 7. Delivery of bad news: A Multiphase process. McClenahen and Lofland make distinction between 2 different types of delieverers of bad news. There are those who deliver bad news in their private lives. Reffered as “Amateurs” There are those who deliever bad news as part of their Work or Occupation.
- 8. Phases in which Bad news deliver in an organization: 1) Preparation Phase. 2) Delivery Phase. 3) Transition Phase.
- 9. Preparation Phase: There are seven different bad news management activities in the preparation phase. Advance warning (forecasting of bad news) Creating a “paper trail” (documentation) Calibrating expectations (proactive strategy)
- 10. Using disclaimers (denial,refusal) Providing the opportunities for voice. (create sense of fairness) Coalition building (manager seeks support and protection) Rehearsal (practicing before actual delivery)
- 11. The Delivery Phase: There are five different bad news management activities in delivery phase. Timing of the delivery (correct time) Medium of the delivery (face to face or other medium eg email, texting, phones calls)
- 12. Face management and self- presentation (signal sender, calm and empathetic manner) Account giving (explaination/justification) Truth telling and information disclosure. (telling truth and disclosing all relevant facts)
- 13. Transition Phase: There are three different bad news management activities in transition phase. Engaging in public relations (future promise) Providing an appeal procedure ( before making decision manager may create appeal) Scapegoating (sacrificing someone on behalf of others)
- 14. Analyzing the delivery of Bad news: A multitheoretical perspective J.Bies argue that bad news management activities across the three phases serve four different, but related, strategic functions.
- 15. The strategic functions served by the bad news management activities of these delivering the news include : Performance correction (tracking) Lessening the perceived severity of the outcome (factors to lessen the impact of bad news) Building commitment and support. Self management (rehearsal, medium, face management)
- 16. Coping theory: 1. Bad news is emotionally distressing for those who deliver the news. (Folger) 2. Coping up with emotions is a key deliverer concern. 3. To cope up with emotions includes activities like rehearsal , medium and face management.
- 17. The delivery of bad news: New directions for research • Multiphase model • The moderators • Strategic functions
- 18. Multiphase model: Grew out of several grounded theories of the delivery of the bad news by occupational deliverers of bad news such as Coroners, Physicians and Clergy. One focus in Multiphase model was analyze the processess associated with upward versus downward delivery of bad news.
- 19. In Upward delivery of bad news management the political implications for the deliverer are more salient. In Downward delivery of bad news management the focus typically on sub- ordinate’s performance. Multiphase model basically provide a longitudinal and more textured analysis of bad news episode.
- 20. Moderators: Moderator basically influence different bad news management activities and thus should be organized into future research on the delivery of bad news. Moderators are in the trenches. They’re reading posts, answering reports and solving problems day-in and day-out. And also mediates disputes.
- 21. Strategic functions of bad news management activities: It highlights the multiple motivations that influence managerial action. It provides much richer, more textured analysis of managing bad news across time. Strategic functions highlights the dilemmas facing managers in the delivery of bad news management. I outline one such dilemma.
- 22. Dilemma: Blame avoidance versus accepting responsibility. (Instead of blaming environment, person should accept his/her mistake and take responsibility not to do this again)
- 23. Impact of bad news on people: Bad events wearoff more slowly than good events. The affective consequences of negative information is stronger than those for good information.
- 24. People overestimate the effects events will have on them, and that effect is stronger for negative events than for positive events. Bad events in close relationships are 5 times as powerful as good events.
- 25. Conclusion: According to this article bad news is not easy to deliver it’s a complex process in an organization. Bad news deliver through three stages. Badness of any news is “in the eye of the be-holder”.
- 26. Bad News can be viewed as a part of social construction process. Leaders are very important in times of bad news and leaders ability is most tested in times of bad news. Bad news have different but bad psychological impacts on different people.