This book discusses communication principles, processes, and skills from four different perspectives by explaining four related propositions. First, human communication is guided by socially established rules, the knowledge of which allows interacting persons to exert influence over the outcome of their interactions. Second, self concepts are formed and sustained in our interactions with others. Third, the formation of sustained interpersonal relations depends upon the attraction resulting from reciprocal self concept support. And fourth, organizations and the cultural system provide the parameters within which self concepts and interpersonal relations are formed. The implications of these propositions are examined in chapters two through ten. The authors develop their system in terms of results. What patterns of communicationwhat patterns of signal exchangeincrease the probability of the development of affective relationship? What patterns erode interpersonal systems or prevent them from forming? The book also examines patterns of communication within task-oriented organizations and in situations involving cultural differences.
Every organization is looking for ways to improve employee participation, loyalty and engagement; which most scholars believe could help with the organization' performance. We all know that leading with character is a good management skill for any leader that wants to be successful and effective. In this book, the following are seen as some characteristic behaviors that could distinguish a competitive and skillful leaders from others. When you are visible in the organization, know how to handle diversity, set expectations and most importantly know how to communicate and listen to your customers and employees, the result is always good for the organization. People begin to feel valued, respected and their sense of belonging begins to improve. The impact of employee feelings and perceptions will be seen on how they feel about the organization in general. The importance of good leadership on organization's performance and productivity is unquestionable and should be a driving force for leaders to demonstrate behaviors that are essential and productive.
This volume presents the main results of 2011 International Conference on Electronic Engineering, Communication and Management (EECM2011) held December 24-25, 2011, Beijing China. The EECM2011 is an integrated conference providing a valuable opportunity for researchers, scholars and scientists to exchange their ideas face to face together. The main focus of the EECM 2011 and the present 2 volumes “Advances in Electronic Engineering, Communication and Management” is on Power Engineering, Electrical engineering applications, Electrical machines, as well as Communication and Information Systems Engineering. This volume presents the main results of 2011 International Conference on Electronic Engineering, Communication and Management (EECM2011) held December 24-25, 2011, Beijing China. The EECM2011 is an integrated conference providing a valuable opportunity for researchers, scholars and scientists to exchange their ideas face to face together. The main focus of the EECM 2011 and the present 2 volumes “Advances in Electronic Engineering, Communication and Management” is on Power Engineering, Electrical engineering applications, Electrical machines, as well as Communication and Information Systems Engineering.
Organization Behaviour for Leisure Services provides the reader with the conceptual tools necessary for analysing organizational behaviour in the context of hospitality, leisure and tourism provision, and understaanding events in order to take appropriate management action. Taking the view that leisure services involve an array of industry sectors - they are related, for instance, to work-time spent eating, drinking and staying away from home, as well as the more obvious recreational pursuits - the text uses examples and case studies from a wide range of international businesses such as hotels, restaurants, museums, shopping malls and sports stadia. Specific examples used are from Marriotts, McDonald's, Trafford Centre and many more. With a user-friendly structure and style, the text is an ideal introduction to the fundamental issues involved - perfect for students and managers alike. This book discusses and questions a number of key elements, including: The individual and the organization Groups in the organization Organizational structures and behaviour Management within the organization Commercial hospitality, leisure and tourism in a service context There is a Tutor Resource pack available to lecturers who adopt this text. Accredited lecturers can request access to download this material by going to http://books.elsevier.com/academic/defaultmanuals.asp? to request access.
The influence that workplace supervisors have on their workers is widely-recognized. In assessing organizational communication traits, Laws of Communication presents the governing rules of the complex relationship between a leader, employee, and organizational performance. With a stoplight as his model, Dr. Schuttler clearly outlines how the colors red, yellow, and green explain types of leadership and employee performance quality zones. Contributions by twenty-one supplemental authors from a broad range of countries, industries, and businesses make Laws of Communication an easy, unique, and beneficial guide for front-line workers, mid-level supervisors, and senior leaders alike.
Health care org. have used these Criteria to address these challenges: focus on core competencies, intro. new technol., reduce costs, commun. and sharing info. electronically, estab. new alliances with health care providers, or maintain market advantage. Whatever the size of your org., the Criteria provides a valuable framework that can help you plan in an uncertain environ. Use the Criteria to assess performance on these indicators: health care outcomes; patient satis.; and operational, staff, and financial indicators. The 2009-2010 Criteria can help you align resources with approaches, such as Plan-Do-Check-Act cycles, a Balanced Scorecard, and Six Sigma; improve commun., productivity, and effectiveness; and achieve strategic goals. Illus.
Surveying a wide variety of disciplines, this fully-revised 7th edition offers a sophisticated and engaging treatment of the rapidly expanding field of organizational communication Places organizations and organizational communication within a broader social, economic, and cultural context Applies a global perspective throughout, including thoughtful consideration of non-Western forms of leadership, as well as global economic contexts Offers a level of sophistication and integration of ideas from a variety of disciplines that makes this treatment definitive Updated in the seventh edition: Coverage of recent events and their ethical dimensions, including the bank crisis and bailouts in the US and UK Offers a nuanced, in-depth discussion of technology, and a new chapter on organizational change Includes new and revised case studies for a fresh view on perennial topics, incorporating a global focus throughout Online Instructors' Manual, including sample syllabi, tips for using the case studies, test questions, and supplemental case studies
There seem to be two realms in our waking time: work and life. However, work is often juxtaposed against life, which is found in anything but work. Organizational work has become nothing more than the necessary evil, the means for a livelihood. Work has ubiquitously become the enemy of life. What culprit has dichotomized work and life? Public secrets! Empirically based, this book explores and testifies why the phenomenon of public secrets may have transformed our organizational life into a big lie to which we are all forced to subscribe-against private consciousness. Public secrets represent the communication phenomenon where public knowledge, though tacitly acknowledged and widely espoused, is never incorporated into organizational actions and daily routines. As a consequence, employees are not living their organizational life with their heads and hearts, but with our heels. "Employment with heels" is the biggest "un-economics" against time-it costs, wastes, and debilitates; it makes work the arch-enemy of life.
The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organizations for the annual European Excellence Award . It is now the most widely used organizational assessment framework in Europe. Most users have no intention of applying to win awards; they use the framework and analysis techniques within the model as diagnostic tools that will help them to:assess the health of their organization, identify its strengths and areas for improvement and periodically measure progressidentify and share good management practices, both internally and externallyanticipate and target their desired results in tangible, measurable waysWhether you are a newcomer to the Excellence Model, or an experienced user (whose techniques of performance assessment maybe rigorous but have possibly evolved to become overly complex), this Management Guide provides you with practical techniques to undertake timely and effective assessments. It explains the history, basis and evolution of the EFQM Excellence Model, the nature of EFQM and its networks today, and, most importantly, provides step-by-step guidance, together with a series of analysis pro-formas, to enable readers to facilitate an assessment of an organization against each of the 32 elements ( criterion parts ) of the EFQM Excellence Model.
In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana!
Focuses on how leaders can drive employee engagement and increase high performance mgmt.; i.e., the actions leaders from first-line supervisors to exec. can take to facilitate the motivation and commitment of their employees. The effort leaders invest in managing their workforce pays off in substantially higher levels of employee engagement and performance. The recommendations it offers for increasing both engagement and performance can be characterized in three words: communication, connection, and courage. These are the foundation of performance mgmt. -- communicating openly and honestly with employees, connecting with them as people to build good working relationships, and demonstrating the courage to address and resolve problems. Illus.
High Performance Computing Systems and Applications contains a selection of fully refereed papers presented at the 14th International Conference on High Performance Computing Systems and Applications held in Victoria, Canada, in June 2000. This book presents the latest research in HPC Systems and Applications, including distributed systems and architecture, numerical methods and simulation, network algorithms and protocols, computer architecture, distributed memory, and parallel algorithms. It also covers such topics as applications in astrophysics and space physics, cluster computing, numerical simulations for fluid dynamics, electromagnetics and crystal growth, networks and the Grid, and biology and Monte Carlo techniques. High Performance Computing Systems and Applications is suitable as a secondary text for graduate level courses, and as a reference for researchers and practitioners in industry.
People, Performance, and Pay identifies today's four most common organizational work cultures - functional, process, time-based, and network - and explains how to align innovative pay policies with each. With examples from LEGO, Hallmark, Holiday Inn, and other leading organizations, the authors explain how to assess an organization's current culture and determine what its future culture should be. They then demonstrate pay's role in such change initiatives, and how compensation must be integrated with other human resource processes, such as selection, training, and performance management. They also discuss the full range of pay strategies available today and how they can be best used to move the organization forward; for example, they recommend decreasing an organization's emphasis on base pay as it shifts from a functional culture to a process, time-based, or network culture. They also offer guidance on establishing team rewards, especially important in process and team-based cultures, and make a compelling case for putting more pay at risk through variable pay strategies. Here also is strategic advice on competency-based pay, performance-based rewards such as gain-sharing, executive pay, and benefits programs. As responsibility for compensation strategies and compensation decisions shifts away from the realm of the Human Resource Department, line managers and senior executives will find People, Performance, and Pay an invaluable reference for effectively using salary, incentives, and benefits to motivate and reward employees, improve quality, and increase productivity.
Written in clear, non-technical language, this book explains how employees and employers can maximize internal and external organizational communication—for both personal benefit and to the entity as a whole.
Organizations are constantly trying to figure out how to improve and do more with less, especially with todays budgetary pressures. We must not only find a way to improve our companies and countries, but we must find a way to optimize them. How do we get the biggest strategic bang for our budgetary buck? There is continuous pressure on corporate leaders and government officials to reduce waste, improve services and margins that provide a better overall value to its shareholders and citizens. Organizational Optimization is the new way to look at your organization, assess its current health and optimize its future potential. Its purpose is to strategically align the organization, optimize the execution of its strategy, and culturally set the stage for growth and prosperity. It can be applied to any type of organization whether an international conglomerate, a federal agency, a city, a professional sports team or an entrepreneurial organization looking to optimize their true potential.
This book discusses the semiotic and ethnographic bases for organizational analysis, including the related fieldwork issues confronting the investigator. It explains the importance of rhetorical-dramaturgic and phenomenological strategies for the study of organizations. The arbitrary and culturally based connections in which organizations abound require an understanding of the particulars of cultural scenes, first observed, later conceptualized through semiotic theory. Organizational Communication includes a series of examples from applied semiotics research in nuclear regulatory policy making, truth telling, regulatory control (by, among others, the police), and risk analysis. These data provide the basis for a critique of the limits of earlier analyses of organizational change, such as those offered by structuralist theories. Dr. Manning concludes with an assessment of the postmodernist ethnographic strategies that have evolved as a response to a larger representational crisis, and of the implications of these strategies for the study of organizational culture.