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25 Cards in this Set
- Front
- Back
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Communication that hinders change
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Lack of Mgt. Support
Managers forcing change Inconsistent action by key managers Unrealistic expectations Lack of meaningful participation Poor communication Purpose of program not clear Responsibility for change not properly identified |
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Communication that facilitates change
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Visible management support and commitment
Proper preparation Employee participation High degree of communication Recognition of need for change Reward system that supports necessary changes |
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Spray and Pray
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Impersonal and one-way communications (lectures)
(greater amount of information) |
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Tell and Sell
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A restricted set of messages with explanations for their importance and relevance
(greater amount of information) |
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Underscore & Explore
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Information and issues that are keys to organizational success are discussed and explained.
(some information) |
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Identify & Reply
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Responding to employee concerns about prior organizational communications
(little information) |
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Withhold & Uphold
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Telling employees only what they need to know when you think they need to know it
(little information) |
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Unplanned change (3 stages)
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Precrisis Stage
Crisis Stage Postcrisis Stage |
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Precrisis stage
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Organizational members can work to prevent or prepare for possible problem. You should have a plan in place Sometimes you can anticipate problems and sometime you can’t.
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crisis stage
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– trigger it threatens the orgnaiztions survival or reputation. Uncertainty and sensemaking occur here.
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post crisis
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Determine responsibility perhaps apologize establish systems for coping
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“Cascade of Repetitive Communication"
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One-on-ones with key players (e.g., based on influence or position)
Small group comm. with key players (e.g., people who report to CEO) Larger group conferences (e.g., teams of those who report to CEO) Organization-wide announcement (medium depends on size) |
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What is leadership
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Leadership is providing direction, purpose, and motivation to subordinates to accomplish a task/mission.
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Trait theories
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leaders born, not made
Common traits found: intelligence, self-confidence, determination, integrity, and sociability |
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Transactional
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exchange between leaders/followers; very short-term
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Transformational
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Relationship development for trust and long-term changes
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Content
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Leaders using visionary content in communication are more effective
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Delivery
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Strong delivery is often more important
Suggests individuals can be trained to be more effective leaders |
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style theory
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Framing – a way of managing meaning – pg 193
Metaphors Subject takes on a new meaning Jargon/Catchphrases Use of familiar terms Contrast Subject in terms of its opposite Spin Subject is placed in a positive or negative light Stories Subject by example, in leader’s or org’s experience |
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How would change occur in classical
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management controlled, careful, negative
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How would change occur in Human Relations
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leaders emphasize needs & satisfaction of employees
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How would change occur in Human Resource
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Employees encouraged to participate; leaders’ skills adapt to situation
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How would change occur in systems
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examine positive/negative feedback and outcome from change
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How would change occur in cultural
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relies on understanding of prevailing cultural & sub-cultural beliefs
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How would change occur in critical
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through change, unless truly democratic, management maintains power/control over employees
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