bc assingment
TRANSCRIPT
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Business CommunicationMBA-HR
Semester: I
Communication Assessment File
HR People: The Peace Makers (Write an Article Handwritten or Print-out 250 words minimum
length less than of 500 words).
&
Printouts of the slides of the Presentation submitted.
bmitted to: Submitted by:
rveen Kumar Mansi Verma
cturer
siness Communication
AMITY UNIVERSITY
UTTAR PRADSH
2009
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HR People: The Peace Makers By Mansi Verma
Human beings are different from each other, thus Human Resource is one of the best
way to deal with this problem. Hr people are the one which can deal with Anger in the
work place and creates Job satisfaction.
Anger In The Workplace
July 20 2008 - Research published in Psychological Science earlier this year reported
differences in attitudes to men and women who lose their temper in the workplace. In
three separate studies, psychologists Victoria Brescoll from Yale University and Eric
Uhlmann from Northwestern University found that while such outbursts tend to be
accepted or even rewarded in men, women are judged less competent as a result.
Hillary Clinton's recent presidential campaign raised the question of whether anger
was damaging to a female candidate. Researchers found this to be unequivocally the
case unless the anger was in response to treatment of a family member.
Victoria Brescoll commented:
"An angry woman loses status, no matter what her position."
Researchers showed participants videos of actors applying for a job. They were asked
to rate them on their perceived competence and whether they should be hired, thedegree of responsibility they should be given, and how much they should get paid.
Both men and women assigned higher status, salary and competence to men
expressing anger. However, when actors expressed sadness, women applicants were
ranked equally to men in status and competence but not in salary.
The second study focused on lower-status jobs and compared angry applicants to
those not displaying any emotion. Once again, angry men were valued more highly
than angry women. However, these differences were not apparent in the emotionally
neutral group. The third study allowed women actors to explain why they were angry,
resulting in improved ratings. However, when men gave an explanation it tended to
be interpreted as a sign of weakness.
Victoria Brescoll concluded:
"Whether you are running for president or looking for a clerical job, you cannot
afford to get angry if you are a woman."
'Bad Apples' at Work
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A study from the University of Washington Business School published inResearch in
Organizational Behaviorin 2007 examined how negative behavior by one person in an
organization can impact on teams and groups. Researchers describe these individuals
as "bad apples" acting like a virus within teams, with the capacity to "upset or spoil
the whole apple cart".
Together with Terence Mitchell, a professor of management and organization and
UW psychology professor, William Felps, a doctoral student and lead author, decided
to investigate the effect of a negative co-worker on workplace atmosphere after his
wife experienced the phenomenon. She characterized her work environment as cold
and unfriendly but this changed when a co-worker described as "particularly
caustic" and "always making fun of other people" was away ill for several days.
William Felps explained:
"And when he was gone, my wife said that the atmosphere of the office changed
dramatically. People started helping each other, playing classical music on theirradios, and going out for drinks after work. But when he returned to the office, things
returned to the unpleasant way they were. She hadn't noticed this employee as being a
very important person in the office before he came down with this illness but, upon
observing the social atmosphere when he was gone, she came to believe that he had a
profound and negative impact. He truly was the 'bad apple' that spoiled the barrel."
The researchers analyzed about two dozen studies focusing on workplace team and
group interaction, with specific reference to the impact of individuals whose
negativity may be expressed in various ways: not doing their fair share of work, being
"chronically unhappy and emotionally unstable", or being aggressive and bullying.
They found that it only takes one such "toxic" team member to provide the catalystfor organizational dysfunction. In a follow-up survey, they found most people they
could identify at least one "bad apple" from their own workplace experience.
The researchers reviewed various working environments (including manufacturing,
fast food, and universities) where tasks and assignments were performed by groups of
approximately 5 -15 individuals with interdependent jobs or where significant
interaction was necessary. They explain that employees in such circumstances tend to
be less tolerant and are more likely to challenge negative behaviors.
In one study of about 50 manufacturing teams, they found those with a disagreeable
or irresponsible member were significantly more likely to perform poorly,experiencing conflict, poor communication and lack of cooperation between team
members.
Terence Mitchell commented:
"Most organizations do not have very effective ways to handle the problem. This is
especially true when the problem employee has longevity, experience or power.
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Companies need to move quickly to deal with such problems because the negativity of
just one individual is pervasive and destructive and can spread quickly."
The study identified three ways in which group members may react to a negative
member. Motivational intervention, where concerns are expressed and the person
asked to change; if this proves unsuccessful rejection may follow where the individualis removed from the situation. These strategies require team members to have
sufficient power; lack of power leads people to become frustrated and distracted. This
leads to the third strategy, being defensive - common coping mechanisms include
denial, social withdrawal, anger, anxiety and fear. Researchers explain that as trust
weakens along with the positive culture, members physically and psychologically
disengage themselves from the team. The study concluded that negative behavior has
a greater impact than positive behavior.
Terence Mitchell said:
"People do not expect negative events and behaviors, so when we see them we payattention to them, ruminate over them and generally attempt to marshal all our
resources to cope with the negativity in some way. Good behavior is not put into the
spotlight as much as negative behavior is."
The researchers differentiate between the negativity of "bad apples" and innovative
challenging employees "who think outside the box" and may not always be
appreciated as a result. If negative individuals emerge after selection screening,
researchers suggest that organizations should allocate them to independent work
positions where possible; or the only option may be to let them go.
William Felps commented:
"Managers at companies, particularly those in which employees often work in teams,
should take special care when hiring new employees. This would include checking
references and administering personality tests so that those who are really low on
agreeableness, emotional stability or conscientiousness are screened out."
Job Satisfaction
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February 29 2008 - A survey by The Segal Company, a New York-based
compensation, benefits and HR consultancy found that state and local public sector
workers under age 40 focused more on career (job security, opportunities, training)
than their older colleagues and were also more likely to actively look for work
elsewhere.
Elliot Susseles, senior vice president of the Segal Company, said:
"The study found that the biggest driver of turnover for employees under 40 is
dissatisfaction with career opportunities and job content. This suggests the
importance of establishing and communicating career path opportunities, work
development and interesting work assignments to successfully recruit and retain
younger employees."
Both age groups had similar concerns about pay and benefits but, as has been
traditional for government employees, pay remains less important than benefits for
all workers, regardless of age. Nevertheless, satisfaction levels for pay and career werelow for both age groups. Segal consider that these findings reflect the challenge of
attracting and keeping new talent in state and local public service.
The following table compares under and over 40s in the public sector:
Importance of Work Rewards
Career is important
Pay is important
Benefits are important
Age
Under 40
77%
50%64%
Age
40 Plus
60%
56%
65%
Satisfaction with Work Rewards
Satisfied with career at present
Satisfied with pay
Satisfied with benefits
50%
53%
69%
48%
49%
65%
54% of under 40s said they would be actively looking for work elsewhere within the
next year compared with 42% of the older group.
Showing up for the Paycheck?
A report by The Conference Board in 2005 showed a decline in job satisfaction among
workers of all ages and across all income brackets in the US workforce.
Half of all Americans surveyed at the time said they were satisfied with their jobs, but
this was down from nearly 60% ten years before. Moreover, among the 50% who said
they were content, a mere 14% said they are "very satisfied."
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The representative sample of 5,000 U.S. households, conducted for The Conference
Board by TNS, a leading market information company, also included information
collected independently by TNS. This information showed that approximately one-
quarter of the American workforce was simply "showing up to collect a paycheck."
"Rapid technological changes, rising productivity demands and changing employeeexpectations have all contributed to the decline in job satisfaction," says Lynn Franco,
Director of the Conference Board's Consumer Research Center. "As large numbers
of baby boomers prepare to leave the workforce, they will be increasingly replaced by
younger workers, who tend to be as dissatisfied with their jobs, but have different
attitudes and expectations about the role of work in their lives. This transition will
present a new challenge for employers."
The survey found a decline in job satisfaction across all income brackets in the
previous nine years. 55% of workers earning more than $50,000 were satisfied with
their jobs, but only 14% claimed they were very satisfied. At the other end of the pay
scale (employees earning less than $15,000), about 45% of workers were satisfied withonly 17% expressing a strong level of satisfaction.
The survey also found that employees were least satisfied with their companies' bonus
plans, promotion policies, health plans and pensions. The majority were most satisfied
with their commutes to work and their relationships with colleagues.
"Less than one-third of all supervisors and managers are perceived to be strong
leaders," says Shubhra Ramchandani, North American Stakeholder Management
Practice Leader at TNS. "The Enron/Worldcom era of corporate scandals and the
outsourcing of jobs have increased the level of employee discontent. Shrugging off
employee disengagement would be a disastrous, short- sighted view creating lastingglobal repercussions for American business."
Job Satisfaction - by Age, Income and Region
* The largest decline in overall job satisfaction, from 60.9% to 49.2%, occurred
among workers 35-44.
* The second largest decline took place among workers aged 45-54, with the
satisfaction level dropping from 57.3% to 47.7%.
* The smallest decline occurred among workers 65 and over. Overall job satisfactiondeclined from 60.8% to 58.0%, making this group the most satisfied with their jobs.
* The largest decline in job satisfaction took place among householders earning
$25,000 to $35,000, with satisfaction falling from 55.7% to 41.4%. This income group
expressed the second lowest level of overall satisfaction.
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* The second largest decline was posted by householders earning $35,000- $50,000.
This group experienced a decline from 59.7% to 46.7%.
* With less than 47% of householders claiming to be satisfied with their current job,
workers in the Middle Atlantic and Mountain states are the least satisfied workers in
the U.S.
* The East South Central region has the most content workers. Close to 59% of
residents in these states claim they are satisfied with their jobs.
* Company promotion policies and bonus plans tended to be the lowest on the
satisfaction scale.
* Educational and job training programs did not fare well either. Only 30% of
workers claimed to be satisfied with these types of company programs.
* Workers also rated their wages poorly, with only 33.5% of householders expressingsatisfaction with their pay.
Additional results from the supplemental survey conducted by TNS in August 2004
include:
* 40% of workers feel disconnected from their employers.
* Two out of every three workers do not identify with or feel motivated to drive their
employer's business goals and objectives.
* 25% of employees are just "showing up to collect a paycheck."
POWER POINT PRESENTATION
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Fundamentals of
Communication
PRESENTATION BY
Mansi Verma
MBA (HR)
Section D
Roll no. 409D29
Relevance of Communication
Relevance of communication is
as follows-
Conveying the right message
Effectiveness of policies
Development of managerial skill
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Relevance of Communication
Cont
Co-ordination of efforts Good industrial relationship
Effective Communication
Effective communication is based
on 7 Cs of communication-
1.Courtesy 5.Correctness
2.Clarity 6.Consideration
3.Conciseness 7.Completeness
4.Concreteness
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Effective Communication Cont.
Models of Communication
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Models of Communication Cont
Effective use of Communication
Effective use of communication is
as follows -
A
B
C
Accuracy
Grammatical Structure
Based on Objectivity
Brevity
ConcisePrecise
Clarity
Of Thought
Of Expression
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Effective Use of Communication
Cont.
Poor Communication refers to -
1. Mind Reading- Imagining Things.
2. Avoiding Communication.
3. LabelingCriticizing.
4. Alienating Messagesblaming, sarcasm,
threats.
Effective Use of CommunicationCont
BENEFITS OF COMMUNICATION
1. BETTER QUALITY
DOCUMENTS
2. LESSER MISUNDERSTANDING
3.IMPROVED CUSTOMER RELATIONS
4. INCREASED PRODUCTIVITY
5. STRONGER DECISION MAKING
6. QUICKER PROBLEM SOLVING
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Effective Use of Communication
Cont
FUNCTIONS
INFORMATION
CONTROL
MOTIVATION
EMOTIONAL EXPRESSION
PUBLIC RELATIONS
CO-ORDINATION
THANK YOU!