Subject: Inappropriate Computer Usage

Recently, we discovered that some employees are making inappropriate use of the company’s Internet and email systems. We wish to remind you that our company’s computer resources, including hardware, software, email and the Internet, should only be used for company business.

As we recognize that there may be some confusion about what constitutes personal use of company computers, here is a list of inappropriate activities:

•Forwarding of email chain letters

•Surfing the internet

•Downloading files containing pictures and applications

•Subscribing to personal news groups and Internet mailing list

Within the last few weeks, we have had to endure many server crashes and sluggish computer response times because of inappropriate email and Internet usage. If these problems continue, we will be forced to monitor or record employees’ computer usage. Violations of this policy may result in disciplinary action—even termination for serious and repeat violations--or, in the case of our consultants, a change in status.

I am sure that none of us knowingly want to harm the productivity of our company. If you have any questions about computer usage, or would like further clarification of this policy, please contact me at extension #4241.

 

MAIB 2001MAIB 2001

Class 3: Organizational Structure and Organizational Strategies in Business

Communication

LEVELS OF LEVELS OF COMMUNICATIONCOMMUNICATION

1. INTERNAL MESSAGES: for recipients within the organization

2. EXTERNAL MESSAGES: directed to recipients outside the organization

INTERNAL FORMS of INTERNAL FORMS of COMMUNICATIONCOMMUNICATION

Oral:

One-on-one conversation, telephone conversation, interviews, group meetings, presentations, televised speeches, teleconferences

Written:

E-mail, memo, fax, newsletter, informal reports, formal reports

EXTERNAL FORMS OF EXTERNAL FORMS OF COMMUNICATIONCOMMUNICATION

Oral:

Networking: face-to-face and phone, public relations, meetings, presentations

Written:

Fax, letters, reports, contracts, press releases

TIPS FOR SELECTING TIPS FOR SELECTING COMMUNICATION MEDIUMCOMMUNICATION MEDIUM

1. Do you need a permanent record of this communication? (historic, legal)

2. Will my receiver(s) be receptive to my message?3. Where and how large is the audience for my

message?4. Is the message long or complex?5. Is the message or the response urgent?6. Is credibility a concern?

ORGANIZATIONAL ORGANIZATIONAL COMMUNICATIONCOMMUNICATION

Is concerned with the movement of information within the company

Depends on the organizational structure or design of an organization

FORMAL AND INFORMAL FORMAL AND INFORMAL CHANNELSCHANNELS

Formal Communication ChannelsManagement creates structures to control

individual and group behavior and to achieve the organization’s goals

Informal Communication ChannelsDevelop as people interact within the formal,

imposed system, and social and psychological needs emerge

BUREAUCRATIC BUREAUCRATIC STRUCTURESTRUCTURE

Rigid Formal Communication: Communication is dictated by procedures

manuals, job descriptions, organizational charts, strict and exact rules and policies

Disadvantages: Distance leads to potential distortion of info Only the top can see the big picture

INTERNAL AUDIENCE INTERNAL AUDIENCE CHARACTERISTICSCHARACTERISTICS

Similarities

People are “insiders” Some shared

knowledge/info. Some shared

motivation/goals Shared organizational

structure

Differences

Organizational level Individual

expertise/knowledge level

Organizational orientation

Length of employment

STRATEGIC FORCES STRATEGIC FORCES INFLUENCING BUSINESS INFLUENCING BUSINESS

COMMUNICATIONCOMMUNICATION

Legal and ethical constraintsDiversity challengesGlobalizationChanging technologyTeam-oriented approaches

DIRECTIONS FOR DIRECTIONS FOR INTERNAL INTERNAL

COMMUNICATION FLOWCOMMUNICATION FLOW

1. DOWNWARD

2. UPWARD

3. HORIZONTAL

1. DOWNWARD 1. DOWNWARD COMMUNICATIONCOMMUNICATION

From top to bottom (manager to employee):Teaching about job roles and skillsOrienting to company’s goals and policiesEvaluating job performance and successEg. Briefings, instructions, explanations,

feedback, motivational pep talks

2. UPWARD 2. UPWARD COMMUNICATIONCOMMUNICATION

Quality of feedback depends on quality of downward communication:

Quality of communication depends on employee’s trust in the manager

Informs management about problems and successes of employees and policies

Why or when would employees not communicate with their managers?

3. HORIZONTAL 3. HORIZONTAL COMMUNICATIONCOMMUNICATION

Interactions between people/units on the same hierarchical level

This is the major channel for co-ordination Current emphasis on cross-functional work teams

promotes more horizontal communication A good manager will promote productive

interactions on the horizontal level

UPWARD/DOWNWARD UPWARD/DOWNWARD COMMUNICATIONCOMMUNICATION

Rewrite the following memo twice, changing style and tone to fit the situation:

1) Rewrite it so that John is the team leader

2) Rewrite it so that Fred is John’s supervisor

To: John

From: Fred

Date: July 8, 2001

Subject: Monson Project Team

I am concerned about the team’s progress on the Munson Project. I feel we should be further along than we are at this point. Perhaps you could visit with me sometime tomorrow so we could talk about how to improve the team’s progress. I would really appreciate hearing your perception of the problem.

ORGANIZING YOUR ORGANIZING YOUR DOCUMENTS DOCUMENTS

SUCCESSFULLYSUCCESSFULLY

REMEMBER THE THREE REMEMBER THE THREE PRINCIPLES BEFORE YOU PRINCIPLES BEFORE YOU

WRITE:WRITE:

PURPOSE

AUDIENCE

MEDIUM

How do Readers Read?How do Readers Read?

We read opportunistically: we are time and answer-driven (the “bottom-line” approach)

We read selfishly: to find only the information that pertains to US and our department

We read quickly: to find the answers as quickly and efficiently as possible

Answer Readers’ QuestionsAnswer Readers’ Questions

CONTENT: What’s the main issue here? Why should I care? What can be done? What should be done? What are the costs? What are the benefits? Why should I believe you?ORGANIZATION: Where is the information I need?

A good document has three important elements:

1. CONTENT

2. ORGANIZATION

3. LAYOUT

ORGANIZATIONORGANIZATION

Don’t organize your information to reflect your thought processes; rather try to “manage” your reader’s response

Readers want the RESULTS of your thinking, not the thinking itself

Follow the 3-step “Army” approach to focus your reader

Organization should be determined by PURPOSE and READER

PRINCIPLES OF PRINCIPLES OF ORGANIZATIONORGANIZATION

Logical: classification or division according to some key principle

Order of importance (also pro-con/con-pro)Recommendation-rationale-implementationProblem-analysis-solution

SELECT PERSUASIVE SELECT PERSUASIVE STRUCTURES ACCORDING TO STRUCTURES ACCORDING TO

AUDIENCEAUDIENCE

AUDIENCE

Interested Supportive Informed

ARGUMENT

One-sided Pro-con Deductive Descending

Approach style: Tell or Sell

SELECT PERSUASIVE SELECT PERSUASIVE STRUCTURES ACCORDING TO STRUCTURES ACCORDING TO

AUDIENCEAUDIENCE

AUDIENCE

Unengaged Hostile Uninformed

ARGUMENT

Two-sided Con/pro Inductive Ascending

Approach style: Consult or Join

Use YOU-Oriented WritingUse YOU-Oriented Writing

Speak from the reader’s point-of-view, not the writer’s

Emphasize what the reader wants to know to show your concern

Build goodwill through positive emphasis

1. Focus on What the Readers 1. Focus on What the Readers receive, not on what You can receive, not on what You can

Do for ThemDo for Them

Identify reader benefits

ME-attitude: I have negotiated an agreement with Apex Rent-a-Car that gives you a discount on rental cars

YOU-attitude: As a Sunstrand employee, you can now get a 20% discount when you rent a new car from Apex

ME-attitude: We provide health insurance for all employeesYOU-attitude: You receive comprehensive health insurance

as a full-time UF employee

2. Give Specific Details and 2. Give Specific Details and Info. the Reader NeedsInfo. the Reader Needs

Refer to the reader’s details specifically to imply involvement, and supply necessary details for clarity

ME-attitude: We are shipping your order of September 21 this morning

YOU-attitude: The two Corning Ware starter sets you ordered will be shipped this afternoon and should reach you by September 28

ME-attitude: Your order will be expedited soonYOU-attitude: The desk chair you ordered should arrive

within the week

3. Omit 3. Omit your feelings, and Don’t your feelings, and Don’t Forecast the Reader’s FeelingsForecast the Reader’s Feelings

Omit your feelings (except for congratulations/condolences), and don’t tell readers how they will react/feel

ME-attitude: We are happy to extend you a credit line of $5,000YOU-attitude: You can now charge up to $5,000 on your

American Express cardME-attitude: You’ll be happy to hear that your scholarship has

been renewedYOU-attitude: Congratulations! Your scholarship has been

renewed.

Change the Attitude in these Change the Attitude in these examples:examples:

1. We require you to sign the order before we will allow you to receive delivery

2. I am very pleased that I can offer my customers these advantages

3. We are thrilled that we can open this restaurant in this area

4. Before we can allow you to write checks on your account, we request that you sign the enclosed signature card

Logical organizationLogical organization

Always begin with ideas the reader can easily understand and accept

Use the same system all the way throughWork out a suitable layout and format to

help the readerUse tables, graphs, and pictures whenever

helpful and appropriateMake important items STAND OUT

THE PERFORMANCE THE PERFORMANCE REVIEWREVIEW

Goals of the Performance Goals of the Performance ReviewReview

1. To motivate and educate the employee

1. To protect the organization

Importance of Performance Importance of Performance ReviewsReviews

Serve to reinforce your corporate culture and goals and clarify position responsibilities

Aid the employee to clarify job requirements, improve performance, and set new career goals

Provide the basis for promotions and raises

VALUE OF REVIEWS FOR VALUE OF REVIEWS FOR EMPLOYEESEMPLOYEES

1. Emphasize and clarify job requirements

2. Give employees feedback on their efforts

3. Develop guidelines for future efforts

Difficulties of the Performance Difficulties of the Performance ReviewReview

The positive goal (to boost employee commitment and performance) conflicts with the negative goal (to defend the company against litigation)

Managers and supervisors may be distanced from the work events of the employee by time and place

Employees are emotionally invested in the assessments and may be defensive or hostile

Varieties of Performance Varieties of Performance ReviewsReviews

Formal annual performance review/report: very rigid process and product. Frequently seems punitive rather than constructive

“360 degree” reviews: give employees feedback from multiple sources-- from above, below, and horizontally

More democratic and flexible evaluation: employee plays a part in writing the review, and document is designed collaboratively

Strategies for Writing an Strategies for Writing an Effective Performance ReviewEffective Performance Review First clarify the GOALS of the review carefully:

informative and helpful to employees, OR protective and legally binding for the company?

Be very SPECIFIC and detailed, both for credibility and clarification purposes (keep a performance log that documents incidents pertinent to an employee’s performance)

Emphasize the IMPROVEMENT aspect of the evaluation: state specifically some possible steps for improvement

Potential ReadersPotential Readers

You, as well as other managers and supervisors, will read performance reviews to evaluate employees and promote or demote accordingly

Employees have a legal right both to read and comment on the performance review in writing

Human resources officials will probably read and approve the document

Lawyers, grievance officers, judges, and juries become involved in litigious situations

Strategies for Successful Strategies for Successful Performance ReviewsPerformance Reviews

PURPOSE

CONTENT

TONE

PURPOSEPURPOSE

As long as the purpose of the performance review is not focused on termination of the employee, then

Be action oriented and provide useful guidelines for the employees Remember your role as mentor: you need to motivate and educate

employees so that they may become happier and more efficient workers

Focus on problem resolution: suggest specific ways that the situation or skill can be improved. Indicate how non-compliance will have an impact on future effectiveness.

Discuss the performance review with the employee being evaluated (perhaps even invite input during the writing process)

CONTENTCONTENT

Base your performance review on the job description (gives expectations for the position)

Do not focus simply on an employee’s traits (lazy, co-operative, arrogant)

Focus on specific behaviors (averaged 14 customer service calls a day; continued to shop on the internet and send personal e-mails despite being warned on 2 specific dates to stop)

Explain the problems caused by the employee’s behavior rather than attacking the behavior itself

Base the review on your top priorities: a long “laundry list” of necessary changes will be demoralizing.

Close with an overall summary, or a friendly comment about future success

USE SPECIFICSUSE SPECIFICS

Vague: John does not manage his time as well as he should

Better: John submitted 3 out of 5 of his monthly reports 4 to 6 days after they were due

Vague: Peter calls in sick a lot; his co-workers say he is an alcoholic

Better: Peter called in sick 10 days in the last 2 months. Co-workers state that his behavior at business lunches is embarrassing and unprofessional.

TONE and ORGANIZATIONTONE and ORGANIZATION

Positive or neutral reviews should follow the direct pattern; negative reviews should be more indirect in their approach

Emphasize improvement and future actions rather than past transgressions

Keep the tone objective and unbiased, and the language nonjudgmental

End, if possible, on a positive note