Friday, 31 August 2012
Wednesday, 8 August 2012
10-1 - COMMUNICATING EFFECTIVELY
Communication is at the heart of every organization, and consequently poor communication can hinder any organization it can slow productivity, cost money, and cause disagreements. There are many aspects to communication but the five key points I feel are important are.
Any conversation is useless if you don't know what the other person is trying to get too. I think any conversation should begin by clearly identifying what is to be accomplished by the conversation, for example are you trying to find out why a project was late or why or simply looking for suggestions on upcoming project. If the intent of the conversation is clear than that will eliminate some confusion right from the start, I believe that if you skirt around the intent than you may get the other parties involved to become defencive and question your motives.
Get to the point
We have all got those e-mails that are a page long and most of us lose interest after the first paragraph, so get to the point. This is along the same lines as be clear, tell me you need the files for the smith account don't tell me what will happen if you don't receive them, or how busy you are, most of us are busy this is why you should have respect for other peoples time don't catch someone in the hallway and ramble on and on too then say what you need to say and move on.
Listen and be personal
Just because your time is valuable does not mean you should be abrupt, a smile can go along way or perhaps start the conversation with a greeting "how's it going today Phil". Listening to what the person is saying and not having the body language as if you are ready to bolt will lead to a more effective conversation and less misunderstanding.
Assume positive intent
This is a big one in the day of e-mail, not all of us, myself included are able to type into words exactly what we are trying to say and some times may come off as rude or angry when that was not the intent at all. Assuming positive intent (until proven otherwise) will eliminate unnecessary tension between co-workers or a customer. Give people the benefit of the doubt before you condemn them.
Get feedback and ensure every one is an understanding before the conversation is over
This is in my opinion the only way to finish a conversation, getting feedback from the other parties involved will ensure your message was received and the proper course of action will follow. If there is any confusion as to what was trying to be accomplished by the conversation this is the last chance to correct it. Knowing every one is in an understanding will also allow there tho be some accountability placed on individuals, groups, or even suppliers who do not deliver.
- Be clear
- Get to the point
- Listen and be personal
- Assume positive intent
- Get feedback and ensure every one is an understanding before the conversation is over
Any conversation is useless if you don't know what the other person is trying to get too. I think any conversation should begin by clearly identifying what is to be accomplished by the conversation, for example are you trying to find out why a project was late or why or simply looking for suggestions on upcoming project. If the intent of the conversation is clear than that will eliminate some confusion right from the start, I believe that if you skirt around the intent than you may get the other parties involved to become defencive and question your motives.
Get to the point
We have all got those e-mails that are a page long and most of us lose interest after the first paragraph, so get to the point. This is along the same lines as be clear, tell me you need the files for the smith account don't tell me what will happen if you don't receive them, or how busy you are, most of us are busy this is why you should have respect for other peoples time don't catch someone in the hallway and ramble on and on too then say what you need to say and move on.
Listen and be personal
Just because your time is valuable does not mean you should be abrupt, a smile can go along way or perhaps start the conversation with a greeting "how's it going today Phil". Listening to what the person is saying and not having the body language as if you are ready to bolt will lead to a more effective conversation and less misunderstanding.
Assume positive intent
This is a big one in the day of e-mail, not all of us, myself included are able to type into words exactly what we are trying to say and some times may come off as rude or angry when that was not the intent at all. Assuming positive intent (until proven otherwise) will eliminate unnecessary tension between co-workers or a customer. Give people the benefit of the doubt before you condemn them.
Get feedback and ensure every one is an understanding before the conversation is over
This is in my opinion the only way to finish a conversation, getting feedback from the other parties involved will ensure your message was received and the proper course of action will follow. If there is any confusion as to what was trying to be accomplished by the conversation this is the last chance to correct it. Knowing every one is in an understanding will also allow there tho be some accountability placed on individuals, groups, or even suppliers who do not deliver.
Tuesday, 7 August 2012
9-2 MODELS OF ORGANIZATIONAL CHANGE
This post has some real meaning for me right now, as a family we are facing some decisions about some organizational changes being made with my wife's employer, the decision to relocate across the country or to change employers witch would also bring a move much more local of course. Throughout these stressful times I have learnt some things about change when it comes to an organization and some of the ways I would like the change to be presented and how the process takes place. Three essential steps I would take to manage change in an organization would be.
Present and receive feedback about the change before any hard decisions are made.
I believe this is the most important step and should be the first to happen, I think way to often decisions are made by one or a group of people without all of the people and the effect on them in mind, these decisions effect both personal and professional lives. If a change is made at the top without asking or receiving feedback there might be unforeseen hurdles or cost that were not identified. Front line workers are often the ones effected by change they are also the ones that have direct contact with customers and could relay concerns customers might have with the purposed change. With out that feedback it might be too late once problems are identified.
Be up-front and honest about the change.
If a problem is identified with and organizational process and the decision for change has been made, after getting feedback of course, be up front about and honest about the change that is taking place. Being clear about what is changing, and why, and who is effected will go along way to ease some of the anxiety felt by employees. If only partial information is presented or held back it will only increase the fear of change and lead to incorrect information being shared among staff.
Ensure there is a clear process to implement the change.
Nothing is worse than deciding on a change in the organization and then fumbling through it for months or years, a clear process must be in place to implement the change. This may take some time to identify the right steps to ensure the change will be successful but there is no point rushing into something and dooming it for failure. A clear process will also help the organization track the progress and allow for targets to be identified, and therefore giving the organization the true picture of weather or not the change will be successful.
- Present and receive feedback about the change before any hard decisions are made.
- Be up-front and honest about the change.
- Ensure there is a clear process to implement the change.
Present and receive feedback about the change before any hard decisions are made.
I believe this is the most important step and should be the first to happen, I think way to often decisions are made by one or a group of people without all of the people and the effect on them in mind, these decisions effect both personal and professional lives. If a change is made at the top without asking or receiving feedback there might be unforeseen hurdles or cost that were not identified. Front line workers are often the ones effected by change they are also the ones that have direct contact with customers and could relay concerns customers might have with the purposed change. With out that feedback it might be too late once problems are identified.
Be up-front and honest about the change.
If a problem is identified with and organizational process and the decision for change has been made, after getting feedback of course, be up front about and honest about the change that is taking place. Being clear about what is changing, and why, and who is effected will go along way to ease some of the anxiety felt by employees. If only partial information is presented or held back it will only increase the fear of change and lead to incorrect information being shared among staff.
Ensure there is a clear process to implement the change.
Nothing is worse than deciding on a change in the organization and then fumbling through it for months or years, a clear process must be in place to implement the change. This may take some time to identify the right steps to ensure the change will be successful but there is no point rushing into something and dooming it for failure. A clear process will also help the organization track the progress and allow for targets to be identified, and therefore giving the organization the true picture of weather or not the change will be successful.
Thursday, 2 August 2012
8-2 CRITICAL INCIDENT ANALYSIS
For this post I am to think of the last group or team I was apart of where the experience was dissatisfying or discouraging. The most recent experience like that I can remember was during the relocation of many of our departments due to renovations to our current buildings. A group was put together of the affected departments to discuss possible complications with the sharing of space. It was put in place to ensure communication was kept up regarding the use of equipment and the need for service and repair to that equipment was communicated effectively. I don't think the group members were that motivated, as many were against the renovations to begin with, and the group was not cohesive as the two main affected groups already have a hard time sharing anything. Social loafing was definitely a problem as many of the processes we put into place for communicating were not being followed and other people were trying to pick up the slack left by a few members. I think the managers of all the departments should have held their employees more accountable, for example one employee had agreed to e-mail the fleet shop at the end of each day if there were any repairs needed to the equipment in their location, I am still waiting for the first e-mail two month later. Athough the problem has been brought up, nothing has been done.
Critical incident analysis
Why do I view the situation like that? I view the situation as discouraging because the lack of communication has led to some frustrating times, operators are mad that their equipment is not repaired, but their repairs were not reported. The lack of communication causes more down time and less production.
What assumptions have I made about the client or problem or situation? The assumptions I have made about the situation are that no one really cares and if they are not going to follow through with their promises it doesn't apparently matter as there are not going to be any consequences. The other assumption I have made is that most people think the plan as a whole will fail, they think the renovations will be behind schedule and over budget or possibly run out of money and not get finished properly.
How else could I interpret the situation? The other way I could look at the situation is that the other departments are just as frustrated as me, they have had to uproot their work areas and are now crammed in other buildings, with other departments, and are just trying to make the best of it.
What other action could I have taken that might have been more helpful? Instead of reporting the issues to my manager, after the few failed attempts we had to get the message across to the other departments, I could have personally sent out some reminders to those involved of the domino affect that missing one piece can have. Sometimes a personal message, not going through the chains of reporting and being misconstrued can be a more positive way to get information from point A to point B. If I had identied more clearly directly to the person that with out the proper and timely information, I am unable to do my job effectively and in return that effects their operations and productivity. Then we could, with support of our managers worked together to think of another solution as the arranged plan was not working.
What will I do if I am faced with a similar situation in the future? I think what I will do in the future if I am faced with a similar situation is hold other group members accountable. I would try to make them understand that their effort directly affects the rest of the group, and if someone is not performing their task, it needs to be addressed before it becomes the norm. Also that we can work together to think of new solutions that work best for the people at the ground level who actually perform the tasks, getting their input, instead of deciding for them what will work. Positive communication, accountability and working together will help our next project succeed.
Critical incident analysis
Why do I view the situation like that? I view the situation as discouraging because the lack of communication has led to some frustrating times, operators are mad that their equipment is not repaired, but their repairs were not reported. The lack of communication causes more down time and less production.
What assumptions have I made about the client or problem or situation? The assumptions I have made about the situation are that no one really cares and if they are not going to follow through with their promises it doesn't apparently matter as there are not going to be any consequences. The other assumption I have made is that most people think the plan as a whole will fail, they think the renovations will be behind schedule and over budget or possibly run out of money and not get finished properly.
How else could I interpret the situation? The other way I could look at the situation is that the other departments are just as frustrated as me, they have had to uproot their work areas and are now crammed in other buildings, with other departments, and are just trying to make the best of it.
What other action could I have taken that might have been more helpful? Instead of reporting the issues to my manager, after the few failed attempts we had to get the message across to the other departments, I could have personally sent out some reminders to those involved of the domino affect that missing one piece can have. Sometimes a personal message, not going through the chains of reporting and being misconstrued can be a more positive way to get information from point A to point B. If I had identied more clearly directly to the person that with out the proper and timely information, I am unable to do my job effectively and in return that effects their operations and productivity. Then we could, with support of our managers worked together to think of another solution as the arranged plan was not working.
What will I do if I am faced with a similar situation in the future? I think what I will do in the future if I am faced with a similar situation is hold other group members accountable. I would try to make them understand that their effort directly affects the rest of the group, and if someone is not performing their task, it needs to be addressed before it becomes the norm. Also that we can work together to think of new solutions that work best for the people at the ground level who actually perform the tasks, getting their input, instead of deciding for them what will work. Positive communication, accountability and working together will help our next project succeed.
Wednesday, 11 July 2012
6-2 Controlling for Success
This post focuses on a "recession winning" company, the company I chose to investigate is Ford Motor Co. Ford alone escaped bankruptcy and government bailout as compared to the other North American auto makers, allowing Ford to eclipse GM as the number one American automaker.
I found an article written in 2008 by Dan Carney on msnbc.com outlining the strategy that Ford used to outlast the recession http://www.msnbc.msn.com/id/27723139/ns/business-autos/t/ford-better-positioned-ride-out-recession/. It was the work of CEO Alan Mulally who mortgaged the company’s name to build up $24 billion worth of financing just before the recession a move some say was luck, lucky or not this cash nest egg helped Ford ride out the recession.
Another reason Ford was able to come out a winner was identifying the changes in customer demand revamping their product line and introducing smaller more fuel efficient cars from their European lines. While GM and Chrysler were still pumping out big gas guzzlers Ford was looking at other ideas and not relying on their trucks as much. The new line has been a success and has continued to grow as this sales release from ford indicates http://corporate.ford.com/our-company/investors/investor-news/investor-news-detail/pr-ford-motor-company-june-and-36703. Here are some of the highlights from June 2012.
Alan Mulally inteview http://money.cnn.com/video/fortune/2010/01/12/f_sl_mulally_ford.fortune/
I found an article written in 2008 by Dan Carney on msnbc.com outlining the strategy that Ford used to outlast the recession http://www.msnbc.msn.com/id/27723139/ns/business-autos/t/ford-better-positioned-ride-out-recession/. It was the work of CEO Alan Mulally who mortgaged the company’s name to build up $24 billion worth of financing just before the recession a move some say was luck, lucky or not this cash nest egg helped Ford ride out the recession.
Another reason Ford was able to come out a winner was identifying the changes in customer demand revamping their product line and introducing smaller more fuel efficient cars from their European lines. While GM and Chrysler were still pumping out big gas guzzlers Ford was looking at other ideas and not relying on their trucks as much. The new line has been a success and has continued to grow as this sales release from ford indicates http://corporate.ford.com/our-company/investors/investor-news/investor-news-detail/pr-ford-motor-company-june-and-36703. Here are some of the highlights from June 2012.
- Ford Motor Company’s year-to-date U.S. sales through June increase 7 percent, totaling 1.14 million vehicles; June sales increase 7 percent from last year at 207,759 vehicles sold
- Ford's Escape sales have increased 28 percent – the vehicle’s best month ever; the all-new 2013 Escape is selling on dealer lots in less than five days
- Ford Fusion sales in June increase 17 percent – the best June sales performance ever
- Ford Explorer sales up 35 percent in June and 15 percent year to date
- Ford F-Series sales top 50,000 – the best June sales performance in five years, with 55,025 pickups sold
Alan Mulally inteview http://money.cnn.com/video/fortune/2010/01/12/f_sl_mulally_ford.fortune/
Wednesday, 27 June 2012
4-2 - SUSTAINABLE POLICIES
Sustainable Development is the idea of thinking long term when making decisions. They are decisions that protect the environment, promote social responsibility, respect culture differences, and provide an economic benefit (Essentials of Contemporary Management, Jones,George, Rock, Haddad). With my current employer sustainable development is involved in every decision we make so much that we employ a sustainability coordinator. I have chosen three ideas that I have for our own fleet department.
Purpose
Future building and expansion policy
Purpose
Fleet Shop Purchasing Policy
Purpose
- Operating a "Green Fleet".
- Planning for future building and shop expansion.
- Fleet purchasing policy.
Purpose
- To reduce emissions, fuel consumption, and overall cost of operating vehicles and equipment.
- This policy applies to all staff and departments.
- Practice and enforce anti-idling policy, to reduce emissions and reduce fuel usage. Reduced idling time will reduce wear and service intervals on vehicles and equipment.
- Reduce the number of vehicles taken to one job site if applicable. Encourage the use of multi passenger vehicles
- Continue to look for alternatives when purchasing new equipment, more fuel efficient options.
- Have staff participate in Green Fleet driver training. http://www.capilanou.ca/sustainability/Transportation/FleetSmart-Driver-Training/
Future building and expansion policy
Purpose
- To ensure long term use of new buildings and expansions.
- To ensure the right space for the right cost.
- Reduce the environmental impact caused by the building process and the building itself.
- All staff and departments
- All contractors and sub contractors used in the building process.
- All surrounding communities.
- Explore and assess all current and future building needs.
- Encourage staff input on building design and layout.
- Look for contractors with strong ethical and environmental policies.
- Reduce carbon footprint by exploring options in building design, natural lighting and heat sources, collection of rain water for landscaping irrigation for example
- Use low maintenance landscaping to reduce future maintenance cost.
Fleet Shop Purchasing Policy
Purpose
- To look for suppliers that will provide long term support and services for the fleet shop.
- To reduce the number of suppliers, in order to reduce the amount of courier cost
- To purchase more environmentally friendly products.
- All fleet staff
- Identify suppliers that are reputable and have a good service rating with customers.
- Research suppliers that provide a variety of products and will deliver.
- Reduce number of courier trips by ordering multiple parts/supplies at once, when available.
- Look for opportunities to purchase and implement new products that will reduce the environmental impact of shop operations
Thursday, 21 June 2012
3-3 - SHORT ESSAY
I am the president and CEO of a major automobile manufacture, or at least for the sake of this post I am. We manufacture and market vehicles for the average, middle class person, most of our parts are outsourced and manufactured in foreign countries with our main assembly plant located in Canada. We have been in business for many years and are well established with hundreds of privately owned dealerships located throughout the world.
Ethical concerns are a very important part of our companies overall decision making process, it is with this high importance to ethics that we weigh every decision and concern evenly. We as a company prefer to use a Utilitarian model of ethics which is defined as - an ethical decision that produces the greatest good for the greatest number of people.(Essentials of Contemporary Management-Jones, George, Rock, Haddad) It is difficult task to focus on and compare the benefits and concerns of all stakeholders, however when a decision has to be made regarding the direction of the company, someone is going to lose and we feel having the majorities interest in mind is the right ethical path for our company. A few years ago we were faced with a tough decision to make, we had to look at the cost effectiveness of keeping our main assembly plant in Canada. Union led wages were rising along with company contributions to benefits and pensions were eating away at profits, stockholders were looking for greater return on investment while customers still wanted a reasonably priced vehicle. We were concerned that moving our main plant to a foreign market might compromise the quality of our vehicles and that was a risk as a company that we felt was not a viable plan, we instead looked at a different option. At the time most of our parts were also manufactured in North America, by outsourcing the parts manufacturing to a more cost effective location and setting up quality control systems to monitor the manufacturing, we were able to retrain and relocate some of our employees while cutting cost and improving profits.
The four main codes of ethics our company follows are:
In addition to ethical standards our company will continue to have a proactive approach to social responsibility. We have set in place a program to cross train our workers allowing them to learn new skills, a lost opportunity in one place may open a new opportunity for both the worker and the company. We will continue to operate our Canadian assembly plant to protect Canadian jobs and ensure our high quality standards. Continuing advancements in manufacturing that will reduce pollution will be tested and put into place. Our company will continue to promote the fair treatment of all employees here in Canada and in our foreign markets.
I am going to switch back to being myself now and not the CEO of a major car company, I think many of my views are influenced by my generation and my characteristics. In the case of keeping the plant open in Canada, I have grown up in the generation constantly hearing of companies, one after another, closing in Canada and moving to foreign markets. As far as my characteristics go I have become frustrated with the ignorance that many people show towards the environment. The facts are there but they continue to ignore it, and I'm not talking about one person saving the planet, just simply doing something, anything. I am also a strong believer in cross training your employees as it would allow companies to fill vacant positions if someone is away and also give the opportunity to promote from with in. Providing these types of opportunities engages your employees and gains retention, which in turn is also a benefit for the employer, this strategy is a must in today's work environment.
Ethical concerns are a very important part of our companies overall decision making process, it is with this high importance to ethics that we weigh every decision and concern evenly. We as a company prefer to use a Utilitarian model of ethics which is defined as - an ethical decision that produces the greatest good for the greatest number of people.(Essentials of Contemporary Management-Jones, George, Rock, Haddad) It is difficult task to focus on and compare the benefits and concerns of all stakeholders, however when a decision has to be made regarding the direction of the company, someone is going to lose and we feel having the majorities interest in mind is the right ethical path for our company. A few years ago we were faced with a tough decision to make, we had to look at the cost effectiveness of keeping our main assembly plant in Canada. Union led wages were rising along with company contributions to benefits and pensions were eating away at profits, stockholders were looking for greater return on investment while customers still wanted a reasonably priced vehicle. We were concerned that moving our main plant to a foreign market might compromise the quality of our vehicles and that was a risk as a company that we felt was not a viable plan, we instead looked at a different option. At the time most of our parts were also manufactured in North America, by outsourcing the parts manufacturing to a more cost effective location and setting up quality control systems to monitor the manufacturing, we were able to retrain and relocate some of our employees while cutting cost and improving profits.
The four main codes of ethics our company follows are:
- To produce to a high standard of quality in our manufacturing and assembly plants.
- Continue to advance in environmental manufacturing processes.
- To promote and ensure a safe and healthy work environment.
- Make decisions based on the interest of the company as a whole, not for personnel gain.
In addition to ethical standards our company will continue to have a proactive approach to social responsibility. We have set in place a program to cross train our workers allowing them to learn new skills, a lost opportunity in one place may open a new opportunity for both the worker and the company. We will continue to operate our Canadian assembly plant to protect Canadian jobs and ensure our high quality standards. Continuing advancements in manufacturing that will reduce pollution will be tested and put into place. Our company will continue to promote the fair treatment of all employees here in Canada and in our foreign markets.
I am going to switch back to being myself now and not the CEO of a major car company, I think many of my views are influenced by my generation and my characteristics. In the case of keeping the plant open in Canada, I have grown up in the generation constantly hearing of companies, one after another, closing in Canada and moving to foreign markets. As far as my characteristics go I have become frustrated with the ignorance that many people show towards the environment. The facts are there but they continue to ignore it, and I'm not talking about one person saving the planet, just simply doing something, anything. I am also a strong believer in cross training your employees as it would allow companies to fill vacant positions if someone is away and also give the opportunity to promote from with in. Providing these types of opportunities engages your employees and gains retention, which in turn is also a benefit for the employer, this strategy is a must in today's work environment.
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