The Importance Of Organizational Excellence, Communication, And The General Well Being Of The Company

Communication: Leaders and executive must gain employee trust and confidence and communicate the execution strategy and share the expected results.

All businesses understand that they must use effective communication in order to do well as a business, without communication the business will be a mess and would not run successfully. Using communication allows the employees and offices to stay up to date with the businesses progress and what is currently happening. To use effective means of communication all employees would be in a way trained in order to understand communication and use the most effective means for it. This is done in advance to checking that communication is understood by the recipient.

I am sure in Mary’s mind, meeting with each employee individually was a good start. I have had supervisors meet one on one with me

Better communication needs to be created between mid and upper management. Proper communication will lead to a better understanding of the goals desired. Feedback is provided by upward communication, which makes employees feel involved and can help managers to get employees to understand their concerns (Thrilwall, 2012). Cooke and Peterson communicated scarcely and poorly. No regular meeting were scheduled. When the two did communicate there was no clear and actionable dialogue. Communication is only successful when both the sender and receiver understand the same information as a result of communication ( MindTools, n.d.) Both Cooke and Peterson should establish regular structured communication. This can be accomplished by setting periodic meetings, written updates via e-mail or memos. These meeting will provide downward communication that will allow information to be dispensed to the team working on the projects in question. These meeting will make Peterson and her team feel more involved in the direction of the project and it will also keep Cooke abreast of the attitudes and values of her employees. Cooke can defuse any potential problems

The symptoms of the communication are they never empowered their employee. Every decision that employees made must be wait SMART has given its approval. That makes all the employees become lazy and satisfy with their personal situation. Kate even cannot contact with Jeff when she has a situation need to handle in. I think that Kate is very

Her comments led to an "unfriendly" exchange between the two. It was only after the meeting ended that she learned the executive leading the session was Wayland Hicks, an executive

The essence of this article is noting the fact that virtual teams are only going to be effective when technology is involved. When virtual teams first started, there wasn’t much effective meeting technology available, but now there

Kevin, I enjoyed reading your discussion concerning organizational structure and virtual teams. Similar to your background, I have never directly experienced virtual teams. Alternatively, as a platoon leader in the Army I have had much familiarity with a strict chain of command structure and bureaucracy. You effectively identify the major benefits of this structure to include discipline and the ease of replacing employees. These are vital in my unit’s current mission where employee turnover rate is high due to consistent personnel changes.

Once David had made the decision to form a team, he started by hiring Brian Doyle. Brian was a seasoned consultant and would be able to offer knowledge in high-technology. Although, David had been working on this concept for some time, he failed to ensure all the stakeholders had buy-in. He did talk to a few people within the company, but never had a formal meeting with Whitney to outline his goals for the team. Also, David expected Whitney and Brian to work on any crossover of stock analysis among each other without his assistance. However, due to the past one-on-one working relationship between David and Whitney she was ill prepared for how to deal with Brian or his role within JFP. David compounded this by not providing leadership, guidance or accountability when he

Communication: As communication chief, Judy Chen needs to ensure that all information that has significant impact on the company channeled up the management hierarchy. This will prevent Will from being blindsided by another Glove Girl incident.

If Clark is just starting to recognize the high cost of losing these seasoned employees, he should be receptive to Liz’s message and wide open to strategies for resolving the issue. However, it would most likely be a mistake for Liz to communicate the message in a memo that she alone has authored. The one-way communication channel afforded by a memo does not provide Liz with the ability to tweak her message on the fly as she receives feedback from Clark.

According to Paauwe & Williams (2001), sharing information and communicating have been considered the life blood of middle management. They are the pins linking the top management with the rest of the company and guiding the information flow through the organization. Furthermore, to successfully achieve organization goals or objectives, management has to establish effective communication channels through all management levels (Whetten & Cameron, 2005). In contrast, in this case there was inefficient communication between the middle manager (Beth Campbell) and the first-line manager (Richardson) in the Phoenix office, and the middle manager did not give the first-line manager clear instructions and guidelines about her new job. Even more, Richardson had not been introduced to her team officially and had not been given proper instruction about her paperwork and reports. As a result, Richardson failed to convey the organizations goals to her team and complete her sales reports on time. In addition, Richardson did not arrange for her first meeting in a professional manner, because she did not send out invitations in advance and she gave a short speech without identifying her roles and responsibilities (Booth & Cates,

Although, Ms. Peterson communicated and fostered open, collaborative conversations with her team, she failed to communicate with her manager to ensure that she understood expectations for herself as the leader and for her team. Successful communication is only achieved when the sender and receiver of information have the same understanding of the information presented. (See Figure 1) For example, when Chris Peterson was assigned to lead her team in delivering new products that would appeal to larger districts within and outside of her designated region. She received the message as “ create/design new product offerings that would appeal to districts within the southwest region.

While this is a practice enforced throughout the company, it was necessary to make sure that this communications were clear to the virtual team in order to maintain morale and the team’s trust in the company.

Although Mary Ann did not want to waste time with this open communication process, she would have realized that Mike and Jeanine work better together when each subordinate individually feels useful and important. Mary Ann got the results out of Jeanine that she expected because she made her feel useful and important. If Mike was properly motivated and given