Leadership and Influencing 9780655703228, 0655703225

Table of contents :
LEADERSHIP AND INFLUENCING
Title Page
Copyright
CONTENTS
How to use this custom book
About the author
Part 1
Chapter 2: Diversity in organisations
LEARNING OBJECTIVES
Diversity and inclusiveness at AccorHotels
Diversity
Demographic characteristics of the Australian workforce
Levels of diversity
Discrimination
Ethical choice: Women in combat in the Australian military: helpful or harmful?
Stereotype threat
Discrimination in the workplace
Biographical characteristics
Age
Gender
Race and ethnicity
Myth or science?: ‘Bald is better’
Disability
Invisible disabilities
Other differentiating characteristics
Tenure
Religion
Sexual orientation and gender identity
Cultural identity
Career OBjectives: Should I come out at work?
Ability
Intellectual abilities
Physical abilities
Implementing diversity management strategies
Attracting, selecting, developing and retaining diverse employees
Diversity in groups
Expatriate adjustment
Effective diversity programs
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
DIFFERENCES
Case study 1
INVISIBLE DISABILITIES: MENTAL ILLNESS IN ORGANISATIONS
Case study 2
MAKING PARLIAMENT HOUSE ACCESSIBLE
ENDNOTES
Chapter 3: Attitudes and job satisfaction
LEARNING OBJECTIVES
Job satisfaction in the beauty industry
Attitudes
What are the main components of attitudes?
Attitudes and behaviour
Moderating variables
Job attitudes
Job satisfaction
Job involvement
Ethical choice: Office talk
Organisational commitment
Perceived organisational support
Employee engagement
Are these job attitudes really all that distinct?
Job satisfaction
Measuring job satisfaction
How satisfied are people with their jobs?
What causes job satisfaction?
Job conditions
Myth or science?: ‘Happy workers means happy profits’
Personality
Pay
Corporate social responsibility (CSR)
Outcomes of job satisfaction
Job performance
Career OBjectives: How can I make my job better?
Organisational citizenship behaviours
Customer satisfaction
Life satisfaction
The impact of job dissatisfaction
Counterproductive work behaviour (CWB)
Absenteeism
Turnover
Managers often ‘don’t get it’
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
JOB ATTITUDES SITUATIONAL INTERVIEW
Case study 1
SELF-SERVICE CHECKOUTS: FROM PEOPLE TO COMPUTERS
Case study 2
JOB CRAFTING
ENDNOTES
Chapter 4: Personality and values
LEARNING OBJECTIVES
Orange Sky Australia: ‘The power of conversation’
Personality
What is personality?
Defining personality
Measuring personality
Career OBjectives: How do I ace the personality test?
Personality determinants
Personality frameworks
The Myers–Briggs Type Indicator
The Big Five model
How do the Big Five traits predict behaviour at work?
Conscientiousness at work
Emotional stability at work
Extraversion at work
Openness at work
Agreeableness at work
The Dark Triad
Machiavellianism
Narcissism
Psychopathy
Other personality traits relevant to OB
Core self-evaluations (CSEs)
Self-monitoring
Myth or science?: ‘We can accurately judge individuals’ personalities a few seconds after meeting them’
Proactive personality
Personality, job search and unemployment
Personality and situations
Situation-strength theory
Trait activation theory
Values
The importance of values
Terminal versus instrumental values
Generational values
Linking an individual’s personality and values to the workplace
Personality–job fit
Person–organisation fit
Other dimensions of fit
Ethical choice: Do you have a cheating personality?
Cultural values
Hofstede’s framework for assessing cultures
The GLOBE framework for assessing cultures
Comparing Hofstede’s framework with the GLOBE framework
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
YOUR BEST SELF
Case study 1
ON THE COSTS OF BEING NICE
Case study 2
SUCCESS IN BUSINESS CONSULTING: PERSONALITY DOES MATTER!
ENDNOTES
Chapter 5: Emotions and moods
LEARNING OBJECTIVES
The highs and lows of entrepreneurship
What are emotions and moods?
The basic emotions
Moral emotions
Experiencing moods and emotions
Myth or science?: ‘Smile, and the work world smiles with you’
The function of emotions
Do emotions make us irrational?
Do emotions make us ethical?
Sources of emotions and moods
Personality
Time of the day
Day of the week
Weather
Stress
Social activities
Sleep
Exercise
Age
Gender
Emotional labour
Affective events theory
Emotional intelligence
Ethical choice: Should managers use emotional intelligence (EI) tests?
Emotion regulation
Emotion regulation influences and outcomes
Emotion regulation techniques
Ethics of emotion regulation
OB applications of emotions and moods
Selection
Decision making
Creativity
Motivation
Leadership
Negotiation
Customer service
Work–life balance
Career OBjectives: How do I deal with a shouting boss?
Deviant workplace behaviours
Safety and injury at work
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
MINDFULNESS AT WORK
Case study 1
FURRY FRIENDS IN THE WORKPLACE
Case study 2
WHEN THE GOING GETS BORING
ENDNOTES
Chapter 6: Perception and individual decision making
LEARNING OBJECTIVES
Domino’s pizza: creativity key in the kitchen
What is perception?
Factors that influence perception
Person perception: making judgements about others
Attribution theory
Common shortcuts in judging others
Selective perception
Halo and horns effects
Career OBjectives: So what if I’m a few minutes late to work?
Contrast effects
Stereotyping
Specific applications of shortcuts in organisations
Employment interview
Performance expectations
Performance evaluation
The link between perception and individual decision making
Decision making in organisations
The rational model, bounded rationality and intuition
Rational decision making
Bounded rationality
Intuition
Common biases and errors in decision making
Overconfidence bias
Anchoring bias
Confirmation bias
Availability bias
Myth or science?: ‘All stereotypes are negative’
Escalation of commitment
Randomness error
Risk aversion
Hindsight bias
Influences on decision making: individual differences and organisational constraints
Individual differences
Personality
Gender
Mental ability
Cultural differences
Organisational constraints
Performance evaluation
Reward systems
Formal regulations
System-imposed time constraints
Historical precedents
Three ethical decision criteria
Lying
Ethical choice: Choosing to lie
Improving creativity in decision making
Creative behaviour
Causes of creative behaviour
Creative potential
Creative environment
Creative outcomes (innovation)
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
MAFIA
Case study 1
WARNING: COLLABORATION OVERLOAD
Case study 2
FEELING BORED AGAIN
ENDNOTES
Chapter 7: Motivation: from concept to application
LEARNING OBJECTIVES
Canva: the best place to work
Defining motivation
Early theories of motivation
Hierarchy of needs theory
Two-factor theory
McClelland’s theory of needs
Career OBjectives: Why won’t he take my advice?
Contemporary theories of motivation
Self-determination theory
Myth or science?: ‘Helping others and being a good citizen is good for your career’
Goal-setting theory
Self-efficacy theory
Reinforcement theory
Ethical choice: Motivated by Big Brother
Equity theory/organisational justice
Expectancy theory
Applied motivation: job design
The job characteristics model
How can jobs be redesigned?
Job rotation
Job enrichment
Alternative work arrangements
Flexitime
Job sharing
Telecommuting
Applied motivation: employee involvement
Examples of employee involvement programs
Participative management
Representative participation
Linking employee involvement programs and motivation theories
Applied motivation: rewarding employees
What to pay: establishing a pay structure
How to pay: rewarding individual employees through variable-pay programs
Piece-rate pay
Merit-based pay
Bonuses
Profit-sharing plans
Evaluation of variable pay
Flexible benefits: developing a benefits package
Intrinsic rewards: employee recognition programs
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
ORGANISATIONAL JUSTICE
Case study 1
GOODBYE TO THE ANNUAL PAY RISE?
Case study 2
WE TALK, BUT THEY DON’T LISTEN
ENDNOTES
Chapter 9: Understanding work teams
LEARNING OBJECTIVES
Challenging short-term teams
Why have teams become so popular?
Differences between groups and teams
Types of teams
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams
Multi-team systems
Ethical choices: The size of your meeting’s carbon footprint
Creating effective teams
Contextual factors
Adequate resources
Leadership and structure
Climate of trust
Performance evaluation and reward systems
Team composition
Abilities of members
Personality of members
Myth or science?: ‘Team members who are “hot” should make the play’
Allocation of roles
Diversity of members
Cultural differences
Size of teams
Career OBjectives: Is it wrong that I’d rather have guys on my team?
Member preferences
Team processes
Common plan and purpose
Specific goals
Team efficacy
Team identity
Team cohesion
Mental models
Conflict levels
Social loafing
Turning individuals into team players
Selection: selecting team players
Training: creating team players
Rewarding: providing incentives to be a good team player
Beware! Teams aren’t always the answer
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
SHOULD YOU USE SELF-MANAGED TEAMS?
Case study 1
TRUSTING SOMEONE YOU CAN’T SEE
Case study 2
SMART TEAMS AND DUMB TEAMS
ENDNOTES
Chapter 11: Leadership
LEARNING OBJECTIVES
Values-based leadership at Frontline Safety Australia
Trait theories
Behavioural theories
Career OBjectives: How can I get my boss to be a better leader?
Summary of trait and behavioural theories
Contingency theories
The Fiedler contingency model
Identifying leadership style
Defining the situation
Matching leaders and situations
Evaluation
Situational leadership theory
Path–goal theory
Leader-participation model
Contemporary theories of leadership
Leader–member exchange (LMX) theory
Charismatic leadership
What is charismatic leadership?
Are charismatic leaders born or made?
How charismatic leaders influence followers
Does effective charismatic leadership depend on the situation?
The dark side of charismatic leadership
Transactional and transformational leadership
Leadership engagement model
How transformational leadership works
Evaluation of transformational leadership
Pro-social and socially aversive leadership
Ethics and trust in leadership
Ethical leadership
What is authentic leadership?
Servant leadership
Ethical choice: Holding leaders ethically accountable
Myth or science?: ‘Top leaders feel the most stress’
Trust and leadership
Challenges to our understanding of leadership
Leadership as an attribution
Substitutes for and neutralisers of leadership
Selecting leaders
Training leaders
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
WHAT’S IN A LEADER?
Case study 1
LEADERSHIP, STRATEGY AND THE MANAGEMENT CONSULTANCY INDUSTRY
Case study 2
LEADERSHIP BY ALGORITHM
ENDNOTES
Chapter 16: Organisational change and stress management
LEARNING OBJECTIVES
One accounting firm’s response to changing client needs
Forces for change
The nature of change
Where is change most effective?
Planned change
Resistance to change
Overcoming resistance to change
1. Education and communication
2. Participation
3. Building support and commitment
4. Developing positive relationships
5. Implementing changes fairly
6. Manipulation and co-optation
7. Selecting people who accept change
8. Coercion
The politics of change
Models of planned organisational change
Lewin’s three-step model
The positive model
Organisational development approach to planned change
Sensitivity training
Team building
Intergroup development
Creating more continuous change
Stimulating a culture of innovation
Definition of innovation
Sources of innovation
Organisational change and stress
Work stress and its management
What is stress?
The stress–performance relationship
Multiple stressors increase stress exponentially
The organisational cost of work-related mental stress
Potential sources of stress
Environmental risk factors
Organisational risk factors
Personal and familial risk factors
Career OBjectives: How can I bring my team’s overall stress level down?
Moderating effect of individual differences
Ethical choice: Manager and employee stress during organisational change
Cultural differences
Consequences of stress
Physiological symptoms
Myth or science?: ‘When you’re working hard, sleep is optional’
Psychological symptoms
Behavioural symptoms
Managing stress
Individual approaches
Organisational approaches
Summary
Implications for managers
Questions for review
Application and employability
Experiential exercise
LEARNING FROM WORK
Case study 1
CHANGE AT SEE BUSINESS SOLUTIONS
Case study 2
GETTING ACTIVE AT WORK
ENDNOTES
Part 2
Chapter 1: The Nature of Leadership
Learning Objectives
Introduction
Definitions of Leadership
Specialized Role or Shared Influence Process?
Type of Influence Process
Purpose of Influence Attempts
Influence Based on Reason or Emotions
Direct and Indirect Leadership
Leadership or Management
Our Definition of Leadership
Indicators of Leadership Effectiveness
Immediate and Delayed Outcomes
What Criteria to Use
Research Methods for Studying Leadership Effectiveness
Major Perspectives in Leadership Theory and Research
Trait Approach
Behavior Approach
Power-Influence Approach
Situational Approach
Values-Based Approach
Level of Conceptualization for Leadership Theories
Intra-Individual Processes
Dyadic Processes
Group Processes
Organizational Processes
Multi-level Theories
Other Bases for Comparing Leadership Theories
Leader-Centered or Follower-Centered Theory
Descriptive or Prescriptive Theory
Universal or Contingency Theory
Organization of the Book
Summary
Review and Discussion Questions
Key Terms
Chapter 6: Power and Influence Tactics
Learning Objectives
Introduction
Sources of Power
Position and Personal Power
Legitimate Power
Reward Power
Coercive Power
Referent Power
Expert Power
Information Power
How Power Is Gained or Lost
Social Exchange Theory
Strategic Contingencies Theory
Institutionalization of Power
Consequences of Power
Guidelines for Using Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Influence Tactics and Outcomes
General Types of Influence Tactics
Influence Outcomes for Proactive Tactics
Types of Proactive Influence Tactics
Rational Persuasion
Apprising
Inspirational Appeals
Consultation
Exchange
Collaboration
Ingratiation
Personal Appeals
Legitimating Tactics
Pressure
Coalition Tactics
Power and Influence Behavior
Effectiveness of Proactive Tactics
Effects of Individual Tactics
Combining Tactics
Sequencing Tactics
Using the Tactics to Resist Influence Attempts
Guidelines for Using Proactive Influence Tactics
Rational Persuasion
Inspirational Appeals
Consultation
Collaboration
Summary
Review and Discussion Questions
Key Terms
CASE: Svenson & Sons
CASE: General Hospital
Chapter 7: Leader Traits and Skills
Learning Objectives
Introduction
Different Types of Leader Attributes
Types of Research on Leader Traits and Skills
Overview of Findings in the Research
Personality Traits and Effective Leadership
Energy Level and Stress Tolerance
Self-Confidence
Internal Locus of Control
Emotional Stability and Maturity
Core Self-Evaluation
Power Motivation
Personal Integrity
Narcissism
Achievement Orientation
Need for Affiliation
The Big Five Personality Traits
Skills and Effective Leadership
Technical Skills
Conceptual Skills
Interpersonal Skills
Political Skill
Managerial Competencies
Emotional Intelligence
Social Intelligence
Learning Ability
Situational Relevance of Traits and Skills
Level of Management
Type of Organization
Stress on the Leader
External Environment
Evaluation of the Trait Approach
Guidelines for Leaders
Summary
Review and Discussion Questions
Key Terms
CASE: National Products
CASE: Farah
Chapter 8: Charismatic and Transformational Leadership
Learning Objectives
Introduction
Charismatic Leadership
Behavior of Charismatic Leaders
Influence Processes and Mediating Variables
Traits and Values of Charismatic Leaders
Positive and Negative Charismatics
The Leadership Situation
Effects of Charismatic Leaders
Types of Research on Charismatic Leaders
Findings from Research on Effects of Charismatic Leaders
Learning Charismatic Leadership
Implications for Organizations
Transformational Leadership
Leader Behaviors
Influence Processes
Leadership Situation
Comparison of Charismatic and Tranformational Leadership
Charismatic, Ideological and Pragmatic Leaders
Evaluation of the Theories
Guidelines for Inspirational Leadership
Summary
Review and Discussion Questions
Key Terms
CASE: Metro Bank
CASE: Astro Airlines Part 1
Chapter 5: Leading Change and Innovation
Learning Objectives
Introduction
Types of Change in Teams and Organizations
Roles or Attitudes
Technology
Strategy
Economics or People
Developmental, Transitional, or Transformational Change
Change Processes
Stages in the Change Process
Stages in Reaction to a Change
Prior Experience and Reactions to Change
Reasons for Accepting or Rejecting Change
The Proposed Change Is Not Necessary
The Proposed Change Is Not Feasible
The Proposed Change Is Not Cost Effective
The Change Would Cause Personal Losses
The Proposed Change Is Inconsistent with Values
The Leaders Are Not Trusted
Organizational Cynicism About Change
Alternative Reasons for Resistance
Implementing Change
Determining What to Change
Understanding Systems Dynamics
Responsibility for Implementing Major Change
The Pace and Sequencing of Changes
Guidelines for Implementing Change
How Visions Influence Change
Desirable Characteristics for a Vision
Elements of a Vision
Research on Effects of Visions
Guidelines for Developing a Vision
Collective Learning and Innovation
Internal Creation of New Knowledge
External Acquisition of New Knowledge
Integrating Exploration and Exploitation Learning Processes
Knowledge Diffusion and Application
Learning Organizations
Guidelines for Enhancing Learning and Innovation
Summary
Review and Discussion Questions
Key Terms
CASE: In Feet First
CASE: Ready Foods Company
Chapter 10: Dyadic Relations and Followers
Learning Objectives
Introduction
Leader–Member Exchange Theory
Research on LMX
Determinants and Consequences of LMX
Evaluation of LMX Theory
Leader Attributions About Subordinates
Two-Stage Attribution Model
Other Determinants of Leader Attributions
Relational Attributions
Guidelines for Correcting Performance Deficiencies
Follower Attributions and Implicit Theories
Determinants of Follower Attributions About Leaders
Implications of Follower Attributions About Leaders
Implicit Leadership Theories
Impression Management by Leaders and Followers
Impression Management by Followers
Impression Management by Leaders
Followership
Follower Identities and Behavior
Integrating Leader and Follower Roles
Self-Management
Self-Management Strategies
Effects of Self-Management
How Leaders Encourage Self-Management
Guidelines for Followers
Summary
Review and Discussion Questions
Key Terms
CASE: Cromwell Electronics
CASE: American Financial Corporation
Chapter 13: Cross-Cultural Leadership and Diversity
Learning Objectives
Introduction
Cross-Cultural and Global Leadership
Importance of Cross-Cultural Research
Types of Cross-Cultural Studies
Cultural Influences on Leadership Behavior
Cross-Cultural Research on Behavior Differences
Cross-Cultural Research on Effects of Leader Behavior
The GLOBE Project
Cultural Values and Leadership
Power Distance
Uncertainty Avoidance
Individualism (versus Collectivism)
Gender Egalitarianism
Performance Orientation
Humane Orientation
Culture Clusters
Evaluation of Cross-Cultural Research
Guidelines for Global Leadership
Gender and Leadership
Sex-Based Discrimination
Theories of Male Advantage
Theory of Feminine Advantage
Explanations for the Glass Ceiling and Glass Cliff
Findings in Research on Gender Differences
Limitations of Research on Gender Differences
Identifying Causes and Reducing Discrimination
Summary of Leader Gender Research
Managing Diversity and Inclusion
Fostering Appreciation and Tolerance
Providing Equal Opportunity
Summary
Review and Discussion Questions
Key Terms
CASE: Madison, Jones, and Conklin
CASE: A Day in the Life of a Global Leader
Part 3
Chapter 1: Communication foundations
LEARNING OBJECTIVES
WORKPLACE INSIGHT
COMMUNICATION CONNECTS
Forms of communication
Types of communication
Communication: An interactive process
Sender
Message
Receiver
Feedback
Channel
Context
Noise or interference
COMMUNICATION MODELS AND THEORIES
Lasswell model
Shannon and Weaver model
Berlo’s S-M-C-R model
Dance’s helical spiral
Foulger’s ecological model
APPLY YOUR KNOWLEDGE
IMPACTS ON BUSINESS COMMUNICATION
Globalisation and diversity
Digital communication tools
Managing change
Flattening management structures
ETHICAL BEHAVIOUR
Code of ethics
Obstacles to ethical decision making
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 2: Interpersonal communication
LEARNING OBJECTIVES
WORK PLACE INSIGHT
ASSERTIVE BEHAVIOUR
Verbal assertion skills
‘I’ statements
Owning your reactions
Other-orientation
THE ROLE OF NONVERBAL COMMUNICATION
Aspects of nonverbal communication
Verbal and nonverbal contradictions
Personal, cultural and universal nonverbal communication
Personal nonverbal communication
Cultural nonverbal communication
Universal nonverbal communication
APPLY YOUR KNOWLEDGE
THE LISTENING PROCESS
Types of listening
Active listening
Focus on the speaker
Invite the speaker to continue
Mirror the content and feelings in the message
Barriers to listening
THE ROLE OF QUESTIONS AND FEEDBACK
The value of questions
Open questions
The value of feedback
Types of feedback
Constructive feedback
Reframing
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 3: Emotional intelligence: Managing self and relationships
LEARNING OBJECTIVES
WORKPLACE INSIGHT
EMOTIONAL INTELLIGENCE
Emotional intelligence competency clusters
SELF-AWARENESS AND SELF-MANAGEMENT
Self-awareness, self-regulation and self-motivation
Self-awareness
Self-regulation
Self-motivation
APPLY YOUR KNOWLEDGE
SOCIAL AWARENESS AND RELATIONSHIP MANAGEMENT
Social awareness
Social skills
IMPACT OF SELF-CONCEPT AND SELF-DISCLOSURE
Developing a positive self-concept
Factors impacting on self-concept
Self-esteem
Self-disclosure
The Johari window
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 4: Negotiation and conflict management
LEARNING OBJECTIVES
WORKPLACE INSIGHT
INTEREST-BASED NEGOTIATION
Applying mutual gain
Winning and losing
Win–win strategy
Win–lose strategy
Lose–win strategy
Lose–lose strategy
Finding common ground and options
Identifying barriers to agreement
Identifying BATNA and WATNA
CONFLICT MANAGEMENT
Levels of conflict
Approaches to conflict
Conflict styles
Fight, flight or flow response
Ineffective responses
Personal style and power
Power and influence
Psychological barriers to negotiation
APPLY YOUR KNOWLEDGE
CONFLICT IN ORGANISATIONS
APPLY YOUR KNOWLEDGE
Causes of conflict
Patterns of organisational conflict
Functional and dysfunctional conflict
CONSTRUCTIVE ENGAGEMENT
Assertive behaviour
Active listening
The Four Rs Method
One-on-one difficult conversations
Probing questions complemented by active listening
Reframing
MEDIATION
The role of the mediator
Formal mediation
Common pitfalls in formal mediation
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 5: Intercultural communication
LEARNING OBJECTIVES
WORKPLACE INSIGHT
THE PROCESS OF INTERCULTURAL COMMUNICATION
Definitions of culture
Three levels of culture
Enculturation and acculturation
Ethnocentrism
Cultural relativism
High-context and low-context cultures
THE RELEVANCE OF CULTURAL COMPONENTS TO INTERCULTURAL COMMUNICATION
Language
Nonverbal communication
Perception of power
Adapting to new cultural contexts
Barriers to intercultural communication
Stereotypes and prejudice
Cultural practices
Social institutions
Value systems
Ambiguity and conflict
APPLY YOUR KNOWLEDGE
COMPARATIVE VALUE DIMENSIONS
Hofstede’s findings
Implications of Hofstede’s model for intercultural communication
Trompenaars and Hampden-Turner’s findings
Implications of Trompenaars and Hampden-Turner’s model for intercultural communication
INTERCULTURAL COMMUNICATION COMPETENCE
Culture-general approach to intercultural communication competence
The pyramid model of intercultural competence
Diversity and intercultural communication
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 6: Communication across the organisation
LEARNING OBJECTIVES
WORKPLACE INSIGHT
THE ROLE OF ORGANISATIONAL COMMUNICATION
Development of theories
Communicating culture
The cultural web
The purposes of organisational communication
ORGANISATIONAL COMMUNICATION CHANNELS
Formal communication channels
Problems arising from formal organisational communication
Informal communication networks
The grapevine
APPLY YOUR KNOWLEDGE
ORGANISATIONAL STRUCTURES
Formal organisational structures
Bureaucratic structure
Simple structure
Matrix structure
Knowledge management structure
Boundaryless structure
Network structure
Informal organisational structures
Advantages of the informal structure
Disadvantages of the informal structure
FORMAL SMALL GROUP COMMUNICATION NETWORKS
Patterns of communication and interaction
Network analysis
STRATEGIES FOR IMPROVING ORGANISATIONAL COMMUNICATION
Changing organisational structures to enhance communication
Developing strong horizontal channels within traditional structures
Creating autonomous/semi-autonomous work groups
Free-form structures
The ‘new’ networks
Working in digital workplaces
Using technology for communication
Acknowledging the impact of emotional intelligence on communication
Promoting communication skills
STRATEGIES FOR ADDRESSING UNACCEPTABLE BEHAVIOURS
Minimising the risk of discrimination
Minimising the risk of bullying and sexual harassment
Bullying
Sexual harassment
Complaint-handling procedures
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 8: Team and work group communication
LEARNING OBJECTIVES
WORKPLACE INSIGHT
CHARACTERISTICS AND DRIVERS OF TEAMS, TEAM PERFORMANCE AND TEAM EXCELLENCE
Types of work teams
Project teams
Self-managed work teams
Hot groups
Cross-functional teams
Virtual teams
Effective group or team performance
Characteristics of team excellence
Advantages and disadvantages of teams
THE DEVELOPMENT OF A GROUP OR TEAM
Norms and team civility
Establishing ground rules
Stages of group and team development
Roles within a group or team
APPLY YOUR KNOWLEDGE
FACTORS AFFECTING GROUP OR TEAM PERFORMANCE
Group structure and size
Leadership behaviour
Authoritarian leaders
Participative leaders
Laissez-faire leaders
Member capability
Cohesiveness and climate
Groupthink
Work group moods
Leveraging diversity
Intergenerational teams
Gender balance
Mature workers
Immigrants
TEAMWORK AND COMMUNICATION
Teamwork
Communication practices
Participation techniques
Risk factors that influence the occurrence of negative acts
Disruptive team behaviour
Empowerment
Culture of independence
Constructive feedback
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 9: Effective meetings: Face-to-face and virtual
LEARNING OBJECTIVES
WORKPLACE INSIGHT
CHARACTERISTICS OF EFFECTIVE MEETINGS
Face-to-face meetings
Facilitation and participation
Committees
ROLES AT A MEETING
Duties of the chairperson
Maintaining focus
Conducting the meeting
Following procedures and maintaining order
Ruling on points of order
Moving and seconding proposals, motions and amendments
Amendments
Right of reply
Voting for the motion
Resolutions
Proxies
Duties of the secretary
Agenda
Documentation
Apologies
Correspondence and minutes
Duties of the members
TASKAND MAINTENANCE-RELATED ROLES
Task-related roles
Maintenance-related roles
Defensive and dysfunctional roles
Problem people in meetings
Collaboration in both face-to-face and virtual meetings
APPLY YOUR KNOWLEDGE
VIRTUAL MEETINGS
Formal virtual meetings
Controlling the discussion threads
Synchronous virtual meetings
Informal virtual meetings
Teleconferencing
Shared digital workspaces
Audio conferencing
Web conferencing
Video conferencing
Communication barriers
Attitudes to meetings
Personality types
Groupthink
PLANNING THE ENVIRONMENT
Face-to-face meetings
Virtual meetings
Web conferencing
Video conferencing
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 21: Writing reflective journals
LEARNING OBJECTIVES
WORKPLACE INSIGHT
EXPERIENTIAL LEARNING
The experiential learning cycle
The purpose of reflection
Connections between theory and experience
REFLECTIVE WRITING
Features of reflective writing
Applying the DIEP formula
Writing freely
Using strategies to prevent barriers to writing
Recording your entries
APPLY YOUR KNOWLEDGE
MORE THAN A DIARY
Questions to address
Detailed descriptions
Tentative explanations
Personal preferences
Difficulties in keeping a journal
The layout of the journal
REFLECTION
Reflecting through three lenses
Outcomes of reflection
Using reflection in professional practice
APPLY YOUR KNOWLEDGE
Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 23: Social media
LEARNING OBJECTIVES
WORKPLACE INSIGHT
SOCIAL MEDIA ENGAGEMENT
Social media at work
Relationship building
Task achievement
Engagement with customers
Customer advocacy
BENEFITS OF SOCIAL MEDIA ENGAGEMENT
Purpose of feedback
Content that pulls and engages
SOCIAL MEDIA STRATEGY FRAMEWORK
Building blocks
Areas to consider
Purpose of a social media strategic framework
Social media tactics
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DATA COLLECTION, ANALYSIS AND REPORTING
Developing, monitoring, understanding and responding
Collecting qualitative and quantitative data
Data sources
ADVANTAGES AND DISADVANTAGES OF SOCIAL MEDIA
Ethical implications
Professional challenges
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Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography
Chapter 7: Leadership
LEARNING OBJECTIVES
WORKPLACE INSIGHT
THE LEADERSHIP ROLE
Leadership functions
The impact of differing perceptions of leaders and followers on interaction
Group cohesiveness
Motivation
Employee engagement
Leadership and power
THEORIES OF LEADERSHIP
Leadership traits and behaviour
Leadership style approach
The Blake Mouton Managerial Grid
Employee orientation and production orientation styles
Transactional leadership
Fiedler—contingency theory of leadership
Hersey and Blanchard—Situational Leadership model
Transformational leadership
The behaviour of transformational leaders
Four dimensions of transformational leadership
Strengths and weaknesses of transformational leadership
Authentic leadership
Strengths and weaknesses of authentic leadership
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LEADERSHIP COMMUNICATION PRACTICES
Mentoring
Coaching
Networking
Networking via social media
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Summary of learning objectives
Key terms
Activities and questions
Case Study
Bibliography