Reflective Essay: Reflection Techniques and Incidents

Reflective Essay: Reflection Techniques and Incidents Mohammed Islam Reflective Report Strategic Perspectives EXECUTIVE SUMMARY- This paper will provide a reflective analysis of personal experience from a MEGA learning exercise. The MEGA business simulation was undertaken by students from October 2014 to December 2014. It consisted of eight official game weeks with an initial two weeks provided as a practice period. Students were given the opportunity to form groups in order to complete the weekly strategic decisions within the simulation (see appendix). The report will incorporate relevant theories and concepts in relation to reflective analysis and discuss how reflective practice techniques can be useful in analysing the Mega Learning team experience. Moreover, three critical incidents (positive or negative) which have affected the team will be discussed. 1.0 INTRODUCTION- Reflective writing is a regular topic of conversation within academic literature. This is because the idea of reflection itself provides various benefits regardless of the context in which you decide to use it. By deciding to reflect on something an individual is able to look back at the scenario and analyse the situation. This provides the opportunity to determine what happened, why it happened and how it can be changed in the future if the scenario was repeated. Gibbs (1988) postulated that It is not sufficient simply to have an experience in order to learn. Without reflecting upon this experience it may quickly be forgotten, or its learning potential lost. It is from the feelings and thoughts emerging from this reflection that generalisations or concepts can be generated. And it is generalisations that allow new situations to be tackled effectively. Reflective writing enables an individual to critically analyse a scenario and highlight experiences in a structured format. The writer is able to obtain further insights from a range of perspectives including academic literature and self-evaluation. By writing something down an individual has the opportunity to take into account further considerations and provide a deeper reflection of the experiences that have occurred (Schà ¶n, 1987). Thus, reflective writing will provide the ideal process in analysing the Mega Learning team experience. 2.0 Reflective Practise Techniques 2.1 CRITICAL INCIDENT TECHNIQUE- The Critical Incident Technique was developed in 1954 by John Flanagan with the assistance of various other collaborators. The model of reflection which was originally designed for job analysis purposes is an ideal process in analysing the Mega Learning Team experience. It is suggested that the technique consists of a set of procedures for collecting direct observations of human behaviour. This is done in such a way as to facilitate their potential usefulness in solving practical problems and developing broad psychological principles (Flanagan, 1954: 327). I feel the critical incident technique will provide a simple yet effective method in analysing the team performance within the Mega Learning simulation. Predominantly it will enable myself and others in the group to identify significant incidents whether positive or negative that occurred during the course of the simulation. By having the opportunity to reflect on the simulation through this process, individuals will be able to foc us on specific incidents and therefore critically analyse each situation. Thus, providing a deeper understanding and outlook on what situations occurred, why they occurred and how the scenario can provide a basis to learn from if the scenario where to repeat itself. 2.2 LOGBOOK- The logbook/dairy provided group members the opportunity to record weekly entries throughout the simulation (see appendix 1). This consisted of information regarding the discussions that took place in relation to the simulation and the weekly results. Group members kept a record of what was discussed, who was designated what role and what the strategy/action plan was. I feel the logbook will prove to be an essential and effective tool in analysing the Mega Learning Team experience. It provides a precise verification of a process and assists in reflection of past actions, thus ensuring better decisions can be made in future situations (Schon, 1987). Moreover, it allows students to identify specific critical incidents and refresh our memories on when it occurred and what exactly happened. It provides a source of evidence which cannot be altered or tampered with. Therefore, an individual could not possibly say a situation did or did not occur if it is not listed within this document. Fu rthermore, the logbook required group participation which provided the opportunity for team members to communicate with each other. By taking part in the creation of the logbook, it will help me analyse the Mega Learning team experience more effectively. 3.0 Group Formation Group formation consisted of individuals writing down personal strengths and weaknesses on a piece of paper. This was done in order to form groups of individuals who possess a range of strengths and characteristics. However, initial groups were formed through familiarity as students chose to work with people they knew or had previously worked with. I chose to work with two other individuals who are studying the same course as me because I knew how they operate. I wanted to achieve the best grade possible and I knew that the other two individuals would place maximum effort into achieving this goal. The other team members were attracted through the use of the strengths and weaknesses technique. Our group were on the lookout for individuals with Finance and Human Resources as key skills in order to gain a competitive advantage within the simulation. After reflecting upon this, I feel the method of group formation was justified as there was mix of familiarity along with new additions. Th rough random selection of individuals you are not familiar with it is not guaranteed which type of individuals you will be working with. Therefore, you might have to work with people who do not intend to contribute or place maximum effort into achieving the best grade. Conversely, you may also be placed with brilliant individuals who bring a range of skills and maximum effort to the group. After initial struggles with clarity of individual roles within the team, specialist tasks were delegated to each member of the group. Each team member had a specific task which they had to complete every week. Myself and the rest of the group thought it would be best if everyone had their own task to focus on in order to achieve the best result within the simulation. After reflecting upon this, it is interesting to note that the delegation of roles links significantly to Dr Meredith Belbins (1981, 2012) team roles theory. By reflecting back at the scenario, I am amazed at how each individual un-intentionally falls into specific categories of Belbins team roles. No method was used by our group to match the delegation of tasks/individuals to the roles within Belbins theory. 4.0 Critical Incident 1 (Negative to Positive) Initially, along with the other team members I was very annoyed. I felt that the individual was not attempting to contribute at all in completing the simulation. The team member did not provide any ideas or come to the meetings having looked at the following weeks results. They would just agree with the ideas of the rest of the group but have no opinion themselves. This persisted for a few weeks until I decided to say something to the team member in question. Moreover, I decided to take it upon myself to ask them to contribute more to the group and assist in completing the simulation. I took on the role of the leader and delegated a specific role to the individual and advised them not to be afraid to voice their opinion. This situation correlates with Tuckmans (1965) theory of performing team development model. It relates to the forming stage, which suggests that there is a high dependence on a individual to become a leader for direction and guidance (Tuckman, 1965). Furthermore, this stage highlights the lack of clarity of individual roles and reliance on a specific individual for direction (leader). After delegating the role to the individual the team member blossomed to be a vital part of the team. The individual came to meetings prepared with answers and solutions and started to voice a opinion rather than just agreeing with the rest of the group. After reflecting on this incident and how the outcome came to fruition I would change my approach in future. I would look to intervene as early as possible to reap the rewards of the individuals contribution at a earlier stage. This will provide significant benefits for team and individual morale and therefore increase productivity and improve the results of the simulation. 5.0 Critical Incident 2 (Negative) Initially, I did not mind taking a leading role within the simulation as I found it to be challenging. However, analysing the results and trying to decide the correct strategy became time consuming as well as stressful. Other team members were providing opinions and suggesting changes but were doing so without looking at previous results. Thus, providing random solutions which does not follow a strategy and may not result in a positive outcome. After the team meetings I also had to finalise the changes and submit the final decision. At the time the incident occurred I was attempting to make a decision which was challenging, I was unsure on why certain negative results had been occurring. I over-reacted and decided to make my feelings which I had been holding back for a number of weeks clear to the rest of my group. This was done in a unprofessional and aggressive manner as it was a heat of the moment response. After taking time to reflect upon this and although my team members were over reliant on me, I should not have reacted in the manner I did. I was getting frustrated of having to complete the majority of the workload myself and at the moment in time was struggling to understand a certain aspect of the simulation. However, I should have advised them of the way I feel in a considerate and professional manner. By doing this, I would have avoided the need for confrontation with the rest of the group. Through the use of Gibbs (1988) model for reflection (see fig 1), I have been able to reflect upon this incident and identify the things that I could have done differently. If the scenario arose again, I would approach the situation in a different manner to result in a positive outcome for the group. From this experience I have learnt that at times I can over-react or say something in a aggressive manner which may be taken in the wrong context by others. 6.0 Critical Incident 3 (Negative) I was extremely frustrated when I realised that someone had replicated my work and decided to complete the task that I was designated to do. Other members of the group all believed that they had completed the work which was delegated to them and the opposite person did the wrong task. This resulted in a group confrontation which caused friction between the group. I was adamant that I completed the correct task and I made this very clear. However, after reflecting on the scenario I have come to realise that the delegation of roles was not clarified or done clearly, Thus, causing confusion between the team members about who is doing what task. Before actually looking at what was discussed and designated the previous week, all group members including myself decided to jump to conclusions and become defensive. The whole group were very vocal that they had completed the correct task and therefore had no intentions in finding out how this occurred or if a solution can be identified. Looking back at this, I should have tried to control the situation instead of contributing to it and letting it get out of hand. By taking the time to reflect on this particular scenario I have come to realise that patience and understanding are key principles of effective team work. Everyone makes mistakes and by neutralising the situation a potential solution can be found in order to resolve the original issue. If I am faced with a similar situation again, I will look to my leadership skills to analyse and take control of the situation. This will allow me to turn a negative scenario into a positive outcome by providing a positive influence and sense of direction to the rest of my team members. Leadership is defined as being a process whereby one individual influences other group members towards the attainment of defined group and organisational goals (Barron Greenburg, 1990). Another definition of leadership is provided by Rollinson and Broadfield (2002) who postulates that leader ship is a procedure that enables a leader and other members of a group interact in a way which provides the significant individual (leader) to influence the actions of the rest of the group in a non-coercive manner. Thus, directing the team towards the achievement of specific aims or objectives (Rollinson Broadfield, 2002). 7.0 Conclusion In conclusion the Mega Learning simulation has developed a range of transferable skills including effective teamwork, strategic development and implementation and also reflecting thinking. I have improved my ability to work as part of a team, taking into consideration other individuals strengths and weaknesses and using them as a basis to achieve positive outcomes. Moreover, I have significantly improved my communication skills throughout the process which will benefit me greatly in future organisational and team activities that I undertake. The experience of the Mega simulation correlates to Kolbs Learning Cycle (1984), the first three elements consist of Concrete Experience, Observations and Reflections and Abstract conceptualisation (development of ideas) (Kolb, 2014). The influences of my learning experience will assist me significantly in future scenarios and this relates to the fourth element of Active Experimentation (Kolb, 2014). The ability to learn from experiences is an im portant life skill which contribute to the shaping of a individual. David Kolb postulates that Learning is the process whereby knowledge is created through the transformation of experience† (Kolb, 1984, p. 38). 8.0 BIBLIOGRAPHY Baron, R, A and Greenberg, J, (1990). Behaviour in organisations: understanding and managing the human side of work. Allyn and Bacon Belbin, M, (2012). Management Team: Why they succeed or fail. Second edition. Routledge, 2012 Belbin Associates. (2012).Belbin Team Roles.Available: http://www.belbin.com/rte.asp?id=8. Last accessed 1st Feb 2015 Buelens, M, Sinding, K., Waldstrom, C., Kreitner, R., and Kinicki, A. (2011) Organisational Behaviour, 4th Edition: McGrawHill Higher Education Flanagan, J.C. (1954). The critical incident technique. Psychological Bulletin, 51(4): 327–358. Gibbs, G, (1988), Learning by Doing. A Guide to Teaching and Learning Methods. FEU Kolb, D, A. (2014). Experiential learning: Experience as the source of learning and development(Vol. 2). FT Press, 2014 Kolb, D. A. (1984).Experiential learning: Experience as the source of learning and development(Vol. 1). Englewood Cliffs, NJ: Prentice-Hall Luthans, F. (2011) Organisational Behaviour: An Evidence-Based Approach, 12th Edition: McGrawHill McLeod, S, A. (2010) Kolb Learning Styles. Retrieved from http://www.simplypsychology.org/learning-kolb.html McShane, S. L. and Von Glinow, M. A. (2012) Organisational Behaviour: Emerging Knowledge, Global Reality, 6th Edition: McGraw-Hill Rollinson, D Broadfield, A, (2002).Organisational Behaviour and Analysis: An Integrated Approach. Financial Times Prentice Hall. Schà ¶n, DA, (1987),Educating the reflective practitioner, Jossey-Bass. San Francisco. Tuckman, B, (1965). Development sequence in small groups. Psychological Bulletin 63: 384-399. APPENDIX 1: Log-book / Diary The aim of this is to give you guidance as to how to plan working together in your team for your first assignment. Develop an action plan by answering the following questions: What are we supposed to be doing? What action needs to be taken? By whom? What time scale? What support is needed from the rest of the team? What to do if a team member has a problem in completing his/her task? What to do with someone who will not do any work or will not work as part of the team? Time chart Team Members: a) Nisbah Marta Mohammed Lucio James If the following sheet is not enough – please use additional notes on black page per week – example is available on page 7 (The titles of the columns will be explained in the lecture/seminars.) Reflective ReportPage 1

The Mordern Student Do Not Respect Teachers

As the education is playing more and more important role in social life, one controversial issue comes up that whether nowadays students do not respect teachers as much as in the past. Admittedly, we are emphasizing that everyone is equal and stressing the right to express our ideas different from others. However, can we say that nowadays students do not respect teachers as much as in the past? Perhaps not. Despite of different people hold various perspectives, I, given this chance, prefer to assert that nowadays students respect teachers as much as in the past.My point of view, involves the fundamental and deep discussions as follows. To begin with, one should emphasize that nowadays people’s concerns about the education are becoming more and more than in the past. It is undeniable that the teachers play the vital roles in the education and get more respect than in the past. To make it more compelling, let me use more details to demonstrate it. As we all know, to make ourselv es more outstanding in this competitive society, we should study hard to compete with others. In addition, the teachers guide us in our study life and then we must respect teachers to gain the knowledge.However, in the past people always adopted several children and they main concerned about how to solve problem about the supplication of food instead of the education. Due to the change of importance of the teachers in the society, students would respect less than nowadays. Obviously, nowadays students respect teachers more than in the past. In addition, another essential and compelling argument that always deserves people’s attention is that the nowadays teachers have more abundant knowledge and more wide perspectives, and then students become more adore teachers than before.Both common sense and our daily experience inform us that with the development of science and technology, teachers have more ways to gain the knowledge than what I can imagine, such as searching Internet, devoting themselves in to the specific research and so forth. What’s more, the nowadays teachers gain the higher degree than before, such as masters and professors instead of the undergraduate. Nevertheless, in the past teachers always gained knowledge from books. Hence nowadays teachers will be more profound than the teacher in the past and gain more respect from students.Admittedly, there are some students do not respect teachers. However the number just occupies the small rate of all students. Furthermore we should acknowledge that there must students do not respect teacher in the past either. To sum up, some people might still remain unconvinced, but the reasons I have analyzed would make them more aware of the dimensions of this issue. Hence at last, there will be no doubt that the nowadays students do more respect teachers than in the past.

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How to Convert a Traditional Organization to a Learning Organization Free Essays

Communication is the sharing of information for a variety of purposes including informing, persuading, motivating orinfluencing. There are two general ways of delivering the information: formal and informal communication channels. Formal Communication in the Workplace Formal communication is organized and managed information that is shared with relevant individuals in order to secure coordinated action throughout the organization. We will write a custom essay sample on How to Convert a Traditional Organization to a Learning Organization or any similar topic only for you Order Now Formal communication channels are based on an individual’s role in the organization and distributed in an organized way according to the established chain in organizational charts. Typically, formal communication flows â€Å"downward† from executives to directors to managers to staff regarding company direction and instruction and â€Å"upward† from staff to managers to directors to executives in the form of data and reports. The communication flowing through these channels iss   pecific to the jobs and departments. Such formal communication is well established and planned. For example, reports and data from staff are organized are generally submitted prescribed templates and according to a set schedule. Communication focused on a company’s strategy and direction, which originates from company executives, is funnelled through the organizational chart and changed in such a way to be relevant to each department and manager. What starts out as â€Å"high-level† communication on corporate strategy needs to be thought out through planning sessions so that the communication provides direction and is actionable for the individuals who implement the tasks of the strategy. The better the communication the better employees and staff will understand what is expected and required of them. advertisement Communicate Better, Lead Better Successful people are good communicators. Enhance your communciations skills with the guide to Being an Effective Communicator. Informal Communication in the Workplace On the other hand, informal communication in the workplace satisfies a variety of needs, particularly social and emotional, and are not based on the positions individuals occupy within the organizations. As a result, the communication is not managed or planned in any organized fashion. It’s more relaxed, casual and tends to be spread by word-of-mouth quickly throughout a department or organization because it’s not restricted to approvals and an established path of distribution. Probably the most common term used for the informal communication in the workplace is â€Å"grapevine† and this communication that is sent through the organizational grapevine is often considered  gossip  or rumour. While grapevine communication can spread information quickly and can easily cross established organizational boundaries, the information it carries can be changed through the deletion or exaggeration crucial details thus causing the information inaccurate – even if it’s based on truth. The use of the organizational grapevine as an informal communication channel often results when employees feel threatened, vulnerable, or when the organization is experiencing change and when communication from management is restricted and not forthcoming. When used with thought and planning, however, there are several advantages of grapevine communication. It can * spread information quickly throughout an organization * serve a social purpose * reduce stress and anxiety * can be used to identify problems or lack of satisfaction in the workplace While the organizational grapevine can never be eliminated, even if there are several advantages of grapevine communication, it can be reduced by removing the need for information. Managing the grapevine can be partly achieved by providing information through good, effective ommunication such as: * supplying sufficient information through the formal communication channel about the concerns that are of importance to employees and staff * present as much factual information as possible as soon as it is obtained * keep information coming on a regular basis especially during times of change when the employees are stressed and wondering what’s going on. Daily communication with them will redu ce the pressure of uncertainty. * open the lines of the formal communication channels to receive feedback and concerns. Respond to these as quickly as possible. If concerns are submitted from staff and no response is given by management, rumours through grapevine communication will begin to fill in the communication gap which was created by management. Formal / informal communication channels exist in every organization. Formal communication requires thought and planning prior to distribution; informal communication, however, usually succeeds on its own mostly because of the very effective grapevine. While there are several advantages of grapevine communication, managing the grapevine also requires thought and planning. Even so, it’s very difficult to formalize informal communication, therefore, the best way to cut the grapevine is to provide accurate, respectful and timely formal communication. http://basiccollegeaccounting. com/2009/05/understand-the-difference-between-formal-and-informal-communication/ FORMAL COMMUNICATION| * Communication takes place through the formal channels of the organization structure along the lines of authority established by the management. * Such communications are generally in writing and may take any of the forms; policy; manuals: procedures and rule books; memoranda; official meetings; reports, etc. Advantages Disadvantages  of Formal Communication:The  advantages  of formal communication are: * They help in the fixation of responsibility and * Maintaining of the authority relationship in an organization. The  disadvantages  of formal communication are: * Generally time consuming, cumbersome and * Leads to a good deal of distortion at times. | INFORMAL COMMUNICATION| * Communication arising out of al those channels of communication that fall outside the formal channels is known as informal communication. * Built around the social relationships of members of the organization. * Informal communication does not flow lines of authority as is the case of formal communication. * It arises due to the personal needs of the members of n organization. * At times, in informal communication, it is difficult to fix responsibility about accuracy of information. Such communication is usually oral and may be covered even by simple glance, gesture or smile or silence. | http://www. easycommunication. info/what-is-informal-communication ————————————————- WHAT IS INFORMAL COMMUNICATION? Informal communication arises out of all those channels that fall outside the formal channels and it is also known as grapevine. It is established around the societal affiliation of members of the organization. Informal communication does not follow authority lines as in the case of formal communication. Informal communication takes place due to the individual needs of the members of an organization and subsists in every organization. Normally, such communication is oral and may be expressed even by simple glance, sign or silence. Informal communication, is implicit, spontaneous multidimensional and diverse. It oftenly works in group of people, i. e. when one person has some information of interest; he passes it on to his informal group and so on. An organization can make efficient use of informal channels to fortify the formal channels of communication. It acts as a valuable purpose in expressing certain information that cannot be channeled via the official channels. It satisfies the people desires to identify what is happening in the organization and offers an opportunity to express dreads, worries and complaints. Informal communication also facilitates to ameliorate managerial decisions as more people are involved in the process of decision-making. Inspite on many advantages, informal communication has certain disadvantages. Informal communication contains facts, deceptions, rumors and unclear data. The informal channels of communication may transmit completely imprecise information that may harm rather than help an organization. In addition, it is impossible to fix the responsibility for its origin or flow of information. However, for the efficient working of any organization both formal and informal communications are required. ttp://www. typesofcommunication. org/communication/verbal-communication/formal-communication/ Formal Communication Formal communication can be considered as communication efforts that are â€Å"dressed up† to fit customary rules and ceremony For example, in a written letter, the formal communication style will demand that the layout of the piece of written com munication follow a specific format that includes the date, header, salutation, body of the letter, close, signature lines and any indicators of enclosures all placed neatly upon company letterhead or personal stationery. By contrast, an informal piece of written communication can be as simple as a jotted note to a friend on a torn slip of paper Formal communications are mostly written, although they may now also include formal presentations that are on computer disk, video tape or DVDs, MP3 presentations and other similar electronic reproductions of written communications. Other forms of formal communications include newsletters, legal advisories, invitations, awards, and letters of congratulations. Non-written formal communication devices are in-person communications in the forms of departmental meetings, telephone calls, conferences and special interviews. Some publications that are devoted to a special purpose, such as a company’s annual report, are formal communications. There is a non-verbal component to formal communication as well. The style and manners of the presenter dictate the formalness of a meeting, and this can be immediately seen at the time of introduction of a speaker. Some elements of non-verbal formal communication include maintaining a certain distance from others, standing above the crowd, speaking in formal tones and using formal means of address to others, such as â€Å"Mister† or â€Å"Doctor† when calling upon others. Colloquialisms, which are freely used in  informal communication, are not present in formal communications. Proper English or another language is spoken. Formal communications will follow a chain of command in the flow of the communication, either upwards to or down from managers. The use of formal communication is more prevalent in highly technical areas where a message must be exact and specific, leaving no room for misinterpretation. The written communication is carefully thought out, and planned for a certain effect or result. It often is written in a third person non-personal voice of â€Å"he, she, it, and they† rather than â€Å"I† or â€Å"you† voices. Grammar, spelling and layout are important for written communications, and for spoken communications there is an emphasis placed on the quality of the speech voice and pronunciation. Some formal communications are congratulatory, others can be advisory or informational. Legal papers follow a tightly formatted layout that is customary within the professional and widely used by others. Likewise, scientific research papers have a customary format to follow. Any written communication that is expected to adhere to particular rules can be considered to be formal communication, and the actual tone of the piece may range from friendly to threatening. It can be more demanding and imply expectations to the receiver that should create desired results. ttp://www. communication-type. com/what-is-formal-communication/ The messages which are circulating on regulated, preset channels, of an organization are creating the  formal communication. The content of the communication is related to the organization’s activity, to the work and to anything which is related to those. The  formal communication  can consist in verbal messages, nonverbal messages, written, under th e shape of letters, telephone messages, radio messages, printed, internal notes. Even some gestures can consist in  formal communication. The messages are transmitted by the authorized ones: on official channels, these arrive to the ones who need to react, to people or machines which need to know the content of these messages. Usually, all  formal communications  are recorded and kept in the organization’s evidence. Are retained copies of these by the transmitter, by the receiver, by all of the desks from the organization which need to know and keep the information. Examples of  formal communications  are given by work commands, reports and financial evidence, reports over sells / inventory, statements referring to the company’s policies, post descriptions, etc. The  formal communication  can sometimes take place on the horizontal, along the parallel directions of authority. The  formal communication  network from an organization along with the keeping spaces of these communications, are serving to more purposes. It defines the channel on which will be sent important messages. It will be created a transmitting plan of this information, both for the transmitter and for the receivers. It will be indicated the direction towards the persons who will react and to the persons who need to be informed about these actions, their steps and esult. It offers an information storage space which will be necessary on planning the operations and control. It is created an ordered system for the superiors and subordinates, in order to keep each other informed constantly. The  formal communication  network is formed out of formal channels, created by setting a formal system of responsibilities according to the hierarchical structure of the organizat ion. The perfect network is the one which contains communication channel from bottom up, downwards and horizontally. Often the direction of horizontal communication is missing or it is inefficient and in this way the accuracy of the information decreases. The situation is appearing because of the lack of permanent circulation of the information between departments, although this is vital for the organization in conditions of existent competition, or the lack of specialists in organizational communication. The downwards communications, from top to bottom, is performed by the manager to the subordinates. There are transmitted provisions and instructions, are identified the employees responsibilities. In an efficient organization, this type of communication has its purpose in motivating the employees, their continuous information about policy, goals and organization strategy. The periodicity is important because it ensures the constant communication. Sometimes this type of communication is gaining a preferred tempt, moving only towards the employees, considered as having priority responsibilities. It can have place even when only the manager is transmitting orders and instructions to the employees, without being too preoccupied about their information. If the organization is in changing, the downwards communication must be used to change opinions, attitudes, to waste restrictions and fear towards misinformation in order to support the employees to comply with these changes. This type of communication requires a feedback. That is why it is completed with bottom up communication, from the employees to the manager. These, as they understand the downwards communication, can communicate their answers. The manager must pay attention to the information he receives, thanks to the employees tendency to say only good stuff to the boss: it may appear the deliberate misinformation. ttp://ezinearticles. com/? Informal-Communication—How-It-Differs-From-Formal-Communicationid=5129153 Informal Communication – How It Differs From Formal Communication oth informal communication and formal communication take place in any organization whether it be business or our personal family lives. But we need to recognize the difference. Informal c ommunication is casual and spontaneous, whereas formal communication is more thought-out and prepared from learned experiences or organized training that present rules and conventions authoritated by business and formal etiquette. Informal communication comes from communication activities outside of those formally learned at home through discipline, or at school through education, or in business through our own personal experiences and formal training. It falls under the social communication of grapevines and rumors, casual conversations and inter-relational activities outside of the formal or public arenas. We do not behave the same way at work as we do at home or at play. I always say that people are at their best at work. We really don’t know someone until we’ve stayed with them outside of work for a few days-or a few hours even, with some people. Informal communication may not be as reliant as formal communication where more accountability is expected. In an organizational setting, such as business, or association and the like, communication is connected with official status-quo or protocols of the formal channels of structure and culture which the line of manager/subordinate reporting system is expectedly accepted. In order to understand informal communication, we need to understand formal communication and then realize that informal communication is what takes place without the formal addition of convention and ceremonies. In business the different forms of formal communication include departmental functionality, activities taking place within meeting and conference settings, verbal and written communication through telephone, memos and bulletins, etc. It is safe to also recognize that informal communication may be vulnerable to being deceptive and imprecise in its casualness – conscious or unconscious. In a formal setting, people take the time to recognize the consequences of transmitting any wrong or incomplete information. But in an informal setting, the quality of communication may be affected by the more relaxed or careless attitude or behaviour. However, both formal and informal communication is found in an organization, depending on the level of business experience and training one possesses in his or her personal life. An organization can make efficient use of informal communication by confirming and affirming that which is being communicated by the untrained or less trained individual Informal communication, like formal communication can be expressed verbally or non-verbally by words, tone of voice, signs such as glances and gestures and even silence. For the purpose of effective communication, one needs to identify and affirm anything that may be communicated, if unsure of the true meaning behind the communicator. Article Source: http://EzineArticles. com/5129153 http://www. blurtit. com/q616802. html Formal communication  is when people use the rules of language in a conversation or in writingformat. In a conversation, it would be more likely for you to use  formal communication  when in aninterview  or writing a letter to a business or maybe work. Informal  communication  is when people do not use the rules of language and may use slang in conversation. It would be more likely for you to use informal  communication  when you see a friend on the streets and you have a chat. It would also be informal like chatting on MSN or Facebook. The main difference between formal and informal  communication, aside from the language that is used, is the setting in which we use them. Formal communication  would be used in a formal setting where  communication  efforts are ‘dressed’ up in order to impress. For example, in aninterview  to get into University, you would not use slang or colloquialisms. Informal  communicationis of course the opposite of formal. When using informal language, the rules of language that are applied to  formal communication  are not applied so people use many more colloquialisms and often  slang words. This form of  communication  is most commonly used face to face between a friend of relative although due to advancements in  communication  technology, informal language is now used in texting, talking  on the phone, on social networking sites or an instant message conversation. Other examples of  formal communication  can also be non-verbal for example in a letter. In this circumstance and in others, it is important to address people in the correct way for example, Sir, Madam or Doctor. When beginning a letter to a person you do not know, you must start with ‘To Whom it may concern’. When in a formal situation such as  at work  or in an  interview, some people tend to  adopt  a more formal tone of voice. For  formal communication  in written form, impeccable grammar and spelling is a must. For spoke  communication, a  great deal  of emphasis is placed on the quality of the speaking voice and correct pronunciation. We use informal  communication  throughout most of our days. You may greet your friends or relatives with a hug or kiss rather than a formal handshake. You will become much more relaxed around these people and not feel the need to make an effort with your voice. You will be less careful with your language choices and more inclined to use colloquialisms and perhaps even slang, if you are around your friends. You will often use informal communication when you know people well such as freind and family. Some friends or family memebers may use terms that only their own group would understand. Local groups might have their own ways of speaking, for example some people in sothern england might say things like ‘ hi you mate, how’s it going?. ‘ if you belong in this group, you will appreciate this as a warm friendly greeting. Formal communication is for example, at a hospital reception you might expect the receptionist to say somethin like:’good morning. How can I help you? ‘ this formal communication might be understood by wide range of peole. Formal communication also shows respect for others. nformal communication would be like what we are doing here, online chatting or just having a conversation with a friend. Formal Communication would be writing a business or other letter within the guidelines of that genre. Such as a cover letter for a resume’, or a thank you letter or note for a present received. http://www. easycommunication. info/formal-communication ————————————————- FORMAL COMMUNICATION Websites Designing|access to mysql|Software Development India|home broadband offers|Serviced Offices in London Formal communication is that which is connected with the formal organizational arrangement and the official status r the place of the communicator and the receiver. It moves through the formal channels authoritatively accepted positions in the organization chart. Formal communication is mostly in black and white. Formal communication can be defined as, â€Å"A presentation or written piece that strictly adheres to rules, conventions, and ceremony, and is free of colloquial expressions. † It connotes the flow of the data by the lines of authority formally acknowledged in the enterprise and its members are likely to communicate with one another strictly as per channels constituted in the structure. Thus, it is a purposeful effort to influence the flow of communication so as to guarantee that information flows effortlessly, precisely and timely. It emphasizes the essence of formal channel of communication. The different forms of formal communication include; departmental meetings, conferences, telephone calls, company news bulletins, special interviews and special purpose publications. The main advantage of formal communication is that the official channels facilitate the habitual and identical information to communicate without claiming much of managerial attention. Essentially, executives and mangers may devote most of their precious time on matters of utmost significance. But at the same time, the weakness of formal communication should not go unaccounted. Communication through channel of command greatly obstructs free and uninterrupted flow of communication. It is, generally, time consuming, cumbersome and leads to a good deal of distortion. 3http://management. about. com/od/begintomanage/tp/newmgrmistake. htm Managing can be a little difficult at first. A recent poll found that more than 50% of managers received NO training before starting the job. Here is a list of the most common mistakes new managers make so you can avoid making them too. (If you think I missed one, use the â€Å"Readers Respond† link at the bottom to add a new one. ) 1. Think you know everything. If you were just promoted to Production Manager, you may feel you know everything about production. Even if that were true, and it isn’t, you sure don’t know everything about the most important part of your new job, managing people. Listen to the people around you. Ask for their input when appropriate. Keep an open mind. 2. Show everyone who’s in charge. Trust me, everyone in your group knows who the new manager is. You don’t have to make a big show about being â€Å"the boss†. You do, however, have to demonstrate that, as the boss, you are making a positive difference. 3. Change everything. Don’t re-invent the wheel. Just because the way something is done isn’t the way you would do it, it isn’t necessarily wrong. Learn the difference between â€Å"different† and â€Å"wrong†. 4. Be afraid to do anything. Maybe you didn’t ask for the promotion. Maybe you are not sure you can do the job. Don’t let that keep you from doing the job the best you can. Upper management wouldn’t have put you into the job if they didn’t have confidence that you could handle it. 5. Don’t take time to get to know your people. Maybe you worked alongside these people for years. That doesn’t mean you know them. Learn what makes them excited, how to motivate them, what they fear or worry about. Get to know them as individuals, because that’s the only way you can effectively manage them. Your people are what will make or break you in your quest to be a good manager. Give them your attention and time. 6. Don’t waste time with your boss. Since he/she just promoted you, surely he/she understands how busy you are and won’t need any of your time, right? Wrong. Your job, just like it was before you became a manager, is to help your boss. Make sure to budget time to meet with him/her to both give information and to receive guidance and training. 7. Don’t worry about problems or problem employees. You can no longer avoid problems or hope they will work themselves out. When something comes up, it is your job to figure out the best solution and get it done. That doesn’t mean you can’t ask for other’s input or assistance, but it does mean you are the person who has to see it gets taken care of. 8. Don’t let yourself be human. Just because you are the boss doesn’t mean you can’t be human, that you can’t laugh, or show emotion, or make an occassional mistake. 9. Don’t protect your people. The people in your group will be under pressure from every direction. Other departments may want to blame you for failed interfaces. Your boss may want to dump all the unpleasant jobs on your department. HR may decide the job classifications in your area are overpaid. It’s your job to stand up for your people and make sure they are treated as fairly as possible. They will return the loyalty. 10. Avoid responsibility for anything. Like it or not, as the manager you are responsible for everything that happens in your group, whether you did it, or knew about it, or not. Anything anyone in your group does, or doesn’t do, reflects on you. You have to build the communications so there are no surprises, but also be prepared to shoulder the responsibility. It goes hand-in-hand with the authority. 3. http://www. ehow. com/info_8423578_implications-organizational-change. tml Implications of Organizational Change A static environment can quickly antiquate an organization. Therefore, change is a constant and necessary requirement for organizations to stay competitive and survive in this volatile global economy. Organizational change can help streamline business processes and eliminate redundant systems or groups. However, it can also have negati ve consequences. To minimize the negative impacts, strategic change in an organization should always seek to achieve advancement in both business and employee performance. The overall change process should reflect a â€Å"win-win† situation for both the organization and its employees. The Process of Change * To implement sustainable organizational change, companies employ a three-prong phased approach. The most important and difficult phase of the process is unfreezing, which involves identifying and unlearning wrong past behavior that are sometimes ingrained in an organization’s culture. The most significant indicator of success at this phase is employee acceptance. If an organization manages employee resistance promptly and effectively at this stage, it will ensure the success of the next two phases. The second phase, changing, involves replacing past behavior with new behavior through significant redevelopment and training. Refreezing, the final phase of the process, reinforces and sustains the new behavior through continued visibility and measurement of success. One reinforcement technique is the employment of a praise and reward system. Praise and reward systems elicit high performance and motivate employees to embrace change. Employee Resistance to Change * A changing organization should not ignore the human element. It is important to change business activities within a company. If employees are not involved or are not willing to accept change, the process is likely to fail. Employees resist change because they are afraid that to lose a job or have to take on additional responsibilities that an employee is either unqualified or unequipped to handle. Using encouraging and inspiring techniques to implement change demonstrates to an employee that she is not being forced to accept change, but is an integral part of the process. An employee feels like a significant contributor in the work place environment when he is part of a successful revolution. * Sponsored Links Change Mgmt Training Certification training to manage the people side of change www. change-management. com Employee Turnover * After a major reorganization, businesses typically undergo some employee turnover. An employee may feel that the environment is too unstable and might seek employment elsewhere where she feels more secure. High employee turnover can severely affect an organization’s p roductivity due to loss of skilled workers and the need to recruit and train new people. Sometimes the loss of resources can also result in loss of business revenue as an employee may take key accounts with him. To abate employee resistance and turnover, an organization should initiate a deliberated change management process that explains the significance and implications of the change and guides employees afterward. Deteriorating Work Climate * Organizational changes that lead to ambiguity and job uncertainty create a declining work environment, which can negatively affect the economic health of an organization. The most detrimental impact is mortality, which is a clear sign that a business transformation has gone horribly wrong. An organization can die when change occurs too quickly or erratically. In a deteriorating environment, employees become self-preserving, less productive, unmotivated and fearful. Avoiding ineffective changes and implementing positive ones will promote a productive corporate culture and prevent organizational death What could it have done differently to facilitate the changes? * Ensure that the platform for change are fully understood through consultation with those involved * Develop ; communicate a vision with credible and honest explanation of why change is required. Determine of what needs to occur to move from the current to the future scenario. * Plan implementation period carefully. * Determine how the change process will be overlaid on day to day activities * Involve the people impacted by the change in the planning process such as their commitment and motivated to support the change. * Define ; communicate objectives, responsibilities and timescales carefully. * Seek advice o n implementation methods and timescales from expert. Meet with others who have implemented change and learn from them http://humanresources. bout. com/od/changemanagement/a/change_planning. htm Planning and Analysis in Change  Management While the  executive vision and support, clearly communicated, is important, it is not enough. More fundamental approaches to planning and analysis need to occur to encourage effectivechange management. * Assess the readiness of your organization to participate in the change. Instruments are available to help you assess readiness, as well as qualitative information from internal or external staff and consultants. Answer questions such as these. What is the level of trust within your organization? Do people feel generally positive about their work environment. Do you have a history of open  communication? Do you share financial information? * These factors have a tremendous impact on people’s acceptance of and willingness to change. If you can start building this positive and supportive environment prior to the change, you have a great head start on the change implementation. * Turn the change vision into an overall plan and timeline, and plan to practice forgiveness when the timeline encounters barriers. Solicit input to the plan from people who â€Å"own† or work on the processes that are changing. * Gather information about and determine ways to communicate the reasons for the changes. These may include the changing economic environment, customer needs and expectations, vendor capabilities, government regulations, population demographics, financial considerations, resource availability and company direction. * Assess each potential impact to organization processes, systems, customers and staff. Assess the risks and have a specific improvement or mitigation plan developed for each risk. Plan the communication of the change. People have to understand the context, the reasons for the change, the plan and the organization’s clear expectations for their changed roles and responsibilities. Nothing communicates expectations better than improved measurements and rewards and recognition. * Determine the WIIFM (what’s in it for me) of the change for each individual in yo ur organization. Work on how the change will affect each individual directly, and how to make the change fit his or her needs as well as those of the organization. Some respondents found the development of a theoretical underpinning for the change effective in helping individuals understand the need for change. * Be honest and worthy of trust. Treat people with the same respect you expect from them. Effective change management can help you successfully implement any change necessary for your future prosperity and profitability. 4. http://smallbusiness. chron. com/happens-organization-changes-its-strategy-2690. html What Happens When an Organization Changes Its Strategy ? Strategy is the term given to the overarching goals and objectives of a business. Strategy decisions affect what line of business a company is in, who it serves and how it serves them, as well as how the company operates internally. It an be difficult to predict exactly what will happen when an organization changes its strategy, but companies experience a number of common positive and negative effects when going through a strategic transition. Sponsored Link Leadership Development Program in SG in Feb. For Mid-level Managers from US$7660. Find out now www. ccl. rg/APAC Significance Organizational strategy guides all managerial decisions from the front line to the board room. Strategic plans act as a roadmap that helps businesses to achieve the grand vision of their owners and top-level executives in practical ways. Changing an organization’s strategy can change the way the organization operates, altering everything from organizational structure to the daily routines of employe es. Process The process of changing a corporate strategy can be broken down into four distinct steps: planning, implementation, monitoring and review. In the planning stage, managers form their strategic vision into concrete, time-bound goals and objectives. Research and testing are vital in the planning stage, as managers attempt to gain as much information as possible about the viability of the change. The implementation phase sees the change put into action according to the plan. Monitoring is a less of a phase and more of a continual activity that helps managers to gain insight into how well their plans are working and pinpoint potential problems. In the review tage, managers analyze information gained from monitoring activities and decide whether the strategy needs to be altered yet again. Positive Effects Changing strategy can have a number of positive effects. New strategic directions can help a company to adapt to changes in the legal environment or the marketplace. New strategies can help a company to perform more effectively or cost-efficiently, or can help them to enter a new, more profitable industry or market segment. Changes in strategy can also help a stagnant company to reclaim its former growth rates. Negative Effects Not all of the effects of change are positive. Internal employee resistance can be a major barrier to effective change implementation, as certain people strongly resist any kind of change to the status quo or daily routine. There is also always the possibility of failure in new initiatives, leaving a company in a worse position than it was before the change. Considerations Regular changes in strategic direction are healthy and natural for a successful company. Markets, technology, legal issues and operational trends do not stay stagnant, and neither should a dynamic, adaptable company. Involve a wide range of people in your monitoring and planning activities on a regular basis to fully leverage the creativity of your workforce. http://www. ehow. com/about_6622983_organization-change-strategy. html Organization Change Strategy Organizational change is when an organization moves from one structural state to another. This process can happen in any number of forms and can involve corporate structure, strategy, processes, technology used, or culture, among others. Change can be small and incremental, or it can radically change the way an organization works, from the ground up. Why Do Organizations Change? * Organizations change due to internal or external factors. Examples of external environmental factors include workplace demographics, or what employees look for in benefits or bonuses; what technology is available to do the job more efficiently; and what the customer base is interested in buying and for how much. Internal environmental factors might include organizational growth, for example, becoming too large for former organizational structures, or poor performance. Resistance to Change * Individuals will each react to change in their own way, from active resistance to active support. Active resistance is the most disruptive to change, although by listening to the points of people who oppose the change, you can learn valid problems with your change strategy and your end goal. Some of a company’s most committed employees might be the most vocal opponents of a change effort. Some of the primary reasons for active resistance include disrupted habits, having a personality that is change-resistant, being uncertain about the person’s place in the company after the change takes place, having too much change recently, or being deprived of power. Unfreezing The first step for effective organizational change is known as unfreezing. Make clear the vision for change, communicate it to your employees and create a sense of urgency that the change is actually needed. From here, you can garner support and build a sense of community behind the change and get employees to feel like they had input in the change as well. Executing * Executing change is the actual proces s of the change itself. As the change happens, continue providing support for your employees who are experiencing the change, and point out small successes as they happen to keep spirits up about the change. As obstacles arise, eliminate them to prevent them from building up and increasing resistance to the change that is already in progress. Refreezing * Once the change has occurred, refreeze organizational culture. You should show to your employees how you’ve succeeded by executing the change, as well as showing where more change might be beneficial. Use this to create a culture of change instead of a staid one, which will allow future changes How to cite How to Convert a Traditional Organization to a Learning Organization, Essay examples

The Brown Wasps Essay Research Paper The free essay sample

The Brown Wasps Essay, Research Paper The Brown Wasps ? The Brown Wasps? is in my personal sentiment, a really good narration essay that non merely has interesting description but comes to a more personal degree with his reader. His pick of words and the manner he presents the emotional content of state of affairss make the reader think of his ain life and how he may tie in parts of the character? s life with his ain. I think that Eisley? s chief point or thesis reflects in his illustrations that many signifiers and fluctuations of life attempt to maintain in their head, a sense of place. A topographic point where they can experience comfy and non hold concern of outside force per unit areas but feel content in cognizing that they exist. The first twosome of illustrations, of the aged work forces in the train station. All of which are scattered in the floor and lying on the benches, helpless and desiring to decease as the remainder the remainder of the universe goes on with life as usual. We will write a custom essay sample on The Brown Wasps Essay Research Paper The or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Note how the Security guard makes his hourly base on balls and does his occupation but chooses to disregard the old work forces as they attempt to acquire up. He uses this manner that makes human emotion in composing more appealing to the reader. He compares this to that of WASP who come back to their nest to decease. Stressing a demand for intimacy with a community. Death is an implicit in factor in both instances. I guess he tries to do us tip cubic decimeter that the idea of decease may convey a sense of what place is, much clearer. Subsequently on he uses two more illustrations covering with even stronger emotions. The field mouse who became frightened and was forced from his place. And the individual who went back to their childhood place to happen the tree that he and his male parent had planted 60 old ages before. Remembering that his pa had promised they would non travel and set down roots. But sixty old ages subsequently when he returns place and finds the tree had been gone old ages before, it didn? t affair because the image was in his head and merely the simple idea of this made him happy. As I said before, it makes us think of a clip and topographic point where all was peaceable and we will ever hold that minute until it is our bend to return place and ballad in the shadow of our ain tree and delay to decease. I think that all of the state of affairss bring a sense of values of who we are. What we have been exposed to over clip becomes a portion of us. What we value every bit worlds as being peaceable may be really different, yet it may all hold the same emotional significance to each as an person. Merely as the blind adult male in the metro and the pigeons that flew in hunt for the peanuts. After it was all lacerate down, it didn? t affair that it couldn? T be seen. I was their topographic point all to themselves that reminded them of good times.