SECTION BB
WEDNESDAY 20:30 – 23:00
BARRY KAUFMAN, M.Sc.(Admin), SCMP
 Housekeeping
 Chapter 6: Communication (conclusion)
 Chapter 7: Human Resources
 Exam Preview
 Next Class
 February 15th
 Reflection 1 Due
 February 19th
 Mid-Term Exam (Chapters 2-7)
 In Class, Multiple Choice
 60 Questions
 February 26th
 No Class – Reading Week
 March 26th
 Reflection 2 Posted
 April 5th
 Reflection 1 Due
 TBD
 Final Exam
Chapter 6
Managing
Communication
and Information
Technology (IT)
Created by: Margaret Law
MacEwan University
 Verbal communication: encoding of messages into words, either
written or spoken
 Nonverbal communication: encoding of messages by means of
facial expressions, body language, and styles of dressing
Organizational Communication
Networks and Channels
Five formal communication networks available to managers:
 The Wheel: manager at centre plays role of liaison and
integrates work groups by controlling information
 The Circle: used among work groups who collaborate
using file sharing and reply-all email
 The All-Channel: allows information to flow freely among
and between members of work unit
 The Chain: either horizontal or lateral communication
among people at same level or formal top-down or bottomup vertical networks
 The “Y”: branches out from a chain to reach others
• Grapevine: communicating information throughout an
organization based on gossip or cluster network
Figure 6.5
Choosing a Communication
Network and Channel
• No one “best” communication network or medium
• Most appropriate choice depends on several variables:
 Level of information richness needed
 Sensitivity of information involved
 Time constraints
 Need for permanent record
Figure
6.6
 Managers cannot plan, organize, lead, and control effectively unless they have
access to information
 Data: raw, unanalyzed facts such as volume of sales, level of costs, or number of customers
 Data management processes: enable relevant and timely information to flow to managers
when they need it most to gain a competitive advantage.
 Information: data organized in a meaningful fashion, such as in a graph showing changes
in sales volume or costs over time.
Figure 6.7
 Information technology (IT): methods or techniques for acquiring, organizing,
storing, manipulating, and transmitting information
 A management information system (MIS): technology that managers select and
use to generate the specific, detailed data they need to perform their roles
effectively.
Much of management (planning, organizing, leading, and controlling) is about
making decisions:


Depends on ability to acquire and process information
Need information from both inside and outside of the company
 Big data: large sets of data from consumers, competitors, employees, suppliers,
and others
 Analytics: process of examining data to uncover hidden patterns, unknown
correlations, market trends, customer preferences, and the like
 Managers achieve control over organizational activities by:
 Establishing measurable standards of performance or goals
 Measuring actual performance
 Comparing actual performance against established goals
 Evaluating results and taking corrective action if necessary
 These steps all require high quality, timely, complete and relevant information
 Cybersecurity: processes and strategies to keep information safe and protected
against unauthorized use
 Hacking
 Data breaches
 Malware
 Obligation to keep personal data private and secure
 Legislation including:
 Consumer Privacy Protection Act
 Personal Information Protection and Electronic Documents Act (PIPEDA)
 Required to report breaches
 Impact of working from home with reduced security
 Coordinating department and divisional activities to achieve organizational goals
is a basic task of management.
 Pandemic increased people working from home and new challenges to
coordination
 Technology supported communication and sharing of information.
 Social media strategy has three interrelated functions:
 It communicates the brand or identity of the
organization—telling the potentially massive audience
who they are and what they stand for, with very little
investment.
 It allows rapid and real-time engagement with peers,
suppliers, employees, customers, communities, and
anyone else in an easy, accessible, and direct way.
 It provides the opportunity to learn from instant
feedback and gather instant statistics and data on the
users.
Figure 6.8
1. Spend time identifying the target audience.
2. Craft a well-thought-out message.
3. Choose the correct Internet sites.
4. Provide engaging material, not just promotions.
5. Monitor and measure the effectiveness of social media sites.
Figure 6.9
Chapter 7
Managing
Human
Resources
LO1 Describe the legal framework of human resource
management in Canada and why effectively managing
diversity is good for business.
LO2 Explain why strategic human resource management
and human resource planning can help an organization gain
a competitive advantage.
LO3 Describe the five components of human resource
management and explain how they fit together with the
strategy and structure of the organization.
LO4 Explain the role of the human resource manager in
dealing with workplace harassment.
Figure 7.2
 HR manager has responsibility to avoid:
 Intentional discrimination: deliberately using prohibited
grounds, such as race, religion, and sex, when making
employment decisions
 Unintentional discrimination: unfair practices and
policies that that are unrelated to the job and have adverse
impact on specific groups
 Legislation
Canadian Labour Code
2. Employment Equity Act
3. Canadian Human Rights Act.
1.
 Effectively managing diversity can improve organizational effectiveness:
 closes the skills gap
 encourages cultural intelligence among employees
 increases employee engagement and collaboration
 ethical imperative; unfair treatment is also illegal
 Human resource management: activities that managers engage
in to attract and retain employees and to ensure they perform at a
high level and contribute to accomplishing organizational goals
 Five major components:
1. Recruitment and selection
2. Training and development
3. Performance appraisal & feedback
4. Pay and benefits
5. Employee engagement
 Human resource planning: activities managers use to forecast current and future
needs for human resources
 Workforce planning: analyzing gap in current and future needs, developing
strategies to meet needs and implementing and evaluating strategy
 Must be done prior to recruitment and selection:
 Demand forecasts estimate the qualifications and numbers of employees an
organization will need
 Supply forecasts estimate the availability and qualifications of current
employees now and in the future and those in external labour market
Figure 7.4
 Outsourcing: using outside suppliers and manufacturers to
produce goods and services
 Two reasons for outsourcing:
Increased flexibility, especially when forecasting HR
needs is difficult, fluctuating or difficult to find
2. Lower cost to organization
1.
•
•
•
No benefits for employees
Extend contracts only when work is needed
No investment in training
 Job analysis: process of identifying:
 the tasks, duties, and responsibilities that make up a job (the job
description)
 the knowledge, skills, and abilities needed to perform the job (the job
specifications)
 Includes an analysis of the skill variety, task identity, task significance, degree of
autonomy, and the degree to which doing the job itself provides the worker with
feedback
• Personal replacement charts: graphic illustrations of current
positions, who holds them, and whether they have the skills
and qualifications necessary for succession planning
• Job analysis: can be completed through observation,
interviews, questionnaires
1.
Recruitment and selection
2.
Training and development
3.
Performance appraisal and feedback
4.
Pay and benefits
5.
Employee engagement
• Recruitment: activities that managers use to develop a pool of
qualified candidates for open positions
 External recruiting:
• Looking outside organization (e.g., advertising in
newspapers, open houses, career fairs, job sites, etc.)
• Informal networks, employment agencies
 Internal recruiting:
 Looking at existing employees to fill open positions
 Employees want either lateral moves (job changes that entail
no major changes in responsibility or authority levels) or
promotions
• Selection tools must be valid and reliable:
 Valid selection technique: test or tool that measures
the candidates’ likely success or failure in performing
the job
 Reliable selection technique: yields consistent results
when repeated over time
Figure 7.6
Figure 7.8
 Not discussed is the importance of letting people go from an organization. What is
the best way to do this?
• Orientation: introduction to the culture, norms, policies, values,
vision and mission of the organization
 Training: teaches organizational members how to perform
current jobs and acquire knowledge / skills
 Development: builds worker’s knowledge / skills to
enable them to take on new duties and responsibilities
 Needs assessment: determines which employees need training or
development and what types of skills or knowledge they need to
acquire
 Performance appraisal  evaluation of employees’ job performance
and contributions to their organization
 Performance feedback  process through which managers share
performance appraisal information with subordinates, give
subordinates an opportunity to reflect on their own performance, and
develop, with subordinates, plans for the future
 Contribute to effective management of HR in two ways:
 Important information on which to base HR decisions (e.g.,
raises, bonuses, promotions, etc.)
 Encourages high levels of employee motivation and performance
• Trait Appraisal: assess subordinates on personal characteristics
relevant to job performance
 Behaviour Appraisal: assess how workers perform their jobs –
actual actions and behaviours exhibited on job
 Graphic Rating Scale Method: score employee on specific
characteristics that reflect performance levels
 Results Appraisal: appraise performance by the results or the
actual outcomes of work behaviours
• 360-Degree Performance Appraisals  provides appraisals from
a variety of people in a position to evaluate a manager’s
performance:
 Peers
 Subordinates
 Superiors
 Clients
• Managers must provide their subordinates with performance
feedback:
 Formal appraisals  conducted at set times of the year and
based on predetermined performance dimensions / measures
 Informal appraisals  unscheduled appraisals of ongoing
progress and areas for improvement
 Purpose of performance feedback?
 Helps determine how to distribute pay raises and bonuses
 To encourage high levels of motivation and performance
• Guidelines for giving effective performance feedback:
 Be specific and focus on behaviours or outcomes that are
correctable and within worker’s ability to improve
 Focus on problem-solving and solution-finding, not
criticizing
 Express confidence in worker’s ability to improve
 Provide performance feedback both formally and
informally
 Praise instances of high performance and areas of job in
which employee excels
 Avoid personal criticisms and treat subordinates with
respect
 Agree to a timetable for performance improvements
• Pay includes base salaries, pay raises, bonuses
 Determined by characteristics of organization and the job
and levels of performance
• Benefits include sick days, vacation days, medical / life insurance,
etc.
 Based on membership in an organization not level of job
• Pay level: how an organization’s pay incentives compare to other
firms in the industry employing similar kinds of workers
 Managers must decide to offer relatively low, average or
high wages
• Pay structure: clusters jobs into categories based on relative
importance to organization and its goals, level of skills required,
and other characteristics
 Mandatory benefits vary across provinces
 Organizations required to pay into workers’ compensation,
social insurance and employment insurance
 At their discretion, employers provide additional benefits:
 Extended health insurance, dental insurance, vacation time,
pension plans, life insurance, flexible working hours,
company-provided daycare, employee assistance and
wellness programs
 Cafeteria-style benefit plans: allow employees to choose the best
mix of benefits for them
 Employee engagement: activities to ensure that fair and
consistent treatment of all employees
 Requires cooperation between managers and an HR
employee relations representative
 Company policies must be followed and problems dealt
with efficiently and effectively
 Employee attitude surveys measure worker’s likes and
dislikes of job / working conditions
 Employee assistance programs (EAPS) help employees cope
with personal issues that interfere with job performance
 Labour relations: activities to ensure an effective working
relationship with the labour unions that represent their employee’s
interests
 Process of labour relations:
Figure 7.13
 Workplace harassment: any behaviour directed toward an
employee that is known to be or ought to be known to be offensive
and unwelcome
 Two common forms:
 Abuse of authority: when legitimate power vested in a
position is used improperly to influence behaviour of an
employee
 Sexual harassment: unwelcome behaviour of a sexual
nature that negatively affects work environment or leads to
adverse job-related consequences
 Quid pro quo sexual harassment: asking or forcing an
employee to perform sexual favours in exchange for some reward
or to avoid negative consequences
 Hostile work environment sexual harassment: employees are
faced with an intimidating, hostile or offensive work environment
because of their gender
 E.g., lewd jokes, sexually oriented comments, displays of
pornography, sexually oriented remarks about someone’s
physical appearance
1.
Develop and clearly communicate a workplace harassment policy
endorsed by top management
2.
Use a fair complaint procedure to investigate charges of sexual
harassment
3.
When it has been determined that harassment has taken place,
take corrective actions as soon as possible
4.
Provide workplace harassment education and training to all
employees, including managers
 Sample test on Moodle
 LO1 Explain the importance of understanding the organizational
environment for managerial success.
 LO2 Identify the main forces in an organization’s external environment and
the challenges these forces present to managers.
 LO3 Explain the changes in the global economy that lead to opportunities
and threats for managing organizations.
 LO4 Explain the ways managers can minimize threats and uncertainty from
forces in the external environment.
 LO5 Evaluate the major challenges managers face in gaining a competitive
advantage in the global economy.
LO1 Differentiate between programmed and nonprogrammed decisions and explain
why non-programmed decision making is a complex, uncertain process.
LO2 Compare the assumptions that underlie the classical and administrative models of
decision making.
LO3 Describe the seven steps managers can take to make sound decisions.
LO4 Explain how cognitive biases can affect decision making and lead managers to
make poor decisions.
LO5 Explain the role played by ethics, corporate social responsibility, and
organizational learning in helping managers improve their decisions.
 LO1 Describe how planning and strategizing are related to organizational performance and
competitive advantage.
 LO2 Describe planning as a five-step process.
 LO3 Explain how managers use planning techniques to evaluate the opportunities and
threats in the organization’s environment and to formulate strategy.
 LO4 Differentiate among corporate-level, business-level, and
functional-level strategies.
 LO5 Describe how managers implement strategy and evaluate its success.
 LO1 Identify the elements involved in designing organizational structures.
 LO2 Explain how managers arrange tasks to create jobs that are motivating and satisfying
for employees.
 LO3 Describe how managers cluster jobs into departments and units.
 LO4 Explain the ways that managers allocate authority and decision-making
responsibilities.
 LO5 Evaluate the factors that managers consider when deciding on a formal or flexible
overall structure.
LO1 Explain why effective communication helps an organization gain a competitive
advantage.
LO2 Describe the communication process and communication styles.
LO3 Describe the organizational communication networks and channels available to
managers.
LO4 Explain how vital information management is to gaining a competitive advantage.
LO5 Describe how managers are using social media to communicate.
LO1 Describe the legal framework of human resource management in
Canada and why effectively managing diversity is good for business.
LO2 Explain why strategic human resource management and human
resource planning can help an organization gain a competitive advantage.
LO3 Describe the five components of human resource management and
explain how they fit together with the strategy and structure of the
organization.
LO4 Explain the role of the human resource manager in dealing with
workplace harassment.
 Mid-Term Exam
 Mid-Term Exam