...Communication Change Challenge Part 1: Selecting a communication goal Chamberlain College of Nursing SPCH-277-62762_71759 Interpersonal Communication Nov. 2013 1A.What is your "I can't" communication behavior? A. I can’t initiate communication with people I first meet. B. I can’t use specific language to avoid my audience’s misinterpretation. C. I can’t deliver my messages to my audiences without being anxious. D. I can’t make eye contacts during communications E. I can’t defend myself when people attack me verbally Descriptions and illustrations: A) I can’t initiate communication with people I first meet. I feel that it is rude to just start talking to people I’m not familiar with. This is because I’m not sure if people are going to respond to me in a positive way. One Saturday morning, I was just walking and asked a person what time it was, and he stared at me and walked away. I was not sure why he did so but this reinforced my feeling of not initiating communication with strangers. B) I can’t use specific language to avoid my audience’s misinterpretation. I am a non-native speaker. It seems that what I say doesn’t come across the native speakers due to the fact that my native language affects the way I pronounce English words. This always makes confusion to my listeners. One Sunday morning, I went to buy some groceries and I couldn’t find some of the items I was looking for. I asked a store attendant and he kept...
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...community by adapting a range of Participatory Rural Apraisal (PRA)-type tools with participatory video techniques (for example, social mapping, action search, prioritising, etc. * Short videos and messages are directed and filmed by the participants. * Footage is shown to the wider community at daily screenings. · * A dynamic process of community-led learning, sharing and exchange is set in motion. * Completed films can be used to promote awareness and exchange between various different target groups. * Participatory video films or video messages can be used to strengthen both horizontal communication (e.g. communicating with other communities) and vertical communication (e.g. communicating with decision-makers). THE FOGO PROCESS: The inception of participatory video is credited to Donald Snowden, a Canadian academic who specialized in communication...
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...Running head: GAP ANALYSIS: GLOBAL COMMUNICATIONS Gap Analysis: Global Communications University of Phoenix MMPBL/500 David Rollins May 17, 2010 In the last three years Global Communications has faced declining stock prices that have shaken stockholder confidence in the company. Increased competition from the cable industry and their inability to update systems and processes with new technology and contributed to their decline. Global Communications must identify future trends and threats if they want to increase market share and gain a competitive advantage. Gap Analysis: Global Communications In response to the external threats from competitors Global Communication has re-evaluated their current business model and has embarked on a new strategic plan. Whereas this new course may lead them to regain market share they failed to recognize the value of their long term workforce. Global Communications has to take action and respond to the external threats in the telecommunications industry if they are to remain competitive. Whereas these changes may bring success they are full of challenges. Examples of these challenges include implementing the new strategies so they succeed in improving the company’s current position in the telecommunication industry and effectively deal with pending litigation from the Union who strictly opposes the outsourcing of call centers to Ireland and India as this will contribute to laying off employees in the United States. The corporate...
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...2013 Virtual teams: opportunities and challenges for e-leaders Snellman Carita Liliana* a Metropolia University of Applied Sciences, Business, Leiritie 1, Vantaa 01600, Finland Abstract In the globalized world with crucial technological changes, leaders are facing unforeseen opportunities as well as challenges while striving to reach their objectives. Such changes have led to organizational restructurings and implied rethinking of leadership functions and practices. Changing organizational structures, from traditional hierarchical towards lower and more flexible ones, have made leaders organize work in new ways. Teams account for one new way of organizing work and reaching organizational goals. Likewise, globalized markets have made leaders search for new solutions to meet the needs of customers. In consequence, organizations strive for competitive advantages through downsizing, subcontracting, joint ventures, strategic alliances, and other collaborative and network-based alternatives which are typically facilitated by virtual teams. Virtual teams are geographically and organizationally dispersed teams that function over time zones. Due to such dispersion, physical contact in virtual teams is reduced or lacking altogether which means that collaboration is enabled by IT-solutions such as computerbased communication. This kind of electronically facilitated team work is known to imply opportunities as well as challenges for today’s global e-leaders. Research on...
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...(see Appendix 1). In your case report, identify three or four Marketing Challenges covered in this subject and address how those challenges can be met using the principles developed in this subject. Please ensure to use academic in-text references adequately to support your suggestions. Report writing format should be used. Word count: 2582 Executive Summary In this report, Nike’s case will be studied with reference to the marketing challenges the company has faced. The methods regarding overcoming those challenges will also be studied in this case. Nike has grown from selling shoes from a car boot in 1964 to one of the world’s bestselling sports shoe brands by 1974. Once the brand was established as bestselling, there were marketing challenges to overcome. Some of those marketing challenges faced by the company will be discussed in this report. The first challenge is the perceptions of people that Nike shoes are produced by low paid labor that have to work in poor conditions to get paid. The second marketing challenge faced by Nike is that initially the celebrity endorsement worked wonders for Nike, but since the 1990s, star selection has been less than perfect. Another marketing challenge faced by Nike is that with the change in generation, the company was not able to carry forward its image of best sports shoes brand. The issue at hand is that the company must find ways to overcome these challenges including adopting newer and more innovative marketing platforms at the...
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... To: Supervisor From: John Travolta-Junior Accountant Date: September 3, 2012 Subject: Challenges of Communicating Accounting Changes with Different Groups CC: Learning Team B Communicating changes of any kind can be difficult. When different groups are involved communication issues are compounded. Our firm needs to communicate changes from Standards on Auditing Statement (SAS) 115 to other accountants in the firm, key clients who may have limited accounting backgrounds, and the bookkeepers employed by our clients. We may encounter challenges in communicating with these different groups; such as the language used and inadvertent discrimination. Keeping in mind that key clients may have limited accounting backgrounds the language used in communicating the changes from SAS 115 will need to be simplified. We will need to avoid using too many technical terms so those with limited knowledge of accounting language will be able to understand how they will be affected by the changes. When it is necessary to include specialized vocabulary we should offer a definition so those with limited accounting knowledge will understand what they are reading (Lesikar, Flatley, & Rentz, 2011). A limited use of technical jargon will not alienate those groups with accounting knowledge as they may also benefit from the definitions. The language used in communications could also be misinterpreted as discrimination. We need to be aware of the language used so we do not...
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...know personally? Will it impact the business in which you are working/have plans to work in? If so, how? The proposed regulation that is of interest is controlled by FBI in which the Bureau of Prisons (Bureau) proposes to establish Communication Management Units (CMUs) by regulation. CMUs are designed to provide an inmate housing unit environment that enables staff monitoring of all communication between CMU inmates and persons in the community. The ability to monitor such communication is necessary to ensure the safety, security, and orderly operation of correctional facilities, and protect the public. The Bureau currently operates CMUs in two of its facilities. This rule would clarify existing Bureau practices with respect to CMUs. I always like to support the World with the terrorist activities. However, this will not affect my current place of work. 2. Describe the proposal/change. The proposed change is about to introduce Communication Management Unit which is a recent designation for a self-contained group within a facility in the United States Federal Bureau of Prisons that severely restricts, manages and monitors all outside communication (telephone, mail, visitation) of inmates in the unit adequately monitoring the communications of prisoners, permitting several terrorists convicted for the 1993 World Trade Center bombing to send letters to other terrorists overseas. "By concentrating resources in this fashion, it will greatly enhance the agency's capabilities...
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...success. This paper will discuss the challenge of effective communication as illustrated by a recent change of direction at the George C. Marshall European Center for Security Studies (Marshall Center). First it will identify the situation of change and conflict at the Marshall Center. This will be done by identifying the knowledge, skills, sensitivity, and values that come into play as they have been taught throughout this term. Second, this paper will discuss the possible alternatives to address the situation and test the possible solutions. Lastly, the paper will propose solutions and recommend implementation plans. * Overview of the Organization and Case Study The Marshall Center is a highly respected German and American partnership based in Garmisch, Germany. It has 175 employees and has recently undergone a transformation. The fiscal and political realities of decreased defense budgets in the United States and Germany have led to a need for consolidation of responsibilities and decrease in the number of employees. The dean of the College of International and Security Studies (the College) was recently tasked with the responsibility of combining resident and outreach programs within the College. Previously, outreach programs existed as a separate division within the Marshall Center and had consisted of three regional teams: Central and Southeast Europe; Eurasia and the Black Sea; and Central Asia. The dean’s challenge was to integrate the regional outreach...
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...Paper # : 07-08 Page- 1 /7 Challenges of Intercultural Management: Change implementation in the context of national culture Prof. Taina Savolainen School of Business, Management and Leadership, University of Joensuu, Finland taina.savolainen@joensuu.fi ABSTRACT This keynote address considers change implementation in the globalizing business environment in the context of culture. Organizations seek ways to cope with new situations in order to survive and be competitive. The primary strategic challenge in multicultural change processes is managing and implementing change successfully. The paper discusses the means of creating readiness for change and challenges they present to intercultural management. Keywords: Change, coping, culture, intercultural, implementation, middle management, readiness 1.0 Introduction Sustaining competitiveness force business organizations to adapt major changes and seek strategies that may be realized in varying, different cultural environments. This presents challenges to multicultural management, in general, and change implementation processes, specifically. Change implementation does no more concern organizational culture only. It is also dependent on understanding different national cultures and having behavioural skills accordingly. Organizations face, thus, constant challenge of change in management (Ascari, Rock & Dutta, 1995). Economic and social forces create a necessity for internal changes in organizations. Globalizing marketplace...
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...cross-functional teams that are formed to utilize individual expertise. A project manager whose primary responsibility is to achieve project objectives deals these individuals. Since the rational and emotional aspects of a project vary in complexity, the role of the project manager is critical to project success. The objective of this study was to demonstrate linkages between emotional intelligence and the challenges faced by virtual project managers. The study will also show that there exists a multi tier relationship between Emotional Intelligence (EI) and challenges/elements of VPM. 1. INTRODUCTION Emotional Intelligence has its roots in the concept of "social intelligence", as first identified by E.L. Thorndike as early as in the early 1920s. The term Emotional Intelligence first appeared in a series of academic articles authored by John D. Mayer and Peter Salovey [1]. Goleman defined Emotional intelligence as a person’s self-awareness, self-confidence, selfcontrol, commitment and integrity, and a person’s ability to communicate, influence, initiate change and accept change [2,3]. In Working With Emotional Intelligence, Goleman applies the emotional intelligence concept to the workplace setting; Goleman says that professionally successful people have high emotional intelligence in addition to the traditional cognitive intelligence or specialized content knowledge [4]. Goleman's thesis is that 75% to 90% of effective performance, particularly in the case of managers and...
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...Formula of Success This report recommends ways to overcome the challenges faced in the business field. The advices came from an interview with Mudit Sethi, who works in the Financial Department of Chase Headquarter in Chicago. Mr. Sethi majored in Finance at UIC and joined Chase after graduating four years ago. He graduated during the financial crisis; therefore, most of his advices involve the crisis and how he managed to find a suitable job during the crisis. His advices are being interested in the work, being committed to the work, and being able to incorporate changes and use them to the advantage. When asked about the importance of writing in finance, he characterized it as essential part of any business. His advices motivate students to pursue the career of their choice with determination. He further elaborated each important advice by giving example from his personal experience. Interest in the work The first challenge that any person faces involves finding a suitable career that best suits their personality. The challenge involves finding work that will keep a person interested for the rest of his/her life. Mr. Sethi faced similar challenge while getting started at UIC. It was the time of financial crisis, and Mr. Sethi knew that finding work during the crisis would be difficult. But, he was so interested in the Finance field that he took the challenge and continued to study Finance at UIC. However, he did find it difficult to find work as soon as he graduated. He...
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...| Leadership challenges faced by managers leading a multi-national workforce | Developing the Global Manager Report | | | | Glossary HCN: Host Country Nationalsg MNC: Multi-national Company MNW: Multi-national Workforce Contents Page Introduction 4 Aims 4 Objectives 4 Leadership Challenges 5 Recommendations 15 Conclusion 16 Appendix 17 References 20 Introduction This report aims to discuss on the challenges faced by managers in leading a multi-national workforce (MNW). For MNC managers to achieve a well- balanced fluidity of leadership, communication, structural, strategic and cultural changes should always be reviewed (Reichwald et al 2005). Leaders of MNCs can have problems in meeting the needs of specific markets and can easily encounter conflicts when endeavouring to achieve effectiveness and efficiency (Martinez et al 1999). Due to political, cultural and geographic barriers, coordinating multinational workforce (MNW) can be a challenge for MNC managers (Cavusgil and Cavusgil 2011). Through implementing change, new procedures, creating new ideas and new policies MNC leaders become successful to the MNW (Darling 1999). MNC managers have a responsibility in influencing direction, opinion, action and course hence taking responsibilities (Oertig and Buergi 2006). 2.0 Aims The aim...
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...Meeting the Challenges of Stakeholder Engagement and Communication: Lessons From Teacher Incentive Fund Grantees The Harvesting Project Julia E. Koppich J. Koppich & Associates Meeting the Challenges of Stakeholder Engagement and Communication: Lessons From Teacher Incentive Fund Grantees As of August 2010, a total of 33 states, school districts, charter school coalitions, and other education organizations¹ had received Teacher Incentive Funds (TIF) to redesign compensation programs for teachers and principals. The U.S. Department of Education named a new cohort of TIF grantees on September 23, 2010. TIF grantees have faced a number of challenges as they have worked to design and implement new educator pay programs. Among the most demanding challenges has been developing a targeted set of metrics around available and manageable data. Grantees use these metrics to measure teacher or principal effectiveness and assign pay. Recently, grantees have made it a priority to sustain operation programs once their federal funding expires. TIF grantees have also found, often belatedly and unexpectedly, that effective stakeholder engagement and communication are challenging and essential to the success of their pay programs. Stakeholder engagement helps to create buy-in and initial acceptance of the TIF plan. It allows different voices and perspectives to be heard and recognized as new approaches to compensation develop. Communication provides the synergy to broaden buy-in and...
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...Change Management in British Airways Name Class Affiliation Instructor Date Table of Contents Introduction 3 Context of the change 3 Evaluation of the nature of such changes 4 The change management strategy 5 The challenges and difficulties in implementing such changes 6 Change management model 8 Stakeholders 10 Managerial challenges 11 Overcoming resistance to change 12 Managing change 12 Conclusion 14 Reference 16 Introduction UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between...
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...Baby Boomer Leaders Face Challenges Communicating Across Generations By Christine W. Zust, M.A. When I skipped off to elementary school in the late 1950s, I had no idea that in the years ahead my fellow classmates and I, along with the other 77 million Baby Boomers, would create radical change in American business, education and health care. I didn’t realize then that swapping my sandwich for someone else’s at lunchtime was a new way of thinking, something my parents never considered. I was, after all, part of the generation of choice. Yet as I look at my fellow Boomers today, I realize that the changes we put into motion in that lunchroom decades ago have placed us in today’s board room in a new position. We are the “sandwich leaders,” the first generation squeezed between managing and leading people older than us (Traditionalists) and those following in our footsteps (Generations X and Y). Along the way, we Boomers have met the ultimate challenge -- communicating across generations (now spanning up to four generations in the same workplace), each with different values, beliefs and attitudes. How are we keeping a diverse workplace population interested, motivated and committed to business? This is a question all leaders facing these generational issues must address. They are doing it through communication. Psychologist Dr. Paula Butterfield of Columbus, Ohio, says that working across generations is hard for many managers. “It can challenge beliefs and values they’ve always accepted...
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