...A DEVELOPMENT OF CONCEPTUAL FRAMEWORK FOR STUDYING COMMUNICATION COMPETENCIES AMONG DIRECT SELLERS IN MALAYSIA FOR THE 12TH ABC ASIA-PACIFIC CONFERENCE AT DOSHISHA UNIVERSITY, KYOTO, JAPAN ON MARCH 13 – 15, 2013 FIRST AUTHOR NUREDAYU OMAR (PRESENTER) UNIVERSITI UTARA MALAYSIA nuredayu@uum.edu.my CO-AUTHOR PROFESSOR CHE SU MUSTAFFA UNIVERSITI UTARA MALAYSIA chesu402@uum.edu.my *THIS MANUSCRIPT IS ORIGINAL AND HAS NOT BEEN PUBLISHED ELSEWHERE A DEVELOPMENT OF CONCEPTUAL FRAMEWORK FOR STUDYING COMMUNICATION COMPETENCIES AMONG DIRECT SELLERS IN MALAYSIA Many studies have been conducted related to communication competencies since the last decade until now. However, the availability of the studies on communication competencies has not been explored in depth particularly in the direct selling context in Malaysia. To understand the direct sellers’ communication competencies, a conceptual framework will be built based on related literature studies. Literature reviews have shown a variety of studies on communication competencies from the behavioral and cognitive perspectives. Although numerous studies have provide understanding of communication competence in various context, there is a gap in viewing communication competencies in a more dynamic context, particularly in the process of communication of direct sellers with their potential customers. This paper attempts to discuss the importance of...
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...1. In what specific ways does Moeller’s communication competency influence decision making at DriveCam? Moeller responds via email to ensure timeliness. ―I’m compulsive about my e-mail. That’s one of my primary communication tools with the rest of the enterprise. It’s a one-to-many communication, so it’s more efficient” Moeller uses the richest form of communication ―face-to-face― to communicate with direct reports. ―”Then I’ll start walking around and going to visit each of my direct reports…. I also have a meeting that lasts half an hour or an hour every morning” Moeller prepares for uncertainties and crises through flexibility. “I like to keep my schedule fairly open so that I can be in the moment with whatever the hot issue is—a customer problem or some opportunity.” Moeller practices open communication. ―”I also have an open-door policy, and my office tends to be a gathering place. …Everyone here knows that even if there are three people in here talking about something, you can come in and join in the meeting, too.” Moeller practices active listening and pays attention to body language. ―I just listen, engage, and remember what the salient points are. I find I’d miss certain nuances of the inflection in the voice, or body language.” 2. What comments by Moeller reflect ethical principles? Relate the specific comments to the specific ethical principles. Golden rule principle: You act on the basis of placing yourself in the position of someone affected...
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...Group Communication Competencies Survey and Summary SOC/110 August 17, 2015 Group Communication Competencies Survey and Summary Part 1 On a 5-point scale, where 5 is “extremely important” and 1 is “not at all important,” rate the following types of group competencies in terms of their importance for becoming a highly effective group member. Circle (or highlight) one number for each item. Part 2 When you are finished, write a 350- to 525-word summary of your results and ways to improve your competency. You may write your summary at the bottom of this document, or in another Word document. Member and Group Competencies | Extremely Important | Very Important | Somewhat Important | Not Very Important | Not at All Important | 1. Understand the group communication process. | 5 | 4 | 3 | 2 | 1 | 2. Reduce your nervousness when speaking in a discussion or meeting. | 5 | 4 | 3 | 2 | 1 | 3. Understand, respect, and adapt to diverse group members. | 5 | 4 | 3 | 2 | 1 | 4. Communicate openly and ethically. | 5 | 4 | 3 | 2 | 1 | 5. Carry out critical task roles, by asking questions and summarizing ideas, and social roles, by encouraging and supporting members. | 5 | 4 | 3 | 2 | 1 | 6. Influence group members to change their attitudes and behavior. | 5 | 4 | 3 | 2 | 1 | 7. Use and interpret nonverbal communication effectively. | 5 | 4 | 3 | 2 | 1 | 8. Develop clear group goals. | 5 | 4 | 3 | 2 | 1 | 9. Listen appropriately and effectively...
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...I’ve learned a great deal from others of what not to do and I make it a point to share my values at that time of employment with everyone. There are several keys I have taken notice that will work in any career of choice. I will learn to incorporate the following 3 skills proficiently and execute them to challenge myself and others for better communication within the organization for the company that I would be employed with. i. Authentic Leadership- “Be yourself.” Self aware is important with any career of choice. Do not be afraid to say what you think. ii. Intellectual Stimulation- challenge organizational norms and status quo, encourage employees to think creatively and work harder. iii. Inspirational motivation- comes up with a vision that is inspiring to others. Authentic Leadership is that you have to be who you are and be able to say what is on your mind. I have found that by not being able to say what it is that you think it causes confusion of another person knowing exactly what is going on without specific clarification. Changes are coming and going everyday in the work industry and if you are not part of the equations of what will take place you will be lost as the change occurs. In this role of leadership understanding, empathy and respect all play a role in achieving success through your employees. All future leaders should have already experienced and gained these skills to have a smooth running facility with its employees. Intellectual Stimulation proves...
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...on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade...
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...[pic] Managing Strategically Case No.47: “The Apollo Group” TABLE OF CONTENTS Sections 2 Section a 2 1 Introduction 2 2 Core Competencies 3 2.1 Developing core competencies 4 2.2 Uses of core competencies 4 3 Core Competencies of the Apollo Group Inc 4 3.1 Skilled Workforce 4 3.2 Good Market Share 4 4 Key Success Factors 4 4.1 Product 4 4.2 Customer service 4 5 Strategy Implementation 4 6 Conclusion 4 7 references 4 8 Table Of Figures 4 Sections This report is divided into three sections Section A – Introduction, core competencies Section B – Key Success Factors and alternative strategies Section C – Strategy implementation and conclusion Section a Introduction According to Apollo Group Inc, Corporate Information, “Apollo Group, Inc. was founded in 1973 in response to a gradual shift in higher education demographics from a student population dominated by youth to one in which approximately half the students are adults and over 80 percent of whom work full-time. Apollo's founder, John Sperling, believed and events proved him right that lifelong employment with a single employer would be replaced by lifelong learning and employment with a variety of employers. Lifelong learning requires an institution dedicated solely to the education of working adults. Today, Apollo Group, Inc. through its subsidiaries, the University of Phoenix (including University of Phoenix Online), the Institute...
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...March 15th, 2018, Competency 1.2: Today was the first day where I was assigned to follow and assist a care-aide on her daily rounds with my dyad partner. The care-aide had nine patients under her care, so the speed of each assessment had to go much quicker than I was used to. Rather than perform a more thorough head to toe assessment, I focused in on my main priorities for the day, which was performing tissue integrity assessments and helping wash the residents. While the care-aide would help get the residents ready for breakfast, and after I had done a general survey and asked if they were in any pain, I would look closely at their skin and check to see if it was intact or not, dry or moist, or if there was any redness, bruising, ulcers, or...
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...Nokia can achieve more effective resource allocation: with less investment to obtain higher efficiency, just as mentioned in the HBR case. Foxconn has a series of advantages Nokia can make use of to achieve higher quality and faster speed to market. Focus on Core Competencies: By outsourcing to Foxconn, Nokia will have more resource to target on core competencies. For the cons, JRD might jeopardize Nokia in the following aspects: Overlooked Costs: The reduced cost from labor wage saving is somewhat overemphasized while other tangible or intangible costs are overlooked. For instance, the training for engineers in Foxconn. The process will take time and man power, and the high turnover could make the cost much higher. Other costs include quality inspection, supplier management, custom compliance and so on. Failure to consider these costs can be hazardous, as in Boeing’s case for 787 Dreamliner. Off-shore Supplier Management: proper amount of internal resource should be allocated for off-shore supplier management. Poor communication and lack of proper governance can lead to outsourcing obstacles, which appeared in Nokia’s path in outsourcing to Foxconn. Though efforts have been made to deal with the communication inefficiency and the outcome is satisfactory, to...
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...Q1. What are the different approaches to Globalization? Comment on relevance of Swadeshi movement in today’s Globalized environment. Ans. Globalization has become a ‘magic’ word used to express a change in all areas of life from economy to politics or from social politics to culture. Globalization is the growing role of external factors (economic, social and cultural) in the reproduction of all member of a country to form of a single world market(s) without barriers. 'A global shift'; that is, a world being molded, by economic and technological forces, into a shared economic and political arena. Major phase in international relations, which has been established several decades ago, but its formation was not completed by the beginning of the third millennium. However, the public attention it attracted only in 1990. Approaches towards Globalization The Indian companies are adopting the following approaches to globalization- The First Approach is the Reliance approach. Here the Indian company attains global parameters of production but its market focus is mainly domestic. E.g. Bajaj Auto, Hero Cycles, Maruti Udoy, BHEL, Mahindra & Mahindra. The Second Approach is the Sundaram Fasteners route where an Indian Company emerges as a global sub-contractor. The Chennai based Sundaram Fasteners is now a major supplier of radiator to GM. The Third Approach is the one personified by the Tata Tetley deal itself. Taking over foreign companies or investing in the foreign ventures....
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...Table of Contents Executive Summary 3 Introduction 3 Benefits of Hamel & Prahalad’s concept of Core Competence 4 Disadvantages of core competency 6 The concept of Icarus Paradox and its comparison with core competencies 7 Conclusions 8 References 9 Executive Summary This report takes an account of Core competencies that were introduced by C. K. Prahalad and Gary Hamel in 1990. Evaluating this business concept, its advantages and disadvantages are examined. The report also examines another concept of Icarus Paradox identifying reasons for failures of highly successful businesses. The disadvantages of core competencies and Icarus Paradox business concept have similarities. Introduction Several companies are still struggling to identify the most highly effective approach to compete in global competition. Back in the 1980s, top executives were expected to rebuild and de-layer the organization as a capability to successfully survive in the organization (Harvard Business Review 1990, p. 1). 1990s was the era where these executives were expected to demonstrate their capability of recognizing, harvesting and exploring those competencies that can result in business growth and sustainability. This clearly means that these executives should be capable of rethinking and reconceptualising the organization, altogether. However within a period of last 10 years, there are few examples of companies such as GTE that have successfully positioned themselves...
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...STAFF COMPETENCY FRAMEWORK July 2006 The Charles Darwin University Staff Competency Framework This booklet contains the Staff Competency Framework for Charles Darwin University. The Competency Framework outlines the range of knowledge, skills and attributes required of employees of the University for proficient workplace performance. Application of the framework occurs in the context of an individual’s role, and the recognition that different competencies, and different levels of competency, are necessary to perform a given set of activities. DEFINITION Competency is defined as the ability to perform tasks and duties to the standard expected in employment. A competency standard is an industry-determined specification of performance which sets out the skills, knowledge and attitudes required to operate effectively in employment. Standards are made up of units of competency, which are themselves made up of elements of competency, together with performance criteria, a range of variables, and an evidence guide1. A competency framework describes a set of competency standards for employees and makes the expected knowledge and capabilities of employees explicit for those within and outside of the University. This set of standards has been determined by the University through a process of consultation and benchmarking. Competency frameworks are used by organisations to: • • • • • • Focus workplace performance on the organisation’s vision and values Align workplace behaviours...
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...water treatment and waste management, to finance the new ventures. However due to recession and economic downturn by mid 90’s CGE started to feel the pressure and hence came a new CEO Jean-Marie Messier. Messier redefined CGE’s vision to return to its core competencies and these were utilities (water, waste, energy and transport) and communication (telecommunications and multimedia) and Constructions and property while more emphasis on former two. Messier started to consolidate CGE’s 2714 subsidiaries into centralized controlled line of businesses. The important and critical to CGE’s corporate vision was to expand his horizontal boundaries into different businesses like Telecommunications and then vertically integrate with other companies in that business to become a major player. Messier established a corporates office and policies for capital allocation along with resource management and incentive system. In 1998 Messier changed the CGE’s name to Vivendi and reviewed the Vivendi’s corporate vision to become a major player in communications and media business through their integration with Havas and Canal plus. As per their vision Vivendi acquired Seagram in 2000 and become a global player in media and communications industry, along with the acquisition of U.S filter corp. to strengthen their...
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...Business-Level and Corporate-Level Strategies Christie Jones Christopher Zapalski Business Admin. Capstone 5-15-15 I am going to be discussing about corporate and business level strategies for C Company. The paper will also talk about valuing the organization, long-term success, differences in fast and slow cycle. C company was an organization in which they gather, valid, electronic data, automat collections, and retrieval system. The company develop and design, personal computer, electronics and software. They have had success and continue to do so. The business strategy for the company is cost leadership. They want to have success and ensure the competitiveness. C company has a competitive edge with products and prices. They also care about the business – level strategy by success, cost efficiency, and sustainability make this company part of who they are. Differentiation is another business-level strategy. They try and provide different characterizations and features for their products. They would make it low cost while still having high quality products. This all can be done with teho features, image, products reviews and features of the products etc, Theses business-level strategies would help have service, quality of control with production, cost of sales, develop and research, and a place where they could advance the arts that go into the products if you know what I mean. You need business level as well as corporate-level strategy for...
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...Exam in Corporate Strategy and Organization Design, Exam number: 300872 Question 1 During Roger Paffard’s time as chief executive, Thorntons’ vertical scope on the entire organization was in general to improve efficiency and to cut down costs. These two focus areas was mainly to be promoted through a structural change of the board of directors, a caretaking process with regards to franchised shops and outlets due to the believe that it was essential to maintain an experience of fresh products, and this was best achieved if Thornton chose and controlled their franchisers with care. Moreover the delivery fleet served the company’s outlets through a 48 hour order delivery cycle. Thornton had taken into review whether it was better to outsource physical distribution but due to considerations that included the fragility of some of the product ranges, difficulties of access to city centers and night delivery and shop security the physical distribution network was kept retained. The general network expansion of outlets through closure of 126 shops and opening of 216 which took the total number of shops from 269 to 359 helped this decision, because this was also a factor to reduced distribution costs. According to the statistics Roger Paffard succeeded in this, during his time as chief executive the number of own shops has increased and the number of franchisees has declined in addition both the profit after tax and the operating profit has been increased in his time as chief executive ...
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...Answer 1. Companies outsource production of their products for the following reasons: Lack of technical expertise, or expert labor in certain operations; reduce manufacturing costs due to the availability of cheap labor; make less investments in expensive equipment, staff and IT systems; optimize resource utilization and free up management time from outsourced routine supporting activities to focus on its core competencies; and when domestic manufacturing capacity is reached. Outsourcing is a good strategy for the following situations: Tasks that require specific manufacturing equipment and technical expertise can be outsourced to vendors who specialize in these fields to produce goods faster and of better quality. Outsourcing the supporting processes enables the firm to concentrate on its core business processes. Outsourcing also helps in risk sharing since the outsourced vendor is a specialist who can mitigate risks better. Outsourcing also helps a firm to decrease its operating risk by not completely relying on domestic suppliers; and reduces lead times in case of domestic supply shortage. Sometimes government in the foreign country provides incentives for foreign investment. Companies can sometimes access restricted market to sell their goods only if they purchase certain goods or services from the foreign country. Outsourcing helps a firm to increase its ability to operate 24 hours per day. A firm that sources from abroad may be able to exploit local competitive advantages...
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