Labor Management Principles in the Communication Discipline: Developing a Communication Plan Based on an Organization Analysis

Transcription

1 Governors State University OPUS Open Portal to University Sholarship All Capstone Projets Student Capstone Projets Summer 2017 Labor Management Priniples in the Communiation Disipline: Developing a Communiation Plan Based on an Organization Analysis Mihelle J. Williams Governors State University Follow this and additional works at: Part of the Business and Corporate Communiations Commons Reommended Citation Williams, Mihelle J., "Labor Management Priniples in the Communiation Disipline: Developing a Communiation Plan Based on an Organization Analysis" (2017). All Capstone Projets For more information about the aademi degree, extended learning, and ertifiate programs of Governors State University, go to Visit the Governors State Communiation and Training Department This Projet Summary is brought to you for free and open aess by the Student Capstone Projets at OPUS Open Portal to University Sholarship. It has been aepted for inlusion in All Capstone Projets by an authorized administrator of OPUS Open Portal to University Sholarship. For more information, please ontat opus@govst.edu.

2 Running head: LABOR MANAGEMENT: A COMMUNICATION PLAN WORKSHOP: LABOR MANAGEMENT PRINCIPLES IN THE COMMUNICATION DISCIPLINE: DEVELOPING A COMMUNICATION PLAN BASED ON AN ORGANIZATION ANALYSIS By Mihelle J. Williams B.A., DePaul University, 2013 APPLIED PROJECT Submitted in partial fulfillment of the requirements For the Degree of Master of Arts With a Major in Communiation and Training Governors State University University Park, IL

3 LABOR MANAGEMENT: A COMMUNICATION PLAN 2 Introdution The purpose of this researh and workshop is to identify how the ommuniation siene disipline affets speifi areas of the organization ranks and provide options to onsider when measuring strutural growth. The benefit of this analysis demonstrates how the rudimentary funtion of a ore mission is able to work together and be ompartmentalized for measurement but also explains how the implementation of ommuniations theory and methods are able to assist in workplae diagnostis, training and development for an organization's ommuniation plan. The importane of this workshop and literary analysis is to assist stakeholders and managers that maintain ommuniation between organizational expetation, systems analysis and the unique omprehension of soial behavior, attitude and effiay. The analysis and workshop demonstrates how ommuniation variables interat together. When organization stakeholders make deisions about workplae expetation without the onsideration of soial behavior or the inlusion of the employee experiene, operations and morale an be negatively impated (Kerfoot, 2008). As a result, work stoppage, ostly legal bills from olletive bargaining groups, poliy violations, labor union organizing and lak of onfidene an take plae to over throw or frustrate the management proess for a politial hange of organizational power. Labor union formation typially ours when employees express that their voie is unheard from lak of ommuniation in the within the organization, their experiene is not onsidered and appropriate ommuniation not present. Unions provide a way for workers to have a voie outside of the workplae and identify as industry professionals (Simsek &Seashore, pg. 95). When organization systems are not explored or onsidered for solutions of how to ohesively ommuniate, a break down in produt, servie and proess an our.

4 LABOR MANAGEMENT: A COMMUNICATION PLAN 3 Framework of Researh, Instrutional Design and Workshop This researh analysis will explore literary sholarship and examples of how management ommuniates within itself on a oneptual, strategi and operational system followed by how management ommuniates with labor in a top-down and bottom up management logi. Following the literary sholarship is the analysis of Instrutional design that provides and explanation of workshop topi, target audiene, learning outomes and key topi areas of ontent. Management Communiating with Itself The three levels of management, Coneptual, Strategi and Operational are representations of organization identity and haraterization. This exeutive, middle and operational level management system provides the struture of how the organization funtions and why. Without guiding priniples to govern the struture of an organization, the translation of idea into implementation beomes short-lived and futile. Coneptual or exeutive level management fouses on "monitoring the entire organizational environment, identifying internal and external fators that impat their operation" (Albarran, 2016, p.16). Exeutive Level Management The role of exeutive level management deals with the development of ethial norms within an organization, ore values and priniples of why a business is formed and what the overall goal of produt and servie will be to onsumers. Generally, business formation is led by a person or group of individuals that make the deision to use a skill or expertise to retify a onsumer problem. Although there has been researh to suggest that the identity of an organization an be misonstrued with the personal identity of an individual that seeks selfgratifiation from the mission and interest of the institution (Amemi & Craig, 201 O; Asforth &

5 LABOR MANAGEMENT: A COMMUNICATION PLAN 4 Mael, 1989; Czamiawska-Joerges, 2004; Dukerih, Golden, & Shortell, 2002; Galvin, Lange and Ashforth, 2015; Robertson & Arahhige, 2015), organizational identity employs a onstrutivist perspetive based on olletive goals and identity onditions that reflet a model driven system (Robertson & Arahhige, 2015; Van Tonder, 2006). Defining an organization's identity is a omplex task that requires analysis of multi-level struture, mission, goals, ompetitor analysis and market plae benefits. Disseting harateristis of an organization requires identifiation of key omponents that formulate proess and protool. Universal priniples that define how and why a goal is met beome transformative measures that onstrut ageny and employability for olletive goal attainment and reognition (Sagnak, 2010). After defining foundational prinipals of task aomplishment, an identifiation of ethis and values develop the standard of behavior for the agents and partiipants that espouse the organization (Sagnak, 2010). Figure 1 by Robertson and Arahhige titled, Identity of an Organization-Key Components and Interrelationships (pg. 21) provides a guideline for analysis of organizational ageny, institution and strutural funtion (Robertson & Arahhige, 2015). This roadmap serves as a mediating view of multiple variables that ompose an organization and synthesizes the struture, funtion and ageny within ontext to the ethis, values and ore beliefs that make up the dynami system. Identifying variable omponents of the organization allows for an analysis of how the organization onduts its operations. Without the ore setion that defines the values and beliefs of the organization, the other stages of management would not have foundational grounding to be able to work from. Values, beliefs and ontinuity take on a unified framework when ommuniation and ontext are blended together to meet performane objetives. In addition, the fous of an organization's struture without regard to the ideas, belief, personal values and experienes of

6 LABOR MANAGEMENT; A COMMUNICATION PLAN 5 the employees an lead to performane hindrane and development gaps that relate to the progress of the holisti system (Oppong, 2014). Figure 1 Context Soial Interation/Narratives Pereption Mediators Role Development Stage Time Core Values, Beliefs, Attributes Openness to Change Status Subjetive and Objetive Elements, Sameness, lndividuali~', Continuity, and Persistene (Robertson and Arahhige, 2015)

7 LABOR MANAGEMENT: A COMMUNICATION PLAN 6 Strategi Level Management The Strategi or middle-level management fouses on the inventory of skill that is needed to meet the goals and objetives as set by exeutive level management. The struture of how the mission will be aomplished is developed in order to manage produtivity. Figure l depits this as the Mediator Stage and in kind, demonstrates the role of defining expetation and proessing the understanding of development between the Core Stage (whih is the Exeutive level management) and the Contextual Stage (whih is the Operational level of management). Without ommuniation of the strategi level of management between the exeutive level and operational level of management, arrying out the job to aomplish the mission may be diffiult. The strategi level provides methods and systems to aomplish what needs to be done based on identified resoures. The role of this level of management is to find ways to aomplish the job and work within the mission of the organization. The primary goal of a mission reates boundaries and limits that ompose a speifi fous for direted ation. Henningsen, Valde, Russell and Russell define primary goals as "the motivation for the interation... that defines the nature of initiation and termination" (p. 186). Without an understanding of identity, ideas formulate into a entralized vision to deliver speifi produts or servies to onsumers, the planning of a primary mission beomes foundational for the building bloks of organizational purpose. The onstrution of plans fous around the ahievement of speifi goals however, a primary goal is entral to formulating metris for diretion and expetation. Leaders that work within an organization's mission are able to establish seondary goals to aomplish tasks that embody a entralized purpose (Gan, 2014) therefore; message appropriation is able to be diserned by the guiding priniples of the known establishment. With

8 LABOR MANAGEMENT: A COMMUNICATION PLAN 7 a entral purpose for ation and development, the benefit of mission development opens the pool of partiipants to ontribute to the proess of goal attainment by using a foal expetation and opens the door for aeptane of ideas for "involvement", "ommitment" and "strategi proess" (Davies, 2006). Although mission reation does not determine behavior in speifi job roles, it allows a measure of ethial ondut, attitude and judgement for transformational leadership and workplae priniples (Sagnak, 2010). Additionally, it allows for appropriate planning of task behavior in order to develop system methods, organizational identity, workplae agent stimulus and appropriate preditors for ontinued planning and job talent plaement (Henningsen, Valde, Russell & Russell, 2011 ). Figure 2 by Cardullo and Sage (pg. 303) titled, Knowledge and information arhiteture model for a new global reserve urreny management system demonstrates the omplex nature of relationship, ideas and the proess for flow of information is a valued foundation that middle level management forms work proess and organizational systems around. In organizations where multiple stake holders ollaborate to form a single diretion of workplae systems for servie or produt output, the inlusion and representation of eah area forms a dynami rubri to build the mission, goals and objetives around. Researh has shown that employees that have a sense of value to their output are generally dediated to the proess and manner that it was ahieved, rather than simply reahing a single produt (Corgnet, et al., 2015), therefore an appropriate ommuniation and systems struture developed by middle level management allows workplae flow. With eah area arefully analyzed to be fatored in to the equation of organization value and diretion, eah area of the organization is able to arefully build their

9 LABOR MANAGEMENT: A COMMUNICATION PLAN 8 proesses and performane measurable around it. Creating a mission allows workers a pathway to meet the organizations goals with onfidene (Wu and Ku, 2013). Figure 2 also demonstrates a middle level management design that defines a hierarhial system with a multi-tier flow of ommunitive relations. This ommuniation design inludes a mission stage, servie stage, arhitetural stage and implementation stage. Eah stage of development has a flow of variable segments to onsider before advaning to the next. The areful planning allows the value of eah systemi role to be defined and shows how eah segment works together and is interdependent with eah stage and funtion within the weighted measurement onstrut. The hierarhial system shown in Figure 2 provides the organization a system to aomplish the mission given by exeutive level management by a development system is used to ommuniate ationable measures to allow implementation of servie and produt delivery to begin. It demonstrates how proess implementation begins with a oneptual phase that defines operational onepts to do the job while analyzing the appropriate environment for sales and servie and gaining input from stakeholders. The servie phase of mission development defines tasks and servies to move from an operation onept to a defined operational model. The arhitetural stage fators in logial and physial desriptions based on the model of rules and ase examples to determine the value of how job desriptions should be developed based on the arhiteture of the synthesized system. The model that Figure 2 depits represents an organization flow that allows ommuniation within eah phase of the workplae system. The four-stage level organizational system allows eah fixed variable to 'Qe proessed into development phases of analysis and ahievement to advane to the next step within the hierarhy of systems proess prior to implementation. In order to ahieve the mission of the organization as

10 LABOR MANAGEMENT: A COMMUNICATION PLAN 9 set by exeutive level management the middle-level management yles eah proess through the system to ensure that it addresses the mission, ompletes a quality test in the servie stage, is effetively onstruted in the arhitetural stage and finally able to reah implementation. Figure 2 IMJ>LlMf MA 11or~ s AGl 1Mf1 IM" f\111" I (Henningsen, Valde, Russell & Russell, 2011)

11 LABOR MANAGEMENT: A COMMUNICATION PLAN 10 Operation Level Management In operational level of management, meeting the expetation through an organizational system is set forth by a set of seondary goals that help to larify the expetation of the agents involved in the workplae ontext. Job desriptions serve to navigate "relational, situational and other onerns relative to the ontext of the institution" (Dillard, 2004, p. 189) The development of seondary goals that support the work plae mission or primary goal allows for distintion of speifi expetation of method delivery to aomplish workplae tasks. (Henningsen, et al. 2011, p. 182) further explains the five aspets of seondary goals are a) identity "reflets a onern for the influene agent's sense of self', b) onversation management "based on the rules of onversation management and soial appropriateness", ) relational resoure "related to the pereived osts to the relationship that ould result from making a request", d) personal resoure "aknowledging the pereived osts to the requester from making a request" and affet management "the nervousness and anxiety of the requester". Eah one of these areas desribes a role or effet from a person within a role that weighs heavily on the ommuniation and the manner in whih the job is performed. When workers have lear job roles and funtions it provides a onfidene to perform their assignment (Larson, 2012 ), supervisor-subordinate fidelity is developed when expetations are defined and workplae pratie for duties and funtion are set (Brunetto, Farr Wharton & Shaklok, 2011) This model demonstrates how the example organization used ommuniation methods of defining workplae expetation aross three different proess stages: planning proess, strategi planning proess and organizational planning proess. Under the planning proess stage the levels of management that partiipates in developing the job funtions are the strategi, long-term, tatial and operational management staff. Based on the prior analysis of management levels, the strategi, tatial and operational management are the three

12 LABOR MANAGEMENT: A COMMUNICATION PLAN 11 main areas that define the onept of what needs to be aomplished, the strategy for how it will be implemented and the management of the human apital within eah funtion to ensure the onept and strategy are being ahieved. Although workplae proess depends on an implementation of olletive systems, there is a distint separation of soial interation from funtional interation. Communiation Siene in sholarship in the Struturation Theory has given examples of how they work together by definition. Rules and resoures are defined as "the tehniques or generalizable proedures that agents apply in their enatment of soial struture" (Giddens, 1984; Larsson, 2012) Struture is" a olletive memory of established ways of doing things, as reprodued soial praties and as memory traes orienting the ondut of knowledgeable human agents; Routine is "the habitual taken-for granted harater of the vast bulk of the ativities that... are integral to the ontinuity of the personality of the agent (Giddens, 1984; Larsson, 2012). Although it is diffiult to measure struture separate from organizational ageny, when looked at separately and measured independently to the primary mission, it is possible to find out how eah role independently affets eah area as a whole. Considering that the foundation of an organization is the mission that asribes values, purpose, goals and preise definition of business, this entralized theme is the main fator of operational existene. "Ators produe the onditions that make their ativities possible" (Larson, 2012). Figure 3, by Anderson and Dekker (2009, pg. 203), entitled Strategi ost management in supply hains, demonstrates that although there are other internal fators to onsider suh as behavior, ageny, struture and intention that are important to onsider when analyzing produtivity and measured performane. One thing that is lear about this model is

13 LABOR MANAGEMENT: A COMMUNICATION PLAN 12 that it is mission driven and puts the bottom line of the outome of every fator engaged as top priority beause it is ultimately what measures the growth. The purpose of Figure 3 is to demonstrate that although there is a vertial pipeline of influene among key indiators that affet the organization's outomes, eah area is influential in a lokwise motion. For instane, struture and environment are the foundation of organizational outomes and the same outome is as a result of personal harateristis and ageny. It also shows the inlusion and interation of variable fators that drive and affet outome performane. It shows that although outomes are of top priority, behavior and intention are mainly influential in the measured outome. It also explains that ageny and miro environment are equal indiators that influene intention but an individual's personal harateristis typify ageny and struture lends itself to a miro-environment. "Rules are the expliit or impliit formulas for ation, whereas resoures are defined as what agents bring into an ation" (Larson, 2012, p. 260). Figure 3 demonstrates workplae funtion and operations for ommuniation within the Strategi Cost Management workflow. It shows the various layers of workplae operations that are neessary to performane detail and ommuniation methodology for workplae funtion. The Strategi Cost Management model shows ommuniation flow from left to right and top to bottom whih allows funtion to move through a hronologial order and a tier-level proess. Similar to the publi shool eduation model and ommuniation proess for performane expetations, there are various fators that ontribute to funtion and flow.

14 LABOR MANAGEMENT: A COMMUNICATION PLAN 13 Figure 3 Stratei:f Cost Manapmtnt in Supply Chains Marktr D1ll1 C01Rpt1izDM Ana.f)t.1ir I ~&Sapp/in: Joim Str12gj Dn'flopmm1 anti S/rw:IJITa! Our.M4a~._. '\ \.., '.. ' 1.. ' B"Jlff & S11Ppliw: F.:utJSltioml Cos MtvHFfMlll Identify C w.1.otm ~uinl1nents ' y"' Spedf) the \'alue PropMitio. jmm pmdul desip.. joint pnass dmip - risk he.llidb - v.:.hle a sta.bhal de:rs --...,,,-- MseSK Firm Capabilities aui ~ Si*ity Oraa.DhattouJ Desaan - 11Cille of opemsim - mum:r. ~firm boand.1.rim - pldnff sel:1ion - desisn ofbayerimppla nla:dombi;p Atudy~i ofsmtelttahiut) of the Supply Cbafa Ne hayeir ad impplien l'elemid8 fair m~ \'i'1hle an thsr am'lllill:ra2iam m mnp:zred ll'i1h altmwive ~ses in oaihlm Ille)' a:rald putii pat I.I k au:h ~in the wlue dw.n oraribumms \'11.lae in propa:tim td it.~ o:m? C.mild db.ur,p in llh wj1dc pmpositian or the rdllliamhijp dmjp p:r.da«~!del wlue lltrile ~ 1111 ~ mn1y' Sat.rlilll4Ns Bmplo~ Svpptitn. Pm11len & Strrift Prattidn Cb stamen Sh.12holdss & Debt holders O.tmmunily Gavt111~s k eptams bodies Nan~eml Ol18a.nir..a!ti0l'B (Nf'iO:s) J--J\ '4----{ HrArl' Q..J.u Produrt ~ Pmtes ~nmt Jnbaum lgi!std Jn~ aperaiom ombmnd loplim Siles, Mnding & Dislribultinn After.. sije1 se:rvi::e 'Arodo:1 tm-hldt imd dbpasl mreme BUJW'& &rppli : EJitt:Utlonal 0>.sr M l11jllg61jielll FiJWldal and Nonflnaaial Perfo~ Meuurdle nt.. Att the lewl ard \luili!y of osl'i ~e CDmpzred lil-iiii amp.sitil.-e beulbm.uh1 'Perfonmne Monitoria,a.. Feedbak and lmprowment II atst pdomuina: improvina u amparai v.isb ~ ~ an~ ud in onjma:im a'ith Gedmology in\'stmen? (Anderson & Dekker, 2009)

15 LABOR MANAGEMENT: A COMMUNICATION PLAN 14 Management Communiating with Labor The ommuniation between labor and management is a system that requires understanding of workplae roles and worker experiene. Krone, Kramer and Sias argue that maintaining an open line of ommuniation that enourages an exhange of ideas, dialog and feedbak raises performane standards of required delivery goals and employee expetations (Krone et al., 2010). This setion will provide an analysis of ommuniation strategies that are used in top-down and bottom-up management styles within organizations. Top-down Management An environment that disseminates goals, roles and expetations to employees as the main ommuniation point for ompany diretion is autorati in nature. German soiologist, Max Weber desribed this management authority to be foused on strit disipline, poliies and proedures, lear job desriptions and strit division between labor and management (Albarran, 2016). Miro-politis is a term that desribes the use of power in supervisor-subordinate relationships that is defined as "the use of formal and informal power by individuals and groups to ahieve their goals in the organization (Olsen & Chrispeels, 2009, pg. 402). As a result, this politial, soial apital is developed in a way that "onsists of speifi elements of soial strutures that enable its employees to at in produtive ways" (Olsen & Chrispeels, 2009, pg. 403 ). Olsen and Chrispeels further explain that soial apital is formed through workplae agents to develop a) trust, b) aess to information hannels that provide opportunities for learning and ation [training and development] and ) norms and santions within a ommunity that promotes ommon good [of the organization] over self-interest (2009). Although there are politis within the supervisor-subordinate ommuniation the primary goal of the mission sets ethial norms and

16 LABOR MANAGEMENT: A COMMUNICATION PLAN 15 the measurable objetives for job funtion. This autorati tone is to diret the ethial behavior of the organization to stay in line with the overall mission and ahievement measures. When managers ommuniate a lear diretion for employees to explore perspetives within the diretive expetation, the manager is able to solidify employees that follow based on the need of the diretive rather than the authority of the assignment (Krone, Kramer & Sias, 2010). Providing leadership to raise performane is an important fator when managing staff expetations. Although employees may have signifiant knowledge and expertise in the area of profession, it is important that the workplae expetation stay linear to the ompany's primary mission, goals and objetives. Managers that failitate diretives are dependent on the understanding and expetation of the regular staff to onstantly develop effiient proess. This allows the adaptation of the needs of the job to meet goals while maintaining the workplae priniples and ethis of the organization. Figure 4, titled, Integrated model of human ations and onditions (Oppong, 2014, pg. 118) depits an organization ommuniation system that puts the outomes at the top of a vertial system to explain how the result of what is done affets the onsumers within the servie reah. In onsideration of the mission, goals and values, the basi priniples of struture are the main fous and the ageny is seondary. Although ageny is a lear fator, the outome that reahes the onsumer is the atalyst that measures the systemi design for hange. "While human agents always at within a struture that simultaneously onstrain and enable their ativity, the struture itself is dependent on the human ativity that governs it" (Larson, 2012, pg. 256). This model puts the outomes at the top of a vertial system to explain how the result of what is done affets the onsumers within the servie reah. In onsideration of the mission, goals and values, the basi priniples of struture are the main fous and the ageny is seondary.

17 LABOR MANAGEMENT: A COMMUNICATION PLAN 16 Although ageny is a lear fator, the outome that reahes the onsumer is the atalyst that measures the systemi design for hange. Figure 4 (Oppong, 2014)

18 LABOR MANAGEMENT: A COMMUNICATION PLAN 17 Bottom-Up Management Maintaining a proess in a soial struture to implement workplae systems is a vital omponent to supporting onfidene and employee support (Seibold, Meyers & Shoham, 2010). Bottom-up management priniples are reognized in transformational leadership beause it demonstrates the "buy-in" fator of employees to reate ahievable results for evaluation. For example, in organizations that have a labor union, employees use their olletive power to bargain workplae poliies and working onditions in to a ontrat with the employer. One an agreement is made, the employees have the right to ommuniate a disagreement of how a workplae poliy may have been inorretly implemented through a grievane proedure. The grievane proedure is legally and ontratually enfored to address onerns regarding the aggrieved instane as a result of bottom-up olletive power. Reognizing an employee soial system allows the manager to work within the ranks to ahieve understanding and results. When the manager is aware and an ommuniate diretives, goals and expetations within the soial system, it may ause openness about pratial appliation of the diretive. Motivating employees to aept the diretive of aomplishing the requirements of the workplae systems requires soial support. Maintaining key elements suh as appropriate time for implementation, management support to meet the expetation and appliable training are motivating fators of influening employees to aept new ideas and required measures (Tabata & Johnsrud, 2008). With hanging variables of workplae needs, the need for reativity and hange in organizational struture is a ommon reality among ageny and its agents. Reognizing the soial ranks within workplae systems and implementation allow the managers to understand any resistane levels that ould our while allowing soial system guide implementation praties based on the diretive expetation (Barge, 2004).

19 LABOR MANAGEMENT: A COMMUNICATION PLAN 18 Figure 5 by Olsen and Chrispeels, entitled A yle of aountability resulting in strutural shool hange is a depition of the ommuniation level between the national, state, distrit and shool level of management. Although the ommuniation is top-down at the national level, the ommuniation lines open up between the management and performane related tiers as the flow moves downward to the loal level. Figure 5 also demonstrates how the performane and leadership struture is established in order to meet national standards. Although eah distrit has different variable that affets the eduation delivery, the national and state standards are the same. When job roles are ommuniated and workplae funtion is operational through a ommuniative soial system, trust is built between management through autonomy and trust (Brunetto, Farr-Wharton and Shaklok, 2011; Wayne, Shore & Linden, 1997; Yrie, Hartman, & Galle, 2003). The ommuniation model in figure 5 explains the multi-layered ommuniation and performane design strutured within eduation between the national, state distrit and shool agents. Although the oneptual level of management is the national entity; the state is also able to operate on a oneptual and tatial framework. Eah level below the national tier has a performane indiator that establishes how the proess is measured quantitatively to meet identified measurables set by the national entity. The state develops a oneptual framework through the development of eduation poliy for what is aeptable for shool distrit operators and teahers to meet the national performane objetives. Items suh as teaher performane evaluations, redution in fore protool, shool board protool, urriular standards and state delared measures for publi eduation are main items that are defined by the state in a oneptual phase to meet the performane requirement that is set by the national department. Although the state arries the burden of making deisions of how the poliy is developed to meet

20 LABOR MANAGEMENT: A COMMUNICATION PLAN 19 the national goals, professional eduation organizations suh as National Eduation Assoiation and Amerian Federation of Teahers maintain a national politial influene of defining performane standards that are in the interest and benefit to the teaher and eduation staff that do the job in the lass rooms daily. The distrit level serves in the oneptual and operational level of management beause the distrit formulates an eduational identity based on the eduation population that is being served in the loal ommunity. Eah loal ommunity has its own set of hallenges and harateristis that influene the delivery method to meet the eduation needs as defined by the state and national eduation departments. Figure 5 No Chiild Left Dbisxl (NCl.B) Xbl DChi~l DOC-tllbilily a~ f" or mta1.l<sa n::ooi vi.as Jxll:l'lll f"ands SlAb: -..:!apes u~ si:andmda. Debi pdonmana: babmaat.. rnoniwn i~ lia1i: <11r.:II abddla And dbatrita... pn:wida bit.:rw:ntiun.:a ro. undomaf"onnin illoob n Distrit bold& iddividdai m;booh.oc'-~ f"a:r IDl:>Cting a..b:l s&mjdllftb... provide... llad fa:r UnJ...awhy Pann:nhlp -CoBCnx:kd by distrit Du provide l:adnhip tnail'lih8 r... at.dal tu::na and aadains ~b hange prou Sbuol l'rafs::dmal l.:.aft'ltns CCJC'IURUtdly Con1eat Ch..Dg in CunK.-ulAr T Uno:./\. lldcjnnt (Olsen & Chrispeels, 2009)

21 LABOR MANAGEMENT: A COMMUNICATION PLAN 20 Analysis of Instrutional Design This workshop builds upon the ommuniation disipline to assist ompany owners, stakeholders, organizational managers, administrators and operation supervisors that make deisions for implementation and deals with appropriate ommuniation between struture, funtion and ageny. Partiipants in this two session workshop will experiene a hybrid approah to learning through the first lass session that will be delivered online and ulminate to a lassroom experiene. The students will put together an organization rubri that identifies eah line item of ontributing fator to the organization and finally end with a ommuniation plan for their organization that demonstrates how eah identified area ommuniates together using ommuniation theory for dissemination to employee ranks and organization evaluation. Partiipants will omplete a total of three surveys: A formative sale survey that demonstrates the basi knowledge of ommuniation siene and organizational management methods, a rank order survey for lass instrutional need for instrution and an evaluation survey that measures the learning gap of student knowledge from workshop partiipation. The rank ordered needs assessment that will provide an analysis of the omfort level of eah workshop topi. One a total of all workshop topis have been ompletely ranked, an understanding of what areas of ommuniation theory are needed based on total partiipant omfort level will be taught. This method of delivery was onsidered beause eah partiipant will represent their organizations management needs and develop a rubri in the first lass session that reflets that. The rank order analysis will allow the instrution to appropriately prepare based on the need for the development of an appropriate ommuniation plan for the training partiipants.

22 LABOR MANAGEMENT: A COMMUNICATION PLAN 21 Bibliography Barge, Kevin J. (2004). Reflexivity and managerial pratie. Routledge Publiations, 71, l, Berger, C. R. (2010). Message prodution proesses. Sage Publiations, Brunetto, Y., Farr-Wharton, R., & Shaklok, K. (2011 ). Supervisor-subordinate ommuniation relationships, role ambiguity, autonomy and affetive ommitment for nurses. Contemporary Nurse: A Journal For The Australian Nursing Profession, 39, 2, Corgnet, B., Heman-Gonzalez, R., & Marter, M. W. (2015). The role of the deision-making regime on ooperation in a workgroup soial dilemma: an examination of yber loafing games. 6(4), Davies, B. (2006). Proesses not plans are the key to strategi development. Management in Eduation, 20(2), Dillard, J. P., Segrin, C., & Harden, J. M. ( 1989). Primary and seondary goals in the prodution of interpersonal influene messages. Communiations Monographs, 56, 1, English, F. W. (2006). Enylopedia of eduational leadership and administration. Sage Publiations, Evans, A. (2009). No Child Left Behind and the quest for eduational equity: the role of teahers' olletive sense of effiay. Leadership and Poliy in Shools, 8(1 ), Gan, T. J., Diemunsh, P., Habib, A. S., Kova, A., Kranke, P., Meyer, T. A., & Bergese, S. D. (2014). Consensus guidelines for the management of postoperative nausea and vomiting. Anesthesia & Analgesia, 118(1 ), Gan, I. (2014). Teahing goals-plans-ation theory through a negotiation exerise. Communiation Teaher, 28(4),

23 LABOR MANAGEMENT: A COMMUNICATION PLAN 22 Henningsen, M. L. M., Valde, K. S., Russell, G. A., & Russell, G. R. (2011 ). Student-faulty interations about disappointing grades: appliation of the goals-plans-ations model and the theory of planned behavior. Communiation Eduation, 60(2), Kanterman, Ron (2013). Leadership exellene: ommuniate your vision. Qmags, Kassing, Jeffrey W., (2008). Consider this: a omparison of fators ontributing to employees' expressions of dissent. Routledge Publiations, 56, 3, Kerfoot, K. (2008). Bossing or serving?: how leaders exeute effetively. Medsurg Nursing, 17, 2, 133. Krone, K., Kramer, M. W., & Sias, P. M. (2010). Theoretial developments in organizational ommuniation researh. Sage Publiations, Larsson, A. 0. (2012). Understanding nonuse of interativity in online newspapers: insights from struturation theory. Information Soiety, 28(4), doi:l0.1080/ Lee, Jayeon (2014). Are some people less influened by others' opinions? The role of internal politial self-effiay and need for ognition in impression formation on soial networking sites. Cyber Psyhology, Behavior and Soial Networking, 17, 9, Meyer, J. R. (2009). Effet of primary goal on seondary goal importane and message plan aeptability. Communiation Studies, 60, 5, Nebgen, Mary (2002). The key to suess in strategi planning is ommuniation. Eduational Leadership, Olsen, E. M., & Chrispeels, J. H. (2009). A pathway forward to shool hange: leading together and ahieving goals. Leadership and Poliy in Shools, 8(4), Oppong, S. (2014). Between bandura and giddens: struturation theory in soial psyhologial researh. Psyhologial Thought, 7(2), doi: I /psyt. v7i2. I 04.

24 LABOR MANAGEMENT: A COMMUNICATION PLAN 23 Robertson, A., & Arahhige, B. J. (2015). Identity of organizations: an analytial model. JUP Journal of Brand Management, 12(4), 7. Roloff, Mihael E. & Li, Shu.(2010) Bargaining and negotiation. Sage Publiations, Sagnak, M. (2010). The relationship between transfonnational shool leadership and ethial limate. Eduational Sienes: Theory and Pratie, l 0(2), Seibold, D. R., Meyers, R. A., & Shoham, M. D. (2010). Soial influene in groups and organizations. Sage Publiations, Tabata, L. N., & Johnsrud, L. K. (2008). The impat of faulty attitudes toward tehnology, distane eduation, and innovation. Researh in higher eduation, 49, 7, Wilson, Steven R. (2010). Seeking and resisting ompliane. Sage Publiations, Wu, M. Y., & Ku, C. W. (2013). A study of key fators in the introdution of rfid into supply hains through the adaptive struturation theory. International Journal of Industrial Engineering, 20.

25 Welome In this lassro,om training module you will learn how different management styles affet: (1 hour) Workplae Funtio1n and Operatio,ns Supervisor-Subordinate Commun,iation Ators, Ageny and Institution Managem1ent Workplae Roles and Responsibilities Class lesson goals Review Organization Rubri (20 min) Management Style Review (elearning A.ssessm1ent) (30 min) Develop Communiation Plan (group assignment-2 groups) (30 min) Presentation of Comm.uniation Plans (30 m1in) Explanation of refletive writing assignment and quiz due date (10 min) Total Class Time: 3 Hours

26 Leadership Style Ditating workplae rules=negative Impat and Results Consensus building=positive Impat and Results Five pre-requisites to effetive deision making 1. Garnering a omplete and through understanding of the problem 2. Reognizing the speifi standards/riteria needed fo 1r an aeptable solution 3. Generate a range of feasible solutions 4. Assess thoroughly and aurately the POSITIVE onsequenes of eah solution 5. Assess thoroughly and aurately the NEGATIVE onsequenes of eah solution

27 Open lines of ommuniation raises performane: Exhange of ideas, dialog and feedbak, et. Miro-politis-The use of formal and informal power by individuals and groups to ahieve their goals in the organization. Soial apital is formed through workplae agents to develop: Trust Aess to information hannels that provide opportunities for learning and ation (training and development Norms and santions within a ommunity that pro, motes ommon good 1 (of the organization)over self-interest (Olsen & Chrispeels, 2009}

28 Maintaining a soial struture proess supports onfidene and employee support. Allows managers to work within the soial struture to ahieve understanding and produe results. Openness about pratial workplae appliation and effiieny Motivating Fators that influene emp,loyees required measures and organizational hange: >- Appropriate time for implementation >- Management support to meet the expetation ~ Appliable training in various learning mediums (Oppong, 2014)

29 Struture and Ageny is a duality of measurement that requires analysis of: Behaviors Funtion Resoures Proesses Fae-When workplae agents (e.mployees) are assigned to do a task and take a personal stake of importane in the job that they do. Taking ownership (Positive Fae) allows employees to: Build redibility Develop a bridge between management and stakeholders Trust F'idelity *Be onsious of behavior in team projets vs. solo assignments: Critial Communiation (Wu & Ku, 2013}

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32 Develop Communiation Plan Group assignment For this group projet, you will hoos1e one rubri from the group to work from to dev1elop your Communiation Plan 30 min Class Materials Task Listing Doument Need 1 laptop per group

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34 Refletive Writing Assignment: Explain how eah management style an affet human performane. 10 min Take Home: Quiz Quiz Deadline: Friday, 12:00 midnight

35 Communiation Plan Task List Level I Task 1.0 Identify Communiation Plan information input plaement 1.1 Loate the 1-6 Domain olumns on the Communiation Plan that read from left to right. These are shown in olumns C-H. 1.2 Loate the three development stages on the Communiation Plan that is listed in olumn B. The,development stages are: Seure, Developing and Below. 1.3 For eah development stage, take notie that there are orresponding numbers that are navy blue in olor that urrently display the numeral Input Domain Stage Calulations 2.1 Based on your judgment and rationale, determine if the number from the domain rubri total is at a performane level of seure, developing or below. 2.2 Choose one domain to enter the number in and leave the other development stage numbers in the same domain listed as the numeral 1.

36 2.3 Using the Organizational Rubri input the domain totals in the orresponding domain input plaements aording to the development stage. 3.0 Input Domain Category Totals 3.1 Using the Organizational Rubri, loate and ount eah entered line item information, ount eah line item listed. 3.2 Enter the total number of line items below the Development Stage number in the orresponding domain on the Communiation Plan. 3.3 Enter the line item numbers for eah development stage under the orresponding domain olumn. 4.0 Enter Supplemental numerial and written data. 4.1 Enter total organization staff loss in Monthly Staff Turnover Setion by enter the number of loss per month from left to right in the assoiated olumn. 4.2 Enter the total amount of organization sheduled trainings offered per month from left to right in the assoiated olumn. 4.3 Enter notes in the tan notation setion that are neessary for understanding and explanation of rationale. 5.0 Review of Organization Communiation Analysis

37 5.1 At the bottom of the doument, loate the four tabs that read as follows: Information, Seure, Development and Below 5.2 Notie that your urrent tab is Information beause it is highlighted. 5.3 Notie that the remaining 3 tabs that are not highlighted represent the three development stages listed in olumn B. 5.4 Selet eah development stage tab to review the perentage of stage development for eah domain stage. 5.5 Compare the development stage to the monthly staff turnover numbers and the amount of sheduled monthly trainings. 5.6 Determine the need for an appropriate ommuniation plan based on the need for hange to meet the organization's mission, goals and evaluative measures.

38 Online Workshop Session One: In Class Workshop Session Two: elearning Review Ativity Questions Take Home Quiz 1. Organization Identity Selet the orret answer (One) Organization Identity is a ----~-perspetive based on olletive goals and identity onditions that reflet a model driven system. a) Construtivist b) Modernist ) Post-Positivist d) Post-Modern 2. Working within a Mission True/False The primary goal of a mission reates boundaries and limits that ompose a speifi fous for direted ation. rue False 3. Job Identity Selet the orret answer (One) Job desriptions navigate relational, situational and other onerns relative to the of the institution. a) Struture b) Context ) Evaluative Measures d) None of the Above

39 4. Workplae Expetation True/False Employee perfom1ane and leadership onfidene to meet the workplae expetation is shaped by Workplae Poliy. rue False 5. Refletive Writing Assignment Explain how Organization Identity, Working w-ithin a Mission, Job Assignment and Workplae Expetation are important ommuniation methods that are related to organizational systems? In Class Workshop Session Two: elearning Review Game Ativity Questions 1. Workplae Funtion and Operations True/False Ditating workplae rules =Positive Results Trne f alse 2. Supervisor-Subordinate Communiation is the use of fom1al and informal power by individuals and groups to ahieve their goals in the organization. a) Open lines of ommuniation b) Soial Capital

40 ) Trust d) Miro-Politis 3. Ators Ageny and Institution Management Tme/False Maintaining a soial struture supports onfidene and employee support. True False 4. Workplae Roles and Responsibilities ----is when workplae agents are assigned to do a take and take a personal stake of importane in the job that they do. a) Funtion b) Fae ) Fidelity d) Credibility 5. In-lass Refletive Writing Assignment (I 0 mins.) Explain how Workplae Funtion and Operations, Supervisor-Subordinate Communiation, Job Assignment and Workplae Expetation are important ommuniation methods that are related to Human Perfo1mane Capital. 6. Take Home Renetive Writing Assignment Explain how the Organization Rubri and Communiation Plan are tools to foster effetive ommuniation within an organization. Also, using the eight ommuniation methods overed in lass, disuss how the use of the organization methods, the Organization Rubri and the Co1mnuniation Plan may be effetive in Organizational Systems and Human Performane Capital.