COMMUNICATION SKILLS 3

1. COMMUNICATION SKILLS 3

2. Topics covered: • Unit 1 – Change Management • Unit 2 – Corporate Culture • Unit 3 – Organisational Structure • Unit 4 – Business Etiquette • Unit 5 – Cross-Cultural Communication

3. Topics covered: • Unit 6 – Resume and Cover Letter Writing • Unit 7 – Interview Skills • Unit 8 – Meeting Skills • Unit 9 – The Write Way – A Guide to Business . . Correspondence • Unit10 – Memo Writing

4. COMMUNICATION SKILLS 3: DN3605WEEKLY DELIVERY PLAN (12S2)

5. COMMUNICATION SKILLS 3: DN3605WEEKLY DELIVERY PLAN (12S2)

6. Corporate Culture and Organisational Structure • (Unit 2 and Unit 3)

7. What is Corporate Culture? • A set of assumptions, beliefs, perceptions, symbols and values that define a company. • Every company has its own unique culture. • Created unconsciously, by top management or founders.

8. Some Corporate Values: • Caring for the world, one person at a time... inspires and unites the people of Johnson & Johnson. • OCBC helps individuals and businesses across communities achieve their aspirations by providing innovative financial services that meet their needs. • Performance, Passion, Integrity and Diversity are the core values of the Adidas Group. We expect all employees to conduct themselves in conformity with these core values and with the utmost fairness, integrity and responsibility in all aspects of their businesses

9. Why this topic? Before joining any company, what are 4things you need to know? • Its management style • Its environment • Its people • Its policies

10. A company’s corporate culture can be seen in the following ways: • Norms • Critical Incidents • Rituals • Significant Symbols

11. NORMS • set of unwritten rules and guidelines that are standards for appropriatebehaviour. • To be accepted as a member of an organisation, each employee is expected to comply with these norms. This is called “fitting in.”

12. Critical Incidents • eventsthat occur in a company and the consequences which follow. • John points out a mistake his boss has made and loses out on a pay increase. • Conclusion: The company does not tolerate criticism. • Savvy employees note these incidents and learn how the company works, what the management wants, and what counts to get ahead.

13. Rituals What do the following rituals mean? • 1. Celebrations: • Are birthdays and other special events celebrated? • 2. Time: • What is the work pace like? Is time wasted? • 3. Breaks: • Are coffee/tea breaks allowed and for how long? • 4. Talk: • Who do you talk to? Are junior staff encouraged to talk to senior staff? Are people greeted by their first or last name?

14. Rituals • 5. Meetings: • Who sits where? Who sides with whom? • 6. Dress: • Is the dress code formal or informal? Are there dress down days? • 7. Artefacts: • Are the offices decorated with personal items or power items? Do the staff personalise their work areas? • 8. Touching: • Is it OK? To whom and how much? • 9. Recognition: • How are achievements rewarded? What trophies and certificates can be seen?

15. Significant Symbols • • How employees and customers describe the organisation. This means the language used reflects the beliefs of the organisation. • • They are an indication of what values the company holds important.

16. Change • Corporate Culture is Dynamic. • Critical that people learn to tolerate change. • We need to Survive Change.

17. Six ways to survive change: Find out more: Be clued-in to the company’s vision. • Prepare yourself:Upgrade your skills. • Get into the act: Be a player, not a spectator. • Think out of the box:See things from different angles. • Continually assess yourself: Learn from your mistakes and successes. • Be positive:View changes as a learning experience

18. Activity Worksheet

19. Activity Worksheet

20. We will next cover the following in an Organisation: • 1.Structure • Structures • Fundamentals •  2. Power • Lack of power • Sources of power • 3. Behaviour • Negative behaviour • Positive behaviour • Survival tips

21. An organisation usually has a formal and an informalorganisational structure.

22. ‘Formal organizational structure’ means: • 1. It is a system of jobs, authority, relationships designed to get the work done. • 2. It is usually reflected in the organisation charts.

23. ‘Informal organizational structure’ means: • 1. A network of personal/social relationships that may have nothing to do with formal authority relationships. • 2. It is not planned. • 3. It is based on friendships and contacts both on and off the job. • 4. Its communication system is the grapevine.

24. Six Fundamentals that every formal organisation has to deal with: • Policy: written or oral statement that serves as a general guide for decision-making. • Authority: power to act/make decisions in assignments. • Responsibility: the individual’s obligation to carry out assigned duties. • Accountability:holding a subordinate answerable for the responsibility and authority delegated to him. • Delegation: giving one person/group the power and obligation to act.   • Coordination:synchronising all individual efforts toward a common goal.

25. POWER IN AN ORGANISATION • What can happen to you as a result of lack of power? • What can you do instead?  • Choosing not to get involved, is only for losers – those who either lack the skills or intelligence, or just simply do not have the stomach for the fight. • Such naive behaviour is only an evasion of responsibility and does not help the organisation or those who depend on you. • Acquire Power and use it well!

26. Five Sources of Power: • Legitimate Power • This is the power-base traditionally associated with a person’s formal position in the organisation’s hierarchy. It is also called position power. • Reward Power • For the manager to function effectively, his subordinates must believe that he is in the position to reward them for their efforts. • Also referred to as resource power.

27. Five Sources of Power: • Coercive Power • This power-base works on fear.   • Expert Power • When a person possesses a special knowledge or skill that is acutely needed, he is said to wield expert power. • Referent Power • This source of power that is often based on personal admiration, where employees find some admirable personal characteristics, charisma or good reputation in their bosses.

28. Power and Politics • “Work politics" are the strategies that people play to gain advantage, personally or for a cause they support. • Politics is inevitable. So……… • Focus on Your Accomplishments • Get a Mentor

29. Four types of negative behaviour to avoid in organisations. • Back-stabbing • Gossiping • Negative feelings that drag co-workers down • Complaining or whining

30. Positive Behaviour • Say “Yes” to assignments • Do all that is asked of you and then some more • Be considerate of others • Smile and be friendly • Be resilient. • Don’t hold grudges. • Worry about yourself and mind your own affairs.

31. Survival Tips • Attitudes to Avoid • Don’t stay late in the office just to impress your boss. • Don’t fear that if you teach your subordinates everything about your job, one of them could then replace you. • Attitudes to Adopt • Do allow performance or track record to speak for your own capabilities. • Do be fair to all your subordinates.

32. Activity • Students are to work in groups and identify the situation that clearly highlights the following fundamentals in an organisation: • Policy, Authority, Responsibility, Accountability, Delegation, Coordination.

33. Activity • Ah Seng is asked to make sure that all the work done by his team members are smoothly done and meet the deadline. So, what is this aspect of Ah Seng’swork? • Can you give 2 more examples of such an aspect of work? • Coordination

34. Activity • b. No one is allowed to be absent from department meetings. What do you call such a regulation? • Think of 2 more such regulations which are common in an organisation. • Policy

35. Activity c) Balagopaloversees a group of 8 technicians. He also reports to his manager directly. So what can you say about Balagopal’s working relationship with his manager? Give an example of such an aspect of work. • Balagopal is responsible for what that has been assigned to him by his manager. Or he is accountable to his manager.

36. Activity • d. Cai Ling is the Team Leader to a group of technicians over a special project given to her. She has to think of ways to ensure that everyone gets enough information to do his/her part in this project. What do you call this aspect of CaiLing’s work? • Can you give 2 examples of such an aspect of work? • Delegation or Accountability or Authority

37. Activity • 2. Students are to work in 5 groups and role play a situation to the rest of the class on ONE of the following sources of power: • Legitimate Power, Reward Power, Coercive Power, Expert Power, Referent Power.

38. ASSIGNMENT 1: CORPORATE CULTURE & ORGANISATIONAL STRUCTURE (40 marks) Due in Week 3 and Week 4. • Objective: • Through the exercise of ‘creating’ your own company and corporate culture, students explore concepts found in the two units. • Description: • 1. Form groups of 5 or 6 members. Each group belongs to a ‘certain’ company. Decide on the type of company and give it a name and company logo. • 2. Group members will form the senior management team and one or two other employees of the company. Assign the title and position for each member. • 3. Your company has been listed in FORTUNE Magazine as one of the top 50 best companies to work for. Part of an article featuring the news is shown below:

39. ASSIGNMENT 1: CORPORATE CULTURE & ORGANISATIONAL STRUCTURE (40 marks) • FORTUNE • 50 BEST COMPANIES TO WORK FOR • There's a new No. 1 in town: tech powerhouse SAS. Yes, even in a tough job market, some employers dole out perks like on-site saunas, discounted massages and classes on Wii bowling. Meet this year's top 30…. • 1. SAS • 2. Edward Jones • 3. Wegmans • 4. Google • 5. Nugget Market • 6. 6.DreamWorks Animation • 7. 7.NetApp • 8. 8.Boston Consulting Group • 9. 9.Qualcomm • 10. 10.Camden Property Trust • 11. and more….

40. ASSIGNMENT 1: CORPORATE CULTURE & ORGANISATIONAL STRUCTURE (40 marks) • 4. Your company has been invited to do a 20-minute presentation at a conference to speak on what makes your company one of the best companies to work for. • 5. Making use of concepts found in Organisational Structure & Corporate Culture, present the reasons which make your company a good place to work for. You can cover and mention aspects of organizational structure such as power and behaviour in the company, as well as aspects of corporate culture such as the norms, rituals, significant symbols and critical incidents. Include other necessary details such as nature of business/ size/ mission/ vision etc.

41. ASSIGNMENT 1: CORPORATE CULTURE & ORGANISATIONAL STRUCTURE (40 marks) • 6. There should be equal speaking opportunities for all members in the group. • 7. To support your presentation, you may include short self-made video clips capturing different ‘scenes’ at your company or comments made by employees. PowerPoint slides are not necessary. • 8. There will be a Q & A session after your presentation. Be prepared to answer 3 or 4 questions from the audience (one question each from the other groups)

42. ASSIGNMENT 1: CORPORATE CULTURE & ORGANISATIONAL STRUCTURE (40 marks) Due in Week 3 and Week 4. ASSESSMENT: Team presentation (24 marks): • 1.Content---Depth of thought, knowledge and research on the two topics. Pointers offered are convincing, useful and are conveyed with clarity with adequate substantiation and elaboration. • 2.Organisation and Style---Structure of presentation shows good organization and coordination. Smooth transition between speakers. Able to sustain interest through effective use of scenes and interesting presentation style. Individual Presentation (16marks) • Verbal/Non-verbal speaking skills • Professional dressing.