Chapter 5 and 7 Management Questions

CHAPTER 5 AND 7 MANAGEMENT QUESTIONS 5

Chapter5 and 7 Management Questions

Chapter5

Question1

Establishmentof proper feedback channels in an organization is important in themanagement function of communication. To manage effectively, amanager should establish feedback channels in the form of structuresthat are embedded in the existing communication procedures(Hellriegel &amp Slocum, 2011). For instance, the manager can placea feedback option in every message sent to the staff, either in termsof print or digital formats. In addition, a manager can ask employeesto give express feedback, especially for non-confidential issues.Moreover, a manager can place feedback boxes as suggestion boxes foremployees.

Amanager should seek feedback on virtually all important communicationactivities in an organization. This is because a successfulcommunication process involves the passage of information from themanagement to the staff and receiving feedback on the same. To dothis, the best method that a manager can employ is the use ofconfidential feedback channels like the feedback box in offices. Thisis because they preserve the confidentiality of the sender and allowsreporting of honest feedback by eliminating the risk ofvictimization. This way, a manager will encourage feedback in theoffice by opening the opportunity to all employees.

Question2

Grapevineis the informal circulation of unofficial information in anorganizational setting, which may reflect true or untrue fact aboutthe issue being talked about. A manager can use grapevine to collectimportant information about the organizational practice andgovernance. Particularly, a manager can use grapevine to getinformation about the attitude of the employees towards themanagement and towards the organization as a whole (DuFrene &ampLehman, 2010). The manager can play favorites versus using grapevinein order to collect the information effectively.

However,the manager cannot rely too much on grapevine to the extent of usingthe information collected for formal or official purposes. This isbecause the information is not verified, and it is not formallycommunicated to the management. The only way a manager can usegrapevine is to collect initial information and investigate the factsbehind the rumors. In addition, the manager can use grapevine to geta feedback on the response of the employees towards managementpolicies. Any changes in the management policies can be evaluated bygetting grapevine about how employees are reacting or responding tothe policies.

Chapter7, Question 1

Planningis an important function of the management because it provides ameans of anticipating the future and organizing the organizationalstructures to fit the future environment. Particularly, planning isimportant when a specific plan is implemented because it allows anorganization to manage the implementation process (Schermerhorn etal, 2011). This is because both the internal and external businessenvironment is dynamic and changes with time. This indicates thecritical importance of an organization to plan for technology,before, during and after its implementation of adoption in anorganization.

Morespecifically, an organization should plan for the technology tobecome obsolete, especially when implemented in the form ofequipment. This is because the relevance of equipment is only validuntil the development of a more advanced version of the technologyrunning it. The better version developed is usually more effective,efficient and productive compared to the previous. In most cases,equipment or technology changes and cannot be used with the previousversions of the equipment. To plan for such technologies that amanager does not know, the best option is to consult experts whounderstand the dynamics of the technology.

References

DuFrene,D., &amp Lehman, C. (2010). BusinessCommunication,Mason,OH: Cengage Learning

Hellriegel,D., &amp Slocum, J. (2011). Principlesof Organizational Behavior.Nashville, Tennessee: South-Western Publishing

Schermerhorn,J.R., N. Osborn, R.N, &amp Bien, M. (2011). OrganizationalBehavior.New York: John Wiley &amp Sons