Anindividual integrative case analysis, which applies pertinent course concepts and theories to illustrate actual organizational issues, will be due on date of presentation.
A couple of questions have surfaced regarding the final paper,
which is due on the day of your presentation
1. The 10 to 15-page paper for content does NOT include the cover page, the table of contents page, and the works cited page ….
· The objective of this assignment is to meet or exceed the content requirement addressing 3 theories or concepts in each areas
Human Relations
,
Communications
,
Intercultural
Relations, and
Ethics
.
Human Relations
Communications
Intercultural
Ethics
Theory 1
Example 1
Example 2
Example 3
Theory 1
Example 1
Example 2
Example 3
Theory 1
Example 1
Example 2
Example 3
Theory 1
Example 1
Example 2
Example 3
Theory 2
Example 1
Example 2
Example 3
Theory 2
Example 1
Example 2
Example 3
Theory 2
Example 1
Example 2
Example 3
Theory 2
Example 1
Example 2
Example 3
Theory 3
Example 1
Example 2
Example 3
Theory 3
Example 1
Example 2
Example 3
Theory 3
Example 1
Example 2
Example 3
Theory 3
Example 1
Example 2
Example 3
2. Ethics issue …. You only need 3 of the Ethical Yardstick or a combination of 2 Ethical Yardsticks and Strategic Ambiguity
3. Remember to include in the Introduction the type of organization (vertical, horizontal …note most are vertical) and an Organization chart
4. Remember to identify 3 key findings of your study in the conclusion
5. The last task is to prepare an Executive Summary which should be a page describing an overview of your findings in each of the concepts or theories as well as including your 3 key findings.
6. Remember to include a Works Cited page
7. The 10-minute Oral Video presentation of your PowerPoint or Prezi should be 10 minutes
8. Remember to review the rating sheet to ensure you have complied with the requirements for this project.
This course has been about meeting the criteria for each assignment and conforming to an expected timeframe; also known as project management and time management. This approach provides the framework for working within constraints of a business environment.
Once you get into the business/government/non-profit world you will be expected to comply with the organization’s “way of doing things” which means you will need to focus on Why/What/How/Who should be included in successfully meeting the project or program goals. There will also be a time management requirement, that is the “When” will the project be due. This time management of “When” may include incremental milestones as well as a final expected due date.
Administrative Communication is more than writing reports or newsletters. It is about accurately communicating why the organization has certain program goals, what is going on in the organization, how the programs will be implement, and who will be responsible for different aspects of the program. All of these elements are controlled by when the expected program will meet its milestones.
The Integrated Case Analysis has been designed to be a capstone for the administrative communication techniques presented in the course.
Suggest you review the audio PowerPoint, support documents, and the Integrative Case Guidelines to assist you. This assignment requires a written analysis, a PowerPoint or Prezi, and your 10-minute Oral VIDEO presenting the PowerPoint or Prezi information.
The same criteria used in the Team collaborative project 1 applies to this assignment – that is you need to identify three theories or concepts and provide 3 examples of each theory or concept as it applies to your company case study.
Reminder the rating of this project is based on applying three of the following sets of theories, in each category (HR, Communications, Intercultural and Ethics), to your company:
· THE HUMAN Relations Theory (select 3 theories and provide 3 examples of how your organization meets or does not meet the criteria for each theory)
· THE INTERCULTURAL RELATIONSHIPS (select 3 theories/concepts and provide 3 examples of how your organization meets or does not meet the criteria for each theory/concept)
· (Ch 11 Zaremba and Guffey Ch 1) High context or low context culture/barriers/ overcoming barriers
· ETHICS ISSUES (select 3 theories — 3 of the Ethical Yardstick or a combination of 2 Ethical Yardsticks and Strategic Ambiguity) and provide 3 examples of how your organization meets or does not meet the criteria for each theory.
· Zaremba Ch 4 Employing Ethical Yardsticks: Four Rulers for Consideration and Strategic Ambiguity
Submit the PowerPoint or Prezi, written, and if applicable video link to the appropriate Blackboard Discussions forum.
1. One (1) page, typed, double-spaced DRAFT of Integrative Case Analysis
· Identify the organization (manufacturing, service, government, import/export, etc)
· Identify human relations theory, communication issues, intercultural relationships, and ethics as they relate to your organization.
· Explain your role in the organization, if any.
2. The research report will determine 40 points towards the final grade for the course.
3. The written integrative case analysis should be:
a) typed, double-spaced, a minimum of ten (10) pages and a maximum of fifteen (15) pages.
b) use MLA format.
c) Do Not use Wikipedia as a resource.
4. Presentation paper will be accompanied by a 10- minute oral presentation on a business topic to be agreed upon with instructor.
a) 1 page, typed, double-spaced DRAFT of Integrative Case Analysis (see schedule)
b) Use the rule of three (3) examples for applicable concepts.
c) Individual 10 minute oral PowerPoint presentation..
5. Written and oral report will determine 40% of a student’s final grade for the course. (see individual presentation rating sheet)
Overview of paper
Introduction
Human Relations Theory
Communication issues
Intercultural
Ethics
Summary
· The First page should be an Executive Summary which outlines the observations of the organization. The following sections should address these topics (use the rule of 3 theories for each concept):
· Introduction
· Overview of organization
· Type of Organization – vertical, horizontal, etc.
(Ch 11 Zaremba and Guffy Ch 1) High context or low context culture/barriers/ overcoming barriers
· ETHICS ISSUES
Zaremba Ch 4 Employing Ethical Yardsticks: Four Rulers for Consideration and Strategic Ambiguity
· The Last Page should summarize the organization case analysis identifying key concepts
· Works Cited Page
Grammar and style. Papers must be written in proper English. Avoid colloquialisms, slang, contractions, sexist language, etc. Good grammar and appropriate style are essential; papers using poor grammar and style will lose points. Write in a narrative style; third person probably will be best, but use “I” when you refer to your thoughts, interpretations, observations, opinions, etc.
GET WRITING HELP IF YOU NEED IT — AS SOON AS YOU CAN!!
Use appropriate transitions so that your narrative “flows” smoothly from one idea to the next. Clear, short sentences are always better than long, convoluted ones.
Proofreading. Proofread your paper before turning it in, especially to catch typographical errors. Better yet, exchange papers with someone in the class so that you can point out confusing parts or problems with mechanics and style in each other’s paper.
Also, before you turn it in, make a photocopy of your paper. This protects you against the inadvertent loss, theft, or plagiarism of your paper.
The Integrative Case Analysis
Oral Presentation
Your presentation should include these elements:
· An introduction of what you will be discussing include:
· Your name
· Name and type of company
· Brief background of company
· Body of Presentation.
Human Relations Theory
Communication issues
Intercultural
Ethics
· Include similar “real world’ situations from your personal experiences, as applicable.
· Focus on the relative theories per frame
· Remember to use the rule of 3 (3 examples per theory/concept)
· A Conclusion should include:
· Restate an overview of your key findings.
· Your opinion regarding success of company and/or recommendations for improvement
Details
· The time limit is 10 minutes. (Option in person OR Video)
· You should rehearse the presentation with the clock running, at least 2-3 times.
· Remember the main part of your presentation is the how the company fits into the various theories.
· Spend a little time on the background (who/what/where is the business/ nonprofit/government)
· Remind the class of the three (3) important concepts as discussed in class; NO NEED TO RESTATE THEORY … give examples of how the theory/concept applies to your company/organization
· Visual aids.
· PowerPoint presentation, as this is the tool used in business, non-profit, and government management.
· Use a short (1-2 minute) YouTube or other video to supplement the PowerPoint/PREZI and oral presentations.
SAMPLE Executive Summary
The organization selected is Cool Sonic International, Inc., which operates its headquarters in California and a subsidiary in Australia. The company produces automotive audio amplifiers designed to be placed in the door compartments and the rear deck thereby providing space in the dash for other components i.e. GPS, cell phone, computer, DVD, etc.
The human relations model is based on a combination of Maslow’s Hierarchy of needs and McGregor’s Y Theory. Although each department has specific tasks, the overall approach focuses on the goals of the organization and the variety of methods to reach each of the goals. The engineering and marketing departments have the greatest flexibility in determining the approach to completing their projects. The Controller is required to follow certain federal, state, local, and business requirements, which limits their flexibility and yet the team appears to enjoy their jobs.
Communication is a major issue as the time zones are not the same. California is half way through its work day before Australia begins working, and it is the next day for Australia. The “tyranny-of-distance” is overcome with frequent emails and teleconferences, with occasional in-country visits.
There are intercultural issues. Culturally there is a clash between the marketing department in the USA and engineering department in Australia. The USA pace is faster than the Australians which tends to be “NO WORRIES MATE!”
Ethically the company has some trust concerns. The headquarter company is structured separately from the subsidiary, which is located in Australia, with each company complying with separate federal, state, and local regulations. Although the Chair and the President are represented on each Board of Directors, there is uneasiness with the relationship.
All of the departments recognize the objective of the company is to produce an audio amplifier which supports the next generation sound system. Cool Sonic International, Inc. continues to strive to build a Class D audio amplifier for the automotive industry.
Integrative Case Analysis
SAMPLE Executive Summary
The organization selected is Cool Sonic International, Inc., which operates its headquarters in California and a subsidiary in Australia. The company produces automotive audio amplifiers designed to be placed in the door compartments and the rear deck thereby providing space in the dash for other components i.e. GPS, cell phone, computer, DVD, etc.
Introduction
The human relations model is based on a combination of Maslow’s Hierarchy of needs and McGregor’s Y Theory. Although each department has specific tasks the overall approach focuses on the goals of the organization and the variety of methods to reach each of the goals. The engineering and marketing departments have the greatest flexibility in determining the approach to completing their projects. The Controller is required to follow certain federal, state, local, and business requirements which requires limits their flexibility and yet the team appears to enjoy their jobs.
Human Relations Theory
Communication is a major issue as the time zones are not the same. California is half way through its work day before Australia begins working and it is the next day for Australia. The “tyranny-of-distance” is overcome with frequent emails and teleconferences, with occasional in-country visits.
Communication issues
There are intercultural issues. Culturally there is a clash between the marketing department in the USA and engineering department in Australia. The USA pace is faster than the Australians which tends to be “NO WORRIES MATE!”
Intercultural
Ethically the company has some trust concerns. The headquarter company is structured separately from the subsidiary, which is located in Australia, with each company complying with separate federal, state, and local regulations. Although the Chair and the President are represented on each Board of Directors, there is uneasiness with the relationship.
Ethics
All of the departments recognize the objective of the company is to produce an audio amplifier which supports the next generation sound system. Cool Sonic International, Inc. continues to strive to build a Class D audio amplifier for the automotive industry.
Summary
EVALUATION CRITERIA FOR MGMT- CASE REPORT
(Dr. Jeanne King Developed Most of the Evaluative Criteria Listed Below)
CATEGORY
INADEQUATE
POOR
FAIR
GOOD
Overall Organization of the Integrative Case Report
The paper is disorganized; information is presented in an arbitrary or almost random order; paragraphs contain unrelated ideas; subheadings are missing or too brief to describe the issues discussed in the subsections.
The paper is not consistently organized; some information is out of place and interferes with the logical flow of ideas; paragraphs tend to contain unrelated topics or too long; subheadings are missing or too brief to describe the related subsection.
Information is organized overall; most paragraphs are well-constructed with only a few deviations from the man point; subheadings are appropriate overall, although a few may be too brief to describe all issues related to the subsection…
The paper is very well organized overall; paragraphs have topic sentences and are well-constructed; sentences address only issues relevant to each paragraph; subheadings are appropriately descriptive of the related subsection.
Paper Requirements
The paper is too brief to cover the topics assigned; the content does not reflect the scope of assignment or some topics are missing entirely.
The paper should be longer; it includes too few concepts/issues; there is insufficient discussion of concepts, problems and solution; some topics are missing.
The paper satisfies or exceeds length requirements but lacks thorough discussion of relevant concepts, problem and solution.
The paper satisfies or exceeds length requirements and satisfies or exceeds requirements for the content of the paper.
Introduction
There is no clear introduction alerting the reader to the overall structure of the paper or issues to be addressed
The introduction presents a few main issues but it is too brief to adequately preview the entire paper; it lacks originality and is highly similar to the text of the course readings.
The introduction states the most of the main issues to be discussed throughout the paper; its length is acceptable; intro is in the author’s own words.
The introduction states the main issues, previews all topics discussed throughout the paper in sufficient detail, and is clearly written in the author’s words.
Organizational Context
The organizational background is brief and incomplete, or longer than two pages.
The organizational background is descriptive and satisfactory but could include some fundamental concepts to help the reader understand the analysis to come.
The organizational background contains most details and concepts needed to understand the organization and the analysis that follows.
The organizational background is complete, informative, and prepares the reader for the analysis to come.
Reframing Problem/ Issue
Discussion of issue or problem for reframing analysis is not included or unclear.
The problem presented could be developed in a way more suitable for a reframing analysis.
The problem used in the reframing analysis could be more detailed with respect to the person(s) involved (including the author) as well as the place, time, and situation.
The problem is clearly suitable for a reframing analysis and is highly detailed with respect to the person(s) involved (including the author) as well as the place, time, and situation.
Description of Problem
The problem is reported with no or only a few facts or details and/or is dominated by strong personal speculations about why it occurred.
Problem report needs to include more facts or details to be complete; statements of personal feelings or thoughts about why it occurred need to be removed.
Problem description is reported factually in terms of what anyone might have observed but needs more development.
Problem report and the facts and details leading to it are clear; objective, and complete.
Transitions
Logical transitions between ideas/topics/paragraphs are unclear or nonexistent; paragraphs lack topic sentences, or opening sentences use conversational language or slang
A few transitions work well, few use only brief, incomplete subheadings not followed by a related topic sentence starting the next paragraph. Connections between ideas/topics/paragraphs are unclear, informal or use slang.
Most transitions show how ideas/topics/paragraphs are connected, but a few use only brief, incomplete sub headings not followed by a related topic sentence starting the next paragraph. A few transitions are unclear, too informal or use slang.
A variety of thoughtful transitions are used in the form of topic sentences for each paragraph. They introduce and expand on the content of the subheading; transitions clearly show how ideas/topics/paragraphs are connected throughout the paper.
Conclusions
There is no obvious conclusion; the paper just ends.
There is a concluding paragraph but it merely repeats the introduction without tying together topics discussed throughout the paper; again the writing is highly similar to phrasing in the readings
There is concluding paragraphs which summarizes or tie together all topics addressed throughout the paper.
The conclusion is strong, summarizes or ties together most or all topics, and leaves the reader feeling he/she understands the most important points of the paper.
Accuracy and Application
None of the course concepts/principles/theories are identified by name in the paper; the ideas are used without being defined or applied accurately or completely
A few of the course concepts/principles/theories are identified by name in the paper; but most are used without being defined or applied accurately or completely.
Many of the course concepts/principles/theories are identified by name in the paper; but some are used without being defined or applied accurately or completely.
All/almost all of the course concepts/principles/theories are identified by name in the paper, and all/almost all are defined and applied accurately.
Reference Sources Cited
No reference citations are integrated in the text of the paper or listed in a reference page.
A few citations are used and listed; citation styles are inconsistent.
Most citations are integrated in the text and listed in a reference page; citation style is generally acceptable
All/almost all citations are used and listed; citation style is consistent and generally acceptable.
Grammar & Syntax
The paper contains too many grammatical, spelling, and/or punctuation errors to count (or correct); thus the content of the paper is very difficult to understand. Campus writing assistance and proofreading is strongly encouraged.
The paper contains numerous grammatical, spelling, and/or punctuation errors and cannot all be individually corrected; this makes the content of the paper more difficult to understand. Campus writing assistance and proofreading is strongly encouraged
The paper contains only a few grammatical, spelling, and/or punctuation errors – some examples have been corrected – but still needs improvement. Proofreading and a mechanics check by a friend or tutor will improve your skills further.
The paper contains virtually no grammatical/spelling/ and/or punctuation errors; it demonstrates excellent command of English writing fundamentals.
Clarity and Integration
All/most all sentences sound unnatural when read aloud because they may be awkwardly constructed, repetitive, use too much jargon or slang, are too long or fragmented or cannot be understood. This paper should be read orally to someone before submitting it.
Most sentences sound rather unnatural when read aloud because they may be awkwardly constructed, repetitive, use too much jargon or slang, are too long or fragmented, or cannot be understood. This paper should be read orally to someone before submitting it.
Most sentences sound natural when read aloud, are understandable, and the paper’s style flows reasonably well. The paper should be read to someone to catch the small number of awkward or difficult to understand sentences.
All/almost all sentences are like natural speech when read aloud and virtually all are clearly understandable. The paper flows smoothly and is easy to grasp its ideas and enjoyable to read and evaluate.
Formatting
The paper is not formatted according to standards and the paper also may have an unprofessional appearance.
Several formatting problems are present; the paper could also have a more professional appearance.
Only a few formatting problems exist; on the whole, the paper is also professionally presented
Virtually no formatting problems exist, and the paper is professionally presented.
Simply Good Jars is a B-Corp company that delivers healthy meals in reusable + returnable packaging through use of smart refrigerated kiosks placed in offices, transit centers, universities and health-systems. Driven by purpose to change that way people think about consumption, SGJ introduces sustainable business practices into their everyday operations with a zero-waste goal. For every jar returned back to the company for reuse, they will help feed someone in need and ensure that no packaging materials end up in landfills.
Founded in November of 2017 in Philadelphia, PA by Chef Jared Cannon, Simply Good Jars was created to provide fresher, healthier and more accessible food options while encouraging its customers to help make the world a better place for all. All SGJ products are packaged in recyclable + returnable for reuse packaging + to-date has achieved the highest return rate of any post-consumption packaging at 93%. For every jar returned back to the Company for reuse SGJ donates proceeds to help feed a local individual in need through multiple partnerships with localized non-profits and organizations who are able to distribute fresh-healthy meal options to those in need. With an Omni-channel approach, you can find SGJ products in non-traditional retail channels and also in their Tech-Enabled Vending Refrigerators. Simply Good Jars has joined the Net-Zero Carbon emissions commitment by 2030 + also has a Zero-Waste goal by 2022. SGJ hopes you will join them in their mission to eliminate single-use plastic, hunger and carbon emissions as they strive to make better eating more enjoyable and impactful for all!
Simply Good Jars
Simply Good Jars is a B
–
Corp company that delivers healthy meals in reusable + returnable
packaging through use of smart refrigerated kiosks placed in offices, transit centers, universities
and health
–
systems. Driven by purpose to change that way people th
ink about consumption, SGJ
introduces sustainable business practices into their everyday operations with a zero
–
waste goal.
For every jar returned back to the company for reuse, they will help feed someone in need and
ensure that no packaging materials end
up in landfills.
Founded in November of 2017 in Philadelphia, PA by Chef Jared Cannon, Simply
Good Jars was created to provide fresher, healthier and more accessible food options
while encouraging its customers to help make the world a better place for al
l. All SGJ
products are packaged in recyclable + returnable for reuse packaging + to
–
date has
achieved the highest return rate of any post
–
consumption packaging at 93%. For every
jar returned back to the Company for reuse SGJ donates proceeds to help feed
a local
individual in need through multiple partnerships with localized non
–
profits and
organizations who are able to distribute fresh
–
healthy meal options to those in need.
With an Omni
–
channel approach, you can find SGJ products in non
–
traditional retail
channels and also in their Tech
–
Enabled Vending Refrigerators. Simply Good Jars has
joined the Net
–
Zero Carbon emissions commitment by 2030 + also has a Zero
–
Waste
goal by 2022. SGJ hopes you will join them in their mission to eliminate single
–
use
plastic
, hunger and carbon emissions as they strive to make better eating more enjoyable
and impactful for all!
Simply Good Jars
Simply Good Jars is a B-Corp company that delivers healthy meals in reusable + returnable
packaging through use of smart refrigerated kiosks placed in offices, transit centers, universities
and health-systems. Driven by purpose to change that way people think about consumption, SGJ
introduces sustainable business practices into their everyday operations with a zero-waste goal.
For every jar returned back to the company for reuse, they will help feed someone in need and
ensure that no packaging materials end up in landfills.
Founded in November of 2017 in Philadelphia, PA by Chef Jared Cannon, Simply
Good Jars was created to provide fresher, healthier and more accessible food options
while encouraging its customers to help make the world a better place for all. All SGJ
products are packaged in recyclable + returnable for reuse packaging + to-date has
achieved the highest return rate of any post-consumption packaging at 93%. For every
jar returned back to the Company for reuse SGJ donates proceeds to help feed a local
individual in need through multiple partnerships with localized non-profits and
organizations who are able to distribute fresh-healthy meal options to those in need.
With an Omni-channel approach, you can find SGJ products in non-traditional retail
channels and also in their Tech-Enabled Vending Refrigerators. Simply Good Jars has
joined the Net-Zero Carbon emissions commitment by 2030 + also has a Zero-Waste
goal by 2022. SGJ hopes you will join them in their mission to eliminate single-use
plastic, hunger and carbon emissions as they strive to make better eating more enjoyable
and impactful for all!
Planning, Composing, and Revising Business Messages
OR what you want the audience to take-away from your report
Approximately how much time should be spent at each stage?
25%
25%
50%
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 2, Slide 2
P C R
Table of Contents
Executive Summary
Introduction
Theory 1
Theory 2
Theory 3
Conclusion/ Recommendations (3 key concepts)
Works Cited
P C R
Table of Contents
Executive Summary….……………………………………. 3
Introduction…………….……………………………….……. 4
Safety and Risk ………………………….……………………. 4-6
Inspection and Maintenance……..…….………………. 6-8
Funding……..…………….…………………………………………8-10
Public Relations …………………………………………………11-13
Conclusion/Recommendations ….….……………..……13
Works Cited ……………………………….………….…………..14
Executive Summary
THE LAST WRITTEN SECTION
FOR THE EXECUTIVE
INCLUDES ALL OF THE KEY AREAS TO BE DISCUSSED
DIFFERENT FROM CONCLUSION/ RECOMMENDATION
P C R
PowerPoint OR OTHER
MIRRORS WRITTEN ANALYSIS
USE KEY WORDS NOT LONG SENTENCES
USE VISUAL AIDS
GRAPHICS TO SUPPORT STORY TELLING
YOUTUBE VIDEO SUPPORTING CASE
LOGO EACH PAGE
CONCLUSION (3-KEY CONCEPTS)
WORKS CITED
P C R
America’s Broken Bridges
By: Tara Feagans, Guadalupe Flores-Contreras, Justin Lomeli, Max Scharf, Ryan Vorisek
clip- 17:12 and show after public relations but before solutions.
Summary
PLANNING
COMPOSING
REVISING
TOC
EXECUTIVE SUMMARY
POWERPOINT OR OTHER
P C R
Individual Integrative Case Analysis
Final Project
WHY ICA?
The purpose of an Individual Integrative Case Analysis (ICA) is to bring together all of the information you have acquired during the course.
ICA guidelines are located in the Course Information forum.
A 1-page interim report will be due prior to the Midterm – upload to the appropriate Blackboard Discussions folder.
The final project will include a written case analysis and a 10-minute YOUTUBE video by you which represents 40% of your grade.
ICA
Rule of 3
You may select any organization to analyze.
Each of the areas of study will require three (3) examples of the concept or theory to be analyzed in your final paper.
Strongly suggest a review of the course rating sheet to ensure you meet all of the expectations of this project.
ICA
Concepts/Theories
THE HUMAN Relations Theory — Zaremba Ch 2: Taylor/ Fayol /Hawthorne / McGregor /Maslow and Zaremba Ch 3 Peters and Waterman / Systems / Critical/ Feminism
THE COMMUNICATIONS ISSUES — Time & Distance/Business Etiquette (Guffy Ch11)/ communication culture (Ch 7 Zaremba)/Teamwork/Crisis Management (Ch 12 Zaremba)
THE INTERCULTURAL RELATIONSHIPS — (Ch 11 Zaremba and Guffy Ch 1) High context or low context culture/barriers/ overcoming barriers
ETHICS ISSUES – (Zaremba Ch 4) Employing Ethical Yardsticks: Four Rulers for Consideration and Strategic Ambiguity
ICA
Human Relations Choose only 3 theories (options Zaremba Ch 2: Taylor/ Fayol /Hawthorne / McGregor /Maslow and Zaremba Ch 3 Peters and Waterman / Systems / Critical/ Feminism)
Communications
Choose only 3 concepts (options Time & Distance/Business Etiquette (Guffy Ch11)/ communication culture (Ch 6 Zaremba)/ Teamwork/Crisis Management (Ch 12 Zaremba) Intercultural
Choose all three (Ch 11 Zaremba and Guffy Ch 1)
High context or low context culture
Barriers and Overcoming barriers
Ethics
Choose only 3 theories (options utilitarianism, categorical imperative, veil of ignorance, Aristotle’s Golden Mean or Strategic Ambiguity
Theory 1 McGregor
1) X
2) X
3) Y Time and distance
1)
2)
3) High/low context
1)
2)
3) Utilitarianism (greatest good for greatest # people)
1)
2)
3)
Theory 2 Maslow
Safety
Self esteem
Self actualization Communication Culture (SCOPE)
Openness
Participatory
Trust Barriers
1)
2)
3) Categorical Imperative (treat people well)
1)
2)
3)
Peters and Waterman
Stick to knitting
Bias for action
Close to customer Teamwork or crisis management
1)
2)
3) Overcoming Barriers
1)
2)
3) Strategic Ambiguity
1)
2)
3)
Example of the Rule of 3 required for written analysis and Power Point
However only select 1 example in each category for the oral due to time limit
Formatting
Do NOT use WIKIPEDIA in your Works Cited section
Do use MLA format
Do double-space …
Be sure to spell and grammar check
Do FOLLOW Rating Sheet requirements
ICA
ICA Rating Sheet
Written
PowerPoint or Prezi with YouTube Video about the organization you selected
Oral – Your YouTube Video link
ICA
Content (8 points)
Meets guidelines:
1/3 covers background information &
2/3 covers case decision/conclusions/ implications
Majority of case focuses on case decision.
Reviews only important points needed to make decisions; assumes audience is familiar with reading.
Makes clear the most important points/concepts.
Presentation is clear, concise, and precise
Organization of written material (6 points)
Presentation is clear, consistent and well organized.
Cover Page
Table of Contents
Executive Summary
Introduction (Org chart/type org)
Body
Conclusion (3 key concepts)
Your Opinion and/or recommendations
Works Cited
Complete written summary of information submitted
Written report
PowerPoint
Quality of visual aids (8 points)
Visual aids enhance the presentation. (GRAPHICS and Organization chart)
Video (1-2 minutes)
Material highlights main points; uses outline format.
Avoid long, complicated, complete sentences; text is not copied verbatim (3 examples per concept/theory)
Presentation was distinctive and different from the other class presentations
Logo on each page
Conclusion (3 key concepts)
Your opinion and/or recommendations
Works Cited
Mgmt 350 Individual Presentation Rating
Part 1. Written content and organization of the presentation. (22 points)
Preparation and timing (4 points)
Presentation flows smoothly; evidence of sufficient rehearsal.
Presentation is not so brief as to omit important material; presenter does not run out of time or rush to finish on time.
Delivery (6 points)
Speaks loudly and clearly.
Avoids speaking in monotone; varies inflection.
Demonstrates enthusiasm and interest in topic.
Does not read directly from material on screen or notes.
Dressed for SUCCESS and posture.
Eye Contact (6 points)
Presenter maintains good eye contact with all members of the audience
Presenter speaks with little or no notes or screen during most of the presentation
Presenter speaks to entire audience not the screen or one place or person in room.
Other (2 point)
Engage Audience
Audience is able to refer to slides while focusing attention on speakers.
Audience is politely listening. (NO CELL PHONES ETC.)
Part II. Delivery of the presentation and visual aids. (18 points)
Supportive Climates
Gibb characterized supportive communication as
Descriptive and nonjudgmental
Spontaneous (as opposed to manipulative)
Egalitarian (as opposed to superior)
Empathic and concerned
Provisional (nondogmatic; people aren’t “certain”)
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
Supportiveness
Managers acknowledge the human needs of employees
The climate is characterized by respect and constructive evaluation
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
2. Credibility, confidence, and trust
Employees need confidence and trust in their superiors to explain problems, voice concerns, or make suggestions
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
5. Emphasis on high-performance goals
High-performance goals increase employee self-worth and satisfaction
The sense that employees are perceived as important
The quality of resources
The opportunities for upward communication
The overall quality of organizational communication
Is concerned with the basic values, norms, and assumptions that guide organizational members
Includes the values, myths, and symbols that are communicated by organizational members
The pervasive, deep, and largely subconscious and tacit code that gives the “feel” of an organization and determines what variables to look at during unexpected crises
The concepts of culture and climate are related
Culture is foundational to climate the values shown through
stories,
rites,
heroes,
rituals,
and processes foster the underlying beliefs that employees share
The concepts of culture and climate are related
Climate refers to the manifestations of these beliefs,
namely how easy and supportive employees believe their systems are toward communication practices and policies
Questions regarding culture include:
Can a desired culture be consciously seeded?
If so, how?
If not, how does culture come into being?
What is the role of communication in the evolution of culture and climate?
Assimilation is “the processes by which individuals join, become integrated into, and exit organizations” (Jablin)
Organizational socialization is the processes by which people learn the values, norms, and behaviors to contribute as organizational members
Anticipatory socialization involves learning about a culture you are about to enter
Encounter involves orientation as a new member
Metamorphosis involves transformation as an active member; that is, becoming “one of them”
Organizational identification refers to the extent to which one identifies with the goals and values of the organization
Cultures cannot necessarily be made to encompass certain values simply by discussing these values with employees
Cultures are created through the expression of values in actions and take a long time to develop
Many argue that culture is the amalgam of all communication behavior in the organization.
A granfalloon is an illusion of substance, when no substance is actually there
Many managers claim that their department is a team or family, yet they do so only to gain more work from workers; the actual values held are different than those expressed
If management wants employees to “walk the walk,” they need to do more than “talk the talk”
Culture is the “residual” of the communication processes within the organization
Essentially, culture is not something that can be prescribed, but is something that emerges from all members of an organization as they interact in both formal and informal networks
Organizational credibility is important towards successful cultures and climates.
Trust is a key dimension to organizational credibility.
Trust violations increase hostility and decrease organizational commitment.
Bartolone’s suggestions for establishing credibility and trust:
Make communication two way.
Respect employees implicitly by delegating authority.
Punish and credit employees fairly and appropriately.
Be predictable, that is, react consistently to situations.
Supportive leaders value and facilitate upward, downward, and horizontal communication
They increase trust and credibility through their leadership style
They respect and support employees
Tyrannical leadership leads to mistrust.
Employees become fearful of reprimand and are less likely to discuss problems or offer suggestions.
Employees are less likely to feel valued and more likely to become anxious communicators.
(continued)
“The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions”
People with high emotional intelligence know and manage their own emotions and self-motivation and can also recognize the emotions in others and effectively handle relationships
Culture is shown through the rites, rituals, work practices, and artifacts that an organization possesses
Culture is the residue of communication behavior of organizational women and men
Climates are grounded in cultural practices and vary in levels of support for employees
Organizational credibility is needed for supportive climates
Leaders have power in fostering supportive or defensive climates
Organization men and women have to understand
what the climate is;
how organizational culture affects the climate; and
how the climate and organizational culture affects communication quality.
“Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice,
he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and
daring those ripples build a current which can sweep down the mightiest walls of oppression and resistance.”
Robert F. Kennedy, South Africa 1966
Crisis Communication Planning
Organizations should establish proactive planning procedures
There will always be unanticipated crises, but having a plan to handle different types of crises helps an organization communicate effective messages more quickly and efficiently
Steps to Crisis Communication Planning
Establish a crisis communication team
Have a diverse set of members in terms of experience, expertise, and culture
Make sure that your team has representatives to cover both internal and external constituencies and interested parties
Brainstorm potential crises
Try to think of all potential internal and external crises
Categories to evaluate crises include economic, informational, physical, human resources, reputational, psychopathic acts, and natural disasters (Mitroff).
Steps to Crisis Communication Planning
Choose methods for communicating messages
Choose the best sequence for disseminating messages
Typically, those most directly affected should be notified first, followed by internal stakeholders, those who are indirectly affected, and then the news media (Lukaszewski).
Anticipate the need for follow-up messages
Recommendations for Crisis Communicators
Respond quickly
Use your plan
Be accessible
Remember your internal stakeholders
Avoid silence and âno commentâ
Be truthful
Defining Professional Behavior
Etiquette – acceptable behavior in professional and social situations
Social intelligence – ability to interact well with others
Soft skills – personal qualities, habits, attitudes, communication skills, social graces
Ethics – integrity, honesty,
desire to treat others with
respect and dignity
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 3
Being Professional on the Job
Courtesy and Respect
Be punctual.
Speak and write clearly.
Apologize for errors or
misunderstandings.
Accept constructive criticism.
Provide fair and gentle
feedback.
Practice active listening.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 4
Being Professional on the Job
Appearance and Appeal
Demonstrate good hygiene and grooming.
Choose attractive business attire.
Dress and behave to project
professionalism and make
a good first impression.
Display proper business
and dining etiquette.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 5
Being Professional on the Job
Tolerance and Tact
Demonstrate self-control.
Stay away from public arguments and disagreements.
Eliminate biases and
prejudices.
Keep personal opinions
about others to yourself.
Avoid making snap judgments.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 6
Being Professional on the Job
Honesty and Ethics
Never lie.
Avoid conflicts of interest.
Pay for products and services promptly.
Don’t divulge confidential information.
Don’t badmouth competitors.
Take positive, appropriate
actions at all times.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 7
Being Professional on the Job
Reliability and Responsibility
Be dependable.
Follow through on commitments.
Keep promises and meet deadlines.
Perform work consistently and
deliver effective results.
Make realistic promises.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 8
Being Professional on the Job
Diligence and Collegiality
Deliver only work you are proud of.
Strive for excellence at all times.
Give customers more than they expect.
Be prepared for meetings and presentations.
Do what needs to be done.
Share your expertise.
Volunteer and network.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 9
0
Use emphasis
to express
meaning.
Adjust your
volume
and rate.
Control
your
pitch.
Work on
your voice
quality.
Improve
your
pronunciation.
Your voice is a
communication
tool.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 10
0
et cetera – not excetera
going to – not gonna
library – not library
supposedly – not supposably
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 11
Your voice is a
communication
tool.
Improve
your
pronunciation.
0
Do you sound enthusiastic, friendly, alert, happy, or positive?
OR
Do you sound controlling, frustrated, angry, slow-witted, bored, or negative?
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 12
Your voice is a
communication
tool.
Work on
your voice
quality.
0
Avoid a flat, monotone voice.
Strive for a variety of pitch patterns.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 13
Control
your
pitch.
Your voice is a
communication
tool.
Adjust your
volume
and rate.
0
Speak as loudly or softly as the occasion demands.
Don’t make your listeners strain to hear you.
Don’t speak too rapidly or too slowly.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 14
Your voice is a
communication
tool.
Use emphasis
to express
meaning.
0
Stress those words that require emphasis.
A lower pitch and volume make you sound professional or reasonable.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 15
Your voice is a
communication
tool.
Use correct names and titles.
Choose appropriate topics of conversation.
Avoid negative remarks.
Listen to learn.
Give sincere and
specific praise.
Act professionally in social situations.
Positive Workplace Relations
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 16
Responding to Workplace Criticism
Listen without interrupting.
Determine the speaker’s intent.
Acknowledge what you are hearing.
Paraphrase what was said.
Ask for more information
if necessary.
Agree—if the comments
are accurate.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 17
Disagree respectfully and constructively— if you feel the comments made are unfair.
Look for a middle
position.
Learn from criticism.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 18
Responding to Workplace Criticism
Offering Constructive Criticism
Mentally outline your conversation.
Use face-to-face communication.
Focus on improvement. Offer to help.
Be specific. Avoid broad generalizations.
Discuss the behavior,
not the person.
Use “we” rather
than “you.”
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 19
Offering Constructive Criticism
Encourage two-way communication.
Avoid anger, sarcasm, and a raised voice.
Keep it private.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 20
Placing
Calls
Receiving
Calls
Telephone/Smartphone Etiquette
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 21
Making Calls Professionally
Plan a mini agenda.
Use a three-point
introduction.
Your name
Your affiliation
A brief explanation of
why you are calling
Be brisk if you are rushed.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 22
Making Calls Professionally
Be cheerful and accurate.
Be professional and
courteous.
Bring it to a close.
Avoid telephone tag.
Leave complete voice-mail
messages.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 23
Receiving Calls Professionally
Answer promptly and courteously.
Identify yourself immediately.
Be responsive and helpful.
Be cautious when answering
calls for others.
Take messages carefully.
Leave the line respectfully.
Explain when transferring calls.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 24
Use good judgment in placing or receiving calls.
Initiate and answer calls only
where it is appropriate and safe.
Be courteous to those around
you.
Observe wireless-free quiet
areas.
Don’t multitask while on
your smartphone.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 25
Using Smartphones for Business
Using Smartphones for Business
Speak in low, conversational tones.
Don’t take calls when
you’re in a face-to-face
conversation.
Don’t hold inappropriate
conversations in public.
Don’t talk or text while
driving.
Choose a professional
ringtone.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 26
On the
Receiver’s
End
On the
Caller’s
End
Using Voice Mail Professionally
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 27
On the Receiver’s End
Don’t overuse voice mail.
Set the number of rings appropriately.
Prepare a professional, concise, friendly greeting.
Example: Hi! This is Jackie Young of PMP Associates, and I appreciate your call. You have reached my voice mailbox because I’m either working with clients or on another line at the moment. Please leave your name, number, and reason for calling so that I can be prepared when I return your call.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 28
On the Receiver’s End
Test your message.
Change your message as necessary.
Respond to messages promptly.
Plan for vacations
and other absences.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 29
On the Caller’s End
Be prepared to leave a concise, complete message.
Use a professional, courteous tone.
Speak slowly; articulate your words.
Be careful with
confidential information.
Don’t make assumptions.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 30
Professional Groups and Teams
Better decisions
Faster response
Increased productivity
Greater buy-in
Less resistance to change
Improved employee morale
Reduced risks
Why Businesses Form Teams
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 31
Becoming a Valued Team Player
Blocking ideas and suggestions of others
Insulting and criticizing others
Wasting the group’s time
Making inappropriate jokes
and comments
Failing to stay on task
Withdrawing, failing to
participate
Negative Team Behaviors
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 32
Becoming a Valued Team Player
Setting rules and abiding by them
Analyzing tasks and defining problems
Contributing information and ideas
Showing interest by listening actively
Helping to resolve
differences
Synthesizing points
of agreement
Positive Team Behaviors
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 33
Characteristics: Successful Teams
Small size, diverse makeup
Agreement on purpose
Agreement on procedures
Ability to confront conflict
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 34
Characteristics: Successful Teams
Use of good communication techniques
Ability to collaborate rather than compete
Shared leadership
Acceptance of ethical
responsibilities
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 35
Productive Business Meetings
During
the
meeting
Before
the
meeting
Ending the
meeting and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 36
Productive Business Meetings
Determine your purpose.
Decide how and where to meet.
Organize an agenda:
During
Ending and
following up
Before
Date and place
Start and end times
Topics
People responsible
Time for each topic
Meeting preparation
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 37
Productive Business Meetings
Invite participants.
Prepare the meeting
location and materials.
During
Ending and
following up
Before
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 39
Productive Business Meetings
Start the meeting on time.
Introduce the meeting:
Before
Ending and
following up
During
Possible solutions
Tentative agenda
Ground rules
Meeting goals
Meeting length
Background
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 40
Sample Ground Rules
Arrive on time.
Communicate openly.
Be supportive and keep an open mind.
Listen carefully and participate fully.
Don’t monopolize.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 41
Sample Ground Rules
Confront conflict frankly.
Refrain from personal attacks or put-downs.
Follow the agenda.
Turn off cell phones.
Follow parliamentary procedure.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 42
Productive Business Meetings
Move the meeting along.
Encourage all to participate.
Discourage monopolizers.
Avoid digressions.
When the group reaches consensus, summarize and ask for confirmation.
Before
Ending and
following up
During
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 43
Productive Business Meetings
If conflict develops, encourage each person to speak and let groups decide on a direction to follow.
Control dysfunctional
group members.
Before
Ending and
following up
During
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 44
Controlling Dysfunctional Members
Lay down rules
Seat potentially dysfunctional members strategically
Avoid direct eye contact
Assign dysfunctional members specific tasks
Give praise and encouragement.
Before
Ending and
following up
During
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 45
Productive Business Meetings
Conclude the meeting at
the agreed time.
Summarize decisions.
Review deadlines and
responsibilities for action
items.
During
Before
Ending and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 46
Productive Business Meetings
For small groups, try “once around the table.”
Thank the group; establish a time for the next meeting.
Return the room to a neat appearance; vacate promptly.
During
Before
Ending and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 47
Productive Business Meetings
Distribute minutes.
Check to see that all
assigned tasks are
completed by
agreed-upon deadlines.
During
Before
Ending and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 48
Meeting Minutes
Meeting minutes may include the following:
Date, time, location of meeting
List of participants and absentees
Details about each agenda item
(main discussion points, outcomes, assignments, etc.)
Items to discuss at
future meetings
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 49
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
“Teamwork divides the task and multiplies the success.”
–Author unknown
Chapter 11, Slide 50
The B-certified organization that I chose is Lucky Iron Fish Enterprise which is located in Guelph, Ontario Canada. The company distributes iron fish that are designed to solve iron deficiency and anemia for the two billion people who are affected worldwide.
The human relations model is comprised of McGregor’s Theory X and Theory Y, Maslow’s Hierarchy of Needs, and theories from Peters and Waterman. These factors focus on the organizational structure of the company as it relates to the executives, the staff, and the customers. The executives provide meaningful jobs for the staff which gives them high levels of job satisfaction. Together, they are able to provide a product that satisfies the thousands of customers they have already reached.
Communication in this company flows smoothly. They implement open communication, encourage participation, and have high levels of trust among employees. Each of their departments are interconnected through teamwork.
Their intercultural relations, although successful, require a significant amount of time. They need to emphasize to the high context cultures that they are willing to understand their culture and possibly adopt some aspects of it. Additionally, they face barriers such as language dissimilarity and lack of physical store locations.
Ethics remains a top priority for this organization. They have high ethical standards that are integrated into their operations. They make decisions that do the most good for the most people, they do not take into consideration financial or political influence, and they strive to protect the environment through their sustainability measures.
Every employee is dedicated to improving the lives of those who suffer from iron deficiency
and anemia. As their organization grows, they continue to impact thousands of lives around the world. They are on a mission to put “a fish in every pot” (Lucky Iron Fish).
Introduction
Lucky Iron Fish, located in Guelph Canada, is a company that is dedicated to ending worldwide iron deficiency and anemia. They do this by providing families with iron fish that release iron when heated in food or water. They sell this product in developed countries in order to support their business model of buy one give one. Each time an iron fish is purchased, one is donated to a family in a developing country. They designed their product to resemble the kantrop fish of Cambodia; in their culture this fish is a symbol of luck. Another focus of theirs is to remain sustainable, scalable, and impactful (Lucky Iron Fish). Each of their products is made from recycled material and their packaging is biodegradable. Their organization has a horizontal structure which allows their executives and staff to work closely without a large power gap. This allows for optimal productivity and increased innovation. Additionally, this supports their practice of open communication and provides a work environment built on teamwork. Shown below is an organization chart for Lucky Iron Fish.
Staff
Gavin Armstrong Kate Mercer Mark Halpren Melissa Saunders Ashley Leone
Gordon Peters Chris Charles Alex Baille Steve Daupi
Human Relations Theory
McGregor’s Theory X and Theory Y
McGregor’s Theory X and Theory Y are perspectives in which managers look at their employees. Under Theory X, managers would claim that employees work solely for financial gain whereas Theory Y would assume that employees are motivated by additional factors such as job satisfaction (Zaremba 49-50). In the case of Lucky Iron Fish, Theory X would imply that their employees participate in the operations with their sight focused only on making profits, however; I do not believe that Theory X is the appropriate theory to use for the analysis of this case. From the analysis of their operations, it is clear that the employees are more in line with Theory Y. The first reason for this is that the employees strive to improve the lives of those who suffer from medical conditions such as anemia. The loans totaling $860,000 that they received from Grand Canyon Challenges went directly to the production of iron fish rather than investments or salaries (Lucky little fish). This shows that they care about the well-being of society rather than just possible financial gain. Secondly, each employee in the organization holds their own position in which they are continuously looking for ways to innovate. They each have a different responsibility in which they dedicate their time and effort. This shows that factors such as responsibility and job satisfaction are also key factors that play a role in their work ethic. Lucky Iron Fish employees have a proven record of innovation that has made a positive impact on communities in need. Their mission of ending iron deficiency and anemia while running a sustainable corporation, shows that these employees are highly compatible with Theory Y.
Maslow’s Hierarchy of Needs
Maslow’s hierarchy of needs theorizes that people are motivated by five factors. The first level need that pertains to Lucky Iron Fish is physiological. It is the basic need of every human to have food, shelter, and other necessities. Lucky Iron Fish is a for-profit company that operates through donations and loans from investors (Lucky Iron Fish). They are able to make each fish for a low cost of only five dollars, meaning that they make a profit of twenty dollars for each fish that is sold (Lucky little fish). Due to their income being relatively high compared to their costs, the company is able to provide their staff with salaries that allow them to satisfy their physiological needs. Affiliation, the third level in Maslow’s hierarchy, suggests that people desire to be a part of a unit or organization and can be motivated by social networks and connections (Zaremba 52). Due to Lucky Iron Fish’ close knit form, the staff is enabled to feel a sense of belonging within the organization. The marketing staff uses social networks as a way for the employees to interact with each other as well as their customers. Lastly, employees of this company have the need of self-esteem. This company has gained recognition around the world for the positive impact they are making on society. They recently received the BIG Innovation Award from Business Intelligence Group to honor their efforts in leading corporate social responsibility (Lucky Iron Fish Wins). It is this form of recognition and respect that fulfils a person’s need of acknowledgement and self-esteem.
Peters and Waterman
Lucky Iron Fish’ bias for action is that they are dedicated to solving iron deficiency and anemia worldwide. Beginning in Cambodia, Lucky Iron Fish has extended their reach to many countries including India, Guatemala, Peru, and Mozambique (Lucky Iron Fish). The employees research communities who suffer from these medical illnesses and immediately strategize a way to distribute the fish. They take further action by partnering with non-profits who can help with the distribution and they even monitor iron increases in order to ensure their plan was effective. Peters and Waterman’s close relations to the customer applies to Lucky Iron Fish because their employees spend time among the communities they are trying to help. They make it a priority to converse with locals in the communities and understand the health issues that many face. Their company video shows the CEO Gavin Armstrong personally giving the fish to families in need. The organization of Lucky Iron Fish is also compatible with Peters and Waterman’s simple form and lean staff. This organization has under fifty employees who each specialize in their own area of expertise. Each employee is responsible for contributing to the success of the organization’s initiative; the staff includes the founder, a dietician, logistics specialist, partnership manager, chief financial officer, and some support staff (Lucky Iron Fish). By keeping a lean staff and simple system, they are able to ensure that their focus remains on their mission rather than internal affairs.
Communications Theory
Time and Distance
Guffey’s time and distance theory plays a major role in the overall efficiency of operations. It can also affect the company’s reputation as it can show the public that every aspect of their supply chain is intended to be aligned with their mission and values. In the case of Lucky Iron Fish, this theory can relate to their shipping and distribution of their product. Many customers suffer from the effects of iron deficiency which is why Lucky Iron Fish strives to make this product easily accessible with minimized processing and shipping times. Once a fish is ordered, it takes up to three days to process the order and prepare the product to leave the warehouse (Lucky Iron Fish). Lucky Iron Fish makes their product accessible to over sixty countries around the world; for the countries that do not have accessible shipping, the company will ensure you receive your product by courier services (Lucky Iron Fish). Depending on the region the order was placed, the product may arrive in as early as three to five business days.
Communication Culture
Zaremba’s communication culture is described as a set of patterns or norms that are shared by members of an organization (Zaremba 157). This theory as it relates to Lucky Iron Fish can be viewed as how their company promotes open communication, encourages participation, and has a high level of trust. First, their open communication ensures that information reaches all members of the organization so that everyone can be working towards the same goals. This helps the organization prevent unneeded conflict and increase productivity. Secondly, Lucky Iron Fish encourages its employees to actively participate in creating innovative projects. This lowers the gap of power between management and employees which can improve job satisfaction and employee morale. This leads to our example of trust. The executives of Lucky Iron Fish place high trust in the employees of the company. Each employee is entrusted to administer their own operations and assignments. Furthermore, the company’s use of horizontal management allows each employee to participate in the decision-making process and feel comfortable sharing ideas as well as providing structural criticism.
Teamwork
Zaremba’s teamwork theory, in relations to Lucky Iron Fish, can be viewed as the role of each employee and how their role contributes to the overall mission of ending iron deficiency and anemia. The CEO, Gavin Armstrong is responsible for ensuring the success and sustainability of the company while implementing plans that are aligned with their mission. The staff, consisting of vice president marketing, chief financial officer, dietician, partnerships manager, and logistics specialist, is responsible for completing the day to day operations that allow the company to continue to grow (Lucky Iron Fish). The board of directors are responsible for supervising and evaluating the CEO, establishing and supporting management policies, and approving major operations. Working as a team allows Lucky Iron Fish to operate in an innovative and sustainable way that results in increased health and economic benefits for communities in need.
Intercultural Relations
High/Low Context Culture
Context, referring to environment and ambience, is one of the most important cultural dimensions according to Guffey (16). Low context cultures communicate clear and articulate messages whereas high context cultures may not take words for their actual meaning (Guffey 16). Lucky Iron Fish is a Canadian enterprise that targets mostly high context cultures. This is due to iron deficiency and anemia being more prevalent in developing countries such as Cambodia, Guatemala, and Mozambique. These countries hold their traditions close to them and value long term relationships. As an attempt to build relations with Cambodia, Lucky Iron Fish named their product after the kantrop fish which the Cambodians idolize as a symbol of good luck (Lucky Iron Fish). This shows that Lucky Iron Fish, although located in a low context culture, can relate to the Cambodians and even adopt aspects of their culture. As a second attempt to target these high context cultures, Lucky Iron Fish creates diverse recipes that appeal to each of the targeted communities. Lucky Iron Fish wants embrace each of these cultures. Lastly, Lucky Iron Fish targets a small amount of low context cultures including the United States. They target these cultures directly as they are straightforward with their prices and policies.
Barriers
Companies often face barriers whether it be in the form of competition, location, or language dissimilarity. One barrier that Lucky Iron Fish may face is competition from traditional iron supplements that are endorsed by doctors, pharmacies, and dieticians. Many people have already found a product that works well for them while others simply choose traditional pills because they have been approved by the Federal Drug Administration. Others may feel more comfortable using a product that has been around for decades. Due to these factors, many customers may not see the need to purchase an iron fish. This means that Lucky Iron Fish may have trouble penetrating this market of customers. Another barrier they face is that they do not have physical store locations. All of their company is solely online based. Many customers do not like shopping online and prefer to see a product before they purchase it. By not having strategic locations near shopping centers, restaurants, or even need pharmacies and doctor offices, they are losing out on money from customers who shop based on prime locations.
Another barrier for Lucky Iron Fish is language dissimilarity. Their target market consists of developing countries including Cambodia, Mozambique, and Guatemala. These countries speak Khmer, Portuguese, and Spanish, respectively. Even for those who speak slight English, it may be hard to communicate effectively. Translations are not always accurate and leave room for miscommunication.
Overcoming Barriers
As explained previously, Lucky Iron Fish may face the barrier of competition from companies who sell traditional iron supplements. One way they can overcome this barrier is to have their vice president of marketing emphasize that the iron fish is more natural than supplements. The consumers need to be reminded that they can cook iron naturally into their food rather than consumer supplements that may have unknown or unwanted additives. Their marketing can also explain that the iron fish is even safe for children who are at least a year of age. Another technique they could use to resolve this barrier is to greatly market their slogan of “a fish in every pot” (Lucky Iron Fish). Many people will be more inclined to buy the product if they understand that the company will donate one fish for every fish bought as an attempt to reach their goal of providing every village in Cambodia with an iron fish. Another barrier that they need to overcome is their lack of physical store locations. There are two ways they can do this. The first, and most simple solution, is to advertise heavily in the United States and Canada through televised ads, magazine articles, and possibly even promotional offers. This will bring more awareness of the company to the people who are either unsure of what Lucky Iron Fish is or for those who have never heard of the company. The second approach they could take is to partner with larger well-known companies who have already established a good reputation. This will automatically provide Lucky Iron Fish with a larger customer base. Lastly, they need to overcome the barrier of language dissimilarity. This can be resolved by hiring someone who can translate or teach the language. It may be best for them to hire someone who is native to the countries in their target market. This will ensure that there are no errors or miscommunications that could be detrimental to the company-customer relationships.
Ethics
Utilitarianism
Whether or not an act is moral can be determined through the idea of utilitarianism. This is the idea that the greatest number of people benefited from an action taken (Zaremba 96). Utilitarianism is something that Lucky Iron Fish considers in every operational decision they make. First, is their decision to donate a fish to Cambodia each time one is bought online. They chose this country because over half of the population suffers from iron deficiency. They wanted to choose a country where they could help the most people with the product they offer. Another way they implement this idea is through their collaboration with partnerships; they do this as an attempt to reach their goal of helping one million people obtain an iron fish by 2020 (Lucky Iron Fish). Lastly, they strive to provide jobs for a large number of people in rural areas who cannot obtain work due to discrimination of their disabilities. Lucky Iron Fish hires local disabled Cambodians to make the packaging for their products.
Veil of Ignorance
Veil of ignorance is the idea that companies do not take into consideration financial influence or political power when making decisions (Zaremba 97). This idea, as it relates to Lucky Iron Fish, can be seen through the way they respond to donations and loans that are given to them. When they receive money, they do not invest or use it for their own benefit but rather spend it on materials to make additional iron fish for villages in Cambodia. For example, the $860,000 financing package received from Grand Challenges Canada was used directly towards making iron fish to reach their goal of 50,000 fish (A lucky little fish). Another aspect of their company where they do not consider financial gains is in the way they practice sustainability efforts. Although running a green company can be costly in the beginning, they continue to strive to protect the environment. They scored an environment score of ten due to their use of recycled materials for both the packaging and the fish itself (Lucky Iron Fish Enterprise). Lucky Iron Fish also ignores considerations of political power. They are not concerned with being the largest company but rather join partnerships with companies who have similar values and goals. Implementing veil of ignorance can “increase the chances of quality decision-making” and improve the overall operations of a company (Zaremba 97).
Categorical Imperative
Categorical Imperative, the idea of absolutes regarding ethical decisions, is evident in Lucky Iron Fish’ 2016 B Impact Report. When they make decisions regarding operations, they ensure that these decisions are absolutely ethical and are aligned with the values of their company. An example of this that is shown in the report is the impact they have on communities. If an idea does not meet the criteria of civic engagement and giving, job creation, local suppliers and distributers, and diversity than they will not implement that idea into action (Lucky Iron Fish 2016). Additionally, this can be seen in their environmental practices. A new operation, no matter how beneficial to the growth of the company, will not be taken into consideration if it does not reduce waste or aid in the provision of renewable energy (Lucky Iron Fish Enterprise). This company will not break their code of ethics in order to further business interests. Lastly, they ensure that their employees are paid living wages, are provided with health benefits, and
are given job flexibility (Lucky Iron Fish Enterprise). They will always air on the side of safety when making decisions that impact communities, the environment, and the well-being of their employees.
Conclusion
The efforts of Lucky Iron Fish have placed them in the top one percentile of all B-certified companies. Their passion and dedication to ending worldwide iron deficiency and anemia while remaining a sustainable company will allow them to continue growing until their mission is accomplished. There are three key findings from my research on Lucky Iron Fish. First, is their business model of buy one give one which provides iron fish to small villages in Cambodia. Through this model they aim to reach their goal of distributing one million iron fish by 2020. The second key finding is that they are currently expanding their company in order to impact more lives. They are joining additional partnerships and will be providing educational workshops (Lucky Iron Fish). Lastly, they are a “sustainable, scalable, and impactful enterprise” that aims to make the “world a better and healthier place” (Lucky Iron Fish). Each of their products is made with recycled materials and their packaging is biodegradable.
Works Cited
Guffey, Mary. “Essentials of Business Communication.” Ohio: Erin Joyner. 2008. Print.
“Lucky Iron Fish.” Lucky Iron Fish. Accessed 30 May 2018.
https://luckyironfish.com/
“Lucky Iron Fish Enterprise.” B Corporation.net. Accessed 30 May 2018.
Zaremba, Alan. “Organizational Communication.” New York: Oxford University Press Inc. 2010. Print.
Lucky Iron Fish
By: Ashley Snook
MGMT 350
Spring 2018
https://www.youtube.com/watch?v
=G6Rx3wDqTuI
Table of Contents
Case Overview
Introduction
Human Relations
Communications
Intercultural Relations
Ethics
Conclusion
Works Cited
Video ends at 1:45
2
Case Overview
Company located in Guleph, Ontario Canada
Mission is to end iron deficiency and anemia
A fish in every pot
Gavin Armstrong, Founder/CEO
Introduction
Idea originated in Cambodia
Distribute fish through buy one give one model
Sustainable, scalable, impactful
Human Relations
McGregor’s Theory X and Y
-X: employees focused solely on financial gain
-Y: strive to improve worldwide health
Maslow’s Hierarchy of Needs
-Affiliation: desire to be part of a unit, motivated by connections
-Self-esteem: recognition for positive impact
Peters and Waterman
-Close relations to the customer
-Simple form & lean staff
Communications
Time and Distance
-Make product easily and quickly accessible
Communication Culture
-Encourages active participation
Teamwork
-Each role complements the overall mission
Gavin Armstrong Kate Mercer Mark Halpren Melissa Saunders Ashley Leone
Founder & CEO VP Marketing Chief Financial Officer Logistics Specialist Dietician
Intercultural Relations
High/Low Context
-Targets high context cultures
Barriers
-Language dissimilarity
Overcoming Barriers
-Hire a translator
Ethics
Utilitarianism
-Targets countries where majority of people will benefit
Veil of Ignorance
-Not concerned with financial influence
Categorical Imperative
-Accept projects only if environmentally friendly
Conclusion
Buy one give one model
Expansion
Sustainability
Works Cited
Guffey, Mary. “Essentials of Business Communication.” Ohio: Erin Joyner. 2008. Print.
“Lucky Iron Fish.” Lucky Iron Fish. Accessed 30 May 2018. https://luckyironfish.com/
“Lucky Iron Fish Enterprise.” B Corporation.net. Accessed 30 May 2018. https://www.bcorporation.net/community/lucky-iron-fish-enterprise
Lucky Iron Fish. “Lucky Iron Fish: A Simple Solution for a global problem.” Youtube. 28 October 2014. Accessed 4 June 2018. https://www.youtube.com/watch?v=iY0D-PIcgB4
“Lucky little fish to fight iron deficiency among women in Cambodia.” Grand Challenges Canada. Accessed 6 June 2018. http://www.grandchallenges.ca/grantee-stars/0355-05-30/
Podder, Api. “Lucky Iron Fish Wins 2016 Big Innovation Award.” SocialNews.com. 5 February 2016. Accessed 4 June 2018. http://mysocialgoodnews.com/lucky-iron-fish-wins-2016-big-innovation-award/
Zaremba, Alan. “Organizational Communication.” New York: Oxford University Press Inc. 2010. Print.
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