COMM 103 Chapter Notes - Chapter 9: Crisis Management, Centralisation, Rigour

• School: Queen's University
• Department: Commerce
• Course: COMM 103
• Professor: Gary Bisonnette

Document Summary

Current trends require managers to view labour force as assets as opposed to expenses. Costs associated with hiring: preparing jobs specification/description, age(cid:374)(cid:272)(cid:455) fees (cid:894)ad(cid:448)ertisi(cid:374)g, re(cid:272)ruiti(cid:374)g (cid:895, travel, relocation, training expenses, hiring bonuses, etc. Productivity (contribution) curve: recruitment, orientation, training, leads to productivity improvement, rewards, recognition, leads to retention, challenge, opportunity, enhancement. Managers need to provide err: environment, rewards, recognition. L lead by example: t trust and respect, a approval, praise, recognition, e enrichment, n negotiation skills; (cid:373)a(cid:374)ager"s a(cid:271)ilit(cid:455) to support (cid:449)orkers a(cid:374)d (cid:272)learl(cid:455) (cid:272)o(cid:373)(cid:373)u(cid:374)i(cid:272)ate e(cid:454)pe(cid:272)tatio(cid:374)s, t treasure. Skills successful managers must possess: conceptual skills, visualise, understand, communicate big picture, what strategy to pursue and structure/culture needed. 2 bases of power: personal power gained from leadership competencies, position power legitimately held due to their title in organisation. Determining the culture/structure balance: decision triangle consists of, collaboration, centralisation (order, decentralisation (freedom, autonomy) Collective bargaining agreement legal document defining protocols followed by company and union.