Argument About Legalization Of Prostitution - 1507 Words

Tatum Kirk Research essay viewpoint Legalization of Prostitution Prostitution is the act or practice of engaging in sexual intercourse for money (dictionary.com). There are 40 to 42 million prostitutes in the world; 3 quarters of this group range between the ages 13 to 25. With about a 80% being women, and 20% being male. About 1 million of those live in the United States (businessinsider.com). Most of the women are forced into this job, because it is so unregulated. Some women chose to do this voluntarily but need business help from â€Å"pimps† (a man who controls prostitutes and arranges clients for them, taking part of their earnings in return). Because prostitution is illegal, people can’t report when someone decides to not pay†¦show more content†¦Under Federal law, the importation of people for the purposes of prostitution is illegal and considered a form of human trafficking prohibited by federal code and the 13th Amendment of US Constitution. When someone prostitutes his or herself, it is a misdemeanor charge for both the provider and client; Most acts that promote prostitution, however, such as pimping and pandering, are treated as felonies. Where underage prostitutes are involved, the penalties are considerably stiffer, and it is no defense for the pimp or panderer that he or she believed that the minor was of age. This practice isn t illegal everywhere, prostitution is completely legal in Austria. Prostitutes are required to register, undergo periodic health examinations, be 19 years old or older, and pay taxes; in Brazil prostitution in itself is legal, but pimping is considered a crime, it is the same situations in many other countries including Colombia (scoopwhoop.com/). In some countries they have what is called a ‘ŕed-light district’, and area containing brothels, strip clubs, and other sex businesses. This allows for countries so maintain sex businesses but not restricting them as a whole. A large amount of countries are legalizing prostitution but limiting it to be able to maintain, but not completely restrict sex businesses. Prostitution is like no other job, it is

International Business Machines ( Ibm ) - 1440 Words

International Business Machines (IBM) is the top provider of computer products and services which is also known as Big Blue. IBM was incorporated in the state of New York on June 16, 1911 as the Computing- Tabulating- Recording Company (C-T-R). In 1900 The International Time Recording Company (ITR) was formed and in 1901 the Computing Scale Company of America was incorporated, these two businesses were two of the three chief components of C-T-R a decade later. ITR expanded its original manufacturing facilities, and built a modern factory in Endicott, New York, on the site of what later became an International Business Machine- IBM. IBM manufactures and sells computer hardware and software, offers infrastructure services, hosting services,†¦show more content†¦IBM holds more patents than any other U.S. based Technology Company and has research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals and employees have earned Nobel Pr izes, National Medals of Technology, and National Medals of Science. Some of IBM competitors are: BMC Software, Inc., CA, Inc., Cisco Systems, Inc., Dell Inc., EMC Corporation, General Electric Company, Hewlett-Packard Company, Intel Corporation, Lexmark International, Inc., and Microsoft Corporation. IBM manages its extensive operations in segments, which are: Global Technology Services and

Trends in the Global Business Environment †MyAssignmenthelp.com

Question: Discuss about the Trends in the Global Business Environment. Answer: Introduction The following piece of essay focuses on the different issues of the contemporary business environment. The business environment in the modern day is indeed very much complex and it demands the interference of the higher level managers. The business organizations in the contemporary times focus around the improvement of their performance in the best ways. This is why they need to engage in the collaboration with all the employees. It is indeed very definite that the challenging business environment demands for better performance from all the departments and their employees. If they engage in conflicts with another, this will be very much problematic. So, it is better that the employees begin to collaborate with each other in their workplaces to bring in the best results for the organization. The departments must connect with each other to address the complexities and find out a better way. The organizations have greatly understood the fact that they have to work with one another in or der to survive in the contemporary challenges in the business environments. In this section, a mini literature review will be conducted in order to discuss the collaboration design in the workplaces. The article chosen here for the discussion is Collaborative Overload published in the Harvard Business Review in the year 2016 written by Rob Cross, Reb Rebele and Adam Grant (Cross, Rebele and Grant 2016). In this section the different issues will be discussed in terms of collaborative practice in the organizations. It has been mentioned in the article that collaborative designs in the contemporary times have been increasing every day. The connectivity between the departments is gradually going up all the time. This has been a major issue in the organizational success (Kaufman and Guerra-Lopez 2013). The managers and the employees need to work together to gain the competitive advantage over their business competitors. It has been seen over the past few decades that the employees do not have much time to work on their assignments as they have to do many things i n their office hours like checking the emails, taking part in the meetings and many more things. This has been a very important part for the employees since they do not how to cope up with these issues in the workplaces. This results in the job burnout and many more severe problems (Cross, Rebele and Grant 2016). Another issue in this scenario is the fact that the organizations is the good results of the collaboration in the organizations. The employees are most times willing to assists their co-employees to reduce the stress on them. This is indeed very much effective for them since they get stressed after going through huge workload (Lee and Bonk 2014). This is why the organizations need to provide the scopes for collaboration among the employees in different contexts. If the employees help each other in difficult scenarios, their teamwork will increase and cross cultural conflicts will be reduced to an extent. The role of collaboration in the workplaces is growing all the more. If the team members collaborate with all other members, the integrated team performance will surely be increased. There are some resources from the perspective of collaboration (Lee and Bonk 2014). These are informational, social and personal. These three types of resources refer to the individual expertise and skil ls, social awareness after getting involved in a brand network and the time and energy of the team members. (Cross, Rebele and Grant 2016). The works of the employees would go in vain if the team members do not applaud it. The case of a blue chip professional services firm has been provided in this set of the article to have a view on the collaborative practices in the workplace (Cross, Rebele and Grant 2016). The aspect of the behavioral change has been noted in this article also to show the impact on the overburdened employees. The stress of the employees has to be reduced in order to get the best kind of performance from them. The organizational behavior has to be changed as well in order to maintain the integrity of the employees in the workplaces (Robbins and Judge 2012). They have to answer to the incoming queries of the customers and the managers had eliminated the meetings for some time so the employees could focus on their individual skills and provide the best efforts for the organization indeed (Robbins and Judge 2012). The structural changes will have to be included in the organizations to see what changes in the behavior could be seen. Some key questions have been identified in this discourse regarding the subject of the article. What structural changes should be incurred into the organizations for collaboration? Can stress and job burnout be reduced by the collaborative overload? How can the resources be used for betterment of performance among the employees? How can technology be utilized in collaboration in the workplaces? It has been a very complex thing to understand the competitive business environment in the modern times. The organizations always need to slow down and show some efforts to make the changes in their structures. As the employee burnout and stress is very much on the rise in the contemporary times, the organizations would need to shift their focus on different things like adopting the collaboration in their organizational framework (Ashkenas et al. 2015). The managers in the leading organizations have to understand that too much stress on the employees could lower their performance to a new level. They should imply the collaborative practice into the organizations because if they engage more brains into a project, it will be completed faster with more creativity. The front-line workers in the organizations should be used to meet the organizational objectives. This will also result in the organizational success in the future. The HR activities will play the major role in redesigning the organizational structures (Ashkenas et al. 2015) The managers have to look into the major problems and find out the best ways in which the problems could be solved with effective decision making power of the concerned employees. The organizations must go on to gain the competitive advantage with these steps from the managers. The workload of the employees should be reduced but at the same time organizational success has to be earned as well. One of the major challenges in the modern business environment is the job burnout and stress of the employees. The organizations have to handle it in the best possible ways so they can retain the employees. The employee turnover and burnout have become real risks in the contemporary management so they need to find some ways to mitigate this (Beheshtifar and Omidvar 2013). The various issues like attending numerous phone calls in a day, answering the emails and participating in the meetings have become huge issues. The research on the various organizations has explored that the employees are not able to give their best efforts due too much pressure in their workplaces. This is why they will need to shift their focus on collaborating with other employees in their departments (Beheshtifar and Omidvar 2013) The employees should be able to work with value-added co-operations with one another in order to do what is best to gain the competitive advantage. When the employees are worth of providing assistance to their co-workers it should not be a big problem for them as well. The importance of collaborative working is increasing to minimize the workload from the shoulders of the stressed out employees. Hopefully, the employees would be able to perform better if their stress is reduced. This question deals about the different resources that are needed for the collaborative work in the organizations. There are three different types of resources in the organizations so they need to imply all of them in the equal ways (Melton and Hartline 2013) These three different resources are informational, social and personal resources. The informational resources of the employees signify the skills and capabilities that they have to complete the projects. They should be adept in completing the projects effectively. The social resources mean the awareness of the employees about the projects and the position that he holds in the distributive network in the organization (Melton and Hartline 2013) This can be used as a resource for collaborating with one another in a better method. This will probably erase the cross cultural conflicts in the organizations as well. The personal resources are the energy and time of the individual employees (Melton and Hartline 2013). These factors do not work in the same way for everyone. So, the employees should always work as a team. The inefficiencies of one team member should be covered up by the others. This should really be helpful indeed. The personal resources cannot be shared but they can be utilized when the employees work as a team in the collaborative method (Melton and Hartline 2013) The time one project takes to be completed will obviously depend on the infinite energy of the employees. Technology is a very important aspect in terms of the organizational procedures. The organizations should utilize the technology for achieving the business objectives (Worthington 2012) In the modern context of the digital disruption, the organizations might go on to rely on all the latest technological updates. The use of technology is very much influential in order to improve the capacity of the workforce. The employees should be trained to work with collaboration and produce the best results for the organization indeed. The knowledge of the employees regarding the use of technology should be turned into action when they will use the technology for the betterment of the business performance (Worthington 2012). The employees should work together and use the current technological devices to provide the information faster. These things would indeed very important for the organization to better their service to the customers. The employees can use various social media tools and collabo rate to build up new strategies for the expansion of their markets (Worthington 2012) The technological solutions should be based on the knowledge of the employees and how they can work together. The smooth flow of the work should be enough to bring the organizational success. Conclusion This paper can be concluded by saying that collaborative overload has been a menacing component in the modern global business environment. The selected journal has been analyzed and the literature review has been given on this journal. The four key questions have been found in order to to highlight on the components on this journal even more. These four questions have been discussed and important information has been provided regarding this topic. Thus it can be said that issues and challenges related to collaborative workload has been discussed in this paper with much analysis. References Ashkenas, R., Ulrich, D., Jick, T. and Kerr, S., 2015.The boundaryless organization: Breaking the chains of organizational structure. John Wiley Sons. Beheshtifar, M. and Omidvar, A.R., 2013. Causes to create job burnout in organizations.International Journal of Academic Research in Business and Social Sciences,3(6), p.107. Cross, R., Rebele, R. and Grant, A., 2016. Collaborative overload.Harvard Business Review,94(1), p.16. Melton, H.L. and Hartline, M.D., 2013. Employee collaboration, learning orientation, and new service development performance.Journal of Service Research,16(1), pp.67-81. Worthington, J., 2012.Reinventing the workplace. Routledge. Trends in the Global Business Environment – Myassignmenthelp.Com Question: Discuss About The Global Trends In The Business Environment? Answer: Introducation Heidi Gardner in her article When Senior Managers Wont Collaborate has shown a very different approach towards facing the conundrum in modern professional services firms. Problems for these firms have increasingly become more complex with the advancements of their clients. To handle this situation the top-tier firms have created less practice areas and encouraged partners into specialization. The collective expertise has spread across boundaries to people, places and practice groups, and this is the only way to address the complex issues of the clients. Gardner has found that if this course is taken then firms start earning higher margins, gain a competitive edge in the markets and inspire client loyalty. However, for the professionals financial advantages of this cooperation ensue slowly and the other benefits are difficult to quantify. It makes the decision difficult that whether this kind of investment in cooperative learning would pay off or not. This kind of collaborations are h ard and different from the simple assemblies and interconnected project. This sort of true multidisciplinary collaboration asks from people to link their ideas and expertise and mold those according to the needs of the clients so that the result comes out bigger than the accumulated knowledge of the participants. Improved understanding from professionals and decrease in barriers to collaboration by firms would increase the benefit level largely. Gardner has carried out a decade spanning quantitative analyses of the financial and time sheet records of three international law firms and an accounting firm, case studies related to professional services incumbent and new entries, and some surveys and interviews of professionals across a wide range of sectors. Her findings display the benefits of collaboration playing out. Her article goes on to explain the individual and firm wise benefits of collaboration, even what the barriers in this way are and how to overcome them to reach to the b enefits sooner and not pressurize the employees in any way. She has added recommendations on how to successfully implement this approach and how the leaders in an organization can be of help (Gardner 2015). Going through the article, readers would come up with some questions of their own of which they would require some answer. The first one is: What is collaboration? Collaboration happens when a team of learning masters fuse their individual capacity remembering the true objective to pass on bewildering comes about on complex issues, normally extending after some time and across discrete projects as they recognize new procedures and begin empower engagements (Huxham and Vangen 2013). Despite showing their capacity, these professionals ought to moreover enable, incite, to enable and adjust each other. Thusly, collaboration is not exactly the same as irrelevant assembly (where authorities fundamentally contribute their piece and someone pulls inputs together) or essentially back to back, dependent work (where a lawful counselor develops others prior work of others and hands his work over to the accompanying partner) (Gardner 2015). Regardless of the way that it may exclude opposite working, collaboration requires repeated or advancing associations, to allow the generative recombination of different people's information, perspectives and bent (Adner , Oxley and Silverman 2013). The aftereffect of collaboration is something beyond the total of taking an intrigue partners' unique data. Collaboration is routinely mixed up for cross-selling, yet they are remarkable. Unadulterated cross-selling happens when partner A familiarizes partner B with his own specific client, so B can give additional services. In spite of the way that A may give some level of oversight to ensure that her client is content with Bs work, she is likely not going to get significantly connected with the substance. Then again, collaboration incorporates aces working substantively together to pass on a project, rather than authorities working autonomously in their punitive silos (Nicolini, Mengis and Swan 2012). The second question that would arise is: How to manage dynamic collaborative arrangements? Collaboration begins with finding the right ace who has both proportional data and a capacity to participate in joint working and the two perspectives twist up obviously harder to find in firms that develop rapidly (Gardner 2015). As one partner in a worldwide firm related that he used to know enough about his partners' work that it would take him only a solitary or perhaps two phone calls to discover even the most subtle dominance he required. Directly [after a movement of mergers], the firm has altogether more experts open, however finding them is exponentially trickier. Furthermore, people never again feel a comparative individual duty to each other that makes them meddle with their own specific inspiration to help on another partner's client. He detected that he anticipated that would organize or support, however before people would essentially settle on the best decision for each other. It ends up being essentially more troublesome once the pertinent parties have concentrated o n collaborating (Huxham and Vangen 2013). Traditional teams confined to deal with a specific issue or game plan typically have clear targets, a portrayed pioneer and a for the most part clear dynamic framework to empower smooth working. Strikingly, collaboration dynamically happens among peers who are experts in their own specific zones and have their own wellsprings of vitality and magnificence. Despite when the partner who has the client is apparently responsible for the engagement, associates need to normally develop errand portion and fundamental initiative benchmarks (Adner, Oxley and Silverman 2013). Likewise, these working blueprints must be reliably renegotiated, as partners who lead one engagement must surrender to their past enthusiasts on the accompanying. Reordering the status chain of significance may be clear on a major level, yet it is much of the time a troublesome, politically charged act. All in all, fusing exceedingly specific authority is mentally mind boggling a nd can create competition and battle when legitimate counsels have even to some degree misaligned goals (Lee, Olson and Trimi 2012). The third question arising from this article is: How to handle performance pressure? In the present hyper-forceful business environment, professional firms and their leaders go up against phenomenal pressure to pass on dominating results (Gardner 2015). Every single lawful advisor might need to assume that they use the challenges of a high-stakes client situation to shimmer, displaying their own specific and the firm's best capacities. Unimaginably, regardless, investigate exhibits that the pressure to perform exceedingly well drives people toward cut down risk choices, with defective outcomes. This - deplorably across the board - affect exhibits how performance pressure can be a twofold edged sword: disregarding the way that it drives people to build their attempts, they may in like manner unintentionally react in ways that are finally counterproductive (Christensen, Sutton and McIlwain 2015). Performance pressure happens when some person must pass on extraordinarily choice performance. Since their projects are so basic, those facing performance pressure all things considered have space plan savvy and resources anticipated that would complete the work; the bother is that they quit using these advantages enough. High stakes breed uneasiness among team people, their clients and their chiefs. Hence, performance pressure drives people to wind up danger reluctant. Rather than winding up more creative and looking for after best solutions for their client, teams under pressure start considering their issue something that can't be allowed to miss the mark. This mistake repugnance mentality drives them to choose courses of action that can be successfully upheld and to use showed procedures that are based on scarcely described performance targets. By definition, these outputs are less inventive in light of the way that novel game plans give off an impression of being risky. Additionally, individuals going up against performance pressure search for control, which cuts down their longing to team up - it feels more secure to complete the work oneself. Toge ther, these misleading effects of performance pressure can extraordinarily undermine the aggregate method (Katzenbach and Smith 2015). The fourth and final question that can be extracted from reading this article is: How to establish trust? We have all heard horrendousness stories about a decades-long client relationship risked by one mistake. The perils of incorporating another partner with one's own particular client are bona fide, and putting it all on the line to incorporate others requires two sorts of trust: relational and competence trust (Gardner 2015). "Relational trust" is just the capacity to make vulnerable against another person, for instance, the partner with whom one begins another collaboration. It rises up out of the eager bonds that interface relates and makes through shared experiences, corresponding revelation and demonstrates that individuals won't abuse each other. This trust gives professionals assurance that they can bring partners into their most regarded client associations without stress that the partner will display contact, take their client or undermine the client relationship by one means or another (Frederiksen 2014). "Competence-based trust? is the conviction that another individual is a ble, reliable, professional, especially masterminded and focused on his or her work. Right when professionals make shared competence trust, they will likely rely upon and use each other's data. The closer someone else's expertise is to one's own, the more adequately and unequivocally competence can be judged and trust set up. Right when professionals from different practices collaborate, regardless, they may at first need to interface diverse thought universes for example, new dialect, fluctuating doubts or new approaches that make it harder to trust each other's competence (Gardner 2017). Changes in the part - including firms' snappy advancement and internationalization, close by raised individual adaptability - make it more troublesome than whatever other time in late memory for the professionals to make shared trust, even inside a comparable firm. Internationalization moreover raises cross-social issues that position troubles to collaboration and building trust. Without conside r interventions to energize associations, arrange newcomers and develop trust in others' competence, partners may feel inadequate trust in their partners to take an interest in collaboration. All the more horrendous, failed tries at collaboration may butcher the longing to coordinate later on (Connelly et al. 2015). Literature Review In relation with the findings discussed in the main article by Heidi Garner, four questions were identified and discussed about. In context with the identified questions and their implications in the identified topic, four articles have been identified in relevance with the extracted questions. In this short literature review, these four articles are going to be discussed and summarized to establish their links with the core article. In context with the first question, collaboration has been identified as being a complicated process. It is considered by many as being a painful procedure, in which teams had to face a bad experience. In some cases hesitation has been seen in starting collaborative project, with the tension of making mistakes, failing to provide delivery on time or stealing credits for the success. However, Heidi Gardner, in another one of her article, Collaboration: Necessary, Not Evil, has termed collaboration to be necessary and worthwhile, just like in the core article. It is when professionals are attempting to deal with the present most personality boggling and multidisciplinary issues. From cyber security to global warming to innovation, there is a need of subject-matter experts who are significantly immersed in their own specific controls to fuse their novel bits of learning and handle their associations' and customers' most difficult issues, challenges that none of them could clarify alone. The benefits of collaboration may show up incredibly apparent, in any case they tend to assemble step by step. Curiously, people bear the fundamental threats and costs for all intents and purposes when they start endeavoring to team up. Little wins help to create communitarian vitality (Gardner 2017). In context with the second question, dynamic collaborative arrangements is a difficult thing to manage. In the core article, Gardner has discussed this process and how to benefit from it. In another article from Gardner, How to Capture Value from Collaboration, Especially If Youre Skeptical About It she collaborates with Herminia Ibarra and discusses how to capture value from such collaborative arrangements. The issues faced in collaborating, like inefficiency, low value and political dilemmas can be handled effectively by first clarifying what collaboration is and then gaining a firsthand experience of it in one or multiple collaborative projects. Seeing the value of collaboration alone can make a person put their effort as required for seeking out cross-disciplinary projects and develop the skills essential for collaborating effectively. Collaboration is a strategy for working that attracts and incorporates people outside one's formal control, affiliation, and expertise to satisfy shared goals. Understanding what collaboration is not is a fundamental bit of hinting at change at it. Collaboration is not a style, nor is it cross-selling. It might always not be the perfect answer, but it needs to be experienced. Contribution in projects is required, and work needs to be done on networking. The ultimate need is of being a good citizen and act strategically regarding what projects are to be taken on (Gardner and Ibarra 2017). With regards to the third question, collaborating participants often face issues with keeping up with the pressure of performing on projects. They experience the need of showing their value and skills in the projects, and proving themselves worthy of being in the project. Collaboration is a powerful competitive tool, especially in hands of seasoned collaborators. The pressure then comes of delivering quality and superior results. This pressure either drives teams to do well, making them put in high stakes and deliver exceptional results, or it puts extreme pressure which leads to suboptimal results. This directive of collaboration makes collaborators focus on avoiding failure instead of looking for true excellence, which ultimately ends up in anxiety and subpar results. Therefore performance pressure is a double-edged sword. It motivates people to ramp up their input, or it makes them inadvertently react to situations in a counterproductive way. In such situations, collaboration suff ers, professionals suffer and the whole organization goes into a downfall mode (Gardner 2016). In context with the fourth and final question, trust needs to be established in collaborative arrangements. By far most of us expect that if we have to change peoples mind, we need to change their rousing powers. Collaboration is as fundamental as it is problematic in this setting. Research attempts can't focus on applying the revelations of significant, restrict studies; they should mean a fundamentally more broad, more planned program. Collaboration doesn't become all-good effortlessly for a significant part of the most hoisted performers and the structure gives off an impression of being basically equipped against teamwork. The definitive stars have enormous independence over key work decisions. Collaboration centered at the right open entryways about constantly pays out, however just after people contribute vitality developing the essential associations and strategies. Numerous people and associations start the investment, however quit before watching the benefits. Handling inter nal sales data respects demonstrate people that insightful collaboration is not just a better than average to-have it's a key favored angle for getting market share. The key is to get people to trust in collaboration and its long term benefits. It is important that the participants are aware that their effort would be rewarding to them and the organization too. To make this happen, trust needs to be built (Gardner 2017). References Adner, R., Oxley, J.E. and Silverman, B.S. eds., 2013. Collaboration and competition in business ecosystems. InCollaboration and Competition in Business Ecosystems(p. iii). Emerald Group Publishing Limited. Christensen, W., Sutton, J. and McIlwain, D., 2015. Putting pressure on theories of choking: towards an expanded perspective on breakdown in skilled performance.Phenomenology and the Cognitive Sciences,14(2), pp.253-293. Connelly, B.L., Crook, T.R., Combs, J.G., Ketchen Jr, D.J. and Aguinis, H., 2015. Competence-and Integrity-Based Trust in Interorganizational Relationships: Which Matters More?.Journal of Management, p.0149206315596813. Frederiksen, M., 2014. Relational trust: Outline of a Bourdieusian theory of interpersonal trust.Journal of Trust Research,4(2), pp.167-192. Gardner, H. 2015.When Senior Managers Wont Collaborate. [online] Harvard Business Review. Available at: https://hbr.org/2015/03/when-senior-managers-wont-collaborate [Accessed 15 Aug. 2017]. Gardner, H. 2017.Collaboration: Necessary, Not Evil. [online] Chief Learning Officer - CLO Media. Available at: https://www.clomedia.com/2017/07/06/collaboration-necessary-not-evil/ [Accessed 15 Aug. 2017]. Gardner, H. 2017.How to Get People to Collaborate When You Dont Control Their Salary. [online] Harvard Business Review. Available at: https://hbr.org/2017/01/how-to-get-people-to-collaborate-when-you-dont-control-their-salary [Accessed 15 Aug. 2017]. Gardner, H. and Ibarra, H. 2017.How to Capture Value from Collaboration, Especially If Youre Skeptical About It. [online] Harvard Business Review. Available at: https://hbr.org/2017/05/how-to-capture-value-from-collaboration-especially-if-youre-skeptical-about-it [Accessed 15 Aug. 2017]. Gardner, H., 2016.Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos. Harvard Business Review Press. Huxham, C. and Vangen, S., 2013.Managing to collaborate: The theory and practice of collaborative advantage. Routledge. Katzenbach, J.R. and Smith, D.K., 2015.The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press. Lee, S.M., Olson, D.L. and Trimi, S., 2012. Co-innovation: convergenomics, collaboration, and co-creation for organizational values.Management Decision,50(5), pp.817-831. Nicolini, D., Mengis, J. and Swan, J., 2012. Understanding the role of objects in cross-disciplinary collaboration.Organization science,23(3), pp.612-629. visualization: Integrative opportunities.Journal of Computer Information Systems,44(2), pp.58-64.

Effective Communication For Managers †MyAssignmenthelp.com

Question: Discuss about the Effective Communication For Managers. Answer: Introduction In the present day scenario, it is important for the managers to inculcate several important managerial skills within him. It is only after he has started practicing the skill that he can implement it within his employees as well. There are many important qualities that manager must inculcate within himself-they are critical thinking, planning, coordinating, cooperating, following up, determined and also communication. Communication happens to be the most essential and basic managerial skill. Communication is the very key to management. If the communication does not take place freely and from both the ends then the entire process of communication remains incomplete. Effective communication is indeed a very useful tool. Being a manager, it must be his utmost priority to effectively communicate with all his employees. This will make the employees very free within the office environment (Shen Austin 2017). Theoretical concepts The ability of the manager to successfully communicate with their superiors, colleagues and other employees are important irrespective of the industry one works in (Austin et al., 2013). However, communication skills are very important for any manager to ensure their success (Dozier, Grunig Grunig, 2013). Thus, the top 10 communication skills that can help the managers to understand the present job market is as follows- Listening- to be a good communicator it is important to be a good listener first. Managers who are good listeners are always preferred more by others as they will listen to others as well. Thus, active listening skill plays an important role for the managers where they pay close attention to what the other person has to say. Non-verbal communication- body language, eye contact, hand gesture and the voice tone all pay an essential role in what an individual is trying to deliver. Thus, for a manager the tone should be relaxed, friendly and open stance where the other employees must feel that he is approachable and these non-verbal communication elements will influence others to express openly in front of the manager (Burgoon, Guerrero Floyd, 2016). Clarity and concision- a manager who are good communicators never say too little or way too much while communicating rather they just say as much as they need to. The best possible way is to convey messages in little words as possible. Clear and direct messages are important from the manager's side to be it on phone, in person or through emails. Friendliness- managers who have a friendly tone, personal questions or may be simply a smiling face can greatly encourage their coworkers to attract them in open and honest communication with their managers. Confidence- while interacting with the employees, managers must be confident while they are interacting with others. Thus, confidence in the managers makes the co-workers feel that the manager believes and will follow what he believes. Confidence is reflected through the managers eye contact while taking, firm and friendly tone (Davidson Stevens, 2012). Empathy- managers need to understand and respect the point of view of the employer, the co-worker or the followers. Thus, listening to others and respecting their point of view is important on the managers part. Open-mindedness- for a manager it is very important to have a flexible and open mind to be a good communicator. Thus, managers must be open to listening and honest when they are conversing with others. Respect- managers must show respect to other employees as well as to their ideas. To show respect managers should take the name of the worker, make eye contact while conversing and listen actively while conversing. Feedback- managers must have the skill so that they can properly give and take feedback from others. Feedback, however, is an important skill area for the managers. Managers, as well as the supervisors, should repeatedly search for different ways in which they can provide their co-workers with feedbacks that are constructive. Picking the right medium- the most important thing in communication by the managers is to have the knowledge where they can use the correct form of communication in the correct situation. There are few communication theories which can help the managers and the organization determine their culture of the organization. Thus, there are following four theories of communication- Critical theory- according to this theory the communication takes on the role where it can settle conflicts, avert problems between a set of individuals, motivating the employees so that they can do more and lastly, imparting direction that will unite the workforce under one goal (Baynes, 2013). Information theory- this theory mainly deals with the way information proceeds with as little mistake possible. Here communication mainly focuses on the massages so that they can be mended so that it cannot be modified. It, however, confirms the accuracy of the communication. Moreover, one can hold the recipient of the message as more responsible than the sender who is responsible for the final statement of the communication. Post-positive theory- this theory puts attention on messages intended to keep employees obeying the rules and then smoothly working altogether. The post-positive theory basically thinks that order is a natural condition in any company. Groupware theory- as technology advances there are high chances where old lines of the communication may get modified. Thus, staffs can communicate via computers, mobiles, and other technologically advanced devices so that the information's are spread in organizations ahead of the desire of the management. However, there can be situations where information's that are positive can also flow from one department to the other before themanagement can notify the stakeholders of the modifications in any policy or in any initiative (Leonardi, 2014). Implications of communication in effective management practices Communication is the main element to succeed as a human resource management (HRM) or as a manager. In HR communication has an effective part to play because HRM is solely based on the effective communication practices. However, an effective communication is the essential element for human resource leaders. However, communication must be in sync along with the managers; managers with its employees so that it can support the internal as well as the external service to the customers, manage alterations within the company and build the unity of the HR department (Bratton Gold, 2012). Thus, the benefits that the manager can bestow in the organization through practicing effective communication are as follows- Intradepartmental communication- this point says that HR managers must learn themselves to productively communicate with the companys workforce. However, they are also bounded to strengthen the lines of communication among the HR leaderships and HR staffs. When the communication is done through an HR manager effectively with their employees then they together portray as a team with a steady mission that can begin HRs integrity throughout the company (Gondal Shahbaz, 2012). Strategic Direction- the HR managers who are among the high-level ones usually communicate with the topmost managers. In a company that utilizes the HR department leadership as a guide to creating a productive and attentive workforce, the HR managers manifest partnerships with the topmost leaders so that they can develop the organization's strategic direction. However, if there is an inability in the communication with the executives then HR risks them as not becoming a member of the team who will be responsible for defining the company's strategic growth and functional applications of their strategic plan. Functional implementations- the expertise of an HR manager is frequently demonstrated via communicating their knowledge of their job along with their best practices and their professional vision for the department and the company all over. The benefit of effective communication is that the functional application is suitable for the strategic direction of the organization and that the HR employees evidently understand how to proceed forward under the guidance of HR manager. Effective leadership- effective communication benefits the leadership of the HR manager. HR managers those who are competent of empowering the administrators and managers in the areas like the first responders for staffs relations matters, alleviate HR employees to handle many of the routine problems that appear within the department itself. However, HR expands and delivers leadership training as well. Communication benefits risk management- apart from the above-mentioned benefits there are other benefits and they are that HR leaders minimize the organization's liability for inequitable employee practices. Communicating the company's policy on equal staff opportunities and justifying decisions of the employees with appropriate documentation is also another feature or benefit for effective communication within the organization. However, communicating the policies of the company to its various departmental employees so that they understand the organization's commitment towards fair and equal treatment, despite their sex, race, religion, and disability (Hopkin, 2017). However, communication is very much essential in effective management practices in an organization. Communication needs to travel in all directions throughout the organization like from managers to their employees, from the employees back to the managers and also in between the team members. An effective manager is the one who can be an active listener and encourages a surrounding where the employee gets to know each other and believes in one another's strengths, weaknesses and their styles of communication (Block, 2016). However, effective management is a skill, but still, it can be learned if some basic principles are followed. Therefore the following steps can help develop managers:- Selecting the appropriate employee Showing empathy Clear communication with the employees Managers must lead by examples Managers must know how to delegate work to their team members so that their teammates also get the chance to contribute to some important projects. Managers must be positive as well as constructive Managers must thank their employees as well as reward back them for good work Managers must look after the development of their employees; they have the patience to guide them for betterment. Motivating innovations Managers must have a flexible approach so that they can adopt with various types of employees and granting them the freedom to work in their own styles. As mentioned in the first part of the report, communication is one of the most important qualities that a leader must have. As the very name suggests, the manager is someone who has to manage all the affairs of an organization. Hence, communication naturally becomes a very important trait or a skill area of the manager. It is also a very well known fact, that all the employees who come to work in any and every organization, are from different cultural and social backgrounds. Hence, it often becomes very difficult for them to understand the different rules and regulations of the company. However, implementing proper principles of communication will definitely help to make the employees very much comfortable within the office environment (Mazzei , 2014). As a manager, it must be the first and foremost duty to see if his employees are happy and comfortable within the office and also to ensure that the employees clearly understand the exact reasons behind the rules and regulations of the company and why must they abide by them. An essential outcome of having a good communication skill helps in answering the question "why". In other words, the employees often suffer from several unanswered questions like why must they care about the company rules, why must they be hundred percent efficient in their work, why is it important to not take unnecessary leaves, why is it important to keep the important company information confidential etc. It is through this effective communication skills that a manager can solve all these questions. He can talk with all these employees individually and listen to all their concerns. Not only that, it is only through effective communication that he will be able to solve all the doubts and fears that the employees have. Another important outcome of implementing a good communication in the workplace is preventing the process from being a onetime event. Implementing proper communication skill at each and every level of the company will make this process a two-sided one. In other words , effective communication is one that always will have a positive outcome from both ends that is from the sender as well as from the receiver. In other words, if the manager is making any kind of announcement or is circulating any email among his employees, it is the sole duty of the employees to see and revert back to them as well. Getting a proper feedback from all the employees will ensure that the process of effective communication has been successful. Communication type Objective Medium frequency audience Owner Deliverable Inculcate effective speaking within the employees by introducing a project To initiate communication and enable the employees in giving up hesitation Face to face once Project Sponsor Stakeholde-rs Project team Project manager Agenda Meeting minutes Involving all the members in giving the project review To involve all the team mates and make communication a two way process Face to face Conference call As needed Project team Project manager Agenda Meeting minutes Taking report of the project individually from all the team mates To listen to and cater to all the problems of each and every employee Face to face interaction Personal meeting Daily Weekly monthly PMO Project manager Employee feedback Communicating with a friendly body language and gestures for imbibing positivity Helping to reduce the negative vibes from the employees, cheering them up with positivity and helping them to restore their confidence and productivity Face to face presentatio-n daily All the employees Project manager Project status report Another important outcome of implementing effective communication within the organization will also ensure that the employees are getting whatever is being communicated to them by their superiors or their managers. Apart from this, another important outcome of this effective communication will be to get the feedback from the employees (Holmes, Atherton Tweed 2014). If the managers are freely communicating with all their employees, it will make the employees feel very much wanted. It is only as a positive outcome of effective communication that the manager will ask for the active participation of the employees in any and every big or small decisions taking place within the organization. This will help the employees in knowing that they are very much valued within the organization. A sound and effective communication system will help in grooming the trust and confidence of the employees both within themselves and within the organization as well (Belsha et al., 2017). This will in turn help in increasing the productivity of the employees. Achievements Implementing effective communication within the organization will definitely have some positive achievements Building long-term relationship Offices are not only the place where people come for working; they also make friends in one's workplace. Apart from working hard, it is also very much essential for the employees to develop friendly relationships. Having a good trust and a long-standing relationship is very much essential for maintaining a healthy work atmosphere as well (Carr et al., 2016). Breeds trust It has been seen that the employees tend to open up more when they meet face to face than when they communicate through technological means. The groups that meet and talks face facing build up more trust and effective cooperation between themselves. Communication helps in using several friendly gestures and body languages as well ( Hashim 2015). These include a formal hug or a handshake or a pat on the back just in order to show respect and a token of friendliness, faith, respect, and understanding. These help in generating the feeling of positivity within the organization (Raina Roebuck 2016). Often there are several negative opinions and negative comments that the employees get to hear from their co-workers or even their superiors. These negative vibes often take away the positive mood from the employees. This negative vibe may render the entire day bad and ineffective. It is during this time, that a good and comfortable communication helps a lot. It helps in encouraging and motiv ating the employees a great deal. (Fan et al., 2015) Problem-solving skills Both effective communication and the problem-solving skills go hand in hand. It is often seen that some of the employees within an organization are hesitant in many affairs. They naturally look to their leaders or their managers for guidance and help. If the managers fail to talk freely with their employees then he is likely to lose the trust of his employees. He needs to freely engage in a conversation with all his staff and listen to all their doubts patiently (Vihakara 2014). He must also try his level best to make them speak and open up. He must encourage his employees not to stay quiet regarding their issues and problems. Communication is always the best tool to come put from shyness and open up freely in one's work environment. This will enable the manager to know about all the problems that his employees are facing in the workplace. Multigenerational relations It is a proven fact that in any and every work field, there will obviously be several areas of conflict. However, these conflicts can often arise between the employees due to o many reasons. It will be the duty of the manager to see to this and solve this problem. Good communication skills will definitely help the manager to easily manage this problem. It is only through communication that the manager can overcome such complicated situations and encourage his employees to give up the disputes between themselves and work peacefully. Maintaining industrial peace Communication will definitely help in solving all the disputes taking place between the employees. There are also several attitudes that can be used in an organization for getting the positive outcomes of effective communications. Often the employees suffer from some of their personal tensions as well. These personal problems mingled with the work pressure create a very bad impact on their mood and this, in turn, can affect their productive capacities as well. If the manager takes a good initiative and starts communicating with all his employees then it will really be very helpful. Sharing and opening up will definitely make the employees much relieved from their tensions and they will naturally be able to work with a cheered up mood. This, in turn, will enhance the productivity of all the employees and the entire operation of the organization will be running smoothly (Helfat Peteraf 2015). Conclusion Thereby it can be concluded from this paper that effective communication is very much important in each and every aspect of an organization. It is of utmost importance on part of a manager to imbibe this skill of effective communication within him. Among all the good qualities that a manager must contain, communication is one of them. Communication is the building block of a successful and well-functioning working organization. Though effective communication is not a very easy process to be implemented and followed within the first go, gradually kit must be started. A manager can himself start communicating with all his employees one by one. This will not only make him know all the doubts and complaints of his employees but it will also make the employees feel very much wanted. 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