Training Managers for “between You and Me” Experiences
01 Apr 2006-Vision: The Journal of Business Perspective (SAGE Publications)-Vol. 10, Iss: 2, pp 21-27
TL;DR: In this article, the authors investigate the possibilities of formally training managers for effective informal communications in the workplace and investigate the role of informal communication in decision-making in B-schools and corporate world.
Abstract: This paper investigates the possibilities of formally training managers for effective informal communications in the workplace. Although business communication is taught extensively in most of the B-schools and in the corporate world (through training programs on presentation skills, meeting management, etc), scant attention is paid to training students or managers on how to deal with informal communication, i.e., grapevine activity, rumor, gossip or any other communication which does not fall in the purview of “formal communication“. Research has conclusively indicated that informal communication can affect decision making in organizations- favorably or otherwise. In this paper, the role of informal communications is established through extant literature review. After critical evaluation of variables, conceptual models are proposed for “informal communication” and “training managers in effective informal communication”
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TL;DR: This reading book is your chosen book to accompany you when in your free time, in your lonely, and it can help you to heal the lonely and get or add the inspirations to be more inoperative.
Abstract: The heard it through the grapevine that we provide for you will be ultimate to give preference. This reading book is your chosen book to accompany you when in your free time, in your lonely. This kind of book can help you to heal the lonely and get or add the inspirations to be more inoperative. Yeah, book as the widow of the world can be very inspiring manners. As here, this book is also created by an inspiring author that can make influences of you to do more.
29 citations
TL;DR: In this paper, a conceptual model of managerial identity formation is presented for a case vignette of a managerial leadership development training program developed by a regional network of nonprofit human service agency directors.
Abstract: The transition from direct service to management in human service organizations requires newly promoted managers to engage in significant role transformation that calls into question their self-concept and identity. This analysis draws upon the for-profit and nonprofit literature to construct a conceptual model of managerial identity formation. The model is then applied to a case vignette of a managerial leadership development training program developed by a regional network of nonprofit human service agency directors. The analysis concludes with implications for managerial training and leadership development in human service organizations.
23 citations
Dissertation•
17 Jun 2019
TL;DR: This research aimed to critically explore and analyse informal communication activities within a centre-left political party in a country of the European Union (EU) and showed boundaries between the formal and informal can be blurred.
Abstract: Recently, the political landscape in Europe has been dominated by the growth of populism and the proliferation of smaller political parties, including those of the far right. Pressures are exacerbated by difficulties in discernment of truth amid the prolific dissemination of ‘fake news’; alongside exploitation by politicians of technology induced changes in pace and volume of information. At no other time in the history of politics has there been greater need for rapid learning, particularly for established political parties, in order for them to be able to adapt, keep up and remain relevant on today’s political stage. This research, utilising interpretivist methodology, aimed to critically explore and analyse informal communication activities within a centre-left political party in a country of the European Union (EU).
The research used a qualitative case study approach to investigate how informal communication influences learning in a political party. An in-depth contextual approach was taken, which involved exploring, through interviews, the perceptions of five participants, identified by using purposive sampling. These were firstly about relevant organisational contexts and secondly, two weeks later, about specific examples of ‘informal conversation’; the latter term being the participants’ agreed working definition of informal communication. Nine conversation cases emerged from the participants’ examples for more focused exploration. The research design was developed through integrating information behaviour and organisational learning perspectives. Template analysis was applied to the findings. Two existing information behaviour models by Wilson (1999) were modified into new models, incorporating elements of organisational theory. The new working model of human information communication in conversation was applied to the findings to enrich and enhance their interpretation, surfacing additional information such as motivation for knowledge sharing as well as for information seeking in conversation. Findings showed boundaries between the formal and informal can be blurred. Many of the revealed aspects of informal communication reflected the nature of the organisation. The participants identified that a key contextual challenge for learning was the party having to rediscover its identity and place, in today’s climate, without compromising its integrity. Self-efficacy regarding influence in the party through informal communication was only expressed by very active participants. The likelihood of follow-up activity from informal communication depended on the issues discussed. The research design has potential for expansion to comparative studies as well as application in other types of organisations.
13 citations
01 Jan 2019
TL;DR: In this paper, the authors provide a critical reflection on the introduction and implementation of a homeworking policy in a United Kingdom Government Department from the perspective of managers and employees, and find that despite the clear expectation of homeworking set out in the policy the desired outcome was not achieved.
Abstract: This study provides a critical reflection on the introduction and implementation of a homeworking policy in a United Kingdom Government Department from the perspective of managers and employees. Prior to the introduction of the policy, homeworking had been available on an individually negotiated basis for a minority of individuals. The policy set out the expectation that all employees would work 1-2 days per week from home, the aim being to achieve a change in working methods and a reduction in office space. Within the literature there is a significant amount of research which looks at homeworking when it is available as a perk to certain employees, there is very little research from organisations where it is an expectation applicable to all. The research adopts a phenomenological philosophy and an inductive approach. The research strategy was an exploratory case study using focus groups initially to provide insight into overarching themes and refine and validate questions for subsequent interviews. Employees were segmented into three groups, homeworkers, non-homeworkers and managers for both the focus groups and the interviews. Coding was carried manually to identify themes. The research found despite the clear expectation of homeworking set out in the policy the desired outcome was not achieved. Despite extensive communication about the change employees were confused and interpreted the messages differently. Managers were content to be relieved of the decision making around homeworking requests. Not all employees welcomed the prospect of homeworking and the findings support other research in identifying barriers to homeworking, for example suitability of property and family life. Trust between employees was an issue, with concerns raised about some homeworkers not having enough suitable work to do from home. Finally, the findings show all groups expressed concern about the adverse impact on career progression.
8 citations
Cites background or result from "Training Managers for “between You ..."
...Tremblay, Paquet and Najem (2006) saw an increase in homeworkers receiving financial support between 1999 and 2002 and Johnson, Andrey and Shaw (2007) identified employers who funded additional telephone lines and some furniture....
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...This supports the findings of Shahaida and Nargundkar (2006) who found informal communications travel faster down the grapevine than communications along formal channels....
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References
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Book•
01 Jan 19734,036 citations
Book•
20 Sep 1960
526 citations
TL;DR: In this paper, the authors build a conceptual model of workplace gossip and its effects on the power of employees who initiate it and suggest how moderators may shape those effects and discuss implications of the model.
Abstract: Although gossip is widespread, seldom has it been a topic of management research. Here the researchers build a conceptual model of workplace gossip and its effects on the power of employees who initiate it. After defining and distinguishing among different kinds of workplace gossip, the researchers develop propositions about the effect of that gossip on gossipers' expert, referent, reward, and coercive power. They then suggest how moderators may shape those effects and discuss implications of the model.
322 citations