Rock Products

AUG 2019

Rock Products is the aggregates industry's leading source for market analysis and technology solutions, delivering critical content focusing on aggregates-processing equipment; operational efficiencies; management best practices; comprehensive market

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www.rockproducts.com ROCK products • August 2019 • 123 15. Communicators distinguish themselves as professionals by establishing individual reputations based on years of high-quality service and unvarying ethical standards. 16. Ethics are determined by what people do, not by what they say they do. 17. All practitioners of public relations will claim to have ethical standards; the professionals are the ones who live by them. 18. All professional planning and communication reflect a cyclical process of feedback and adjustment. Just as adaptation facilitates biological survival, the feed- back-adjustment process propels the activities of professional communicators. 19. The professional communicator is not an expert who knows what to say; rather, he or she is an expert in dis- covering what to say. 20. Communication practice falls into four categories: tech- nician, facilitator, expert communicator and consultant. Technicians write news releases and speeches, facili- tators arrange processes to help others communicate, expert communicators are company spokespersons and consultants advise business leaders on how to manage corporate culture. Survival of the Fittest 21. Every organization is part of a system with three compo- nents: the organization, its publics and its goals. 22. The ultimate organizational goal is survival. 23. Customers, employees and neighbors constitute a social environment. Like the physical environment, this social environment changes continually. 24. Organizations that adjust to the social changes prosper and survive; organizations that do not lose money and fail. 25. When organizations adjust, they have to make only adjustments that are consistent with their identity and goals. To over adjust is as fatal as not adjusting at all. 26. The public is a reification. We deal with publics. Awareness of the mosaic of publics helps prevent over emphasizing one public at the expense of the others. 27. Every mission statement should do two things: define the organization and set the organization's long-range goals. The longest-range goal is always unspoken; it is to survive. 28. An organization that steers wisely between change pres- sures from the environment of publics and the demands of its mission statement achieves consensus and avoids crisis. Internal Communication 29. A hierarchy of business cultures is represented by how companies handle communication. Worst-case scenario cultures limit communication to giving orders and penal- izing employees who talk back or ask questions. At the next level are companies that ask for feedback but don't act on it. Then there are companies that encourage feed- back and act on it with media. At the highest level are companies who manage culture through communica- tion processes. Everything from the hiring process to employee review to the company picnic is infused with two-way communication. Their employees are kept informed and are empowered to speak up and take action. 30. Treat the employee the way you want the employee to treat the customer. 31. The most important communicator in every company is the manager. Managers have the responsibility of select- ing, directing, supporting and rewarding employees who provide products and services that satisfy customers. 32. Successful companies have happy customers, happy customers receive quality products and services from motivated employees and motivated employees receive support and recognition from their managers. 33. Managers are leaders. A good leader deserves credit, but never seeks it. When leadership is performed well, we do not notice it. And when leadership is most successful, it is no longer needed. 34. Giving orders is not a skill, it is a bad habit. Managers need to identify the right person for the job, ask ques- tions, set guidelines and provide reward and recognition. 35. Good employees work smarter and harder if they help create plans and are allowed to make choices to imple- ment them. The key management skill is managing to get out of their way. 36. The best reward and recognition is a genuine, immediate response to a deserving effort. It is the thanks and the handshake you get for helping someone with a flat; it is the nod you get after you support someone's argument at a meeting and it is the mention of your name when a successful project is reported. 37. Differences between business cultures are not dictated by employee handbooks. Culture is engendered through behaviors observed, evaluated and reproduced through informal interaction, often through gossip. 38. The grapevine preserves normal human communication in the twenty-first century workplace. It carries stories that teach us what is praiseworthy, foolish and pro- fane. Without the grapevine our interaction with other Community Relations Aggregates Industry Almanac

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