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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124 • ROCK products • August 2019 www.rockproducts.com employees would be limited to email, newsletters, train- ing videos, PowerPoint presentations and small talk. 39. The phrase malicious gossip is not redundant. Malicious gossip that pries into personal, non-work-related issues is bad and should be avoided; talking about what we do on the job is normal and should be encouraged. 40. Goal setting, planning, evaluation, project coordina- tion, even some reward and recognition are preferably communicated through formal channels. And formal communication is almost always preferable when spe- cific information needs to be transmitted without error. 41. Communication is time sensitive. Major announcements should come through formal channels. The grapevine produces a necessary and inevitable reaction. When announcements are held back, speculation occurs in the grapevine and misinformation spreads. 42. Abundant, timely communication has an immediate, practical impact. Employees with up-to-date information about procedures, the market and corporate goals will make better decisions and provide better service than employees who lack these intellectual resources. 43. In a competitive market, the company that best services the information needs of its employees best services the needs of its customers. 44. It is better to communicate bad news promptly than to hold back or obfuscate it. The integrity of communication from management is more important than the impact of what is being communicated. Employees need to be able to trust management, particularly in times of change. Internal Communication Processes 45. You cannot sit people around a table and expect enlight- enment. Meetings are only productive if the right people are talking about a meaningful topic in an atmosphere that facilitates open discussion and consensus formation. 46. Managers lead best when they share their authority. When conducting meetings, they should ensure that issues are probed from different perspectives, that ideas are tested in debate and that decisions are supported by conviction. 47. Private discussions before a meeting are helpful for everyone. If a subordinate disagrees with a supervisor, it is possible to exercise the disagreement privately in a strenuous way that might seem disrespectful if it were done at a meeting. 48. Technology facilitates and economizes communication, but it rarely improves it. 49. The greater the p factor, the smaller the e factor; the more people (p) your message reaches, the less effective (e) it will be. In order for a message to be appealing to a large audience, it has to address only those characteristics and preferences that are shared by the entire audience. The broader the audience, the smaller the pool of salient information. 50. No management responsibility has a greater impact than hiring. The few hours spent preparing for and conducting job interviews will result in a new hire who may be with the organization 40 hours a week for 20 years. If it is a good hire, the return on investment is incalculable. If it is a bad hire, the damage may also be incalculable. 51. Hiring is a communication process and it should be par- ticipative. A coworker committee can screen candidates, conduct interviews and send the two best applicants to the supervisor. The supervisor can interview the two finalists and decide who to hire. 52. Managers should meet with employees for an informal monthly review. The agenda for the meeting can be four pages of bullet points generated by the employee. The first page is accomplishments from the previous month, the second, a list of tasks for the current month and the third and fourth are lists of tasks for the next two months. The first page insures that positive and negative feedback are exchanged and the last three allow the supervisor and subordinate to shuffle and eliminate tasks in light of changes in the organization. 53. Communication behavior is learned from the top down. The senior executive is the role model for everyone. 54. A true open-door policy allows any employee to com- municate with any other employee about any business issue at any time. 55. The result of a good open-door policy is management at all levels becoming more accountable as their decisions become open to scrutiny. 56. Most open-door policies actually inhibit communication. They insist on meetings and notifications linked to the chain of command and make it difficult and perilous for an employee to communicate outside the parameters of the workgroup. External Communication 57. Never lie to or try to mislead the news media and the public. Honesty is the first principle of a good reputation. 58. The public relations practitioner may argue the com- pany's position but, in the case of a company problem, should admit guilt rather than tarnish its reputation with deception. 59. In a physical crisis, the public relations professional develops and implements the communication processes required to orchestrate evacuations and relocations and Community Relations Aggregates Industry Almanac

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