Executive summary
This is a report of an interview held with Sarah Drum a worker with Anglicare. The interview was purposed to find out the organization’s communication structures. With this as a guide, it was easy to formulate the questions even before I met with the interviewee. This was measured against documented and orthodox communication structures within an organization. The appraisal was done after the interview and criticism were also done. The sources that are used in the report are peer-reviewed which proves euthenics. More information about the organization has been drawn from the organization’s official website.
Introduction
Communication within an organization is usually complex. This is characterized by the various issues of protocol, confidentiality, and other processes. Even though each organization has its own salient features in its mode of communication, there are some common factors that have been evident in many organizations. This has been so especially in the new dispensation of computerized information technology and communication. Issues that are evidenced in communication involve; ways of resolving conflicts, intercultural differences, the passage of information through various hierarchies, and sharing the available information (Witsel, 65).
Methodology
Since we started our communication study, my mind had been thinking about the mode of communication in a multicultural setting. Thus, when we were requested to conduct interviews I purposed to look for an organization that drew its members from diverse backgrounds. Luckily enough I happened to be visiting the neighborhood of Anglicare and made an appointment with Sarah. Our interview was held at her office. To gather information, I relied on open-ended questions that are easy to analyze. Most of the questions that I posed were on my list which made me feel more relaxed during the conversation.
Findings
In evaluating the organization’s communication issues in Anglicare, I first had an in-depth study of the organization’s communication skills. Most of the information that I required was available in the course syllabus. However, secondary data was sought from other sources that included refereed articles and works. According to our coursebook, there are many structured and unstructured paths of communication within an organization.
The most common is the use of memos to communicate the information between various departments and persons within an organization. The importance of each of these modes of communication is derived from its usage. The other common mode of communication is through formal meetings. During meetings, the participants are expected to understand the same things which are not usually the case. Minutes for the meetings must be taken for future reference (Kumar, 120).
The main hindrance to communication within an organization is context misunderstanding. Though it is common for any organization to use terminology that is common in an industry and which each of the members is expected to be conversant with, it is common for members to have a different understanding of different sets of words. Misinterpretation leads to the passage of wrong information by the first recipient (Rahim, 23). This mostly results in wrong feedback and also wastage of time and other resources in efforts of correcting the error.
However, in Anglicare, the biggest problem is cultural differences. The company which deals with different countries and also the staff who are drawn from various countries have cultural issues to deal with. The staff members and the refugees use different accents which force the staff to make assumptions of things they do not understand. This is not a periodic circumstance as refugees trickle in often. Thus each new entrant is a new accent case to deal with (Nagalkekerk, 100).
With this comes the issue of body language. The staff has to understand the various body languages that the persons use in their cultures. For example, some communities nod their heads to accept and shake it to negate, while other communities nod the head to negate and shake it to accept. Similarly, there are cultures that acknowledge handshake while others do not acknowledge handshake. These are some of the challenges that the staff had to deal with day by day. The staff of Anglicare has to make sure that the other members of the home understand this by teaching them (Stewart, 145). This is also problematic as not all persons are ready to accept other traditions. The staff has to be careful about this not to undermine any of the cultures that are represented in the community.
Discussion
The organization holds weekly meetings in which all the problems that need to be settled are tabled. This happens every Wednesday from nine in the morning till noon. At this time most of the other functions are stopped so that all the staff can participate in the meetings. Alongside the formal meetings, the organization also holds informal meetings. These are consultative meetings between the staff whenever one has an issue that he or she cannot solve singularly. These meetings can be held at any time (Anglicare, 15).
The organization also communicates with other organizations. These include among other hospitals and counselors. The help of these groups is needed in certain stages of the activities of the organization. The members especially the new ones need to be taught how to adapt to the new environment and also how to live positively no matter the situation at home. Forums are usually created where these experts come and teach the staff on the various developments in their areas of expertise (Stewart, 56).
To enhance morale and high productivity, the staff is encouraged to work as a team, and motivations are given to the better performing staff. This is an indirect form of communication to all the staff to always work hard so as to attain the same position as the award winners. These programs also instill confidence in the staff and help in the sharing of information between the experienced staff and the less experienced staff.
The main conflict that members of Anglicare deal with is the distinction between customers and friends. While the organization receives a lot of customers, the staff gets acquitted to persons from different walks of life. The friendships usually extended even after the customer leaves the premises and settles down. Whenever such a person shall need professional; work in the future, the staff with whom he or she is acquainted shall have a hard time balancing the friendship and profession (Mancuso, 23).
Conclusion
The communication issues that are experienced at Anglicare are not unique to that organization only. Almost any organization that has members of different cultures always has to deal with matters of cultural differences. Moreover, the issue of misinterpretation is common even in unstructured organizations. As Sarah puts it, each person has to find a way of suiting in a new environment. The new dispensation that has seen the introduction of a communication and public relations department in organizations is plausible as it is bound to minimize some of these cases.
Recommendations
According to the words of Sarah, it is the staff that is involved in the formal meetings where the main problems that are in the organization are solved. However, it is not worth that even the other members of the organization may have an issue that they would like presented directly to the strategic management and be involved in solving them. Thus I would recommend that the organization include the representatives of the refugees in their meetings.
Works cited
Anglicare. Anglicans care-through Anglicare. Perth: Author. 1985.
Kumar, Nirat. Communication and Management. London: Sage. 2010.
Mancuso, Anthony. Form Your Own Limited Liability Company. New Jersey: Cengage Brain. 2009.
Nagalkekerk, Jean. Leadership and nursing care management. New York: ICI. 2005.
Rahim, Afzalur. Managing Conflict in Organizations. New York: Cengage Brain. 2007 Stewart, Francis. Anglicare. Macquarie: Macquarie University. 2006.
Stewart, Ian. Transaction Analysis Counseling in Action. Australia: Sage. 2007.
Witsel, Mieke. Communication in Organizations. East Lismore: Southern Cross University. 2009.
Laundromat Laundry’s Small Business Accounting
Introduction
Laura’s Laundromat is a registered laundry business that is located at Czech Road, Yukon Oklahoma. The business has been in operation for the last 3 years. Due to its location, the business is able to serve its target market that includes low-income tenants and busy career home owners due to the fact that it is set in an area with a large number of apartments. In beginning, the only other laundry business in the area was located about 3.5 miles from Laura’s Laundromats.
The place has become popular with young adults because of its smart card system that allows its customers’ to have their laundry done with no need to carry loose change around. Their Speed Queen equipment is not only efficient but also environmentally friendly. Laura’s Laundromat also provides other services such as soda and candy vending using a machine that is efficient. The young professionals also find the place relaxing because as they wait for their laundry to be done they can exercise on the treadmill while watching their favorite sports channel on 40″ flat panel TV.
Their children are not left out as there is a secure and clean play center, complete with a 32″ flat-panel TV and a DVD player. The place has grown from a laundry place to a sort of a relaxation center. The business is owned by Laura Ridley, a well knows home maker in the area. This business report is written to review their starting business plan, examine its current operational problems, and determine ways through which improvements can be achieved in order to increase profitability (Bratton 134).
Problem identification
It has been observed that for about one year, Laura’s Laundromat has continuously experienced “appreciating inventory costs, declining profitability and declining customer service quality” (Carruthers and Wendy 416). These problems led to a team being set up to evaluate how the challenges can be solved and return the company to profitability. The areas that were investigated include technology change, quality of products, communication among the employees, customer satisfaction among other areas.
Preliminary results showed that the company did not adapt quickly to technology changes. They also pointed towards poor service and diversion from the market growth plan provided by the business plan. The low sales were attributed to a reduction of its market share due to a recent rise in the number of laundry businesses in the area.
This report aims to suggest a way in which the current means of doing business can be overhauled so that the business can be returned to the profitability path (Dubrin 80).
Assumptions
In writing this report, some principle accounting assumptions are used: the running of Laura’s Laundromat’s is viewed to be a distinct and separate entity from not only its real owners but also any other business ventures in their possession(the accounting entity assumption). This means that the accounting entries of the owner and Laura’s Laundromat’s as a business are not taken as one. This principle assumption is valued because it separates the personal financial problems of owners and from those that are unique to the business. All accounting entries including the profit and loss financial accounts only show revenues and expenses incurred by the business. Revenues from the owners are taken to be a capital injection into the business while expenses are taken to be liabilities (Fried 57).
Since the business is located in Yukon, Oklahoma. All the transactions are assumed to be in the US dollar. This assumption allows the business assets, capital, and liabilities to be evaluated in terms of the dollar. Thus the dollar is the unit of measurement. Laura’s Laundromat’s is in the service industry thus some of the contributions made by the employees cannot be quantified monetarily. These include customer satisfaction, good employee relations, the effect of entertainment on customers, etc. These are thus left out of the analysis.
It is also assumed that Laura’s Laundromat is a continuing business and will do so for an indefinite time. Laura’s Laundromat has no intention to liquidate now or in the future, thus this analysis report shows the projection for the finite future.
The balance sheet clearly shows the difference between fixed assets, current assets, short term, and long term liabilities, also the capital and revenue expenditure. The balance sheet differentiates between incomes and expenditures for the financial year gone and those to occur in the coming year (Carruthers and Wendy 420).
Planning
The management of the company commissioned a study to evaluate its current share of the market and how it can be grown in the future. This comprehensive assessment included a technology review and also an impact analysis of the effect of new competitors. These reviews were aimed to increase the company’s profitability (Fried 57). Another major problem that was noted was the conduct of employees. As a result of these findings, a strategy was devised to ensure that the employees of Laundromat are properly trained on interpersonal relationships and how to deal with clients. These were to be rooted in the organizational culture of Laundromats.
Anticipated Challenges and Solutions
The main problem facing the business is the rising cost of soap and detergents that are vital for the business over the last few years. The cost of labor and electricity has also been on the rise. This rise in the cost of soaps and detergent can be traced to the manufacturer who claimed that the cost of importing production material such as chemicals had gone up due to a weak dollar. The weak dollar and the rise in the rate of inflation made the employees demand more salary. Another problem that is projected to come up is the training of the workers, especially on organizational behavior. Thus the company was to come up with strategies on how it was going to appraise the employees to identify areas where improvement is to be stressed.
Balance Sheet
| Laundromat’s Balance Sheet
For the year _2011
|
| Assets | Liabilities | ||
| Cash | $14,300 | Accounts Payable | |
| Accounts Receivable | 2,000 | Equity | $1000 |
| Supplies | 600 | Business Plan, Capital | 37,900 |
| Land | 7,000 | Other | |
| Building | 15,000 | Total Liabilities |
| Total Assets | 38,900 | Owner’s Equity | 38,900 |
Source: Fried, Gunther. “Relevance Added: Combining ABC with German Cost Accounting”. Strategic Finance 23 (2005): 56–61.
Best Management Practices
The company will seek to increase productivity through the adoption of the following best management practices. The company will ensure that it builds a reliable workforce that can deliver. This will be achieved by boosting the employees’ morale through activities such as production recognition awards (Dubrin 20). This will ensure that the performance of the workers is consistent with the desired standards. Specific activities to be carried out include coaching, training, and the provision of more resources (Bratton 67). Laundromat will ensure that its clients are treated to quality efficient services that will make them come back.
All the written guidelines will be followed to ensure that all activities are planned and carried out in compliance with the requirements of best management practices(Dubrin 25). The company’s activities will also be carried out as required by various legislation, regulatory framework, and policies that apply to such businesses(Bratton 67).
Works Cited
Bratton, William. Enron and the Dark Side of Shareholder Value.New Orleans: Tulane Law Review, 2002.
Carruthers, Bruce and Wendy, Nelson. “Accounting for Rationality: Double-Entry Bookkeeping and the Rhetoric of Economic Rationality”. American Journal of Sociology, 97(2006) 412-420.
DuBrin, Young. Fundamentals of organizational behaviour. Toronto: Thomson Nelson. 2007.
Fried, Gunther. “Relevance Added: Combining ABC with German Cost Accounting”. Strategic Finance 23(2005): 56–61.
Human Capital Reporting And Team Development
Human capital reporting: Should it be industry-specific?
Analysis
In their paper, O’Donnell, Kramar, and Dyball discuss the importance of a more standardized method of human capital reporting in determining the investors’ decisions. In this case, human capital is viewed as the competencies, attitudes, abilities, qualities, and skills of an organization’s employees. They have proposed the Star Model as a way of standardization and reporting the human capital to investors.
However, there is a major question of whether the reporting should be industry-specific. From my experience, I have seen many people attempt to demonstrate the need for this reporting to be industry-specific because various industries differ in some ways.
In their analysis, O’Donnell, Kramar, and Dyball base their arguments on three conditions. To start with, they have recognized that there is a need to have a systematic human capital analysis by the financial markets as well as the firms (O’Donnell, Kramar, and Dyball 359). I consider this analysis as important because it is based on the assumption that human resource professionals have the required capabilities to provide such analysis. Finally, they have argued that there is a model through which human resource professionals can apply in order to carry out this analysis in the most effective way.
From my experience, I have seen a number of organizations recording a significant increase in their stock prices following adaptation of a systematic method in reporting their intangibles. This is because the majority of these investors strongly believe that these intangibles play a pivotal role in determining the ability of an organization to execute its strategy. I consider the importance of observers in making critical decisions about an organization’s ability to manage its intangible assets depending on the information they retrieve.
From my experience, I have seen the importance of using human capital as one of the intangibles in an organization. In this case, human capital can be viewed as those abilities, attitudes, skills, and qualities possessed by an organization’s employees. These aspects play a major role as they determine the value of an organization.
I also consider the regulatory responses as an important part although not sufficient in assisting the investors to clearly understand the value in an organization. For instance, an organization may disclose information such as the evidence in the board succession plans, performance evaluation, performance assessment as well as the performance of the committee and board members’ performance. There is always a need for clear information.
I consider systematic human capital reporting in determining the investor’s decisions about a company. In an effort to demonstrate the importance of systematic human capital industrial reporting in an organization, O’Donnell, Kramar, and Dyball have used the Star Model. They have demonstrated that human capital management is the pillars of value creation in an organization. Without effective human capital management, then an organization can achieve very little in its operations.
I also consider the importance of the various human capital indicators in determining an organization’s level of competitiveness. In their analysis, O’Donnell, Kramar, and Dyball have also identified some unique human capital indicators (O’Donnell, Kramar, and Dyball 363). One of the main indicators identified in this case is creativity. This is an important aspect as it determines the competitiveness of an organization. Creativity helps an organization to improve existing products or coming with high-quality products. This increases the competitiveness of an organization.
From my experience, the majority of the managers have not been using the appropriate measures in reporting the same. This is despite the importance of a systematic reporting of human capital in an organization. For instance, the report has indicated that a significant number of organizations do not have any systematic way of sharing information between human resource professionals and external financial analysts.
From my experience, I have noticed that most analysts have been used in analyzing the tangibles rather than the intangibles in an organization. O’Donnell, Kramar, and Dyball discussed that this can be of little benefit in some sectors which largely requires knowledge in the realization of the set goals. For instance, it may be very difficult to convince the brokers about the expected future value of a certain organization without the provision of such an analysis. This may threaten the success of an organization to some extent.
From the above analysis, I can conclude that both the human resources reporting as well as industry-specific human capital analysis have not yet developed in the modern business world. In connection to this, O’Donnell, Kramar, and Dyball have emphasized the role of the human resource profession to ensure that the value of an organization’s data is communicated to the market.
Discussion
From my personal experience, I strongly believe that the way an organization reports its intangibles is of great importance in determining the investors’ decisions. Thus we need to have a more standardized method of reporting these intangibles in order to influence investors positively in their decisions. This is more so in the contemporary world where we have an increased demand for investment in intangibles due to recent improvements in intangible investment and reporting.
I consider human capital as one of the main intangible assets in an organization. It is necessary to have an industry-based reporting of the human capital within an organization. I think that signatories would be more willing to invest in an organization that is able to demonstrate a high level of social, environmental, and governance attributes. Therefore, I think it will be important to have a more clear and systematic method of reporting about the intangible in an organization. In the contemporary world, which is characterized by a very high level of competition, this will be vital in the development of competitive advantage.
From past experience, I believe that investors will be influenced in making their decisions depending on the information at hand about a certain organization. One of the most important information that investors can use in judging an organization is its corporate and social responsibilities. This is because CSR is determined by the level of returns for an organization. Those organizations which are able to communicate this information effectively manage to create a good image in the eyes of the public. They also emphasized employee engagement. Such information is recognized since it is useful in estimating future value in an organization.
From my experience, I have noticed that the level of technology has significantly improved in the modern world. Therefore, most production functions are done by machines. This has reduced the gap between the levels of performance of various organizations since most of these machines are similar. For instance, the production of a certain product using similar machines and raw materials will lead to an almost undifferentiated product. Therefore, the only best area where an organization can create its competitive advantage is through intangibles. Therefore, it is necessary to have a more systematic industrial-based analysis for human capital.
Team development at Fisher and Paykel: The introduction of ‘Everyday Workplace Teams
Analysis
This article was written by Mallon from the University of Otago and Kearney of Fisher and Paykel, New Zealand. This paper seeks to address the issue of change in an organization and the importance of employees’ groups in this change. In their paper, Mallon and Kearney emphasized the importance of teams in facilitating change within an organization. In particular, self-directed teams are of great importance in an organization.
I consider it important for every organization to keep up to date with recent management practices. I consider the fact that the largest potential for improvement is among the people because they are the ones who use various processes within an organization. Skilled and high-performing teams that are focused on the realization of organizational goals facilitate the development of an organization.
I also consider it necessary to emphasize the need to have every individual get determined in performing the best in their respective areas of responsibility in promoting the success of an organization. Therefore, it is important for an organization to develop self-directing teams within the organization. The essence of this is to come up with work teams composed of individuals who are fully committed to making improvements in their respective areas in the workplace.
From my experience, I have seen the importance of teamwork among the employees in promoting innovation within an organization. When an organization adopts teamwork in its operations, this improves the exploitation of the new technologies. Each member of the team will have an opportunity to contribute to their teams and hence apply their unique skills. Since every team specializes in its respective area, it will be easier to maximally apply the new technology for the benefit of an organization. Mallon and Kearney observed that this will. Mallon and Kearney further added that teamwork encourages innovation among the employees. This is because there is an exchange of ideas among employees sharing related skills.
I consider it disastrous to have team-working in promoting unhelpful and rigid altitudes among the workers. In some cases, it is not every team member who will tend to respond positively to the team’s genders. For instance, the already established organizational norms may be violated by the introduction of the team working. In such a case, it may be very difficult to overcome such difficulties. There are also some complications related to power within teams in an organization.
This paper also emphasized the importance of necessary training among the employees in the realization of the desired goals (Mallon and Kearney 98). Team training plays an important role in maintaining good performance among employees both in the present and in the future.
From my experience, I discovered the importance of the implementation team in promoting the performance of a certain team in an organization. This team ensures that every participant is fully informed about the functions of a certain team. These teams are built within operational boundaries. However, the major challenge is posed on the introduction of the change which would transform and challenge the already established comfort zones (Mallon and Kearney 98).
From my past experience, many organizations have applied the idea of the workbook in promoting the Mallon and Kearney also talked about the idea of the workbook in their explanations. This is highly interactive and is supposed to be used by every member of a team. An organization can use a workbook in facilitating a common understanding among the employees. This acts by reducing the level of misunderstanding among the workers. There are several advantages associated with the use of a workbook in a team. To start with, the workbook promotes the development of functional teams. It also encourages the team members to direct all the resources available towards the improvement of activities in their respective working areas.
Discussion
I consider the fact that change is of great importance in every organization. This is more so in the contemporary world where the level of competition is extremely high. Therefore, it is necessary to have the effective change to retain competitiveness.
I consider teamwork as a very important aspect of every organization. It helps an organization to build its competitive advantage. For instance, through teams, an organization is able to disintegrate various parts of an organization into small functional groups representing various activities in an organization. By so doing, it will be easier to identify which specific teams are failing the organization before an organization fails completely. I also think that small teams are easier to manage than larger ones.
From my experience, I don’t believe that teamwork always comes along with achievements in an organization. Although Mallon and Kearney made important contributions to the importance of teamwork in an organization, there are some areas where I completely disagree with their observations. I disagree with the fact that teamwork always encourages innovation and creativity, among the employees in an organization. When employees are organized in teams dealing with a certain field, this discourages diversity among employees.
I think that when employees are forced to interact in a team, for instance, they are denied a chance to interact with other employees from outside their department. In this case, teamwork discourages employee’s creativity to some extent. Since various activities or processes within an organization are related to others in one way or another, it is important for the employees to have some ideas about other departments. In other words, teaming employees undermines diversity.
I also disagree with the point that workers do always respond positively to teamwork. Mallon and Kearney have overemphasized the fact that teams are always yielding positive achievements in an organization. In some cases, some workers may tend to oppose teamwork depending on the prevailing situation. The opposition is always likely to occur among the workers. It is therefore not realistic to assume that workers will always be receptive when subjected to teams.
It is also not realistic to assume that teams will always lead to the realization of organizational goals. Several cases have been observed where workers have used their teams in organizing strikes and go-slows. This undermines rather than encourage the performance of an organization. For instance, workers may use their teams to reject a certain change within an organization collectively.
Works Cited
Mallon Mary and Kearney Tania. Team development at Fisher and Paykel: The introduction of ‘Everyday Workplace Teams’ Asia Pacific Journal of Human Resources 2001; 39; 93-106.
O’Donnell Loretta, Kramar Robin and Dyball Maria. Human capital reporting: Should it be industry specific? Asia Pacific Journal of Human Resources 2009; 47; 358-374.