Hello and welcome to the Security Administration blog. Below you will
find questions pertaining to the text, the course, or the security
industry. Please select and answer/respond to
at least one of the questions
before Midnight Wednesday.
To promote full coverage of the topics, try to respond to a question that
has not yet been responded to. Place your answer/response in
the comment section. To ensure clarity repeat the question in your
answer/response, e.g.
"3. What is meant by “stovepipe” communication?
What are the advantages and disadvantages of this type of communication? An
advantage of stovepipe communication is… " Next, reply
to
at least one
of your classmate's answer/responses, below their comment,
before Midnight Sunday.
1. What is management’s
objective in the promotion process?
2. What are the
relative merits of the three possible courses of action when an employee has
been promoted to a position beyond his or her ability?
3. What is meant by “stovepipe”
communication? What are the advantages and disadvantages of this type of
communication?
4. What are the factors
that result in the breakdown of verbal communication, and how can they be
avoided?
5. Describe two types
of “horizontal” communication and their potential benefits.
Direct any questions or concerns to me at EMatthews@Park.edu
2. What are the relative merits of the three possible courses of action when an employee has been promoted to a position beyond his or her ability?
ReplyDeleteThe three options outlined in the text are as follows: Permit the employee to continue performing in an incompetent fashion, Terminate the incompetent employee, allow and arrange for a "retreat" back to the former rank.
All three of these have certain advantages and disadvantages. For the first, allowing the employee to continue performing in an incompetent fashion, the main advantage is that there is no need to make further arrangements for that position. The position is filled, and though other adjustments may be necessary, the position is taken care of and there is little other work that management must do. However, this is not an helpful option for any organization. This option, while often the easiest one, is the option most likely to cause the greatest hardship due to the incompetence of the newly promoted employee in that position.
The second option, terminating the incompetent employee, also has the advantage of being a relatively easy task for management. All they have to do is terminate and find another employee to promote to the position. However, this option penalizes the employee for a mistake that management made, not the employee. And this is perhaps the greatest disadvantage, the organization loses what was a superb asset due to management's mistake.
The thir option, allowing and arranging for a "retreat" back to the former rank, is most certainly the best, though also the hardest option of the three. By demoting the employee (be it either forced, or voluntary), the organization maintains their valuable asset (an employee who excels beyond their coworkers), and also removes the liability of that employee under performing in their newly promoted position. The greatest disadvantage of this option is that management has the extra work, not only of finding a new employee, but also of arranging for the return of this employee back to their former rank and position. Additionally, the employee will mostly likely have a somewhat bruised ego for some time.
While every situation is different, and perhaps one of the first options would be a better option, the last option, even though it can result in embarrassment for all involved, is definitely worth the hardships as it maintains the organizational integrity and also shows other employees that the management is willing to admit their mistake and take action to correct it in the best way possible.
In the third option, the most difficult thing is the shame of demotion in my opinion. If no one is aware of why the demotion happened, many employees will badger the demoted person until they know the reason, causing extra shame.
DeleteThis is a good point, Justin. As is often the case, it is better to be transparent in the first place than have to backtrack yet again, just to correct another mistake made and left behind.
Delete1. Management's objectives in the promotion process to be specific, realistic, measurable, actionable, and timed. There should be a suitable spread, and no bias or discrimination of ethnicity, age, religion, etc.Meeting training needs is equally important, as well as the staff being developed for the promotion.
ReplyDeleteI agree with you Sydney. A manager should always be open minded when it comes to different identities (gender, religion, age). Discriminating against one can cause disorder and dysfunction in a company. No company wants a bad reputation and or anger employees.
DeleteMiss Sydney,
ReplyDeleteI think you definitely have a good start here. However, I think that there could, perhaps should, be a portion of the promotional objectives that would benefit the organization as well. While it is definitely important to recognize and fulfill what you have stated, I think that an important object is also the progress of the organization. While promotion could be good, even without a benefit to the organization, I think that when someone is promoted, it is not only to benefit them, but also to benefit the organization as a whole.
4. What are the factors that result in the breakdown of verbal communication, and how can they be avoided?
ReplyDeleteFactors that result in the breakdown of verbal communication include failure to communicate up in the instance that the desired task cannot be completed by the one to whom the task has been delegated, as well as insensitivity by management as to the need of such communication. This can be avoided by an acceptance by management that employees will make mistakes, and a willingness to listen to employee suggestions. This can also be avoided by employees being insistent on their voices being heard.
When it comes to management, communication is crucial. How can anybody know what to do if mangers do not think that communication is key? I feel like that would be the biggest downfall.
DeleteWhat is management’s objective in the promotion process?
ReplyDeleteTheir objective is to identify and promote the best qualified candidate, with resultant general acceptance and approval of the promotion.
Yes and I think it also provides a competitive competition within or among the coworkers and workplace.
DeleteThis comment has been removed by the author.
ReplyDeleteWhat is meant by “stovepipe” communication? What are the advantages and disadvantages of this type of communication?
ReplyDeleteStovepipe communication usually takes place in large organizations. An organization who uses this type of communication has a structure which largely restricts the flow of information through lines of control, preventing cross-organizational communication. This pattern can be beneficial to an organization by allowing it to have multiple sites but can hinder an organization by creating competition within the organization among inner branches. Employers wouldn't be able to interact with each other because the sites are huge.
1. What is management’s objective in the promotion process?
ReplyDeleteManagement's objective in the promotion process is to identify and promote the best qualified candidate, with resultant general acceptance and approval of the promotion. In other words the objective for promotion is to find a qualified person who is widely accepted and has above average skills. This person can provide assistance to others and still be able to handle their own workload. This promotion motivates other coworkers to follow this person and strive for the same work ethic and promotion.
What is management’s objective in the promotion process?
ReplyDeleteTheir goal is to recognize and advance the best qualified hopeful, with resultant general acknowledgement and endorsement of the advancement.
It is important to reach these objectives too, because a lot of employees accept mediocrity in the workplace. Reaching these goal may limit the chances of the business or company from getting those workers. You want those that stand out.
DeleteDescribe two types of “horizontal” communication and their potential benefits.\
ReplyDeleteAccording to the text the two types of horizontal communications are intradepartmental and the second involves communications with other departments in the company. Intradepartmental gives subunits, such as a fruad unit, the chance to sit down together without regard to rank and talk about their work without no specific objective in mind except to communicate. The end result being that as individuals, they have had the chance to be heard. The second type of horizontal communication occurs when the Security Director and many other staff members go out in the company and meet with various units. Its the more professional approach out of the two types.
I may have answered this one incorrectly. I believe the two types to be written and verbal.
Delete