Performance Review Tips That Actually Improve Employee Performance

The best employee performance reviews are positive experiences that motivate and drive high performance. But creating that kind of experience is easier said than done for most managers.

Performance management is rapidly evolving. Although the traditional, annual review is still useful, it's not enough to keep up with the modern workplace.

The first step toward better performance reviews is to start with a coaching¹ mindset. Many managers are used to acting as judges or evaluators — but this isn't the most effective approach. If you come into a performance conversation with the mindset of a judge, your employee is going to feel like they are on trial².

Show your employee that you're on the same team, and that you want to help them improve. Your goal should be to help employees — and ultimately your organization — win.

When managers and employees only converse about performance once a year, there's room for a lot of suspense and anxiety³. These conversations tend to feel awkward because they are less practiced. They also tend to focus on past performance, missing the opportunity to focus on future results.

Ongoing performance conversations shift the focus forward. Managers work on improving current and future performance. They can coach, motivate, modify behaviors, adjust goals, and recognize employees in real-time. This creates a more positive experience for managers and employees. It reduces the tendency for unnecessary anxiety and uncertainty to arise.

The annual performance review still has a place — but you need to supplement it with ongoing performance conversations. The best practice is to have these conversations throughout the year, at least quarterly. Monthly one-on-one conversations are even better!

Managers aren’t the only ones with visibility to employees’ work. In fact, a lot of employees’ everyday work might be more visible to their peers than their managers. To get a more complete picture of employee performance, ask others for feedback as part of the performance review process.

Incorporating 360-degree feedback into a review ensures it won’t be one-sided. This benefits the employee and the manager. Feedback can shed light on⁴ certain aspects of an employee's performance that their manager might not have been aware of. It can also uncover themes and provide strong evidence for the impact of an employee's performance.

No one wants to walk into an important conversation blindly. Having to answer questions or discuss topics you're not prepared for can be stressful. Set everyone up for a more effective performance conversation by allowing time for preparation. By sharing notes ahead of time, you both can enter the meeting on the same page and make the most of your time together. Consider including:

· Topics or events you want to discuss

· Data points you want to review

· Questions you want to answer

· Anything else relevant to the employee's performance

These are only several tips on how to improve your employee performance and demonstrate you invest in employees’ continued growth and development. Remember that employee performance is unlikely to improve if it is only discussed once per year. Be intentional. Set the tone that employee coaching will happen throughout the year by scheduling the next conversation.

Vocabulary:

1. a coach – наставник, тренер

2. on trial – перед судом

3. anxiety – тревога

4. shed light on – пролить свет на

 

Questions:

1. What is the first step toward better performance reviews?

2. What does “a coaching mindset” mean in the text?

3. Is it effective to conduct a performance review once a year?

4. What are the advantages of ongoing performance conversations?

5. In what way can 360-degree feedback benefit?

 

Writing

 

Use any resources to find a quotation which resonates with your view on employee performance and write a well-organized essay. Express your opinion. Remember to use the information you’ve discussed in this unit.

 

Independent Study

 

Study different employee performance review examples on the Internet. Write a short report on your own approach (as a future boss of your company) to appraisal of your subordinates.

Unit 8

COMMUNICATION

Lead-in

1. Discuss the following issues in small groups and then report your findings.

A. Why is communication considered to be a vital form of human interactions?

B. What do you think helps people be good at communication? Which of the following qualities do you find to be the most/ least important? Give sound reasons for your choice.

ü being open-minded and friendly;

ü being assertive;

ü being attentive;

ü being logical, rational, and analytical;

ü  being authoritarian;

ü being persuasive;

ü having good listening skills;

ü being educated;

ü being quick-tempered.

C. What advice would you give to your friend who would like to improve his/ her communication skills?

2. Since you have chosen management as your future career, prove that for a manager, as an individual who must work with others to achieve organizational objectives, the ability to communicate is crucial.

Key Vocabulary

Study the following list of vocabulary. The words appear in the order you will meet them in the text.

1. deal with	разобраться с, иметь дело с, рассматривать
2. interaction n	взаимодействие, сотрудничество, общение
3. interpersonal adj	межличностный
4. communicator n	собеседник
5. feedback n	отзыв, обратная связь
6. transmit information	передавать информацию
7. source/sender n	источник/отправитель
8. encode v	закодировать
9. decoder/receiver n	декодер, дешифратор/получатель
10. determine the meaning	определить значение, смысл
11. convert v	преобразовать, превратить
12. respond accordingly	реагировать соответствующим образом
13. assign v	назначить, поручить, возложить
14. assignment n	задание, задача, поручение
15. ascertain v	установить, выяснить, определить
16. conversely adv	и наоборот, с другой стороны, и напротив
17. intend v	намереваться, собираться
18. probability n	вероятность, шанс
19. interpret v	толковать, интерпретировать, понимать
20. overload v	перегружать
21. communication network	коммуникационная сеть
22. distort v	искажать, деформировать
23. be confronted with	сталкиваться с
24. emphasize v	подчёркивать, уделять особое внимание, делать акцент
25. lessen v	уменьшить, снизить
26. furnish v	предоставлять, снабжать
27. intricacies n	сложности, тонкости
28. (in)appropriate adj	(не) соответствующий, (не) надлежащий, (не) подходящий
29. conclude v	констатировать, сделать заключение
30. assume v	полагать, предполагать
31. encourage v	поощрять, способствовать, содействовать
32. relevant adj	соответствующий, релевантный, уместный
33. perceive v	воспринимать
34. failure n	неспособность, неудача, провал
35. constitute v	являться, представлять собой, составлять
36. clarify v	уточнить, разъяснить, прояснить
37. adhere to	придерживаться, соблюдать, выполнять
38. commandment n	заповедь
39. obtain v	получить, приобрести
40. intent n	смысл, замысел
41. convey v	передать, выразить
42. setting n	обстановка, условия
43. circumstance n	обстоятельство
44. render a decision	вынести решение
45. pervade v	пронизывать, наполнять, проникать
46. conform to	соответствовать, отвечать чему-либо
47. insight n	понимание, анализ, суть
48. be mindful	учитывать, внимательно относиться
49. receptiveness n	восприимчивость, готовность учесть
50. overlook v	игнорировать, недооценивать, оставлять без внимания
51. subtlety n	тонкость
52. shade of meaning	оттенок значения, смысла
53. consideration n	рассмотрение, учёт, изучение
54. responsive adj	чутко, оперативно реагирующий
55. consistent adj	последовательный
56. shortcoming n	недостаток
57. loyal adj	верный, преданный, лояльный
58. postpone v	отложить, перенести, отсрочить
59. persuasive adj	убедительный
60. contradict v	противоречить, опровергать
61. discount v	(зд.) сбрасывать со счетов
62. by no means least	не менее важный
63. cease v	прекратить, перестать
64. attune to	прислушиваться, приспосабливаться к кому/чему-либо
65. neglect v	пренебрегать, игнорировать
66. explicit / implicit meaning	чёткий, прямой/имплицитный, косвенный смысл
67. undertone n	подтекст

 

Pre - reading Activities

1. Complete the chart. Use a list of Key Vocabulary and a dictionary if necessary.

Verb	Noun
encourage
perceive
interpret
interact
adhere
determine
distort
emphasize
conclude
assume

2. Use the adjectives from a list of Key Vocabulary to make up sentences about the qualities which are necessary for a manager to be good at communicating with colleagues and subordinates. You may also use the words and collocations from Task 1B (Section Lead-in).

3. Using Key Vocabulary express your agreement or disagreement with the following statements. Support your opinions with sound arguments.

A. Communication is a skill most responsible for management success.

B. There are no barriers which distort effective communication between a manager and his/ her subordinates.

C. Feedback isn’t important for successful interactions.

D. Managers’ actions speak louder than their oratory skills.

E. Listening is one of the most important skills in business communication.

Reading

Read the text and compare your answers in Task 3 with the information from the text. Be ready to speak about communication as a vital form of human interactions and barriers which distort communication.  Focus your attention on the basic elements of interpersonal communication.

Since ancient times the ability to communicate well has always given advantages to those who possess it. The ancient world depended on oral communication. In ancient Greece and Rome, it was necessary to communicate when dealing with matters in the courts and assemblies. During the Medieval and Renaissance Periods, the oral tradition progressed. As writing became more important as a permanent record of communication, authors and books on written communication principles appeared.

Nowadays communication is a vital form of human interactions. It is the process of sharing information with other individuals. Since communication is a commonly used management skill and ability and is often regarded as the skill most responsible for management success, prospective managers must learn how to communicate. To help managers become better interpersonal communicators, new training techniques are constantly being developed and evaluated.

 Communication activities of managers generally involve interpersonal communication – sharing information with other organization members. To be a successful interpersonal communicator, a manager must understand the following:

ü how interpersonal communication works;

ü the relationship between feedback and interpersonal communication;

ü the importance of both verbal and nonverbal interpersonal communication.

To understand how interpersonal communication works it’s necessary to take into account that it is the process of transmitting information to others. To be complete, the process must have the following basic elements:

ü the source/sender – it is the person in the interpersonal communication

situation who originates and encodes information to be shared with others. Encoding is putting information into a form that can be received and understood by another individual. Until information is encoded, it cannot be shared with others.

ü  the signal – it is a message that has been transmitted from one person to another.

ü  the decoder/receiver – it is the person or persons with whom the source is attempting to share information. This person receives the signal and decodes, or interprets the message to determine its meaning. Decoding is the process of converting messages back into information. In all interpersonal communication situations the message meaning is a result of decoding.

In other words, the source determines what information to share, encodes this information in the form of a message, and then transmits the message as a signal to the decoder. The decoder decodes the transmitted message to determine its meaning and then responds accordingly.

A manager who desires to assign the performance of a certain task to a subordinate would use the communication process in the following way: first, the manager would determine exactly what task he or she wanted the subordinate to perform. Then the manager would encode and transmit a message to the subordinate that would accurately reflect this assignment. Finally, the subordinate would decode the message transmitted by the manager to ascertain its meaning and then respond to it appropriately.

Successful communication refers to an interpersonal communication situation in which the information that the source intends to share with the decoder and the meaning the decoder derives from the transmitted message are the same. Conversely, unsuccessful communicationis an interpersonal communication situation in which the information that the source intends to share with the decoder and the meaning the decoder derives from the transmitted message are different.

To increase the probability that communication will be successful, the message must be encoded in such a way that the source’s experience of the way a signal should be decoded is equivalent to the decoder’s experience of the way it should be decoded. If this experience matches up, there is a high probability that the decoder will interpret the signal as intended by the source.

Unfortunately, there are certain barriers which decrease the probability that communication will be successful.   A clear understanding of these barriers will help managers maximize their communication success. These barriers are the following:

1. The increasing need for information.

Because of the fact that society is changing constantly and rapidly, individuals have a greater and greater need for information. This growing need tends to overload communication networks, thereby distorting communication. To minimize the effects of this barrier, managers should take steps to ensure that organization members are not overloaded with information. Only information critical to the performance of their jobs should be transmitted to them.

2. The need for increasingly complex information.

Because of today’s rapid technological advances, most people are confronted with complex communication situations in their everyday lives. If managers take steps to emphasize simplicity in communication, the effects of this barrier can be lessened. Furnishing organization members with adequate training to deal with more technical areas is another strategy for overcoming this barrier.

3. The constant need to learn new concepts cuts down on the time available for

communication.

A lot of managers feel pressured to learn new and important concepts that they did not have to know in the past. Learning about the intricacies of international business, for example, takes up significant amounts of managerial time. Some managers also find that the increased demands that training employees makes on their time leaves them with less time for communicating with other organization members.

Specialists in the sphere of interpersonal communication emphasize the role of feedback. According to its definition, feedbackis the decoder’s reaction to a message. Feedback can be used by the source to ensure successful communication. For example, if the decoder’s message reaction is inappropriate, the source can conclude that communication was unsuccessful and that another message should be transmitted. If the decoder’s message reaction is appropriate, the source can conclude that communication was successful (assuming, of course, that the appropriate reaction did not happen merely by chance). Because of its potentially high value, managers should encourage feedback whenever possible and evaluate it carefully.

On the whole, feedback can be verbal and nonverbal. To gather verbal feedback, the source can simply ask the decoder relevant message-related questions; the decoder’s answers should indicate whether the message was perceived as intended. To gather nonverbal feedback, the source can observe the decoder’s nonverbal response to a message. Imagine that a manager has transmitted a message to a subordinate specifying new steps that must be taken in the normal performance of the subordinate’s job. The subordinate’s failure to follow the steps accurately constitutes nonverbal feedback telling the manager that the initial message needs to be clarified.

If managers discover that their communication effectiveness is relatively low over an extended period of time, they should assess the situation to determine how to improve their communication skills. It may be that their vocabulary is confusing to their decoders.  

In general, managers can improve their communication skills by adhering to the following “10 commandments of good communication” as closely as possible.

1. Seek to clarify your ideas before communicating.

The more systematically you analyze the problem or idea to be communicated, the clearer it becomes. This is the first step toward effective communication. Many communications fail because of their inadequate planning. Good planning must consider the goals and attitudes of those who will receive the communication and who will be affected by it.

2. Examine the true purpose of each communication.

Before you communicate, ask yourself what you really want to accomplish with your message: obtain information, initiate action or change another person’s attitude.  Identify your most important goal and then adapt your language, tone, and total approach to serve that specific objective. Don’t try to accomplish too much with each communication. The sharper the focus of your message, the greater its chances of success.

3. Consider the total physical and human setting whenever you communicate.

Meaning and intent are conveyed by more than words alone. Many other factors influence the overall impact of communication, and managers must be sensitive to the total setting in which they communicate. Consider, for example, your sense of timing, or the circumstances under which you make an announcement or render a decision; the physical setting; the social climate that pervades work relationships within your company or department and sets the tone of its communications; the degree to which your communication conforms to, or departs from, the expectations of your audience. Be constantly aware of the total setting in which you communicate. Like all living things, communication must be capable of adapting to its environment.

4. Consult with others, when appropriate, in planning communications. Frequently, it is necessary to seek the participation of others in planning communication or in developing the facts on which to base communication. Such consultation often lends additional insight and objectivity to your message. Moreover, those who have helped you plan your communication will give it their active support.

5. Be mindful of the overtones while you communicate rather than merely the

basic content of your message.

Your tone of voice, your expression, your apparent receptiveness to the responses of others – all have a significant effect on those you wish to reach. Frequently overlooked, these subtleties of communication often affect a listener’s reaction to a message even more than its basic content. Similarly, your choice of language – particularly your awareness of the fine shades of meaning and emotion in the words you use – predetermines the reactions of your listeners.

6. Take the opportunity, when it arises, to convey something of help or value to

the receiver.

Consideration of the other person’s interests and needs – trying to look at things from the other person’s point of view – frequently points out opportunities to convey something of immediate benefit or long-range value to the other person. Subordinates are most responsive to managers whose messages take the subordinates’ interests into account.

7. Follow up your communication.

Your best efforts at communication may be wasted, and you may never know whether you have succeeded in expressing your true meaning and intent, if you don’t   follow up and evaluate how well your message was received. You can do this by asking questions, by encouraging the receiver to express his or her reactions, by following up on contacts, and by subsequently reviewing the performance.

8. Communicate for tomorrow as well as today.

Even though communications may be aimed primarily at meeting the demands of an immediate situation, they must be planned with the past in mind if they are to be viewed as consistent by the receiver. Most importantly, however, communications must be consistent with long-range interests and goals. For example, it is not easy to communicate frankly on such matters as poor performance or shortcomings of a loyal subordinate, but postponing disagreeable communications makes these matters more difficult in the long run and is actually unfair to your subordinates and your company.

9. Be sure your actions support your communications.

In the final analysis, the most persuasive kind of communication is not what you say, but what you do. When your actions or attitudes contradict your words, others tend to discount what you have said. For every manager, good supervisory practices – such as clear assignment of responsibility and authority, fair rewards for effort, and sound policy enforcement – communicate more than all the gifts of oratory.

10. Last, but by no means least, seek not only to be understood, but also to

understand and be a good listener.

When you start talking, you often cease to listen, or at least to be attuned to the other person’s unspoken reactions and attitudes. Even more serious is the occasional inattentiveness you may be guilty of when others are attempting to communicate with you. Listening is one of the most important, most difficult, and most neglected skills in communication. It demands that you concentrate, not only on the explicit meanings another person is expressing, but also on the implicit meanings, unspoken words, and undertones that may be far more significant.

 

Comprehension Check

1. Explain in your words what exactly the following statements from Reading mean.

 

A. Since ancient times the ability to communicate well has always given advantages to those who possess it.

B. Prospective managers must learn how to communicate.

C. A clear understanding of barriers in communication will help managers maximize their communication success.

D. The growing need for information tends to overload communication networks, thereby distorting communication.

E. Specialists in the sphere of interpersonal communication emphasize the role of feedback.

 

2. Correct the following statements with reference to Reading.

 

A. The process of interpersonal communication has 3 basic elements: the source/ sender, the decoder and the receiver.

B. Unsuccessful communication is an interpersonal communication situation in which the information that the source intends to share with the decoder and the meaning the decoder derives from the transmitted message are the same.

C. Learning about simplicity in communication takes up significant amounts of managerial time.

D. Feedback can be used by the signal to ensure successful communication.

E. Feedback can be just verbal.

F. The more systematically a manager analyses the problem or idea to be communicated, the less clear it becomes.

G. Meaning and intent are conveyed by words alone.

H. Like all living things, communication must be capable of adapting to the decoder.

I. Those who have helped you plan your communication will discourage it.

J. Managers are most responsive to subordinates whose messages take the managers’ interests into account.

 

3. Taking into account the information about 10 commandments of good communication, fill in the following table. Get ready to summarize the relevant passage basing on the information from the table. Mind using proper phraseology while summarizing.

 

Commandment	Brief description of its importance and necessity

Vocabulary Focus

 

1. Find the odd one out and explain your choice.

 

A. undertone, shade, subtext, sense

B. explicit, definite, implicit, exact

C. overcome, ignore, overlook, neglect

D. understanding, insight, comprehension, meaning

E. comprehend, receive, perceive, understand

F. interaction, connection, international, interrelation

G. feedback, reaction, response, responsibility

H. find out, determine, look, ascertain

I. system, complexity, network, complex

J. interpret, exclaim, explain, clarify

2. Using Key Vocabulary and Reading translate the fragments in brackets into English. Then in pairs expand the statements and share your ideas with the rest of the group.

A. The ability of the organization to communicate is usually taken for granted until some embarrassing breakdown or costly (неудача, провал) occurs.

B. When the transmitter attempts to (разъяснить) confused ideas, he or she should keep off long-winded explanations.

C. Since the majority of human beings have their own world outlook, they tend to (интерпретировать) the words of others according to their views and interests.

D. If we are unable to put into words some of the most important parts of communication, we should (передать, выразить) them by gestures and movement.

E. Power and authority create (барьеры) in communication.

F. Modern managers are beginning to recognize that communication is an extremely (тонкая) and surprisingly complex activity.

G. If the executive wants to reach out to the subordinate, to enlist support or show (поощрение), the meeting should be held in the subordinate’s office.

H. If the executive wants to (подчеркнуть, сделать акцент на) his or her position of supremacy, the meeting should be held in the executive’s office.

I. Effective (межличностное) communication is a vital part of quality management and is based on a number of interrelated skills that can be improved through diligent practice.

J. Communication (пронизывает, наполняет) the management functions of planning, organizing, leading and controlling. 

 

3. Find the words in Key Vocabulary which match the definitions below (A-J). Then use these words to complete the sentences (1-10).

A. To adjust or accustom to a person or thing.

B. To say or suggest that something is wrong by saying something different.

C. To delay something or arrange for something to take place at a later time than was originally planned.

D. Someone or something that is likely to make a person believe or do a particular thing.

E. Giving or showing firm and constant support to a person or institution.

F. Not to pay proper attention to; disregard.

G. Acting in the same way over time, especially so as to be fair or accurate.

H. A fact or condition connected with or relevant to an event or action.

I. Believe in something and follow the practices of something.

J. Information about reactions to a product, a person’s performance of a task, etc. which is used as a basis for improvement.

 

1. Strategic aims and … have traditionally dictated campaign concepts.

2. The report of the Special Representative contained a(n) … analysis of the broad contextual factors framing the issue of human rights and business.

3. Unfortunately, some states still … women’s economic, social and cultural rights.

4. In addition, users can attract and retain more … customers and reduce operating costs.

5. The local authorities should exercise their duties in a fair and … way.

6. The Civil Code was applied but it must be interpreted in accordance with the Constitution and cannot … general principles of law.

7. Individuals want to get … on their performance and it is also crucial to their self-development.

8. As competition for the most educated and skilled individuals grows, nations and firms will have to … their demands.

9. It was important to … the best practices and follow the highest international standards.

10. We can no longer … the task of reforming the institutions responsible for global economic and financial governance.

4. Give your own explanations to the following word combinations.

· prospective managers

· verbal/nonverbal communication

· successful communication

· to overload communication networks

· to emphasize simplicity in communication

· to improve communication skills

· to adapt communication to its environment

· subtleties of communication

· a loyal subordinate

· explicit/implicit meanings

 

Watching

 

“7 Body Language Tricks to Ace Your Job Interview”

 

A. Pre-watching

 

1. Before watching the film make sure you know the following words and word combinations. Consult a dictionary if it is necessary. The words are given in the order you will meet them in the video.

 

1. interview/interviewer/interviewee n

2. be rejected

3. facial expression

4. gesture n

5. posture n

6. fold arms

7. slouch in a chair

8. keep the body open

9. be calm and relaxed

10. breath v

11. touch a nose, a mouth, an ear

12. clasp hands

13. be self-confident

14. mirror the interviewer

15. feel at ease

16. look into eyes

17. а panel interview

18. avoid v

19. honesty/dishonesty n

20. a firm/weak handshake

21.show dominance/confidence

22. nevertheless adv

2. Translate the sentences into English. Mind the vocabulary from Task 1.

A. На семинаре по деловому общению мы обсуждали многие насущные вопросы, в том числе и то, насколько важно чувствовать себя комфортно во время собеседования при устройстве на работу.

B. Психологи советуют интервьюерам обращать внимание на мимику и жесты собеседника.

C. Работодатели этой компании делают всё возможное, чтобы сотрудники чувствовали себя независимыми и уверенными в себе.

D. Честно говоря, я бы предпочёл групповое собеседование при устройстве на работу.

E. Во время собеседования постарайтесь избегать неудобных для Вас вопросов.

 

3. Express your agreement or disagreement with the following statement. Give arguments supporting your point of view. Take into account the vocabulary from Task 1.

Effective nonverbal communication can ace your job interview.

B. First Watching

Follow the link https://www.youtube.com/watch?v=5tu7BpaBCQA or find the video “ 7 Body Language Tricks to Ace Your Job Interview” on YouTube and watch it to answer the following questions.

A. What do the following figures refer to?

ü 7

ü 38

ü 55

B. What 7 tips on body language are given by the speaker?

C. Second Watching

 

Watch the video once again and expand each tip by giving information from the video episode. Take into account the vocabulary from Pre-watching.

D. Follow-up Activity

1. What other body language tips would you add from your own part?

2. Imagine you’re a management theorist on communications. Deliver a lecture on the topic “Body Language Tips to Impress at Your Job Interview”.

Talking Points

1. React to the quotations by explaining what they mean and showing their relevance and connection to modern times. Take into account the information from Reading. Mind the given instructions.

 

A. Communication is the key to personal and career success.

Paul J. Meyer

Instructions for making comments

Stress the importance of communication skills for moving up the career ladder. Try to use the following linkers: furthermore, in addition, on the other hand, besides, at the same time, however.

B. The most important thing in communication is hearing what isn’t said.

Peter Drucker

Instructions for making comments

Stress the importance of the ability “to read between lines”. Mention the role of body language in building effective business communication. Try to use the following linkers: what is more, nevertheless, on the contrary, though, consequently, for example.

C. Communication must be HOT. That is Honest, Open, and Two-way.

                                                                                           Dan Oswald

Instructions for making comments

Explain, how you understand such characteristics of communication as honest, open, and two-way. Give some other typical characteristics of business communication. Try to use the following linkers: so, thus, to begin with, in conclusion, first, in other words.

2. There are certain factors which influence the efficiency of communication. In pairs or small groups discuss the effect which the factors mentioned below may have on organizational communication. Present your discussion to the whole group.

ü listening and speaking skills

ü the number of people working in the organization

ü education

ü differences in the status

ü management styles

ü body language

ü human emotions

3. Role-play the following situation.

Representatives of different companies have gathered to discuss one of the hottest issues which distorts effective communication – the issue of information overload (infoglut). The task of all involved is to express their opinions on the issue under discussion and to offer possible ways of coping with information overload (infoglut).

Possible roles:

 

ü the chairperson (is to make an introductory speech, hold the discussion, give the floor, ask questions, etc.);

ü a manager;

ü a secretary;

ü the chief accountant;

ü the chief of the HR Department;

ü the CEO;

ü the chief of the PR Department;

ü the chief of the Innovative Department;

ü a bank clerk.

You are welcome to add any other roles if you wish. While making up your speeches, use appropriate connectives and the vocabulary from the text.

Summary Points

 

Read the text, give its summary and be ready to answer the questions on its contents.

Coping with Infoglut

If it isn’t announced by a ring, beep, or flash, on your telephone it’s delivered to your front desk by a person in a uniform. If it isn’t spat out by a machine that looks like a printer but takes phone calls, it’s transmitted to your PC, announced perhaps by a little toot of arrival. Welcome to the Age of Infoglut. Every day, managers are deluged¹ with emails, faxes, post, voicemail. Just sorting everything out adds hours and extra stress to a working week. One British psychologist claims to have identified a new mental disorder caused by too much information; he calls it Information Fatigue Syndrome².

Of course, companies have a huge appetite for information, and have encouraged the development of systems to produce, store, and analyze it. A recent study by Pitney Bowes, in Stamford, Connecticut, found that the average white-collar worker at a Fortune 1000 company sends and receives an average of 190 messages a day, in a variety of electronic and paper formats. “It has become completely overwhelming³,” says Sheryl Battles, executive director of external affairs at Pitney Bowes. She reported that trying to manage the volume of information was redefining productivity in the workplace. In a knowledge economy⁴, the real goal is to get through all the messages. “The infoglut has especially affected senior-level executives,’ adds Battles. More than ever, managers need strategies for identifying and prioritizing. 

Email is a primary culprit⁵. In the past, lower-level workers would never have dreamed of interrupting the Chief Finance Officer with simple questions, such as whether hotel movies can be expensed. “Today, however, those workers have no problem asking such questions via email, which is seen as less intrusive⁶,” says Battles. It should be noted, however, that some executives have turned email to their advantage, finding in the medium a new and convenient way of running a business. Microsoft CEO Bill Gates, for instance, reportedly spends hours a day reading and sending email.

The study also identified something Pitney Bowes calls messaging meltdown. That’s when people try to reinforce their messages with other messages. For example, they might leave you a voicemail message that they are faxing a report. In addition, they might also send the report via email. Then, they might make a follow-up phone call to make sure you received the fax and the email.

Arlen Henock, chief tax counsel at Pitney Bowes, didn’t need a survey to find out which way the data is flowing. He said that there had been a significant increase over the last few years in his office. He also admitted that dealing with the flow has crept into his personal time. “Each night I take home my faxes and other paperwork,” says Henock. During a typical workday Henock is a self-admitted information junkie⁷. He gets up at 6 am and, over breakfast, finishes reading any paperwork left over from the night before. On the way to work he checks his voicemail with his car cell phone and responds to any messages that need immediate attention. “Although I check my voicemail before I leave for home (typically at 7.30 pm), there are usually new messages in the morning,” he says. Europe, after all, has been up for hours.

 

Vocabulary:

1. be deluged with information – иметь много информации, быть «заваленным» информацией

2. fatigue syndrome – синдром усталости

3. overwhelming adj – подавляющий; огромный

4. knowledge economy – экономика знаний, экономика, основанная на знаниях

5. culprit n – виновник, виновный

6. intrusive adj – навязчивый, интрузивный

7. junkie n – наркоман

 

Questions:

1. Why, according to §1, can we say now “Welcome to the Age of Infoglut”?

2. What facts did the study by Petney Bowes reveal?

3. How did some executives manage to turn email to their advantage?

4. What does the term “messaging meltdown” mean?

5. What is a typical day in the life of an information junkie like?

Writing

Choose one of the following topics and write a well-organized (there should be introduction, body, conclusion), well-developed essay of at least 200 words. Remember to use proper connectors.

1. My own ways of solving communication problems.

2. Possible keys to successful interpersonal communication.

3. The role of communication for modern companies.

Independent Study

 Using the Internet resources find proper information on nonverbal communication and its role in making effective business contacts. Prepare a report or presentation on the topic “The role of nonverbal communication for business success.” Present it to your group. Be ready to answer your groupmates’ questions on the topic.

Unit 9

LEADERSHIP

Lead-in