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Upward Communication

Can be stmctured to allow greater employee involvement and upward communication... [Pg.27]

In this chapter, we share with you the aspects of communication that mattered most to the thousands of employees and managers with whom we interacted. We analyzed their input into the following 12 themes Formal organizational cormnunication. Downward communication. Upward communication. Informal communication. One-on-one cormnunication. Increased communication. Transparency, Career development communication, Mode of communication. Receiving feedback, Safe space, and Multilingual communication. [Pg.62]

Without voice or upward communication, a European female manager told us that, one way communication occurs from the top down... which] is not helpful or inclusive. It s patronizing. ... [Pg.67]

Lack of communication and feedback. Here communication refers to the combination of talking and listening, with emphasis on the latter. Nonmanagement employees and managers alike felt that their upward communications are not heeded. A common observation, coming from many plants, was that work orders to repair hazardous conditions would disappear into the system. Often, the work was done, but there was no feedback to the person who submitted the request. Even when workers followed up, they frequently found no trace of the request. [Pg.162]

Management of the operating organization at all levels should encourage and cultivate effective communication. Downward communication should provide assurance that management s direction and expectations are understood upward communication should help encourage the identification of problems directly to... [Pg.44]

Team members raise safety concerns (upward communication). [Pg.80]

The sense of responsibility is strongly influenced by perceptions of the safety climate, which also affect the dimensions of upward communication and approaching others. Relations with superiors and other team members as well as the sense of fair treatment by the organization and superiors all affect whether team members are likely to raise their concerns regarding patient safety. [Pg.80]

The upward communication dimension deals with team members raising safety issues with superiors—often, these concerns consist of systems issues. In a healthy safety climate, treatment team members also speak up to one another about ways to reduce exposure (the upward communication dimension), even about the exposures they see each other creating. The more that team members are involved in hazard identification and willing to speak up about exposures, the safer the working interface becomes. [Pg.82]

Safety Climate Upward Communication Approaching Others... [Pg.83]

Among the problems to which these leaders are blind are the very unpredictability of their own behavior and the resultant erosion in trust between leaders and followers. These developments are detectable with the Organizational Culture Diagnostic Instrument (see chapter 3) they show up as adverse changes in the OCDI dimensions of procedural justice (team members see the leaders behavior as unfair and untrustworthy), perceived organizational support (of team members by their leaders), and upward communication (by team members to their leaders about unsafe acts). The hazards and costs of cognitive bias thus often run deep in both the administrative and clinical chains of command in the healthcare organization. [Pg.157]

Do your leaders understand how they create the tone at the top Do they understand how the tone relates to their strategic objectives Are leaders committed to the requisite listening, and does the organization encourage the upward communication about safety that leaders need to listen to ... [Pg.186]

How will people act differently from the way they do now In terms of the dimensions of the Organizational Culture Diagnostic Instrument (OCDI), for example, the quality and frequency of both upward communication and approaching others will measurably improve. How will priorities be different Safety itself will move from a priority to a value, and the gathering of information on near misses and recurring hazards will command new importance and attention. [Pg.198]

Exceptionally low scores on one or more OCDI scales (low scores on upward communication are especially troublesome)... [Pg.202]

The principles of dialogue and transparency should apply to the whole organization, from top to bottom. Wachter and Shojania describe "a new culture in which residents speak openly about their mistakes and help devise solutions to the problems that caused them." We wonder why the same principle can t apply to board members and the executive leadership as well. Such openness would promote more frequent and effective upward communication throughout the organization. [Pg.212]

Reinforce even small efforts at upward communication about safety. [Pg.215]

Positively reinforce the upward communication of exposures and near misses. [Pg.215]

Lower scores on perceived organizational support and upward communication indicated areas for particular attention during the culture change effort. Senior management and the behaviors they stimulate through the management chain influence both of these dimensions, which also have a strong influence on the culture in ways that relate directly to mission safety. [Pg.246]

To help supply context and depth for the survey results, we conducted a series of interviews and focus groups with 120 people at representative locations. At each location we interviewed individual members of senior management and met with representative groups of individual contributors and groups of supervisors and managers. The interviews disclosed a strong sense of dedication and commitment to the agency s work. However, we also found frustration about obstacles to upward communication and deficits in leadership skills. [Pg.247]

Minority opinions needed to be embraced to create an open atmosphere in which disagreements would be encouraged and new ideas/altematives pursued. (This result was consistent with the OCDI finding that upward communication was one of the weakest scales measured.)... [Pg.248]

Management Credibility Bereaved Organizational Support Upward Communication Leader-Member Exchange Procedural Justice... [Pg.253]

NASA s assessment identified significant deficiencies in upward communication. This is also a significant obstacle in healthcare safety. Poor upward communication is often associated with low organizational scores such as NASA s low perceived organizational support, NASA s intervention gives us useful ways to address healthcare s upward communication issues. [Pg.269]


See other pages where Upward Communication is mentioned: [Pg.336]    [Pg.65]    [Pg.67]    [Pg.324]    [Pg.401]    [Pg.82]    [Pg.82]    [Pg.174]    [Pg.186]    [Pg.201]    [Pg.241]    [Pg.246]    [Pg.248]    [Pg.250]    [Pg.263]    [Pg.265]   
See also in sourсe #XX -- [ Pg.65 ]

See also in sourсe #XX -- [ Pg.70 , Pg.82 , Pg.157 , Pg.174 ]




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