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Unit 2 - Coggle Diagram

- - - - Establishing performance expectations.
    - - Giving regular feedback on performance.
    - - Conducting formal performance evaluations.
  - - - Managing disputes between employees.
    - - Dealing with unions and collective bargaining.
    - - Measuring employee job satisfaction.
  - - - Identifying training requirements.
    - - Designing and delivering training programs.
    - - Evaluating employee performance.
  - - - Reviewing applications to identify qualified candidates.
    - - Conducting interviews to assess candidates.
    - - Advertising job openings.
    - - Verifying candidate information.
  - - - Offering health insurance, retirement plans, and other perks.
    - - Developing pay structures and incentive plans.
    - - Determining employee pay.
  - - - Defining job duties and responsibilities.
    - - Identifying potential replacements for key positions.
    - - Anticipating future staffing requirements.
- - - - A manager oversees many employees. Often used in flat organizations.
    - - A manager oversees a small number of employees. Common in hierarchical structures.
  - - - Shows who reports to whom. A hierarchical structure has a clear chain of command.
  - - - Grouping employees based on their skills and expertise. Marketing, sales, finance departments.
    - - Organizing around specific products or services. Different departments for smartphones, laptops, tablets.
    - - Dividing the organization based on location. Regional sales teams.
  - - - Giving employees responsibility for specific tasks. Reduces workload for managers, develops employee skills.
  - - - A structure with few levels of management, often used in smaller companies. Start-ups, tech companies.
    - - A traditional pyramid structure with clear levels of authority. Schools, government agencies.
    - - A combination of functional and project-based structures, often used in complex projects. Large engineering or IT firms.
- - - - Noise, distance, time zones.
    - - Misunderstandings due to language differences
    - - Attitudes, emotions, perceptions.
    - - Differences in values, beliefs, and customs.
  - - - Using simple and direct language.
    - - Providing constructive feedback to improve communication.
    - - Paying attention to the speaker and understanding their message.
    - - Understanding and sharing the feelings of others.
  - - - Official channels within an organization. Memos, reports, company newsletters.
    - - Unofficial channels of communication. Gossip, rumors, hallway conversations.
  - - - Using technology to communicate. Email, video conferencing, social media.
    - - Software and apps used for communication. Microsoft Teams, Zoom, Slack.
  - - - Using body language, gestures, and facial expressions to convey meaning. Eye contact, posture, tone of voice.
    - - Using written words to share information. Emails, letters, reports.
    - - Using spoken words to share information. Face-to-face conversations, phone calls, meetings.
- - - - Inspiring and encouraging employees.
    - - Making choices and solving problems.
    - - Finding solutions to challenges.
  - - - Leading employees through organizational changes.
    - - Resolving disagreements among team members.
    - - Developing trust and rapport with employees.
  - - - Focuses on identifying personal qualities of effective leaders.
    - - Examines what leaders do and how they behave.
    - - Suggests leadership style depends on the situation.
  - - - Understanding one's strengths and weaknesses.
    - - Managing emotions and building relationships.
    - - Seeking new knowledge and skills.
  - - - A leader involves employees in decision-making.
    - - A leader gives employees freedom to make decisions.
    - - A leader makes decisions without input from others.