Language, Paralanguage and Non-Verbal Communication

Language, Paralanguage and Non-Verbal Communication The Importance of Language, Paralanguage and Non-Verbal Communication in Various forms of Communication – A Practical Study Toby Williamson Access to Psychology Abstract This study examines the role of non-verbal communication, language and paralanguage in conveying information. To this end, the study examines how people use these three forms of communication in the context of sharing ideas, expressing joy and happiness as well as persuasion. The study involves a field work that studied dialogues between 10 pairs of persons. The findings identify that people generally utilize a combination of the three forms of communication, namely non-verbal communication, language and paralanguage in conversations where they need to express their emotions. This includes sharing joy as well as persuasion. However, in cases where persons must express facts and ideas in a factual form, communication can be done through the use of language only and in this case, non-verbal communication and paralanguage might not be very essential in conveying meaning and ideas. Introduction Non-verbal communication (NVC) involves direct communication not exclusively relying on written or spoken words (Berry, 2010; Rimondini, 2012). Non-Verbal Communication (NVC) is a situation where the expression of the inner emotions of people are presented through the use of bodily descriptions and trends that shows the way people feel at a give point in time (Littlejohn Foss, 2010; Wood, 2009). Paralanguage on the other hand involves non-verbal voice qualities, voice modifiers and independent utterances that are produced by various parts of the body to convey various understandable messages (Poyatos, 2012; Wilson, 2011). Therefore, paralanguage involves the modification of voices as a means of presenting various forms of messages to other people. Language is the use of words in a given dialect to transmit information and present data and information to different people in order to convey meaning(Phifer, 2007). Language refers to conventional dialog and speech that is carried out to present information from one person to another in mutually intelligible dialect(Perkins, 2010). These three different approaches to communication are used by communicators to complement each other in order to provide meaningful communication(Zimmerman Uecke, 2012). This is because communication involves the presentation of various ideas and concepts in order to convey meaning. Hence, there is the need for these different approaches to be put together in order to gain the best forms of meaning. Aim The aim of this research is to examine how these different elements and aspects of communication work together to attain good and proper results in communication. In order to attain this end, the following objectives will be reviewed: 1. A critical analysis of the different approaches to communication and how they work together; 2. An identification of circumstances where one might be used solely without the use of other forms of communication; 3. An evaluation of the options and processes that might come together to define good communication Hypotheses A hypothesis is a tentative statement that is made by a researcher at the beginning of the research and it is tested for its truthfulness and falsity throughout the research(Kothari, 2009). This research hypothesizes that the best means and the best form of communication occurs when you combine the three elements of communication: NVC, paralanguage and language. The alternative hypothesis is that each of the three elements of communication is best used alone in most circumstances. Methodology In the study, there is the need to examine and review the way people use the three components of communication: Non-verbal communication Paralanguage Language In order to do this study, a practical fieldwork is employed to analyze and review how people mix these three tools of communication in sharing ideas and information. First of all, there is the need to identify how these three elements of communication work in relation to: 1. Sharing Ideas 2. Expressing Joy/Happiness 3. Suggesting a better view In order to study this, a fieldwork is conducted and a collection of data, analysis of data and drawing conclusion is conducted. Data is collected through the conducting of a dialogue amongst ten pairs of people. In each of the situations, the participants are asked to present information under one of the three themes and from there the importance and significance of the three elements of communication are identified and discussed. Secondly, the dialogues are documented in the form of classification of the various headings and the various pointers in the NVC. The details of the documentation for the collection of information for this study are presented in Appendix 1 below. The findings are to be classified according to the number of times and the respondents chose an option. These options are summed up and they are analyzed and reviewed in order to lay the foundation for critical reviews and analysis. In the analysis the frequency of occurrence or choice of each option is discussed and this adds up in order to provide an overall view of whether a given element of communication is viewed as important or not. This is all critiqued and analyzed in order to draw conclusions on whether the hypothesis is valid or not. Results The field work was conducted over a three-day period. Twenty participants were involved in the process and they were asked to have a dialogue with each other in order to test the three approaches to communication and information sharing. Each of the respondents were monitored by the facilitator to pose as s/he was communicating with another person. And in the process, they went through all the three forms of communication and exchange of information. Afterwards they were asked to identify whether they considered each of the three approaches to communication as important, quite important or very important in each case. The findings were tallied and they were put together to justify and discuss each of the three approaches. This includes the compilation of each of the responses. They are presented in the treatment of results section below. The table below shows how the different respondents presented their views on how communication can be conducted with the different tools and the different elements of communication. This is graded and presented on the scale of very important (A), quite important (B) and not important (C). Treatment of Results The different elements and different aspects of communication are presented in this study and the way this information is presented by the various respondents in the research. These respondents indicated the relative strength and the relative importance of the different approaches to language sharing and information sharing and this shows some degree of variation from the various classifications and the different methods of sharing information and ideas. Sharing Ideas In sharing ideas, it is identified that most people saw non-verbal communication to be unimportant. This showed that over three quarters showed that you could share ideas without having to resort to non-verbal communication. The vast majority of respondents indicated that ideas could be shared without the use of paralanguage and the changing of tones amongst other things. However, it was decided unanimously that the use of language is vital and important in sharing ideas and there could practically be no sharing of ideas if language was absent. Expression of Joy or Happiness Although the vast majority of respondents indicated that sharing expressing joy can be done without the use of non-verbal communication, most of the respondents indicated that laughter is a universal sign of expressing joy and language and the way you speak in such a situation is one in which your happiness reflects in your actions and the tone used by speakers. Hence, although most participants in the experiment wrote that language is the most important tool for expressing joy, happiness and emotions, most respondents conceded that the three elements, non-verbal communication and paralanguage and language all work together to convey emotions and express joy and happiness because that is the natural component and the natural attitude that people express these feelings. However, in the collection of the data, the vast majority of respondents identified that communication in expressing emotions was almost done with language. This is apparent in the fact that about 65% of the respondents stated that non-verbal communication is not important in expressing joy and happiness and 55% of the respondents identified that paralanguage was not important. However, 70% stated that language is important in expressing happiness and joy and another 15% found it to be somewhat important (say 85% of the respondents at this point). This shows that language is still important and vital in helping respondents to express their joy and Suggesting a Better View This section was quite complicated. This is because the respondents were split in discussing whether non-verbal communication was important or not. They showed that almost 50% of the respondents said that non-verbal communication was not important. However, 35% said it is quite important and 20% said it was very important. Although over 50% state that paralanguage is not important in suggesting a better view, 70% stated that language is very important in suggesting a better or improved view. Discussions From the study, it is identified that the respondents showed that language is important and vital in almost all the scenarios and situations at hand. This is because language is the main measure or means through which communication and the exchange of information is done in most situations and contexts. In sharing ideas, it seems to be pervasive that the use of language is universal and pervasive. This is because language is vital and important in sharing such views and in getting people to understand a person’s thoughts and ideas. In this context, the use of non-verbal communication and paralanguage tools are not very important because the individual sharing the ideas is able to express everything in succinct terms and the listener can deduce the idea through language without much modification or additions. However, in expressing joy and happiness, most respondents indicated that language is vital. However, language is not the only means through which these emotions can be expressed. This is because expressing joy and happiness come with a high degree of emotions that can be expressed through bodily actions (non-verbal communication) and intonation (paralanguage) as a means of making the emotions and sentiments more felt by the listener. Hence, it is conclusive that non-verbal communication and paralanguage are important in expressing emotions and feelings in circumstances where a person needs to do so. Finally, suggesting a better view on a matter is a matter that is persuasive in nature. And it is identified that most respondents identify that language is important. However, they concede that some degree of non-verbal communication as well as paralanguage. This shows that in persuasive discussions, there is the need for some degree of communication tools to be employed other than the use of language. Conclusion The research indicates that communication involves a degree of utilization of different approaches and methods of sharing information. This means that in most forms of communication, language, non-verbal communication and paralanguage are used together in order to express views and ideas. The fieldwork does not justify the null hypothesis per se. This is because in some forms of communication, it is identified that language can be used without much reliance on non-verbal communication and paralanguage. This particularly happens in factual contexts where there is the need for people to communicate ideas. However, in other forms of communication like the expression of happiness and persuasion, the hypothesis is honored and justified because they all work well in order to provide a reasonable communication of the sentiments of the speaker to the listener. The alternative hypothesis states that each of the three elements of communication can best be utilized independently. This only stands in the case of factual communication or the sharing of ideas where language is an important and vital method of communication and can stand alone. However, the alternative hypothesis is refuted when it comes to persuasion and the expression fo joy and happiness. Bibliography Berry, D. (2010). Health Communication: Theory and Practice. London: McGrawHill. Kothari, C. R. (2009). Research Methodology. Delhi: New Age Publishing. Littlejohn, S. W., Foss, K. A. (2010). Theories of Human Communication . Mason, OH: Cengage. Perkins, P. S. (2010). The Art and Science of Communication. London: Wiley. Phifer, E. (2007). Boosting the Minds Eye: Visualizing for Social and Emotional Intelligence. New York: Universal Publishing. Poyatos, F. (2012). Textual Translation and Live Translation. New York: John Benjamins Publishing. Rimondini, M. (2012). Communication in Cognitive Behavioral Therapy. London: Springer. Wilson, E. O. (2011). Sociobiology: The New Synthesis. Boston, MA: Yale University Press. Wood, J. (2009). Interpersonal Communication: Everyday Encounters. Mason, OH: Cengage. Zimmerman, C., Uecke, R. A. (2012). Asserting Yourself At Work. New York: AMACOM. Appendix 1 Dear Respondent, As part of the study on the importance of non-verbal communication, paralanguage and language in communication, this research will seek to involve you in an experiment. In this experiment, you will need a communication partner and you will have to conduct a two-way dialogue. The first should be about sharing ideas, the second should be about expressing joy or happiness and the third will involve suggesting a better view in a debate. The findings must be classified under headings A, B or C and this must be mutually agreed. The end is to examine the importance o these three elements of communication in sharing information. A – Very Important B – Quite Important C – Not Important

Legal Aspects of Criminal Justice

A criminal must be dealt with by law, he must reap what he sow.  Ã‚   However, before he is put into prison, he is guaranteed protection by the Constitution through due process of law.   According to our constitution, all men are innocent unless proven guilty beyond reasonable doubt before a court of law.   Before an accused is incarcerated, he must undergo several stages at different venues.   It may start from the lowest state courts and end up in the highest federal court of the land.   Each and every court that his case shall pass through has its own role and function in his prosecution or protection.For a better understanding of how the United States judicial structure works, let us envision a crime such as manslaughter committed in the state of Georgia.   I made reference to Georgia because this state’s judicial structure is typical of most of the other states’ judicial structure (Rawlings).Let us take for example Billy who allegedly killed Sam.   Be fore he is convicted of this crime, he must undergo a series of procedures guaranteed by the constitution to provide him with all the opportunity to defend his side. The first of the series is the initiation of the prosecution.   In this stage, there are three ways in which Billy’s prosecution may be initiated (CrimeVictimLaw), the first is when the police responds to a call that a crime is happening or has happened and upon arriving at the scene makes their own investigation.Another mode is when the victim reports to the prosecutor’s office directly which prompts the prosecutor’s office to make their own investigation.   In such instance, the prosecutor’s office may either ask the police to seek criminal charges or conduct a grand jury investigation (CrimeVictimLaw).   The grand jury, composed of 23 randomly-selected people, is going to hear the witnesses without a judge’s presence and examine the evidence gathered to decide on whether or no t there is reason to believe that Billy actually committed the crime imputed on him (CrimeVictimLaw).If in this stage the investigation shows that Billy maybe guilty of killing Sam, the prosecution shall now file formal charges against Billy, otherwise Billy will be set free.   When the prosecution files its formal charges, it must identify the crime committed, in this case it may either be unlawful and dangerous manslaughter or involuntary manslaughter.   The prosecution must also show that all the elements of said crime were present. The elements of involuntary manslaughter are: (1) an unintentional killing; (2) proximately caused by either (a) an unlawful act not amounting to a felony and not ordinarily dangerous to human life, or (b) culpable negligence (North Carolina v. Hudson), whereas, the elements of unlawful or dangerous manslaughter are that (i) the defendant ‘s act must cause the death, (ii) the defendant ‘s act must be unlawful, (iii) the defendant †˜s act must be dangerous (Crimnet).The next stage of prosecution is the arraignment and bail.   In the arraignment stage, the   judge will formally inform Billy of the charges against him and give him an opportunity to enter a plea to the charge (jennifer).   Billy, t during this stage is assigned a lawyer if he has not acquired the services of a private practitioner.   Also in this stage, he can make bail.   Bail is a fixed amount of money which sole purpose is to guarantee that the defendant shall appear before the court in all scheduled hearings.   Some states release the accused on recognizance, which means that he can be released with the promise that he will return to court without posting bail.After arraignment comes the discovery and motions stage.   At this stage, the parties for both the prosecution and the defense are required to exchange information relevant to the case.   The prosecution â€Å"must disclose to the defense attorney statements of witness es, police reports, scientific tests and any evidence that may support the defendant’s claim† (CrimeVictimLaw) that he either did not commit the crime imputed or that he has a valid and lawful reason, which in the eyes of the law is a justifying circumstance, for committing the crime.   Also in this stage, motions are filed by either party in instances where either party does not agree with the evidence presented or when the evidence presented is not admissible in court, i.e. evidence from unlawful searches and seizures.   The motions filed are brought before the judge and he is the one who makes the decision on the issues presented.The next phase is the disposition stage.   At this stage, the case may end in two ways, Billy may enter a guilty plea or the case may be dismissed.   However, if Billy does not enter a guilty plea, he will go to trial in which case he is given the option of a â€Å"bench trial† or a â€Å"jury trial† (CrimeVictimLaw).   The former is decided by the judge sitting in his court while the latter is decided by a jury composed of twelve randomly selected individuals.   After the trial, the next stage is the sentencing of the accused, he may be merited with imprisonment, a suspended sentence, a split sentence or he may be released on probation.In all the stages mentioned, the court that has jurisdiction is dependent on several factors.   Either he will be tried in the state court or the federal courts.   Only in cases where (1) the defendant is a resident of a different state and the case involves a significant amount of money; or (2) the case involves a question of federal law; or (3) the United States is a party to the case (Rawlings) may the federal courts be resorted to.   Thus, in the normal flow of things Billy shall be tried in the state courts only.   The state court that has general jurisdiction – handles all civil case, felony crimes, cases involving title to land, divorces a nd equitable actions – is the Superior Court (Rawlings).If Billy finds that there was an error in law or procedure that affected his conviction, he may file an appeal with the Georgia Court of Appeals.   The Court of Appeals is composed of 11 judges in divisions of 3.   In cases where the three judges are not in agreement, then the case shall be raised to the court en banc, or as a whole and the decision shall be based on a majority vote (Rawlings).   If in case the Georgia Court of Appeals rules against Billy, he may make an appeal to the Georgia Supreme Court.   An appeal to the Georgia Supreme Court is not a right, it is on the discretion of the Supreme Court to entertain an appeal before it. Only in cases where the Court of Appeals made a manifest error of law shall the Supreme Court give an appeal due course, wherein the nine justices of the Supreme Court shall deicide by majority vote (Rawlings).   If the Supreme Court does not entertain Billy’s appeal, the ruling of the Court of Appeals shall become final and Billy must perform what the decision orders.The structure of the federal courts are the same with state courts – decisions maybe appealed to the Federal Court of Appeals and then to the highest court of the land, the United States Supreme Court –   difference lies only on the cases that they entertain.   As with district courts, appeal to the Federal Court of Appeals is a right whereas Appeal to the United States Supreme Court is discretionary, meaning that it can pick and choose cases and hear only the non-frivolous appeals that present truly novel issues† (Wikipedia).In all the stages of appeal whether in the state courts or federal courts, it must be made clear that what can be appealed is a ruling of conviction, if in any stage of the trial a court decides that Billy is not guilty beyond reasonable doubt, he will be released and he shall be immune from another case based on the same grounds and ar ising from the same act.In conclusion, the United States Criminal Justice System is unique, our country has developed a way in which all states regardless of independence from one another is still bound by a greater court.   Our justice system also came up with several stages and multiple appeals as granted by the Constitution to a defendant to guarantee that every man has his day in court and that he can aptly defend himself.   It provides that due process shall be given to each and everyone regardless of crime and race.ReferencesCrimeVictimLaw. Stages of Prosecution. Retrieved December 8, 2008, from http://www.crimevictimlaw.com/criminal/stages.htmlCrimnet. Manslaughter. Retrieved January 8, 2008, from http://law.anu.edu.au/criminet/tmans.htmlNorth Carolina v. Hudson. Retrieved January 8, 2008, from http://www.aoc.state.nc.us/www/public/sc/opinions/1997/356-96-1.htmStages of Prosecution. Retrieved January 8, 2008, from Law Offices of Jennifer Monroe: http://www.exclusivelycrim inaldefense.com/StagesOfProsecution.htmlRawlings, Tom C. A Brief Introduction to the Judicial Structure of the United States. Retrieved January 8, 2008, fromwww.tomrawlings.com/judicial%20structure.docWikipedia. United States Federal Courts. Retrieved December 8, 2008, from http://en.wikipedia.org/wiki/United_States_federal_courts

Nokia: Values That Make a Company Global

STraTeGiC Hr MaNaGeMeNT case study with teaching notes Nokia: Values That Make a Company Global By Geraldine Willigan, MBA Project team Author: SHRM project contributor: External contributor: Copy editing: Design: Geraldine Willigan, MBA Nancy A. Woolever, SPHR Ram Charan, Ph. D. Katya Scanlan, copy editor Terry Biddle, graphic designer  © 2009 Society for Human Resource Management. Geraldine Willigan, MBA. This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph. D. , former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanpera and Shiv Shivakumar. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www. shrm. org/education/hreducation 09-0353 Nokia: Values That Make a Company Global Introduction In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet. To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values. From Paper Mill to Conglomerate to Global Brand Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. It holds some 40 percent of the global device market as of the second quarter of 2008. It operates in 150 countries and had more than 117,000 employees, including NSN, as of late June 2008. It is the top-rated brand globally. Annual revenues for 2007 were $74. 6 billion (51. 1 billion euros). The company began in the late 1800s as a paper mill, then evolved into a diversified industrial company and was an early entrant in the mobile era in the 1980s. In the 1990s, CEO Jorma Ollila restructured the conglomerate to focus on mobile phones and telecommunications, and Nokia became the technology and market leader, starting first in Europe, then expanding to the United States and dozens of other 2009 Society for Human resource Management. Geraldine Willigan, MBa 1 developed and emerging economies, including China and India. In the early 2000s, Nokia was briefly challenged by Motorola and Samsung but was able to maintain and soon to increase the lead. In 2006, Olli-Pekka Kallasvuo (OPK, as he is known at Nokia) became CEO. Nokia’s strategy at that time was changed to c over both the mobile device market as well as services and software. In 2007, Nokia announced that it would become more like an Internet company. Transforming the Culture for the New Challenges As Nokia’s leaders pondered what would hold people together and enhance collaboration and speed across their large global company, they arrived at an answer—culture, of which values had long been a foundation. Values align people’s hearts and emotional energy and define how Nokia employees (â€Å"Nokians†) do business with each other and the rest of the world. Because Nokia’s existing values had been unchanged for more than a decade and research showed there was some ambivalence about them internally, the executive board, comprised of the CEO and about a dozen senior leaders, decided it was time to re-examine the values. OPK selected a team of people to create a process for doing so. The challenge to the team was to get all the people of Nokia intellectually engaged. In keeping with Nokia’s culture, the values would have to be the result of â€Å"the many† communicating with â€Å"the many. † Assigning this task was not trivial. It required that senior management be committed to live with the outcome. The values that emerged from the bottom up would have to be taken seriously and stick—or the organization would be seriously harmed. As the team got to work and explored the options, they determined that the best approach would be to combine high tech and high touch. The high-tech part of the values-creation process would be through the â€Å"Nokia Jam†Ã¢â‚¬â€using IBM’s Jamming technology that would allow all Nokians to engage in an online dialogue. The hightouch part would come through the use of the World Cafe methodology. The World Cafe methodology had sprung up in the mid 1990s to accommodate a large group of people from diverse disciplines and far-flung locations around the world who wanted to discuss issues of common interest. 2 That group was known as the Intellectual Capital Partners. To create an informal conversation among so many people, participants were divided into small groups seated around tables to discuss a given question. The groups would then repeatedly disperse and individuals would rotate to other tables, so ideas were disseminated, cross-pollinated and combined. As the conversations continued, facilitators compiled the ideas that emerged. The World Cafe methodology had been used in some small pockets within Nokia but had never been tried on a companywide scale. The concept was right, but it was impractical for all 50,000-plus Nokians to directly engage in a dialogue. So the idea emerged to have a subset of people from across Nokia get together to discuss Nokia values with a totally clean slate, as if they were recreating Nokia on the planet Mars. 2  © 2009 Society for Human resource Management. Geraldine Willigan, MBa A trip to Mars became the metaphor for assembling a cross-section of Nokians to participate in the World Cafe format and create the new values. Nokia’s Trip to Mars Nokia produced 5,000 elegant, visually exciting invitations that looked like boarding passes and airline tickets. These were sent in bundles through snail mail to people at various organizational levels and functional areas, including HR, in each of the business units. The instruction to the recipients was to find a way to randomly distribute their bundle to people in their offices and factories whom they would trust to have a discussion about Nokia’s values and culture. The recipients could also keep a ticket for themselves. Each ticket was in a â€Å"wallet† that described what Nokia was doing. It stated the current values and gave instructions for how to proceed, first by going to the Nokia Way web site to learn more and to register for a cafe in their local area. Participants also got two luggage tags, which they were supposed to discuss with their colleagues beforehand: a green one, which represented the values or ideas Nokia should be sure to take with it as the company moved forward, and a gray one, for things that could be left behind. Nokia held 16 cafes in 60 days around the world. More than 100 employees representing a cross-section of Nokia attended each one. The day of the cafe, small groups discussed a predetermined set of questions. One person served as host and stayed at the table while everyone else rotated to other tables, eventually returning to their original spots. People had taken the preparation very seriously and interviewed their teams ahead of time; some brought stacks of paper with various notes and ideas. As the discussions took place, ideas began to emerge and converge. Facilitators captured them graphically and in written scripts. The outputs from each cafe were then uploaded to the Nokia Way web site, and everyone at Nokia had access to it and was invited to comment. Several thousand more employees were able to participate in the dialogue through the means of the web site, giving their opinions and making suggestions and sometimes asking questions they hoped the next cafe would address. The sessions were also videotaped and edited into short video blogs that were so funny and engaging that they logged approximately 30,000 visits. The video blogs, too, elicited comments from fellow Nokians. The mix of people attending the cafes was just what Nokia’s executive team had hoped for: an assortment of people from offices and factories and from every functional area and organizational level. The cafe process allowed those diverse viewpoints to be heard. Engineers said Nokia needed greater tolerance for risk, for instance, while marketing people wanted more stability. In the process, it broke down biases and misconceptions and began to build social bonds. â€Å"Latin Americans were not the only people with emotions! one participant commented. Another said: â€Å"At first it felt like I couldn’t even find a common language with my Mexican  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 3 marketing colleagues in Nokia. It was exciting when we found a common language and vision, and everybody was on board. † As the cafes took place, four values began to emerge. These were to be presented to the top 30 leaders at the final global cafe to be held in Helsinki. But instead of writing them on a PowerPoint slide, the values were presented in a way that was experiential. Representatives from each of the Nokia Way cafes were chosen to attend, and on day one of the Helsinki cafe, they got together and brainstormed how to make the values come alive. They recreated some of the skits, songs and visual aids their local cafes had generated to express the thoughts and feelings that underlay the values. The representatives from the Finnish cafes built a bird’s nest and a sauna in the hotel meeting room to represent Nokia’s passion for innovation (the bird’s nest was for the hatching of ideas, the sauna to represent the fire of passion). The next day, the group made their presentation to the senior leaders, and after some discussion, the four values that had came out of the cafe process were affirmed. OPK, who, like many Finnish people, was ordinarily quite reserved, was visibly moved by the intensity and sincerity of the feelings expressed. He felt as though he could hear the voices of Nokians around the world, and he, too, wholeheartedly supported the values. He asked that a representative present them to a group of 150 top leaders that was meeting three or four weeks later as part of the annual Strategy Sharing process. The group selected Ganeas Dorairaju, a native Malaysian who had been working in Finland for the past decade, to represent them. He stood in front of the top leaders and explained the values and the process by which they were created. At the end of it, the audience gave him a standing ovation. One leader wondered if the values could be turned into a catchy tune. Soon after, an employee teamed up with her husband and did just that! Nokia’s New Values3 Nokia’s new values and the explanation of them are as follows: n achieving together. Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. engaging You. For us, ‘engaging you’ incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Passion for Innovation. Passion for innovation is based on a desire we have to live our dreams, to find our courage and to make the leap into the future through innovation in technology, ways of working and through understanding the world around us. Very Human. Being very human encompasses what we offer customers, how we do business, how we work together, and the impact of our actions and behavior on n n n 4  © 2009 Society for Human resource Management. Geraldine Willigan, MBa people and the environment. It is about being very human in the world—making things simple, respecting and caring. In short, our desire is to be a very human company. The world cafe process generated values that are different and more open-ended than most companies’. As leaders at Nokia note, the values require discussion. People might not know right away what â€Å"very human† means, but once people start to discuss it within the context of Nokia, it becomes very clear. People do, in fact, have those discussions. They use them to say, â€Å"Hold on a minute, is this engaging you? Are we meeting that value in what we’re doing? † ‘Very Human’ is closely associated with technology; it reflects the fact that Nokia has to develop devices that are easy to use. And ‘Achieving Together’ is about customers and suppliers as well as fellow Nokia employees. ‘Achieving Together’ also helps remove the fear associated with being an industry pioneer. The values are aspirational but also model what was already working well at Nokia. In India, for instance, where Nokia has built a dominant market position of some 75 million subscribers in a very short time, the values were evident before they had been articulated, which likely influenced the input of the three cafes conducted in that country. One of the key factors that drove business success in India was the distribution system, which Nokia and its business partner, ATL, built from scratch when large consumer electronics retailers declined to carry mobile phones because of their low margins. Working together to find an alternative, Nokia and ATL hit on the idea to mimic the small (sometimes just 5 x 5 feet) kiosks that are found in villages across India from which vendors sell fruits and vegetables. They recruited individuals interested in running their own kiosks, trained them and ensured they would have products in the right quantities and at the right margins for those vendors to make a living. The Nokia team wanted to be sure that whatever arrangement they designed would benefit Nokia, ATL and the individual mobile phone vendors. That way, they would Achieve Together. The Nokia team in India—a mix of native Indians and technology and other experts from such far-flung Nokia locations as Finland, China and Indonesia—collaborated in listening to and observing people in various parts of India to understand their needs. Their approach was collaborative and Very Human. As a member of the leadership team in Nokia India explains, â€Å"One thing that Nokia prides itself on is that it is not arrogant. That comes across in every interaction. People never take for granted that they know everything. Because of conditions in parts of the country, Indians needed a mobile device that was dustproof and didn’t slip out of sweaty hands. They wanted a device that could be an alarm clock, radio and flashlight (or â€Å"torch†) as well as a phone. Nokia’s Passion for Innovation drove the team to find the technology solutions Indians needed. Nokia found that the process of creating values itself had merit. It allowed the many to connect with the many and demonstrated that heterarchy was more important than hierarchy. It captured Nokia employees’ understanding of the challenges they were facing personally and organizationally and their desire to create an organization  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5 that could meet them. It also reflected the spirit of bonding across cultures, functions and silos. As a member of the executive team says, â€Å"It is proof that a strong global corporate culture is possible. † The next order of business was to track the effectiveness of the values. To that end, the company has created a number of vehicles. Nokia includes values in its annual employee survey, â€Å"Listening to You,† and made them a key part of the change pulse survey it undertook during a recent reorganization. The suggestion arose to have pictures to demonstrate the new values, so the company staged an employee competition for photos that represent the values. Photos were posted online, and employees voted for their favorite. The top prize went to a quality manager in one of Nokia’s Chinese factories, who got to accompany Nokia’s brand people on a photo shoot in Paris. Given the quality of Nokia’s artistic skills, it was a choice prize. More than 22,000 employees took part in the competition, and Nokia has a rich bank of photographs to represent the new values. Nokians now are learning to create 90-second films that tell how values are making a difference in their work. These films can be uploaded to a video hub where fellow employees can view them. As of October 2008, more than 60 films had been uploaded to the internal VideoHub, and they have had over 50,000 viewings. 6  © 2009 Society for Human resource Management. Geraldine Willigan, MBa Teaching Notes Global companies require the alignment of their employees and partners not only on the strategy itself but also on the values needed to make that strategy successful. Values reflect and shape corporate culture. A shift in strategy often requires a shift in values. The Nokia case explores the connection between values, strategy, and the collaboration, innovation, speed and flexibility that are required for Nokia to succeed. Nokia is a very large company, with one of the highest brand recognitions in the world. It has the rare ability to design a new strategy and reshape its culture to deliver the strategy at the same time. The Nokia case describes Nokia’s social process for achieving alignment on values—a component of corporate culture—across geographies, silos and hierarchical levels. The learning objectives of the case are as follows: n note NOTE note Instructor’s Note Distribute only pages one through sixNOTE case study document to of this students. A PDF version of this document is also available online for your convenience. To learn the social process of engaging multicultural, multi-country employees in generating and agreeing on a set of values. To concretely demonstrate one way to build a workforce receptive to crossfunctional, cross-cultural teaming that can therefore make fast, high-quality decisions and increase the organization’s flexibility. To probe and deepen understanding of the relationships between strategy, culture, values and business outcomes. To encourage participants to brainstorm alternative ways to engage employees and accomplish similar results. To challenge participants to think critically about whether Nokia’s approach to creating values can apply to other business issues. n n n n The case is appropriate for graduate students in higher-level HR courses and for HR professionals at the highest levels.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 7 The classroom instructor might want to pose the following questions for discussion: 1. Why did company management choose values as a foundation for taking the culture to the next level? Nokia needs collaboration because it must routinely leverage its technology platforms, global brand and manufacturing footprint, experience base in multiple countries, and in-depth knowledge of consumers and the marketplace. While individuals must have some degree of freedom to act, they cannot know everything or understand in depth all of the implications of various trade-offs that must be made in the ordinary course of business. As people come together to exchange information and make trade-offs, they must also have a common glue to hold them together. Values can be a uniting factor; they can be the glue. In the process of creating values, discussions touch on other topics, such as strategy, management style, opportunities, competition, priorities, and the inadequacies of organizational structure and reward systems. Values can fill in the gaps or provide what formal mechanisms miss—for instance, they can support open communication outside of formal reporting relationships. 2. What is your view about the four values the cafe approach produced? Note that they are few in number—four instead of 12. They describe the kind of company many people would like to work for. They can be applied in the real world and are relevant to any job function or organizational level. They are in keeping with requirements for Nokia to succeed. They capture the sense of higher purpose and human dignity people long for in their personal and work lives and therefore encourage positive, authentic behavior. 3. How do Nokia’s values compare with those of your company? Graduate students can compare with a company they are familiar with or one the instructor presents. One option is to look at the values of a competitor—for instance, Apple, given that Apple is now going into the cell phone business. Consider whether people â€Å"connect† with the values, or whether the values are too abstract or too generic to be meaningful. How many are there? Are they actually practiced? Do they relate to company strategy? 4. How will Nokia’s values help execute the change in business strategy? The process and content of the values build trust, making people more receptive to information and ideas from elsewhere in the company. Information flows are likely to be nonhierarchical. Nokia should therefore be able to innovate and respond to change better and quicker. Take, for example, the value â€Å"achieving together. † This value is now fully socialized at all levels in the company. It gives a lower-level person the freedom to call a higher-level person for collaboration and expertise where needed. By reinforcing this behavior, the values help break hierarchies, silos and other barriers. 8  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5. concisely define the behaviors that were stimulated through the cafe approach at Nokia. What information channels got opened? Individuals took time to think about the company and how it does and should operate. They expressed their ideas, knowing their ideas could have wide visibility and make a difference. Before attending the cafes, people sought input from their peers. Participants listened to the views from many other employees. They sought commonality among the viewpoints. They experimented with creative ways to express their ideas. Employees became excited about the company and renewed their emotional commitment to it. Information flowed across boundaries. Because participation in the value creation process required no special knowledge, every participant was on equal footing, including newer employees, whose fresh ideas and energy got released. Thus, information flowed up even from some of the youngest Nokians, who represent the future of Nokia. 6. What’s your evaluation of the social process for engaging thousands of employees across the globe in defining the values? It was an efficient way to engage a broad, diverse set of people. The ready acceptance of the values (the output) indicates that the process was effective. It mirrored the patterns of communication and cooperation in a matrix organization. 7. What does Nokia’s cafe process say about its senior leaders? The senior leaders were secure about their role in the company and heir personal power. Once they committed to the process, they had to be prepared to accept the output. They also had confidence in Nokia employees. They were willing to â€Å"let go. † Senior management of any company should not feel insecure about the outcome of the bottom-up process. Because the process is open, it has built-in sincerity. People want to do the right thing. Also, broad participation is a check against a few radicals who want their way. 8. If Nokia were to use the cafe process again in 2010, what change in values would you anticipate? The outstanding goal of this process is to produce a set of values that are enduring. If the company were to do it again, the values themselves might not be very different, but they might be deepened or tweaked because people will have examples of how they have been used, or not used. The exception is if Nokia were to make a 180-degree change in strategy direction. Then some new values might be needed. If such new values did not emerge through this process, consider whether the strategy shift will succeed. Also consider how the outcome might be different if some regions are far more successful than others going forward, and how working relationships might be affected. Consider, too, the values of younger people who will be entering the workforce around that time.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 9 The instructor needs to press participants on how concrete the values are, how engaged the people are, what are the pros and cons of having values cascade upward, why this process generates energy, and how management can measure whether the values are indeed being practiced and having the intended results. The instructor can jumpstart discussion by dividing the class into eight small groups and having each group discuss one of Nokia’s four values, addressing the following: If the group participants were the leaders, how would they ensure that the value takes deep roots and builds a superb social fabric while at the same time improving business results? The instructor may choose to broaden the discussion to explore issues around new theories of organization and management, such as Enterprise 2. 0 and the use of Web 2. technologies that promise to overcome the bureaucracy associated with hierarchy and make the organization more agile and productive. 4 What some people refer to as Enterprise 2. 0 or depict as a flat organization includes the direct exchange of information among people at lower organizational levels and bottom-up decisionmaking. Nokia’s value-creation process is representative of this new way of engaging employees and doing business. The following questions c an prompt discussion: n Is there a negative side to mass participation, or connecting the many to the many? Lack of knowledge or commitment can cause people to generate bad ideas that nonetheless gain momentum. Senior management will appear to be heavy-handed if it derails or ignores them. The major risk is when management is not trusted by employees, is erratic or seen as incompetent. Under those conditions, this process will fail. If that failure gets the attention of the board, which in this day and age is likely, the board might well insist on a change in management. Good management should learn from anything that comes in that does not match their expectations. In what situations, or for what issues, does a cafe-type approach work or not work? Any time a new leader is starting to take charge of a unit or company, cafe-type approach is a fantastic tool to energize and align people and hear what’s on their minds. This could be used to generate ideas around any particular topic—for instance, to gather ideas for coping with the global financial crisis. Do you think employees want to weigh in on all issues? In this knowledge worker society, tapping everybody’s brain and energy can create momentum and be a competitive advantage. People want to participate. There may be some managers who don’t want to hear what people have to say. The blockage tends to be from management, not the employees. n n 10  © 2009 Society for Human resource Management. Geraldine Willigan, MBa n How do you know if the masses are generating a better or more authentic solution than a smaller number of experts? The adoption and application will reveal the validity of the solution. Let’s remind everybody that â€Å"experts† are also employees. All experts can learn from the front lines. Experts also can be narrow. An open process will surface those conflicts in point of view. In a fast-moving, highly volatile environment, it is hugely important to draw those conflicts to the surface and get them resolved. Even if the outcome is not better in some absolute sense, it will be better accepted. to what extent does engagement affect business performance? How can you measure it? An employee audit or pulse survey are common tools to measure engagement as well as perception of business performance beyond financial numbers. Have people shown more commitment? In this case, the value of achieving together might be evident in shorter decision cycle times. n  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 11 For Further reading Lawler, E. E. III, & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. Shirkey, C. (2008). Here comes everybody: The power of organizing without organizations. New York: Penguin. Charan, R. (2007). Know-how: The 8 skills that separate people who perform from those who don’t. New York: Crown Business. McGregor, D. (2005). The human side of enterprise. New York: McGraw-Hill. Hamel, G. (2007). The future of management. Cambridge, MA: Harvard Business School Press. Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. New York: Hyperion. 12  © 2009 Society for Human resource Management. Geraldine Willigan, MBa endnotes 1 For more on the history of Nokia, see â€Å"The Story of Nokia† on the Nokia web site, www. nokia. com/a4303001. For more on the World Cafe methodology, see www. theworldcafe. com /reading. htm. Nokia’s earlier values are as follows: 2003 n Customer Satisfaction n Respect n Achievement n Renewal 1992 n Customer Satisfaction n Respect of Individual n Achievement n Continuous Learning 3 4 For more on theories of organization, see, for example, Andrew P. McAfee. (2006, Spring). Enterprise 2. 0: The dawn of emergent collaboration. MIT Sloan Management Review.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 13 SHrm members can download this case study and many others free of charge at www. shrm. org/education/hreducation/pages/c ases. aspx. If you are not a SHrm member and would like to become one, please visit www. shrm. org/join. 1800 Duke Street Alexandria, VA 22314-3499

Macro Micro Economics - 2304 Words

â€Å"Economics has never been a science - and it is even less now than a few years ago.†Ã¢â‚¬ ¦Paul Samuelson INTRODUCTION Economics is the social science that analyzes the production, distribution, and consumption of goods and services. A focus of the subject is how economic agents behave or interact and how economies work. A given economy is the result of a process that involves its technological evolution, history and social organization, as well as its geography, natural resource endowment, and ecology, as main factors. These factors give context, content, and set the conditions and parameters in which an economy functions. The world economic events and how they affect the domestic economy .The economic activity, and of the interactions†¦show more content†¦These need not to be always correct. Also known by â€Å"FALLACIES OF ECONOMICS†, are mainly as follows: The post hoc fallacy: This is explained as ‘X event follows Y event and hence is the result of Y’ which might not be true. Failure to hold other things constant: When we study any economic relation between two factors, we keep other factors constant to come to any conclusion. But in reality other factors are also dynamic so relation observed is not accurate. Eg: Kennedy-Johnson tax cuts of 1964 in US, which lowered tax rates sharply and were followed by an increase in government revenues in 1965. The fallacy is that it overlooks the fact that the economy grew from 1964-1965, because people’s income increased and hence the revenues. The fallacy of composition: This occurs when there is a result true for a small sample space and we integrate the same result for population under consideration. Eg: Increasing saving is obviously good for an individual, since it provides for retirement but if everyone saves more, it may cause a recession by reducing consumer demand ECONOMIC SYSTEMS 1. Centrally Planned Economy A centrally planned economy is the contrast of the market economy. 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The supplier holds the power when they are the only or the largest supplier of their goods; the buyer is not vital to the