Instant Pot Duo 7- in- 1 Multi- Use Programmable Pressure Cooker, Slow Cooker, 6 Quart. Size. : 6qt/1. 00. WInstant Pot is a smart Electric Pressure Cooker designed by Canadians aiming to be Safe, Convenient and Dependable. It speeds up cooking by 2- 6 times using up to 7. Percent less energy and, above all, produces nutritious healthy food in a convenient and consistent fashion. IP- DUO is a 7- in- 1 programmable cooker, building on our best- selling IP- LUX series, with the functions of pressure cooker, slow cooker, rice cooker, steamer, sauté, yogurt maker and warmer. Soup, Meat/Stew, Bean/Chili, Poultry, Sauté, Steam, Rice, Porridge, Multigrain, Slow Cook, Keep- Warm, Yogurt, Pasteurize and Jiu Niang) cook your favorite dishes with the press of a button. A 2. 4- hour timer allows for delayed cooking. Automatic keep- warm holds the temperature of the food until you serve it. Sign up for Harvard Ed News and get the latest from the Harvard Graduate School of Education. TI is a global semiconductor design & manufacturing company. Innovate with 80,000+ analog ICs & embedded processors, software & largest sales/support staff. SaskTenders. The Ministry of Central Services has published a list of its planned upcoming public construction tenders on SaskTenders.ca. The information is located. Relations between Canada and the United States of America historically have been extensive, given a shared border and ever-increasing close cultural, economical ties. Instant Pot generates almost no noise and leaks no steam. It traps all the aromas in the food without heating up the kitchen. The 3- ply bottom stainless steel inner pot is extremely durable and leaves no health concerns of non- stick coating residual. The new slim body design has smaller foot print and lid holders for both left and right handed users. The brushed stainless steel exterior is finger print resistant. Its elegant and durable design makes it easy to clean and pleasurable to use for the years to come. The cooking programs have been lab- tested hundreds of times for optimal effect. These greatly improve cooking result and maintain consistence. Instant Pot is carefully designed to eliminate many common errors from causing harm or spoiling food. It passed the stringent UL certification giving you uncompromised safety and peace of mind and protects you with 1. Employee / Organizational Communications | Institute for Public Relations. Dr. Berger’s article outlines the subject of employee/organizational communication, describing its importance and basic internal communication processes, networks and channels. Highlighting important issues in current practices, the article concludes with 1. The greatest continuing area of weakness in management practice is the human dimension. In good times or bad, there seems to be little real understanding of the relationships between managers, among employees, and interactions between the two. When there are problems, everyone acknowledges that the cause often is a communication problem. So now what?” Jim Lukazewski, 2. Executive Summary. This article reviews the research- based knowledge regarding employee/organizational communications, a complex process that is vital to organizational success in a dynamic global marketplace. I first define the subject, summarize its importance and describe basic internal communication processes, networks and channels. The benefits of internal communication are then highlighted, followed by a history of the changing perceptions and practices of internal communication. I then discuss the roles of professional communicators and four important issues in current practice–social media, measurement, employee engagement and organizational identity. The article concludes with 1. I want to thank internal communication experts Keith Burton, Gary Grates and Sean Williams, whose valuable insights and suggestions greatly enriched this article. Definition of the Topic. Employee/organizational communications refer to communications and interactions among employees or members of an organization. I use the terms internal communications and organizational communications to mean the same thing. Internal communications also have been called internal relations (Cutlip, Center & Broom, 2. Kennan & Hazleton, 2. Kreps, 1. 98. 9). Deetz (2. 00. 1) described two ways of seeing and defining internal communications. The most common approach focuses on internal communication as a “phenomenon that exists in organizations” (p. In this view, the organization is a container in which communication occurs. A second approach sees internal communication as “a way to describe and explain organizations” (p. Here, communication is the central process through which employees share information, create relationships, make meaning and “construct” organizational culture and values. This process is a combination of people, messages, meaning, practices and purpose (Shockley- Zalabak, 1. D’Aprix, 1. 99. 6). The first approach has dominated, but the second perspective is gaining wider acceptance as more organizations recognize the crucial role of communication in dealing with complex issues and rapid changes in a turbulent global market. Why Internal Communication Matters. Communication is one of the most dominant and important activities in organizations (Harris & Nelson, 2. Fundamentally, relationships grow out of communication, and the functioning and survival of organizations is based on effective relationships among individuals and groups. In addition, organizational capabilities are developed and enacted through “intensely social and communicative processes” (Jones et al., 2. Communication helps individuals and groups coordinate activities to achieve goals, and it’s vital in socialization, decision- making, problem- solving and change- management processes. Internal communication also provides employees with important information about their jobs, organization, environment and each other. Communication can help motivate, build trust, create shared identity and spur engagement; it provides a way for individuals to express emotions, share hopes and ambitions and celebrate and remember accomplishments. Communication is the basis for individuals and groups to make sense of their organization, what it is and what it means. Communication Processes, Networks and Channels. Internal communication is a complex and dynamic process, but early models focused on a one- way transmission of messages. The Shannon- Weaver Model (1. In this S- M- C- R model, an information source [S] encoded a message [M] and delivered it through a selected channel [C] to a designated receiver [R], who decoded it. Later versions of the model added a feedback loop from receiver to sender. Nevertheless, the model suggested that all meaning is contained within the message, and the message would be understood if received. It was a sender- focused model. Berlo’s (1. 96. 0)S- M- C- R model provided a richer interactional perspective. He emphasized relationships between source and receiver and suggested that the more highly developed the communication knowledge and skills of sources and receivers, the more effectively the message would be encoded and decoded. Berlo also acknowledged the importance of the culture in which communication occurs, the attitudes of senders and receivers and strategic channel selection. Later models emphasized the transactional nature of the process and how individuals, groups and organizations construct meaning and purpose (Harris & Nelson, 2. Today, the model is more complex due to new media and high- speed, multi- directional communications (Burton, 2. Williams, 2. 00. 8). However, the core components live on in formal communications planning and implementation. Organizational leaders and communication specialists first develop strategies to achieve objectives, construct relevant messages and then transmit them through diverse channels to stimulate conversations with employees and members. Increasingly, formal communications are grounded in receivers’ needs and concerns. Employees communicate informally with others inside and outside the organization through high- speed communications, too. Communication Levels. Internal communication occurs on multiple levels. Interpersonal or face- to- face (F- T- F) communication between individuals is a primary form of communication, and for years organizations have sought to develop the speaking, writing and presentation skills of leaders, managers and supervisors. Group- level communications occur in teams, units and employee resource or interest groups (ERGs). The focus on this level is information sharing, issue discussion, task coordination, problem solving and consensus building. Organizational- level communications focus on such matters as vision and mission, policies, new initiatives and organizational knowledge and performance. These formal communications often follow a cascade approach where leaders at hierarchical levels communicate with their respective employees, though social media are changing communications at this level. Communication Networks. A network represents how communication flows in an organization. Networks can be formal and informal. In a formal communication network, messages travel through official pathways (e. Informal communications move along unofficial paths (e. Informal communications are often interpersonal and horizontal, and employees believe they are more authentic than formal communications (Burton, 2. Employees and members use both networks to understand and interpret their organizations. Communications also can be described as vertical, horizontal or diagonal. Vertical communication can be downward–flowing down the hierarchy of an organization–or upward, i. Horizontal communication refers to communication among persons who have no hierarchical relationship, such as three supervisors from different functions. Diagonal or omni- directional communication occurs among employees at different levels and in different functions, e. Evolving organizational structures and technologies create opportunities for new and conflicting communication flows (Williams, 2. Studies regarding the effectiveness of communication flows often reveal employee dissatisfaction with both downward and upward communications.
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