EN | HR | ES | IT | DE | SV

Training

Image
Intra-organizational communication and team management
Feedback form    |       Play Audio    |   Download:    |   
Learning outcomes

Objectives and goalsClick to read  

At the end of this module you will be able to:

• know how and why to improve intraorganizational communication and team management is important
• be aware of the role and importance of a positive feedback culture and appreciation in strengthening intrapreneurship
• know how important shared vision, goals and requirements are and how to implement them
• to realize that it is important to involve all employees as part of an organizational development process
• practice and utilize successfully, based on the modules' insights, for exploiting communication and team management strategies as well as fostering intrapreneurship in daily work
 
Improving intraorganizational communication to strengthen the intrapreneurial culture

Definition & techniquesClick to read  

Definition of intraorganizational communication

The 4 Sides Model of Communication 

Criteria for a good communication/techniques in general

Criteria for a good communication/techniques in meetings


 
Frequent exchangeClick to read  

Conclusion: Masterplan

Criteria for frequent exchange:
Culture of feedbackClick to read  

Goal of feedback

Types of feedback which are useful

The “golden rules” for feedback – a checklist
Transparency of visions, goals and requirementsClick to read  

Action, requires, a vision and goals

9 principles for encouraging intrapreneurial behavior
Benefits of fostering intrapreneurship for your companyClick to read  
Improving team management as a precondition for intrapreneurial behavior

Leadership styleClick to read  
Organizational developmentClick to read  

Definition of organizational development

Module of leading chance

Leading Change
by John P. Kotter

Change management needs intrapreneurial behavior

 
AppreciationClick to read  

 

Precondition for intrapreneurial behavior

• Recognizable incentives are provided on an ongoing basis
• Raises the willingness to take the initiative

Types of appreciations
Different generations – different expectationsClick to read  
The PDCA cycle as a tool for implementation good communication and team management

Phases of the PDCA CheckClick to read  

The PDCA cycle for implementing improvements

• an approach based on the principle of continuous improvement
• aims at ongoing improvement in all departments of the company
• with the involvement of all employees
Examples how to utilize the PDCA cycle for continuous improvementClick to read  
Summing up

Summing upClick to read  

Well done! Now you know more about:

• the effect of intraorganizational communication and team management
• types of feedback and appreciation
• the definition and differences of visions, goals and requirements
• how and why involving all employees
• how to use the PDCA cycle as tool for systematic and continuous improvement


Keywords

Intra-organizational communication, Feedback, Visions, Goals, Requirements, Leadership, Organizational development, PDCA cycle, Appreciation, &

Objectives/goals:

At the end of the module, you will be able to:



• know how and why to improve intraorganizational communication and team management 

• be aware of the role and importance of a positive feedback culture and appreciation in strengthening intrapreneurship

• know how important shared vision, goals and requirements are and how to implement them

• to realize that it is important to involve all employees as part of an organizational development process

• successful practice and utilize, based on the modules' insights, for exploiting communication and team management strategies as well as fostering intrapreneurship in daily work


 Description:

The module „Intra-organizational communication and team management” answers the question what companies can do to foster intrapreneurial behavior by their employees. Aside the globalization, a more competitive environment places pressure on companies to be more innovative. Intrapreneurship can help here. The improvement of intra-organizational communication and team management leads to a higher degree of intrapreneurial behavior.

Bibliography

(1)    Brounstein, M. (2007). Coaching für Dummies. 2. Auflage. Wiley-VCH.
(2)    Burns, P. (2013). Corporate Entrepreneurship. Innovation and strategy in large organizations. 3rd edition. Palgrave Macmillan
(3)    Diehl, A. (2020). Kotter Change Management – Ein 8 Stufen Modell für erfolgreiche Veränderungen. https://digitaleneuordnung.de/blog/kotter-modell/.
(4)    Eberhardt, D. (). Generationen zusammen führen - Mit Millennials, Generation X und Babyboomern die Arbeitswelt gestalten. 2. Auflage. Haufe Verlag.
(5)    Föhr, T. (2021). Pick-up Feedback für Führungskräfte. Wissen und Methoden für eine eigenverantwortliche Feedback- und Lernkultur. managerSeminare.
(6)    Goals (n. d.). In: Cambridge Dictionary. Retrieved from: https://dictionary.cambridge.org/.
(7)    Hisrich, R. D. (1990). Entrepreneurship/intrapreneurship. American Psychologist, 45 (2), p. 209–222.
(8)    Mai, J. (2022). PDCA-Zyklus: Plan-Do-Check-Act – einfach erklärt. Karrierebibel. https://karrierebibel.de/pdca-zyklus/.
(9)    Prof. Dr. Maier, G. W. (2018). Organisationsentwicklung. In: Gabler Wirtschaftslexikon. https://wirtschaftslexikon.gabler.de/definition/organisationsentwicklung-43924/version-267246
(10)    Müller-Roterberg, C. (2018). Management-Handbuch Innovation. Tipps & Tools. Books on demand.
(11)    Prof. Dr. Bartscher, T. (2018). On the job training. In: Gabler Wirtschaftslexikon. https://wirtschaftslexikon.gabler.de/definition/job-training-46199/version-269485.
(12)    Prof. Dr. Lackes, R. (2018). Kommunikation. In: Gabler Wirtschaftslexikon. https://wirtschaftslexikon.gabler.de/definition/kommunikation-37167/version-260610.
(13)    Requirements (n. d.). In: Cambridge Dictionary. Retrieved from: https://dictionary.cambridge.org/.
(14)     PR2 report.
(15)    Sala, A., Punie, Y., Garkov, V. and Cabrera Giraldez, M. (2020). LifeComp: The European Framework for Personal, Social and Learning to Learn Key Competence, EUR 30246 EN, Publications Office of the European Union. ISBN 978-92-76-19417-0, doi:10.2760/922681, JRC120911. https://publications.jrc.ec.europa.eu/repository/handle/JRC120911.
(16)    Schulz von Thun Institut (n.d.). Das Kommunikationsquadrat. https://www.schulz-von-thun.de/die-modelle/das-kommunikationsquadrat.
(17)     Statista Research Department (2022). Bevölkerung in Deutschland nach Generationen 2021. https://de.statista.com/statistik/daten/studie/1130193/umfrage/bevoelkerung-in-deutschland-nach-generationen/.
(18)    Stock-Homburg, R. (2013). Personalmanagement. Theorien – Konzepte - Instrumente. 3. Auflage. Springer Gabler.
(19)    Teuber, S.; Nagel, M.; Mieke, C. (2021). Personal und Organisation. Die wichtigsten Methoden. UVK.
(20)    University of Massachusetts Global. (n. d.). Business Blog: What is transformational leadership? Understanding the impact of inspirational guidance. https://www.umassglobal.edu/news-and-events/blog/what-is-transformational-leadership.
(21)    Watts, L.L., Steele, L.M. and Den Hartog, D.N. (2020). Uncertainty avoidance moderates the relationship between transformational leadership and innovation: a meta-analysis. Journal of International Business Studies, Vol. 51, No. 1, pp. 138-145.
(22)    Vahs, D.; Brem, A. (2015). Innovationsmanagement. Von der Idee zur erfolgreichen Vermarktung. 5. Auflage. Schäfer Poeschel.

Consortium

Partners