Johnson And Johnson Company Information Technology Essay

Johnson And Johnson Company Information Technology Essay Imagine youre on your way home from work, you stop at your local pharmacy and go to the thermometer section. You will need to purchase a rectal thermometer made by Johnson and Johnson. Be very sure you get this brand. When you get home, lock your doors, draw the drapes, and disconnect the phone so you will not be disturbed during your therapy. Change to very comfortable clothing, such as a sweat suit and lie down on your bed. Open the package and remove the thermometer. Carefully place it on the bedside table so that it will not become chipped or broken. Take out the material that comes with the thermometer and read it. You will notice than in small print there is a statement that reads: Every rectal thermometer made by Johnson Johnson is personally tested. (Mikkelson, Barbara). This sparked a rumor that it is someones job at Johnson Johnson to personally test every rectal thermometer they sell. Snopes.com started their investigation by buying all of Johnson Johnsons rectal thermometers at a local drug store. They opened each box and found no such statement. The statements on the thermometer read calibrated for accuracy, not personally tested. Rectal thermometers are not tested the same way the consumer would use the product. Personally testing the thermometers is to labor intensive and time consuming for such an inexpensive product, nor would it ensure accuracy because the body temperatures of the testers would be too variable. Johnson Johnson would also have to employ sick people to test their thermometers across high and low extremes of the human body temperature. Aside from these stipulations, there are a few health regulations that would prohibit the resale of items which have previously been inserted into someones rectum. The testing the thermometer s are put through consists of calibrating them with known temperatures in carefully controlled conditions. This insures the thermometers are accurately measure a designated range of temperatures. (Mikkelson, Barbara). After reading all of the reasons why this urban legend could not possibly be true it made me wonder how I could have even thought for a moment that it might be. Aside from putting an end to urban legends about employing rectal thermometer testers, Johnson Johnson does offer many benefits to being an employee at their company. The company offers compensation programs designed to: 1. Help Johnson Johnson compete for and retain talented employees, 2. Give employees a financial stake in the continued long-term success of the company and global enterprise, 3. Support movement of talent within and across Johnson Johnson-owned companies, and 4. Help the company cultivate a high performance culture through performance-based salary plans and bonuses and other incentive programs, determined by both individual performances and business results. (Johnson Johnson Services, Inc) These compensation programs include flexible choices that suite employees short and long term financial goals. For example, some Johnson Johnson companies offer the option of receiving bonuses in individually tailored combinations of cash and Johnson Johnson common stock. They may also offer long term incentive awards in similarly tailored combinations of stock option grants and restricted stock units. (Johnson Johnson Services, Inc) Johnson Johnson also has a leadership and recognition award program for employees at all organizational levels. Among their most prestigious global award programs is the Standards of Leadership Award, which recognizes outstanding business accomplishments resulting from demonstrated leadership behaviors. Another award is the Global Encore Award; this award encourages peer recognition of exceptional performance and contributions to successful results. Johnson Johnson also offers their employees outstanding benefits. The companys benefit program and services are designed to address the diverse needs of employees and their families. The programs help employees: 1. Maintain good health and well-being, 2. Make healthy lifestyle choices, and 3. Plan for retirement. (Johnson Johnson Services, Inc) Johnson Johnsons comprehensive health benefits rank among the best offered by their leading employers. In the United States the companys programs have received the C. Everett Koop National Health Award and the U.S. Department of Health Human Services Innovation in Prevention Award. The company also provides competitive benefit and retirement programs in countries where they align with tax, legal, and local customs. (Johnson Johnson Services, Inc) As a leader in health care around the world, Johnson Johnson is committed to helping employees lead happy, healthy, and productive lives. The companys comprehensive programs and services reflect a holistic view of work, family, and personal life to help support individual effectiveness at work and at home. Johnson Johnson is widely recognized for their leadership in work and life practices and for their initiatives that provide employees with information and resources on health, wellness, benefits, and work/life programs and services. Specific program offerings include those for flexible work arrangements, education, adoption, child care, and elder care. In all cases, they reflect the companys fundamental goal of helping employees live well, work well, and be well. (Johnson Johnson Services, Inc) Johnson Johnson is involved with many advertising campaigns that encourage healthy lifestyles and support those people who care for the health of others. The company is currently involved with many different campaigns a few of which are: The Johnson Johnson Campaign for Nursings Future, Strength for Caring, Safe Kids Worldwide, Because We Care-We Act, and Having a Baby Changes Everything. As for advertising for Johnson Johnson products the company spent $50.2 million promoting its epilepsy drug Topamax. Although Johnson Johnson spent a substantial amount of money on advertising prescription drugs, consumer product advertising was the companies lead advertisements. Johnson Johnson spent $165 million on advertisements for Neutrogena, $152 million on Tylenol, $126 million on Aveeno, and $111 million on Listerine in 2007. Product advertisements were not the only ad campaigns Johnson Johnson released in 2007; the company also spent $80 million on image advertising, though that was down from $100 million in 2006. (Martino, Maureen) Johnson Johnson boosted its internet advertising budget 41% in 2007 to $49 million. The company also embraced outdoor advertising; $4.8 million was spent on billboards alone. Johnson Johnson also embraced advertising on the radio. National radio spots were up 71.9% to 9.2 million. Overall, the companys sales rose 14.6% due to increased advertisement. (Martino, Maureen) Jennifer Hedges Communication in Organizations Observations of the Group Conclusions As a company, Johnson and Johnson has many characteristics that make for an exquisite brand of excellence in an organization. In order to full delve into the characteristics about the company, I ran a SWOT test. By measuring the companys strengths, weaknesses, opportunities and threats, it was easy to identify key areas of the company that could improve upon as well as areas that were already a success. Johnson and Johnson offers a variety of products from a variety of segments of the company. Strengths: Diverse business offering, Forecast growth despite challenges, Significant sales and marketing capabilities, Robust financial position. The products that they offer are not only diversified, but the company operates in three different segments. These three segments of the company are: Consumer, Pharmaceutical, and Medical Devices and Diagnostics. The Johnson and Johnson company the almost the full spectrum of the supply chain. This covers research and development, manufacture and sale of products. It is because of this diversity and trust in the company that Johnson and Johnson receives an epic amount of support from non-pharmaceutical business divisions. In order to market to their consumers, Johnson and Johnson supplies a variety of products for a varietal consumer population. In order to create a customer, deliver value to customers, Johnson and Johnson works under a very ethics driven scientific management approach. Working with intensive scientific notions Johnson and Johnson utilize a varied expanse of problem solving techniques in order to challenge the standard practice and capitalize on growth through emerging markets which enables associated growth. When examining the public relations and the marketing, information is extremely accessible. When you go on to the Hoovers website, immediately there are several contact numbers and representatives that are willing to assist you with anything you need. Verbatim from the Hoovers website forum regarding Johnson and Johnson is contact information regarding all sorts of different aspects of the company. Looking for contacts at Johnson Johnson? With comprehensive information about more than 85M key executives, Hoovers subscribers have access to bios, and employment information, and job history for contacts at Johnson Johnson and 65M other organizations. Furthermore, a list of the comprehensive management hierarchy was also available as well as current job opportunities. Johnson Johnson Jobs Location Title San Francisco,  CA Ruby EngineerThis link will open in a new window San Francisco,  CA Sr. Javascript EngineerThis link will open in a new window New York,  NY Patient Care Director RN Inpatient Behavioral HealthThis link will open in a new window Hamilton,  NJ Physician Emergency Weaknesses: High reliance upon small molecule drugs, increasing exposure to generic erosion, high reliance on sales of narcotic drugs, stability of product is not strong in the consumer United States. Some weaknesses of the company were that they had a high reliance on sales of CNS and Risperdol. Also, none of  Johnson and Johnsons top five ad campaigns included spending on prescription drug advertising. Furthermore, while embracing new global eco-friendly trends such as recycling and helping to save the earth, Johnson and Johnson has spent a considerable amount of their budget on advertising opposed to supporting the actual cause to save the earth. Furthermore, the salaries of the top executives are readily available to underline the fiscal mishaps previously stated. Chairman and CEO William  Weldon Age  61 $1,802,500  salary Email VP Finance and CFO Dominic  Caruso Age  52 $723,739  salary Email VP and CIO Laverne  Council Opportunities: Leverage experience with therapeutic proteins and monoclonal antibodies across other therapy areas, Integrate recent acquisitions, Global expansion. Due to the widely acclaimed reputation of Johnson and Johnson, their stake in the future is set. They have managed their reputation, good and bad, to have set forth a result in discipline and consistency about their company name. This proves to be an excellent opportunity especially in the end of the paper era. Threats: Healthcare regulations, Private label growth; generic drugs growth Weaker consumer environment expected in the US, Spreading too thinly made investments in non-core areas, like social media. Conclusions: Johnson Johnson has set several positive goals to keep their company environmentally friendly. They have done this by reduction in water use, waste, and energy use. Also they agreed to change their packaging of plastic bottles, due to harmful chemicals used in the manufacturing process, switching their packaging of liquids to safe non-polycarbonate containers. Its nearly impossible to get well without Johnson Johnson. Johnson and Johnson has looked after its reputation as a company for hundreds of years. They have implemented planned programs of action and they have been leaders in the public relations and marketing segments of their company. Their use of air time on television is well timed, their contribution to non profit organizations is craftily advertized and the result of what they do is apparent. Overall, Johnson and Johnson has set the eco-friendly bar for many pharmaceutical companies to follow. Attached is a list of management that is on file and available to address, regarding any question, problem, or concern. VP Public Affairs and Corporate Communications Name On File VP Investor Relations Name On File VP Human Resources and General Counsel Name On File VP Corporate Affairs Name On File VP Corporate Media Relations Name On File Worldwide Chairman, Medical Devices and Diagnostics Group Name On File Worldwide Chairman, Consumer Group Name On File Worldwide Chairman, Pharmaceuticals Group Name On File Director Corporate Media Relations Name On File Director Corporate Media Relations Name On File Director Corporate Media Relations Name On File Senior Director Investor Relations Name On File Director Investor Relations Name On File Director Name On File Director Name On File Management Name On File Management Name On File Management Name On File Director Name On File Director; Information Technology Manager Name On File Director Name On File Management Name On File Management Name On File Management Name On File Management Name On File Director Name On File Director Name On File Director Name On File Director Name On File Management Name On File Management Name On File Director Name On File Director Name On File Management Name On File Management Name On File Director Name On File Director Name On File Director Name On File Management Name On File Management Name On File Director Name On File Director Name On File Director Name On File Management Name On File Director Name On File Management Name On File Management Name On File Management; Network Administrator Name On File Director Name On File Management Name On File Director Name On File Management Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Manager Name On File Treasurer Name On File Associate General Counsel and Secretary Name On File Corporate Controller Name On File Director Name On File Director Name On File Director Name On File Director Name On File Director Name On File Director Name On File Director Name On File Director Name On File Director Name On File Senior Business Analyst Name On File Information Technology Manager Name On File Facilities Coordinator; Telecommunications Analyst Name On File Information Technology Manager Name On File Project Manager Name On File Packaging Name On File Associate Analyst Name On File Senior Analyst Name On File Senior Systems Engineer Name On File Director-Level Other Name On File Other Executive Name On File Associate Director Name On File Information Technology Name On File Information Technology Manager Name On File Manager Name On File Information Technology Name On File Information Technology Name On File Senior Analyst Name On File Management Information Systems Name On File Director-Level Other Name On File Business Development Name On File Technical Manager Name On File Information Technology; Technology Lead Name On File Information Technology Name On File Manager Name On File Information Technology Manager Name On File Other Other Name On File Executive Unspecific Name On File Administrative Name On File Director-Level Other Name On File Other Other Name On File Consultant Name On File Project Manager Name On File Finance Name On File Administrative Name On File Analyst Name On File Manager-Level Other Name On File Manager Name On File Information Technology Analyst Name On File Human Resources Consultant Name On File Senior Analyst Name On File Software Developer Name On File Management; Operations Executive Name On File Information Technology Manager Name On File Manager-Level Other Name On File Network Administrator Name On File Finance Name On File Senior Analyst Name On File Finance Name On File Project Manager Name On File Information Technology Name On File Manager-Level Other Name On File Director-Level Other Name On File Information Technology Manager Name On File Information Technology Manager Name On File Information Technology Consultant; Information Technology Lead Name On File Associate Director Name On File Other Other Name On File Information Technology Specialist Name On File Company Group Chairman Depuy Inc Name On File Information Technology Manager Name On File Officer Name On File Human Resources Representative Name On File Director-Level Other Name On File Consultant Name On File Other Executive Name On File Information Management Name On File Information Technology Sap Name On File Other Other Name On File Senior Software Engineer Name On File Process Engineer Name On File Senior Analyst Name On File System Administrator Name On File Director-Level Other Name On File

Physical restraints in special education Essay

Physical restraint is the use of physical force to significantly limit free movement of parts of the body or the whole body. It is a practice whereby people are rendered helpless or are kept in captivity through the use of straps, ropes, straitjackets, fetters, handcuffs and any other way of retraining people physically. In this regard, it should be done when a person poses threat property, self or others. In relation to special education, it is usually done to the students who as a result of their conditions may pose risks to themselves, the other students or even the staff (Magee & Ellis, 2001). There are reports to indicate that there are many allegations regarding abuse of physical restraint practices in schools. These involve cases where it is used even when the said children are not dangerous or physically aggressive to self o other people. Statistics show that between 1990 and 2009, investigators have found hundreds of allegations revolving around abuse, seclusion and restraint in both private and public schools. On the other hand, there is also evidence that some teachers are not fully trained on the techniques they should use regarding the same. While nineteen states lack the necessary regulations or laws on seclusion or restraint, only seven states have them. Most of the people who use these restraint and seclusion do not seem to understand the techniques involved and short and long term effects they have on the people they are used on. In most cases, parents and guardians have not consented to the techniques and are usually surprised that they are being used. There are more and more cases of teachers who are using physical restraint even before they have tried the other methods of instilling discipline to the students (Mohr & Anderson, 2001). The experts agree that it is a good method of restoring order in case of an emergency. However, they contend that this method should only be used as a last resort and not immediately. If the method is used properly, it can be effective according to experts. When all the other methods have been tried and they seem not to work, the teachers and other school staff members can use this method. Some states which are against the technique have banned it. Any other kind of restraint which has the potential to cause the death of the child or injure the child further is also prohibited in some states. They only allow it in the event that the safety of the staff member and the students is at risk as a result of the violent and challenging behavior of the student in question (Skoulos & Tryon, 2007). The trend however has been on the immediate use of physical restraint. The Massachusetts law on the same allow the use of physical restraints. Physical restraints should only be used during emergence situations after the failure of other techniques but should be used with caution. It requires schools to have written procedures for physical restraints and to conduct detailed training in their schools for the same. It claims that when non-physical interventions have failed and the behavior of the student continues to pose risks to self and others, then the teachers and other staff member can use physical restraints. However, it should never be used to respond to verbal threats, students’ rebuttal to comply with rules, disruption of school order or property destruction. It requires that in the event that the student shows distress as a result of using physical restraint, he should be released and medical assistance should immediately be sought (Magee & Ellis, 2001). There are some reasons as to why the staff members use physical restraints immediately compared to as a last resort. First is the fear of being injured. According to studies, once a person starts acting in a way which the society considers as abnormal, there is a high tendency of the people around such a person to run way for their own safety. This is usually like a reflex action and people in most cases think about it later. In this regard, when a student behaves abnormally, the teachers and other staff members try to help after the first shock. Due to the confusion about the potential consequences and their roles as staff members, they might lack other best ways of containing the situation. Most of them use physical restraints as they seek for other ways of helping such a student (Gersch & Gersch, 2002). Second is the fear that the student behavior might cause harm to him or the other students. Physical restraints help to control the situation until the staff member can come up with a better solution. In this case, most of the physical restraining involves holding the affected student and preventing him from causing harm. Once the student and the ones around him are safe, the staff member can think clearly of a better solution. Third is the issue of lack of training. Although most of the states which have allowed physical restraints have regulations regarding training about it, we still have many staff members who have not learnt on the way it is applied. They also lack the knowledge on other ways of dealing with abnormal behaviours of the student. When such a staff member is confronted with a situation whereby a student seems to lack control and poses threat to him or other people, the first think that is likely to come to mind is how to control such a student, mostly by holding the student down. In this case, the staff member ends up using physical restraints without first trying other methods. He can not use other methods because he has not been trained on the same (Thomas & Loxley, 2007). Using physical restraint immediately or as a last resort is not as major as its misuse. There have been very many cases regarding its misuse which have resulted into physical injuries or even death. For example, Annie’s son is evidence to the negative consequences of physical restrained on children who are uncontrollable. Her autistic son is claimed to have been acting out in school he was taken for a time out where the mother alleges that the school personnel had held him down since he ended with a broken collarbone. After some time the bone healed, however, the child had emotional damage and he kept asking the mother whether the person who broke his collarbone was taken to jail and the mother had to give a negative answer. After seven weeks, Annie’s son harmed himself and was admitted in a psychiatric hospital for two months (Day, 2002). This is only one case of misuse of physical restraints. There are other cases of the same which have resulted into the death of the victims. Such cases have brought controversy to the issue and many parents are now of the opinion that it should be totally banned for the fear of their children’s lives. The Council for Exceptional Children however is in support of physical restraint as a technique for dealing with the children who have behavioural cases. However, they still maintain that it should only be used as a last resort when such a child poses danger to self and to the people around him. The body recommends the establishment of regulations which would facilitate reporting of physical restraints to outside agencies (Ryan, Robbins, Peterson & Rozalski, 2009). The council is also in support of the same but recommends that research to be done on kids from all kinds of settings. The policy gives the indication to the availability of other methods which teachers can use to contain behavior. It is against the harm that may come to a child as a result of misusing physical restraint. The CEC’s recommendations regarding the same tallies with the Massachusetts law on the same (Jones & Timbers, 2003). Studies show that physical restraint has been used over a long time in medical institutions. This has been possible because there are guidelines for the same. However, in the case of physical restraint and schools, there are not such guidelines. Lack of commonly accepted guidelines in schools put the people who use in vulnerable position where they are often understood and at times abused. In this regard, the staff may not have the necessary skills to deal with children who have emotional outbursts or the kids who have behavioural problems. At times, such interventions are very important to deal with such cases as they help to prevent the behavior of students from increasing to harmful levels. Another issue which poses a problem regarding the use of physical restraints in school is the fact that it was thrust into public education mainstream without prior proper planning. This was partly due to the Act for education of the people with disabilities whose principles include serving the individuals who have special needs in an environment which is least restrictive. Nowadays, there are many children with behavioural and emotional problems being admitted in the public schools irrespective of the disability label. This implies that the issue of physical restraints move with them to the public schools and typical classroom and school settings. At the same time, the media has played part in creating a lot of attention regarding the issue and schools are now more than ever before required to show practices which are capable of containing the violent and challenging behavior. Many of them have therefore resulted into making use of physical restrain as one of the tools to ensure that the challenging behavior is contained. This produces another challenge in the sense that if the staff members are not well trained on physical restraint; they may end up causing more harm to the affected children. This leads to lawsuits from the affected children’s parents and other problems for the whole family (Mohr & Anderson, 2001). The way forward therefore would be to come up with many ways in which the violent or challenging behavior can be contained. Once this is done, schools should undertake thorough training of its staff members to ensure that they are well equipped with the right techniques. The training should not be based on physical restraints only. We have already discovered that there are many people who turn to physical restraints simply because they lack other methods of containing challenging behavior. The school staff should be trained in the various methods so that in case of an emergency, they have a variety to choose from. There are also many programs which are available for training people on physical restraints. These also teach different methods of problem solving and conflict de-escalation. They also teach the right procedures for the different approaches for the same. Schools should invest in such programs to ensure that their staff members are equipped with the right techniques and procedures of behavior control methods. They should also make sure that there is recurrent training so that the staff members always keep on toes regarding the same issue (Magee & Ellis, 2001). There should also be an extensive research on the use of physical restraints. Most of the studies have shown negative effects of physical restraints. Researchers claim that physical restraints are an effective tool for controlling behavior which is likely to lead to harm. However, most of them do not show how many cases have been successful as a result of using this method. If it is agreed to be an effective method, there should be evidence in support of the same. There are however numerous studies’ showing that physical restraint has been misused and it has led to escalation of the problems. There have been deaths, physical injuries, emotional and psychological harm as a result of using physical restraints. There have cases of children being unable to trust grow ups due to having being subjected to physical restraints by the same adults. In other words, there are many problems which have come up as a result of using physical restraints in schools. The efficacy of using physical restraints is largely in doubt or the research showing positive effects for the same are usually lacking. This means that it might not be as effective as people wish. In order to maintain conducive learning environments in addition to controlling violent and challenging behavior, schools need to come up with less harmful methods. On the other hand, if they wish to use physical restraints, they should be equipped with the necessary information which they are supposed to transfer to their staff members. This way, it might have positive effects on schools (Mohr & Anderson, 2001). Conclusion A restrictive school environment can be blamed for the use of physical restraints in schools. The intent was to use it as a last resort when all the other methods have failed. However, due to factors like fear and lack of skills in other methods of controlling violent behavior, people end up using it immediately there is violent behavior. This contributes to the major negative effects which come as a result. The schools which are willing to use it as one of the techniques should train the staff on the right procedures in order to reduce its misuse. This would give evidence that physical restraints can be an effective method to control challenging and violent behavior. Reference: Day, D. M. , (2002), Examining the therapeutic utility of restraints and seclusion with children and youth: The role of theory and research in practice. American Journal of Orthopsychiatry, 72, 266-278. Gersch, Irvine S. & Gersch, Adam, (2002), Resolving Disputes in Special Educational Needs: A Practical Guide to Conciliation and Mediation, RoutledgeFalmer Jones, R. J. & Timbers, G. T. , (2003), Minimizing the need for physical restraint and seclusion in residential youth care through skill-based treatment programming. Families in Society: The Journal of Contemporary Human Services, 04(1), 21-29. Magee, S. K. & Ellis, J. , (2001), The detrimental effects of physical restraint as a consequence for inappropriate classroom behavior, Journal of Applied Behavior Analysis, 34, 501-504. Mohr, W. K. & Anderson, J. A. (2001), Faulty assumptions associated with the use of restraints with children, Journal of Child and Adolescent Psychiatric Nursing, 74(3), 141-154. Ryan, Joseph B. , Robbins, Katherine, Peterson, Reece & Rozalski, Michael, (2009), Review of State Policies concerning the Use of Physical Restraint Procedures in Schools, Education & Treatment of Children, Vol. 32 Skoulos, Vasilios & Tryon, Georgiana Shick, (2007), Social Skills of Adolescents in Special Education Who Display Symptoms of Oppositional Defiant Disorder, American Secondary Education, Vol. 35 Thomas, Gary & Loxley, Andrew, (2007), Deconstructing Special Education and

Grapvine Communication

INTRODUCTION Grapevine communication is the informal communication network within an organization. Grapevine is used to spread information bypassing the formal communication structure. Just like the grapevine plant: it spreads in random ways and it goes where it can. It is formed by individuals and groups in an organization. The people in the groups have something in common that links them together. A person can belong to one or more groups. A grapevine communication is a form of informal communication by which people communicates each other without any formal line of communication.It’s called Grapevine because like that of a grape vine it’s impossible to find the origin of information which results in spread of rumours. Grapevine communication is a form of informal business communication, which develops within an organization. It means gossip, usually gossip that spreads and covers a lot of ground (a lot of people), much like vines do. ACKNOWLEDGEMENT At first we desir e to express our deepest sense of gratitude of almighty Allah. We are thankful to our University (Leading University, Sylhet) and the respective authorities for providing us an opportunity to take our BBA program.With profound regard we gratefully acknowledge our respected course teacher Md. Shamimul Islam for his generous help and day to day suggestion during preparation of the assignment. He is so much an inspiration and guidance to us that we are, short of words in expression our gratitude. We like to give thanks especially to our friends and many individuals, for their enthusiastic encouragements and help during the preparation of this assignment by sharing ideas regarding this subject and for their assistance in typing and proof reading this manuscript.And finally, we thank to all of our group members as they all were serious and prolific towards making this assignment. Once more time to Sir, we owe more than we can mention†¦Ã¢â‚¬ ¦mostly for teaching us to see the silver lining in every hard work. OBJECTIVE OF THE STUDY We have prepared this assignment to know about the grapevine, it’s positive and negative impact. Actually what the grapevine is and what are the impact of grapevine in any organization. We mainly tried to find out whether grapevine is helpful or it is harmful for the organization’s progress. METHODOLOGY OF THE STUDYIn this assignment we have collected different information from both primary and secondary sources of information. We collected different data from different books but mainly by browsing internet (secondary source). We paid more attention to secondary source to collect updated information. LIMITATIONS OF THE STUDY In this assignment we tried to find the effect of grapevine in the organization but didn’t get enough information on this topic. Because of the scarcity of information from primary sources we have to depend on secondary sources. DESCRIPTION OF THE TOPIC DefinitionIn the word of Keith Davis, à ¢â‚¬Å"Grapevine is basically a channel of horizontal communication, for its only people working at the same level of hierarchy who can informally communicate with one another with perfect ease. † Formal vs. Informal Channels of Communication Every organization has a formal communication system. This formal system provides information regarding the organization to the employees through different media. The formal network, made up of memos, reports, staff-meetings, department meetings, conferences, company newsletters, official notices, is highly documented and as such has very little chance for change.However, nearly all of the information within the grapevine is undocumented and is thereby open to change and interpretation as it moves through the network. â€Å"The informal organization is less permanent and less stable because its leaders and patterns of action change readily. † This occurs because of the dependency of the network on personalities, whereas the formal n etwork is set up through structured policies nondependent on individuals. The grapevine is flexible and personal and can spread information faster than the formal communication channels.The grapevine is also capable of penetrating even the tightest security because it cuts across organizational lines and deals directly with people in the know. Bosses who chose not to pay attention to the grapevine have 50% less credible information than those who do. It exists because of excessive structuring of formal work flows and the excessive channeling of information flows. It is fed by personal apprehension, wish fulfillment, retaliation, and gossip. Surprisingly, most researchers have found that most grapevine information is either true or has within it a kernel of truth.How Accurate is the Grapevine Allport and Postman's research indicated that â€Å"most rumors start as a report of an actual episode – that is to say, with someone's perceptual experience of an event which he deems o f sufficient interest and importance to communicate to others. Once this central theme, the actual episode, has been accepted there is a tendency to distort subsequent news or events in order to make them consistent with the central theme. However, Keith Davis reports from his research â€Å"that in normal business situations between 75 percent and 95 percent of grapevine information is correct. In general people tend to think the grapevine is less accurate than it is because its errors tend to be more dramatic and consequently are more impressed on one's memory than its day-to-day routine accuracy. In a normal work situation, upwards of 80% of the information that comes over the grapevine is accurate. While the day-to-day accuracy may be good, people believe the grapevine is less accurate because the times it is wrong are more dramatic. A communication may be 90% correct in details but that last 10% is often the most important part of the message.Messages from the grapevine are of ten lacking in all the details so that the message is subject to misinterpretation; while the grapevine generally carries the truth it seldom carries the whole truth. An interesting note about the informal communications network is that an estimated 80% of grapevine information is oriented toward the individual while 20% concerns the company. Allport and Postman discuss, in their book, the changes that occur as a rumor passes along the grapevine. The central theme may be resistant to change, however crucial details necessary for understanding the true situation keep being deleted.At the same time the most dramatic details keep being exaggerated each time the rumor is repeated. So as the rumor moves along it begins to appear as some sort of shrinking missile as it keeps getting shorter and more pointed in flight. This may sound very simple, however we should remember that â€Å"the grapevine is fast-paced and generally moves, free of organizational restraints, by word of mouth. â₠¬  Factors Affecting Grapevine's Operation Several additional factors affect the operation of the grapevine. (1) In wartime, the conditions for rumor are optimal.Military events are of the greatest importance. (2) The greater the homogeneity of the organization, the better the grapevine will operate. (3) Rumors prosper best where formal communication is poor. They thrive in an environment where employees are not kept informed about anything that may be important to them. (4) They perform best in informal social contacts but can operate as effectively as a sideline to official meetings. In a poorly managed organization they can chip away at morale and fuel anxiety, conflict, and misunderstanding. 5) People start and spread rumors to enhance their status, fill gaps in social conversations, and avoid suspense over suspected events. This activity increases during times of stress, uncertainty, and in the absence of news. Frederick Koenig, a sociologist who studies rumors, believes that people listen to and pass a rumor because it satisfies some need. This is why the nature of people involved is important. Different people have different needs and rumors†¦ a) may circulate because they are interesting or a source of diversion.The valve can be the content of the message or the state of the group. b) can pull together events and fill in the gaps to make sense and provide explanations for what is going on. c) can validate and support a point of view d) reconcile one's psychological state with what one sees as actually going on. e) are a means of getting attention. f) are a way of manipulating situations. The idea of some person or group deliberately starting a rumor to serve selfish ends is frequently suggested. Types of Grapevine Rumors can be divided into four categories.The categories are- 1. Wish fulfillment rumors 2. Bogey rumor 3. Wedge drivers rumors 4. Home stretchers rumors Wish fulfillment rumor These express the wishes and hopes of those who circulate rumors and these are the most positive and they help to stimulate the creativity of others. often solutions to work problems are a result of employees verbally expressing desire for changes. These improvements sometimes result in increased efficiency for certain departments within the organization. Even though the tone is positive they still represent employee concerns. Bogey rumorBogey rumor comes from employees' fears and anxieties causing general uneasiness among employees such as during budget crunch. In this case, employees will verbally express their fears to others. These rumors are sometimes damaging, such as a rumor about possible lay-offs, and need a formal rebuttal from management. Wedge Drivers rumor Wedge Drivers divide groups and destroy loyalties. They are motivated by aggression or even hatred. They are divisive and very negative rumors. They tend to be demeaning to a company or individual and can cause damage to the reputation of others.A wedge driver rumor may be s omeone at x Company saying that v Company serves worms in their hamburgers; or in another context, a school-age child telling friends that another child has AIDS, or some other tale, like â€Å"Louise, the office manager, was seen the other day alone with that young new accountant. They were in a car together leaving Motel Six. † or one may spread the word that â€Å"Mary got the promotion because she is sleeping with the boss. † Women are more likely to be attacked with the sexual gossip. Home stretchers rumorThese are anticipatory rumors. These rumors occur after employees have been waiting a long time for an announcement. There may be just one final thing necessary to complete the puzzle and this in effect enhances the ambiguity of the situation. Now we will look at how the message is spread and those who participate. How is the message spread Within the organization communication chains exist. The chain used by formal communication may be very rigid, following the chain of command or authority. However, the chain used by the grapevine tends to be very flexible.Four different chains/structures appear to dominate the grapevine network according to Keith Davis are: 1. Single Strand Chain 2. Gossip Chain 3. Probability Chain 4. Cluster Chain Single Strand Chain This is a simple concept to follow, A tells B, who tells C, who tells D and so on. Each person passes the information on to the next person. The longer the strand the more distortion and filtering affects the information being passed until the last person in the chain may find the information unrecognizable from the original message. Most inaccuracies occur in this chain. Gossip ChainIn this illustration A simply tells everyone with whom they come in contact. This pattern is considered to be somewhat slow in moving the information. Probability Chain In this case A makes random contact with say F and C and passes on the information. They in turn randomly contact others in accordance with la ws of probability. Some hear the information and some don't. In this structure, there is no definite pattern of communication. Information is randomly passed along to anyone willing to listen. They type of person who communicates in this manner might be a very outgoing and talkative type of individual.Cluster Chain Here A tells contacts, B and F, who may work with A. They may tell two or three other persons with whom they usually have close contact. Most predominant pattern is the cluster pattern. Selectivity is the basis for this pattern. In any organization, individuals will generally feel more comfortable with some fellow employees than with others and therefore only relay information to those in their informal social groups. This flow pattern results in information missing some individuals completely. Roles of the ParticipantsIn addition to identifying certain structured patterns, research has also given us some other facts and descriptions, It has been discovered that only 10% of all the individuals in an organization are highly active participants in the grapevine. The types of individuals relative to rumors, have been identified. The three are- 1. Bridger 2. Bagger 3. Bearer Most employees fall into one of the three basic categories as they relate to the grapevine. Bridger Bridger’s receive and pass information to others. These people are the ones primarily responsible for the success of the grapevine.Bridger’s are the passers-along; the liaisons of rumors, also called KC's, as explained by Sutton. â€Å"Key Communicator† is the term that is given to this type of individual who is responsible for initially sending information into various networks. Baggers Baggers hear rumors but do not pass them along or fail to tell others. They are called â€Å"dead-enders. † They receive information but do not pass it on or only pass it on to one or maybe two other dead-enders. Bearer Bearers are not privy to any information, do not hear the information and thus cannot pass along, a rumor.They tend to be outside the grapevine. They neither hear nor pass along the information. Each type of individual can easily be identified in the communication mains previously illustrated. It should also be noted that people are more active on the grapevine when their friends and colleagues are actively involved. After all that has been said about the grapevine the next questions that arise are: What should the company managers do about the grapevine? Is it good or bad? Should the managers participate? How do we manage the grapevine? Management's Response to the GrapevineThe key thing to remember is that the grapevine exists, William A. Delaney reminds us of this when he says the â€Å"grapevine exists, always has and always will, and you can't stop it. † So managers should accept the fact and decide how they can use it to their own benefit. Vanessa Arnold contends that â€Å"Managers interested in creating effective organi zational communication will use information from the grapevine to improve communication throughout the firm. † The real value of the grapevine should be in revealing to management those issues that generate from the grass roots.As Donald Thompson said â€Å"its usefulness is seldom acknowledged, its voice often muffled, its insights ignored. † Should Managers Participate In many cases lower and middle managers are already active participants. They hold strategic positions in the communication channel because they filter and block two-way communication between higher management and operating employees. Managers basically have three options when it comes to their participation in the grapevine: 1. Ignore the grapevine, be no part of it. This is difficult in most organizations, but can be accomplished.They do their job and let it operate unnoticed around them. In effect they become an â€Å"isolate. † 2. Participate only when it serves their purpose. In this case th ey may seek out the grapevine and tap it to learn what is being said concerning a specific situation or issue. 3. Become an active and full-time participant. Managing the Grapevine Since the grapevine cannot be held responsible for errors and is somewhat of an unknown, managers sometimes succumb to the wish that it will go away; but we have learned from experience and research that â€Å"homicide† will not work with the grapevine.It cannot be abolished, rubbed out, hidden under a basket, chopped down, tied up, or stopped. If we suppress it in one place it will pop up in another. If we cut off one of its sources, it merely moves to another one†¦ It is as hard to kill as the mythical glass snake, that, when struck, broke itself into fragments and grew a new snake out of each piece. In a sense, the grapevine is a human birthright, because whenever people congregate into groups, the grapevine is sure to develop. It may use smoke signals, jungle tom-tome, taps on a prison wal l, ordinary conversation, or some other method, but it will always be there.Organizations cannot â€Å"fire† the grapevine because they did not hire it. It is simply there. Management Options Internal rumors are generally managed differently than external rumors if for no other reason than management of a company has more control over internal formal communication than over information sent out to the external environment. Since grapevine activity increases during times of uncertainty, management must provide information through the formal system of communication about key issues and events that affect employees.Management should supply employees with a steady flow of accurate, timely information; in this way, the potential damage caused by the grapevine can be minimized. Any attempt to soften or distort a rumor to make things look good is not a good way to deal with the rumor. The longer a rumor circulates the more difficult it is to control. Facts should be released quickly . The grapevine can be controlled with prompt, clear, and accurate information on the issues important to the employees. Full facts must be presented. Formal communication lines must be kept open and the process as short as possible.Direct memos, large group announcements, and intercom systems should be used. If employees perceive management is giving them the facts, they will be less anxious and less emotional when rumors are heard. Although the preferred management option is prevention, this never works 100% of the time. In other words, there will be negative rumors and if one wants to manage them, one ought to be prepared. So when prevention doesn't work, and it won't, what can one do? Two methods are suggested. First, a four-step method, and second, a disciplined three-phase management program, Generally, in the four-step method, four steps are suggested: 1.Seek to keep employees informed about what is going on. A formal company newsletter always seems to help. 2. Heed rumors. L isten to what is being said that is 80% true. What other information source is so highly credible? 3. Act promptly. Rumors are more difficult to correct over time because they â€Å"harden†Ã¢â‚¬â€œthe details become consistent and the information becomes publicly accepted, 4. Conduct a training program for employees on the nature of rumors. Advantages of Grapevine Communication Grapevine communication creates a social bond where none existed.People like to talk to one another; whether they talk about work or family, or anything. Teams become more cohesive when members talk to one another outside of the project or assignment they may be working on. Informal communication lends itself to bonding. The grapevine fills in a gap that is left when official information is missing, especially in chaotic or changing times. Even in organizations where management is very proactive about communicating change and keeping employees informed, the grapevine helps to fill in the blanks.The gra pevine in many ways helps keep people honest; it can dissuade people from engaging on behavior that they don’t want others to know about. This is a two edge sword. On one hand, people will think twice about taking what they know is a wrong course of action. On the other hand, they may also think twice about taking a necessary risk and doing the right thing, fearful those appearances that may give rise to rumors. Disadvantages of Grapevine Communication There are some intrinsic dangers in bypassing the organizational channels to get to the facts of the matter.The main danger is that much of the information that gets spread through the grapevine is not verified. Some of the information is likely false and difficult, if not impossible, to verify. We discount information when the source is a known gossiper. But not completely†¦ Even when the source is someone known to spread rumors, we believe that where there's smoke†¦ Since we don’t know what part is fire and w hat smoke is, we accept the whole rumor. To justify our participation in spreading the rumor, we tell ourselves that part of it must be true.The main reason why we give credence to a rumor is that it seems to match what we think about the situation or person that the rumor is about. We also tend to believe the person sharing the rumor with us. Another main disadvantage of grapevine communication is that it's often used to spread more than rumors; it's used to spread gossip. The terms rumors and gossip are used sometimes interchangeably, but rumors are not quite the same as gossip. Both are pieces of information that can't be verified, but rumors tend to affect organizations or groups of people, while gossip refers to more personal matters.When gossip is being spread through the grapevine, people's reputations, careers, and lives can get destroyed very rapidly. FINDINGS While preparing our assignment we have to study a lot on this topic. From all our experience we gathered, we can co me to an end that, certain situations like insecurity of service, uncertainty over promotions, special increments to a particular employee, certain innovations in the organization likely to affect the job prospects of the employees are sure to activate the leaders of the grapevine so that very soon all kinds of rumors have spread in the organization.Whether grapevine is sour or sweet is depends on its impact on the organization. If it works for the organization to increase its quality it will be sweet. For this we will have to use grapevine efficiently. On the other hand, if it works against the organizations purpose it will be considered as sour. SUGGESTION From our study we can suggest that, to use grapevine efficiently we should follow the following ways: 1. The managers should try to spot the leaders. They should try to find out the people who are more active on the grapevine and keep them well informed so that harmful rumors do not reach the employees. . The grapevine should be used to feel the pulse of the employees. 3. If there is any false rumor, the management should immediately use the official channels to contradict and to dispel the fears of the employees. 4. Involve the workers in the decision-making process. CONCLUSION The grapevine is basically a channel of horizontal communication, for it is only people working at the same level of hierarchy who can informally communicate with one another with perfect ease.Thus the workers may have one grapevine and the first line supervisors another. But the fact is that the grapevine does not follow any set pattern and it can be effective horizontally, vertically and even diagonally. REFERENCE Secondary Source 1. Essentials of Business Communication, by: Rajendra Pal & J. S. Korlahalli 2. Business communication (Theory and Application), by: M. Omar Ali 3. www. definitions. net/definition/grapevine. 4. http://dictionary. reference. com/browse/grapevine.

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