Hard Sell around the Photocopier

Sociologists have long recognized that businesses of less than 200 individuals can operate through the free flow of information among the members. Once their size exceeds this figure, however, some kind of hierarchical structure or line man­agement system is necessary to prevent total chaos resulting from failures of communication. Impos­ing structures of this kind has its costs: information can only flow along certain channels because only certain individuals contact each other regularly; moreover, the lack of personalized contacts means that individuals lack that sense of personal com­mitment that makes the world of small groups go round. Favours will only be done when there is a clear quid pro quo, an immediate return to the giver, rather than being a matter of communal obligation. Large organizations are less flexible.

One solution to this problem would, of course, be to structure large organizations into smaller units of a size that can act as a cohesive group. By allow­ing these groups to build reciprocal alliances with each other, larger organizations can be built up. However, merely having groups of, say, 150 will never of itself be a panacea to the problems of the organization. Something else is needed: the peo­ple involved must be able to build direct personal relationships. To allow free flow of information, they have to be able to interact in a casual way. Maintaining too formal a structure of relationships inevitably inhibits the way a system works.

The importance of this was drawn to my atten­tion a couple of years ago by a TV producer. The production unit for which she worked produced all the educational output for a particular TV station. Whether by chance or by design, it so happened that there were almost exactly 150 people in the unit. The whole process worked very smoothly as an organization for many years until they were moved into purpose-built accommodation. Then, for no apparent reason, everything started to fall apart. The work seemed to be more difficult to do, not to say less satisfying.

It was some time before they worked out what the problem was. It turned out that, when the architects were designing the new building, they decided that the coffee room where everyone ate their sandwiches at lunch times was an unneces­sary luxury and so dispensed with it. The logic seemed to be that if people were encouraged to eat their sandwiches at their desks, then they were more likely to get on with their work and less likely to idle time away. And with that, they inadvertently destroyed the intimate social net­works that empowered the whole organization. What had apparently been happening was that, as people gathered informally over their sandwiches in the coffee room, useful snippets of information were casually being exchanged. Someone had a problem they could not solve, and began to discuss it over lunch with a friend from another section. The friend knew just the person to ask. Or some­one overhearing the conversation would have a suggestion, or would go away and happen to bump into someone who knew the answer a day or so later; a quick phone call and the problem was resolved. Or a casual comment sparked an idea for a new programme.

It was these kinds of chance encounter in the coffee room, idle chatter around the photocopier, that made the difference between a successful organization and a less successful one.

From Grooming, Gossip and the Evolution of Language,

by Robin Dunbar

C. Answer these questions about words and phrases from the article.

1. Look at this key sentence from paragraph 4: And with that, they inadvertently destroyed the intimate social networks that empowered the whole organization.

a) What does that refer to?

b) Who does they refer to?

2. In the same sentence, what do these words and phrases mean?

a) inadvertently destroyed

b) intimate social networks

c) empowered

3. Choose the correct answer. Quid pro quo means:

a) something that you give or do in exchange for something else

b) a situation that exists at a particular time without changes being made to it

c) money in pounds sterling that you give in return for a favour

4. Panacea means something that people think will:

a) make everything better

b) make everything worse

c) not change the situation

5. Explain the meaning of purpose-built.

D. In your own words describe what happened to the effectiveness of the TV production unit.

E. The article mentions informal communication over lunch and around the photocopier. Can you give other examples of this kind of informal communication? What are the benefits of this?

F. What changes can you suggest to improve communication within your own organization or an organization you know well?

G. Ulterior Motive (Why did they do that?)

This activity will help you improve your own communication skills.

USEFUL TIPS If you’re nice to someone because you want something from them then you’ve got an ulterior motive.

Work in groups. Match cards together: questions to answers. If you match all the questions to the correct answers the cards will form a circle.

GRAMMAR

1. Complete the following extract from a discussion by putting the verbs into the most suitable conditional form.

Chris: If we …… (want) to recruit better workers, we need to offer better rates of pay.

Maria: I disagree. Just look at Mansell. If we …… (follow) their example, we …… (be) bankrupt by now. If we …… (offer) the highest wages, I doubt that it would make us a better employer.

Chris: Well, look at it the other way round. If we don't attract better workers, we simply …… (not get) the orders.

Maria: Why not?

Chris: Because of investment. If a company …… (want) to succeed it must invest in all aspects of the business. And that includes the workforce.

Maria: So, if we were to invest in the workforce, how …… you …… (suggest) going about it? Chris: I …… (recommend) a study of the average wage in this area for different types of work. And then we should offer a competitive rate for different grades, as long as everyone …… (agree).

Maria: And what if they …… (not agree)?

Chris: Then Bob …… (must) make the final decision.

2. Complete the following telephone call (-ING versus INFINITIVE).

S: Good morning, SAWA Enterprises.

A: Hello, I'd like …… (speak) to Mr Hashimoto.

S: Who's calling, please?

A: Andreas Blom, from Salzburg. I wonder if I could …… (see) him this week?

S: I’m sorry, Mr Hashimoto is not free this week. He tried …… (phone) you last week but you were in New York.

A: Yes, I'm sorry. I remember …… (ask) him to call me, but I forgot …… (tell) him I would be away.

S: Perhaps I can ask him …… (call) you as soon as he is free next week.

A: Yes, please do. I’ll look forward …… (hear) from him.

S: Okay. Thank you for …… (call). We’ll talk again next week.

A: Fine. Bye for now.

S: Goodbye.

CASE STUDY

Background

The international construction and engineering group KMB is based in Munich, Germany and has manufacturing subsidiaries and associated companies throughout the world. Its company magazine is published five times a year and is distributed by post to staff worldwide. The following letter, sent by a member of staff in its Brazilian sales office, appeared in the magazine's latest issue.

Dear editor,

I know I'm not the only one who feels uninformed about what's going on in KMB worldwide.

When I was at our recent sales conference in Munich several other people from overseas subsidiaries said they felt a lack of involvement and wanted more information from head office about new developments within the group. For example, why has KMB bought a major civil engineering company in Australia? How does this acquisition fit into our overall strategy? Unfortunately we could only guess at the reasons.

We also think it's essential to share best practice among our subsidiaries.

We must know about ideas for improving efficiency as soon as possible. For example, if a marketing technique has been successful in one market, other areas of our business should be told.

We all agreed that the new Global Communications Director should overhaul KMB's communication system so that all members of staff are kept fully informed - both about overall strategy, and about news from overseas subsidiaries. What's the use of a worldwide network if no one knows what's going on?

Aldo Renato

São Paulo, Brazil

The new Global Communications Director, Dominique Lapierre, sent the following e-mail to the Chief Executive of KMB after Aldo Renato's letter had been discussed at a board meeting.

Task

You are members of the working group which will discuss suggestions for improving KMB's communication system.

1. Brainstorm ideas of your own which you could add to the draft agenda.

2. Choose the three best ideas and add them to the agenda.

3. Then, hold an informal meeting. Discuss the advantages and disadvantages of the suggestions. Also consider the cost implications of each proposal. Finally, work out an action plan for improving communications within the company.

4. As a member of the working group, write a memo to the heads of all of KMB's subsidiaries. This should inform them that the meeting took place and should outline the plan of action agreed. Finally, the memo should ask for their co­operation in implementing the suggestions.

UNIT 6 Success