HSC 220 Write a script for communicating with a variety of stakeholders and peers (pick one). i.                   A potential new client ii.            

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HSC 220 Write a script for communicating with a variety of stakeholders and peers (pick one).

i.                   A potential new client

ii.                  Friend and co-worker on the current project

iii.                Project manager on the project you are assigned

iv.                An administrative assistant at the front desk

v.                 Employees at a competing company who want to learn about what your company is producing.

The script should be about 1 minute and demonstrate an exchange between you and the other person.  Use a mixture of effective and ineffective communication styles, active and inactive listening skills, and different messages through body language.

Be sure to use course content and address key points from what you have learned in the course about communication. Upload one MS Word document to Moodle.


·         Minimum 500 words (excluding title page and reference list); 12-point Times New Roman Font and double-spaced.

·         Please be sure to answer the entire question to receive maximum credit for this task.

·         Use and include information from the weekly course content and outside sources to support the conclusions contained in the paper.

·         Be cognizant of spelling, punctuation, and grammar. 

·         All sources should be cited in proper APA format (in-text citations and a reference list). Management

with Britt Andreatta

Exercise Guide

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Chapter 1 Understanding Management
Video 1 What is Management?

Instructions: Assess your proficiency or competence in each of three areas affiliated with effective management. For each
competency, rate yourself on a scale of 1 to 5 with 1 being a low level of skill and 5 being a high level of skill.

Competency Definition 1 2 3 4 5

Managing Performance

Hiring employees Has a skill for evaluating and selecting talent to ensure the best match between the individual
and the work requirements.

Onboarding employees Creates an onboarding experience that prepares staff for success in the position, department,
and organization.

Managing performance

Establishing systems and processes to develop, engage, and retain talented individuals;
creating a work environment where people can realize their full potential.

Developing others Provides challenging and stretching tasks and assignments; holds frequent development
discussions; is aware of each direct report’s career goals; constructs compelling development
plans and executes them.

Facilitating team

Using appropriate methods and a flexible interpersonal style to help build a cohesive team;
facilitating the completion of team goals.

Managing People

Establishing trust Maintaining standards of honesty; speaking and acting in alignment with values; can present
the unvarnished truth in an appropriate and helpful manner; keeps confidences; taking
responsibility for personal performance; trustworthy.

Emotional intelligence Accurately perceiving and interpreting one’s own and others’ emotions and behavior;
leveraging insights to effectively manage one’s own responses and reactions.

Motivating and engaging

Creates a climate in which people want to do their best; can motivate many kinds of
employees; empowers others; invites input from each person and shares ownership and
visibility; makes each individual feel his/her work is important.

Delegating responsibilities Clearly and comfortably delegates both routine and important tasks and decisions; broadly
shares both responsibility and accountability; tends to trust people to perform; lets direct
reports finish their own work.

Managing conflict Dealing effectively with others in an antagonistic situation; using appropriate interpersonal
styles and methods to reduce tension or conflict between two or more people; facilitates others
in resolving conflict.

Managing productive

Using appropriate interpersonal styles and methods to help reach a meeting’s goals while
considering the needs and potential contributions of others.

Appreciating diversity Valuing the contributions of a wide range of people; understanding the influences of various
factors including generation, race, gender, economic background, nationality, etc.

Managing remotely Can design practices, processes, and procedures that allow managing from a distance; can
make things work through others without being there; can impact people and results remotely.

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Competency Definition 1 2 3 4 5

Managing the Business

Managing time Uses time effectively and efficiently; values time; concentrates own efforts on the more
important priorities; can attend to a broader range of activities.

Managing projects Effectively manages time and resources of self and others; clearly assigns responsibility for
tasks, sets clear objectives, monitors progress, and provides feedback.

Managing budgets Understands the budget process; accurately predicts expenditures; consistently operates within
the established budget, making adjustments as needed.

Adhering to policies and

Knowledgeable in current policies, practices, and regulations; consistently adheres to policies;
understands how policies and regulations affect the organization.

Making business decisions Makes good decisions based upon a mixture of analysis, wisdom, experience, and judgment;
most solutions and suggestions turn out to be correct and accurate when judged over time;
sought out by others for advice and solutions.

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Video 2 Knowing When You’re Managing and Leading

Review the differences between management and leadership and make some notes about your specific job and role. When
are you doing each?

Management Leadership Notes

1. Approach Tactical Strategic + visionary

2. Time frame Short- to mid-term to ensure success
of organization now; sets timetables
and agendas to achieve identified

Mid- to long-term to ensure success
of organization in future; sets vision
and strategy for organizational

3. Focus Focus is narrow and internal to

Focus is broad (both internal and
external influences), including other
functions, industries, markets, and
national and global affairs

4. Resources Uses currently established resources
such as budget, staff, policies, and

Seeks and attains/creates new
resources to ensure success of future

5. Task goals Directs daily work to achieve currently
identified goals

Envisions future goals and creates
new products and processes to
achieve them

6. People goals Supervises staff to maximize their
productivity; coordinates efforts of
teams to maximize performance

Builds culture to maximize
engagement and commitment;
inspires stakeholders, fosters
collaboration, and cultivates next
generation of leaders

% of time you spend

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Video 4 Understanding Management Styles

Director Consultant Consensus
Builder Coach Visionary Delegator

Hallmark phrase “Do what I say.” “I value your input.”
“What do you

“How can I
support you?” “Follow me!”

“You’ve got

Level of task

High High Medium Medium Low Low

Level of
decision making

Low Low Medium Medium High High

Level of

Low Medium High High Medium Low

Best match for
New or unskilled


Employees who
are growing but
not yet highly


Mid to highly
skilled employees

Mid to highly
skilled employees

Highly skilled
employees who

have strong
tactical skills

Highly skilled
employees who

need little to
no guidance or



employees to the
point of stunting
their growth and
harming morale

Consulting without
ever responding

to feedback
causes employee

Taking too long
to seek input or
ignoring best

choice in favor
of majority

Not providing
enough firm

direction to low
performing or

difficult employees

Not providing
enough tactical


Putting too much
on the team
or forgetting
to maintain


Task direction is when the manager tells the employee what to do, as well as when, where, and how. This may involve
teaching or training as well directives and instructions.

Decision making is the extent to which the manager involves employees in the decision-making process. This exists on
a continuum. At one end, employees have no involvement at all and at the other end, the manager delegates decision
making completely to the employees.

Relationship building is how the manager forms a relationship with each employee, as well as creates the work
environment or culture for the team as a whole. It includes coaching, motivating and engaging employees, open
communication, and respect.

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Chapter 2 Managing Performance
Video 3 Onboarding Employees

Instructions: Take a few minutes to assess how you can onboard new employees to the organization, the department,
and their job. You’ll want to make sure to address all three and where they intersect with the Four Cs. Some possible tools
include documents, online resources, videos, in-person presentations, one-on-one discussions, training, tours, etc.

Organization Department/Team Job


laws and policies that must be
adhered to


about job duties and expectations
for performance


stated and assumed values, goals
and norms


the interpersonal relationships and
networks vital to success

Next, consider which order they need the information to be most successful.

Also, consider how to pace the information so that it can be fully understood and absorbed.

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Video 5 Coaching Employees

2 Styles of Coaching

1) Skill Coaching
Evolved from athletic coaching. Coach’s expertise is in the skill that they teach to others. Intentionally directive.

Uses clear directions:

• What: what needs to be done

• How: how it should be done

• Why: why it should be done

• When: milestone and deadlines

Benefits of skill coaching:

• Faster and easier

• Manager maintains a lot of control

2) Clarity Coaching
Evolved from life coaching. Coach’s expertise is in the clarity process—facilitate the client in accessing their own answers.
Intentionally non-directive.

Uses powerful questions (to learn more, view Coaching and Developing Employees):

• Goals: what do you want?

• Realities: what’s going on?

• Options: brainstorm the dream

• Will: actions and roadblocks

Benefits of clarity coaching:

• It’s a process that is proven to motivate and engage employees

• Behavior change is more likely to stick when they arrive at it on their own because they become more invested
and accountable

• Overtime, you build employee competence and confidence because they’re more likely to initiate solving their own
problems in the future

Coaching Tools (to learn more, view Coaching and Developing Employees):

• Discovery Questionnaire

• Looking Back Exercise

• Influence Interviews

• Team Sourcing

• SMART Goals

• Gap Assessment

• Stretch Projects

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Coaching Conversation Skill Coaching Clarity Coaching

Problem Solving Tell them how to solve the problem. Facilitate your employee in identifying the
issue and their own potential solutions.

Performance Provide instruction and training about the skill

Facilitate your employee in identifying their
current skill level and designing their own
improvement plan.

Development Teach them how to create a professional
development plan, and tell them the training
and classes you think they should take.

Facilitate your employee in designing their own
professional development plan, and identifying
training and classes they would grow most

Career Planning Give advice and suggestions about
opportunities you have identified.

Facilitate your employee in identifying career
goals and various paths to achieve them, both
within and outside the organization.

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Video 8 Managing Team Performance




Shared practices:

• Criteria for evaluating ideas

• Process for making decisions

• Communication flow and format

• Expectations for behavior/conduct

• Building and maintaining trust


• Gather information/data

• Analyze information/data

• Coordinate efforts

• Track progress

• Leadership

• Followership

• Quality/standard assurance

Management Fundamentals with Britt Andreatta
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• Group cohesiveness/camaraderie

• Other:

Resolving conflict:

• How and by when

• Mediator

• Final authority


• How measured

• When assessed

• Consequences


What By Whom By When

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Chapter 3 Managing People
Video 8 Managing Multiple Generations

Comparing the Generations
Baby Boomers

1946-1964 (80 million)
Gen Xers

1965-1980 (50 million)

1981-2000 (88 million+)

Shaped by

First moon landing
Civil Rights Movement
Martin Luther King, Jr.
Vietnam War
Women’s Liberation
Credit cards
Kennedy’s assassination

Working parents/latch-key
High divorce rates
Threat of nuclear war
Fall of Berlin Wall
Challenger explosion
Massive corporate layoffs
Personal computer
Trickle down economics
AIDS epidemic
John Lennon’s murder

Planned pregnancies
Attachment parenting
Awards for effort
Oklahoma City bombing
Columbine shooting
Greatest economic boom
Sept. 11, 2001
Internet/social media
Cell phones
Princess Diana’s death

Controlled as children
Family is disintegrating

Alienated as children
Family is absent

Protected as children
Blended family is hovering

Traits and characteristics

Action oriented
Deeply defined by work
Focused on accomplishments
Comfortable with credit and debt
Challenge authority
Question status quo
Values social justice

Informed and educated
Distrust institutions/people
Values connection
Pragmatic and resourceful
Takes initiative

Tech savvy
Globally aware
Pressured to achieve
Values equality and environment
Fun seeking

Trust with authority
Question authority; trust is earned Low level of trust with authority High level of trust with authority

Dealing with money
Buy now, pay later Save, save, save Earn to spend

College education
Creates opportunities, ticket to
upper class, affordable

Mandatory, ticket to middle
class, expensive

Mandatory, ticket to middle class,
burdened with debt

Pop culture references
Beatles, Rolling Stones
Dr. Strangelove

Madonna, REM
Dr. Kevorkian
Melrose Place

Britney Spears, Eminem
Dr. Phil
Dawson’s Creek

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In the Workplace
Baby Boomers

1946-1964 (80 million)
Gen Xers

1965-1980 (50 million)

1981-2000 (88 million+)

I am my work. I work to live. Work is part of my lifestyle.

Career goals
“I want to build a stellar career.
Help me excel in my career by
building expertise and mastery.”

“I want to build a portable career.
Help me build a repertoire of skills
and experiences.”

“I want to build parallel careers.
Help me explore several jobs

Work ethic

Put in long hours, work hard,
pay your dues, and you will
earn rewards

Be a self-starter, create your own
path, and keep your options open
because rewards are unreliable

Do what’s expected and
rewards will come quickly.
Let’s make this fun!

Motivated by

Making an impact, being involved
in decision making, challenging
goals, professional development,
rewards for results

Room to challenge the status
quo, freedom and autonomy,
opportunities for development,
rewards for independent thinking

Making a difference, clear goals/
expectations, intellectual projects/
challenges, technology, room to
explore, rewards for competence

Money, security, recognition, time

Freedom, flexibility, training, time

Meaningful work, choices,
mentoring, recognition

Work/life balance
“I work to live but I’m
burning out – help me
achieve balance.”

“Give me balance now, not
when I retire – time with family
is very important to me.”

“Work isn’t everything – I
need flexibility to balance
all my activities.”

Work is…
An exciting adventure, stressful A difficult challenge, a contract Fulfillment, one aspect of life

Interactive style
Team player; enjoys meetings and
group projects

Entrepreneur; wants lots of

Participative; wants lots of

Communication and media
Touch-tone phones
Call me anytime

Personal computers
Call/email me only at work

Smart phones
Text/email me anytime

Feedback preference
Give a little feedback, now and
again, in person

Give lots of feedback, at regular
intervals, in person

Give continuous feedback, via
accessible online system

Leadership traits

Set vision of future
Establish clear direction
Focus on big picture and let team
work out details
Seek and maximize opportunities
Authentic and democratic

Challenge status quo and innovate
Minimize organizational politics
Create loose framework/guidelines
to encourage entrepreneurship
Open and informal communication
Fair-minded and credible

Set broad and challenging targets
related to meaningful purpose
Flat reporting structures
Allow individual freedom
Actively engage/attend
Creative and inclusive

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Chapter 4 Managing the Business
Video 1 Managing Your Time

Instructions: Each person has a style of working that works best for him or her. Take this quick assessment to learn more
about your work style. This will help you make better choices with managing your time.

Make a list of the different types of activities or tasks that are involved with your work. Some possible examples include:
emails, writing reports, research, presentations, meetings, designing.

What time of day is your focus the best?

What parts of your work or job should be scheduled during that part of the day?

How many minutes can you go without a break and be able to consistently focus?

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When you need a break, how many minutes or hours do you need before you can begin again and be focused?

How many times can you repeat this cycle of focuses and breaks until you need to stop?

What environment do you prefer for doing the different parts of your job? For example, do you like to sit at a desk? Lounge
on a couch or chair? Be outside?

For the different parts of your job, what kind of sound do you prefer? Is it absolute silence? Some background noise? Or
even active noise like TV or music?

What materials do you need around you for the different parts of your job?

All of these things make up your work-style profile. After you discover these things about yourself, you need to
intentionally design a work environment that maximizes your style. For example, if you need silence to focus effectively,
then you should try to find quiet places like a conference room or use sound-cancelling earphones.

It’s also important to maximize your work habits with regard to length of time you can focus. If you focus best in two cycles
of 30 minutes with 15-minute breaks, then you need to put several of these 90-minute blocks throughout your schedule.

Be sure to plan the various parts of your job when it will be the most effective for you and then block your schedule

Management Fundamentals with Britt Andreatta
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Chapter 5 Conclusion
Video 1 Next Steps

References and Recommendations


• Reinventing Management by Julian Birkinshaw

• One Minute Manager by Ken Blanchard

• Leading at a Higher Level by Ken Blanchard

• The 7 Hidden Reasons Employees Leave by Leigh Branham

• The Three Signs of a Miserable Job by Patrick Lencioni

• The First 90 Days by Michael Watkins

• The Power of Habit by Charles Duhigg

• Help Them Grow or Watch Them Go by Beverly Kaye and Julie Giulioni

• The Productivity Puzzle by Sara Caputo

• Developing Management Skills by David Whetten and Kim Cameron

• When Generations Collide by Lynne Lancaster and David Stillman

• Generations at Work by Ron Zemke, Claire Raines, and Bob Filipczak

• The M Factor by Lynne Lancaster and David Stillman

• Managing the Millennials by Chip Espinoza, Micek Ukleja, and Craig Rusch

• The 2020 Workplace by Jeanne Meister and Karie Willyerd

• Daring Greatly by Brené Brown


• United States Department of Labor

• Human Resources Leadership Council

• Society for Human Resource Management

• Mind Tools

• Radiant Organizing





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Courses at lynda.com, inc.

• Coaching and Developing Employees

• New Manager Fundamentals

• Conflict Resolution Fundamentals

• Leadership Fundamentals

• Leading with Emotional Intelligence

• Leading Change

• Delegating Tasks to Your Team

• Having Difficult Conversations

• Achieving Your Goals

• Project Management Fundamentals

• Managing Small Projects

• Managing Project Schedules

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Text Field 336: As stated earlier leadership predicts the future of the company.
Text Field 337: Leadership thinks about the entire success of the different roles in a company but management tends to be specific.
Text Field 338: Review of the established regulations to ensure proper understanding, and change any with defaults.
Text Field 339: Reminds everyone what the monthly projections is and what their tasks entitles.
Text Field 340: Ensure weekly check-in emotionally.
Text Field 341: designing a realistic schedule that is efficient.
Text Field 342: Overtime is definitely required for this position.
Text Field 343: Spends certain allocated time accomplishing the assigned task
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