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    A Lack of Communication Often Means That Employees Do Not Have A Firm Grasp On What Are Supposed To Be Doing

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    John Yohans
    I apologize, but I do not have the capability to generate database relations or print results. My role is to summarize written documents.

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    A Lack of Communication Often Means That Employees Do Not Have A Firm Grasp On What Are Supposed To Be Doing

    Uploaded by

    John Yohans
    35 views6 pages
    I apologize, but I do not have the capability to generate database relations or print results. My role is to summarize written documents.

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    I apologize, but I do not have the capability to generate database relations or print results. My role is to summarize written documents.

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    Download as docx, pdf, or txt
    35 views6 pages

    A Lack of Communication Often Means That Employees Do Not Have A Firm Grasp On What Are Supposed To Be Doing

    Uploaded by

    John Yohans
    I apologize, but I do not have the capability to generate database relations or print results. My role is to summarize written documents.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 6

    1.

    what is yardstick

     A meterstick or yardstick is either a straightedge or foldable ruler used


    to measure length, and is especially common in the construction
    industry. ... Yardsticks are most often marked with a scale in inches, but
    sometimes also feature marks for foot increments.

    2. what is lack mof work place communication

     Lack of communication in the workplace directly affects employee


    engagement. If companies want to fix employee engagement, research
    suggests a good place to start is by improving the communication skills of
    middle managers.

     A lack of communication often means that employees do not have a firm


    grasp on what they are supposed to be doing.

    2.1. What is an example of lack communication?

     Failing to Listen. There are times to forge a path forward in business, but
    leaders and employees who operate as disconnected individuals and fail to
    listen to those around them are engaging in poor communications. There are
    many examples of failure to listen, among them the failure to listen to your
    customer base.

    2.2. Main Problems That Come With Poor Communication


    2.1.1. A lack of knowing leads to negativity

     When people don’t have the information or knowledge they feel they need,
    low productivity results. The reason is pretty basic people tend to avoid
    situations in which they will be seen as not knowing, not understanding or
    not having expertise. No one wants to look like they don’t know what to do.
    And just about everyone has a fear whether based in reality or not of being
    embarrassed or mocked.

     Think back to school. From early on through grad school, how many times did
    you hear teachers and professors say, “There’s no such thing as a dumb
    question?” They knew someone had a question a very good question that
    would help shed new light on the conversation that they were simply too
    afraid to ask.

    2.1.2. Employee mistrust, absenteeism and low morale

     Employees want to be engaged so they feel connected to the organization.


    When they are, they are willing to work harder, smarter, and be active in the
    workplace in ways that drive business results. When they aren’t engaged,
    when they don’t feel connected, they suffer. This might seem like a touchy-
    feely, soft business issue, but unhappy and disconnected employees can
    have a profound effect on business through absenteeism, lack of motivation,
    and turnover. 

    2.1.3. Bad interpersonal relationships

     How often do you see eyes roll? How much muttering do you quietly hear?
    When people don’t feel connected to each other, it opens up the door for
    misinterpretation, and for questioning motives and intent. The lack of feeling
    respected or listened to truly listened to leads people to feel negated. When
    that happens, they often find ways to “push back,” even when they can’t do it
    openly or directly.

    2.1.4. The “Grapevine Effect”

     Marvin Gaye isn’t the only one who’s heard it through the grapevine. No
    matter how much you mightlove his Motown hit, you don’t want one of these
    growing in your organization. Yet, by not sharing information, you are
    ensuring a grapevine will sprout causing problems and distractions. People
    want what they can’t have, and they naturally assume there is something to
    be had if they’re not shown differently. If you aren’t talking proactively about
    issues that are important to your employees, chances are that someone else is
    regardless of the accuracy and truthfulness of their “information.”

    3. What is Monitoring

     Monitoring is the systematic and routine collection of data during project


    implementation for the purpose of establishing whether an intervention is
    moving towards the set objectives or project goals. In this case, data is
    collected throughout the life cycle of the project. The data collection tools are
    usually embedded into the project activities in order to ensure that the
    process is seamless. There are several types of monitoring in M&E and they
    include process monitoring, technical monitoring, assumption monitoring,
    financial monitoring and impact monitoring.

    3.1. types of monitoring


    3.1.1. Process monitoring/ physical progress monitoring

     In process monitoring, routine data is collected and analyzed in order to


    establish whether the project tasks and activities are leading towards the
    intended project results. It authenticates the progress of the project towards
    the intended results. This kind of monitoring measures the inputs, activities
    and outputs. In other words, process monitoring answers the questions “what
    has been done so far, where, when and how has it been done?” Most of the
    data collected during project implementation usually serves this kind of
    monitoring.

    3.1.2. Technical monitoring

     Technical monitoring involves assessing the strategy that is being used in


    project implementation to establish whether it is achieving the required
    results. It involves the technical aspects of the project such as the activities to
    be conducted. In a safe water project for example, physical progress
    monitoring may show that there is little or no uptake of chlorination as a
    water treatment strategy. Technical monitoring may establish that this could
    be a result of installing chlorine dispensers at the water source and women
    are too time constrained that they have no time to line up to get chlorine from
    the dispensers. This may prompt a change of strategy where the project might
    opt for household distribution of bottled chlorine.

    3.1.3. Assumption monitoring

     Any project has its working assumptions which have to be clearly outlined in
    the project log frame. These assumptions are those factors which might
    determine project success or failure, but which the project has no control
    over. Assumption monitoring involves measuring these factors which are
    external to the project. It is important to carry out assumption monitoring as
    it may help to explain success or failure of a project 1. For example, a project
    that was promoting the use of contraceptives may realize that uptake of use
    of contraceptives has dropped. The drop in use of the contraceptive could
    however, be attributed to increased taxation on the importation of
    contraceptives in the country which makes them more expensive, rather than
    on project failure.

    3.1.4. Financial Monitoring

     Just like the name suggests, financial monitoring simply refers to monitoring
    project/ program expenditure and comparing them with the budgets
    prepared at the planning stage. The use of funds at the disposal of a
    program/project is crucial for ensuring there are no excesses or wastages.
    Financial monitoring is also important for accountability and reporting
    purposes, as well as for measuring financial efficiency (the maximization of
    outputs with minimal inputs).

    3.1.5. Impact Monitoring

     Impact monitoring is a type of monitoring which continually assesses


    the impactof project activities to the target population. Indeed, impacts are
    usually the long term effects of a project. However, for projects with a long
    life span or programs (programs have no defined timelines) there emerges a
    need for measuring impact change in order show whether the general
    conditions of the intended beneficiaries are improving or otherwise.

    3.2. Successful monitoring involves the following:

     Periodically obtaining performance-related information from the operating


    system.

     Storing the information for future use in problem diagnosis.

     Displaying the information for the benefit of the system administrator.

     Detecting situations that require additional data collection or responding to


    directions from the system administrator to collect such data, or both.

     Collecting and storing the necessary detail data.

     Tracking changes made to the system and applications.

    3.3. There are several advantages to continuously monitoring system


    performance.
     Continuous system performance monitoring can do the following.

    Sometimes detect underlying problems before they have an adverse


    effect.

    Detect problems that affect a user's productivity.

    Collect data when a problem occurs for the first time.

    Allow you to establish a baseline for comparison.

    4. From three group of small team at most ten each and create a mumber ship
    by using one to any (on to)relation of database system.(you shuold be able to
    show the printed result.)

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