BAM101 Lecture Notes - Lecture 1: Knowledge Economy, Teamwork, Technological Change

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greenmuskrat329

1 Oct 2020

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Introduction: why is communication important, for your career, in the current workplace, what is communication, communication in organizations. Communicating for change in the new economy: the top skill recruiters look for is effective communication, employers want you to, structure and organize information effectively, speak and write so your audience understands. Communicating in the current workplace: organizational change, flatter organizations, team work environments, business on a global scale, diverse employee base. Communicating in the current workplace, cont"d: technological change, the knowledge economy, advancing communication technologies, web 3. 0, apps, and social media. Communicating in the current workplace, cont"d: new needs, managing risk, sustainability. Communication defined: we use symbols (words, images and gestures) to create meaning, we share stories to influence the world around us. Field of study: communication theory, explains what happens when we communicate, describes why certain symbols can mean different things.

Related Questions

Grade 9 english:

Think back to Charlotte Edmund's article, "7 skills all young people need to survive the future of the workplace" from the first activity in this lesson. Choose the skill you believe to be the most important to your future
Write a few paragraphs to explain why you feel this way. If you think there's a skill the author didn't mention that's more crucial to your future, explain what it is and why you believe so. Give your strongest writing. Plan your ideas before you start writing, then use paragraphs to organize your piece. After you have a first draft, revise it, looking at paragraph unity, sentences, spelling, and capital letters.

Article:

7 skills all young people need to survive the future of the workplace

Dr. Tony Wagner, co-director of Harvard's Change Leadership Group, argues that today's
school children are facing a "global achievement gap," which is the gap between what even
the best schools are teaching and the skills young people need to learn.
This has been exacerbated by two colliding trends: firstly, the global shift from an industrial
economy to a knowledge economy, and secondly, the way in which today's school children —
brought up with the internet — are motivated to learn.
In his book "The Global Achievement Gap," Wagner identifies seven core competencies every
child needs in order to survive in the coming world of work.
1. Critical thinking and problem-solving
Companies need to be able to continuously improve products, processes and services in order
to compete. And to do this they need workers to have critical thinking skills and to be able to
ask the right questions to get to the bottom of a problem.
2. Collaboration across networks and leading by influence
Given the interconnected nature of the business world, leadership skills and the ability to
influence and work together as a team has become increasingly important. And the key to
becoming an effective leader? It's twofold, says Wagner, involving "creative problem-solving
and a clear ethical framework".
3. Agility and adaptability
The ability to adapt and pick up new skills quickly is vital for success: workers must be able to
use a range of tools to solve a problem. This is also known as "learnability", a sought-after
skills among job candidates.
4. Initiative and entrepreneurialism
There is no harm in trying: often people and businesses suffer from a tendency to be riskaverse. It is better to try 10 things and succeed in eight than it is to try five and succeed in all
of them.
5. Effective oral and written communication
Recruits' fuzzy thinking and inability to articulate their thoughts were common complaints that
Wagner came across from business leaders when researching his book. This isn't so much
about young people's ability to use grammar and punctuation correctly, or to spell, but how to
2/3
communicate clearly verbally, in writing or while presenting. "If you have great ideas but you
can't communicate them, then you're lost," Wagner says.
6. Accessing and analyzing information
Many employees have to deal with an immense amount of information on a daily basis: the
ability to sift through it and pull out what is relevant is a challenge. Particularly given how
rapidly the information can change.
7. Curiosity and imagination
Curiosity and imagination are what drive innovation and are key to problem solving. "We're all
born curious, creative and imaginative," says Wagner. "The average four-year-old asks a
hundred questions a day. But by the time that child is 10, he or she is much more likely to be
concerned with getting the right answers for school than with asking good questions.
"What we as teachers and parents need do to keep alive the curiosity and imagination that, to
a greater or lesser extent, is innate in every child."

jhonny

1. Give me 2 issues and 2 recommendations about CanGo.

Clip # 1

Elizabeth: -and it involves getting into a new market.

Gail: Okay, letâs go to it. Andrew: If the main issue is control, thereâs ways to protect ourselves and our interests.

Elizabeth: This is my company.

Maria: And if heads are going to roll, they say start at the top.

Warren: Yes! Narrator: Welcome to the Mastering Strategy episode âConcepts of Strategic Managementâ. [Telephone Rings]

Elizabeth: Hello? Julian on Telephone: Hi, sweetheart. Guess who?

Elizabeth: Hi, Julian. How are you? Julian on Telephone:

Pretty darn good. Elizabeth: Whatâs going on? Julian on Telephone: Iâve got to talk to you about a couple of things.

Elizabeth: Oh, come on. I know when somebody wants something. Julian on Telephone: Hmm. You know me; I admit that. Elizabeth: So games? Books? Music? Whose birthday is it? Julian on Telephone: Well now, itâs not anything like that, Liz. Why shouldnât I call Can Go exactly what it is, a success story from the Hudson Valley. You went from a tiny fledgling backwater company to one of the largest small companies in this area. Elizabeth: [Laughs] Well, we have a long way to go. But come on, I know that the president of the Hudson Valley Business Association has better things to do than inflate my ego. Page 2 of 2 Elizabeth, Gail, Andrew, Elizabeth, Maria, Warren, Narrator, Julian Page 2 of 2 Julian on Telephone: Liz, thatâs where youâre mistaken again. This is the most important thing I have to do this morning. Elizabeth: Well how do I get your job? Julian on Telephone: You mean informing the leader of the fastest-growing company in the Hudson Valley that sheâs been selected the Regentâs Business Leader of the Year? Elizabeth: What!? Julian on Telephone: By the way, Liz, when you speak at the next Chamber of Commerce meeting it would be great if you could focus on the how and the why of Can Goâs success story. Elizabeth: Are you serious? Julian on Telephone: Youâve done all the right things, Liz. Potential entrepreneurs want to know how you made it. Give them a game plan, okay? Elizabeth: Well, I donât know what to say. Julian on Telephone: For a change. Elizabeth: Well I will make you proud. Julian on Telephone: Already am. Talk to you later. Elizabeth: Okay, thanks. Bye. [Change Scenery] Elizabeth: Can Goâs development over the last few years â no. How did we plan this? How did I plan this? I donât know, it was an accident. Started a business, became a success. I canât do this. Iâm not going to. Iâm not. I canât. I wonât. Narrator: Now move onto the brief summary of concepts and then to the interactive exercises.

Clip # 2
Elizabeth: -and it involves getting into a new market.
Gail: Okay, letâs go to it.
Andrew: If the main issue is control, thereâs ways to protect ourselves and
our interests.
Elizabeth: This is my company.
Maria: And if heads are going to roll, they say start at the top.
Warren: Yes!
Narrator: Welcome to the Mastering Management episode âPlanningâ.
Warren: We donât want to overestimate our customers on this, Nick. If our
online games get hot and then fail and thereâs a downtime, then
those gamers are going to jump like rats off a sinking ship. Now
we have hardware we have to purchase, we also have some
software options to explore, and then thereâs bandwidth, license
and fee issues we have to consider. Thereâs plenty of time for
planning, so weâll be able to pull it together.
Nick: I hear you.
Warren: Now this is a top priority for you, all right. I want a full
implementation of online gaming, all right, with everything laid
out clearly.
Nick: Okay.
Warren: All aspects covered.
Nick: You got it, Coach.
Warren: You got it?
Nick: I got it.
Warren: Thereâs no defense on this; this is pure offense. Okay?
Nick: I hear you.
Warren: All right.
Nick: All right.
Page 2 of 2
Elizabeth, Gail, Andrew, Maria, Warren, Narrator, Nick, Whitney, Debbie
Page 2 of 2
Gail: Okay, this is your marketing file. This is deliveries. This is for
childrenâs books. Since you have such a great filing system, here.
Nick: Oh, actually, Gail, they go right over here. Thanks, Gail.
Whitney: Tenth row, corporate seats, wait service, and the team kicked butt.
Wish you were me last night? Nick? Nick!?
Nick: I was working last night.
Whitney: Yeah, right.
Debbie: Exactly what kind of surgery is this?
Nick: Look, I have to come up with this implementation plan for online
gaming; hardware, software, bandwidth issuesDebbie:
Easy, Nick. Do you need a little organizational help?
Nick: I â yeah.
Debbie: Well, whereâs your to-do list?
All this? Is anything prioritized?
Nick, have you ever heard of a Gantt Chart?
Nick: The, um â a Gantt?
Debbie: You need an organizational lesson. Why donât you ring me?
Nick: Iâll â Iâll do that.
Whitney: Yeah.
Nick: Yeah.
Oh.
Narrator: Now move on to the brief summary of concepts and then to the
interactive exercises.

BAM101 Lecture Notes - Lecture 1: Knowledge Economy, Teamwork, Technological Change

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