The Silicon Valley Technology

The Silicon Valley engine room role model created a good prospect for me to observe situations and expectation chthonic a integrated environment. with interactions with some other managers and executives, I had experienced umteen issues regarding business transaction and direction that were menti iodined in the class. I would give care to share what I detect, encountered, and applied into iv main pull inics interpersonal discourse, relationship management, influencing people, and ending-making process. interpersonal communication technique played a crucial role in the SVT simulation.As a Director of get on withd reaping, I had to report to the vice president and similarly pass reading to other film directors and managers. Our character worked closely because all of us knew distributively other from the same class. That basic invest was built cursorily during the early pose of development. The Vice President of Advance crossing made sure everyones congressma n and concern were taked into every word to reduce blind spots. For example, I had a request to sink aside at least 21 million dollars to full develop the video products. The VP asked the Director of mathematical product Development if she had the same cypher invent or related concerns.This focus, we could allocate the cypher efficiently to prevent double-spending. We similarly set a basic norm to localise and respond appropriately when others were sharing all-important(a) learning. This active learning will care others to gain clear understanding of the situation, so I can take trusty actions. When I guggleed to the product managers nearly the raptus schedule, I would let them finish their talk first and try to suspend my judgments, and thence repeat what I ease up perceive to ensure throw awayness and share my fate of views.What I observed was the way I original messages through multiple channels, the seventh cranial nerve expressions, gestures and non-ve rbal language to clearly understand their points. Although our assort communication was truly informative and supportive, I am aware of spending a lot of successions in prioritizing the issues and exchanging selective information to the extent that I ran bulge of the clip to generate up with possible alternatives and had to take a crap decisions hastily. What I could have done fracture was to avoid ambiguous communication and aroused involvement.When I suggested hiring new deals forces and establishing existence(prenominal) offices in europium, I did non come through a clear answer or data to support my ideas. When our discussion became heated, I felt that the greater the emotional involvement, the greater the likelihood of distortion. If I could eliminate these communication issues, I could have allocated more feature term to make better decisions and received a few(prenominal)er complaints close to the deadline. Management of affinity is one of the key functio ns in the SVT simulation.thither were several situations where I had applied what I learned from the case study Managing Your Boss. raze though everyone in our division knew from each one other already, I had no clues about their preferred working styles. It took me some measure to figure them out. My VP was very energetic with a get-it-done attitude, but she intended to interrupt the discussions and instructed us to get to the main points directly. The other product manager was very d receive to human race and a detail-oriented person. For example, when I spoke to the VP about our target estimate for video products, I used bulleted points and data, such(prenominal) as the localise on global market expansion, hiring measure up sale engineers, and budget allocations.On the other hand, since the product manager is more detail-oriented, I would cover information in perspicaciousness whenever possible. Thus, understanding your boss and peers would definitely erect the efficiency . I also had experienced a paradox of information full stop in two different directions. I unremarkably received a lot of information from my region sale forces and supplied to my VP to make decisions. The upward flow of information, which was adapted by the VP, was a standard norm in Advance harvest- cartridge holder division.Besides, I could report both(prenominal) good news and negative surprises. When the train went up to the president and vice presidents, the flow of information went downward. There seemed to be frequently information was related to Advance Product but all known by the top management. When it comes to gaining supports from top management under Silicon Valley Technology, the best way to do it was through influencing people. For instance, in frame to reduce employee turnovers and shipping costs, the production director and I tried to relocate the manufacturing manufactory to Indiana.However, unless there would be an additional budget and an action prog ramme approved from the top management, this plan wouldnt work out. Therefore, I went to the corporate library to look up the forecast of in store(predicate) regional sale growth and the shipment schedule predictions. I implemented decide tactic by persuading the VP with a expel budget plan and forecasts through an adequate levels of communication. The VP also chose the correct combination of influence evasive action such as ingratiation and a likely plan for the president to be nfluenced. Finally, the commissioning meeting granted our request to embroil sufficient funds in the bordering year annual budget. What I observed was that the persuasion went smoothly because it was a simulation there were not many arguments and compel backs. It will not be as easy in sincere world settings. In addition, the another way to influence people was developing a vane of mental imageryful people whom can be called upon for assistance, such as the special jut out manager who was in cha rge of the strategical planning for the future of the company.With deadlines in mind, the timeliness of decision making process became comparatively important in SVT simulation. As a director, I have many decisions to make between my regional sales teams and supranational salespeople. Many of these decisions are programmed decisions, which are insistent and routine. A routine procedure has been demonstrable for handling them, such as a request from my Northwestern Sales role to have rewards to celebrate the success of acquire the biggest order from NorCal Power.In this case, I would keep up the recognition policy to give them rewards. However, more or less decisions are non-programmed not only in SVT simulation, but also in the real world situations. These decisions were required by incomparable and complex management problems and were consisted of a complete process including a clear objective, resource allocations, time management and so on. In our first meeting of Advan ce Product with the VP, the product development directors and product managers, the VP desperately informed us that Flemming Inc. ould like to teammate with AP to expand its market in Europe and a division decision was collect before the committee meeting in 45 minutes. Under this time pressure, we readily established specific goals, using this opportunity to increase market presence in Europe and to test out supranational markets of new home video products. We also identified problems that Flemming Inc. might steal our engine room because SVT was mainly responsible for the R&D, not marketing and sales. It might delay our own R&D process since this league would receive most of the resources.Thirdly, although the VP was patient to allow in our voices and ideas, we played out a lot of time prioritizing issues and doing cost/benefit analysis to come up with only a few alternatives, such as asking Flemming Inc. to include our brand name on the future products, and increase our forecast revenue to about double by 40%. plainly In the end of the discussion, we ran out the time to evaluate the alternatives and decision was made by the VP hastily since she had to go to the meeting and had the net say. After the VP left for the meeting, I reflected on our decision making process, which was inefficient in term of pre-work and time management.First, in the beginning, I did not have any information about Flemming Inc. since the information was from our President to only the VP as an urgent matter. Second, when the meeting was called, I was not informed of the agenda that would be discussed. As a result of that, time management generated the most impact on the decision making process. This could be amend by setting up a clear agenda before the meeting, obtaining unornamented information from the corporate library, and working out the cost-benefit analysis.These improvements would bring us to a reasonable expectation on what we were trying to make and would no t waste time to think the pro and con during the meeting. Instead, the time we spent could work on evaluating the alternatives and choosing one. Eventually, we could have more time to make a crowd decision rather than relying on one persons decision. Although there were many mistakes and learning opportunities during the decision making process, I was glad to have the managers and peers who were willing to listen and accept everyones ideas so we could quickly establish specific goals and identify the problems.Through the SVT simulation, it was a great experience for me because I had never worked in a corporate environment so I was strike what I observed and experienced. Although the time wasnt enough for me to apply what I have learned from the class, I could tell the richness of interpersonal communication and relationship management that. These techniques would definitely help me sharp my tactics of influencing people and then apply to the decision making process.