Case Study Analysis: Banning Email

Case Study Analysis: Banning Email
Angela Marie (Amarie) Barker
MGT 300 – Principles of Management
Colorado State University – Global Campus
Dr. Chenee Gilbert
November 2nd, 2014

Case Study Analysis: Banning Email
The case analysis of US Cellular revealed that an average corporate employee sends and receives up to 112 emails daily. In order to combat the unproductivity of email, Executive Vice President at the time Jay Ellison issued a ban on email every Friday. Initially employees were upset about the ban, arguing that the amount of work that gets done over email trumps the amount of time it consumes at work. However, eventually employees who were forced to use other methods of communication, for example, phone conversations and face-to-face meetings, found that their productivity increased (Robbins, DeCenzo & Coulter, 2015). The volume of messaging that comes through email has increased faster than the general public using the medium has been able to learn how to manage it (O’Bannon, 2010). The underlying problem of email unproductivity is not simply the technology, but the lack of effective personal time management.
Is Email Generally Unproductive in the Workplace?
When not utilized efficiently, email can be unproductive in the workplace, however, with strict discipline, and by adhering to best practices, email can greatly increase the volume and speed of work completed. One study showed that it took an average of 25 minutes for an employee to resume working on the project at hand after being interrupted by an email. Beyond the initial email that interrupted the work flow, people may take the opportunity to check other unopened emails, check social media, or text non-work related associates (Unknown, 2009). These behaviors exemplify that technology itself is only half of the problem; the other half is people’s own lack of self-discipline.
Just as with other methods of communication, there are best practices that should be adhered to when utilizing email to be well managed and efficient. US Cellular’s ban on email has been adopted by other executives to varying degrees. Turning off alerts, setting up good spam blockers, and scheduling designated email times during the day are examples of efficient email usage. Utilizing folders and subfolders and printing or deleting emails promptly are ways to manage email, rather than just respond to it. Finally, although email is “instant,” not all emails are emergencies or need immediate action; there are alternate modes of communication that can be activated if the situation is urgent (O’Bannon, 2010).
Volume of Average Employee’s Email
“Information overload” was first introduced by Gutenberg and the invention of the printing press in the mid 1900’s. In the digital age we live in, professionals can be exposed to up to 1.6 GB of information per day (O’Bannon, 2010). In light of this, the average amount of emails the employees at US Cellular sent and received (about 14 an hour) is not surprising. There are aspects of receiving that many emails that create challenges such as spam, poor organization, and invasiveness.
Challenges of dealing with high volume of email
The techniques used to overcome the challenges of dealing with a high volume of emails can come on an individual level, or an organizational level. On an individual level, there are tools that come in the form of technology, as well as personal mind-set. For example, Outlook provides the ability to prioritize emails by importance, or by sender. Jerry Michalski as cited by Unknown (2010) says, “You have to be Zen-like. You have to let go of the need to know everything completely” (para. 24). Help for organizations can also come from technology or a change in culture. An example of a software tool that companies can embrace for managing email is “Postware”; which requires employees to affix a non-cash “stamp” to internal emails, drawing from a fixed daily allotment (Unknown, 2010). Organizations can create norms that encourage limited use of email such as an “email free morning” or replace sending a weekly report through email with a verbal presentation of the material.
My volume of email and how much it has changed
My current volume of work emails is slightly under the average with approximately 50-60 emails sent and received per day (in my personal work account). I began a year ago at my organization as an entry-level agent; at which time I sent and received approximately 2-5 emails per day. As I have been promoted first to a lead, and then to a manger, my volume of email has increased accordingly. In addition to my personal email, I also maintain four other email addresses that stem from order confirmations, ticket inquiries, group sales inquiries and internal departmental accounting. These inboxes can receive between 50 – 200 emails per day collectively.
How I have changed my email habits
I use a robust set of tools and techniques to manage my volume of emails, not only in my personal inbox, but also in the other organizational inboxes, which I maintain in conjunction with the other department manager. I arrive at my office fifteen minutes before scheduled to work, and open all of the inboxes that fall under my responsibility right away. I look through my own emails and respond to those that only need a simple, quick response first and then file them in the appropriate folder (or subfolder) immediately. At this time I also flag emails that will need further addressing or contain action items for later in the day. The inboxes that are a shared responsibility have very clear folders and sub folders indicating the action needed (or completed) within each email. There is also a shared flagging system set in place to communicate to the other person using the inbox as to the state of the email. By the end of the day, the only emails remaining in my inbox or that of the shared inboxes are those that are still in process or need follow up.
Social Media Tools to Replace Email
Some organizations have either developed or adopted forms of social media to replace or reduce the amount of internal email. These sites follow the format of popular social media such as Facebook by allowing users to set up profiles, form groups and “follow” co-workers. However, the purpose of these sites is less focused on the “social” aspect and more centered on sharing knowledge, identifying roles, and collaborating on work projects. Rob Zell, a leadership development specialist as cited by Raice (2012) “use(s) the analogy of the virtual water cooler. People talk about what’s going on in an informal way and have some formal documentation to keep track of best practices” (para. 9).
Pros and Cons of social media tools
Social media in the workplace is a relatively new tool and while it shines in some areas, there is room for improvement. Getting employees to “buy-in” to a certain social media site intended to enhance productivity can be a difficult hurdle. To overcome this, top-level executives must show their support. Employees are more likely to utilize social media when they know that their superiors are using it to obtain feedback from them (Raice, 2012). The result of this can be a more unified, cohesive organization.
Organizations must be aware of potential legal and security concerns before launching into any social media site. Information obtained in emails or social media sites is now admissible in court. Organizations should set clear guidelines and policies to be followed when conversing on either email or social media work sites. The internet can be a very unsecure place to store data. Managers should also ensure that strict confidentiality agreements are in place to mitigate the risk of exposing sensitive information (Robbins, et. al., 2015).
Implications for a Manager
There are many aspects for a manager to consider when striving for optimal email productivity within a department or an organization as a whole. A manager should set an example to their subordinates in regards to email etiquette including quantity, tone, and expected response time. A tool I use within my department is the “read receipt.” This tool tells me when an individual has read an email. Based on the receipts I receive, I can follow up with individuals on whether or not they have read a certain email. As with all aspects of management, one should be sensitive to their co-workers preferred style of communication. There are members on my team that I know do not respond well to emails, so as a general practice, I will print the memo I am sending and hand deliver it to these individuals.
Conclusion
Research shows that the stress of not being able to process information as fast as it arrives can deplete and demoralize a person (Unknown, 2010). There is hope though, we must learn why email can be unproductive, and then what tools are available to combat that unproductivity. In my role within my organization, email is vital to performing my duties effectively and efficiently. While the thought of sending and receiving 112 emails a day can be daunting for some, it is the norm for many corporate workers these days. With proper time management, guidelines, and structure, email can heighten work productivity.
References
O’Bannon, I. M., (2010). 5 Tips for Improving Email Management. Cygnus Business Media, 14.
Robbins, S. P., DeCenzo, D. A., Coulter, M., (2015). Fundamentals of Management: Essential Concepts and Applications, Ninth Edition. Upper Saddle River, NJ: Pearson Education, Inc.
Raice, S., (2012) Social Networking Heads to the Office. The Wall Street Journal. Retrieved from http://online.wsj.com/news/articles/SB10001424052702304459804577285354046601614Unknown, (2009) Death by Information Overload. Harvard Business Review. Retrieved from http://hbr.org/web/2009/september/death-by-information-overload

References: O’Bannon, I. M., (2010). 5 Tips for Improving Email Management. Cygnus Business Media, 14.  Robbins, S. P., DeCenzo, D. A., Coulter, M., (2015). Fundamentals of Management: Essential Concepts and Applications, Ninth Edition. Upper Saddle River, NJ: Pearson Education, Inc. Raice, S., (2012) Social Networking Heads to the Office. The Wall Street Journal. Retrieved from http://online.wsj.com/news/articles/SB10001424052702304459804577285354046601614Unknown, (2009) Death by Information Overload. Harvard Business Review.  Retrieved from http://hbr.org/web/2009/september/death-by-information-overload