Transcript Management Communincation: Principles and Practice LOGO

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Management Communincation:
Principles and Practice
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Chapter 1
Foundations of Management
Communication
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Chapter 1 Foundations of Management
Communication
Learning objectives:
Overview the field, main schools of thought;
Introduce basic analytical tools of management
communication;
Know the key ethical considerations;
Understand how to serve as a credible source.
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Chapter 1 Foundations of Management
Communication
Main contents:
Two schools of thought include behavioral and rhetorical
schools;
Communication attaches importance for manger’s
effectiveness;
Seven elements of communication (exhibit 1.1 Sample
Communication Analysis);
Perceptions on communication;
Three essential qualities of successful communication;
Qualities of effective communication;
Why business communication is unique?
Evolving communication channels?
Structure of the book and how to prepare a case..
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Chapter 1 Foundations of Management
Communication
Conclusion:
Both business students and executives must develop better
communication instincts;
Every successful manager, at one time or another must listen
to their audiences;
Technologies serve for broader communication strategy;
Practice can ensure the effective communication.
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Chapter 2
Setting Goals
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Chapter 2 Setting Goals
Learning objectives:
Defining and organizing communication tasks in a general
management context;
Know clarifying goals;
Identify the important goals and urgent goals;
Understand how to contribute to a case discussion;
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Chapter 2 Setting Goals
Sort your goals
According whether they are
Purpose
Strategy
Tactics
Tasks
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Chapter 2 Setting Goals
Keep in mind the distinction:
1
2
3
business
secondary
tertiary
(strategic)
(tactical)
(communica
goals
goals
tion) goals
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Chapter 2 Setting Goals
Reality testing: content
Personal position with the
organization
The general cultural climate
The available resources
How your area fits into
the larger organization
The organization’s
Traditions and
values
Content
The situation of your
Business vis-à-vis that
of competitors
Communication channels
Networks of personal
relationships
The interests and
Business of superiors
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Chapter 2 Setting Goals
Two major
considerations
Important
goals
Urgent
goals
may not be
urgent.
may not be
important.
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Chapter 2 Setting Goals
Conclusion:
 Quick, accurate decisions on urgency define the successful
manager;
 Learn defining your business goals and deriving your key
communication goals in the case;
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Chapter 2 Setting Goals
Case study: Yellowtail Marine, Inc.&
Study Questions:
What are Gilcrist’s responsibilities to the company? To the
employees who might resent her sudden appearance? To Boswell?
How would you rank the issues she faces in terms of relative
importance? Which are in conflict?
What long-term goals should she set for herself?
What should she do now?
How should she communicate her decisions?
What risks does Gilcrist face? What painful decisions should she
make?
Should she immediately move to make the company more marketoriented? How?
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Chapter 3
Audience Analysis
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Chapter 3 Audience Analysis
Learning objectives:
 Identifying, understanding, and ranking your audiences;
 Understand your audience is critical;
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Chapter 3 Audience Analysis
1.Who are my audiences?
2.What is your relationship to
my audiences?
3.What are their likely attitudes
toward my proposal?
4.How much do they already know?
5.Is my proposal in their interests?
Audience
Analysis
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Chapter 3 Audience Analysis
Examine each of these
audience individually
Primary
audiences
Secondary
audiences
iInclude key
decision-makers
and others whose
support you need to
carry out your
project.
Include those who
will be affected by
your project and
who, over the long
term, may have
some influence on
the decisionmakers.
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Chapter 3 Audience Analysis
Low
Join
Content
Control
(Executive
Power)
Consult
Sell
Tell
High
Low
Audience Involvement/(Authority)
High
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Chapter 3 Audience Analysis
Some rules of thumb for adopting your strategy:
Tell
When you are in complete command of
the necessary authority and information.
Sell
When you’re in command of the
information, but your audience retains
the ultimate decision-making power.
Consult
When you’re trying to bulid consensus
for a given course of action.
Join
When your point of view is one among
many.
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Chapter 3 Audience Analysis
Hostile
Audience’s
Attitudes
Positive
Neutral
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Chapter 3 Audience Analysis
Conclusion:
 Sell the benefits-what the audience will gain-rather than
features;
 The first principle of message design: the audience need to
know and believe to support you;
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Chapter 3 Audience Analysis
Case study: Weymouth Steel Corporation
Study Questions:
What key audiences need to be addressed in Weymouth’s
communication of good and bad news?
Where do their interests conflict? Overlap?
Most business communications involve good news for some
audiences, bad news for others. What does this imply about how
Weymouth should send its message?
What is Weymouth doing-telling, selling, consulting, joining?
What media should Weymouth be using to send its messages?
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Chapter 4
Point of View
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Chapter 4 Point of View
Learning objectives:
 Understanding competing communication motives, needs,
and viewpoints;
 Understanding interpersonal communication;
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Chapter 4 Point of View
Main contents:
Make your point of view clear in communication;
 Introduce Burke’s pentad: agent (our source), act(strategy
and tactics), scene (context), agency(mostly messages), goal;
Putting your point of view into action
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Chapter 4 Point of View
Conclusion:
 A manager must have a point of view and understand it
clearly;
 Recognizing and responding constructively to others'
perspectives;
 A communication will be effective if is clear about its own
bottom line and the driving concerns of other parties to the
decision.
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Chapter 4 Point of View
Case study: Smith Financial Corporation
Study Questions:
How well does Miller’s style and tone serve him in his E-mail explanations
of why Lotus Notes isn’t serving the company well? How would you do it
differently?
How well does Miller communicate his goals for the future of data
management at Smith Financial Corporation?
How sensitive is Miller to the knowledge levels and concerns of hia various
audiences?
Could you suggest a communication strategy that would have served
Miller better?
What does the case suggest about the problems that can arise in clashes
between various corporate cultures?
What role does personality play in communication? How can you, as
Socrates recommended, learn to “Know yourself” better?
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Chapter 5
Message: Content
and Argument
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Chapter 5 Message: Content and Argument
Learning objectives:
Shaping your argument that will achieve your goal;
Understand how to construct a crisp, clear, and well-
supported argument.
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Chapter 5 Message: Content and Argument
Main contents:
Boil the content down to a single sentence;
Identify which points are most important to which audiences, and modulate the
message to different audiences;
Introduce the two types of logical argument: deductive, inductive;
Three-part structure: given(major premise), since(minor premise),
therefore(conclusion);
Demonstrating the logic that has brought you to a conclusion , arguing from cause
and effect;
Take account of the “unlesses” that are in the minds of the audience;
 Evidence includes: facts and figures, appeal to common knowledge, anecdotal
evidence, appeal to authority;
 Test your logical argument against the following criteria: assumptions, proof,
inference;
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Chapter 5 Message: Content and Argument
Conclusion:
Examine all the factors involved in defining and shaping the
core content of your argument;
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Chapter 5 Message: Content and Argument
Case study: Cuttyhunk Bank (A)
Study Questions:
How do you evaluate the message Wilson gave Brock? Brock’s E-mail?
The April 25 letter?
Did flaws in the use of content, logic, evidence, or argument lead to this
problem?
What message does Cuttyhunk Bank need to send out now? How?
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Chapter 6
Structure
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Chapter 6 Structure
Learning objectives
Know the critical importance of structure in the
argument process
Know how to frame a clear and persuasive structure
Know the skills of opening, building, concluding
strategies in a narrative structure
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Chapter 6 Structure
Main contents:
Both deductive and inductive logic appear in all business communications.
After identifying your evidence, organize it into an argument, and frame a
clear structure.
Selecting a persuasive structure in support of your position.
Using the power of narrative to define your content and make most
effective use of argument.
Opening strategies should focus on how to getting attention.
Building strategies should focus on how to holding attention.
Concluding strategies should focus on how to letting go.
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Chapter 6 Structure
Conclusion:
Both business students and executives must understand the importance of
structure in communication.
Before communication, you need to decide how to organize your points
under a few main headings that will be memorable to your audience.
Developing an action-oriented structure with all the elements covered
earlier can be included in format.
The characteristics of good narrative are of the structural principles of
effective business communication.
Most business communications constitute a call to take some actions.
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Chapter 6 Structure
Case study: McGregor's Ltd. Department Store
Study Questions:
Once McGregor has chosen his arguments, what structure will work best
in this situation? One-sided of two-sided? Tell of sell? Given, since,
therefore? Recommendation, rationale, implementation? Storytelling?
What attitudes are executives and buyers likely to have toward the new
discount program? Which of McGregor arguments are likely to seem most
persuasive to them? Can you devise new arguments that may be more
acceptable to them?
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Chapter 7
Choosing Media
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Chapter 7 Choosing Media
Learning objectives:
Overview the field, main media of business communication.
Know the critical importance of choosing media.
Know how to choose right media to make sure the effectiveness of
messages.
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Chapter 7 Choosing Media
Main contents:
Choosing the right media will determine the effectiveness of messages.
You are well advised to choose the most personal medium, or combination
of media, capable of carrying your message.
Modulating your media choices to your message.
How to send a painful or bad message?
How to deal with crisis communication?
How to deal with factors before you sent out the urgent message?
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Chapter 7 Choosing Media
Conclusion:
Choosing the right media will determine the effectiveness of messages.
Downward communication is impossible.
More personal your communication medium, more likely your message will
reach your audience.
The choice of an extraordinary medium can by itself convey urgency and
importance.
People don’t want to get bad news, you can choose a proper media to
convey these painful messages.
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Chapter 7 Choosing Media
Case study: The Timken Company
Study Questions:
What key messages does The Timken Company need to send to its
workforce?
Does The Timken Company need to change its management of
communication practices in order to achieve its goals.
Once you’ve developed a plan of action and a strategy to communicate it,
what will sell it to top management?
What media mix should you use to convey your message?
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Chapter 8 Style and Tone
Style and Tone
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Chapter 8 Style and Tone
Learning objectives:
Identify different styles of communication;
Understand the difference of tones;
Learning how to apply the tones.
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Chapter 8 Style and Tone
Main contents:
Define the style of communication;
Identify difference between different managers under different situations;
How different styles affects;
Develop an ear for Tone, and Suit it to the subject and occasion;
Avoid exclusive language;
Avoid flattery;
Use humor when appropriate;
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Chapter 8 Style and Tone
Conclusion:
 Applying considerations of style and tone to specific communication
situations need to be cautious.
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Chapter 8 Style and Tone
Case study: Vanrex, Inc.
Study Questions:
What is the problem at the Vanrex plant? Is it just a problem of perception
or of the residents’desire for zero emissions? Are there real problems with
the control of stack emissions and fugitive dust?
 What steps have been taken to reduce emissions at the plant?
What common features of technical language are exhibited by Rubin’s
report? Cite some specific examples.
 What differences do you note betweenRubin’s style and tone and those of
Evan Lynn, the reporter for the Hayestown Clarion? Which style is likely to
have greater impact on the general public?
What steps might Vanrenx take to improve its image and community
relations in Hayestown? What groups would be appropriate audiences for
the company to address? What message should it communicate? What
media should it use?
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Chapter 9
Giving and Receiving
Feedback
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Chapter 9 Giving and Receiving Feedback
Learning objectives:
Overview the field, main points of feedback.
Know the critical importance of listening in the communication process.
Know feedback is an important element in the discussion of any
communication effort.
Understand how feedback actually works.
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Chapter 9 Giving and Receiving Feedback
Main contents:
Giving and receiving are essential managerial skills.
Listening to your audiences in a business communication will help you
achieve your goals.
Several major factors inhibit feedback.
Several key factors determine the effectiveness of managerial feedback.
Some guidelines can improve your experiences as giver of feedback.
When do you need feedback, how can you get it?
Some guidelines to improve your hearing while receiving feedback.
Evaluate feedback means evaluate your sources.
Two quotes aptly summarize the challenges of giving and receiving useful
feedback.
Consideration of feedback leads to a more general observation implicit in
the effective business communication.
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Chapter 9 Giving and Receiving Feedback
Conclusion:
Both business students and executives must understand the feedback is
essential skills in communication.
Every successful person, must listen to their audiences both downward
and upward feedback.
As a recipient of feedback, you must cultivate the habit of listening to your
sources.
Both giving and receiving feedback are among the high arts of
management, and demand very special skills.
Feedback must focus on things the recipient has the power to change.
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Chapter 9 Giving and Receiving Feedback
Case study: Bailey & Wick
Study Questions:
What are the most important ways people communicate with one another
in a complex high-pressured organization?
What are the trade-offs among responsibility, legitimate self-interest, and
training at Bailey & Wick?
What are the differences between how juniors can talk to seniors and how
seniors can talk to juniors?
What institutional changes in communication practice could benefit this
organization? How might they be communicated?
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Chapter 10
Managing Meetings
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Chapter 10 Managing Meetings
Learning objectives:
Overview the field, know the meeting managements procedures and key
points.
Know how to running and participating a meeting.
Know how to prepare a meeting.
Know how to make the meeting participation more successful.
Know what sorts of meeting participant you typically are.
Know how to use meeting checklist.
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Chapter 10 Managing Meetings
Main contents:
Several key questions can help focus your preparation and participation.
Several techniques can make your meeting participation more successful.
Going into the meeting, consider what role you will play.
How to make your role-playing strategy?
Most executives spend a lot of time to manage meetings-meeting checklist.
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Chapter 10 Managing Meetings
Conclusion:
Running and participating in meetings are two of the toughest managerial
tasks to do well.
Cultivate the good habit of listening on any meeting.
A little conscious planning can make the difference between success and
failure.
Planning you role ahead of the performance can help avoid the pitfalls.
Good managers have a general meeting strategy as well as a specific plan
for each individual occasion.
Start by defining what sort of meeting participant you typically are.
Think for a minute about which of these categories your colleagues would
put you in.
To review the materials covered in the meeting by meeting checklist.
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Chapter 10 Managing Meetings
Case study: Lincoln Park Redevelopment Project
Study Questions:
How well did Clarke prepare for this meeting? What, if anything, should
she have done differently?
How well has she used electronic communication?
 What agendas did the vagarious participant bring to the meeting?
Are there any lessons you can draw form the case about how to manage
crossfunctional teams?
What should Clarke do next?
What general lessons have you learned form meetings you’ve participated
in of led?
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Chapter 11
Communicating
Changes
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Chapter 11 Communicating Change
Learning objectives:
Understand eight barriers when organization considers a change.
Know five ways to make sure manager’s change projects have a greater
chance of success.
Identify eight steps to transforming an organization.
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Chapter 11 Communicating Change
Main Contents:
Eight barriers need to be considered when an organization announces
change.
There are five ways to make sure change projects have a greater chance
of success when changing from the middle.
There are eight steps to transforming an organization when changing from
the top.
Two major types of organizational change efforts: top-down and bottom-up.
Prepare both foreseeable and unforeseeable consequences for any
change.
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Chapter 11 Communicating Change
Conclusion:
This topic requires additional emphasis because doing a good job of
communicating a change you’ve decided upon is only the first step in
making it happen. Any change, whether from the bottom, the middle, or the
top, will cause both foreseeable and unforeseeable consequences; be
prepared for both.
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Chapter 11 Communicating Change
Case study: Hammermill Paper Company
Study Questions:
How should corporate headquarters communicate the new planning procedure to
the organization? Who should constitute the primary audience for communications
about the planned change? Are there important secondary audiences? What role
should written communications play in introducing the change? What role should oral
communications play?
Who should be the primary source for communications about planning with each
audience? What role should the CEO play? What role should the “responsible office”
play? In general, who should be the primaryspokesperson(s) for the change?
 What are the most important changes introduced by the new planning procedure?
What feature of the new planning procedure should be included in an initial
announcement?
 Given the concerns and informational needs you see as important for your target
audience, what style, tone, and argumentation are appropriate in a communication
explaining the planned change?
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Chapter 12
Communicating
with External
Audiences
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Chapter 12 Communicating with External
Audiences
Learning objectives:
Understand all kinds of external audiences for business.
Know the reason why junior manager need to be highly sensitive to press
relations.
Understand how to deal with press as a successful manager.
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Chapter 12 Communicating with External
Audiences
Main contents:
All kinds of external audiences for business.
Sensitive to press relations as a junior manager.
The relationship between successful manager and press.
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Chapter 12 Communicating with External
Audiences
Conclusion:
All these rules apply to internal and external organizational
communications about situations likely to become public. Superiors will
almost always appreciate savvy advice from subordinates about how to
handle public relations situations, whether these are opportunities or
problems.
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Chapter 12 Communicating with External
Audiences
Case study: Oxford Energy
Study Questions:
How should Rettger prepare for his upcoming Derry presentation?
How would you analyze his probable audience?
What main topics would you suggest for Rettger’s speech? How would
you organize them?
How effective is Oxford Energy’s brochure? Does it include unnecessary
repetition or overly technical language?
What questions should Rettger be prepared to answer?
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Chapter 13
Diversity and Intercultural
communication
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Chapter 13 Diversity and Intercultural
communication
Learning objectives:
Group the language according to the different culture;
Learning how the different cultures affect the negotiation style.
Aiming to be a citizen of the world.
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Chapter 13 Diversity and Intercultural
communication
Main contents:
Knowing the diversity of the language and culture;
Group the cultures of the whole world;
The reason why should cultures be grouped?
How the different cultures affect the management communication;
Intercultural communication practice
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Chapter 13 Diversity and Intercultural
communication
Conclusion:
The successful manager of the future increasingly will be required to be
citizen of the world.
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Chapter 13 Diversity and Intercultural
communication
Case study: Reed-Watkins Pharmaceuticals
Study Questions:
 What internal multicultural communication issues does international Oil
face?
 To what degree should International Oil adapt its business and ethical
practices to the realities on the ground?
 What communications challenges does Schwaneger face both inside and
outside the organization?
 What extra support could Schwaneger provide to his field managers?
 What, if anything, should Schwaneger recommend to top management?
 What political pressures within the EEC should be taken into
consideration in International Oil’s decision-making?
 How should the company balance the convenience of electronic
communications with the benefits of personal contact?
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Chapter 14
Personal and
Corporate
Ethics
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Chapter 14 Personal and Corporate Ethics
Learning objectives:
 Introduce the reason why personal and corporate ethics is so important
for a successful manager.
 Learn Milton Friedman and Kenneth E. Goodpaster ’ views about ethical
issues.
 Understand what sort of personal and corporate actions to do when
considering ethic issues.
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Chapter 14 Personal and Corporate Ethics
Main contents:
 The core meaning of personal and corporate ethics and why it is so
important for a successful manager.
 Milton Friedman’s view about ethical issues
 Kenneth E. Goodpaster ’ simple grid to define ethical situations.
 Three major ethical frameworks----Utilitarianism, Contractarianism,
Pluralism.
 Ethics in action.
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Chapter 14 Personal and Corporate Ethics
Conclusion:
 Personal and corporate business ethics could largely be summarized by
the motto: Do what’s in the best long-term interests of your shareholders--even if that won’t please Wall Street this quarter. You’ll probably be
doing the best thing for yourself and for your organization.
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Chapter 14 Personal and Corporate Ethics
Case study: Hal of Erhardt & Company: One Audi
Senior’s Dilemma
Study Questions:
 What should hal say to Frank (and to others at the office)?
 What are the reasons for saying it? How should he say it?
 What would the consequences of any given course of action be for Hal
and for others at Erhardt & Company?
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Chapter 14 Personal and Corporate Ethics
Case study: McArthur Place
Study Questions:
 Is Carolyn’s request to cover John’s phone bills quietly unethical?
 Does the case suggest that John has in fact been treated unfairly?
 Should Emily’s friendship with Carolyn have any effect on her decision?
 Should Emily’s consult with others before taking action? Who?
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Chapter 15
Electronic
Communication
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Chapter 15 Electronic Communication
Learning objectives:
Know different kinds of electronic communication.
The advantages and disadvantages of different of electronic
communication.
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Chapter 15 Electronic Communication
Main contents:
Telephone, networking, faxes, websites and other approaches in the
development of electronic communication
The advantages and disadvantages to use these approaches.
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Chapter 15 Electronic Communication
conclusion:
All these ways play an vital role to develop electronic communication
How to avoid the disadvantages of these ways is what we should
consider.
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Chapter 15 Electronic Communication
Case study: The E-Mail Encounter
Study Questions:
 How does communicating by E-mail vary from telephone conversation or
talking personally?
 Was the tone of the E-mails Susan sent and received inappropriate? If so,
how?
 What steps should Susan take next?
 Evaluate John Blackwood’s and Susan Sullivan’s communications from
an ethical standpoint. Was either guilty of unethical behavior. Why or why
not?
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Chapter 15 Electronic Communication
Case study: Unifone Communications
Study Questions:
 Should Leonard’s goal be to repair the relationship with WorldNet?
 To what extent is it his responsibility to decide corporate strategy?
 What should he say in the memo?
 How do point of view collide between individuals? Between corporate
cultures?
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Chapter 16
Effective Writing:
A Brief
Manual of Style
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Chapter 16 Effective writing: A Brief Manual
of Style
Learning objectives:
 Understand communication skills when the writer writes the paper.
 Know the manual of style for an effective writing.
 Know the skills of an effective writing.
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Chapter 16 Effective writing: A Brief Manual
of Style
Main contents:
 Sentence structure.
 Word choice
 Punctuation and mechanics
 Paragraph unity and coherence
 Text formatting
 A quick note on structuring job application letters
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Chapter 16 Effective writing: A Brief Manual
of Style
conclusion:
 All these principles of good writing return to the fundamental premise of
successful communication: Understand and protect your audience. Make
your points clearly, pitch your argument at a level the audience can
understand ,and don’t waste any time.
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Chapter 16 Effective writing: A Brief Manual
of Style
Case study: Dotsworth Press
Study Questions:
 How would you define the problem that has arisen between Dick Garanti
and Mary Wilson? What aspects of the scene have particular bearing on
the problem?
 Evaluate Dick’s formal and informal appraisals od Mary so for. Has he
provided clear and effective feedback? Has Mary responded
appropriately to his comments and direction?
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Chapter 17
Effective Speaking:
A Brief Manual
of Style
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Chapter 17 Effective Speaking: A Brief Manual
of Style
Learning objectives:
 Understand communication skills when speaker facing an audience.
 Know the manual of style for an effective speaking
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Chapter 17 Effective Speaking: A Brief Manual
of Style
Main contents:
 Preparation in making speeches.
 How to make a good structure in your speech.
 Six basic principles in delivering your speech.
 Five general rules of using graphics effectively.
 How to achieve success in group presentations.
 How to handle questions and Answers in speech presentation.
 Three points in personal conversational style.
 Four steps before and during a job interview.
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Chapter 17 Effective Speaking: A Brief Manual
of Style
Conclusion:
 All the discussion above suggests some ways that managers can be
adapted to the special situation of a speaker facing an audience. All in all
strong oral presentations require preparation, clear structure, and
effective delivery.
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Chapter 17 Effective Speaking: A Brief Manual
of Style
Case study:” Fair is Fair,” Isn’t It?
Study Questions:
 How did the problem in this case arise? Who is responsible for the
current situation? What might he or she have done differently? What
should Dean Frederick do now? what should Laura Adams do now?
 What argument can be made in favor of the university policies regarding
employee enrollment in courses during working hours?
 What argument might be made opposing these policies and their
implications for Laura Adams?