Management Communincation: Principles and Practice

1. Management Communincation:Principles and Practice

2. Chapter 1 Foundations of Management Communication

3. 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.

4. 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..

5. 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.

6. Chapter 2 Setting Goals

7. 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;

8. Tasks Purpose Strategy Tactics Chapter 2 Setting Goals Sort your goals According whether they are

9. 1 2 3 Chapter 2 Setting Goals Keep in mind the distinction: business (strategic) goals tertiary (communication) goals secondary (tactical) goals

10. 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 Networks of personal relationships Communication channels The interests and Business of superiors

11. Chapter 2 Setting Goals Two major considerations Important goals may not be urgent. Urgent goals may not be important.

12. 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;

13. 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 market-oriented? How?

14. Chapter 3 Audience Analysis

15. Chapter 3 Audience Analysis Learning objectives: • Identifying, understanding, and ranking your audiences; • Understand your audience is critical;

16. Chapter 3 Audience Analysis 1.Who are my audiences? 2.What is your relationship to my audiences? Audience Analysis 3.What are their likely attitudes toward my proposal? 4.How much do they already know? 5.Is my proposal in their interests?

17. Chapter 3 Audience Analysis Examine each of these audience individually Primary audiences iInclude key decision-makers and others whose support you need to carry out your project. Secondary audiences Include those who will be affected by your project and who, over the long term, may have some influence on the decision-makers.

18. Join Consult Sell Tell Chapter 3 Audience Analysis Low Content Control (Executive Power) High Low High Audience Involvement/(Authority)

19. When your point of view is one among many. Join When you are in complete command of the necessary authority and information. Tell When you’re in command of the information, but your audience retains the ultimate decision-making power. Sell When you’re trying to bulid consensus for a given course of action. Consult Chapter 3 Audience Analysis Some rules of thumb for adopting your strategy:

20. Hostile Audience’s Attitudes Positive Neutral Chapter 3 Audience Analysis

21. 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;

22. 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?

23. Chapter 4 Point of View

24. Chapter 4 Point of View Learning objectives: • Understanding competing communication motives, needs, and viewpoints; • Understanding interpersonal communication;

25. 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

26. 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.

27. 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?

28. Chapter 5 Message: Content and Argument

29. 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.

30. 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;

31. Chapter 5 Message: Content and Argument Conclusion: • Examine all the factors involved in defining and shaping the core content of your argument;

32. 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?

33. Chapter 6 Structure

34. 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

35. 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.

36. 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.

37. 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?

38. Chapter 7 Choosing Media

39. 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.

40. 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?

41. 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.

42. 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?

43. Chapter 8 Style and Tone Style and Tone

44. Chapter 8 Style and Tone • Learning objectives: • Identify different styles of communication; • Understand the difference of tones; • Learning how to apply the tones.

45. 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;

46. Chapter 8 Style and Tone • Conclusion: • Applying considerations of style and tone to specific communication situations need to be cautious.

47. 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?

48. Chapter 9 Giving and Receiving Feedback

49. 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.

50. 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.