WELCOME!

1. WELCOME! MANAGERIAL COMMUNICATION MGMT2029 (MS22C) Department Of Management Studies 2012 -2013

2. MANAGERIAL COMMUNICATION MGMT2029 (MS22C) Department Of Management Studies 2011-2012 • Name, Email, Office & Phone • Paulette Henry, Ph.D. , Mona School of Business & Management, Room 2 (Former Department of Management Studies Building) (876) 977-3775 .henry@uwimona.edu.jm • Office Hours Tuesday 10:00 am -1:00 pm; Wednesday 10:00 am – 3:00pm; Other times by appointment • Class Times • Stream 11 Tue 2:00 pm – 3:00 pm IFLT • Steam 12 Wed 5:00 pm – 6:00 pm SSLT

3. Today We Will: • Do some housekeeping • NO Stream/Tutorial Switching Policy • Importance of Communication • What Research Says/UWI’s Strategic Aim • Managerial, Strategic & Operational Comm. • Course Outline • Syllabus • Tutorials • Assignment • Print and complete MBTI & Take to Tutorial

4. IMPORTANCE OF COMMUNICATION

5. The COMPLEXITY of Communication

6. Statement of the Problem Successful transition from academia to the 21st century workplace requires that college graduates acquire technical skills in their field as well as professional skills for interacting effectively with others … SOURCE: A 360-Degree Assessment Model for Integrating Technical and Professional Skills to Facilitate Successful Workplace Transition by Lorna Hayward and Betsey Blackmer Note: This research was supported by a 2007 grant from the NACE Foundation. http://www.naceweb.org/foundation/done/360degree/

7. Statement of the Problem Cont’d … Results of a 2006 survey of 431 human resource officials examined employers’ views on the preparation level of new entrants to the U.S. work force and maintained that “employers expect young people to arrive with a core set of basic knowledge and the ability to apply their skills in the workplace—and the reality is not matching the expectation.”

8. Statement of the Problem Cont’d … The missing essential professional skills identified include: Teamwork critical thinking communication personal accountability and effective work habits

9. Rating of Desired Communication Skills in College Graduates • Oral Communication Skills • Interpersonal Skills • Teamwork Skills • Analytical Skills • Leadership Skills • Written Communication Skills • Proficiency in Field of Study • Computer Skills Source: National Association of Colleges and Employers (NACE – USA), 1997

10. National Association of Colleges and Employers (2000) • Employers Rating of New Hire Skills • SkillMean • Interpersonal 4.54 • Teamwork 4.51 • Verbal Communication 4.51 • Analytical 4.24 • Computer 4.12 • Written Communication 4.11 • Leadership 3.94 • Note. 5-point scale. 1 = not at all important; 5 = very important • http://scholar.lib.vt.edu/ejournals/JCTE/v19n1/ricketts.html

11. National Association of Colleges and Employers (2000) Top Ten Personal Qualities Employers Seek RankPersonal quality 1 Communication skills 2 Motivation/initiative 3 Teamwork skills 4 Leadership skills 5 Academic achievement/GPA 6 Interpersonal skills 7 Flexibility/adaptability 8 Technical skills 9 Honesty/integrity 10 Work ethic 10* Analytical/problem-solving skills Note. * Tie http://scholar.lib.vt.edu/ejournals/JCTE/v19n1/ricketts.html

12. Managerial Communication Goals To align with and support the University’s

13. Managerial Communication Goals 2. To help students gain greater skill and confidence to communicate effectively as a managers. The course is designed to improve students’ ability to: • Analyze communication situations and develop effective communication strategies • Make successful formal and informal presentations • Give & receive feedback constructively

15. TUTORIALS • Mandatory • 12 Scheduled • Mon – Fri • Varying times • 8am • 7pm

16. COMMUNICATION SKILLS DEVELOPMENT CENTER • Objective – Self-Imptovement • Student Directed • The Center’s focus is on peer tutoring. So, what is peer tutoring? •  UWI-DOMS student offering advice to fellow UWI-DOMS students. They are not experts in speech communication; rather, because they have received training, they are able to observe things in a presentation that the average student probably would not. They are also an objective viewers, seeing things that any objective viewer might see but the speaker, because of his/her involvement in the presentation, would not. • Operations – will be announced

17. Managerial Communication

18. The Nature of Managerial Work • Remarkable similarity in management jobs • Jobs in the North American workplace cluster around core management roles: • Interpersonal • Informational • Decisional Henry Mintzberg, The Nature of Managerial Work

20. What Varies? The Emphasis • The entrepreneur role is gaining importance. • So is the leader role. Managers must be more sophisticated as strategists and mentors. • Managers must create a local vision as they help people grow.

21. Major Characteristics Of Managerial Work • Time is fragmented • Values compete; the various roles are in tension • The job is overloaded • Efficiency is a core skill

22. Management Skills Required • Technical Skills: Most valuable at the entry level; less valuable at more senior levels. • Conceptual Skills: Least valuable at the entry level; more valuable at more senior levels. • Relating Skills: Valuable across the managerial career span.

24. Talk is the Work • Managers across industries spend 75% of their time in verbal interaction: • one-on-one / face-to-face • telephone conversations • video teleconferencing • presentation to small groups • public speaking to larger audiences Borden, The Business of Talk

25. Managerial Communication Preferences

26. Major Channels: Talking/Listening • Meetings • Telephone • Electronic Mail • One-on-one Conversations • Interviews • Tours and Informal Visits • Social Events

27. The Role of Writing • The most important projects, decisions and ideas end up in writing. • Writing provides analysis, justification, documentation, and analytic discipline. • Writing is a career sifter. • Managers do most of their own writing and editing. • Documents take on lives of their own.

28. Communication is Invention • Managers create meaning through communication. • Managers figure things out by talking about them as much as they talk about the things they have already figured out.

29. Information is Socially Constructed • Information is created, shared and interpreted by people. • Information never speaks for itself. • Very little in life is self-explanatory. • Context always drives meaning. • A messenger always accompanies a message.

30. Your Greatest Challenge Every manager knows communication is vital. But every manager also “knows” that he or she is great at it.

31. Would All the Poor Communicators Please Stand? Deep down, managers believe they are communicating effectively. In ten years of management consulting, we have never had a manager say to us that he or she was a poor communicator. They admit to the occasional screw-up, but overall, everyone, without exception, believes he or she is basically a good communicator. Larkin, Communicating Change

32. Your Task as a Professional • Recognize and understand your strengths and weaknesses as a communicator. • Improve existing skills. • Develop new skills. • Acquire a knowledge base that will work for the 21st century. • Develop the confidence you’ll need to succeed as a manager or executive.

33. Strategic & Operational Communication

34. Strategic Communication

35. Strategic Communication Generating public support through effective communications is essential to the success of organizations. Companies must approach communications in a way that builds commitment to their mission, vision, and strategic initiatives. SOURCE: http://oracle-www.dartmouth.edu/dart/groucho/tuck_mba_program.syllabus?p_id=MC

36. Strategic Communication or Communication for Behavior Change The development of programs designed to influence the voluntary behavior of target audiences to achieve management objectives.

37. Strategic Communication Is an influence strategy • use of information, ideas, actions to influence attitude and behaviour of targeted audiences in support of the vision/mission of the organization

38. Strategic Communication

39. Many companies take a tactical, short-term approach to communicating with key constituencies, which is not only non-strategic but may be inconsistent with the corporate strategy or even impede it. • Exxon Corp.’s decision in 1989 to remain silent for days after the Exxon Valdez ran aground in Alaska’s Prince William Sound 2. AT&T Corp.’s decision to permanently lay off 40,000 employees on the first business day of 1996, http://sloanreview.mit.edu/the-magazine/articles/2005/spring/46315/the-strategic-communication-imperative/

40. 3. a CFO’s decision to avoid notifying senior managers about a downgrade of the company’s stock by a major investment bank 4. more recently, Merck & Co. Inc.’s decision to wait until pressured to pull Vioxx, its arthritis and acute pain medication, from the market are all examples of communications being used tactically as part of a short-term legal or financial orientation. SOURCE: http://sloanreview.mit.edu/the-magazine/articles/2005/spring/46315/the-strategic-communication-imperative/

42. Operational Communication

43. Operational Communication Management, by definition, is achieving results with and through other people. Therefore, all of the technical and analytical skills in the world are useless unless you can communicate — that is, explain, persuade, and collaborate with others either in writing, by interacting one-on-one, or through presenting to a group. SOURCE: http://oracle-www.dartmouth.edu/dart/groucho/tuck_mba_program.syllabus?p_id=MC

44. Operational Communication http://www.authorstream.com/Presentation/prachigupta787-178219-internal-operational-communication-entertainment-ppt-powerpoint/

45. Operational Communication The use of communications within and between business units/departments to accomplish business objectives using written, oral, aural, nonverbal and other communication tools to achieve business objectives.

46. Operational Communication • An international productivity survey found that poor communication was the biggest cause of company inefficiencies. • Poor interdepartmental communication, according to respondents in • USA - 53%, • UK - 50%, • Australia - 46%, • Asia - 48%, • Canada - 28% Source: bighttp://www.cuttingedgepr.com/articles/better-communication-to-improve-performance.aspgest cause of company inefficiencies.

47. Operational Communication • Workplace communication is probably the most important communication of all – because it directly affects profitability, or in the case of government entities, their efficiency and effectiveness. • Operational miscommunication is widespread. Staff, especially frontline staff, in any workplace encounter daily delays, duplication and unnecessary cost. Source: bighttp://www.cuttingedgepr.com/articles/better-communication-to-improve-performance.aspgest cause of company inefficiencies.

48. Operational Communication • You might also have observed many daily examples of workplace miscommunication. The bigger the organisation, the bigger the waste. Such occurrences take place frequently between departments, and between head office staff and branch staff or field staff. • All operational improvements resulting from communication improvements can be quantified in financial terms by simply calculating the dollar impact of increased sales, higher productivity, improved safety, better quality, etc. Source: bighttp://www.cuttingedgepr.com/articles/better-communication-to-improve-performance.aspgest cause of company inefficiencies.

50. Assignment – Tutorial Next Week Print and complete MBTI & - OURVle