Marketing Manager Course - Chapter 15

e Improve assertive communication, presentation, nonverbal, and listening skills.. e Possible barriers to communication tncludes: > Differences in employee status and power > Divers

© 2004 The McGraw-Hill Com

Chapter

naging Communicat

leammg Objectives

Afterreading this chapter, you should be able to:

e Understand the process of communication

e Eliminate barriers that distort the meaning of information

e Analyze the basic patterns of organizational

communication

e Develop the skills of organizing and running effective

meetings

e Master electronic forms of communication such as e-mail

and know when to use them

e Work with an organization’s informal communication

e Improve assertive communication, presentation, nonverbal,

and listening skills

_ The McGraw-Hill Companies, Inc All rights reserved

The Proce unic ation

e Communication 1s a process that

involves the transmission of

meaningful information from one

party to another through the use of

The commie Process:

e Feedback allows the sender to clarify the message if its

true meaning 1s not received

ational ons

Pa tte m

e Communications in organizations can be complex

e Possible barriers to communication tncludes:

> Differences in employee status and power

> Diversity

> Differences 1n interests

McGraw-Hill The McGraw-Hill Companies, Inc All rights reserved

zZational

Ons

Constructive Feedback

e Focus your feedback on specific behaviors that

were successful or that were unsuccessful

e Keep personality traits out of your feedback by

focusing on what rather than who

e Investigate whether the employee had control over

the results before giving feedback about

unsuccessful behaviors

e Feedback should be given as soon as possible

e Ensure privacy when giving feedback about

negative behaviors

— The McGraw-Hill Companies, Inc All rights reserved

McGraw-Hill

Communication Channels Ranked

by Information Richness

Richest Channel Physical Interactive Personal static > Leanest Channel Impersonal static

presence (face- channels channels (memos, channels (fliers,

to-face, (telephone, letters, reports bulletins,

meetings) electronic media, tailored to generalized

voice mail, e-mail) receiver) reports)

Electronic Communication

Schedule the meeting for an appropriate place

Create an agenda for the meeting and distribute

It ahead of time

Kstablish rules for participation

Follow the agenda’s time limits for each topic

Leave some open time for topics not on the

it

i

End the meeting with a plan of action ee Ut

/

Informal Communication

e Also called the grapevine — informal communication

that takes place at the workplace

> can be about promotions and other personnel decisions

> can be about company events (new products, downsizing)

> must be managed so that negative rumors do not hurt

morale

e Management by Wandering Around (MBWA) -

dropping in unannounced for spontaneous

conversations

> builds levels of trust

> stops harmful rumors

Assertive Communication Skills

e Assertive communication skills—communicate in ways

that meet one’s own needs while at the same time respecting the

needs and rights of others

e Several less effective styles people tend to use

because they are Indirect or not mindful of needs:

> Passive communication — an individual does not let others know

directly what he or she wants or needs

> Aggressive communication — a forceful approach that expresses

dominance or anger

> Passive-agegressive communication — avoids giving direct

responses but rather tries to “get even” with others

_ The McGraw-Hill Companies, Inc All rights reserved

McGraw-Hill

e Practice presentation skills

e Restate key ideas

ation Skills

Nonverbal

e Nonverbal communication Is sending and decoding

messages with emotional content

e Dimensions of nonverbal communication:

> Body movements and gestures

e Help create understanding between both parties

e Are an active rather than passive activity

e Use of nonverbal indicators, like eye contact, tone

of voice, or touch

e Are an invaluable skill for managers

McGraw-Hill The McGraw-Hill Companies, Inc All rights reserved

e Don’t give advice

e Don’t pass judgment

e Don’t explain or interpret others’

behavior

e Don’t give false reassurances

e Don’t attack if the speaker 1s hostile

e Don’t ask “why” the feelings

McGraw-Hill The McGraw-Hill Companies, Inc All rights reserveo

Applications of Management

Pe rspe ¢ tive S— forthe Manager

e Use your listening skills when dealing with an

employee who has an issue that Is emotional In

nature

e I'ry to understand the issue from the employee’s

perspective

e If it is necessary to give negative feedback, make

sure that the behavior being criticized Is one the

employee is able to control

— a oo: The McGraw-Hill Companies, Inc All rights reserved McGraw-Hill

Applications of Management

Pe rpe c tive S—forManaging ams

elf you are part of a virtual team it is important to

schedule periodic face-to-face meetings in order to

build team spirit and trust

e Without trust, there can be misunderstandings and

teams are likely to be short-lived

e Make sure individual team members and the team

as a whole receive performance feedback

e Give team members customer feedback

— The McGraw-Hill Companies, Inc All rights reserve McGraw-Hill

Applications of Management

Pe rpec tive S— forindwiduals

e Look for ways to practice presentation skills by

speaking to different audiences

e Find ways to enhance your credibility so that

people want to listen to what you have to Say

e Act with integrity around other employees

e Make sure your actions are consistent with your

verbal messages

— a oo: The McGraw-Hill Companies, Inc All rights reserved McGraw-Hill