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Management Communication Chapter One: Management Communication in Transition J. S. O’Rourke, University of Notre Dame

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall Managerial Work Remarkable similarity across jobs. Jobs in the North American workplace cluster around core management roles: Interpersonal Informational Decisional Henry Mintzberg, The Nature of Managerial Work Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall Managerial Roles Figurehead. Leader. Liaison. Monitor. Disseminator. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall Managerial Roles Spokesperson. Entrepreneur. Disturbance / Crisis Handler. Resource Allocator. Negotiator. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Major Characteristics Time is fragmented. Values compete; the various roles are in tension. The job is overloaded. Efficiency is a core skill. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

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. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Management Skills Required Technical Skills: Most valuable at the entry level; less valuable at more senior levels. Relating Skills: Valuable across the managerial career span. Conceptual Skills: Least valuable at the entry level; more valuable at more senior levels. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall 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 Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall Talking and Listening Meetings. Telephone. Electronic Mail. One-on-one Conversations. Interviews. Tours and Informal Visits. Social Events. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall The Role of Writing The most important projects, decisions and ideas end up in writing. Writing provides analysis, justification, documentation, and analytic discipline. Writing can become a career sifter. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall The Role of Writing Managers do most of their own writing and editing. Very few people have time to assist you with data gathering, composition, and proofreading. Documents take on lives of their own. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

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. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

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. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Your Greatest Challenge Every manager knows communication is vital . . . to the organization and to him or her personally. But every manager also knows that he or she is great at it (“Of course I’m good at this. Haven’t you seen my writing?”) Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall How Good Are You? 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 Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Your Task as a Professional Recognize and understand your strengths and weaknesses as a communicator. Improve existing skills. Develop new skills. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Your Task as a Professional Acquire a knowledge base that will work for the 21st Century. Develop the confidence you’ll need to succeed as a manager or executive. Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2013 Pearson Education, Inc. Publishing as Prentice Hall