1. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. Chapter 2 Communication Skills

2. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 2 Learning Outcomes 1.Define communication 2.Explain why effective communication is an important management skill 3.Explain the significance of networking and social media in management communications 1.Define communication 2.Explain why effective communication is an important management skill 3.Explain the significance of networking and social media in management communications

3. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 3 Learning Outcomes 4.Understand why it’s still possible to communicate poorly 5.Understand the challenges of communication in international business activities 4.Understand why it’s still possible to communicate poorly 5.Understand the challenges of communication in international business activities

4. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 4 Communication Defined The art of exchanging information Used to Inform Command Instruct Assess Influence Persuade Important in all aspects of life The art of exchanging information Used to Inform Command Instruct Assess Influence Persuade Important in all aspects of life

5. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 5 Communication as Management Skill Important because Managers need to give direction Managers must motivate people Managers must be able to convince customers they should do business with them Managers must be able to absorb ideas of others Managers must be able to persuade others Important because Managers need to give direction Managers must motivate people Managers must be able to convince customers they should do business with them Managers must be able to absorb ideas of others Managers must be able to persuade others

6. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 6 Interpersonal Communication An interactive process between two people that involves sending and receiving messages, verbal and non-verbal Factors causing interpersonal communication to fail 1. Conflicting or inappropriate assumptions We make assumptions about what is being said and we need to be sure we understand and are understood An interactive process between two people that involves sending and receiving messages, verbal and non-verbal Factors causing interpersonal communication to fail 1. Conflicting or inappropriate assumptions We make assumptions about what is being said and we need to be sure we understand and are understood

7. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 7 Interpersonal Communication 2. Semantics Science or study of the meaning of words One word might invite many interpretations Technical language 3. Perception Mental and sensory process and individual uses to interpret Selective perception Memories Like and dislikes 2. Semantics Science or study of the meaning of words One word might invite many interpretations Technical language 3. Perception Mental and sensory process and individual uses to interpret Selective perception Memories Like and dislikes

8. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 8 Interpersonal Communication 4. Emotions How we feel affects the way we send or receive messages Ever send an e-mail when you were angry or tired? 4. Emotions How we feel affects the way we send or receive messages Ever send an e-mail when you were angry or tired?

9. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 9 Learning to Communicate To master communication: Understand the audience Who is the manager speaking with? Different communications required depending on who you are speaking with Good listening skills Helps managers absorb information, recognize problems and understand others’ viewpoints Active listening: absorb what the other person is saying and respond to that person’s concerns To master communication: Understand the audience Who is the manager speaking with? Different communications required depending on who you are speaking with Good listening skills Helps managers absorb information, recognize problems and understand others’ viewpoints Active listening: absorb what the other person is saying and respond to that person’s concerns

10. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 10 Learning to Communicate To master communication: Good listening skills Helps managers absorb information, recognize problems and understand others’ viewpoints Active listening: absorb what the other person is saying and respond to that person’s concerns Indentify speaker’s purpose Indentify the main ideas Note tone and body language Respond with appropriate comments To master communication: Good listening skills Helps managers absorb information, recognize problems and understand others’ viewpoints Active listening: absorb what the other person is saying and respond to that person’s concerns Indentify speaker’s purpose Indentify the main ideas Note tone and body language Respond with appropriate comments

11. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 11 Learning to Communicate To master communication: Feedback Information that flows from the receiver to sender is feedback Sender learns if the receiver received the correct message Receiver knows if he received the correct message Ask receiver to explain what he heard To master communication: Feedback Information that flows from the receiver to sender is feedback Sender learns if the receiver received the correct message Receiver knows if he received the correct message Ask receiver to explain what he heard

12. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 12 Learning to Communicate To master communication: Non-verbal communication Paralanguage includes pitch, temp, loudness and hesitations in verbal communications How close one stands Eye contact Non-verbal is important to supplement verbal communication To master communication: Non-verbal communication Paralanguage includes pitch, temp, loudness and hesitations in verbal communications How close one stands Eye contact Non-verbal is important to supplement verbal communication

13. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 13 Written Communication Managers must learn to be effective at written communications Principles of good writing Be simply and clear Make sure content and tone are appropriate for the audience Always proofread Managers must learn to be effective at written communications Principles of good writing Be simply and clear Make sure content and tone are appropriate for the audience Always proofread

14. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 14 Oral Communication The importance of oral communication Usually informal and persuasive Can use skills to give clear instructions, motivate Developing Oral communication skills Make emotional contact; use the person’s name Avoid monotone Be enthusiastic and positive Don’t interrupt others Be courteous Avoid empty words such as “uh,” “um,” and “like” The importance of oral communication Usually informal and persuasive Can use skills to give clear instructions, motivate Developing Oral communication skills Make emotional contact; use the person’s name Avoid monotone Be enthusiastic and positive Don’t interrupt others Be courteous Avoid empty words such as “uh,” “um,” and “like”

15. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 15 The Method of Communication Written communication Best for routine information Verbal communication Best for sensitive information such as reprimanding Written communication Best for routine information Verbal communication Best for sensitive information such as reprimanding

16. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 16 Within the Organization The grapevine Informal path of communication Develops due to common hobbies, hometowns, family ties and social relationships Always exists in an informal structure Does not follow hierarchy Managers can use grapevine to communicate information The grapevine Informal path of communication Develops due to common hobbies, hometowns, family ties and social relationships Always exists in an informal structure Does not follow hierarchy Managers can use grapevine to communicate information

17. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 17 Within the Organization E-mail Electronic mail High-speed exchange of written messages E-mail can waste time due to keeping managers “in the loop” and being copied on all e-mails Intranets Private corporate network Uses Internet technologies Usually only internally E-mail Electronic mail High-speed exchange of written messages E-mail can waste time due to keeping managers “in the loop” and being copied on all e-mails Intranets Private corporate network Uses Internet technologies Usually only internally

18. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 18 Networking Social networking such as Facebook, blogs Much information to manage about your company Domino’s example in the book Social networking such as Facebook, blogs Much information to manage about your company Domino’s example in the book

19. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 19 Getting it Wrong Don’t give information on a “need-to-know” basis Don’t delegate high-risk projects at the last minute Let employees have input Focus on the customer Don’t give information on a “need-to-know” basis Don’t delegate high-risk projects at the last minute Let employees have input Focus on the customer

20. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 20 Getting it Wrong Companies with Top Communication: Engage employees in business Improve managerial communication Manage change effectively Measure performance of communication programs Establish a strong employee brand Companies with Top Communication: Engage employees in business Improve managerial communication Manage change effectively Measure performance of communication programs Establish a strong employee brand

21. © 2012 The McGraw-Hill Companies, Inc. All rights reserved. ManagementNow 21 Communicating Internationally Verbal and non-verbal communication changes with international business Learn the culture Write and speak clearly Avoid slang Verbal and non-verbal communication changes with international business Learn the culture Write and speak clearly Avoid slang