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

2. MANAGERIAL COMMUNICATION
MGMT2029 (MS22C)
Department Of Management Studies
Name, , Office & Phone
Paulette Henry, Ph.D. , Mona School of Business & Management, Room 2 (Former Department of Management Studies Building) (876)
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 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.

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. … The missing essential professional skills identified include:
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
Skill Mean
Interpersonal
Teamwork
Verbal Communication
Analytical
Computer
Written Communication
Leadership
Note. 5-point scale. 1 = not at all important; 5 = very important

11. National Association of Colleges and Employers (2000)
Top Ten Personal Qualities Employers Seek
Rank Personal 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

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
Managers spend much time communicating in some form. Studies show that they prefer oral to written communication, largely because oral communication is more informal and timely. Managers serve as communication centres through the managerial roles such as monitor, disseminator and spokesperson.
Further discussion can be found on page 434.

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:

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,

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:

41. STRATEGIC
Communications
NON-STRATEGIC
Scope
Multiple & Diverse Audiences
General audience
Objective
Advance specific goal
To inform
Time
Continuous
Discrete
Means of Communication
Receiver-centric
Sender-centric

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:

44. Operational Communication

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:// 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:// 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:// cause of company inefficiencies.

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

51. Marcus Garvey Quote: Confidence
If you have no confidence in self, you are twice defeated in the race of life. With confidence, you have won even before you have started.

52. Readings
Readings
Malcolm Gladwell, The Tipping Point: How little Things can Make a Big Difference, (Little, Brown and Company, 2002:
New York Times Review
Strategic Communications Planning, A Presentation to IABC Ottawa By Peter O'Malley -