© 2012 the mcgraw-hill companies, inc. all rights reserved. chapter 2 communication skills
TRANSCRIPT
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
ChapterChapter
22ChapterChapter
22
Communication SkillsCommunication Skills
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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22Learning OutcomesLearning 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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33Learning OutcomesLearning 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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44Communication DefinedCommunication 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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55Communication as Management SkillCommunication 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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66Interpersonal CommunicationInterpersonal 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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77Interpersonal CommunicationInterpersonal 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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88Interpersonal CommunicationInterpersonal 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?
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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99Learning to CommunicateLearning 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1010Learning to CommunicateLearning 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1111Learning to CommunicateLearning 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1212Learning to CommunicateLearning 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1313Written CommunicationWritten 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1414Oral CommunicationOral 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”
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1515The Method of CommunicationThe 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1616Within the OrganizationWithin 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1717Within the OrganizationWithin 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1818NetworkingNetworking
•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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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1919Getting it WrongGetting 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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2020Getting it WrongGetting 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
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
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2121Communicating InternationallyCommunicating 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