managerial communication in a dynamic global environment alan g. downe faculty of management...

Managerial Communicationin a Dynamic Global Environment

Alan G. DowneFaculty of Management

Multimedia University

Cyberjaya, Malaysia

EXECUTIVE DEVELOPMENT PROGRAM FOR

VIETNAM AIRLINESHanoi School of Business

What IS Communication?

Am I communicating with you now?


Communication is probably best defined as the

transmission of a message

“Good Communication”

Good Communication ...

Allows one to transmit ideas accurately


Aids in one’s personal

development by giving one

more confidence


Aids in one’s personal

development by giving you better control

of difficult situations


Acts as a bridge

between

cultures


Is vital in your role as a

manager

What You Do as a Manager

• Think about a typical week at work.

• Of the activities listed on your worksheet, place a checkmark next to those you do on a regular basis.

• Estimate, on average, the percentage of time you spend on each.

What You Do as a Manager

• All of these activities involve communicating in one form or another.

• Chances are, you spend the bulk of your

time involved in these sorts of activities.

• If you manage people, communication is a critical part of what you do.

A significant characteristic of successful managers is their

high level of

“relational skills”

Relational Skills

• Skills that build and maintain relationships.

• They pertain to how well you “read” people and relate to them.

Relational Skills

• Relational skills include the capacity to:

• establish rapport

• instill trust

• foster cooperation

• form alliances

• mediate conflict

• persuade others

• communicate clearly and constructively with others

That’s what we’re going to talk about today!!

Objectives for Today’s Presentation

• To examine the process of interpersonal communication and identify ways that we can optimise the transfer of messages through “active listening”

• To learn and practice strategies for communicating under “difficult conditions”.

Objectives for Today’s Presentation

• To improve our understanding of how communication occurs within organisations.

• To build on our decision making capabilities with regard to communicating on behalf or our organisation – particularly under difficult conditions.

AGENDA

1. A Communication • Model• 2. Active Listening• 3. Cultural Factors• 4. The Importance • of Non-Verbal

Communication

5. Listening Skills

6. Communicating Difficult Content About Change Denying a Request Expressing Regret Giving Critical

Feedback

Individuals as Communicators

AGENDA

1. Communication

Channels

2. “Crisis”

Communication

Communication within Organisations

3. “Selling an Idea”

4. Communication for the Media

Organisation of the Presentation

TheoreticalFrameworks

InterpersonalCommunication

Richardson’sCommunication

Model

PracticalSkills

Arredondo’sCommunication

“Styles”

ActiveListening

Paraphrasing

Reflecting

Summarising

Cross-culturalIssues

Reasoning

Non-Verbals

VIDEO

OrganisationalCommunication

ChangeCommunication

DenyingRequests

ExpressingRegret

CriticalFeedback

PersuadingOthers

CommunicationChannels

CrisisCommunication The

Media

A Communication Model

Richardson’s Model of Communication

Sender

Sender -- a person or a group that initiates thetransmission of a message


Sender

Encoder -- the sender must encode information or ideas tobe transmitted. Examples of “code” are words, body language, symbols, morse code, smoke signals. This requiresthe appropriate skills, especially to ensure that the codeand the vocabulary can be understood by the receiver.

Encoder


Sender

Channel -- is selected by the sender and can be a telephone, TV,a letter, a picture, a face-to-face conversation, a gesture, minutesof a meeting or other means of carrying the message.

Encoder

channel


Sender

Message -- is the encoded information that is being transmitted

Encodermessage

channel


Sender

Noise -- is unwanted information that can interfere with the transmission of the message

Encodermessage

channel

noise

noise


Sender

Noise -- is unwanted information that can interfere with the transmission of the message

Encodermessage

channel

noise


Sender

Decoder -- is the individual who receives the message anddevelops a sense of “meaning” from it.

Encodermessage

channel

Decoder

noise


Sender

Receiver -- is the individual or the group that receives and uses the information that was transmitted in the message

Encodermessage

channel

Decoder Receiver

noise


Sender

Feedback-- is communication that allows the receiver to confirmthat his/her perception of the message is accurate and to informthe sender that the message has been received and decoded.

Encodermessage

channel

Decoder Receiver

feedback

BACKGROUNDnoise


Sender

Background -- the culture, experience, value system, norms,knowledge of both the sender and the receiver. The sender’s background may be different than the receiver’s. Thebackground has a significant effect on encoding and decoding.

Encodermessage

channel

Decoder Receiver

feedback

BACKGROUNDnoise


Sender

This model describes the various elements and processes thatoccur when people exchange ideas.

Encodermessage

channel

Decoder Receiver

feedback

Effective Communication

Later today, we’ll talk about some strategies

that we can use to improve the

effectiveness of “sending” messages

within the communication

process.

But, first, let’s examine what we can

do to enhance the effectiveness of the

process involved with “receiving” messages.

Active Listening

Active Listening

• Involves participating in the process through which you are receiving and interpreting messages.

• This includes building an understanding of the opinions, viewpoints, arguments and reasons-for-ideas that another individual is trying to share with you– “decoding” assumptions is particularly

important

Comunication Micro-Skills

• A set of specific behaviours that assist you to decode and provide feedback to others.– Paraphrasing– Reflection– Summarising

Paraphrasing

• Involves listening to what another person says and then re-stating it in your own words!

The United Nations just awarded an award to Paul McCartney, the ex-Beatle, and his wife Sarah Mills-McCartney for humanitarian global leadership. With all the tensions that are going on in the world today, isn’t it a little silly to be paying attention to these sorts of award programmes.

I hear you saying that the United Nations has its priorties wrong at the present time.

The Benefits of Paraphrasing

• It confirms to the other person that you have been listening to his/her ideas

• It ensures that you have interpreted their comments accurately

• It helps to identify any underlying assumptions or beliefs

Let’s practice paraphrasing …

Sometimes I wonder whether I am meant to be a manager. It seems like a really thankless task. I have to work so many long hours and neither my supervisors nor my staff seem to appreciate what I do.

I hear you saying that your job as a manager is very challenging and a little discouraging.


There’s something I think you should know about a mistake that Xiao made with the inventory, but I don’t want anyone to realize that I’m the one who told you about this, okay?

You’re telling me that a serious error has been made by Xiao, but you want the information kept confidential.


I’ve read this section of the technical manual five or six times and I still can’t find the information I’m looking for. It’s really confusing, isn’t it?

You’re having trouble finding the information you’re looking for in the technical manual.

(Would you like me to go through it together with you and explain the parts that don’t make sense?)


I’ll pick you up at 6:30 and we can go to dinner. I might be a bit late so don’t worry if I’m not there exactly at 6:30. I need to drop my sister off at her office first because her scooter is broken. Then we can go and get some dinner before we meet Nguyen and Tranh at the jazz club.

Okay, I’ll see you at 6:30 after you drive your sister to work. We’ll get together with the guys at the jazz club after we go to dinner.


Well, if you can’t find Form A-I for the Xenon Inc transaction, then I am going to have to note it in my report on the compliance audit. That’s something I’m sure you want to avoid but I just don’t have any choice.

Oh, I understand your position. You really need to find the missing paperwork from the Xenon Inc file in order to sign off on the compliance audit.

PARAPHRASING

An important relationalskill involved in “active

listening”

It involves re-stating in your own word what the otherperson has just said.

All

ows

you

to

mak

e su

reth

at y

ou h

ave

rece

ived

and

dec

oded

th

e m

essa

geac

cura

tely

It also show

s the oth

er person

that you

have h

eard h

im/h

erA

ccurately an

d it allow

s the

discu

ssion to con

tinu

e

Reflection• Involves listening to the “feelings” that are lying

under the person’s words and stating them in your own words.

That Emily Wong! She has let our team down again. She’s an impossible person to get along with! She never gets her work done and she’s always complaining about others.

You’re really angry at Miss Wong because she’s slow finishing her work and she often complains.

The Benefits of Reflecting

• It confirms to the other person that you understand the emotional reasons for what they are saying.

• It brings you “closer” to the other person because it shows that you really understand how they are feeling.

Let’s practice reflecting …

Why does Mr. Zacharias have to be so pushy all the time. He never seems to understand how busy we are in this office and he thinks that his work must always come first. I wish he would just out-source his projects and leave us alone.

It sure seems like Mr. Zacharias’ behaviour is bugging you. You sound very frustrated about having to work with him.


I wish that new girl in Purchasing would spend a little more time over here in our unit. I think that she is really cool and she always smiles at me whenever I walk by. I don’t know why but I just can’t seem to find the courage to talk to her. It just doesn’t feel right, you know? It’s really bugging me that I can’t make myself be more outgoing. Hey, you are really confident when it comes to getting along with others – what do you think I should do?

Well, I don’t know if I have any suggestions to offer, but it sure seems like you’re feeling unsure of yourself around this girl.

(Is it just her? Or do you feel this way all the time when you are faced with meeting new people?


Hey, did you hear the great news? Lih got the promotion and not Mr Jasso! Isn’t that wonderful?

Yeah! You sound really happy about it.

Let’s practice reflecting …What’s happening with the report on the Auxley-Davidson issue? They are really turning up the heat. I know that you were supposed to have it finished at the end of the week, but the Director-General just phoned me and said he needs it urgently for a meeting this afternoon at the Ministry! I still haven’t even seen it! If we can’t put something in his hands, it will make all of us look really bad! This is quite serious, you know!

Wow! The change in the due-date really seems to have you worried.

REFLECTING


listening”

It involves identifying the feelings that are underlyingthe content in the message that the other person has

just sent.

All

ows

you

to

mak

e su

reth

at y

ou h

ave

dec

oded

th

e“u

nst

ated

” p

art

of

the

mes

sage

It also show

s the oth

er person

that you

really un

derstan

dw

hat is goin

g on –it b

rings th

e tw

o of you closer togeth

er as com

mu

nicators

Summarising

• Involves thinking about all the messages that the other person has just sent you about a topic – including the underlying feelings and “things that are not stated outright” – and then stating the main points that you have heard as feedback to the other person.

“If I’ve heard what you’ve been saying correctly, then the most important things for us to remember are _________.”

The Benefits of Summarising

• It makes sure that you’re “on the right track” in the way you understand the position that the other person has been expressing.

• It demonstrates to the other person that you have been listening and following what she or he has had to say.

Let’s practice summarising …

Listen carefully to the following presentations and then summarise the main points you have heard in your own words.

SUMMARISING


listening”

It involves listening carefully to the presentation that the other person has made about a topic and then

re-stating the main points in your own words

It s

how

s th

e ot

her

per

son

that

you

hav

e b

een

list

enin

g ca

refu

lly

and

b

uil

ds

tru

st &

res

pec

t

It allows you

to mak

e sure

that you

haven

’t “missed

anyth

ing im

portan

t in w

hat

the oth

er person

has b

eensayin

g.

Profiling Communication“Styles”

The “Communication Style” Approach:

Advantages & Disadvantages

• Communication specialists, psychologists and business scientists have frequently tried to identify certain “types” of communicators figuring that, if one can identify the style that others are using, it will be possible to match your communication style to theirs.



• However, communication “styles” have often turned out to be less stable and less useful than intended.

• The “style” that one person uses in one situation may be very different than the one used in another situation.



• The best way to use a “communication style” approach is to try to recognise what “style” is present during a given point in time and to respond to it in the same or in a complementary style.

Lani Arredondo’s Model of Communication “Styles”

Expressive

Adaptive

I II

IV III

ConceptualConcrete

Passive

Aggressive

Quadrant I:Movers and Shakers

Communication Style: moderately to highly expressive

Thought pattern: adaptive to concrete

• Are primarily motivated to achieve goals.• They are driven to succeed and view set-

backs as failures.• They prefer to be in charge. • Are frequently managers, directors and

entrepreneurs.• In conversations, they are interested in the

“bottom-line”.

Quadrant I:Movers and Shakers

Interacting with Movers & Shakers

• Invite them to provide you with input as to the selection of goals

• Talk to them about strategies, action plans, progress reports, accomplishments and solutions.

• Be decisive and speak to them in a firm tone of voice. Be a bit more direct, but avoid coming across as harsh or controlling.

• Don’t “waste their time”. Periodically delegate leadership in meetings to them.

• Have your facts ready ahead of time.


Expressive

Adaptive

I II

IV III

ConceptualConcrete

Passive

Aggressive

Quadrant II:Narrators

Communication Style: highly to moderately expressive

Thought pattern: conceptual to adaptive

• Are primarily motivated to “tell a story” and be recognised for it.

• In business, they like to tell you about their company, products or services. Every prospect is prmiarily a prospective audience.

• They tend to be very verbal, using elaborate points to justify their position.

• Tend to be teachers, public speakers, professors, barristers and entertainers.

Quadrant II:Narrators

Interacting with Narrators

• Manage them in the same way you would direct actors in a stage play

• It’s easy to neglect them as you focus on more results-oriented ideas. If you do, they may take their energies elsewhere.

• Avoid the inclination to interrupt them. Try to guide them back to the topic at hand.

• Use expressive responses yourself.


Expressive

Adaptive

I II

IV III

ConceptualConcrete

Passive

Aggressive

Quadrant III:Care Givers

Communication Style: mildly to moderately expressive

Thought pattern: conceptual to adaptive

• Are primarily motivated to serving others• They gain satisfaction from doing something

that fulfills their need to be needed• They are often the ones who take the

initiative in doing things that forge relationships between staff members

• Teachers, secretaries, administrative support personnel, day care workers, counsellors and volunteers.

Quadrant III:Care Givers

Interacting with Care Givers

• They will engage you in many “friendly” conversations, often telling you more than what you want or need to know.

• They will often drop by your office unannounced to talk.

• If their social behaviour exceeds what’s appropriate, point it out to them but remember not to come across as blunt or abrupt.– “I hope I can count on you to

make personal phone calls only during lunch breaks.”

• Don’t join in any conversation that seems like gossip – steer discussions back to work issues.


Expressive

Adaptive

I II

IV III

ConceptualConcrete

Passive

Aggressive

Quadrant IV:Map Makers

Communication Style: mildly to moderately expressive

Thought pattern: concrete to adaptive

• Are primarily motivated to designing and developing things the rest of us use. They “figure things out” and fit them together.

• They’re methodical, analytical and attentive to detail.

• Accounting, architecture, engineering, quality control and mechanical or technical repair.

Quadrant IV:Map Makers

Interacting with Map Makers

• Adopt a creative, mean-ends approach to dealing with them yourself

• Be sure to give them lots of time. Don’t drop last-minute requests on them.

• Present information in writing

• Even if you’re the boss, make an appointment when you need to discuss something with them, so that they can feel prepared.

• Reward them when they turn in work that is precise, exceeds expectations or solves a problem.

Non-Verbal Communication

Non-Verbal Communication

• Generally happens at a level below your awareness. – We are often reacting to non-verbal cues

unconsciously

• You can acquire powerful tool as a manager by learning how to read and to use non-verbal communication at the conscious level.– Turn your own non-verbal cues into strategic

communication.

Some Examples of Strategic Communication• “Traffic cop” controls

during a meeting.

• Ending a meeting.

• Head-nodding

Some Non-Verbal Cues to Be Careful About

• Head-nodding

• Arm-folding

• Hand-wringing

• Pointing

Cultures differ in terms of the meanings of non-verbal cues

Video Case Study:Rage in the Air

• Watch carefully for non-verbal cues that can send messages to you

• What examples of communication “styles” can you see?

What non-verbal cues were present?

What communication “styles” did you notice?

Some Special Problems for the Communicator

Some Communication Tasks

• Divide into groups

• Read and discuss your assigned task

• Provide your response to the class

Communicating About Change

Communicating about Organisational Changes

• Communicate early and often• Even when you don’t agree with the change, you

must be upbeat and provide the information that the company considers supports the change decision.

• Express the anticipated benefits but don’t “over-sell” them.

• Don’t under-emphasise the adjustments people may have to make as they go through the transition.

Communicating about Organisational Change

• If you don’t know the details yet, let employees know that things are still in the “planning stage”.

• Re-assure them that things are still in the planning stages and that you’ll keep them posted as the change progresses.

• Tie your description of the change to organisational values and to the benefits that will be experienced by your client group.

Change Raises Questions

1. What’s happening now?

2. Where is this taking us? What are the implications of the change?

3. How are we going to make this work?

4. How will it affect me?

Delivering “Bad News”

BUFFER

REASONS

THE MAIN POINT

HELPFUL,FRIENDLYCLOSING

Denying a Request

• BUFFER– Indicate your full understanding of the nature of the

complaint

• REASONS– Offer enough detail to show the logic of your position– Avoid relying on unexplained policy– Do not blame or scold the reader

Denying a Request

• THE MAIN POINT– Make the refusal clear, using tactful wording– Avoid words such as reject– If possible, make a counter-proposal

• CLOSING– Avoid any apology– Eliminate words suggesting uncertaintly– Make it easy for the other person to comply with

follow-up procedures if they exist.

Giving Critical Feedback

• There are times when all of us must deal with another individual whose behaviour is troubling us.

• It is important to use a systematic approach

• Be clear and yet give the other person some decision-making abilities … empower him or her.

Using a Structured Feedback Model

D – Describe

E – Express

S – Specify

C -- Contract

DESCRIBE

• Describe the behaviour that the person is performing which troubles you

• Don’t add judgmental comments or ‘labels’

• Don’t try to analyse the behaviour … just describe it

Siew Lin, you have been late for the last three meetings of the work-group.

EXPRESS• Indicate how the person’s behaviour makes you

feel.• Describe both the bodily sensations you

experience when confronted with the behaviour, as well as the emotional reaction you experience.

• Speak about yourself only. Don’t comment on the feelings of others.

When that happens, I find that I am getting tense and eventually quite frustrated as I’m sitting here waiting. I can’t help thinking about the time that is being wasted while we all wait.

SPECIFY

• Make a list of all the actions that would alleviate the feelings you have described in Stage E.

• Include at least three or four things in the list. When first presenting them to the other person, don’t evaluate or indicate a preference.

SPECIFY

Well, Siew Lin, I suppose that we could try several things to solve these problems. Maybe I could leave the working group. Or you might be happier with an environment where time pressures are less serious. Or maybe we could book our meetings farther in advance. Or we could have an agreement that you’ll call us on your hand-phone if you know you’re going to be late.

CONTRACT• Discuss each of the possibilities with the

other person and each of you express your preferences about which solution would be most desirable. Make an agreement to follow through.

Okay, Siew Lin, so we’re agreed? From now on, you’ll agree to phone us on your hand-phone every time that you know you’re going to be late, right?

Expressing Regret or Condolences

• Write in your own words … speak from the heart.

• Be tactful. Maintain your shock and dismay but keep in mind that the victim may not be ‘helped’ by remarks that sound not entirely genuine. (“It was a terrible experience, but terrible experiences make us stronger.”)

Some More Points on Sending Messages of “Good-Will”

• Be prompt to ensure that they will not lose their impact.

• Use a written message rather than telephone or face-to-face contact.

• Consider a handwritten note rather than one produced on a word-processor

• Be warm but concise• In closing, use a positive and forward-

looking statement.

ORGANISATIONAL ASPECTS OF COMMUNICATION

Communication Channels

Communication Channels

• VERTICAL - Upward: Subordinate to Supervisor

• VERTICAL - Downward: Supervisor to Subordinate

• HORIZONTAL: Supervisor to another at the same level within the hierarchy

• DIAGONAL: Supervisor to another supervisor’s subordinate.

Changes in Communication Channels

• Organisational structures are becoming flatter

• New concepts like matrix structures or “cross-functional teams” do not really fit the traditional concept of communication channels

• We need new concepts to describe “communication flow” rather than picturing the information moving through ‘channels’ within an organisation.

Selling an Idea

• Instead of selling it to one’s supervisor, you will also have to persuade colleagues or other individuals who would not traditionally be involved in the decision-making process.

Selling an Idea

MAIN CLAIM(CONCLUSION)

REASON(PREMISE)

REASON(PREMISE)

Evidence

Referenceto authority

Anecdotes

Communicating in a Crisis

• Issue frequent updates

• Provide complex information packets to the news media

• Be prepared to respond around the clock

• Appoint a single individual to act as spokesperson

• Don’t blame anyone for anything

• Don’t speculate in public

Tips for Communicating with News Media, through

Organisational “Channels”

• Plan ahead• Remember the “inverted triangle”• Check your facts• Provide a quote• Value your reputation

managerial communication in a dynamic global environment alan g. downe faculty of management...

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