Chapter 1
- Management Communication in Transition Management communication is the central skill in the global workplace of 21 century. An understanding of language and its inherent powers, combined with the skill of speak, write, listen, and form interpersonal relationship, will determine whether you will succeed as a manager. Three issues: the use of rhetoric to achieve a manager's goal; the shaping of managerial identity, and taking action to achieve the goal of the organization that employ us. The essence of what management is all about the effective use of language to get their done.
- The Roles Mangers Play: Interpersonal roles: figurehead, leader, liaison. Informational roles: monitors, disseminator, spokesperson. Decisional roles: entrepreneur, disturbance or crisis handler, resource allocator, negotiator.
- Major Characteristics: Time is fragmented, values compete and the various roles are in tension, the job is overloaded, efficiency is a core skill.
- What varies? Emphasis: the entrepreneur role is gaining importance, so is leader role, managers must create a local vision as they help people grow: explaining in practical and understandable terms what your organization or unit is all about and how the work of your employees fits into the larger picture.
- Management Skills Required: technical skills(most valuable at the entry level but less valuable at more senior levels), relating skill(are valuable across the managerial career span and are more likely to help you progress and be promoted to higher levels of responsibility), conceptual skill(least valuable at entry levels but more valuable at senior levels).
- Talk Is The Work: managers spend about 75% of their time in verbal interaction. One-on One conversations(face to face), telephone conversations, video teleconferencing, presentations to small groups, public speaking to large