This is the 2nd edition with a publication date of 3/12/2004.
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Management Communication: Principles and Practice
Management Communication: Principles and Practice explores the high-profile communication issues managers will have to face in the coming decade. Subjects covered include audience analysis, corporate ethics, intercultural communication, and more. New emphasis is placed on the importance of being clear on a message's purpose in order to increase its impact, while numerous innovative and contemporary cases bring the text to life. Michael E. Hattersley (Provincetown, MA) is a writer and was head of the Communications course at the Harvard Business School.
Table of Contents
Part 1: Principles of Effective Communication
Chapter 1: Foundations of Management CommunicationOverview of the field, main schools of thought, basic analytical tools, key ethical considerations, and how to serve as a credible source.
Chapter 2: GoalsDefining and organizing communication tasks in a general management context; clarifying goalsCase: Yellowtail Marine, Inc.
Chapter 3: Audience Analysis Identifying, understanding, and ranking your audiences Case: Weymouth Steel Corporation
Chapter 4: Point of View Understanding competing motives, needs, and viewpoints; interpersonal communication Case: Smith Financial Corporation
Chapter 5: Message: Content and Argument Shaping the messages that will achieve your goal Case: Cuttyhunk Bank (A)
Chapter 6: Structure Shaping your argument to the needs of your audience Case: McGregors Ltd.Department Store
Chapter 7: Choosing Media What media best convey your messages; upward and downward communication Case: The Timken Company
Chapter 8: Style and Tone Delivering your messages in language suitable to your audience Case: Vanrex, Inc.
Part 2: Applications
Chapter 9: Giving and Receiving Feedback Hearing and being heard Case: Bailey and Wick
Chapter 10: Meeting Management Participation and leadership Case: Lincoln Park Redevelopment Project
Chapter 11: Communicating Change Using communication to overcome resistance to change Case: Hammermill Paper Company
Chapter 12: Communicating with External Audiences Selling your organization’s point of view to concerned constituencies Case A: Oxford Energy Case B: NutraSweet
Chapter 13: Diversity and Intercultural Communication Multicultural and international communication Case A: Reed-Watkins Pharmaceuticals Case B: International Oil
Chapter 14: Personal And Corporate Ethics Making individual and organizational ethical choices Case A: Hal of Erhardt & Company: One Audit Senior’s Dilemma Case B: McArthur House
Chapter 15: Electronic Communication Shaping the message to the medium Case A: Unifone Communication Case B: Savin Consulting
Part 3: Technique
Chapter 16: Effective WritingStyle manual to be cross-referenced throughout the course
Chapter 17: Effective Speaking Style manual on speaking, use of graphics, and group presentation to be cross-referenced throughout the courseAppendix:Case 19: Dotsworth PressCase 20: Inland Steel Coal Company (A): The Sesser Coal MineCase 21: United Way of El PasoCase 22: “Fair is Fair,” Isn’t it?Case 23: Kellogg Company