Managerial Communication: Bridging Theory and Practice

by Beck, Charles E.

• ISBN13: 9780138498863
• ISBN10: 0138498865
• Edition: 1st
• Format: Hardcover
• Copyright: 1999-01-01
• Publisher: Pearson College Div
• More Book Details
• Purchase Benefits

Summary

Innovative in perspective, this book emphasizes the extremely close connection between communication and the traditional functions of management. It explores both the objective elements of communication (sender, message, channel and receiver) and the subjective elements (assumptions, purpose - intention/audience, and interpretation. It recognizes - and emphasizes - that human communication is complex and that communication is not the message sent , but the message received. Describes how communication works. Discusses the basic communication skills in listening, public speaking, writing, and networking. Explores communication in relation to management and leadership -- and the communication climate. Addresses specific types of communication that managers need in motivating people, helping teams function, conducting meetings, and managing conflict. Considers special topics in management communication, including ethics, organizational change for total quality, and relating to the wider community. Outlines alternatives for explaining information to diverse audiences. Offers a table of Manager's Tips in each chapter. For managers, directors, and department heads of all types, in all functions, at all levels.

Table of Contents

PART ONE: HOW COMMUNICATION WORKS	1	(60)
CHAPTER 1 Communication Forms the Lifeline of a System	1	(18)
Scenario	1	(1)
Basic Principles Underlie Managerial Communication	2	(2)
Organizations Are Systems	4	(1)
Organizational Systems Have Many Levels	5	(4)
Communication Follows a Systems Perspective	9	(1)
Communication Forms the Lifeline of Organizations	10	(2)
Managers Must Create Communication Lifelines	12	(1)
The Manager's Tips for Communication Lifelines	13	(1)
Summary	14	(5)
CHAPTER 2 People Determine the Meaning of Verbals and Nonverbals	19	(19)
Scenario	19	(1)
Context Gives a Framework for Meaning	20	(1)
People Determine the Meanings of Words	20	(5)
Nonverbals Also Convey Meanings	25	(4)
Physical Space Conveys Multiple Meanings	29	(3)
The Manager's Tips	32	(1)
Summary	33	(5)
CHAPTER 3 A Rhetorical Process Model Visualizes Communication	38	(23)
Scenario	38	(1)
Alternate Definitions Have Major Implications	39	(2)
A Rhetorical Process Model of Communication Gives Perspective	41	(7)
Communication Spans Three Levels	48	(2)
The Transactional Model Shows the Dynamics of Communication	50	(4)
The Manager's Tips	54	(1)
Summary	55	(6)
PART TWO: HOW INDIVIDUALS CAN COMMUNICATE EFFECTIVELY	61	(98)
CHAPTER 4 How to Listen with Concentration	61	(24)
Scenario	61	(1)
Hearing Differs from Listening	62	(2)
Listening Involves Self-Understanding	64	(6)
Rhetoric of Listening	70	(2)
Transactional Listening Reflects the Dynamic Process	72	(2)
Neuro-Linguistic Programming Increases Efficiency	74	(4)
The Manager's Tips for Listening	78	(1)
Summary	78	(7)
CHAPTER 5 How to Speak with Confidence	85	(23)
Scenario	85	(1)
Speaking Ranges from Few to Many	86	(1)
General Guidelines Can Improve Formal Presentations	87	(1)
Rhetoric Clarifies the Effective Speech	88	(10)
Formal Speeches May Become Interactive	98	(1)
The Manager's Tips for Speaking	99	(2)
Samples of Visuals	101	(7)
CHAPTER 6 How to Write	108	(24)
Scenario	108	(1)
The Communication Model Serves as a Guide to Writing	109	(1)
Identify the Inputs	110	(1)
Determine the Intentions	111	(2)
Determine the Audience	113	(3)
Select the Genre	116	(4)
Follow a Process	120	(4)
The Output is Preliminary	124	(1)
Feedback Determines the Effectiveness	125	(1)
The Manager's Tips for Efficient Writing	126	(3)
Summary	129	(3)
CHAPTER 7 How to Use Structure: Genres, Networks, and Space	132	(27)
Scenario	132	(1)
Genres Provide Communication Flexibility	133	(4)
Networking Structures the Organizational Communication	137	(8)
Physical Space Affects Networking	145	(6)
Managers Must Use the Unique Qualities of Networks	151	(3)
The Manager's Tips	154	(5)
PART THREE: HOW COMMUNICATION RELATES TO MANAGERS	159	(62)
CHAPTER 8 Management Functions Imply Communication	159	(19)
Scenario	159	(1)
Management Involves Five Functions	160	(7)
Management Functions May Have Alternate Labels	167	(2)
Nontraditional Structures Fit Changing Times	169	(1)
Communication Integrates the Functions	170	(4)
The Manager's Tips on Management Functions	174	(1)
Summary	175	(3)
CHAPTER 9 Management and Leadership Differ	178	(19)
Scenario	178	(1)
Authority Gives the Right to Act	179	(1)
Insight Recognizes What to Do	180	(1)
Management Style Relates to Power	181	(2)
Leadership Applies More Broadly	183	(4)
Leadership as Process	187	(3)
Leadership Contains Inherent Paradoxes	190	(1)
The Manager's Tips on Leadership	191	(2)
Summary	193	(4)
CHAPTER 10 Communication Climate Affects Organizations	197	(24)
Scenario	197	(1)
Organizational Culture	198	(1)
Communication Climate	199	(11)
Management Style, Power, and Climate	210	(3)
Bureaucracy and Communication Climate	213	(2)
The Manager's Tips on Climate	215	(1)
Summary	216	(5)
PART FOUR: HOW TO MANAGE EFFECTIVELY THROUGH COMMUNICATION	221	(78)
CHAPTER 11 How to Motivate for Performance and Satisfaction	221	(25)
Scenario	221	(1)
General Models of Motivation	222	(1)
Maslow's Theory of Motivation	223	(3)
Herzberg's Two-Factor Model	226	(2)
Porter-Lawler Model	228	(3)
Motivation and Managers	231	(5)
Rhetoric of Motivation	236	(4)
The Manager's Tips for Motivation	240	(1)
Summary	240	(6)
CHAPTER 12 How to Improve Teamwork and Collaboration	246	(18)
Scenario	246	(1)
Teams Fill Diverse Needs	247	(2)
Teams Take Time to Develop	249	(3)
Organizations Must Weigh the Pros and Cons of Teams	252	(2)
The Rhetorical Process Model Can Guide Team Development	254	(4)
The Transactional Model Can Guide the Team Process	258	(1)
Collaboration Functions Much Like Teams	258	(2)
The Manager's Tips for Team Success	260	(4)
CHAPTER 13 How to Conduct Meetings and Interviews	264	(15)
Scenario	264	(1)
Meetings	265	(7)
Approaches to Interviewing	272	(3)
The Manager's Tips for Meetings	275	(4)
CHAPTER 14 How to Manage Conflict	279	(20)
Scenario	279	(1)
The Spectrum of Conflict	280	(2)
Alternatives in Handling Conflict	282	(2)
How to Negotiate: The Individual and Conflict	284	(5)
How to Mediate: The Transactional Nature of Conflict	289	(4)
Conflict and Communication Climate	293	(1)
The Manager's Tips to Conflict Resolution	294	(1)
Summary	295	(4)
PART FIVE: SPECIAL TOPICS IN MANAGERIAL COMMUNICATION	299	(78)
CHAPTER 15 How to Develop an Ethical Organization	299	(23)
Scenario	299	(1)
The Process of Ethics	300	(8)
Discrimination--Inputs to Unethical Action	308	(2)
Value Congruence and Dissonance--Purpose and Method	310	(2)
Whistle-Blowing--Feedback	312	(3)
Creating an Ethical Culture	315	(2)
The Manager's Tips for an Ethical Culture	317	(5)
CHAPTER 16 How to Change for Total Quality	322	(25)
Scenario	322	(1)
Quality-Elements Approaches	323	(5)
From Quality Elements to Total Quality	328	(1)
Total Quality Management	329	(8)
Implementing Change	337	(2)
The Manager's Tips for Quality Change	339	(8)
CHAPTER 17 How to Relate with the Wider Society	347	(15)
Scenario	347	(1)
The Societal Level of Communication	348	(1)
How Organizations Approach the Public	349	(2)
Transactional Perspective	351	(3)
Program Effectiveness	354	(3)
The Manager's Tips on Public Relations	357	(5)
CHAPTER 18 The Role of the Communication Specialist	362	(15)
Scenario	362	(1)
Traditional Roles of the Communicator	363	(2)
Evolving Roles of the Communicator	365	(5)
The Ghost of Organizations Past	370	(7)
EPILOGUE	377	(9)
CHAPTER 19 The Ten Principles Revisited	377	(9)
Scenario	377	(1)
1. Organizations Are Systems	378	(2)
2. Communication Is Perception	380	(1)
3. People Cannot Not Communicate	380	(1)
4. Communication Is a Rhetorical Process	381	(1)
5. Communication Is Transactional	381	(2)
6. Communication Is Multilevel	383	(1)
7. Communication Is the Lifeline of an Organization	384	(1)
8. Communication Climate Is Supportive or Defensive	384	(1)
9. Supportive Climate Is Open, Defensive Is Closed	384	(1)
10. Managers Impact Communication	385	(1)
CASE ANALYSIS	386	(24)
The Case Process	386	(1)
Prepare the Report	387	(2)
The Word Processing Center	389	(2)
Barings Bank Debacle	391	(5)
McDonnell Douglas Corporation and the DC-10	396	(4)
Support Services of Littletown	400	(10)
LIST OF REFERENCES	410	(26)
APPENDIX A How to Design Standard Communication: Formats and Templates	436	(14)
Memos and Letters	436	(3)
Ways to Handle Lists	439	(3)
Proposals	442	(2)
Reports	444	(1)
Abstracts	445	(1)
Executive Summaries	446	(1)
Applying Typography to Written Work	447	(3)
APPENDIX B How to Explain Complex Ideas: Multiple Methods of Defining	450	(12)
Significance of Definition in a Context	450	(1)
Formal Definitions	451	(2)
Expanded Definition--Primary Techniques	453	(3)
Expanded Definition-Secondary Techniques	456	(2)
Methods of Defining	458	(2)
Writing Assignment	460	(2)
APPENDIX C How to Edit: Steps for the Process	462	(8)
The Editing Process	465	(1)
Sample Edit	465	(5)
APPENDIX D How to Reduce Wordiness	470	(3)
APPENDIX E How the Rhetorical Model Expands into a Comprehensive Model of Communication	473	(20)
Limitation of Models	473	(1)
Overview of the Model	474	(1)
Components of the Model	475	(17)
Summary	492	(1)
INDEX	493