MPW Chapter 17: Managing Communication

2B. -Channel richness: The amount of information that can be transmitted during a communication episode. -The hierarchy of channel richness is illustrated in Exhibit 17.4. The capacity of an information channel is influenced by three characteristics:

(1)the ability to handle multiple cues simultaneously; (2)the ability to facilitate rapid, two-way feedback; and (3)the ability to establish a personal focus for the communication.

Management at Work Imagine that you have been a production operator manager for two years at a large gas distribution company. Recently, your director told you that the company is planning a large restructure, but that your department will not lose any employees. You decide that you need to use personal communication techniques to reach out to the people on your team and convince them that they are safe and they need to maintain their productivity levels for the upcoming year. Fortunately, you have a large personal network of diverse contacts both inside and outside the company. But you know that some of your employees have much smaller networks, and you worry that they will not have the contacts they need in order to get a good perspective on the restructuring. Which of the following pieces of advice should you give to your employees to help them build their networks?

Reach out to people and do as many activities as you can with them. Try to fill your calendar so that you connect with as many people as possible. Make sure that when you build your network, you don't always expect your contacts to be giving to you. You have to give as well as receive in order for a network to be effective. You're going to have a hard time building a network that you can use to support you through this restructuring, but start now to build your network before you need it the next time. [Personal networks are most effective when they are diverse. Knowing different types of people broadens your influence and offers you help across a wider range of areas. As a result, employees should not be looking for people who are similar to them, but rather for people who are different. Employees will have better personal networks if they build them before they need them, if they give to the people in their network as well as receiving from them, and if they reach out to as many people as possible, engaging in as many activities and events as they can.]

3A...communicating to customers... -Managers also use social media to communicate corporate news quickly to customers.

-Domino's relied on the popularity of online communities to calm jittery customers after a damaging prank video showing two employees defacing pizzas and sandwiches was uploaded to YouTube. Domino's managers chose to respond with a viral video of their own. The company president apologized and thanked the online community for bringing the issue to his attention. He announced that the wrongdoers would be prosecuted and outlined the steps that Domino's was taking to ensure that the episode would never happen again. By engaging in an online conversation about the crisis, Domino's demonstrated concern for its customers and squelched further rumors and fears.

3A...listening to customers... -all managers are using social media to listen to customers -Dr. Pepper uses FB to mine data on what people want

-The huge health care provider Kaiser Permanente has used social media tools so effectively to listen to customers and improve service that positive media mentions of the organization have increased close to 500 percent over the past five years.

2. Communicating among People -big boys eat & talk with their subordinates

-To act as communication champions and achieve the best possible outcomes, managers must understand how factors such as open communication climates, communication channels, the ability to persuade, communicating with candor, asking questions, listening, and nonverbal behavior all work to enhance or detract from communication.

2B. It is important for managers to understand that each communication channel has advantages and disadvantages and that each can be an effective means of communication in the appropriate circumstances

-channel selection depends on whether the message is routine or nonroutine. -"Nonroutine messages" typically are ambiguous, concern novel events, and involve great potential for misunderstanding. They often are characterized by time pressure and surprise. Managers can communicate nonroutine messages effectively by selecting rich channels. -Routine messages are simple and straightforward. They convey data or statistics or simply put into words what managers already agree on and understand. Routine messages can be efficiently communicated through a channel lower in richness, such as a memo, e-mail, text message, or Twitter. -Written communications should be used when the communication is official and a permanent record is required

3B...developing personal communication networks... -Personal networking: The acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries. -Successful managers consciously develop personal communication networks and encourage others to do so.

-nick liked his team, teammate gets him job later

***PRE-QUIZ 17*** What percentage of time every day do managers spend communicating with others?

80%

As a new manager, Skyler knows that she will be evaluated at the end of her first six months. Which action is the best way to illustrate effective communication with her subordinates?

Ask for feedback from her subordinates

Although not discussed in the video, Darin Headrick created and shared goals with the community, including closing out the school year so students could graduate and teams could participate in regional finals and getting the school up and running in August after the tornado in May. Mr. Headrick's goals are a good example of which of the four primary skills associated with communicating during a crisis?

Communicate a vision for the future.

The family-owned company used to keep all its decisions within the family. A new generation has moved up to lead the organization. The first change they made was to make decisions transparent. Which outcome indicates that the company has successfully implemented a policy of extensive horizontal communication?

Customers and other stakeholders are kept well informed.

Manager Kazuhiko wants to know the inside story of his company's activities. Which outcome indicates that he has successfully tapped into the company's grapevine?

Early warning signals point to internal situations needing attention.

What are communication channels that follow the chain of command within the organization called?

Formal channels

Which is not true regarding downward communication?

It allows employees to air grievances, report progress and provide feedback.

2E. Asking questions is an important dimension of the organizational conversation.

Just as important is listening to the answers.

Kenji is the public affairs manager for a produce company. Testing has revealed some E. coli in one batch of spinach shipped to grocery stores. Which approach would not be useful in dealing with this communication crisis?

Remain in the background to observe media activities. [Stay calm and listen closely to others involved in the situation. Communicate how responsive the company is to safety concerns. Gather facts and communicate the truth, even though it is bad news.]

A family-owned construction company closely follows social media postings about its work. It responds as quickly as possible to negative ratings, after investigating the situation. Which focus shows that the company follows the current etiquette for handling customer questions and complaints posted on social media?

Sharing basic information with customers

While you are critiquing an intern's presentation, you notice that she looks at the ground more often than she looks at you and constantly shifts her weight from foot to foot. What message is the intern expressing nonverbally?

She is uncomfortable with the conversation.

Personal communication systems such as personal networks and grapevines

Spread more information across organizations than formal communication channels such as downward communications

2A. Managers can build an open communication climate by breaking down conventional hierarchical and department boundaries that may be barriers to communication.

They can take care to communicate honestly with subordinates, keep people posted when things change in either a positive or negative direction, and help people see the financial impact of their decisions and actions.

The most successful organizations are the ones whose managers keep the lines of communication open.

They have the courage to talk about what employees want to hear and explain difficult decisions, especially during tough economic times.

Most of a managers time is spent communicating.

This chapter explains why managers should make effective communication a priority.

ex17.4 high-low channel richness

This diagram places different channels of communication in order by their richness, or how much information they convey. Communication channel richness is based on three things: (a) the ability to handle multiple cues simultaneously; (b) the ability to facilitate rapid, two-way feedback; and (c) the ability to establish a personal focus for communication.

Manager Natasha is very sensitive about her accent, especially when employees ask her to repeat her words. What action should she take when conveying an important message to ensure good communication?

Use multiple channels to convey the same message

Which online applications are not considered examples of social media?

Web sites

Your company is facing hard times, and you must cut your annual expenses by 20% in order to survive. You want to get employee feedback before making this difficult decision. How should you request that feedback? This is a nonroutine message, so you should: Send out an e-mail to all employees requesting their input Visit employees personally and talk with them individually or in small groups

Visit employees personally and talk with them individually or in small groups [In this case, your message is nonroutine, and you need to convey it using a richer medium. People are likely to be scared when they hear what you have to say, and a face-to-face interaction will help you to answer their questions quickly and with a maximum amount of information.]

ex. 17.1 This diagram shows you how managers are considered to be the communication champions of their workplace. Managers start by gathering information, both from inside and outside the organization. With what they know, they can talk with others across the company about their organization's vision and strategy, and they work with employees to make sure the company's most important goals are met.

When a manager is involved in these important strategic communications, he or she will work to communicate openly, ask questions, listen, and provide feedback. These actions ensure that information flows freely across all levels of the organization. Finally, the best managers know how to use a range of communication channels, including rich channels, social media, upward, downward, and horizontal channels, and personal networks.

When speaking to an audience, which standing body-pose should a manager take to project confidence and assertiveness?

Widening distance between the feet

Channel richness is, in part, determined by the ability to handle multiple cues simultaneously. This means that a telephone call will be less rich than a face-to-face chat, because: You are not getting as many types of information from the exchange You cannot respond as quickly to what the person is saying You do not know that the person's message is intended directly for you

You are not getting as many types of information from the exchange [The ability to handle multiple cues simultaneously refers to the idea that some forms of communication transmit information in multiple ways. For example, in a conversation, you can get information not only from the person's words but also from his or her facial expression, vocal tones, and body language. Telephone calls convey less information, because you cannot see body language or facial expressions, whereas printed correspondence contains only information from the words on the page.]

Using a text message to relay a message is which component of communication?

channel

When you have a face-to-face conversation with your manager, you experience much higher levels of this than when you see a standardized report distributed to your entire team.

channel richness "Channel richness is the amount of information that can be transmitted during a communication episode."

***POST QUIZ 17*** The process by which two managers share information so that it is understood by both of them is called:

communication.

When a manager tells an employee that the deadline for Project X is 5 PM, he or she is using this type of communication.

downward communication "Messages sent from top management down to subordinates."

In the communication process, the manager who wants to share an important decision with her subordinates would be a(n):

encoder

***APLIA 17*** When you prepare a message to send to another person, you are doing this.

encoding "Selecting symbols with which to compose a message and selecting a communication channel."

Which communication channel do most people prefer when receiving difficult news, or receiving advice or affection?

face to face

Companies are using the grapevine for enabling employees to communicate among themselves and with managers, communicating with customers and other outsiders, and building employee engagement.

false

The purpose of __________ communication is not only to inform, but also to request support and coordinate activities.

horizontal

If manager Adam decided to spend more time asking questions than telling information when communicating with his subordinates, he would reap all of the following benefits except:

never having to repeat the communication. [building trust with employees. never having to repeat the communication. encouraging critical thinking skills within employees. giving employees a chance to make a difference in a situation.]

Crossing your arms, smiling, and nodding your head are all examples of this type of communication.

nonverbal communication "Communication that is transmitted through actions and behaviors rather than through words."

When a manager sends "signals" to a subordinate without using words to show her displeasure at that subordinate's performance on an important task, this is an example of:

nonverbal communication.

Imagine that you are one of the teachers who reports to Darin Headrick. Last year, you thought it might be a good idea to move the school's computer room to a reinforced basement facility to avoid tornados. But you were nervous about taking your idea to Mr. Headrick. After all, he is the school superintendent. Your communication apprehension prevented you from being

not direct, not info couldn't be encoded The teacher in this scenario, like many people, has a problem with communication apprehension; he or she is nervous about communicating with people. Managers most often have communication apprehension when they have to give negative feedback to an employee, and employees often are intimidated when they have to communicate up the organizational ladder. The problem with communication apprehension is that it prevents information sharing, or the free flow of information between the two parties. When information is not shared, persuasive communication cannot occur.

When a manager develops relationships with colleagues across the organization at the same level of management and at both upper and lower levels of management, this is called a:

personal network.

Facebook, Twitter, and YouTube all allow their users to share content with other users, and they represent this.

social media "Social media are a group of Internet-based applications that allow the creation and exchange of user-generated content."

Which is not a form of social media?

trade associations

A manager's skill at communicating becomes even more crucial during times of rapid change, uncertainty, or crisis. True

true

All the following are valuable techniques for communicating with candor except:

using a top-down approach.

To achieve the advantages of open communication, centralized communication is most effective for communicating:

with large teams

3. Workplace Communication -Another aspect of management communication concerns the organization as a whole. -Four elements of workplace communication for managers to master are...

(1)using social media to improve internal and external communication; (2)using informal, personal communication channels; (3)establishing formal communication channels; and (4)developing strategies for crisis communication.

3A. -social media- -Social media: A group of Internet-based applications that allows the creation and exchange of user-generated content.

- The term social media covers a broad range of applications, including wikis, blogs, microblogs (e.g., Twitter and China's Sina Weibo), content communities (e.g., YouTube), social networking sites (e.g., Facebook), and virtual social worlds (e.g., Second Life).

3C. Smart managers make a serious effort to facilitate upward communication. -For example, Mike Hall, CEO of Borrego Solar Systems, found an effective way to encourage his introverted engineers to speak up and submit ideas for improving the business. To get his staff to offer feedback and suggestions, Hall organized an internal contest that he called the Innovation Challenge. All employees were encouraged to submit ideas about improving the business using the company intranet. Once all of the ideas were submitted, employees voted for their favorite idea, and the winner won $500 in cash. Nearly all of Borrego's employees participated in the contest.

-"We've been able to generate a lot of great ideas by tapping everyone's brains," Hall says. -Typical areas of information communicated upward include problems and exceptions that need management's attention, ideas and suggestions for improvement, performance reports, grievances and disputes, and financial and accounting information.

1. -Strategic conversation: Dialogue across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals.

-Managers use different methods to communicate, depending on the purpose of the communication and the audience. -online communication including social media is growing in popularity

3C. -upward communication: Messages that flow from the lower to the higher levels in the organization's hierarchy.

-Most organizations take pains to build in healthy channels for upward communication. -Employees need to air grievances, report progress, and provide feedback on management initiatives. -Coupling a healthy flow of upward and downward communication ensures that the communication circuit between managers and employees is complete.

2G. To some extent, we are all natural "face readers", but at the same time, facial expressions can be misinterpreted, suggesting that managers need to ask questions to make sure that they're getting the right message. -Managers can hone their skills at reading facial expressions and improve their ability to connect with and influence followers. -Studies indicate that managers who seem responsive to the unspoken emotions of employees are more effective and successful in the workplace.

-Although communication skills have always been important to managers, the ability to persuade and influence others is even more critical today. -Communicating with candor means being direct, honest, and clear about what employees need to do to meet objectives, while also expressing respect for others and not making people feel slighted, controlled, or exploited. -To encourage a give-and-take exchange of information between managers and employees, managers need to learn to ask questions. -Practicing powerful body poses seem to boost as well as project confidence and assertiveness.

3B...the grapevine... -90% employees gossip, every manager eventually will have to contend with its effects in the workplace. -Although the word gossip has a negative connotation, it may actually be good for a company, especially during times of significant organizational change, such as layoffs or downsizing. -In fact, gossip can be an invaluable tool for managers. Gossip provides an efficient channel to communicate information because it will move more rapidly than through a formal channel.

-Another advantage of gossip is that managers who tap into the gossip network may find it a useful "early warning system" that helps them learn about internal situations or events that might need their attention. -Plus, gossip is one way employees relieve feelings of tension and anxiety, especially during periods of change. -Another benefit is that gossip may give marginalized employees an opportunity to have a voice within the organization.

2B. -communication channels- -many channel options: face-to-face, call, text, email, memo/letter, social media, depending on the nature. -One approach to selecting an effective communication channel is to interpret the emotions of the person who will be receiving the message and then select the channel that will result in the best outcome. -Scientists have shown that managers can understand how a person is feeling by studying important clues: facial expressions, gestures, body posture, and tone of voice. A smirk, a furrowed brow, or sagging body posture are strong indicators of a person's emotions

-Another factor that shapes a manager's selection of a communication channel is the type and amount of information to be communicated -channels differ in their capacity to convey data -communication channel's physical characteristics limit the kind and amount of information that can be conveyed through it. -The channels available to managers can be classified into a hierarchy based on information richness.

3D. Four primary skills for managers to follow when communicating in a crisis are outlined next. As you read them, consider how (in)effective Captain Schettino was in communicating during and after the cruise ship crisis... -Stay calm, listen hard. Good crisis communicators don't allow themselves to be overwhelmed by the situation. Calmness and listening become more important than ever. Managers also learn to tailor their communications to reflect hope and optimism as they acknowledge current difficulties.

-Be visible. Many managers underestimate just how important their presence is during a crisis.Footnote A manager's job is to step out immediately, both to reassure employees and respond to public concerns. Face-to-face communication with employees is crucial for letting people know that managers care about them and what they're going through. -Get the awful truth out. Effective managers gather as much information as they can, do their best to determine the facts, and tell the truth to employees and the public as soon as possible. Getting the truth out quickly prevents harmful rumors and misunderstandings. -Communicate a vision for the future. People need to feel that they have something to work for and look forward to. Moments of crisis present opportunities for managers to communicate a vision of a better future and unite people toward common goals.

2B. Electronic communication, such e-mail, instant messaging, and text messaging, is increasingly being used for messages that were once handled face to face or by telephone. However, in a survey by researchers at The Ohio State University, most respondents said that they preferred the telephone or face-to-face conversation for communicating difficult news, giving advice, or expressing affection.

-Because e-mail messages lack both visual and verbal cues and don't allow for interaction and feedback, messages can sometimes be misunderstood. Using e-mail to discuss disputes, for example, can lead to escalation rather than resolution of conflict.Footnote Too often, managers use e-mail or text messaging to avoid the emotional discomfort of a real-time conversation, hiding behind their computers to send rebukes or criticisms that they would never deliver in person.

3B. Here are a few tips from one expert networker for building a personal communication network: -build it before you need it -never eat lunch alone -make it win-win -focus on diversity

-Build it before you need it. Smart managers don't wait until they need something to start building a network of personal relationships—by then, it's too late. Instead, they show genuine interest in others and develop honest connections. -Never eat lunch alone. Master networkers make an effort to connect with as many people as possible, and they keep their social as well as business conference and event calendars full. Tim Gutwald created a service called Network Shuffle that randomly assigns members a new connection once a month to make sure that people's networks are constantly expanding. -Make it win-win. Successful networking isn't just about getting what you want; it's also about making sure that other people in the network get what they want. -Focus on diversity. The broader your base of contacts, the broader your range of influence. Build connections with people from as many different areas of interest as possible (both within and outside the organization).

3B...written communication... -"With the fast pace of today's electronic communications, one might think that the value of fundamental writing skills has diminished in the workplace," said Joseph M. Tucci, president and CEO of EMC Corporation. "Actually, the need to write clearly and quickly has never been more important than in today's highly competitive, technology-driven global economy."

-Managers who are unable to communicate in writing will limit their opportunities for advancement. "Writing is both a 'marker' of high-skill, high-wage, professional work and a 'gatekeeper' with clear equity implications," says Bob Kerrey, president of The New School in New York and chair of the National Commission on Writing

3A...engaging employees... -Using social media can enable people to connect with one another easily across organizational and geographical boundaries based on professional relationships, shared interests, problems, or other criteria. -Interacting through public sites and corporate networks gives employees opportunities to participate in an online community, sharing personal and professional information and photos, producing and sharing all sorts of ideas and opinions.

-By 2013, social media had become not just a means for connection and collaboration, but also an effective employee engagement tool for companies such as GE.Footnote GE introduced an internal social network called GE Colab in January 2012, and it has been an astounding success, thanks partly to the efforts of Ron Utterbeck, CIO for GE Corporate, who first introduced it to GE's "power users" to encourage high levels of activity. "Our social media metrics focus largely on engagement [of both employees and customers] because that's where we connect with people and build the bond of emotional equity," said Linda Boff, GE's executive director of global digital marketing.

2D. -communicating with candor- -To influence and persuade, managers also have to be frank and straightforward about what they want and need from others. -Communicating with candor means being direct, honest, and clear about what employees need to do to meet objectives, while also expressing respect for others and not making people feel slighted, controlled, or exploited. -Unfortunately, communicating with candor is a problem for many managers.

-Communicating with candor is a confident, positive approach that lets others know exactly where you stand and what you're asking of them. -The appropriate use of candid communication acknowledges the other person's perspective and opinion, yet is very specific about what the manager wants and why.

Review 1, 1A, 1B: -The manager's role as communication champion means to engage in purpose-driven strategic conversations via multiple channels. -Social media is a method of communication that is growing in popularity as an effective way to communicate information within an organization. -Strategic conversation refers to dialogue across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals.

-Communication is the process by which information is exchanged and understood by two or more people. -The sender encodes the idea by selecting symbols with which to compose a message and selecting a communication channel; the receiver decodes the symbols to interpret the meaning of the message. -The message is the tangible formulation of an idea to be sent to the employee. -The term channel refers to the medium by which a message is sent, such as a phone call, blog, or text message. -Feedback occurs when the receiver responds to the sender's communication with a return message.

1A. -what is communication?- -words are small part -managers are observed carefully by employees, so it's important to remember that everything a manager does and says will communicate something -it's a two-way street that includes questions, seeking feedback, paying attention to nonverbal communication of others, and listening actively

-Communication: The process by which information is exchanged and understood by two or more people. surveys of managers show: -they consider communication their most critical skills & one top responsibility -they realize they need to improve communication effectiveness -few bother to tailor messages to audience -fewer seek feedback bc they fear bad news -they feel out of the loop

3. Four elements of workplace communication are using social media, using personal communication channels, establishing formal communication channels, and developing strategies for crisis communication. -The term social media refers to a group of Internet-based applications that allow the creation and sharing of user-generated content.

-Companies are using social media for enabling employees to communicate among themselves and with managers, communicating with customers and other outsiders, and building employee engagement. -Benjamin Franklin established the Club of Honest Whigs in London more than 200 years ago as a networking group where a wide range of thinkers from various walks of life could establish relationships with others and advance their professional and personal interests.

3A. Various forms of social media are reinventing how people in organizations communicate among themselves and with customers and other stakeholders. -> -So far, social media hasn't boosted U.S. productivity significantly, but economists such as MIT's Erik Brynjolfsson say that it takes about five years for a new technology to show its full impact on companies that use it. Social media has been used for only two or three years in most companies, largely for communicating with customers and enhancing employee collaboration

-Dallas-based 7-Eleven Inc. has about 2,000 field consultants who use Yammer to share knowledge and learn best practices for how to help franchise owners improve their businesses. -Starbucks asks customers for ideas on a social media portion of its Web site and then lets people vote on them, turning criticism into better products. -Managers at Aquasana, a home water filtration company, mine the social media interactions of its competitors' customers to find out what people like and don't like and create marketing campaigns that win business.

3C. It is impossible for managers to communicate with employees about everything that goes on in the organization, so they have to make choices about the important information to communicate. -Typical topics encompassed by downward communication include goals and strategies, job instructions and rationale, procedures, policies and practices, performance feedback, and motivation and indoctrination. -For example, some managers use Twitter as a preferred channel of downward communication for time-sensitive job instructions. With a limit of 140 characters, reading and replying to a tweet is a lot faster than other forms of communication.

-Many U.S. managers could do a better job of effective downward communication. As we reported earlier in this chapter, the results of one survey show that employees want open and honest communication about both the good and the bad aspects of the organization's performance. -But when asked to rate their company's communication effectiveness on a scale of 0 to 100, the survey respondents' average score was 69. -In addition, a study of 1,500 managers, mostly at first and second management levels, found that 84 percent of these leaders perceive communication as one of their most important tasks, yet only 38 percent believe that they have adequate communication skills.

2C. -communicating to persuade & influence others- -communication isn't just conveying info, but also persuading & influencing people -communication skills are important for managers, but the ability to persuade/influence others is even more critical today -the command-and-control mindset of managers telling workers what to do and how to do it is gone. -key points for practicing the art of persuasion include the following:

-Establish credibility. A manager's credibility is based on knowledge, expertise, and interpersonal skills. By demonstrating a consistent ability to make well-informed, sound decisions, managers inspire employees to have more confidence in the manager's leadership abilities. -Build goals on common ground. To be persuasive, managers should describe the benefits that employees will experience by embracing a new policy or fulfilling a request. An example is the manager who wanted to persuade fast food franchisees to support new pricing discounts desired by headquarters. The manager didn't just explain that headquarters wanted the policies implemented; he cited research showing that the revised pricing would increase franchisees' profits. When the franchisees saw how they would benefit personally, they were eager to adopt the new policies. If a manager can't find common advantages, this is typically a signal that goals and plans need to be adjusted.

Management at Work You work as a salesperson for Spectrum Color, a chemical manufacturer, which keeps you very busy. Your customers are photographers who use Spectrum's products to create professional images for publication. They are usually a friendly clientele. Today, however, customer Jesse Adamson is upset when he calls to inquire about his order. Jesse says he will miss his deadline if he doesn't receive his order right away. He threatens to stop using Spectrum Color if the company does not meet his demand and fill his order immediately. -What is the most important message this customer is trying to convey? -What can you do to listen more effectively to this customer?

-He urgently needs his chemical order. -Ask gentle, probing questions. Jesse is upset about one thing: his missing chemical order. Because the order is late, he may miss his deadline, which could hurt his reputation and earnings. His primary message is that he needs his chemical order right away. Customers want you to demonstrate that you genuinely care about them and the service you are providing. By asking gentle, probing questions of customers, you demonstrate concern and ensure a clear understanding of the situation, so you are better prepared to offer a solution. Defending the company's reputation or passing the call on to your supervisor would not help address the customer's concerns. If you are unable to help solve the customer's problem, you might transfer the call to your supervisor at the customer's request.

3C. -I think we could sell more products on our website if we had a Paypal account: Upward -The month-end sales report is ready for review: Upward -While your team is working on the new marketing brochure, my team can work on the social media campaign. How does that sound?: Horizontal

-I need to remind the servers to recommend our desserts to every customer they wait on: Downward -Let's sit down and figure out how to divide this work evenly between the two of us: Horizontal -You're doing a great job, Josh. I appreciate your attention to detail: Downward

2F. Most managers now recognize that important information flows from the bottom up, not the top down, and managers had better be tuned in. -Some organizations use innovative techniques for finding out what's on employees' and customers' minds. Done correctly, listening is a vital link in the communication process, shown in the model of communication in Exhibit 17.2. Kevin Sharer, recently retired CEO of Amgen, calls it "strategic listening."

-Listening, Sharer believes, is the greatest sign of respect that you can give someone. "Eventually, executives who don't listen lose the support of their teams and colleagues. And once you've lost that support, it's almost impossible to get it back."

2F. -listening- -listening is most critical yet rare and why managers fail -Only then can the manager provide the appropriate response -Listening requires attention, energy, and skill -although about 75 percent of effective communication is listening, most people spend only 30 to 40 percent of their time listening, which leads to many communication errors.

-Listening: The skill of grasping both facts and feelings to interpret a message's genuine meaning. -one of the secrets of highly successful salespeople is that they spend 60 to 70 percent of a sales call letting the customer talk. -However, listening involves much more than just not talking. Many people do not know how to listen effectively. They concentrate on formulating what they are going to say next rather than on what is being said to them. -Harvard Business Review on Effective Communication cites research indicating that within 48 hours, most people retain only 25 percent of what they've heard.

2G. -nonverbal communication- -body language—facial expressions, gestures, touch, and use of space—can communicate a range of messages, from enthusiasm, warmth, and confidence to arrogance, indifference, displeasure, and condescension -For example, a manager who consistently delivers his or her verbal messages with a scowling expression or a sarcastic look will likely not develop positive interpersonal relationships, no matter how positive the verbal messages are.

-Nonverbal communication: Communicating through actions, gestures, facial expressions, and behavior rather than through words. - Managers should take care to align their facial expressions and body language to support an intended message. -When nonverbal signals contradict a manager's words, people become confused and may discount what is being said and believe the body language instead. -Managers are watched, and their behavior, appearance, actions, and attitudes are symbolic of what they value and expect of others

2G. -words themselves often carry little meaning. -significant portion of the shared understanding from communication comes from the nonverbal messages of facial expression, voice, mannerisms, posture, and dress

-One researcher found three sources of communication cues during face-to-face communication: the "verbal", which are the actual spoken words; the "vocal", which include the pitch, tone, and timbre of a person's voice; and "facial expressions". -According to this study, the relative weights of these three factors in message interpretation are as follows: verbal impact, 7 percent; vocal impact, 38 percent; and facial impact, 55 percent.

2A. -open communication climate- -survey said employees want open&honest communication from their managers (including good&bad) -Szaky encourages transparency and promotes open, honest communication; this new climate has fostered a feeling of ownership & trust. It also brings issues to the forefront faster than ever before

-Open communication: Sharing all types of information throughout the organization and across functional and hierarchical boundaries. -ppl throughout org need to see the big picture, understand the decisions that managers make, and know how their work contributes to the success of the company. -particularly in times of change, if ppl don't hear what's happening from managers, they rely on rumors & will often assume the worst. -in an open communication environment, people know where they stand and what rules they need to play by -Open communication helps people accept, understand, and commit to goals -People can see how their actions interact with and affect others in the organization -When people have access to complete information, they are more likely to come up with creative solutions to problems and make decisions that are good for the company

3B. Personal networking, enhanced through social and professional networking sites like LinkedIn, is an important skill for managers because it enables them to get things done more smoothly and rapidly than they could do in isolation.

-People who have more contacts have greater influence in the organization and get more accomplished. -Exhibit 17.6 illustrates a communication network within an organization. Some people are central to the network while others play only a peripheral role. -The key is that relationships are built across functional and hierarchical boundaries. -For example, in Exhibit 17.6, Sharon has a well-developed personal communication network, sharing information and assistance with many people across the marketing, manufacturing, and engineering departments. -Contrast Sharon's contacts with those of Mike or Jasmine, who are on the periphery of the network.

3B. -personal communication channels- -Personal communication channels: Channels that exist outside formally authorized channels and connect people across boundaries for sharing information and accomplishing tasks.

-Personal communication channels coexist with formal channels within an organization but may skip hierarchical levels, cutting across vertical chains of command to connect virtually anyone in the organization. -In most organizations, these informal channels are the primary way that information spreads and work gets accomplished. -Three important types of personal communication channels are "personal networks", the "grapevine," and "written communication".

3B. Most of us know from personal experience that "who you know" sometimes counts for more than what you know.

-Priestly was very intelligent, but he was isolated from other scientists until he traveled to London to attend a meeting of the Club of Honest Whigs, where a wide range of thinkers convened to talk about science, theology, politics, and other topics. The brainchild of Benjamin Franklin, the club was an early networking group that gave Priestly the chance to build a network of relationships and collaborations. He went on to have an illustrious scientific and writing career, famously discovering the existence of oxygen.Footnote Like Priestly, by cultivating a broad network of contacts, managers can extend their influence significantly and accomplish greater results.

3C. -Horizontal communication: The lateral or diagonal exchange of messages among peers or coworkers and includes team communication. - It may occur within or across departments. The purpose of horizontal communication is not only to inform, but also to request support and coordinate activities.

-Recall from Chapter 10 that many organizations build in horizontal communication in the form of task forces, committees, or even a matrix or horizontal structure to encourage coordination.

2D. Some valuable techniques for communicating with candor include: -Use "I statements." To communicate with candor, you should keep the focus on the specific perception that you have, how it makes you feel, and the effect that it is having on you, rather than accusing or blaming the other person. Suppose that you share office space with a sloppy colleague. Rather than saying, "You drive me crazy by leaving food wrappers scattered all over the place," you might say, "I'm finding it really hard to get our work done with all this clutter on the work table."

-Stick to facts rather than judgments. Don't tell your colleague that she's a disgusting slob; just let her know that the clutter she's leaving on the table is interfering with your ability to do your work. -Be clear, specific, and direct in your requests. Say "I'd like for you to keep the worktable clean because we both have to use it to get our work done," rather than "Why don't you clean up the mess you leave around here?"

3C. -formal communication channels- -Formal communication channels: A channel that flows within the chain of command or task responsibility defined by the organization.

-The three formal channels and the types of information conveyed in each are illustrated in Exhibit 17.7. -Downward and upward communications are the primary forms of communication used in most traditional, vertically organized companies. -However, many of today's organizations emphasize horizontal communication, with people continuously sharing information across departments and levels. -Electronic communication methods such as e-mail and social media, as described previously, have made it easier than ever for information to flow in all directions.

2C. cont... -Connect emotionally. The most effective persuaders are good listeners who establish an emotional connection with others and balance their competence and credibility with warmth and understanding. They learn to understand others' emotions and needs and adjust their approach to match the audience's ability to receive their message. In addition, by looking at how people have interpreted and responded to past events, a manager can get a better grasp on how they might react to new ideas and proposals that the manager wants them to adopt.

-Use multiple media to send important messages. When a message is highly important, leaders often use redundant communications, sending the same message using different channels. For example, one leader explained a request to an employee in person, then immediately composed a follow-up e-mail to the same employee that summarized the request in writing. For companywide changes, leaders might hold small group sessions to talk with employees about a new policy, post an article in the newsletter, and use social media to make sure that everyone gets the information. By saying the same thing more than once via multiple channels, leaders add weight to the message and keep the issue at the top of employees' minds.

*pic first half* Information drop off from higher to lower levels of an organization is a major problem with downward communication. Which of the following actions can managers take to resolve this problem? Check all that apply. Use the correct communication channel for the message. Use active listening to get feedback on what message has been received. Increase the number of people through which the message travels. Maintain consistency between verbal and nonverbal messages.

-Use the correct communication channel for the message. -Use active listening to get feedback on what message has been received. -Maintain consistency between verbal and nonverbal messages. [Information drop off occurs because more details of a message get lost every time the message is transferred to another person. While information drop off can't be eliminated completely, it can be managed by choosing the right channel for the message (rich for nonroutine, less rich for routine) and making sure that nonverbal messages match verbal messages (for example, make sure your smile is genuine when delivering good news). Active listening is also important—it is a good idea for managers to ask people what they've heard and then really listen to what they say to determine whether the key points of the message came through. But sending a message through more people will just increase information drop off, as each person is likely to lose or change a bit of the message.]

2F. Managers at many companies are also tapping into the interactive nature of blogs and social media to stay in touch with employees and customers. -Blogs, running Web logs that allow people to post opinions, ideas, and information, provide a low-cost, always-fresh, real-time link between organizations and customers, employees, the media, and investors. -One estimate is that 28 percent of Fortune 500 companies have a public blog to keep in touch with stakeholders. Blogs give managers another way to get valuable feedback.

-What constitutes good listening? Exhibit 17.5 gives ten keys to effective listening and illustrates a number of ways to distinguish a bad listener from a good listener. -A good listener finds areas of interest, is flexible, works hard at listening, and uses thought speed to mentally summarize, weigh, and anticipate what the speaker says. -Good listening means shifting from thinking about self to empathizing with the other person, which requires a high degree of emotional intelligence, as described in Chapter 14.

2D. -Communicating with candor is an important part of creating an open communication climate. -when managers communicate with candor, they encourage others to do the same. -In an organization where candid communication is the norm, everything works faster and better.

-When everyone feels free to open up and speak frankly, more people get involved in organizational conversations, which leads to more ideas and faster learning. -In addition, candor means that ideas get debated, adapted, and acted upon more quickly. Candid communication leads to genuine ongoing conversations and limits common problems such as meaningless meetings, workplace incivility, or rancorous silence.

(self-asses: ) -It is hard for a manager to pay attention when someone is speaking because... ....a manager has constant interruptions and distractions. -The purpose of asking questions is not... ...to show managerial expertise.

-Which of the following behaviors shows good listening skills?.... ...Asking for clarification after someone has spoken.

3B. Managers can improve their writing skills by following these guidelines: -Respect the reader. The reader's time is valuable; don't waste it with a rambling, confusing memo or e-mail that has to be read several times to make sense of it. Pay attention to your grammar and spelling. Sloppy writing indicates that you think your time is more important than that of your readers. You'll lose their interest—and their respect. -Know your point and get to it. What is the key piece of information that you want the reader to remember? Many people just sit and write, without clarifying in their own mind what it is they're trying to say. To write effectively, know what your central point is and write to support it.

-Write clearly rather than impressively. Don't use pretentious or inflated language, and avoid jargon. The goal of good writing for business is to be understood the first time through. State your message as simply and as clearly as possible. -Get a second opinion. When the communication is very important, such as a formal memo to the department or organization, ask someone you consider to be a good writer to read it before you send it. Don't be too proud to take their advice. In all cases, read and revise the memo or e-mail a second and third time before you hit the Send button. A former manager of communication services at consulting firm Arthur D. Little Inc. has estimated that around 30 percent of all business memos and e-mails are written simply to get clarification about an earlier written communication that didn't make sense to the reader.Footnote By following these guidelines, you can get your message across the first time.

3D -crisis communication- -A manager's skill at communicating becomes even more crucial during times of rapid change, uncertainty, or crisis. -Over the past few years, the sheer number and scope of crises have made communication a more demanding job for managers. -Unfortunately, many managers have shown themselves to be not up to the challenge.

-as a manager, your ability to communicate effectively during a crisis will determine how effectively the organization survives the upheaval. [ Consider the mistakes made by the captain of the Costa Concordia, who ran his ship aground in January 2012, causing a disaster that claimed 32 lives. The ship capsized off the coast of the Tuscan island of Giglio after Captain Francesco Schettino allegedly took it off course as part of a stunt, accidentally running it aground. Schettino is accused of manslaughter and abandoning ship before all the passengers had been evacuated. Schettino is said to have contributed to the crisis by failing to respond for 45 minutes after the crew told him that the ship was flooding and its motors were dead. He issued the "abandon ship order" nearly an hour after the ship had run aground—too late to save many lives. Schettino also failed to step forward, accept responsibility, and explain what happened during the days following the disaster. ]

2C. To persuade and influence, managers have to communicate frequently and easily with others. Yet some people find interpersonal communication experiences unrewarding or difficult and thus tend to avoid situations where communication is required.

-communication apprehension: An individual's level of fear or anxiety associated with either real or anticipated communication. With training and practice, managers can overcome their communication apprehension and become more effective communicators.

1B. -a model of communication- Being a good communicator starts with appreciating how complex communication is and understanding the key elements of the communication process, as illustrated in Exhibit 17.2

-communication is complex and fraught w/ opportunities for misunderstanding -it's not just sending info, but sharing info in a planned way -a manager who can speak inspirationally, but not listen is not an effective communicator -Honoring this distinction between sharing and proclaiming is crucial for successful management.

3C. The most familiar and obvious flow of formal communication, downward communication, consists of the messages and information sent from top management to subordinates in a downward direction. -Managers can communicate downward to employees in many ways. Some of the most common are through speeches, videos, blogs, social media, and company intranets.

-downward communication: Messages sent from top management down to subordinates. -When Red Robin Gourmet Burgers introduced its new line of Tavern Burgers, top executives decided to use an internal social network to communicate the recipe and cooking methods to company managers. Instead of mailing out spiral-bound books, Red Robin successfully used social media as a method to train managers and encourage freewheeling discussions and feedback.

1B. Knowing what communication entails helps you appreciate the complexity of it. As shown in Exhibit 17.2, a manager who wants to communicate with an employee encodes a thought or idea by selecting symbols (such as words) with which to compose a message. The channel might be a telephone call, an e-mail message, a formal report, or a face-to-face conversation. As illustrated in the exhibit, the nature of effective communication is cyclical, in that a sender and receiver may exchange messages several times to achieve a mutual understanding.

-encodes: To select symbols with which to compose a message. -message: The tangible formulation of an idea to be sent to an employee. -channel: The medium by which a message is sent, such as a phone call, blog, or text message. -decodes: To read symbols to interpret the meaning of a message. -Feedback Occurs when the receiver responds to the sender's communication with a return message.

2B. -select channel to fit the message -the choice of communication channel can also convey a symbolic meaning to the receiver; the medium becomes the message

-face-to-face can signal that managers care about them as individuals

3B. Gossip typically travels along the grapevine, an informal, person-to-person communication network that is not officially sanctioned by the organization. -The grapevine links employees in all directions, ranging from the CEO through middle management, support staff, and line employees. -The grapevine will always exist in an organization, but it can become a dominant force when formal channels are closed. In such cases, the grapevine is actually a service because the information that it provides helps makes sense of an unclear or uncertain situation. -Employees use grapevine rumors to fill in information gaps and clarify management decisions. One estimate is that as much as 70 percent of all communication in a firm is carried through its grapevine.

-grapevine: A system that carries workplace gossip, a dominant force in organization communication when formal channels are not functioning effectively. -The grapevine tends to be more active during periods of change, excitement, anxiety, and sagging economic conditions. -Managers often keep silent during times of change because they don't want to mislead employees by giving out incomplete information. However, when people don't hear about what is going on from managers, the grapevine goes into overdrive. -A survey by professional employment services firm Randstad found that about half of all employees reported first hearing of major company changes through the grapevine.

2E. -asking questions- -The traditional top-down, command-and-control approach to organizational communication is no longer viable in today's global, technologically sophisticated workplace. -This traditional model is giving way to a more dynamic form of communication that is characterized by organizational conversations, which involve a give-and-take exchange of information

-to have successful organizational conversations, managers need to learn to ask questions. Most managers do 80 percent telling and 20 percent asking, while it should be the other way around. -Kelman says people will automatically respond that everything is great, but if you keep asking and show that you're sincere, they'll eventually come forward with thoughts and ideas for how to make things better.

2E. Asking questions can benefit both managers and employees in numerous ways: 1. Asking questions builds trust and openness between managers and employees. Managers who ask questions encourage their employees to share ideas and offer feedback. Duke Energy's president and CEO, James E. Rogers, holds listening sessions with groups of 90-100 employees, where he asks questions and offers responses. By engaging with employees in a format that resembles ordinary person-to-person conversation, Rogers is developing a culture built on trust and authenticity.

2. Asking questions builds critical thinking skills. In one survey, 99 percent of top managers said critical thinking skills at all levels are crucial to the success of their organizations. Asking questions stimulates critical, independent thinking, encourages people to use their creativity, and leads to deeper, more lasting learning. 3. Questions stimulate the mind and give people a chance to make a difference. When a manager asks a question of someone, it puts the individual on alert in a way that making a statement does not. If a plant foreman says, "We have to increase production to fill this order," workers can listen to him and try to speed things up, or continue working as they have been. If, instead, the foreman asks employees, "What can we do to make sure we fill this order on time?" people can't ignore him; they have to start looking for solutions. Thus, asking questions gets people to accept responsibility for solving their own problems.

Tunes out dry subjects Poor listener Effective listeners find areas of interest in whatever they are listening to. If you disengage when the material gets dry or boring, you are likely to miss important content. 2. Listens for facts Poor listener Effective listeners listen for ideas rather than facts. Listening for facts sets you up to dispute the speaker. Capturing a person's ideas helps you understand him or her more fully.

3. Listens to central themes Good listener Effective listeners listen for ideas. One way to do this is to listen for the central themes of the speaker's communication. 4. Mentally summarizes; weighs the evidence Good listener Effective listeners capitalize on the fact that they can think quicker than the speaker can talk. They use the thought-speech gap to mentally summarize the speaker's key points and consider the evidence the speaker is presenting.

2B. She advises managers to never use e-mail in the following circumstances: 1. When you are angry. As our anger increases, so does our inability to communicate effectively. Wait at least two hours to cool off before sending an e-mail message. Then you will be more able to choose the most constructive way to convey that you are upset. 2. When your message may be misunderstood. Meet in person with someone who may be defensive about certain issues. A face-to-face conversation ensures that the other person hears your message in the most positive way.

3. When you are cancelling or apologizing. To cancel an engagement, pick up the phone and call instead of e-mailing, to demonstrate that you care about the relationship. When an apology is called for, meet in person so that you can ask and receive forgiveness, which goes a long way toward restoring a damaged relationship. 4. When you are rebuking or criticizing. While it is never easy to deliver negative feedback, it is better to communicate rebukes or criticisms in person so that you can read visual cues and address any issues that the other person might raise.

Which of the following examples involves personal communication? Your best employee, Mary Jo, comes to you because she is having difficulty prioritizing her work. As Mary Jo's manager, you help her to see which of her projects are most important, and she starts working on them immediately. Incorrect Last Tuesday, Marsha reached out to her team, and asked them to take 20% of their normal workday and spend it on developing new ideas for company products. Your company needs to get innovative ideas from every department in the organization. Last week, your boss suggested that you complete a project with one of your co-workers in your department. Today, the two of you met to go over plans for completing the work. A manager in the Engineering department has lunch with the Vice President of Operations. The two have known each other for a long time, and often talk about the promotions and demotions they expect to see in the company.

A manager in the Engineering department has lunch with the Vice President of Operations. The two have known each other for a long time, and often talk about the promotions and demotions they expect to see in the company. [Personal communication systems link people in the organization who would not be linked by the formal organizational structure, in this case, the Engineering manager and the Vice President of Operations. The other examples in this problem all feature employees talking with their bosses, or employees in the same department discussing work at the request of a supervisor.]

Why is gossip an invaluable tool for managers?

All of the above are applicable. [-It helps employees relieve tension and anxiety especially during periods of change. -It helps managers learn about internal situations or events that might need their attention. -It provides an efficient channel to communicate information because it will move more rapidly than through a formal channel. -It may give marginalized employees an opportunity to have a voice within the organization.]

When the new CEO proposed that the company's strategic plan include surveys to get more feedback, the managers pushed back. Which action should the CEO take to overcome the most likely reason that managers are wary of seeking input from employees or customers?

Avoid punitive responses to negative survey input

In the weeks after the tornado, Darin Headrick was very active and present in the community—he sent text messages, organized community coffees, and ran face-to-face meetings with teachers and parents. Mr. Headrick's presence is a good example of which of the four primary skills associated with communicating during a crisis?

Be visible

What are the key elements of communication?

Encoding, decoding, and feedback

What is the first action a manager should take to ensure communications after a major tornado or other natural disaster?

Establish a central meeting location.

1B. Encoding and decoding sometimes can cause communication errors. Individual differences, knowledge, values, attitudes, and background act as filters and may create "noise" when translating from symbols to meanings. We've all likely experienced communication breakdowns because people can misinterpret a message easily.

Feedback enables a manager to determine whether the employee correctly interpreted the message. The potential for communication errors is why feedback is so important. Without feedback, the communication cycle is incomplete. Effective communication involves both the transference and the mutual understanding of information.

You are developing a personal communication network. Which of the following rules should guide your choice of the people in your network?

Get the maximum number of different types of people you can in your network.

2B. Still lower on the hierarchy of channel richness are written letters and memos. Written communication can be personally focused, but it conveys only the cues written on paper and is slower to provide feedback.

Impersonal written media, including flyers, bulletins, and standard computer reports, are the lowest in richness. These channels are not focused on a single receiver, use limited information cues, and do not permit feedback.

Which primary skill should a manager follow when communicating in a crisis?

Leading

Which is not a key to effective listening?

Listening for facts

1. Communication is the Manager's Job Exhibit 17.1 illustrates the crucial role of managers as communication champions. Managers gather important information from both inside and outside the organization and then distribute appropriate information to others who need it.

Managers' communication is "purpose-directed", in that it directs everyone's attention toward the vision, values, and desired goals of the team or organization and influences people to act in a way to achieve the goals. Managers facilitate "strategic conversations" by using open communication, actively listening to others, asking questions, and using feedback for learning and change

Which is not a primary skill for managers to follow when communicating in a crisis?

Providing only need-to-know information

When preparing an e-mail, or any form of written communication, which of the following rules is most important to obey? -Put yourself in the shoes of the person receiving your message. -Write your message as if you are speaking it. -State your points clearly and succinctly. -Don't let your writing go out with grammatical errors.

Put yourself in the shoes of the person receiving your message.

2G. Most of us have heard the saying "Actions speak louder than words." Indeed, we communicate without words all the time, whether we realize it or not. Interesting new research shows that posture and body position has a tremendous impact both on how people are perceived as well as how they actually perform.

Research from Harvard Business School and Columbia Business School shows that merely holding your body in a "high-power pose" for a few minutes in private—such as standing tall with shoulders pulled back, widening your stance, or leaning forward over a desk with hands planted firmly on the surface—leads to higher levels of testosterone and lower levels of stress. -That is, these powerful body poses seem to boost as well as project confidence and assertiveness. Most people are totally unaware of the signals that they send through their body language, and breaking old habits that project defensiveness, nervousness, or a lack of confidence, such as slumping, folding one's arms across the chest, and waving the hands when talking, can take concentrated effort and practice.

Assume that both you and your manager share a traditional American culture. What can your manager do in order to make you believe his words?

Smile and hold out his hand for you to shake [People are more likely to believe a verbal message when it is accompanied by a consistent nonverbal message. Holding out his hand while smiling is a nonverbal message that is consistent with your manager's message that you've done a great job. Putting his hands on his hips and glancing away quickly are both signals that your manager's words may not be genuine.]

2B. Face-to-face discussion is the richest medium because it permits direct experience, multiple information cues, immediate feedback, and personal focus. Because of its richness, it is the best channel when communicating to people who are exhibiting strong emotions, such as anxiety, fear, or defensiveness. Face-to-face discussions facilitate the assimilation of broad cues and deep, emotional understanding of the situation.

Telephone conversations are next in the richness hierarchy. Although eye contact, posture, and other body language cues are missing, the human voice still can carry a tremendous amount of emotional information.

Which of the following tactics is not a good way to improve your writing? The longer your memo is, the more likely it will influence readers. Ask someone else to read your writing before sending it out. Write without jargon, and use simple words. Get to the point of the memo quickly.

The longer your memo is, the more likely it will influence readers. [Longer memos are not better memos. Good writers follow four rules: they respect their readers, they know their point and get to it quickly, they write clearly, and they get second opinions on their work.]

2A. To achieve the advantages of open communication, managers should use the type of communication network that maximizes employee performance and job satisfaction. Research into employee communication has focused on two characteristics of effective communication: -the extent to which team communications are centralized and the nature of the team's task

The relationship between these characteristics is illustrated in Exhibit 17.3. -In a "centralized network", team members must communicate through one individual to solve problems or make decisions. Centralized communication can be effective for large teams because it limits the number of people involved in decision making. The result is a faster decision that involves fewer people. -In a "decentralized network", individuals can communicate freely with other team members. Members process information equally among themselves until all agree on a decision. Decentralized communication is best for complex, difficult work environments where teams need a free flow of communication in all directions.

Communication is the process by which information is exchanged and understood by two or more people, usually with the intent to influence or motivate behavior.

True

Which is not beneficial for building a good personal communication network?

Waiting until a relationship is needed before building personal relationships

You decide to write a memo to your employees to help them understand the restructuring. Which of the following sentences would be good to include in the memo?

We are restructuring the company in March. This memo will tell you about the restructuring and how it will affect you. The production operators are not being reorganized now. ["This restructure will involve partitioning units, and redistributing our customers to new developers. OP and SG will have dotted line relations to PPR and SLG." This part of the memo has phrasing that is very awkward, and it is filled with jargon, so it will not be effective in a written communication. The other phrases are simple and straightforward, and are much more effective as a way of conveying information about the restructuring.]

When your manager says, "You've done a great job!" but has a frown on his face, you are likely to believe that:

You haven't done a very good job at all [When confronted with a conflict between verbal and nonverbal cues, people typically choose to believe the nonverbal cues. In this case, you are more likely to focus on your manager's frown than the words he is saying.]

You are a new manager, and you want to communicate as effectively as possible with your team. Which of the following actions are signs that you are becoming a master communicator? When you meet with your team, you ask for and listen to their opinions before talking about your opinions. Last week, at a company meeting, you presented an overview of a new compensation system. You couldn't understand why the senior managers were asking questions about basic mathematical details of the plan. When you meet to ask a group of employees to change their behavior, you can express exactly what actions you want them to take before you allow them to talk. When you run into an old friend, you immediately give that person a 15 minute overview of the work you are doing in your new job.

When you meet with your team, you ask for and listen to their opinions before talking about your opinions. [Effective managers know that communication isn't just about making your point—you want to develop an understanding with others, which means listening to what they have to say, as well as talking to them. Simply thinking about what you will present won't foster an environment for open communication, but actively listening to the ideas of others and then sharing your ideas helps everyone to reach an understanding, which is the chief purpose of communication.