NATURE OF MANAGERIAL Dr Swaleha Naqvi

COMMUNICATION MGT 751: LECTURE 1

 CHAPTER OBJECTIVES
1.Explain how management and communication form
managerial communication;
2.Explain how managers use managerial communication to
motivate;
3.Explain the need for communication policies;
4.Identify the processes of group or team communication in
work environments.
 COMMUNICATION QUIZ
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E-YOUR-COMMUNICATION-SKILLS
 IMPORTANCE OF LANGUAGE TO
MANAGERIAL COMMUNICATION
‘Managers have to learn to know language, to understand what
words are and what they mean…they have to acquire respect for
language as [our most precious gift and heritage’ (Peter Drucker)
‘To see management in its proper light…managers need first to take
language seriously’
The essence of what management is all about [is] the effective use
of language to get things done’
(Robert Eccles & Nitin Nohria)
WHY IS
COMMUNICATIO
N Technology is producing
CHALLENGING more information.
FOR
MANAGERS? Cultural diversity.
‘Success as a
manager depends on Multiple specialties.
your ability to Sifting through the
communicate information, cultures, and
disciplines is time
effectively” consuming.
 MC is the use of management and
communication skills to make
information commonly understood in
order to accomplish organizational
goals.
Combines what is good about
Theory Y with Japanese
management • Places a large
amount of freedom and trust with
the worker • Assumes that workers
have a strong loyalty and interest in
teamwork and the organization •
Looks more closely at the
attitudes and responsibilities of
the worker, whereas Theories X
and Y examine management and
motivation from the perspective
of the organization
 • Communication studies grew out of the field of management
Com
muni
studies.
cation

• Management theorist argued that management was the

effective use of motivation and communication, one of five
Druc
ker basic tasks of the manager.
• In the 1950s that communication studies began to
concentrate on an individual’s relations with other
individuals. Communication studies became more
relationship oriented.
Follet • Management philosopher Follet helped business leaders
recognize the importance of effective communication of
human beings within the organization.
 REASONS FOR WHICH
MANAGERS NEED TO
COMMUNICATE
•Controlling conflict •Ensure the downward,
horizontal, and upward
•Allowing others to express exchange of information, and
different views transmission of meaning
•Knowing how to be through informal or formal
effectively assertive channels
•Analyzing situations •Restructure an organization
•Hire people
•Exchanging information
•Launch new product line
• Messy and hectic stream of
ongoing activity
• Managers are in constant action
• Mintzberg-averaged 36 written,
16 verbal contacts per day, most
activities lasted less than 9
minutes
• Kotter- breadth of topics in
discussions very large
• Stewart- interruptions are
frequent.
• Most time is spent in
interactions-2/3rds of their time
is spent interacting with other
people
Using writing, speaking,
listening, and nonverbal
skills effectively to translate
organizational ideas into
productive worker actions
contributes directly to a
healthy bottom line.

A successful communication is
a message that is understood
in the way that the sender
intended and leaves the
 TYPES OF WORKPLACE
COMMUNICATION
ORGANIZATIONAL BUSINESS COMMUNICATION
Study of how in a complex, system- Focuses on developing the fundamental
oriented environment people send concepts of written communication
and receive information within the principles.
organization, and the effect that it These include grammar, unity, emphasis,
has on organizational structure. coherence, construction of standard
Improving coordinated systems of documents used in a business
control environment—that is, bad news and
good news messages—progress reports,
reprimands, and job search skills such as
resumes and employment application
letters.
 TYPES OF WORKPLACE
COMMUNICATION
CORPORATE MANAGERIAL

Focuses on creating a desired world MC merges all types of

reputation and image of the communication.
organization.
it is impossible for any manager to
For example, the duties of a director function without MC at any level of
of corporate communications would management.
include the task of overseeing the
Take a moment and try to plan,
writing of the company’s external
organize, lead, or control a project
documents such as the annual
without using communication on some
report.
level.
 COMMUNICATION TO
MOTIVATE
Planning sets up a blueprint for future actions needed to achieve
agreed-upon goals.
Organizing determines who will do what and why.
Leading occurs when top managers share their vision of the
future and then shape organizational culture to achieve that
vision.
Controlling systematically gauges the organization’s actual
performance against the established plans and goals and
calibrates adjustments in areas of weakness.
 COMMUNICATION AND
MANAGEMENT
Information changes as it progresses through levels of management; therefore,
the accuracy of information should always be questioned.
Communication competency is the use by a manager of a combination of
knowledge, skill, behaviours, and attitudes.
If a manager expects to make good decisions, he or she must understand the
structure of the organization.
The manager must be able to plan the goals within the organization for which
he or she is responsible.
The manager must then lead teams to perform tasks that will reach the stated
goals of the organization and the subunit.
COMPETENCES OF A GREAT
MANAGER
Being a great manager at any level requires competency in many
areas:
 Communication
Planning and administration
Teamwork, strategic action
Global awareness
 Self-management
 COMPETENCIES
Communication competency includes Teamwork competency involves the ability
informal and formal communication to design an appropriate team, to motivate
and the ability to negotiate. team members and support them with a
creative environment, and to manage the
Planning and administration dynamics of the team that will develop.
competency involves the ability to
gather information, analyze it, and Strategic action competency is
develop a solution to a problem. It understanding the environment in which
also includes the ability to use time you work, including not only your
management, to be able to plan and organization but also the industry as a
organize multiple projects, and to do whole, before you take a strategic position
so within the budget. and put it into action.
 COMPETENCIES
Global awareness Self-management competency
competency is being includes your personal
knowledgeable about other integrity and ethical beliefs,
cultures with whom you drive, resilience, self-
work, understanding awareness, personal
differences, and being open development, and the ability
to discussions when cultural to balance work and life
misunderstandings arise. issues
COMMUNICATION POLICIES
Communication policies help members of an
organization understand to whom they should be
communicating and when.
How organizations use communication is
somewhat individualized; all companies have an
organizational culture and climate.
CP &
ORGANIZATION Read the sample
CULTURE communication policy on
the next slide and answer
An organization’s the questions below:
communication What are the values
policies in published promoted by the company?
form reveal the What kind of space does the
company want to create for
culture of the firm. the stakeholders?
At Make Your Business Better, Inc., courtesy, tact and consideration should guide each employee in
relationships with fellow workers and the public. It is mandatory that each employee in this organization show
maximum respect to every other person in the organization and other contacts in a business context. The
purpose of communication should be to help others and to make our business run as effectively as possible,
thereby gaining the respect of our colleagues and customers.

Courtesy, friendliness, and a spirit of helpfulness are important and guide the company’s dealings with
employees and customers. Differences of opinion should be handled privately and discreetly. Gossip and
backbiting are to be avoided. Communicate directly with the person or persons involved to resolve differences.
Constructive criticism — that which will improve business by clarifying or instructing — should be welcomed
when delivered with respect and tact. Destructive criticism — that which is designed to harm business or
another person — is not to be practiced. Employees should strive to maintain a civil work atmosphere at all
times and refrain from shouting, yelling, using vulgarities or swearing at co-workers or customers.

The standard of Make Your Business Better, Inc. is a work environment free from disparaging remarks about
religion, ethnicity, appearance and other non-work related matters. Each employee has the responsibility to
foster an understanding of others’ differences in order to create an environment where those differences
contribute to a better organization.
 CP &
ORGANIZATIONAL
CLIMATE
The organizational climate is the environmental
quality that the workers experience. Climates can be
very supportive, defensive, positive, or negative.
Generally, a supportive climate begins at the top with
leaders who are non-judgmental, open to ideas,
trusting, and believe in participatory decision
making.
If you work in an organization where everyone works
overtime, then you will probably feel that you should
also work overtime.
The culture and climate of the organization drive the
organization’s communication style and
unconsciously control the motivation to communicate.
IMPORTANT POLICY ITEMS
Crisis communication plan
Public relations communication
Human resources communication policies
norms for treating proprietary information
Communications etiquette
Appropriate channels (formal documents, e-mail, blogging, social
media, and so on) for the different kinds of information
disseminated.
 COMMUNICATING IN TEAMS
A work team is typically made up of a small number of people; they
should have complementary skills, should share the common purpose
of the team, should have the freedom to set their goals, and should
require very little direct supervision.
 Effective teams also have the ability to solve problems, resolve conflict
internally, distribute leadership among the team members, and
evaluate their processes.
 Essential soft skills include understanding the feelings and needs of
coworkers, communicating effectively, and dealing with any barriers
that may appear.
 CHARACTERISTICS & OUTCOMES OF
SUCCESSFUL TEAMS

OUTCOMES:
Emotional intellience
Quality interaction
Distributed leadership
RESULTS:
Happier employees
Empoerment
Increase in efficiency
Synergy betwee departments
Open lines of communication
COLLABORATIVE
INTELLIGENCE
TEAM DEVELOPMENT: PHASE
1
Setting out roles & responsiblities
Communication manager (making sure everyone has the
needed information)
Team manager (procedures, tasks and assignments)
Climate manager (good relationships between team
members)
Conflict manager (reduce conflicts that arise between team
members)
TEAM DEVELOPMENT: PHASE
2
Phase 2 involves managing the
procedures that have been set in place.
During this phase the team members
will negotiate and come to a consensus
on the task and its subparts.
TEAM DEVELOPMENT: PHASE
3
Phase 3 involves performing or
finalizing tasks, training, updates,
meetings, and reporting to the
appropriate constituents.
TEAM DEVELOPMENT: PHASE
4
Phase 4 involves reporting to
management, and the team’s evaluation
of their performance.
 GROUPTHINK & DIALECTIC AS A
STRATEGY
A team stops generating new ideas, suppresses critical thinking, and
squelches divergent thought.
The best way to avoid groupthink is to use devil’s advocacy—presenting
an opposing view to stir discussion and clarification, and dialectic—a
method that ensures the team does not put a moral righteous spin on its
decision making.
The dialectic process involves debating. Dialectic is to debate two good
ideas to determine the strengths and weaknesses of both before selecting
one. Generally, when one person comes up with an idea, others will add to it
or look at it from a different perspective.
It is best to assign one or two members the task of asking the hard
questions. To come up with the best solution, the group must look at many
 WORK GROUP TIME
ORIENTATION
Flexibility is the degree of rigidity placed on the use of
time. It can range from the avoidance of scheduling, to
having rigid meeting times, to being fluid where time is
concerned.
Separation is allowing or eliminating extraneous factors
when working on a task.
Concurrency is the number of tasks a person feels
comfortable completing at the same time.
READINGS
READING: THEORY X AND THEORY Y
READING: THE POWER OF EMOTIONAL
INTELLIGENCE IN TEAMWORK AND HOW IT
ENHANCES OUR WORK CULTURE
READING: THE PRINCIPLES OF COLLABORATIVE
INTELLIGENCE