Managerial Communication 8th Edition - Strategies and Applications

Preface to the Eighth Edition
What’s New in This Edition
Acknowledgments
About the Authors
Part I • Managing in Contemporary Organizations
Chapter 1 • Communicating in Contemporary Organizations
A Brief History of Managerial Communication
Management Communication in Ancient Times
1900s: Management Efficiency and One-Way Communication
1920s: The Human Relations Approach and the Rise of Interpersonal Communication
1950s: The Behavioral Approach and Organizational Communication
1990s: The Empowerment Approach and Participative Communication
21st Century: The Contingency Approach to Management Communication
Factors Affecting Communication Contingencies
Diversity
Culture and Ethnicity
Gender
Sexual Orientation and Gender Identity
People With Disabilities
Age and Generational Differences
Education
Competition and the Drive for Quality
Ethics
The Importance of Studying Managerial Communication
Summary
Cases for Analysis
Chapter 2 • Understanding the Managerial Communication Process
Levels of Managerial Communication
A Strategic Approach
Layer 1: Contextual Factors
Communication Climate
Culture and Values
Stakeholder Concerns
Layer 2: Situational Factors
Sender
Receiver
Purpose of the Message
Layer 3: Message Factors
Message Content
Channel of the Message
Physical Environment
Time
Feedback and Measures of Effectiveness
Critical Errors in Communication
The Assumption–Observation Error
The Failure to Discriminate
Allness and the Process of Abstraction
Summary
Cases for Analysis
Chapter 3 • Communicating With Technology
A Framework for Using Technologically Mediated Communication
Bandwidth
Perceived Personal Closeness
Feedback
A Symbolic Interactionist Perspective
Using the Framework to Make Decisions
Message Sensitivity
Message Negativity
Message Complexity
Message Persuasiveness
Communicating With Technology at Work
E-mail
Electronic Messaging: IM and Text
Videoconferencing
Social Media
Collaboration Networks
Considerations for Technology Use
Monitoring Technology Use
Decision Making
Job and Organizational Design
Collaboration
The Management Challenge
Summary
Cases for Analysis
Part II • Communicating With Groups
Chapter 4 • Managing Meetings and Teams
Advantages and Disadvantages of Working in Teams
Advantages of Teams
Disadvantages of Teams
Groupthink
Strategic Considerations for Meetings
Strategic Consideration 1: Should We Meet?
Strategic Consideration 2: Who Should Attend?
Strategic Consideration 3: Agenda and Materials
Strategic Consideration 4: Leadership Style
Leading Project Teams
Strategic Consideration 5: Managing Disruptions
Before the Meeting
During the Meeting
Strategic Consideration 6: Follow-Up
Strategic Consideration 7: Location
Seating Arrangements
Strategic Consideration 8: Technological Requirements
Strategic Consideration 9: Team Relationships
Strategic Consideration 10: Cultural Differences
Group Decision-Making Formats
Rational Problem-Solving Process
The Nominal Group Technique
The Delphi Technique
Summary
Cases for Analysis
Chapter 5 • Making Presentations
Plan Your Presentation
Purpose
Length
Audience Analysis
Organize Your Presentation
Introduction
Organization of Persuasive Presentations
Persuasion Variables
Ethical Persuasion
Organization of Informative Presentations
Transitions
Evidence
Factual Evidence
Opinions as Evidence
Closing
Anticipate Questions
Prepare Your Visual Aids
Criteria
Presentation Software
Deliver Your Presentation
Speaking Anxiety
Speaker Notes
Nonverbal Aspects
Body Language
Vocal Style
Special Situations for Presenting Ideas
Virtual Presentations
Media Presentations
Team Presentations
Impromptu Speaking
Summary
Case for Analysis
Exercises
Chapter 6 • Communicating Visually
Document Design
Design Principles for Managerial Communication
Building Blocks
Grid
Alignment
Typography
Color
Conventions
Relationships
Emphasis
Unity
Using Graphics
Data Displays
Tables
Charts
Quantitative Charts
Concept Charts
Creating Ethical Data Displays
Illustrations
Photographs
Line Art
Designing Graphics for Accessibility
Tables
Charts
Copyright Considerations for Graphics
Summary
Cases for Analysis
Exercises
Part III • Writing as a Manager
Chapter 7 • Writing in the Workplace
The Unique Role of Managerial Writing
Stage 1: Planning
What Is the Main Idea?
Why Is It Important?
Who Is Affected?
When Will the Message Be Delivered?
Where Does It Take Place?
How Will the Message Be Transmitted?
Stage 2: Composing
Selecting Words
Principle 1: Choose Words Precisely
Principle 2: Use Short Rather Than Long Words
Principle 3: Use Concrete Rather Than Abstract Words
Principle 4: Economize on Words
Principle 5: Avoid Clichés and Jargon
Principle 6: Use Positive Words That Convey Courtesy
Principle 7: Use a Conversational Style
Organizing Words for Effect
Principle 8: Keep Sentences Short
Principle 9: Prefer the Active to the Passive Voice
Principle 10: Organize Paragraphs Logically
Principle 11: Be Coherent
Stage 3: Revising
Collaborative Writing
Advantages of Collaborative Writing
Disadvantages of Collaborative Writing
Guidelines for Effective Collaborative Writing
Summary
Cases for Analysis
Chapter 8 • Writing Routine Messages
Audience Adaptation
Basis of the You Attitude
Anticipating Questions
Stressing Reader Benefits
Avoiding Negatives
Diction
Nonverbal Elements and the You Attitude
Organizational Strategies
Direct Strategy
Opening
Body
Close
Indirect Strategy
Opening
Body
Close
Handling Negatives
Specific Types: Direct Messages
Inquiries and Requests
Opening
Body
Close
Positive Responses to Inquiries and Requests
Opening
Body
Close
Claims
Opening
Body
Close
Positive Responses to Claims
Opening
Body
Close
Specific Types: Indirect Messages
Negative Responses to Inquiries
Opening
Body
Close
Refused Claims
Opening
Body
Close
Persuasive Messages
Opening
Body
Close
Letter Format
Internal Correspondence
Memo Format
E-mail Format
Memo and E-mail Uses
Communicating to Groups
Fixing Responsibility
Communicating With Opponents
Communicating With the Inaccessible
Making Announcements
Requesting Action
Political Uses in Business
Summary
Cases for Analysis
Exercise
Chapter 9 • Writing in Special Situations
Preparing to Write in Special Situations
Define the Problem or Objective
Collect Evidence
Develop Recommendations
Business Reports
Types of Reports
Components of Reports
Introduction
Body
Conclusions
Components Unique to Formal Reports
Front Matter
Back Matter
Proposals
Types of Proposals
Planning Proposals
Sales Proposals and White Papers
Research Proposals
Grant Proposals
Request for Proposals
Components of Proposals
Introduction
Current Situation
Project Plan
Qualifications
Costs
Conclusion
Crisis Communication
Apologies
Summary
Cases for Analysis
Exercises
Sample Documents
Part IV • Understanding Messages
Chapter 10 • Listening
Benefits of Listening
Barriers to Listening
Preparing to Listen
Specific Techniques for Active Listening
Identify the Main and Supporting Points
Organize the Message
Summarize the Message
Visualize the Message
Personalize the Message
Take Notes
Specific Techniques for Interactive Listening
Paraphrasing
Questioning
Open and Closed Questions
Primary and Secondary Questions
Neutral and Directed Questions
Responding to Negative Messages
Listening to Informal Communication
Listening to the Total Environment
Developing a Listening Climate
The Micro Listening Climate
The Macro Listening Climate
Summary
Cases for Analysis
Exercise for Small Groups
Chapter 11 • Communicating Nonverbally
The Importance of Nonverbal Communication
The Functions of Nonverbal Cues
Movement
Spatial Messages
Spatial Zones
Spatial Differences
Strategic Use of Space
Personal Appearance
Voice
Applications of Nonverbal Communication Research
Phone Sales and Service
Teams and Meetings
Informal Communication
External Communication
Nonverbal Signs of Deception
Baseline
Movement
Personal Space
Artifacts
Voice
Summary
Cases for Analysis
Chapter 12 • Communicating Across Cultures
Rationale
The Global Economy
Foreign Direct Investment
Culturally Diverse Workforces
What Is Culture?
Intercultural Myths
Some of the Ways in Which We Differ
Power Distance
Uncertainty Avoidance
Collectivism/Inpidualism
Masculinity/Femininity
High Context/Low Context
Monochronic/Polychronic
Should You Learn the Language?
Nonverbal Sensitivity
Greetings
Dress
Space, Touch, and Posture
Gestures
Food
Gifts
What Makes a Good Intercultural Communicator?
Developing Interculturally Sensitive Managers
Cultural Competence in Foreign Environments
Cultural Competence in Domestic Environments
Summary
Cases for Analysis
Exercise
Part V • Communicating Interpersonally
Chapter 13 • Managing Conflict
Benefits of Conflict
The Relationship Between Communication and Conflict
Sources of Conflict
Conflict and Perception
De-escalation Strategies
Strategies for Conflict Resolution
Avoiding
Accommodating
Forcing
Compromising
Problem Solving: The Win–Win Strategy
Description of the Strategy
Beliefs Necessary to Implement the Strategy
Belief 1: Cooperation Is Better Than Competition
Belief 2: Parties Can Be Trusted
Belief 3: Status Differences Can Be Minimized
Belief 4: Mutually Acceptable Solutions Can Be Found
Implementing the Strategy
Conflict and Management Success
Summary
Cases for Analysis
Exercise
Chapter 14 • Negotiating
Negotiation and Networking
Negotiation and Conflict
A Strategic Model for Negotiations
Layer 1: Contextual Factors
Layer 2: Situational Factors
Manager’s Style
Purpose
Layer 3: Message Factors
Time
Environment
Message Content
Channel
Core Negotiation Strategies
Surprise
Bluff
Stacking
Fait Accompli
Take It or Leave It
Screen
Summary
Cases for Analysis
Exercise
Chapter 15 • Conducting Interviews
Barriers to Effective Interviews
Barrier 1: Differing Intentions
Barrier 2: Bias
Barrier 3: Confusing Facts With Inferences
Barrier 4: Nonverbal Communication
Barrier 5: Effects of First Impressions
Barrier 6: Organizational Status
Strategies for Effective Interviews
Strategy 1: What Is the Interview Objective?
Strategy 2: Where Is the Best Place to Conduct the Interview?
Strategy 3: What Is the Best Way to Begin the Interview?
Strategy 4: What Is the Best Questioning Strategy?
Strategy 5: What Is the Best Sequence for the Questions?
Strategy 6: What Are the Best Types of Questions?
Strategy 7: What Is the Best Way to Close the Interview?
Employment Interviews
Planning
Legal Concerns
The Employment Interview Process
Use an Appropriate Questioning Strategy
Do Not Do Most of the Talking
Keep Records
Be Cautious About Virtual Interviews
Performance Interviews
Types
Planning
Timing
Environment
Message Content
The Performance Interview Process
Supportive Communication Climate
Evaluative Versus Descriptive
Control Versus Problem Orientation
Neutrality Versus Empathy
Superiority Versus Equality
Certainty Versus Provisionalism
Providing Performance Feedback
Establishing Goals
A Change in Performance Interviews
Networking
Purpose
How to Network
Summary
Cases for Analysis
Exercise
Index