Managerial Communication 8th Edition - Strategies and Applications
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Truyền thông quản lýChiến lược và ứng dụngCuốn sách Truyền thông Quản lý: Chiến lược và Ứng dụng dẫn đầu thị trường trang bị cho sinh viên các chiến lược và kỹ năng giao tiếp mà các nhà quản lý cần ở nơi làm việc ngày nay. Các tác giả Jennifer R. Veltsos và Geraldine E. Hynes cung cấp một cái nhìn tổng quan toàn diện về giao tiếp được hỗ trợ với cơ sở nghiên cứu vững chắc và tập trung vào các năng lực dẫn đến thành công trong quản lý và tổ chức. Phiên bản thứ tám có nội dung mới và mở rộng về các chủ đề kịp thời, bao gồm làm việc từ xa, thuyết trình ảo, độ nhạy văn hóa và giao tiếp trong khủng hoảng.
- Preface to the Eighth EditionWhat’s New in This EditionAcknowledgmentsAbout the AuthorsPart I • Managing in Contemporary Organizations
- Chapter 1 • Communicating in Contemporary OrganizationsA Brief History of Managerial CommunicationManagement Communication in Ancient Times1900s: Management Efficiency and One-Way Communication1920s: The Human Relations Approach and the Rise of Interpersonal Communication1950s: The Behavioral Approach and Organizational Communication1990s: The Empowerment Approach and Participative Communication21st Century: The Contingency Approach to Management CommunicationFactors Affecting Communication ContingenciesDiversityCulture and EthnicityGenderSexual Orientation and Gender IdentityPeople With DisabilitiesAge and Generational DifferencesEducationCompetition and the Drive for QualityEthicsThe Importance of Studying Managerial CommunicationSummaryCases for Analysis
- Chapter 2 • Understanding the Managerial Communication ProcessLevels of Managerial CommunicationA Strategic ApproachLayer 1: Contextual FactorsCommunication ClimateCulture and ValuesStakeholder ConcernsLayer 2: Situational FactorsSenderReceiverPurpose of the MessageLayer 3: Message FactorsMessage ContentChannel of the MessagePhysical EnvironmentTimeFeedback and Measures of EffectivenessCritical Errors in CommunicationThe Assumption–Observation ErrorThe Failure to DiscriminateAllness and the Process of AbstractionSummaryCases for Analysis
- Chapter 3 • Communicating With TechnologyA Framework for Using Technologically Mediated CommunicationBandwidthPerceived Personal ClosenessFeedbackA Symbolic Interactionist PerspectiveUsing the Framework to Make DecisionsMessage SensitivityMessage NegativityMessage ComplexityMessage PersuasivenessCommunicating With Technology at WorkE-mailElectronic Messaging: IM and TextVideoconferencingSocial MediaCollaboration NetworksConsiderations for Technology UseMonitoring Technology UseDecision MakingJob and Organizational DesignCollaborationThe Management ChallengeSummaryCases for AnalysisPart II • Communicating With Groups
- Chapter 4 • Managing Meetings and TeamsAdvantages and Disadvantages of Working in TeamsAdvantages of TeamsDisadvantages of TeamsGroupthinkStrategic Considerations for MeetingsStrategic Consideration 1: Should We Meet?Strategic Consideration 2: Who Should Attend?Strategic Consideration 3: Agenda and MaterialsStrategic Consideration 4: Leadership StyleLeading Project TeamsStrategic Consideration 5: Managing DisruptionsBefore the MeetingDuring the MeetingStrategic Consideration 6: Follow-UpStrategic Consideration 7: LocationSeating ArrangementsStrategic Consideration 8: Technological RequirementsStrategic Consideration 9: Team RelationshipsStrategic Consideration 10: Cultural DifferencesGroup Decision-Making FormatsRational Problem-Solving ProcessThe Nominal Group TechniqueThe Delphi TechniqueSummaryCases for Analysis
- Chapter 5 • Making PresentationsPlan Your PresentationPurposeLengthAudience AnalysisOrganize Your PresentationIntroductionOrganization of Persuasive PresentationsPersuasion VariablesEthical PersuasionOrganization of Informative PresentationsTransitionsEvidenceFactual EvidenceOpinions as EvidenceClosingAnticipate QuestionsPrepare Your Visual AidsCriteriaPresentation SoftwareDeliver Your PresentationSpeaking AnxietySpeaker NotesNonverbal AspectsBody LanguageVocal StyleSpecial Situations for Presenting IdeasVirtual PresentationsMedia PresentationsTeam PresentationsImpromptu SpeakingSummaryCase for AnalysisExercises
- Chapter 6 • Communicating VisuallyDocument DesignDesign Principles for Managerial CommunicationBuilding BlocksGridAlignmentTypographyColorConventionsRelationshipsEmphasisUnityUsing GraphicsData DisplaysTablesChartsQuantitative ChartsConcept ChartsCreating Ethical Data DisplaysIllustrationsPhotographsLine ArtDesigning Graphics for AccessibilityTablesChartsCopyright Considerations for GraphicsSummaryCases for AnalysisExercisesPart III • Writing as a Manager
- Chapter 7 • Writing in the WorkplaceThe Unique Role of Managerial WritingStage 1: PlanningWhat 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: ComposingSelecting WordsPrinciple 1: Choose Words PreciselyPrinciple 2: Use Short Rather Than Long WordsPrinciple 3: Use Concrete Rather Than Abstract WordsPrinciple 4: Economize on WordsPrinciple 5: Avoid Clichés and JargonPrinciple 6: Use Positive Words That Convey CourtesyPrinciple 7: Use a Conversational StyleOrganizing Words for EffectPrinciple 8: Keep Sentences ShortPrinciple 9: Prefer the Active to the Passive VoicePrinciple 10: Organize Paragraphs LogicallyPrinciple 11: Be CoherentStage 3: RevisingCollaborative WritingAdvantages of Collaborative WritingDisadvantages of Collaborative WritingGuidelines for Effective Collaborative WritingSummaryCases for Analysis
- Chapter 8 • Writing Routine MessagesAudience AdaptationBasis of the You AttitudeAnticipating QuestionsStressing Reader BenefitsAvoiding NegativesDictionNonverbal Elements and the You AttitudeOrganizational StrategiesDirect StrategyOpeningBodyCloseIndirect StrategyOpeningBodyCloseHandling NegativesSpecific Types: Direct MessagesInquiries and RequestsOpeningBodyClosePositive Responses to Inquiries and RequestsOpeningBodyCloseClaimsOpeningBodyClosePositive Responses to ClaimsOpeningBodyCloseSpecific Types: Indirect MessagesNegative Responses to InquiriesOpeningBodyCloseRefused ClaimsOpeningBodyClosePersuasive MessagesOpeningBodyCloseLetter FormatInternal CorrespondenceMemo FormatE-mail FormatMemo and E-mail UsesCommunicating to GroupsFixing ResponsibilityCommunicating With OpponentsCommunicating With the InaccessibleMaking AnnouncementsRequesting ActionPolitical Uses in BusinessSummaryCases for AnalysisExercise
- Chapter 9 • Writing in Special SituationsPreparing to Write in Special SituationsDefine the Problem or ObjectiveCollect EvidenceDevelop RecommendationsBusiness ReportsTypes of ReportsComponents of ReportsIntroductionBodyConclusionsComponents Unique to Formal ReportsFront MatterBack MatterProposalsTypes of ProposalsPlanning ProposalsSales Proposals and White PapersResearch ProposalsGrant ProposalsRequest for ProposalsComponents of ProposalsIntroductionCurrent SituationProject PlanQualificationsCostsConclusionCrisis CommunicationApologiesSummaryCases for AnalysisExercisesSample DocumentsPart IV • Understanding Messages
- Chapter 10 • ListeningBenefits of ListeningBarriers to ListeningPreparing to ListenSpecific Techniques for Active ListeningIdentify the Main and Supporting PointsOrganize the MessageSummarize the MessageVisualize the MessagePersonalize the MessageTake NotesSpecific Techniques for Interactive ListeningParaphrasingQuestioningOpen and Closed QuestionsPrimary and Secondary QuestionsNeutral and Directed QuestionsResponding to Negative MessagesListening to Informal CommunicationListening to the Total EnvironmentDeveloping a Listening ClimateThe Micro Listening ClimateThe Macro Listening ClimateSummaryCases for AnalysisExercise for Small Groups
- Chapter 11 • Communicating NonverballyThe Importance of Nonverbal CommunicationThe Functions of Nonverbal CuesMovementSpatial MessagesSpatial ZonesSpatial DifferencesStrategic Use of SpacePersonal AppearanceVoiceApplications of Nonverbal Communication ResearchPhone Sales and ServiceTeams and MeetingsInformal CommunicationExternal CommunicationNonverbal Signs of DeceptionBaselineMovementPersonal SpaceArtifactsVoiceSummaryCases for Analysis
- Chapter 12 • Communicating Across CulturesRationaleThe Global EconomyForeign Direct InvestmentCulturally Diverse WorkforcesWhat Is Culture?Intercultural MythsSome of the Ways in Which We DifferPower DistanceUncertainty AvoidanceCollectivism/IndividualismMasculinity/FemininityHigh Context/Low ContextMonochronic/PolychronicShould You Learn the Language?Nonverbal SensitivityGreetingsDressSpace, Touch, and PostureGesturesFoodGiftsWhat Makes a Good Intercultural Communicator?Developing Interculturally Sensitive ManagersCultural Competence in Foreign EnvironmentsCultural Competence in Domestic EnvironmentsSummaryCases for AnalysisExercisePart V • Communicating Interpersonally
- Chapter 13 • Managing ConflictBenefits of ConflictThe Relationship Between Communication and ConflictSources of ConflictConflict and PerceptionDe-escalation StrategiesStrategies for Conflict ResolutionAvoidingAccommodatingForcingCompromisingProblem Solving: The Win–Win StrategyDescription of the StrategyBeliefs Necessary to Implement the StrategyBelief 1: Cooperation Is Better Than CompetitionBelief 2: Parties Can Be TrustedBelief 3: Status Differences Can Be MinimizedBelief 4: Mutually Acceptable Solutions Can Be FoundImplementing the StrategyConflict and Management SuccessSummaryCases for AnalysisExercise
- Chapter 14 • NegotiatingNegotiation and NetworkingNegotiation and ConflictA Strategic Model for NegotiationsLayer 1: Contextual FactorsLayer 2: Situational FactorsManager’s StylePurposeLayer 3: Message FactorsTimeEnvironmentMessage ContentChannelCore Negotiation StrategiesSurpriseBluffStackingFait AccompliTake It or Leave ItScreenSummaryCases for AnalysisExercise
- Chapter 15 • Conducting InterviewsBarriers to Effective InterviewsBarrier 1: Differing IntentionsBarrier 2: BiasBarrier 3: Confusing Facts With InferencesBarrier 4: Nonverbal CommunicationBarrier 5: Effects of First ImpressionsBarrier 6: Organizational StatusStrategies for Effective InterviewsStrategy 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 InterviewsPlanningLegal ConcernsThe Employment Interview ProcessUse an Appropriate Questioning StrategyDo Not Do Most of the TalkingKeep RecordsBe Cautious About Virtual InterviewsPerformance InterviewsTypesPlanningTimingEnvironmentMessage ContentThe Performance Interview ProcessSupportive Communication ClimateEvaluative Versus DescriptiveControl Versus Problem OrientationNeutrality Versus EmpathySuperiority Versus EqualityCertainty Versus ProvisionalismProviding Performance FeedbackEstablishing GoalsA Change in Performance InterviewsNetworkingPurposeHow to NetworkSummaryCases for AnalysisExerciseIndex
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