Management Communication Writing Task 1 at TESU

Managers need to know and be able to strategically utilize a variety of communication skills

Managers need to know and be able to strategically utilize a variety of communication skills that are appropriate for diverse managing duties in order to function well. While a manager interacts with others, gathers information, participates in meetings, or writes reports while also giving instructions, these jobs may call for verbal, nonverbal, presenting, or writing abilities. Managers must grasp the available communication channels and the sources of information in order to work successfully. The methods involved in conveying a message from one person’s thinking to another appear simple enough at first glance. As is implied by standard definitions including the used here, the sender of a message has an idea in mind which they transmit to the receiver by use of signs such as speech or print, through a particular channel. The receiver perceives the signs, interprets these then reacts with feedback. (LeMenager, 2017).

Managerial communication theory and practice

Managerial communication theory and practice is a very diverse and complex process that is generally never given much thought. A more careful look at managerial communication theory as well as practice brings to light very important factors that underpin the way managers and employees communicate in an organization, as well as the fundamental concepts and ideals behind managerial communication. Managerial communication when inappropriately done can result into catastrophic situations and without doubt, no organization wants situations where managers and employees are not communicating properly. Not only is managerial communication complex, but it is also a frequently overlooked element of the everyday workplace. In organizations all over the world, both large and small, communication is irreplaceable in the workplace involving all people from every level of the organizational structure.

Effective communication in the organization

Each member the organization and more so managers, must communicate effectively through appropriate means so that the organization can achieve its objectives. In many cases, managerial communication, if done ineffectively very creates conflict, prevents partnership formation and cooperative working relationship, and results in dismal performance while eroding commitment, coordination, as well as trust place in an organization. Nevertheless, a strategic approach to managerial communication can be taken to enable achieving of success in workplace as well as in interpersonal communications. As emphasized in Managerial Communication: Strategies and Applications, the mostly unrealized aspect of the managerial communication is its multi-layered characteristic. (Hynes, 2016). Hynes explains that this strategic approach to managerial communication could be compared to the cornerstone in effective management and is at the very core of every situation in an organization. (2016). This strategy further explains in detail the relevance of managerial communication to organizational success. The layers of strategic approach to managerial communication as outlined by Hynes serve as the baseline for the evaluation of managerial communication theory and practice as well as analyzing what constitutes proper managerial communication skills, communication breakdown and their impact on the diverse situations encountered in the day-to-day management practice. (Hynes, 2016). Figure 1

Five different levels of managerial communication

Managerial communication takes place at five different levels as shown in Figure 1. These are intrapersonal level, interpersonal level, group level, organizational level, and intercultural level. In Managerial Communication: Strategies and Applications, Geraldine Hynes, considers each of these levels while outlining a model of strategic managerial communication which can assist managers in reducing errors during critical situations. (Hynes, 2016). Even thoughit is impossible to offer concrete rules which can apply in all situations, there are factors which the manager must review before communication. (Hynes, 2016).

The factors of strategic managerial communication

The factors of strategic managerial communication are structuredas athree-layeronion model with the first layer including climate as well as culture. Everycommunication strategy must haveconsistency within the background of national as well as organizational culture. The next layer consists of the sender, the receiver, together with the objective of the communication. The third layer is composed of the message, the time of communicating, the communication channel and the environment in which communication is done. Appropriateimplementation of thesestrategies and elementsforms the model’s essence and relies greatlyon the three layers of factors.

Focus on interpersonal level of communication

The focus of interpersonal level of communication are internal behavior for example, speaking, observation, writing, listening and reading. (Hynes, 2016). The second level, the interpersonal level of communication involves exchanging of thoughts between two or more people. (Hynes, 2016). This may be done toshare information, seek or provide feedback, or just tomaintainsocial relationships and engagement. Meetings are most common form of group communication which canbe conducted either formally or informally. At the intercultural level of communication, the core aspect is the interaction between people from diverse cultures (Dodd, 2012). All kinds of communication take place within particular culture. Culture represents the social bond which brings members of groups, nations or organizations together through common values, artifacts and social view. (Hynes, 2016). The culture of an organization also influences the way a manager communicates. For a certain organization, a shared value may be the putting of all kinds of requests or suggestions in writing, while in some other organization would be considered writing as a waste of time. (Dess, & Eisner, 2016).

Importance of feedback and continuous improvement

Considering only these factors alone during communication development phase is however, not enough to ensure successful communication. Every manager must additionally, ask for both feedback and the actions of effectiveness in order to guarantee continuous improvement of communication skills.

Critical errors in the communication process

Among the most common critical errors during the process of communication process is:

In assumption-observation error, managers communicate a factas if real while no actual evidence can be seen. The failure to discriminate refers to the failure of perceiving and communicating changes in events or important dissimilarities between issues. Finally, the occurrence of the error of allness is the result an individual structuring communication as if the communication presents everythingthere is to know regardinga matter. Managers must put each of these factors as well as human limitations and weaknesses into consideration all these factors when communicating.

Effective communication strategy at Abaus

The CEO of Abaus, Kanika Lindgren wanted to make it a company which support as well as demands innovation from every employee, and a company which creates an environment whre teamwork and innovation thrive. In seeking new growth, Lindgren planned to escape the shadow of his predecessor, who was argued to have been one of the most successful international managers. Abaus, intends to become the world leader in electronics engineering and is aUS$5 billion electronics engineering group, with companies all around the world. It operates primarily in the fields of reliable and economical generation, transmission and distribution of electrical energy.1 Much has been written about the worldwide company. Recently, the company wanted to announce its newest reorganization to make it more up to date with the current world, as expressed by the current. Abaus has different priorities in various markets, however, the overall priority is establishing building local forms of value addition such as local manufacturing and engineering as well as integrate these operations into their global network to achieve complete synergy impacts and economies of scale.

Strategic managerial communication at Abaus

To communicate these strategies, the challenges involved as well as what is required, the CEO selected Team briefings as the strategic managerial device for the management to achieve the benefits which come from face-to-face group meetings which focus on the exchanging of information and jointly solving problems. The objective of team briefings that the CEO envisioned is to rise above the limitations of joint consultation groups. He also aimed to defeat the deficiencies inherent in causal briefings. (Dess, & Eisner, 2016). We can conclude that the important part of the success of Abaus CEO, Lindgren’s success in managerial communication was his adoption of five layer strategy, especially his emphasis on cultural considerations while communicating. The technique reinforces cohesion at group level by using the approach that considers the different cultures and climate in its companies.

Effective face-to-face communication at Abaus

The use of face to face communication by Lindgren has proved to be an efficient two way channels of communication which arrives at, and puts into place the necessary decisions relating to Abaus new organization, coordination, planning control and motivation. Instead of telling employees what they should do, Lindgren found it effective instead to persuading them through a shared commitment. It is the best the important element of Lindgren’s managerial communication strategy is that everyone must know and completely understand what is expected from them as well as how they are performing in order to improve their performance. (Dess, & Eisner, 2016).

References

Dess, G. G., McNamara, G., & Eisner, A. B. (2016). Strategic management: creating competitive advantages. New York, NY: McGraw-Hill Education.

Dodd, C. H. (2012). Managing business and professional communication. Boston: Allyn & Bacon.

Hynes, G. E. (2016). Managerial communication: strategies and applications (6th ed.). Thousand Oaks, CA: Sage.

LeMenager, J. (2017). Inside the organization: perspectives on employee communications. Winchester, MA: Fells Publishing.