Guide to Managerial Communication / Edition 10

by Mary Munter, Lynn Hamilton

Overview

Directed primarily toward undergraduate or graduate business or communications students, this text also provides practical content to current and aspiring industry professionals.

A brief, professional, reader-friendly guide to improving managerial communication.

Guide to Managerial Communication is a clear, concise, practical text for cultivating effective written and oral communication in a managerial, business, government, or professional context.

Product Details

ISBN-13:	9780132971331
Publisher:	Pearson Education
Publication date:	01/08/2013
Series:	Guide to Series in Business Communication
Edition description:	New Edition
Pages:	208
Product dimensions:	5.40(w) x 7.80(h) x 0.60(d)

Read an Excerpt

Chapter 1: Communication Strategy

...4. How can you motivate them?

Of the following three sets of motivational techniques, choose those that will work best for your particular audience.

Can you motivate through audience benefits? Stress "what's in it for them."

• Tangible benefits: What tangible benefits, if any, can you offer your audience? Emphasize their value (e.g., profits, savings, bonuses, or product discounts) or significance as symbols (e.g., offices, furnishings, or jewelry). Effective tangible benefits do not need to be elegant. Items such as T-shirts, mugs, or pens will work effectively-if they are valued by the audience.

• Career or task benefits: (1) Sometimes you can motivate by showing how your message will enhance your audience's job-by solving a current problem, saving them time, or making their job easier or more convenient. (2) Or you can appeal to the task itself Some audiences may appreciate the chance to be challenged, or to participate in tough problem solving or decision making. (3) Other people respond to appeals to their career advancement or prestige. Let them know how they will win organizational recognition and visibility, or enhance their reputation or networking contacts.

• Ego benefits: Some people respond to motivational devices that enhance their sense of self-worth, accomplishment, and achievement. For example, show them they are accepted and included by soliciting their suggestions or inviting them to participate. You can incorporate emotional support into your communication with informal verbal praise or with nonverbal smiles and nods with more formal statements.

• Group benefits: For audiences who value group relationships and group identity, emphasize benefits to the group as a whole: appeal to any tangible group benefits, group task enhancements, group advancements, or sense of group worth. For audiences who value solidarity with the group, use statements of group consensus or coalition rather than expert testimony or your individual credibility. For people who are very strongly influenced by the beliefs and actions of those around them, use the "bandwagon" technique. In the words of communication expert JoAnne Yates, "Although the fact that 'everyone is doing it' may not be a very good logical argument, it nevertheless influences some people."

Can you motivate through credibility? On pages 8-9, we discussed various factors that influence your credibility. Here are some techniques to apply your credibility as a motivational tool. Remember, the less your audience is involved in the topic or issue, the more important your credibility is as a motivating factor.

• Shared value credibility and the "common ground" technique: One of the strongest applications of shared value credibility is to establish a "common ground" with your audience, especially at the beginning of your message. If you initially express opinions held in common with your audience, you will be more likely to change their opinions on other issues. Therefore, by starting from a common ground, even on an unrelated subject, you can increase your chance of persuading them of your main point. For example, refer to goals you share with your audience before focusing on your disagreement over how to achieve them.

• Goodwill credibility and the "reciprocity" technique: A motivational technique applying goodwill credibility is called "reciprocity" or "bargaining." People generally feel obligated to reciprocate positive actions with other positive actions and concessions with concessions. So, you might gain a favor by granting a favor; you might offer a concession to gain a concession. People feel obliged to reciprocate gifts, favors, and concessions-even uninvited or unwanted ones.

• Rank credibility and punishment techniques: The most extreme application of rank credibility is using threats and punishments, such as reprimands, pay cuts, demotions, or even dismissal. Although managers must use threats and punishments in certain situations, you should do so with extreme caution. Researchers have found that threats produce tension, provoke counteraggression, increase fear and dislike, work only when you're on the spot to assure compliance, and may eliminate an undesired behavior without producing the desired behavior. Therefore, threats and punishments are inappropriate for most audiences and most situations.

Can you motivate through message structure? Finally, in some situations, you might motivate your audience by the way you structure your message.

• Opening: Arouse their interest in the opening, especially if it is low, by (1) emphasizing "what's in it for them," (2) convincing them there's a problem that needs solving, or (3) explaining how the message relates to them, especially if that relationship is not immediately apparent.

• Body of the message: In some situations, what you say in the body of the message can enhance your persuasiveness. (1) The two-sided technique: If your audience's attitude is negative, or you believe they will hear opposing arguments, present both sides of the question. The more strongly your audience is likely to object, the sooner you should deal with their objections. They will not hear your positive arguments until their concerns have been addressed. This technique works because you appear more reasonable and fair-minded, and because people are more likely to reject alternatives explained to them than alternatives they think up themselves. (2) The 'foot in the door" technique: Break the action down into the smallest possible request, one that you are likely to get (such as a pilot program), then later you will be more likely to get the larger request. Alternatively, get someone to commit to a position publicly—even if he or she does not believe in it strongly. People will often become stronger supporters once they have made a public commitment. (3) The "door in the face" technique: The opposite of the "foot in the door" technique, the "door in the face" technique involves making an extreme request that you fully expect to be rejected, followed by a more moderate request that is then more likely to be honored. (4) The "inoculation" technique: "Inoculate" them with a mild opposing view, then "cure" them by refution. Thus, you protect them from future infection.

• Ending: The message ending is another place you might use motivational techniques. (1) Make it easy for your audience to act: for example, use a questionnaire they can fill in easily or a checklist they can follow easily; or list specific next steps or specific actions. (2) Once again, emphasize "what's in it for them" at the end of your message...

Table of Contents

• Communicator Strategy
• Audience Strategy
• Message Strategy
• Channel Choice Strategy
• Culture Strategy
• Communication Strategy Checklist
• Guide to the Guide to Managerial Communication

• General Composing Techniques
• Special Composing Challenges

• Document Design for “High Skim Value”
• Clear Progression and Linkage
• Effective Paragraphs and Sections

• Editing for Brevity
• Choosing a Style
• Writing Checklists

• Tell/Sell Presentations
• Questions and Answers
• Consult/Join Meetings
• Other Speaking Situations

• Designing the Presentation as a Whole
• Designing Your Slide Master
• Designing Each Individual Slide
• Using Visual Aids

• Nonverbal Delivery Skills
• Relaxation Techniques
• Listening Skills
• Speaking Checklists

• Appendix A: Writing Inclusively
• Appendix B: Writing Correctly: Grammar
• Appendix C: Writing Correctly: Punctuation

Introduction

HOW THIS BOOK CAN HELP YOU

If you are facing a specific managerial communication problem, turn to the relevant part of this book for guidance. For example:

• You're speaking or writing to a new group of people. How can you enhance your credibility? How can you appeal to them?
• You can't get started on a writing project. How can you overcome writer's block?
• The thought of giving that presentation next week is making you nervous. What can you do to relax?
• People are not responding to your emails. How can you make them more effective?
• Your new computer programs can create terrific visual aids and writing formats. How can you get the most out of them?
• Your boss is returning your memos and reports to you to rewrite. How can you organize your ideas? How can you express yourself more succinctly?
• You're hosting a videoconference next month. How should you prepare for it?

If you don't have a specific question, but need general guidelines, procedures, and techniques, read through this entire book. For example:

• You would like a framework for thinking strategically about all managerial communication.
• You would like to know more about the process of writing and editing more efficiently.
• You would like a step-by-step procedure for preparing an oral presentation.

If you are taking a professional training course, a college course, a workshop, or a seminar, use this book as a reference.

• You may very well be a good communicator already. You would like, however, to polish and refine your managerial writing and speaking skills by taking a courseor seminar.

WHO CAN USE THIS BOOK

This book is written for you if you need to speak or write in a managerial, business, government, or professional context—that is, if you need to achieve results with and through other people. You probably already know these facts:

• You spend most of your time at work communicating. Various studies show that 50 to 90 percent of work time is spent in some communication task.
• Your success is based on communication. Other studies verify that your career advancement is correlated with your ability to communicate well.
• Communication is increasingly important today. Recent trends, such as increased globalization, technology, and specialization, make persuasive communication more crucial than ever.

WHY THIS BOOK WAS WRITTEN

The thousands of participants in various business and professional speaking and writing courses I have taught want a brief summary of communication techniques. Many busy professionals have found other books on communication skills too long, insultingly remedial, or full of irrelevant information.

This book is appropriate for you if you want a guide that is short, professional, and readable.

• Short: The book summarizes results and models culled from thousands of pages of text and research. I have omitted bulky examples, cases, footnotes, and exercises.
• Professional: This book includes only information that professionals will find useful. You will not find instructions for study skills, such as in-class writing and testing; secretarial skills, such as typing letters and answering telephones; artistic skills, such as writing dialogue and performing dramatic readings; or job-seeking skills, such as resume writing and job interviewing.
• Readable: I have tried to make the book clear and practical. The format makes it easy to read and to skim. The tone is direct, matter-of-fact, and nontheoretical.

HOWTHIS BOOK IS ORGANIZED

The book is divided into four main sections.

Communication strategy (Chapter I )
Effective managerial communication—written or oral—is based on an effective strategy. Therefore, you should analyze the five strategic variables covered in this chapter before you start to write or speak: (1) communicator strategy (objectives, style, and credibility); (2) audience strategy (who they are, what they know, what they feel, and how you can motivate them); (3) message strategy (how to emphasize and organize); (4) channel choice strategy (when to write and when to speak); and (5) culture strategy (how cultural differences affect your strategy).

Writing (Chapters II, III, IV, and Appendices)
Chapter II offers techniques on the writing process, how to write more efficiently. Chapter III deals with "macro," or larger, issues in writing—including document design, structural signposts, and paragraphs or sections. Chapter IV covers "micro," or smaller, writing issues—including editing for brevity and choosing a style. The Appendices cover writing formats, grammar, and punctuation.

Speaking (Chapters V, VI, and VII)
The speaking section discusses three aspects of business speaking. Chapter V explains the verbal aspects—that is, what you say-in presentations, question—and-answer sessions, meetings, and other speaking situations. Chapter VI describes visual aids, including design, equipment, and practice. Chapter VII analyzes nonverbal delivery and listening skills.

Reference
The last section of the book contains Appendices that deal with business writing formats, unbiased language, grammar, and punctuation. Finally, the bibliography lists my sources.