COMM-MANAGEMENT-REVIEWER PDF - Communication Management

LESSON 1: PETER DRUCKER IDENTIFIED FOUR INTRODUCTION TO COMMUNICATION FUNDAMENTAL COMMUNICATION MANAGEMENT PRINCIPLES: COMMUNICATIONS MANAGEMENT 1.​ Communicatio...

LESSON 1: PETER DRUCKER IDENTIFIED FOUR INTRODUCTION TO COMMUNICATION FUNDAMENTAL COMMUNICATION MANAGEMENT PRINCIPLES: COMMUNICATIONS MANAGEMENT 1.​ Communication is perception – Communications management refers to the flow of 2.​ Communication is an expectation. information within a company or between multiple Seventy years of research find agreement companies. It is focused on planning and executing on one fundamental conclusion: People the various methods of communication that a tend to hear what they want to hear, and company uses to reach its target audiences, e.g., they block out the unfamiliar or consumers, vendors, media outlets, etc. Whether threatening. internal or external, communications management 3.​ Communication makes demands, plays a vital and dynamic role in any business model. “Communication always demands that the recipient become somebody, do – Management or managerial communication is a something, believe something. function that enables managers to communicate 4.​ Communication and information are effectively with their teams, build stronger different and indeed largely opposite, yet relationships, improve employees’ experience and interdependent. well-being, and continuously drive employees’ success in the workplace. SOURCE: WHO ARE YOU AS A COMMUNICATOR? MANAGERS AND COMMUNICATION – As early as 1916, Henri Fayol defined the central 1.​ LOGOS – this Aristotelian category functions of management as planning, organizing, includes many crucial qualities, such as a coordinating, commanding, and controlling. command of structure and style, that will Researchers who have studied management be addressed. empirically have found these categories to be useful 2.​ PATHOS – means command of your own, but too rigid. and the audience’s, emotions. 3.​ ETHOS – essentially, means who you are – In the 1970’s, Henry Mintzberg identified 10 as a person-credibility. “working roles” that in varying proportions, make up the manager’s job: figurehead, leader, liaison, LISTENING monitor, disseminator, spokesperson, entrepreneur, – It’s very important to remember that good disturbance handler, resource allocator, and communicators are good listeners. negotiator. SEVERAL TECHNIQUES CAN ENSURE THAT – “Verbal and written contacts are the manager’s YOU BECOME A BETTER LISTENER work.” ​ Practice empathy. Whether you’re interacting with an individual or a large ELEMENTS OF COMMUNICATION audience, whether you agree or disagree ​ Source with the point of view being expressed, ​ Goal show you understand it. ​ Audience ​ Bring areas of disagreement into the open ​ Context ​ Paraphrase. Restate your audience’s ​ Message concerns succinctly before you respond to ​ Media them ​ Feedback ​ Ask the right questions ​ Listen actively ​ Provide immediate feedback AUTHORITY CONCLUSION – Your credibility as a source will be intangibly – Business students rank communication skills as affected by what the ancient philosophers called among the most important they have to master. auctoritas, best translated as “authority.” Authority can Executives say they spend more time derive from several different sources and can arise at communicating than doing anything else. any level within an organization. – As technology provides faster and more varied QUALITIES OF EFFECTIVE COMMUNICATION means of communication, managers must ​ Accuracy develop better communication instincts. ​ Clarity ○​ Clarity of Thinking – To improve as a communicator, you must listen ○​ Clarity of Expression to your only real judge — your audience. ​ Brevity – good managerial communications should be brief, to accomplish much in a few LESSON 2: words. COMMUNICATION MANAGEMENT ​ Vigor – vigor means vividness and memorability. Communication refers to the process by which information is exchanged between two or more EVOLVING COMMUNICATING CHANNELS people (increasingly, machines are also included – Ray Kurzweil, a futurologist with a strong record of in the communication, but we limit the discussion invention and accurate prediction in the field of here to communication between people). electronic communication and artificial intelligence, argues in The Singularity is Near1 that the THE ROLE OF COMMUNICATION IN exponential growth of information technologies will MANAGEMENT soon produce a transformational melding of mind and ​ The role of management is to accomplish the machine. the goals of an organization. ​ To do this, managers create a plan that – Relatively soon, organizations will be contacting defines what needs to be done, when it their customers and constituencies and shaping will be done, and how it will be done. opinions of their products and services, primarily ​ To implement the plan, managers must through websites, blogs, online advertising, and other convey this information to everyone in the modes of electronic communication we haven’t even organization. imagined yet. Provide Clarity – Confusion, uncertainty, and – Information technologies will provide ever more ambiguity make people uncomfortable and sophisticated tools to shape organizations’ response uncooperative. to consumer demand, radically increasing their efficiency. Builds Relationships – A culture that promotes open communication reduces tension between – Odds are that the companies of the future, in order hierarchical levels of employees, both to maximize these technological advantages, will professionally and socially. increasingly resemble the relatively egalitarian model of high-tech companies such as Apple or Microsoft Creates Commitment – Effective communication rather than the hierarchical models of 20th century involves not only sending information but also manufacturing corporations. receiving it. Defines Expectations – When people are uncertain about what is expected of them and how they will be evaluated, they can’t do their jobs COGNITIVE DISSONANCE THEORY well. — Psychological discomfort from receiving information that is inconsistent with a person’s COMMON MISSTEPS IN COMMUNICATION attitude. ​ Not encoded correctly ​ The first step in good communication is being ​ Cognitive Consistency – the idea that able to clearly and concisely convey people need to have consistency between information, whether written, spoken, graphic, their values/beliefs and behaviors. So they or numerical. consciously and/or unconsciously work to ​ Missteps also occur during decoding when the preserve their existing views. receiver interprets the message differently than ​ Cognitive Dissonance – the the sender intended. psychological discomfort experienced when simultaneously faced with two or FORMAL AND INFORMAL COMMUNICATION more conflict ideas, beliefs, and values. SYSTEMS ​ Selective Processes – the psychological processes designed to reduce ​ Formal Communication systems are the dissonance. methods used to convey information necessary for conducting the business of the organization. WAYS TO REDUCE DISSONANCE ○​ Formal communications conform to rules 1.​ Change the conflicting belief or behavior and regulations prescribed by the so that it is consistent with other beliefs or profession or law. behavior. ○​ This is information that flows within the 2.​ Justify behavior/cognition by changing the chain of command or within task conflicting cognition. responsibility. 3.​ Justify behavior/cognition by adding new ○​ Human resources may arrange seminars to cognitions. convey new policies and procedures. THEORY OF REASONED ACTION ​ Informal communication systems are — Propose that behavioral intention is a function outside of the formal system. Informal systems of both attitudes towards behavior and subjective can connect almost anyone in an organization norms towards that behavior. to anyone else. THEORY OF PLANNED BEHAVIOR ​ There are two main types of informal ​ Developed from the Theory of Reasoned communication systems: Social Networks and Action the Grapevine. ​ Additional predictor of behavior → perceived behavioral control (PRC) ​ A social network is a system of personal ​ PBC: people’s perceptions of their ability relationships that cross hierarchical, to perform a given behavior departmental, and organizational boundaries. ​ People might intend to carry out a behavior, but a certain lack of confidence ​ The grapevine is how gossip is spread or control over the behavior might prevent through an organization. them from carrying out the behavior. ○​ The grapevine is particularly important when formal communications are SOCIAL JUDGEMENT THEORY inadequate. Five Key Principles ○​ Grapevine is unstructured and transitory. ​ Latitudes of acceptance/ rejection/ non-commitment ​ Attitudinal anchoring  ​ Assimilation and contrast LESSON 3: ​ Ego-involvement AUDIENCE ANALYSIS ​ Attitude change/ shift Audience Analysis means understanding the 5 Key Principles of SJT interests, values, and goals of those people whom 1.​ We all have zones (Latitudes) of judgement, you want to influence to do something. It is and we use these zones to judge any perhaps the most critical and under practiced skill persuasive information. in management. ​ Positions you agree with: latitude of acceptance Success in business communications derives ​ Positions you disagree with: latitude of heavily from an ability to provide the framework for rejection a motivated consensus — what organizational ​ Positions you are indifferent to the latitude behaviorists call participatory management. of non-commitment/neutrality Start your audience analysis by posing a few key 2.​ When we receive a persuasive message, we words: mentally place it within our zones of judgement, 1.​ Who are my audiences? and gauge how far the message is from our 2.​ What is my relationship to my audiences? attitudinal anchor. 3.​ What are their likely attitudes toward my proposal? Anchor: the center of the latitude of acceptance 4.​ How much do they already know? 5.​ Is my proposal in their interests? 3.​ Assimilation and Contrast – when you receive a message that is close to your anchor, you will WHO ARE MY AUDIENCES? judge the message to be closer to your opinion They are the people you want to act – the that it actually is, and you will be willing to consumers who should buy your product, the accept it. boss whose sign-off you need, the employees who could achieve greater productivity. Contrast: when you receive a message that is in your latitude of rejection, you will judge the TWO TYPES OF AUDIENCES message to be further away from your opinion ​ PRIMARY AUDIENCES – include key than it actually is, and you are likely to reject it. decision-makers and others whose support you need to carry out your project. 4.​ Our level of ego involvement affects the size of ​ SECONDARY AUDIENCES – include our latitudes. those who will be affected by your project and who, over the long term, may have Ego Involvement: Process of assimilation and some influence on the decision-makers. contrast are further sharpened when you are highly involved with the topic at hand. Keep in mind that primary and secondary audiences may include further sub-groups; 5.​ Small to moderate discrepancies between our “employees,” for example, may have conflicts of anchor position and the persuasive message interest between hourly and salaried. In addition, will cause us to change; large discrepancies will don’t ignore hidden audiences, which include not. those who may not be in the group you’re addressing or on the receiving end of your e-mail, but who will have influence over whether the course of action you’re recommending is adopted. WHAT IS MY RELATIONSHIP TO MY AUDIENCES? ​ NEUTRAL – these audiences are most When advocating a strong point of view to audience susceptible to the tools of rational members, you must adapt your presentation strategy persuasion. Include them in the sequence to the realities of your relationship with them. Are you of events and analysis that convinced you telling them or asking them to do something? this was a good idea to pursue. As Munter observes, “The more you control, the less ​ HOSTILE – these audiences probably you involve; the less you involve, the more you won’t ever actively support you. But by control.” Munter is really talking about two sorts of showing that you understand their point of control here: Information and Executive Power. view and explaining what you still believe in your project, you may move them to a The more audience members feel they have position of neutrality. When doing this contributed to a given decision, the more likely they analysis, you must pay close attention to will cooperate in carrying it out. However strongly you individual and group motives. Some feel about your point of view, it will not prevail without people will support you because they’re support from the audiences whom you need to your friends, irrespective of the merits of approve and implement it. your idea. SOME RULES OF THUMB FOR ADOPTING YOUR STRATEGY: HOW MUCH DO THEY ALREADY KNOW? 1.​ Use the tell approach when you are in 1.​ What familiar information should I complete command of the necessary authority summarize to lay the foundation for my and information. For example, you ask a argument? subordinate to carry out a routine task. 2.​ What additional information do they need to know to understand and judge my 2.​ Use the sell approach when you’re in proposal? command of the information, but your audience 3.​ How can I speak or write in a language retains the ultimate decision-making power. For they will understand and respond to? example, you ask a customer to buy your product. IS MY PROPOSAL IN THEIR INTERESTS? Analysing your audience means identifying – first 3.​ Use the consult approach when you’re trying to yourself, then to them – how they will benefit by to build consensus for a given course of action. supporting you. Possible benefits are as varied as For example, you persuade colleagues to back human nature itself, but they include money, your proposal to top management. prestige, time saving, solidifying a friendship, gaining authority, avoiding conflict or 4.​ Use the join approach when your point of view embarrassment, improving status, making a job is one among many. For example, you serve as easier, and being on the winning side. a representative to an interdepartmental strategy session. Given this audience analysis, revisit your goal. Are you still convinced it’s valuable, achievable, WHAT ARE THEIR LIKELY ATTITUDES TOWARD and worth the costs? Perhaps your proposal MY PROPOSAL? needs revision before you have a realistic chance ​ POSITIVE – Audiences who already support of selling it. you need to be motivated and given a plan of action. Let them know how important they are and what they can do to help you. Make their job as easy and rewarding as you can.  LESSON 4: works toward a common objective, SETTING GOALS IN COMMUNICATION reducing misunderstandings and conflicts. MANAGEMENT Accountability: When goals are defined, GOAL-SETTING is a cornerstone of effective individuals and teams know their communication management, serving as the responsibilities and are accountable for foundation for strategic decision-making, resource meeting them. allocation, and performance evaluation. 5.​ ENCOURAGES INNOVATION AND IMPORTANCE OF GOAL-SETTING PROBLEM-SOLVING 1.​ PROVIDES DIRECTION AND FOCUS Stimulates Creativity: Goals challenge Clear Vision: Goals act as a compass, ensuring them to think creatively about how to that communication efforts align with the achieve desired outcomes. organization’s overarching mission and vision. For example, a non-profit organization may set Adaptability: Clear goals allow teams to a goal to raise awareness about a specific pivot and innovate when challenges arise cause, guiding all communication strategies without losing sight of the end objective. toward that aim. TYPES OF GOALS OF CM Prioritization: without goals, communication 1.​ STRATEGIC GOALS efforts can become scattered and ​ Long-term objectives (e.g., enhancing uncoordinated. Goals help prioritize tasks and brand reputation). allocate resources effectively. ​ Connection with organizational vision and mission. 2.​ ENHANCES STRATEGIC PLANNING Framework for Decisions: Goals provide a 2.​ TACTICAL TOOLS framework for creating strategies and tactics. ​ Medium-term targets (e.g.c increasing They help communication managers decide media engagement within a year). which messages, platforms, and audiences to ​ Examples from corporate or advocacy prioritize. campaigns. Avoids Redundancy: By clearly defining goals, 3.​ OPERATIONAL TOOLS teams can avoid duplicating efforts and ensure ​ Day-to-day communication (e.g., resources are used efficiently. ensuring clear internal memos). ​ Link to communication platforms and 3.​ FACILITATES MEASUREMENT OF SUCCESS tools. Tracking Progress: Setting specific and measurable goals allows communication FRAMEWORKS FOR SETTING managers to monitor performance overtime. COMMUNICATION GOALS A.​ THE SMART CRITERIA Evaluating ROI: It’s easier to assess the return Specific: Clearly define the goal (e.g., on investment (ROI) of communication “increase newsletter readership by 20% campaigns when clear goals are in place. in 6 months”). Measurable: Include metrics for success Achievable: Ensure feasibility with 4.​ BUILDS TEAM ALIGNMENT AND available resources ACCOUNTABILITY Relevant: Align with organizational Shared Purpose: Goals unify teams by needs. providing a shared sense of purpose. Everyone Time-bound: Specify deadlines. B.​ THE 4CS OF COMMUNICATION GOALS Clarity: Goals should be easy to understand. Consistency: Align with overall messaging. Creativity: Incorporate innovative approaches Collaboration: Encourage stakeholder involvement.