Chapter 1 Management Communication
MANAGEMENT COMMUNICATION IN TRANSITION
CHAPTER 1
Communication is the work of managers, day in and day out.
I. The daily work of managers.
A. Managers are in constant action.
1. Switch frequently from task to task. 2. Change their focus of attention to respond to issues as they arise. 3. Engage in a large volume of tasks of short duration.
B. Managers spend most of their time interacting with others.
1. Engage in interactions both inside and outside the organization. 2. Talk and listen when in action.
II. The majority of managers cluster around three core management roles.
A. Interpersonal roles are the richest source of information for managers because of their immediate and personal nature.
1. The figurehead role is exhibited when performing ceremonial duties of their position.
2. The leader role is exhibited when demonstrating their responsibility for the work of the people in their unit and their actions. This is where the influence of managers is most clearly seen.
3. The liaison role is exhibited when establishing and maintaining contacts outside the vertical chain of command.
B. Informational roles of managers are required because not even the most expensive management information system can match the speed and intuitive power of a well-trained manager’s brain for information processing.
1. The monitor role allows managers to scan the environment for information.
2. The disseminator role allows managers to pass privileged information directly to subordinates.
3. The spokesperson role allows managers to send information to people outside of their organizations.
C. Decisional roles are used by managers to make decisions on behalf of the organization and the stakeholders with an interest in the organization.
1. Interpersonal and informational roles often aid the decision making process.
2. The entrepreneur
CHAPTER 1
Communication is the work of managers, day in and day out.
I. The daily work of managers.
A. Managers are in constant action.
1. Switch frequently from task to task. 2. Change their focus of attention to respond to issues as they arise. 3. Engage in a large volume of tasks of short duration.
B. Managers spend most of their time interacting with others.
1. Engage in interactions both inside and outside the organization. 2. Talk and listen when in action.
II. The majority of managers cluster around three core management roles.
A. Interpersonal roles are the richest source of information for managers because of their immediate and personal nature.
1. The figurehead role is exhibited when performing ceremonial duties of their position.
2. The leader role is exhibited when demonstrating their responsibility for the work of the people in their unit and their actions. This is where the influence of managers is most clearly seen.
3. The liaison role is exhibited when establishing and maintaining contacts outside the vertical chain of command.
B. Informational roles of managers are required because not even the most expensive management information system can match the speed and intuitive power of a well-trained manager’s brain for information processing.
1. The monitor role allows managers to scan the environment for information.
2. The disseminator role allows managers to pass privileged information directly to subordinates.
3. The spokesperson role allows managers to send information to people outside of their organizations.
C. Decisional roles are used by managers to make decisions on behalf of the organization and the stakeholders with an interest in the organization.
1. Interpersonal and informational roles often aid the decision making process.
2. The entrepreneur