MGMT 3453 Exam 2 Review – Flashcards
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Most effective communication channels for coordinating work
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1. Scheduled meetings 2. Email 3. Landline phone
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richness
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-involves two considerations: >level of immediacy >number of cues available
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Immediacy
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-relates to how quickly someone is able to respond and give feedback
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Control
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-the degree to which communications can be planned and recorded, thus allowing strategic message development
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Planning
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-implies that the communication can be tightly drafted, edited and revised, rehearsed, and otherwise strategically developed before delivery
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Permanence
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-extent to which the message can be stored, retrieved, and distributed
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Constraints
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-the practical limitatons of coordination and resources
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Coordination
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-deals with the effort and timing needed to allow all relevant people to participate in a communication
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Resources
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-included the financial, space, time, and other investments necessary to employ particular channels of communication
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synchronous communication
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-occurs in real time -individuals involved give immediate responses to one another and engage in turn-taking
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asynchronous communication
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-does not occur in real time -individuals involved in such communication can pay attention to and respond to communications at a time of their choosing
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Email communication
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-primary form of written business communication -most analysts expect it to be the primary tool for at least the next five to ten years in most companies
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Principles of Effective Emails
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-Use for the right purposes -Ensure ease of reading -Show respect for time -Protect privacy and confidentiality -Respond promptly -Maintain professionalism and appropriate formality -Manage emotion effectively -Avoid distractions
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Use Email for the Right Purposes
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-email com. has a few constraints (low cost, little coordination) and high control (the writer can think them out carefully, and they provide a permanent record) -rarely appropriate for sensitive or emotional communication tasks
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Ensure Ease of Reading
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1. Provide a short, descriptive subject line 2. Keep your message brief yet complete 3. Clearly identify expected actions 4. Provide a descriptive signature block 5. Use attachments wisely
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Show Respect for Other's Time
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-Select message recipients carefully -Provide timelines and options -Be careful about using the priority flag -Let others know when you will take longer than anticipated to respond or take action -Avoid contributing to confusing and repetitive email chains
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Maintain Professionalism and Appropriate Formality
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-Avoid indications that you view email as casual communication -Apply the same standards of spelling, punctuation, and formatting you would for other written documents -use greetings and names
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neutrality effect
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-recipients are more likely to perceive messages with an intended positive emotion as neutral
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negativity effect
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-recipients are more likely to perceive messages that are intended as neutral as negative
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flames
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-emails or other digital communications with "hostile intentions characterized by words of profanity, obsenity, and insults that inflict harm to a person or an organization
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cyber silence
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-nonresponse to emails and other communications
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cyber incivilty
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-violation of respect and consideration in an online environment based on workplace norms -active, passive
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Reinterpretation
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-involves adjusting your initial perceptions by making more objective, more fact-based, and less personal judgements and evaluations
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Relaxation
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-involves releasing and overcoming anger and frustration so that you can make a more rational and less emotional response
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defusing
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-involves avoiding escalation and removing tension to focus on work objectives
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Texting in the workplace
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-texting is a relatively new and undeveloped form of communication in the workplace, and attitudes toward it vary significantly -many professionals consider texting in the workplace as impersonal, uninteresting, rude, intrusive, or inadequate
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Things to avoid/consider
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-Avoid Sarcasm and Jokes in Most Cases -Avoid Rescheduling Meeting Times or Places -Consider Turning Off Sound Alerts for Incoming Texts/Emails -Identify Yourself -Clearly End the Texting Exchange -Avoid Personal Texts during Work Hours
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Building Connections with Phone Conversations
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-Share Conversation Time Equally -Apply the Rules of Active Listening and Avoid Multitasking -Take Notes on Important Points and Summarize Next Steps at the End of the Call -Close with Appreciation -Follow Up on Agreements -Schedule and Plan for Your Phone Calls -Ensure Quality Audio -Open with a Warm Greeting and Use Your Caller's Name -After Brief Small Chat, Direct the Conversation to the Issues at Hand -Speak with a Pleasant, Enthusiastic Voice
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Participating in and Leading Group Voice and Video Calls
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-Practice Using the Technology before the Group Call -Use Your Webcam Effectively -Use Interactive Tools Wisely -Start the Call with Purpose and Take Charge -Follow the Guidelines of Effective Virtual Meetings
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Develop Routine Messages
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-in any given day you need to produce credible messages quickly -excellent communicators can develop routine written messages in a matter of minutes -require proportionately less time for planning and reviewing
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Components of Routine Messages
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-state the primary message (10 or fewer words) -provide details in paragraphs of 20 to 80 words -restate the request or key message in more specific terms -state goodwill
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Planning Stage
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-Audience Analysis -Idea Development -Message Framework
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Audience Analysis
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-consider exactly what information your audience needs and how they want to receive it
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Idea Development
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-identify and gather relevant, accurate, and up-to-date information
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Message Framework
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-create a front-loaded, direct, complete, and detail-oriented message
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Drafting Stage
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-Tone -Style -Design
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Tone
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-aim for helpful, professional, reader-centered tone. Show respect for your readers' time
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Style
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-make your message easy to read. -use short sentences and paragraphs and action-oriented language
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Design
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-use for subject lines and formatting to let your readers process and find information immediately
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Reviewing Stage
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-FAIR Test -Proofreading -Feedback
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FAIR Test
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-ensure that the message contains all needed information, and that it is entirely correct
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Proofreading
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-check for typos and any signals that you are not attentive to the needs of others
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Feedback
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-request feedback from trusted colleagues when speaking on behalf of a team or unit
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Making Requests
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-essence of people coordinating work efforts, buying and selling products and services, and maintaining work relationships
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Components of Requests
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-make request -provide rationale -call to action -state goodwill
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Setting Expectations
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-directly ties to your credibility and ability to foster interpersonal trust in the workplace -failure to do it can lead to lasting professional disappointments and breakdowns in working relationships
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Components of Setting Expectations
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-Describing responsibilities -Providing deadlines -Discussing coordination
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Providing Directions
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-include specific, often step-by-step, guidelines for accomplishing particular tasks -in messages with procedures and directions, make the steps stand out clearly by enumerating each one
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Components of Directions
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-State goal -Give step-by-step directions -State goodwill
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Responding to Inquiries
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-set off each question so your readers can quickly identify responses to particular questions -you generally can do this using bullets or numbered lists and/or special formatting
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Announcement
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-updates to policies and procedures, notice of events, and other correspondences that apply to a group of employees and/or customers
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Components of Announcements
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-Gain attention -Give announcement -Provide details -Call to action -State goodwill
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Creating Announcements
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-to prevent employees and customers from ignoring announcements, the subject line must be specific and must create interest
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Claims
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-requestst for other companies to compensate for or correct the wrongs or mistakes they have made
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Components of Claims
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-Make Claim -Provide rationale -Call to action -State goodwill
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Making Claims
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-as you write claims, keep in mind that your goal is to have your claim honored -focus on facts first and emotions second -lay out logical, reasonable, and professional explanation for your claim
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Showing appreciation
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-sincere expression of thanks also helps achieve business goals and strengthens work relationships
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Components of Appreciation Messages
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-Give thanks -Provide rationale -State goodwill
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Elements of an apology
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-acknowledgement of mistake or an offense -an expression of regret for the harm caused -acceptance of responsibility -commitment that the offense will not be repeated -effective apologies should be timely and sincere
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Expressing Sympathy
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-foremost requirement of any expression of sympathy is that it be sincere -your genuine concern will compensate for any deficiencies in the words you use -handwrite your expression of sympathy on a nice card
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Importance of Credibility in an Era of Mistrust and Skepticism
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-heightened for persuasive messages -if audience members question your credibility, they are unlikely to carefully consider your ideas, requests, or recommendations
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AIM Planning Process
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-Analyzing your audience: understand their needs, values, and how they are influenced -Developing your ideas: wrestle with the complicated business issues at hand -Creating a message structure: most effectively reduces resistance and gains buy-in
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Reciprocation
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-a principle of influence based on returning favors
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Consistency
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-based on the idea that once people make an explicit commitment, they trend to follow through or honor that commitment
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Social Proof
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-a principle of influence whereby people determine what is right, correct, or desirable by seeing what others do
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Liking
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-a principle of influence whereby people are more likely to be persuaded by people who they like
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authority
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-a principle of influence whereby people follow authority figures
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Scarcity
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-a principle of influence whereby people think there is limited availability of something they want or need, so they need to act quickly
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Persuade through Emotion and Reason
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-Savvy business communicators understand the importance of injecting emotion into their persuasive messages -Effective communicators find ways to appeal to the core emotional benefits of products, services, and ideas
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Components of Persuasive Messages
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-Gain Attention -Raise a need -Deliver a solution -Provide a rationale -Validate views -Give counterpoints -Call to action
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Direct
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-you being with a main idea or argument and then provide the supporting reasons
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Explicit
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-nothing is implied -statements contain full and unambiguous meaning
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Indirect
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-they provide the rationale for a request before making the specific request
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Implicit
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-the request or some of the rationale for the request may be implied -the reader needs to read between the lines to grasp the entire meaning
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Mass sales messages
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-messages sent to a large group of consumers and intended to market a particular product or service
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Composing Mass Sales Messages
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-even when consumers do not respond with immediate purchases, these messages can raise a company's brand awareness -effective sales messages contain central sales theme -messages are strongest when they contain a coherent, unified theme that consumers can recognize quickly
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Components of Mass Sales Messages
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-Gain attention -Generate interest -Build desire -Call to action
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Persuasive Messages
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-provide you with more professional opportunities and enhanced credibility, or they can close off future opportunities and diminish your credibility
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manipulation
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-involves attempting to influence other by some level of deception so you can achieve your own interests -by applying the FAIR test, you can avoid sending persuasive messages that manipulate others
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Maintaining Credibility when Delivering Bad News
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-honesty and openness are keys -although people do not like to get bad news, they expect the truth -may assume that communicating bad news to customers shakes relationships and breeds mistrust -delivering bad news the right way actually strengthen customer relationships and increase trust when conditions improve
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Guidelines for Bad News Message
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-Deliver the bad news in a timely manner -choose the right mix of channels -Sympathize with the bad news recipients and soften the blow -Provide a simple, clear rationale -Explain immediate impacts -Focus on solutions and long-term benefits -Show goodwill
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Understand How the Bad News Will Affect Your Audience
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-Delivering bad news often creates stress, anxiety, and other strong emotions -More than with other types of messages, you may need to work hard to focus your message on serving others
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Choosing the Right Mix of Channels
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-Bad new is best delivered in person -This allows rich communication, where you can use verbal and nonverbal cues to show your concern and sensitivity -An advantage to control the message more carefully and ensure that you state the bad news preciesly and accurately
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severity
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-how serious or detrimental the bad news is
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Controllability
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-the degree to which the bad-news message receiver can alter the outcome
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Likelihood
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-relates to the probability of the bad event occurring
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Components of Indirect Bad-News Messages
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-Ease in with a buffer -Provide a rationale -Deliver the bad news -Explain impacts -Focus on the future -Show good will
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Compoents of Direct Bad-News Messages
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-Ease in with a buffer -Deliver the bad news -Provide a rationale -Explain impacts -Focus on the future -Show goodwill
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Sympathize with the Bad-News Recipient and Soften the Blow
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-In person, most people make a judgment about your genuine concern for them based on many factors, including your past treatment of them and your nonverbal behavior -You may use a one- or two-sentence buffer to start the bad-news message, which softens the blow
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Buffer
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-a statement to establish common ground, show appreciation, state your empathy, or otherwise express goodwill
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Teaser message
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-signal to recipients that an upcoming conversation or other communication may involve unpleasant news -prepares recipients emotionally yet does not reveal specific information -often written
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Getting the Tone, Style, and Design Right
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-Aim for tone of genuine concern in a professional manner -Inject some positive direction to the message, but don't provide false hope -Use a writing style that is simple, accurate, and jargon-free -Maintain a simple design
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Mum effect
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-occurs when the chain of messages within an organization is filtered at each level to leave out or inaccurately state the bad news -the message that top executives often hear ends up being unrealistically rosy
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Delivering Bad News in Writing to Colleagues
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-in all management positions, you will need to give bad news to your boss, your peers, or those you supervise from time to time -your ability to deliver bad-news messages constructively will foster a transparent and open culture
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Delivering Bad News in Writing to External Partners
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-External partners can include suppliers, consultants, or joint-venture partners -You are better off breaking bad news to them in a rich communication channel, in person or by phone
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Delivering Bad News in Writing to Customers
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-Bad-news messages to customers contain the same essential components as other bad-news messages -When writing this kind of bad-news messages you want to emphasize the options available, solutions the customer has control over
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Delivering Negative Feedback
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-Adopt a team-centered orientation -Avoid sugarcoating the bad news -Explain the impacts of the individual's poor performance on organizational performance -Link to consequences -Probe for reasons performance is not higher -Emphasize problem solving rather than blaming -Be firm
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Receiving Negative Feedback
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-You will have many opportunities to get feedback about your performance and potential -Seeking and receiving feedback, even when it's negative, will help you develop the skills you need to make an impact in the workplace and move into new positions
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Reviewing Bad-News Messages
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-When writing bad-news messages, always reread them several times -Place yourself in the position of the recipients so you can try to imagine how they feel and react -Consider asking trusted colleagues to review your message and give feedback -They may be able to give you a neutral and objective view of the stimulation.
