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LECTURE OUTLINE AND LECTURE NOTES
THE WORLD OF WORK
Under New Management (Text pages 54-55)
Tony, the new manager of Taco Barn, is now in his new role as the restaurant manager
and has made a change to the scheduling process. Jack, the former manager, was very
understanding, working with all employees regarding their weekly schedules. However, Tony has
decided to make a policy change that places the responsibility on all employees to find a
replacement if they can not make it to work. He has written this in a new store policy for all
employees to read.
1.
Why is it so important for Tony to “put his stamp” on the Taco Barn as the new
manager?
First, Tony is the new manager and he is in position to run his store within the guidelines
of basic management authority. This authority directs back to him as the manager of the Taco
Barn and reflects his style of management. What Tony is doing with the memo is also using his
communication skills with his staff (see the section “Communication as a Management Skill”.)
With his memo, Tony will have to deal with the perception each employee will have as they
interpret his message. And, by using a memo to convey his message, Tony has allowed each
employee to read into his message. Without good dialogue, this can cause both the short and
long-term problems.
2.
Did Tony make the right choice here? Why or why not?
Tony is new to the position and to the decision making that goes along with the store
manager job. His reasons for what he did are based on his own interpretation of scheduling, as
opposed to how Jerry did the scheduling. If Tony truly believes he wants to run a tight ship with
regards to scheduling, then his memo has merit. And, if Tony follows up his memo with the same
attitude and explains why he decided to take this approach, then his current employees will have
to choose to either follow the new schedule changes or to look for employment elsewhere. In the
process, Tony will look for and hire new employees who can live with these scheduling rules.
However, if Tony does not keep this scheduling policy, he will have disrupted his employees’
confidence about working with the manager regarding the schedule.
3.
What do you think the team’s reaction will be?
Without question, dramatic changes bring dramatic results. The employees of Taco Barn,
based on this new scheduling policy, will most likely dislike the change of managers. Change is
usually stressful for all levels of employees, and when change also brings new ways of doing
things, employees can react with unhappiness, mistrust, a perceived lack of care for their opinion,
lack of professionalism, and a general feeling of not being appreciated. Tony has shaken his
employees with this new policy and he will face some employee mending going forward. Tony
will be dealing with conflict (see the “Interpersonal Communication Process” section of the
lecture outline.) There is not one quick answer to fix the problem he has created.
4.
What could Tony do differently here?
Tony is new and needs to build confidence and trust in his abilities as a new manager.
While Tony must deal with his own feelings of loneliness or uncertainty in his new position, he
has to try to overcome this emotion and build his team to get the results he wants as the new
restaurant manager of Taco Barn. Tony needs to call a store meeting and have an open discussion
about how this transition can happen with minimal problems. He needs to repair the conflict he
has created with his new policy.
LECTURE OUTLINE
I. COMMUNICATION AS A
MANAGEMENT SKILL
► LEARNING OBJECTIVE 1
Define communication, and explain why effective
communication is an important management skill. (Text
page 56)
A. COMMUNICATION is the act of
exchanging information.
B. Managers need communication skills
because they must be able to:
1. give direction to the people who work
for them
2. motivate people
3. convince customers that they should
do business with them
4. absorb the ideas of others
5. persuade other people
LECTURE NOTES
POWERPOINT 3-1
Chapter Title
(Refers to text page 54)
POWERPOINT 3-2
Learning Objectives
(Refers to text page 55)
POWERPOINT 3-3
Communication as a
Management Skill
(Refers to text page 56)
TEXT FIGURE 3.1
Communicating in the
Business World (Text page
56)
POWERPOINT 3-4
Communication as a
Management Skill
(continued)
(Refers to text page 56)
II. INTERPERSONAL COMMUNICATION
OBJECTIVE 2
► LEARNING
Describe the interpersonal communication process.
(Text pages 57-63)
A. Because managers spend so much time
with employees, effective communication
is critical.
1. INTERPERSONAL
COMMUNICATION is an interactive
process
between individuals that involves
sending and receiving verbal and
nonverbal messages.
2. Steps in the interpersonal
TEXT FIGURE 3.2
Interpersonal
Communication Process
(Text page 57)
POWERPOINT 3-5
Interpersonal
Communication
(Refers to text page 57)
LECTURE OUTLINE
3.
LECTURE NOTES
communication process:
a. An event or condition generates
information.
b. The desire to share information
creates the need to communicate.
c. The sender then creates a
message and communicates it.
d. The receiver perceives and
interprets the message and
creates a reply.
e. The reply can generate a
response by the sender.
Many factors interfere with this
process.
ETHICAL MANAGEMENT (Text page 58)
You have worked at the same company with your best friend for the last ten years. In fact, he
told you about the job and got you the interview. He works in the marketing department and is up for a
promotion to marketing director – a position that he has been wanting for a long time. You work in
sales, and on your weekly conference call the new marketing director, someone recruited from outside
the company, joins you. Your boss explains that although the formal announcement hasn’t been made
yet, the company felt it was important to get the new director up to speed as quickly as possible. He will
be joining the company in two weeks, after completing his two-week notice with his current employer.
Should you tell your friend what happened?
Sharing information among friends on the job has no formal boundaries. Therefore, all
participating parties enter this exercise at their own risk. Being privy to important information can
happen. Using this information has to be done carefully and can have consequences. Telling a friend that
a job that he wanted has already been filled is using unannounced information. Generally speaking, it
should be kept under wraps until a formal announcement is made. However, the culture of the company
is another variable. Their practices on these matters might be very informal. A better decision might be
to encourage your friend to ask his direct boss for an update on the hiring of the new marketing director
position, thus taking the pressure off you to convey this information. If the boss does not handle the
request for a hiring update in an informative and professional way, it might suggest that working for the
company might need closer viewing.
B. Conflicting or Inappropriate
Assumptions
1. Without feedback, the sender may
assume communication is flowing
POWERPOINT 3-6
Conflicting or
Inappropriate Assumptions
(Refers to text page 58)
LECTURE OUTLINE
smoothly when it isn’t.
2. Assumptions can interfere with
interpretation of meaning.
C. SEMANTICS is the science or study of the
meanings of words and symbols.
1. A word may mean very different things
to different people.
2. Problems involved in semantics
a. Some words and phrases have
multiple interpretations.
b. Groups of people in specific
situations often develop their own
technical language.
3. Words are the most common form of
interpersonal communication.
D. PERCEPTION deals with the mental and
sensory processes an individual uses in
interpreting information received.
1. Perception begins when the sense
organs receive a stimulus, which is the
information received.
2. The sense organs respond to, shape,
and organize the information received.
3. The brain further organizes the
information, resulting in perception.
4. Different people perceive the same
information differently.
5. Selective perception often distorts the
intended message.
PROGRESS CHECK QUESTIONS (Text page 59)
1.
What is communication?
2.
Define interpersonal communication.
3.
What is semantics?
4.
What is perception, and what role does it play in
LECTURE NOTES
TEXT FIGURE 3.3
Interpretations of The
Word “Fix” (Text page 59)
POWERPOINT 3-7
Semantics
(Refers to text page 58)
CRITICAL THINKING
EXERCISE 3-1
Multiple Meanings of
Words
Many words in the English
language have multiple
meanings. This exercise asks
students to identify all the
meanings of the word “run.”
See complete exercise on
page 3.Error! Bookmark
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POWERPOINT 3-8
Perception and Emotions
(Refers to text pages 59-60)
CRITICAL THINKING
EXERCISE 3-2
Gender-Neutral Language
Most people now refer to
“businessmen” as “business
people” or “sales associate.”
This exercise lets students
practice identifying gender
neutral substitutes for twelve
common words. See
complete exercise on page
3.Error! Bookmark not
defined. of this manual.
LECTURE OUTLINE
LECTURE NOTES
communication?
E. Emotions Either Preceding or During
Communication
1. Emotions affect our disposition to send
and receive communication.
2. Managers need good communication
skills to manage the emotional, as well
as the physical, environment.
III. LEARNING TO COMMUNICATE
A. Managers communicate both in writing and
verbally.
B. Understanding the Audience
1. To communicate effectively, managers
need to identify their audience.
2. The text uses the example of a hotel
manager communicating with
employees and with higher
management.
C. Developing good listening skills is one
of the most important management skills.
1. Active listening involves absorbing
what another person is saying and
responding to the person’s concerns.
2. Tests show that most people do not
listen actively.
3. To improve communication
effectiveness managers need to learn
to be
active listeners.
4. Steps in active listening:
a. Identify the speaker’s purpose.
b. Identify the speaker’s main ideas.
c. Note the speaker’s tone as well as
TEXT REFERENCE
Study Skills Box: Keys to
Good Study Habits
Gives students suggestions
for improving their study
skills. (Box in text on page
62.) An additional exercise
and discussion is available in
this chapter on page 3.Error!
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source not found.Error!
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found..
POWERPOINT 3-9
Learning To Communicate
(Refers to text pages 60-61)
CRITICAL THINKING
EXERCISE 3-3
Rate Your Listening Skills
This short quiz lets students
assess how good their
listening skills actually are.
See complete exercise on
page 3.Error! Bookmark
not defined. of this manual.
TEXT FIGURE 3.4
Are you a Good Listener?
(Text page 61)
LECTURE OUTLINE
his or her body language.
d. Respond to the speaker with
appropriate comments, questions,
and body language.
D. Feedback
1. Effective communication is a two-way
process.
2. Feedback, the flow from the receiver
back to the sender, lets the sender
know whether the receiver received
the message and vice versa.
E. Understanding the Importance of
Nonverbal Communication
1. Paralanguage includes the pitch,
tempo, loudness, and hesitations in
verbal communication.
2. Gestures, body posture, and eye
contact communicate information.
3. Nonverbal communication
supplements verbal communication
and can change its meaning.
LECTURE NOTES
POWERPOINT 3-10
Developing Good Listening
Skills
(Refers to text pages 61-62)
TEXT FIGURE 3.5
Using Active Listening
(Text page 61)
POWERPOINT 3-11
Feedback
(Refers to text pages 62-63)
LECTURE LINK 3-1
Types of Nonverbal
Communication
As much as 93% of
emotional meaning is
communicated nonverbally.
Seven nonverbal
communication types are
discussed. See complete
lecture link on page 3.Error!
Bookmark not defined. of
this manual.
IV. WRITTEN COMMUNICATION
OBJECTIVE 3
► LEARNING
Understand the importance and appropriate use of
written and oral communication. (Text pages 63-65)
A. Effective managers need to identify the
purpose of the document, the audience,
and the main points to convey.
B. Principles of Good Writing
1. Write as simply and clearly as
TEXT FIGURE 3.6
Identifying the Purpose,
Audience, and Main Point
of a Document (Text page
63)
POWERPOINT 3-12
Written Communication
LECTURE OUTLINE
2.
3.
possible.
The content and tone of the document
should be appropriate for the
audience.
Proofread the document.
LECTURE NOTES
(Refers to text pages 63-64)
PROGRESS CHECK QUESTIONS (Text page 64)
5.
What is feedback, and how does it affect the
communication process?
6.
What are the four key steps of active listening?
7.
Explain the importance of nonverbal communication
in interpersonal communication.
What are the three basic principles of good writing?
8.
V. ORAL COMMUNICATION
A. Oral communication, the most common
form of communication, can occur formally
or informally.
B. The Importance of Oral Communication
1. Managers need good oral
communication skills to give clear
instructions, motivate employees, and
persuade other people.
2. Effective communication can set the
tone within a company.
C. Developing Oral Communication Skills:
Some Guidelines
1. Make emotional contact with listeners
by addressing them by name.
2. Avoid speaking in a monotone.
3. Be enthusiastic and project a positive
outlook.
4. Avoid interrupting others.
5. Always be courteous.
6. Avoid empty sounds or words, such as
POWERPOINT 3-13
Oral Communication
(Refers to text pages 64-65)
TEXT REFERENCE
Career Management Box:
Career “Terminology”
That Will Help
This box reviews career
LECTURE OUTLINE
“un,” “um,” “like,” and “you know.”
PROGRESS CHECK QUESTIONS (Text page 65)
9.
Explain the difference between formal and informal
oral communication.
10.
Successful managers use their oral communication
skills in three primary ways. What are they?
11.
List the six steps for effective communication.
12.
How could you improve your oral communication
skills?
VI. CHOOSING THE BEST METHOD OF
COMMUNICATION
► LEARNING OBJECTIVE 4
Identify the best means of communication as it pertains
to specific situations. (Text pages 65-66)
A. Verbal communication is most appropriate
for sensitive communication.
B. Written communication is most appropriate
for communicating routine information.
LECTURE NOTES
terminology and explains the
personal career qualities
students need to develop.
(Box in text on page 65.) An
additional exercise and
discussion is available in this
chapter on page 3.Error!
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source not found.Error!
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CRITICAL THINKING
EXERCISE 3-4
Choosing a Communication
Method
This exercise asks students to
decide on the appropriate
communication method
(channel) for several
situations. See complete
exercise on page 3.Error!
Bookmark not defined. of
this manual.
POWERPOINT 3-14
Choosing the Best Method
of Communication
(Refers to text pages 65-66)
CASE INCIDENT 3.1
Starting a New Job (Text page 66)
A new employee of a large computer manufacturer, Otis, has told his immediate boss, Jack, that
he is quitting his job, based on all the miscues and lack of professionalism in his training for the new
job. The boss responds with very little sympathy and tells stories of his hiring and how much worse his
experience was. In the process, the new employee has to make a decision about staying on the job or
looking for new employment.
1.
What grade would you give Jack on this interview?
Not a good grade. Jack just validated the organizational mess that he is a part of and, in the
process, has given Otis even more reason to leave the company. Jack also made the mistake of sharing
with Otis how much more difficult he had it when he began. This tells Otis that the company has been
unorganized for a long time.
2.
What suggestions do you have for Jack to help his company avoid similar employee turnover
problems in the future?
LECTURE OUTLINE
LECTURE NOTES
Jack has to seriously commit to fixing the problem. Anything less would be a hollow motion
that employees would see through. Jack needs to have a meeting with the human resource department
and upper management to begin fixing the problems of hiring and training of new employees. From this
meeting, new procedures must be instituted, including any manual materials and new staffing to carry
out the new hiring and training program.
3.
Should Jack find a way to make Otis change his mind? Why or why not?
It would be nice if Jack could convince Otis to change his mind. But more importantly, he needs
to instill an organizational change regarding this issue. If Jack could get this done and use Otis as part of
the new training and hiring solution, that would be the best case scenario. However, if Jack cannot get
real change and results, it would be foolish to keep Otis when nothing in the organization has changed.
4.
Do you think Otis would change his mind and stay? Why or why not?
Otis has done a great service to the company by bringing this issue into the spotlight. Through
this experience he might have found a niche that could suit him going forward. Otis might be a good
person to place in the training and hiring division. He is sensitive to what has already happened to him
as a new hire. He is passionate regarding the importance of hiring and training all new employees. As a
result, if this disaster has a positive side, it is the recognition of a major company weakness, leading to
potential solutions for solving the problem and turning it into a company strength.
VII. COMMUNICATING WITHIN THE
ORGANIZATION
► LEARNING OBJECTIVE 5
Explain the most common mechanisms for
communicating within the organization. (Text pages 6669)
A. The Grapevine
1. The GRAPEVINE consists of the
informal channels of communication
within an organization.
2. Grapevines develop when employees
share common interest and social
relationships.
3. The grapevine:
a. always exists in an organization
b. does not follow the hierarchy
c. is often accurate
4. Information in the grapevine travels
more rapidly than through formal
POWERPOINT 3-15
Communicating within the
Organization
(Refers to text pages 66-67)
LECTURE OUTLINE
channels of communication.
5. Because the grapevine is inevitable,
management should use it to
complement formal communication
channels.
B. E-MAIL, the abbreviated version of
“electronic mail,” refers to the system of
sending and receiving messages over an
electronic communications system.
1. An e-mail system can save time and
eliminate wasted effort.
2. It enables communication among
individuals who might not
communicate otherwise.
C. The INTERNET is a global collection of
independently operating, but
interconnected, computers.
1. Electronic pathways connect
computers around the world.
2. The Internet is a source for massive
amounts of information.
D. Intranets
1. An INTRANET is a private, corporate
computer network that uses Internet
technologies to provide multimedia
applications within organizations.
2. The intranet serves as an “information
hub” for the entire organization.
PROGRESS CHECK QUESTIONS (Text page 69)
13.
How do grapevines develop in organizations?
14.
15.
Why does the grapevine have a poor reputation?
What is the real value of the Internet to managers?
16.
Why do managers set up Intranets?
CASE INCIDENT 3.2
LECTURE NOTES
LECTURE LINK 3-2
E-Mail Rules
Writing an e-mail is not like
writing a letter – some
suggestions for better
electronic communication.
See complete lecture link on
page 3.Error! Bookmark
not defined. of this manual.
POWERPOINT 3-16
The Internet
(Refers to text pages 67-68)
LECTURE OUTLINE
LECTURE NOTES
Tardy Tom (Text page 68)
Issues regarding late arrivals to work have lead to an employee being warned and ultimately
fired. The employee, Tom, has called on his union representative because he feels his boss, Russ, has
reprimanded him unfairly. Tom has found other employees violating the same rule that have not been
fired. An arbitrator will decide how the matter should be resolved.
1.
Was the manager communicating a message to Tom?
Yes. Tom was reminded of management authority. While Russ was exercising his authority over
Tom, he lost Tom’s respect based on the circumstances. Lost in the confusion, however, is the fact that
Tom has a tardiness problem that still needs to be properly addressed.
2.
Should Tom get his job back?
Yes. Tom is guilty of a performance issue and needs to be held accountable. However, until the
other issues are cleared up, Tom should keep his job for the time being. But, he should also be put in a
position where he is held accountable for his lateness.
3.
What would you do if you were an arbitrator in this dispute?
The arbitrator needs to seek answers to all the allegations and put them in the proper context. If
Russ is guilty of employee favoritism, his firing of Tom is misguided. Tom is also guilty of poor job
performance. He was verbally warned, which then led to a written reprimand. In the end, the company
has to step forward and decide what new policies and procedures it wants implemented and what
punishments might need to be carried out based on the findings.
4.
How could Russ have handled this differently?
Russ handled the lateness issue with Tom pretty much by the book by trying to work the
problem out first and then moving onto verbal and written policies to address the lateness problem. Russ
gave consequences to problematic issues and followed up on set policies. However, Russ may be guilty
of favoritism, and that negates any of the consequences Tom might have suffered. Russ needed to be an
authority and use his job as intended – that is, fairly. As a result, if he is found guilty of favoritism
practices, Russ will not be the best person for the manager position he has held. Russ needs to consider
the consequences he would face if in fact he is guilty of double standards regarding the lateness policy.
VIII. COMMUNICATION IN INTERNATIONAL
BUSINESS ACTIVITIES
OBJECTIVE 6
► LEARNING
Understand the challenges of communication in
international business activities. (Text page 69)
A. Communication in international business
activities can be complicated.
B. English is the leading global language, but
there are more than 3,000 others.
C. Cultural differences complicate nonverbal
SUPPLEMENTAL
CASE 3-1
The China Challenge
MTV China’s Li Yifei has
shown that women
businesspeople can be
successful in traditionally
male societies. See complete
case, discussion questions,
and suggested answers on
page 3.Error! Bookmark
not defined. of this manual.
LECTURE OUTLINE
communication.
D. To improve communication in international
business the manager should:
1. learn the culture of the people with
whom he or she communicates
2. write and speak clearly and simply.
LECTURE NOTES
POWERPOINT 3-17
Communication in
International Business
Activities
(Refers to text page 69)
PROGRESS CHECK QUESTIONS (Text page 70)
17.
Give an illustration of a conflicting assumption.
18.
What are the six basic “rules of thumb” of good oral
communication?
19.
Describe some ways the grapevine can be used
effectively in organizations
20.
What is active listening?
THE WORLD OF WORK
Tony Gets Some Feedback (Text page 70)
Tony, the newly appointed manager of Taco Barn, has made a new policy regarding the
store schedule. All employees must work their scheduled hours or find a replacement if they ca
not work their scheduled hours. The previous manager was much more workable with employees
about scheduling; this was well accepted by his employees. Tony has changed this arrangement
and now many of his employees are upset. Tony has his first crisis on his hands and needs to
figure out how to work through this problem before he loses some of his valuable employees.
1.
Should Tony have been surprised by the reactions of his crew?
Probably not. One way to help gauge implementing policies is fairness in reaching the
goals and the objectives for the company. Tony wants to make scheduling less his problem and
place the burden squarely on the employees. In a different size company setting, that might be
necessary. However, Taco Barn is a small restaurant, and staff building and development is much
more like a family. It is more typical for the manager and his staff to work more closely on
schedules. Tony has disrupted this format and now has to handle issues with most of his
employees. He must realize how difficult it is to find, hire, and train new employees and how
much time it takes from his already full schedule.
2.
Do you think the employees have the right to complain about the new schedule policy?
Yes. Building a successful organization includes giving employees a voice in the
decisions that affect their daily activities. Again, Taco Barn is a small family of employees, and
Tony has to adjust to this style of working with his employees. However, Tony still needs to
maintain authority and keep some rules and regulations that are deemed fair in this situation. In
the process, trust and confidence builds from manager to employee. Each wants to handle their
respective duties, and along the way a team concept can form. The outcome can be very
productive and positive for the manager and all his employees.
3.
How could Tony have handled this differently?
Tony should have meet with his employees and discussed this issue, letting them know
that he wanted their input and was willing to look at the policy and make changes that were in the
best interest for all involved. His management approach has not been effective, as it appears that
the management (manager) has little regard for his or her employees’ well-being. When the
manager can get his employees to help him in finding solutions to problems, it can lead to
employee growth and development that he can utilize as store manager
4.
What would you do now?
Tony needs to learn from this first big decision. Building a team from management to
employee is an important skill. Tony needs to work on team building skills in order to keep the
support of his staff, allowing him to reach the company’s goals. And, in the process, he can learn
how to get the most from his employees as they follow his lead in managing the restaurant.