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Write out any terms that you did not understand in the reading. Look at its context, and try to figure out the meaning. Discuss these terms with your classmates.





MANAGERIAL COMMUNICATION [1]

Managers have three basic jobs: to collect and convey information, to make decisions, and to promote interpersonal unity. Every one of those jobs is carried out through communication. Managers collect relevant information from conversations, the grapevine, phone calls, memos, reports, databases, and the Internet. They convey information and decisions to other people inside or outside the organization through meetings, speeches, press releases, videos, memos, letters, and reports. Managers motivate organizational members in speeches, memos, conversations at lunch and over coffee, bulletin boards, and through "management by walking around."

Effective managers are able to use a wide variety of media and strategies to communicate. They know how to interpret comments from informal channels such as the company grapevine; they can speak effectively in small groups and in formal presentations; they write well.

Managerial communication is different from other kinds of communication. Why? Because in a business or management setting, a brilliant message alone is not sufficient: you are successful only if your message leads to the response you desire from your audience.

To get that desired audience response, you need to think strategically about your communication—before you start to write or speak. Strategic communication is based on five interactive variables: (1) communicator (the writer or speaker) strategy, (2) audience strategy, (3) the message strategy, (4) channel choice strategy, and (5) cultural context strategy.

Communication—oral, nonverbal, and written—goes to both internal and external audiences. Internal audiences are other people in the same organization: subordinates, superiors, peers. External audiences are people outside the organization: customers, suppliers, unions, stockholders, potential employees, government agencies, the press, and the general public.

In business we communicate for only one reason: to influence someone to think or behave in a particular way. For example, managers want to influence employees to understand, support, and work for business goals such as increasing productivity, sales, profits, and quality while reducing costs. To influence any audience, we must understand and relate to their interests and needs. Communication takes many forms: face-to-face or phone conversations, informal meetings, e-mail messages, letters, memos, and reports. All of these methods are verbal communication, or communication that uses words. Nonverbal communication does not use words. Pictures, computer graphics, and company logos are nonverbal. Interpersonal nonverbal signals include smiles, who sit where at a meeting, the size of an office, and how long someone keeps a visitor waiting.

Typically, effective communication is based on face-to-face interaction between people working to establish and maintain mutual trust and understanding. This interpersonal communication is often supported by the appropriate written, spoken, and broadcast communication material (memos, newsletters, news releases, speeches, videotapes, and other media). However, when we rely solely on these media, no matter how well crafted, we lose the ability that interpersonal communication provides to gauge if and how people respond to our communication. Essentially, we confuse merely disseminating information with interactive communication.

To increase the chances for success of any important business activity, develop a communication plan at the outset. The plan should articulate a clear purpose, the desired outcomes, and the messages and methods that will work best with audiences you need to reach. Without this kind of planned communication, the success of the activity and of the people involved is jeopardized unnecessarily.

Business depends on communication. In every organization, communication is the way people get their points across and get work done.

Comprehension_ __________________________________________________

Answer the following questions. Give extensive answers.

1. What basic jobs do managers have?

2. Why is communication important for those jobs?

3. What are effective managers able to do?

4. Why is managerial communication different from other kinds of communication?

5. What five interactive variables is strategic communication based on?

6. What audiences does communication go to?

7. What reason is for communication in business?

8. What is interpersonal communication supported by?

9. What should managers do to increase the chances for success of any important business activity?

2. Determine which of the following statements are true and which are false. Then put T or F in the blanks. Rewrite false statements to make them true.

1. __ Managers collect relevant information from conversations, the grapevine, phone calls, memos, reports, databases, and the Internet.

2. __ Managers cannot motivate organizational members at lunch and over coffee.

3. __ The company grapevine is one of the informal channels.

4. __ Internal audiences are people outside the organization.

5. __ When we rely solely on the media we lose the ability that interpersonal communication provides to gauge if and how people respond to our communication.

Assignments____________________________________________________

1. Say what you have learned about:

1. managers basic jobs and communication; 2. managerial communication; 3. internal audiences and external audiences; 4. communication plan.

Divide the text into logical parts. Give a title to each part.

Summarize the text.

Vocabulary_____________________________________________________

Below is a list of terms that you could find in the text. Use this as a working list and add other terms that you figured out in the unit.

1. relevant - существенный; важный

2. grapevine - донос

3. to convey - передавать

4. to interpret - объяснять, толковать

5. response - ответ, отклик

6. variables - переменная (величина)

7. internal - внутренний

8. external - внешний

9. subordinates - подчиненные

10. superiors - начальники, руководители

11. peers - равные

12. to behave - вести себя

13. to reduce - понижать, сокращать, уменьшать

14. to establish - устанавливать

15. to maintain - поддерживать

16. mutual trust - взаимное доверие

17. appropriate - подходящий, соответствующий

18. solely - единственно, исключительно, только

19. to craft - обманывать

20. to gauge - оценивать, измерять

21. disseminating - распространение

22. outset - начало

23. to jeopardize - подвергать опасности, рисковать

UNIT II. TEAM WORK

Reading_II______________________________________________________

Write out any terms that you did not understand in the reading. Look at its context, and try to figure out the meaning. Discuss these terms with your classmates.

BUILDING TEAMS [2]

Groups and teams are not necessarily the same thing. A group is two or more individuals who interact primarily to share information and to make decisions to help each other perform within a given area of responsibility. Members of a group have no need to engage in collective work that requires joint efforts so their performance is merely the summation of each group member's individual contribution.

It could be worse. If a group is plagued by factors such as poor communication, antagonistic conflicts, and avoidance of responsibilities, the product of these problems produces negative synergy and a pseudoteam where the sum of the whole is less than the potential of the individual parts. Even though members might call themselves a team, they're not. Because it doesn't focus on collective performance and because members have no interest in shaping a common purpose, a pseudoteam underperforms a working group.

What differentiates a team from a group is that members are committed to a com­mon purpose, have a set of specific performance goals, and hold themselves mutually accountable for the team's results. Teams can produce outputs that are something greater than the sum of their parts. The primary force that moves a work group toward being a real, high-performing team is its emphasis on performance.

The best teams tend to be small. When teams have more than about 10 members, it becomes difficult for them to get much done. They have trouble interacting constructively and agreeing on much. Large numbers of people usually cannot develop the common purpose, goals, approach, and mutual accountability of a real team. If the natural working unit is larger and you want a team effort, break the group into subteams.

To perform effectively, a team requires three types of skills. First, it needs people with technical expertise. Second, it needs people with problem-solving and decision-making skills to identify problems, generate alternatives, evaluate those alternatives, and make competent choices. Finally, teams need people with good interpersonal skills.

Members of successful teams put a tremendous amount of time and effort into discussing, shaping, and agreeing upon a purpose that belongs to them collectively and individually. This common purpose provides direction and guidance under any and all conditions. This purpose is a vision. It's broader than any specific goals. Successful teams translate their common purpose into specific, measurable, and realistic performance goals. Specific goals facilitate clear communication and help teams maintain their focus on getting results.

Team members must contribute equally in sharing the workload and agree on who is to do what. Additionally, the team needs to determine how schedules will be set, what skills need to be developed, how conflicts will be resolved, and how decisions will be made and modified. Integrating individual skills to further the team's performance is the essence of shaping a common approach.

The final characteristic of high-performing teams is accountability at the individual and group level. Successful teams make members individually and jointly accountable for the team's purpose, goals, and approach. Members understand what they are individually responsible for and what they are jointly responsible for.

Studies have shown that when teams focus only on group-level performance targets and ignore individual contributions and responsibilities, team members often engage in social loafing. They reduce their efforts because their individual contributions can't be identified. The result is that the team's overall performance suffers. This reaffirms the importance of measuring individual contributions to the team, as well as the team's overall performance. Successful teams have members who collectively feel responsible for their team's performance.

Comprehension___________________________________________________







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