Communicating for Managerial Effectiveness Problems - Strategies - Solutions

ISBN-10: 1412992044

ISBN-13: 9781412992046

Edition: 5th 2013

Authors: Phillip G. Clampitt

List price: $103.00
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Author, Phillip G. Clampitt (Hendrickson Professor of Business) skillfully integrates theory, research, and real-world case studies into models designed to enhance understanding of complex communication issues and guide thoughtful responses to the challenges. The book’s "Wheel of Communication Effectiveness" model illustrates the unified nature of a world-class communication system.Communicating for Managerial Effectiveness, Fifth Edition equips students, managers, and executives with the strategies and tools to address common communication problems experienced in organizations with the goal of learning how to add value to their organizations by communicating more effectively.
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Book details

List price: $103.00
Edition: 5th
Copyright year: 2013
Publisher: SAGE Publications, Incorporated
Publication date: 11/21/2012
Binding: Paperback
Pages: 352
Size: 7.00" wide x 9.75" long x 0.75" tall
Weight: 1.562
Language: English

Phillip G. Clampitt (PhD, University of Kansas) is the Blair Endowed Chair of Communication at the University of Wisconsin-Green Bay. He was previously designated the Hendrickson Named Chair of Business. The Wall Street Journal and MIT Sloan Management Review has highlighted his work on "Decision Downloading," which details how companies can effectively communicate decisions to those not involved in the decision-making process. He is the author of a SAGE Publications best seller, Communicating for Managerial Effectiveness 4e (see ), co-author of the forthcoming Progress Makers: Beyond the Desire to Lead (SAGE, and co-author of Embracing Uncertainty: The Essence of Leadership. Along with being on the editorial board of numerous professional journals, his work has been published in a variety of journals including the MIT Sloan Management Review, Academy of Management Executive, Management Communication Quarterly, Journal of Business Communication, Communication World, Journal of Broadcasting, Journal of Communication Management, lvey Business Journal, and Journal of Change Management. In addition to many guest speaking opportunities in the U.S., he has also been invited to speak internationally at The University of Pisa, The University of Aberdeen, The University of Ulster, as well as to numerous multinational businesses and professional organizations. As a principal in his firm, Metacomm, he has consulted on communication issues with a variety of organizations, such as PepsiCo, Manpower, Schneider National, American Medical Security, Dean Foods, The Boldt Company, Stora Enso, The U.S. Army War College, Appleton Papers, Foremost Farms, Thilmany Paper, Dental City, and Nokia (see ).

Understanding Communication
Communication Can Best Be Described in Terms of Probabilities
Context Shapes the Probabilities by Creating Default Assumptions
Context Building Is a Dynamic Process
The Context May Act Like a Black Hole
Context Construction Is Uniquely Sensitive to Time Sequencing
There Are Multiple Messages in Each Communication Event
Content and Context Interact to Produce Meaning
Implications of the Propositions
Explore the Employees' Context
Carefully Manage Employee Expectations
Carefully Frame Messages
Sculpt the Proper Context
Anticipate Possible Interpretations (and Misinterpretations) of Messages, Events, and Symbols
Be Aware of the "Law of Large Numbers"
Use the "Blackout" Tactic to Clarify Potentially Ambiguous Messages
Pay Attention to Secondary Messages
Recognize the Utility of Credible Sources
Key Concepts
"Drill Down" Exercises
Examining Communication Approaches
The Arrow Approach
Judging Effectiveness
Explaining Communication Breakdowns
The Circuit Approach
Judging Effectiveness
Explaining Communication Breakdowns
Communication as Dance
Communication Is Used for Multiple Purposes
Communication Involves the Coordination of Meanings
Communication Involves Co-Orientation
Communication Is Rule Governed
Communicators Develop a Repertoire of Unconscious Skills
Communication Can Be Viewed as a Patterned Activity
Key Concepts
"Drill Down" Exercises
Scrutinizing Ethical Issues
Fundamental Assumptions
Every Communication Decision Has an Ethical Dimension
Communication Ethics Involves Both Motives and Outcomes
Fundamental Ethical Principles Should Guide Decision Making
Ethical Dilemmas
Rumors and Gossip
A Strategic Approach to Corporate Ethics
Corporate Culture
Organizational Policy
Personal Commitments
Key Concepts
"Drill Down" Exercises
Imparting the Organizational Culture
What Is Culture?
Does Culture Matter?
Culture Affects the Bottom Line
Culture Influences How an Organization Analyzes and Solves Problems
Culture Influences How the Company Will Respond to Change
Culture Affects Employee Motivation and Customer Satisfaction
How Can We Discover the Culture?
Examine the Corporate Slogans, Philosophies, and Value Statements
Reflect on the Type of People in the Organization
Study Symbols and Heroes
How Can We Evaluate the Culture?
Does the Organization Seek to Close the Gap Between the Stated Culture and Actual Culture?
Is the Actual Culture Suited for the Organizational Challenges?
Does the Actual Culture Fit the Employees' Beliefs and Values?
How Can Leaders Effectively Impart the Culture?
Craft Actionable Cultural Statements
Appropriately Socialize Employees
Develop Symbolic Reminders of the Core Values
Link Values With Specific Behaviors
Filter Information Through the Values
Tell the Right Stories and Create Opportunities to Originate Stories
Use Rewards as Powerful Reminders
Manage Conflict Through the Values, Not the Hierarchy
Routinely Evaluate Progress on the Core Values
Assist in the Evoluation of the Meaning of the Values
Key Concepts
"Drill Down" Exercises
Communication Challenges
Selecting and Using Communication Technologies
The B-C Model: A Deeper Look
How Perspective Shifts Value
User Perspective
Time Perspective
Micro/Macro Perspectives
What to Do?
Promote a Robust Mind-Set of the Benefits and Costs of Communication Channels and Technologies
Consciously Decide on the Appropriate Cost-Benefit Trade-Offs
Detect and Respond to Patterns That Develop With Technology Usage
Embrace the Promise of Social Media While Managing Its Risks
Key Concepts
"Drill Down" Exercises
Managing Data, Information, Knowledge, and Action
The D-I-K-A Model
Data = Representations of Reality
Information = Data That Provide Relevant Clues or News
Knowledge = The Framework or Schema for Organizing the Relationships Between Pieces of Information
Action = The Deeds or Decisions Made Based on Knowledge
Variations of the Model
The D-I-K Loop
The K-A Loop
The I-A Loop
Managing the Data-Information Relationship
Recognize the Inherent Flaws of All Data and Information
Determine What Employees Really Need to Know
Analyze Both Quantitative and Qualitative Data
Harness the Power of Product-Embedded Information (PEI) and Just-in-Time Information (JITI)
Use Imagery to Dramatize Information and Summarize Complex Data Sets
Reduce the Number of Links in the Communication Chain
Managing the Information-Knowledge Relationship
Evaluate the Credibility of the Evidence
Organize the Same Information in Different Ways
Identify What You Don't Know
Discern the Underlying Patterns
Test Models and Theories
Managing the Knowledge-Action Relationship
Create Strategic Knowledge-Sharing Communities
Focus Reports on Actionable Issues
Speed Up the Transformation Process, Even at the Expense of Accuracy
Key Concepts
"Drill Down" Exercises
Providing Performance Feedback
Performance Feedback Principles
Everyone, Whether They Acknowledge It or Not, Has Performance Standards
High Performance Standards Foster Employee Development and Organizational Viability
All Employees "Receive" Feedback About Their Performance
The Ideal Feedback System Drives Employees to Identify, Perform, and Commit to the Evolving Performance Standards
Implementing a Successful Feedback System
Do Employees Know Their Job Responsibilities?
Do Employees Know the Standards by Which They Are Being Evaluated?
Do Employees Receive Useful Informal Feedback?
Do Employees Receive Useful Feedback From Performance Appraisals?
Communicating Performance Feedback
The Method
The Message
Key Concepts
"Drill Down" Exercises
Communicating Across Organizational Boundaries
The Nature of Boundaries
Potential Problems of Boundaries
Investment Losses
Customer Service Failures
Unmotivated Employees
Contributing Factors
Language Differences
Use of Space
Structure of Rewards and Punishments
The Arithmetic/Geometric Factor
What to Do?
Select and Train the Right People
Implement Error Correction Processes
Encourage Activities That Promote Shared Experiences and Common Goals
Integrate Boundary Spanning Into the Structure of the Organization
Promote a Collaborative Communication Style
Key Concepts
"Drill Down" Exercises
Communicating About Change
Approaches to Change
Integrative Approach
Selecting the Degree of Communication
"Goldilocks" Zones
Reactions to Change
The "Iceberg" Model
Contextual Analysis
Audience Analysis
Strategic Design
Tactical Preparation
Key Concepts
"Drill Down" Exercises
Cultivating the Innovative Spirit
Innovation Is Risky
All Innovations Spring From Revolutionary "Big" Ideas, "Paradigm Shifts," or Grand Schemes
Innovation Is Product Focused
What Is Innovation?
Idea Generation
Feasibility Analysis
Viability Assessment
A Perspective on Success and Failure
Potential Success
Temporary Success
Enduring Success
Strategic Traffic Signals
Cultivate an Innovative Culture
Develop Company Programs, Policies, and Practices That Foster Innovation
Properly Reject "Bad Ideas"
Key Concepts
"Drill Down" Exercises
Building a World-Class Communication System
Communication Audits
Pulse Process
What Is a Communication Strategy?
How Do You Craft a Communication Strategy?
What Makes a Communication Strategy Effective?
Assess-Strategize-Implement in Action
Key Concepts
"Drill Down" Exercises
About the Author
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