dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
ManagerÕs day
" Planning Organising Leading & motivating Contro!ing
" commu
nication
constitutet by communication (inseparable)
80% of managers waking hours are spent in verbal communication (Whetten, Cameron)
2/3 of managers time spent on ãverbal activityÒ (Eccles, Nohria)
MINTZBERGÕS MANAGERIAL ROLES (viewed thorugh the communication lens)
10 di!erent roles grouped into 3 categories:
INTERPERSONAL
Figurhead: performing ceremonial duties (public speaking, media)
Leader: Taking responsibility for the work of others; motivationg employess
Liaison: Making contacts outside their own unit (i.e. their organisation or department)
INFORMATIONAL
Monitor: Co!ecting information (ãnerve centerÒ TWINNED with DISSEMINATOR)
Disseminator: Sharing information they gathered with others in the organisation
-
Spokesman: Representing the organisation to the outside world (external stakeholders)
DECISIONAL
Entrepreneur: Seeking opportunities for improvement and initiating change (innovation)
Disturbance handler: Intervening in response to unexpected events / con#icts
Resource a!ocator: Deciding ãwho wi! get whatÒ
Negotiator: Negotiating on behalf of the organisation (stake out own position; bargain best result)
inward-facing (i.e. resource a!ocator)
outward-facing (i.e. liaison)
¥ bridge boundaries between orgaisations / organisational units = BOUNDARY-SPANNING
outward- and inward-facing (negotiator, $gurhead)
¥ addressing internal and external stakeholders
Di%erence between external and internal communication -> distinction blurred!
i.e. sometimes internal stakeholders receive messages only intended for external ones & vice versa
Find more resources on this topic on
,dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
Box 1.C Task: Identifying MintzbergÔs roles:
Which of MintzbergÔs roles do they perform in the fo"owing scenarios?
¥ Frankie, Head of Marketing of medium-sized dairy, meets with the Head of Purchasing of a large
supermarket chain to try and get it to stock the dairyÔs latest organic yoghut brand
¥ Robin, CEO of international development charity, takes part in live televised panel discussion
about international volunteering; other pane"ists are countryÔs foreign minister, CEO of major
bank and a doctor recently returned from Medecins Sans Frontieres
Robin = Figurhead
¥ Charlie, labour-law specialist in the HR Department of a large hospital, meets with an employee
representative and a nurse whose behaviour has been the subject of repeated complaints from
both co"eagues and patients
Charlie = Disturbance handler
Critical perspective of MintzbergÔs managerial roles
¥ roles overlap: (they are NOT separable -> form an integrated whole = gestalt)
¥ in some ways outdated (over 40 years old) -> in the 70s leader = one aspect of managerial work
today leader = synonym of manager (learmonth, morre!)
-> therefore MintzbergÔs model might be ca!ed ãleaders rolesÒ and manager is one of them
¥ the performance of those 10 roles is di"erent nowadays due to Information and communication
technology (ICT)
¥ Socio-political context changed: more globalizied, diverse, less hierarchical,
¥ Idea of what a manager is has changed!
ORGANISATIONAL COMMUNICATION: STRUCTURE AND STRATEGY
communication (part of strategic mgmt) = pivatol for organisation
poor communication = poor organisation -> can lead to fa!ing share price; damage reputation
LEADER = COMMUNICATOR -> poor communicators arenÔt long in leadeship positions
good communication: improves job satisfaction / productivity, reduces turnover, costumer loyalty
bad communication: drives costumers away, lowers sta" moral, prevents internal information transfer
dialectical (mutua!y constitutive) relationship between communication & organisation (shaping one another)
Organisational stakeholders
Trade Unions Media Each group is a!ected by organisationÔs activites
Creditors Employees di!erently. OVERLAPING groups possible!
Company Each has there own requirements / interest in the
Suppliers Customers Organisation.
Government Shareholders External / Internal stakeholders
Stakeholder communication plan: who is told what, how and when
Save time with the right summary on
,dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
Integrated corporate communication
making sure that ALL messages transmitted within / outside the organisation ARE COHERENT
content should never clash! otherwise the credibility / trustworthiness wi! su%er!
Box 1.F Task: Identifying errors in integrated corporate communication (see p. 12)
3 dimensions of Integration
CONTENT FORM TIME
do a" manifestations of Is this message presented in a Are di!erent messages timed so as
communication convey the CONSISTENT form, stylistica"y to reinforce each other? Have
SAME message, or at least as we" as layout, typography, various stake-holders been
COMPATIBLE ones? visuals and colours? informed at the appropriate time?
ãto achieve fu! strategic impact, a! Communications to a! constituencies through a!
channels must be customized to a given objective, yet consistent both with one another
and the corporate strategyÒ
Box 1.G Example: Aligning communication with strategy
ã Corporations have multiple constituents, and their communications must be responsive to a" of
them. âThe job of a senior manager is to determine which elements of the overa" strategy you want
to communicate to each constituencyÔ ,says CEO Kevin Ro"ins. Whether a company is developing a
coherent identity for itself through advertising, is discussing with employees the reasons for a
merger and subsequent workforce reductions or is explaining to shareholders why it didnÔt meet
fourth-quarter projections, employing a coherent communication strategy is critical. âWe break
messages into pieces and try to give the right piece to the right audience.Ô says Ro"ins
Brand tone of voice
ãto make sure that values, personality, or essence of the brand is uppermost in every situtation in
which people come into contact with the brandÔs language (=touchpoints).Ò
i.e.brochures, bi!boards, websites BUT ALSO text on bi!s!
Contro!ing communication
¥ fairly large-scale policy-issues such as the choice of English as corporate language in
multinational company
¥ decisions about which communication media are appropriate for each constituent
= picking communication channels
¥ crisis communication plans
¥ complaints management systems (lutzky, forthcoming)
¥ scripts employees have to fo!ow
¥ specifying pronouns used to address customers (e.g. Du / Sie)
Discuss this document with others on
, dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
Why communication is often underrated:
¥ Education: Communication often seen as ãsoft ski!sÒ = fuzzy and easy
¥ Management academia: often researched ãon the sideÒ
¥ Management degree programmes: Degrees in Communication rare
¥ Business schools: Chairs in Business Communication are rare
FOUR MISCONCEPTIONS ABOUT COMMUNICATION
POINT COUNTERPOINT
¥ Communication is easy because we ¥ Communication requires expertise
learn how to speak and use it every day
¥ Language is less important than action ¥ Language IS action - we do things with words!
¥ Words are less objective than statistics ¥ Figures are also biased. Sometimes
text describe complex situations better
¥ di!icult to measure the e!ect of ¥ Communication does have an impact on the
communication success or failure of organisations
Communication = exchange of facts, ideas and feelings
ãOne cannot not communicate.Ò (watzlawick, Bavelas, Jackson)
even the choice to not answer = communication!
COMMUNICATION MODELS
Mode!s = theoretical constructs that explain how systems work
¥ Abstraction: generalise individual phenomena, balance between simpli#cation and elaboration
¥ Purpose: better understanding of systems and the interrelationships of their components
making sense of the complexity of the natural and social world
Why are there so many Communication Mode!s?
¥ Research questions are NOT answered once and for o! -> develop
¥ Various disciplines study communication = di"erent terminology (e.g. Philosophy, Linguistics, Psychology)
¥ diversity = valuable resource (unrealistic that one model explains everything!)
Quiz yourself with flashcards on
ManagerÕs day
" Planning Organising Leading & motivating Contro!ing
" commu
nication
constitutet by communication (inseparable)
80% of managers waking hours are spent in verbal communication (Whetten, Cameron)
2/3 of managers time spent on ãverbal activityÒ (Eccles, Nohria)
MINTZBERGÕS MANAGERIAL ROLES (viewed thorugh the communication lens)
10 di!erent roles grouped into 3 categories:
INTERPERSONAL
Figurhead: performing ceremonial duties (public speaking, media)
Leader: Taking responsibility for the work of others; motivationg employess
Liaison: Making contacts outside their own unit (i.e. their organisation or department)
INFORMATIONAL
Monitor: Co!ecting information (ãnerve centerÒ TWINNED with DISSEMINATOR)
Disseminator: Sharing information they gathered with others in the organisation
-
Spokesman: Representing the organisation to the outside world (external stakeholders)
DECISIONAL
Entrepreneur: Seeking opportunities for improvement and initiating change (innovation)
Disturbance handler: Intervening in response to unexpected events / con#icts
Resource a!ocator: Deciding ãwho wi! get whatÒ
Negotiator: Negotiating on behalf of the organisation (stake out own position; bargain best result)
inward-facing (i.e. resource a!ocator)
outward-facing (i.e. liaison)
¥ bridge boundaries between orgaisations / organisational units = BOUNDARY-SPANNING
outward- and inward-facing (negotiator, $gurhead)
¥ addressing internal and external stakeholders
Di%erence between external and internal communication -> distinction blurred!
i.e. sometimes internal stakeholders receive messages only intended for external ones & vice versa
Find more resources on this topic on
,dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
Box 1.C Task: Identifying MintzbergÔs roles:
Which of MintzbergÔs roles do they perform in the fo"owing scenarios?
¥ Frankie, Head of Marketing of medium-sized dairy, meets with the Head of Purchasing of a large
supermarket chain to try and get it to stock the dairyÔs latest organic yoghut brand
¥ Robin, CEO of international development charity, takes part in live televised panel discussion
about international volunteering; other pane"ists are countryÔs foreign minister, CEO of major
bank and a doctor recently returned from Medecins Sans Frontieres
Robin = Figurhead
¥ Charlie, labour-law specialist in the HR Department of a large hospital, meets with an employee
representative and a nurse whose behaviour has been the subject of repeated complaints from
both co"eagues and patients
Charlie = Disturbance handler
Critical perspective of MintzbergÔs managerial roles
¥ roles overlap: (they are NOT separable -> form an integrated whole = gestalt)
¥ in some ways outdated (over 40 years old) -> in the 70s leader = one aspect of managerial work
today leader = synonym of manager (learmonth, morre!)
-> therefore MintzbergÔs model might be ca!ed ãleaders rolesÒ and manager is one of them
¥ the performance of those 10 roles is di"erent nowadays due to Information and communication
technology (ICT)
¥ Socio-political context changed: more globalizied, diverse, less hierarchical,
¥ Idea of what a manager is has changed!
ORGANISATIONAL COMMUNICATION: STRUCTURE AND STRATEGY
communication (part of strategic mgmt) = pivatol for organisation
poor communication = poor organisation -> can lead to fa!ing share price; damage reputation
LEADER = COMMUNICATOR -> poor communicators arenÔt long in leadeship positions
good communication: improves job satisfaction / productivity, reduces turnover, costumer loyalty
bad communication: drives costumers away, lowers sta" moral, prevents internal information transfer
dialectical (mutua!y constitutive) relationship between communication & organisation (shaping one another)
Organisational stakeholders
Trade Unions Media Each group is a!ected by organisationÔs activites
Creditors Employees di!erently. OVERLAPING groups possible!
Company Each has there own requirements / interest in the
Suppliers Customers Organisation.
Government Shareholders External / Internal stakeholders
Stakeholder communication plan: who is told what, how and when
Save time with the right summary on
,dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
Integrated corporate communication
making sure that ALL messages transmitted within / outside the organisation ARE COHERENT
content should never clash! otherwise the credibility / trustworthiness wi! su%er!
Box 1.F Task: Identifying errors in integrated corporate communication (see p. 12)
3 dimensions of Integration
CONTENT FORM TIME
do a" manifestations of Is this message presented in a Are di!erent messages timed so as
communication convey the CONSISTENT form, stylistica"y to reinforce each other? Have
SAME message, or at least as we" as layout, typography, various stake-holders been
COMPATIBLE ones? visuals and colours? informed at the appropriate time?
ãto achieve fu! strategic impact, a! Communications to a! constituencies through a!
channels must be customized to a given objective, yet consistent both with one another
and the corporate strategyÒ
Box 1.G Example: Aligning communication with strategy
ã Corporations have multiple constituents, and their communications must be responsive to a" of
them. âThe job of a senior manager is to determine which elements of the overa" strategy you want
to communicate to each constituencyÔ ,says CEO Kevin Ro"ins. Whether a company is developing a
coherent identity for itself through advertising, is discussing with employees the reasons for a
merger and subsequent workforce reductions or is explaining to shareholders why it didnÔt meet
fourth-quarter projections, employing a coherent communication strategy is critical. âWe break
messages into pieces and try to give the right piece to the right audience.Ô says Ro"ins
Brand tone of voice
ãto make sure that values, personality, or essence of the brand is uppermost in every situtation in
which people come into contact with the brandÔs language (=touchpoints).Ò
i.e.brochures, bi!boards, websites BUT ALSO text on bi!s!
Contro!ing communication
¥ fairly large-scale policy-issues such as the choice of English as corporate language in
multinational company
¥ decisions about which communication media are appropriate for each constituent
= picking communication channels
¥ crisis communication plans
¥ complaints management systems (lutzky, forthcoming)
¥ scripts employees have to fo!ow
¥ specifying pronouns used to address customers (e.g. Du / Sie)
Discuss this document with others on
, dmuwodmfdmuwodmfdmuwodmf-c300c7995eb033c4d55eb0fdb81a3224
Why communication is often underrated:
¥ Education: Communication often seen as ãsoft ski!sÒ = fuzzy and easy
¥ Management academia: often researched ãon the sideÒ
¥ Management degree programmes: Degrees in Communication rare
¥ Business schools: Chairs in Business Communication are rare
FOUR MISCONCEPTIONS ABOUT COMMUNICATION
POINT COUNTERPOINT
¥ Communication is easy because we ¥ Communication requires expertise
learn how to speak and use it every day
¥ Language is less important than action ¥ Language IS action - we do things with words!
¥ Words are less objective than statistics ¥ Figures are also biased. Sometimes
text describe complex situations better
¥ di!icult to measure the e!ect of ¥ Communication does have an impact on the
communication success or failure of organisations
Communication = exchange of facts, ideas and feelings
ãOne cannot not communicate.Ò (watzlawick, Bavelas, Jackson)
even the choice to not answer = communication!
COMMUNICATION MODELS
Mode!s = theoretical constructs that explain how systems work
¥ Abstraction: generalise individual phenomena, balance between simpli#cation and elaboration
¥ Purpose: better understanding of systems and the interrelationships of their components
making sense of the complexity of the natural and social world
Why are there so many Communication Mode!s?
¥ Research questions are NOT answered once and for o! -> develop
¥ Various disciplines study communication = di"erent terminology (e.g. Philosophy, Linguistics, Psychology)
¥ diversity = valuable resource (unrealistic that one model explains everything!)
Quiz yourself with flashcards on
