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Managerial Communication

Seventh Edition

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Managerial Communication Strategies and Applications

Seventh Edition

Geraldine E. Hynes Jennifer R. Veltsos

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Library of Congress Cataloging-in-Publication Data

Names: Hynes, Geraldine E., author. | Veltsos, Jennifer R., author.

Title: Managerial communication : strategies and applications / Geraldine E. Hynes, Sam Houston State University, USA, Jennifer Veltsos, Minnesota State University, Mankato, USA.

Description: Seventh Edition. | Thousand Oaks : SAGE Publications, [2018] | Revised edition of Managerial communication, [2016] | Includes index.

Identifiers: LCCN 2017041152 | ISBN 9781506365121 (hardcover : alk. paper)

Subjects: LCSH: Communication in management. | Business communication.

Classification: LCC HD30.3 .H95 2018 | DDC 658.4/5—dc23 LC record available at https://lccn.loc.gov/2017041152

This book is printed on acid-free paper.

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https://lccn.loc.gov/2017041152
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Brief Contents

1. Preface to the Seventh Edition 2. What’s New in This Edition 3. Acknowledgments 4. About the Authors 5. PART I• MANAGING IN CONTEMPORARY ORGANIZATIONS

1. Chapter 1 • Communicating in Contemporary Organizations 2. Chapter 2 • Understanding the Managerial Communication Process 3. Chapter 3 • Communicating With Technology

6. PART II• COMMUNICATING WITH GROUPS 1. Chapter 4 • Managing Meetings and Teams 2. Chapter 5 • Making Presentations 3. Chapter 6 • Communicating Visually

7. PART III• WRITING AS A MANAGER 1. Chapter 7 • Writing in the Workplace 2. Chapter 8 • Writing Routine Messages 3. Chapter 9 • Writing Reports and Proposals

8. PART IV• UNDERSTANDING MESSAGES 1. Chapter 10 • Listening 2. Chapter 11 • Communicating Nonverbally 3. Chapter 12 • Communicating Across Cultures

9. PART V• COMMUNICATING INTERPERSONALLY 1. Chapter 13 • Managing Conflict 2. Chapter 14 • Negotiating 3. Chapter 15 • Conducting Interviews

10. Index

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Detailed Contents

Preface to the Seventh Edition What’s New in This Edition Acknowledgments About the Authors PART I• MANAGING IN CONTEMPORARY ORGANIZATIONS

Chapter 1 • Communicating in Contemporary Organizations A Brief History of Managerial Communication

Management Communication in Ancient Times 1900s: Management Efficiency and One-Way Communication 1920s: The Human Relations Approach and the Rise of Interpersonal Communication 1950s: The Behavioral Approach and Organizational Communication 1990s: The Empowerment Approach and Participative Communication 21st Century: The Contingency Approach to Management Communication

Factors Affecting Communication Contingencies Diversity

Gender Diversity Cultural Diversity Age Diversity Education Diversity

Competition and the Drive for Quality Ethics

The Importance of Studying Managerial Communication Summary • Cases for Small-Group Discussion

Chapter 2 • Understanding the Managerial Communication Process Levels of Managerial Communication A Strategic Approach

The First Layer Communication Climate Cultural Context

The Second Layer Sender (Encoder) Receiver (Decoder) Purpose of the Message

The Third Layer Message Content

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Channel of the Message Physical Environment Time

Feedback and Measures of Effectiveness Critical Errors in Communication

The Assumption–Observation Error The Failure to Discriminate Allness and the Process of Abstraction

Summary • Cases for Small-Group Discussion

Chapter 3 • Communicating With Technology A Framework for Using Technologically Mediated Communication

Bandwidth Perceived Personal Closeness Feedback A Symbolic Interactionist Perspective

Matching Technology and the Message Message Sensitivity Message Negativity Message Complexity Message Persuasiveness

Communicating with Technology at Work E-mail Electronic Messaging: IM and Text Blogging Videoconferencing Social Networks

Considerations for Technology Use Monitoring Technology Use Decision Making Job and Organizational Design Collaboration

The Management Challenge Summary • Cases for Small-Group Discussion

PART II• COMMUNICATING WITH GROUPS Chapter 4 • Managing Meetings and Teams

Advantages and Disadvantages of Working in Teams Advantages of Teams Disadvantages of Teams

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Groupthink Strategic Considerations for Meetings

Strategic Consideration 1: Should We Meet? Strategic Consideration 2: Who Should Attend? Strategic Consideration 3: Agenda and Materials Strategic Consideration 4: Leadership Style

Leading Project Teams Strategic Consideration 5: Managing Disruptions

Before the Meeting During the Meeting

Strategic Consideration 6: Follow-Up Strategic Considerations for Face-to-Face Meetings

Strategic Consideration 7: Physical Facilities Seating Arrangements

Strategic Considerations for Virtual Meetings Strategic Consideration 8: Technological Adequacy Strategic Consideration 9: Team Relationships Strategic Consideration 10: Cultural Differences

Group Decision-Making Formats Rational Problem-Solving Process The Nominal Group Technique The Delphi Technique

Summary • Cases for Small-Group Discussion

Chapter 5 • Making Presentations Plan Your Presentation

Purpose Length Audience Analysis

Organize Your Presentation Introduction Organization of Persuasive Presentations

Persuasion Variables Ethical Persuasion

Organization of Informative Presentations Transitions Evidence

Factual Evidence Opinions as Evidence

Closing

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Anticipate Questions Prepare Your Visual Aids

Criteria Types

Deliver Your Presentation Speaking Anxiety Speaker Notes Nonverbal Aspects

Body Language Vocal Style

Media Presentations Team Presentations Impromptu Speaking Summary • Exercises

Chapter 6 • Communicating Visually Document Design

Design Principles for Managerial Communication Building Blocks

Grid Alignment Typography Color Conventions

Relationships Emphasis Unity

Using Graphics Data Displays

Tables Charts Quantitative Charts Concept Charts Creating Ethical Data Displays

Illustrations Photographs Line Art

Designing Graphics for Accessibility Tables Charts

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Copyright Considerations for Graphics Summary • Cases for Small-Group Discussion

PART III• WRITING AS A MANAGER Chapter 7 • Writing in the Workplace

The Unique Role of Managerial Writing Stage 1: Planning

What? Why? Who? When? Where? How?

Stage 2: Composing Selecting Words

Principle 1: Choose Words Precisely Principle 2: Use Short Rather Than Long Words Principle 3: Use Concrete Rather Than Abstract Words Principle 4: Economize on Words Principle 5: Avoid Clichés and Jargon Principle 6: Use Positive Words That Convey Courtesy Principle 7: Use a Conversational Style

Organizing Words for Effect Principle 8: Keep Sentences Short Principle 9: Prefer the Active to the Passive Voice Principle 10: Organize Paragraphs Logically Principle 11: Be Coherent

Stage 3: Revising Collaborative Writing

Advantages of Collaborative Writing Disadvantages of Collaborative Writing Guidelines for Effective Collaborative Writing

Summary • Exercise: Plain English at a Glance • Case for Small–Group Discussion • Exercise for Small Groups

Chapter 8 • Writing Routine Messages Audience Adaptation

Basis of the You Attitude Anticipating Questions

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Stressing Reader Benefits Avoiding Negatives Nonverbal Elements and the You Attitude Diction

Organizational Strategies Direct Strategy

Opening Body Close

Indirect Strategy Opening Body Close Handling Negatives

Specific Types: Direct Messages Inquiries and Requests

Opening Body Close

Positive Responses to Inquiries and Requests Opening Body Close

Claims Opening Body Close

Positive Responses to Claims Opening Body Close

Specific Types: Indirect Messages Negative Responses to Inquiries

Opening Body Close

Refused Claims Opening Body Close

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Apologies Persuasive Messages

Opening Body Close

Letter Formats Internal Correspondence

Memo Format E-mail Format Memo and E-mail Uses

Communicating to Groups Fixing Responsibility Communicating With Opponents Communicating With the Inaccessible

Types of Internal Correspondence Announcements Requests for Action

Political Uses in Business Summary • Cases for Small-Group Discussion • Exercise for Small Groups

Chapter 9 • Writing Reports and Proposals The Report-Writing Process

Groundwork Defining the Problem or Objective Developing Recommendations Seeking Data

Report Parts Strategic Considerations

Design Audience Effort Significance The Original Assignment Precedent

Arrangement of Points Direct Order Indirect Order

Organization of the Body Time

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Place Quantity/Size Criteria or Factors

Headings Content Headings Heading Levels

Transitions Memo and Letter Reports

Memo Reports Introduction Body Close

Letter Reports Organization Introduction Body Close

Elements of the Formal Report Front Matter

Title Page Transmittal Document Table of Contents List of Illustrations Executive Summary

The Report Proper Introduction: Required Elements Introduction: Optional Elements Body Summary, Conclusions, and/or Recommendations

Back Matter References/Bibliography Appendixes

Visual Aids General Rules

Summary • Cases for Small-Group Discussion

PART IV• UNDERSTANDING MESSAGES Chapter 10 • Listening

Benefits of Listening Barriers to Listening

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Preparing to Listen Specific Techniques for Active Listening

Identify the Main and Supporting Points Organize the Message Summarize the Message Visualize the Message Personalize the Message Take Notes

Specific Techniques for Interactive Listening Paraphrasing Questioning

Open–Closed Questions Primary–Secondary Questions Neutral–Directed Questions

Responding to Negative Messages Listening to Informal Communication Listening to the Total Environment Developing a Listening Climate

The Micro Listening Climate The Macro Listening Climate

Summary • Cases for Small-Group Discussion • Exercise for Small Groups

Chapter 11 • Communicating Nonverbally The Importance of Nonverbal Communication The Functions of Nonverbal Cues Movement Spatial Messages

Spatial Zones Spatial Differences Strategic Use of Space

Personal Appearance Voice Applications of Nonverbal Communication Research

Phone Sales and Service Teams and Meetings Informal Communication External Communication

Nonverbal Signs of Deception Baseline

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Movement Dress Personal Space Artifacts Voice

Summary • Cases for Small-Group Discussion

Chapter 12 • Communicating Across Cultures Rationale

The Global Economy Foreign Direct Investment Culturally Diverse Workforces

What Is Culture? Intercultural Myths Some of the Ways in Which We Differ

Power Distance Uncertainty Avoidance Collectivism/Individualism Masculinity/Femininity Context Monochronic/Polychronic

Should You Learn the Language? Nonverbal Sensitivity

Greetings Dress Space, Touch, and Posture Gestures Food Gifts

What Is a Good Intercultural Communicator? Developing Interculturally Sensitive Managers

Cultural Competence in Foreign Environments Cultural Competence in Domestic Environments

Summary • Cases for Small-Group Discussion • Exercise for Small Groups

PART V• COMMUNICATING INTERPERSONALLY Chapter 13 • Managing Conflict

Benefits of Conflict The Relationship Between Communication and Conflict

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Sources of Conflict Conflict and Perception

Strategies in Conflict Resolution Avoiding Accommodating Forcing Compromising

Problem Solving: The Win–Win Strategy Description of the Strategy Beliefs Necessary to Implement the Strategy

Belief 1: Cooperation Is Better Than Competition Belief 2: Parties Can Be Trusted Belief 3: Status Differences Can Be Minimized Belief 4: Mutually Acceptable Solutions Can Be Found

Implementing the Strategy Conflict and Management Success Summary • Cases for Small-Group Discussion • Exercise

Chapter 14 • Negotiating Negotiation and Networking Negotiation and Conflict A Strategic Model for Negotiations Layer 1: Culture and Climate Layer 2: Sender, Receiver, and Purpose

Purpose Defining the Maximum Supportable and Least Acceptable Outcomes Finding the LAO and MSO Defining BATNA

Layer 3: Time, Environment, Content, and Channel Time Environment Message Content

Opening Messages Concessions Questions Answering Questions

Channel Layer 4: Core Strategies

Surprise

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Bluff Stacking Fait Accompli Take It or Leave It Screen

Summary • Cases for Small-Group Discussion • Exercise for Small Groups

Chapter 15 • Conducting Interviews Barriers to Effective Interviews

Barrier 1: Differing Intentions Barrier 2: Bias Barrier 3: Confusing Facts With Inferences Barrier 4: Nonverbal Communication Barrier 5: Effects of First Impressions Barrier 6: Organizational Status

Strategies for Effective Interviews 1: What Is the Interview Objective? 2: Where Is the Best Place to Conduct the Interview? 3: What Is the Best Way to Begin the Interview? 4: What Is the Best Questioning Strategy? 5: What Is the Best Sequence for the Questions? 6: What Are the Best Types of Questions? 7: What Is the Best Way to Close the Interview?

Employment Interviews Planning Legal Concerns The Employment Interview Process

Use Appropriate Questioning Strategy Do Not Do Most of the Talking Keep Records

Performance Review Interviews Types Planning

Timing Environment Message Content

The Performance Interview Process Supportive Communication Climate

Evaluative Versus Descriptive

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Control Versus Problem Orientation Neutrality Versus Empathy Superiority Versus Equality Certainty Versus Provisionalism

Providing Performance Feedback Establishing Goals

Networking Purpose How to Network

Summary • Cases for Small-Group Discussion • Exercise for Small Groups

Index

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Preface to the Seventh Edition

The roots of this textbook extend back to 1984, when John Wiley and Sons published Managerial Communication: A Strategic Approach, by Larry Smeltzer and John Waltman. Their practical, results-oriented examination of managerial communication was groundbreaking at the time. In the preface they stated the book’s objective: “to develop managers who communicate in a creative manner by understanding and strategically applying appropriate concepts.” That objective is still valid.

A second edition added Don Leonard as third author in 1991. Gerry Hynes adopted the 1994 edition, authored by Larry Smeltzer and Don Leonard, by then titled Managerial Communication: Strategies and Applications. She had been looking for a graduate-level text that presented a balanced approach to workplace communication and that was written for managers and executives.

These strengths drew Gerry to that early edition:

A strategic approach A solid research base Comprehensive coverage of contemporary issues An even-handed examination of oral and written communication channels A focus on managerial rather than entry-level competencies

Gerry came onboard as third author with Smeltzer and Leonard for the 2002 edition and obtained sole authorship starting with the 2008 edition. In 2017, she invited Jennifer to join her as a second author on the new (seventh) edition. Our goal continues to be ensuring that the qualities that made the original book unique and successful are still present in this seventh edition. Truth is truth. It does not change with the times. Therefore, our task is to bring timeless communication principles into the contemporary workplace. To meet the needs of today’s busy manager/student, we updated the chapters, describing current business practices, summarizing relevant research, and providing guidelines for strategic managerial communication.

The reality is that an effective contemporary manager must possess a wide range of skills. While being accountable to an executive team and a customer base, a manager must be able to motivate subordinates and cross-functional work groups with diverse backgrounds, interpret complicated rules, foster process improvement, and meet sometimes-unclear organizational expectations. Furthermore, today’s manager often must use new technology to accomplish these tasks. Since these advanced abilities do not necessarily come from prior work experience, communication education is a vital component in managerial development.

Working together on this textbook has been both enjoyable and challenging. It has forced us to evaluate the content of the managerial communication courses we teach in our MBA programs, Gerry at Sam Houston State University and Jennifer at Minnesota State University, Mankato, to sort out what is important and what is no longer important for our students to know and be able to do. We hope that the results of these efforts satisfy other students’ professional communication needs as well. After all, we know for sure that effective

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communication leads to managerial and organizational success. The value of these courses is not controversial; the key is to keep the course content fresh.

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What’s New in This Edition

Many adopters of the sixth edition of Managerial Communication: Strategies and Applications indicated that major strengths are its balanced approach to managerial writing and oral communication, the end-of-chapter cases and exercises that offer opportunities for practice and application of the principles, and the comprehensive instructor supplements. We retained these strengths in the seventh edition. On the other hand, this edition shakes things up a bit. We realized that the book was missing an important mode of communication, so we added a new chapter on visual communication. We updated the content of the other chapters as well; the new features are described below.

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New Chapter

Audiences expect professional documents to be not only accurate and thorough but also attractive and usable. Visual elements attract attention, organize information, and enhance the persuasiveness of messages. Although a comprehensive discussion of document design exceeds the scope of this book, we introduce a collection of design principles that managers can easily apply in their reports, proposals, presentations, and other documents. We also describe best practices for using a variety of graphics, including tables, data displays, and illustrations. Because some readers may have visual impairments, we offer advice about improving the accessibility of graphics. We conclude with a reminder about copyright protections that may limit use of graphics that students may find online.

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Changes in Existing Chapters

Every chapter features updated examples and references to research and practice of managerial communication. Chapter-specific improvements in the seventh edition include the following:

Chapter 1 (“Communicating in Contemporary Organizations”) has an expanded consideration of the challenges that managers face in communicating with diverse groups of employees. Chapter 2 (“Understanding the Managerial Communication Process”) includes a clearer discussion of the strategic communication model, with examples for each level. Chapter 3 (“Communicating With Technology”) is updated to include greater coverage of electronic messaging at work, videoconferencing, and social media. Emphasis is on the principles and best practices that apply to both emerging technologies and better-established technologies, such as e-mail and videoconferencing. A section on surveillance warns students to expect that their employers will monitor their technology use. Chapter 4 (“Managing Meetings and Teams”) includes a considerably expanded discussion of effective communication for virtual teams and new Stop and Think inserts. Chapter 5 (“Making Presentations”) has an expanded section on virtual presentations and a new section on storytelling as a persuasive strategy. Chapter 7 (“Writing in the Workplace”) contains updated references. Advice about collaborative writing has been moved to the end of the chapter to return the focus to the writing process. Chapter 8 (“Writing Routine Messages”) offers updated guidelines for formatting and designing e-mail, letters, and memos. The expanded discussion of negative messages includes recent examples of corporate apologies. Chapter 9 (“Writing Reports and Proposals”) takes an in-depth look at formal and informal business reports, including proposals and analytical reports. It also provides more information about evaluating and citing sources of information. Chapter 10 (“Listening”) has a new section on social listening. It also expands the discussion of techniques for listening and responding to negative messages. Chapter 11 (“Communicating Nonverbally”) now includes a section on the use of emoji in business documents. Chapter 12 (“Communicating Across Cultures”) explores cultural differences in business communication. New examples of corporations that prepare their managers to function in culturally diverse environments, both abroad and domestically, have been added. Chapter 13 (“Managing Conflict”) adds new emphasis to advice on choosing conflict resolution approaches. Chapter 14 (“Negotiating”) includes a new expanded discussion of cross-cultural negotiation strategies. Chapter 15 (“Conducting Interviews”) presents additional guidelines for employment interviews and performance appraisal interviews. Strategies are offered for networking as a type of informational interviews.

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Acknowledgments

Most importantly, we wish to acknowledge John Waltman, Larry Smeltzer, and Don Leonard, who pioneered this textbook. They explicated the centrality of communication for managerial success, which we now know is an enormous undertaking. We deeply respect their wisdom and vision.

Many people helped make this edition a reality. Josh Davis, an SHSU graduate business research assistant, performed his tasks with diligence, accuracy, and good cheer. Maggie Stanley, our SAGE acquisitions editor, smoothed the way with her perspicacity and dependability. Katie Ancheta and Alissa Nance kept us on schedule and helped us navigate the revision process. Andrew Olson, our Production Editor, was very professional, positive, and constructive as he shepherded this book through the final crucial stages. Several reviewers offered valuable insights and suggestions that shaped this edition. They are Abram Anders, University of Minnesota Duluth; Silvina Bamrungpong, California Lutheran University; Yvonne Block, College of Lake County; Rodney Carveth, Morgan State University; Renee King, Eastern Illinois University; Lisa Kleiman, Boise State University; Holly Lawrence, University of Massachusetts; and Astrid Sheil, California State University San Bernardino.

—Geraldine E. Hynes and Jennifer R. Veltsos

Thank you, Gerry, for inviting me to work with you on this book, mentoring me through the process, and being open and welcoming as I ventured into your world.

I am grateful to Johnna S. Horton for her unfailing encouragement and for her unknowing role as a persona for the revision of this book. Whenever I questioned a decision, I would ask “What would a manager like her need to know?” and the solution would often become clear.

My husband, Christophe, may not have intended to become a writer, but his enthusiasm and passion for communicating ideas with others has become a model of the kind of career I want to have. I thank him and our sons for their patience and support through this unexpected opportunity.

—Jennifer R. Veltsos

A special thanks goes to Dave Fosnough, former Irwin/McGraw-Hill field sales supervisor, who started me down this path in 1993, and to Patricia Quinlin, former SAGE business editor, who turned me in the right direction. I am where I am today because they believed in me.

Thank you, Jennifer, for joining me on this journey. The new edition is better than ever because of your contributions. It’s an honor to be your collaborator and friend.

I am forever grateful to my family—Jim, Maureen, Erasmus, Kellie, Bob, and my incandescent grandchildren, Ben, Aaron, Trixie, Samuel, and Clara—for their unreserved love and support.

Finally, I salute my students because they are dedicated to improving their managerial communication skills

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and strategies, and because they believe that I can help them do it. This book is for you.

—Geraldine E. Hynes

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About the Authors

Geraldine E. Hynes, PhD, retired in 2017 from Sam Houston State University, Huntsville, Texas, USA, where she had been a professor in the College of Business Administration since 2001, teaching business and managerial communication at the undergraduate and graduate levels. She continues her practice as a communication consultant, executive coach, and contract trainer for business, government, and not-for- profit organizations. Her award-winning research has been published in scholarly journals and books in several countries and languages. She provides leadership to her discipline through the Association for Business Communication and was elected ABC president in 2010.

Jennifer R. Veltsos, PhD, is an associate professor of technical communication at Minnesota State University, Mankato, USA. Since 2007, she has taught undergraduate courses in business communication, technical communication, visual rhetoric and document design, and research methods; at the graduate level, she has taught managerial communication, proposals, and instructional design. Since 2017, she is also the director of the university’s Center for Excellence in Teaching and Learning.

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Part I Managing in Contemporary Organizations

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1 Communicating in Contemporary Organizations

Extremists think “communication” means agreeing with them.

—Leo Rosten, U.S. (Polish-born) author and political scientist

As we move deeper into the 21st century, management communication is both challenging and exciting. It is challenging because organizations are becoming much more complex, and many new forces confront the manager. Greater competitive pressures, shorter product life cycles, increased demands for quality and service, more regulatory constraints, greater concerns for cost containment, heightened awareness of environmental concerns, and renewed emphasis on human rights are just some of the pressures increasing the complexity of the manager’s job. But these pressures also make managerial communication exciting. The contemporary manager has a greater opportunity than ever to make a significant difference in the success of the organization and increase the quality of work life for fellow employees. But that requires effective managerial communication skills, which are becoming more complex, making them more difficult to master.

The workplace is much more diverse and complex than it was just a few decades ago, and it requires more sophisticated management communication skills. At the start of the 20th century, heavy manufacturing was the industrial base of Western countries. Products changed little from year to year, and the workforce consisted mainly of white males. But today, products and entire management systems change rapidly, and employees must adapt just as quickly. In addition, work teams are extremely diverse. At Intel, one of the world’s largest and highest valued semiconductor chip makers, it is not uncommon to have a design engineer from Singapore working with a purchasing manager from Ireland and an accountant from California. This means the project manager must have the sophisticated skills required to communicate to a diverse work group in a rapidly changing environment.

Technology helps with this communication challenge, but it also adds new requirements. Advances in telecommunications have increased our communication capabilities, but we must learn how to best use these capabilities. In addition, the improved communication systems mean we have greater abilities to interact with multiple cultures, which require that we become better cross-cultural communicators. Furthermore, as technical products and services become more complex, we must be able to communicate about more complicated concepts than in the past.