Strategic Communication in Business and the Proffessions

Cover
Title Page
Copyright Page
Brief Contents
Contents
Preface
Acknowledgments
1 Communication in Organizations
	1.1: Overview
	1.2: The Interactive Communication Process
	1.3: Reasons for Communication Failure
		1.3.1: Inadequate Information
		1.3.2: Information Overload
		1.3.3: Poor-Quality Information
		1.3.4: Poor Timing
		1.3.5: Lack of Feedback or Follow-up
		1.3.6: Problems with Channels
		1.3.7: Incompetent Communication
		1.3.8: Ineffective Goal Setting
		1.3.9: Communication Anxiety
		1.3.10: Cultural Barriers
	1.4: Understanding Organizational Communication
		1.4.1: Classical Theory
		1.4.2: Humanistic Theory
		1.4.3: Systems Theory
		1.4.4: Organizational Culture
	Summary
2 The Model of Strategic Communication
	2.1: Overview
	2.2: Situational Knowledge
		2.2.1: Values and Ethics
		2.2.2: Organizational Structure
		2.2.3: Organizational Learning
		2.2.4: On-the-Job Training
		2.2.5: Politics
		2.2.6: Communication Climate
		2.2.7: Benefits of Situational Knowledge
	2.3: Goal Setting
		2.3.1: Goal-Setting Process
		2.3.2: Benefits of Goal Setting
	2.4: Communication Competence
		2.4.1: Messages
		2.4.2: Internal Communication
		2.4.3: External Communication
		2.4.4: Channels
	2.5: Anxiety Management
		2.5.1: Causes of Communication Anxiety
		2.5.2: Effects of Communication Anxiety
		2.5.3: Manage Communication Anxiety
	Summary
3 Diversity in Business and the Professions
	3.1: Overview
	3.2: The Issues of Diversity
		3.2.1: Diversity in the Workplace
		3.2.2: How We Are Affected by Diversity
		3.2.3: Cultural Descriptions of the United States
	3.3: Communication Among Diverse People
		3.3.1: Gender
		3.3.2: Age
		3.3.3: Ethnicity
		3.3.4: Physical Abilities and Appearance
		3.3.5: Religious Affiliation
		3.3.6: Sexual Orientation
	3.4: Understand Your Perspectives
	3.5: Personality Traits and Competence
		3.5.1: Flexibility
		3.5.2: Ability to Tolerate Ambiguity
		3.5.3: Nonjudgmental Attitudes
		3.5.4: Respect for Self and Others
		3.5.5: Ability to Analyze
	3.6: Cultural Conflict
		3.6.1: Positive Cultural Conflict
		3.6.2: The Cultural Communication Conflict Triangle
	Summary
4 Listening Skills
	4.1: Overview
	4.2: Listening in Your Career
		4.2.1: Benefits of Good Listening
		4.2.2: Problems with Ineffective Listening
	4.3: Hearing Versus Listening
	4.4: The Role of Perception
		4.4.1: Factors Influencing Perception
		4.4.2: Assess Your Own Perceptions
		4.4.3: Assess Others’ Perceptions
	4.5: Goal Setting for Interactive Listening
		4.5.1: Identify Objectives
		4.5.2: Know Your Listening Style
		4.5.3: Generate Energy
	4.6: Situational Knowledge and Interactive Listening
		4.6.1: Speaker’s Communication Style
		4.6.2: Environmental Distractions
		4.6.3: Emotional Distractions
		4.6.4: Message Content
	4.7: Competence in Interactive Listening
		4.7.1: Talk Less
		4.7.2: Ask Questions
		4.7.3: Use Nonverbal Behavior
		4.7.4: Dismantle the Three D’s
		4.7.5: Fight Boredom
		4.7.6: Make the Most of Listening Opportunities
	4.8: Manage Listening Anxiety
	4.9: Evaluate Your Interactive Listening
	4.10: Information Literacy
	Summary
5 Verbal and Nonverbal Skills
	5.1: Overview
		5.1.1: Architectural Nonverbal Communication
	5.2: Goal Setting for Effective Messages
	5.3: Personal and Environmental Factors
		5.3.1: Structure of Messages
		5.3.2: Status
		5.3.3: Perceptions
		5.3.4: Proxemics
		5.3.5: Territoriality
		5.3.6: Clothing and Personal Appearance
		5.3.7: Environmental Factors
	5.4: Verbal and Nonverbal Competence
		5.4.1: Choose the Setting for Communication
		5.4.2: Chronemics
		5.4.3: Use Language Effectively
		5.4.4: Avoid Racist and Sexist Language
		5.4.5: Paralanguage
		5.4.6: Interpret Nonverbal Cues Accurately
	5.5: Minimize Communication Stress
	5.6: Message Strategies
		5.6.1: Conversation
		5.6.2: How to Make Requests and Give Directives
	Summary
6 Leadership and Management Skills
	6.1: Overview
	6.2: What Does a Leader Do?
		6.2.1: Managerial Functions and Leadership Skills
		6.2.2: Future-Oriented Skills
		6.2.3: Listening Skills for Leaders
	6.3: Management Theory
		6.3.1: Likert’s Systems of Management
		6.3.2: Blake and Mouton’s Research
	6.4: Leadership Theories
		6.4.1: Vroom and Yetton’s Leader-Participation Model
		6.4.2: Kuhnert and Lewis’s Transactional Leadership Theory
		6.4.3: Kuhnert and Lewis’s Transformational Leadership Theory
	6.5: Leadership Versus Management
	6.6: Goal Setting for the Present and Future
		6.6.1: Shared Values
		6.6.2: Vision
		6.6.3: Management of Change
	6.7: Situational Knowledge and Strategic Leadership
		6.7.1: Knowledge About Self
		6.7.2: Organizational Knowledge
	6.8: Competent Leadership
		6.8.1: Trust
		6.8.2: Understanding
		6.8.3: Empowerment
	6.9: Confident Leadership
		6.9.1: Optimism
		6.9.2: Persistence
		6.9.3: Passion
		6.9.4: Accept Responsibility for Failure
	Summary
7 Work Relationships
	7.1: Overview
	7.2: Manager–Employee Relationships
		7.2.1: Set Goals for an Important Relationship
		7.2.2: Communication Climate
		7.2.3: Manage Power and Diversity Competently
	7.3: Coworker Relationships
		7.3.1: Proximity
		7.3.2: Shared Interests and Common Tasks
		7.3.3: Satisfaction of Needs
		7.3.4: Technology and Work Relationships
		7.3.5: Relationships with Difficult Coworkers
	7.4: Mentoring Relationships
		7.4.1: Importance of Mentoring Relationships
		7.4.2: Characteristics of Mentor and Protégé Roles
		7.4.3: Gender and Cultural Issues
	7.5: Romantic Relationships in the Workplace
		7.5.1: Pervasiveness
		7.5.2: Consequences
	7.6: Sexual Harassment
	7.7: Employee–Customer Relationships
		7.7.1: Know the Customer
		7.7.2: Communicate with the Customer Competently
		7.7.3: Manage Anxiety in the Customer Relationship
	Summary
8 Interviewing Skills
	8.1: Overview
	8.2: The Interview
		8.2.1: Planned Discourse
		8.2.2: Dyadic Discourse
		8.2.3: Interactive Discourse
	8.3: Goal Setting: Dyadic Communication
	8.4: Structuring the Interview
		8.4.1: The Opening
		8.4.2: The Body
		8.4.3: The Closing
	8.5: Ask Effective Questions
		8.5.1: Question Meaning
		8.5.2: Question Form
		8.5.3: Question Sequence
	8.6: Respond and Provide Feedback
	8.7: Interviews in Business Settings
	8.8: Employment Interviews
		8.8.1: Goal Setting in Employment Interviews
		8.8.2: Situational Knowledge in Employment Interviews
		8.8.3: Communication Competence
		8.8.4: Manage Anxiety in the Interview
	8.9: Appraisal Interviews
		8.9.1: Purposes and Goals of Appraisal Interviews
		8.9.2: Performance Reviews
		8.9.3: How to Conduct the Interview
		8.9.4: How to Receive Bad News
		8.9.5: Setting Revised Goals
	8.10: Disciplinary Interviews
		8.10.1: Notify the Employee
		8.10.2: Review the Employee’s Side of the Story
		8.10.3: Institute Disciplinary Action
	Summary
9 Fundamentals of Group Communication
	9.1: Overview
	9.2: What Is a Group?
	9.3: Factors Influencing Group Communication
		9.3.1: Cohesiveness
		9.3.2: Norms
		9.3.3: Roles
		9.3.4: Conformity
		9.3.5: Groupthink
		9.3.6: Advocacy
		9.3.7: Conflict in Groups
		9.3.8: Groups as Systems
		9.3.9: Group Leadership
	9.4: Factors Affecting Group Participation
		9.4.1: Approachability
		9.4.2: Commitment
		9.4.3: Participation Styles
	9.5: Teleconferences and Videoconferences
	9.6: Special Groups
		9.6.1: Quality Circles
		9.6.2: Self-Managing Teams
		9.6.3: Affinity Groups
	Summary
10 Meetings as Forums for Problem Solving
	10.1: Overview
	10.2: Goals Set the Agenda
		10.2.1: Organizational Goals
		10.2.2: Group Goals
		10.2.3: Individual Goals or Needs
	10.3: Prepare for the Meeting
		10.3.1: Meeting Facilities
		10.3.2: Setting Rules of Order
		10.3.3: Knowing the Group
		10.3.4: Nonverbal Communication
	10.4: Develop Critical Thinking Skills
		10.4.1: Analysis
		10.4.2: Reasoning
		10.4.3: Interpretation
		10.4.4: Evaluation
	10.5: Competence in Problem Solving
		10.5.1: Reflective Thinking
		10.5.2: Nominal Group Technique
		10.5.3: Delphi Technique
		10.5.4: Decision-Making Options
	10.6: Manage Anxiety in Meetings
		10.7: Evaluate Group Effectiveness
		10.7.1: Dimensions of Group Evaluation
		10.7.2: Individual Evaluation
	Summary
11 Negotiation and Conflict Management
	11.1: Overview
	11.2: Argumentativeness and Verbal Aggressiveness
		11.2.1: Controlling Verbal Aggressiveness
	11.3: Negotiation
		11.3.1: Goal Setting for Negotiation
		11.3.2: Formal Versus Informal Bargaining
		11.3.3: Present Your Position Competently
		11.3.4: Manage Anxiety in Negotiation
	11.4: Conflict Management
		11.4.1: What Is Conflict?
		11.4.2: Competing Goals and Conflict
		11.4.3: Managing Conflicting Goals
		11.4.4: Conflict Styles and Tactics
	11.5: A Strategic Approach to Conflict
		11.5.1: Set Goals for Conflict Resolution
		11.5.2: Use Situational Knowledge to Understand Conflicts
		11.5.3: Communicate Competently in Conflict Situations
		11.5.4: Manage Anxiety in Conflict Situations
	Summary
12 Develop and Deliver Effective Presentations
	12.1: Overview
	12.2: Communication Apprehension
		12.2.1: Why Is Public Speaking Frightening?
	12.3: Identify the Topic
	12.4: Identify General and Specific Purposes
		12.4.1: General Purpose
		12.4.2: Specific Purpose
	12.5: Analyze the Audience
	12.6: Identify and Research Main Ideas
		12.6.1: Generate Potential Main Ideas
		12.6.2: Perform Research
	12.7: Provide Support for Ideas
		12.7.1: Explanations
		12.7.2: Examples
		12.7.3: Statistics
		12.7.4: Testimony
		12.7.5: Visual Aids
	12.8: Develop an Introduction and a Conclusion
		12.8.1: The Introduction
		12.8.2: The Conclusion
	12.9: The Outline
		12.9.1: Types of Outlines
		12.9.2: Basic Principles
		12.9.3: Transitions
	12.10: Present the Message Competently
		12.10.1: Types of Delivery
		12.10.2: Characteristics of Effective Delivery
		12.10.3: Develop a Strategy for Rehearsal
		12.10.4: Other Considerations
	12.11: How to Field Audience Questions
	Summary
13 Informative Presentations
	13.1: Overview
	13.2: The Range of Informative Presentations
	13.3: Accumulation of Information
	13.4: Functions of Informative Presentations
		13.4.1: Share Information and Ideas
		13.4.2: Shape Perceptions
		13.4.3: Set Agendas
	13.5: Organize the Presentation
		13.5.1: Description
		13.5.2: Demonstration
		13.5.3: Explanation
	13.6: Typical Formats
	13.7: Guidelines for a Successful Presentation
		13.7.1: Analyze Potential Sources of Noise
		13.7.2: Adapt to Your Listeners
		13.7.3: Shared Perspectives
	13.8: Situational Knowledge and Technology
		13.8.1: Video
		13.8.2: Television
	13.9: Camera Skills and Special Occasions
		13.9.1: Practice
		13.9.2: Appearance
		13.9.3: Multimedia Technology and Presentations
	13.10: Manage Anxiety Through Practice and Knowledge
	Summary
14 Persuasive and Special Presentations
	14.1: Overview
	14.2: Functions of Persuasive Presentations
		14.2.1: Reinforce
		14.2.2: Refute
		14.2.3: Promote Change
		14.2.4: Call to Action
	14.3: Persuasive Formats
		14.3.1: Sales Presentations
		14.3.2: Proposals
		14.3.3: Motivational Sessions
		14.3.4: Crisis Situations
	14.4: Basic Resources for Persuasion
		14.4.1: The Listeners’ Perspective
		14.4.2: Motivators
		14.4.3: Opinion Leaders
		14.4.4: Critical Thinking and Persuasion
		14.4.5: Source Credibility
	14.5: The Persuasion Process
		14.5.1: Order Effects
		14.5.2: One-Sided Versus Two-Sided Presentations
	14.6: Special Occasion Presentations
		14.6.1: Types of Presentations
	Summary
Glossary
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Endnotes
Credits
Index
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