| Preface |
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xv | |
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Management Communication in Transition |
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1 | (24) |
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What Do Managers Do All Day? |
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2 | (2) |
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4 | (2) |
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Major Characteristics of the Manager's Job |
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6 | (1) |
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What Varies in a Manager's Job? The Emphasis |
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6 | (1) |
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Management Skills Required for the Twenty-First Century |
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7 | (1) |
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8 | (1) |
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The Major Channels of Management Communication Are Talking and Listening |
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9 | (1) |
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9 | (1) |
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Communication is Invention |
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10 | (1) |
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Information is Socially Constructed |
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10 | (1) |
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11 | (1) |
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Your Task as a Professional |
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11 | (1) |
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12 | (1) |
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13 | (1) |
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Case 1-1 Odwalla, Inc. (A) |
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14 | (4) |
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Case 1-2 Great West Casualty v. Estate of G. Witherspoon (A) |
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18 | (4) |
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Case 1-3 Great Lakes Garments, Inc. |
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22 | (3) |
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Communication and Strategy |
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25 | (36) |
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25 | (1) |
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Elements of Communication |
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26 | (1) |
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Principles of Communication |
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26 | (1) |
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27 | (1) |
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Barriers to Communication |
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28 | (1) |
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Communicating Strategically |
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28 | (1) |
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Successful Strategic Communication |
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29 | (2) |
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Why Communicating as a Manager is Different |
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31 | (1) |
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32 | (4) |
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36 | (1) |
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36 | (1) |
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Case 2-1 Starbucks Corporation: Can Customers Breastfeed in a Coffee Shop? |
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37 | (6) |
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Case 2-2 Augusta National Golf Club: Membership for Women or Staying the Course? |
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43 | (10) |
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Case 2-3 Taco Bell Corporation: Public Perception and Brand Protection |
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53 | (8) |
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61 | (38) |
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The Ethical Conduct of Employers |
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63 | (1) |
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64 | (1) |
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64 | (1) |
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Three Views of Decision Making |
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65 | (1) |
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66 | (1) |
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The Nature of Moral Judgments |
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67 | (1) |
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Distinguishing Characteristics of Moral Principles |
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68 | (1) |
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Four Resources for Decision Making |
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68 | (1) |
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69 | (2) |
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Applying Ethical Standards to Management Communication |
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71 | (1) |
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Statements of Ethical Principles |
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71 | (4) |
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75 | (1) |
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76 | (1) |
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77 | (2) |
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Case 3-1 Excel Industries (A) |
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79 | (4) |
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CASE 3-2 A Collection Scandal at Sears Roebuck and Company |
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83 | (3) |
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Case 3-3 The Soul of Dell |
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86 | (6) |
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Case 3-4 Arthur Andersen, LLP |
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92 | (7) |
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99 | (26) |
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100 | (1) |
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How to Prepare a Successful Management Speech |
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101 | (1) |
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101 | (1) |
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Get to Know Your Audience |
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102 | (1) |
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Determine Your Reason for Speaking |
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103 | (1) |
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Learn What You Can About the Occasion |
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104 | (1) |
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Know What Makes People Listen |
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104 | (1) |
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Understand the Questions Listeners Bring to Any Listening Situation |
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105 | (1) |
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Recognize Common Obstacles to Successful Communication |
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106 | (2) |
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Support Your Ideas with Credible Evidence |
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108 | (1) |
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109 | (3) |
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Keep Your Audience Interested |
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112 | (2) |
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Select a Delivery Approach |
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114 | (1) |
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Develop Your Visual Support |
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115 | (2) |
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117 | (1) |
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Develop Confidence in Your Message and in Yourself |
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118 | (1) |
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118 | (1) |
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119 | (1) |
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120 | (1) |
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Case 4-1A Last Minute Change at Old Dominion Trust |
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121 | (1) |
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Case 4-2 Preparing to Speak at Staples, Inc. |
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122 | (3) |
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125 | (34) |
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An Introduction to Good Business Writing |
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128 | (1) |
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Fifteen Ways to Become a Better Business Writer |
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128 | (1) |
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129 | (1) |
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The Six Communication Strategies |
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130 | (1) |
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Writing an Overview Paragraph |
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130 | (1) |
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131 | (1) |
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131 | (1) |
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132 | (1) |
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Standard Formats for Memos |
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133 | (1) |
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Meeting and Conference Reports |
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134 | (1) |
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134 | (1) |
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Make Your Memos Inviting and Attractive |
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134 | (1) |
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135 | (1) |
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Writing Good Business Letters |
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136 | (1) |
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When You Are Required to Explain Something |
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137 | (1) |
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When You Are Required to Apologize |
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138 | (1) |
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138 | (1) |
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Make Your Writing Efficient |
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139 | (1) |
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140 | (1) |
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How to Make Passive Verbs Active |
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141 | (1) |
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Make Your Bottom Line Your Top Line |
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142 | (1) |
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How to Encourage and Develop Good Writers |
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143 | (3) |
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146 | (1) |
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146 | (1) |
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Case 5-1 Cypress Semiconductor Corporation |
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147 | (8) |
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Case 5-2 Farberware Products of America |
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155 | (2) |
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Case 5-3 Volvo of North America, Inc. |
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157 | (2) |
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159 | (25) |
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160 | (1) |
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160 | (4) |
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The Objectives of Persuasion |
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164 | (1) |
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Outcomes of the Attitudinal Formation Process |
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164 | (1) |
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The Science of Persuasion |
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165 | (1) |
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Successful Attempts at Persuasion |
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166 | (7) |
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Should You Use a One- or Two-Sided Argument? |
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173 | (1) |
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Not All That We Remember is Actually True |
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174 | (1) |
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Managing Heads and Hearts to Change Behavioral Habits |
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175 | (1) |
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Five Myths About Changing Behavior |
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176 | (1) |
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176 | (1) |
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177 | (2) |
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Case 6-1 The United States Olympic Committee: Persuading Business to Participate in the Olympic Movement |
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179 | (3) |
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Case 6-2 An Invitation to Wellness at Whirlpool Corporation |
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182 | (2) |
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184 | (35) |
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184 | (1) |
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185 | (1) |
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186 | (4) |
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Privacy and Workplace Monitoring |
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190 | (6) |
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The Internet and Online Behavior |
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196 | (2) |
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Etiquette and Office Electronics |
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198 | (2) |
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200 | (2) |
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202 | (4) |
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Technology on the Horizon |
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206 | (1) |
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207 | (3) |
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210 | (1) |
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Case 7-1 Cerner Corporation: A Stinging Office Memo Boomerangs |
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211 | (5) |
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Case 7-2 Vitruvius Sportswear, Inc.: A Question of Online Privacy |
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216 | (3) |
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219 | (31) |
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219 | (1) |
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220 | (1) |
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The Benefits of Better Listening |
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221 | (1) |
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The Role of Ineffective Listening Habits |
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222 | (1) |
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An Inventory of Poor Listening Habits |
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222 | (3) |
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Developing Good Listening Habits |
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225 | (1) |
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The Five Essential Skills of Active Listening |
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226 | (1) |
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A System for Improving Your Listening Habits |
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227 | (1) |
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Giving and Receiving Feedback |
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228 | (1) |
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Guidelines for Constructive Feedback |
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228 | (2) |
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Knowing When Not to Give Feedback |
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230 | (1) |
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Knowing How to Give Effective Feedback |
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230 | (2) |
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Knowing How to Receive Feedback |
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232 | (1) |
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233 | (1) |
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234 | (1) |
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Case 8-1A Earl's Family Restaurants |
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235 | (2) |
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Case 8-1B Earl's Family Restaurants |
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237 | (2) |
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Case 8-1C Earl's Family Restaurants |
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239 | (3) |
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Case 8-2A The Kroger Company |
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242 | (2) |
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Case 8-2B The Kroger Company |
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244 | (2) |
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Case 8-2C The Kroger Company |
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246 | (2) |
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Case 8-3 Three Feedback Exercises |
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248 | (2) |
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250 | (26) |
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A Few Basic Considerations |
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251 | (1) |
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252 | (1) |
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252 | (1) |
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Reading and Misreading Nonverbal Cues |
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252 | (1) |
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Functions of Nonverbal Communication |
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253 | (1) |
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Principles of Nonverbal Communication |
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254 | (1) |
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Dimensions of the Nonverbal Code |
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255 | (1) |
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The Communication Environment |
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256 | (1) |
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256 | (1) |
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257 | (1) |
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A Communicator's Physical Appearance |
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257 | (1) |
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258 | (1) |
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258 | (1) |
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259 | (1) |
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260 | (2) |
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262 | (1) |
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263 | (1) |
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264 | (1) |
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265 | (1) |
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265 | (1) |
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266 | (2) |
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268 | (2) |
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270 | (1) |
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Case 9-1 Olive Garden Restaurants Division |
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271 | (3) |
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Case 9-2 Waukegan Materials, Inc. |
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274 | (2) |
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Intercultural Communication |
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276 | (17) |
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Intercultural Challenges at Home |
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276 | (2) |
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Cultural Challenges Abroad |
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278 | (2) |
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280 | (1) |
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281 | (1) |
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Some Principles of Culture |
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281 | (3) |
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284 | (1) |
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285 | (1) |
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Cross-Cultural Communication Skills |
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285 | (1) |
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286 | (1) |
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287 | (1) |
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Case 10-1 Oak Brook Medical Systems, Inc. |
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288 | (2) |
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Case 10-2 LaJolla Software, Inc. |
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290 | (3) |
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293 | (29) |
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294 | (1) |
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Conflict in Organizations |
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295 | (1) |
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Sources of Conflict in Organizations |
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295 | (1) |
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296 | (1) |
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The Benefits of Dealing with Conflict |
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297 | (1) |
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Styles of Conflict Management |
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298 | (2) |
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300 | (2) |
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What If You're the Problem? |
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302 | (2) |
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304 | (1) |
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305 | (1) |
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Case 11-1 Hayward Healthcare Systems, Inc. |
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306 | (2) |
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Case 11-2 Dixie Industries, Inc. |
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308 | (4) |
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312 | (7) |
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319 | (2) |
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Appendix B Impact on Hershey Stock |
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321 | (1) |
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Business Meetings That Work |
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322 | (22) |
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What's the Motivation for Meeting? |
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323 | (1) |
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324 | (1) |
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What is a Business Meeting? |
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324 | (1) |
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When Should I Call a Meeting? |
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325 | (1) |
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When Should I Not Call a Meeting? |
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325 | (1) |
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What Should I Consider as I Plan for a Meeting? |
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326 | (1) |
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How Do I Prepare for a Successful Meeting? |
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327 | (2) |
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What Form or Meeting Style Will Work Best? |
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329 | (1) |
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How Do I Keep a Meeting on Track? |
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330 | (1) |
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What Should I Listen For? |
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331 | (1) |
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332 | (1) |
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What Should I Write Down? |
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333 | (1) |
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How Can I Make My Meetings More Productive? |
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333 | (2) |
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Can Business Meetings Ever Improve? |
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335 | (1) |
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335 | (1) |
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336 | (1) |
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Case 12-1 Spartan Industries, Inc. |
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337 | (2) |
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Case 12-2 American Rubber Products Company (A) |
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339 | (5) |
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Dealing with the News Media |
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344 | (40) |
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344 | (1) |
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Why Interviews Are Important |
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345 | (4) |
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Should You or Shouldn't You? |
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349 | (3) |
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352 | (4) |
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356 | (2) |
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358 | (1) |
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Staying in Control of an Interview |
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359 | (2) |
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361 | (1) |
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362 | (1) |
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362 | (2) |
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364 | (5) |
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Case 13-2 Bayer AG: Anthrax and Cipro |
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369 | (7) |
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Appendix A Timeline of Case-Related Events |
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376 | (2) |
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Appendix B Anthrax Forms, Symptoms, and Treatment |
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378 | (1) |
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Appendix C Timeline of Patent-Related Events |
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379 | (1) |
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Exercise 13-1 Buon Giorno Italian Foods, Inc. |
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380 | (1) |
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Exercise 13-2 O'Brien Paint Company |
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381 | (3) |
| Appendix A Analyzing a Case Study |
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384 | (7) |
| Appendix B Writing a Case Study |
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391 | (7) |
| Appendix C Sample Business Letter |
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398 | (2) |
| Appendix D Sample Business Memo |
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400 | (2) |
| Appendix E Sample Strategy Memo |
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402 | (2) |
| Appendix F Documentation |
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404 | (9) |
| Appendix G Media Relations for Business Professionals |
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413 | (6) |
| Appendix H Sample Press Release |
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419 | (2) |
| Index |
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421 | |