Its all about communication
- 1. Its All AboutCommunicationRegional IT InstituteSupervised By: Dr. Stephanie JonesBy: Mohamed YehiaMohamed MagdyKarim M. BehieryHaithamSalheen
- 2. To be coveredWhat you doWhat a manager doA Shift in Mindset and SkillsInterpersonal CommunicationContemporary OrganizationABCs of Constructive CommunicationDomestic Examples and Analysis References
- 3. What you doMeetings Effectiveness LettersPlanned Meetings Unplanned Meetings MemosFaxesPhone CallsAttitude EmailsComplaintsVoice Mails3
- 4. What you doWork on tasks or projects _____%Discussions with the boss _____%Conversations with peers _____%Discussions with employees _____%Give employees instructions _____%Give employees feedback _____%Interview _____%Lead or take part in meetings _____%Make presentations _____%Compose memos, letters, e-mail _____%Telephone calls _____%Other activities _____%4
- 5. What a manager do1Defining required results2Directing and coaching employee3Monitoring the employees Performance4Reporting progress and/or problems5
- 6. What a manager doManagementTheprocess of producing resultsthrough other peopleDesired Results 1Defining required results2Directing and coaching employee3Monitoring the employees Performance4Reporting progress and/or problems6
- 7. A Shift in Mindset and SkillsM a n a g e rW o r k e rManager Oversee other team members performance with good relational and communicator skillsWorkerTask-oriented withtechnical and/or operational skills7
- 8. A Shift in Mindset and SkillsRemember Communication is the most important skill in lifeManager Mindset Manager success largely depends on how well he/she and his/her employees work together to accomplish goals, and so managers main focus is to do things that will equip and encourage his/her employees to produce the desired results12348
- 9. Remember Establish rapportInstill trustFoster cooperationForm alliancesPersuadeMediate conflictCommunicate clearly Communicate constructivelyManager SkillsManager need not to be the best expert with tasks and/or technicalities, but should be the best communicator, his/her most interest should be interpersonal communications - skills that build and maintain relationshipsA Shift in Mindset and Skills9
- 10. Interpersonal CommunicationInter means among or between, so,Itis not one-way communicationbutIt is an exchange that occurs through dialogue between two people or through discussion among several, with participation by everyone involved.10
- 11. E-mail, voice-mail, and other new technologies should be used to enhance interpersonal communication ASAPInterpersonal CommunicationTechnologyTime Intensity , NOW! No one can afford to waste time through incomplete, inaccurate, or ineffective communication短Diversity Age, ethnic, gender, political preferences, religious beliefs, lifestyle, .Liability Build with employees relationships that encourage them to first bring their concerns to you. 11
- 12. Contemporary OrganizationInteraction in a Contemporary OrganizationFluidFlattenedFeedback12
- 13. Contemporary OrganizationInteraction in a Contemporary OrganizationFluidFlattenedThe multiple levels of a traditional structure have been reduced and replaced with self-managed teams orcross-functional work groups. The chain of command is neitheras long nor as rigid.Feedback13
- 14. Contemporary OrganizationInteraction in a Contemporary OrganizationFlattenedFluidBecause a contemporary form is more open it is encouraged to communicate informally between and among interdependent groups, and so everyone will have more avenues for advancing ideas and the ideas of employees on his/her team. Feedback14
- 15. Contemporary OrganizationInteraction in a Contemporary OrganizationFlattenedFeedbackIn a contemporary organization, the manager resides at the center of the team or work group and everyone works within the context of delivering products and services to customers.Fluid15
- 16. ABCs of Constructive Communication蔀Destructive Communication Constructive Communication Triggers conflict, breeds dissension and divisiveness. It results in resistance and, on occasion, outright rebellion and creates enemies rather than allies. It doesnt take skill to put people down, anyone can do it but the price is high especially for a manager. Builds up employee morale, teamwork, and positive relationships between people who then are not only willing, but eager to work in concert. Takes a skill to do it, sometimes it takes more time, but it reaps notice-ably better responses and results.Whenever interacting with people - whether employees, colleagues, or the boss anyone can push down by putting people down, or can pull up by communicating constructively.Conclusion16
- 17. ABCs of Constructive CommunicationBuild BridgesApproachTrustCommonality17
- 18. ABCs of Constructive CommunicationBuildBridgesTrustCommonalityApproachApproach is the manner of addressing both a person and the subject. Its the preface to a communication, something that sets the stage. From a speakers approach, a listener forms expectations of whats coming next.18
- 19. ABCs of Constructive CommunicationBuildBridgesTrustCommonalityApproachHow to approach people in the right way? Be pleasant and gracious
- 20. Be well prepared
- 21. Allude to some benefit the listener
- 22. Approach any person respectfully
- 23. Treat the subject reasonably
- 24. When appropriate, smile sincerely
- 25. If the subject isnt pleasant, consider the most positive quality you can project to the person under the circumstances19
- 26. ABCs of Constructive CommunicationTrustCommonalityApproachBuild BridgesBuilding a relationship takes time, attention, and skill. It also often entails bridging differences. And sometimes you have to meet people halfwayBuilding bridges leads to productive working relationship20
- 27. ABCs of Constructive CommunicationTrustCommonalityApproachBuildBridgesWhen, a manager understands employees goals, he/she can cooperate with them to help them attain their goals. And when they understand the managers concern about a problem, they can cooperate with him/her to get it solved. Bridges hold up only if theyre constructed on a firm foundation. The same is true of relationships. A cooperative, productive working relationship is based on a twofold foundation of trust and commonality.21
- 28. ABCs of Constructive CommunicationBuild BridgesCommonalityApproachTrustIts a vital component of constructive communications.The firm belief that someone or something is reliable, that you can depend on them or it. 22
- 29. ABCs of Constructive CommunicationTrustCommonalityApproachBuild BridgesHow to gain trust?Its important that you interact in trustworthy ways. You convey the unspoken message, Youre safe with me.Dont punish people with the past. 23
- 30. ABCs of Constructive CommunicationBuildBridgesTrustApproachCommonalityWe prefer dealing with people who are like us. Its easier to understand one another when we share some things in common: a common language, similar backgrounds, common interests. Well cooperate more readily with those with whom we have things in common.24
- 31. ABCs of Constructive CommunicationBuildBridgesTrustApproachCommonalityWhat we should do?One of your challenges is to discover and develop commonalities. 25
- 32. ABCs of Constructive CommunicationBuildBridgesTrustApproachCommonalityWhat commonality can make?Commonality unites people. People function more effectively as teams. Commonalities reduce conflict.26
- 33. Domestic Examples and Analysis What you doIn some organizations in Egypt, employees as well as managers do not feel that they are fully utilized because of unclear roles, distractions, interrupts, interfering, and lots of politics. What a manager doIn many cases, middle level managers are more like politicians. Also, sometimes the managers forget to benefit from the team leader and goes directly to juniors, this type of actions waste the managers time and creates some conflict at the junior staff members, and most of the time the manger forgets to inform the team leader about the updates.27
- 34. Domestic Examples and Analysis A Shift in Mindset and SkillsLots of young managers, are willing to learn, listen and be cooperative, but sometimes it is hard for them to accomplish their goals due to the interruption form higher management, changes from the clients, unstable economy.Interpersonal CommunicationTechnologylatest technologies are used on a large scale in Egypt, but sometimes employees missuse them, like for example using the companies email to useless jokes to the entire company, this behaviour wasts a lot of other employees time. 28
- 35. Domestic Examples and Analysis Interpersonal CommunicationTime Intensity In many organizations in Egypt time is very critical, but unfortunately in some critical situation the response is not as it should be. DiversityIn Egypt, football is the most popular game, and sometimes some people are narrow-minded to take it so personally when their favorite team loses, in some organizations it is forbidden that a sales person talks about football with a potential client. LiabilityIn very rare cases an employee sued an organization, but this doesnt mean that managers shouldnt listen to their team members.29
- 36. Domestic Examples and Analysis Contemporary OrganizationMany companies in Egypt are more flattened, fluid, and many managers seek feedback, specially in high tech companies.ABCs of Constructive CommunicationMany young managers are well educated and talented in communication, they know how to approach their team members, how to build bridges with them, how to have mutual trust, but sometimes some employees construct bad directed common specially in not so high educated employees, managers should take care about that and try to benefit from this commons. 30
- 37. References 31Arredondo Lani [2000] Communicating Effectively - The Briefcase Books, McGraw Hill, New York
- 38. Arredondo Lani [2007] Communicating Effectively 24 lessons for day-to- day business success, McGraw Hill, New York
- 39. Booher Dianna [1994] Communicate With Confidence!: How to Say It Right the First Time and Everytime, McGraw Hill, New York
- 40. Cohen Steven P. [2007] Negotiate Your Way to Success, McGraw Hill, New York
- 41. Covey Stephen R. [2004] The 7 Habits of Highly Effective People, Free Press, USA
- 42. Henkel Shri L. [2007] Successful Meetings: How to Plan, Prepare, and Execute Top-Notch Business Meetings, Atlantic Publishing, Ocala References 32Jones S., De Bono S., and Van derHeijden B. [2008] Managing Cultur Diversity, Meyer & Meyer UK Ltd., Maidenhead
- 43. Quick Thomas L. [1992] Successful Team Building, AMACOM, USA
- 44. Scholtes Peter R. [1997] The Leader's Handbook: Making Things Happen, Getting Things Done, McGraw Hill, New York
- 45. Scholtes Peter R.,Brian L. Joiner, andStreibel Barbara J. [2003] The Team Handbook Third Edition, Oriel, Madison
- 46. Streibel Barbara J. [2007] Plan and Conduct Effective Meetings: 24 Steps to Generate Meaningful Results, McGraw Hill, New York
- 47. Streibel Barbara J. [2002] The Manager's Guide to Effective Meetings, McGraw Hill, New York