管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 01

M ANAGEMENT C OMMUNICATION IN T RANSITION

C HAPTER 1

Communication is the work of managers, day in and day out.

I. The daily work of managers.

A. Managers are in constant action.

1. Switch frequently from task to task.

2. Change their focus of attention to respond to issues as they arise.

3. Engage in a large volume of tasks of short duration.

B. Managers spend most of their time interacting with others.

1. Engage in interactions both inside and outside the organization.

2. Talk and listen when in action.

II. The majority of managers cluster around three core management roles.

A.Interpersonal roles are the richest source of information for managers because

of their immediate and personal nature.

1. The figurehead role is exhibited when performing ceremonial duties of

their position.

2. The leader role is exhibited when demonstrating their responsibility for the

work of the people in their unit and their actions. This is where the

influence of managers is most clearly seen.

3. The liaison role is exhibited when establishing and maintaining contacts

outside the vertical chain of command.

B. Informational roles of managers are required because not even the most

expensive management information system can match the speed and intuitive

power of a well-trained manager’s brain for information processing.

1. The monitor role allows managers to scan the environment for information.

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2. The disseminator role allows managers to pass privileged information

directly to subordinates.

3. The spokesperson role allows managers to send information to people

outside of their organizations.

C. Decisional roles are used by managers to make decisions on behalf of the

organization and the stakeholders with an interest in the organization.

1. Interpersonal and informational roles often aid the decision making

process.

2. The entrepreneur role is shown when managers seek to improve their

businesses, to adapt to changing market conditions, and to react to

opportunities as they present themselves.

3. The disturbance or crisis handler role depicts managers who must

involuntarily react to conditions.

4. The resource allocator role involves managers making decisions about

who gets what, how much, when, and why.

5. The negotiator role is used to resolve disputes with people inside and

outside the organization.

III. Although the specificity of managers’ work may differ, there are a fe w major characteristics relating to every job.

A. The time of managers is fragmented. This often drives managers to overwork and

can force them to complete tasks superficially.

B. Values compete and the various roles are in tension placing managers in the

middle when making many decisions. Managers cannot satisfy all parties

involved, thus decisions are often based on the urgency of the need and the

proximity of the problem.

C. The job of managers is overloaded due to significant reorganization efforts to

make businesses more efficient, nimble, and competitive. Downsizing, coupled

with high-speed data processing and remarkably efficient telecommunication

systems has greatly increased the number of people directly reporting to managers.

D. Efficiency becomes a core skill for successful managers.

IV. The emphasis of management roles is what varies in a manager’s job.