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Ebook Communication skills for effective management present the content the world of the communicative manager, it’s not what you say, communicating nonverbally, they could be persuaded: using your managerial influence, let’s get together: teams at work, we can work it out: negotiating and bargaining, calling all organisations: the business of the telephone, writing matters: how to create the write impression... .
Communication skills for effective management Owen Hargie, David Dickson and Dennis Tourish Communication skills for effective management Owen Hargie, David Dickson and Dennis Tourish © Owen Hargie, David Dickson and Dennis Tourish 2004 All rights reserved No reproduction, copy or transmission of this publication may be made without written permission No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988 First published 2004 by PALGRAVE MACMILLAN Houndmills, Basingstoke, Hampshire RG21 6XS and 175 Fifth Avenue, New York, N.Y 10010 Companies and representatives throughout the world PALGRAVE MACMILLAN is the global academic imprint of the Palgrave Macmillan division of St Martin’s Press, LLC and of Palgrave Macmillan Ltd Macmillan® is a registered trademark in the United States, United Kingdom and other countries Palgrave is a registered trademark in the European Union and other countries ISBN 0–333–96575–2 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Hargie, Owen Communication skills for effective manangement / Owen Hargie, David Dickson and Dennis Tourish p cm Includes bibliographical references and index ISBN 0–333–96575–2 (paper) Communication in management I Dickson, David, 1950– II Tourish, Dennis III Title HD 30.3.H3653 2004 658.4Ј5—dc22 10 12 11 10 09 08 07 06 05 04 04 Printed in China 2003062245 For our two late friends and colleagues, Colin Hargie and Christine Saunders Working closely with them was both intellectually stimulating and fun We remember them with fondness and gratitude Thanks for all those lovely memories Contents Preface vi The world of the communicative manager It’s not what you say … : communicating nonverbally 35 They could be persuaded: using your managerial influence 64 Let’s get together: teams at work 96 Steering the way: leading meetings that work 120 That silver-tongued devil … : making presentations matter 147 We can work it out: negotiating and bargaining 175 Will they buy it? Why managers must be able to sell 208 Calling all organisations: the business of the telephone 234 10 Writing matters: how to create the write impression 259 11 Tell it like it is … : communicating assertively 286 12 What’s your problem? Helping in the workplace 317 13 The war for talent: selection skills for busy managers 346 14 Feedback time: performance appraisal and management 373 15 Following the correct path: the guiding lights of ethics and audits 405 References 436 Index 482 v Preface We live in a world that is ever changing Some changes are for the better When King Charles II had a fit in 1685 he received cutting-edge medical care from the 14 top men in the field They shaved his head and applied a blistering agent to his scalp, fed him gallstones from a goat, had him drink 40 drops of extract from a dead man’s skull, gave him a strong laxative, forced him to vomit violently, applied an enema containing inter alia, sacred bitters, rock salt, beetroot, fennel seeds, cardamom seed, saffron, cochineal and aloes, administered a sneezing powder of hellebore, applied a plaster of burgundy pitch and pigeon dung to the feet, and drew a pint of blood from a vein in his right arm, followed by an additional ounce from his shoulder As his condition failed to improve they forced Raleigh’s mixture, dissolved pearl and ammonia down his throat Two days later Charles was dead Likewise, in the seventeeth century, pupils at Eton school were required to smoke before breakfast for the good of their health and were punished if they failed to so Medical advice and clinical treatments have certainly changed, although one also wonders what those alive some 300 years from now will make of the care we currently receive Equally, the pace of organisational change is supersonic There are never-ending developments in technology that continually affect and alter the ways in which we send messages to one another Management fads such as business process re-engineering, just-in-time and total quality management come and go Financial systems ebb and flow Production methods are regularly updated However, one of the few things that stays constant in the workplace is the primacy of the human encounter There is a deeply felt need among homo sapiens to communicate with one another People are greatly influenced by, and remember, how others relate to them If our interactions with another person are positive, then both working and social relationships with that individual are enhanced Equally, a poorly handled interchange can damage relationships – sometimes irreparably The core contention in this book is that communication lies at the heart of effective management vi Preface Considerable evidence is provided to justify this contention Successful managers employ the skills, styles and strategies as recommended in the chapters to follow The present text is a development and extension of our earlier one entitled Communication in Management (Gower) The contents represent our combined experiences of researching, teaching and consulting in the field of organisational communication During this time we have worked with numerous private and public sector bodies on their communication strategies, devised training programmes to meet identified needs, carried out numerous research projects, and taught a wide range of courses to students and employees at all levels Based upon our joint deliberations, we identified the areas covered in this book as being at the core of effective management We also recognised that there was a need for a specific type of text to analyse these key dimensions What we set out to produce was a user-friendly, yet academically rigorous, analysis of the main features of communication that are central to effectiveness in management This text has therefore been designed to meet the ever-expanding demand for valid and generalisable information on how best to relate to people in business and management situations As such, it will be of interest both to practising managers and to students and teachers of organisational communication The contents of the book are informed both by research and theory, and by first-hand experience From working with practising managers and evaluating their central roles, and from analysing the work of other academics, we have selected 13 key areas for inclusion These are: nonverbal communication, influencing and persuading, building teams, leading teams, making presentations, negotiating and bargaining, selling ideas, tele-communications, web-based and traditional writing skills, being assertive, helping and counselling, selecting the best applicants and appraising staff In the opening chapter we place the study of these skills and strategies within the broader context of the nature and functions or organisations, and the communicative role of managers therein This provides a necessary backdrop against which the rest of the chapters can be placed Then, in the final chapter we underline the importance of assessing communication performance We recommend that corporations regularly measure and monitor internal and external communications within the workplace, and discuss the main audit methods whereby this can be operationalised Given the recent ethical scandals that have besmirched many corporations, in concluding the book vii Preface we emphasise the need for managers to communicate in a principled fashion, and itemise the key factors that must be borne in mind to ensure this is achieved The core objectives of the book are to: ᭤ ᭤ ᭤ ᭤ ᭤ ᭤ examine the main communicative contexts within which managers operate; identify and chart the key skills and strategies essential for effective managerial communication within organisations; review research findings pertaining to each area; allow students of management to sharpen their communication skills for the world of work; help managers to apply the material to their own particular workplace; enable managers to improve their day-to-day performance in their interactions with staff at all levels The style employed in all of the chapters encourages the reader to interact with the material covered Each chapter contains a series of boxed text, diagrams, tables and illustrations, which summarise core points Exercises are also provided to enable managers to put the material reviewed into practice All of this is underpinned and supported by a firm foundation of research findings The referencing style employed, using superscript numbers, does not impede the flow of text, yet allows the interested reader to identify and pursue relevant source material In writing this book, the authors would like to thank the editorial staff at Palgrave/MacMillan for all their help, advice and forbearance Words of gratitude also to Philip Burch, Graphic Design Technician at the University of Ulster, for his help in producing some of the diagrams Finally, we are indebted to our families who provided the necessary motivation, and who put up with us, throughout the production of this text OWEN HARGIE DAVID DICKSON DENNIS TOURISH viii The world of the communicative manager Introduction The focus of this book is upon how communication in organisations can be improved More particularly, it examines the pivotal communicative role of managers, who play a key part in maintaining effective information flow and promoting harmonious relationships within the workplace Executives devote much of their time to interactions with staff Manager-watching studies1 have revealed that they spend over 60 per cent of their working time in scheduled and unscheduled meetings with others, about 25 per cent doing desk-based work, some per cent on the telephone and per cent walking the job Indeed, it has also been shown2 that ‘communication, especially oral skills, is a key component of success in the business world … executives who hire college graduates believe that the importance of oral communication skills for career success is going to increase’ The corollary of this is that today’s graduates arrive with increased demands of what they want from companies,3 not least of which is the expectation that communications will be two-way and cognisance will be taken of their views Another example of the importance of communication was a survey4 in which 2600 UK employees clearly expressed the view that what was most de-motivating of all was lack of communication from managers, citing issues such as a complete absence of interaction, a general lack of feedback, or meetings taking place behind closed doors In relation to employee satisfaction, the Gallup Poll organisation produced a scale (Q 12) comprising 12 questions, which are rated by staff on a 1–5 scale These encompass issues such as the extent to which respondents feel they know what is expected of them at work, whether they are recognised for good performance, if their supervisor cares about them, and to what degree they believe that their opinions seem to matter Thus, much of this Q 12 scale relates to communication by managers From its database of surveys of more than one million employees in the USA, Gallup found5 a significant link between scores References 31 Tziner, A., Joanis, C and Murphy, K (2000) ‘A 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Measuring and monitoring organisational communication’, op cit Hargie, O and Tourish, D (2000) ‘Data collection log-sheet methods’, op cit Hargie, O and Tourish, D (2000) ‘Data collection log-sheet methods’ op cit Salem, P (2002) ‘Assessment, change and complexity’, Management Communication Quarterly, 15: 442–50 Boyle, D (2000) op cit Cushman, D and King, S (eds) (2001) Excellence in Communicating Organizational Strategy, New York: State University of New York Press Bryson, J and Moore, J (1995) Strategic Planning for Public and Nonprofit Organizations, San Francisco: Jossey Bass, p Hargie, C and Tourish, D (1996) ‘Corporate communication in the management of innovation and change’, Corporate Communications: An International Journal, 1: 3–11 References 117 Clampitt, P., DeKoch, R and Cashman, T (2000), op cit 118 Hargie, O and Tourish, D (2004) ‘The communication consequences of downsizing trust, loyalty and commitment’, in D Tourish and O Hargie (eds) Key Issues in Organisational Communication, London: Routledge 119 Frank, A and Brownell, J (1989) Organizational Communication and Behavior: Communicating to Improve Performance, New York: Holt, Rinehart and Winston 481 Index Abercrombie, K 35 Adler, I 51 Adler, R 203 Alberti, R 288 Andersen, T 190, 409 appraisal 14, 29, 32–3, 84–6, 104, 116, 174 360-degree appraisal 401–3; guidelines for 402 common defects 376 informal 374 performance 373–403 principles of effective 1, 381–3 systems 116, 375–6 types of interview 387–9 Argyle, M 240 Aristotle 69, 76 Armstrong, Robert, Sir 415 assertion state 32 assertiveness 287–8, 303, 305, 309–10, 313–14 benefits of 313–14 factors that shape 309–12 gender difference 310–11 and management 288–92 nonverbal 305, 309 rights and beliefs 303–5 verbal strategies 305–9 AT&T 5, 238, 375 Auden, W.H 88 audit measures 427–32 Aziz, K 148 Baker, G 161 Barnard, M 61 BATNA Best Alternative to a Negotiated Agreement 186–7 Beck, C 409 ‘Behaviour Description Interviewing’ (BDI) 348, 352–60, 366–7, 370, 372 construction of 355 Belfast Agreement 202 Bell, Alexander Graham 234–5 Bennis, W 145 Berkeley’s Haas Business School 415 biases in interpersonal perception 377–81, 379 perspective of the interviewee 377–9 482 perspective of the interviewer 379–81 ‘Big, Hairy Audacious Goals’ (BHAGs) 131 Binder, U 326 Birse, Peter 77–8 Bishop, S 234 Blair, Tony 88 Blake, G 49 boat rocking 11 Bodyshop 108 Boonthin Wrongakmit, General 373 Bragg, M 64 Brandenburger, A.M 179 Bresnahan, M.J 312 Brett, J.M 191 British Association for Counselling 325 British Commonwealth 191 British Telecom (BT) 247–8 Browne, Lord 417 Buchanan, D Burgoon, J 313 Burke, E 85 Buslig, A 313 Byron, Lord 353 Cairncross, F 257 call centres 27, 248–50 caller hegemony 241 Cameron, K 133 Canada 191, 322 Carnegie, Dale 87 Carnevale, A 39 Carroll, M 322 Case, T 65 Cash, W 331 chairmanship skills 139 Chan, J 410 Chaney, L 170 Churchill, Winston 161 Cialdini, R 87 Clampitt, P 14, 425, 427 Closed-Circuit Television (CCTV) 410, 431 cognitive dissonance 229, 233 Cohen, Harry 47 Columbia Pictures 47 communicating aggressively 292 assertively 286–316 Index direct aggression 292–6 indirect aggression 296–7 for results 62 communication vi, 5, 8, 17, 19–20, 22, 25, 29, 42, 291, 423 audit 426 barriers 23 context viii, 25 effective elements of 22 environmental 23 ethics 407–41 functions in organisations 19–22 informal 19 internal 2, 12 lateral 246 measuring and monitoring 423–7 oral skills 1, 147 organisational 23, 405 practices 6–7 professional 18 psychological 23 semantic 23 strategies vii, 432–4 submissively 297 understanding 17–19 Communications Manager 1–34, 228 communicative process 17 ComPsych Corp 323 conceptual ‘schemas’ 225 conflict at work 176–7 consistency principle 78 conversationalists 42 Corus Group 417 Council on Economic Priorities Accreditation Agency 411 counselling telephone 251, at work 319–26, 339, 344 Critical Incident Technique (CIT) 430 CVs 362–4, 368, 415 evaluating 363–4 Daily Mirror 417 Daniels, T 27 Darling, J.R 177, 302 Davies, J.W 161, 190 Davis, E 323 Dawson, R 183, 197, 201 Deal, T 26–7 de Board, R 325 DeVito, J 151 Dickson, D 23, 289, 307 Direct Marketing Association 237 Disney World 7, 37 door-in-the-face (DIF) 73, 101 Douglas, Michael 411 dress 4, 17, 22, 30, 41, 60, 153, 227, 266, 302, 371, 379, 433 code 43, 82, 86–7 ‘high-status’ clothing 61 rules in business 61–2 Dress Right for Business 62 Dress for Success 61 Dunne, H 195 DuPont 386 Ebbers, Bernie 407, 412 Ehrenborg, J 189, 192 Ellis, P 13, 60 e-mail 279–84 ‘emoticons’ 50 Emmons, M 288 emotional intelligence 22 Employee Assistance Programmes (EAPs) 322 employees 7, 12–15 access to information 13 effective line managers 14 face-to-face contact 14 problems at work 318–20 training 15 upwards communication 13 Enron 385, 406, 409, 416 Enzo Ferrari 202 Episodic Communication Channels in Organisations (ECCO) 430 establishment of needs 214–19 ethics and audits 405–35; see also personal ethical principles and practices Europe 312 extralinguistics 56 face-to-face encounter 73 interaction 51 meetings 12 facial expressions 23, 30, 35, 37, 49–50, 63, 212, 228, 243, 333–4, 371 affect blends 49 facilitative line managers 21 Fastow, Andrew 416 Federal Communications Commission 239 Federal Express feedback 13, 24 interviews 390–4, 403 top-down process 13 ‘final offer first’ tactic 196 ‘flak filters’ 15 ‘flame mail’ 280–1 Fletcher, W 35 foot-in-the-door (FID) 73 Ford 202 Forgas, J 64, 76 483 Index forms of NVC 43–65 environmental features 57–60 eye gaze 50–2 facial expressions 49–50 gestures 52–2 interpersonal distance 45–6 physical appearance and dress 60–3 posture 54–5 seating arrangements 46–8 territory and personal space 43–4 vocalics 55–7 Fortgang, R.S 202 Fortune 100 international electronics company 216 Fortune 500 companies 99, 322 Fraser, C 177 Freiman, C 322–3 Frey, J.H 239 Friesen, W 50 Fulfer, M 63 Galinsky, A 197 Gallup Poll General Electric 375, 386 General Motors (GM) 11 gestures 23, 30, 35–8, 40, 42, 52–4, 63, 170–1, 242, 294, 299, 310, 333–4, 371 deictic 53 iconographic 53 Girard, Joe 213 Gladwell, M 58 Goffman, E 63 Golden, N 62 Goldwyn, Sam 270, 382 Goleman, D 22, 146 Goman, C.K 38, 202 Gore Associates 58 Green, G 170 group leadership 122–3 groupthink 113 Guirdham, M 307 Hackman, J 103–5 Hall, E.T 45 Hamilton, C 62 Hargie, O 289, 307 Harvard Business Review 128 Harvard Business School 385 Hatcher, C 210 Hayes, J 306 helping skills 331–9 active listening 331–2 open questioning 339 paraphrases 337–8 reflections of feeling 335, 338–9 self-disclosure 332–6 helping in the workplace 317–45 Hendon, D.W 191, 197 484 Henley Centre for Forecasting 261, 283 ‘Telecultures Futures’ 238 Hewlett-Packard (HP) 98, 386 Hiemstra, K 38 Hill, C 339 Hocker, J.L 176 Hong Kong 89 Hopper, R 241, 246–7 How to Win Friends and Influence People 87 Huczynski, A IBM 5, 386 In Search of Excellence 213 Independent Counselling and Advisory Services 322 information power 83 Ingram, T 216 Internet 279 interpersonal communication 17–18 contacts 46 distance 45 influence 94 shaping factors 45 interviewee 33, 50, 312, 348–9, 355, 357–8, 363, 365–6, 394–5, 428, 431 perspective 368–71, 377, 381 questions 370 interviews 29, 33, 43, 50, 61, 63, 312, 332, 372 appraisal 29 conducting the 364–8 handling the 394–404 mixed-model 387–9 selection 208, 346–72 intrinsic motivation 21 ‘Iron Law of Power’ 81 ‘I–We–Them–It’ Principle Jakubowski, P 288 Janis, I 111 Janner, G 148 Jensen, M 102 Jentsch, F 301 job satisfaction 5, 13, 16–17, 34, 98, 305, 317, 324, 418 Jordan, J.M 186 Kassing, J 11 Kellerman, A 238 Kendon, A 54 Kennedy, A 26–7 Kennedy, G 185 Kennedy, John F 62, 104, 111, 112, 266, 424 Keys, B 65 Index Kipnis, D 70, 89 Kleinke, C 79 Kochman Communications 51 Koh, T.T 203 Korda, M 58 Kossen, S 214 Kotter, J 123 Kozlowski, Dennis 408 Kristof-Brown, A 41 Lange, A 288 Lao-Tzu 123–4 Latin America 191 Lazarus, A 288 leader–member exchange (LMX) theory 418 leadership 122, 130, 146 definition 122 effective 146 peaks 30 skills 121 and strategic direction 130 styles 125–8 Leaper, C 302 LeMon, C 302 Levering, R Lewicki, R.J 72, 185, 195 Lewis, John Lincoln, Abraham 86–7, 185 Lloyds TSB 250 Looks That Work 62 Lord, R 317 Lucas, Gill 61 Machiavelli 85 MacLennan, N 325 management communication credibility 116 effective vi, vii by expression five directions of ‘mushroom’ method of 13 by suppression management development programmes 15 emotional proofs 76–80 introduction 64–70 logical proofs 70–6 personal proofs 80–8 managers 1, 7–12, 29, 34, 93, 210, 221, 230–1, 245, 298, 313 activities autocratic 77 communicative role of convert features into benefits 221 counsellor 324–6 evaluating ‘influence’ and ‘persuasion’ 64–95 iron 10 key skills and strategies viii lacking assertion 298 middle-level 120 negotiating and bargaining 175–207 sales skills 210–11 selection skills 346–72 visionary leadership manager-watching studies managing conflict 142 Mandel, S 151 Mandela, Nelson 121 Marx, Groucho 74 Maslow, A 216–17 Maslow’s hierarchy of human needs 217 Mattock, J 189, 192 McCarthy, P 210 McCroskey, J 36 McDonald’s 7, 37 McGinniss, J 55 McGregor, D 10 McGuire, W.J 69 McKay, M 334 McKeans, P 12 McLuhan, M 240 McRae, B 180 meetings 132, 141, 144 dysfunctional 120 effective 133 enhance its creativity 144 role of 131 role of the chair 136–45 techniques 144 when to call 132 messages 5, 11, 17–18, 23–4, 30, 35–6, 41, 49, 57–8, 63, 65, 68, 71, 75–6, 93–4, 134, 154, 236, 246, 249, 255, 257, 263–5, 269, 279–81, 305, 361, 394, 416, 430 e-messages 280 nonverbal 41 social 57 two-sided 71 verbal 36–7 Meucci, Antonio 234 Mexico City 51 Meyer, J 323 Michelli, D 302 Microsoft Midwest US steel manufacturing plant 259 Miller, R.B 160, 220 Mills, H 197 Minter, R 321 Mintzberg, H 120 Mitchell, V 410 Mnookin, R 180 Molloy, J 61 485 Index Monroe’s Motivated Sequence 231 Morgan, N 170 Morgan, T 87 Morley, D Morley, I 180 Morris, M 64 Moskowitz, M Mussweiler, T 93, 197 Nalebuff, B.J 179 National Health Service (NHS) Trust, Hamilton 195 National Transport Safety Board 301 negotiation 177, 181 skills 203–6 strategies 182 Nelson-Jones, R 320, 325, 329, 334, 339 network communication 19 Neurolinguistic Programming 51, 55 Nissan 99 Nixon, Richard 62 nonverbal communication (NVC) vii, 35–65 forms of 43–65 functions of 39–43 importance of 35–8 in management 38–9 introduction 35 nonverbal vistas 30 norms of justice 418 Nuremberg trials 413 O’Brien, K 339 objections to change attempts 223–4 advantages of 224 the 10 As 227 Ocasio, W Office of Consumer Affairs 261 office design 58–9 Ogilvy, David 270 O’Hair, D 175, 208 Olekalns, M 184, 199 opening 213, 215 approaches to 215 sale 212–14 social stage 213 organisational communication vii, 2, 19, 434 culture 25 monitoring network 28 politics 23 tasks 15–17 organisations 2–7, 19, 317 collective goals controlled performance emotion-free zones 317 integration objectives 486 split-site 28 ‘organometrics’ see audit measures Orwell, George 267 ‘Oscar night syndrome’ 276 breaking bad news 278–9 outcomes in organisational persuasion 67 Papua New Guinea 191 paralinguistics 55 Parker, C 62 Parsons, T Paterson, R 286, 306, 311 ‘People Director’ people-centred focus performance appraisal see appraisal performance-related pay 108 perils of feedback 383–7 personal ethical principles and practices 413–24 personality theorists 122 personnel management information system (PMIS) 275 persuasion power 70 river 30 strategies 89 techniques 66 Peters, T 262 Pfeffer, J 123 phenomenon of Tulipomania 84 Philippines 191 Pinto model 27 ‘Plain English Campaign’ 271 Plant, S 236 Poppleton, S.E 216 ‘Predation’ and ‘Symbiosis’ 190 presentations 151, 161, 164–5, 168, 172, 270–1 audience predisposition 159 computer-based 173 content of 161 delivery of 168–72 effective 149 functions of the introduction to 165 high-quality 148 making them matter 147–75 oral 147 organising content and structuring 164 preparing content 161 twelve steps to relaxed 155 setting 172 presenter 152–8 managing anxiety 155–8 successful 153 types of 151 Prince, M 323 Index psychological reactance theory 74 Public Interest Disclosure Act 416 public speaking 148 qualities of effective helpers 326–31 concreteness 330 empathy 326–8 flexibility 330 genuineness 328–9 sensitivity and self-knowledge 330 unconditional positive regard, 329–30 Rackham, N 87, 203 recruiting 346 Relating-Understanding-Changing (RUC) model 340 Remland, M 36 ‘remote’ teams see ‘virtual’ teams Retrospective Interview Technique 428 Richardson, J 299 Richmond, V 36 Ringlemann, Max 114 Robinson, R.J 198 Rogers, Carl 327, 329 Rohrer, R 219 Roloff, M.E 186 Rosenbaum, B 216 Rouse, R 307 Rowntree 322 Royal Mail 260, 279 Rubin, J.Z 181 rules of high impact writing 264–79 in praise of plain English 271 writing style 266–9 Sainsbury’s Salacuse 191 sales model 211 ‘sales pitch’ 212 sales presentation 219–22 Sartre, J.-P 97 scarcity principle 74–5 three important factors 75 Schmidt, S 70, 89 search for corporate titles 82 Securities Exchange Commission (SEC) 407 Seeger, M 413 selection interviewing 360, 371 effectiveness of 348–52 planning and preparation 360–4 self-promotion 370 Semler, Ricardo 403 Shepherd, C 216 Sherman, Rob 165 Shockley-Zalabak, P 13 shop floor workers 7–8, 28, 85 Simons, T 151, 175 Sinclair, A 117 Slater, Tanice 261 ‘smile’ industry 37 Smith, A 12 Smith, D 236 Smith, P.L 184, 199 Smith-Jentsch, K 301 social loafing 115 measures for reducing 115 South Sea Bubble 84 Spain 89 Spinks, N 325 staff attitude surveys 14 stages in the negotiation process 185, 192, 194–5, 201 bargaining 195–200 exploration 194–5 opening 192–4 planning and preparation 185–92 reaching settlement 201–3 stages of the helping process 339–43 changing 343 relating 340–1 understanding 341–3 ‘staircase’ model 210 Stanford University 147 Stanton, N 428 steps towards good planning 137 Sternberg, E 409 Stevenson, R.L 208 Stewart, C 331 Strack, F 93 strategic thinking 130 Stuart, Cristina 158 Stuart, Gloria 417 Sundstrom, E 57 Superboss report 375, 383 supermarket chain Asda Taiwanese 312 ‘talking telegraph’ 234 Tao-Te-King scripture 136 task-related goals Taylor, J 413 team barriers to development 110–11 building vii, 107 development 100, 110–11 formulating decisions and solving problems 143 games 30 leader organisation 96, 102, 117 productivity 112 ruination 101 stages of development 100–3 successful 103 spirit 34 at work 96–117 487 Index team-based incentives 108 teamwork 98–9 technological determinism 238 telecommunications satellite (Telstar) 236 telephone business of 234–58 call centres 249 communications 235, 247 cuelessness 251 domestic usage 244 effective technique 257 experiences 248 and face-to-face interactions 241–7 fixed-line 237 hates 247–9 impact of 237–40 interaction 246 making and answering calls 254 norms of behaviour 235, 240–1 problems 251–4 social presence 251 spread of 235–7 training skills 239 ‘telephone tag’ 246 The Men’s Wearhouse 108 theories X and Y managers 10 ‘The war for talent’ 346 Thomas, E 321 Thompson, L 184, 197 Thorne, B 328–9 time distribution axis 129 Tom, Peters 213 Top 100 UK corporations top management teams 114 problems with 114 Tourish, D 84 Trethewey, A 42, 54 Tripp, T.M 175 Tuckman, B 102 Twain, Mark 415 Twenge, J 311 Tyco 408 types of audience 160 decision-making categories 160 types of seating 47 sociopetal–sociofugal continuum 47 UK 89, 401 unethical business practices 411–14 profit-driven managers 411 universal human rights 305 US airline industry 179 USA 89, 94, 147, 191, 208, 213, 236, 312, 323, 325, 344, 401, 417 video news magazine 12 videophone systems 237 488 virtual teams 100 challenges of 100 visual aids 163 Vrij, A 41 Walker, W.E 177, 302 Wall Street 412 Wallach, J 62 Wal-Mart 7, 219 German experience 29 Walter, Raleigh, Sir 377 WAP (Wireless Application Protocol) 237 Warfield, A 39, 44 Waterman, Robert 213 Watkins, Sherron 416 Webber, A.M 183, 190 Weigh, Pauline 61 Weihenstephan Brewery Welch, Jack 121 Wells, B 325 West, M 21 Westaway, Jim 106 Wharton Centre for Applied Research 120 Wheeten, D 133 whistle-blowing 11 Wilde, Oscar 111 Williams, G.A 160, 220 Williams, K 64 Wilmot, W.W 176 Wilson, A 311 Wilson, S 192 win–win framework 31, 122, 184, 190–1, 193–4, 197, 206 Wohlforth, T 84 Woo, H.S 180 working environment 7, 10, 40 workplace counselling outcomes 323 WorldCom 409, 412 Wright, A 331 writing 259–85 breaking bad news 278–9 dynamic 273 reports 272–9 skills vii written communication 14, 259–60, 262, 284 evaluating 262 strategic role of 260–2 Xerox 5, 98, 407 Young, M 428 Zarkada-Fraser, A 177 Zigelstein, Trevor 158 ... Communication skills for effective manangement / Owen Hargie, David Dickson and Dennis Tourish p cm Includes bibliographical references and index ISBN 0–333–96575–2 (paper) Communication in management. .. less industrial unrest and fewer strikes lower costs Communication skills for effective management Box 1.2 Best communication practices in top companies ᭤ ᭤ ᭤ ᭤ ᭤ ᭤ ᭤ ᭤ Clear communication targets... political structures and networks; dissemination and expression of national values, norms and identity; and the diffusion and continuity of language and culture The functions of communication in