MANAGERIAL COMMUNICATION

Managerial Communication



Managerial Communication

Communication Breakdowns

Although all communication is subject to misunderstandings, managerial communication is particularly difficult. The communication breakdowns are in mainly three managerial areas that are internal politics, decision making and leadership.

Communication Breakdowns In Internal Politics

Communication is often confronted with messages that compete for attention. If you are talking on the phone to study the report, the messages are usually paid little attention. Even your own messages, you may have to compete with different intervals: the phone rings every five minutes, people in the way meetings were called, and crises arise. In short, your message rarely has an advantage over all the beneficiaries and services.

Low-status employees can be too careful when sending messages to managers and can only talk about the issues that I think the manager interested in. In addition, people with higher status can distort the message, refusing to discuss anything tends to undermine his authority in the organization. On the other hand, belongs to a department or person responsible for a specific task can reduce your point of view so that it differs from the attitudes, values ??and expectations of people belonging to other departments or individuals responsible for other tasks (Ferrabee, 2006).

Building confidence is a difficult task. Other members of the organization do not know if I respond positively or guardian, so the trust can be risky (Grimshaw, 2008). Without trust, however, is free and open communication is blocked, threatening the stability of the organization. Just to be clear because not enough.

Communication Breakdowns In Decision Making

Decision-making is not easy. Sure, there are trivial decisions, such as “pancakes or waffles” for breakfast, but for the most part we are concerned here with deliberations that are more meaningful. Why is decision making often difficult? The answer is that there are many potential complications in the decision making process. These include emotional, environmental, educational, cultural, and physiological factors (Clampitt,1991).

The toughest decisions are often those that seem to be made in a vacuum. In such situations, there are no reference points, no structure to rely on for cues or precedents. The lack of context or structure can also refer to the absence of values. Important decisions are also often those, which require us to examine our values more closely, or to reconcile them with seemingly conflicting values. Research has shown that morals or values may affect us inconsistently. For example, we may say that we are in favor of organic farming, but when faced with higher prices for organic products we may elect not to buy them. We may dislike an energy company's record on the environment, but will still stop at its gas stops to refuel.

Another major impediment in decision-making is that leaders must often work with limited information, and this is often exacerbated by the scarcity of time, both of which conspire to mean that decisions and actions must follow in quick succession, without allowing time for full consideration of alternatives and implications.

Overwhelming volume of information can drown out any ability to assess a ...