Managerial skills chapter 9 concepts

Communications

An interesting communication that took place just recently happened between me and my boss concerning job duties which I needed clarification of. The idea I wished to convey was that I had not been hired to accomplish certain tasks, yet I was being asked to fulfill those duties that were not included in my initial job description. On the one hand I wished to let it be known that I was not happy with the direction that my job path was leading, yet at the same time I did not wish to irritate or compel my boss with banalities whereupon he might think that I was not willing to do my share or cover work duties as part of my job.

I encoded my communication through words and actions that were very conservative and (at least attempted) to be straightforward but non-judgmental. The problem was that my boss decoded the message as a complaint against the manner in which he was managing the department. As the receiver he was distracted by a number of noises throughout our conversation. One of the noises that he was distracted by was the fact that the words I used portrayed a sense of insecurity on my part. What he heard was not what I wanted him to hear. He seemed to take my message as a personal assault on his managerial skills. The feedback I received from him included a communication of the fact that he could always hire someone else who would be more than willing to accept additional duties and would be excited to at least have a job.

2. A formal communication that was recently presented to me ended conveying a message that was entirely different than what I believe it was meant to convey. The formal communication came from the President of the company and stated that changes were coming to the organization regarding how the company was structured as well as who would be assuming new duties.

Rumors had abounded throughout the company in recent weeks based upon the fact that the company's stock price had recently sunk to an all time low. Additionally, the local (and some national) newspapers and magazines were hazarding a guess that the company would soon be declaring bankruptcy. The President's message verified that the company was facing some difficult financial scenarios, but that the plan to turnaround the company would mean that no jobs would be lost and that the future looked rather rosy -- if the company survived the next six months.

The problems created by the President's message included the fact that he acknowledged the company was undergoing some difficult times. Instead of calming employee nerves, his message seemed to exacerbate the situation. Now the rumors are more substantiated based upon the President's message, so further rumors sprang up overnight. Needless to say, rumors fueled more rumors which continually fed even more rumors. Morale sagged for almost all employees which also affected the company's productivity levels.

Improvements in the communication process could begin right at the top. The President's message was delivered in a concise posted message that detailed only the bare minimum of facts. He could have been much more upbeat, offered much more in the way of details and been much more forthright in possible ramifications. Additional communications could have also offered a lot more in the way of a calming and dispelling influence.

3. In a specific situation that I recall when I failed to communicate effectively, I now realize that I was saying one thing verbally and another thing altogether in a non-verbal manner.

From the stance of my body, to the shaking of my head in a classic 'no' manner, to the folded arms, everything about my physical persona radiated negativity, whereas the language I was using was comprised of some of the most positive wording and phrases I could create.