It’s All AboutCommunication

Supervised By: Dr. Stephanie JonesBy:

Mohamed Yehia Mohamed Magdy Karim M. Behiery Haitham Salheen

Regional IT Institute

To be covered

What you do

What a manager do

A Shift in Mindset and Skills

Interpersonal Communication

Contemporary Organization

ABCs of Constructive Communication

Domestic Examples and Analysis

References

What you do

Planned Meetings

Unplanned Meetings

Attitude Emails

Meeting’s Effectiveness Letters

Memos

Voice Mails

Faxes Phone Calls

Complaints

3

What you do

Work 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

What a manager do

1

2

3

Defining required results

Directing and coaching employee

Monitoring the employee’s Performance

4 Reporting progress and/or problems

5

What a manager do

1

2

3

Defining required results

Directing and coaching employee

Monitoring the employee’s Performance

4 Reporting progress and/or problems

Desired Results

Management The process of producing results through other people

6

A Shift in Mindset and Skills

WorkerTask-oriented withtechnical and/or operational skills

Manager Oversee other team

members performance with good relational

and communicator skills

7

Manager Mindset Manager success largely depends on how well he/she and his/her employees work together to accomplish goals, and so manager’s main focus is to do things that will equip and encourage his/her employees to produce the desired results

Remember Communication is the most important skill in life

A Shift in Mindset and Skills

1234

8

Manager 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 relationships

Remember Establish rapportInstill trustFoster cooperationForm alliancesPersuadeMediate conflictCommunicate clearly Communicate constructively

A Shift in Mindset and Skills

9

Interpersonal Communication

Inter means among or between, so,

It is not one-way communication

but

It is an exchange that occurs through dialogue between two people or through discussion among several, with participation by everyone involved.

10

ASAP ASAP

E-mail, voice-mail, and other new technologies should be used to enhance interpersonal communication E-mail, voice-mail, and other new technologies should be used to enhance interpersonal communication

Interpersonal Communication

TechnologyTechnology

Time IntensityTime Intensity , NOW! No one can afford to waste time through incomplete, inaccurate, or ineffective communication

Age, ethnic, gender, political preferences, religious beliefs, lifestyle, …. Age, ethnic, gender, political preferences, religious beliefs, lifestyle, ….

DiversityDiversity

Build with employees relationships that encourage them to first bring their concerns to you. Build with employees relationships that encourage them to first bring their concerns to you.

LiabilityLiability

11

Contemporary Organization

Flui

d

Flatt

ened

Feed

back

Interaction in a Contemporary Organization

12

Contemporary Organization

Flui

d

FlattenedThe 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.

Feed

back

Interaction in a Contemporary Organization

13

Contemporary Organization

Flatt

ened

FluidBecause 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. Fe

edba

ck

Interaction in a Contemporary Organization

14

Contemporary Organization

Flatt

ened

FeedbackIn 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.

Interaction in a Contemporary Organization

Flui

d

15

ABCs of Constructive Communication

Destructive Communication Destructive Communication Constructive 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 doesn’t take skill to put people down, anyone can do it but the price is high especially for a manager.

Triggers conflict, breeds dissension and divisiveness. It results in resistance and, on occasion, outright rebellion and creates enemies rather than allies.

It doesn’t 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.

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.Conc

lusi

onCo

nclu

sion

16

ABCs of Constructive Communication

Build Bridges

Trust Commonality

Approach

17

ABCs of Constructive Communication

Build Bridges Trust CommonalityApproach

Approach is the manner of addressing both a person and the subject. It’s the preface to a communication, something that sets the stage. From a speaker’s approach, a listener forms expectations of what’s coming next.

18

ABCs of Constructive Communication

Build Bridges Trust CommonalityApproach

How to approach people in the right way?

Be pleasant and gracious Be well prepared Allude to some benefit the listener Approach any person respectfully Treat the subject reasonably When appropriate, smile sincerely If the subject isn’t pleasant, consider the most positive quality you can project to the person under the circumstances

19

ABCs of Constructive Communication

Trust Commonality

Building a relationship takes time, attention, and skill. It also often entails bridging differences. And sometimes you have to meet people halfway

Approach Build Bridges

Building bridges leads to productive working relationship

20

ABCs of Constructive Communication

Trust CommonalityApproach Build Bridges

When, a manager understands employees’ goals, he/she can cooperate with them to help them attain their goals. And when they understand the manager’s concern about a problem, they can cooperate with him/her to get it solved.

Bridges hold up only if they’re 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

ABCs of Constructive Communication

Build Bridges CommonalityApproach Trust

It’s a vital component of constructive communications. The firm belief that someone or something is reliable, that you can depend on them or it.

22

ABCs of Constructive Communication

Trust CommonalityApproach Build Bridges

How to gain trust?It’s important that you interact in trustworthy ways. You convey the unspoken message, “You’re safe with me.”Don’t punish people with the past.

23

ABCs of Constructive Communication

Build Bridges TrustApproach Commonality

We prefer dealing with people who are “like” us. It’s easier to understand one another when we share some things in common: a common language, similar backgrounds, common interests. We’ll cooperate more readily with those with whom we have things in common.

24

ABCs of Constructive Communication

Build Bridges TrustApproach Commonality

What we should do?

One of your challenges is to discover and develop commonalities.

25

ABCs of Constructive Communication

Build Bridges TrustApproach Commonality

What commonality can make?

Commonality unites people. People function more effectively as teams. Commonalities reduce conflict.

26

Domestic Examples and Analysis What you do

In 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 manager’s 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

Domestic Examples and Analysis A Shift in Mindset and Skills

Lots 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 Communication Technology

latest technologies are used on a large scale in Egypt, but sometimes employees missuse them, like for example using the companie’s email to useless jokes to the entire company, this behaviour wasts a lot of other employees time.

28

Domestic Examples and Analysis Interpersonal Communication

Time IntensityIn 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 doesn’t mean that managers shouldn’t listen to their team members.

29

Domestic Examples and Analysis Contemporary Organization

Many 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

References

31

• Arredondo Lani [2000] Communicating Effectively - The Briefcase Books, McGraw Hill, New York

• Arredondo Lani [2007] Communicating Effectively – 24 lessons for day-to-day business success, McGraw Hill, New York

• Booher Dianna [1994] Communicate With Confidence!: How to Say It Right the First Time and Everytime, McGraw Hill, New York

• Cohen Steven P. [2007] Negotiate Your Way to Success, McGraw Hill, New York

• Covey Stephen R. [2004] The 7 Habits of Highly Effective People, Free Press, USA

• Henkel Shri L. [2007] Successful Meetings: How to Plan, Prepare, and Execute Top-Notch Business Meetings, Atlantic Publishing, Ocala

• Arredondo Lani [2000] Communicating Effectively - The Briefcase Books, McGraw Hill, New York

• Arredondo Lani [2007] Communicating Effectively – 24 lessons for day-to-day business success, McGraw Hill, New York

• Booher Dianna [1994] Communicate With Confidence!: How to Say It Right the First Time and Everytime, McGraw Hill, New York

• Cohen Steven P. [2007] Negotiate Your Way to Success, McGraw Hill, New York

• Covey Stephen R. [2004] The 7 Habits of Highly Effective People, Free Press, USA

• Henkel Shri L. [2007] Successful Meetings: How to Plan, Prepare, and Execute Top-Notch Business Meetings, Atlantic Publishing, Ocala

References

32

• Jones S., De Bono S., and Van der Heijden B. [2008] Managing Cultur Diversity, Meyer & Meyer UK Ltd., Maidenhead

• Quick Thomas L. [1992] Successful Team Building, AMACOM, USA• Scholtes Peter R. [1997] The Leader's Handbook: Making Things Happen,

Getting Things Done, McGraw Hill, New York • Scholtes Peter R., Brian L. Joiner, and Streibel Barbara J. [2003] The Team

Handbook Third Edition, Oriel, Madison• Streibel Barbara J. [2007] Plan and Conduct Effective Meetings: 24 Steps

to Generate Meaningful Results, McGraw Hill, New York • Streibel Barbara J. [2002] The Manager's Guide to Effective Meetings,

McGraw Hill, New York

• Jones S., De Bono S., and Van der Heijden B. [2008] Managing Cultur Diversity, Meyer & Meyer UK Ltd., Maidenhead

• Quick Thomas L. [1992] Successful Team Building, AMACOM, USA• Scholtes Peter R. [1997] The Leader's Handbook: Making Things Happen,

Getting Things Done, McGraw Hill, New York • Scholtes Peter R., Brian L. Joiner, and Streibel Barbara J. [2003] The Team

Handbook Third Edition, Oriel, Madison• Streibel Barbara J. [2007] Plan and Conduct Effective Meetings: 24 Steps

to Generate Meaningful Results, McGraw Hill, New York • Streibel Barbara J. [2002] The Manager's Guide to Effective Meetings,

McGraw Hill, New York