Its all about communication
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Its all about communication

Its all about communication

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Its all about communication Its all about communication Presentation Transcript

  • It’s All AboutCommunication
    Regional IT Institute
    Supervised By: Dr. Stephanie Jones
    By:
    Mohamed Yehia
    Mohamed Magdy
    Karim M. Behiery
    HaithamSalheen
  • 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
    Meeting’s Effectiveness
    Letters
    Planned Meetings
    Unplanned Meetings
    Memos
    Faxes
    Phone Calls
    Attitude
    Emails
    Complaints
    Voice Mails
    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
    Defining required results
    2
    Directing and coaching employee
    3
    Monitoring the employee’s Performance
    4
    Reporting progress and/or problems
    5
  • What a manager do
    ManagementTheprocess of producing resultsthrough other people
    Desired Results
    1
    Defining required results
    2
    Directing and coaching employee
    3
    Monitoring the employee’s Performance
    4
    Reporting progress and/or problems
    6
  • A Shift in Mindset and Skills
    M a n a g e r
    W o r k e r
    Manager
    Oversee other team members performance with good relational and communicator skills
    Worker
    Task-oriented with
    technical and/or operational skills
    7
  • A Shift in Mindset and Skills
    Remember
    Communication is the most important skill in life
    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
    1
    2
    3
    4
    8
  • Remember
    Establish rapport
    Instill trust
    Foster cooperation
    Form alliances
    Persuade
    Mediate conflict
    Communicate clearly
    Communicate constructively
    Manager Skills
    Manager 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
    A Shift in Mindset and Skills
    9
  • Interpersonal Communication
    Inter means among or between, so,
    Itis 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
  • E-mail, voice-mail, and other new technologies should be used to enhance interpersonal communication
    ASAP
    Interpersonal Communication
    Technology
    Time Intensity
    , NOW! No one can afford to waste time through incomplete, inaccurate, or ineffective communication
    û
    Diversity
    Age, ethnic, gender, political preferences, religious
    beliefs, lifestyle, ….
    Liability
    Build with employees relationships that encourage them to first bring their concerns to you.
    11
  • Contemporary Organization
    Interaction in a Contemporary Organization
    Fluid
    Flattened
    Feedback
    12
  • Contemporary Organization
    Interaction in a Contemporary Organization
    Fluid
    Flattened
    The multiple levels of a traditional structure have been reduced and replaced with self-managed teams or
    cross-functional work groups.
    The “chain of command” is neither
    as long nor as rigid.
    Feedback
    13
  • Contemporary Organization
    Interaction in a Contemporary Organization
    Flattened
    Fluid
    Because 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.
    Feedback
    14
  • Contemporary Organization
    Interaction in a Contemporary Organization
    Flattened
    Feedback
    In 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.
    Fluid
    15
  • ABCs of Constructive Communication

    û
    Destructive 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.
    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.
    Conclusion
    16
  • ABCs of Constructive Communication
    Build Bridges
    Approach
    Trust
    Commonality
    17
  • ABCs of Constructive Communication
    BuildBridges
    Trust
    Commonality
    Approach
    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
    BuildBridges
    Trust
    Commonality
    Approach
    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
    Approach
    Build Bridges
    Building a relationship takes time, attention, and skill. It also often entails bridging differences. And sometimes you have to meet people halfway
    Building bridges leads to productive working relationship
    20
  • ABCs of Constructive Communication
    Trust
    Commonality
    Approach
    BuildBridges
    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
    Commonality
    Approach
    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
    Commonality
    Approach
    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
    BuildBridges
    Trust
    Approach
    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
    BuildBridges
    Trust
    Approach
    Commonality
    What we should do?
    One of your challenges is to discover and develop commonalities.
    25
  • ABCs of Constructive Communication
    BuildBridges
    Trust
    Approach
    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 do
    In 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 Intensity
    In many organizations in Egypt time is very critical, but unfortunately in some critical situation the response is not as it should be.
    Diversity
    In 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.
    Liability
    In 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 Communication
    Many 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  
  • References
    32
    • Jones S., De Bono S., and Van derHeijden 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