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Nature and scope of BC.pdf
- 1. Nature and Scope of Business Communication Unit 1 Faculty of Management Studies Oct 22
- 3. Functions of Communication • Control • Motivation • Emotional expression • Information
- 4. “The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn and relearn.” Alvin Toffler – Rethinking the future
- 5. Leadership Communication Communication as a management tool
- 6. Meaning Maker Storyteller Trust Builder Direction Setter Transition Pilot Linking Agent Critic Provocateur Learning Advocate Innovation Coach Leader as a Community Builder Leader as a Navigator Leader asRenewal Champion
- 7. A New Context • A workplace community that attracts, engages and retains talented people • Leader as a community builder
- 8. A New Context • Maintain an even keel and a steady course through times of transition and difficulty • Leader as navigator
- 9. A New Context • Stay at the leading edge of change in one’s business through a process of continuous innovation and renewal • Leader as renewal champions
- 11. Leader as a Community Developer • Leader as • Defining membership • A sense of inclusion • Community dialogue • Group gatherings • Organisation- a good corporate citizen • Framing Work • Vision, values Meaning Maker
- 12. Leader as a Community Developer • Leader as • Stories should be… • Clear • Comprehensive • Compelling • https://www.linkedin.com/feed/update/urn:li:activity:6779236881 134616576/ Storyteller
- 13. The right anecdote can be worth a thousand words Warren Bennis The Leader as Storyteller
- 14. Story telling techniques 1. Make them action oriented 2. Link them to shared values and common ground 3. Cast organization people as leading characters 4. Cast everyone, by implication or extension 5. Cast the competition as opposition (the antagonist) 6. Portray the past as a prologue to a new story 7. Portray the present as the beginning (or middle) of a journey toward specific goals and aspirations 8. Portray the future as a destination where goals are to be realized
- 15. Leader as a Community Developer • Leader as • Be yourself and speak in your voice • Keep it simple • Walk your talk • Be attentive while listening Trust Builder
- 18. The Leader as Navigator • Leader as • Clearly identifying the “true north” • Getting and keeping people’s attention • Personalize your message • Make your stand public • Communicate when there’s a reason • Limit the length of your communication Direction Setter
- 19. The Leader as Navigator • Building awareness and understanding • Give a clear direction • Support it with data
- 20. The Leader as Navigator • Building awareness and understanding • Give a clear direction • Support it with data • Persuading People to Act • Recognition of effort and accomplishment • Understanding the informal networks
- 21. The Leader as Navigator • Leader as • Empathy and assurance Transition Pilot
- 22. The Leader as Navigator • Leader as • Empathy and assurance • Focus and alignment Transition Pilot
- 23. The Leader as Navigator • Leader as • Empathy and assurance • Focus and alignment • Ownership and involvement Transition Pilot
- 24. The Leader as Navigator • Leader as • Encourage frontline employees to bring forward what they know and hear • Staff meetings as 2 way conversations • Connecting the “silos” Linking Agent
- 25. Leader as Renewal Champion • Leader as someone who questions the status quo Critic
- 26. When you discover you are riding a dead horse,… • Organisations will… • Change riders • Use a stronger whip • “This is the way we have always ridden… • Appoint a committee to study the horse • Arrange a visit to other sites to see how they ride dead horses • Appoint a group to revive dead horses
- 27. Instead, • Raise questions • Challenge assumptions
- 28. Leader as Renewal Champion Alfred P Sloan Ex- CEO General Motors • “I take it that we are all in complete agreement on the decision here. • Therefore I propose we postpone further discussion of the matter to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about” Provocateur
- 29. Leader as Renewal Champion • Leader as • Encourage and manage debate Provocateur
- 30. Manage a good debate… 1. Level the playing field 2. The real winner of the debate must be the organization 3. Create a positive, friendly comfortable atmosphere 4. Assume an inquisitive, open stance 5. Procedural rules
- 32. Manage a good debate… 6. Emphasize the importance of preparation 7. Develop a debate format that works for you 8. Use “collaborative media” 9. Integrate points 10. Socialize after a debate
- 33. Leader as Renewal Champion • Leader as • Get people to talk • Make the tacit explicit • Staff meetings – professional learning time Learning Advocate
- 34. Leader as Renewal Champion • Leader as • Challenging creative people to be inventive • Good ideas to be adapted by others and institutionalized • Socializing Innovation Coach
- 35. Luthans and Larsen Model Humanistic Interactor Mechanistic Isolate Informal Developer Formal Controller
- 36. • Networking 11% • Traditional Management 19% • Human Resources 26 % • Routine Communication 44%
- 37. References: 1. Mai, Robert and Akerson, Alan (2007) “The Leader as Communicator”, Prentice Hall of India, New Delhi 2. Robbins, Stephen (2005) “Organizational Behavior”, Prentice Hall of India, New Delhi