This document discusses management communication and the roles and tasks of managers. It provides details on: 1) How managers spend most of their time interacting with others through speaking, listening, writing and presentations. 2) The various roles managers play, including interpersonal roles like leader and liaison, informational roles like disseminator and spokesperson, and decisional roles like negotiator and resource allocator. 3) The skills managers require include technical, relating, and conceptual skills, with relating skills being most important and conceptual skills becoming more important at senior levels.

1. MANAGEMENT COMMUNICATION IN
TRANSITION
Muhammad Faheem
MS II-398-FSS.MSMC/F18
Sir Ramzan Azhar
Organizational Communication
Department Of Media & Communication Studies
Islamic International University Islamabad

2. WHAT DO MANAGERS DO ALL DAY?
Managers spend their time engaged in
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Controlling
MANAGEMENT COMMUNICATION IN TRANSITION

3. WHAT DO MANAGERS DO ALL DAY?
MANAGEMENT COMMUNICATION IN TRANSITION
Movement
• Speaking
• Critical
thinking
Information
• Writing
• Knowledge
Skills
• Listening
• Challenges

4. WHAT DO MANAGERS DO ALL DAY?
Managers are in constant action.
Managers show similar patterns.
They spend most of their time interacting with others, both inside and outside the
organization.
Most management work is conversational
MANAGEMENT COMMUNICATION IN TRANSITION

5. WHAT ROLES DO MANAGERS PLAY?
MANAGEMENT COMMUNICATION IN TRANSITION
Interpersonal
Roles
Informational
Roles
Decision
Roles

6. WHAT ROLES DO MANAGERS PLAY?
Interpersonal Roles
These roles include Figurehead role, Leader role, and Liaison role.
Informational Roles
These roles include monitor, disseminator and spokesperson.
Decisional Roles.
These roles include entrepreneur, disturbance or crisis handler, resource allocator and
negotiator.
MANAGEMENT COMMUNICATION IN TRANSITION

7. MAJOR CHARACTERISTICS OF THE MANAGER’S JOB?
• Time is fragmented.
• Values compete and the various roles are in tension.
• The job is overloaded.
• Efficiency is a core skill
MANAGEMENT COMMUNICATION IN TRANSITION
Time is
fragmented
Values compete
and the various
roles are in
tension
The job is
overloaded

8. WHAT VARIES IN A MANAGER’S JOB?
• The entrepreneur role is gaining importance.
• So is the leader role. Managers must be more sophisticated as
strategists and mentors.
• Managers must create a local vision as they help people grow.
MANAGEMENT COMMUNICATION IN TRANSITION

9. SKILLS REQUIRED FOR MANAGEMENT
MANAGEMENT COMMUNICATION IN TRANSITION
Technical Skill
Relating Skill
Conceptual Skill

10. SKILLS REQUIRED FOR MANAGEMENT
Technical skills
These are most valuable at the entry level, but less valuable at more senior
levels.
Relating skills
These are valuable across the managerial career span and are more likely
to help you progress and be promoted to higher levels of responsibility.
Conceptual skills
These are least valuable at the entry level, but more valuable at more
senior levels in the organization
MANAGEMENT COMMUNICATION IN TRANSITION

11. WHAT DOES VERBAL INTERACTION (TALK) INCLUDE?
• One—on—one conversations
• Telephone conversations
• Video teleconferencing
• Presentations to small groups
• Public speaking to larger audiences
MANAGEMENT COMMUNICATION IN TRANSITION
1 on 1
Conversation
Video
Teleconferencing
Public Speaking
Presentation to
small groups
Telephone
Conversation

12. MAJOR CHANNELS ARE TALKING AND LISTENING
• A series of scientific studies have served to confirm what
each of us knows that most managers spend the largest
portion of their day talking and listening.
• Speeches and presentations from the dais or
teleconference.
• Each of these activities may look to some managers like
an obligation imposed by the job.
MANAGEMENT COMMUNICATION IN TRANSITION

13. WHAT ROLE DOES WRITING PLAY?
• Witting is a career sifter.
• Managers do most of their own writing & editing.
• Documents take on lives of their own.
MANAGEMENT COMMUNICATION IN TRANSITION
Writing is a
career shifter
Documents
take on lives
of their own
Managers do
most of their
own writing
and editing

14. COMMUNICATION IS INVENTION
Managers create meaning through communication.
Managers usually figure things out by talking about them as much as they
talk about the things they have already figured out.
MANAGEMENT COMMUNICATION IN TRANSITION

15. SOCIALLY CONSTRUCTED INFORMATION
Information is created, shared & interpreted by people.
Information never speaks for itself.
Context always drives meaning.
A messenger always accompanies message.
MANAGEMENT COMMUNICATION IN TRANSITION
Information is
created,
shared, and
interpreted by
people
Information
never speaks
for itself
Context
always drives
meaning
A messenger
always
accompanies
a message

16. CHALLENGE FOR MANAGER
• Greatest challenge is to admit to flaws in his/her skill
• Set and work tirelessly to improve them.
• Admit to the flaws.
MANAGEMENT COMMUNICATION IN TRANSITION

17. TASK OF A MANAGER
• First task is to recognize and understand strengths and weaknesses as a
communicator
• Goals should be to improve existing skills
• Acquire a knowledge base
• Read at least one national newspaper each day
• Develop the confidence which is needed to succeed as a manager
MANAGEMENT COMMUNICATION IN TRANSITION