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3368 Words Oct 21st, 2010 14 Pages
Chapter 1 -- The Role of Communication in Contemporary Organizations

Teaching Notes

There are two major ideas in this chapter that should be emphasized in class lectures:

1. Over the past one hundred years, the importance of managerial communication has increased as the role of the manager has evolved.

Contemporary managers are successful only if they have communication competencies. This concept can be explained by reviewing the history of the managerial role in the twentieth century, and identifying the communication behaviors that managers used in each era. Ask students to describe the communication patterns they have observed among their current managers and supervisors. Compare and contrast these with earlier
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It would be extremely difficult to channel all communications to the university’s president and then back down to various employees. There would not be enough hours in the day for a university president to handle the flow of such numerous communications. For this reason, subordinates must have the freedom to communicate within their departments and between the diverse schools in the university system.

3. How does the behavioral approach differ from the contingency approach to management communication?

The contingency approach matches different communication strategies with different situations. It recognizes that one communication method may be effective in one situation and ineffective in another. Thus it is a pragmatic approach. The behavioral approach draws from several psychological theories to explain managerial behavior. Unfortunately, the theoretical explanations are extremely complex, often confusing and difficult to learn, making the contingency method the better choice of the two in the majority of business problem situations.

4. Provide an example in which you have seen a manager attempt to empower employees.

Any situation in which management delegates some of its authority to subordinates would qualify as an example. For example, if a company manager gives his/her secretary the power and knowledge to schedule appointments for that manager, or if all of the information known by the company

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