STRATEGIC CONVERSATIONS It can be argued that once you are effectively engaged in management communication, every conversation is a strategic conversation. If you are on message as a manager, it often follows that your team workers are also on message. It’s not that you have to be robotic in your responses. Indeed it is the […]
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STRATEGIC MANAGEMENT COMMUNICATION Communication is everywhere. It is everything we say, see, hear, feel, touch and feedback to others. Strong messages can also be delivered through silence, posture, facial expression, language, interference, misinterpretation and sometimes, mischief. We spend most of our lives engaged in all sorts of communication in an effort to understand our lives,
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WHO IS AN EFFECTIVE MANAGER? The Karpin Taskforce, commissioned in 1994 by the Australian Government, details its findings in the 2015 edition of Samson & Daft (pp. 38-40). The vision statement of the report (Australia 2010) detailed some key focal points issues for Australian managers. These provide a benchmark for Australian managers to strive for
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INTRODUCTION: MANAGERS IN ORGANISATIONS In business, Managers are responsible for effectively managing, informing, mentoring, motivating, coaching, instructing, supporting and reporting on all activities conducted by the organisation. All of these tasks are driven by communication. Making a difference as a manager today and tomorrow requires a different approach from yesterday. Successful departments and organisations do
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WEEK ONE: MANAGEMENT AND COMMUNICATION By the end of this week, students will be familiar with some of the basic elements of management communication. These include: • Overview of the responsibilities of managers • Definition of management communication • Understanding the elements that create effective management communication • Understanding the role of communication as the
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Who does the action benefit? The Samson and Daft text details the 60 Minute Test (2015, p. 192). It assumes that a TV interviewer and crew have landed on your front porch and are asking you questions about an ethical dilemma you are facing. The range of questions is well worth reiterating here: • Is
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WEEK TWO: MANAGEMENT ETHICS AND SOCIAL RESPONSIBILITY By the end of this week, students will be familiar with issues concerning ethics and social responsibility. This will include: • Issues concerning your personal ethics • Setting ethical standards • Frameworks for the consideration of ethical decision making • Issues concerning social responsibilities • Review of ethics
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CULTURAL LEADERSHIP Managers transact all their outcomes entirely within the internal culture of their organisation. Often successful navigation of work culture by managers is their unique advantage over their competitors and is often measurable in cheaper prices, better service, quicker turnaround times and returning customers. These days managers not only have to be
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ADAPTIVE MANAGEMENT BEHAVIOURS Managers who display real care about their customers and employees and have a strong commitment to the value of people and fair and equitable processes within their internal and external work environments are considered to be adaptive managers. It seems obvious that they will find it easier to transact, negotiate and communicate
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Building long-term relationships with students As mentioned above, competition in the higher education sector had become increasingly fierce. Gathering information about students had become critical and could impact significant decisions. Getting to know candidates before the school even accepted them could help it “lock in” students before they were snatched up by competitors. Likewise, information
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