Essential Communications

Skills for Managers

Essential Communications
Skills for Managers,
Volume II
A Practical Guide for
Communicating Effectively
withAll People in All Situations
Walter St. John
Ben Haskell

Essential Communications Skills for Managers, Volume II: A Practical Guide

for Communicating Effectively with All People in All Situations
Copyright Business Expert Press, LLC, 2017.
All rights reserved. No part of this publication may be reproduced, stored
in a retrieval system, or transmitted in any form or by any means
electronic, mechanical, photocopy, recording, or any other except for
brief quotations, not to exceed 250 words, without the prior permission
of the publisher.
First published in 2017 by
Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-63157-656-0 (paperback)
ISBN-13: 978-1-63157-657-7 (e-book)
Business Expert Press Corporate Communication Collection
Collection ISSN: 2156-8162 (print)
Collection ISSN: 2156-8170 (electronic)
Cover and interior design by S4Carlisle Publishing Services
Private Ltd., Chennai, India
First edition: 2017
10987654321
Printed in the United States of America.

Dedication
We dedicate this book to all the managers
who are committed to achieving excellence,
at all times, when communicating
with people on the job.

Abstract
The purpose of this book is to provide practicing and aspiring managers and students of management a practical and comprehensive reference
source for communicating on the job with all people in all situations. This
how-to book provides readers with the essential knowledge, attitudes,
and skills to perform the communicating aspects of their routine and
special duties. The information is presented in two volumes. Each topic is
divided into Things to Know and Things to Do.
The topics are divided into five sections:
Sending Effective Messages
The Four Methods of Communicating: Speaking, Listening,
Writing, and Reading
Planning and Conducting Productive Meetings
Communicating Skills for Dealing with Special Situations
Communicating Attitudes and Techniques for Coping
Competently with Difficult Employees

Keywords
Communicating Effectively, Communicating for Managers, Communicating in a Crisis, Communicating in the Workplace, Communicating
with Employees, Communication, Communicating Strategies, Communicating under Stress, Communication Effectiveness for Managers,
Communication Fundamentals, Communication Guide for Managers,
Communication Mistakes, Communication Reference Guide for Managers, Communication Skills, Conflict Resolution, Diversity Communication, Gender-Neutral, Listening Tips, Managerial Performance,
Management Skills, Managerial Communications, Persuasive Communication, Reading Tips, Speaking Confidently, Speechmaking, Workplace
Communications, Workplace Situations, Writing Tips

Contents
Acknowledgments....................................................................................xi
Section 1
Topic 1

........................................................................................ 1
Sending Effective Messages................................................1

Section 2
Topic 2
Topic 3
Topic 4
Topic 5
Topic 6
Topic 7
Topic 8
Topic 9
Topic 10
Topic 11
Topic 12
Topic 13

The Four Methods of Communicating.......................... 15

Tips for Speaking Effectively............................................15
Delivering Your Speech....................................................24
Presiding Over the Question and Answer Period..............38
Overcoming Speaker Anxiety...........................................42
Introducing Guest SpeakersProperly................................48
Tips for Listening Effectively............................................53
Using and Interpreting BodyLanguage............................61
Tips for Writing Effectively..............................................68
E-mail: Dos and Donts...................................................78
Editing Techniques...........................................................83
Proofreading Methods......................................................85
Tips for Reading Effectively.............................................87

Section 3
Topic 14
Topic 15
Topic 16
Topic 17
Topic 18

Planning and Conducting Productive Meetings............ 97

Planning a Meeting..........................................................97
Conducting a Meeting...................................................104
Contributing as a Meeting Participant...........................113
Holding Better One-on-One Meetings..........................116
Improving Video andTeleconferencing..........................118

Section 4

Communicating Skills for Dealing with Special

Situations.................................................................... 121
Interviewing Job Applicants...........................................121
Orientating New Employees..........................................132
Training People for the Job.............................................137
Developing Performance Objectives, Standards,
andPriorities of an Organization...................................140

Topic 19
Topic 20
Topic 21
Topic 22

x CONTENTS

Topic 23
Topic 24
Topic 25
Topic 26
Topic 27
Topic 28
Topic 29
Topic 30
Topic 31
Section 5
Topic 32

Creating and Agreeing onJob Descriptions....................149

Negotiating One-on-One...............................................152
Compromising to Reach Agreement..............................159
Evaluating Employee Performance.................................162
Coaching Employees toImprove Performance...............170
Writing Impressive News Releases..................................173
Communicating Clearly With a Diverse Group
ofEmployees..................................................................177
Communicating Effectively With Male and
FemaleEmployees..........................................................188
Using Sex Fair Language................................................194

.................................................................................... 199
Communicating Attitudes and Techniques for
Coping Competently with Difficult Employees..............199
Index..................................................................................................211

Acknowledgments
Our sincere thanks to those who helped with this book along the way.
Typist Janice Gromm
University of Maine Reference Library
Husson University Reference Library
Interviews with six experienced and successful managers
The writings of authorities on communication and management
Friends, associates, and professional colleagues

SECTION 1
TOPIC 1

Sending Effective Messages

Failure to emphasize any words or the wrong words
robsyourmessage of meaning
John Irwin and Marjorie Rosenberger

A. Things to Know
1. Content Factors to Consider
A message is defined as the content or information that you
are communicating.
Messages must meet three requirements for you to get the
results you desire: (1) be understood; (2) be believed; and
(3)be accepted.
Be certain that the message you send actually says what you
intend to say.
The message you send isnt necessarily the same message
people receive, so never assume you have been understood.
Secure prompt feedback to determine how well your message
has been understood and accepted.
People are more likely to respond favorably to a message you
send them when it is received in a setting free of noise and
distractions.
The status or importance of the sender of a message also
influences how a message is responded to.
There is frequently a difference between the information
managers sent to employees compared with the information
employees want to receive.

ESSENTIAL COMMUNICATIONS SKILLS FOR MANAGERS

Managers need to find out the information employees need

and want in order to communicate effectively (please see the
listing of the information managers and employees need in
the information section of this book).
Managers need to know how their employees view them as this
has a strong influence on how their messages are received. In
this regard, remember this relevant quotation, How can I hear
what you are saying when there is so much of you saying it?
Realize that both the quality and quantity of messages are
important, so neither over nor under communicate.
Limit the scope of any single message. You need to avoid
overloading your message by including too much information
at one time or you may overwhelm the recipients.
Communicate only worthwhile information; if you have
nothing to say, it is best to say nothing.
Be sure that your message contains current, complete, and
correct information as well as answers the five Ws: who,
what, when, where, and why (as well as how).
Put your most important information at the beginning and ending
of your message to enhance retention by your listeners and readers.
Promote understanding by presenting all information in a
logical order.
Realize that your listeners and readers are often influenced
more by how you say or write something than what you say.
Keep these points in mind when wording your messages:
1. Be sensitive to the overtones of a message as well as to its actual
wording.
2. Make certain that the attitudes, body action, and wording accompanying a message match and send the same message (avoid
sending mixed or contradictory messages).
3. Say everything as clearly, plainly, and simply as possible.
4. Make clear and definite transitions when moving from one
point to the next in your message.
5. Use common words that are familiar to the recipients.
6. Be briefget directly to the point and stick to the point. Omit
any unnecessary words, irrelevant statements, and repetitive
statements.

Sending Effective Messages

7. Provide frequent examples, explanations, and anecdotes.

8. Use active and lively words as well as words that create a mental
image in the minds of the listeners and readers.
9. Be especially vigilant when selecting your words in sensitive
situations by wearing this sign at the front of your mind Danger!
words at work.

B. Things to Do
1. Factors to Consider When Preparing Your Message:
Plan all important communications carefully before sending
them to people.
Think before deciding on the content of your message.
Emphasize important information by repeating words, using
different words, and pausing to let your listeners digest what
you have said.
The first step is to decide on the specific purpose (this should
be clear to both the sender and receiver).
Analyze your image, credibility, and relationship with your
target group.
Decide on exactly what you need to say and how to best say it.
Pay attention to both the facts and feelings contained in your
message.
Identify the target group for your message and adapt the
content to their backgrounds, knowledge, and interest in the
subject of your message.
Predict the possible reactions and consequences of your
message before you send it.
Read your message aloud to see how it sounds and to spot
mistakes and then modify your message as needed.
Obtain knowledgeable peoples opinions about the content
before finalizing and transmitting any sensitive, controversial,
or highly important messages.
Study the content from the point of view of the target group
and how it could be interpreted by the group.
Determine the best method and time to send the message.

ESSENTIAL COMMUNICATIONS SKILLS FOR MANAGERS

2. Guidelines for Organizing Your Message:

To prepare a well-organized message:
1. The purpose and subject must be clear
2. All of the information must be relevant to the subject and
purpose
3. All ideas must be grouped and presented in a logical manner
4. All necessary information must be included.
Select the organizational plan after you have determined your
purpose, collected all needed facts, and asked yourself How
will the reader or listener react to my message?
Organized messages are more convincing and ideas presented
easy to follow.
Outline the order you want to use for organizing the content
and write it on a piece of paper so you can refer to it as a
reminder while you organize the content.
Organizing your message pays off because it makes your
message easier to understand and remember.
The opening and closing paragraphs are the two most important
positions in a message. Therefore, put the most important
information at the beginning and ending of your message.
You will find these checklists helpful when you are planning
the opening and closing paragraphs to your message.
1. Checklist for opening paragraphs:
Choose an opening appropriate for the message
purpose and for the listener or reader
a. Put the main idea or good news first
b. Place a buffer first for bad news messages
c. Position attention getting statements first for persuasive
requests
d. Get reader into the opening
e. Make the opening polite, concise, and clear
f. Focus on the positive and use conversational words.
2. Checklist for closing paragraphs:
a. Make your action request clear and complete by using the five
Ws and the H (How) if you want someone to do something

Sending Effective Messages

What and who. Clearly state what action you desire and who
should do it
How and wheremake this sound easy
Whendate that the action is needed
Whyshow how the target group benefits
Include anything negative before the last paragraph
Repeat the most important ideas that were presented
End on a positive friendly note.
3. Selecting the Best Media for Your Message
A. Things to Know
Choosing the correct media to carry your message is critical. It can determine the success or failure of what you intend to accomplish with your
message. The subject matter as well as the intended recipient of your message will dictate the most appropriate medium to use. Some important
points to consider before you select your media:
The medium used can, in and of itself, impact the
effectiveness of the message.
Important information should be communicated by more
than one way. This could be verbal, written, and visual.
Use more than one method to send important messages
andbesure to include the method that most appeals to your
receiver.
Keep in mind that writing can be cumbersome taking more time and effort than is necessary.
Even in todays high tech world the face-to-face method
of communication is still preferred by many. However,
distance (global) and time restraints today have made the
Internet the first choice for everyone, private or corporate.
With videoconferencing on the Internet or Face Time on
smartphones people can communicate across the planet
face-to-face.

ESSENTIAL COMMUNICATIONS SKILLS FOR MANAGERS

There are countless media available. Listed below are most commonly
used in the designated category of verbal, written or visual.
1. Verbal Teleconferencing
Face-to-face small and large meetings
Oral presentations
Radio and Television programming or announcements
Cell phones
In-house PA systems or intercoms
Informal water cooler chats or even the grapevine
can be used
2. Written E-mail
Formal letters (still very important)
Social media, especially Facebook
Linkedin and Twitter
Memos, pamphlets
Newsletters
Surveys
Newspapers and magazines
Press releases
Public service announcements written for radio & TV
Internal organizational directives written and
disseminated in print or verbally
3. Visual Videoconferencing
One-on-one with Internet or smartphone (for
example, Skype, Go to Meeting, or Zoom)
PowerPoint presentations
Use of broadcast television to reach a larger audience
Video presentations
Posters
Charts and graphs
Exhibits and static displays
Tour of facilities

Sending Effective Messages

The following describes the advantages and disadvantages of the written

medium:
1. Advantages
Permanent, can maintain a record either with paper or
electronically or both
Can refer to message again and again
Adds importance to the message
Cost less (with e-mail theres no postage)
Can reach a larger group with the same message
More detailed information
More accurate, content better organized
Speaks to organizational stability
More official and/or authoritative
More definite
2. Disadvantages
Less flexible
No instant feedback
Less personal
Meaning often misunderstood
Not always read in detail
No body language to help interpret meaning
Cannot adjust quickly to meet the receivers individual needs.
The following defines the advantages and disadvantages of the verbal or
oral medium:
1. Advantages
Personal and informal
Provides for instant feedback and interaction
Readily adaptable to listener(s)
Allows for immediate clarification
Reaction of receiver is identifiable
Easy to change the message
Can gain attention quickly
More lively and motivating

ESSENTIAL COMMUNICATIONS SKILLS FOR MANAGERS

Can capture mood of the speaker

Message can be enhanced with words and inflection
Encourages critical thinking
Can be official and authoritative sounding
More definite
Improves relationships
Improves understanding
Enhances persuasion
Leads to consensus
2. Disadvantages
Not permanent; no record
More subjective
Retention by receiver questionable
Personal problems enter discussion
Conflict between or among personalities
Less organized
Other noise distractions interrupt message
Loss of continuity
Time consuming
Off-handed remarks can be made alienating the receiver
3. The third medium, visual, is rarely used alone but is frequently used
with the written and verbal media to strengthen the discussion or
presentation.

B. Things to Do
Try to select a medium that will appeal to the receiver,
while recognizing the importance of both advantages and
disadvantages of the various media.
Consider using more than one medium to strengthen your
message. This would include written, verbal, and visual media
(photos or video).
After determining the objective of your message, choose the
most appropriate media for the subject or situation, the time
frame, and the person or persons who will receive your message.
Before choosing the appropriate media consider these criteria:
?? Availability

Sending Effective Messages

??
??
??
??
??

Cost
Efficiency
Length of time to reach intended receiver
Keeping a record of the message
Feedback and interactive capabilities.

Regardless of the media used, it is critical that the sender of the message
follow up with the intended receiver to be sure there is no misunderstanding concerning its content.
4. Choosing the Optimal Time for Sending
A. Things to Know and Things to Do
1. The timing of messages
A timely message is one that employees receive in time to derive
maximum benefit from it.
For all things there is a right and wrong time to do it.
The goal of managerial communication is to ensure the sharing
of the right information with the right people at the right time
in the right way.
It is imperative to communicate regularly in both good and bad
times rather than only when there are problems.
These are two common complaints employees have about
managerial communications:
1. NETMAnobody ever tells me anything
2. Managers communicate too often according to the mushroom theorykeep them in the dark and feed them lots of
manure.
Provide employees information on important matters well
in advance so they can plan their work ahead of time and to
minimize the circulating of rumors.
Respond promptly to employees requests for information.
Allow employees sufficient time to respond to your messages so
they wont feel pressured or rushed. Make sure all employees in
the same work unit get the same news at the same time. Strive to
send important messages when you and the target group are not
preoccupied with more urgent matters.

10

ESSENTIAL COMMUNICATIONS SKILLS FOR MANAGERS

Send sensitive messages when you and the receivers have a

harmonious relationship.
Pick a convenient time for the receivers to receive your messages
whenever possible.
Know how the current work climate and state of employee
morale are likely to affect the employees attitude toward the
content of your message.
Know when it is best to delay a communication.
Pick the communications channel and method that is fastest if
the message is urgent.
Consider the target groups current work demands before
sending them routine messages.
Try to send a message that you anticipate will be unfavorably
received when the receiver will be alone and free of the influence
of coworkers.
Send an important and complicated message in the morning to
a morning person and in the afternoon to an afternoon person.
Dont be pressured by a tight time frame into answering a
question with SWAGa scientific wild ass guess.
Select the best time of day for people to receive your important
messages. This is usually mid-morning or mid-afternoon. It is
wise to avoid sharing important information at either the start
or end of the day as well as just before or after lunch. Select the
best days of the week for your messages to be received. Tuesdays,
Wednesdays, and Thursdays are usually the best days.
Mondays and Fridays are normally the worst daysespecially
early Monday mornings and late Friday afternoons.
Managers should also avoid sending important or bad news messages
as follows: major holidays such as Christmas and Thanksgiving (and
the day before and after each), the employees birthday or anniversary
or during serious personal or family illness or when the employee is
about to leave for or has returned from vacation.
2. The frequency of messages:
It is better to communicate with too many people rather than
too few and it is better to provide too much rather than too little
information.

Sending Effective Messages

11

Over communication is becoming a serious problem for

managersmanagers are overwhelmed by the frequency of
the communications they receive today. There is too much
communication and too little communicating.
Managers need to space their messages to their employees so
they wont be suffocated by the avalanche of information they
receive all at once.
Managers need to refrain from offering information at meetings
that they can offer the meeting participants several days before
the meeting date.
Managers can save time by jotting down notes to guide them
when talking on the phone and when sending e-mails.
Bulletin board announcements, telephone hot lines, and e-mail
messages compete for the managers attention and time.
Managers need to attempt to communicate so clearly initially
that there is no need for subsequent communications to clarify
the first message.

A. Things to Do
1. Specific Methods Available to Managers to Save Time When
Communicating
Having his/her office assistant control the managers appointments
by making them only tentative and subject to the managers
confirmation. Drop by spur-of-the-moment conversations should
be discouraged. However, discussions without appointments
should be permitted for important matters.
Instruct your office assistant to tactfully screen phone calls
and visitors to save your time.
Have your office assistant screen incoming mail and sort it
out in this manner:
1. Types of messages managers want to have referred directly to
him/her for immediate attention
2. Communications the manager wants to look over at his/her
convenience
3. Those to be sent to a subordinate to handle
4. Those to be immediately discarded.

12

ESSENTIAL COMMUNICATIONS SKILLS FOR MANAGERS

Limit mangers attendance at meetings only to the most

important meetings.
Limit the time spent at meetings to relevant matters and after
those subjects are discussed the manager should excuse him/
herself from the meeting to attend to other duties.
Request a summary of all letters or reports he/she receives
from subordinates that are no longer than two pages. Ask
people if the manager is conferring with to get directly to the
point without sounding abrupt or condescending.
Strive to handle each message received only once.
Answer letters, long memos, and e-mails in the margins, and
then have a copy made by the office assistant.
Serve on a limited number of committees and task forces.
Underline or highlight important information you read to
identify the main points and to prevent having to reread all
the information in the future.
Use the skim and scan reading method to quickly identify key
points immediately.
Read the first and last paragraphs of a written message to
grasp the main points presented and possibly eliminate the
need to read the entire message.
Carry a Do You Know pad with you and when you see
or hear something that your coworkers would benefit from
knowing jot down the information on the pad and give the
note to the person at the end of the day or earlier if advisable.
Inform your subordinates and peers of the kinds of
information you need and want to receive and the
information you dont need nor want to receive.
Ask your employees to provide you information by exception
(for example, deviation from a plan rather than about routine
matters).
Request that you be deleted from distribution lists for certain
kinds of messages (for example, irrelevant meeting minutes,
e-mail messages, memos, and similar kinds of messages).

Sending Effective Messages

Listen to CDs on important topics regarding your industry,

and your job while commuting to and from work (if it doesnt
interfere with your driving).
Delegate appropriate responsibilities to your subordinates to
save your time and to help the employees develop additional
job-related knowledge and skills.
Limit the content of meeting minutes to recommendations,
decisions made, and actions taken. Also limit the distribution
of minutes to only appropriate people.
Streamline and simplify all forms.
Identify the important professional literature jointly with
your fellow managers (regarding their industry and field of
management). Next, gain agreement on which sources will
be assigned and read by which managers. The managers then
read their assigned reading and send the most important or
new information to their associates to read.
This same technique for keeping informed could be used for
information offered on the Internet or on audio discs.
A cautionary note:
?? Some of the suggestions could cause resentment and
adversely affect your relations with your coworkers.
?? It is wise to consider the advantages and disadvantages of
using each suggestion before implementing any of them.

13

Index
A

Action plan, developing, 148

Active listener, 58
Addicted person, 207
Agreement
compromising, 159161
discover points of, 17
Articulation, 33
Astute managers, 65
Attitudes
audience, 17
and beliefs, 137
communicating, 199207
of evaluators, 165
for interviewers, 123124
know-it-all, 205206
listener, 5556
for meeting participant, 113114
and negotiators, 153154
nonproductive, 179
by speaker, 25, 44
win-win, 153
Audience
attitudes, 17
periodic opportunities for, 24
pleasant and accepting of, 25
questions, 3334
Awareness of problem, 204

Behaviors, 179
Body language, 105
basic things to understand, 6162
factors to consider, 6466
gestures, 37
movement, 37
nonverbal communication,
6263,63
position, 36
posture, 36
sending nonverbal messages, 6364

using silence to your advantage,

6667
Body movements, 4546, 66

Closing paragraphs, 45
Clustering, 93
Coaching
conducting phase, 171172
employees, 170172
kinds of, 170
preparation phase, 171
Collecting information, 19
Communication
attitudes and techniques, 199207
with disabled workers, 186188
with diverse group of employees,
177187
face-to-face, 121
with male and female employees,
188193
male style of, 188
managers, 192
with men, 191
with older employees, 185186
oral and written methods for, 72
specific methods available to
managers, 1113
styles, 192193
systems, 98
two-way, 145146
way of, 188189
written, 70
Competent writers, 68
Comprehending messages, 5859
Compromising to reach agreement,
159160
listening tips, 161
Conducting meeting
cutting off participants, 108109
encouraging participants
involvement, 109110

212 INDEX

ending meetings effectively,

111112
follow-up activities, 112
keeping discussion relevant,
107108
off to good start, 105106
questions to encourage
participation, 110111
responsibilities of moderator,
104105
standards for minutes, 112
techniques to control, 106107
Cultural diversity, 178179
Culturally diverse employees, 183184

Daydreaming, 54
Defensive behavior, 167
Delivering your speech
acknowledging your introduction,
2526
beginning, 2425
effective delivery style, 29
introducing your subject, 2627
presenting effective conclusion, 28
speakers attitude, 25
speech content, 2728
suggestions for delivery methods,
2934
timing factors to consider, 3536
using body language, 36
visual aids, 3435
Delivery methods of speech
articulation and pronunciation, 33
audience questions, 3334
improving your voice, 3132
loudness and projection, 32
maintaining eye contact, 3031
pitch and inflection, 3233
rate of speech, 2930
using pause, 30
Difficulty, determining levels of,
147148
Directive interview, 121
Disabled workers, communicating
with, 186188
Diverse employees, 181182
Diversity, effective management of, 177

E-mail, 173
content of, 80
description of, 7879
distribution of, 81
keeping copies of, 8182
responding to, 82
writing, 7981
Editing techniques, 8384
Effective employee discussions, 139
Effective introductions, 48
Effective managers, 170
Effective negotiating, 152, 157158
Effective questioning, 126
Effective writers, 68
Effective writing, standards for, 6971
Emotions, 199200, 202203
Employee
behavior of, 200201
communicating attitudes and
techniques, coping with,
199207
discussions with, 202
feel compassion for, 165
orientation of. See Orientation of
employees
work-related/personal problems
of,201
Employee performance evaluation
attitude of evaluators, 165
conducting session, 166169
description of, 162163
evaluation standards, 163164
planning session, 165166
policies and procedures, 163
standards, 163164
subjects to discuss during, 168169
timing factors to consider, 168
Employee training, 137
attitudes and beliefs regarding, 137
best time to discuss, 137
sources of, 138
types of, 138139
Employment interview, purpose
of,121
Ethnic minorities, 182184
Evaluation conference, 167
Eye contact, 3031

 INDEX
213

opening phase, 128129

plan of action, 124
standards, 123
time allocation for, 124
two-way process, 122

Face-to-face communication, 121

Formal orientation, 134
Formal performance appraisal, 168

Gender fair language, 190

Gestures, 37, 66
Goal-setting session, sequence and
steps for managers, 144145
Goals, setting priorities of, 147
Good listener, 55
Grievances, 203
Group conflict, 106
Guest speakers, 4849
concluding actions, 52
concluding actions by person
introducing, 52
mistakes to avoid, 5152
pre and post speech interactions
with, 5051
preparing your introduction, 49
on site duties, 50
tips on delivering an introduction, 51

Habitual complainer, 205

In-house training opportunities, 138

Individual employee, 142
Inflection, 3233
Informal orientation, 134
Information, 18
sources of, 125
Initial orientation, 135
Interviewers, attitudes for, 123124
Interviewing job applicants,
121125
goals and objectives of, 122123
planning and conducting second
interview, 125128
Interviews
basic parts, 121
closing phase, 130131
fact-finding phase, 129130
follow-up activities, 131

Job descriptions, 146147

content of, 150
distribution of copies, 151
procedures for developing and
revising, 150151
purposes of, 149
reviewing adequacy of, 146147
sources of information for
developing, 149
times to make revisions, 150

Kinesics, 61
Know-it-all attitude, 205206

Language use, tips on, 179181

Learning, methods for, 196
Likeability, 16
Listening
for being responsive, 5960
for clarifying speakers
statements,58
for comprehending messages,
5859
content, 5657
key facts about, 5355
listener attitudes, 5556
techniques for, 5657
ways to concentrate, 5758
Loss of control, preventing, 107
Loudness, 32

Male-female communication, 188

improving, 189
way of, 188
Male salutations, use of, 197
Management, in-house messages
from, 198

214 INDEX

Managers
to coach subordinates, 170
communication, 192
negotiation, 154155
planning, sequence and steps for,
144145
reading needs of, 8788
responsibility of, 199
to save time when communicating,
1113
silence, 67
writing attitudes for, 70
Managing diversity, 177
Meeting participants
attitudes for, 113114
making helpful comments,
114115
paying attention, 114
responsibilities of, 113
Meetings
beginning of, 105
conducting. See Conducting Meeting
moderators to control, 106107
one-on-one, 116117
participants. See Meeting
participants
planning. See Planning meetings
primary reasons for holding, 97
purpose of, 106
Mental movie of speech, 20
Mental vacations, 24
Messages
frequency of, 1011
timing of, 910
Minorities
ethnic, 182184
racial, 182184
Moderators
to control meetings, 106107
responsibilities of, 104105
Movement, 37
Mutual interest, discover points of, 17

Negotiating one-on-one, 152153

attitudes and negotiators, 153154
effective negotiating tactics,
157158

nonverbal clues to observe, 155156

preparing to negotiate, 154155
recommended behavior by
negotiators, 156
verbal clues, 155
Negotiators
attitudes and, 153154
to create positive climate, 156
News releases, 173176
Nondirective interview, 121
Nonparallel (inconsistent) language, 198
Nonproductive attitudes, 179
Nonverbal actions, 62
Nonverbal behavior
awareness of, 66
expert readers of, 65
Nonverbal communication, 55
categories of, 61
importance of, 6263
Nonverbal language, interpreting,
6466
Nonverbal messages, methods for
sending, 6364
Nonverbal skills, 63

Observe nonverbal language,

181182
Occupations, neutral terms for, 197
Off-site training opportunities,
138139
Older employees, communicating
with, 185186
On-site offerings training
opportunities, 138
One-on-one meetings, 116117
Online conferencing, 119
Opening paragraphs, 4
Organization, sizes, type, and
structure of, 133134
Organizational leaders, 201
Organizational manager, 207
Organizational policies, 205
Organizations programs, nature and
design of, 132
Orientation of employees
approaches to, 134135
cautions to observe, 135136

 INDEX
215

definition and nature, 132

follow-up, 135
scope of, 132133
stages of, 133
standards for, 133134
timing, 134
Outsider Rule of language, 196

Paragraphs
closing, 45
opening, 4
Perceptive writers, 68
Performance indicators, 143
Performance objectives, 140141
managers responsibilities
regarding,141
obtaining employees
commitment,142
selecting goals and priorities,
141142
standards for, 143144
Physical attributes, 198
Pitch, 3233
Planning meetings, 9798
equipment needed for, 103
factors, 98103
information to list on agenda, 99
meeting site factors to consider,
101102
number of participants, 101
seating plan considerations,
102103
types of participants, 100101
Planning your speech
collecting information, 18
essential steps for developing,
1820
items to consider, 1516
knowing and creating rapport with
audience, 1618
pre-speech check out of speaking
site, 2223
preparing speech to be read, 2022
timing adjustments, 22
using notes effectively, 20
Position, 36
Posture, 36

Pre-speech check out of speaking site,

2223
Press releases, 173176
Previewing, 92
Proactive manager, 204
Projection, 32
Pronunciation, 33
Proofreading methods, 8586
Proxemics, 61
Public service announcement
(PSA),174

Q and A period, 3839

methods for conducting, 3940
techniques for avoiding questions,
4041
Questions
kinds of, 127
types of, 125

Racial minorities, 182184

Ratings, types of, 169
Reading
needs of managers, 8788
rate, 8788
techniques to improve your,
9095
time-saving methods, 8890
Rehearsal, 22
Right evaluation site, 167

Scanning rate, 87
Second interview
list of suggested questions,
127128
planning and conducting,
125128
procedures, 125
process, 126
Seek communications, 189
Sending effective messages
choosing optimal time, 911
content factors to consider, 13
guidelines for organizing your, 45

216 INDEX

preparing, 3
selecting media for, 59
Setting priorities of goals, 147
Sex fair language
definition of, 194
general tips to avoid sexist
problems, 195196
goals of, 195
important facts about, 194
methods for learning, 196
standards for, 195
types of sexist problems, 196198
Sexual harasser, 206
Sexual harassment, 190
workshops, 206
Skilled listeners, 55
Skimming, 87, 9293
Social communication, 174
Social media, 174
Soft news, 174
Sources of information, 125
Speaker anxiety, 4243
attitudes by speaker, 44
body movement helps to relieve
tension, 4546
breathing properly, 4647
gain confidence by relating to
audience, 47
methods for relaxing, 45
prepared and organized, 4445
standards of effective speech, 43
Speaker, attitude, 25
Speaking, effective style of, 43
Speech
content, 19, 2728
delivering. See Delivering your
speech; Delivery methods of
speech
interactions with guest speakers,
5051
mental movie of, 20
planning. See Planning your speech
standards of, 43
types of, 43
Standards of performance, 163
Style of delivery, 19
Submissive employee, 167

Tailored questions, 125

Teleconferencing, 118120
Telephone interview, 121
Three pile system, 19
Time-saving methods, 8890
Timing of messages, 910
Troublemaker, 206207
Two-way communication, 145146
Types of ratings, 169

Verbal media, 6
advantages, 78
disadvantages, 8
Video interview, 121
Videoconferencing, 118120
Visual aids
types of, 34
using, 3435
Visual media, 6
Voice, 3132
coaches, 16
communication, 118

Well-organized message, 4
Win-win attitude, 153
Writing
attitudes for managers, 70
being brief and direct, 76
e-mail, 7980
effective style, 71
goal of, 68
important facts to, 6869
organizing message content, 7377
purpose, 7273
standards for, 6970
structure, tips on, 7374
tailoring message content, 7677
times to put things in, 7172
tips for clear, 7475
Written communications, 70
Written media, 6
advantages, 7
disadvantages, 7

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