Management communication : principles and practice
著者
書誌事項
Management communication : principles and practice
（McGraw-Hill higher education）
McGraw-Hill/Irwin, c2005
2nd ed
- alk. paper
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注記
Includes index
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内容説明・目次
内容説明
Management Communication, 2/e by Hattersley and McJannet is a text and casebook that includes essential coverage of the principles of effective writing and speaking and aims to help the reader master the full range of skills required of a successful manager. Most of the eighteen end-of-chapter case studies were developed at Harvard Business School where Dr. Hattersley headed the Management Communication Department and where Dr. McJannet taught The cases put the reader in the role of decision maker and communicator in actual business situations. Five additional (or alternative) cases appear at the end of the book. While the text emphasizes in a simple, direct style, the enduring practical communication skills every manager needs to master, it also includes full chapters on electronic communication, corporate ethics, audience analysis, meeting management, giving and receiving feedback, choosing media, style and tone, intercultural communication, and business and the press. The two concluding chapters provide two style manuals, the first on writing and the second on speaking, through the use of graphics and group presentations. Each is designed to be cross-referenced throughout the course and serve as a valuable resource for readers to refer to throughout their careers.
目次
- Part 1: Principles of Effective Communication Chapter 1: Foundations of Management CommunicationOverview of the field, main schools of thought, basic analytical tools, key ethical considerations, and how to serve as a credible source.Chapter 2: GoalsDefining and organizing communication tasks in a general management context
- clarifying goalsCase: Yellowtail Marine, Inc. Chapter 3: Audience Analysis Identifying, understanding, and ranking your audiences Case: Weymouth Steel Corporation Chapter 4: Point of View Understanding competing motives, needs, and viewpoints
- interpersonal communication Case: Smith Financial CorporationChapter 5: Message: Content and Argument Shaping the messages that will achieve your goal Case: Cuttyhunk Bank (A) Chapter 6: Structure Shaping your argument to the needs of your audience Case: McGregors Ltd.Department Store Chapter 7: Choosing Media What media best convey your messages
- upward and downward communication Case: The Timken Company Chapter 8: Style and Tone Delivering your messages in language suitable to your audience Case: Vanrex, Inc. Part 2: Applications Chapter 9: Giving and Receiving Feedback Hearing and being heard Case: Bailey and Wick Chapter 10: Meeting Management Participation and leadership Case: Lincoln Park Redevelopment Project Chapter 11: Communicating Change Using communication to overcome resistance to change Case: Hammermill Paper CompanyChapter 12: Communicating with External Audiences Selling your organization's point of view to concerned constituencies Case A: Oxford Energy Case B: NutraSweetChapter 13: Diversity and Intercultural Communication Multicultural and international communication Case A: Reed-Watkins Pharmaceuticals Case B: International OilChapter 14: Personal And Corporate Ethics Making individual and organizational ethical choices Case A: Hal of Erhardt & Company: One Audit Senior's Dilemma Case B: McArthur HouseChapter 15: Electronic Communication Shaping the message to the medium Case A: Unifone Communication Case B: Savin Consulting Part 3: Technique Chapter 16: Effective WritingStyle manual to be cross-referenced throughout the courseChapter 17: Effective Speaking Style manual on speaking, use of graphics, and group presentation to be cross-referenced throughout the courseAppendix: Case 19: Dotsworth PressCase 20: Inland Steel Coal Company (A): The Sesser Coal MineCase 21: United Way of El PasoCase 22: "Fair is Fair," Isn't it?Case 23: Kellogg Company
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