Managerial Communications Essay Example for Free

Managerial Communications Essay Hynes introduces a calculated approach to managerial communication by dissecting it into three separate, yet mutually dependent functions. Hynes believes that with these approaches, management and employees alike can learn to adapt to one another to create an effective work force. The first layer is based on the idea that an employer and his employees can create a positive work atmosphere with the communication climate they set with one another. If a manager and his employees have an open and trusting relationship, it makes communications much easier for the both of them, regardless of their status. By allowing employees to contribute their thoughts and opinions without the fear of backlash, managers will see better job performance within their workers. Employers can often create an open communication climate through regular team building meetings and workshops. Communication climate also challenges managers to do their part by listening to their employees’ feedback. In order for effective communication to occur, an employee should feel comfortable in their work atmosphere and fully believe that their manager will take their words into deep consideration. Founder and President of Pillar Consulting LLC , Joelle K. Jay, PhD states, â€Å"On a personal level, people feel acknowledged when others validate their feelings. Managers who ignore feelings can create distance between themselves and their employees, eroding the relationship and ultimately affecting the working environment (Jay, â€Å"Communicate Well: Five Strategies To Enhance Your Managerial Communication Skills†). † From that statement, managers must also learn the boundaries within successful communication. In Hynes’ text, he also states that, â€Å"a positive climate is fragile†¦after only one or two critical errors, a positive environment can quickly change to one of distrust and closed communication, making future communication more difficult† (28). Managers must also learn to face the challenges of workers who become too comfortable in their environment. For example, Manager A and his Employee B, may have a friendly and casual relationship—one in which they may feel so comfortable that they talk about their personal and/or family business with one another. This is good in the sense that Employee B learns to trust Manager A and feels he can chat comfortably about his feelings toward his job. Now, if Employee A begins to feel so comfortable that Manager A is finding consistent errors within Employee B’s work, it is only right for Manager A to step in and confront him about the matter. Depending upon the choice of words used by Manager A and how Employee B feels about the situation, it can change the communication climate. One bad meeting can leave Employee B feeling angry with Manager A. He may no longer wish to have such a friendly demeanor towards him in the future. This can cause a strain on their communication with each other in the future. Another way to open a communication climate is through organizational culture. In an age of such advanced technology, many businesses no longer feel the need to speak to a person directly, either face-to-face or over the phone. The use of email has become a strong tool in business as it allows users to speak to each other without having to schedule a set time for both parties to meet only to say a few words. From the previous example, Manager A may be in a business that is highly dependent on email to speak to his employees in order to give clear, direct orders. Employee B may have previously come from an organization where meeting face-to-face was the ideal way to speak to anyone—management or employees alike. If Manager A decided it would be easier to email Employee B of the mistakes that he’s been making, Employee B may take that as a sign of disrespect. Employee B may not understand the tone that Manager A is reflecting in the email, leaving Employee B with the notion that Manager A couldn’t take time out of his schedule to speak with him directly. Their different perspectives of organizational culture could cause their gap in communication to widen tremendously. Organizational culture can help managers to better understand Hynes’ second layer in his approach to strategic communication. As the sender, Manager A’s personal characteristics can greatly affect the way he communicates with his employees. Before speaking with Employee B about his mistakes, Manager A must first reflect on what he will say to Employee B and how he will say it to him. Efficient communication can be the determining factor for communications in the future. While an employee only has to adjust his communication for his manager, a manager will need to find a way to relay his message to each employee in the most comfortable and appropriate manner they deem fit. The manager must constantly adjust this speech for each person that he meets with to ensure a satisfactory outcome. Though employees must mainly focus on how to communicate with management, there are various factors they must also take into consideration. How an employee takes in what an authority figure is saying to them greatly depends on their closeness with management, how they feel about the subject, concern for the subject, their current mindset, and their differences in position. As a receiver, an employee can choose how to accept a message being given to them by their employer. In the previous example between Manager A and Employee B, it was said that Manager A would have to speak with Employee B about the mistakes he’s been making in his work. Since both parties already have a close relationship, Employee B will be more open to hearing what Manager A has to say. Employee B may have had a bad morning and doesn’t want to talk to anyone, let alone hear what Manager A has to say about his errors. By having a platonic relationship with his employee, Manager A is at an advantage because Employee B will respect him for their friendship. Employee B will be more willing to take Manager A’s words into consideration and change his future actions. Managers must also be mindful of the language they use when speaking with their employees. If they are knowingly using jargon that their employee will not understand, communicating properly will be a difficult task. Not all conversations between employers and employees are ones that criticize their work. Before speaking to their employees, whether in a group setting or a one-on-one conference, a manager must first carefully examine the topic. He must verify that the subject matter would be something that is beneficial to the work force, or something that is unnecessary to building the work morale. In Hynes’ third layer, it is learned that in order to measure how successful a communication approach is, managers must also consider how to get their message across to their employees. As stated before, Manager A may want to email Employee B on the subject of his work. Before doing so, Manager A must fully analyze the words he will be saying to Employee B and recognize if the matter is something that may be better said in person. Also, in Employee B’s organizational culture, he may not be acclimated to receiving the critique of his work in writing. By speaking to Employee B personally, Manager A has the chance to show him that he respects him by meeting him face-to-face. To ensure a message is clearly stated to employees, managers must also take the necessary steps to find a comfortable place and time for them to meet. If the place of employment is one that deals with much noise such as a construction site, managers should take his directed employees to a comfortable place away from many outside distractions. Managers must also consider the amount of time it may take to speak to his workers. On a construction site, more time wasted can also lead to more money wasted. Managers must carefully plan their speech in an amount of time that does not interfere with the actual workload. By using these tactics laid out by Geraldine E. Hynes, managers can begin to set up their own communication strategies to ensure future success. Managers can compare and use these strategies as a baseline to communicating efficiently.

Analysis of Accuracy of MidYIS Tests Essay -- Papers

Analysis of Accuracy of MidYIS Tests Introduction This essay is an exploration into the relevance of MidYIS tests as a predictor for results at GCSE Music. A comparison will be made between two sets of skills: those assessed by the MidYIS test - taken by most children in England at the beginning of year 9 - and those which, according to exam boards and experienced music educators, are tested at GCSE. Certain fundamental skills required for success at GCSE Music cannot be tested in the MidYIS tests, and I would suggest that a combination of MidYIS-type testing, musical intelligence assessment and some measure of the amount and quality of musical experience gained before embarking on the GCSE course would serve as a much more relevant indicator of likely success, and a more appropriate baseline from which to measure value added. However, the term 'success' needs defining - many pupils who are excellent musicians even before they reach year 9 may not obtain the highest marks at GCSE, and this begs the question, what exactly does GCSE music test, the musicality of a pupil (which will be discussed with reference to Howard Gardner's theories of multiple intelligence) or a pupil's ability to 'jump through the hoops' required to do well in this type of exam? Schools continually have their statistics compared, and the practice of comparing 'value added' through the means of a baseline test, is undoubtedly fairer than simply comparing final results. However, if, as I will argue, the baseline test is largely meaningless, music departments should not be put in the difficult position of having to justify any statistical 'evidence' of underac... ...GCSE? What is missing in the MidYIS and Bentley that is fundamental to GCSE? Sum up how you could do a research project into MidYIS' relevance to each section of the exam paper. Conclude on whether the MidYIS test is important. --------------------------------------------------------------------- [1] http://cem.dur.ac.uk/MidYIS/ (accessed on 22 May 2002) [2] http://cem.dur.ac.uk/MidYIS/documents/newsletter6.doc (accessed on 23 May 2002, published January 2000) [3] http://cem.dur.ac.uk/MidYIS/Psa.htm (accessed on 22 May 2002) [4] http://cem.dur.ac.uk/MidYIS/documents/newsletter6.doc (accessed on 23 May 2002, published January 2000) [5] http://cem.dur.ac.uk/MidYIS (accessed on 25 May) [6] http://cem.dur.ac.uk/MidYIS/documents/newsletter7.doc (accessed on 23 May 2002, published Spring 2000)

The Shadow – Creative Writing

The sun rose from behind the hill, at tower hill, as it climbed higher in the sky, its rays beamed through the window pains of the roof of the train station. Mr Hitchin's stood staring at the train schedule; he didn't know where to go, London, or Leeds? Mr Hitchin's was looking for work, tower hill just wasn't good enough, he had bigger and better things in mind, he wanted to make the money and give the orders, but this time he wasn't going to let happen what happened last time. He had decided, he was going to Leeds. He was wearing a black trilby hat, and a black pin striped suite, he was also wearing a long brown trench coat, that traipsed along the floor as he made his way to the ticket office. â€Å"One way to Leeds† he said to the ticket officer. â€Å"What time?† said the ticket officer? â€Å"12:35, please if that's the one that goes the earliest† questioned Mr Hitchin's â€Å"Yes sir, that is the earliest train to Leeds today sir, that's à ¯Ã‚ ¿Ã‚ ½12.50 please† Mr Hitchin's handed the officer the money â€Å"Thank you sir, you look familiar have we meet before? you remind me of somebody that I saw in the paper, but I can't remember what for, ow well was probably somebody else, have a pleasant journey sir† â€Å"Thank you† Mr Hitchin's replied. He made his was to the platform ready to catch the train, the time was now 12:39, 4 minutes late, two police officers walked through the entrance of the train station, Mr Hitchin's stood with his back to the wall, around the corner from the platform, wedged between the wall and a vending machine. The police officers were getting closer to him, as they walked down the platform asking people questions and showing them a piece of paper. â€Å"Excuse me sir, have you seen this man?† Mr Hitchin's looked at the sheet of paper there was a picture of him and the words ‘wanted, for attempted murder' on it! He quickly jerked his head down and slightly pushed the brim of his hat over the edge of his face. â€Å"No, sorry† he quickly replied. The train was now at the platform, and people were boarding it, one of the officers' looked him up and down. â€Å"Excuse me sir, do you mind if you come with us, so we can ask you some questions?† â€Å"Of course† Mr Hitchin's replied, as they made there way to the exit of the train station, Mr Hitchin's turned and ran to the doors of the train, the police officers stumbled behind him trying to catch him. As Mr Hitchin's jumped onto the train the doors firmly closed behind him. The train set off, as the police officers ran at the side of it trying to catch it, but the train carried on going, all the way to Leeds. Mr Hitchin's was scared; the police were onto him again†¦ Mr Hitchin's was awoken as the train jerked to a halt; people clambered over each other as they exited the train. He rose from his seat, collected his belongings, and left the train as well. Here he was Leed's city station, he looked around there was police at the entrance and still the wanted posters were around on the walls as well. He made his way over to a news paper stand, were he brought a copy of the Yorkshire post, were he had happened to make the front page, again, the headline read â€Å"convict on run for attempted murder†. He jerked quickly hading over the cash and makes a swift exit of the station, he turned out of the station, and made his way to the Queens hotel. He exited the hustle and bustle on the streets, and made his way into the reception of the queen's hotel. The warm air welcomed him with the smell of peaches, he swiftly made his way to the front desk, were he rang for some service. â€Å"Hello sir, and welcome to the queens hotel† said a man, who emerged from behind the counter, he was quite short and had jet-black hair. â€Å"Hi, I'd like a room for one, for 4 week's,† said Mr Hitchin's â€Å"Yes sir, the total will be a total of à ¯Ã‚ ¿Ã‚ ½2,100, when would you like to pay?† â€Å"On my departure† replied Mr Hitchin's â€Å"Very well sir, we do insist of a deposit of 10% sir† Mr Hitchin's handed the receptionist the money â€Å"Thank you sir, her is your room key, it is room number 24 it is up the stairs and is the first room on your right†. Mr Hitchin's made his way to his room, he opened the door and walked in, he paced over to the window and peered out, the streets were full of people making there way to work, what was he going to do? He needed a job, so he grabbed the Yorkshire post he bought earlier and started to look for a decent job. Half an hour had past, he still hadn't found anything. He needed a new identity, a now look, so he grabbed his phone and called Steve, â€Å"hi Steve, it's Greg, well I'm in Leeds and as you know in a spot of trouble and I need a cover, can you help?† â€Å"Meet me outside the royal armoires in 2 hours† replied Steve. Mr Hitchin's set off to meet Steve, he walked down bridge gate end, over the river Aire, and onto dock street, soon he reached armouries way and waited for Steve to arrive. He saw Steve inside, and sharply made his way inside, making sure his identity wasn't recognisable. He sat in an arm chair by the side of the door, Steve walked over and sat down next to him, he placed an envelope that he had in his hand on the arm of the chair, Steve then got up, leaving the envelope on the chair arm and walked away, Mr Hitchin's took the envelope and placed it in his inside pocket, and made his way back to the hotel. On his way back, Mr Hitchin's noticed that there was a black ford escort following him, with two men on foot, who also seemed to be following him, Mr Hitchin's quickened up his pace, he was just about to turn into the street were the hotel was, when a police officer stepped in front of him and said â€Å"Greg Hitchin's, I think we need to talk†

About the Magney House in Australia