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Sneak Preview Management Communication An Anthology: Revised Second Edition Edited by Farrokh Moshiri Included in this preview: • Copyright Page • Table of Contents • Excerpt of Chapter 1 For additional information on adopting this book for your class, please contact us at 800.200.3908 x501 or via e-mail at [email protected] Sneak Preview Management Communication An Anthology Revised Second Edition Edited by Farrokh Moshiri University of California, Riverside Copyright © 2011 by Farrokh Moshiri. All rights reserved. No part of this publication may be reprinted, reproduced, transmitted, or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfi lming, and recording, or in any information retrieval system without the written permission of University Readers, Inc. First published in the United States of America in 2010 by Cognella, a division of University Readers, Inc. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identifi cation and explanation without intent to infringe. 15 14 13 12 11 1 2 3 4 5 Printed in the United States of America ISBN: 978-1-60927-925-7 Contents Introduction 1 SECTION ONE COMMUNICATING WITH THE PUBLIC: PUBLIC SPEAKING, ORAL PRESENTATIONS AND PUBLIC RELATIONS Public Speaking and Oral Presentation Skills: Introduction 7 How to Become an Authentic Speaker 9 By Nick Morgan Th e Kinesthetic Speaker: Putting Action into Words 17 By Nick Morgan Listening to People 29 By Ralph G. Nichols and Leonard A. Stevens Message Credibility: How Public Relations Can Enhance Communication 43 By Heather Ilizaliturri SECTION TWO TEAMS AND TEAM MANAGEMENT Teams and Team Management: Introduction 49 Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools 53 By M. Katherine Brown, Brenda Huettner, and Char James-Tanny Th e Team-Building Tool Kit: Tips and Tactics for Eff ective Workplace Teams 71 By Deborah Mackin When Teams Can’t Decide 91 By Bob Frisch SECTION THREE CULTURE AND COMMUNICATION Culture and Communication: Introduction 101 Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations 105 By Geert Hofstede Communication for Intercultural Management 143 By Arthur H. Bell and Dayle M. Smith What’s Needed Next: A Culture of Candor 167 By James O’Toole and Warren Bennis White House Unbuttons Formal Dress Code 175 By Sheryl Gay Stolberg Culture and Communication in Intercultural Communication for Business 179 By Elizabeth Tuleja SECTION FOUR CRISIS COMMUNICATION Crisis Communication: Introduction 205 Crisis Management: Master the Skills to Prevent Disasters 209 By Richard Luecke Crisis Communication: Lessons from 9/11 221 By Paul Argenti Incident Assessment: Proactive Versus Reactive Measures 231 By Gerald Lewis Key Roles Within and Outside the Organization 239 By Gerald Lewis Global Technology and Corporate Crisis 245 By Simon Moore and Mike Seymour CASE STUDY A: TOYOTA Toyota Tries to Get Back on Track 273 By Ken Bensinger and Tiff any Hsu Toyota’s Tylenol Moment 277 By Alex Taylor III Toyota’s Top Executive Under Rising Pressure 279 By Hiroko Tabuchi and Bill Vlasic How Did Toyota Veer So Far off Course? 283 By Tim Webb, Robert Booth, Justin McCurry, and Paul Harris Reasons Why Toyota Will Recover Quickly from the Recall Mess 289 By Stephen Grocer CASE STUDY B: THE FINANCIAL COLLAPSE OF 2008 Lesson of the Crash of ‘08 293 By Allan Sloan We Were Looking at the Abyss 297 Interview with Tim Geithner When Wall Street Nearly Collapsed 299 Interviews by Alyssa Abkowitz, Katie Benner, and Telis Demos SECTION FIVE TECHNOLOGY AND MANAGEMENT COMMUNICATION Technology and Management Communication: Introduction 307 Technology and Management Communication 309 By E. Rolland and J. Gregg References and Suggested Readings 319 Index 325 Introduction anagers lead, handle crisis, and supervise. Yet, at the same time they have to motivate their employees, listen to them, and communicate routine Moperational matters. Th eir audiences can range from part-time student workers who simply need guidance to high-level executives who are expecting a fi rst- class presentation. Managers communicate orally, in writing, and through gestures. Th ere are many textbooks that do a splendid job of addressing any of the three aforementioned communication methods, particularly when it concerns eff ective writing methods. Yet, there is not a single text specifi cally designed for business un- dergraduates that off ers both a balanced treatment of all three topics and a thorough analysis of non-written communication methods. Another issue that emerges from a review of business communication textbooks is the imbalanced treatment of teams. Teams are a fundamental aspect of corporations today, and the odds are almost certain that anyone reading this manuscript will either have to work in a team or has already participated in teams. Yet, again, you would be hard-pressed to fi nd a discussion of teams in a business communication textbook that is both thorough and balanced. You either must select a book that solely discusses teams (which sacrifi ces other important topics) or rely on the obligatory chapter on teams found in business communication textbooks, which off er a scant and incomplete discussion of teams. Similarly, nonverbal communication methods that include body movements, pos- tures, gestures, and issues of time and space are vitally important to the eff ectiveness of the spoken word. Often, these behaviors are infl uenced by both organizational and national cultural context. Th ese nonverbal behaviors assume special relevance when oral presentations are made; at times, they contradict the spoken word, or they can serve to affi rm its meanings. One of our authors, Nick Morgan, writing in Harvard Business Review, calls these behaviors “a second conversation,” and argues that when words and actions do not match, it is our actions or our second conversation that assumes prominence (Morgan, 2008). Yet, once again, a textbook that off ers a balanced and thorough discussion of the “second conversation” is hard to fi nd. As I taught class after class of students at UC Riverside, well over a thousand students in total, I became convinced that the solution for eff ectively teaching all of the relevant topics involved adoption of the two-book approach. One textbook would focus almost exclusively on written communication methods while another would tackle the non-written aspects of communication. Th ere are many excellent textbooks Introduction • 1 that address the written aspects of business communication. Th is anthology seeks to fulfi ll the second function. WHAT DOES OUR ANTHOLOGY OFFER? Teams are discussed here in some detail. Since virtual teams are more common today, we have included a selection from M. Katherine Brown’s book on virtual teams that addresses the formation and development of teams. To see how teams actually behave and to obtain some practical advice on confl ict resolution, we have included a selection from Deborah Mackin’s tool kit on teams. Finally, problems in executive teams’ decision-making are addressed in a selection from Harvard Business Review by Bob Frisch. Public speaking is covered through the inclusion of two selections from Morgan’s work where the emphasis is placed on making a “visceral, personal, and emotional” connection to your readers (Morgan, 2001). However, to be a good communicator, one fi rst needs to appreciate listening. If you had heard a top executive say “80 percent of my work depends on my listening to someone, or someone else listening to me,” you probably would think that the statement had been made recently. In fact, this is part of the opening paragraph in a 1957 Harvard Business Review article by Ralph A. Nichols and Leonard A. Stevens. A successful sales person, for instance, is one who can listen to the customer and, as the authors state, conduct on-the-spot customer research (Nichols and Stevens, 1957). However, listening to spoken words and the methods of delivering those words and their interpretations are infl uenced by our culture. Culture can aff ect communication from both an organizational and a national perspective. Selections from Geert Hofstede’s classical work, Culture’s Consequences, are meant to provide students with a fi rm introduction to the concepts of culture and various possible organizational cultures from an academic standpoint. Th e selection from John V. Th ill and Courtland L. Bove’e is intended to provide a more practical introduction to the impact of cross-cultural diversity on communication and provide a “how to” guide for what to do in a foreign country. Th e later selection from Elizabeth A.Tuleja shows how national culture might aff ect the interpretation of the spoken world and our secondary conversation. Tuleja off ers a fascinating discussion of national cultural diff erences, from the “high context” cultures of Japan and Korea, to the “low context” cultures of Scandinavia and North America. Th roughout, we see how culture aff ects not just the interpretation of words, but also the methods of negotiation and conducting business meetings. Th e infl uence of organizational culture on communication is discussed in James O’Tool and Warren Bennis’s article on the need for transparency and openness in organizations. Th e application of a more open culture and its infl uence on communication is shown in Th e New York Times article on Obama’s White House. Th e article 2 • Management Communication: An Anthology vividly shows how a cultural change brought about by a change in leadership aff ects communication in the workplace. Finally, few managerial communication textbooks deal with crisis management. Yet, managers worldwide deal with crises every day. Our selection on crisis management includes reprints of Fortune interviews on the 2008 fi nancial collapse, Toyota’s sudden unintended acceleration crisis, and several detailed selections on crisis management.

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