Identify five principles violated in this email.

‫المملكة العربية السعودية‬‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Communications Management (MGT 421)
Course Name: Communication Management
Student’s Name:
Course Code: MGT421
Student’s ID Number:
Semester: 2nd Semester
CRN:
Academic Year: 2022-23-2nd
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: /15
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
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The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
Use APA reference style.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1.2 Communicate better, knowing that good communicators make better managers and that
communication is a dynamic process basic to individuals and organizational life.
2.1 Perform all communication abilities, including thinking, writing, speaking, listening, and
assessing the technology.
3.1 Analyze effective business letters, memorandums, and case studies.
Assignment Structure:
Assignment Question(s):
Part 1
Assess a Recent Difficult Conversation
Think about a recent difficult conversation you had. Ideally, select a conversation that
occurred in the workplace or at school. Based on this conversation, do the following:
1. Summarize the conversation in one paragraph.
2. Evaluate your and others’ performance in terms of assuming the best in one another,
staying calm, finding common ground, disagreeing diplomatically, avoiding
exaggeration and either/or approaches, and sharing all stories (including a shared
story).
3. Describe three ways you would approach the conversation differently if you did it over
again.
4. Assuming you had the conversation again, what are three questions you would ask to
invite a learning stance?
Part 2 (7 Marks)
SUBJECT: Make Sure Jim is Doing Well Emotionally; Please Send Me Files about Personnel
Policies
Hi,
I just talked to Jim by phone. He’s having a real rough time fitting in with his new team. I think part
of the problem is he’s going through a divorce right now, so let’s make sure we really take care of
him during the next few weeks. He’s been a loyal employee for so many years that we owe it to him
to support him in this time of need. One of Jim’s strengths is he’s a very sensitive, emotional person.
With all that’s going on his life right now, this emotional side of his is really draining and even
dysfunctional for him. So, please talk to several members of his team and make sure they’re
supportive.
Also, I can’t seem to find some of files that I sent you last month. Part of the problem is I’m traveling
right now with just my laptop and I’m a bit less organized than usual. Can you send me all the files
I’ve sent about new personnel policies? Thanks a lot.
Also, I’ve been thinking a lot about new ways of reorganizing our teams so that we’re getting the
most value added based on employee strengths and complementarities. We seem to set up our teams
so much based on individual performance evaluations but rarely if ever contemplate the appropriate
mix of personalities and complementary skill sets to really foster innovation in a way that drives
value for the company. In the next month, I will outline new principles and guidelines for team
assignments that we will gradually implement over a six to ten month time period in order to slowly
but surely reinforce new ways of collaborating and get the most out of teams. The ROI for this new
team approach will be demonstrable in a variety of metrics.
Thanks for all your good work. See you in a week when I get back. In the meantime, please send
my best wishes to everyone on the team and others you see in the office. This is a really important
time for all to stick together and focus on supporting one another. Enjoy your week!
Steve
Steve Goldstein
Business Development 1st VP
FCT Industries
Email: Steve.Goldstein@fctindustories.com
Skype username: steve.fctindustries
“Real patriotism is a willingness to challenge the government when it’s wrong.” –Ron Paul
1. Identify five principles violated in this email.
2. Make recommendations for improving this email.
Q2: Watch the short videos at the following link:
8 Email Etiquette Tips – How to Write Better Emails at Work – YouTube
In chapter 7, you learn about the principle of creating an effective email. Write a sample email
following the principle that you have learned.
Because learning changes everything.®
Chapter 7
Email and Other
Traditional Tools
for Business
Communication
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
Learning Objectives
7.1
Explain the trade-offs associated with richness,
control, and constraints when choosing a
communication channel.
7.2
Apply principles for writing effective emails.
7.3
Explain how to handle emotion effectively in online
communications.
7.4
Describe strategies for effective instant messaging in
the workplace.
7.5
Describe strategies for managing digital message
overload.
7.6
Explain principles for effective phone conversations
and videoconferences.
© McGraw Hill
Strategically Selecting Channels for
Communication
1
Communication Channel
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The medium you use to communicate.
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Email.
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Phone.
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Face to face.
Three considerations related to limitations:
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Richness.
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Control.
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Constraints.
© McGraw Hill
Strategically Selecting Channels for
Communication
2
Richness
Immediacy
• Richer communication
leads to more trust
building, rapport, and
commitment.
• Relates to how quickly
someone is able to
respond and give
feedback.
• Face to face is the
richest.
• High-immediacy requires
more cues.
© McGraw Hill
Strategically Selecting Channels for
Communication
3
Control
Permanence
• The degree to which
communications can be
planned and recorded,
allowing strategic message
development.
• The extent to which
the message can be
stored, retrieved, and
distributed to others.
Planning
• Implies that the communication
can be tightly drafted, edited
and revised, rehearsed, and
developed before delivery.
© McGraw Hill
Strategically Selecting Channels for
Communication
4
Constraints
Resources
• Practical limitations of
coordination and
resources.
• Financial, space, time,
and other investments
necessary to employ
particular channels of
communication.
Coordination
• Effort and timing needed
to allow all relevant
people to participate in a
communication.
© McGraw Hill
Strategically Selecting Channels for
Communication
5
Two Communication Channels
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Spoken: high in richness but low in control.
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Synchronous communication.
Written: low in richness but has a lot of benefits; more
formal than spoken.
•
© McGraw Hill
Asynchronous communication.
Creating Effective Emails
1
Primary form of written business communication.
Writing emails uses the basic principles of writing
style.
© McGraw Hill
Creating Effective Emails
2
Principles of Effective Emails
• Use for the right purposes.
• Ensure ease of reading.
• Show respect for time.
• Protect privacy and confidentiality.
• Respond promptly.
• Maintain professionalism and
appropriate formality.
• Manage emotion effectively.
• Avoid distractions.
© McGraw Hill
Figure 7.1 Time Devoted to Email by
Business Professionals
Access the text alternative for slide images.
© McGraw Hill
Source: Based on survey of 1,004 marketing, R&D, and IT managers in the following industries: Finance, Banking, and Insurance; Health Care and Social Assistance; Manufacturing; and Retail and Wholesale Trade.
Findings of this survey first presented at the following academic conference: Cardon, P. W. (2016, April 23). The role of leadership communication and emotional capital in driving internal social media use. Presentation
at the Association for Business Communication Southeast/Midwest Regional Conference. St. Louis, MO.
Use Email for the Right Purposes
1
Advantages
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Best suited for routine, task-oriented, fact-based, and
nonsensitive messages.
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Few constraints (low cost, little coordination).
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High control (the writer can think them out carefully, and
they provide a permanent record).
© McGraw Hill
Use Email for the Right Purposes
2
Disadvantages
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Not rich (lack verbal and nonverbal cues and immediate
feedback).
•
Should not be used to criticize others.
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Rarely appropriate for sensitive or emotional
communication tasks.
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Inefficient for facilitating discussions.
© McGraw Hill
Ensure Ease of Reading
1. Provide a short, descriptive subject line.
2. Keep your message brief yet complete.
3. Clearly identify expected actions.
4. Provide a descriptive signature block.
5. Use attachments wisely.
© McGraw Hill
Effective Email
Components
• Subject line.
• Greeting*.
• Message.
• Closing*.
• Signature block*.
• Attachments*.
*optional.
© McGraw Hill
Figure 7.2 Less Effective Email
Access the text alternative for slide images.
© McGraw Hill
Figure 7.3
More
Effective
Email
Access the text alternative for slide images.
© McGraw Hill
Show Respect for Others’ Time
Helpful Advice
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Select message recipients carefully.
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Provide timelines and options.
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Be careful about using the priority flag.
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Let others know when you will take longer than
anticipated to respond or take action.
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Avoid contributing to confusing and repetitive email
chains.
© McGraw Hill
Maintain Professionalism and
Appropriate Formality
Recommendations
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Avoid indications that you view email as casual
communication.
•
Apply the same standards of spelling, punctuation, and
formatting you would for other written documents.
•
Use greetings and names.
© McGraw Hill
Figure 7.6 Use of Email Greetings and Names in
a Low-Morale and a High-Morale Organization
Access the text alternative for slide images.
© McGraw Hill
Source: Data from Waldvogel, J. (2007). Greetings and closings in workplace email. Journal of Computer-Mediated Communication, 12(2), 456–477.
Manage Emotion and Maintain Civility
1
Emails invoke emotions, whether intended or not.
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Neutrality effect
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Recipients are more likely to perceive messages with an
intended positive emotion as neutral.
Negativity effect
•
© McGraw Hill
Recipients are more likely to perceive messages that are
intended as neutral as negative.
Manage Emotion and Maintain Civility
2
Cyber Silence
Cyber Incivility
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The violation of respect
and consideration in an
online environment
based on workplace
norms.
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Can be active incivility
or passive incivility.
When an email receives
no response.
© McGraw Hill
Figure 7.7a Active and Passive Incivility
from Supervisors
Access the text alternative for slide images.
© McGraw Hill
Source: Based on information from Lim, V. K., G., & Teo, T. S. H. (2009). Mind your e-manners: Impact of cyber incivility on employees’ work attitude
Figure 7.7b Active and Passive Incivility
from Supervisors
Access the text alternative for slide images.
© McGraw Hill
Source: Based on information from Lim, V. K., G., & Teo, T. S. H. (2009). Mind your e-manners: Impact of cyber incivility on employees’ work attitude
Manage Emotion and Maintain Civility
Steps to Address Uncivil Emails
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Reinterpretation
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Relaxation
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Defusing
© McGraw Hill
3
Manage Emotion and Maintain Civility
4
Defusing an Uncivil Email
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Focus on task-related facts and issues in your reply.
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Focus on shared objectives and agreements.
•
Express interest in arranging a time to meet in person.
•
If meeting is not possible, attempt to establish a richer
channel of communication than email.
© McGraw Hill
Figure 7.8 Less Effective Response to an
Angry Email
Access the text alternative for slide images.
© McGraw Hill
Figure 7.9 More Effective Response to
Defuse an Angry Email
Access the text alternative for slide images.
© McGraw Hill
Instant Messaging in the Workplace
1
Instant Messaging (IM)
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A relatively new and undeveloped form of communication
in the workplace.
•
May be considered as impersonal, uninteresting, rude,
intrusive, or inadequate.
© McGraw Hill
Instant Messaging in the Workplace
2
Helpful Tips
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Evaluate the meta message of instant messaging
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Use for simple and brief conversations, not for important
decisions.
•
Use a positive, supportive, and appropriately fun tone.
•
Don’t ask questions you can get answers to yourself.
•
Be careful about abbreviated language, emoticons,
acronyms, and emoji.
© McGraw Hill
Instant Messaging in the Workplace
Helpful Tips (continued)
•
Avoid sarcasm and jokes in most cases.
•
Avoid rescheduling meeting times or places.
•
Consider turning off sound alerts for incoming
messages/emails.
•
Identify yourself.
© McGraw Hill
3
Instant Messaging in the Workplace
4
Helpful Tips (continued)
•
Clearly end the IM exchange.
•
Avoid personal IM during work hours.
•
Avoiding sending instant messages after work hours.
•
Establish rules with your colleagues for instant messaging
during meetings.
© McGraw Hill
Figure 7.10 Instant Messages to Show
Support
Access the text alternative for slide images.
© McGraw Hill
Figure 7.11
Mismatched
Messaging
Styles
Access the text alternative for slide images.
© McGraw Hill
Figure 7.12 A Potentially Effective
Instant Message in a Meeting
Access the text alternative for slide images.
© McGraw Hill
Figure 7.13 An Ineffective Instant
Message in a Meeting
Access the text alternative for slide images.
© McGraw Hill
Managing Your Digital
Communication Efficiently
1
Follow these guidelines:
•
Check digital messages just four to five times each day at
designated times.
•
Wean yourself off checking your mobile devices
constantly.
•
Develop strategies to manage your inbox.
•
Turn off message alerts.
© McGraw Hill
Managing Your Digital
Communication Efficiently
2
Follow these guidelines: (continued)
•
Use rich channels, such as face-to-face and phone
conversations, to accomplish a task completely.
•
Reply immediately only to urgent messages.
•
Avoid unnecessarily lengthening an email chain.
•
Use automatic messages to help people know when
you’re unavailable.
© McGraw Hill
Building Connections with Phone
Conversations
1
Guidelines for one-to-one calls in the workplace:
•
Schedule and plan for your phone calls.
•
Ensure quality audio.
•
Open with a warm greeting and use your caller’s name.
•
After brief small chat, direct the conversation to the issues
at hand.
•
Speak with a pleasant, enthusiastic voice.
© McGraw Hill
Building Connections with Phone
Conversations
2
Guidelines for one-to-one calls in the workplace:
(continued)
•
Share conversation time equally.
•
Apply the rules of active listening and avoid multitasking.
•
Take notes on important points and summarize next steps
at the end of the call.
•
Close with appreciation.
•
Follow up on agreements.
© McGraw Hill
Figure 7.14 Time Devoted to Calling
among Business Professionals
Access the text alternative for slide images.
© McGraw Hill
Figure 7.15 Sample Meeting Request and
Agenda for a Phone Call
Access the text alternative for slide images
© McGraw Hill
Figure 7.16
Sample
Follow-up
Message with
Action Items
Access the text alternative for slide images
© McGraw Hill
Participating in and Leading Group
Voice and Video Calls
Helpful Tips
•
Practice using the technology before the group call.
•
Use your webcam effectively.
•
Use interactive tools wisely.
•
Start the call with purpose and take charge.
•
Follow the guidelines of effective virtual meetings.
© McGraw Hill
Business Communication: Developing
Leaders for a Networked World, 4e
Chapter 7
Because learning changes everything.
www.mheducation.com
© McGraw Hill
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
®