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The main idea of the chapter is to talk about the management style of communication in relation to decision making and if subordinate can predict a supervisor style, then he/she will know when and what to communicate with their supervisor. Communication can provide a link between manager and subordinate. Effective communication can provide a promotion chance to subordinates and facilitate the decisions making process in an organization. However, it also sets a trap to subordinates to loss their jobs if they do not know the norms of an organization. To survive in an organization, it is essential to the subordinates that they ought to know which communication the company is playing and try to adapt to the system. chemas-microsoft-com:office:office" />>>
After examining different theories, the writer develops four approaches for Management Communication Style (MCS). Firstly, the tell and sell approaches only focus on the decisions from the boss. What the contribution of the manager is to announce to the subordinate or persuade them to support the idea without consulting. On contrary, the consult and join approaches focus on listening the opinions of the subordinates. The difference is the final decision is made up by the manager in consult approach, whereas the manager will set the criteria and delegate the decisions making to the subordinates. To identify the MCS in everyday life, people can observe the communication style, then they will know the what types of MCS is in operation and be prepared to decide how to react to manager.
People often regard communication as granted and have not become sensitive enough to the communication signals of the others. Thus, communication problems often occur between the supervisors and employees. Such as no one know who is responsible for some particular duties or the duties involve how many areas. To overcome the barrier and make communication become more efficient, it is necessary to know different features of communication types in the working environment, but also understand why the leaders sometimes will use one MCS rather than others.
In particular situation, employing one MCS is unavoidable. For example, when I was a head prefect, I do not familiar with the prefect system and duties at first. Therefore, I had to follow the words of discipline teachers. While I was in the organization longer, I had the right to suggest what activities and additional duties I can organize for prefects.
Nevertheless, employing one MCS all the time is not either or a good idea. If I often make the decisions by my own interest, the other team prefects will feel ignored and no contribution in the discipline team because their opinion is just confined by my needs. The situation is same as in company. The employees do not have right and freedom to create others innovative ideas. Some talent may feel frustrated to work in this environment and seek for other companies with relatively open climate.
On the other hand, despite I often take the measures from team prefects, they will feel disappointed and unsatisfied even they have given ideas. For instance, when I develop a new arrangement for prefect’s duty, it is a time consuming process to consult all the prefects favour and no one will know whether the idea is the best or not.
In fact, there are no specific rules for the use of different approaches. It depends on the situations. As an employee, it is the essential survival skill to know what kinds of the MCS the manager is employing and well prepared for different potential impacts.
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