Managerial CommunicationStudent Notes5Nov.docx

Managerial CommunicationStudent Notes5Nov.docx

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ManagerialCommunicationStudentNotes5Nov

ManagerialCommunication

Contents

Courseschedulep.2

Stepstoprepareforallmanagerialcommunicationp.3

3-minutestand-uppresentationsp.4

Johnson&Johnson:

TheTylenolTragedycasestudyp.6

TheChineseNegotiationp.18

AlphaGearingShanghaicasestudyp.20

Impromptupresentationsp.22

HarvardBusinessReviewarticlesp.24

One-to-oneInterviewsp.26

Interviewrole-play#1（Jamie&Bobby）p.27

Interviewrole-play#2（Chris&Sandy）p.31

Interviewrole-play#3（Lee&Alex）p.37

AvonChinacasestudyp.43

CourseSchedule

Session1:

9-Nov

Session2:

16-Nov

Pre-coursepreparationforsessions1:

▪3-minindividualpresentationsandfeedback–“ThemostvaluablelessonIhavelearnedinlifeandhowitwillhelpmyfuturecareer”

▪Read‘JohnsonandJohnson–TheTylenolTragedy’casestudy

▪Discussiononhowtorunefficientandeffectivemeetings

▪Roleplay:

InternalmeetingonJohnsonandJohnson–TheTylenolTragedycasestudy

▪Roleplay:

InternalpreparationmeetingforexternalpressconferenceonTylenolTragedy

▪Roleplay:

PressConference

Preparationforsessions2:

▪Read‘TheChineseNegotiation’

▪Prepareteampresentation&facilitationonassignednotion

▪Read‘AlphaGearingShanghai’casestudy

▪Facilitatingdiscussionon‘TheChineseNegotiation’（teamsoftwo）

▪AlphaGearingteampresentations（teamsof3–5）

▪Individualimpromptupresentations

Preparationforsessions3

▪ReadassignedHBSarticle&preparea5-minutepresentation

▪Prepare500wordwrittenreflectiononsession13-minutetalk

Session3:

23-Nov

Session4:

30-Nov

▪Submit500wordwrittenreflectiononsession13-minutetalk

▪HarvardBusinessReviewarticleindividual5-minutepresentations

▪One-to-oneinterviewrole-plays

▪Roleplay1:

‘Jamie&Bobby’

▪Roleplay2:

‘Chris&Sandy’

▪Roleplay3:

‘Lee&Alex’

Preparationforsession4:

▪Read‘AvonProductsChina’casestudy

▪Prepareandsubmita1-pagewrittenaudienceanalysisandcommunicationstrategyforassignedaudience

▪Prepare15-minuteindividualpresentationwithvisualaids

▪AvonProductsChina’individual15-minutefinalpresentations

StepstoPrepareforAllManagerialCommunication:

1.Understandtheaudience.ReferenceMaryMunter’s“GuidetoManagerialCommunication”ChapterIonAudienceStrategy

2.Askyourselfthefollowing3questionsandprepareyourcommunicationtohelpyouraudienceto“share”youranswers.（Communicationistheprocessof“sharing”thoughts,ideas,information,andfeelingsthroughunderstandablelanguages.）

a.WhatdoIwantmyaudiencetoremember?

（Substantial）

b.WhatdoIwantmyaudiencetodo?

（Consequential）

c.HowdoIwantmyaudiencetofeel?

（Effective）

Theprocessofmanagerialcommunicationshouldbecarriedoutasefficientlyaspossiblewithoutsacrificingthequalityoftheabove3answers

3.Structureyourcommunicationandchoosethecommunicationstyle（tell,sell,consult,join）accordingtotheanswerstotheabove3questions.ReferenceMaryMunter’s“GuidetoManagerialCommunication”ChapterIonMessageStrategy,ChapterVonVerbalStructureandChapterVIIonNonverbalSkills.

4.ThemeasuresofsuccessforManagerialCommunicationare:

a.Content:

SubstantialandConsequential

b.Delivery:

EfficientandEffective

5.Afteryourcommunication,askyouraudiencetoanswerthethreequestionsinpointtwoaboveandcomparetheiranswerswithyourown.Weretheythesame?

Howcanyouimproveyourcommunicationsothattheaudience’sanswerswillbesimilartoyouranswers?

Session1a~ThreeMinuteStand-upTalk

Mode:

one-to-manycommunicationwithoutvisualaids

Style:

tell/sell

Task:

Delivera3-minpresentationon:

“ThemostvaluablelessonIhavelearnedinlifeandhowitwillhelpmyfuturecareer”

Note:

Thepresentationwillbevideotapedforstudentreview.

Instructions

✶Introductiontoeffectivepublicspeaking

✶Delivera3-minutetalkontheabovetopic

✶Providefeedbacktoapeerontheirperformance

✶Whenrecordingsareavailable（you’llbenotifiedbyemail）writeaone-pageself-evaluationonyourperformance.

Requiredreading:

✶MaryMunter,GuidetoManagerialCommunication

oChapterI–CommunicationStrategy（CommunicationStrategy/AudienceStrategy/MessageStrategy/ChannelChoiceStrategy）

oChapterV–Speaking:

VerbalStructure（Tell/SellPresentations）

oChapterVII:

Speaking:

NonverbalSkills（NonverbalDeliverySkills）

Recommendedreading:

✶AreYourPresentationsInspiring?

HarvardBusinessReview

✶HowtoMakeEvenWeakSpeechesGreat.ByNickMorgan

Individual3-minutePresentationon

“ThemostvaluablelessonIhavelearnedinlife

andhowitwillhelpmyfuturecareer”

PeerEvaluationChecklist

Asyouwatcheachtalk,considerthefollowing:

Contentandorganization

ExcellentGoodSatisfactoryPoor

Thespeaker:

✶Caughttheaudience’sattentionandexplainedher/hispurposeinabriefintroduction

✶Choseamessagethatwassuitablefora3-minutetalk

✶Focusedonalessonthatwasinterestingandthatyoufeltwasvaluableandapplicabletoyourfuturecareer

✶Providedasummary&clearconclusionattheend（canyourememberthekeypointsafterwards?

）

✶Demonstratedgoodtimemanagement

Delivery

ExcellentGoodSatisfactoryPoor

Thespeaker:

✶Usedaconversationalapproach（didnotreadfromnotes,screenormemorizescript

✶Facedtheaudiencewhilespeaking

✶Hadmeaningfuleyecontact

✶Usednaturalhandgestures;heldnotesappropriately

✶Hadapleasant&enthusiasticexpression;engagedviewers&createdrapport

✶Hadanexpressive,wellmodulatedvoicewithgoodintonation

✶Pacedtheirrateofspeechappropriately&includedpausesforeffect

✶Wasfluentandexpressedthemselveswithoutusingtoomanypausefillers

✶Usedlanguagethatwasclear&understandable（grammar,pronunciation&enunciation）

Session1b~JohnsonandJohnsonTylenolTragedyCase

Mode:

many-to-manycommunication（strategymeeting&pressconference）

Style:

consult/join&tell/sell

Task:

Yourtaskistoassumearolefromthe“JohnsonandJohnson:

TheTylenolTragedy”case;participateininternalcrisisstrategymeetingandanexternalpressconference.Yourinstructorwillprovideyouwithadescriptionoftheroleyouaretoplay.

Instructions:

Part1:

CrisisStrategyMeeting

✶Discusshowtorunefficientandeffectivemeetings（15min）

✶Inteamsof6to8,divideuptherolesandthenmeetwithyourcounter-partsfromtheotherteamstobrainstormideasonwhatyouknow,don’tknow,wouldliketoknow,andwhatyouplantosayatyourrespectivemeetings（15min）

✶Role-playtheJohnson&JohnsoncrisisstrategyteammeetingchairedbytheCEO（30min）

✶Aftertherole-play,returntotheclassroomandindividuallythenasagroup,reflectuponthesuccessofyourmeeting（10min）.

✶Giveashortteamreporttotherestoftheclassaboutthesuccessofyourmeeting;sharingboththeeffectiveandineffectiveaspectsaswellaswhetheryourgroupachievedtheirmeetingobjectives（20min）.

✶Break（15min）

Instructions:

Part2:

CrisisCommunicationPressConference

✶Inyourteams,preparefortheJohnson&Johnsonpressconferencerole-play–forthispartanewCEOshouldbeassigned（30min）

✶Role-playthepressconference（15minperteam,includingQ&A）.

✶Provideteamfeedbacktooneotherteam.

Requiredreading:

✶HarvardBusinessSchool–the“JohnsonandJohnson:

TheTylenolTragedy”case

✶Individualrolesforthecrisisstrategymeetingandpressconference

✶MaryMunter,GuidetoManagerialCommunication

oChapterVII:

Speaking:

NonverbalSkills（NonverbalListeningSkills）

oChapterV–Speaking:

VerbalStructure（QuestionsandAnswers/Consult/JoinMeetings/OtherSpeakingSituations）

Recommendedreading:

✶HandlingQ&A:

TheFiveKindsofListening–HarvardBusinessReview

✶DealingwiththePressbyRichardBeamish

✶HowtoHoldaPressConferenceHarvardBusinessReview

✶Do’sandDon’tsinDealingwiththeMediaHarvardBusinessReview

✶TheChryslerOdometerScandal

✶CrisisCommunicationPlan:

APRBluePrintat:

http:

//www3.niu.edu/newsplace/crisis.html

✶MernaSkinner,CommunicatingwiththePressduringaCrisis

http:

//www.exec-

CurrentsituationfortheTylenolbrandin1982:

✶Tylenolisanaspirinalternativethatisthemostsuccessfulover-the-counterproductintheUSandabsoluteleaderinthepainkillerfield.

✶ThereareanumberofTylenolproductsincluding:

Tylenolcapsules,tablets,children’sdrops,regularstrengthTylenol,

✶TylenolisproducedattwoMcNeilmanufacturingplants（asubsidiaryofJ&J）:

oneinRoundRock,TexasandtheothernearcompanyHQsinFortWashington,Pennsylvania.

Scenario~Date:

ThursdaySeptember30th,1982:

It’sThursdayafternoonandthedayhasbeenoneoftheworstofyourworkinglife.ThismorningthePRDepartmentreceivedaphonecallfromaChicagoSunTimesreporterinforminghimthattheMedicalExaminerhadjustgivenapressconferencewarningthatpeopleweredyingfromconsumingpoisonedTylenolanddidJohnsonandJohnsonhaveanycomment?

Thisisthefirstknowledgethecompanyhashadofthecrisis.Aswasbecomingincreasinglycommonintheageofelectronicmedia,themediawerefirstonthesceneandhadmoreinformationthantheorganizationitself.

TheCEOforJohnson&Johnson,McNeill’sparentcompany,hasformedaCrisisStrategyTeamtodealwiththesituation.TheteamconsistsoftheDirectorofPublicRelations,theMcNeillPlantManager,th