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It’s All AboutCommunication,[object Object],Regional IT Institute,[object Object],Supervised By: Dr. Stephanie Jones,[object Object],By: ,[object Object],Mohamed Yehia,[object Object],Mohamed Magdy,[object Object],Karim M. Behiery,[object Object],HaithamSalheen,[object Object]
To be covered,[object Object],What you do,[object Object],What a manager do,[object Object],A Shift in Mindset and Skills,[object Object],Interpersonal Communication,[object Object],Contemporary Organization,[object Object],ABCs of Constructive Communication,[object Object],Domestic Examples and Analysis ,[object Object],References ,[object Object]
What you do,[object Object],Meeting’s Effectiveness  ,[object Object],Letters,[object Object],Planned Meetings ,[object Object],Unplanned Meetings ,[object Object],Memos,[object Object],Faxes,[object Object],Phone Calls,[object Object],Attitude ,[object Object],Emails,[object Object],Complaints,[object Object],Voice Mails,[object Object],3,[object Object]
What you do,[object Object],Work on tasks or projects _____%,[object Object],Discussions with the boss _____%,[object Object],Conversations with peers _____%,[object Object],Discussions with employees _____%,[object Object],Give employees instructions _____%,[object Object],Give employees feedback _____%,[object Object],Interview _____%,[object Object],Lead or take part in meetings _____%,[object Object],Make presentations _____%,[object Object],Compose memos, letters, e-mail _____%,[object Object],Telephone calls _____%,[object Object],Other activities _____%,[object Object],4,[object Object]
What a manager do,[object Object],1,[object Object],Defining required results,[object Object],2,[object Object],Directing and coaching employee,[object Object],3,[object Object],Monitoring the employee’s Performance,[object Object],4,[object Object],Reporting progress and/or problems,[object Object],5,[object Object]
What a manager do,[object Object],ManagementTheprocess of producing resultsthrough other people,[object Object],Desired Results ,[object Object],1,[object Object],Defining required results,[object Object],2,[object Object],Directing and coaching employee,[object Object],3,[object Object],Monitoring the employee’s Performance,[object Object],4,[object Object],Reporting progress and/or problems,[object Object],6,[object Object]
A Shift in Mindset and Skills,[object Object],M a n a g e r,[object Object],W o r k e r,[object Object],Manager ,[object Object],Oversee other team members performance with good relational and communicator skills,[object Object],Worker,[object Object],Task-oriented with,[object Object],technical and/or operational skills,[object Object],7,[object Object]
A Shift in Mindset and Skills,[object Object],Remember ,[object Object],Communication is the most important skill in life,[object Object],Manager Mindset ,[object Object],Manager success largely depends on how well he/she and his/her employees work together to accomplish goals, and so manager’s main focus is to do things that will equip and encourage his/her employees to produce the desired results,[object Object],1,[object Object],2,[object Object],3,[object Object],4,[object Object],8,[object Object]
Remember ,[object Object],Establish rapport,[object Object],Instill trust,[object Object],Foster cooperation,[object Object],Form alliances,[object Object],Persuade,[object Object],Mediate conflict,[object Object],Communicate clearly ,[object Object],Communicate constructively,[object Object],Manager Skills,[object Object],Manager need not to be the best expert with tasks and/or technicalities, but should be the best communicator, his/her most interest should be interpersonal communications - skills that build and maintain relationships,[object Object],A Shift in Mindset and Skills,[object Object],9,[object Object]
Interpersonal Communication,[object Object],Inter means among or between, so,,[object Object],Itis not one-way communication,[object Object],but,[object Object],It is an exchange that occurs through dialogue between two people or through discussion among several, with participation by everyone involved.,[object Object],10,[object Object]
                             E-mail, voice-mail, and other new technologies             should be used to enhance interpersonal communication,[object Object],                                    ASAP,[object Object],Interpersonal Communication,[object Object],Technology,[object Object],Time Intensity,[object Object],                                              , NOW! No one can afford to waste time through incomplete, inaccurate, or ineffective communication,[object Object],û,[object Object],Diversity,[object Object],                         Age, ethnic, gender, political preferences, religious ,[object Object],beliefs, lifestyle, ….,[object Object],Liability,[object Object],                      Build with employees relationships that encourage                  them to first bring their concerns to you. ,[object Object],11,[object Object]
Contemporary Organization,[object Object],Interaction in a Contemporary Organization,[object Object],Fluid,[object Object],Flattened,[object Object],Feedback,[object Object],12,[object Object]
Contemporary Organization,[object Object],Interaction in a Contemporary Organization,[object Object],Fluid,[object Object],Flattened,[object Object],The multiple levels of a traditional structure have been reduced and replaced with self-managed teams or,[object Object],cross-functional work groups. ,[object Object],The “chain of command” is neither,[object Object],as long nor as rigid.,[object Object],Feedback,[object Object],13,[object Object]
Contemporary Organization,[object Object],Interaction in a Contemporary Organization,[object Object],Flattened,[object Object],Fluid,[object Object],Because a contemporary form is more “open” it is encouraged to communicate informally between and among interdependent groups, and so everyone will have more avenues for advancing ideas and the ideas of employees on his/her team. ,[object Object],Feedback,[object Object],14,[object Object]
Contemporary Organization,[object Object],Interaction in a Contemporary Organization,[object Object],Flattened,[object Object],Feedback,[object Object],In a contemporary organization, the manager resides at the center of the team or work group and everyone works within the context of delivering products and services to customers.,[object Object],Fluid,[object Object],15,[object Object]
ABCs of Constructive Communication,[object Object],,[object Object],û,[object Object],Destructive Communication ,[object Object],Constructive Communication ,[object Object],Triggers conflict, breeds dissension and divisiveness. It results in resistance and, on occasion, outright rebellion and creates enemies rather than allies. ,[object Object],    It doesn’t take skill to put people down, anyone can do it but the price is high especially for a manager.,[object Object],    Builds up employee morale, teamwork, and positive relationships between people who then are not only willing, but eager to work in concert. ,[object Object],   Takes a skill to do it, sometimes it takes more time, but it reaps notice-ably better responses ,[object Object],    and results.,[object Object],Whenever interacting with people - whether employees, colleagues, or the boss – anyone can “push down” by putting people down, or can “pull up” by communicating constructively.,[object Object],Conclusion,[object Object],16,[object Object]
ABCs of Constructive Communication,[object Object],Build Bridges,[object Object],Approach,[object Object],Trust,[object Object],Commonality,[object Object],17,[object Object]
ABCs of Constructive Communication,[object Object],BuildBridges,[object Object],Trust,[object Object],Commonality,[object Object],Approach,[object Object],Approach is the manner of addressing both a person and the subject. It’s the preface to a communication, something that sets the stage. From a speaker’s approach, a listener forms expectations of what’s coming next.,[object Object],18,[object Object]
ABCs of Constructive Communication,[object Object],BuildBridges,[object Object],Trust,[object Object],Commonality,[object Object],Approach,[object Object],How to approach people in the right way?,[object Object], ,[object Object],[object Object]
 Be well prepared
 Allude to some benefit the listener
 Approach any person respectfully
 Treat the subject reasonably
 When appropriate, smile sincerely
 If the subject isn’t pleasant, consider the most positive quality   you can project to the person under the circumstances,[object Object],19,[object Object]
ABCs of Constructive Communication,[object Object],Trust,[object Object],Commonality,[object Object],Approach,[object Object],Build Bridges,[object Object],Building a relationship takes time, attention, and skill. It also often entails bridging differences. And sometimes you have to meet people halfway,[object Object],Building bridges leads to productive working relationship,[object Object],20,[object Object]
ABCs of Constructive Communication,[object Object],Trust,[object Object],Commonality,[object Object],Approach,[object Object],BuildBridges,[object Object],When, a manager understands employees’ goals, he/she can cooperate with them to help them attain their goals. And when they understand the manager’s concern about a problem, they can cooperate with him/her to get it solved. ,[object Object],Bridges hold up only if they’re constructed on a firm foundation. The same is true of relationships. A cooperative, productive working relationship is based on a twofold foundation of trust and commonality.,[object Object],21,[object Object]
ABCs of Constructive Communication,[object Object],Build Bridges,[object Object],Commonality,[object Object],Approach,[object Object],Trust,[object Object],It’s a vital component of constructive communications.,[object Object], ,[object Object],The firm belief that someone or something is reliable, that you can depend on them or it. ,[object Object],22,[object Object]
ABCs of Constructive Communication,[object Object],Trust,[object Object],Commonality,[object Object],Approach,[object Object],Build Bridges,[object Object],How to gain trust?,[object Object],It’s important that you interact in trustworthy ways. ,[object Object],You convey the unspoken message, “You’re safe with me.”,[object Object],Don’t punish people with the past. ,[object Object],23,[object Object]
ABCs of Constructive Communication,[object Object],BuildBridges,[object Object],Trust,[object Object],Approach,[object Object],Commonality,[object Object],We prefer dealing with people who are “like” us. ,[object Object],It’s easier to understand one another when we share some things in common: a common language, similar backgrounds, common interests. ,[object Object],We’ll cooperate more readily with those with whom we have things in common.,[object Object],24,[object Object]
ABCs of Constructive Communication,[object Object],BuildBridges,[object Object],Trust,[object Object],Approach,[object Object],Commonality,[object Object],What we should do?,[object Object],One of your challenges is to discover and develop commonalities. ,[object Object],25,[object Object]
ABCs of Constructive Communication,[object Object],BuildBridges,[object Object],Trust,[object Object],Approach,[object Object],Commonality,[object Object],What commonality can make?,[object Object],Commonality unites people. ,[object Object],People function more effectively as teams. ,[object Object],Commonalities reduce conflict.,[object Object],26,[object Object]

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Its all about communication

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