Management by communication: Difference between revisions
(The LinkTitles extension automatically added links to existing pages (<a target="_blank" rel="noreferrer noopener" class="external free" href="https://github.com/bovender/LinkTitles">https://github.com/bovender/LinkTitles</a>).) |
m (Infobox5 upgrade) |
||
| Line 1: | Line 1: | ||
'''[[Management]] by communication''' involves informing employees of main objectives, risks or problems that the [[company]] faces, as well as sharing [[information]] on plans and strategies that will lead to [[development of the organization]] (and perhaps more [[work]] to do for employees). Informed [[employee]]s feel more united with [[organization]] and appreciated by managers, which greatly affects the [[quality]] of their work. This also contributes to building a climate of trust and a good working atmosphere. | '''[[Management]] by communication''' involves informing employees of main objectives, risks or problems that the [[company]] faces, as well as sharing [[information]] on plans and strategies that will lead to [[development of the organization]] (and perhaps more [[work]] to do for employees). Informed [[employee]]s feel more united with [[organization]] and appreciated by managers, which greatly affects the [[quality]] of their work. This also contributes to building a climate of trust and a good working atmosphere. | ||
| Line 27: | Line 11: | ||
'''See also:''' | '''See also:''' | ||
* [[Management by delegation]] | * [[Management by delegation]] | ||
{{infobox5|list1={{i5link|a=[[Sources of innovation]]}} — {{i5link|a=[[Process of business communication]]}} — {{i5link|a=[[Flow of information]]}} — {{i5link|a=[[Development of resources]]}} — {{i5link|a=[[Daily standup]]}} — {{i5link|a=[[Business communication process]]}} — {{i5link|a=[[Lack of transparency]]}} — {{i5link|a=[[Internal and external communication]]}} — {{i5link|a=[[Stakeholders]]}} }} | |||
==References== | ==References== | ||
Revision as of 23:06, 17 November 2023
Management by communication involves informing employees of main objectives, risks or problems that the company faces, as well as sharing information on plans and strategies that will lead to development of the organization (and perhaps more work to do for employees). Informed employees feel more united with organization and appreciated by managers, which greatly affects the quality of their work. This also contributes to building a climate of trust and a good working atmosphere.
The application of management by communication
Communication is the focal point of managerial work, observations show that the managers most of the time talk and listen to others. Communicating by words (orally or formally) managers persuade people to work effectively, communicate requirements, flatter, force, assign duties, debate, offend, admit right, deliberate, teach, They advise, complain, irritate, annoy, improve, socialize, recruit, threaten, promise, reward, condemn.
Management by communication started development of communication services and IT technology (network, email, etc.). These include:
- Basic telecommunication services (telex, fax, text, e-mail)
- Electronic data interchange (EDI) - technology used for circulation and exchange of documents in transport, education, banking, government, commerce.
- Interactive video and multimedia (videoconferencing, image recording).
See also:
| Management by communication — recommended articles |
| Sources of innovation — Process of business communication — Flow of information — Development of resources — Daily standup — Business communication process — Lack of transparency — Internal and external communication — Stakeholders |
References
- Renn, O., Webler, T., & Kastenholz, H. (2013). Management and Communication. Scientific Uncertainty and Its Influence on the Public Communication Process, 86, 163.
- Barrett, D. (2006). Leadership communication. New York, NY.: McGraw-Hill.
- Goodman, M. B. (Ed.). (1994). Corporate communication: Theory and practice. SUNY Press.
