Titlebook: Communication Skills for Effective Management; Owen Hargie,David Dickson,Dennis Tourish Textbook 2004Latest edition The Editor(s) (if appl

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The Editor(s) (if applicable) and The Author(s) 2004

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The world of the communicative manager,nagers, who play a key part in maintaining effective information flow and promoting harmonious relationships within the workplace. Executives devote much of their time to interactions with staff. Manager-watching studies. have revealed that they spend over 60 per cent of their working time in schedu

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They could be persuaded: using your managerial influence,ly this is far from the case, since we continually have to persuade and influence those with whom we come into contact that what we are recommending is the path they should take. Indeed, influence is a central thread in the fabric of social life. We devote a great deal of our interactive time with o

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Steering the way: leading meetings that work,t middle-level managers spend up to 30 per cent of their time in meetings, rising to 50 per cent for top managers.. Mintzberg goes further, calculating that managers spend 59 per cent of their time in scheduled meetings and another 10 per cent in unscheduled meetings.. These are often profitable, pr

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Calling all organisations: the business of the telephone,mpacted upon communication patterns and practices. The effects of the internet and its electronic siblings, intranet and e-mail, have been widely debated, resulting in a voluminous and ever-expanding literature in this field.. Yet, the founding father of the technological revolution, the telephone,