Management Fundamentals 5th Edition by Robert Lussier

Exercise 18

Objective
To develop skills for using the most appropriate communication style based on the situation.
Skills
The primary skills developed through this exercise are:
1. Management skill - interpersonal (understanding communication styles)
2. AACSB competency - communication abilities
3. Management function - leading (influencing others through communicating)
Preparing for Skill Builder 2
When you work with people outside your department, you have no authority to give them direct orders. You must use other means to achieve your goal. Through this Skill Builder, you will learn about communicationstyles and how to select the most appropriate communication style in a given situation. Begin by determining your preferred communication style by completing the Self-Assessment.
Self-Assessment: Determining Your Preferred Communication Style
To determine your preferred communication style, select the alternative that most closely describes what you would do in each of the following 12 situations. Do not be concerned with trying to pick the "correct" answer; simply circle the letter of the choice that best describes what you would actually do.
1. Wendy, a knowledgeable person from another department, comes to you, the engineering supervisor, and requests that you design a product to her specifications. You would:
a. Control the conversation and tell Wendy what you will do for her.
b. Ask Wendy to describe the product. Once you understand it, you would present your ideas. Let her know that you are concerned and want to help with your ideas.
c. Respond to Wendy's request by conveying understanding and support. Help clarify what she wants you to do. Offer ideas, but do it her way.
d. Find out what you need to know. Let Wendy know you will do it her way.
2. Your department has designed a product that is to be fabricated by Saul's department. Saul has been with the company longer than you have; he knows his department. Saul comes to you to change the product design. You decide to:
a. Listen to Saul explain the change and why it would be beneficial. If you believe Saul's way is better, change it; if not, explain why the original design is superior. If necessary, insist that it be done your way.
b. Tell Saul to fabricate it any way he wants.
c. Tell Saul to do it your way. You don't have time to listen and argue with him.
d. Be supportive; make changes together as a team.
3. Upper managers call you to a meeting and tell you they need some information to solve a problem they describe to you. You:
a. Respond in a manner that conveys personal support and offer alternative ways to solve the problem.
b. Just answer their questions.
c. Explain how to solve the problem.
d. Show your concern by explaining how to solve the problem and why it is an effective solution.
4. You have a routine work order that you typically place verbally, for work that is to be completed in three days. Sue, the receiver, is very experienced and willing to be of service to you. You decide to:
a. Explain your needs, but let Sue make the order decision.
b. Tell Sue what you want and why you need it.
c. Decide together what to order.
d. Simply give Sue the order.
5. Work orders from the staff department normally take three days to fulfill; however, you have an emergency and need the job done today. Your colleague Jim, the department supervisor, is knowledgeable and somewhat cooperative. You decide to:
a. Tell Jim that you need the work done by three o'clock and will return at that time to pick it up.
b. Explain the situation and how the organization will benefit by expediting the order. Volunteer to help in any way you can.
c. Explain the situation and ask Jim when the order will be ready.
d. Explain the situation and together come to a solution to your problem.
6. Danielle, a peer with a record of high performance, has recently had a drop in productivity. You know Danielle has a family problem. Her problem is affecting your performance. You
:
a. Discuss the problem; help Danielle realize that the problem is affecting her work and yours. Supportively discuss ways to improve the situation.
b. Tell the boss about it and let him decide what to do.
c. Tell Danielle to get back on the job.
d. Discuss the problem and tell Danielle how to improve the work situation; be supportive.
7. You buy supplies from Peter regularly. He is an excellent salesperson and very knowledgeable about your situation. You are placing your weekly order. You decide to:
a. Explain what you want and why. Develop a supportive relationship.
b. Explain what you want and ask Peter to recommend products.
c. Give Peter the order.
d. Explain your situation and allow Peter to make the order.
8. Jean, a knowledgeable person from another department, has asked you to perform a routine staff function in a different way. You decide to:
a. Perform the task to her specifications without questioning her.
b. Tell her that you will do it the usual way.
c. Explain what you will do and why.
d. Show your willingness to help; offer alternative ways to do it.
9. Tom, a salesperson, wants to place an order with your department but the order has a short delivery date. As usual, Tom claims it is a take-it-or-leave-it offer. He wants your decision now, or within a few minutes, because he is in the customer's office. Your action is to:
a. Convince Tom to work together to come up with a later date.
b. Give Tom a yes or no answer.
c. Explain your situation and let Tom decide if you should take the order.
d. Offer an alternative delivery date. Work on your relationship; show your support.
10. As a time-and-motion expert, you have been called by an operator who has a complaint about the standard time it takes to perform a job. As you analyze the entire job, you realize that one element of the job should take longer, but other elements should take less time, leading to a shorter total standard time for the job. You decide to:
a. Tell the operator and foreman that the total time must be decreased and why.
b. Agree with the operator and increase the standard time.
c. Explain your findings. Deal with the operator and/or foreman's concerns, but ensure compliance with your new standard.
d. Together with the operator, develop a standard time
11. You approve budget allocations for projects. Marie, who is very competent in developing budgets, has come to you with a proposed budget. You:
a. Review the budget, make revisions, and explain them in a supportive way. Deal with concerns, but insist on your changes.
b. Review the proposal and suggest areas where changes may be needed. Make changes together, if needed.
c. Review the proposed budget, make revisions, and explain them.
d. Answer any questions or concerns Marie has and approve the budget as is.
12. You are a sales manager. A customer has offered you a contract for your product but needs to have it delivered soon. The offer is open for two days. The contract would be profitable for you and the organization. The cooperation of the production department is essential to meet the deadline. Tim, the production manager, has developed a grudge against you because of your repeated requests for quick delivery. Your action is to:
a. Contact Tim and try to work together to complete the contract.
b. Accept the contract and convince Tim in a supportive way to meet the obligation.
c. Contact Tim and explain the situation. Ask him if you and he should accept the contract, but let him decide.
d. Accept the contract. Contact Tim and tell him to meet the obligation. If he resists, tell him you will go to his boss.
To determine your preferred communication style, circle the letter you selected in each situation. The column headings indicate the style you selected.

Add up the number of circled items per column.
The four totals should sum to 12. The column with thehighest number represents your preferred communication style. The more evenly distributed the numbers areamong the four styles, the more flexible your communications. A total of 0 or 1 in any column may indicate a reluctance to use that style. You could have problems in situations calling for the use of that style.
Selecting a Communication Style
As you saw from the Self-Assessment, communication styles can also be autocratic, consultative, participative, or empowering.
With the autocratic communication style , the communication is generally controlled by the sender of the message; little, if any, response is expected from the receiver, and his or her input is not considered. The communication is structured and either directive or informative. With the consultative communication style , the sender of the message makes it clear that he or she desires a response and tries to elicit a response by asking questions, showing concern for the other person'spoint of view, and being open to the person's feelings. The participative communication style involves trying to elicit the other person's ideas and being helpful and supportive. A manager using the empowering communication style conveys that the other person is in charge of the communication; the communication is very open.
There is no single communication style that is best for all situations. In determining the appropriate style for a given situation, managers must take into consideration four different variables: time, information, acceptance, and capability.
Time. In certain situations, there may not be enough time to engage in two-way communication. In an emergency, for example, the other three variables are not as important as the time factor; in such cases, the autocratic style is appropriate. Also, time is relative: In one situation, a few minutes may be sufficient for effective communication; in another situation, a month may be too little time. Information. The amount of information the sender and the receiver each have helps determine which style of communication is appropriate in a given situation. For example, in a situation where an employee has little information, the manager might use an autocratic communication style; if the employee has much information, the manager would be better off using a participative style. Acceptance. The likelihood that the receiver of a message will accept it also influences communication style. If the receiver is likely to accept a message, the autocratic style may be appropriate. However, there are situations in which acceptance is critical to success, such as when a manager is trying to implement changes. If the receiver is reluctant to accept a message or is likely to reject it, the consultative, participative, or empowering styles may be appropriate. Capability. An employee's capability refers to his or her ability and motivation to participate in twoway communication. If an employee has low capability, the autocratic style may be best; if an employee has outstanding capability, the empowering communication style may be ideal. In addition, capability levels can change as situations change: The employee with whom a manager used an autocratic style might be better addressed using a participative style in a different situation. Successful managers rely on different communication styles, depending on the situation. In some situations, one of the variables discussed above may be more important than others. For example, a manager who is communicating with a highly capable employee might ordinarily use a consultative style. But if in a particular situation the manager already has the information she needs, the manager may use an autocratic style with that employee. Reread the 12 situations in the Self-Assessment. For each one, consider the four variables discussed above. Refer to the Situational Communication Model in Model 10-3. First, determine if there is sufficient time to engage in two-way communication. Second, assess the level of information you have and the other person's capability and likelihood of accepting a message. Then select the appropriate communication style for the situation, based on your analysis. Did the analysis cause you to change your earlier responses?
Apply It What did I learn from this experience? How will I use this knowledge in the future?
Model 10-3 • Situational Communication Model

Information. The amount of information the sender and the receiver each have helps determine which style of communication is appropriate in a given situation. For example, in a situation where an employee has little information, the manager might use an autocratic communication style; if the employee has much information, the manager would be better off using a participative style.
Acceptance. The likelihood that the receiver of a message will accept it also influences communication style. If the receiver is likely to accept a message, the autocratic style may be appropriate. However, there are situations in which acceptance is critical to success, such as when a manager is trying to implement changes. If the receiver is reluctant to accept a message or is likely to reject it, the consultative, participative, or empowering styles may be appropriate.
Capability. An employee's capability refers to his or her ability and motivation to participate in two way communication. If an employee has low capability, the autocratic style may be best; if an employee has outstanding capability, the empowering communication style may be ideal. In addition, capability levels can change as situations change: The employee with whom a manager used an autocratic style might be better addressed using a participative style in a different situation.
Successful managers rely on different communication styles, depending on the situation. In some situations, one of the variables discussed above may be more important than others. For example, a manager who is communicating with a highly capable employee might ordinarily use a consultative style. But if in a particular situation the manager already has the information she needs, the manager may use an autocratic style with that employee.
Reread the 12 situations in the Self-Assessment. For each one, consider the four variables discussed above. Refer to the Situational Communication Model in Model 10-3. First, determine if there is sufficient time to engage in two-way communication. Second, assess the level of information you have and the other person's capability and likelihood of accepting a message. Then select the appropriate communication style for the situation, based on your analysis. Did the analysis cause you to change your earlier responses?
Apply It
What did I learn from this experience? How will I use this knowledge in the future?
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