Management Communication: Principles and Practice

Part 1: Principles of Effective CommunicationChapter 1: Foundations of Management CommunicationChapter 2: Setting GoalsCase: Yellowtail Marine, Inc.Chapter 3: Audience AnalysisCase: Weymouth Steel CorporationChapter 4: Point of ViewCase: Smith Financial CorporationChapter 5: Message: Content and ArgumentCase: Cuttyhunk Bank (A)Chapter 6: StructureCase: McGregors Ltd.Department Store Chapter 7: Choosing MediaCase: The Timken Company Chapter 8: Style and Tone Case: Vanrex, Inc.Part 2: ApplicationsChapter 9: Giving and Receiving FeedbackCase: Bailey and Wick Chapter 10: Managing Meetings Case: Lincoln Park Redevelopment Project Chapter 11: Communicating ChangeCase: Hammermill Paper CompanyChapter 12: Communicating with External Audiences Case A: Oxford Energy Case B: NutraSweetChapter 13: Diversity and Intercultural CommunicationCase A: Reed-Watkins PharmaceuticalsCase B: International OilChapter 14: Personal and Corporate EthicsCase A: Hal of Erhardt & Company: One Audit Senior’s DilemmaCase B: McArthur PlaceChapter 15: Electronic CommunicationCase A: The E-Mail EncounterCase B: Unifone CommunicationsPart 3: TechniqueChapter 16: Effective WritingStyle manual to be cross-referenced throughout the courseChapter 17: Effective SpeakingStyle manual on speaking, use of graphics, and group presentation to be cross referenced throughout the courseAppendix Case 16: Dotsworth PressCase 17: Fair is Fair, Isn’t • Identifying external communication needs according to your different audiences and in different contexts. For instance, a project may involve the participation and coordination of various other organizations that need a permanent communication system to work together in organizing events or developing and sharing documents related to the events. Another project may involve posting a survey on the Web site that needs to be simple and straightforward to entice the audience to respond immediately and seek future results. Engaging the board of directors in a more active