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Management Essays - Key Communication Skill

Key Communication Skill

The potential to discuss is an integral communication skill and sometimes occurs in the framework of meeting. How can meetings be managed to ensure useful results are achieved, particularly when the members may have completely different objectives? Use illustrations from real conferences where possible.

Abstract

Business conferences frequently take place with the view to permit executives to explore and achieve desired organizational goals. They are really to converse of plans, posts, progress and effects of business strategies. Sometimes these conferences are also between get-togethers outside the group. Whichever the case, negotiation skills are critical in assisting managers to persuade other participants to change their views and agree to the ones that are provided at the conference. The ability to negotiate therefore is key to communication at meetings and required by chairpersons/market leaders/participants to perform successful business meetings.

Introduction

Meetings can be frustrating and at times not necessary if the objectives of the come across are not clearly identified. Business persons get frustrated at the rate of recurrence and quality of the meetings they attend (or carry out) declaring them a throw away of time and resources. The value of such conferences is jeopardized when parties going to the meeting turn out unsatisfied and annoyed by the decision reached. With all the rate of getting together with timings increasing day-to-day in organizations interesting professionals 75 percent to 100 percent of their own time, the success rate is diminishing day by day due to quick decisions made and implemented (Timm 1997).

Meetings participants will probably feel disappointed and unsatisfied with the results of meetings particularly when they spend less amount of time in preparing and planning for meetings they attend. Hence, it is not surprising to find that we now have numerous documents and catalogs published on conferences and how participants can engage in productive endeavours without compromising their own position. To be a formal communication platform, meetings can make or break a company therefore consideration for its success is critical. Negotiation as an integral to communication skills must be included and also other meetings strategies with the view to ensure results are achieved to the wishes of the individuals without frustrating either party.

Purpose Statement

In the next statement the researcher shall put together how negotiation as an integral to conferences communication skill may be used to achieve business aims despite participant differences in objectivity. The record shall first summarize the purpose of meetings accompanied by how conferences should be conducted and what elements are crucial for its success. This is concluded with suggestions for successful conferences.

Report

Purpose of communication

Building a corporate culture is pegged in the establishing of an efficient communication system. Organizations form and impact the behaviour of individuals through powerful communication strategies and culture so that they can help in obtaining organizational aims. When used properly, communication will offer insightful analysis of the organization's eye-sight and objective, goals and objectives and more importantly how these may be implemented. To perpetuate conducive business environment, executives and management often engage in communication dialogues for numerous purposes and on a variety of occasions. Regarding to Deborah J. Barrett (Oliver 2004) organizations engage in communication to mediate change management. Professionals and top management uses its communication platform to communicate the need for change to deal up with the strong business environment. They take part in meetings with employees to speak identification of assignments in carrying out tasks required for the change management.

Employees and workplace meetings therefore is a top-down method of communication with the reason to form powerful coalition, creating eye-sight, empowering workers to act on vision, carry out plans and consolidating initiatives for change management (Barrett in Oliver 2004). However, often management in the circulation of developing their objectives neglect to recognize the targets of individuals working of their organizations, resulting in ineffective and ineffective weekly meetings that achieve less and waste additional time and resources.

In another scenario communication through meetings among managers to go over and generate ideas and feedback on work progress is also normal. Purely administrative communication of the nature is carried out with the reason to investigate and upgrade on organizational progress. Managers of various departments connect their purpose, delegate by expressing their proposals and establish chain of command word of internalized operations for plan implementation purposes. They communicate with other managers and professionals to update progress and communicate their desire for shared resources or to provide feedback to evaluate existing or forthcoming problems within and outside the organization. In many cases the weather of communication might not appeal to the participants as each attempt to help with their ideas and expect acceptance from others. For this reason resistance and barriers to communication are anticipated. The participants tend to bargain or make a deal their way with others with the hope to elicit collaborative actions (Ramundo 1994).

Another and perhaps the main facet of formal communication in meetings is the target to elicit business final results from individuals outside the organizations like vendors, suppliers, unions, shareholders or directors where in fact the basic idea of the assembly is to make a deal and come to certain earning outcomes. Meeting individuals therefore come to the area geared to work out also to reject competitors' proposals. The goal of these corporate meetings therefore is to defeat the obstacles to communication and turn out as the wining party.

Negotiations in business meetings

Meetings in the current business world compromise of participants negotiating defensively (Foster 2004). Whether is a buyer, a dealer, a union head or a client successful meeting individuals are those who make a deal before the contract is authorized. Spending time to communicate the details of the deal like clauses, decided upon procedures, price or salary can help the negotiator in obtaining the desired final results. Once a meeting is convened, the participants assume the roles of the negotiators interesting dialogues that elicit their objectives and goal for participating. It is best that participants specify the goals and take into account the desired outcomes. Successful negotiators usually plan their strategies in advance so that they can focus on non-aggressive yet succinct dialogues to persuade the challenger in receiving their terms.

For instance a union innovator and a corporation management will probably have their strategies written down before they enter into the assembly room. They are likely to take part in dialogues that mirror clauses that they intend to negotiate upon. Such planning is crucial as it helps the negotiators to lead the meeting and to save time by concentrating on the aims only somewhat than take part in meaningless communication.

In such situations Wayne Manktelow of Brain Tools (2005) is of the judgment that negotiation skills are essential in meetings and conflict situations where in fact the participants need to appropriate their dialogues to get wining negotiation. The members who miss out tend to become confrontational or harbour a grudge contrary to the wining party. Subsequently the modern adage for negotiation is to make a win-win situation whereby both parties gain from the negotiation. this approach isn't just crucial for resolving disputes and also have a lasting effect on the business relationship but it addittionally open up stations of communication in the long term.

Nevertheless, this isn't to say that negotiation dialogues always bring about win-win situations. In circumstances of regulations making, or buying of a house or selling a product negotiation often lead to one party burning off and the other wining. For this purpose it is recommended that the situation is dealt with in an amicable manner through extreme planning for counter arguments and never have to be aggressive to the other person. The key to such business meetings is to discuss the terms of trade alternatively than focussing on defeating the challenger (Manktelow 2005). Account for trade's conditions, alternatives, expected effects, results, and possible resolutions are critical to the negotiation situation.

Communication in meetings

Meetings as discussed in the previous areas are formal marketing communications in organizations and businesses completed by members with certain goals indicated and negotiated in the course of the getting together with. Successful meetings are those that engage negotiation strategies to concentrate and achieve desired goals. These strategies need to be carried out in a very conducive manner in order not to offend challenger yet reach the end results amicably. For this function, Joan Mulholland (1991) suggests certain kind of speech functions chosen to symbolize a range of meanings and value designed to symbolize and develop negotiation content.

These acts is highly recommended often and may be included in negotiation dialogues expressing certain context and performance of certain actions. Mulholland posit that communication throughout a negotiation meeting entail the use of body gestures as well as speech specification. Careful use of words notations and syntax can greatly impact the results of the encounter. For example one of the most important parts of meetings is the participant's approval or rejection of proposed ideas. With regards to the individual understanding offer or proposal can be accepted, turned down or reach a bargain.

Depending on how the proposal is offered the response from the individuals can damage cooperation behaviour and cause conflict situation if it's turned down. To mediate and elicit an optimistic response even if the participant is hesitant about acknowledging the suggested idea should illustrate a cooperative frame of mind by acknowledging the ideas without popularity by expressing "That's a concept worth awareness. . . "; given general approval like "we'd be willing to do something along those lines on day. . . . " or create a reply from other individuals or speech hesitation before approval (Mulholland 1991).

On the other hand in conditions of real approval of ideas members should not hasten to connect popularity immediately but should ask for additional information and reports to attain to enlightened decisions. The essential requirement of the appointment is showing to the participants that the outcome should be common. Furthermore, approval in situations of conferences should be totally separate from the person who may have communicated and negotiated the deal.

The communicator should communicate the fact that the organization or companies with which he is associated and himself are two different entities and any personal remarks should not constitute as business dialogues. The content or goals of the conference should also be separated from individuals who attend it. These things to consider are important for individuals to be objective in their decisions whether it's a rejection or acceptance or something in between (Mulholland 1991). Hence, a human resources manager conducting a performance appraisal (a type of reaching) should communicate its objectivity and his/her role as the mediator and the organization's necessity. He/she also needs to communicate the parting of the employee's data and performance outcome from himself the evaluator. Any negative outcome from the performance appraisal assembly shouldn't be associated with the ill-will of the appraiser. This is indicated through verbal communication between the participants.

Effective meetings

The above dynamics are critical for influencing the improvement of conferences in the desired way of organizational goals. However, applying these dynamics will not necessarily guarantee efficiency of meetings. Instead there are certain procedures that need to be implemented and handled for meetings to accomplish its objectivity. Adair and Thomas (2003) prescribe preparation and the next formality:

planning

Informality

Involvement

Purpose

Leadership

They also describe the value of purpose in meetings:

To pool available information

To make decisions

To let off steam/tension

To improve behaviour

To instruct/teach

Gathering information, records, agendas and laying out specialized data or equipment in advance are helpful. Conferences should be purposeful so the information relegated is significant for the participants to absorb, evaluate and make decisions. Whether it's a meeting of signing deals, an employee-employer appraisal assembly or a purchase of a secured asset, advance planning is critical in enabling the individuals to focus on the aims.

Since meetings are of organizations of folks from different qualifications, different meetings tend to develop personalities of its. Market leaders or the chair persons must make work to understand the personality of the participants' conformity, values, behaviour, prejudice or electricity in order to effectively communicate in a certain manner to affect participant's thinking (Adair and Thomas 2003).

Furthermore, Kellie Fowler (2005) is of the judgment that working effective meetings is inherent in the abilities of the first choice who is taking care of the meeting. The first choice should:

- "Generate plans to all mixed up in meeting

- Start the conversation and encourage active participation

- Work to keep carefully the meeting at a comfortable pace - not moving too fast or too slow

- Summarize the conversation and the suggestions by the end of each reasonable section

- Circulate minutes to all or any individuals" (Fowler 2005)

But perhaps the main aspect is the fine tuning of negotiation skills so that outcomes may be accomplished. The first step is to find the right individuals to donate to your choice making and problem fixing initiatives. The key is to attempt to keep the variety of participants to 12 and ensure that they are knowledgeable in the issue in mind. The leader's role in enumerating on the plan, guiding the participants and direct them towards it, and summing up of the debate is critical as he/she is the main one who rounds up the various views to solve the issues reviewed. Confusions, misunderstanding and mix-up of any type should be clarified before decisions are made.

The basic premise for such meetings often stem from the debates or negotiating details provided by the members. The leader or the chairperson behaving as the mediator must keep the above communication guidelines and dynamics in mind to steer the members in taking part in the decision rather than feel neglected or lose out" in the negotiation.

Conclusion

The above report on conferences enumerate on the procedure and management of effective meetings. It also outlines the value of negotiation skills in contributing to successful conferences under certain circumstances. The purpose of meetings as talked about is to focus on planned plan and achieve desired effects. Many conferences deviate from this focus and have a tendency to lead to inefficacy and waste materials of time. For this reason it is recommended that meeting members develop planned agendas, concentrate on objectives and plan, and escort the flow of communication dialogues in the same route.

More importantly, for business meetings to reach its desired conclusions, individuals should take part in amicable negotiation strategies where both parties attain a win-win situation. This adage has proven beneficial and successful for meetings individuals as it relegated non-aggressive business do and communication yet at the same time achieves the desired corporate objectives.

Successful conferences therefore are those that engage in intensive preparation, allow time for individuals to comprehend agendas and reason for the conference and equip themselves with information for debates and conversation. Conferences that elicit positive response engage members in positive and non-aggressive dialogues by permitting them to speak their ideas and reservations. The leader or the participant gets the choice to reject or recognize or compromise but these should be communicated in an amiable manner without offending the opposing parties and at exactly the same time do not bargain one's own position. Overall successful conferences are those that influence the objectives which the individuals possessed before they moved into the meeting room and persuade them to see one's own viewpoint and take up it.

References

Barrett, D. J. 2004, "A best-practice approach to designing a change communication program" from Sandra Oliver, A Handbook of Corporate and business Communication and Strategic PR: Pure and Applied. Routledge: New York. p20.

Foster, J. Jul 2004, Negotiate Defensively, Successful Conferences. Vol. 53, Iss. 8; pg. 24

Manktelow, J. 2005, Win-Win Negotiation: Finding a good compromise. Head Tools, Reached on 26-11-2005 from: http://www. mindtools. com/stress/cwt/TeamNegotiationSkills. htm

Mulholland, J. 1991, The Language of Negotiation: A Handbook of Functional Strategies for Improving Communication. Routledge: NY p137.

Ramundo, B. A. 1994, The Bargaining Manager: Enhancing Organizational Results through Effective Negotiation. Quorum Catalogs: Westport, CT. p85.

Timm, P. R. 1997, How to Hold Successful Conferences: 30 Action Suggestions for Managing Effective Meetings (30-Minute Solutions Series), Profession Press.

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