Table 3 Comparative profiling tools Understanding cultural norms and diversity is just as important as understanding individuals. Dreher and Macnaughton 21 contend that cultural competence is really nursing competence. As communities become more diverse, it is important that leaders adopt strategies to teach, provide feedback, and motivate persons from different cultural backgrounds and different skill mixes.
Recently, a friend came to me in distress about a critical hand-written memo that he and his colleagues had received from their superior, the manager of a national retail chain store.
The chain, formerly a Wall Street darling, had fallen from favor with the failure of the company to renew an annual contract with one of their larger customers. As a result, the stock price had dropped by a third, cash flow had decreased, layoffs were anticipated, and morale was in the dumps.
Every employee felt the pressure. Quit or stay there hoping I will not be fired? But was the result in this case the one desired by the manager who penned the memo? Business relationships, especially those between superiors and subordinates, are often rocky due to poor communication, a lack or misinterpretation of facts, pressurized environments, and a mutual commitment to success.
As in sports and politics, many business errors are unforced. Mole hills become mountains, and mistakes become disasters due to emotions and overreactions.
Research has proven that emotions often overrule intellecta consequence of having to fight or flee eons before when beasts ate people who were slow to decide whether they were dangerous.
While the memo was no doubt cathartic for the manager in the short-term, the long-term impact was a loss of trust and confidence in his ability to lead, an increase in day-to-day tensions between the manager and the other employees, and a likelihood of a significant loss of future potential managers and their accumulated institutional knowledge.
How could the manager have handled the situation differently? The Manager There are a number of things a manager can do to improve his or her communication skills: Consider the Situation Before Taking Any Action Our emotions tempt us to make quick decisions based upon superficial evidence which may not reflect the true nature of the problem.
Each assistant manager was responsible for more areas with fewer people to do the work. Furthermore, each assistant had been required to take a pay reduction due to the loss of the large customer, and each was concerned that the customer loss would slow their own promotion to store manager.
Though not intended, their effort probably suffered due to their own worries. Gather and Confirm Information Before Making a Decision We have a tendency to confuse symptoms with disease, and consequently treat the symptom rather than the underlying illness.
Technology enables us to capture massive amounts of data and slice and dice it to make it appear any way we want. But data is a representation of the problem, not the problem itself. Observing the work of the assistants and talking and listening to them about the aspects of their job might have led to a different conclusion than the one the manager reached.
The implications intensified the emotional context of the memo, overshadowing its factual content and purpose. The assistants, in response, reacted with emotion without stopping to consider the validity of the facts or attempting to give the manager any explanations.
The lack of specificity enabled each recipient to avoid personal responsibility, since each felt his own effort had met expectations. As a consequence, the memo failed to get the desired result and aggravated an already touchy work environment.
Group communications are perfect for providing general information, education, and praise; however, they should not be used for individual direction or criticism.
Remember, praise in public and criticize in private. Meet Subordinates Face-to-Face The meaning and intent of written words without the context of a physical presence is often misunderstood, and can lead to confusion and conflict.
There is no substitute for looking someone in the eye and seeing their reaction to your conversation to clarify content and assure comprehension and agreement. Managers often hide behind memos and notes as if their subordinates were robots to be moved into place and programmed.
However, successful leaders seek personable commitment and build bridges of trust, mutual respect, and shared experience. Assign Tasks Directly and Clearly People work best when they know what is expected of them.
Good managers identify the goals and measures in simple, understandable terms, assign responsibility unequivocally, and confirm that the information is understood by those to whom it is directed. Good managers follow up and give corrective input to ensure that each of his subordinates is on the same page and working toward the same objective.
Managers should always remember that no employee takes a job with the expectation that he or she will be overlooked, ignored, or insignificant at work. Employees want to be liked and respected by their peers and proud of their employer.Coaching skills, leadership skills.
Leadership and management are terms that are often used interchangeably in the business world to depict someone who manages a . The Winner's Circle: Wall Street's Best Mutual Fund Managers [R.
J. Shook] on pfmlures.com *FREE* shipping on qualifying offers. Uncover and invest in the best funds for today and tomorrow The number of mutual funds investors must choose from is now greater than the number of stocks listed on the NYSE.
Selecting the right fund-and. Management and leadership skills are often regarded as one and the same to many businesses. While the two inherently share many similar characteristics, they differ in that not all managers are leaders, but all leaders are managers.
Communication (from Latin commūnicāre, meaning "to share") is the act of conveying meanings from one entity or group to another through the use of mutually understood signs, symbols, and semiotic rules.. The main steps inherent to all communication are.
The formation of communicative motivation or reason.; Message composition (further internal or technical elaboration on what exactly to. International Journal of Business and Social Science Vol.
3 No. 4 [Special Issue - February ] “Leader’s Interpersonal Skills and Its Effectiveness at different Levels of Management”. Whether you're a new manager or a veteran one, one of the most important foundational skills you need to hone is communications. Some of the most common communication problems for managers include.