COMS 4320 MANAGERIAL COMMUNICATION
Spring, 2010
Instructor Dr Sasha Grant
Office Fine Arts Building, Room 2115
Phone 817-272-0733
Mailbox 19107
Office Hours Tuesday, 11:00 am-12:00pm, or by appointment
Class Location Fine Arts Building, Room 327
Class Hours Tuesday, 12:30pm-1:50pm
Thursday, 12:30pm-1:50pm
Required Text
Hattersley, M., & McJanet, L. (2008). Management Communication: Principles and
practice (3rd ed.). Boston, MA: McGraw Hill.
Course Description
Communication is an applied art, not a science. Thus while the course aims to introduce aspects of communication theory relevant to managerial work, its major goal is to give you opportunities to practice your communication skills and receive feedback from peers and the instructor in a candid but supportive atmosphere. Assignments will ask you to analyze communication situations, identify the different viewpoints of the parties involved, develop cogent arguments based on the available data, and generate communications with an effective structure, style and tone. The course also aims to encourage an understanding of managerial communication as a two-way process designed to establish and maintain a common understanding so that organizational goals can be achieved.
Course Objectives
· To develop an awareness of the process and importance of audience analysis within organizations.
· To develop awareness of a manager’s point of view and responding constructively to others’ perspectives within organizations.
· To develop an awareness of achieving goals within a particular organizational context.
· To develop an understanding of manager message designs through content and argument.
· To develop an understanding of structuring manager communication.
· To develop an understanding of the importance of media choices for managers.
· To develop an awareness of message style and tone; and how they affect perceptions of manager communication.
· To develop an understating of the importance of managers giving and receiving feedback.
· To develop an understanding of managers’ preparation and participation in meetings.
· To develop an awareness of challenges managers face when communicating change to employees.
· To develop an appreciation of the importance of establishing solid personal and corporate ethics.
· To develop an awareness of how electronic communication impacts on managers and their communication with others within the organization.
Tentative Schedule of Topics, Assignments and Activities
Week / Date / Topic / ReadingPHASE ONE: PRINCIPLES OF EFFECTIVE COMMUNICATION
1 / Jan 19 / Introduction to the course
Jan 21 / Introduction
Case: “Fair is fair,” Isn’t it?
Review the aspects of communication (source, goal, audience, context, message, media, feedback). Analyze the case from the Dean’s point of view. What goal(s) might he adopt? With whom might he communicate? What is his relationship with each audience? What do they know about the situation? What message might he send to each? Through what media? In your view, what should he do and what should he say to whom? / Chapter 1
2 / Jan 26 / Teaching effective writing / Chapter 2
Chapter 16
Jan 28 / Case: Yellowtail Marine
Consider the study questions following the case (p. 36). Write a memo to the class in which you rank the issues facing Gilcrist and explain your rationale
Memo 1 due in class
3 / Feb 2 / Audience analysis
Work on Memo 2 / Chapter 3
Feb 4 / Case: Weymouth Steel Corporation
Consider the study questions following the case. How should Weymouth’s managers communicate the need for layoffs? Explain and defend your strategy in a memo to Harrison (your boss)
Memo 2 due in class
4 / Feb 9 / Point of view / Chapter 4
Feb 11 / Case: Smith Financial Corporation
Revision of Memo 2. What point of view did Miller communicate to his co-workers? What was their view of him? How well did he take their point of view on the company and their common tasks into account?
5 / Feb 16 / Message content and argument
Case: Cuttyhunk Bank A, Cuttyhunk Bank B
Consider the questions of the “A” case. Analyze and evaluate the arguments in Wilson's April 23 and May 14 letters using Toulmin's argument models. / Chapter 5
Feb 18 / Argument exercise in class
6 / Feb 23 / Structure / Chapter 6
Feb 25 / Case: McGregor’s Ltd. Department Store
Do you agree with the change McGregor wants to make? If so, how should the changes to the discount policy be announced?
7 / Mar 2 / Choosing Media / Chapter 7
Mar 4 / Case: The Timken Company
Consider the study questions. What should Timken's goals be for the campaign, and how can they achieve them?
8 / Mar 9 / Style and Tone / Chapter 8
Mar 11 / Consider the study questions.
Exercise: Apply the "paramedic method" to a paragraph of Rubin's report or a document that has recently crossed your desk.
9 / Mar 16 / SPRING BREAK
Mar 18 / SPRING BREAK
PHASE TWO: APPLICATIONS
10 / Mar 23 / Giving and receiving feedback / Chapter 9
Mar 25 / Case: Bailey and Wick
Does Bailey and Wick have a problem with giving feedback to junior associates? Why or why not? If so, what should be done about it?
11 / Mar 30 / Communicating Change / Chapter 11
Apr 1 / Case: Hammermill Paper Company
How should headquarters announce the new Hammermill Paper planning process and what concerns of the division managers should they attempt to allay?
12 / Apr 6 / Communicating with External Audiences / Chapter 12
Apr 8 / More on communicating with external audiences
Effective speaking
Case: Oxford Energy
How should Oxford Energy present its case to the people of Derry? How would you evaluate Rettger’s performance. / Chapter 17
13 / Apr 13 / Personal and Corporate Ethics / Chapter 14
Apr 15 / Case: Hal of Erhardt & Company
Case: McArthur Place
What should Hal and Emily do and why?
14 / Apr 20 / Electronic Communication / Chapter 15
Apr 22 / Discussion: Communication technology in today’s workplace
15 / Apr 27 / Business Plan Group Presentations
Apr 29 / Business Plan Group Presentations
16 / May 4 / Business Plan Peer review
May 6 / Feedback and Review
Structure and methods
The course has two phases. Phase I concentrates on general concepts and techniques of effective oral and written communication in organizations. We will discuss these elements in class and apply them in exercises and writing assignments based on short cases. Phase II of the course focuses on common communication problems in contemporary business. We will discuss guidelines for dealing with them effectively and apply the guidelines to specific cases. Your major Phase II project will be to present a business plan to a group of potential investors. Details of this assignment are outlined below.
Requirements and Grading
All assignments must be turned in for satisfactory completion of the course. Your performance in the course will be evaluated as follows:
Assessment / Due Date / GradingMemo 1
Memo 2
Argument exercise / Jan 28
Feb 4 Feb 18 / 10% 10% 10%
Business Plan Group Presentation / Apr 27, 29 / 35%
Business Plan Peer Review / May 4 / 15%
Participation: exercises, contributions to discussion, role-plays, peer editing / 20%
Note:
A = 90% - 100% B = 80% - 89% C = 70% - 79% D = 60% - 69%
Attendance
Regular attendance is expected; please notify me if you foresee an unavoidable absence. More than two absences, for whatever reason, necessarily reduce your opportunities to contribute to discussion and other in-class activities and therefore adversely affect your participation grade. Missed class participation/attendance/class activities cannot be made up. No excuse – no matter how legitimate- can make up for the fact of not being in class. We will have frequent case study discussions that will contribute to 20% of your course grade. Attending class and being an active participant is the way to earn this portion of your grade. Missing class and/or failing to get involved in the class discussion may significantly lower this portion of your course grade. This can be considered as ‘extra credit’ for seldom do you get credit for something so easy. If you have concerns with your grade or performance, please talk with me during the semester; when we can do something about your effort to help you earn the grade you want.
Late Papers
Late papers will receive a 10% penalty for each calendar day late. A detailed assignment for each is attached. Missed tests or exams can be made up only with a legitimate excuse.
Drop Policy
The Last Drop Date for undergraduates will occur at a point two-thirds of the way through a given semester or session. For Spring 2009, the Last Drop Date is Friday, April 2. As usual, students are allowed to drop until 5:00 p.m. CST on that date.
Undergraduate students who drop a course on or before the Last Drop Date will receive an automatic grade of “W” regardless of whether they have completed assignments or not. Students seeking to drop a course will be advised to speak with the instructor of record and then, if deemed appropriate, proceed to the Academic Advisor for their major (or designee) who will complete the drop in the MyMav system. A “W” will be placed on the student record automatically by MyMav when the drop is entered.
Americans With Disabilities Act (ADA)
If you are a student who requires accommodations in compliance with the ADA, please consult with me at the beginning of the semester. As a faculty member, I am required by laws to provide "reasonable accommodations" to students with disabilities, so as not to discriminate on the basis of that disability. Your responsibility is to inform me of the disability at the beginning of the semester and provide me with documentation authorizing the specific accommodation. Student services at UTA include the Office for Students with Disabilities (located in the lower level of the University Center) which is responsible for verifying and implementing accommodations to ensure equal opportunity in all programs and activities.
Student Support Services
The University supports a variety of student success programs to help you connect with the University and achieve academic success. They include learning assistance, developmental education, advising and mentoring, admission and transition, and federally funded programs. Students requiring assistance academically, personally, or socially should contact the Office of Student Success Programs at 817-272-6107 for more information and appropriate referrals.
Academic Dishonesty
Academic dishonesty is a completely unacceptable mode of conduct and will not be tolerated in any form at The University of Texas at Arlington. All persons involved in academic dishonesty will be disciplined in accordance with University regulations and procedures. Discipline may include suspension or expulsion from the University.
"Academic dishonesty includes, but is not limited to, cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act designed to give unfair advantage to a student or the attempt to commit such acts." (Regents' Rules and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2., Subdivision 3.22).
Bomb Threats
If anyone is tempted to call in a bomb threat, be aware that UTA will attempt to trace the phone call and prosecute all responsible parties. Every effort will be made to avoid cancellation of presentations/tests caused by bomb threats. Unannounced alternative sites will be available for these classes. Your instructor will make you aware of alternate class sites in the event that your classroom is not available.
Business Plan Group Presentation
Deliver a 30-minute, persuasive presentation designed to sell a product or service to a specific audience (your audience will be determined in class). This can be based on business plans that the instructor has solicited.
Preparation
1. In groups of 3 or 4, present an entrepreneurial proposal to other students who are playing the role of audience members.
2. After I have read your business plan, I will meet with you before the presentation to help you map out your communication strategy and assign roles such Finance, Marketing, Personnel, Production, Public Relations, and an emcee who orchestrates the presentation. Be sure to divide your time equally.
3. Use -- but not overuse -- graphics such as overheads or handouts.
4. Present yourselves as a team rather than as a series of attempted star-turns. These include: introducing each other, creating smooth topical transitions from one speaker to the next, cross-referencing each other's important points, and effective use of the emcee to introduce the team at the beginning and take questions at the end.
5. Follow the presentation with at least a ten-minute question-and-answer period, Be prepared for the tough ones.
6. Focus the presentation on the audiences' interest. For example, for investors, when and how will they see returns? How will they be able to measure the company's progress?
7. As presenters, you may want to present the audience with supporting materials ahead of or at the beginning of the presentation.
Execution