Communicating for Managerial Effectiveness

Communicating for Managerial Effectiveness

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Clampitt, Phillip G. Sage Publications, 2001
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IN THIS SUMMARY

It is Clampitt's premise that because communication is at the core of managerial effectiveness, managers must have a clear view of their abilities to communicate and the challenges involved in the process, however, this is not an easy task. First, new perspectives continuously emerge whose implications are not yet fully known. Second, because everyone communicates, people tend to believe that no special expertise is necessarily required to speak on the subject. As a result, most training does not even begin to address the many challenges organizations must face, thus, their communication systems continue to break down often with tragic results.In the author's first edition of Communicating for Managerial Effectiveness, he analyzed six critical challenges faced by managers (information, channels, feedback, change, interdepartmental communication, and innovation), highlighting the need to communicate strategically in each of these areas, in order to manage effectively. In this second edition, Clampitt focuses on the same issues but places greater emphasis on successful implementation. He presents more details on how to manage the relationship between data, information, knowledge, and action. He provides deeper insights into communicating strategically about organizational change. And, he discusses the impact of the Internet in connecting employees, managers, and executives with each other. Thus, the work is a comprehensive resource for executives, managers, potential managers, and training personnel.What is most striking about Clampitt s approach to communication is its originality. In general, most books on the subject tend to cover the standard material about organizational communication. More often than not, they view communication solely from the perspective of a means of managing data and information. They also tend to treat the subject as one of the things managers must be mindful of as they go about their day-to-day tasks of running the organization after strategic planning is in place. Although, managers are continuously exhorted to communicate, there seems to be no real connection to the hard issues. And, most recently it has been confused with the rapid and pervasive advancements in technology. However, from Clampitt s perspective, effective communication is effective management and vice versa the catalyzing process for accomplishing the work of the organization. It is not only a tool for facilitating managerial initiatives, it is both the source and the means of strategy and process. Thus, its value resides in its new insights into the essential skills of management.