Documente Academic
Documente Profesional
Documente Cultură
Robert Newberry
Winona State University, Winona, Minnesota, USA
Despite academias best efforts there still remains a gap in communication skills desired
by business practitioners and those delivered by new graduates. The authors suggest that
this may be the result of practitioners demanding outcome-based skills and academia teaching
basic non-business-specific fundamentals of communications. An examination of the literature
suggested that outcome-motivated skills can be successfully taught, but that comprehensive
outcome skills sets do not exist. Thus, the authors conducted a thorough review of the literature
to identify those outcome-based communication skills that management experts, leadership
theorists, business education professionals, communication skills researchers, and business
development writers have stated are in greatest need in business organizations. They conclude
with recommendations and implications for business management and education.
Keywords: business, communication, education, importance, management, skills
Business communication is the sending and receiving of verbal and non verbal messages within the organizational context (Murphy, Hildebrandt, & Thomas, 1997; Ober, 2001;
Roebuck, 2001). Hanna and Wilson (1998) expanded on this
definition, indicating business communication is a process
of generating, transmitting, receiving, and interpreting messages in interpersonal, group, public, and mass communication contexts through written and verbal formats. Hynes
(2005) stated effective business communication is the key to
planning, leading, organizing, and controlling the resources
of the organizations to achieve objectives, and it may be
formal and informal in nature. Argenti (2007) discussed
business communication functional aspects and found that
over half of the heads of corporate communication departments oversee business communications functions that include media relations, online communications, marketing,
special events, product and brand communications, crisis
management, employee and internal communications, com-
Correspondence should be addressed to David Conrad, Augsburg College, Department of Business, 3415 Chalet View Lane, Rochester, MN
55901, USA. E-mail: conradd@augsburg.edu
METHOD
Several studies have revealed that success in business requires communication skill competency and shows that business instructors and programs must be sensitive to and understand the communication skill needs of business. Accordingly, ongoing research is needed to ascertain which specific
business communication skills are considered important. To
this end, we have identified a set of constructs and specific
skills that may form the foundation for discussion.
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only the skills that make up that particular construct. For this
study, 217 publications were reviewed for the identification of
business communication skills. In all, 98 organizational and
managerial publications, 77 leadership publications, and 42
business communication skills publications were reviewed
to accumulate the most frequently cited business communication skills needed in business.
Within the organizational communication literature, the
topics investigated included organizational communication
theory and research, supervisor and employee communications, communications planning, corporate communication,
workplace communication, information and knowledge management, communication networks, conflict and negotiation,
media, interviewing, business speech and presentations, business writing, and employee performance appraisal.
Within the leadership communication literature, the topics investigated included motivation, leading teams, power
and influence, leading change, cultivating trust, creating collaboration, leading through crisis and turmoil, mentoring, inspiration, leadership theory including styles and techniques,
relationship building, servant leadership, leadership communication strategies, and self-awareness and discovery of leadership styles, traits, and abilities.
Within the interpersonal communication literature, the
topics investigated included cultural context, cross-cultural
communication, self-concept, relational development, building rapport, listening and perception, active listening, empathic listening, verbal and nonverbal messages, types of
relationships, the one-on-one communication process, smallgroup discussion, gender communication, assertiveness,
emotional intelligence, gesturing, overcoming differences,
holding conversations, and demonstrating respect at work.
Writers contributing to the communication skills inventory included recognized communication skills writers such
as leadership experts Warren Bennis, Stephan Covey, John
Kotter, Jim Kouzes, and Barry Posner; management theorists
Peter Drucker, Richard Daft, and Peter Senge; and business
communication skills writers Deborah Roebuck, Scot Ober,
and Pamela Angell.
Following the guidelines of Miles and Huberman (1994),
a literature reduction process was used to select and simplify
the literature content. Further processing was used to
make decisions on how to code the literature within each
construct and organize the findings so that the conclusions
could be reasonably drawn and verified. Three stages of
content analysiscontent reduction, content display, and
conclusion drawing and verificationformed an interactive,
cyclical process. As Miles and Huberman illustrated, the
coding of identified communication competencies found
in the construct-related literature (data reduction) was
accomplished by use of a matrix that included the skill
constructs, the communication competencies cited in the
literature (phrases, key words), and notations of frequency
of citation. From the reduction process salient competencies
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TABLE 1
Organizational Communication Skills
1. Initiating open discussion: the ability to create discussion and dialogue, explore opposition by individuals who advocate their positions, and convince others
to adopt those positions through logic, argument, or debate
2. Resolving conflict: the ability to employ a range of processes aimed at alleviating or eliminating sources of conflict through processes including
negotiation, mediation, and diplomacy
3. Creating information networks: the ability to design and institute formal or informal systems for managing the flow of information and providing
person-to-person relationships through which information flows
4. Teaching important skills: the ability to provide skill remediation to employees in areas such as job performance, technical competency, interpersonal
communication, and problem solving
5. Using information technology: the ability to employ equipment (usually computers) that enables managers and staff to access ongoing and relevant
company information including reports, planning data, and employee and customer feedback
6. Providing performance feedback: the ability to assess employee performance and provide performance feedback as a review of employees performance,
which helps to set targets for future performance targets
7. Negotiating: the ability to produce an agreement on courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy
various interests
8. Writing business correspondence: the ability to produce written communication used in business including letters, memos, bulletins, and reports
9. Making convincing presentations: the ability to provide informal or formal talks delivered to decision -making groups to convey information or make a point
internal communication, between management and employees as well as from employee to employee; and
external communication, between the companys staff and
clients, suppliers, vendors, and other key stakeholders.
TABLE 2
Leadership Communication Skills
1. Arousing enthusiasm: the ability to inspire a whole-hearted devotion to an ideal cause, study or pursuit, or merely being visibly excited about what ones
doing
2. Being a change catalyst: the ability to initiate change through providing information to employees that will convince them of why a change is necessary and
will compel them to embrace it
3. Creating group synergy: the ability to compel organizational members to interact and produce a joint effect that is greater than the sum of the members
acting alone
4. Building team bonds: the ability to establish team cohesiveness, which is the extent to which members stick together and remain united in the pursuit of a
common goal
5. Expressing encouragement: the ability to provide support and confidence, raising or increasing an individuals self-esteem and confidence to make choices
and decisions
6. Providing motivation: the ability to move a person or group toward desired goals by increasing his or her willingness to exert effort and energy to achieve
the goals
7. Being persuasive: the ability to guide people toward the adoption of an idea, attitude, or action by rational and logical means relying on appeals rather than
coercion
8. Building optimism: the ability to create a disposition or tendency to look on the more favorable side of events or conditions and to expect the most
favorable outcome despite obstacles and setbacks
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1. Active listening: the ability to employ an intrapersonal and interactive process to actively focus on, interpret, and respond verbally and nonverbally to
messages
2. Building rapport: the ability to create a harmonious relationship, bond, or kinship based on mutual respect, friendship, camaraderie, or emotional ties
making someone feel comfortable and accepted
3. Demonstrating emotion self control: the ability to display balanced moods through retaining, mastering, and dominating ones reactions provoked by
pleasant or unpleasant emotion
4. Building trust: the ability to construct the reciprocal faith in others intentions and behavior through a shared belief that you can depend on each other to
achieve a common purpose
5. Relating to people of diverse backgrounds: the ability to recognize and respect differences in people and communicate appropriately in verbal and
nonverbal exchanges
6. Demonstrating respect: the ability to show esteem for or a sense of the worth or excellence of a person, a personal quality or ability, or something
considered as a manifestation of a personal quality or ability
7. Building relationships: the ability to establish a relatively long-term association between two or more people based on liking, trust, and respect creating
regular business interactions, interdependence, or some other type of social commitment
can assist the organization to communicate and manage information effectively. Authors reported that organizational
membersespecially managersmust possess the ability to
present ideas clearly, document accurate and explicit records
and notations, and create information flow channels within
and outside of the business to link all vital stakeholders. Results indicated that authors perceive writing skills, speaking
skills, technology-mediated communication, team and group
communication, and negotiation skills to be of most importance.
Through the literature review we found that the ability to
present information, write effective business correspondence,
and provide constructive performance feedback to individuals is necessary and vital for organizational effectiveness.
Also important is the ability to create internal communication structures that provide unlimited venues and channels
for open individual and group communication flow. Findings
show that many organizational positions require the ability
to communicate clearly with clients, management, and employees; superior writing and presentation skills; the ability
to communicate objectives and goals; the ability to write
proposals and quotations; and basic usage of computerized
information technology.
The review of the literature concluded that organizational
communication vehicles, whether written or verbal, must be
learned and implemented to address the ever-changing organizational challenges. Most writers asserted that sound communication environments must possess the ability to provide
needed education and knowledge to staff, disseminate information that is interpretable and free of misunderstanding,
and effectively link strategy to performance, and further concluded that not investing in the technology or the people who
can maximize the effectiveness of the technology will result
in lost customers, sales, and share of market.
Research on internal organizational communication reveals that successful networks are evident when organizations can communicate to personal, group, organizational,
and interorganizational dimensions of the firm in key communication activities such as performance reviewing, decision
making, problem resolution, and data management. Broadly
speaking, theorists supported an organizational structure that
meshes technology with personal communication to ensure
that all who must hear information receives it and all who
receives the communication receives the same consistent
message.
The review of organizational communication skills also
found that information sharing is effective when systems and
networks enable managers and employees to have the right
information at the right time to do their jobs, share opinions
and discuss ideas, and circulate best practices, thus learning
from each other. In that vein, writers believed that organizational members have to develop two primary communication goals: being heard and being understood, revealing a
need for clarity in communication, whether in oral or written
form.
Building on the repetitive assertions of researchers
and writers of reviewed articles, the following list of
communication skills emerged as most important to meet
organizational communication demands.
Leadership Communication Skills
The review of the leadership communication literature generally indicated organizational leadership must be effective at
using communication skills to communicate mission, vision,
and values. Writers recognized the importance of communication skills to drive effective leadership including, the ability
to communicate openly and honestly, use a persuasive approach, and vividly describe a picture of the future. Broadly
speaking, leadership competency is dependent on key communication skills organizational leaders must develop and
implement in all stakeholder communications.
It was found leadership communication writers placed the
learning and application of communication skills at the heart
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and build the confidence needed to create the necessary transition desired by the firm. They believed that employees look
to leaders for those shining indicators of confidence, integrity,
and optimism to nurture their own sensations of stability and
purpose.
Research shows that organizational leadership must be
able to communicate a vision of the future that is strategic in
nature, and will energize and recharge employees who may
have become weary from the current business environment.
In that vein, strategic vision builds confidence and it is widely
believed persuasion, positive motivation, and enthusiasm are
communication techniques that bond teams, inspire individuals, and send messages to external stakeholders that the company is focused and committed. It was commonly stressed
that employees crave security and optimism about the future, and urged that all internal and external communication
present powerful messages that detail stability, camaraderie,
and conviction of purpose.
Findings illustrated that culture building is a business necessity and that it is achieved through inspirationally delivered communications that encourage performance, positive
morale, and building for the future, and sell employees on
the value of commitment, collaboration, culture cohesiveness, and collective identity.
Building on the beliefs and assertions of leadership communication skill writers and researchers, the following list of
communication skills emerged as most important in leadership communication.
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