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Restaurant Management (HM 432). CHAPTER 3 Communicating Effectively as a Leader and a Manager. 3.5 The Importance of Listening. Listening is defined as the ability to attend closely to what another person is saying to capture the essence of a message being communication.
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Restaurant Management (HM 432) CHAPTER 3 Communicating Effectively as a Leader and a Manager
3.5 The Importance of Listening • Listening is defined as the ability to attend closely to what another person is saying to capture the essence of a message being communication. • When the receiver does not pay attention to the sender, both of them are shortchanged. Not only do you miss the full intention of the message, but you also can convey the impression that you do not care what the person has to say. In addition, ill feelings might develop between the sender and receiver.
3.5.1 Skills of an Effective Listener • Maintaining eye contact with the speaker • Avoiding constantly interrupting the speaker • Asking questions for clarity • Occasionally rephrasing and repeating what the speaker has said to verify understanding • Using effective body language to convey attentiveness • Keeping hands at side and not folded • Nodding to indicate approval or recognition
3.5.1 Skills of an Effective Listener • Leaning toward the speaker to indicate interest in the content • Showing empathy for the speaker • Taking notes on the information • Relaying the information to others if necessary, without losing meaning
3.6 The Telephone as a Communication Tool The steps for proper business phone answering are: • Identify the name of the organization, followed by the call receiver’s name and the question, “How may I assist you?” • Listen for the reason the caller has phoned your organization. Be sure to wait until the caller has finished before responding. • Maintain a positive, polite, and courteous attitude when speaking with the caller. Empathize with the caller. • If the caller has a large amount of information, take notes to be sure you have all the information. Be sure to ask the five “Ws” and “how” questions when taking a message.
3.6 The Telephone as a Communication Tool • Paraphrase or repeat what the caller has stated to ensure you have heard everything correctly. • Ask probing questions to get at the root of any issues or problems the caller may have. • Evaluate the reason for the call and whether you can provide the answer. If not, know who the “right” person is to answer the caller’s issues and transfer the call to provide a quick resolution. Before transferring the call, it is a good practice to get the caller’s name and phone number in case the call is lost during the transfer process. This will allow you to call the caller back and help them resolve their problem. • Explain to the caller any steps to be taken.
3.6 The Telephone as a Communication Tool • Close the conversation by asking the caller if there is anything else you can do to assist him or her. • End the call politely, perhaps by saying, “Thank you for calling (the name of the organization), and have a nice day.” Dealing with a Difficult Caller ??
3.7 Effective Writing Written communication tends to be more formal than that which is spoken, so knowing the basic components of writing structure will help as you develop the content. In most written materials, the structure has several common parts. These include: • Introduction • Body of the message • Conclusion
3.8 Workplace Ethics • Not only are management skills and leadership traits critical to being an effective foodservice manager, but business ethics also serve as guiding principles for effective leaders to use in setting the professional tone and behavior in their operations. • Workplace ethicsrefer to the standards of conduct or set of values and principles an individual or organization applies to work. • Principles are guidelines for conduct that have enduring and lasting value to a society or organization. • What distinguishes principles is that they are self-evident and unarguable.
3.8 Workplace Ethics To determine whether a decision or action is based on sound ethics, a manager should ask the following questions: • Is the action/behavior legal? • Will the action/behavior hurt anyone? • Does the action/behavior represent the company? • Does the action/behavior make anyone uncomfortable? • Does the action/behavior convey respect for others? • Have I involved others by asking for their perspective on the situation?
3.8 Workplace Ethics • Is this decision essentially fair given all the circumstances? • Does this decision uphold the core values of the organization? • Could I tell my decision to my boss, family, or society as a whole? • How would others regard the details of this decision if itwere disclosed to the public? • Am I confident that my position will be as valid over a long period of time as it seems now?
