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Leaders Are Effective Communicators. Chapter 3. Learning Objectives After completing this chapter, you should be able to:. • Explain why it is important for restaurant and foodservice managers to use effective communication skills. • Provide an overview of the communication process.
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Leaders Are Effective Communicators Chapter 3
Learning Objectives After completing this chapter, you should be able to: •Explain why it is important for restaurant and foodservice managers to use effective communication skills. • Provide an overview of the communication process. •Discuss common communication challenges. • Review basic principles useful for business speaking, using the telephone, listening, writing, and controlling nonverbal communication.
Learning Objectives continued: After completing this chapter, you should be able to: • Identify strategies that enhance interpersonal communication. • Explain practices for developing effective messages and for managing internal and external communication procedures.
Sender Message Content Message Channel
Effective Communication Skills Speak Like a Pro
Use the Telephone Like a Pro Listen Like a Pro Write Like a Pro
Interpersonal Communication A Close Look at Interpersonal Communication Impact of Manager’s Actions Impact of Manager’s Words
Managing Information for Messages Processing Messages
Internal Communication Communication between Departments Communication with Employees Bulletin Boards: Special Communication Tools
External Communication External Communication Methods
1. Explain why it is important for restaurant and foodservice managers to use effective communication skills. • Restaurant and foodservice managers must use communication skills on the job to interact with employees, customers, the owner or their manager, suppliers, community and government officials, and others. • When they communicate, they represent both their establishment and themselves.
2. Provide an overview of the communication process. • The communication process involves a sender relaying a message through one of a wide range of possible channels within an environment (context) to a receiver. • Whether the message is understood relates, in part, to the context of the message and the barriers it encounters.
3. Discuss common communication challenges. • Problems can occur at any point in the communication process, causing a seemingly simple message to be misunderstood. • Effective communicators know about these challenges and attempt to avoid them.
4. Review basic principles useful for business speaking, using the telephone, listening, writing, and controlling nonverbal communication. • Messages address the who, what, where, when, why, and how of a situation. • Developing spoken messages involves the use of procedures to ensure that the message is clear, listeners “connect” with the speaker, and speakers check listeners’ understanding of the message. • Simple procedures can be used to make sure business telephone calls meet professional standards. • They focus on being polite, obtaining accurate information, and providing help for the caller if necessary. • The ability to listen effectively requires skill and experience. • When basic principles are practiced, listeners are more likely to understand spoken messages.
4. Review basic principles useful for business speaking, using the telephone, listening, writing, and controlling nonverbal communication continued… • Managers communicate with actions as well as words. • Sometimes their nonverbal communication sends messages that do not match what they are saying. • Managers should recognize common nonverbal actions and minimize those that create a negative impression.
5. Identify strategies that enhance interpersonal communication. • Most communication for managers involves speaking in one-on-one or small-group situations. • The process is often natural, but its effectiveness depends in part on the relationship of manager to employees and the work environment itself. • When feedback is given to employees, principles for providing constructive feedback must be used.
6. Explain practices for developing effective messages and for managing internal and external communication procedures. • Managers can use a wide variety of communication tools to send messages to internal and external groups. • Basic procedures should be used to develop and process information. • The content of messages is no better than the accuracy of the information used to develop them. • Managers must ensure that there is effective communication throughout the organization. • This can be a challenge to ensure the message does not change as it flows between departments and down the organization to employees. • Managers communicate with persons outside the operation. • Special guidelines are needed for serious issues such as foodborne illnesses and accidents, and employees must know and consistently follow them.
Key Terms: Boilerplate A term that relates to portions of contracts that do not change when they are used with different parties. Chain of command The way in which authority flows from one management level to the next. Communication The process of sending and receiving information by speech, gestures, or writing to receive a response or action. Constructive feedback Feedback that focuses on specific aspects of performance and can be positive, such as emphasizing desired performance, or negative, such as addressing performance that should be improved. Environmental noise Any sound, such as loud talking or blaring radios, that interferes with communication. External communication Communication that builds the customer base and helps build and maintain the establishment’s desired identity throughout the community.
Key Terms continued: Feedback The way in which a person responds when he or she receives a message. Interdepartmental communication Communication that occurs between employees in different departments. Internal communication Communication that relates to messages of all types sent by managers to all employees. Interpersonal communication Communication that involves speaking to one or a few individuals who are standing or sitting close to each other and providing immediate feedback. Intranet A system that allows employees and teams to use the company’s private communications network to share information and ideas. Listening The ability to focus on what a person is saying to understand the message being sent.
Key Terms continued: Message channel The way in which a message is communicated; it can be through spoken or written words, graphics such as diagrams or photos, or nonverbal actions including body motions. Message content The information sent by the sender to the receiver. Message context The surroundings or environment through which a message travels. Nonverbal communication Movements and body language used to convey a message. Receiver The person or persons for whom a message is intended. Sender The person who sends a message to a receiver.
