Communication skills of a manager and work with key employees

[Mimaktsa10]

Source: shutterstock.com

In this regard, the most correct approach is one that involves carefully developing the tactics and strategy of all interactions of the company, defining the objects of communication influence and identifying responsible performers.

A group of contacts is allocated, responsibility for which lies directly with the top manager; he delegates other communications, but at the same time constantly monitors them.

A set of communication activities is also formed, in which the participation of the top manager is required. All communications are divided into external and internal. External ones are the interaction of the manager with interested market participants (partners, consumers, competitive organizations, authorities).

They must necessarily be objects of strategic goal setting. Internal ones are communications within the company, reflecting horizontal and vertical interaction of management with employees.

For maximum efficiency and time-saving of the top manager, such processes should be regulated. For this purpose, the enterprise must first reach agreements on communications, and then create corporate standards on their basis.

It is possible to standardize the forms and methods of distributing assignments to employees, setting goals and objectives, setting deadlines for completing assignments and deadlines for conducting interim control. Often, during trainings, company employees complain that managers assign the execution of some urgent task at the very end of the working day.

The manager and employees papua new guinea email list waste a lot of time due to an unsettled system of organizing meetings. In order for communications within the company to be more effective, it is necessary to develop standards for the preparation and holding of such events and implement the use of modern information and communication technologies, such as the Skype program.


Source: shutterstock.com

Closely related to communicative competence is the managerial competence of the leader, that is, the ability to competently select the company's key personnel and use their strongest qualities. This competence is especially relevant in the adhocracy type of corporate culture, which is built on the creation of mobile teams and active work on projects.

In this regard, it may not be entirely clear why a manager needs such competence if there is an employee management service. But successful top managers should, to some extent, perform the functions of a director in a theater or on a film set: the more carefully they select the performers of the main roles, the more believably and accurately they play, and the more money comes into the box office.

Therefore, it would be absolutely not superfluous for the manager to be directly involved in the process of selecting people for key positions. At the same time, the management service employees should carry out serious preparatory work.