Effective communication

Author: Li Wei'an
Publisher:
Publish Date: 2004-11-01
Features: Harvard Business Review is the signature magazine of Harvard Business School, founded in 1922. As one of the authoritative journals in the field of management theory and practice, Harvard Business Review has always been committed to discovering and disseminating cutting-edge theories, perspectives, and methods in the field of business administration, helping managers continuously update their concepts, broaden their horizons, adapt to changes, and progress with the times. Harvard Business Review is widely regarded by readers as one of the "most authoritative, thought-provoking, valuable, and unique" journals in the international management field. Communication issues encompass a broad range of content, not only involving corporate strategy, culture, change, information systems but also human psychology, behavior, cultural backgrounds, ethical norms, and more. It is precisely for this reason that not only management scholars but also many psychologists, sociologists, anthropologists, cultural scholars, information scientists, and others have joined the ranks of communication research. Communication has become an important branch of management. This book is edited and published by Harvard Business School Press, featuring eight articles on communication, all selected from Harvard Business Review. These articles uphold the distinctive case-study focus of Harvard Business School, using real-world examples to explain profound theories of communication and address practical and urgent questions from multiple angles, such as how to hold effective meetings, how to listen, how to communicate major changes to frontline employees and gain their trust, and how to successfully manage teams. This book discusses how to hold a successful meeting, how to change the behavior of frontline employees, and how to build an effective management team. The main content of this book includes: Listening, How to Hold a Meeting, Conducting Creative Meetings Through Power Sharing, No One Fully Trusts the Boss—What to Do? Skilled Misconduct, Implicit Messages Conveyed by Managers, Engaging and Changing Frontline Employees, How to Build a Battle-Hardened Management Team.