A Case Study of Management Communication Theory and Skills

A Case Study of Management Communication Theory and Skills

With the rapid development of modern economy, the internal and external environment of enterprises is unpredictable, and company closures and bankruptcies occur from time to time. The following is a case study of management communication theory and skills I brought to you, hoping to help you.

Case:

Misjudged cases and the enlightenment of setting up an own goal

Shu is the president of the filing court of the author system and has worked for many years. His previous positions were mostly non-trial business departments and he was not familiar with the trial filing business. He has been in office for less than one year and is still on probation.

2065438+April 2004, Chen Mou (released after the investigation of misjudged cases by the court) filed a state compensation with the court of first instance, demanding that he be placed on file for compensation for years of wrongful detention. As the filing court staff had never encountered a similar situation and didn't know how to deal with it, they submitted Chen Mou's materials to Shumou for instructions. After receiving the materials, Shumou did not inquire about the relevant laws and regulations, nor did he consult the filing department of the higher court or the former president. On the contrary, he regarded Chen Mou's application as a general administrative compensation case, and called Ke Mou, the vice president in charge, to make an oral explanation. Without specifying the case and submitting written materials, it was approved by Ke and put on record. A few days later, the court informed Chen Mou that he agreed to execute the case and that the case had been handed over to the executive board of the court. Chen Mou then applied to the Executive Board to enforce the court's compensation for the losses. After receiving the case, the person in charge of the Executive Board cried and cried, raised an objection to the judicial committee of the court, arguing that the case was wrongly filed, and provided relevant provisions to prove that the state compensation should be filed by the State Compensation Committee of the court, not by the court that filed the case, and the case was not directly compensated by the court, nor was it an executable case. However, the internal department of the court executed the case to the court, and the court executive board took the president of the court as the executor, which made a big joke.

Afterwards, Shu was severely punished as the person in charge of the filing court; As its leader in charge, Ke was also warned.

Analysis:

Personally, Shumou lacks the professional sensitivity of the person in charge of the window unit. As a new leader in charge, he lacks knowledge and understanding of the business in charge, and fails to handle difficult business with a cautious attitude, which leads to jokes. Specifically violated the following principles:

One is to ignore the principle of information organization, be overconfident when encountering business difficulties, make blind decisions without trying to collect information when information is insufficient, mislead decisions when feeding back insufficient information to the vice president in charge, expand their management scope, and fail to analyze information effectively and reasonably, resulting in misjudged cases, seriously affecting the prestige of the court and making people doubt its business ability.

Second: ignoring the principle of correct positioning, as the head of the department, he did not actively deal with problems, collect information, objectively reflect the facts, and gain the approval of his superiors. He only relied on his own subjectivity and experience, without taking reasonable and effective analysis, and came up with a correct and perfect treatment plan for communication and approval. Instead, he concealed important information, evaded the important and made the responsible vice president make the wrong decision.

Third: communication channels are not used well. Without timely and effective communication and consultation with the superior competent department and the original person in charge in advance, he directly expressed his thoughts to the competent vice president, which led to the wrong understanding and decision-making of the competent vice president without knowing the problem, leading to jokes.

Fourth: lack of organizational team consciousness. Each unit and department is a team, and the filing court is also a working group. As the president, Shu didn't play a team spirit when he encountered business difficulties.

The spirit of cooperation guides subordinates to collect information and inquire about relevant laws and regulations. But to show their professional ability, rely on their own experience and sensibility, make blind decisions without authorization, and damage their prestige among subordinates.

On the other hand, the status of the vice president in charge as a decision-maker has also caused some serious communication obstacles. As a result, I was criticized and punished. Mainly manifested in:

First: lack of attentive listening. Communication is two-sided. When the subordinate Shu reported the work problem by telephone, he did not check and understand the information conveyed by Shu, nor did he listen carefully to Shu's work ideas, nor did he take the initiative to communicate the problem by asking and checking.

Second: too credulous to subordinate employees. The effectiveness of communication is once again destroyed. As a superior leader, we should have trust in our subordinates and insist on supervision and management. Trust can improve their work enthusiasm, but if it is too light, they may be overconfident and make mistakes in their work. This case is a typical example.

Third: decision-making is too hasty. As a superior leader, every decision should be cautious and steady. As a superior of Shu, Ke did not ask in detail about the specific situation of Shu's case when Shu reported the case to him, nor did he ask Shu to submit relevant case materials. Only according to Shu's personal opinion, I agreed to file a case, which led to jokes.

Discuss the problem:

1. As a person in charge who is unfamiliar with business, how should Shu deal with similar problems?

A: Leading cadres will inevitably encounter difficulties in their work. However, the measure of whether a person can become a leader is not how strong he is, but how he treats the problems or difficulties he faces. Subordinates report problems to department heads, who

It is right to report the problem to the hospital leaders. If you have any questions, you must reflect them quickly. There is nothing wrong with subordinates reflecting problems upwards. What often makes mistakes is that the superiors are stumped by the problems of the subordinates.

In this case, Shu, as a department head who is not very familiar with the business, should first ask the ins and outs of the problem in detail, make clear the relevant regulations and past experience, and be aware of it. In the process of inquiry, you can not only sort out your thoughts slowly and find the key to the problem, but also make your subordinates realize that they are not well prepared, thus establishing prestige in their hearts invisibly; Secondly, as a subordinate of Ke, Shu should prepare relevant materials and report the situation to Ke in detail, so that when the leader asks questions, he can answer them like a stream, which makes people feel prepared. In addition, when putting forward handling opinions, he should reserve several alternative schemes to put forward tendentious opinions, so as to avoid putting forward personal decision-making opinions and affecting the judgment of leaders. This can avoid the idea of exceeding authority in the minds of leaders, and then make leaders unhappy.

2. As the superior leader of Shumou, what should Kemou do when Shumou reports the case by phone?

A: Leadership is the master of decision-making and plays a leading role in the whole decision-making process. Leaders should ask their subordinates to prepare relevant materials and a variety of alternatives when reporting. When various alternatives are delivered to the leaders and faced with the critical moment of decision-making, the leaders should choose the optimal decision, that is, choose the satisfactory scheme from various schemes to achieve the goal. Only in this way can we make good decisions and avoid losses and mistakes.

In this case, when Ke reported the case by phone, under normal circumstances, Shu should be asked to report the case to him. When Shumou reports, he should listen carefully, do a good job of communication, make the case clear and understand, and master the relevant regulations and past practices.

Make scientific decisions under sufficient circumstances. When putting forward personal opinions, Shu should consider carefully, avoid the influence of personal factors, and avoid considering Shu's emotional concession decision. He should consider the consequences and effects of the decision before making it. In this case, after making a wrong decision, we should react quickly and communicate with Chen Mou in time to minimize the impact. We should admit our mistakes, confess the situation to the president and the party group and strive for leniency.

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