Chapter 3
Leaders Are
Effective
Communicators
Hospitality and Restaurant
Management
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.
Chapter 3 Leaders Are Effective Communicators
MANAGERS MUST COMMUNICATE
Chapter 3 Leaders Are Effective Communicators
OVERVIEW OF THE COMMUNICATION PROCESS
Chapter 3 Leaders Are Effective Communicators
Sender
Message Content
Message Channel
Chapter 3 Leaders Are Effective Communicators
Message Context
Chapter 3 Leaders Are Effective Communicators
Receiver
Chapter 3 Leaders Are Effective Communicators
COMMUNICATION CHALLENGES
Chapter 3 Leaders Are Effective Communicators
EFFECTIVE COMMUNICATION SKILLS
Speak Like a Pro
Chapter 3 Leaders Are Effective Communicators
Use the Telephone Like a Pro
Listen Like a Pro
Write Like a Pro
Chapter 3 Leaders Are Effective Communicators
Plan What to Write
Chapter 3 Leaders Are Effective Communicators
Writing Pitfalls
Chapter 3 Leaders Are Effective Communicators
Nonverbal Communication
Chapter 3 Leaders Are Effective Communicators
INTERPERSONAL COMMUNICATION
A Close Look at Interpersonal Communication
Impact of Manager’s Actions
Impact of Manager’s Words
Chapter 3 Leaders Are Effective Communicators
Types of Interpersonal Communication
Chapter 3 Leaders Are Effective Communicators
INTERNAL AND EXTERNAL COMMUNICATION
Chapter 3 Leaders Are Effective Communicators
Developing Effective Messages
Chapter 3 Leaders Are Effective Communicators
Managing Information for Messages
Processing Messages
Chapter 3 Leaders Are Effective Communicators
Internal Communication
Communication between Departments
Communication with Employees
Bulletin Boards: Special Communication Tools
Chapter 3 Leaders Are Effective Communicators
External Communication
External Communication Methods
Chapter 3 Leaders Are Effective Communicators
Communication with Customers
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators - Summary
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.
Chapter 3 Leaders Are Effective Communicators
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.
Chapter 3 Leaders Are Effective Communicators
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.
Chapter 3 Leaders Are Effective Communicators
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.
Chapter 3 Leaders Are Effective Communicators
Chapter Images
Chapter 3 Leaders Are Effective Communicators
Chapter Images continued