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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

Managers must effectively


communicate with many people:
Employees
Customers
Owners
Suppliers
Community and other officials

Chapter 3 Leaders Are Effective Communicators

OVERVIEW OF THE COMMUNICATION


PROCESS

Communication is the process of sending and receiving


information by speech, gestures, or writing to receive a
response or action.

Chapter 3 Leaders Are Effective Communicators

ender-The person who sends the message to the receiver.


As the sender you must consider the following
information:
For whom is it intended? (receiver)
What do I want to say? (message content)
How will I send it? (message channel)
What other factor affect the message? (message
context)

Message Content- The information sent by the sender to


the receiver.
There are two kinds of messages:
1. Historical information
2. Future-oriented information

Chapter 3 Leaders Are Effective Communicators

Message Channel- How the message will be communicated

Chapter 3 Leaders Are Effective Communicators

Message Context- the surrounding to which a

message travels
Inner
Immediate
surroundings
Examples: Noise and
the fast pace of the
hospitality industry
Middle
Involves chain of
command
Message may get lost
in translation
Outer
Involves
communication with
media
Limitations on what
can be adverstised

Chapter 3 Leaders Are Effective Communicators

Receiver

A receiver is the person or persons for


whom the message is intended
The person may not automatically
react to the communication
The receiver may take time to
interpret the message
The receiver will then provide
feedback concerning the
communication

Chapter 3 Leaders Are Effective Communicators

COMMUNICATION CHALLENGES
Word
meaning
Jargon
Gestures
Cultural
Differences
Assumption
s
Fixed Ideas
Opinions
Distracting
Workplace
Timing
Clarity
Tone

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


Thank you for calling Anytown Restaurant Mr. Jones, this is
Jane speaking. How may I assist you?
Use the guest name if possible
At the close of the conversation, I am glad I could help, Mr.
Jones; may I help you with anything else?

Listen Like a Pro


Communication is a two-way process
Effective listening requires the receiver to be involved in
the communication process

Chapter 3 Leaders Are Effective Communicators

Write Like a Pro


Plan What to Write
Be clear and
complete
Be concise
Keep it simple
Check your work
Express a positive
attitude
Write often

Writing Pitfalls

No Planning
Uncertain Purpose
Forgetting the
audience
Using an incorrect
style

Chapter 3 Leaders Are Effective Communicators

Nonverbal Communication
In some cultures, the following nonverbal
behaviors send a negative message:
Biting lips= nervousness
Slouching in chair= shows
disinterest
Raising eyebrows= disbelief or
amazement
Pointing with finger= scolding or
lecturing
In some cultures, the following nonverbal
behaviors send a positive message:
Sitting on the edge of the chair=
interested
Smiling= confidence or enthusiasm
Thumbs up= Shows agreement
Winking an eye= recognition

Chapter 3 Leaders Are Effective Communicators

INTERPERSONAL COMMUNICATION
A Close Look at Interpersonal Communication
Impact of Managers Actions
Effective managers know that actions speak louder than
words
Many employees make judgements about managers
effectiveness and ethics based on how they act in their
leadership role

Impact of Managers Words

Spoken messages impact relationships with employees


Respecting employees views build stronger interpersonal
communication

Chapter 3 Leaders Are Effective Communicators

Types of Interpersonal Communication


Constructive feedback focuses on specific aspect of performance
and can be positive such as emphasizing desired performance , or
negative such as addressing performance that should be improved.

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
Managers should consider several questions when planning,
developing and processing messages: the who, what, where,
when, why and how.
The availability of accurate and current information is the
foundation for developing any type of communication

Processing Messages
Most effective managers set aside two or three times during a
work shift to view and act on written messages.
Many messages can be properly addressed without follow-up
but it is important to make sure the sender knows your
received the message.
Train employees to ensure that all phone messages are
managed correctly in your absence.

Chapter 3 Leaders Are Effective Communicators

Internal Communication
Communication between Departments
Interdepartmental communication occurs between
employees in different departments. This includes:
Executive committee meetings
Participating in cross-functional teams
Including all departments in any changes that
occur within the restaurant

Communication with Employees


All employees should receive important and formal
information at about the same time
Information of lesser importance may be spoken over
several shifts

Chapter 3 Leaders Are Effective Communicators

Chapter 3 Leaders Are Effective Communicators


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
There are several purposed for information provided to guests while
they are at the establishment:
To educate them about available products and services
To increase revenues
To ensure they have an enjoyable dining experience
To promote repeat visits
All written information, regardless of how simple it might appear,
should be thoughtfully designed and developed to ensure it properly
represents the establishment to customers. Written information
includes:
Menus
Interior signage
Tabletop items

Chapter 3 Leaders Are Effective Communicators


Addressing Negative Guest Reviews
1. Thank the reviewer for the feedback.
2. Apologize and provide a clear explanation about
what caused the problem.
3. Note the specific actions have been taken to avoid
a repeat.
4. Offer direct communication with you by email or
phone.
5. Quote any positive comments. If the review said
the food was good but the service was bad, state
you are pleased that the food was good.
6. End by again thanking the reviewer for the
feedback.
7. Check for errors. Even with social media,
messages should be professional

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-onone 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 establishments 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
companys 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

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