Marriott Alumni Magazine

Fall 1981 Exchange

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CONTENTS BRIGHAM YOUNG UNIVERSITY SCHOOL OF MANAGEMEN T FA LL 1981 Publisher: William G. Dyer Editor: Paul R. Timm Assistant Editor: Christopher Jones Copy Editor: Byron Bronk Art Director: Brent D. Burch ARTICLES 2 Defusing Defensive Communication William H. Baker 7 Computer Literacy: As BASIC as ABC Marshall B. Romney 10 If You Can't Read the Budget Manual, How Can You Cut the Budget? Gary C. Cornia and Paul R. Timm 24 Communicating into the Future: Forecasting Fades as Economics Assumes a New Role Richard M. Oveson 26 Business Stories: The Overlooked Motivator Alan L. Wilkins COMMENT 18 Effective New Crime Deterrent: Communicating Ethical Values Mark W. Cannon EDITOR'S CORNER "Communication breakdown" has just about taken the place of original sin as an explanation for the ills of the world-and perhaps with good cause. In our fast-moving world the ripple effects of poor communication can devastate an organization. Management must be increasingly mindful of the crucial importance of communicating well-of understanding and being understood. Peter Drucker once offered this observation to the young manager: "As soon as you move one step up from the bottom, your effectiveness depends on your ability to reach others through the spoken or the written word. And the farther away your job is from manual work, the larger the organization of which you are an employee, the more important it will be that you know how to convey you r thoughts.'' Effective communication helps organizations get things done right. Ineffective communication costs organizations and people hours and dollars. The effect is clear, though not always clearly quantifiable: Poor communication will sap persona l and organizational energy and resources. Hence, our theme for this issue of EXCHANGE is "Communication: Are You Getting the Message?'' In this issue we will take a look at a variety of problems in communicating: Unclear writing in public sector budget manuals poses a major difficulty for administrators. Defensive reactions to supervision build walls among workers. "Computerese" sounds like a foreign language to many managers who need to understand their accounting systems. Econometric models serve companies only to the extent that they are understandable. And finally, our entire society may be jeopardized to the extent that we fail to communicate appropriate values to the would-be criminal. All of these kinds of issues can be viewed from the perspective of the "communication breakdown." We hope you'll find these ideas useful. Paul R. Timm, Ph.D. Assistant Dean and Editor Published by the School of Management, Brigham Young University, Provo, Utah. ┬ęCopyright 1981 by Brigham Young University. All right s reserved. All communications should be sent to Exchange, 154 Jesse Knight Building, Brigham Young University, Provo, Utah 84602. Telephone (801) 378-4121. The views expressed in Exchange are those of the various authors and not necessarily the School of Management.

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