The level of competition has increased in the business world making customer satisfaction an important process in the quest for financial growth within a company. As the author puts it, customer satisfaction is the driving force behind the strategic actions taken by several companies.
The author also indicates that companies are under pressure to deal with complex and challenging customer service issues such as disputes and complaints. The article therefore points out the shortcomings evident in managerial communication and recommends solutions necessary in dealing with such shortcomings (Edelman n. d).
The article is well written with sections that provide careful analysis of these complex issues from the author’s perspective. He strives to highlight concepts and ideas in a way that suggests where managerial communication in corporations emanates from, its present and future standing instead of simply writing critiques or literature reviews. The first part of the article highlights the most common communication mistake as seen when managers enrage their customers by what they say and how they choose to say it.
The above mentioned concept is analyzed by the use of well explained points. These points deeply analyze the mistakes commonly made; furthermore they question the accepted communication methods seen in organizations in reference to management. It also challenges the theories used by organizational managers. The author highlights the complex relationship existing between the customers and the corporate managers.
The author disagrees with the choices managers make in attacking a person rather than the problem. The author takes issue with managers who are over controlling, ignorant to cultural differences, have a tendency of re- escalating issues. This is in addition to managers who are not aware of their audiences, those who use counterproductive tones and phrases, appear disinterested and judgmental (Edelman n. d).
In reference to my experience as a buyer, the author ignores several mistakes that managers make due to their power drunken nature; such managers do not see the usefulness of communication. Most of them delegate vital tasks to their juniors who are at times inexperienced. In my view the author should have included such an important concept in his work. The author also fails to acknowledge that some managers perform considerably well in initiating communication efforts thus are effective communicators.
The second part of this article explores the different methodologies managers use in an effort to improve their communication skills. He highlights key strategic managerial skills that are helpful in resolving conflicts and disputes. For example the author indicates that it is important for a manager to develop a connection with his customers, he also indicates the importance of acknowledging customers feelings in the course of solving conflicts. Exploration and negotiating resolutions is also recommended (Edelman n. d).
A need arises for presentation of more examples on the resolution of conflicts and disputes using effective managerial communication skills. The source of information presented in the article is left to the imagination of the reader as the author does not cite any written material or source to support his conclusions.
can also critique the language used by the author. He uses words such as ‘red’ and ‘green’ in an unusual manner. A number of readers will therefore not comprehend the meaning of such words unless they read them in the context. Most important is the outstanding issues and conceptual challenges the author creates for the readers (Edelman n. d).
Reference
Edelman, A. (n. d.) Avoiding common managerial communication pitfalls. My article archive. Web.