A Transactional Communication Analysis of Middle Managers

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A Transactional Communication Analysis of Middle Managers Introduction This paper provides my analysis of an oral presentation using the transactional model of communication. This model is most appropriate to my analysis, as this presentation seeks understanding and agreement of a mid-level management group. The goal of the transaction is to gain buy-in and support of a training program from mid-level managers. My role is to prepare and verbally present information to a small group of managers. My analysis focuses on the systems perspective of the three expanding spheres of the model to reach the goal- integral, strategic and tactical. My analysis is not a detail of all the elements of the spheres. It explains some of my thoughts, in preparing for the transaction, and approaches, which were important to reaching agreement. In my conclusion, I offer why I believe this transaction is, and how one can measure, that success. The Integral Sphere The integral sphere, status and input assumptions, changes most slowly. The culture of my organization lies in its past and current strengths. We excel in specialized services and expertise; however, this strength is our weakness. We have few that think in terms of systems and what is best in the organizational perspective. We lose business and continue to do so, because of labor costs. Our response to new business is using a team of people, rather than the one or a small few. Our customers desire people who are generalists, not specialists, who are knowledgeable in several areas. To meet our customer’s needs and our business of tomorrow, we must retrain the existing workforce. The manager’s focus today is not toward the future business of the organization, for they imme... ... middle of paper ... ...olution or mutual agreement among others. Both models are a part of this transaction and show the need for systems thought. The results of any message, though, are never complete until another interprets it as intended. Feedback is necessary to confirm receipt of the message, in this case understanding and agreement by a group. In this transaction, the feedback is not only agreement from the meeting, but by what continues thereafter. The feedback of success here appears evident by the lingering conversations after the meeting. The manager’s chats are positive and supportive of the program. It is an optimistic view, with no negative criticism or wrongful interpretations thus far. In this case, it appears resolution is a complete success. This is not always the case. Time and the future shall tell- if managers really can agree. Bibliography: none

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