The following paragragh has 10 mistakes. Identify the mistakes in the lines and correct them. Write your answer in the space provided. COMMUNICATION Managers spend most of their free time communicati...

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Timi

15/12/2023

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COMMUNICATION Managers spend most of their free time communicating - reading, writing, talking or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an “art” now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.
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nganhoang

15/12/2023

COMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an “art” now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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x vinh

15/12/2023

chungtalaluquyCOMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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chungtalaluquy

  1. COMMUNICATION
  2. Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.


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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

Hãy giúp mọi người biết câu trả lời này thế nào?
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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

Hãy giúp mọi người biết câu trả lời này thế nào?
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OMMUNICATION

Managers spend most of their free time communicating - reading, writing, talking, or listening. Yet the evidence is that they do not always do this successfully. One reason that has been suggested for this is that, in the past, communication was regarded as a natural process, not taught in any formal sense. This theory has been changing, and the concept of communication as an "art" now appears regularly in management courses and seminars. Communication is probably one of the least appreciated aspects of management, and more and more organizations are realizing that effective communication involves telling staff why things are happening. This not only helps day-to-day working but allows changes to be introduced more smoothly, and sometimes leads to improvements being mentioned by staff. Both the morale and efficiency of an organization depend to a great extent on the abilities of its staff to communicate effectively. Communication is not something that should be undertaken only when trouble occurs. It should be a daily habit if the organization is to run smoothly and avoid difficulties and, of course, it should be a two-way process, involving listening as well as talking. Regular exchanges of ideas between managers and staff will help to create good teamwork.

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