| Course | MAN-3730 Managerial Communications |
|---|---|
| Module | Module 1 |
| Paper type | Written assignment 1: the managerial dynamic and the impact of technology |
| Length | About 875 words, 6 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Bachelor of Science in Business Administration |
| Updated | October 2026 |
Free sample paper for MAN 3730 Module 1
Always On, Often Unclear: Technology and Managerial Communication at a Title Company
Student Name
Bachelor of Science in Business Administration, Thomas Edison State University
MAN-3730: Managerial Communications
Mentor Name
Month Day, Year
Always On, Often Unclear: Technology and Managerial Communication at a Title Company
Introduction
Managerial communication differs from communication in general because managers communicate to get work done through others, and every message carries the authority of the role. Veltsos and Hynes (2022) present it as strategic: a manager chooses the purpose, the audience, the content and the channel of each message, and those choices shape results. Technology now multiplies the channels available and changes expectations about when communication happens. This report applies that strategic view to Gateway Title and Escrow, a composite company with 85 employees in three Missouri offices, where new messaging tools have created both speed and strain.
The Situation
Two years ago the company gave every employee a smartphone with email and a team chat application so closers, processors and agents could coordinate across offices. Response times to lenders and real estate agents improved, and the company now closes most residential transactions in under 30 days. A staff survey this spring, however, found that 64 percent of employees answer work messages after 8 p.m. at least three nights a week, and 47 percent describe feeling unable to disconnect. Managers also traced four closing errors in the past year, including one wire instruction that had to be recalled, to instructions sent as brief chat messages without the details a processor needed.
Analysis: The Managerial Dynamic
From the strategic perspective, both problems stem from channel choices made without considering purpose and audience. Brief chat messages suit quick coordination, such as confirming a signing time, but they are poorly suited to complex instructions that must be followed exactly. Veltsos and Hynes (2022) stress that managers should match the channel to the message's complexity and importance and to the reader's needs. A processor who receives a fragment of an instruction late in the evening, with no structure and no chance to ask a question, is set up to make an error.
Managers also shape norms through their own behavior. When a branch manager sends messages at 10 p.m., employees infer that responses are expected, whatever the manager intends. The message is not only its content but its timing, which communicates priorities.
Analysis: What Research Shows About Always-On Communication
Research beyond the textbook explains why the after-hours pattern persists even though few people want it. Mazmanian et al. (2013), studying knowledge professionals who adopted mobile email devices, described an autonomy paradox: each person used the device to gain flexibility and control over when to work, yet collectively their use escalated expectations of constant availability, so that everyone ended up with less autonomy. Barley et al. (2011) found that email contributed to employees' sense of overload not only through the time it consumed but as a symbol of being behind, and that time spent handling email was associated with greater feelings of overload. Both findings suggest that individual willpower will not solve the problem; the norm has to change at the group level, and managers are the people best placed to change it.
| Problem | Cause in managerial terms | Research link |
|---|---|---|
| After-hours messaging | Timing signals expectations; no stated norm | Autonomy paradox: individual flexibility becomes collective pressure |
| Closing errors | Complex instructions sent through a brief, informal channel | Overload reduces careful reading of messages |
| Feeling unable to disconnect | Managers model constant availability | Email as a symbol of being behind |
Recommendations
The analysis points to three changes. First, the company should adopt written channel norms: chat for quick coordination, email using a standard template for any instruction affecting funds, documents or deadlines, and a phone call for anything urgent after hours. Wire and payoff instructions should never be sent by chat. Second, managers should set and model availability expectations, stating that messages after 6 p.m. do not require replies until the next business day and using delayed delivery for their own late-evening messages. Third, the company should review the change after three months with a short repeat survey and a count of errors traced to unclear instructions.
Trade-offs
Slower replies in the evening may frustrate some agents and lenders accustomed to instant answers, and the company may lose a small edge in responsiveness. The templates add a minute or two to each instruction. These costs are modest against the risk of a misdirected wire, which in the title business can mean a large loss and regulatory scrutiny, and against the turnover that burnout tends to produce.
Implementation
The policy should be introduced by the chief executive at an all-staff meeting, with each manager walking through the channel rules with their team the same week. A one-page summary should be pinned in the chat application, and the email template for funds and deadline instructions should be built into the closing software so it is the default rather than an extra step. For the first month, managers should gently redirect any instruction sent by chat to the correct channel, which teaches the norm faster than reminders.
Conclusion
Technology has made Gateway faster but has also allowed channel choices and timing to drift without strategy. Treating each message as a managerial decision about purpose, audience, channel and timing, as the strategic view of communication recommends, and changing availability norms at the group level, as research suggests, would keep the speed while reducing errors and strain.
References
Barley, S. R., Meyerson, D. E., & Grodal, S. (2011). E-mail as a source and symbol of stress. Organization Science, 22(4), 887-906. https://doi.org/10.1287/orsc.1100.0573
Mazmanian, M., Orlikowski, W. J., & Yates, J. (2013). The autonomy paradox: The implications of mobile email devices for knowledge professionals. Organization Science, 24(5), 1337-1357. https://doi.org/10.1287/orsc.1120.0806
Veltsos, J. R., & Hynes, G. E. (2022). Managerial communication: Strategies and applications (8th ed.). SAGE.
What the MAN 3730 Module 1 instructions ask for
MAN-3730 requires six written assignments, one per module, together carrying 45 percent of the course grade, along with five discussions, a proctored midterm and a final case analysis report with a narrated presentation. The syllabus asks for professional reports in APA format, written objectively in the third person and mostly in the present tense, with research beyond the textbook whenever the prompt calls for it. For Module 1, apply the managerial communication dynamic and the effects of technology to a workplace scenario. Name the concepts you use, show how they explain the situation, and end with recommendations a manager could adopt. Keep the scenario anonymous if it comes from your own workplace.
How the MAN 3730 Module 1 example is put together
The report begins by defining managerial communication as strategic, which frames everything that follows. The situation is described with figures and a specific problem, so the analysis has something concrete to explain. Two analysis sections separate what the textbook explains from what outside research adds, meeting the syllabus's requirement for research beyond the text. Each problem is paired in a table with its managerial cause and the study that explains it. Recommendations follow directly from the causes, and a trade-offs section admits their costs. The whole report is written in the third person and the present tense, as TESU's guidelines specify for professional reporting. Each recommendation answers one cause named in the analysis.
Reading the MAN 3730 Module 1 grading rubric
MAN-3730 written assignments are graded against a rubric on a 0 to 100 scale. Mentors look for correct use of the module's concepts and vocabulary, a scenario that shows the lesson applied to a workplace, research beyond the textbook with proper APA citations, and objective third-person reporting with correct grammar and syntax. Clear organization with headings helps, and recommendations should follow from the analysis. The syllabus warns that a well-written paper without outside research is incomplete when research is required, so including at least two scholarly sources protects the grade. A concise conclusion that restates the lesson completes the paper. Practical recommendations tied to named concepts earn the most credit from mentors.
Common MAN 3730 Module 1 mistakes, and how to avoid them
Common problems include first-person narratives where the syllabus asks for objective reporting, papers that cite only the textbook, and analyses that describe a situation without naming the concept that explains it. Our writers can prepare MAN 3730 written assignments for the scenario your module presents. Before drafting, identify the communication problem in one sentence and the course concept that explains it. Find two research articles that address the same issue, and use them to deepen the explanation rather than to decorate it. Write recommendations as specific actions with owners, and proofread for tense, vague pronouns and APA format. Then check every citation against the reference list before you submit.
Write yours, or have the desk draft it
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MAN 3730 Module 1 questions, answered
Where can I find a free MAN 3730 Module 1 sample paper?
The first Managerial Communications written assignment is shown above as an objective report on technology and the managerial dynamic at a composite title company.
What does it mean that managerial communication is strategic?
Managers deliberately choose the purpose, audience, content, channel and timing of each message to achieve results through others.
What is the autonomy paradox?
Mazmanian, Orlikowski and Yates's finding that mobile email gave professionals individual flexibility but collectively raised expectations of constant availability, reducing their autonomy.
Should MAN-3730 papers be written in the first person?
No; the syllabus asks for objective third-person professional reporting, except in correspondence.
What textbook does MAN-3730 use?
Veltsos and Hynes's Managerial Communication: Strategies and Applications, eighth edition.