1
Communication Communication and Interpersonal and Interpersonal
SkillSkill
2
Learning OutcomesLearning Outcomes
• Learn why communication is important to
managers
• Describe the communication process
• Learn to overcome communication barriers
• Identify active listening techniques
• Learn how to give effective feedback
3
Learning OutcomesLearning Outcomes
• Describe contingency factors that affect
delegation
• Learn how to delegate
• Learn how to analyze and resolve conflict
• Explain why managers stimulate conflict
• Compare distributive and integrative
bargaining
4
The Communication Process
SenderSender
EncodingEncoding
ReceiverReceiver
DecodingDecodingChannelChannel
Feedback
Message Message
Noise
5
Communication IssuesCommunication IssuesCommunication IssuesCommunication Issues
Written Communication
Verbal Communication
The Grapevine
Nonverbal Cues
Electronic Media
Written Communication
Verbal Communication
The Grapevine
Nonverbal Cues
Electronic Media
©Prentice Hall, 2001 Chapter 12 6
FilteringFiltering
EmotionsEmotions
SelectiveSelectivePerceptionPerception
InformationInformationOverloadOverload
ApprehensionApprehension
LanguageLanguage
Communication BarriersCommunication Barriers
©Prentice Hall, 2001 Chapter 12 7
Overcoming Overcoming Communication BarriersCommunication Barriers
• Constrain emotions
• Watch nonverbal cues
• Use feedback
• Simplify language
• Listen actively
8
ContemporaryContemporaryCommunication IssuesCommunication Issues
ContemporaryContemporaryCommunication IssuesCommunication Issues
Communication Communication
between Men between Men
and Womenand Women
Communication Communication
between Men between Men
and Womenand Women
CommunicationCommunication
in the Globalin the Global
VillageVillage
CommunicationCommunication
in the Globalin the Global
VillageVillage
9
Active Listening Skills
Active Listening Skills
AcceptanceAcceptanceAcceptanceAcceptanceResponsibilityResponsibilityResponsibilityResponsibility
IntensityIntensityIntensityIntensity EmpathyEmpathyEmpathyEmpathy
10
EffectiveEffectiveFeedbackFeedbackEffectiveEffectiveFeedbackFeedback
ProvideProvideTimelyTimely
FeedbackFeedback
ProvideProvideTimelyTimely
FeedbackFeedback
KeepKeepFeedbackFeedback
ImpersonalImpersonal
KeepKeepFeedbackFeedback
ImpersonalImpersonal
Focus on What Focus on What the Receiverthe ReceiverCan ControlCan Control
Focus on What Focus on What the Receiverthe ReceiverCan ControlCan Control
Focus onFocus onSpecificSpecific
BehaviorsBehaviors
Focus onFocus onSpecificSpecific
BehaviorsBehaviors
StayStayGoal-Goal-
OrientedOriented
StayStayGoal-Goal-
OrientedOriented
EnsureEnsureUnderstandingUnderstanding
EnsureEnsureUnderstandingUnderstanding
11
Delegation Delegation Contingency Factors Contingency Factors
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees
12
Delegating EffectivelyDelegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels
13
Three ViewsThree Viewsof Conflictof Conflict
TraditionalTraditionalHumanHumanRelationsRelations
InteractionistInteractionist
14
Conflict and Unit PerformanceConflict and Unit PerformanceU
nit
P
erfo
rman
ce
High
Low Level of Conflict High
A B C
Situation
A
B
C
Conflict Level Conflict Type Internal Characteristics Outcomes
Low or none
Optimal
High
Dysfunctional
Functional
Dysfunctional
Apathetic, stagnant
Viable, innovative
Disruptive, chaotic
Low
High
Low
15
ConflictConflict
ManagementManagement
ConflictConflict
ManagementManagement
AvoidanceAvoidanceAvoidanceAvoidance
AccommodationAccommodationAccommodationAccommodation
ForcingForcingForcingForcing
CompromiseCompromiseCompromiseCompromise
CollaborationCollaborationCollaborationCollaboration
16
Sources ofConflict
Sources ofConflict
CommunicationDifferences
CommunicationDifferences
StructuralDifferencesStructural
Differences
PersonalDifferences
PersonalDifferences
17
When to Stimulate ConflictWhen to Stimulate Conflict• Are you surrounded by “yes” people?
• Are employees afraid to admit ignorance?
• Do decision makers sacrifice values for compromise?
• Do managers maintain an “impression” of cooperation?
• Are managers overly concerned about the feelings of others?
• Is popularity more important than performance?
• Do managers crave decision-making consensus?
• Are managers resistant to change?
• Is there a lack of new ideas?
• Is turnover unusually low?
18
Stimulating ConflictStimulating Conflict
• Legitimize conflict
• Use communication
• Bring in outsiders
• Use structural variables
• Appoint a “devil’s advocate”
19
• Available Resources
• Primary Motivations
• Primary Interests
• Focus of Relationships
• Available Resources
• Primary Motivations
• Primary Interests
• Focus of Relationships
• Fixed Amount
• I Win, You Lose
• Opposed
• Short-Term
• Fixed Amount
• I Win, You Lose
• Opposed
• Short-Term
• Variable Amount
• I Win, You Win
• Congruent
• Long-Term
• Variable Amount
• I Win, You Win
• Congruent
• Long-Term
IntegrativeBargainingIntegrativeBargaining
DistributiveBargainingDistributiveBargaining
BargainingCharacteristics
BargainingCharacteristics
The Two Types ofThe Two Types ofNegotiating StrategiesNegotiating Strategies
The Two Types ofThe Two Types ofNegotiating StrategiesNegotiating Strategies
20
The Bargaining Zone
Party A’sParty A’sAspirationAspiration
RangeRange
Party A’sParty A’sAspirationAspiration
RangeRangeSettlementSettlement
RangeRange
Party B’sParty B’sAspirationAspiration
RangeRange
Party B’sParty B’sAspirationAspiration
RangeRange
Party A’sTarget Point
Party B’sResistance
Point
Party A’sResistance
Point
Party B’sTarget Point
21
Developing Negotiation SkillsDeveloping Negotiation Skills
• Research your opponent
• Begin in a positive way
• Address problems, not people
• Ignore initial offers
• Seek win-win solutions
• Consider third-party assistance
22
Making Effective PresentationsMaking Effective Presentations
• Prepare for the presentation
• Make opening comments
• Make your points
• End the presentation
• Answer questions
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