Transcript Chapter 16
Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc COPYRIGHT Copyright 1999 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her owner use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, cause by the use of these programs or from the use of the information contained herein. Chapter 16 Communication and Interpersonal Skills Planning Ahead – What is the communication process? – How can communication be improved? – How does perception influence communication and behavior? – How can conflict be constructively managed? – How can agreements be negotiated successfully? Schermerhorn - Chapter 16 3 Communication Interpersonal process of sending and receiving symbols with messages attached to them Critical management skill Foundation of effective leadership Schermerhorn - Chapter 16 4 Communication The Communication Process – Key elements • • • • • sender message communication channel receiver feedback Schermerhorn - Chapter 16 5 Communication Effective and Efficient Communication – Effective • intended message of sender is identical to interpreted meaning of the receiver – Efficient • occurs at minimum resource cost • not always effective Schermerhorn - Chapter 16 6 Communication Barriers to Effective Communication – managers must choose appropriate communication channel • written – simple messages – require extensive dissemination – formal policies are being conveyed • oral – complex and difficult to convey – immediate feedback is valuable – more personal Schermerhorn - Chapter 16 7 Communication Barriers to Effective Communication – poor written or oral expression – semantic problems – failure to recognize nonverbal signals • mixed message – physical distractions – status effects Schermerhorn - Chapter 16 8 Improving Communication Active Listening – listen for message content – listen for feelings – respond to feelings – note all cues – paraphrase and restate Schermerhorn - Chapter 16 9 •Improving Communication Constructive Feedback – give feedback directly – should be specific – give when person seems willing to accept it – make sure feedback is valid – give in small doses Schermerhorn - Chapter 16 10 Improving Communication Open Communication Channels – Management by wandering around (MBWA) – open office hours – employee group meetings – employee advisory council – suggestion boxes Schermerhorn - Chapter 16 11 Improving Communication Open Communication Channels – 360 degree feedback (multi-rater assessment) – use of communication consultants – proxemics and use of space – technology utilization – valuing culture and diversity Schermerhorn - Chapter 16 12 •Perception, Communication, and Behavior Perception – process through which people receive and interpret information from the environment – people can perceive the same things or situations differently Schermerhorn - Chapter 16 13 •Perception, Communication, and Behavior Attribution Errors – Attribution • process of developing explanations for events – Fundamental attribution error • observers – blame another’s problems more on internal causes rather than environmental factors Schermerhorn - Chapter 16 14 Perception, Communication, and Behavior Attribution Error – Self-serving bias • individuals – blame their personal failures on environmental factors – attribute their successes to personal factors Schermerhorn - Chapter 16 15 •Perception, Communication, and Behavior Perceptual Tendencies and Distortions – Stereotypes • someone identified with a group or category is assumed to have the characteristics of that group or category – Halo Effects • one attribute is used to develop an overall impression of a person or situation Schermerhorn - Chapter 16 16 Perception, Communication,and Behavior Perceptual Tendencies and Distortions – Selectivity • tendency to single out those aspects of a person that reinforce one’s existing beliefs, values, or needs – Projection • assignment of personal attributes to other individuals Schermerhorn - Chapter 16 17 Conflict Disagreement between people on substantive or emotional issues – substantive • disagreements about – goals – allocation of resources – distribution of rewards, policies and procedures – job assignments Schermerhorn - Chapter 16 18 Conflict Emotional Conflicts – result from feelings of • anger, distrust, dislike, fear, resentment • personality clashes Schermerhorn - Chapter 16 19 Conflict Functional and Dysfunctional Conflict – functional (constructive) • stimulates people toward greater work efforts – dysfunctional (destructive) • very high or very low intensity of conflict Schermerhorn - Chapter 16 20 Conflict Conflict Antecedents – role ambiguities – resource scarcities – task interdependencies – competing objectives – structural differentiation – unresolved prior conflicts Schermerhorn - Chapter 16 21 Conflict Conflict Resolution – appeal to superordinate goals – expending resources available – altering one or more human variables – alter the physical environment – use of integrating devices – changes in reward systems – pollicies and procedures Schermerhorn - Chapter 16 22 Conflict Conflict Management Styles – people respond to conflict by placing different emphasis on • cooperativeness • assertiveness Schermerhorn - Chapter 16 23 Conflict Conflict Management Styles – avoidance – accommodation (smoothing) – competition (authoritative command) – compromise – collaboration (problem solving) Schermerhorn - Chapter 16 24 Conflict Conflict Management Styles – lose-lose • management by avoidance or accommodation – win-lose • management by competition and compromise – win-win • management by collaboration Schermerhorn - Chapter 16 25 Negotiation Process of making joint decisions when the parties involved have different preferences Schermerhorn - Chapter 16 26 Negotiation Negotiation Goals and Approaches – Substance • concerned with outcomes – Relationship • concerned with processes Schermerhorn - Chapter 16 27 Negotiation Negotiation Goals and Approaches – Effective negotiation • quality • cost • harmony Schermerhorn - Chapter 16 28 Negotiation Negotiation Goals and Approaches – distributive negotiation (win-lose) – principled negotiation (win-win) • also called integrative negotiation Schermerhorn - Chapter 16 29 Negotiation Gaining Integrative Agreements – separate people from problem – focus on interests, not positions – generate many alternatives – insist results are based on objective standard Schermerhorn - Chapter 16 30 Negotiation Avoiding Negotiation Pitfalls – myth of the “fixed pie” – nonrational escalation of conflict – overconfidence – too much “telling”, not enough hearing Schermerhorn - Chapter 16 31 Negotiation Mediators – neutral third party who tries to improve communication and keep everyone focused on relevant issues Schermerhorn - Chapter 16 32 Negotiation Arbitration – neutral third party who acts as judge and issues a binding decision Schermerhorn - Chapter 16 33 Negotiation Alternative Dispute Resolutions – utilizes mediation and/or arbitration only after direct attempts have failed • often uses an ombudsperson as neutral third party Schermerhorn - Chapter 16 34 Negotiation Ethical Issues in Negotiation – high ethical standards should be maintained – profit motive sometimes leads to unethical behavior Schermerhorn - 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