Transcript File - student business information

PowerPoint Presentation
to Accompany
Management, 9/e
John R. Schermerhorn, Jr.
Chapter 17:
Communication, Conflict, and
Negotiation
Prepared by: Jim LoPresti
University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
Study Question 1: What is the communication
process?
 Communication.
 An interpersonal process of sending and
receiving symbols with messages attached to
them.
 Key elements of the communication
process:






Sender.
Message.
Communication channel.
Receiver.
Interpreted meaning.
Feedback.
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Figure 17.1 The interactive two-way process of
interpersonal communication.
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Study Question 1: What is the communication
process?
 Effective and efficient communication:
 Effective communication


Efficient communication


Occurs when the intended meaning of the
sender is identical to the interpreted
meaning of the receiver.
Occurs at a minimum resource cost.
Potential trade-offs between effectiveness
and efficiency must be recognized.
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Study Question 1: What is the communication
process?
 Persuasion and credibility in
communication.
 Communication is used for sharing information
and influencing other people.
 Persuasion is getting someone else to support
the message being presented.
 Horizontal structures and empowerment are
important contexts for persuasion.
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Study Question 1: What is the communication
process?
 Persuasion and credibility in
communication
 Expert power and referent power are
essential for persuasion.
 Credibility involves trust, respect, and
integrity in the eyes of others.
 Credibility can be built through
expertise and relationships.
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Study Question 1: What is the communication
process?
 Sources of noise in communication:

Poor choice of channels.

Poor written or oral expression.

Failure to recognize nonverbal signals.

Physical distractions.

Status effects.
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Study Question 1: What is the communication
process?

Poor choice of channels.



Choose the channel that works best.
Written channels work for messages that:
 Are simple and easy to convey.
 Require extensive dissemination quickly.
 Convey formal policy or authoritative directives.
Spoken channels work best for messages that:
 Are complex or difficult to convey where
immediate feedback is needed.
 Attempt to create a supportive, even
inspirational, climate.
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Study Question 1: What is the communication
process?

Guidelines for making oral presentations:









Be prepared.
Set the right tone.
Sequence points.
Support your points.
Accent the presentation.
Add the right amount of polish.
Check your technology.
Don’t bet on the Internet.
Be professional.
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Study Question 1: What is the communication
process?

Failure to recognize nonverbal signals.



Nonverbal communication takes place through
gestures, facial expressions, body posture, eye
contact, and use of interpersonal space.
Mixed messages occur when a person’s words
and nonverbal signals communicate different
things.
The growing use of communication
technologies causes important nonverbal
communication to be lost.
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Study Question 1: What is the communication
process?

Physical distractions.



Include interruptions from telephone
calls, drop-in visitors, a lack of privacy,
etc.
Can interfere with the effectiveness of
a communication attempt.
Can be avoided or at least minimized
through proper planning.
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Study Question 1: What is the communication
process?

Status effects.


Occur when an organization’s hierarchy
of authority creates a barrier to
effective communication.
Status effects include:


Filtering — the intentional distortion of
information to make it appear favorable
to the recipient.
Subordinates acting as “yes men.”
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Study Question 2: How can communication be
improved?
 Active listening.
 The process of taking action to help someone
say exactly what he or she really means.
 Rules for active listening:





Listen for message content.
Listen for feelings.
Respond to feelings.
Note all cues, verbal and nonverbal.
Paraphrase and restate.
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Study Question 2: How can communication be
improved?

Ten steps for good listening:










Stop talking.
Put the other person at ease.
Show that you want to listen.
Remove any potential distractions.
Empathize with the other person.
Don’t respond too quickly; be patient.
Don’t get mad; hold your temper.
Go easy on argument and criticism.
Ask questions.
Stop talking.
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Study Question 2: How can communication be
improved?
 Feedback.
 The process of telling others how you feel
about something they did or said, or about the
situation in general.
 Constructive feedback guidelines:





Give it directly.
Make it specific.
Give it when the receiver is willing/able to
accept it.
Make sure it is valid.
Give it in small doses.
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Study Question 2: How can communication be
improved?
 Use of communication channels.
 Channel richness is the capacity of a
communication channel to carry
information in an effective manner.
Low channel richness is impersonal, oneway, and fast.
 High channel richness is personal, twoway, and slow.


Managers need to choose a channel
with the appropriate richness for the
communication.
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Figure 17.2 Channel richness and the use of
communication media.
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Study Question 2: How can communication be
improved?
 Ways to keep communication channels
open through interactive management.

Management by wandering around (MBWA).

Open office hours.

Regular employee group meetings.

Computer-mediated meetings and video
conferences.

Employee advisory councils.

Communication consultants.

360-degree feedback.
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Study Question 2: How can communication be
improved?

Proxemics and space design.



Proxemics is the use of interpersonal
space.
Interpersonal space is an important
nonverbal cue.
Workspace layout is often overlooked
as a form of nonverbal communication
but is being increasingly recognized for
its impact on communication and
behavior.
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Study Question 2: How can communication be
improved?

Technology utilization.





Information technologies facilitate
communication.
The electronic grapevine speeds messages and
information from person to person.
 Functional if information is accurate and useful.
 Dysfunctional if information is false, distorted, or
based on rumor.
E-mail privacy.
Employer’s policy on personal e-mail.
Don’t assume that e-mail privacy exists at work..
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Study Question 2: How can communication be
improved?

Valuing culture and diversity.


Ethnocentrism is the tendency to
consider one’s culture superior to any
and all others.
Ethnocentrism can cause people to:
Not listen to others.
 Address or speak to others in ways that
alienate them.
 Use inappropriate stereotypes in dealing
with someone from another culture.

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Study Question 3: How can we deal positively with
conflict?
 Conflict.
 A disagreement between people on:
Substantive issues regarding goals and
tasks, allocation of resources,
distribution of rewards, policies and
procedures, and job assignments.
 Emotional issues arising from feelings of
anger, distrust, dislike, fear, and
resentment, as well as personality
clashes.
Conflict that is well managed can help
promote creativity and high performance.


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Study Question 3: How can we deal positively with
conflict?
 Functional conflict.
 Moderately intense conflict.
 Constructive and stimulates people
toward greater work efforts,
cooperation, and creativity.
 Dysfunctional conflict.
 Low-intensity and very high-intensity
conflict.
 Destructive and hurts task performance.
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Study Question 3: How can we deal positively with
conflict?
 Causes of conflict:

Role ambiguities.

Resource scarcities.

Task interdependencies.

Competing objectives.

Structural differentiation.

Unresolved prior conflicts.
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Study Question 3: How can we deal positively with
conflict?
 Structural approaches for resolving
conflicts:

Appealing to superordinate goals.

Making more resources available.

Changing the people.

Altering the physical environment.
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Study Question 3: How can we deal positively with
conflict?
 Integrative devices for resolving
conflicts:

Using liaison personnel, special task
forces, cross-functional teams, or a
matrix organization.

Changing reward systems.

Changing policies and procedures.

Training in interpersonal skills.
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Study Question 3: How can we deal positively with
conflict?
 People’s conflict management styles
reflect different combinations of
cooperative and assertive behavior.


Cooperativeness is the desire to satisfy
the other party’s needs and concerns.
Assertiveness is the desire to satisfy
one’s own needs and concerns.
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Study Question 3: How can we deal positively with
conflict?
 Conflict management styles:





Avoidance (withdrawal).
 Uncooperative and unassertive.
Accommodation (smoothing).
 Cooperative and assertive.
Competition (authoritative command).
 Uncooperative and assertive.
Compromise.
 Moderately cooperative and assertive.
Collaboration (problem solving).
 Cooperative and assertive.
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Study Question 3: How can we deal positively with
conflict?
 Conflict management styles:
 Lose-lose conflict.


Win-lose conflict.


Management by avoidance or
accommodation.
Management by competition and
compromise.
Win-win conflict.

Management by collaboration.
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Study Question 4: How can we negotiate successful
agreements?
 Negotiation is the process of making
joint decisions when the parties
involved have different preferences.
 All negotiation situations are
susceptible to conflict and require
exceptional communication and
interpersonal skills.
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Study Question 4: How can we negotiate successful
agreements?
 Negotiation goals and approaches:
 Substance goals.
Concerned with outcomes.
 Tied to the “content” issues of negotiation.


Relationship goals.
Concerned with processes.
 Tied to the way people work together.


Effective negotiations occur when:
Issues of substance are resolved.
 Working relationships are maintained or
improved.

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Study Question 4: How can we negotiate successful
agreements?
 Criteria for effective negotiation:
 Quality.


Cost.


Negotiating a “wise” agreement that is
truly satisfactory to all sides.
Negotiating efficiently, using minimum
resources and time.
Harmony.

Negotiating in a way that fosters
interpersonal relationships.
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Study Question 4: How can we negotiate successful
agreements?
 Types of negotiation:
 Distributive negotiation
 Focuses
on claims made by each
party.
 Leads to win-lose outcomes.

Principled (or integrative)
negotiation …
 Goal
is to base the outcome on the
merits of individual claims.
 Leads to win-win outcomes.
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Study Question 4: How can we negotiate successful
agreements?
 Gaining integrative agreements:
 Separate the people from the problem.
 Focus on interests, not on positions.
 Generate many alternatives before
deciding what to do.
 Insist that results are based on some
objective standard.
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Figure 17.6 The bargaining zone in classic two-party
negotiation.
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Study Question 4: How can we negotiate successful
agreements?
 Common negotiation pitfalls:
Falling prey to the myth of the
“fixed pie.”
 Nonrational escalation of conflict.
 Overconfidence and ignoring
other’s needs.
 Too much “telling” and too little
“hearing.”

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Study Question 4: How can we negotiate successful
agreements?

Approaches to avoiding negotiation
pitfalls:
 Mediation
Involves a neutral third party who
tries to improve communication
between negotiating parties and keep
them focused on relevant issues.
 Arbitration
 Involves a neutral third party who acts
as a judge and issues a binding
decision.
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Study Question 4: How can we negotiate successful
agreements?

Approaches to dispute resolution when
integrative agreements cannot be
achieved:
 Mediation.


Involves a neutral third party who tries to
improve communication between
negotiating parties and keep them focused
on relevant issues.
Arbitration.

Involves a neutral third party who acts as a
“judge” and and issues a binding decision.
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