Transcript Chapter 11 PowerPoint

Chapter 11
Communication and
Interpersonal
Skills
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
1
Learning Outcomes
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Define communication and explain why it
is important to managers
Describe the communication process
List techniques for overcoming
communication barriers
Explain what behaviors are necessary for
providing effective feedback
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
2
Learning Outcomes cont…
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Describe the contingency factors influencing
delegation
Identify behaviors related to effective
delegating
Describe the steps in analyzing and resolving
conflict
Explain why a manager might stimulate
conflict
Contrast distributive and integrative
bargaining
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
3
What is Communication?
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It is the transfer and understanding of
meaning
To be successful, the meaning of what a
person wants to convey must be
understood
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
4
The Communication Process
Message
Medium
Encoding
(Exhibit 3-1)
Receiver
Decoding
Noise
Message
Sender
Feedback
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter,
and Robin Stuart-Kotze, page 239. Copyright © 2003. Reprinted by permission of Pearson
Education Canada Inc.
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.7
Types of Communication
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Written Communication
 Memos
 Letters
 E-mails
 Bulletin boards
 Newsletters
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
6
Types of Communication
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Grapevine
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Unofficial
Word-of-mouth
Two-way process
Accuracy
Rumors
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
7
Types of Communication
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Non-Verbal Communication
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Facial expressions
Gestures
Body movements
Intonation
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
8
Types of Communication
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Electronic Media
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Voice-activated computers
Closed-circuit television
Pagers
Cellular phones
Fax machines
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
9
Communications and
Information Technology
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Information technology has changed
organizational communication
Communications among organizational
members are no longer constrained by
geography or time
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
10
Barriers to Effective
Communication OVERVIEW
Selective
Perception
Emotions
Non-verbal
Cues
Filtering
Language
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
11
Barriers to Effective
Communication
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Filtering - the deliberate manipulation
of information to make it appear more
favorable to the receiver
Selective Perception - what people
see and hear influenced by their
attitudes, background, and experience
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
12
Barriers to Effective
Communication (continued)
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Information Overload - information
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available exceeds processing
capacity
Emotions - interpretation of a
message affected by the way the
receiver feels
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
13
Barriers to Effective
Communication (continued)
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Language - meaning of words differs
among people with diverse backgrounds
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jargon - specialized terminology used by a group
Gender - interpretation of a message
affected by a person’s gender
National Culture - cultural values affect
the way people communicate
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
14
Overcoming
Communication Barriers
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Use Feedback - ask a set of questions about a
message to determine whether it was understood as
intended
Simplify Language - tailor the language to the
audience for whom the message is intended
Listen Actively - listen for full meaning
Constrain emotions - stop communicating until
composure has been restored
Emphasize non-verbal cues - ensure that actions
align with words
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
15
Active Listening Behaviours
Avoid interrupting
the speaker
Don’t overtalk
Avoid distracting
actions or
gestures
Be empathetic
Active
Listening
Ask questions
et al.,Hall,
Fundamentals
©Robbins
Prentice
2002 of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
Make eye
contact
Paraphrase
Exhibit affirmative
head nods and
appropriate
facial expressions
FOM 3.16
Effective Feedback
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Focus on specific behaviours
Keep impersonal
Keep feedback goal-oriented
Make it well-timed
Ensure understanding
Direct negative feedback
toward behaviour receiver can
control
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
17
Gender/Culture in
Communications
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Men talk to emphasize
status and independence
Women talk to create
connections
Individual-oriented
societies
Collective societies
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
18
Delegation
Assignment of authority
to another person to
carry on specific activities
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM11-14
1
Factors in Delegation
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Size of organization
Importance of the decision
Task complexity
Organizational culture
Qualities of employees
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM11-1520
Effective Delegation
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Clarify the
assignment
Specify range of
discretion
Participation
Inform others
Feedback
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM11-1621
Conflict
Perceived incompatible
difference resulting in
interference or opposition
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM11-17
1
Three Views of Conflict
Interactionist
Traditional
Human
Relations
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM10-1723
3 Views
Traditional
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conflict must be avoided; it indicates a malfunctioning
within the organization.
Human Relations
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conflict is a natural and inevitable outcome in any
organization and rather, has the potential to be a positive
force.
Interactionist
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proposes not only that conflict can be a positive force in an
organization but also that some conflict is absolutely
necessary for an organization to perform effectively.
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
24
Functional Conflict
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Supports the organization’s conflicts
Viable
Innovative
Self-critical
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM11-1925
Dysfunctional Conflict
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Constrains
Destructive
Stagnate
Disruptive
Uncooperative
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM11-2026
Accommodation
Avoidance
Forcing
Conflict
Handling
Styles
Collaboration
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
Compromising
FOM11-2327
Conflict Management
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Conflict must be PERCEIVED to exist
Exists when one person (party)
PERCEIVES that another person (party)
has deliberately blocked (or about to block)
their goals
A process that begins when one party
perceives that another party has negatively
affected, or is about to negatively affect
something that the first party cares about
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
28
Conflict Management (cont.)
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Is a struggle or contest
Can be functional or dysfunctional
Happens whenever people work, play or
live together
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
29
Assertiveness
Unassertive
Assertive
Conflict-Handling Styles
Forcing
Resolving conflicts by
satisfying one’s own needs
at the expense of another’s
Collaborating
Rewarding conflict by seeking
an advantageous solution for
all parties
Resolving conflict by each
party giving up something
of value
Compromising
Resolving conflicts by
withdrawing from or
suppressing them
Avoiding
Resolving conflicts by
placing another’s needs
and concerns above your
own
Accommodating
Uncooperative
Cooperative
Cooperativeness
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.32
Negotiation Skills
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DISTRIBUTIVE
Zero-sum
Any gain is at the
expense of the other
party
Aggressive
Win-lose
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Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
INTEGRATIVE
Long-term
relationships
Shared information
Flexibility
Open and honest
Win-win
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Effective Negotiation Skills
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Research the other party
Begin with a positive overture
Address problems
Little attention to first offers
Focus on win-win
Be open to accepting help from others
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
32
Presentation Skills
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Prepare
Opening comments
Points
Conclusion
Questions
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
33