Download 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 - Chapter 16
35