Download chapter12 interpersonal behavior

12
Chapter
Communication
and Interpersonal
Skills
Copyright ©2011 Pearson Education
Learning Objectives
• Describe what managers need to know about
commutating effectively
• Explain how technology affects managerial
communication
• Discuss the interpersonal skills that every
manager needs
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How do managers communicate
effectively?
• Everything a manager does involves communicating.
Not some things but everything.
• Manager need effective communication skills, but
this does not mean good communication skills alone
make a successful manager. Ineffective
communication skills can lead to problem for a
manager.
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How Does the Communication
Process Work?
• Firstly, a purpose expressed as a message to be
conveyed. It passes between a source (sender) and a
receiver. The message is encoded (converted to
symbolic form) and is passed by way of some
medium (channel) to the receiver, who retranslates
(decodes) the message initiated by the sender. The
result is:
• Communication
– A transfer of understanding and meaning from
one person to another
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Parts of the Communication
Process
• Communication Process
– The seven-part process of transferring and
understanding of meaning
1. Sender: The communication source
2. Encoding: Converting a message into symbolic
•
form
There are four conditions affect the encoded
message: skills, attitudes, knowledge, and the social
cultural system.
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Parts of the Communication
Process (cont.)
3. Message: A purpose for communicating that’s to
be conveyed
•
Our message is affected by the code or group of symbols we
use to transfer meaning, the content of the message, and
the decision we make in selecting and arranging both cods
and the content.
4. Channel
– The medium by which a message travels
– It is selected by the source who must determine
which channel is formal and which one is informal.
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Parts of the Communication
Process (cont.)
5. Decoding: Translating a received message
•
•
Like the encode, was limited by sender skills, attitudes,
knowledge, and social culture system, the receiver is equally
restricted.
the person’s knowledge, attitudes, and cultural background
influence his ability to receive, just as they do the ability to send.
6. Receiver: The person to whom the message is
directed
7. Feedback: Checking to see how successfully a
message has been transferred.
It determines whether understanding has been achieved.
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Methods of Communicating
• Written communication:
• It includes memos, letters, e-mail, organizational
periodicals, bulletin boards, or any other device that
transmit written words or symbols.
• Benefit of Written Communication:
1. The sender usually choose to use written
communication because it is tangible, verifiable, and
more permanent
2. Both sender and receiver have a record of the
communication.
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Written Communication (cont)
3. Written communications are more likely to be well thought
out, logical, and clear.
• Written Communication Drawbacks:
1. Writing may consume a great deal of time. You could
probably say in 10 to 15 minutes what it take you one
hour to write.
2. Lack of feedback. In sending a memo, you don’t know
whether it is received or it has been interpreted as the
sender meant. Whereas, oral communication allow
receiver to respond rapidly to what they hear. presents
feedback evidence that the message has been received
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and understood
Is the Grapevine an Effective Way
to Communicate?
• Grapevine
– An unofficial channel of
communication
– It’s neither authorized nor
supported by the organization
– Information is speared by word of
mouth
– It gets information out to
organizational member as quickly
as possible.
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How Do Nonverbal Cues Affect
Communication?
• Some of the most meaningful communications are
neither spoken nor written. These are non verbal
communication. E.g.
• The best known areas of nonverbal communication are:
• Body Language
– Nonverbal communication cues such as facial
expressions, gestures, and other body movements
• Verbal Intonation
– An emphasis given to words or phrases that conveys
meaning. “It is not what you say but how you say it”
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What Are Barriers to Effective
Communication?
• There are some barriers that help us to explain why
the message decoded by receiver is often different
from that which the sender intended.
• Filtering: Deliberately manipulating information to
make it appear more favorable to the receiver
– E.g. when a manager tells his boss what he feels
that boss want to hear>> he is filtering information.
– If the org use more cooperative, collaborative work
arrangements, information filtering may become
less.
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Communication Barriers (cont.)
• Selective Perception
– Selectively perceiving or hearing a communication based
on your own needs, motivations, experiences, or other
personal characteristics
• Information Overload:
What results when information exceeds processing capacity
• Emotions: How the receiver feels when a message is
received.
• You will interpret the message differently depending
whether you are happy or distressed.
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Communication Barriers (cont.)
• Language:
• Words have different meanings to different people.
Receivers will use their definition of words being
communicated.
• Age, education, and cultural background are three variables
that influence the language a person use.
• Employee in the org have different pattern of speech.
• Jargon: Technical language
• In large org, that operating in different countries,
individuals in each local will use phrases that unique to
their area
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Communication Barriers (cont.)
• The existence of vertical levels can cause language problem
• Sender tend to assume that the words and phrases they
use mean the same to the receiver as they do to them. This
could create communication barriers
• Gender: how males and females react to communication
may be different, and they each have a different
communication style.
• To keep gender differences from becoming barrier to
effective communication requires acceptance,
understanding , and commitment to communicate
adaptively with each other
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Communication Barriers (cont.)
• National culture:
• Communication differences can arise from the
different languages that individual use to
communicate and the national culture of which they
are a part.
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Example of National culture
• United State
(Individualism)
• Managers relay on
memoranda,
announcements, position
papers, and other formal
forms of communication
• Japan (Collectivism)
• The Japanese managers
engage in verbal
consultation with
employee
• The decision done by
consensus, open, and
face- to face
communication
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Overcoming Communication
Barriers
• Use Feedback
– Many problems are attributable to
misunderstanding and inaccuracies. These
problems are less likely to be occur if the
managers gets feedback, both verbal and
nonverbal.
– Manager can ask questions about a message to
determine whether it was received and
understood as intended. Or the manager can ask
the receiver to restate the message in his own
words.
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Overcoming Communication
Barriers (cont)
• Use Simplified Language
Use words that the intended audience understand and
communicate in clear, and easily terms
– Jargon can facilitate understanding if it is used within a
group that knows what it means, but can cause
problems when used outside that group.
• Listen Actively
– Listening is an active search for meaning, whereas
hearing is passive. Also, listening is more tiring than
talking
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Overcoming Communication
Barriers (cont)
• Active Listening
– Listening for full meaning without making
premature judgments or interpretations.
– Active listening is enhanced by developing
empathy with the sender by putting yourself in
the sender’s position.
– Because sender differ in attitudes, interest, needs,
and expectation, empathy make it easier to
understand the actual content of the message.
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Overcoming Communication
Barriers (cont)
• Constrain Emotions:
• Emotion can distort communication. A manager
who’s upset over an issue is more likely to fail to
communicate his outgoing message clearly and
accurately.
• Therefore, manager need to calm down and get
emotions under control before communicating.
• Emphasis on Nonverbal Cues:
• Be aware that your action speak louder than your
words. Keep the two consistent
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How is Technology Affecting
Managerial Communication?
• Technology has radically changed the way organizational
members communicate;
1. It improves the manager ability to monitor
performance.
2. It gives employees more complete info to make faster
decisions.
3. It provided employees more opportunities to
collaborate and share information.
4. It made it possible for people to be fully accessible any
time anywhere
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What Are Networked
Communication Capabilities?
• IT has affected managerial communication through the
use of: networked computer systems, wireless
capabilities, and knowledge management systems
• What are networked communication capabilities?
• E-mail: The instantaneous transmission of messages on
computers that are linked together. It is fast, cheap and
can be used to send the same message to many people
at the same time.
• Instant messaging (IM): This interactive, real-time
communication takes place among computer users who
are logged on to the computer network at the same
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time.
Networked Communications (cont.)
• Voice Mail System: digitizes a spoken message,
transmits it over the network, and stores the message
on a disk for the receiver.
• Fax machines: transmit documents containing both text
and graphics over ordinary telephone lines
• Electronic data interchange (EDI) : a way for
organizations to exchange business transaction
documents such as invoices or purchase orders, using
direct, computer-to-computer networks
• It often been used with suppliers, customers, and
vendors cuz it saves time and money.
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Networked Communications (cont.)
• Teleconferencing: allows a group of people to confer
simultaneously using telephone or e-mail group
communications software.
• Videoconferencing : A simultaneous conference where
meeting participants can see each other over video
screens.
• Internet-based voice communication: Popular Web sites
such as Skype, Vonage, and Yahoo!, among others, let
users chat with each other
• Many companies use these services for employees to
use in conference calls, or for instant messaging
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Networked Communications (cont.)
• Intranet
• Extranet
– A network that uses
Internet technology
but is accessible only
to organizational
employees.
– Allow employees to
share info and
collaborate
– A network that uses
Internet technology
and allows authorized
users inside the
organization to
communicate with
certain outsiders such
as customers or
vendors
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What is Knowledge Management?
• Knowledge
Management
– Cultivating a learning
culture in which
organizational
members
systematically gather
knowledge and share
it with others
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What Interpersonal Skills Do
Managers Need?
• Active Listening:
• Active listening requires: Intensity, Empathy, Acceptance,
and willingness to take responsibility for completeness
• Concentrates intensely: active listener should summarize
and integrate the info that has been said.
• Empathy: requires you to put yourself into the speaker’s
shoes. You try to understand what the speaker want to
communicate rather than what you want to hear.
Empathy demand both knowledge of the speaker and
flexibility on the listener
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Interpersonal Skills (cont.)
• Acceptance:
– listening objectively without judging content even
if you are disagree with it.
– The challenge for the active listener is to absorb
what’s being said withhold judgment on content
until the speaker is finished
• Responsibility for completeness:
– the listener does whatever is necessary to get the
full intended meaning from the speaker’s
communication
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Feedback
• There is an importance of providing both positive
and negative feedback;
• Positive feedback
– more readily and accurately perceived than
negative feedback and it is always accepted
• Negative feedback
– most likely to be accepted when it comes from a
credible source or if it’s objective, but it often
meet resistance
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Feedback (cont)
• Objective negative feedback that’s supported by hard
date( numbers),and specific examples are more likely
to be accepted.
• Negative feedback that’s subjective can be meaningful
tool for experienced managers, or those in upper level
of the org who built the trust and earned the respect
of their employees.
• From less experienced managers, those in the lower
level of the org, and those who reputations have not
yet been established, negative feedback that’s
subjective is not likely to be well perceived or accepted
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How do you give an effective
feedback?
• Six specific suggestions can help in providing an effective
feedback as follow:
• 1) focus on specific behavior: feedback should be specific
rather than general.
• 2) keep feedback impersonal: feedback, particularly the
negative one, should be descriptive rather than judgmental
or evaluative. Keep the feedback focused on job-related
behaviors and avoid criticize someone personally because
of an inappropriate action.
• 3) keep the feedback goal oriented
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How do you give an effective
feedback?(cont)
• 4) make feedback well timed: e.g. a new employee who
makes a mistake is more likely to respond to his manager’s
suggestions for improving right after the mistake rather
than after five moths from now.
• 5) ensure understanding: every successful communication
require both transference and understanding of meaning,
therefore, you can ask the receiver to rephrase the
message to find if he fully captured the intended meaning.
• 6) direct negative feedback toward behavior that the
receiver can control: it might be a good idea to indicate
specifically what can be done to improve the situation.
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What Are Empowerment Skills?
• Delegation
– Assigning authority to another person to carry out
specific activities
• In participative decision making, authority is shared.
With delegation, employees make decisions on their
own. It is shift of decision making authority from one
organizational level to another lower one.
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How Much Authority Should a
Manager Delegate?
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How do you delegate effectively?
• 1) Clarify the assignment.
• 2) Specify employee’s range of discretion
• 3) Allow employee to participate
• 4) Inform others that delegation has occurred.
• 5) Establish feedback control
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What is Conflict Management?
• Conflict
– Perceived differences resulting in interference or
opposition
– There are three views have evolved regarding conflict:
• Traditional View of Conflict
– The view that all conflict is bad and must be avoided
• Human Relations View of Conflict
– The view that conflict is natural and inevitable and has
the potential to be a positive force in contributing to
group’s performance.
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Conflict Management (cont.)
• Interactionist View of Conflict
– The view that some conflict is absolutely necessary for
an organization to perform effectively
– The interactionist view doesn’t suggest that all conflict
are good, some conflicts are
• Functional Conflicts
– Conflict that’s constructive and supports an
organization’s goals and improve performance.
• Dysfunctional Conflicts
– Conflict that’s destructive and prevents an organization
from achieving its goals
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When conflict is functional and
when it is dysfunctional?
• Research indicate that we should look to conflict types:
• Task Conflict: Conflict that relates to the content and goals
of work
• Relationship Conflict: Conflict that focuses on interpersonal
relationships
• Process Conflict: Conflict that refers to how the work gets
done
• Research shows that relationship conflict always
dysfunctional. Whereas low level of process conflict or lowto moderate level of task conflict are functional.
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How to handle conflicts?
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The steps to analyzing and solving
conflict situations
• 1)Identify your underlying conflict –handling
style.
• 2) select only conflicts that are worth the
effort and can be managed.
• 3) evaluate the conflict players.
• 4) assess the source of the conflict.
• 5) choose the conflict resolution option that
best reflect your style and the situation.
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What Are Negotiation Skills?
• Negotiation
– A process in which two or more parties who have
different preferences must make a joint decision and
come to an agreement
– To achieve those goals, both parties typically use a
bargaining strategy: there are two general approaches to
negotiation are:
• Distributive Bargaining
– Negotiation under zero-sum conditions, in which any
gain by one party involves a loss to the other party. E.g.
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Negotiation Skills (cont.)
• In distributive bargaining,
each party has a target point
the defines what he would
like to achieve. Also, each has
a resistance point that marks
the lowest acceptable
outcome. The area between
their resistance points is the
settlement range.
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Negotiation Skills (cont.)
• Integrative bargaining
– Negotiation in which there is at least one
settlement that involves no loss to either party
– Generally, integrative bargaining is preferable to
distributive bargaining. Because integrative
bargaining build long- term relationship and
facilitate working together in the future. And both
parties will be feeling that they achieve a victory.
– whereas, distributive bargaining leave one party a
loser
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How do you develop effective
negotiation skills?
• 1)Research the individual with whom you will
be negotiating.
• 2) begin with positive overture
• 3) address problems, not personalities.
• 4) pay little attention to initial offers.
• 5) emphasize win-win solutions.
• 6) create an open and trusting climate.
• 7) if needed, be open to accepting third-party
assistance
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