Download Chapter 2: MANAGERIAL ETHICS

Chapter 3
Communication and
Interpersonal
Skills
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
1
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.
2
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
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.
4
Barriers to Effective
Communication (continued)

Information Overload - information

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.
5
Barriers to Effective
Communication (continued)

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.
6
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
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
7
Overcoming Communication
Barriers (continued)


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.
8
Communications and
Information Technology


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.
9
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
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.
11
Conflict Management
(continued)



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.
12
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.
15
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.
16