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Chapter 3
Communication and
Interpersonal
Skills
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.1
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
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.2
Learning Objectives
(continued)
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Describe the wired and wireless
technologies affecting organizational
communications
Identify behaviours related to effective
active listening
Explain what behaviours are necessary for
providing effective feedback
Identify behaviours related to effective
delegating
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.3
Learning Objectives
(continued)
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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.
FOM 3.4
Understanding
Communication
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Importance of effective communication
cannot be overemphasized
Everything a manager does is about
communication
Managers need effective
communication skills
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.5
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.
FOM 3.6
The Communication Process
Message
Medium
(Exhibit 3-1)
Receiver
Decoding
Encoding
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
Written vs. Verbal
Communication
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Written communication is tangible,
verifiable, and more permanent
Both sender and receiver have a record
of the communication
Writing takes more time than talking
It is easier in verbal communication to
receive feedback
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.8
The Grapevine
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Unofficial way that communications take
place in an organization
Typically, it is neither authorized nor
supported by the organization
It is questionable whether the
information transmitted through the
grapevine is accurate
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.9
Non-Verbal Communication
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Body language--gestures, facial
configurations, and other movements of
the body
Verbal intonation--emphasis some gives
to words or phrases
Approximately 65%-90% of message
transmitted face-to-face is interpreted
through body language
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.10
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.
FOM 3.11
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.
FOM 3.12
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
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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.
FOM 3.13
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.
FOM 3.14
Overcoming Communication
Barriers (continued)
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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.
FOM 3.15
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.
FOM 3.16
Networked Communications
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Linking computers through compatible
hardware and software
E-mail provides instantaneous
transmission of written messages
Instant messaging (IM) is interactive realtime communication
Voice-mail digitizes a spoken message
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.17
Networked Communications
(continued)
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Fax allows transmission of documents
containing both text and graphics over
ordinary telephone lines
Electronic data interchange (EDI) permits
the exchange of standard business
transaction documents
Teleconferencing permits simultaneous
conferral using telephone or e-mail group
communications software
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.18
Networked Communications
(continued)
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Intranet is Internet technology that links
organizational employees
Extranet is Internet technology that links
an organization with customers and
suppliers
Internet-based voice communication
allows users to talk with each other
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.19
Wireless Communications
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Relies on signals sent through air or
space without any physical connection
Wireless devices include smart phones,
notebook computers and other pocket
devices
Employees no longer need to be at their
desks to communicate
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.20
Knowledge Management and
Communications
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Knowledge is an important resource
Managers must deliberately manage
that base of knowledge
Knowledge management involves
cultivating a learning culture
Organizational members systematically
gather knowledge and share with others
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.21
Developing Interpersonal
Skills
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Interpersonal skills for managers are critical
Approximately half of all managers have
some type of difficulty in dealing with people
Managers ultimately get things done
through other people and therefore
managerial effectiveness is linked directly to
leadership, communication and other
interpersonal skills
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.22
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
Feedback Skills
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Positive feedback is likely to be responded
to quickly and enthusiastically
Negative feedback is often treated
defensively
Negative feedback is often avoided,
delayed, or distorted
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.24
Giving Effective Feedback
(Exhibit 3-4)
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Focus on specific behaviours
Keep feedback impersonal
Keep feedback goal oriented
Make feedback well timed
Ensure understanding
Direct negative feedback toward behaviour
that the receiver can control
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.25
Empowerment Skills
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Employees and teams making key decisions
which affect their work
Two forces are driving increased use of
empowerment:
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Quick decisions needed by those most
knowledgeable about issue
Downsizing has left managers with large spans of
control
Empowerment requires delegation
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.26
Effective Delegation
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Clarify why you are delegating
Specify boundaries
Set up support mechanisms
Give employees space to make mistakes
Inform others that delegation has occurred
Establish feedback channels
Keep practising
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.27
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.
FOM 3.28
Conflict Management
(continued)
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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.
FOM 3.29
Three Views of Conflict
(Exhibit 3-6)
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Traditional view - conflict must be avoided
Human relations view - conflict is a natural
and inevitable outcome in any group
Interactionist view - some conflict is
absolutely necessary
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functional conflict - supports the goals of the
work group and improves its performance
dysfunctional conflict - prevents group from
achieving its goals
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.30
Conflict and Group Performance
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.31
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
Stimulating Conflict
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Are you surrounded by “yes” people?
Are people afraid to admit not knowing?
Do managers believe it is important to “keep
the peace”?
Do employees resist change?
Is there a lack of new ideas?
Do managers place so much emphasis on
reaching a compromise that they lose sight of
the longer-term?
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 3.33
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
FOM 3.34
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.
FOM 3.35
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.
FOM 3.36