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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 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) 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) 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 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? 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 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 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 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 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) 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. FOM 3.12 Barriers to Effective Communication (continued) Language - meaning of words differs among people with diverse backgrounds 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. FOM 3.13 Overcoming Communication Barriers 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) 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 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 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) 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) 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 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 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 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 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) 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 Employees and teams making key decisions which affect their work Two forces are driving increased use of empowerment: 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 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 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) 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) 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 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 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 DISTRIBUTIVE Zero-sum Any gain is at the expense of the other party Aggressive Win-lose 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 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 Prepare Opening comments Points Conclusion Questions Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 3.36