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Chapter 11 Communication and Interpersonal Skills Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 1 Learning Outcomes Define communication and explain why it is important to managers Describe the communication process List techniques for overcoming communication barriers Explain what behaviors are necessary for providing effective feedback Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 2 Learning Outcomes cont… Describe the contingency factors influencing delegation Identify behaviors related to effective delegating 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. 3 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. 4 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 Types of Communication Written Communication Memos Letters E-mails Bulletin boards Newsletters Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 6 Types of Communication Grapevine Unofficial Word-of-mouth Two-way process Accuracy Rumors Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 7 Types of Communication Non-Verbal Communication Facial expressions Gestures Body movements Intonation Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 8 Types of Communication Electronic Media Voice-activated computers Closed-circuit television Pagers Cellular phones Fax machines Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 9 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. 10 Barriers to Effective Communication OVERVIEW Selective Perception Emotions Non-verbal Cues Filtering Language Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 11 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. 12 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. 13 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. 14 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 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. 15 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 Effective Feedback Focus on specific behaviours Keep impersonal Keep feedback goal-oriented Make it well-timed Ensure understanding Direct negative feedback toward behaviour receiver can control Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 17 Gender/Culture in Communications Men talk to emphasize status and independence Women talk to create connections Individual-oriented societies Collective societies Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 18 Delegation Assignment of authority to another person to carry on specific activities Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM11-14 1 Factors in Delegation Size of organization Importance of the decision Task complexity Organizational culture Qualities of employees Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM11-1520 Effective Delegation Clarify the assignment Specify range of discretion Participation Inform others Feedback Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM11-1621 Conflict Perceived incompatible difference resulting in interference or opposition Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM11-17 1 Three Views of Conflict Interactionist Traditional Human Relations Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM10-1723 3 Views Traditional conflict must be avoided; it indicates a malfunctioning within the organization. Human Relations conflict is a natural and inevitable outcome in any organization and rather, has the potential to be a positive force. Interactionist proposes not only that conflict can be a positive force in an organization but also that some conflict is absolutely necessary for an organization to perform effectively. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 24 Functional Conflict Supports the organization’s conflicts Viable Innovative Self-critical Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM11-1925 Dysfunctional Conflict Constrains Destructive Stagnate Disruptive Uncooperative Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM11-2026 Accommodation Avoidance Forcing Conflict Handling Styles Collaboration Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Compromising FOM11-2327 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. 28 Conflict Management (cont.) 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. 29 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 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 31 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. 32 Presentation Skills Prepare Opening comments Points Conclusion Questions Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 33