Management, 7E Schermerhorn: Prepared by Michael K. Mccuddy Valparaiso University

Prepared by Michael K.
McCuddy Valparaiso University John Wiley & Sons, Inc
MANAGEMENT, 7E SCHERMERHORN
COPYRIGHT
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Planning aheadstudy questions
Chapter 17 Communication and Interpersonal Skills
What is the communication process? How can communication be improved? How does perception influence communication? How can we deal positively with conflict? How can we negotiate successful agreements?
Schermerhorn - Chapter 17
What is the communication process?

Communication is essential for
Establishing and maintaining interpersonal
relationships.
Listening to others.
Gaining the information needed to create an
inspirational workplace.
Handling conflict.
Negotiating successfully. Leading successfully.

Communication An interpersonal process of sending and receiving symbols with messages attached to them.
Key elements of the communication process: Sender Message Channel Receiver Interpreted meaning

Effective and efficient communication Effective communication
Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver.
Efficient communication Occurs at a minimum resource cost. Potential trade-offs between effectiveness and
efficiency must be recognized.

Sources of noise in communication:
Poor choice of channels Poor written or oral expression Failure to recognize nonverbal signals Physical distractions Status effects

Poor choice of channels
Choose the channel that works best. Written channels work for messages that:
Are simple and easy to convey. Require extensive dissemination quickly. Convey formal policy or authoritative directives.
Oral channels work best for messages that:

Are complex or difficult to convey where immediate feedback is needed. Attempt to create a supportive, even inspirational, climate.

Poor written or oral expression
Semantic barriers occur as:
Encoding errors
Decoding errors Mixed messages
Managers need to speak and write clearly.

Guidelines for making oral presentations:

Be prepared Set the right tone Sequence points Support your points Accent the presentation Add the right amount of polish Check your technology Dont bet on the Internet Be professional
10

Failure to recognize nonverbal signals
Mixed messages occur when a persons words
communicate one message while his/her nonverbal signals communicate something else.
The growing use of communication technologies
causes important nonverbal communication to be lost.
11

Physical distractions
Include interruptions from telephone calls and
drop-in visitors.
Can interfere with the effectiveness of a
communication attempt.
Can be avoided or at least minimized through
proper planning.
12

Status effects
Occur when an organizations hierarchy of
authority creates a barrier to effective communication.

Status effects include:
Filteringthe intentional distortion of information to make it appear favorable to the recipient. Subordinates acting as yes men.
13
How can communication be improved?

Active listening The process of taking action to help the source of a message say what he or she really means.
Rules for active listening: Listen for message content. Listen for feelings. Respond to feelings. Note all cues, verbal and nonverbal. Paraphrase and restate.
14

Ten steps for good listening

Stop talking. Put the other person at ease. Show that you want to listen. Remove any potential distractions. Empathize with the other person. Dont respond too quickly; be patient. Dont get mad; hold your temper. Go easy on argument and criticism. Ask questions. Stop talking.
15

Feedback The process of telling others how you feel about something they did or said, or about the situation in general. Constructive feedback guidelines: Give it directly. Make it specific. Give it when the receiver is willing/able to accept it. Make sure it is valid. Give it in small doses.
16

Ways to keep communication channels open
Management by wandering around (MBWA) Open office hours
Formal employee group meetings

Employee advisory councils Suggestion boxes
Communication consultants
360-degree feedback
17

Proxemics and space design
Proxemics is the use of interpersonal space. Interpersonal space is an important nonverbal
cue. Workspace layout is often overlooked as a form of nonverbal communication but is being increasingly recognized for its impact on communication and behavior.
18

Technology utilization
New information technologies facilitate
communication and are growing in importance in organizations. Computers and computer technology can:
Empower lower-level workers with more and better information. Enable managers to achieve improved control and accountability. Undermine the personal side of group decision making.
Managers must be able to use information technology
while maintaining good interpersonal relations.

19

Valuing culture and diversity
Ethnocentrism is the tendency to consider ones
culture superior to any and all others. Ethnocentrism can cause people to:
Not listen to others. Address or speak to others in ways that alienate them. Use inappropriate stereotypes in dealing with someone from another culture.
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How does perception influence communication?

Perception
The process through which people receive and
interpret information from the environment.

People can perceive the same things or
situations differently.
People behave on the basis of their perceptions.
21

Perception and attribution
Attribution
The process of developing explanations for events.
Fundamental attribution error

Occurs when observers blame anothers performance failures or problems on internal factors rather than external factors.
Self-serving bias
Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors.
22

Perceptual tendencies and distortions Stereotypes
Occur when someone is identified with a group or category, and then oversimplified attributes associated with the group or category are linked back to the individual.
Halo effects Occur when one attribute is used to develop an overall impression of a person or situation.
23

Perceptual tendencies and distortions Selectivity
The tendency to single out for attention those aspects of a situation or attributes of a person that reinforce or appear consistent with ones existing beliefs, values, or needs.
Projection The assignment of personal attributes to other individuals.
24
How can we deal positively with conflict?

Conflict A disagreement between people on:
Substantive issues regarding goals, allocation of
resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes.
Conflict that is well managed can help promote
high performance, creativity, and innovation.

25

Functional conflict Moderately intense conflict. Constructive and stimulates people toward greater work efforts, cooperation, and creativity.
Dysfunctional conflict Low-intensity and very high-intensity conflict. Destructive and hurts task performance.
26

Causes of conflict:
Role ambiguities Resource scarcities Task interdependencies Competing objectives Structural differentiation Unresolved prior conflicts
27

Structural approaches for resolving conflicts:
Appealing to superordinate goals. Making more resources available to everyone. Replacing or transferring one or more of the
conflicting parties.
Altering the physical environment.
28

Integrative devices for resolving conflicts: Using liaison personnel, special task forces, crossfunctional teams, or a matrix organization to change interaction patterns. Changing reward systems. Using policies and procedures to direct behavior. Training people in interpersonal skills.
29

Conflict management styles
Peoples conflict management styles reflect
different combinations of assertive and cooperative behavior.

Assertiveness is the desire to satisfy your own needs and concerns. Cooperativeness is the desire to satisfy the other partys needs and concerns.
30

Conflict management styles: Avoidance
Uncooperative and unassertive
Accommodation (smoothing)
Cooperative and assertive
Competition (authoritative command)

Uncooperative and assertive
Compromise
Moderately cooperative and assertive
Collaboration (problem solving)

Cooperative and assertive
31

Conflict management styles:
Lose-lose conflict
Management by avoidance or accommodation

Win-lose conflict
Management by competition and compromise

Win-win conflict
Management by collaboration
32
How can we negotiate successful agreements?

Negotiation is the process of making joint
decisions when the parties involved have
different preferences.
All negotiation situations are susceptible to
conflict and require exceptional communication skills.
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Negotiation goals and approaches Substance goals
Concerned with outcomes Tied to the content issues of negotiation
Relationship goals Concerned with processes Tied to the way people work together Effective negotiations occur when Issues of substance are resolved. Working relationships are maintained or improved.
34

Criteria for effective negotiation: Quality
Negotiating a wise agreement that is truly satisfactory to all sides.
Cost Negotiating efficiently, using minimum resources and time. Harmony Negotiating in a way that fosters interpersonal relationships.
35
Types of negotiation: Distributive negotiation

Focuses on claims made by each party. Leads to win-lose outcomes.
Principled (or integrative) negotiation Goal is to base the outcome on the merits of individual claims. Leads to win-win outcomes.
36
Gaining integrative agreements: Separate the people from the problem. Focus on interests, not on positions. Generate many alternatives before deciding what to do. Insist that results are based on some objective standard.
37
Common negotiation pitfalls: Falling prey to the myth of the fixed pie. Nonrational escalation of conflict. Overconfidence and ignoring others needs. Too much telling and too little hearing.
38

Approaches to avoiding negotiation pitfalls: Mediation Involves a neutral third party who tries to improve communication among negotiating parties and keep them focused on relevant issues. Arbitration Involves a neutral third party who acts as a judge and issues a binding decision.
39

Approaches to avoiding negotiation pitfalls:
Alternative dispute resolution

Utilizes mediation and/or arbitration but only after direct attempts to negotiate agreements among conflicting parties have failed. Often uses an ombudsperson as a neutral third party.
40
Ethical issues in negotiation High ethical standards should be maintained. Profit motive and the competitive desire to win sometimes lead to unethical behavior. Unethical negotiating behavior can lead to short-term gains but long-term losses.
41

Management, 7E Schermerhorn: Prepared by Michael K. Mccuddy Valparaiso University

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Prepared by Michael K.

McCuddy Valparaiso University John Wiley & Sons, Inc

Planning aheadstudy questions

Chapter 17 Communication and Interpersonal Skills

What is the communication process?

What is the communication process?

What is the communication process?

efficiency must be recognized.

What is the communication process?

What is the communication process?

Oral channels work best for messages that:

What is the communication process?

What is the communication process?

What is the communication process?

causes important nonverbal communication to be lost.

What is the communication process?

What is the communication process?

authority creates a barrier to effective communication.

How can communication be improved?

How can communication be improved?

How can communication be improved?

How can communication be improved?

Formal employee group meetings

How can communication be improved?

How can communication be improved?

Managers must be able to use information technology

while maintaining good interpersonal relations.

How can communication be improved?

How does perception influence communication?

interpret information from the environment.

How does perception influence communication?

Fundamental attribution error

How does perception influence communication?

How does perception influence communication?

How can we deal positively with conflict?

high performance, creativity, and innovation.

How can we deal positively with conflict?

How can we deal positively with conflict?

How can we deal positively with conflict?

How can we deal positively with conflict?

How can we deal positively with conflict?

different combinations of assertive and cooperative behavior.

How can we deal positively with conflict?

Competition (authoritative command)

Collaboration (problem solving)

How can we deal positively with conflict?

Management by avoidance or accommodation

Management by competition and compromise

How can we negotiate successful agreements?

decisions when the parties involved have

conflict and require exceptional communication skills.

How can we negotiate successful agreements?

How can we negotiate successful agreements?

How can we negotiate successful agreements?

Types of negotiation: Distributive negotiation

How can we negotiate successful agreements?

How can we negotiate successful agreements?

How can we negotiate successful agreements?

How can we negotiate successful agreements?

Alternative dispute resolution

How can we negotiate successful agreements?

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