Communication and Interpersonal Skill

Communication and
Interpersonal Skill

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Chapter 12

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Learning Outcomes
• Learn why communication is important to
managers
• Describe the communication process
• Learn to overcome communication barriers
• Identify active listening techniques
• Learn how to give effective feedback
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Learning Outcomes
• Describe contingency factors that affect
delegation
• Learn how to delegate
• Learn how to analyze and resolve conflict
• Explain why managers stimulate conflict
• Compare distributive and integrative

bargaining
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The Communication Process
Encoding

Channel
Message

Message

Sender

Decoding

Noise

Receiver

Feedback

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Communication Issues
Written Communication
Verbal Communication
The Grapevine
Nonverbal Cues
Electronic Media
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Communication Barriers
Filtering
Selective
Perception

Apprehension

Information
Overload

Language
Emotions

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Overcoming
Communication Barriers
• Constrain emotions
• Watch nonverbal cues
• Use feedback
• Simplify language
• Listen actively
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Contemporary
Communication Issues
Communication
between Men
and Women
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Communication
in the Global
Village

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Intensity
Intensity

Empathy
Empathy

Active
Active
Listening
Listening Skills
Skills
Responsibility
Responsibility
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Acceptance
Acceptance
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Focus on
Specific
Behaviors

Stay
GoalOriented

Keep
Feedback
Impersonal

Effective
Feedback

Focus on What
the Receiver
Can Control

Ensure
Understanding

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Provide
Timely
Feedback

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Delegation

Contingency Factors
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees
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Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels
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Three Views
of Conflict
Human
Relations

Traditional
Interactionist

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Conflict and Unit Performance
Unit Performance

High

A

Low

B

C

High

Level of Conflict

Situation Conflict Level Conflict Type Internal Characteristics Outcomes
A

Low or none

Dysfunctional Apathetic, stagnant

Low

B

Optimal

Functional

High

C

High

Dysfunctional Disruptive, chaotic

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Viable, innovative

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Low

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Avoidance

Accommodation

Conflict
Management

Forcing

Compromise

Collaboration
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Communication
Differences

Sources of
Conflict

Structural
Differences

Personal
Differences
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When to Stimulate Conflict
• Are you surrounded by “yes” people?
• Are employees afraid to admit ignorance?
• Do decision makers sacrifice values for compromise?
• Do managers maintain an “impression” of cooperation?
• Are managers overly concerned about the feelings of others?
• Is popularity more important than performance?
• Do managers crave decision-making consensus?
• Are managers resistant to change?
• Is there a lack of new ideas?
• Is turnover unusually low?

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Stimulating Conflict
• Legitimize conflict

• Use communication
• Bring in outsiders
• Use structural variables
• Appoint a “devil’s advocate”

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The
The Two
Two Types
Types of
of
Negotiating
Negotiating Strategies
Strategies
Bargaining
Characteristics

Distributive
Bargaining

Integrative
Bargaining

• Available Resources

• Fixed Amount

• Variable Amount

• Primary Motivations

• I Win, You Lose

• I Win, You Win

• Primary Interests

• Opposed

• Congruent

• Focus of Relationships

• Short-Term

• Long-Term

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The Bargaining Zone
Party
PartyA’s
A’s
Aspiration
Aspiration
Range
Range

Party A’s
Target Point

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Party
Party B’s
B’s
Aspiration
Aspiration
Range
Range

Settlement

Party B’s
Resistance
Point

Range

Party A’s
Resistance
Point

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Party B’s
Target Point

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Developing Negotiation Skills
• Research your opponent
• Begin in a positive way
• Address problems, not people
• Ignore initial offers
• Seek win-win solutions
• Consider third-party assistance

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Making Effective Presentations
• Prepare for the presentation
• Make opening comments

• Make your points
• End the presentation
• Answer questions
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