Management 13th edtion by schermerhorn bachrach chapter 18

18

John R. Schermerhorn, Jr.
Daniel G. Bachrach

Management
13 edition
CHAPTER 18
COMMUNICATION
AND
COLLABORATION
th


PLANNING AHEAD — KEY
TAKEAWAYS
 Describe

the elements in the communication

process.
 Identify ways to improve the effectiveness of
communication.
 Discuss how conflict can be functional and
managed successfully.
 Explain ways to negotiate successfully and
avoid negotiation pitfalls.

Copyright ©2015 John Wiley & Sons, Inc.

CHAPTER 18 OUTLINE
1.

The Communication Process
a)
b)
c)
d)

2.

Effective communication
Persuasion and credibility in communication
Communication barriers
Cross-cultural communication

Improving Collaboration Through
Communication
a)
b)
c)
d)
e)

Transparency and openness
Use of electronic media
Active listening
Constructive feedback
Space design
Copyright ©2015 John Wiley & Sons, Inc.

CHAPTER 18 OUTLINE
3.

Managing Conflict
a)
b)
c)
d)

4.

Functional and dysfunctional conflict
Conflict resolution
Conflict management styles
Structural approaches to conflict management

Managing Negotiation
a)
b)
c)
d)

Negotiation goals and approaches
Gaining agreements
Negotiation pitfalls
Third-party dispute resolution

Copyright ©2015 John Wiley & Sons, Inc.

THE COMMUNICATION PROCESS
 Communication
 An

interpersonal process of sending and receiving
symbols with messages attached to them

 Key

elements of the communication process:

 Sender
 Message
 Communication

channel

 Receiver
 Interpreted

meaning

 Feedback

Copyright ©2015 John Wiley & Sons, Inc.


FIGURE 18.1 THE INTERACTIVE TWO-WAY

PROCESS OF INTERPERSONAL
COMMUNICATION

Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Effective communication:
Effective


Occurs when the intended meaning of the sender is
fully understood by the receiver

Efficient


communication

communication

Occurs at a minimum resource cost

Potential

trade-offs between effectiveness
and efficiency must be recognized

Copyright ©2015 John Wiley & Sons, Inc.

THE COMMUNICATION PROCESS
Persuasion and credibility in communication
Communication

is used for sharing
information and influencing other people
Persuasion is getting someone else to
support the message being presented

Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Persuasion and credibility in communication
Expert

power and referent power are
essential for persuasion
Credibility involves trust, respect, and integrity
in the eyes of others
Credibility can be built through expertise and
relationships

Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Communication Barrier:
Information

filtering
Poor choice of channels
Poor written or oral expression
Failure to recognize nonverbal signals
Physical distractions

Copyright ©2015 John Wiley & Sons, Inc.


FIGURE 18.2 DOWNSIDES OF NOISE, SHOWN
AS ANYTHING THAT INTERFERES WITH THE
EFFECTIVENESS OF THE COMMUNICATION
PROCESS

Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Information filtering
Intentional

distortion to make it more
favorable to the recipient
Subordinates may hide unfavorable news
from the manager or make it sound better
than it really is

Copyright ©2015 John Wiley & Sons, Inc.

THE COMMUNICATION PROCESS
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


Spoken

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


Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Poor written or oral expression
 Communication

only effective when the sender
expresses the message in a way understood by
receiver
 Chose words wisely

Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Failure to recognize nonverbal signals
Nonverbal

communication takes place
through gestures, facial expressions, body
posture, eye contact, and use of interpersonal
space
Mixed messages occur when a person’s
words and nonverbal signals communicate
different things

Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Overloads and distractions
Availability

and abundance of electronic
communications and social media can make it
hard to communicate well

Some statistics:
Professionals are spending 28% of their time
dealing with e-mail
 Average business person deals with 108 e-mails
per day
 People check their e-mail inboxes as many as 74
times per day


Copyright ©2015 John Wiley & Sons, Inc.


THE COMMUNICATION PROCESS
Cross-cultural communication
Global

economy frequently creates the need
to communicate with colleagues in other
countries with different cultures
Ethnocentrism


Tendency to consider one’s culture superior to any
and all others

Copyright ©2015 John Wiley & Sons, Inc.


IMPROVING COLLABORATION
THROUGH COMMUNICATION

Effective communication is necessary for
successful collaboration
Transparency

and openness
Use of electronic media
Active listening
Constructive feedback
Active listening
Feedback
Space design
Copyright ©2015 John Wiley & Sons, Inc.


IMPROVING COLLABORATION
THROUGH COMMUNICATION
Transparency and openness
Communication

transparency involves
sharing honest and complete information
about the organization and workplace
Open book management


Managers provide employees with important
financial information about their companies

Copyright ©2015 John Wiley & Sons, Inc.

IMPROVING COLLABORATION
THROUGH COMMUNICATION
Using electronic media
Information

technologies facilitate
communication
The electronic grapevine speeds messages
and information from person to person
E-mail privacy
Employer’s policy on personal e-mail
Don’t assume that e-mail privacy
exists at work
Copyright ©2015 John Wiley & Sons, Inc.


IMPROVING COLLABORATION
THROUGH COMMUNICATION
 Active

listening

The

process of taking action to help someone
say exactly what he or she really means

 Guidelines

for active listening:

Listen

for message content
Listen for feelings
Respond to feelings
Note all cues, verbal and nonverbal
Paraphrase and restate
Copyright ©2015 John Wiley & Sons, Inc.


IMPROVING COLLABORATION
THROUGH COMMUNICATION
 Feedback
 The

process of telling others how you feel about
something they did or said, or about the situation in
general (evaluative, interpretive, descriptive)

 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
Copyright ©2015 John Wiley & Sons, Inc.


IMPROVING COLLABORATION
THROUGH COMMUNICATION
Space design
Proxemics

is the study of how we use

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
Copyright ©2015 John Wiley & Sons, Inc.


MANAGING CONFLICT
Conflict
A disagreement

between people on:

Substantive issues regarding goals and tasks,
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 creativity and high performance

Copyright ©2015 John Wiley & Sons, Inc.


MANAGING CONFLICT
 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

Copyright ©2015 John Wiley & Sons, Inc.