Communication and Interpersonal Skill © Chapter 12 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 © Chapter 12 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 © Chapter 12 The Communication Process Encoding Channel Message Message Sender Decoding Noise Receiver Feedback © Chapter 12 Communication Issues Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media © Chapter 12 Communication Barriers Filtering Selective Perception Apprehension Information Overload Language Emotions © Chapter 12 Overcoming Communication Barriers • Constrain emotions • Watch nonverbal cues • Use feedback • Simplify language • Listen actively © Chapter 12 Contemporary Communication Issues Communication between Men and Women © Communication in the Global Village Chapter 12 Intensity Intensity Empathy Empathy Active Active Listening Listening Skills Skills Responsibility Responsibility © Acceptance Acceptance Chapter 12 Focus on Specific Behaviors Stay GoalOriented Keep Feedback Impersonal Effective Feedback Focus on What the Receiver Can Control Ensure Understanding © Provide Timely Feedback Chapter 12 10 Delegation Contingency Factors • Size of the organization • Importance of the duty or decision • Complexity of the task • Culture of the organization • Qualities of employees © Chapter 12 11 Delegating Effectively • Clarify the assignment • Specify the range of discretion • Encourage participation • Inform others • Establish feedback channels © Chapter 12 12 Three Views of Conflict Human Relations Traditional Interactionist © Chapter 12 13 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 © Viable, innovative Chapter 12 Low 14 Avoidance Accommodation Conflict Management Forcing Compromise Collaboration © Chapter 12 15 Communication Differences Sources of Conflict Structural Differences Personal Differences © Chapter 12 16 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? © Chapter 12 17 Stimulating Conflict • Legitimize conflict • Use communication • Bring in outsiders • Use structural variables • Appoint a “devil’s advocate” © Chapter 12 18 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 © Chapter 12 19 The Bargaining Zone Party PartyA’s A’s Aspiration Aspiration Range Range Party A’s Target Point © Party Party B’s B’s Aspiration Aspiration Range Range Settlement Party B’s Resistance Point Range Party A’s Resistance Point Chapter 12 Party B’s Target Point 20 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 © Chapter 12 21 Making Effective Presentations • Prepare for the presentation • Make opening comments • Make your points • End the presentation • Answer questions © Chapter 12 22 [...]... 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 © Viable, innovative Chapter 12 Low 14 Avoidance Accommodation Conflict Management Forcing Compromise Collaboration © Chapter 12 15 Communication. .. managers crave decision-making consensus? • Are managers resistant to change? • Is there a lack of new ideas? • Is turnover unusually low? © Chapter 12 17 Stimulating Conflict • Legitimize conflict • Use communication • Bring in outsiders • Use structural variables • Appoint a “devil’s advocate” © Chapter 12 18 The The Two Two Types Types of of Negotiating Negotiating Strategies Strategies Bargaining Characteristics... Target Point © Party Party B’s B’s Aspiration Aspiration Range Range Settlement Party B’s Resistance Point Range Party A’s Resistance Point Chapter 12 Party B’s Target Point 20 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 © Chapter 12 21 Making Effective