Fundamentals of Management: Communication and Interpersonal Skills

Fundamentals of Management
Sixth Edition
Robbins and DeCenzo

with contributions from Henry Moon
CHAPTER
Part IV: Leading
12
2008 Prentice Hall, Inc. All rights reserved.
Communication and Interpersonal Skills

PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTCOMES After reading this chapter, you will be able to:
1. Define communication and explain why it is important to managers. 2. Describe the communication process. 3. List techniques for overcoming communication barriers. 4. Describe the wired and wireless technologies affecting organizational communications. 5. Identify behaviors related to effective active listening. 6. Explain what behaviors are necessary for providing effective feedback.
2008 Prentice Hall, Inc. All rights reserved. 122
L E A R N I N G O U T C O M E S (contd) After reading this chapter, you will be able to:

7. Describe the contingency factors influencing delegation. 8. Identify behaviors related to effective delegating. 9. Describe the steps in analyzing and resolving conflict. 10. Explain why a manager might stimulate conflict. 11. Contrast distributive and integrative bargaining.
123
EXHIBIT 121
The Communication Process
124
Communication Process Terms

Encoding
The conversion of a
Feedback
The degree to which
message into some symbolic form
Message
A purpose to be conveyed
Channel
The medium by which a
carrying out the work activities require by a job results in the individuals obtaining direct and clear information about the effectiveness of his her performance
message travels
Decoding
A receivers translation of
a senders message
125
Written Versus Verbal Communications Written

Tangible Verifiable More permanent More precise More care taken
Verbal
Less secure Known receipt Quicker response Consumes less
with the written word
time Quicker feedback
126
The Grapevine
The grapevine motto: Good information passes among people fairly rapidlybad information, even faster! Grapevine
An unofficial channel of
communication that is neither authorized nor supported by the organization.
127
EXHIBIT 122
The Grapevine
Source: Reprinted with special permission of King Features Syndicate. 2008 Prentice Hall, Inc. All rights reserved. 128
Nonverbal Communications
Body Language
Nonverbal communication cues such as facial
expressions, gestures, and other body movements
Verbal Intonation
An emphasis given to word or phrases that
conveys meaning
129
EXHIBIT 123
Barriers to Effective Communication
Filtering Selective perception Information overload Emotions Language Gender National Culture
1210
EXHIBIT 124
Overcoming Barriers to Effective Communication
Use feedback
Simplify language Listen actively Constrain emotions Watch nonverbal cues
1211
EXHIBIT 125
Using Simple Language?
Source: DILBERT, reprinted by permission of United Feature Syndicate, Inc. 2008 Prentice Hall, Inc. All rights reserved. 1212
Information Technology (IT)

E-mail
Is the instantaneous transmission of messages on
computers that are linked together.
Instant Messaging (IM)

Is interactive, real-time communication among users
logged on the computer network at the same time.
Voice Mail
A system that digitizes a spoken message, transmits
it over the network, and stores the message for the receiver to retrieve later.
1213
Information Technology (contd)

Fax
Allows for the transmission of documents containing
both text and graphics over telephone lines.
Electronic Data Interchange EDI

An exchange of documents with vendors, suppliers,
and customers using direct, computer-to-computer networks.
Teleconferencing
Allows groups to confer simultaneously using
telephone or e-mail group communications software.
1214

Teleconferencing
Allows groups to confer simultaneously using
telephone or e-mail group communications software.
Videoconferencing
Is a simultaneous conference during which meeting
participants in different locations can see each other over video screens.
1215

Intranets
An organizational communication network that uses
Internet technology but is accessible only to organizational employees.
Extranets
An organizational communication network that uses
Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors.
1216

Wireless Communications
Allow users to send and receive information from
anywhere as signals sent without a direct physical connection to a hard-wired network system.
Knowledge Management
Includes cultivating a learning culture in which
employees systematically gather knowledge and share it through computer-based networks and community of interest teams.
1217
Developing Interpersonal Skills

Listening Requires:
Paying attention. Interpreting.
Remembering sound stimuli.
Active Listening Requires:

Listening attentively (intensely) to the speaker. Developing empathy for what the speaker is saying. Accepting by listening without judging content. Taking responsibility for completeness in getting the
full meaning from the speakers communication.

1218
Steps in Active Listening

1. Make eye contact.
2. Exhibit affirmative nods and appropriate facial expressions. 3. Avoid distracting actions or gestures that suggest boredom. 4. Ask questions. 5. Paraphrase using your own words. 6. Avoid interrupting the speaker. 7. Dont overtalk. 8. Make smooth transitions between the roles of speaker and listener.
Characteristics of Feedback
Positive Feedback
Is more readily and accurately perceived than
negative feedback.
Is almost always accepted, whereas negative
feedback often meets resistance.
Negative Feedback
Is most likely to be accepted when it comes from a
credible source or if it is objective.

Carries weight only when it comes from a person
with high status and credibility.
1220
EXHIBIT 126 Suggestions for Effective Feedback
Focus on specific behavior

Keep feedback impersonal Keep feedback goal oriented
Make feedback well timed

Ensure understanding Direct negative feedback toward behavior that the receiver can control
1221
What Are Empowerment Skills?

Forces Driving Empowerment
Need for quick decisions by those most knowledge
about the issue. Downsizing has lead to the necessity for lower-level employees to make decisions.
Delegation
Is the assignment of authority to another person to
carry out specific activities while retaining the ultimate responsibility for the activities.
1222
EXHIBIT 127
Effective Delegation
1223
EXHIBIT 128
Contingency Factors in Delegation
The size of the organization The importance of the duty or decisions Task complexity Organizational culture Quality of employees
1224
Empowerment through Delegation

Proper delegation is not abdication and requires:
Clarifying the exact job to be done
Setting the range of the employees discretion

Defining the expected level of performance Setting the time frame for the task to be completed Allowing employees to participate Establishing feedback controls
1225
Managing Conflict
Conflict
Is perceived differences resulting in interference or
opposition.
Functional Conflict
Supports an organizations goals.
Dysfunctional Conflict
Prevents and organization from achieving its goals
1226
Three Views of Conflict

Traditional View
Assumed that conflict was bad and would always
have a negative impact on an organization.
Human Relations View

Argued that conflict was a natural and inevitable
occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance.
Interactionist View
Encourages mangers to maintain ongoing minimum
level of conflict sufficient to keep organizational units viable, self-critical, and creative.
1227
EXHIBIT 129
Conflict and Organizational Performance
1228
Dimensions of Conflict (Thomas)

Cooperativeness
The degree to which an individual will attempt to
rectify a conflict by satisfying the other persons concerns.
Assertiveness
The degree to which an individual will attempt to
rectify the conflict to satisfy his or her own concerns.
1229
Dimensions of Conflict (contd)

Conflict-handling techniques derived from Thomas cooperative and assertiveness dimensions:
Competing (assertive but uncooperative)
Collaborating (assertive and cooperative) Avoiding (unassertive and uncooperative)
Accommodating (unassertive but cooperative)

Compromising (midrange on assertiveness and
cooperativeness
1230
EXHIBIT 1210
Conflict Management: What Works Best and When
Avoidance Accommodation Forcing
Compromise
Collaboration
1231
Sources of Conflict
Causes of Conflict
Communication Differences
Structural Differences
Personal Differences
1232
How To Stimulate Functional Conflict

Convey to employees the message that conflict has its legitimate place. Use hot-button communications while maintaining plausible deniability. Issue ambiguous or threatening messages. Bring in outsiders.
Centralize decisions, realign work groups, increase formalization and interdependencies between units.
Appoint a devils advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.
What Are Negotiation Skills?

Negotiation
Is a process in which two or more parties who have
different preference must make a joint decision and come to an agreement

Distributive bargaining
Negotiation under zero-sum conditions, in which the gains by one party involve losses by the other party.
Integrative bargaining
Negotiation in which there is at least one settlement that involves no loss to either party.
1234
EXHIBIT 1211
Determining the Bargaining Zone
1235
Developing Effective Negotiation Skills

Research the individual with whom youll be negotiating. Begin with a positive overture. Address problems, not personalities. Pay little attention to initial offers. Emphasize win-win solutions. Create an open and trusting climate. If needed, be open to accepting third-party assistance.
1236
Making an Effective Presentation?

Prepare for the presentation. Make your opening comments. Make your points. End the presentation. Answer questions.
1237
EXHIBIT 1212
Two Great Teams, One Great Organization
1238

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Fundamentals of Management

Robbins and DeCenzo

Part IV: Leading

Communication and Interpersonal Skills

L E A R N I N G O U T C O M E S (contd) After reading this chapter, you will be able to:

2008 Prentice Hall, Inc. All rights reserved.

The Communication Process

2008 Prentice Hall, Inc. All rights reserved.

Communication Process Terms

message into some symbolic form

2008 Prentice Hall, Inc. All rights reserved.

Written Versus Verbal Communications Written

with the written word

time Quicker feedback

2008 Prentice Hall, Inc. All rights reserved.

communication that is neither authorized nor supported by the organization.

2008 Prentice Hall, Inc. All rights reserved.

expressions, gestures, and other body movements

2008 Prentice Hall, Inc. All rights reserved.

Barriers to Effective Communication

2008 Prentice Hall, Inc. All rights reserved.

Overcoming Barriers to Effective Communication

2008 Prentice Hall, Inc. All rights reserved.

Using Simple Language?

Information Technology (IT)

computers that are linked together.

Instant Messaging (IM)

logged on the computer network at the same time.

2008 Prentice Hall, Inc. All rights reserved.

Information Technology (contd)

both text and graphics over telephone lines.

Electronic Data Interchange EDI

and customers using direct, computer-to-computer networks.

telephone or e-mail group communications software.

2008 Prentice Hall, Inc. All rights reserved.

Information Technology (contd)

telephone or e-mail group communications software.

2008 Prentice Hall, Inc. All rights reserved.

Information Technology (contd)

Internet technology but is accessible only to organizational employees.

2008 Prentice Hall, Inc. All rights reserved.

Information Technology (contd)

2008 Prentice Hall, Inc. All rights reserved.

Developing Interpersonal Skills

Remembering sound stimuli.

Active Listening Requires:

full meaning from the speakers communication.

2008 Prentice Hall, Inc. All rights reserved.

Steps in Active Listening

feedback often meets resistance.

credible source or if it is objective.

with high status and credibility.

2008 Prentice Hall, Inc. All rights reserved.

EXHIBIT 126 Suggestions for Effective Feedback

Focus on specific behavior

Make feedback well timed

2008 Prentice Hall, Inc. All rights reserved.