Ch_12

© 2008 Prentice Hall, Inc. All rights reserved.© 2008 Prentice Hall, Inc. All rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

Fundamentals of ManagementFundamentals of ManagementSixth EditionSixth Edition

Robbins and DeCenzowith contributions from Henry Moon

Robbins and DeCenzowith contributions from Henry Moon

C H A P T E R

12C H A P T E R

12Part IV: LeadingPart IV: Leading

Communication and Interpersonal SkillsCommunication and Interpersonal Skills

© 2008 Prentice Hall, Inc. All rights reserved. 12–2

Communication Process TermsCommunication Process Terms

• EncodingEncoding The conversion of a The conversion of a

message into some message into some symbolic formsymbolic form

• MessageMessage A purpose to be conveyedA purpose to be conveyed

• ChannelChannel The medium by which a The medium by which a

message travelsmessage travels

• DecodingDecoding A receiver’s translation of A receiver’s translation of

a sender’s messagea sender’s message

• FeedbackFeedback The degree to which The degree to which

carrying out the work carrying out the work activities require by a job activities require by a job results in the individual’s results in the individual’s obtaining direct and clear obtaining direct and clear information about the information about the effectiveness of his her effectiveness of his her performanceperformance


Written Versus Verbal CommunicationsWritten Versus Verbal Communications

• WrittenWrittenTangibleTangibleVerifiableVerifiableMore permanentMore permanentMore preciseMore preciseMore care taken More care taken

with the written with the written wordword

• VerbalVerbalLess secureLess secureKnown receiptKnown receiptQuicker responseQuicker responseConsumes less Consumes less

timetimeQuicker feedbackQuicker feedback


The GrapevineThe Grapevine

““The grapevine motto: Good information passes The grapevine motto: Good information passes among people fairly rapidly—bad information, among people fairly rapidly—bad information, even faster!”even faster!”

•GrapevineGrapevine An unofficial channel of communication that is neither An unofficial channel of communication that is neither

authorized nor supported by the organization.authorized nor supported by the organization.


Nonverbal CommunicationsNonverbal Communications

• Body LanguageBody Language Nonverbal communication cues such as facial Nonverbal communication cues such as facial

expressions, gestures, and other body expressions, gestures, and other body movementsmovements

• Verbal IntonationVerbal Intonation An emphasis given to word or phrases that An emphasis given to word or phrases that

conveys meaningconveys meaning


Information Technology (IT)Information Technology (IT)

• E-mailE-mail Is the instantaneous transmission of messages on Is the instantaneous transmission of messages on

computers that are linked together.computers that are linked together.

• Instant Messaging (IM)Instant Messaging (IM) Is interactive, real-time communication among users Is interactive, real-time communication among users

logged on the computer network at the same time.logged on the computer network at the same time.

• Voice MailVoice Mail A system that digitizes a spoken message, transmits A system that digitizes a spoken message, transmits

it over the network, and stores the message for the it over the network, and stores the message for the receiver to retrieve later. receiver to retrieve later.


Information Technology (cont’d)Information Technology (cont’d)

• FaxFax Allows for the transmission of documents containing Allows for the transmission of documents containing

both text and graphics over telephone lines.both text and graphics over telephone lines.

• Electronic Data Interchange EDIElectronic Data Interchange EDI An exchange of documents with vendors, suppliers, An exchange of documents with vendors, suppliers,

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

• TeleconferencingTeleconferencing Allows groups to confer simultaneously using Allows groups to confer simultaneously using

telephone or e-mail group communications software. telephone or e-mail group communications software.



• TeleconferencingTeleconferencing Allows groups to confer simultaneously using Allows groups to confer simultaneously using

telephone or e-mail group communications software.telephone or e-mail group communications software.

• VideoconferencingVideoconferencing Is a simultaneous conference during which meeting Is a simultaneous conference during which meeting

participants in different locations can see each other participants in different locations can see each other over video screens.over video screens.



• IntranetsIntranets An organizational communication network that uses An organizational communication network that uses

Internet technology but is accessible only to Internet technology but is accessible only to organizational employees.organizational employees.

• ExtranetsExtranets An organizational communication network that uses An organizational communication network that uses

Internet technology and allows authorized users Internet technology and allows authorized users inside the organization to communicate with certain inside the organization to communicate with certain outsiders such as customers or vendors.outsiders such as customers or vendors.



• Wireless CommunicationsWireless Communications Allow users to send and receive information from Allow users to send and receive information from

anywhere as signals sent without a direct physical anywhere as signals sent without a direct physical connection to a hard-wired network system.connection to a hard-wired network system.

• Knowledge ManagementKnowledge Management Includes cultivating a learning culture in which Includes cultivating a learning culture in which

employees systematically gather knowledge and employees systematically gather knowledge and share it through computer-based networks and share it through computer-based networks and community of interest teams.community of interest teams.


Developing Interpersonal SkillsDeveloping Interpersonal Skills

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

• Active Listening Requires:Active Listening Requires: Listening attentively (intensely) to the speaker.Listening attentively (intensely) to the speaker. Developing empathy for what the speaker is saying.Developing empathy for what the speaker is saying. Accepting by listening without judging content.Accepting by listening without judging content. Taking responsibility for completeness in getting the Taking responsibility for completeness in getting the

full meaning from the speaker’s communication. full meaning from the speaker’s communication.


Characteristics of FeedbackCharacteristics of Feedback

• Positive FeedbackPositive Feedback Is more readily and accurately perceived than Is more readily and accurately perceived than

negative feedback.negative feedback.

Is almost always accepted, whereas negative Is almost always accepted, whereas negative feedback often meets resistance.feedback often meets resistance.

• Negative FeedbackNegative Feedback Is most likely to be accepted when it comes from a Is most likely to be accepted when it comes from a

credible source or if it is objective.credible source or if it is objective.

Carries weight only when it comes from a person Carries weight only when it comes from a person with high status and credibility.with high status and credibility.


What Are Empowerment Skills?What Are Empowerment Skills?

• Forces Driving EmpowermentForces Driving Empowerment Need for quick decisions by those most knowledge Need for quick decisions by those most knowledge

about the issue.about the issue. Downsizing has lead to the necessity for lower-level Downsizing has lead to the necessity for lower-level

employees to make decisions.employees to make decisions.

• DelegationDelegation Is the assignment of authority to another person to Is the assignment of authority to another person to

carry out specific activities while retaining the carry out specific activities while retaining the ultimate responsibility for the activities.ultimate responsibility for the activities.


Empowerment through DelegationEmpowerment through Delegation

• Proper delegation is not abdication and Proper delegation is not abdication and requires:requires: Clarifying the exact job to be doneClarifying the exact job to be done

Setting the range of the employee’s discretionSetting the range of the employee’s discretion

Defining the expected level of performanceDefining the expected level of performance

Setting the time frame for the task to be completedSetting the time frame for the task to be completed

Allowing employees to participateAllowing employees to participate

Establishing feedback controlsEstablishing feedback controls


Managing ConflictManaging Conflict

• ConflictConflict Is perceived differences resulting in interference or Is perceived differences resulting in interference or

opposition.opposition.

• Functional ConflictFunctional Conflict Supports an organization’s goals.Supports an organization’s goals.

• Dysfunctional ConflictDysfunctional Conflict Prevents and organization from achieving its goalsPrevents and organization from achieving its goals


Three Views of ConflictThree Views of Conflict

• Traditional ViewTraditional View Assumed that conflict was bad and would always Assumed that conflict was bad and would always

have a negative impact on an organization. have a negative impact on an organization.

• Human Relations ViewHuman Relations View Argued that conflict was a natural and inevitable Argued that conflict was a natural and inevitable

occurrence in all organizations; rationalized the occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance.existence of conflict and advocated its acceptance.

• Interactionist ViewInteractionist View Encourages mangers to maintain ongoing minimum Encourages mangers to maintain ongoing minimum

level of conflict sufficient to keep organizational units level of conflict sufficient to keep organizational units viable, self-critical, and creative.viable, self-critical, and creative.


Dimensions of Conflict (Thomas)Dimensions of Conflict (Thomas)

• CooperativenessCooperativeness The degree to which an individual will attempt to The degree to which an individual will attempt to

rectify a conflict by satisfying the other person’s rectify a conflict by satisfying the other person’s concerns.concerns.

• AssertivenessAssertiveness The degree to which an individual will attempt to The degree to which an individual will attempt to

rectify the conflict to satisfy his or her own concerns.rectify the conflict to satisfy his or her own concerns.


Dimensions of Conflict (cont’d)Dimensions of Conflict (cont’d)

• Conflict-handling techniques derived from Conflict-handling techniques derived from Thomas’ cooperative and assertiveness Thomas’ cooperative and assertiveness dimensions:dimensions: Competing (assertive but uncooperative)Competing (assertive but uncooperative)

Collaborating (assertive and cooperative)Collaborating (assertive and cooperative)

Avoiding (unassertive and uncooperative)Avoiding (unassertive and uncooperative)

Accommodating (unassertive but cooperative)Accommodating (unassertive but cooperative)

Compromising (midrange on assertiveness and Compromising (midrange on assertiveness and cooperativenesscooperativeness


How To Stimulate Functional ConflictHow To Stimulate Functional Conflict

• Convey to employees the message that conflict has its Convey to employees the message that conflict has its legitimate place.legitimate place.

• Use hot-button communications while maintaining Use hot-button communications while maintaining plausible deniability.plausible deniability.

• Issue ambiguous or threatening messages.Issue ambiguous or threatening messages.

• Bring in outsiders.Bring in outsiders.

• Centralize decisions, realign work groups, increase Centralize decisions, realign work groups, increase formalization and interdependencies between units.formalization and interdependencies between units.

• Appoint a devil’s advocate to purposely present Appoint a devil’s advocate to purposely present arguments that run counter to those proposed by the arguments that run counter to those proposed by the majority or against current practices.majority or against current practices.


What Are Negotiation Skills?What Are Negotiation Skills?

• NegotiationNegotiation Is a process in which two or more parties who have Is a process in which two or more parties who have

different preference must make a joint decision and different preference must make a joint decision and come to an agreementcome to an agreement

Distributive bargainingDistributive bargaining Negotiation under zero-sum conditions, in which the gains Negotiation under zero-sum conditions, in which the gains

by one party involve losses by the other party.by one party involve losses by the other party.

Integrative bargainingIntegrative bargaining Negotiation in which there is at least one settlement that Negotiation in which there is at least one settlement that

involves no loss to either party.involves no loss to either party.


Developing Effective Negotiation SkillsDeveloping Effective Negotiation Skills

• Research the individual with whom you’ll be Research the individual with whom you’ll be negotiating.negotiating.

• Begin with a positive overture.Begin with a positive overture.• Address problems, not personalities.Address problems, not personalities.• Pay little attention to initial offers.Pay little attention to initial offers.• Emphasize win-win solutions.Emphasize win-win solutions.• Create an open and trusting climate.Create an open and trusting climate.• If needed, be open to accepting third-party If needed, be open to accepting third-party

assistance.assistance.


Making an Effective Presentation?Making an Effective Presentation?

• Prepare for the presentation.Prepare for the presentation.

• Make your opening comments.Make your opening comments.

• Make your points.Make your points.

• End the presentation.End the presentation.

• Answer questions.Answer questions.

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