Module 5

Section 3: Communication

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

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

The importance of communication

• An effective communication helps managers make a better decision and implement the decision effectively.

• An effective communication helps build trust, a good interpersonal relationship, and power.

The Communication Process

SenderSender

EncodingEncoding

ReceiverReceiver

DecodingDecodingChannelChannel

Feedback

Message Message

Noise

Communication IssuesCommunication Issues

Written Communication

Verbal Communication

The Grapevine

Nonverbal Cues

Electronic Media

FilteringFiltering

EmotionsEmotions

SelectiveSelectivePerceptionPerception

InformationInformationOverloadOverload

ApprehensionApprehension

LanguageLanguage

Communication Barriers

Overcoming Communication Barriers

• Constrain emotions

• Watch nonverbal cues

• Use feedback

• Simplify language

• Listen actively

EffectiveEffectiveFeedbackFeedback

ProvideProvideTimelyTimely

FeedbackFeedback

KeepKeepFeedbackFeedback

ImpersonalImpersonal

Focus on What Focus on What the Receiverthe ReceiverCan ControlCan Control

Focus onFocus onSpecificSpecific

BehaviorsBehaviors

StayStayGoal-Goal-

OrientedOriented

EnsureEnsureUnderstandingUnderstanding

Active Listening Skills

AcceptanceAcceptanceResponsibilityResponsibility

IntensityIntensity EmpathyEmpathy

Delegation Contingency Factors

• Size of the organization

• Importance of the duty or decision

• Complexity of the task

• Culture of the organization

• Qualities of employees

Delegating Effectively

• Clarify the assignment

• Specify the range of discretion

• Encourage participation

• Inform others

• Establish feedback channels

Three ViewsThree Viewsof Conflictof Conflict

TraditionalTraditionalHumanHumanRelationsRelations

InteractionistInteractionist

Sources ofConflict

CommunicationDifferences

StructuralDifferences

PersonalDifferences

Conflict and Unit PerformanceU

nit

P

erfo

rman

ce

High

Low Level of Conflict High

A B C

Situation

A

B

C

Conflict Level Conflict Type Internal Characteristics Outcomes

Low or none

Optimal

High

Dysfunctional

Functional

Dysfunctional

Apathetic, stagnant

Viable, innovative

Disruptive, chaotic

Low

High

Low

ConflictConflict

ManagementManagement

AvoidanceAvoidance

AccommodationAccommodation

ForcingForcing

CompromiseCompromise

CollaborationCollaboration

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?

Stimulating Conflict

• Legitimize conflict

• Use ambiguous or threatening message

• Bring in outsiders

• Use structural variables

• Appoint a “devil’s advocate”

• Available Resources

• Primary Motivations

• Primary Interests

• Focus of Relationships

• Fixed Amount

• I Win, You Lose

• Opposed

• Short-Term

• Variable Amount

• I Win, You Win

• Congruent

• Long-Term

IntegrativeBargaining

DistributiveBargaining

BargainingCharacteristics

The Two Types ofNegotiating Strategies

The Bargaining Zone

Party A’sParty A’sAspirationAspiration

RangeRangeSettlementSettlement

RangeRange

Party B’sParty B’sAspirationAspiration

RangeRange

Party A’sTarget Point

Party B’sResistance

Point

Party A’sResistance

Point

Party B’sTarget Point

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