Part 4: Leading PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Chapter 12 Communication and Interpersonal

Part 4: LeadingPart 4: Leading

PowerPoint Presentation by Charlie CookCopyright © 2004 Prentice Hall, Inc.

All rights reserved.

Chapter 12Chapter 12

Communication and

Interpersonal Skills

Communication and

Interpersonal Skills

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 12–2

L E A R N I N G O U T C O M E SAfter reading this chapter, I 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.


L E A R N I N G O U T C O M E S (cont’d)After reading this chapter, I will be able to:

6. Explain what behaviors are necessary for providing effective feedback.

7. Identify behaviors related to effective delegating.

8. Describe the steps in analyzing and resolving conflict.

9. Explain why a manager might stimulate conflict.

10. Contrast distributive and integrative bargaining.


The Communication Process

• Communication processThe transferring and understanding of meaning

EXHIBIT 12.1


Communication Process Terms

• Encoding The conversion of a

message into some symbolic form

• Message A purpose to be conveyed

• Channel The medium by which a

message travels

• Decoding A receiver’s translation of a

sender’s message

• Feedback The degree to which

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


Written Versus Verbal Communications

• WrittenTangibleVerifiableMore permanentMore preciseMore care is taken

with the written word

• VerbalLess secureKnown receiptQuicker responseConsumes less timeQuicker feedback


The Grapevine

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

•GrapevineAn unofficial channel of

communication that is neither authorized nor supported by the organization.


Nonverbal Communications

• Body languageNonverbal communication cues such as facial

expressions, gestures, and other body movements

• Verbal intonationAn emphasis given to word or phrases that

conveys meaning


Using Simple Language?

EXHIBIT 12.4Source: Dilbert reprinted by permission of United Features Syndicate, Inc.


Barriers to Effective Communication

• Filtering• Selective Perception• Information Overload• Emotions• Language• Gender• National Culture

EXHIBIT 12.2

Overcoming Barriers to Effective Communication

• Use Feedback• Simplify Language• Listen actively• Constrain Emotions• Watch Nonverbal

Cues

EXHIBIT 12.3


Communication Barriers

• FilteringThe deliberate manipulation of information to make it

appear more favorable to the receiver

• Selective perceptionSelective hearing communications based on one’s

needs, motivations, experience, or other personal characteristics

• Information overloadThe result of information exceeding processing

capacity


Communication Barriers (cont’d)

• JargonTechnical language that is not understood by

outsiders

• GenderMen communicate to emphasize status and

independence; whereas women talk to create connections and intimacy.

• National cultureCommunication differences that arise from the

different languages and national cultures


Information Technology (IT)

• E-mailThe instantaneous transmission of messages on

computers that are linked together.

• Instant messaging (IM) Interactive, real-time communication that takes place

among computer users who are logged on to the computer network at the same time.

• Voice mailA system digitizes that a spoken massage, transmits

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


Information Technology (cont’d)

• FaxMachines allow the transmission of documents

containing both text and graphics over ordinary telephone lines.

• Electronic data interchange EDIA way to exchange documents (invoices or purchase

orders) with vendors, suppliers, and customers using direct, computer-to-computer networks.

• TeleconferencingGroup can confer simultaneously using telephone or

e-mail group communications software.



• TeleconferencingGroup can confer simultaneously using telephone or

e-mail group communications software.

• Video-conferencingA simultaneous conference during which meeting

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



• IntranetsAn organizational communication network that uses

Internet technology but is accessible only to organizational employees.

• Extranetsan organizational communication network that uses

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



• Wireless communicationsAllow users to send and receive information from

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

• Knowledge managementCultivating a learning culture in which employees

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


Developing Interpersonal Skills

• Listening requires:Paying attention InterpretingRemembering 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 speaker’s communication.


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.


Suggestions for Effective Feedback

• Focus on specific behavior• Keep feedback impersonal• Keep feedback goal oriented• Make feedback well-timed• Ensure understanding• Direct negative feedback towards behavior that

the receiver can control

EXHIBIT 12.5


Empowerment Skills

• DelegationThe assignment of authority to another person to carry

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

• Proper delegation is not abdication and requires:Clarifying the exact job to be doneSetting the range of the employee’s discretionDefining the expected level of performanceSetting the time frame for the task to be completedAllowing employees to participateEstablishing feedback controls


Effective Delegation

EXHIBIT 12.6


Contingency Factors in Delegation

EXHIBIT 12.7

The Size of the Organization

The Importance of the Duty or Decision

Organizational Culture

Task Complexity

Qualities of Employees


Managing Conflict

• Conflict definedPerceived differences resulting in interference or

opposition

• Functional conflictConflict that supports and organization’s goals

• Dysfunctional conflictConflict that prevents and organization from achieving

its goals


Three Views of Conflict

• Traditional viewAssumed that conflict was bad and would always

have a negative impact on an organization.

• Human relations viewArgued that conflict was a natural and inevitable

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

• Interactionist viewEncourages mangers to maintain ongoing minimum

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

EXHIBIT 12.8


Conflict and Organizational

Performance

EXHIBIT 12.9


Sources of Conflict

• Communication differencesArising from semantic difficulties, misunderstandings,

and noise in the communication channels.

• Structural differencesHorizontal and vertical differentiation creates

problems of integration leading to disagreements over goals, decision alternatives, performance criteria, and resource allocations in organizations.

• Personal differences Individual idiosyncrasies and personal value systems

create conflicts.


Dimensions of Conflict (Thomas)

• CooperativenessThe degree to which an individual will attempt to

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

• AssertivenessThe degree to which an individual will attempt to

rectify the conflict to satisfy his or her own concerns.


Dimensions of Conflict (cont’d)

• 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


Conflict Management What Works Best and When

EXHIBIT 12.10

Strategy Best Used When

Avoidance Conflict is trivial, when emotions are running high and timeis needed to cool them down, or when the potential disruptionfrom an assertive action outweighs the benefits of resolution

Accommodation The issue under dispute isn’t that important to you or whenyou want to build up credits for later issues

Forcing You need a quick resolution on important issues that requireunpopular actions to be taken and when commitment byothers to your solution is not critical

Compromise Conflicting parties are about equal in power, when it isdesirable to achieve a temporary solution to a complex issue,or when time pressures demand an expedient solution

Collaboration Time pressures are minimal, when all parties seriously want awin-win solution, and when the issue is too important to becompromised


Stimulating 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.

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

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


Negotiation

• Negotiation definedA process in which two or more parties who have

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

• Distributive bargainingNegotiation under zero-sum conditions, in which the

gains by one party involve losses by the other party

• Integrative bargainingNegotiation in which there is at least one settlement

that involves no loss to either party


Determining the Bargaining Zone

EXHIBIT 12.11


Developing Effective Negotiation Skills

• Research the individual with whom you’ll 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.


How Do You Make a Presentation?

• Prepare for the presentation.• Make your opening comments.• Make your points.• End the presentation.• Answer questions.

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Part 4: Leading PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Chapter 12 Communication and Interpersonal