Robbins Fom06 Basic 12

8/13/2019 Robbins Fom06 Basic 12

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PowerPoint Presentation by Charlie CookThe University of West Alabama

Fundamentals of ManagementSixth Edition

Robbins and DeCenzowith contributions from Henry Moon

C H A P T E R

12Part IV: Leading

2008 Prentice Hall, Inc.All rights reserved.

Communication and

Interpersonal Skills


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2008 Prentice Hall, Inc. All rights reserved. 122

L E A R N I N G O U T C O M E S

1. Define communication and explain why it is important

to managers.

2. Describe the communication process.

3. List techniques for overcoming communicationbarriers.

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.

After reading this chapter, you will be able to:


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L E A R N I N G O U T C O M E S (contd)

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.

After reading this chapter, you will be able to:


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EXHIBIT 121 The Communication Process


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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 receivers translation of

a senders message

Feedback

The degree to which

carrying out the work

activities require by a job

results in the individuals

obtaining direct and clear

information about theeffectiveness of his her

performance


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Written Versus Verbal Communications

WrittenTangible

Verifiable

More permanent

More precise

More care taken

with the written

word

VerbalLess secure

Known receipt

Quicker response

Consumes less

time

Quicker feedback


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The Grapevine

The grapevine motto: Good

information passes among people

fairly rapidlybad information,

even faster!

GrapevineAn unofficial channel of

communication that is neither

authorized nor supported

by the organization.


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EXHIBIT 122 The Grapevine

Source: Reprinted with special permission of King Features Syndicate.


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Nonverbal Communications

Body Language

Nonverbal communication cues such as facial

expressions, gestures, and other body

movements

Verbal IntonationAn emphasis given to word or phrases that

conveys meaning


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EXHIBIT 123 Barriers to Effective Communication

Filtering

Selective perception

Information overload

Emotions

Language

Gender

National Culture


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EXHIBIT 124 Overcoming Barriers to Effective Communication

Use feedback

Simplify language

Listen actively

Constrain emotions

Watch nonverbal cues


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EXHIBIT 125 Using Simple Language?

Source: DILBERT, reprinted by permission of United Feature Syndicate, Inc.


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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 userslogged 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 thereceiver to retrieve later.


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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 usingtelephone or e-mail group communications software.


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Teleconferencing

Allows groups to confer simultaneously using

telephone or e-mail group communications software.

Videoconferencing

Is a simultaneous conference during which meetingparticipants in different locations can see each other

over video screens.


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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.


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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.


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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.


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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.


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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.


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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


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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.


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EXHIBIT 127 Effective Delegation


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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


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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


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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


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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 inevitableoccurrence in all organizations; rationalized the

existence of conflict and advocated its acceptance.

Interactionist View

Encourages mangers to maintain ongoing minimumlevel of conflict sufficient to keep organizational units

viable, self-critical, and creative.


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EXHIBIT 129 Conflict and Organizational Performance


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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.


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Dimensions of Conflict (contd)

Conflict-handling techniques derived from

Thomas cooperative and assertivenessdimensions:

Competing (assertive but uncooperative)

Collaborating (assertive and cooperative)

Avoiding (unassertive and uncooperative)

Accommodating (unassertive but cooperative)

Compromising (midrange on assertiveness andcooperativeness


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EXHIBIT 1210 Conflict Management: What Works Best and When

Avoidance

Accommodation

Forcing

Compromise

Collaboration


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Sources of Conflict

Communication

Differences

Personal

Differences

Causes of Conflict

Structural

Differences


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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.


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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 thatinvolves no loss to either party.


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EXHIBIT 1211 Determining the Bargaining Zone


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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-partyassistance.


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Making an Effective Presentation?

Prepare for the presentation.

Make your opening comments.

Make your points.

End the presentation. Answer questions.


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EXHIBIT 1212 Two Great Teams, One Great Organization

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Robbins Fom06 Basic 12