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

Sender Encoding Message Channel Message Decoding Receiver Noise Feedback

Communication Issues

Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media

Communication Barriers

Filtering Apprehension Selective Perception Language Information Overload Emotions

Overcoming Communication Barriers • Constrain emotions • Watch nonverbal cues • Use feedback • Simplify language • Listen actively

Focus on Specific Behaviors Stay Goal Oriented Ensure Understanding Effective Feedback Keep Feedback Impersonal Provide Timely Feedback Focus on What the Receiver Can Control

Intensity Empathy

Active Listening Skills

Responsibility Acceptance

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 Views of Conflict

Human Relations Interactionist Traditional

Communication Differences Structural Differences Personal Differences

Sources of Conflict

High

Conflict and Unit Performance

A B C Low Situation A Conflict Level Level of Conflict High Conflict Type Internal Characteristics Outcomes Low or none Dysfunctional Apathetic, stagnant Low B C Optimal High Functional Dysfunctional Viable, innovative Disruptive, chaotic High Low

Conflict Management Avoidance Accommodation Forcing Compromise Collaboration

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”

The Two Types of Negotiating Strategies

Bargaining Characteristics Distributive Bargaining Integrative Bargaining

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Available Resources

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Fixed Amount

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Variable Amount

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Primary Motivations

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Primary Interests

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I Win, You Lose

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Opposed

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I Win, You Win

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Congruent

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Focus of Relationships

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Short-Term

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Long-Term

The Bargaining Zone

Party A’s Aspiration Range Settlement Range Party B’s Aspiration Range Party A’s Target Point Party B’s Resistance Point Party A’s Resistance Point Party B’s Target 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