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Chapter 12 communication&interpersonal skills

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Chapter 12 communication&interpersonal skills

  1. 1. 12Chapter Communication and Interpersonal Skills Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  2. 2. 12-2 Learning Objectives • Describe what managers need to know about commutating effectively • Explain how technology affects managerial communication • Discuss the interpersonal skills that every manager needs Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  3. 3. 12-3 How Does the Communication Process Work? • Communication – A transfer of understanding and meaning from one person to another • Communication Process – The seven-part process of transferring and understanding of meaning Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  4. 4. 12-4 Parts of the Communication Process 1. Sender – The communication source 1. Encoding – Converting a message into symbolic form 1. Message – A purpose for communicating that’s to be conveyed 1. Channel – The medium by which a message travels Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  5. 5. 12-5 Parts of the Communication Process (cont.) 5. Decoding – Translating a received message 6. Receiver – The person to whom the message is directed 7. Feedback – Checking to see how successfully a message has been transferred Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  6. 6. 12-6 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  7. 7. 12-7 Are Written Communications More Effective Than Verbal Ones? • Written Communications – memos, letters, e- mail, organizational periodicals, bulletin boards, etc. – tangible, verifiable, and more permanent • Oral Communications – allow receivers to respond – presents feedback evidence that the message has been received and understood Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  8. 8. 12-8 Is the Grapevine an Effective Way to Communicate? • Grapevine – An unofficial channel of communication Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  9. 9. 12-9 How Do Nonverbal Cues Affect Communication? • Body Language – Nonverbal communication cues such as facial expressions, gestures, and other body movements • Verbal Intonation – An emphasis given to words or phrases that conveys meaning Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  10. 10. 12-10 What Are Barriers to Effective Communication? • Filtering – Deliberately manipulating information to make it appear more favorable to the receiver • Selective Perception – Selectively perceiving or hearing a communication based on your own needs, motivations, experiences, or other personal characteristics Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  11. 11. 12-11 Communication Barriers (cont.) • Information Overload – What results when information exceeds processing capacity • Jargon – Technical language Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  12. 12. 12-12 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  13. 13. 12-13 Overcoming Communication Barriers • Use Feedback – Many problems are attributable to misunderstanding • Use Simplified Language – communicate in clear, easily understood terms • Listen Actively – Listening is an active search for meaning, whereas hearing is passive Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  14. 14. 12-14 Active Listening • Active Listening – Listening for full meaning without making premature judgments or interpretations Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  15. 15. 12-15 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  16. 16. 12-16 What Are Networked Communication Capabilities? • E-mail – the instantaneous transmission of messages on computers that are linked together • Instant messaging (IM) – This interactive, real-time communication takes place among computer users • Voice Mail System – digitizes a spoken message, transmits it over the network, and stores the message on a disk Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  17. 17. 12-17 Networked Communications (cont.) • Fax machines – transmit documents containing both text and graphics over ordinary telephone lines • Electronic data interchange (EDI) – a way for organizations to exchange business transaction documents such as invoices or purchase orders, using direct, computer-to- computer networks Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  18. 18. 12-18 Networked Communications (cont.) • Teleconferencing – allows a group of people to confer simultaneously using telephone or e-mail group communications software • Videoconferencing – A simultaneous conference where meeting participants can see each other over video screens • Internet-based voice communication – Popular Web sites such as Skype, Vonage, and Yahoo!, among others, let users chat with each other Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  19. 19. 12-19 Networked Communications (cont.) • Intranet – A network that uses Internet technology but is accessible only to organizational employees. An extranet is an organizational communication Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall. • Extranet – A network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors
  20. 20. 12-20 What is Knowledge Management? • Knowledge Management – Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  21. 21. 12-21 What Interpersonal Skills Do Managers Need? • Active listening requires – Intensity – Empathy – Acceptance – Willingness to take responsibility for completeness • Empathy – requires you to put yourself into the speaker’s shoes Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  22. 22. 12-22 Interpersonal Skills (cont.) • Acceptance – listening objectively without judging content • Responsibility for completeness – the listener does whatever is necessary to get the full intended meaning Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  23. 23. 12-23 Feedback • Positive feedback – more readily and accurately perceived than negative feedback • Negative feedback – most likely to be accepted when it comes from a credible source or if it’s objective Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  24. 24. 12-24 What Are Empowerment Skills? • Delegation – Assigning authority to another person to carry out specific activities • In participative decision making, authority is shared. With delegation, employees make decisions on their own Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  25. 25. 12-25 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  26. 26. 12-26 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  27. 27. 12-27 What is Conflict Management? • Conflict – Perceived differences resulting in interference or opposition • Traditional View of Conflict – The view that all conflict is bad and must be avoided • Human Relations View of Conflict – The view that conflict is natural and inevitable and has the potential to be a positive force Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  28. 28. 12-28 Conflict Management (cont.) • Interactionist View of Conflict – The view that some conflict is necessary for an organization to perform effectively • Functional Conflicts – Conflict that’s constructive and supports an organization’s goals • Dysfunctional Conflicts – Conflict that’s destructive and prevents an organization from achieving its goals Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  29. 29. 12-29 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  30. 30. 12-30 Conflict Management (cont.) • Task Conflict – Conflict that relates to the content and goals of work • Relationship Conflict – Conflict that focuses on interpersonal relationships • Process Conflict – Conflict that refers to how the work gets done Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  31. 31. 12-31 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  32. 32. 12-32 What Are Negotiation Skills? • Negotiation – A process in which two or more parties who have different preferences must make a joint decision and come to an agreement • Distributive Bargaining – Negotiation under zero-sum conditions, in which any gain by one party involves a loss to the other party Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  33. 33. 12-33 Negotiation Skills (cont.) • Integrative bargaining – Negotiation in which there is at least one settlement that involves no loss to either party Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
  34. 34. 12-34 Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.

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