interpersonal communication

1. ©Prentice Hall, 2001 Chapter 12 1
Communication and
Interpersonal Skill

2. ©Prentice Hall, 2001 Chapter 12 2
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

3. ©Prentice Hall, 2001 Chapter 12 3
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

4. ©Prentice Hall, 2001 Chapter 12 4
The Communication Process
Sender
Encoding
Receiver
Decoding
Channel
Feedback
Message Message
Noise

5. ©Prentice Hall, 2001 Chapter 12 5
Communication Issues
Written Communication
Verbal Communication
The Grapevine
Nonverbal Cues
Electronic Media

6. ©Prentice Hall, 2001 Chapter 12 6
Filtering
Emotions
Selective
Perception
Information
Overload
Apprehension
Language
Communication Barriers

7. ©Prentice Hall, 2001 Chapter 12 7
Overcoming
Communication Barriers
• Constrain emotions
• Watch nonverbal cues
• Use feedback
• Simplify language
• Listen actively

8. ©Prentice Hall, 2001 Chapter 12 8
Contemporary
Communication Issues
Communication
between Men
and Women
Communication
in the Global
Village

9. ©Prentice Hall, 2001 Chapter 12 9
Active
Listening Skills
Acceptance
Responsibility
Intensity Empathy

10. ©Prentice Hall, 2001 Chapter 12 10
Effective
Feedback
Provide
Timely
Feedback
Keep
Feedback
Impersonal
Focus on What
the Receiver
Can Control
Focus on
Specific
Behaviors
Stay
Goal-
Oriented
Ensure
Understanding

11. ©Prentice Hall, 2001 Chapter 12 11
Delegation
Contingency Factors
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees

12. ©Prentice Hall, 2001 Chapter 12 12
Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels

13. ©Prentice Hall, 2001 Chapter 12 13
Three Views
of Conflict
Traditional
Human
Relations
Interactionist

14. ©Prentice Hall, 2001 Chapter 12 14
Conflict and Unit Performance
Unit
Performance
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

15. ©Prentice Hall, 2001 Chapter 12 15
Conflict
Management
Avoidance
Accommodation
Forcing
Compromise
Collaboration

16. ©Prentice Hall, 2001 Chapter 12 16
Sources of
Conflict
Communication
Differences
Structural
Differences
Personal
Differences

17. ©Prentice Hall, 2001 Chapter 12 17
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?

18. ©Prentice Hall, 2001 Chapter 12 18
Stimulating Conflict
• Legitimize conflict
• Use communication
• Bring in outsiders
• Use structural variables
• Appoint a “devil’s advocate”

19. ©Prentice Hall, 2001 Chapter 12 19
• 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
Integrative
Bargaining
Distributive
Bargaining
Bargaining
Characteristics
The Two Types of
Negotiating Strategies

20. ©Prentice Hall, 2001 Chapter 12 20
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

21. ©Prentice Hall, 2001 Chapter 12 21
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

22. ©Prentice Hall, 2001 Chapter 12 22
Making Effective Presentations
• Prepare for the presentation
• Make opening comments
• Make your points
• End the presentation
• Answer questions