This document discusses communication and interpersonal skills for managers. It covers topics such as the communication process, communication issues and barriers, listening skills, delegation, conflict management, negotiation strategies, and making effective presentations. The key goals discussed are learning how to communicate effectively as a manager, overcome communication barriers, delegate tasks, manage conflict, negotiate agreements, and deliver presentations.
Communication and Interpersonal SkillsTimothy Wooi
Interpersonal skills are the attitudes and habits that make workers at any seniority level valuable employees and contributing members of the work environment.
Interpersonal skills comes from the root word Interaction & Person. In other words it is the communication among two or more persons.
They include communication and social skills, teamwork, problem solving and critical thinking, and professionalism (time management and appearance).
Course Purpose
To set clear guidelines for effective communication and to consider the role of good interpersonal skills in the multicultural workplace by understanding:
- different behavioral styles and learn to modify your behavior to achieve best results
- how to stay present 'in the moment', 'listen for intent', and influence your listener positively
- how to give and receive constructive feedback as a way to build better relationships to demonstrate assertive behavior
- how to communicate effectively when the stakes are high and you need to neutralize arguments effectively
To create individual action plans for ongoing personal development by making use of all of the above skills to ensure effective teamwork
The overused cliche “it’s not what you know, but who you know” may be one of the most powerful success strategies ever spoken. We’ve all met
that dynamic, charismatic person that just has a way with others, and has a way of being remembered. We are In awe of his/her ability to access
and create opportunities with ease.
This workshop will help participants work towards being that unforgettable person by providing communication skills, tips on making an impact, and
advice on networking and starting conversations.
By the end of this workshop, participants will be able to answer the following questions:
1) How can I improve my ability to listen?
2) What are differences between a weak and powerful communicator?
3) What role does “non-verbal” communication play in my effectiveness?
4) How can I break the ice and start conversations that lead to meaning connections?
5) What interpersonal skills are critical for leading and working with teams?
6) What are behaviors and common mistakes that impact interpersonal effectiveness and team success?
7) How can I influence and engage others?
8) How can I express my opinion and remain respectful?
9) How can I make a good impression and build my emotional intelligence?
How to Improve Communication Skills, Effective Communication Skills, Soft SkillsProfit Transformations
This training is on how to improve communication skills with little know soft skills insights. It will provide you with tips on effective communication strategies including DISC Profiles, effective delegation, leadership skills and more.
The slideshow is from a 1 hour webinar. Watch the video to learn become a better person with more on more effective communication skills from this training.
Find out more about improving your people skills by registering for our information packed half day workshop. Subscribe to http://profittrans4mations.com/people-skills
Communication and Interpersonal SkillsTimothy Wooi
Interpersonal skills are the attitudes and habits that make workers at any seniority level valuable employees and contributing members of the work environment.
Interpersonal skills comes from the root word Interaction & Person. In other words it is the communication among two or more persons.
They include communication and social skills, teamwork, problem solving and critical thinking, and professionalism (time management and appearance).
Course Purpose
To set clear guidelines for effective communication and to consider the role of good interpersonal skills in the multicultural workplace by understanding:
- different behavioral styles and learn to modify your behavior to achieve best results
- how to stay present 'in the moment', 'listen for intent', and influence your listener positively
- how to give and receive constructive feedback as a way to build better relationships to demonstrate assertive behavior
- how to communicate effectively when the stakes are high and you need to neutralize arguments effectively
To create individual action plans for ongoing personal development by making use of all of the above skills to ensure effective teamwork
The overused cliche “it’s not what you know, but who you know” may be one of the most powerful success strategies ever spoken. We’ve all met
that dynamic, charismatic person that just has a way with others, and has a way of being remembered. We are In awe of his/her ability to access
and create opportunities with ease.
This workshop will help participants work towards being that unforgettable person by providing communication skills, tips on making an impact, and
advice on networking and starting conversations.
By the end of this workshop, participants will be able to answer the following questions:
1) How can I improve my ability to listen?
2) What are differences between a weak and powerful communicator?
3) What role does “non-verbal” communication play in my effectiveness?
4) How can I break the ice and start conversations that lead to meaning connections?
5) What interpersonal skills are critical for leading and working with teams?
6) What are behaviors and common mistakes that impact interpersonal effectiveness and team success?
7) How can I influence and engage others?
8) How can I express my opinion and remain respectful?
9) How can I make a good impression and build my emotional intelligence?
How to Improve Communication Skills, Effective Communication Skills, Soft SkillsProfit Transformations
This training is on how to improve communication skills with little know soft skills insights. It will provide you with tips on effective communication strategies including DISC Profiles, effective delegation, leadership skills and more.
The slideshow is from a 1 hour webinar. Watch the video to learn become a better person with more on more effective communication skills from this training.
Find out more about improving your people skills by registering for our information packed half day workshop. Subscribe to http://profittrans4mations.com/people-skills
Anyone Interested in Interpersonal Skills Inventory?
Directly exported from previous presentation on #SoftSkills in Communication & Interpersonal Topics earlier, as promised before, I'm sharing the summary of the content here at #LinkedIN
#InterpersonalSkills is one of those #CoreSkills that included on any Job Descriptions, followed by other skills such as:
- #Communication
- #TimeManagement
- #ProjectManagement
- #Teamwork
- #Leadership
Employers would rather hire somebody with lots of real-world experience while practicing those #LifeSkills above. Thus made Soft Skills as the same Important Factors as Academic, Cognitive, or any Professional Skills related to the vacant positions which been advertised by them, the Employers.
#Skills #4U
Effective communication skills presentation 1 amcWafa AlAhmed
Educational training for healthcare givers need to enhance soft skills, as well as, technical skills to communicate effeciently with their colleagues medical team, and customers. in addition, to improve the quality of the healthcare services.
Workplace communication is very important to companies because it allows companies to be productive and operate effectively. Employees can experience an increase in morale, productivity and commitment if they are able to communicate up and down the communication chain in an organization.
Effective Communication Skills to succeed at your WorkplacePeace Itimi
These tips will help you communicate better with your colleagues and everyone you come in contact with. I listed 5 core communications skills here for a presentation to my colleague
We as project management professionals are well aware of the importance of the so-called "soft skills" in our professional development and success.
But what exactly are these skills and why are they important in our profession?
How can we determine when these skills are to be used and what can we do to maximize our effectiveness in each individual area?
Attendees to this presentation will learn:
1) The 15 Essential Soft Skills of Project Management Professionals.
2) Practical situations and examples where these skills are demonstrated.
3) Exercises and best practices designed to improve their skill level in each area.
Interpersonal skills for effective relationships Nwakerendu Ike
developing interpersonal skills is critical to the overall success of every individual. It is important that you develop your technical skills, without neglecting your interpersonal skills.
Anyone Interested in Interpersonal Skills Inventory?
Directly exported from previous presentation on #SoftSkills in Communication & Interpersonal Topics earlier, as promised before, I'm sharing the summary of the content here at #LinkedIN
#InterpersonalSkills is one of those #CoreSkills that included on any Job Descriptions, followed by other skills such as:
- #Communication
- #TimeManagement
- #ProjectManagement
- #Teamwork
- #Leadership
Employers would rather hire somebody with lots of real-world experience while practicing those #LifeSkills above. Thus made Soft Skills as the same Important Factors as Academic, Cognitive, or any Professional Skills related to the vacant positions which been advertised by them, the Employers.
#Skills #4U
Effective communication skills presentation 1 amcWafa AlAhmed
Educational training for healthcare givers need to enhance soft skills, as well as, technical skills to communicate effeciently with their colleagues medical team, and customers. in addition, to improve the quality of the healthcare services.
Workplace communication is very important to companies because it allows companies to be productive and operate effectively. Employees can experience an increase in morale, productivity and commitment if they are able to communicate up and down the communication chain in an organization.
Effective Communication Skills to succeed at your WorkplacePeace Itimi
These tips will help you communicate better with your colleagues and everyone you come in contact with. I listed 5 core communications skills here for a presentation to my colleague
We as project management professionals are well aware of the importance of the so-called "soft skills" in our professional development and success.
But what exactly are these skills and why are they important in our profession?
How can we determine when these skills are to be used and what can we do to maximize our effectiveness in each individual area?
Attendees to this presentation will learn:
1) The 15 Essential Soft Skills of Project Management Professionals.
2) Practical situations and examples where these skills are demonstrated.
3) Exercises and best practices designed to improve their skill level in each area.
Interpersonal skills for effective relationships Nwakerendu Ike
developing interpersonal skills is critical to the overall success of every individual. It is important that you develop your technical skills, without neglecting your interpersonal skills.
"The genius of communication is the ability to be both totally honest and totally kind at the same time." -John Powell.
Communication is the core of relationships between staff members, and completely changes the environment of the center. This course will help pinpoint communication struggles and how you communicate as a director to improve the productivity and dynamic of your center.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
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
2
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
3
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
11
12. Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels
12
14. Conflict and Unit Performance
High
ec na m o r e Pti n U
r f
A
Low
B
C
High
Level of Conflict
Situation
Conflict Level Conflict Type Internal Characteristics Outcomes
A
Low or none
Dysfunctional Apathetic, stagnant
Low
B
Optimal
Functional
High
C
High
Dysfunctional Disruptive, chaotic
Viable, innovative
Low
14
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?
17
18. Stimulating Conflict
• Legitimize conflict
• Use communication
• Bring in outsiders
• Use structural variables
• Appoint a “devil’s advocate”
18
19. The Two Types of
The Two Types of
Negotiating Strategies
Negotiating Strategies
Bargaining
Characteristics
Distributive
Bargaining
Integrative
Bargaining
• Available Resources
• Fixed Amount
• Variable Amount
• Primary Motivations
• I Win, You Lose
• I Win, You Win
• Primary Interests
• Opposed
• Congruent
• Focus of Relationships
• Short-Term
• Long-Term
19
20. The Bargaining
Zone
Party A’s
Party A’s
Aspiration
Aspiration
Range
Range
Party A’s
Target Point
Settlement
Party B’s
Resistance
Point
Range
Party B’s
Party B’s
Aspiration
Aspiration
Range
Range
Party A’s
Resistance
Point
Party B’s
Target Point
20
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
21
22. Making Effective Presentations
• Prepare for the presentation
• Make opening comments
• Make your points
• End the presentation
• Answer questions
22
Editor's Notes
Everything that a manager does involves communication. Once a decision is made, for example, it must be communicated. The best idea, suggestion, or plan cannot take form without communication. For meaning to be transferred and understood, a sender must transmit a message and a receiver must understand the message.
Before communication can occur, a sender must have a purpose (message). This message is converted to symbolic form (encoding) and is passed from the sender to a receiver via some medium (channel). The receiver translates the message (decoding) and the result is the transfer of meaning from one person to another. The feedback loop completes this process.
The communication process is a seven-part model: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback. The source is the sender who converts (encodes) a thought or message into symbolic form. The message is the physical product from the source coding. The channel is the medium through which the message travels. The message is directed to a receiver. But, the message must be translated (decoded) into a form that the receiver can understand. Then, the receiver provides feedback to the sender that indicates whether the intended message was received. This entire process is susceptible to noise, that is, disturbances that interfere with the transmission of the message.
Written communications are tangible, verifiable, and permanent. Typically, both the sender and the receiver have a copy of the document. And the written word can be more concise, logical, and relevant than the spoken word. Written messages, however, are time consuming to create. Feedback may be delayed, if it is forthcoming at all. Furthermore, sending a written message does not guarantee that it will be received, read, or understood. The advantages of communicating orally are quick transmission and immediate feedback. Since an oral message often passes through a number of people, however, this method is subject to distortion.
We want to share what we know with others, so good news passes between us fairly fast—bad news, even faster. The unofficial communication channel in many organizations, the grapevine, has three characteristics: it is not controlled by management, it is perceived to be a more reliable information source than formal communication channels, and it is used to serve the self-interests of those people within it. In an open organization, the grapevine can be quite accurate; in an authoritative culture, it may not be accurate, even though it contains some truth. Because the grapevine cannot be stopped, many managers try to use it to their advantage.
Even though it is neither spoken nor written, nonverbal communication can be powerful. The best known areas of nonverbal communication are body language and verbal intonation. Body language refers to gestures, facial expressions, and other movements of the body. Verbal intonation refers to the emphasis someone gives to words or phrases. Oral communication also has a nonverbal component that is likely to carry the greatest impact. As one researcher observed, 55 percent of an oral message is derived from facial expression and physical posture, 38 percent from verbal intonation, and only 7 percent from the actual words used.
We use sophisticated electronic devices, such as cellular phones, voice-activated computers, and e-mail, to carry our interpersonal communications. Because e-mail is fast, convenient, and cheap, it has become one of the most widely used communication methods in the workplace. But it is a also public information, and should not be used to discuss confidential topics or sensitive issues.
In addition to the noise that can derail the communication process, there are other communication barriers. Filtering is the deliberate manipulation of information to make it appear more favorable to the receiver. Selective perception, another barrier, occurs when a person selectively sees or hears communications according to his or her needs, motivations, experiences, background, and personal characteristics. Information overload occurs when a person is exposed to more information than he or she can process. A person’s emotional state when either sending or receiving a message can also cause a barrier to communication. Since the meaning that words carry is dependent on a person’s age, education, and culture, even the words of the message can be a barrier to communication. Finally, communication apprehension can occur when one is required to interact face-to-face.
Managers can use the following techniques to overcome communication barriers: using feedback, simplifying language, listening actively, constraining emotions, and watching nonverbal cues.
If someone’s emotions are running high, then he should not communicate before calming down. If not, that person may either misconstrue an incoming message or fail to express his or her outgoing messages clearly and accurately.
Actions speak louder that words. So, effective communicators watch their nonverbal cues to ensure that they too convey the desired message.
Managers should use feedback to check what has been communicated or what they think has been communicated. Feedback can minimize misunderstandings and inaccuracies.
Managers should simplify language by using words that the intended audience understands. Doing so will help the message to be received and understood.
Hearing and listening are different. Hearing is the perception of sound; listening is the attachment of meaning to the sounds. Listening is an active search for meaning, whereas hearing is passive. Active listening demands total concentration because while the average person speaks at about 150 words per minute, we can hear and process nearly 1,000 words per minute. When we listen actively, we listen for the full meaning of the message without making premature judgments or thinking about how we will respond.
Taking listening skills for granted, many people confuse listening with hearing. Hearing is merely picking up sound vibrations. Listening, in contrast, is making sense of what we hear. Passive listening requires a listener to absorb and remember the words being spoken. Active listening requires a listener to understand the communication from the sender’s point of view. There are four requirements for active listening.
1.Concentrate on what the speaker is saying, and tune out miscellaneous thoughts that create distractions.
2.Empathize with the speaker and try to understand what the speaker wants to communicate rather than what you want to hear.
3.Accept what the speaker is saying; listen objectively without judging.
4.Take the responsibility for completeness, that is for getting the full intended meaning from the speaker’s communication.
The stories which circulate through most organizations typically contain the following: a narrative of events about the organization’s founders, rule breaking, rags-to-riches successes, reductions in the work force, relocation of employees, reactions to past mistakes, and organizational coping. These stories anchor the present to the past and explain and legitimize current practices.
Repetitive sequences of activities (rituals) express the key values of the organization, reinforce the goals that are most important, and identify the people who are either important or expendable.
The following are examples of material symbols: an organization’s facilities, types of executive vehicles, the size of offices, the elegance of furnishings, executive perks, employee lounges, on-site dining facilities, and reserved parking spaces.
Organizational units use language as a way to identify members of a culture or a subculture. Organizations, over time, develop jargon, unique terms to describe equipment, offices, key personnel, suppliers, customers, or products related to their business. By learning this language, members attest to their acceptance of the culture and, in so doing, help to preserve it.
Positive feedback is more readily and accurately perceived than negative feedback. Furthermore, positive feedback is almost always accepted, whereas negative feedback is almost always resisted. To minimize resistance, managers can deliver negative feedback in situations in which it is most likely to be accepted: for example, when it is objective or comes from a credible source. There are abundant data that indicate that managers do a poor job of providing employees with performance feedback. The following six suggestions can promote more effective feedback.
1.Focus on specific behaviors. Feedback should be specific rather than general.
2.Keep feedback impersonal. Feedback should be descriptive rather than judgmental or evaluative. Focus on the job-related behavior, not the person.
3.Keep feedback goal-oriented. Avoid “dumping” on someone. Keep feedback positive. If you have something negative to say, make sure it is directed toward the receiver’s goals.
4.Make feedback well-timed. Follow behavior with appropriate feedback as soon as possible. But, avoid making feedback prompt for the sake of “promptness” if you have insufficient information or if you are upset. In such cases, “well timed” could mean “somewhat delayed.”
5.Ensure understanding. Keep feedback clear and concise. Remember that successful communication requires that meaning must be not only transferred but also understood.
6.Direct negative feedback toward behavior the recipient can control. Keep feedback relevant and directed to behavior that the receiver can do something about.
Giving another person the authority to carry out specific activities is called delegation. Effective delegation pushes authority down vertically through the ranks of an organization. It should not be confused with participative decision making, in which there is a sharing of authority. Delegation empowers employees to make their own decisions.
Managers who delegate properly do not abdicate their responsibilities; instead, they increase their effectiveness. However, if a manager dumps tasks on an employee without clarifying the job to be done, the employee’s discretionary range, the performance expected, and the time frame, then that person would be abdicating responsibility and inviting disaster. When delegating, managers should remember two important points: (1) employees will make mistakes, and (2) adequate controls will ensure that the costs of these mistakes do not exceed the value of the learning. Furthermore, when delegating, managers should consider the following contingency factors:
The size of the organization. The larger the organization, the greater the number of decisions that must be made. Therefore, managers resort to delegation.
The importance of the duty or decision. The more important a duty or decision is in terms of cost or impact on the firm, the less likely it is to be delegated.
The complexity of the task. Complex tasks require greater expertise, and decisions about them should be delegated to the people who have the necessary technical knowledge.
The culture of the organization. Managers who have confidence in their employees and trust them are more likely to support delegation. Managers who do not have such attitudes and feelings will delegate only when it is absolutely necessary.
The quality of the employees. Delegation requires employees with the skills, abilities, and motivation to accept authority and act on it.
The following actions promote effective delegation.
1.Clarify the assignment. Determine what is to be delegated and to whom. Provide clear information on what is being delegated, the results expected, and time or performance expectations.
2.Specify the subordinate’s range of discretion. Delegation comes with constraints. Subordinates do not have unlimited authority.
3.Allow the subordinate to participate. By allowing employees to help determine what will be delegated, the authority required to do the job, and standards of judgment, managers can promote satisfaction, motivation, and accountability.
4.Inform others that delegation has occurred. Failure to inform others makes conflict likely and decreases the chances that subordinates will be successful.
5.Establish feedback controls. Monitoring a subordinate’s progress will increase the likelihood that important problems or expensive mistakes can be identified early and avoided.
Being successful as a manager depends on knowing how to manage conflict. A study of middle-level and top-level executives conducted by the American Management Association revealed that the average manager spends 20 percent of his or her time dealing with conflict. And, in a recent survey of practicing managers, conflict management skills were rated higher than decision making, leadership, or communication skills.
The term conflict refers to perceived incompatible differences resulting in some form of interference or opposition. Reality is not relevant. If people perceive that differences exist, then conflict exists. This definition runs the gamut, from subtle, indirect, highly-controlled forms of conflict to overt acts, such as strikes, riots, and wars. Over the years, three views of conflict have evolved. The traditional view of conflict asserts that all conflict is bad and should be avoided. The human relations view of conflict argues that because conflict is natural and inevitable, it has the potential to be a positive force. The interactionist view of conflict proposes that some conflict is necessary for an organization to function.
Functional conflicts support the goals of an organization. Dysfunctional conflicts impede the goals of an organization. Because conflict that may vivify one department may destroy another, whether conflict is functional or dysfunctional depends on the situation. Therefore, managers should stimulate conflict to reap its functional benefits, yet reduce conflict when it becomes disruptive.
Whether conflict is functional or dysfunctional is a matter of judgment. The figure above illustrates the challenge facing managers. They want to create an environment in which conflict is healthy, not pathological. Neither too much nor too little is desirable. Managers should stimulate conflict to gain the full benefits of its functional properties. They should reduce its level if it becomes disruptive. There is no sophisticated instrument which can assess whether a given level of conflict is functional or dysfunctional. Therefore, managers must use their own judgment to determine whether the level of conflict within their organizations is optimal, too high, or too low.
While managers may change according to the situation, their basic styles indicate how they will most likely behave and the conflict resolution style they use most often. The research of Kenneth W. Thomas provides some insight into handling conflict. In conflict-laden situations, one must first determine the intention of the other party in order to respond appropriately. Thomas concluded that a person’s response will depend on the following two factors: cooperativeness (the degree to which one tries to resolve conflict by satisfying the other person’s concerns) and assertiveness (the degree to which one tries to resolve conflict by satisfying his or her own concerns).
Managers can draw on five options for resolving conflict. Not every conflict requires assertive action. Sometimes avoidance (avoiding or suppressing the conflict) is the best solution. Managers use accommodation to maintain harmonious relationships by placing the needs and concerns of others above their own. In forcing, managers attempt to satisfy their own needs at the expense of others. A compromise requires each party to give up something of value. Collaboration is the ultimate win-win situation, and all parties try to satisfy their interests.
Not every conflict is worth the time and effort it would take to resolve it. Also, some conflicts are just not manageable. So, managers should not succumb to the naïve notion that they can resolve all conflicts. If you do decide to get involved, knowing the “players” promotes successful conflict management.
Conflict stems from three sources: communication differences, structural differences, and personal differences. Communication differences arise from semantic difficulties, misunderstandings, and noise in the communication channels. Because organizations are horizontally differentiated through specialization and departmentalization and vertically differentiated by management levels, structural differentiation can cause conflict. The third source of conflict is personal differences: individual idiosyncrasies and value systems.
Managers can use the following set of questions to identify those situations that require conflict stimulation.
Are you surrounded by “yes people”?
Are employees afraid to admit ignorance and uncertainties to you?
Do decision makers seek compromise over the organization’s values, welfare, and long-term objectives?
Do managers maintain a facade of cooperation within their departments, no matter what the cost?
Are decision makers excessively concerned with the feelings of others?
Do managers believe that popularity should be rewarded instead of competence and performance?
Do managers yearn for consensus in decision making?
Are employees highly resistant to change?
Are new ideas in short supply?
Is employee turnover unusually low?
Answering the above questions will allow a manager to identify situations in which conflict may be constructively applied. Actually stimulating conflict, however, may be difficult because we know more about resolving conflict than about starting it. The following are some ideas that managers may want to try.
The initial step in stimulating functional conflict is for managers to reward those who challenge the status quo, propose innovations, offer divergent opinions, and think creatively.
Communication can stimulate conflict. Senior government officials often “plant” possible decisions with the media by using the infamous “reliable source.” Ambiguous or threatening messages can also encourage conflict. Communication can be used to stimulate conflict by drawing attention to differences of opinion that individuals did not recognize previously.
A widely used method for stimulating conflict is to bring in outsiders with different backgrounds, values, attitudes, or managerial skills.
Using the following structural devices can also disrupt the status quo and promote conflict: centralizing decisions, realigning work groups, introducing teams into an individualistic culture, increasing formalization, and increasing interdependencies between units.
A person who purposely argues against the majority is a devil’s advocate. Such a person acts as a check check against groupthink and questions practices that are justified by “that’s the way we’ve always done it around here.”
Negotiation is a process in which two or more parties who have different preferences must make a joint decision and come to an agreement. To achieve this goal, both parties typically use a bargaining strategy.
The two negotiation methods are distributive bargaining and integrative bargaining. When negotiating the price of a used car, the buyer and seller are engaged in distributive bargaining. This type of bargaining is a zero-sum game: any gain that one party makes comes at the expense of the other party. So, the essence of distributive bargaining is negotiating over who gets what share of a fixed pie. Therefore, this style of bargaining can build animosities and deepen divisions between people who have to work together on an ongoing basis. Integrative bargaining assumes that more than one “win-win” settlement exists; so, it builds long-term relationships because each negotiator can leave the table feeling victorious. For integrative bargaining to succeed, negotiators must be open, candid, sensitive, trusting, and flexible.
In distributive bargaining, each party has a target point that defines what he or she hopes to achieve. Each also has a resistance point that marks the lowest outcome that’s acceptable. The area between their resistance points is the settlement range. As long as there is some overlap in their aspiration ranges, there exists a settlement area in which each one’s aspirations can be met.
Distributive bargaining tactics should focus on trying to get your opponent to agree to your specific target point or to get as close to it as possible. Examples of such tactics are persuading your opponent of the impossibility of getting to his target point and the advisability of accepting a settlement near yours; arguing that your target is fair, while your opponent’s is not; and attempting to get your opponent to feel emotionally generous toward you and, thus, accept an outcome close to your target point.
The essence of effective negotiation is summarized in the following six recommendations.
1.Research your opponent. By understanding their opponents, managers can understand behavior, predict responses, and frame viable solutions.
2.Begin with a positive overture. Concessions tend to be reciprocated and can lead to agreements, so start the negotiations with a minor concession.
3.Address problems, not personalities. Concentrate on issues, not your opponent.
4.Pay little attention to initial offers. Treat initial offers as points of departure.
5.Emphasize win-win solutions. Look for an integrative solution. Frame options in terms of your opponent’s interests. Look for solutions that will allow both parties to declare a victory.
6.Be open to accepting third-party assistance. Mediators can help both parties agree but do not impose a settlement. Arbitrators hear both sides of a dispute, then impose a solution. Conciliators act as conduits, passing information between parties, interpreting messages, and clarifying misunderstandings.
The ability to deliver effective presentations is an important skill for career success. So, what can you do to enhance your presentation skills? Here are some suggestions.
Prepare for the presentation. Identify the key issues you want to express and the audience that will hear your message.
Make your opening comments. In the first few minutes, welcome the audience. Then describe what you know about the issues facing them. Next, cite your credentials, identify your presentation’s agenda, and tell them what you want them to do at the end of your presentation.
Make your points. This is the heart of your presentation. Describe why your ideas are important and how they benefit your listeners. Any supporting data should be presented at this time.
End the presentation. In the conclusion, state nothing new; rather, restate what you know about the issues and what you recommend.
Answer questions. Whether they come at the end of the presentation or during it, there are a few simple rules to follow when answering questions. First, be sure to clarify the question. When you understand the question, answer it. Then go back to the questioner and make sure your response answered the question. If not, you will probably get another question. Handle it in the same way.