Module 5 Module 5 Section 3 Communication

							      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

         Encoding         Channel            Decoding


                Message            Message


Sender                                                  Receiver
                           Noise




                          Feedback
Communication Issues

   Written Communication

   Verbal Communication

       The Grapevine

      Nonverbal Cues

      Electronic Media
    Communication Barriers

               Filtering


                            Selective
Apprehension               Perception



                           Information
Language                     Overload


               Emotions
            Overcoming
        Communication Barriers
• Constrain emotions

• Watch nonverbal cues

• Use feedback

• Simplify language

• Listen actively
  Focus on                      Keep
   Specific                   Feedback
  Behaviors                  Impersonal




    Stay        Effective      Provide
   Goal-                       Timely
  Oriented      Feedback      Feedback




                            Focus on What
   Ensure
                             the Receiver
Understanding
                             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
                             Traditional
Relations
            Interactionist
Communication   Sources of
  Differences
                 Conflict
 Structural
 Differences


  Personal
 Differences
                          Conflict and Unit Performance
High
 Unit Performance




                          A                        B                        C



Low                                         Level of Conflict                          High
             Situation Conflict Level Conflict Type Internal Characteristics Outcomes
                    A   Low or none   Dysfunctional Apathetic, stagnant         Low

                    B   Optimal       Functional       Viable, innovative       High

                    C   High          Dysfunctional Disruptive, chaotic         Low
               Avoidance



             Accommodation


  Conflict
                Forcing
Management
              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            Distributive        Integrative
   Characteristics         Bargaining          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
    The Bargaining Zone
    Party A’s                                Party B’s
   Aspiration           Settlement           Aspiration
     Range                                    Range
                            Range



 Party A’s      Party B’s             Party A’s    Party B’s
Target Point   Resistance            Resistance   Target Point
                 Point                 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