1. Management, 3 rd edition Hitt/Black/Porter Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 11-1

2. Summary: Key Topics Communication — basic process Modes Media richness Organizational Context Barriers— overcoming communication and intercultural Negotiation — basic process Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 11-2

3. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication —Basic Process 11-3 Communication: process of transferring information, meaning, and understanding from sender to rec eiver Encoding Medium Decoding Noise

4. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication —Basic Process 11-4

5. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Modes 11-5 Verbal Modes—language used to convey meaning Exhibit 11.2

6. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Modes 11-6 Nonverbal Modes—no words used to convey meaning Exhibit 11.2

7. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Media 11-7  Personal-impersonal nature  Speed in sending and receiving  Availability of multiple cues to assist receivers  Opportunity to receive immediate and continuing feedback from the receiver Media have different sets of characteristics Clear communication between dispatchers and crews is imperative to prevent rail accidents Managers need to match message with medium

8. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Media 11-8 Factors contributing to media richness Exhibit 11.3

9. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication—Organizational Context 11-9 Direction of Communication within Organizations Exhibit 11.4

10. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Organizational Communication Channels 11-10 Formal/Informal Communication Channels in Organizations Exhibit 11.5

11. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Organizational Communication Channels 11-11 Characteristics of Formal/Informal Communication Channels Exhibit 11.6

12. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication—Networking 11-12 ◦Process of building and maintaining contacts—within and outside an organizational unit  Can have positive effects on salary growth and career satisfaction  Provide significant/regular information (formal and informal) Decide which networks you can and want to be a part Determine the composition of those networks Patterns can vary based on age, gender, and ethnicity of individuals

13. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Barriers 11-13 LOW-CONTEXT CULTURES  Fewer and smaller adjustments in messages  Rank of receiver may or may not affect message or medium  Nonverbal communication cues not as important  Message is more important than medium Intercultural : High-Context vs. Low-Context Cultures HIGH-CONTEXT CULTURES  More adjustments in messages  Rank of receiver affects message and medium  Nonverbal communication cues may be very important  Medium may be as important as message Exhibit 11.9

14. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Barriers 11-14 High-context Low –context Cultures Cultures Intercultural : High-Context vs. Low-Context Cultures Exhibit 11.9

15. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication—Cultural Barriers 11-15 Belief in superiority and importance of one’s own group Ethnocentrism Oversimplify and generalize about groups of people Stereotyping Overall difference between two cultures' basic characteristics—language, level of economic development, and entrenched traditions and customs Cultural Distance Intercultural Barriers

16. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication Skills 11-16  Listen rather than talk  Be more open- minded  Develop empathy  Listen actively  Observe nonverbal cues Improving Your Listening Skills

17. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication Skills 11-17  Simplify your language  Organize your writing  Understand your audience Improving Your Sending Skills

18. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication Skills 11-18  Increase formal communication  Replace some face-to-face communication with electronic communication  Develop networks  Create centralized office to manage communication activities Improvements in Organization-Level Communication Communication interface between separate organizations or different units Gatekeepers

19. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Negotiation activities Day-to-day activities of the managers organizational unit Part of a formally appointed negotiating team representing unit or organization 11-19 Why Managers Need Good Negotiation Skills Process of conferring to arrive at an agreement between different parties each with their own interests and preferences

20. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-20 Improving Effectiveness of Negotiation Skills

21. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation People: Key Characteristics for Success in International Negotiations 11-21 Key Factors: People—Situation—Negotiation Process

22. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Key Set of Situational Circumstances for International Negotiations 11-22 Location Physical arrangements Emphasis on speed and time Composition of the negotiating teams Key Factors: People—Situation—Negotiation Process

23. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-23 Exhibit 11.13 Key Factors: People—Situation—Negotiation Process

24. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-24 Advance planning and analysis Background research Gathering of relevant information Planning of strategies and tactics Setting objectives Predetermining possible concessions Key Factors: People—Situation—Negotiation Process

25. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-25 Developing trust Developing personal rapport Establishing long- term association Key Factors: People—Situation—Negotiation Process

26. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-26 Learning about the needs and demands of the other set of negotiators Acquiring and exchanging other information Key Factors: People—Situation—Negotiation Process

27. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-27 American managers treat as the most important stage Mixture of approaches - Assertive and straightforward - Warnings or threats - Calculated delays Key Factors: People—Situation—Negotiation Process

28. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 11-28 Permit each party to take away something of value American managers tend to have less leeway for concessions Some use normative appeals such as “it’s your obligation” Key Factors: People—Situation—Negotiation Process