Management, 3 rd edition Hitt/Black/Porter Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 11-1
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
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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication —Basic Process 11-4
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Modes 11-5 Verbal Modes—language used to convey meaning Exhibit 11.2
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Modes 11-6 Nonverbal Modes—no words used to convey meaning Exhibit 11.2
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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Media 11-8 Factors contributing to media richness Exhibit 11.3
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication—Organizational Context 11-9 Direction of Communication within Organizations Exhibit 11.4
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Organizational Communication Channels Formal/Informal Communication Channels in Organizations Exhibit 11.5
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Organizational Communication Channels Characteristics of Formal/Informal Communication Channels Exhibit 11.6
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication—Networking ◦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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Barriers 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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication— Barriers High-context Low –context Cultures Cultures Intercultural : High-Context vs. Low-Context Cultures Exhibit 11.9
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication—Cultural Barriers 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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication Skills Listen rather than talk Be more open- minded Develop empathy Listen actively Observe nonverbal cues Improving Your Listening Skills
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication Skills Simplify your language Organize your writing Understand your audience Improving Your Sending Skills
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication Skills 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
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 Why Managers Need Good Negotiation Skills Process of conferring to arrive at an agreement between different parties each with their own interests and preferences
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Improving Effectiveness of Negotiation Skills
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation People: Key Characteristics for Success in International Negotiations Key Factors: People—Situation—Negotiation Process
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Key Set of Situational Circumstances for International Negotiations Location Physical arrangements Emphasis on speed and time Composition of the negotiating teams Key Factors: People—Situation—Negotiation Process
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Exhibit Key Factors: People—Situation—Negotiation Process
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Developing trust Developing personal rapport Establishing long- term association Key Factors: People—Situation—Negotiation Process
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation Learning about the needs and demands of the other set of negotiators Acquiring and exchanging other information Key Factors: People—Situation—Negotiation Process
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 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
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Communication and Negotiation 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