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 Sender Encoding Receiver DecodingChannel Feedback Message Noise

Communication Issues Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media

Filtering Emotions SelectivePerception InformationOverload Apprehension Language Communication Barriers

Overcoming Communication Barriers Constrain emotions Watch nonverbal cues Use feedback Simplify language Listen actively

EffectiveFeedback ProvideTimelyFeedback KeepFeedbackImpersonal Focus on What the Receiver Can Control Focus on SpecificBehaviors StayGoal-Oriented EnsureUnderstanding

Active Listening Skills AcceptanceResponsibility IntensityEmpathy

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 TraditionalHumanRelations Interactionist

Sources of Conflict Communication Differences Structural Differences Personal Differences

Conflict and Unit Performance Unit Performance High Low Level of Conflict High ABC Situation ABCABC Conflict LevelConflict TypeInternal CharacteristicsOutcomes Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low

ConflictManagement Avoidance Accommodation Forcing 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”

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 Characteristics The Two Types of Negotiating Strategies

The Bargaining Zone Party A’s AspirationRange SettlementRange Party B’s AspirationRange Party A’s Target Point Party B’s Resistance Point Party A’s Resistance Point Party B’s Target 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