Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved. This multimedia product and its contents are protected under copyright law. The following are prohibited by law: - Any public performance or display, including transmission of any image over a network; - Preparation of any derivative work, including the extraction, in whole or in part, of any images; - Any rental, lease, or lending of the program. BUSINESS AND PROFESSIONAL COMMUNICATION: PRINCIPLES AND SKILLS FOR LEADERSHIP Steven Beebe & Timothy Mottet Prepared by: San Bolkan, CSU Long Beach Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved. CHAPTER 6 Relating to Others at Work © AP Photo/Mike Derer Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

A Leadership Continuum A person’s ability to lead is contingent upon his or her ability to develop and maintain relationships. Person-focused leader: A leader who values getting to know people on a personal level. Task-focused leader: A leader who values work over the person. Effective leaders develop workplace relationships that balance both of these perspectives. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Understanding Relationships at Work © Ciaran Griffin/Thinkstock Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Relating to Your Manager Guidelines for negative communication Introduce the problem Provide background information Tell about the failure Discuss a resolution Take responsibility Note positive results Summarize Thank the manager Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Relating to Your Co-Workers Horizontal Communication: Communication between peers working at the same level in an organization. Quality coworker relationships are important: More time is spent at work than at home. They make working lives more meaningful. They are positively related to job productivity, job involvement, and job satisfaction. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Relating to People You Lead Downward Communication: Communication that flows from managers to employees. Delegation: Assignment of a task/project to an employee. DRGRAC Method of Delegating: Desired results Guidelines Resources Accountability Consequences Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Relating to Customers and Clients Outward Communication: Communication between a service provider and a customer. People who are treated in a depersonalized manner tend to walk away feeling unsatisfied. Need to address the unique needs of each customer. Minor social pleasantries can help predict customer loyalty and satisfaction. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Managing Relational Conflict at Work © StockLite/Shutterstock Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

The Nature of Workplace Conflict An expressed struggle: Conflict only occurs once frustrations are expressed. Interdependence: You tend to have conflict with people with whom you depend on for something. Perceived incompatible goals: Conflict arises due to perceived incompatibilities in personal desires. Perceived scarce rewards and resources: Conflict often occurs because people do not think they are “getting enough.” Interference from the other person: You believe the other person is trying to thwart your goals. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved. Conflict Styles Avoider: Low concern for task, low concern for people. Manage conflict by avoiding it. Accommodator: Low concern for task, high concern for people. Manage conflict by giving in. Competitor: High concern for task, low concern for people. Manage conflict by being pushy. Collaborator: High concern for task, high concern for people. Manage conflict by working with others. Compromiser: Moderate concern for task, moderate concern for people. Manage conflict by giving up something in exchange for another person doing the same. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved. Managing Emotions Select a mutually acceptable time and place to discuss conflict. Monitor the emotional temperature by staying respectful. Be nonverbally responsive to others and try to control negative displays of emotion. Avoid personal attacks, name calling, profanity, and gunny-sacking. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Managing Conflict Conversations Describe the problem: Using “I” language, describe how a situation makes you feel. Achieve understanding: Be sure that you and the other person are on the same page. Identify goals: Determine what both you and the other person want out of the conversation and out of the relationship. Brainstorm solutions: Ask what the two of you can do to create a solution. Select the best solution: Evaluate solutions to determine the best course of action. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved. Managing Bullies Workplace bullying characteristics: Communication behaviors are extreme and intense. Behaviors persist overtime, with negative effects. Targets of acts believe they are intentional. Targets feel defenseless. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Negotiating Solutions at Work © Purestock/Alamy Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Negotiation Strategies Win-win: Seeks mutual benefit by understanding the problem from the other’s perspective. Win-lose: Concerned with the self and uses competition to get their needs met. Lose-win: Yields to the needs of others and ignores personal needs. Lose-lose: A destructive attitude leading to mutual loss. Win: Only thinking about what 1 party wants. Win or no deal: Both parties agree that the only acceptable solution is a win-win. Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Negotiating Win-Win Solutions Separate the people from the problem Focus on interests, not positions Invent proposals that are mutually beneficial Use objective criteria to evaluate proposals Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.

Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved. What do you think? Match the quotes to the negotiation styles… 1.” In order for us both to be successful, we need to do…” 2. “Let’s do whatever you need.” 3. “If I’m going down, then you are going down with me.” 4. “I am going to do X, regardless of what you think.” 5. “If we both can’t be winners then let’s not play this game.” 6. “As long as I win, I do not care if you win or lose.” A. Win-lose B. Win-win C. Lose-lose D. Win-win or no deal E. Lose-win F. Win Note: The answers are as follows: 1-B; 2-E; 3-C; 4-A; 5-D; 6-F Copyright © 2013, 2010 Pearson Education, Inc. All Rights Reserved.