1. Communication and Interpersonal Skills
PART IV: Leading 12
Chapter 12
Communication and Interpersonal Skills
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2. Communication Process Terms
Encoding
The conversion of a message into some symbolic form
Message
A purpose to be conveyed
Channel
The medium by which a message travels
Decoding
A receiver’s translation of a sender’s message
Feedback
The degree to which carrying out the work activities require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his her performance
The communication process is a seven-part model: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback.
The source is the sender who converts (encodes) a thought or message into symbolic form.
The message is the physical product from the source coding.
The channel is the medium through which the message travels.
The message is directed to a receiver.
The message must be translated (decoded) into a form that the receiver can understand.
Then, the receiver provides feedback to the sender that indicates whether the intended message was received.
This entire process is susceptible to noise, that is, disturbances that interfere with the transmission of the message.
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3. Written Versus Verbal Communications
Tangible
Verifiable
More permanent
More precise
More care is taken with the written word
Verbal
Less secure
Known receipt
Quicker response
Consumes less time
Quicker feedback
Advantages of written communication:
Written communications are tangible, verifiable, and permanent. Typically, both the sender and the receiver have a copy of the document.
And the written word can be more concise, logical, and relevant than the spoken word.
Written messages, however, are time consuming to create.
Feedback may be delayed, if it is forthcoming at all.
Furthermore, sending a written message does not guarantee that it will be received, read, or understood.
The advantages of communicating orally are quick transmission and immediate feedback. Since an oral message often passes through a number of people, however, this method is subject to distortion.
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4. The Grapevine
“The grapevine motto: Good information passes among people fairly rapidly—bad information, even faster!”
Grapevine
An unofficial channel of communication that is neither authorized nor supported by the organization.
We want to share what we know with others, so good news passes between us fairly fast—bad news, even faster.
The unofficial communication channel in many organizations, the grapevine, has four characteristics:
1. It is not controlled by management.
2. It is perceived to be a more reliable information source than formal communication channels
3. It is used to serve the self-interests of those people within it.
In an open organization, the grapevine can be quite accurate; in an authoritative culture, it may not be accurate, even though it contains some truth. Because the grapevine cannot be stopped, many managers try to use it to their advantage.
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5. Nonverbal Communications
Body language
Nonverbal communication cues such as facial expressions, gestures, and other body movements
Verbal intonation
An emphasis given to word or phrases that conveys meaning
Even though it is neither spoken nor written, nonverbal communication can be powerful. The best known areas of nonverbal communication are body language and verbal intonation.
Body language refers to gestures, facial expressions, and other movements of the body.
Verbal intonation refers to the emphasis someone gives to words or phrases. Oral communication also has a nonverbal component that is likely to carry the greatest impact.
As one researcher observed, 55 percent of an oral message is derived from facial expression and physical posture, 38 percent from verbal intonation, and only 7 percent from the actual words used.
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6. Communication Barriers
Filtering
The deliberate manipulation of information to make it appear more favorable to the receiver
Selective perception
Selective hearing communications based on one’s needs, motivations, experience, or other personal characteristics
Information overload
The result of information exceeding processing capacity
In addition to the noise that can derail the communication process, there are other communication barriers.
Filtering is the deliberate manipulation of information to make it appear more favorable to the receiver.
Selective perception, another barrier, occurs when a person selectively sees or hears communications according to his or her needs, motivations, experiences, background, and personal characteristics.
Information overload occurs when a person is exposed to more information than he or she can process.
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7. Communication Barriers (cont’d)
Jargon
Technical language that is not understood by outsiders
Gender
Men communicate to emphasize status and independence; whereas women talk to create connections and intimacy.
National culture
Communication differences that arise from the different languages and national cultures
A person’s emotional state when either sending or receiving a message can also cause a barrier to communication.
Since the meaning that words carry is dependent on a person’s age, education, and culture, even the words of the message can be a barrier to communication.
Finally, communication apprehension can occur when one is required to interact face-to-face.
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8. Information Technology (IT)
The instantaneous transmission of messages on computers that are linked together.
Instant messaging (IM)
Interactive, real-time communication that takes place among computer users who are logged on to the computer network at the same time.
Voice mail
A system digitizes that a spoken massage, transmits it over the network, and stores the message on a disk for the receiver to retrieve later.
We use sophisticated electronic devices, such as cellular phones, voice-activated computers, and , to carry our interpersonal communications. Because is fast, convenient, and cheap, it has become one of the most widely used communication methods in the workplace. But it is a also public information, and should not be used to discuss confidential topics or sensitive issues.
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9. Information Technology (cont’d)
Fax
Machines allow the transmission of documents containing both text and graphics over ordinary telephone lines.
Electronic data interchange EDI
A way to exchange documents (invoices or purchase orders) with vendors, suppliers, and customers using direct, computer-to-computer networks.
Teleconferencing
Group can confer simultaneously using telephone or group communications software.
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10. Information Technology (cont’d)
Teleconferencing
Group can confer simultaneously using telephone or group communications software.
Video-conferencing
A simultaneous conference during which meeting participants in different locations can see each other over video screens.
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11. Information Technology (cont’d)
Intranets
An organizational communication network that uses Internet technology but is accessible only to organizational employees.
Extranets
An organizational communication network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors.
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12. Information Technology (cont’d)
Wireless communications
Allow users to send and receive information from anywhere as signals sent without a direct physical connection to a hard-wired network system.
Knowledge management
Cultivating a learning culture in which employees systematically gather knowledge and share it through computer-based networks and community of interest teams.
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13. Developing Interpersonal Skills
Listening requires:
Paying attention
Interpreting
Remembering sound stimuli
Active listening requires:
Listening attentively (intensely) to the speaker.
Developing empathy for what the speaker is saying.
Accepting by listening without judging content.
Taking responsibility for completeness in getting the full meaning from the speaker’s communication.
Taking listening skills for granted, many people confuse listening with hearing. Hearing is merely picking up sound vibrations. Listening, in contrast, is making sense of what we hear. Passive listening requires a listener to absorb and remember the words being spoken. Active listening requires a listener to understand the communication from the sender’s point of view. There are four requirements for active listening.
1. Concentrate on what the speaker is saying, and tune out miscellaneous thoughts that create distractions.
2. Empathize with the speaker and try to understand what the speaker wants to communicate rather than what you want to hear.
3. Accept what the speaker is saying; listen objectively without judging.
4. Take the responsibility for completeness, that is for getting the full intended meaning from the speaker’s communication.
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14. Empowerment Skills Delegation
The assignment of authority to another person to carry out specific activities while retaining the ultimate responsibility for the activities.
Proper delegation is not abdication and requires:
Clarifying the exact job to be done
Setting the range of the employee’s discretion
Defining the expected level of performance
Setting the time frame for the task to be completed
Allowing employees to participate
Establishing feedback controls
Giving another person the authority to carry out specific activities is called delegation. Effective delegation pushes authority down vertically through the ranks of an organization. It should not be confused with participative decision making, in which there is a sharing of authority. Delegation empowers employees to make their own decisions.
The following actions promote effective delegation.
Clarify the assignment. Determine what is to be delegated and to whom. Provide clear information on what is being delegated, the results expected, and time or performance expectations.
Specify the subordinate’s range of discretion. Delegation comes with constraints. Subordinates do not have unlimited authority.
Allow the subordinate to participate. By allowing employees to help determine what will be delegated, the authority required to do the job, and standards of judgment, managers can promote satisfaction, motivation, and accountability.
Inform others that delegation has occurred. Failure to inform others makes conflict likely and decreases the chances that subordinates will be successful.
Establish feedback controls. Monitoring a subordinate’s progress will increase the likelihood that important problems or expensive mistakes can be identified early and avoided.
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15. Negotiation
A process in which two or more parties who have different preference must make a joint decision and come to an agreement
Distributive bargaining
Negotiation under zero-sum conditions, in which the gains by one party involve losses by the other party
Integrative bargaining
Negotiation in which there is at least one settlement that involves no loss to either party
Negotiation is a process in which two or more parties who have different preferences must make a joint decision and come to an agreement. To achieve this goal, both parties typically use a bargaining strategy.
The two negotiation methods are distributive bargaining and integrative bargaining.
When negotiating the price of a used car, the buyer and seller are engaged in distributive bargaining. This type of bargaining is a zero-sum game: any gain that one party makes comes at the expense of the other party. So, the essence of distributive bargaining is negotiating over who gets what share of a fixed pie. Therefore, this style of bargaining can build animosities and deepen divisions between people who have to work together on an ongoing basis.
Integrative bargaining assumes that more than one “win-win” settlement exists; so, it builds long-term relationships because each negotiator can leave the table feeling victorious. For integrative bargaining to succeed, negotiators must be open, candid, sensitive, trusting, and flexible.
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16. Developing Effective Negotiation Skills
Research the individual with whom you’ll be negotiating.
Begin with a positive overture.
Address problems, not personalities.
Pay little attention to initial offers.
Emphasize win-win solutions.
Create an open and trusting climate.
If needed, be open to accepting third-party assistance.
The essence of effective negotiation is summarized in the following six recommendations.
1. Research your opponent. By understanding their opponents, managers can understand behavior, predict responses, and frame viable solutions.
2. Begin with a positive overture. Concessions tend to be reciprocated and can lead to agreements, so start the negotiations with a minor concession.
3. Address problems, not personalities. Concentrate on issues, not your opponent.
4. Pay little attention to initial offers. Treat initial offers as points of departure.
5. Emphasize win-win solutions. Look for an integrative solution. Frame options in terms of your opponent’s interests. Look for solutions that will allow both parties to declare a victory.
6. Be open to accepting third-party assistance. Mediators can help both parties agree but do not impose a settlement. Arbitrators hear both sides of a dispute, then impose a solution. Conciliators act as conduits, passing information between parties, interpreting messages, and clarifying misunderstandings.
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17. How Do You Make an Effective Presentation?
Prepare for the presentation.
Make your opening comments.
Make your points.
End the presentation.
Answer questions.
The end
The ability to deliver effective presentations is an important skill for career success. So, what can you do to enhance your presentation skills? Here are some suggestions.
Make your opening comments. In the first few minutes, welcome the audience. Then describe what you know about the issues facing them. Next, cite your credentials, identify your presentation’s agenda, and tell them what you want them to do at the end of your presentation.
Make your points. This is the heart of your presentation. Describe why your ideas are important and how they benefit your listeners. Any supporting data should be presented at this time.
End the presentation. In the conclusion, state nothing new; rather, restate what you know about the issues and what you recommend. Answer questions. Whether they come at the end of the presentation or during it, there are a few simple rules to follow when answering questions. First, be sure to clarify the question. When you understand the question, answer it. Then go back to the questioner and make sure your response answered the question. If not, you will probably get another question. Handle it in the same way.
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