1. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Managerial Communication & Skill Development Objectives:  To understand the role of communication in the process of management  Dealing with communication barriers  To learn basic communication skills  Problem solving  Case Study  Discussion

2. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 What Is Management  Process  Profession  Scientific Discipline  Management as a Process:  Planning  OrganizingManagement Functions  Leading  Controlling ANSWER THE QUESTION: "WHAT MANAGERS DO"

3. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Managerial Roles  Interpersonal  InformationalManagerial Roles  Decisional ANSWER THE QUESTION: "HOW MANAGERS DO IT”

4. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Informational Role of a Manager Superior Manager Subordinate (s) Flow of Information ? ?

5. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 What Are the Basic Managerial Skills  SKILL = an ability related to performance that is not necessarily inborn, but can be developed  INTERPERSONAL: The ability to lead, motivate, manage conflicts, and work with others  TECHNICAL: The ability to apply specific methods, procedures, and techniques in a specialized field  CONCEPTUAL: The ability to view the organization as whole and recognize its relationship to the larger business world.  COMMUNICATION: Manager’s ability to send & receive  Information  Thoughts  Feelings  Attitudes (INTERPERSONAL + COMMUNICATION = HUMAN SKILLS)

6. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 What Is Communication  INTERPERSONAL PROCESS OF SENDING AND RECEIVING SYMBOLS WITH MEANINGS ATTACHED TO THEM  The purpose of managerial communication:  SEEKING OR RECEIVING INFORMATION  TALKING TO DIFFERENT LEVELS WITHIN THE HIERARCHY AND TO THE ENVIRONMENT  TRYING TO INFLUENCE PEOPLE, etc.

7. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Communication is a Process…  … which consists of basically 4 phases:  Sending  Receiving  Understanding  Accepting

8. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Interpersonal Communication  VERBAL  NONVERBAL  VERBAL COMMUNICATION:  ORAL  WRITTEN, etc.  NONVERBAL COMMUNICATION:  FACIAL EXPRESSIONS  BODY (language)  EYE CONTACT  GESTURES  SHAKING HEAD, etc.

9. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 The Communication Process Channel of Communication Noise Sender Intended Meaning Encodes into Symbols Send Symbols Receive Symbols Decodes Symbols Receiver Received Meaning Receives Symbols Sends Feedback

10. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Effective Communication  IS COMMUNICATION IN WHICH THE INTENDED MEANING OF THE SOURCE AND THE PERCEIVED MEANING OF THE RECEIVER ARE ONE AND THE SAME.

11. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Efficient Communication  IS COMMUNICATION AT MINIMUM COST IN TERMS OF RESOURCES EXPENDED

12. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Barriers to Effective Communication  STATUS EFFECT [different position in the hierarchy]  SEMANTIC PROBLEMS [the same word in different ways, or different words in the same way]  PERCEPTUAL DISTORTIONS [ a poor understanding, inability to "listen" of others]  CULTURAL DIFFERENCES [meeting appointed for 8:00 a.m. starts in Germany at 8:00 a.m. but in Slovakia usually at 8: 15 - What is the reason for that?]  PHYSICAL DISTRACTIONS [ noise, etc.]  POOR CHOICE OF COMMUNICATION CHANNELS  NO FEEDBACK [one - way communication]

13. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Barriers to Effective Communication No Feedback Semantic Problems Poor Choice of Communication Channel Physical Distractions SENDERRECEIVER Cultural Differences Status Effect Perceptual Distortions

14. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Status Effects  STATUS EFFECTS  MANAGERS TEND TO DO A LOT OF "TELLING" BUT NOT MUCH "LISTENING"

15. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Semantic Problems (Examples)  A: "WE SOLICIT ANY RECOMMENDATIONS THAT YOU WISH TO MAKE, AND YOU MAY BE ASSURED THAT ANY SUCH RECOMMENDATIONS WILL BE GIVEN OUR CAREFUL CONSIDERATION“  B: "CONSUMER ELEMENTS ARE CONTINUING TO STRESS THE FUNDAMENTAL NECESSITY OF A STABILIZATION OF THE PRICE STRUCTURE AT A LOWER LEVEL THAN EXISTS AT THE PRESENT TIME“  HOW WOULD YOU PUT IT?  A: " SEND US YOUR RECOMMENDATIONS. THEY WILL BE CONSIDERED CAREFULLY ".  B: "CONSUMERS WANT LOWER PRICES".

16. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Personal Barriers  THERE ARE S0ME OTHER - PERSONAL BARRIERS:  FILTER OF INFORMATION [sender]  SELECTION OF INFORMATION [receiver]  EMOTIONS  LANGUAGE [the way how an individual talks]

17. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Dealing with Barriers  ACTIONS OF SENDERS  Be sure about:  WHO: To whom should the message go?  WHY: Why am I communicating? What are my motives?  WHAT: Decide what to communicate. Be clear about what you need to communicate.  WHEN: Choose the best time for optimum reception.  HOW: Use language the receiver will understand.  ACTIONS OF RECEIVERS  Be fully ATTENTIVE to sender  Listen ACTIVELY to the message being sent ASK for clarification, repetition where necessary  Keep CHECKING with sender

18. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Basic Communication Skills  SKILLS THAT ARE THE MANAGER'S "TOOL BOX" WHEN INTERACTING WITH OTHER PEOPLE:  LISTENING, and giving and receiving FEEDBACK  ASSERTIVENESS  RESOLVING CONFLICTS  SOLVING PROBLEMS

19. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Some Hints for Improving Feedback  Comment on specific actions  Give reasons for your comments  Concentrate on behavior which can be changed  Be descriptive, not evaluative  Express opinions as opinions, not facts  Be constructive, not destructive  Avoid loaded terms which produce emotional reaction  Giving criticism - do not put down people in front of others

20. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Assertiveness

21. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Assertiveness  IS A MEANS OF MAKING AN IMPACT ON OTHER INDIVIDUALS WITHOUT DAMAGING YOUR INTERPERSONAL RELATIONSHIPS  MANAGERS NEED TO DEVELOP ASSERTIVENESS SKILLS TO BECOME EFFECTIVE COMMUNICATORS  IN ORDER TO DO SO THE MANAGER SHOULD:  SEND HIS / HER ASSERTIVE MESSAGE  LISTEN ACTIVELY  RECYCLE THE PROCESS  FOCUS ON THE SOLUTION

22. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Resolving Conflicts  USE ACTIVE LISTENING  USE ASSERTIVENESS SKILLS  REDUCE COMMUNICATION BLOCKAGES BETWEEN THE PARTIES  CONCENTRATE ON ISSUES  IDENTIFY AND APPRAISE THE ACTIONS DECIDED

23. © J. Rudy, Organizational Behavior, FMCU, Fall 2007 HU'S ON FIRST by James Sherman  (We take you now to the Oval Office.)  George: Condi! Nice to see you. What's happening?  Condi: Sir, I have the report here about the new leader of China. George: Great. Lay it on me.  Condi: Hu is the new leader of China.  George: That's what I want to know.  Condi: That's what I'm telling you.  George: That's what I'm asking you. Who is the new leader of China?  Condi: Yes.  George: I mean the fellow's name. Condi: Hu.  George: The guy in China. Condi: Hu.  George: The new leader of China. Condi: Hu.  George:.The Chinaman! Condi: Hu is leading China.  George: Now whaddya' asking me for? Condi: I'm telling you Hu is leading China.  George: Well, I'm asking you. Who is leading China? Condi: That's the man's name.  George: That's who's name?  Condi: Yes.

24. © J. Rudy, Organizational Behavior, FMCU, Fall 2007  George: Will you or will you not tell me the name of the new leader of China?  Condi: Yes, sir.  George: Yassir? Yassir Arafat is in China? I thought he was in the Middle East.  Condi: That's correct.  George: Then who is in China?  Condi: Yes, sir.  George: Yassir is in China? Condi: No, sir.  George: Then who is?  Condi: Yes, sir.  George: Yassir? Condi: No, sir. George: Look, Condi. I need to know the name of the new leader of Chimi.Get me the Secretary General of the U.N. on the phone.  Condi: Kofi?  George: No, thanks. Condi: You want Kofi?  George: No.  Condi: You don't want Kofi.  George: No. But now that you mention it, I could use a glass of milk. And then get me the U.N.

25. © J. Rudy, Organizational Behavior, FMCU, Fall 2007  Condi: Yes, sir.  George: Not Yassir! The guy at the U.N. Condi: Kofi?  George: Milk! Will you please make the call? Condi: And·call who?  George: Who is the guy at the U.N? Condi: Hu is the guy in China. George: Will you stay out of China?!  Condi: Yes, sir.  George: And stay out of the Middle East! Just get me the guy at the U.N. Condi: Kofi.  George: All right! With cream and two sugars. Now get on the phone. (Condi picks up the phone.)  Condi:Rice, here.  George:Rice? Good idea. And a couple of egg rolls, too. Maybe we should send some to the guy in China. And the Middle East. Can you get Chinese food in the Middle East?