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Communication and Interpersonal Skill

Communication and Interpersonal Skill. 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.

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Communication and Interpersonal Skill

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  1. Communication and Interpersonal Skill Chapter 12

  2. 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 Chapter 12

  3. 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 Chapter 12

  4. The Communication Process Encoding Channel Decoding Message Message Sender Receiver Noise Feedback Chapter 12

  5. Communication Issues Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media Chapter 12

  6. Communication Barriers Filtering Selective Perception Apprehension Information Overload Language Emotions Chapter 12

  7. Overcoming Communication Barriers • Constrain emotions • Watch nonverbal cues • Use feedback • Simplify language • Listen actively Chapter 12

  8. ContemporaryCommunication Issues Communication between Men and Women Communication in the Global Village Chapter 12

  9. Intensity Empathy Active Listening Skills Responsibility Acceptance Chapter 12

  10. Focus on Specific Behaviors Keep Feedback Impersonal Effective Feedback Stay Goal- Oriented Provide Timely Feedback Ensure Understanding Focus on What the Receiver Can Control Chapter 12

  11. Delegation Contingency Factors • Size of the organization • Importance of the duty or decision • Complexity of the task • Culture of the organization • Qualities of employees Chapter 12

  12. Delegating Effectively • Clarify the assignment • Specify the range of discretion • Encourage participation • Inform others • Establish feedback channels Chapter 12

  13. Three Views of Conflict Human Relations Traditional Interactionist Chapter 12

  14. High Unit Performance A B C Low High Level of Conflict Situation Conflict Level Conflict Type Internal Characteristics Outcomes A B C Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low Conflict and Unit Performance Chapter 12

  15. Avoidance Conflict Management Accommodation Forcing Compromise Collaboration Chapter 12

  16. Communication Differences Sources of Conflict Structural Differences Personal Differences Chapter 12

  17. 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? Chapter 12

  18. Stimulating Conflict • Legitimize conflict • Use communication • Bring in outsiders • Use structural variables • Appoint a “devil’s advocate” Chapter 12

  19. The Two Types ofNegotiating Strategies Bargaining Characteristics Distributive Bargaining Integrative Bargaining • 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 Chapter 12

  20. Party A’s Aspiration Range Party B’s Aspiration Range Settlement Range Party B’s Resistance Point Party A’s Resistance Point Party A’s Target Point Party B’s Target Point The Bargaining Zone Chapter 12

  21. 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 Chapter 12

  22. Making Effective Presentations • Prepare for the presentation • Make opening comments • Make your points • End the presentation • Answer questions Chapter 12

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