Modern Management 9 th edition

1. . Modern Management9th edition

2. . Ü Objectives • An understanding of influencing • An understanding of interpersonal communication • A knowledge of how to use feedback • An appreciation for the importance of nonverbal communication • Insights into formal organizational communication • An appreciation for the importance of the grapevine • Some hints on how to encourage organizational communication

3. FUNDAMENTALS OF INFLUENCING . • Defining Influencing • The Influencing Subsystem • 1. Leading • 2. Motivating • 3. Considering groups • 4. Communicating

4. FUNDAMENTALS OF INFLUENCING . Relationship between overall management system and influencing subsystem Figure 14.1

5. FUNDAMENTALS OF INFLUENCING . The influencing subsystem Figure 14.2

6. FUNDAMENTALS OF INFLUENCING . Chief Executives, Ranking of Skills They Believe Should Be Taught to Management Students Table 14.1 Frequency Rank* Key Learning Area Indicated 1 Oral and written communication skills 25 1 Interpersonal skills 25 3 Financial/managerial account skills 22 4 Ability to think, be analytical, and make decisions 20 5 Strategic planning and goal setting—concern for long-term performance 13 6 Motivation and commitment to the firm—giving 110% 12 7 Understanding of economics 11 8 Management information systems and computer applications 9 8 Thorough knowledge of your business, culture, and overall environment 9 8 Marketing concept (the customer is king) and skills 9 11 Integrity 7 11 Knowledge of yourself: setting long- and short-term career objectives 7 13 Leadership skills 6 13 Understanding of the functional areas of the business 6 13 Time management: setting priorities—how to work smart, not long or hard 1 *is most important.

7. COMMUNICATION . • Interpersonal Communication • How Interpersonal Communication Works • Basic elements of transmitting information to others: • 1. The source/encoder • 2. The signal • 3. The decoder/destination • Successful and Unsuccessful Interpersonal Communication

8. COMMUNICATION . Role of the source, signal, and destination in the communication process Figure 14.3

9. COMMUNICATION . Overlapping fields of experience that ensure successful communication Figure 14.4

10. COMMUNICATION . • Interpersonal Communication (con’t) • How Interpersonal Communication Works (con’t) • Barriers to Successful Interpersonal Communication • Macrobarriers • 1. The increasing need for information • 2. The need for increasingly complex information • 3. The reality that people in the United States are increasingly coming into contact with people who use languages other than English • 4. The constant need to learn new concepts cuts down on the time available for communication • Microbarriers • 1. The source’s view of the destination • 2. Message interference • 3. The destination’s view of the source • 4. Perception • 5. Multimeaning words

11. COMMUNICATION . • Interpersonal Communication (con’t) • How Interpersonal Communication Works (con’t) • Barriers to Successful Interpersonal Communication (con’t) • Strong concluded 500 words have 4,070 different definitions. • Babe Ruth scored a run. • Did you ever see Jesse Owens run? • I have a run in my stocking. • There is a fine run of salmon this year. • Are you going to run this company or am I? • You have the run of the place. • What headline do you want to run? • There was a run on the bank today. • Did he run the ship aground? • I have to run (drive the car) downtown. • Who will run for president this year? • Joe flies the New York–Chicago run twice a week. • You know the kind of people they run around with. • The apples run large this year. • Please run my bath water.

12. COMMUNICATION . • Interpersonal Communication (con’t) • Feedback and Interpersonal Communication • Gathering and Using Feedback • Achieving Communication Effectiveness • “Ten commandments of good communication”: • 1. Seek to clarify your ideas before communicating • 2. Examine the true purpose of each communication • 3. Consider the total physical and human setting whenever you communicate • 4. Consult with others, when appropriate, in planning communications • 5. Be mindful of the overtones rather than merely the basic content • 6. Take the opportunity to convey something of help or value to the receiver • 7. Follow up your communication • 8. Communicate for tomorrow as well as today • 9. Be sure your actions support your communications • 10. Seek not only to be understood but also to understand—be a good listener

13. COMMUNICATION . • Interpersonal Communication (con’t) • Verbal and Nonverbal Interpersonal Communication • The Importance of Nonverbal Communication • Mehrabian's formula: • Total message impact = .07 words + .38 vocal tones + .55 facial expressions • Nonverbal factors: • Facial expressions • Gestures • Gender • Dress

14. COMMUNICATION . • Interpersonal Communication in Organizations • Formal Organizational Communication • Types of Formal Organizational Communication • 1. Downward • 2. Upward • 3. Lateral • Patterns of Formal Organizational Communication • A communicates message to B • B communicates interpretation of A’s message to C • C communicates interpretation of B’s interpretation of A’s message to D • Originator and ultimate recipient of message are separated by middle people

15. COMMUNICATION . Comparison of three patterns of organizational communication on the variables of speed, accuracy, organization, emergence of leader, & morale Figure 14.5

16. COMMUNICATION . • Interpersonal Communication in Organizations (con’t) • Informal Organizational Communication • Patterns of Informal Organizational Communication • Grapevine: • 1. Springs up and is used irregularly within the organization • 2. Is not controlled by top executives, who may not even be able to influence it • 3. Exists largely to serve the self-interests of the people within it

17. COMMUNICATION . Four types of organizational grapevines Figure 14.6

18. COMMUNICATION . • Interpersonal Communication in Organizations (con’t) • Encouraging Formal Organizational Communication • Listen attentively to messages that come through formal channels • Support flow of clear and concise statements through formal channels • Take care to ensure that all members have free access to formal channels • Assign specific communication responsibilities to staff personnel

19. COMMUNICATION . Ten Commandments for Good Listening Table 14.2 1. Stop talking! You cannot listen if you are talking. Polonius (Hamlet): “Give every man thine ear, but few thy voice.” 2. Put the talker at ease. Help the talker feel free to talk. This is often called establishing a permissive environment. 3. Show the talker that you want to listen. Look and act interested. Do not read your mail while he or she talks. Listen to understand rather than to oppose. 4. Remove distractions. Do not doodle, top, or shuffle papers. Will it be quieter if you shut the door? 5. Empathize with the talker. Try to put yourself in the talker’s place so that you can see his or her point of view. 6. Be patient. Allow plenty of time. Do not interrupt the talker. Do not start for the door to walk away. 7. Hold your temper. An angry person gets the wrong meaning from words. 8. Go easy on argument and criticism. This puts the talker on the defensive. He or she may “clam up” or get angry. Do not argue: even if you win, you lose. 9. Ask questions. This encourages the talker and shows you are listening. It helps to develop points further. 10. Stop talking! This is the first and last commandment, because all other commandments depend on it. You just can’t do a good listening job while you are talking. Nature gave us two ears but only one tongue, which is a gentle hint that we should listen more than we talk.

20. Chapter Fourteen ? Questions