Importance of Effective Communication for Managers

1. Module 5 Section 3: Communication

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

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

4. The importance of communication • An effective communication helps managers make a better decision and implement the decision effectively. • An effective communication helps build trust, a good interpersonal relationship, and power.

5. The Communication Process Encoding Channel Decoding Message Message Sender Receiver Noise Feedback

6. Communication Issues Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media

7. Communication Barriers Filtering Selective Perception Apprehension Information Overload Language Emotions

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

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

10. Intensity Empathy Active Listening Skills Responsibility Acceptance

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

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

13. Three Views of Conflict Human Relations Traditional Interactionist

14. Communication Differences Sources of Conflict Structural Differences Personal Differences

15. 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

16. Avoidance Conflict Management Accommodation Forcing Compromise Collaboration

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?

18. Stimulating Conflict • Legitimize conflict • Use ambiguous or threatening message • Bring in outsiders • Use structural variables • Appoint a “devil’s advocate”

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

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

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