PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr .

1. PowerPoint Presentation to Accompany Management, 9/eJohn R. Schermerhorn, Jr. Chapter 17: Communication, Conflict, and Negotiation Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc.

2. Study Question 1: What is the communication process? • Communication. • An interpersonal process of sending and receiving symbols with messages attached to them. • Key elements of the communication process: • Sender. • Message. • Communication channel. • Receiver. • Interpreted meaning. • Feedback. Management 9/e - Chapter 17

3. Figure 17.1The interactive two-way process of interpersonal communication. Management 9/e - Chapter 17

4. Study Question 1: What is the communication process? • Effective and efficient communication: • Effective communication • Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver. • Efficient communication • Occurs at a minimum resource cost. • Potential trade-offs between effectiveness and efficiency must be recognized. Management 9/e - Chapter 17

5. Study Question 1: What is the communication process? • Persuasion and credibility in communication. • Communication is used for sharing information and influencing other people. • Persuasion is getting someone else to support the message being presented. • Horizontal structures and empowerment are important contexts for persuasion. Management 9/e - Chapter 17

6. Study Question 1: What is the communication process? • Persuasion and credibility in communication • Expert power and referent power are essential for persuasion. • Credibility involves trust, respect, and integrity in the eyes of others. • Credibility can be built through expertise and relationships. Management 9/e - Chapter 17

7. Study Question 1: What is the communication process? • Sources of noise in communication: • Poor choice of channels. • Poor written or oral expression. • Failure to recognize nonverbal signals. • Physical distractions. • Status effects. Management 9/e - Chapter 17

8. Study Question 1: What is the communication process? • Poor choice of channels. • Choose the channel that works best. • Written channels work for messages that: • Are simple and easy to convey. • Require extensive dissemination quickly. • Convey formal policy or authoritative directives. • Spoken channels work best for messages that: • Are complex or difficult to convey where immediate feedback is needed. • Attempt to create a supportive, even inspirational, climate. Management 9/e - Chapter 17

9. Study Question 1: What is the communication process? • Guidelines for making oral presentations: • Be prepared. • Set the right tone. • Sequence points. • Support your points. • Accent the presentation. • Add the right amount of polish. • Check your technology. • Don’t bet on the Internet. • Be professional. Management 9/e - Chapter 17

10. Study Question 1: What is the communication process? • Failure to recognize nonverbal signals. • Nonverbal communication takes place through gestures, facial expressions, body posture, eye contact, and use of interpersonal space. • Mixed messages occur when a person’s words and nonverbal signals communicate different things. • The growing use of communication technologies causes important nonverbal communication to be lost. Management 9/e - Chapter 17

11. Study Question 1: What is the communication process? • Physical distractions. • Include interruptions from telephone calls, drop-in visitors, a lack of privacy, etc. • Can interfere with the effectiveness of a communication attempt. • Can be avoided or at least minimized through proper planning. Management 9/e - Chapter 17

12. Study Question 1: What is the communication process? • Status effects. • Occur when an organization’s hierarchy of authority creates a barrier to effective communication. • Status effects include: • Filtering — the intentional distortion of information to make it appear favorable to the recipient. • Subordinates acting as “yes men.” Management 9/e - Chapter 17

13. Study Question 2: How can communication be improved? • Active listening. • The process of taking action to help someone say exactly what he or she really means. • Rules for active listening: • Listen for message content. • Listen for feelings. • Respond to feelings. • Note all cues, verbal and nonverbal. • Paraphrase and restate. Management 9/e - Chapter 17

14. Study Question 2: How can communication be improved? • Ten steps for good listening: • Stop talking. • Put the other person at ease. • Show that you want to listen. • Remove any potential distractions. • Empathize with the other person. • Don’t respond too quickly; be patient. • Don’t get mad; hold your temper. • Go easy on argument and criticism. • Ask questions. • Stop talking. Management 9/e - Chapter 17

15. Study Question 2: How can communication be improved? • Feedback. • The process of telling others how you feel about something they did or said, or about the situation in general. • Constructive feedback guidelines: • Give it directly. • Make it specific. • Give it when the receiver is willing/able to accept it. • Make sure it is valid. • Give it in small doses. Management 9/e - Chapter 17

16. Study Question 2: How can communication be improved? • Use of communication channels. • Channel richness is the capacity of a communication channel to carry information in an effective manner. • Low channel richness is impersonal, one-way, and fast. • High channel richness is personal, two-way, and slow. • Managers need to choose a channel with the appropriate richness for the communication. Management 9/e - Chapter 17

17. Figure 17.2Channel richness and the use of communication media. Management 9/e - Chapter 17

18. Study Question 2: How can communication be improved? • Ways to keep communication channels open through interactive management. • Management by wandering around (MBWA). • Open office hours. • Regular employee group meetings. • Computer-mediated meetings and video conferences. • Employee advisory councils. • Communication consultants. • 360-degree feedback. Management 9/e - Chapter 17

19. Study Question 2: How can communication be improved? • Proxemics and space design. • Proxemics is the use of interpersonal space. • Interpersonal space is an important nonverbal cue. • Workspace layout is often overlooked as a form of nonverbal communication but is being increasingly recognized for its impact on communication and behavior. Management 9/e - Chapter 17

20. Study Question 2: How can communication be improved? • Technology utilization. • Information technologies facilitate communication. • The electronic grapevine speeds messages and information from person to person. • Functional if information is accurate and useful. • Dysfunctional if information is false, distorted, or based on rumor. • E-mail privacy. • Employer’s policy on personal e-mail. • Don’t assume that e-mail privacy exists at work.. Management 9/e - Chapter 17

21. Study Question 2: How can communication be improved? • Valuing culture and diversity. • Ethnocentrism is the tendency to consider one’s culture superior to any and all others. • Ethnocentrism can cause people to: • Not listen to others. • Address or speak to others in ways that alienate them. • Use inappropriate stereotypes in dealing with someone from another culture. Management 9/e - Chapter 17

22. Study Question 3: How can we deal positively with conflict? • Conflict. • A disagreement between people on: • Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments. • Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. • Conflict that is well managed can help promote creativity and high performance. Management 9/e - Chapter 17

23. Study Question 3: How can we deal positively with conflict? • Functional conflict. • Moderately intense conflict. • Constructive and stimulates people toward greater work efforts, cooperation, and creativity. • Dysfunctional conflict. • Low-intensity and very high-intensity conflict. • Destructive and hurts task performance. Management 9/e - Chapter 17

24. Study Question 3: How can we deal positively with conflict? • Causes of conflict: • Role ambiguities. • Resource scarcities. • Task interdependencies. • Competing objectives. • Structural differentiation. • Unresolved prior conflicts. Management 9/e - Chapter 17

25. Study Question 3: How can we deal positively with conflict? • Structural approaches for resolving conflicts: • Appealing to superordinate goals. • Making more resources available. • Changing the people. • Altering the physical environment. Management 9/e - Chapter 17

26. Study Question 3: How can we deal positively with conflict? • Integrative devices for resolving conflicts: • Using liaison personnel, special task forces, cross-functional teams, or a matrix organization. • Changing reward systems. • Changing policies and procedures. • Training in interpersonal skills. Management 9/e - Chapter 17

27. Study Question 3: How can we deal positively with conflict? • People’s conflict management styles reflect different combinations of cooperative and assertive behavior. • Cooperativeness is the desire to satisfy the other party’s needs and concerns. • Assertiveness is the desire to satisfy one’s own needs and concerns. Management 9/e - Chapter 17

28. Study Question 3: How can we deal positively with conflict? • Conflict management styles: • Avoidance (withdrawal). • Uncooperative and unassertive. • Accommodation (smoothing). • Cooperative and assertive. • Competition (authoritative command). • Uncooperative and assertive. • Compromise. • Moderately cooperative and assertive. • Collaboration (problem solving). • Cooperative and assertive. Management 9/e - Chapter 17

29. Study Question 3: How can we deal positively with conflict? • Conflict management styles: • Lose-lose conflict. • Management by avoidance or accommodation. • Win-lose conflict. • Management by competition and compromise. • Win-win conflict. • Management by collaboration. Management 9/e - Chapter 17

30. Study Question 4: How can we negotiate successful agreements? • Negotiation is the process of making joint decisions when the parties involved have different preferences. • All negotiation situations are susceptible to conflict and require exceptional communication and interpersonal skills. Management 9/e - Chapter 17

31. Study Question 4: How can we negotiate successful agreements? • Negotiation goals and approaches: • Substance goals. • Concerned with outcomes. • Tied to the “content” issues of negotiation. • Relationship goals. • Concerned with processes. • Tied to the way people work together. • Effective negotiations occur when: • Issues of substance are resolved. • Working relationships are maintained or improved. Management 9/e - Chapter 17

32. Study Question 4: How can we negotiate successful agreements? • Criteria for effective negotiation: • Quality. • Negotiating a “wise” agreement that is truly satisfactory to all sides. • Cost. • Negotiating efficiently, using minimum resources and time. • Harmony. • Negotiating in a way that fosters interpersonal relationships. Management 9/e - Chapter 17

33. Study Question 4: How can we negotiate successful agreements? • Types of negotiation: • Distributive negotiation • Focuses on claims made by each party. • Leads to win-lose outcomes. • Principled (or integrative) negotiation … • Goal is to base the outcome on the merits of individual claims. • Leads to win-win outcomes. Management 9/e - Chapter 17

34. Study Question 4: How can we negotiate successful agreements? • Gaining integrative agreements: • Separate the people from the problem. • Focus on interests, not on positions. • Generate many alternatives before deciding what to do. • Insist that results are based on some objective standard. Management 9/e - Chapter 17

35. Figure 17.6The bargaining zone in classic two-party negotiation. Management 9/e - Chapter 17

36. Study Question 4: How can we negotiate successful agreements? • Common negotiation pitfalls: • Falling prey to the myth of the “fixed pie.” • Nonrational escalation of conflict. • Overconfidence and ignoring other’s needs. • Too much “telling” and too little “hearing.” Management 9/e - Chapter 17

37. Study Question 4: How can we negotiate successful agreements? • Approaches to avoiding negotiation pitfalls: • Mediation • Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. • Arbitration • Involves a neutral third party who acts as a judge and issues a binding decision. Management 9/e - Chapter 17

38. Study Question 4: How can we negotiate successful agreements? • Approaches to dispute resolution when integrative agreements cannot be achieved: • Mediation. • Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. • Arbitration. • Involves a neutral third party who acts as a “judge” and and issues a binding decision. Management 9/e - Chapter 17