Fundamentals of Management: 12-1Gao Junshan, UST Beijing Communication and Interpersonal Skill

Fundamentals of Management: 12-2Gao Junshan, UST Beijing Where We Are Part 1 Introduction Part 2 Planning Part 3 Organizing Part 4 Leading Part 5 Controlling Part 4 Leading Chapter 8 Foundations of Individual and Group Behavior Chapter 11 Leadership and Trust Chapter 12 Communication and Interpersonal Skills Chapter 9 Understanding Team work Chapter 10 Motivating and rewarding Employees Chapter 8 Foundations of Individual and Group Behavior Chapter 9 Understanding Team work Chapter 10 Motivating and rewarding Employees Chapter 11 Leadership and Trust Chapter 12 Communication and Interpersonal Skills

Fundamentals of Management: 12-3Gao Junshan, UST Beijing Chapter Guide Understanding communication –Communication process –Communication channels –Overcoming communication barriers Interpersonal skills –Effective feedback –Active listening –Effective delegating –Conflict management –Stress management –Negotiating and bargaining

Fundamentals of Management: 12-4Gao Junshan, UST Beijing Communication is the transferring and understanding meanings The best idea, or suggestions, or plans cannot take form without communications Communication can take many forms: –Oral vs. written –Verbal vs.non-verbal –Interpersonal vs. organizational Communication Understanding communication: the process

Fundamentals of Management: 12-5Gao Junshan, UST Beijing The Communication Process Sender Encoding Receiver DecodingChannel Feedback Message Noise Understanding communication: the process

Fundamentals of Management: 12-6Gao Junshan, UST Beijing Communication Channels Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media Understanding communication: various methods

Fundamentals of Management: 12-7Gao Junshan, UST Beijing Filtering Emotions SelectivePerception InformationOverload Apprehension Language Communication Barriers Understanding communication : the barriers

Fundamentals of Management: 12-8Gao Junshan, UST Beijing Overcoming Communication Barriers Constrain emotions Watch nonverbal cues Use feedback Simplify language Listen actively Understanding communication: the barriers

Fundamentals of Management: 12-9Gao Junshan, UST Beijing Contemporary Communication Issues Communication between Men and Women Communication between Men and Women Communication in the Global VillageCommunication Village Understanding communication: other issues

Fundamentals of Management: 12-10Gao Junshan, UST Beijing Active Listening Skills Active Listening Skills AcceptanceAcceptanceResponsibilityResponsibility IntensityIntensityEmpathyEmpathy Interpersonal skills: Active listening

Fundamentals of Management: 12-11Gao Junshan, UST Beijing Listening Effectively Make eye contact. Exhibit affirmative nods and appropriate facial expressions. Avoid distracting actions or gestures that suggest boredom. Ask questions. Paraphrase using your own words. Avoid interrupting the speaker. Don‘t over-talk. Make smooth transitions between the roles of speaker and listener Management skills: Effective listening

Fundamentals of Management: 12-12Gao Junshan, UST Beijing EffectiveFeedbackEffectiveFeedback ProvideTimelyFeedbackProvideTimelyFeedbackKeepFeedbackImpersonalKeepFeedbackImpersonal Focus on What the Receiver Can Control Focus on What the Receiver Can Control Focus on SpecificBehaviors SpecificBehaviorsStayGoal-OrientedStayGoal-Oriented EnsureUnderstandingEnsureUnderstanding Interpersonal skills: Effective feedback

Fundamentals of Management: 12-13Gao Junshan, UST Beijing Providing Performance Feedback Schedule the feedback session in advance and be prepared. Put the employee at ease. Make sure the employee knows the purpose of this feedback session. Focus on specific rather than general work behaviors. Keep comments impersonal and job-related. Support feedback with hard data. If the feedback is negative, direct the negative feedback toward work-related behavior that the employee controls. Let the employee speak. Ensure that the employee has a clear and full understanding of the feedback. Detail a future plan of action. Management skills: Effective listening (see chap 13 p433):

Fundamentals of Management: Concept of Delegation Authority Top Managers Middle Managers First-Line Managers Operatives Effective delegation pushes authority down vertically through the ranks of an organization. Effective delegation pushes authority down vertically through the ranks of an organization. Interpersonal skills: Effective delegating

Fundamentals of Management: 12-15Gao Junshan, UST Beijing Delegation Contingency Factors Size of the organization Importance of the duty or decision Complexity of the task Culture of the organization Qualities of employees Size of the organization Importance of the duty or decision Complexity of the task Culture of the organization Qualities of employees Interpersonal skills: Effective delegating

Fundamentals of Management: 12-16Gao Junshan, UST Beijing Delegating Effectively Clarify the assignment Specify the range of discretion Encourage participation Inform others Establish feedback channels Interpersonal skills: Effective delegating

Fundamentals of Management: 12-17Gao Junshan, UST Beijing Three Views of Conflict TraditionalHumanRelations Interactionist Interpersonal skills: Conflict management

Fundamentals of Management: 12-18Gao Junshan, UST Beijing Sources of Conflict Sources of Conflict Communication Differences Communication Differences Structural Differences Structural Differences Personal Differences Personal Differences Interpersonal skills: Conflict management

Fundamentals of Management: 12-19Gao Junshan, UST Beijing Forcing Collaboration Accommodation Avoidance Cooperativeness High Low Assertiveness Conflict-handling Styles Interpersonal skills: Conflict management High Compromise

Fundamentals of Management: 12-20Gao Junshan, UST Beijing Conflict and Unit Performance Unit Performance High Low Level of Conflict High ABC Situation ABCABC Conflict LevelConflict TypeInternal CharacteristicsOutcomes Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low Interpersonal skills: Conflict management

Fundamentals of Management: 12-21Gao Junshan, UST Beijing 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? Interpersonal skills: Conflict management

Fundamentals of Management: 12-22Gao Junshan, UST Beijing How to Stimulate Conflict Legitimize conflict Use communication Bring in outsiders Use structural variables Appoint a “devil’s advocate” Interpersonal skills: Conflict management

Fundamentals of Management: 12-23Gao Junshan, UST Beijing ImportanceImportanceUncertaintyUncertainty What Is Stress? DemandsDemandsConstraintsConstraints Interpersonal skills: Stress management (see Chap 7 p240)

Fundamentals of Management: 12-24Gao Junshan, UST Beijing Organizational Stress Factors Organizational Task Demands Role Demands Interpersonal Demands Structural Dimensions Leadership Techniques Interpersonal skills: Stress management (see Chap 7 p241)

Fundamentals of Management: 12-25Gao Junshan, UST Beijing Personal Stress Factors FamilyFamilyEconomicEconomicPersonalityPersonality Interpersonal skills: Stress management (see Chap 7 p241)

Fundamentals of Management: 12-26Gao Junshan, UST Beijing Physiological Psychological Behavioral Stress Three General Symptoms Stress Three General Symptoms Interpersonal skills: Stress management (see Chap 7 p243)

Fundamentals of Management: 12-27Gao Junshan, UST Beijing Stress Management Selection and placement Job redesign Participation Wellness programs Employee assistance Interpersonal skills: Stress management (see Chap 7 p243)

Fundamentals of Management: 12-28Gao Junshan, UST Beijing 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 Integrative Bargaining Distributive Bargaining Characteristics The Two Types of Negotiating Strategies Interpersonal skills: Negotiation

Fundamentals of Management: 12-29Gao Junshan, UST Beijing The Bargaining Zone Party A’s AspirationRange AspirationRangeSettlementRange Party B’s AspirationRange AspirationRange Party A’s Target Point Party B’s Resistance Point Party A’s Resistance Point Party B’s Target Point Interpersonal skills: Negotiation

Fundamentals of Management: 12-30Gao Junshan, UST Beijing 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 Management skills: Negotiation

Fundamentals of Management: 12-31Gao Junshan, UST Beijing Making Effective Presentations Prepare for the presentation Make opening comments Make your points End the presentation Answer questions Interpersonal skills: Presentation

Fundamentals of Management: 12-32Gao Junshan, UST Beijing Importance of communication to managers Communication process Overcome communication barriers Active listening techniques How to give effective feedback Chapter Summary

Fundamentals of Management: 12-33Gao Junshan, UST Beijing Chapter Summary Contingency factors that affect delegation How to delegate effectively Steps in analyzing and resolving conflict Reasons managers to stimulate conflict Distributive vs. integrative bargaining