12 Chapter Communication and Interpersonal Skills Copyright ©2011 Pearson Education

12-2 Learning Objectives Describe what managers need to know about commutating effectively Explain how technology affects managerial communication Discuss the interpersonal skills that every manager needs Copyright ©2011 Pearson Education

12-3 How Does the Communication Process Work? Communication – A transfer of understanding and meaning from one person to another Communication Process – The seven-part process of transferring and understanding of meaning Copyright ©2011 Pearson Education

12-4 Parts of the Communication Process 1.Sender – The communication source 2.Encoding – Converting a message into symbolic form 3.Message – A purpose for communicating that’s to be conveyed 4.Channel – The medium by which a message travels Copyright ©2011 Pearson Education

12-5 Parts of the Communication Process (cont.) 5.Decoding – Translating a received message 6.Receiver – The person to whom the message is directed 7.Feedback – Checking to see how successfully a message has been transferred Copyright ©2011 Pearson Education

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12-7 Are Written Communications More Effective Than Verbal Ones? Written Communications – memos, letters, e- mail, organizational periodicals, bulletin boards, etc. – tangible, verifiable, and more permanent Oral Communications – allow receivers to respond – presents feedback evidence that the message has been received and understood Copyright ©2011 Pearson Education

12-8 Is the Grapevine an Effective Way to Communicate? Grapevine – An unofficial channel of communication Copyright ©2011 Pearson Education

12-9 How Do Nonverbal Cues Affect Communication? Body Language – Nonverbal communication cues such as facial expressions, gestures, and other body movements Verbal Intonation – An emphasis given to words or phrases that conveys meaning Copyright ©2011 Pearson Education

12-10 What Are Barriers to Effective Communication? Filtering – Deliberately manipulating information to make it appear more favorable to the receiver Selective Perception – Selectively perceiving or hearing a communication based on your own needs, motivations, experiences, or other personal characteristics Copyright ©2011 Pearson Education

12-11 Communication Barriers (cont.) Information Overload – What results when information exceeds processing capacity Jargon – Technical language Copyright ©2011 Pearson Education

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12-13 Overcoming Communication Barriers Use Feedback – Many problems are attributable to misunderstanding Use Simplified Language – communicate in clear, easily understood terms Listen Actively – Listening is an active search for meaning, whereas hearing is passive Copyright ©2011 Pearson Education

12-14 Active Listening – Listening for full meaning without making premature judgments or interpretations Copyright ©2011 Pearson Education

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12-16 What Are Networked Communication Capabilities? – the instantaneous transmission of messages on computers that are linked together Instant messaging (IM) – This interactive, real-time communication takes place among computer users Voice Mail System – digitizes a spoken message, transmits it over the network, and stores the message on a disk Copyright ©2011 Pearson Education

12-17 Networked Communications (cont.) Fax machines – transmit documents containing both text and graphics over ordinary telephone lines Electronic data interchange (EDI) – a way for organizations to exchange business transaction documents such as invoices or purchase orders, using direct, computer-to- computer networks Copyright ©2011 Pearson Education

12-18 Networked Communications (cont.) Teleconferencing – allows a group of people to confer simultaneously using telephone or group communications software Videoconferencing – A simultaneous conference where meeting participants can see each other over video screens Internet-based voice communication – Popular Web sites such as Skype, Vonage, and Yahoo!, among others, let users chat with each other Copyright ©2011 Pearson Education

12-19 Networked Communications (cont.) Intranet – A network that uses Internet technology but is accessible only to organizational employees. An extranet is an organizational communication Copyright ©2011 Pearson Education Extranet – A network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors

12-20 What is Knowledge Management? Knowledge Management – Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others Copyright ©2011 Pearson Education

12-21 What Interpersonal Skills Do Managers Need? Active listening requires – Intensity – Empathy – Acceptance – Willingness to take responsibility for completeness Empathy – requires you to put yourself into the speaker’s shoes Copyright ©2011 Pearson Education

12-22 Interpersonal Skills (cont.) Acceptance – listening objectively without judging content Responsibility for completeness – the listener does whatever is necessary to get the full intended meaning Copyright ©2011 Pearson Education

12-23 Feedback Positive feedback – more readily and accurately perceived than negative feedback Negative feedback – most likely to be accepted when it comes from a credible source or if it’s objective Copyright ©2011 Pearson Education

12-24 What Are Empowerment Skills? Delegation – Assigning authority to another person to carry out specific activities In participative decision making, authority is shared. With delegation, employees make decisions on their own Copyright ©2011 Pearson Education

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12-27 What is Conflict Management? Conflict – Perceived differences resulting in interference or opposition Traditional View of Conflict – The view that all conflict is bad and must be avoided Human Relations View of Conflict – The view that conflict is natural and inevitable and has the potential to be a positive force Copyright ©2011 Pearson Education

12-28 Conflict Management (cont.) Interactionist View of Conflict – The view that some conflict is necessary for an organization to perform effectively Functional Conflicts – Conflict that’s constructive and supports an organization’s goals Dysfunctional Conflicts – Conflict that’s destructive and prevents an organization from achieving its goals Copyright ©2011 Pearson Education

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12-30 Conflict Management (cont.) Task Conflict – Conflict that relates to the content and goals of work Relationship Conflict – Conflict that focuses on interpersonal relationships Process Conflict – Conflict that refers to how the work gets done Copyright ©2011 Pearson Education

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12-32 What Are Negotiation Skills? Negotiation – A process in which two or more parties who have different preferences must make a joint decision and come to an agreement Distributive Bargaining – Negotiation under zero-sum conditions, in which any gain by one party involves a loss to the other party Copyright ©2011 Pearson Education

12-33 Negotiation Skills (cont.) Integrative bargaining – Negotiation in which there is at least one settlement that involves no loss to either party Copyright ©2011 Pearson Education

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12-35 Copyright ©2011 Pearson Education