©Prentice Hall, 2001Chapter 121 Communication and Interpersonal Skill

©Prentice Hall, 2001Chapter 122 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

©Prentice Hall, 2001Chapter 123 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

©Prentice Hall, 2001Chapter 124 The Communication Process Sender Encoding Receiver DecodingChannel Feedback Message Noise

©Prentice Hall, 2001Chapter 125 Communication Issues Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media

©Prentice Hall, 2001Chapter 126 Filtering Emotions SelectivePerception InformationOverload Apprehension Language Communication Barriers

©Prentice Hall, 2001Chapter 127 Overcoming Communication Barriers Constrain emotions Watch nonverbal cues Use feedback Simplify language Listen actively

©Prentice Hall, 2001Chapter 128 Contemporary Communication Issues Communication between Men and Women Communication between Men and Women Communication in the Global VillageCommunication Village

©Prentice Hall, 2001Chapter 129 Active Listening Skills Active Listening Skills AcceptanceAcceptanceResponsibilityResponsibility IntensityIntensityEmpathyEmpathy

©Prentice Hall, 2001Chapter 1210 EffectiveFeedbackEffectiveFeedback ProvideTimelyFeedbackProvideTimelyFeedback KeepFeedbackImpersonalKeepFeedbackImpersonal Focus on What the Receiver Can Control Focus on What the Receiver Can Control Focus on SpecificBehaviors SpecificBehaviors StayGoal-OrientedStayGoal-Oriented EnsureUnderstandingEnsureUnderstanding

©Prentice Hall, 2001Chapter 1211 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

©Prentice Hall, 2001Chapter 1212 Delegating Effectively Clarify the assignment Specify the range of discretion Encourage participation Inform others Establish feedback channels

©Prentice Hall, 2001Chapter 1213 Three Views of Conflict TraditionalHumanRelations Interactionist

©Prentice Hall, 2001Chapter 1214 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

©Prentice Hall, 2001Chapter 1215 ConflictManagementConflictManagement AvoidanceAvoidance AccommodationAccommodation ForcingForcing CompromiseCompromise CollaborationCollaboration

©Prentice Hall, 2001Chapter 1216 Sources of Conflict Sources of Conflict Communication Differences Communication Differences Structural Differences Structural Differences Personal Differences Personal Differences

©Prentice Hall, 2001Chapter 1217 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?

©Prentice Hall, 2001Chapter 1218 Stimulating Conflict Legitimize conflict Use communication Bring in outsiders Use structural variables Appoint a “devil’s advocate”

©Prentice Hall, 2001Chapter 1219 Available Resources Primary Motivations Primary Interests Focus of Relationships Available Resources Primary Motivations Primary Interests Focus of Relationships Fixed Amount I Win, You Lose Opposed Short-Term Fixed Amount I Win, You Lose Opposed Short-Term Variable Amount I Win, You Win Congruent Long-Term Variable Amount I Win, You Win Congruent Long-Term Integrative Bargaining Integrative Bargaining Distributive Bargaining Distributive Bargaining Characteristics Bargaining Characteristics The Two Types of Negotiating Strategies

©Prentice Hall, 2001Chapter 1220 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

©Prentice Hall, 2001Chapter 1221 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

©Prentice Hall, 2001Chapter 1222 Making Effective Presentations Prepare for the presentation Make opening comments Make your points End the presentation Answer questions