Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

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Schermerhorn - Chapter 163 Chapter 16 Communication and Interpersonal Skills 4 Planning Ahead –What is the communication process? –How can communication be improved? –How does perception influence communication and behavior? –How can conflict be constructively managed? –How can agreements be negotiated successfully?

Schermerhorn - Chapter 164 Communication 4 Interpersonal process of sending and receiving symbols with messages attached to them 4 Critical management skill 4 Foundation of effective leadership

Schermerhorn - Chapter 165 Communication 4 The Communication Process –Key elements sender message communication channel receiver feedback

Schermerhorn - Chapter 166 Communication 4 Effective and Efficient Communication –Effective intended message of sender is identical to interpreted meaning of the receiver –Efficient occurs at minimum resource cost not always effective

Schermerhorn - Chapter 167 Communication 4 Barriers to Effective Communication –managers must choose appropriate communication channel written –simple messages –require extensive dissemination –formal policies are being conveyed oral –complex and difficult to convey –immediate feedback is valuable –more personal

Schermerhorn - Chapter 168 Communication 4 Barriers to Effective Communication –poor written or oral expression –semantic problems –failure to recognize nonverbal signals mixed message –physical distractions –status effects

Schermerhorn - Chapter 169 Improving Communication 4 Active Listening –listen for message content –listen for feelings –respond to feelings –note all cues –paraphrase and restate

Schermerhorn - Chapter 1610 Improving Communication 4 Constructive Feedback –give feedback directly –should be specific –give when person seems willing to accept it –make sure feedback is valid –give in small doses

Schermerhorn - Chapter 1611 Improving Communication 4 Open Communication Channels –Management by wandering around (MBWA) –open office hours –employee group meetings –employee advisory council –suggestion boxes

Schermerhorn - Chapter 1612 Improving Communication 4 Open Communication Channels –360 degree feedback (multi-rater assessment) –use of communication consultants –proxemics and use of space –technology utilization –valuing culture and diversity

Schermerhorn - Chapter 1613 Perception, Communication, and Behavior 4 Perception –process through which people receive and interpret information from the environment –people can perceive the same things or situations differently

Schermerhorn - Chapter 1614 Perception, Communication, and Behavior 4 Attribution Errors –Attribution process of developing explanations for events –Fundamental attribution error observers –blame another’s problems more on internal causes rather than environmental factors

Schermerhorn - Chapter 1615 Perception, Communication, and Behavior 4 Attribution Error –Self-serving bias individuals –blame their personal failures on environmental factors –attribute their successes to personal factors

Schermerhorn - Chapter 1616 Perception, Communication, and Behavior 4 Perceptual Tendencies and Distortions –Stereotypes someone identified with a group or category is assumed to have the characteristics of that group or category –Halo Effects one attribute is used to develop an overall impression of a person or situation

Schermerhorn - Chapter 1617 Perception, Communication,and Behavior 4 Perceptual Tendencies and Distortions –Selectivity tendency to single out those aspects of a person that reinforce one’s existing beliefs, values, or needs –Projection assignment of personal attributes to other individuals

Schermerhorn - Chapter 1618 Conflict 4 Disagreement between people on substantive or emotional issues –substantive disagreements about –goals –allocation of resources –distribution of rewards, policies and procedures –job assignments

Schermerhorn - Chapter 1619 Conflict 4 Emotional Conflicts –result from feelings of anger, distrust, dislike, fear, resentment personality clashes

Schermerhorn - Chapter 1620 Conflict 4 Functional and Dysfunctional Conflict –functional (constructive) stimulates people toward greater work efforts –dysfunctional (destructive) very high or very low intensity of conflict

Schermerhorn - Chapter 1621 Conflict 4 Conflict Antecedents –role ambiguities –resource scarcities –task interdependencies –competing objectives –structural differentiation –unresolved prior conflicts

Schermerhorn - Chapter 1622 Conflict 4 Conflict Resolution –appeal to superordinate goals –expending resources available –altering one or more human variables –alter the physical environment –use of integrating devices –changes in reward systems –pollicies and procedures

Schermerhorn - Chapter 1623 Conflict 4 Conflict Management Styles –people respond to conflict by placing different emphasis on cooperativeness assertiveness

Schermerhorn - Chapter 1624 Conflict 4 Conflict Management Styles –avoidance –accommodation (smoothing) –competition (authoritative command) –compromise –collaboration (problem solving)

Schermerhorn - Chapter 1625 Conflict 4 Conflict Management Styles –lose-lose management by avoidance or accommodation –win-lose management by competition and compromise –win-win management by collaboration

Schermerhorn - Chapter 1626 Negotiation 4 Process of making joint decisions when the parties involved have different preferences

Schermerhorn - Chapter 1627 Negotiation 4 Negotiation Goals and Approaches –Substance concerned with outcomes –Relationship concerned with processes

Schermerhorn - Chapter 1628 Negotiation 4 Negotiation Goals and Approaches –Effective negotiation quality cost harmony

Schermerhorn - Chapter 1629 Negotiation 4 Negotiation Goals and Approaches –distributive negotiation (win-lose) –principled negotiation (win-win) also called integrative negotiation

Schermerhorn - Chapter 1630 Negotiation 4 Gaining Integrative Agreements –separate people from problem –focus on interests, not positions –generate many alternatives –insist results are based on objective standard

Schermerhorn - Chapter 1631 Negotiation 4 Avoiding Negotiation Pitfalls –myth of the “fixed pie” –nonrational escalation of conflict –overconfidence –too much “telling”, not enough hearing

Schermerhorn - Chapter 1632 Negotiation 4 Mediators –neutral third party who tries to improve communication and keep everyone focused on relevant issues

Schermerhorn - Chapter 1633 Negotiation 4 Arbitration –neutral third party who acts as judge and issues a binding decision

Schermerhorn - Chapter 1634 Negotiation 4 Alternative Dispute Resolutions –utilizes mediation and/or arbitration only after direct attempts have failed often uses an ombudsperson as neutral third party

Schermerhorn - Chapter 1635 Negotiation 4 Ethical Issues in Negotiation –high ethical standards should be maintained –profit motive sometimes leads to unethical behavior