PowerPoint Presentation by Charlie Cook The University of West Alabama Fundamentals of Management Sixth Edition Robbins and DeCenzo with contributions from Henry Moon C H A P T E R 12 Part IV: Leading © 2008 Prentice Hall, Inc. All rights reserved. Communication and Interpersonal Skills

© 2008 Prentice Hall, Inc. All rights reserved.12–2 Communication Process Terms EncodingEncoding  The conversion of a message into some symbolic form MessageMessage  A purpose to be conveyed ChannelChannel  The medium by which a message travels DecodingDecoding  A receiver’s translation of a sender’s message FeedbackFeedback  The degree to which carrying out the work activities require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his her performance

© 2008 Prentice Hall, Inc. All rights reserved.12–3 Written Versus Verbal Communications WrittenWritten  Tangible  Verifiable  More permanent  More precise  More care taken with the written word VerbalVerbal  Less secure  Known receipt  Quicker response  Consumes less time  Quicker feedback

© 2008 Prentice Hall, Inc. All rights reserved.12–4 The Grapevine “The grapevine motto: Good information passes among people fairly rapidly—bad information, even faster!” GrapevineGrapevine  An unofficial channel of communication that is neither authorized nor supported by the organization.

© 2008 Prentice Hall, Inc. All rights reserved.12–5 Nonverbal Communications Body LanguageBody Language  Nonverbal communication cues such as facial expressions, gestures, and other body movements Verbal IntonationVerbal Intonation  An emphasis given to word or phrases that conveys meaning

© 2008 Prentice Hall, Inc. All rights reserved.12–6 Information Technology (IT)  Is the instantaneous transmission of messages on computers that are linked together. Instant Messaging (IM)Instant Messaging (IM)  Is interactive, real-time communication among users logged on the computer network at the same time. Voice MailVoice Mail  A system that digitizes a spoken message, transmits it over the network, and stores the message for the receiver to retrieve later.

© 2008 Prentice Hall, Inc. All rights reserved.12–7 Information Technology (cont’d) FaxFax  Allows for the transmission of documents containing both text and graphics over telephone lines. Electronic Data Interchange EDIElectronic Data Interchange EDI  An exchange of documents with vendors, suppliers, and customers using direct, computer-to-computer networks. TeleconferencingTeleconferencing  Allows groups to confer simultaneously using telephone or group communications software.

© 2008 Prentice Hall, Inc. All rights reserved.12–8 Information Technology (cont’d) TeleconferencingTeleconferencing  Allows groups to confer simultaneously using telephone or group communications software. VideoconferencingVideoconferencing  Is a simultaneous conference during which meeting participants in different locations can see each other over video screens.

© 2008 Prentice Hall, Inc. All rights reserved.12–9 Information Technology (cont’d) IntranetsIntranets  An organizational communication network that uses Internet technology but is accessible only to organizational employees. ExtranetsExtranets  An organizational communication network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors.

© 2008 Prentice Hall, Inc. All rights reserved.12–10 Information Technology (cont’d) Wireless CommunicationsWireless Communications  Allow users to send and receive information from anywhere as signals sent without a direct physical connection to a hard-wired network system. Knowledge ManagementKnowledge Management  Includes cultivating a learning culture in which employees systematically gather knowledge and share it through computer-based networks and community of interest teams.

© 2008 Prentice Hall, Inc. All rights reserved.12–11 Developing Interpersonal Skills Listening Requires:Listening Requires:  Paying attention.  Interpreting.  Remembering sound stimuli. Active Listening Requires:Active Listening Requires:  Listening attentively (intensely) to the speaker.  Developing empathy for what the speaker is saying.  Accepting by listening without judging content.  Taking responsibility for completeness in getting the full meaning from the speaker’s communication.

© 2008 Prentice Hall, Inc. All rights reserved.12–12 Characteristics of Feedback Positive FeedbackPositive Feedback  Is more readily and accurately perceived than negative feedback.  Is almost always accepted, whereas negative feedback often meets resistance. Negative FeedbackNegative Feedback  Is most likely to be accepted when it comes from a credible source or if it is objective.  Carries weight only when it comes from a person with high status and credibility.

© 2008 Prentice Hall, Inc. All rights reserved.12–13 What Are Empowerment Skills? Forces Driving EmpowermentForces Driving Empowerment  Need for quick decisions by those most knowledge about the issue.  Downsizing has lead to the necessity for lower-level employees to make decisions. DelegationDelegation  Is the assignment of authority to another person to carry out specific activities while retaining the ultimate responsibility for the activities.

© 2008 Prentice Hall, Inc. All rights reserved.12–14 Empowerment through Delegation Proper delegation is not abdication and requires:Proper delegation is not abdication and requires:  Clarifying the exact job to be done  Setting the range of the employee’s discretion  Defining the expected level of performance  Setting the time frame for the task to be completed  Allowing employees to participate  Establishing feedback controls

© 2008 Prentice Hall, Inc. All rights reserved.12–15 Managing Conflict ConflictConflict  Is perceived differences resulting in interference or opposition. Functional ConflictFunctional Conflict  Supports an organization’s goals. Dysfunctional ConflictDysfunctional Conflict  Prevents and organization from achieving its goals

© 2008 Prentice Hall, Inc. All rights reserved.12–16 Three Views of Conflict Traditional ViewTraditional View  Assumed that conflict was bad and would always have a negative impact on an organization. Human Relations ViewHuman Relations View  Argued that conflict was a natural and inevitable occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance. Interactionist ViewInteractionist View  Encourages mangers to maintain ongoing minimum level of conflict sufficient to keep organizational units viable, self-critical, and creative.

© 2008 Prentice Hall, Inc. All rights reserved.12–17 Dimensions of Conflict (Thomas) CooperativenessCooperativeness  The degree to which an individual will attempt to rectify a conflict by satisfying the other person’s concerns. AssertivenessAssertiveness  The degree to which an individual will attempt to rectify the conflict to satisfy his or her own concerns.

© 2008 Prentice Hall, Inc. All rights reserved.12–18 Dimensions of Conflict (cont’d) Conflict-handling techniques derived from Thomas’ cooperative and assertiveness dimensions:Conflict-handling techniques derived from Thomas’ cooperative and assertiveness dimensions:  Competing (assertive but uncooperative)  Collaborating (assertive and cooperative)  Avoiding (unassertive and uncooperative)  Accommodating (unassertive but cooperative)  Compromising (midrange on assertiveness and cooperativeness

© 2008 Prentice Hall, Inc. All rights reserved.12–19 How To Stimulate Functional Conflict Convey to employees the message that conflict has its legitimate place.Convey to employees the message that conflict has its legitimate place. Use hot-button communications while maintaining plausible deniability.Use hot-button communications while maintaining plausible deniability. Issue ambiguous or threatening messages.Issue ambiguous or threatening messages. Bring in outsiders.Bring in outsiders. Centralize decisions, realign work groups, increase formalization and interdependencies between units.Centralize decisions, realign work groups, increase formalization and interdependencies between units. Appoint a devil’s advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.Appoint a devil’s advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.

© 2008 Prentice Hall, Inc. All rights reserved.12–20 What Are Negotiation Skills? NegotiationNegotiation  Is a process in which two or more parties who have different preference must make a joint decision and come to an agreement  Distributive bargaining  Negotiation under zero-sum conditions, in which the gains by one party involve losses by the other party.  Integrative bargaining  Negotiation in which there is at least one settlement that involves no loss to either party.

© 2008 Prentice Hall, Inc. All rights reserved.12–21 Developing Effective Negotiation Skills Research the individual with whom you’ll be negotiating.Research the individual with whom you’ll be negotiating. Begin with a positive overture.Begin with a positive overture. Address problems, not personalities.Address problems, not personalities. Pay little attention to initial offers.Pay little attention to initial offers. Emphasize win-win solutions.Emphasize win-win solutions. Create an open and trusting climate.Create an open and trusting climate. If needed, be open to accepting third-party assistance.If needed, be open to accepting third-party assistance.

© 2008 Prentice Hall, Inc. All rights reserved.12–22 Making an Effective Presentation? Prepare for the presentation.Prepare for the presentation. Make your opening comments.Make your opening comments. Make your points.Make your points. End the presentation.End the presentation. Answer questions.Answer questions.