1. PowerPoint Presentation to Accompany Chapter 17 of Management Canadian Edition Schermerhorn  Wright Prepared by: Michael K. McCuddy Adapted by: Lynda Anstett & Lorie Guest Published by: John Wiley & Sons Canada, Ltd.

2. Management - Chapter 172 Planning Ahead — Chapter 17 Study Questions  What is the communication process?  How can communication be improved?  How does perception influence communication?  How can we deal positively with conflict?  How can we negotiate successful agreements?

3. Management - Chapter 173 Study Question 1: What is the communication process?  Communication. – An interpersonal process of sending and receiving symbols with messages attached to them.  Key elements of the communication process: – Sender. – Message. – Communication channel. – Receiver. – Interpreted meaning. – Feedback.

4. Management - Chapter 174 Figure 17.1 The interactive two-way process of interpersonal communication.

5. Management - Chapter 175 Study Question 1: What is the communication process?  Effective and efficient communication: –Effective communication Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver. –Efficient communication Occurs at a minimum resource cost. –Potential trade-offs between effectiveness and efficiency must be recognized.

6. Management - Chapter 176 Study Question 1: What is the communication process?  Persuasion and credibility in communication. – Communication is used for sharing information and influencing other people. – Persuasion is getting someone else to support the message being presented. – Horizontal structures and empowerment are important contexts for persuasion.

7. Management - Chapter 177 Study Question 1: What is the communication process?  Persuasion and credibility in communication (cont.). – Expert power and referent power are essential for persuasion. – Credibility involves trust, respect, and integrity in the eyes of others. – Credibility can be built through expertise and relationships.

8. Management - Chapter 178 Study Question 1: What is the communication process?  Sources of noise in communication: –Poor choice of channels. –Poor written or oral expression. –Failure to recognize nonverbal signals. –Physical distractions. –Status effects.

9. Management Fundamentals - Chapter 179 Study Question 1: What is the communication process?  Poor choice of channels. –Choose the channel that works best. –Written channels work for messages that: Are simple and easy to convey. Require extensive dissemination quickly. Convey formal policy or authoritative directives. –Spoken channels work best for messages that: Are complex or difficult to convey where immediate feedback is needed. Attempt to create a supportive, even inspirational, climate.

10. Management - Chapter 1710 Study Question 1: What is the communication process?  Guidelines for making oral presentations: –Be prepared. –Set the right tone. –Sequence points. –Support your points. –Accent the presentation. –Add the right amount of polish. –Check your technology. –Don’t bet on the Internet. –Be professional.

11. Management - Chapter 1711 Study Question 1: What is the communication process?  Failure to recognize nonverbal signals. –Nonverbal communication takes place through gestures, facial expressions, body posture, eye contact, and use of interpersonal space. –Mixed messages occur when a person’s words and nonverbal signals communicate different things. –The growing use of communication technologies causes important nonverbal communication to be lost.

12. Management - Chapter 1712 Study Question 1: What is the communication process?  Physical distractions. –Include interruptions from telephone calls, drop-in visitors, a lack of privacy, etc. –Can interfere with the effectiveness of a communication attempt. –Can be avoided or at least minimized through proper planning.

13. Management - Chapter 1713 Study Question 1: What is the communication process?  Status effects. –Occur when an organization’s hierarchy of authority creates a barrier to effective communication. –Status effects include: Filtering — the intentional distortion of information to make it appear favorable to the recipient. Subordinates acting as “yes men.”

14. Management - Chapter 1714 Study Question 2: How can communication be improved?  Active listening. – The process of taking action to help someone say exactly what he or she really means.  Rules for active listening: –Listen for message content. –Listen for feelings. –Respond to feelings. –Note all cues, verbal and nonverbal. –Paraphrase and restate.

15. Management - Chapter 1715 Study Question 2: How can communication be improved?  Ten steps for good listening: –Stop talking. –Put the other person at ease. –Show that you want to listen. –Remove any potential distractions. –Empathize with the other person. –Don’t respond too quickly; be patient. –Don’t get mad; hold your temper. –Go easy on argument and criticism. –Ask questions. –Stop talking.

16. Management - Chapter 1716 Study Question 2: How can communication be improved?  Feedback. – The process of telling others how you feel about something they did or said, or about the situation in general.  Constructive feedback guidelines: –Give it directly. –Make it specific. –Give it when the receiver is willing/able to accept it. –Make sure it is valid. –Give it in small doses.

17. Management - Chapter 1717 Study Question 2: How can communication be improved?  Use of communication channels. –Channel richness is the capacity of a communication channel to carry information in an effective manner. Low channel richness is impersonal, one-way, and fast. High channel richness is personal, two-way, and slow. –Managers need to choose a channel with the appropriate richness for the communication.

18. Management - Chapter 1718 Figure 17.2 Channel richness and the use of communication media.

19. Management - Chapter 1719 Study Question 2: How can communication be improved?  Ways to keep communication channels open through interactive management. –Management by wandering around (MBWA). –Open office hours. –Regular employee group meetings. –Computer-mediated meetings and video conferences. –Employee advisory councils. –Communication consultants. –360-degree feedback.

20. Management - Chapter 1720 Study Question 2: How can communication be improved?  Proxemics and space design. –Proxemics is the use of interpersonal space. –Interpersonal space is an important nonverbal cue. –Workspace layout is often overlooked as a form of nonverbal communication but is being increasingly recognized for its impact on communication and behavior.

21. Management - Chapter 1721 Study Question 2: How can communication be improved?  Technology utilization. –Information technologies facilitate communication. –The electronic grapevine speeds messages and information from person to person. Functional if information is accurate and useful. Dysfunctional if information is false, distorted, or based on rumor. –E-mail privacy. –Employer’s policy on personal e-mail. –Don’t assume that e-mail privacy exists at work..

22. Management - Chapter 1722 Study Question 2: How can communication be improved?  Valuing culture and diversity. –Ethnocentrism is the tendency to consider one’s culture superior to any and all others. –Ethnocentrism can cause people to: Not listen to others. Address or speak to others in ways that alienate them. Use inappropriate stereotypes in dealing with someone from another culture.

23. Management - Chapter 1723 Study Question 3: How does perception influence communication?  Perception. –The process through which people receive and interpret information from the environment. –People can perceive the same things or situations differently. –People behave on the basis of their perceptions.

24. Management - Chapter 1724 Figure 17.3 Perception and communication.

25. Management - Chapter 1725 Study Question 3: How does perception influence communication?  Perception and attribution. –Attribution The process of developing explanations for events. –Fundamental attribution error Occurs when observers blame another’s performance failures or problems on internal factors rather than external factors. –Self-serving bias Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors.

26. Management - Chapter 1726 Study Question 3: How does perception influence communication?  Perceptual tendencies and distortions: –Stereotypes. Occur when someone is identified with a group or category, and then oversimplified attributes associated with the group or category are used to describe the individual. –Halo effects. Occur when one attribute is used to develop an overall impression of a person or situation.

27. Management - Chapter 1727 Study Question 3: How does perception influence communication?  Perceptual tendencies and distortions (cont.): –Selective perception. The tendency to single out for attention those aspects of a situation or attributes of a person that reinforce or appear consistent with one’s existing beliefs, values, or needs. –Projection. The assignment of personal attributes to other individuals.

28. Management - Chapter 1728 Study Question 4: How can we deal positively with conflict?  Conflict. – A disagreement between people on: Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. –Conflict that is well managed can help promote creativity and high performance.

29. Management - Chapter 1729 Study Question 4: How can we deal positively with conflict?  Functional conflict. – Moderately intense conflict. – Constructive and stimulates people toward greater work efforts, cooperation, and creativity.  Dysfunctional conflict. – Low-intensity and very high-intensity conflict. –Destructive and hurts task performance.

30. Management - Chapter 1730 Figure 17.4 The relationship between conflict and performance.

31. Management - Chapter 1731 Study Question 4: How can we deal positively with conflict?  Causes of conflict: –Role ambiguities. –Resource scarcities. –Task interdependencies. –Competing objectives. –Structural differentiation. –Unresolved prior conflicts.

32. Management - Chapter 1732 Study Question 4: How can we deal positively with conflict?  Structural approaches for resolving conflicts: –Appealing to superordinate goals. –Making more resources available. –Changing the people. –Altering the physical environment.

33. Management - Chapter 1733 Study Question 4: How can we deal positively with conflict?  Integrative devices for resolving conflicts: –Using liaison personnel, special task forces, cross-functional teams, or a matrix organization. –Changing reward systems. –Changing policies and procedures. –Training in interpersonal skills.

34. Management - Chapter 1734 Study Question 4: How can we deal positively with conflict?  People’s conflict management styles reflect different combinations of cooperative and assertive behavior. –Cooperativeness is the desire to satisfy the other party’s needs and concerns. –Assertiveness is the desire to satisfy one’s own needs and concerns.

35. Management - Chapter 1735 Study Question 4: How can we deal positively with conflict?  Conflict management styles: –Avoidance (withdrawal). Uncooperative and unassertive. –Accommodation (smoothing). Cooperative and assertive. –Competition (authoritative command). Uncooperative and assertive. –Compromise. Moderately cooperative and assertive. –Collaboration (problem solving). Cooperative and assertive.

36. Management - Chapter 1736 Figure 17.5 Alternative conflict management styles.

37. Management - Chapter 1737 Study Question 4: How can we deal positively with conflict?  Conflict management styles: –Lose-lose conflict. Management by avoidance or accommodation. –Win-lose conflict. Management by competition and compromise. –Win-win conflict. Management by collaboration.

38. Management - Chapter 1738 Study Question 5: How can we negotiate successful agreements?  Negotiation is the process of making joint decisions when the parties involved have different preferences.  All negotiation situations are susceptible to conflict and require exceptional communication and interpersonal skills.

39. Management - Chapter 1739 Study Question 5: How can we negotiate successful agreements?  Negotiation goals and approaches: –Substance goals. Concerned with outcomes. Tied to the “content” issues of negotiation. –Relationship goals. Concerned with processes. Tied to the way people work together. –Effective negotiations occur when … Issues of substance are resolved. Working relationships are maintained or improved.

40. Management - Chapter 1740 Study Question 5: How can we negotiate successful agreements?  Criteria for effective negotiation: –Quality. Negotiating a “wise” agreement that is truly satisfactory to all sides. –Cost. Negotiating efficiently, using minimum resources and time. –Harmony. Negotiating in a way that fosters interpersonal relationships.

41. Management - Chapter 1741 Study Question 5: How can we negotiate successful agreements?  Types of negotiation: –Distributive negotiation … Focuses on claims made by each party. Leads to win-lose outcomes. –Principled (or integrative) negotiation … Goal is to base the outcome on the merits of individual claims. Leads to win-win outcomes.

42. Management - Chapter 1742 Study Question 5: How can we negotiate successful agreements?  Gaining integrative agreements: –Separate the people from the problem. –Focus on interests, not on positions. –Generate many alternatives before deciding what to do. –Insist that results are based on some objective standard.

43. Management - Chapter 1743 Figure 17.6 The bargaining zone in classic two-party negotiation.

44. Management - Chapter 1744 Study Question 5: How can we negotiate successful agreements?  Common negotiation pitfalls: –Falling prey to the myth of the “fixed pie.” –Nonrational escalation of conflict. –Overconfidence and ignoring other’s needs. –Too much “telling” and too little “hearing.”

45. Management - Chapter 1745 Study Question 5: How can we negotiate successful agreements?  Approaches to avoiding negotiation pitfalls: – Mediation Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. – Arbitration Involves a neutral third party who acts as a judge and issues a binding decision.

46. Management - Chapter 1746 Study Question 5: How can we negotiate successful agreements?  Approaches to dispute resolution when integrative agreements cannot be achieved: –Mediation. Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. –Arbitration. Involves a neutral third party who acts as a “judge” and and issues a binding decision.

47. Management - Chapter 1747 Study Question 5: How can we negotiate successful agreements?  Ethical issues in negotiation … –High ethical standards should be maintained. –Profit motive and the competitive desire to win sometimes lead to unethical behavior. –Unethical negotiating behavior can lead to short-term gains but long-term losses.

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