Copyright ©2011 Pearson Education

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

How do managers communicate effectively?
Everything a manager does involves communicating. Not some things but everything. Manager need effective communication skills, but this does not mean good communication skills alone make a successful manager. Ineffective communication skills can lead to problem for a manager. Copyright ©2011 Pearson Education

How Does the Communication Process Work?
Firstly, a purpose expressed as a message to be conveyed. It passes between a source (sender) and a receiver. The message is encoded (converted to symbolic form) and is passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is: Communication A transfer of understanding and meaning from one person to another Communication can be thought of as a process or flow. Communication problems occur when deviations or blockages disrupt that flow. Copyright ©2011 Pearson Education

Parts of the Communication Process
The seven-part process of transferring and understanding of meaning Sender: The communication source Encoding: Converting a message into symbolic form There are four conditions affect the encoded message: skills, attitudes, knowledge, and the social cultural system. Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a source (the sender) and a receiver. The message is encoded (converted to symbolic form) and is passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is communication, which is a transfer of understanding and meaning from one person to another Copyright ©2011 Pearson Education

Parts of the Communication Process (cont.)
3. Message: A purpose for communicating that’s to be conveyed Our message is affected by the code or group of symbols we use to transfer meaning, the content of the message, and the decision we make in selecting and arranging both cods and the content. 4. Channel The medium by which a message travels It is selected by the source who must determine which channel is formal and which one is informal. The final link in the communication process is a feedback loop. “If a communication source decodes the message that he encodes, if the message is put back into his system, we have feedback.” Feedback is the check on how successful we have been in transferring our messages as originally intended. It determines whether understanding has been achieved Copyright ©2011 Pearson Education

Parts of the Communication Process (cont.)
Decoding: Translating a received message Like the encode, was limited by sender skills, attitudes, knowledge, and social culture system, the receiver is equally restricted. the person’s knowledge, attitudes, and cultural background influence his ability to receive, just as they do the ability to send. 6. Receiver: The person to whom the message is directed Feedback: Checking to see how successfully a message has been transferred. It determines whether understanding has been achieved. Copyright ©2011 Pearson Education

Exhibit 12-1 depicts the communication process. This model has seven parts: (1) the communication source or sender, (2) encoding, (3) the message, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback Copyright ©2011 Pearson Education

Methods of Communicating
Written communication: It includes memos, letters, , organizational periodicals, bulletin boards, or any other device that transmit written words or symbols. Benefit of Written Communication: 1. The sender usually choose to use written communication because it is tangible, verifiable, and more permanent 2. Both sender and receiver have a record of the communication. Copyright ©2011 Pearson Education

Written Communication (cont)
3. Written communications are more likely to be well thought out, logical, and clear. Written Communication Drawbacks: Writing may consume a great deal of time. You could probably say in 10 to 15 minutes what it take you one hour to write. 2. Lack of feedback. In sending a memo, you don’t know whether it is received or it has been interpreted as the sender meant. Whereas, oral communication allow receiver to respond rapidly to what they hear. presents feedback evidence that the message has been received and understood Copyright ©2011 Pearson Education

Is the Grapevine an Effective Way to Communicate?
An unofficial channel of communication It’s neither authorized nor supported by the organization Information is speared by word of mouth It gets information out to organizational member as quickly as possible. The grapevine is the unofficial way that communications take place in an organization. It’s neither authorized nor supported by the organization. Rather, information is spread by word of mouth—and even through electronic means. Ironically, good information passes among us rapidly, but bad information travels even faster. The grapevine gets information out to organizational member as quickly as possible Copyright ©2011 Pearson Education

How Do Nonverbal Cues Affect Communication?
Some of the most meaningful communications are neither spoken nor written. These are non verbal communication. E.g. The best known areas of nonverbal communication are: 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. “It is not what you say but how you say it” Body language refers to gestures, facial expressions, and other body movements. A snarl, for example, says something different from a smile. Hand motions, facial expressions, and other gestures can communicate emotions or temperaments such as aggression, fear, shyness, arrogance, joy, and anger. Verbal intonation refers to the emphasis someone gives to words or phrases Copyright ©2011 Pearson Education

What Are Barriers to Effective Communication?
There are some barriers that help us to explain why the message decoded by receiver is often different from that which the sender intended. Filtering: Deliberately manipulating information to make it appear more favorable to the receiver E.g. when a manager tells his boss what he feels that boss want to hear>> he is filtering information. If the org use more cooperative, collaborative work arrangements, information filtering may become less. Filtering refers to the way that a sender manipulates information so that it will be seen more favorably by the receiver. For example, when a manager tells his boss what he feels that boss wants to hear, he is filtering information. The second barrier is selective perception where the receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics. Receivers also project their interests and expectations into communications as they decode them. Copyright ©2011 Pearson Education

Communication Barriers (cont.)
Selective Perception Selectively perceiving or hearing a communication based on your own needs, motivations, experiences, or other personal characteristics Information Overload: What results when information exceeds processing capacity Emotions: How the receiver feels when a message is received. You will interpret the message differently depending whether you are happy or distressed. Copyright ©2011 Pearson Education

Language: Words have different meanings to different people. Receivers will use their definition of words being communicated. Age, education, and cultural background are three variables that influence the language a person use. Employee in the org have different pattern of speech. Jargon: Technical language In large org, that operating in different countries, individuals in each local will use phrases that unique to their area Individuals have a finite capacity for processing data. For instance, consider the international sales representative who returns home to find that she has more than 600 s waiting for her. It’s not possible to fully read and respond to each one of those messages without facing information overload. In an organization, employees usually come from diverse backgrounds and, therefore, have different patterns of speech. Additionally, the grouping of employees into departments creates specialists who develop their own jargon or technical language Copyright ©2011 Pearson Education

The existence of vertical levels can cause language problem Sender tend to assume that the words and phrases they use mean the same to the receiver as they do to them. This could create communication barriers Gender: how males and females react to communication may be different, and they each have a different communication style. To keep gender differences from becoming barrier to effective communication requires acceptance, understanding , and commitment to communicate adaptively with each other Copyright ©2011 Pearson Education

National culture: Communication differences can arise from the different languages that individual use to communicate and the national culture of which they are a part. Copyright ©2011 Pearson Education

Example of National culture
United State (Individualism) Managers relay on memoranda, announcements, position papers, and other formal forms of communication Japan (Collectivism) The Japanese managers engage in verbal consultation with employee The decision done by consensus, open, and face- to face communication Copyright ©2011 Pearson Education

A number of interpersonal and intrapersonal barriers help to explain why the message decoded by a receiver is often different from that which the sender intended. We summarize the more prominent barriers to effective communication in Exhibit 12-2 Copyright ©2011 Pearson Education

Overcoming Communication Barriers
Use Feedback Many problems are attributable to misunderstanding and inaccuracies. These problems are less likely to be occur if the managers gets feedback, both verbal and nonverbal. Manager can ask questions about a message to determine whether it was received and understood as intended. Or the manager can ask the receiver to restate the message in his own words. Many communication problems are directly attributed to misunderstanding and inaccuracies. These problems are less likely to occur if the manager gets feedback, both verbal and nonverbal. Because language can be a barrier, managers should consider the audience to whom the message is directed and tailor the language to them. Remember, effective communication is achieved when a message is both received and understood. When someone talks, we hear. But too often we don’t listen. Listening is an active search for meaning, whereas hearing is passive. In listening, the receiver is also putting effort into the communication Copyright ©2011 Pearson Education

Overcoming Communication Barriers (cont)
Use Simplified Language Use words that the intended audience understand and communicate in clear, and easily terms Jargon can facilitate understanding if it is used within a group that knows what it means, but can cause problems when used outside that group. Listen Actively Listening is an active search for meaning, whereas hearing is passive. Also, listening is more tiring than talking Copyright ©2011 Pearson Education

Active Listening Listening for full meaning without making premature judgments or interpretations. Active listening is enhanced by developing empathy with the sender by putting yourself in the sender’s position. Because sender differ in attitudes, interest, needs, and expectation, empathy make it easier to understand the actual content of the message. Unlike hearing, active listening, which is listening for full meaning without making premature judgments or interpretations, demands total concentration. The average person normally speaks at a rate of about 125 to 200 words per minute. However, the average listener can comprehend up to 400 words per minute. The difference leaves lots of idle brain time and opportunities for the mind to wander. Copyright ©2011 Pearson Education

Constrain Emotions: Emotion can distort communication. A manager who’s upset over an issue is more likely to fail to communicate his outgoing message clearly and accurately. Therefore, manager need to calm down and get emotions under control before communicating. Emphasis on Nonverbal Cues: Be aware that your action speak louder than your words. Keep the two consistent Copyright ©2011 Pearson Education

How is Technology Affecting Managerial Communication?
Technology has radically changed the way organizational members communicate; It improves the manager ability to monitor performance. It gives employees more complete info to make faster decisions. It provided employees more opportunities to collaborate and share information. It made it possible for people to be fully accessible any time anywhere In a networked computer system, an organization links its computers together through compatible hardware and software, creating an integrated organizational network. Organization members can then communicate with each other and tap into information whether they’re down the hall, across town, or anywhere on the globe is the instantaneous transmission of messages on computers that are linked together. Some organization members who find slow and cumbersome are using instant messaging (IM) A voice mail system digitizes a spoken message, transmits it over the network, and stores the message on a disk for the receiver to retrieve later Copyright ©2011 Pearson Education

What Are Networked Communication Capabilities?
IT has affected managerial communication through the use of: networked computer systems, wireless capabilities, and knowledge management systems What are networked communication capabilities? The instantaneous transmission of messages on computers that are linked together. It is fast, cheap and can be used to send the same message to many people at the same time. Instant messaging (IM): This interactive, real-time communication takes place among computer users who are logged on to the computer network at the same time. Copyright ©2011 Pearson Education

Networked Communications (cont.)
Voice Mail System: digitizes a spoken message, transmits it over the network, and stores the message on a disk for the receiver. 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 It often been used with suppliers, customers, and vendors cuz it saves time and money. Fax machines can transmit documents containing both text and graphics over ordinary telephone lines. Electronic data interchange (EDI) is a way for organizations to exchange business transaction documents such as invoices or purchase orders, using direct, computer-to-computer networks. Organizations often use EDI with vendors, suppliers, and customers because it saves time and money Copyright ©2011 Pearson Education

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 Many companies use these services for employees to use in conference calls, or for instant messaging The limitations of technology used to dictate that meetings take place among people in the same physical location. But that’s no longer the case. Teleconferencing allows a group of people to confer simultaneously using telephone or group communications software. If meeting participants can see each other over video screens, the simultaneous conference is called videoconferencing Copyright ©2011 Pearson Education

Intranet A network that uses Internet technology but is accessible only to organizational employees. Allow employees to share info and collaborate Extranet A network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors Many organizations are using intranets as ways for employees to share information and collaborate on documents and projects—as well as access company policy manuals and employee-specific materials, such as employee benefits—from different locations. Most of the large auto Manufacturers have extranets that allow faster and more convenient communication with dealers. Copyright ©2011 Pearson Education

What is Knowledge Management?
Cultivating a learning culture in which organizational members systematically gather knowledge and share it with others Knowledge management involves cultivating a learning culture in which organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance Copyright ©2011 Pearson Education

What Interpersonal Skills Do Managers Need?
Active Listening: Active listening requires: Intensity, Empathy, Acceptance, and willingness to take responsibility for completeness Concentrates intensely: active listener should summarize and integrate the info that has been said. Empathy: requires you to put yourself into the speaker’s shoes. You try to understand what the speaker want to communicate rather than what you want to hear. Empathy demand both knowledge of the speaker and flexibility on the listener Active listening requires four essential elements: (1) intensity, (2) empathy, (3) acceptance, and (4) a willingness to take responsibility for completeness. The active listener concentrates intensely on what the speaker is saying and tunes out the thousands of miscellaneous thoughts. They summarize and integrate what has been said. They put each new bit of information into the context of what preceded it Copyright ©2011 Pearson Education

Interpersonal Skills (cont.)
Acceptance: listening objectively without judging content even if you are disagree with it. The challenge for the active listener is to absorb what’s being said withhold judgment on content until the speaker is finished Responsibility for completeness: the listener does whatever is necessary to get the full intended meaning from the speaker’s communication An active listener demonstrates acceptance. He or she listens objectively without judging content, which is not an easy task. It’s natural to be distracted by what a speaker says, especially when we disagree with it. The final ingredient of active listening is taking responsibility for completeness. That is, the listener does whatever is necessary to get the full intended meaning from the speaker’s communication Copyright ©2011 Pearson Education

Feedback There is an importance of providing both positive and negative feedback; Positive feedback more readily and accurately perceived than negative feedback and it is always accepted Negative feedback most likely to be accepted when it comes from a credible source or if it’s objective, but it often meet resistance We know that managers treat positive and negative feedback differently. So do receivers. You need to understand this fact and adjust your feedback style accordingly. Copyright ©2011 Pearson Education

Feedback (cont) Objective negative feedback that’s supported by hard date( numbers),and specific examples are more likely to be accepted. Negative feedback that’s subjective can be meaningful tool for experienced managers, or those in upper level of the org who built the trust and earned the respect of their employees. From less experienced managers, those in the lower level of the org, and those who reputations have not yet been established, negative feedback that’s subjective is not likely to be well perceived or accepted Copyright ©2011 Pearson Education

How do you give an effective feedback?
Six specific suggestions can help in providing an effective feedback as follow: 1) focus on specific behavior: feedback should be specific rather than general. 2) keep feedback impersonal: feedback, particularly the negative one, should be descriptive rather than judgmental or evaluative. Keep the feedback focused on job-related behaviors and avoid criticize someone personally because of an inappropriate action. 3) keep the feedback goal oriented Copyright ©2011 Pearson Education

How do you give an effective feedback?(cont)
4) make feedback well timed: e.g. a new employee who makes a mistake is more likely to respond to his manager’s suggestions for improving right after the mistake rather than after five moths from now. 5) ensure understanding: every successful communication require both transference and understanding of meaning, therefore, you can ask the receiver to rephrase the message to find if he fully captured the intended meaning. 6) direct negative feedback toward behavior that the receiver can control: it might be a good idea to indicate specifically what can be done to improve the situation. Copyright ©2011 Pearson Education

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. It is shift of decision making authority from one organizational level to another lower one. Delegation is the assignment of authority to another person to carry out specific activities. It allows an employee to make decisions—that is, it is a shift of decision-making authority from one organizational level to another lower one Copyright ©2011 Pearson Education

How Much Authority Should a Manager Delegate?
What contingency factors should be considered in determining the degree to which authority is delegated? Exhibit 12-5 presents the most widely cited contingency factors to provide some guidance in making those determinations Copyright ©2011 Pearson Education

How do you delegate effectively?
1) Clarify the assignment. 2) Specify employee’s range of discretion 3) Allow employee to participate 4) Inform others that delegation has occurred. 5) Establish feedback control Copyright ©2011 Pearson Education

What is Conflict Management?
Perceived differences resulting in interference or opposition There are three views have evolved regarding conflict: 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 in contributing to group’s performance. The ability to manage conflict is undoubtedly one of the most important skills a manager needs to possess. A study of middle- and top-level executives by the American Management Association revealed that the average manager spends approximately 20 percent of his or her time dealing with conflict. Copyright ©2011 Pearson Education

Conflict Management (cont.)
Interactionist View of Conflict The view that some conflict is absolutely necessary for an organization to perform effectively The interactionist view doesn’t suggest that all conflict are good, some conflicts are Functional Conflicts Conflict that’s constructive and supports an organization’s goals and improve performance. Dysfunctional Conflicts Conflict that’s destructive and prevents an organization from achieving its goals Three different views have evolved regarding conflict. The traditional view of conflict argues that conflict must be avoided—that it indicates a problem within the group The human relations view of conflict, argues that conflict is a natural and inevitable outcome in any group and need not be negative, but has potential to be a positive force in contributing to a group’s performance. The interactionist view of conflict, proposes that not only can conflict be a positive force in a group but that some conflict is absolutely necessary for a group to perform effectively. Copyright ©2011 Pearson Education

Some conflicts— functional conflicts—are constructive and support an organization’s goals and improve performance. Other conflicts—dysfunctional conflicts—are destructive and prevent organizations from achieving goals. Exhibit 12-6 illustrates the challenge facing managers. Copyright ©2011 Pearson Education

When conflict is functional and when it is dysfunctional?
Research indicate that we should look to conflict types: 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 Research shows that relationship conflict always dysfunctional. Whereas low level of process conflict or low- to moderate level of task conflict are functional. Research shows that relationship conflicts are almost always dysfunctional because the interpersonal hostilities increase personality clashes and decrease mutual understanding and the tasks don’t get done. On the other hand, low levels of process conflict and low-to-moderate levels of task conflict are functional Copyright ©2011 Pearson Education

How to handle conflicts?
When group conflict levels are too high, managers can select from five conflict management options: avoidance, accommodation, forcing, compromise, and collaboration. (See Exhibit 12-7 for a description of these techniques.) Copyright ©2011 Pearson Education

The steps to analyzing and solving conflict situations
1)Identify your underlying conflict –handling style. 2) select only conflicts that are worth the effort and can be managed. 3) evaluate the conflict players. 4) assess the source of the conflict. 5) choose the conflict resolution option that best reflect your style and the situation. Copyright ©2011 Pearson Education

What Are Negotiation Skills?
A process in which two or more parties who have different preferences must make a joint decision and come to an agreement To achieve those goals, both parties typically use a bargaining strategy: there are two general approaches to negotiation are: Distributive Bargaining Negotiation under zero-sum conditions, in which any gain by one party involves a loss to the other party. E.g. For our purposes, we will define negotiation as a process in which two or more parties who have different preferences must make a joint decision and come to an agreement. To achieve this goal, both parties typically use a bargaining strategy. The most identifying feature of distributed bargaining is that it operates under zero-sum conditions. That is, any gain you make is at the expense of the other person, and vice versa Copyright ©2011 Pearson Education

Negotiation Skills (cont.)
In distributive bargaining, each party has a target point the defines what he would like to achieve. Also, each has a resistance point that marks the lowest acceptable outcome. The area between their resistance points is the settlement range. In contrast to distributive bargaining, integrative problem solving operates under the assumption that at least one settlement can create a win-win solution. In general, integrative bargaining is preferable to distributive bargaining. Why? Because the former builds long-term relationships and facilitates working together in the future Copyright ©2011 Pearson Education

In distributive bargaining, each party has a target point that defines what he or she would like to achieve. Each also has a resistance point that marks the lowest acceptable outcome (see Exhibit 12-8) Copyright ©2011 Pearson Education

Negotiation Skills (cont.)
Integrative bargaining Negotiation in which there is at least one settlement that involves no loss to either party Generally, integrative bargaining is preferable to distributive bargaining. Because integrative bargaining build long- term relationship and facilitate working together in the future. And both parties will be feeling that they achieve a victory. whereas, distributive bargaining leave one party a loser Copyright ©2011 Pearson Education

How do you develop effective negotiation skills?
1)Research the individual with whom you will be negotiating. 2) begin with positive overture 3) address problems, not personalities. 4) pay little attention to initial offers. 5) emphasize win-win solutions. 6) create an open and trusting climate. 7) if needed, be open to accepting third-party assistance Copyright ©2011 Pearson Education

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