Module 5

1
Module 5

• Section 3 Communication

2
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

3
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

4
The importance of communication

• An effective communication helps managers make a
  better decision and implement the decision
  effectively.
• An effective communication helps build trust, a
  good interpersonal relationship, and power.

5
The Communication Process
Encoding
Decoding
Channel
Message
Message
Sender
Receiver
Noise
Feedback
6
Communication Issues

• Written Communication
• Verbal Communication
• The Grapevine
• Nonverbal Cues
• Electronic Media

7
Communication Barriers
Filtering
Selective Perception
Apprehension
Information Overload
Language
Emotions
8
Overcoming Communication Barriers

• Constrain emotions
• Watch nonverbal cues
• Use feedback
• Simplify language
• Listen actively

9
Keep Feedback Impersonal
Focus on Specific Behaviors
Effective Feedback
Provide Timely Feedback
Stay Goal- Oriented
Focus on What the Receiver Can Control
Ensure Understanding
10
Intensity
Empathy
Active Listening Skills
Acceptance
Responsibility
11
Delegation Contingency Factors

• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees

12
Delegating Effectively

• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels

13
Three Views of Conflict
Traditional
Human Relations
Interactionist
14
Sources of Conflict
Communication Differences
Structural Differences
Personal Differences
15
Conflict and Unit Performance
16
Avoidance
Conflict Management
Accommodation
Forcing
Compromise
Collaboration
17
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?

18
Stimulating Conflict

• Legitimize conflict
• Use ambiguous or threatening message
• Bring in outsiders
• Use structural variables
• Appoint a devils advocate

19
The Two Types ofNegotiating Strategies
Integrative Bargaining
Distributive Bargaining
Bargaining Characteristics

• Available Resources
• Primary Motivations
• Primary Interests
• Focus of Relationships

• Fixed Amount
• I Win, You Lose
• Opposed
• Short-Term

• Variable Amount
• I Win, You Win
• Congruent
• Long-Term

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The Bargaining Zone
21
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