Title: Introduction to Management and Leadership Cluster 2: Interpersonal People Skills Show 1 Management C
1Introduction to Management and Leadership
Cluster 2 Interpersonal People Skills Show 1
Management Communication
2- Overview
- Management communication is not just an isolated
business activity conducted at an interpersonal
level between the manager and the message
receiver. Its true significance lies in its use
as a flexible strategic tool for the manager and
the organisation to orientate and motivate
employees towards a long term productive end.
Developing a full understanding and ability to
apply management communication at both the
interpersonal and strategic level increases the
organisations capacity to respond flexibly to
change while harnessing and orientating staff
commitment.
3Communicating to develop trust and confidence
- It is rare that organisations today do not
identify the importance of behaviours and the
frontline managers role as a model and
reinforcer of positive behaviours. The concept
of treating people with integrity, respect and
empathy resides in people, and as such often has
to be reinforced through deliberate communication
strategies. Integrity, respect and empathy all
involve one person acting and communicating with
regards to the other persons values, beliefs and
expectations. To instil it frontline managers
have to communicate in this manner with their own
staff and peers. - Praise reinforce encourage excellence
- Physical Survival supply security and fulfill
needs - Recognition reward promote individual
contribution or value - Affiliation promote a sense of belonging
- Purpose inspire a sense of challenge meaning
4Communicating to reinforce individual commitment
to purpose
Attunement to Effort required
Purpose
Praise
Affiliation
Independent capability
Recognition
Physical survival
Alignment to purpose
5Communication Cornerstones
- Credibility - Saying what you mean and mean what
you say - Confidence - You deal with even the most
difficult circumstances and seek input from
others - Consistency - You set a standard that dont vary
requirements without clear evidence and
participation by staff - Context - You can make all the separate actions
fit into a real workplace situation and the
related issues.
6Building values and beliefs into purpose
Purpose - values - integrity - beliefs -
credibility
Effective workplace Relations Performance
7Organisational Culture
- Culture is a set of values, beliefs, goals,
norms, and set of implicit knowledge that an
organisations members share.
8Alignment of culture to social values
Alignment of Values Organisational to Societal
Conflictual
Defensive
Attuned but not aligned
Active alignment
High
Low
9Standards
Quality
Moral
Standards and the Manager
Ethical
Behaviour (Social)
Safety,etc
10Values
- Values for instance
- Provide a guidance system for action
- Enable individuals and groups to A basis for
choice - Enable individuals to discuss different views and
beliefs - Are not universally held
- Are not permanent
- Change slowly
- Influence interpersonal contacts
- Guide ethical behaviour
11Ethics
- Ethics concern those values beyond mores and
customs that pervade human existence. - Ethics concern the essence of human dignity and
what is necessary to uphold it
12Morals
- Morals are standards of behaviour adhered to by a
society concerning social mores, and customs
13Shaping an individuals ethics
Family
Workplace
Peers
Individual Ethics
Experiences
Personal Morals Values
Given Context
14Limiting unethical behaviour
- Organisations set standards and values because
they form the basis for ethical practices - Formal codes of practice, policies, and work
rules can all enable a frontline manager to
enforce ethical practices
15Clampitt's ethical organisation
Individual Responsibility
CorporateCulture
Organisational Policy
16Underpinning culture with ethics, values and
standards
Values
Ethics
Culture and standards that achieve integrity and
credibility
Business Standards
17Workplace leaders model the culture
- Frontline managers model and inform others of the
values and standards that prevail through - Every communication
- Behaviours
- Interaction with others
- Decision-making styles
- How they motivate others and enforce
organisational rules and policies
18Be a role model
Monitoring performance capacity of an
individual/team
Suggesting required performance
Confirming Goals
Communicate expectationsand conduct
requiredcoaching
Be a role model-Model the practices and
expectations
Standards and Outcomes required
Being the role model can confirm the behaviours
expected and the standard others need to attain.
It can often accelerate the workplace performance
loop.
19- How an individual frontline manager models
effective behaviours (ie. is a role model) will
vary dependent upon the subordinates, the context
and the managers experience. But the attainment
of trust, empathy, respect, and integrity in
communication relationships needs to pervade all
communication practices. - Creating a cornerstone of empathy, trust and
integrity requires frontline managers to adopt
what have been called the four Cs within
communication practices - Credibility Saying what you mean and meaning what
you say - Confidence You deal with even the most difficult
circumstances and seek input from others - Consistency You set a standard that does not vary
requirements without clear evidence and
participation by staff - Context You can make all the separate actions fit
into a real workplace situation and the related
issues. - Confidence of colleagues and customers comes
from repeat and competent performance. Adhering
to the four Cs continues to reinforce the
unique interaction customers and staff can enjoy
with an individual or team.
20Counselling
- A counselling interview can be a teaching,
guiding and coaching process or it can be a
disciplinary interview. The ultimate goal of a
counselling interview is to help an employee in
crisis to solve a problem. If handled
appropriately, the counselling interview can
provide insight into and understanding of the
employee and establish trust between management
and employee via mutual sharing and problem
solving. - A counselling interview requires the manager to
- Clarify employee role expectations
- Identify problems and/or paths for development
- Structure a course of action
- Remove root causes of conflict (i.e. Stress)
21Root causes
22Feedback
- Studies show that performance feedback has a
high correlation with job satisfaction and that
employees are generally not satisfied that
feedback in the workplace is being effectively
conducted (Downs Hazen, 19776574 Clampitt,
1991146 and Chang Morgan, 20002-5). The
essential ingredient of interpersonal
communication is illustrated by feedback systems.
According to Clampitt, feedback systems that are
designed simply to let people know what they are
doing may be doomed to failure. Employees not
only want information, they want recognition as
well. An effective feedback system could be said
to involve the mind, the will and the heart
(Clampitt, 1991148). - Feedback illustrates what interpersonal
communication is all about a combination of
information, mutual understanding and
recognition. - Essentially, the ultimate goal of management
interpersonal communication in the formal setting
is to communicate a standard of performance an
expected standard during the employment interview
and the induction process and a demonstrated
standard in performance appraisal and the
counselling interview. - An objective of management interpersonal
communication is to close the gap between the
differing standards of an employee and the
organisation. To achieve this the employee
requires meaning and purpose embedded in the
business standards and the culture promoting
these standards.
23Conflict. . .
- Conflict may not be negative, but if it is it
needs to be prevented or addressed
24- Note all conflict is necessarily destructive
-
- Fundamental to any workplace is the recognition
that people make mistakes. The aim is to learn
from these mistakes and improve. - Understand your intentions - Before you commence
be sure you are clear about the intention of the
communication process. - Take initiative - Improve procedures, throw out
what is not working and replace it with
procedures and practices that do work, and tell
others of operational problems. - Share ideas - Good ideas should be shared and
adopted if they save costs, increase efficiency,
or improve procedures. - Pay attention to the detail - It can make the
difference between success and failure. - Learn as much as you can - Promote a positive
attitude and recognise that learning does not
stop when work begins or when people leave
school. - Use "I" Statements- Promote a focus on yourself
rather than the other people/ person, avoid you
statements or judgements that invoke defensive
reactions. Instead focus on yourself as a basis
for describing ideas, emotions or feelings. - Prevent problems - Look for the cause of a
problem and solve it, do not focus on finding
fault or only solving the problem - not its
cause. - Recheck meaning - On completion recheck that
the basis for communication is understood and the
meaning is clear to all parties involved.
25Strategies for resolving organisational-wide
conflict
- There are four strategies available which
managers may have to access or become involved
with to resolve organisational-wide conflict
conciliation, mediation, negotiation and
arbitration. - Conciliation
- Conciliation involves an impartial third party
acting to bring those in dispute together for the
purpose of resolving the conflict. The
conciliator transmits offers for settlement from
one party to the other in a type of information
shuttle service. When each party agrees that the
information conveyed by the conciliator from the
other is acceptable, then the conflict is
resolved. - Mediation
- Mediation is a dispute-settlement process that
involves an acceptable, neutral and impartial
third party (the mediator) facilitating
communication and understanding between two or
more parties in dispute. Mediation culminates in
the parties determining their own solutions to
the dispute in the form of a defined and
acceptable agreement. The mediator has no power
to make decisions or to enforce suggestions or
recommendations affecting the settlement of the
dispute. - Negotiation
- Negotiation occurs when two or more parties in
dispute initiate, in good faith, communication
between each other to identify and to discuss the
issues of mutual concern. Facts may or may not be
presented, and both parties take joint
responsibility for a mutual agreement which may
be clearly defined in writing or spoken
informally. - Arbitration
- Arbitration is a dispute-settlement process that
involves an impartial third party who is
empowered to render a final and binding decision.
This decision is based on facts put forward by
the parties in full settlement of issues
presented during a hearing. Arbitration involves
adjudication and the third party has the
authority to intervene in a dispute whether or
not the principals want it and to make a
decision and enforce compliance with that
decision.
26Characteristics of conflict resolution strategies
Conflict resolution Interventions
Resolving conflict by choice
27Assertiveness
- Passive Behavior
- Aggressive Behavior
- Passive-Aggressive Behavior
- Assertive Behavior
28Passive Phrases
- I dont know/care (when I do)
- It doesnt matter (when it does)
- Either one is fine with me (when I have a
preference) - Im sorry (when I dont mean it)
- Its just my opinion. . .
- I dont want to bother you, but. . .
- Its not really important, but. . .
29Aggressive Phrases
- I dont need/want. . .
- Your opinion is wrong
- You dont know what youre talking about
- Youre doing it wrong
- That wont work
- You have to. . .
- You need to know. . .
30Assertive Phrases
- I dont understand. . .
- I need/want/prefer. . .
- I would like to. . .
- No, I wont be able to. . .
- Id prefer that you dont tell me those jokes
anymore - My opinion is. . .
- I need some of your time to. . .
31Conflict Resolution Stages
- Interpersonal Communication
- Interpersonal Alignment and Realisation
- Interpersonal Attunement and Understanding
- Sharing Responsibility for Past Actions
- Remove Root Causes
- Sharing Responsibility for Follow-up Actions
- Implement to Agreed Purpose
32Life Positions
Im OK - Youre not OK
Im OK - Youre OK
Positive
Attitude toward Oneself
Im not OK - Youre not OK
Im not OK - Youre OK
Negative
Negative
Positive
Attitude toward Others
33Desire to Satisfy Self
HIGH
LOW
Desire to Satisfy Others
HIGH
Conflict Styles
34HIGH
Desire to Satisfy Self
LOW
Avoiding
Desire to Satisfy Others
HIGH
Conflict Styles
35Avoiding I lose - you lose
36HIGH
Desire to Satisfy Self
LOW
Avoiding
Desire to Satisfy Others
Compromise
HIGH
Conflict Styles
37Compromising I lose - you win
38HIGH
Desire to Satisfy Self
LOW
Forcing
Avoiding
Desire to Satisfy Others
Compromise
HIGH
Conflict Styles
39Forcing I win - you lose
40Desire to Satisfy Self
HIGH
LOW
Avoiding
Forcing
Desire to Satisfy Others
Obliging
Collaborative
HIGH
Conflict Styles
41Collaboration - I win - you win
42No-Fault Negotiating
- We now come to the last communication technique
to be covered in this unit of study. Conflict
resolution demands transition from an intolerable
state to mutual agreement. This is usually
achieved through a negotiation process. Because
interpersonal communication is based upon the
needs of the parties involved there is no
innocence or guilt, no right or wrong in conflict
resolution. The resolution of the problem depends
not upon finding fault, but upon finding a
solution. Leritz (1991) advocates four principles
for no-fault negotiating. - No-Fault communication aims to
- Increase our management efficiency
- Help the other party move from self-protective
behaviour into problem-solving - Identify the real issues to be addressed
- Keep to the issues and not become side-tracked
- Prepare for communications before one moves into
them - Understand the needs of the other party
- Analyse conflicts from a reasoned viewpoint
- Develop listening skills
- Clarify ones own needs and priorities and/ or
- Develop plans of action to resolve conflict.
43Negotiations
- Separate the people from the problem
- Consider-
- Perceptions
- Emotions
- Communications
44Preparing for negotiations
- Now you should be able to appreciate that
negotiation is only one form of conflict
resolution strategy. It involves interpersonal
communication skills between at least two parties
(one to one, one to a group, group to a group). - When preparing for a negotiation some of the
simple techniques you may address include - Clarifying (yourself or in your team) the
outcomes to be achieved from the negotiation
process - Thinking from their perspective, imagine the
outcomes the other parties wish to achieve from
the negotiation process - Discussing and confirming the expectations and
standards from each team member - Reinforcing strengths and accurately identifying
the weaknesses of the negotiation position - Recognising the positive features of the other
parties negotiation position and - Identifying the messages that signal where mutual
advantage and trust can be established between
all parties.
45Empathy
- Put yourself in their shoes
- Dont blame
- Help them become involved
- Define the root causes
- Recognise, understand and confirm everyones
emotions
46Listen and question
- Listen actively
- Speak about yourself, not about them
- Speak for a purpose
- Stick to the matter at hand