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Introduction to Management and Leadership Cluster 2: Interpersonal People Skills Show 1 Management C

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Title: Introduction to Management and Leadership Cluster 2: Interpersonal People Skills Show 1 Management C


1
Introduction 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.

3
Communicating 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

4
Communicating to reinforce individual commitment
to purpose
Attunement to Effort required
Purpose
Praise
Affiliation
Independent capability
Recognition
Physical survival
Alignment to purpose
5
Communication 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.

6
Building values and beliefs into purpose
Purpose - values - integrity - beliefs -
credibility
Effective workplace Relations Performance
7
Organisational Culture
  • Culture is a set of values, beliefs, goals,
    norms, and set of implicit knowledge that an
    organisations members share.

8
Alignment of culture to social values
Alignment of Values Organisational to Societal
Conflictual
Defensive
Attuned but not aligned
Active alignment
High
Low
9
Standards
Quality
Moral
Standards and the Manager
Ethical
Behaviour (Social)
Safety,etc
10
Values
  • 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

11
Ethics
  • 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

12
Morals
  • Morals are standards of behaviour adhered to by a
    society concerning social mores, and customs

13
Shaping an individuals ethics
Family
Workplace
Peers
Individual Ethics
Experiences
Personal Morals Values
Given Context
14
Limiting 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

15
Clampitt's ethical organisation
Individual Responsibility
CorporateCulture
Organisational Policy
16
Underpinning culture with ethics, values and
standards
Values
Ethics
Culture and standards that achieve integrity and
credibility
Business Standards
17
Workplace 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

18
Be 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.

20
Counselling
  • 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)

21
Root causes
22
Feedback
  • 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.

23
Conflict. . .
  • 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.

25
Strategies 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.

26
Characteristics of conflict resolution strategies
Conflict resolution Interventions
Resolving conflict by choice
27
Assertiveness
  • Passive Behavior
  • Aggressive Behavior
  • Passive-Aggressive Behavior
  • Assertive Behavior

28
Passive 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. . .

29
Aggressive 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. . .

30
Assertive 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. . .

31
Conflict 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

32
Life 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
33
Desire to Satisfy Self
HIGH
LOW
Desire to Satisfy Others
HIGH
Conflict Styles
34
HIGH
Desire to Satisfy Self
LOW
Avoiding
Desire to Satisfy Others
HIGH
Conflict Styles
35
Avoiding I lose - you lose
36
HIGH
Desire to Satisfy Self
LOW
Avoiding
Desire to Satisfy Others
Compromise
HIGH
Conflict Styles
37
Compromising I lose - you win
38
HIGH
Desire to Satisfy Self
LOW
Forcing
Avoiding
Desire to Satisfy Others
Compromise
HIGH
Conflict Styles
39
Forcing I win - you lose
40
Desire to Satisfy Self
HIGH
LOW
Avoiding
Forcing
Desire to Satisfy Others
Obliging
Collaborative
HIGH
Conflict Styles
41
Collaboration - I win - you win
42
No-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.

43
Negotiations
  • Separate the people from the problem
  • Consider-
  • Perceptions
  • Emotions
  • Communications

44
Preparing 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.

45
Empathy
  • Put yourself in their shoes
  • Dont blame
  • Help them become involved
  • Define the root causes
  • Recognise, understand and confirm everyones
    emotions

46
Listen and question
  • Listen actively
  • Speak about yourself, not about them
  • Speak for a purpose
  • Stick to the matter at hand
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