ch03 communication & interpersonal skills
TRANSCRIPT
FOM 3.2
Understanding Communication Importance of effective communication
cannot be overemphasized Everything a manager does is about
communication Managers need effective
communication skills
FOM 3.3
What is Communication? It is the transfer and understanding of
meaning To be successful, the meaning of what a
person wants to convey must be understood
The Communication Process (Exhibit 3-1)
Sender
Message Medium Receiver
EncodingNoise
Feedback
Message
Decoding
FOM 3.7
FOM 3.5
Written vs. Verbal Communication Written communication is tangible,
verifiable, and more permanent Both sender and receiver have a record
of the communication Writing takes more time than talking It is easier in verbal communication to
receive feedback
FOM 3.6
The Grapevine Unofficial way that communications take
place in an organization Typically, it is neither authorized nor
supported by the organization It is questionable whether the
information transmitted through the grapevine is accurate
FOM 3.7
Non-Verbal Communication Body language--gestures, facial
configurations, and other movements of the body
Verbal intonation--emphasis some gives to words or phrases
Approximately 65%-90% of message transmitted face-to-face is interpreted through body language
FOM 3.8
Barriers to Effective Communication Filtering - the deliberate manipulation
of information to make it appear more favorable to the receiver
Selective Perception - what people see and hear influenced by their attitudes, background, and experience
(continued)
FOM 3.9
Barriers to Effective Communication (continued) Information Overload - information
available exceeds processing capacity
Emotions - interpretation of a message affected by the way the receiver feels
(continued)
FOM 3.10
Barriers to Effective Communication (continued) Language - meaning of words differs
among people with diverse backgrounds jargon - specialized terminology used by a group
Gender - interpretation of a message affected by a person’s gender
National Culture - cultural values affect the way people communicate
FOM 3.11
Overcoming Communication Barriers Use Feedback - ask a set of questions
about a message to determine whether it was understood as intended
Simplify Language - tailor the language to the audience for whom the message is intended
Listen Actively - listen for full meaning(continued)
FOM 3.12
Overcoming Communication Barriers (continued) Constrain emotions - stop
communicating until composure has been restored
Emphasize non-verbal cues - ensure that actions align with words
FOM 3.13
Communications and Information Technology Information technology has changed
organizational communication Communications among organizational
members are no longer constrained by geography or time
FOM 3.14
Networked Communications Linking computers through compatible
hardware and software E-mail provides instantaneous
transmission of written messages Instant messaging (IM) is interactive real-
time communication Voice-mail digitizes a spoken message
(continued)
FOM 3.15
Networked Communications (continued)
Fax allows transmission of documents containing both text and graphics over ordinary telephone lines
Electronic data interchange (EDI) permits the exchange of standard business transaction documents
Teleconferencing permits simultaneous conferral using telephone or e-mail group communications software
(continued)
FOM 3.16
Networked Communications (continued)
Intranet is Internet technology that links organizational employees
Extranet is Internet technology that links an organization with customers and suppliers
Internet-based voice communication allows users to talk with each other
FOM 3.17
Wireless Communications Relies on signals sent through air or
space without any physical connection Wireless devices include smart phones,
notebook computers and other pocket devices
Employees no longer need to be at their desks to communicate
FOM 3.18
Knowledge Management and Communications Knowledge is an important resource Managers must deliberately manage
that base of knowledge Knowledge management involves
cultivating a learning culture Organizational members systematically
gather knowledge and share with others
FOM 3.19
Developing Interpersonal Skills Interpersonal skills for managers are critical Approximately half of all managers have
some type of difficulty in dealing with people Managers ultimately get things done
through other people and therefore managerial effectiveness is linked directly to leadership, communication and other interpersonal skills
Active Listening Behaviours
ParaphraseDon’t overtalk
Be empathetic Make eye contact
Exhibit affirmativehead nods and
appropriatefacial expressions
ActiveListening
Avoid distractingactions orgestures
Avoid interruptingthe speaker
Ask questions
FOM 3.16FOM 3.16
FOM 3.21
Feedback Skills Positive feedback is likely to be responded
to quickly and enthusiastically Negative feedback is often treated
defensively Negative feedback is often avoided,
delayed, or distorted
FOM 3.22
Giving Effective Feedback Focus on specific behaviours Keep feedback impersonal Keep feedback goal oriented Make feedback well timed Ensure understanding Direct negative feedback toward behaviour
that the receiver can control
FOM 3.23
Empowerment Skills Employees and teams making key decisions
which affect their work Two forces are driving increased use of
empowerment: Quick decisions needed by those most
knowledgeable about issue Downsizing has left managers with large spans of
control Empowerment requires delegation
FOM 3.24
Effective Delegation Clarify why you are delegating Specify boundaries Set up support mechanisms Give employees space to make mistakes Inform others that delegation has occurred Establish feedback channels Keep practising
FOM 3.25
Conflict Management Conflict must be PERCEIVED to exist Exists when one person (party) PERCEIVES
that another person (party) has deliberately blocked (or about to block) their goals
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about (continued)
FOM 3.26
Conflict Management (continued) Is a struggle or contest Can be functional or dysfunctional Happens whenever people work, play
or live together
FOM 3.27
Stimulating Conflict Are you surrounded by “yes” people? Are people afraid to admit not knowing? Do managers believe it is important to “keep
the peace”? Do employees resist change? Is there a lack of new ideas? Do managers place so much emphasis on
reaching a compromise that they lose sight of the longer-term?
FOM 3.28
Effective Negotiation Skills
Research the other party Begin with a positive overture Address problems Little attention to first offers Focus on win-win Be open to accepting help from others