chapter 17 – communication and interpersonal skills by: derek heldman, justin karch and mitch...
TRANSCRIPT
Chapter 17 –
Communication and
Interpersonal Skills
By: Derek Heldman, Justin Karch
and Mitch Mckceown
Vid
eo
(com
munic
ati
on
Tips)
Effective Communication Skills & Tips Training Video
http://www.youtube.com/wat
ch?v=K15ca0n0ois
New
Work
pla
ce
Communication is an interpersonal
process of sending and receiving
symbols with messages attached to
them Work of managers and team leaders is
a highly interpersonal and
communication job No matter what position you have in
an organization, communication and
interpersonal skills are vital to a
person’s success As well as being able to communicate
personally, being able to
communicate via writing is a critical
managerial skill Communication helps managers
connect with their workers and help
create a more inspirational work
environment
What
is e
ffect
ive
Com
munic
ati
on?
Effective communication
occurs when the intended
message by the sender is
fully understood and
interpreted correctly In many instances in the
work place the intended
message is not always
received and is misunderstood Efficient communication
occurs at minimum cost in
terms of resources expended
Tele
phone G
am
e
on a
Big
ger
Sca
lehttp://www.youtube.com/wat
ch?v=wLIlkPNnxUI
Pers
uasi
on a
nd
Cre
dib
ility
Persuasion is presenting
a message in a manner
that causes the other
person to support it One of the most
important forms of communication Credibility is trust,
respect, and integrity in
the eyes of others Earning credibility takes
time
Com
munic
ati
on
Channels
Communication channel is
a medium through which
the sender conveys a
message to the receiver .
When choosing a communication channel,
combinations of channels
are used to better connect team members.
EX. Written notes, typed
documents, word of mouth, etc.
Non –
Verb
al
Sig
nals
Non – verbal communication
takes place through gestures
and body language Non – verbal communication
is very powerful when
communicating, not only in a
work place but in everyday
life A mixed message results
when words communicate one
message, while actions, body
language, or appearance
communicate something else
http://www.youtube.com/watc
h?v=2qsa66AqXTo
Phys
ical
Dis
tract
ions
Any number of physical distractions
can affect the efficiency of a company. These distractions can vary
from; cell phone interruptions, drop – in
visitors and lack of privacy.
Act
ive L
iste
nin
g Active listening is the process of
taking action to help someone say
exactly what he or she really means
This involves listening fully to what
is being said to understand
completely. It also involves being
disciplined in controlling emotions
and holding back premature
comments or conclusions
5 R
ule
s of
Act
ive
List
enin
g
1. Listen for message content: Try
to hear exactly what content is
being conveyed in the messages
2. Listen for feelings: Try to
identify how the source feels
about the content in the message
3. Respond to feelings: Let the
source know that her or his
feelings are being recognized
4. Note all cues: Be sensitive to
non – verbal messages; be alert
for mixed messages5. Paraphrase and restate: State
back to the source what you think
you are hearing
Guid
elin
es
for
Const
ruct
ive
Feedback
1. Give feedback directly and with
real feeling based on trust
between you and the receiver
2. Make sure that feedback is
specific rather than general. Use
good, clear, and preferably recent
examples to make your points.
3. Give feedback at a time when
the receiver seems most willing or
able to accept it. 4. Make sure the feedback is valid;
limit it to things the receiver can
be expected to do something
about. 5. Give feedback in small doses,
never give more than the receiver
can handle at any particular time.
Inte
ract
ive
Managem
ent
Interactive management uses a
variety of means to keep
communication channels open
Management by Wandering Around
(MBWA) involves dealing directly
with subordinates by regularly
spending time walking around and
talking with them about work-
related matters. What is the objective of MBWA?
360° Approach – to provide
managers with constructive
feedback An important but sometimes
neglected part of communication in
the work force involves proxemics
and the use of space.
Tech
nolo
gy
Uti
lizati
on
Technology has become a
fundamental part of business today, especially in
regards to communication.
Email, voice mail, instant
messaging, teleconferencing, online
discussions, videoconferencing, virtual or
computer mediated meetings, intranets, and
web portals have become
the standard for communication in the work
force.
The P
erc
epti
on
Proce
ss
Perception is the process
through which people receive
and interpret information from
the environment. One of the ways in which
perception exerts its influence
is through attribution, the
process of developing
explanations for events.
In addition to the attribution
errors a variety of perceptual
tendencies and distortions
can also influence communication and workplace behavior.
The P
erc
epti
on
Proce
ss
A halo effect occurs when
one attribute is used to
develop an overall impression of a person or
situation Selective Perception is the
tendency to single out
aspects of a situation or
person that reinforces with
one’s existing beliefs,
values, or needs. Projection is the assignment
of personal attributes to
other individuals
Conflic
t
Conflict is a disagreement
between people on substantive or emotional
issues. Substantive conflicts involve
disagreements over such
things as goals and tasks
Emotional conflicts result
from feelings of anger,
distrust, dislike, fear, and
resentment, as well as from
personality clashes and
relationship problems
How
to D
eal w
ith
Conflic
t
Conflict Resolution: The removal
of the substantive and/ or
emotional reasons for a conflict
Managers use various approaches to
deal with conflicts between individuals
or groups Conflicts can lead to destruction in the
workplace, therefore a less successful
business Managers tend to implement specific
devices that will control conflict in the
workplace Conflict between co-workers is
common and normal, controlling and
dismissing the conflict is essential
http://www.youtube.com/watch?v=gYNei77
mrWc
5 Inte
rpers
onal
Sty
les
of
Conflic
t M
anagem
ent
Avoidance: being uncooperative and unassertive;
downplaying disagreement,
withdrawing from the situation,
and/ or staying neutral at all
costs Accommodation: being co-
operative but unassertive;
letting the wishes of others rule;
smoothing over or overlooking
differences to maintain harmony
Competition: Being un co-
operative but assertive; working
against the wishes of the other
party, engaging in win-lose
competition
5 Inte
rpers
onal S
tyle
s
of
Conflic
t M
anagem
ent
(Conti
nued)
Collaboration: Being
co-operative and assertive; trying to fully satisfy everyone’s
concerns by working
through differencesNegotiation: the
process of making joint decisions when
the parties involved have different preferences
Negoti
ati
on G
oals
and A
ppro
ach
es
There are two important goals
in negotiations.1.Substance goals (concerned
with outcomes)2.Relationship goals
(concerned with the process)
Distributive Negotiation:
focuses on `win-lose` claims
made by each party for
certain preferred outcomes
Principled Negotiation: uses a
`win-lose` orientation to
reach solutions acceptable to
each party
Four
Key
Rule
s to
N
egoti
ati
on
1. Separate the people
from the problem2. Focus on interests,
not on positions3. Generate many
alternatives4. Insist that results be
based on some objectives
Eth
ical I
ssues
in
Negoti
ati
on
Managers should maintain
high standards of ethical
conduct even when engaged in a dynamic and
challenging situation The motivation to act
unethically may arise when
personal benefit is presented When unethical behavior
occurs in negotiation, the
person involved may try to
explain it away with inappropriate rationalizing
Eth
ical I
ssues
in
Negoti
ati
on
(Conti
nued)
These excuses for questionable behavior
are morally unacceptableNegotiators using unethical tactics will
incur lasting legacies
of distrust, disrespect
and dislike