2006060204360662 communication and interpretation

Fundamentals of Management: 12-1 Gao Junshan, UST Beijing

Communication Communication and Interpersonal and Interpersonal

SkillSkill


Where We AreWhere We Are

Part 1 Introduction

Part 2 Planning

Part 3 Organizing

Part 4 Leading

Part 5 Controlling

Part 4 Leading

Chapter 8 Foundations of Individual and Group Behavior

Chapter 11 Leadership and Trust

Chapter 12 Communication and Interpersonal Skills

Chapter 9 Understanding Team work

Chapter 10 Motivating and rewarding Employees

Chapter 8 Foundations of Individual and Group Behavior

Chapter 9 Understanding Team work

Chapter 10 Motivating and rewarding Employees

Chapter 11 Leadership and Trust

Chapter 12 Communication and Interpersonal Skills


Chapter GuideChapter Guide

• Understanding communication– Communication process– Communication channels– Overcoming communication barriers

• Interpersonal skills– Effective feedback– Active listening – Effective delegating – Conflict management– Stress management– Negotiating and bargaining


• Communication is the transferring and understanding meanings

• The best idea, or suggestions, or plans cannot take form without communications

• Communication can take many forms: – Oral vs. written– Verbal vs.non-verbal – Interpersonal vs. organizational

CommunicationCommunication

Understanding communication: the process


The Communication Process

SenderSender

EncodingEncoding

ReceiverReceiver

DecodingDecodingChannelChannel

Feedback

Message Message

Noise

Understanding communication: the process


Communication ChannelsCommunication ChannelsCommunication ChannelsCommunication Channels

Written Communication

Verbal Communication

The Grapevine

Nonverbal Cues

Electronic Media

Written Communication

Verbal Communication

The Grapevine

Nonverbal Cues

Electronic Media

Understanding communication: various methods


FilteringFiltering

EmotionsEmotions

SelectiveSelectivePerceptionPerception

InformationInformationOverloadOverload

ApprehensionApprehension

LanguageLanguage

Communication BarriersCommunication Barriers

Understanding communication : the barriers


Overcoming Overcoming Communication BarriersCommunication Barriers

• Constrain emotions

• Watch nonverbal cues

• Use feedback

• Simplify language

• Listen actively

Understanding communication: the barriers


ContemporaryContemporaryCommunication IssuesCommunication Issues

ContemporaryContemporaryCommunication IssuesCommunication Issues

Communication Communication

between Men between Men

and Womenand Women

Communication Communication

between Men between Men

and Womenand Women


in the Globalin the Global

VillageVillage


in the Globalin the Global

VillageVillage

Understanding communication: other issues


Active Listening Skills

Active Listening Skills

AcceptanceAcceptanceAcceptanceAcceptanceResponsibilityResponsibilityResponsibilityResponsibility

IntensityIntensityIntensityIntensity EmpathyEmpathyEmpathyEmpathy

Interpersonal skills: Active listening


Listening EffectivelyListening Effectively• Make eye contact.• Exhibit affirmative nods and

appropriate facial expressions.• Avoid distracting actions or gestures

that suggest boredom.• Ask questions.• Paraphrase using your own words.• Avoid interrupting the speaker.• Don‘t over-talk.• Make smooth transitions between the

roles of speaker and listener

Management skills: Effective listening


EffectiveEffectiveFeedbackFeedbackEffectiveEffectiveFeedbackFeedback

ProvideProvideTimelyTimely

FeedbackFeedback

ProvideProvideTimelyTimely

FeedbackFeedback

KeepKeepFeedbackFeedback

ImpersonalImpersonal

KeepKeepFeedbackFeedback

ImpersonalImpersonal

Focus on What Focus on What the Receiverthe ReceiverCan ControlCan Control

Focus on What Focus on What the Receiverthe ReceiverCan ControlCan Control

Focus onFocus onSpecificSpecific

BehaviorsBehaviors

Focus onFocus onSpecificSpecific

BehaviorsBehaviors

StayStayGoal-Goal-

OrientedOriented

StayStayGoal-Goal-

OrientedOriented

EnsureEnsureUnderstandingUnderstanding

EnsureEnsureUnderstandingUnderstanding

Interpersonal skills: Effective feedback

Fundamentals of Management: 12-14

Concept of DelegationConcept of Delegation

Authority

TopManagers

MiddleManagers

First-LineManagers

Operatives

Effective delegation pushes authority downvertically through the ranks of an organization.

Effective delegation pushes authority downvertically through the ranks of an organization.

Interpersonal skills: Effective delegating


Delegation Delegation Contingency Factors Contingency Factors

• Size of the organization

• Importance of the duty or decision

• Complexity of the task

• Culture of the organization

• Qualities of employees

• Size of the organization

• Importance of the duty or decision

• Complexity of the task

• Culture of the organization

• Qualities of employees



Delegating EffectivelyDelegating Effectively

• Clarify the assignment

• Specify the range of discretion

• Encourage participation

• Inform others

• Establish feedback channels



Three ViewsThree Viewsof Conflictof Conflict

TraditionalTraditionalHumanHumanRelationsRelations

InteractionistInteractionist

Interpersonal skills: Conflict management


Sources ofConflict

Sources ofConflict

CommunicationDifferences

CommunicationDifferences

StructuralDifferencesStructural

Differences

PersonalDifferences

PersonalDifferences



ForcingForcing CollaborationCollaboration

AccommodationAccommodationAvoidanceAvoidance

Cooperativeness

High

Low

As

ser

tiv

en

ess

Conflict-handling StylesConflict-handling Styles


High

Compromise


Conflict and Unit PerformanceConflict and Unit PerformanceU

nit

P

erfo

rman

ce

High

Low Level of Conflict High

A B C

Situation

A

B

C

Conflict Level Conflict Type Internal Characteristics Outcomes

Low or none

Optimal

High

Dysfunctional

Functional

Dysfunctional

Apathetic, stagnant

Viable, innovative

Disruptive, chaotic

Low

High

Low



When to Stimulate ConflictWhen 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?



How to Stimulate ConflictHow to Stimulate Conflict

• Legitimize conflict

• Use communication

• Bring in outsiders

• Use structural variables

• Appoint a “devil’s advocate”



ImportanceImportanceImportanceImportanceUncertaintyUncertaintyUncertaintyUncertainty

What Is Stress?What Is Stress?What Is Stress?What Is Stress?

DemandsDemandsDemandsDemandsConstraintsConstraintsConstraintsConstraints

Interpersonal skills: Stress management (see Chap 7 p240)


OrganizationalOrganizational

Stress FactorsStress Factors

OrganizationalOrganizational

Stress FactorsStress Factors

Task DemandsTask DemandsTask DemandsTask Demands

Role DemandsRole DemandsRole DemandsRole Demands

Interpersonal DemandsInterpersonal DemandsInterpersonal DemandsInterpersonal Demands

Structural DimensionsStructural DimensionsStructural DimensionsStructural Dimensions

Leadership TechniquesLeadership TechniquesLeadership TechniquesLeadership Techniques



Personal StressPersonal StressFactorsFactors

FamilyFamilyFamilyFamily EconomicEconomicEconomicEconomicPersonalityPersonalityPersonalityPersonality



PhysiologicalPhysiological

PsychologicalPsychological

BehavioralBehavioral

Stress

Three General Symptoms

Stress

Three General Symptoms



Stress ManagementStress Management

• Selection and placement

• Job redesign

• Participation

• Wellness programs

• Employee assistance



• 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

IntegrativeBargaining

DistributiveBargaining

BargainingCharacteristics

The Two Types ofThe Two Types ofNegotiating StrategiesNegotiating Strategies

Interpersonal skills: Negotiation


The Bargaining Zone

Party A’sParty A’sAspirationAspiration

RangeRange

Party A’sParty A’sAspirationAspiration

RangeRangeSettlementSettlement

RangeRange

Party B’sParty B’sAspirationAspiration

RangeRange

Party B’sParty B’sAspirationAspiration

RangeRange

Party A’sTarget Point

Party B’sResistance

Point

Party A’sResistance

Point

Party B’sTarget Point

Interpersonal skills: Negotiation


Developing Negotiation Developing Negotiation SkillsSkills

• Research your opponent

• Begin in a positive way

• Address problems, not people

• Ignore initial offers

• Seek win-win solutions

• Consider third-party assistance

Management skills: Negotiation


Making Effective PresentationsMaking Effective Presentations

• Prepare for the presentation

• Make opening comments

• Make your points

• End the presentation

• Answer questions

Interpersonal skills: Presentation


• Importance of communication to managers

• Communication process

• Overcome communication barriers

• Active listening techniques

• How to give effective feedback

Chapter SummaryChapter Summary


Chapter SummaryChapter Summary

• Contingency factors that affect delegation

• How to delegate effectively

• Steps in analyzing and resolving conflict

• Reasons managers to stimulate conflict

• Distributive vs. integrative bargaining

2006060204360662 communication and interpretation

Documents

effective feedback chapter

effective delegating

process chapter

barriers chapter

issues chapter

active listening chapter

listenermanagement skills

negative feedback