Chapter 3 Communication and Interpersonal Skills

FOM 3.1

Understanding Communication

Importance of effective communication cannot be overemphasized Everything a manager does is about communication Managers need effective communication skills

FOM 3.2

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

FOM 3.3

The Communication Process

Message Medium

(Exhibit 3-1) Receiver

Encoding

Decoding

Noise
Sender Feedback Message

FOM 3.7

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 3.5

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 3.6

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 3.7

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 3.8

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 3.9

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 persons gender National Culture - cultural values affect
the way people communicate

FOM 3.10

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 3.11

Overcoming Communication Barriers (continued)

Constrain emotions - stop communicating until composure has been restored Emphasize non-verbal cues - ensure that actions align with words

FOM 3.12

Communications and Information Technology

Information technology has changed organizational communication Communications among organizational members are no longer constrained by geography or time

FOM 3.13

Networked Communications

Linking computers through compatible hardware and software E-mail provides instantaneous transmission of written messages Instant messaging (IM) is interactive realtime communication Voice-mail digitizes a spoken message
(continued)

FOM 3.14

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 3.15

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 3.16

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 3.17

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 3.18

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

FOM 3.19

Active Listening Behaviours

Avoid interrupting the speaker

Be empathetic

Make eye contact

Dont overtalk

Active Listening

Paraphrase

Avoid distracting actions or gestures

Ask questions

Exhibit affirmative head nods and appropriate facial expressions

FOM 3.16

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 3.21

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 3.22

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 3.23

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 3.24

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 3.25

Conflict Management (continued)

Is a struggle or contest Can be functional or dysfunctional Happens whenever people work, play or live together

FOM 3.26

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 3.27

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
FOM 3.28

Presentation Skills

Prepare Opening comments Points Conclusion Questions

FOM 3.29