Communication and
Interpersonal Skill
©Prentice Hall, 2001
Chapter 12
1
Learning Outcomes
• Learn why communication is important to
managers
• Describe the communication process
• Learn to overcome communication barriers
• Identify active listening techniques
• Learn how to give effective feedback
©Prentice Hall, 2001
Chapter 12
2
Learning Outcomes
• Describe contingency factors that affect
delegation
• Learn how to delegate
• Learn how to analyze and resolve conflict
• Explain why managers stimulate conflict
• Compare distributive and integrative
bargaining
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Chapter 12
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The Communication Process
Encoding
Channel
Decoding
Message
Message
Sender
Receiver
Noise
Feedback
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Communication Issues
Written Communication
Verbal Communication
The Grapevine
Nonverbal Cues
Electronic Media
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Chapter 12
5
Communication Barriers
Filtering
Selective
Perception
Apprehension
Information
Overload
Language
Emotions
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Chapter 12
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Overcoming
Communication Barriers
• Constrain emotions
• Watch nonverbal cues
• Use feedback
• Simplify language
• Listen actively
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Chapter 12
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Contemporary
Communication Issues
Communication
between Men
and Women
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Communication
in the Global
Village
Chapter 12
8
Intensity
Empathy
Active
Listening Skills
Responsibility
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Acceptance
Chapter 12
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Focus on
Specific
Behaviors
Stay
GoalOriented
Keep
Feedback
Impersonal
Effective
Feedback
Focus on What
the Receiver
Can Control
Ensure
Understanding
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Provide
Timely
Feedback
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Delegation
Contingency Factors
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees
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Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels
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Chapter 12
12
Three Views
of Conflict
Human
Relations
Traditional
Interactionist
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Chapter 12
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Conflict and Unit Performance
Unit Performance
High
A
Low
B
C
High
Level of Conflict
Situation Conflict Level Conflict Type Internal Characteristics Outcomes
A
Low or none
Dysfunctional Apathetic, stagnant
Low
B
Optimal
Functional
High
C
High
Dysfunctional Disruptive, chaotic
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Viable, innovative
Chapter 12
Low
14
Avoidance
Accommodation
Conflict
Forcing
Management
Compromise
Collaboration
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Chapter 12
15
Sources of
Conflict
Communication
Differences
Structural
Differences
Personal
Differences
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Chapter 12
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When 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?
©Prentice Hall, 2001
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Stimulating Conflict
• Legitimize conflict
• Use communication
• Bring in outsiders
• Use structural variables
• Appoint a “devil’s advocate”
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Chapter 12
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The Two Types of
Negotiating Strategies
Bargaining
Characteristics
Distributive
Bargaining
Integrative
Bargaining
• Available Resources
• Fixed Amount
• Variable Amount
• Primary Motivations
• I Win, You Lose
• I Win, You Win
• Primary Interests
• Opposed
• Congruent
• Focus of Relationships
• Short-Term
• Long-Term
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Chapter 12
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The Bargaining Zone
Party A’s
Aspiration
Range
Party A’s
Target Point
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Settlement
Range
Party B’s
Resistance
Point
Party B’s
Aspiration
Range
Party A’s
Resistance
Point
Chapter 12
Party B’s
Target Point
20
Developing Negotiation Skills
• Research your opponent
• Begin in a positive way
• Address problems, not people
• Ignore initial offers
• Seek win-win solutions
• Consider third-party assistance
©Prentice Hall, 2001
Chapter 12
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Making Effective Presentations
• Prepare for the presentation
• Make opening comments
• Make your points
• End the presentation
• Answer questions
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Chapter 12
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