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Effective communication
Effective communication When the intended message of the sender and the interpreted meaning of the receiver are one and the same. Efficient communication Occurs at minimum cost in terms of resources expended (for example time). Not always effective, but effective communication may not always be efficient.
John Wiley and Sons Australia
Spotlight on Email
E-mail has revolutionised the workplace replacing the hand or typewritten note and memo. Note telephone call, chat in corridor are transitory but an e-mail message is permanent. Leads to legal and other problems. Avoid sending potentially damaging or harassing e-mails and employees to use the net and e-mail for work only (Refer office romance emails video).
John Wiley and Sons Australia
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Perception
Perception: The process through which people receive, organise and interpret information from the environment.
Informal Communication
The grapevine: An informal communication network among people in an organisation. The two most common patterns are: The gossip chain (one person tells many). The cluster chain (many people tell a few). The grapevine is quick. It is almost impossible to control. While it is often perceived as more reliable than formal communication, research is mixed about its accuracy
John Wiley and Sons Australia
Informal Communication
Management by wandering around: an approach to communication that involves the manager literally wandering around and having spontaneous conversations with others. Related to this is communication received outside of the normal work setting.
Informal Communication
Peters and Waterman famous book: In Search of Excellence states: Successful companies: are vast networks of informal, open communications. The patterns and intensity cultivate the right peoples getting in contact with each other.
Interpersonal skills
Active Listening Conflict Management Disciplining Delegating
Consequences of conflict
Causes of conflict
Conflicts in organisations may arise due to: Role ambiguities Resource scarcities Competing objectives Structural differentiation Unresolved prior conflicts. Unless a conflict is fully resolved, it may remain latent in the situation as a lingering basis for future conflicts over the same or related matters.
John Wiley and Sons Australia
Negotiation
Negotiation The process of making joint decisions when the parties involved have different preferences. Distributive negotiation Focuses on winlose claims made by each party for certain preferred outcomes. Principled/integrative negotiation Uses a winwin orientation to reach solutions acceptable to each party.
John Wiley and Sons Australia
Cross-cultural negotiation
Negotiating in other countries can bring particular challenges traced to cultural differences, e.g.: Awareness of status differences Communication differences Relational differences The importance of time The effective manager is well prepared for such differences.
Disciplining
Influencing behaviour through reprimand: - Actions taken by a manager to enforce the organisations standards and regulations. - Hot Stove Rule: Discipline should immediately follow an infraction, provide ample warning, be consistent, and impersonal.
Delegating
Is the assignment to another person of authority and responsibility to carry out specific activities. What to delegate? Not all tasks can or should be delegated EASILY DELEGATED routine and non critical tasks DELEGATE AS NEEDED when there are higher priority tasks, during crisis etc CANNOT DELEGATE Your core job tasks
John Wiley and Sons Australia