PowerPoint Presentation to Accompany Chapter 17 of

Management
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy Adapted by: Lynda Anstett & Lorie Guest Published by: John Wiley & Sons Canada, Ltd.

Planning Ahead Chapter 17 Study Questions

What is the communication process?
How can communication be improved? How does perception influence communication? How can we deal positively with conflict? How can we negotiate successful agreements?

Management - Chapter 17

Study Question 1: What is the communication process?

Communication. An interpersonal process of sending and receiving symbols with messages attached to them. Key elements of the communication process: Sender. Message. Communication channel. Receiver. Interpreted meaning. Feedback.
Management - Chapter 17 3

Figure 17.1 The interactive two-way

process of interpersonal communication.

Management - Chapter 17

Study Question 1: What is the communication process?

Effective and efficient communication: Effective communication
Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver.

Efficient communication
Occurs at a minimum resource cost.

Potential trade-offs between effectiveness and efficiency must be recognized.

Management - Chapter 17 5

Study Question 1: What is the communication process?

Persuasion and credibility in communication.
Communication is used for sharing information

and influencing other people.

Persuasion is getting someone else to support

the message being presented.

Horizontal structures and empowerment are

important contexts for persuasion.

Management - Chapter 17 6

Study Question 1: What is the communication process?

Persuasion and credibility in communication

(cont.). Expert power and referent power are essential for persuasion. Credibility involves trust, respect, and integrity in the eyes of others. Credibility can be built through expertise and relationships.
Management - Chapter 17 7

Study Question 1: What is the communication process?

Sources of noise in communication:
Poor choice of channels. Poor written or oral expression. Failure to recognize nonverbal signals. Physical distractions. Status effects.
Management - Chapter 17 8

Study Question 1: What is the communication process?

Poor choice of channels. Choose the channel that works best. Written channels work for messages that:
Are simple and easy to convey. Require extensive dissemination quickly. Convey formal policy or authoritative directives.

Spoken channels work best for messages that:

Are complex or difficult to convey where immediate feedback is needed. Attempt to create a supportive, even inspirational, climate.
Management Fundamentals - Chapter 17 9

Study Question 1: What is the communication process?

Guidelines for making oral presentations: Be prepared. Set the right tone. Sequence points. Support your points. Accent the presentation. Add the right amount of polish. Check your technology. Dont bet on the Internet. Be professional.
Management - Chapter 17 10

Study Question 1: What is the communication process?

Failure to recognize nonverbal signals.
Nonverbal communication takes place through gestures, facial expressions, body posture, eye contact, and use of interpersonal space. Mixed messages occur when a persons words and nonverbal signals communicate different things.

The growing use of communication technologies causes important nonverbal communication to be lost.
Management - Chapter 17 11

Study Question 1: What is the communication process?

Physical distractions.
Include interruptions from telephone calls, drop-in visitors, a lack of privacy, etc. Can interfere with the effectiveness of a communication attempt. Can be avoided or at least minimized through proper planning.
Management - Chapter 17 12

Study Question 1: What is the communication process?

Status effects.
Occur when an organizations hierarchy of authority creates a barrier to effective communication. Status effects include:
Filtering the intentional distortion of information to make it appear favorable to the recipient. Subordinates acting as yes men.
Management - Chapter 17 13

Study Question 2: How can communication be improved?

Active listening. The process of taking action to help someone say exactly what he or she really means.
Rules for active listening: Listen for message content. Listen for feelings. Respond to feelings. Note all cues, verbal and nonverbal. Paraphrase and restate.
Management - Chapter 17 14

Study Question 2: How can communication be improved?

Ten steps for good listening: Stop talking. Put the other person at ease. Show that you want to listen. Remove any potential distractions. Empathize with the other person. Dont respond too quickly; be patient. Dont get mad; hold your temper. Go easy on argument and criticism. Ask questions. Stop talking.
Management - Chapter 17 15

Study Question 2: How can communication be improved?

Feedback. The process of telling others how you feel about something they did or said, or about the situation in general. Constructive feedback guidelines: Give it directly. Make it specific. Give it when the receiver is willing/able to accept it. Make sure it is valid. Give it in small doses.
Management - Chapter 17 16

Study Question 2: How can communication be improved?

Use of communication channels. Channel richness is the capacity of a communication channel to carry information in an effective manner.
Low channel richness is impersonal, one-way, and fast. High channel richness is personal, two-way, and slow.

Managers need to choose a channel with the appropriate richness for the communication.
Management - Chapter 17 17

Figure 17.2 Channel richness and the use

of communication media.

Management - Chapter 17

18

Study Question 2: How can communication be improved?

Ways to keep communication channels open

through interactive management.

Management by wandering around (MBWA).

Open office hours.

Regular employee group meetings. Computer-mediated meetings and video conferences.

Employee advisory councils.

Communication consultants. 360-degree feedback.
Management - Chapter 17 19

Study Question 2: How can communication be improved?

Proxemics and space design. Proxemics is the use of interpersonal space. Interpersonal space is an important nonverbal cue. Workspace layout is often overlooked as a form of nonverbal communication but is being increasingly recognized for its impact on communication and behavior.
Management - Chapter 17 20

Study Question 2: How can communication be improved?

Technology utilization. Information technologies facilitate communication. The electronic grapevine speeds messages and information from person to person.
Functional if information is accurate and useful. Dysfunctional if information is false, distorted, or based on rumor.

E-mail privacy. Employers policy on personal e-mail. Dont assume that e-mail privacy exists at work..
Management - Chapter 17 21

Study Question 2: How can communication be improved?

Valuing culture and diversity. Ethnocentrism is the tendency to consider ones culture superior to any and all others. Ethnocentrism can cause people to:
Not listen to others. Address or speak to others in ways that alienate them. Use inappropriate stereotypes in dealing with someone from another culture.
Management - Chapter 17 22

Study Question 3: How does perception influence communication?

Perception.
The process through which people receive and interpret information from the environment. People can perceive the same things or situations differently. People behave on the basis of their perceptions.
Management - Chapter 17 23

Figure 17.3 Perception and

communication.

Management - Chapter 17

24

Study Question 3: How does perception influence communication?

Perception and attribution.
Attribution
The process of developing explanations for events.

Fundamental attribution error

Occurs when observers blame anothers performance failures or problems on internal factors rather than external factors.

Self-serving bias
Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors.
Management - Chapter 17 25

Study Question 3: How does perception influence communication?

Perceptual tendencies and distortions: Stereotypes.
Occur when someone is identified with a group or category, and then oversimplified attributes associated with the group or category are used to describe the individual.

Halo effects.
Occur when one attribute is used to develop an overall impression of a person or situation.
Management - Chapter 17 26

Study Question 3: How does perception influence communication?

Perceptual tendencies and distortions

(cont.):
Selective perception.
The tendency to single out for attention those aspects of a situation or attributes of a person that reinforce or appear consistent with ones existing beliefs, values, or needs.

Projection.
The assignment of personal attributes to other individuals.
Management - Chapter 17 27

Study Question 4: How can we deal positively with conflict?

Conflict. A disagreement between people on:
Substantive issues regarding goals and tasks,

allocation of resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes.

Conflict that is well managed can help promote creativity and high performance.
Management - Chapter 17 28

Study Question 4: How can we deal positively with conflict?

Functional conflict. Moderately intense conflict. Constructive and stimulates people toward greater work efforts, cooperation, and creativity.
Dysfunctional conflict. Low-intensity and very high-intensity conflict. Destructive and hurts task performance.
Management - Chapter 17 29

Figure 17.4 The relationship between

conflict and performance.

Management - Chapter 17

30

Study Question 4: How can we deal positively with conflict?

Causes of conflict:
Role ambiguities. Resource scarcities.

Task interdependencies.
Competing objectives. Structural differentiation. Unresolved prior conflicts.
Management - Chapter 17 31

Study Question 4: How can we deal positively with conflict?

Structural approaches for resolving

conflicts:
Appealing to superordinate goals. Making more resources available. Changing the people. Altering the physical environment.
Management - Chapter 17 32

Study Question 4: How can we deal positively with conflict?

Integrative devices for resolving conflicts:
Using liaison personnel, special task forces, cross-functional teams, or a matrix organization. Changing reward systems. Changing policies and procedures. Training in interpersonal skills.
Management - Chapter 17 33

Study Question 4: How can we deal positively with conflict?

Peoples conflict management styles reflect

different combinations of cooperative and assertive behavior.

Cooperativeness is the desire to satisfy the other partys needs and concerns.
Assertiveness is the desire to satisfy ones own needs and concerns.
Management - Chapter 17 34

Study Question 4: How can we deal positively with conflict?

Conflict management styles: Avoidance (withdrawal).
Uncooperative and unassertive.

Accommodation (smoothing).
Cooperative and assertive.

Competition (authoritative command).

Uncooperative and assertive.

Compromise.
Moderately cooperative and assertive.

Collaboration (problem solving).

Cooperative and assertive.
Management - Chapter 17 35

Figure 17.5 Alternative conflict

management styles.

Management - Chapter 17

36

Study Question 4: How can we deal positively with conflict?

Conflict management styles:
Lose-lose conflict.
Management by avoidance or accommodation.

Win-lose conflict.
Management by competition and compromise.

Win-win conflict.
Management by collaboration.
Management - Chapter 17 37

Study Question 5: How can we negotiate successful agreements?

Negotiation is the process of making joint

decisions when the parties involved have different preferences.

All negotiation situations are susceptible to

conflict and require exceptional communication and interpersonal skills.

Management - Chapter 17 38

Study Question 5: How can we negotiate successful agreements?

Negotiation goals and approaches: Substance goals.
Concerned with outcomes. Tied to the content issues of negotiation.

Relationship goals.
Concerned with processes. Tied to the way people work together.

Effective negotiations occur when

Issues of substance are resolved. Working relationships are maintained or improved.
Management - Chapter 17 39

Study Question 5: How can we negotiate successful agreements?

Criteria for effective negotiation: Quality.
Negotiating a wise agreement that is truly satisfactory to all sides.

Cost.
Negotiating efficiently, using minimum resources and time.

Harmony.
Negotiating in a way that fosters interpersonal relationships.
Management - Chapter 17 40

Study Question 5: How can we negotiate successful agreements?

Types of negotiation: Distributive negotiation

Focuses on claims made by each party. Leads to win-lose outcomes.

Principled (or integrative) negotiation

Goal is to base the outcome on the merits of individual claims. Leads to win-win outcomes.
Management - Chapter 17 41

Study Question 5: How can we negotiate successful agreements?

Gaining integrative agreements: Separate the people from the problem. Focus on interests, not on positions. Generate many alternatives before deciding what to do. Insist that results are based on some objective standard.
Management - Chapter 17 42

Figure 17.6 The bargaining zone in

classic two-party negotiation.

Management - Chapter 17

43

Study Question 5: How can we negotiate successful agreements?

Common negotiation pitfalls: Falling prey to the myth of the fixed pie. Nonrational escalation of conflict. Overconfidence and ignoring others needs. Too much telling and too little hearing.
Management - Chapter 17 44

Study Question 5: How can we negotiate successful agreements?

Approaches to avoiding negotiation pitfalls: Mediation Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues. Arbitration Involves a neutral third party who acts as a judge and issues a binding decision.
Management - Chapter 17 45

Study Question 5: How can we negotiate successful agreements?

Approaches to dispute resolution when integrative

agreements cannot be achieved: Mediation.

Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues.

Arbitration.
Involves a neutral third party who acts as a judge and and issues a binding decision.
Management - Chapter 17 46

Study Question 5: How can we negotiate successful agreements?

Ethical issues in negotiation High ethical standards should be maintained. Profit motive and the competitive desire to win sometimes lead to unethical behavior. Unethical negotiating behavior can lead to short-term gains but long-term losses.
Management - Chapter 17 47

COPYRIGHT
Copyright 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.