Introduction to management 13th schemerhorn bachrach chapter 18

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 Describe the elements in the communication process.

 Identify ways to improve the effectiveness of communication.

 Discuss how conflict can be functional and managed successfully.

 Explain ways to negotiate successfully and avoid negotiation pitfalls.

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2 Improving Collaboration Through Communication

a) Transparency and openness

b) Use of electronic media

c) Active listening

d) Constructive feedback

e) Space design

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3. Managing Conflict

4. Managing Negotiation

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The Communication Process

 Communication

 Key elements of the communication process:

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Effective communication:

 Effective communication

 Efficient communication

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

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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

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Persuasion and credibility in communication

 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

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Communication Barrier:

 Information filtering

 Poor choice of channels

 Poor written or oral expression

 Failure to recognize nonverbal signals

 Physical distractions

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Figure 18.2 Downsides of noise, shown as anything that interferes with the effectiveness of the communication process

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Information filtering

 Intentional distortion to make it more favorable to the recipient

 Subordinates may hide unfavorable news from the manager or make it sound

better than it really is

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Poor choice of channels

 Choose the channel that works best

 Written channels work for messages that:

 Spoken channels work best for messages that:

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Poor written or oral expression

 Communication only effective when the sender expresses the message in a way

understood by receiver

 Chose words wisely

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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 person’s words and nonverbal signals

communicate different things

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Overloads and distractions

 Availability and abundance of electronic communications and social media can

make it hard to communicate well

 Some statistics:

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Cross-cultural communication

 Global economy frequently creates the need to communicate with colleagues

in other countries with different cultures

 Ethnocentrism

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Effective communication is necessary for successful collaboration

 Transparency and openness

 Use of electronic media

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Improving Collaboration Through Communication

Transparency and openness

 Communication transparency involves sharing honest and complete

information about the organization and workplace

 Open book management

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Using electronic media

 Information technologies facilitate communication

 The electronic grapevine speeds messages and information from person to

person

 E-mail privacy

 Employer’s policy on personal e-mail

 Don’t assume that e-mail privacy

exists at work

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 Active listening

 The process of taking action to help someone say exactly what he or she really

means

 Guidelines for active listening:

 Listen for message content

 Listen for feelings

 Respond to feelings



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 Feedback

situation in general (evaluative, interpretive, descriptive)

 Constructive feedback guidelines:

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Space design

 Proxemics is the study of how we use 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

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Conflict

 A disagreement between people on:

rewards, policies and procedures, and job assignments

well as personality clashes

 Conflict that is well managed can help promote creativity and high performance

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Managing 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

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 Conflict resolution is the removal of the substantial and emotional

reasons for a conflict

 People’s conflict management styles are different

 Cooperativeness is the desire to satisfy the other party’s needs and concerns

 Assertiveness is the desire to satisfy one’s own needs and concerns

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 Cooperative and assertive

 Uncooperative and assertive

 Moderately cooperative and assertive

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Conflict management styles:

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Structural ways to manage conflict:

 Make resources available

 Appeal to higher goals

 Change the people

 Change the environment

 Use integrating devices

 Provide training

 Change reward systems

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Integrative devices for managing conflicts:

 Using liaison personnel, special task forces, cross-functional teams, or a matrix

organization

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 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 collaboration skills

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Managing Negotiation

Negotiation goals and approaches:

 Concerned with outcomes

 Tied to the “content” issues of negotiation

 Concerned with processes

 Tied to the way people work together

 Issues of substance are resolved

 Working relationships are maintained or improved

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Criteria for effective negotiation:

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Types of negotiation:

 Distributive negotiation

 Principled (or integrative) negotiation

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Rules for 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 be based on some objective standard

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Figure 18.5 The bargaining zone in classic two-party negotiation

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 Bargaining zone

 Common negotiation pitfalls:

 Falling prey to the myth of the “fixed pie”

 Nonrational escalation of conflict

 Overconfidence and ignoring other’s needs

 Too much “telling” and too little “hearing ”

 Premature cultural comfort

 Trap of ethical misconduct

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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

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Third-party dispute resolution

 Mediation

parties and keep them focused on relevant issues

 Arbitration

disputes

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