Ch17.ppt

PowerPoint Presentation
to Accompany Chapter 17 of
Management Fundamentals
Canadian Edition
Schermerhorn  Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.

Management Fundamentals - Chapter 17 2
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?

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.

Figure 17.1 The interactive two-way
process of interpersonal 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.

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.

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.

process?
Sources of noise in communication:
– Poor choice of channels.
– Poor written or oral expression.
– Failure to recognize nonverbal signals.
– Physical distractions.
– Status effects.

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.

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.
– Don’t bet on the Internet.
– Be professional.

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 person’s words and
nonverbal signals communicate different things.
– The growing use of communication technologies causes
important nonverbal communication to be lost.

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.

process?
 Status effects.
– Occur when an organization’s 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.”

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.

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.
– Don’t respond too quickly; be patient.
– Don’t get mad; hold your temper.
– Go easy on argument and criticism.
– Ask questions.
– Stop talking.

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.

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.

Figure 17.2 Channel richness and the use
of communication media.

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.

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.

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.
– Employer’s policy on personal e-mail.
– Don’t assume that e-mail privacy exists at work..

be improved?
 Valuing culture and diversity.
– Ethnocentrism is the tendency to consider one’s
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.

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.

Figure 17.3 Perception and
communication.

 Perception and attribution.
– Attribution
• The process of developing explanations for events.
– Fundamental attribution error
• Occurs when observers blame another’s 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.

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.

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 one’s existing
beliefs, values, or needs.
– Projection.
• The assignment of personal attributes to other
individuals.

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.

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.

Figure 17.4 The relationship between
conflict and performance.

with conflict?
Causes of conflict:
– Role ambiguities.
– Resource scarcities.
– Task interdependencies.
– Competing objectives.
– Structural differentiation.
– Unresolved prior conflicts.

with conflict?
Structural approaches for resolving
conflicts:
– Appealing to superordinate goals.
– Making more resources available.
– Changing the people.
– Altering the physical environment.

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.

with conflict?
 People’s conflict management styles reflect
different combinations of cooperative and
assertive behavior.
– 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.

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.

Figure 17.5 Alternative conflict
management styles.

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.

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.

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.

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.

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.

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.

Figure 17.6 The bargaining zone in
classic two-party negotiation.

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.”

 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.

 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.

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.

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.

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