Download Communication and Interpersonal Skill

Communication and
Interpersonal Skill
Fundamentals of Management: 12-1
Gao Junshan, UST Beijing
Where We Are
Part 1 Introduction
Chapter 8
Foundations of Individual and Group
Behavior
Part 2 Planning
Chapter
Chapter 99
Understanding
Understanding Team
Team work
work
Part 3 Organizing
Chapter 10
Motivating and rewarding Employees
Part 4 Leading
Chapter
Chapter 11
11
Leadership
Leadership and
and Trust
Trust
Part 5 Controlling
Chapter
Chapter 12
12
Communication
Communication and
and Interpersonal
Interpersonal Skills
Skills
Fundamentals of Management: 12-2
Gao Junshan, UST Beijing
Chapter Guide
• Understanding communication
– Communication process
– Communication channels
– Overcoming communication barriers
• Interpersonal skills
–
–
–
–
–
–
Effective feedback
Active listening
Effective delegating
Conflict management
Stress management
Negotiating and bargaining
Fundamentals of Management: 12-3
Gao Junshan, UST Beijing
Understanding communication: the process
Communication
• Communication is the transferring and
understanding meanings
• The best idea, or suggestions, or plans
cannot take form without communications
• Communication can take many forms:
– Oral vs. written
– Verbal vs.non-verbal
– Interpersonal vs. organizational
Fundamentals of Management: 12-4
Gao Junshan, UST Beijing
Understanding communication: the process
The Communication Process
Encoding
Channel
Decoding
Message
Message
Sender
Receiver
Noise
Feedback
Fundamentals of Management: 12-5
Gao Junshan, UST Beijing
Understanding communication: various methods
Communication Channels
Written Communication
Verbal Communication
The Grapevine
Nonverbal Cues
Electronic Media
Fundamentals of Management: 12-6
Gao Junshan, UST Beijing
Understanding communication : the barriers
Communication Barriers
Filtering
Selective
Perception
Apprehension
Information
Overload
Language
Emotions
Fundamentals of Management: 12-7
Gao Junshan, UST Beijing
Understanding communication: the barriers
Overcoming
Communication Barriers
• Constrain emotions
• Watch nonverbal cues
• Use feedback
• Simplify language
• Listen actively
Fundamentals of Management: 12-8
Gao Junshan, UST Beijing
Understanding communication: other issues
Contemporary
Communication Issues
Communication
between Men
and Women
Fundamentals of Management: 12-9
Communication
in the Global
Village
Gao Junshan, UST Beijing
Interpersonal skills: Active listening
Intensity
Empathy
Active
Listening Skills
Responsibility
Fundamentals of Management: 12-10
Acceptance
Gao Junshan, UST Beijing
Management skills: Effective listening
Listening Effectively
• Make eye contact.
• Exhibit affirmative nods and
appropriate facial expressions.
• Avoid distracting actions or gestures
that suggest boredom.
• Ask questions.
• Paraphrase using your own words.
• Avoid interrupting the speaker.
• Don‘t over-talk.
• Make smooth transitions between the
roles of speaker and listener
Fundamentals of Management: 12-11
Gao Junshan, UST Beijing
Interpersonal skills: Effective feedback
Focus on
Specific
Behaviors
Stay
GoalOriented
Keep
Feedback
Impersonal
Effective
Feedback
Ensure
Understanding
Fundamentals of Management: 12-12
Provide
Timely
Feedback
Focus on What
the Receiver
Can Control
Gao Junshan, UST Beijing
Interpersonal skills: Effective delegating
Concept of Delegation
Authority
Top
Managers
Middle
Managers
First-Line
Managers
Operatives
Effective delegation pushes authority down
vertically through the ranks of an organization.
Fundamentals of Management: 12-14
Interpersonal skills: Effective delegating
Delegation
Contingency Factors
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees
Fundamentals of Management: 12-15
Gao Junshan, UST Beijing
Interpersonal skills: Effective delegating
Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels
Fundamentals of Management: 12-16
Gao Junshan, UST Beijing
Interpersonal skills: Conflict management
Three Views
of Conflict
Human
Relations
Traditional
Interactionist
Fundamentals of Management: 12-17
Gao Junshan, UST Beijing
Interpersonal skills: Conflict management
Communication
Differences
Sources of
Conflict
Structural
Differences
Personal
Differences
Fundamentals of Management: 12-18
Gao Junshan, UST Beijing
Interpersonal skills: Conflict management
Conflict-handling Styles
High
Assertiveness
Forcing
Collaboration
Compromise
Avoidance
Accommodation
High
Low
Cooperativeness
Fundamentals of Management: 12-19
Gao Junshan, UST Beijing
Interpersonal skills: Conflict management
Conflict and Unit Performance
Unit Performance
High
A
B
Low
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
Fundamentals of Management: 12-20
Viable, innovative
Low
Gao Junshan, UST Beijing
Interpersonal skills: Conflict management
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?
Fundamentals of Management: 12-21
Gao Junshan, UST Beijing
Interpersonal skills: Conflict management
How to Stimulate Conflict
• Legitimize conflict
• Use communication
• Bring in outsiders
• Use structural variables
• Appoint a “devil’s advocate”
Fundamentals of Management: 12-22
Gao Junshan, UST Beijing
Interpersonal skills: Stress management (see Chap 7 p240)
Constraints
Demands
What Is Stress?
Uncertainty
Fundamentals of Management: 12-23
Importance
Gao Junshan, UST Beijing
Interpersonal skills: Stress management (see Chap 7 p241)
Task Demands
Role Demands
Interpersonal Demands
Organizational
Stress Factors
Structural Dimensions
Leadership Techniques
Fundamentals of Management: 12-24
Gao Junshan, UST Beijing
Interpersonal skills: Stress management (see Chap 7 p241)
Personal Stress
Factors
Family
Personality Economic
Fundamentals of Management: 12-25
Gao Junshan, UST Beijing
Interpersonal skills: Stress management (see Chap 7 p243)
Stress
Physiological
Psychological
Behavioral
Three General Symptoms
Fundamentals of Management: 12-26
Gao Junshan, UST Beijing
Interpersonal skills: Stress management (see Chap 7 p243)
Stress Management
• Selection and placement
• Job redesign
• Participation
• Wellness programs
• Employee assistance
Fundamentals of Management: 12-27
Gao Junshan, UST Beijing
Interpersonal skills: Negotiation
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
Fundamentals of Management: 12-28
Gao Junshan, UST Beijing
Interpersonal skills: Negotiation
The Bargaining Zone
Party A’s
Aspiration
Range
Party A’s
Target Point
Settlement
Party B’s
Resistance
Point
Fundamentals of Management: 12-29
Range
Party B’s
Aspiration
Range
Party A’s
Resistance
Point
Party B’s
Target Point
Gao Junshan, UST Beijing
Management skills: Negotiation
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
Fundamentals of Management: 12-30
Gao Junshan, UST Beijing
Interpersonal skills: Presentation
Making Effective Presentations
• Prepare for the presentation
• Make opening comments
• Make your points
• End the presentation
• Answer questions
Fundamentals of Management: 12-31
Gao Junshan, UST Beijing
Chapter Summary
• Importance of communication to managers
• Communication process
• Overcome communication barriers
• Active listening techniques
• How to give effective feedback
Fundamentals of Management: 12-32
Gao Junshan, UST Beijing
Chapter Summary
• Contingency factors that affect delegation
• How to delegate effectively
• Steps in analyzing and resolving conflict
• Reasons managers to stimulate conflict
• Distributive vs. integrative bargaining
Fundamentals of Management: 12-33
Gao Junshan, UST Beijing