communication and interpersonal skill l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Communication and Interpersonal Skill PowerPoint Presentation
Download Presentation
Communication and Interpersonal Skill

Loading in 2 Seconds...

play fullscreen
1 / 22

Communication and Interpersonal Skill - PowerPoint PPT Presentation


  • 157 Views
  • Uploaded on

Communication and Interpersonal Skill. Learning Outcomes. Learn why communication is important to managers Describe the communication process Learn to overcome communication barriers Identify active listening techniques Learn how to give effective feedback. Learning Outcomes.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Communication and Interpersonal Skill' - Audrey


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
learning outcomes
Learning Outcomes
  • Learn why communication is important to managers
  • Describe the communication process
  • Learn to overcome communication barriers
  • Identify active listening techniques
  • Learn how to give effective feedback

Chapter 12

learning outcomes3
Learning Outcomes
  • Describe contingency factors that affect delegation
  • Learn how to delegate
  • Learn how to analyze and resolve conflict
  • Explain why managers stimulate conflict
  • Compare distributive and integrative bargaining

Chapter 12

the communication process
The Communication Process

Encoding

Channel

Decoding

Message

Message

Sender

Receiver

Noise

Feedback

Chapter 12

slide5

Communication Issues

Written Communication

Verbal Communication

The Grapevine

Nonverbal Cues

Electronic Media

Chapter 12

slide6

Communication Barriers

Filtering

Selective

Perception

Apprehension

Information

Overload

Language

Emotions

Chapter 12

overcoming communication barriers
Overcoming Communication Barriers
  • Constrain emotions
  • Watch nonverbal cues
  • Use feedback
  • Simplify language
  • Listen actively

Chapter 12

slide8

ContemporaryCommunication Issues

Communication

between Men

and Women

Communication

in the Global

Village

Chapter 12

slide9

Intensity

Empathy

Active

Listening Skills

Responsibility

Acceptance

Chapter 12

slide10

Focus on

Specific

Behaviors

Keep

Feedback

Impersonal

Effective

Feedback

Stay

Goal-

Oriented

Provide

Timely

Feedback

Ensure

Understanding

Focus on What

the Receiver

Can Control

Chapter 12

delegation contingency factors
Delegation Contingency Factors
  • Size of the organization
  • Importance of the duty or decision
  • Complexity of the task
  • Culture of the organization
  • Qualities of employees

Chapter 12

delegating effectively
Delegating Effectively
  • Clarify the assignment
  • Specify the range of discretion
  • Encourage participation
  • Inform others
  • Establish feedback channels

Chapter 12

slide13

Three Views

of Conflict

Human

Relations

Traditional

Interactionist

Chapter 12

conflict and unit performance

High

Unit Performance

A

B

C

Low

High

Level of Conflict

Situation

Conflict Level

Conflict Type

Internal Characteristics

Outcomes

A

B

C

Low or none

Optimal

High

Dysfunctional

Functional

Dysfunctional

Apathetic, stagnant

Viable, innovative

Disruptive, chaotic

Low

High

Low

Conflict and Unit Performance

Chapter 12

slide15

Avoidance

Conflict

Management

Accommodation

Forcing

Compromise

Collaboration

Chapter 12

slide16

Communication

Differences

Sources of

Conflict

Structural

Differences

Personal

Differences

Chapter 12

when to stimulate conflict
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?

Chapter 12

stimulating conflict
Stimulating Conflict
  • Legitimize conflict
  • Use communication
  • Bring in outsiders
  • Use structural variables
  • Appoint a “devil’s advocate”

Chapter 12

the two types of negotiating strategies
The Two Types ofNegotiating Strategies

Bargaining

Characteristics

Distributive

Bargaining

Integrative

Bargaining

  • Available Resources
  • Primary Motivations
  • Primary Interests
  • Focus of Relationships
  • Fixed Amount
  • I Win, You Lose
  • Opposed
  • Short-Term
  • Variable Amount
  • I Win, You Win
  • Congruent
  • Long-Term

Chapter 12

the bargaining zone

Party A’s

Aspiration

Range

Party B’s

Aspiration

Range

Settlement

Range

Party B’s

Resistance Point

Party A’s

Resistance Point

Party A’s

Target Point

Party B’s

Target Point

The Bargaining Zone

Chapter 12

developing negotiation skills
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

Chapter 12

making effective presentations
Making Effective Presentations
  • Prepare for the presentation
  • Make opening comments
  • Make your points
  • End the presentation
  • Answer questions

Chapter 12