FOM 3.1

Chapter 3Communication and Interpersonal Skills

FOM 3.2

Understanding Communication Importance of effective communication

cannot be overemphasized Everything a manager does is about

communication Managers need effective

communication skills

FOM 3.3

What is Communication? It is the transfer and understanding of

meaning To be successful, the meaning of what a

person wants to convey must be understood

The Communication Process (Exhibit 3-1)

Sender

Message Medium Receiver

EncodingNoise

Feedback

Message

Decoding

FOM 3.7

FOM 3.5

Written vs. Verbal Communication Written communication is tangible,

verifiable, and more permanent Both sender and receiver have a record

of the communication Writing takes more time than talking It is easier in verbal communication to

receive feedback

FOM 3.6

The Grapevine Unofficial way that communications take

place in an organization Typically, it is neither authorized nor

supported by the organization It is questionable whether the

information transmitted through the grapevine is accurate

FOM 3.7

Non-Verbal Communication Body language--gestures, facial

configurations, and other movements of the body

Verbal intonation--emphasis some gives to words or phrases

Approximately 65%-90% of message transmitted face-to-face is interpreted through body language

FOM 3.8

Barriers to Effective Communication Filtering - the deliberate manipulation

of information to make it appear more favorable to the receiver

Selective Perception - what people see and hear influenced by their attitudes, background, and experience

(continued)

FOM 3.9

Barriers to Effective Communication (continued) Information Overload - information

available exceeds processing capacity

Emotions - interpretation of a message affected by the way the receiver feels

(continued)

FOM 3.10

Barriers to Effective Communication (continued) Language - meaning of words differs

among people with diverse backgrounds jargon - specialized terminology used by a group

Gender - interpretation of a message affected by a person’s gender

National Culture - cultural values affect the way people communicate

FOM 3.11

Overcoming Communication Barriers Use Feedback - ask a set of questions

about a message to determine whether it was understood as intended

Simplify Language - tailor the language to the audience for whom the message is intended

Listen Actively - listen for full meaning(continued)

FOM 3.12

Overcoming Communication Barriers (continued) Constrain emotions - stop

communicating until composure has been restored

Emphasize non-verbal cues - ensure that actions align with words

FOM 3.13

Communications and Information Technology Information technology has changed

organizational communication Communications among organizational

members are no longer constrained by geography or time

FOM 3.14

Networked Communications Linking computers through compatible

hardware and software E-mail provides instantaneous

transmission of written messages Instant messaging (IM) is interactive real-

time communication Voice-mail digitizes a spoken message

(continued)

FOM 3.15

Networked Communications (continued)

Fax allows transmission of documents containing both text and graphics over ordinary telephone lines

Electronic data interchange (EDI) permits the exchange of standard business transaction documents

Teleconferencing permits simultaneous conferral using telephone or e-mail group communications software

(continued)

FOM 3.16

Networked Communications (continued)

Intranet is Internet technology that links organizational employees

Extranet is Internet technology that links an organization with customers and suppliers

Internet-based voice communication allows users to talk with each other

FOM 3.17

Wireless Communications Relies on signals sent through air or

space without any physical connection Wireless devices include smart phones,

notebook computers and other pocket devices

Employees no longer need to be at their desks to communicate

FOM 3.18

Knowledge Management and Communications Knowledge is an important resource Managers must deliberately manage

that base of knowledge Knowledge management involves

cultivating a learning culture Organizational members systematically

gather knowledge and share with others

FOM 3.19

Developing Interpersonal Skills Interpersonal skills for managers are critical Approximately half of all managers have

some type of difficulty in dealing with people Managers ultimately get things done

through other people and therefore managerial effectiveness is linked directly to leadership, communication and other interpersonal skills

Active Listening Behaviours

ParaphraseDon’t overtalk

Be empathetic Make eye contact

Exhibit affirmativehead nods and

appropriatefacial expressions

ActiveListening

Avoid distractingactions orgestures

Avoid interruptingthe speaker

Ask questions

FOM 3.16FOM 3.16

FOM 3.21

Feedback Skills Positive feedback is likely to be responded

to quickly and enthusiastically Negative feedback is often treated

defensively Negative feedback is often avoided,

delayed, or distorted

FOM 3.22

Giving Effective Feedback Focus on specific behaviours Keep feedback impersonal Keep feedback goal oriented Make feedback well timed Ensure understanding Direct negative feedback toward behaviour

that the receiver can control

FOM 3.23

Empowerment Skills Employees and teams making key decisions

which affect their work Two forces are driving increased use of

empowerment: Quick decisions needed by those most

knowledgeable about issue Downsizing has left managers with large spans of

control Empowerment requires delegation

FOM 3.24

Effective Delegation Clarify why you are delegating Specify boundaries Set up support mechanisms Give employees space to make mistakes Inform others that delegation has occurred Establish feedback channels Keep practising

FOM 3.25

Conflict Management Conflict must be PERCEIVED to exist Exists when one person (party) PERCEIVES

that another person (party) has deliberately blocked (or about to block) their goals

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about (continued)

FOM 3.26

Conflict Management (continued) Is a struggle or contest Can be functional or dysfunctional Happens whenever people work, play

or live together

FOM 3.27

Stimulating Conflict Are you surrounded by “yes” people? Are people afraid to admit not knowing? Do managers believe it is important to “keep

the peace”? Do employees resist change? Is there a lack of new ideas? Do managers place so much emphasis on

reaching a compromise that they lose sight of the longer-term?

FOM 3.28

Effective Negotiation Skills

Research the other party Begin with a positive overture Address problems Little attention to first offers Focus on win-win Be open to accepting help from others

FOM 3.29

Presentation Skills

Prepare Opening comments Points Conclusion Questions