Chapter 17 –

Communication and

Interpersonal Skills

By: Derek Heldman, Justin Karch

and Mitch Mckceown

Lets Start off with a GAME!

Vide

o (c

omm

unica

tion

Tips) Effective Communication

Skills & Tips Training Videohttp://www.youtube.com/watch?v=K15ca0n0ois

New

Wor

kpla

ce

Communication is an interpersonal

process of sending and receiving

symbols with messages attached to

them Work of managers and team leaders is

a highly interpersonal and

communication job No matter what position you have in

an organization, communication and

interpersonal skills are vital to a

person’s success As well as being able to communicate

personally, being able to communicate

via writing is a critical managerial skill

Communication helps managers

connect with their workers and help

create a more inspirational work

environment

Wha

t is e

ffect

ive

Com

mun

icatio

n?

Effective communication occurs when the intended

message by the sender is

fully understood and interpreted correctly

In many instances in the work place the intended message is not always received and is misunderstood Efficient communication

occurs at minimum cost in

terms of resources expended

Tele

phon

e Ga

me

on a

Big

ger S

cale

http://www.youtube.com/watch?v=wLIlkPNnxUI

Pers

uasio

n an

d Cr

edib

ility

Persuasion is presenting a message in a manner that causes the other person to support it

One of the most important forms of communication Credibility is trust,

respect, and integrity in the eyes of others

Earning credibility takes time

Com

mun

icatio

n Ch

anne

ls

Communication channel is

a medium through which the sender conveys a message to the receiver .

When choosing a communication channel, combinations of channels

are used to better connect

team members. EX. Written notes, typed documents, word of mouth, etc.

Non

– Ver

bal

Sign

als

Non – verbal communication

takes place through gestures

and body language Non – verbal communication is

very powerful when communicating, not only in a

work place but in everyday life

A mixed message results when

words communicate one message, while actions, body

language, or appearance communicate something else

http://www.youtube.com/watch

?v=2qsa66AqXTo

Phys

ical

Dist

ract

ions

Any number of physical distractions can affect the efficiency of a company. These

distractions can vary from; cell phone interruptions, drop – in visitors and lack of privacy.

Activ

e Lis

teni

ng

Active listening is the process of

taking action to help someone say

exactly what he or she really means

This involves listening fully to what

is being said to understand

completely. It also involves being

disciplined in controlling emotions

and holding back premature

comments or conclusions

5 Ru

les o

f Act

ive

Liste

ning

1. Listen for message content: Try

to hear exactly what content is

being conveyed in the messages

2. Listen for feelings: Try to identify

how the source feels about the

content in the message3. Respond to feelings: Let the

source know that her or his

feelings are being recognized4. Note all cues: Be sensitive to

non – verbal messages; be alert for

mixed messages5. Paraphrase and restate: State

back to the source what you think

you are hearing

Guid

elin

es fo

r Co

nstru

ctive

Fe

edba

ck

1. Give feedback directly and with

real feeling based on trust between

you and the receiver 2. Make sure that feedback is

specific rather than general. Use

good, clear, and preferably recent

examples to make your points.

3. Give feedback at a time when

the receiver seems most willing or

able to accept it. 4. Make sure the feedback is valid;

limit it to things the receiver can be

expected to do something about.

5. Give feedback in small doses,

never give more than the receiver

can handle at any particular time.

Inte

ract

ive

Mana

gem

ent

Interactive management uses a

variety of means to keep communication channels open

Management by Wandering Around

(MBWA) involves dealing directly

with subordinates by regularly

spending time walking around and

talking with them about work-

related matters. What is the objective of MBWA?

360° Approach – to provide

managers with constructive

feedback An important but sometimes

neglected part of communication in

the work force involves proxemics

and the use of space.

Tech

nolo

gy

Utiliz

atio

n

Technology has become a

fundamental part of business

today, especially in regards

to communication. Email,

voice mail, instant messaging, teleconferencing, online

discussions, videoconferencing, virtual or

computer mediated meetings, intranets, and web

portals have become the standard for communication

in the work force.

The

Perc

eptio

n Pr

oces

s

Perception is the process through which people receive

and interpret information from

the environment. One of the ways in which

perception exerts its influence

is through attribution, the

process of developing explanations for events.

In addition to the attribution

errors a variety of perceptual

tendencies and distortions can

also influence communication

and workplace behavior.

The

Perc

eptio

n Pr

oces

s

A halo effect occurs when

one attribute is used to develop an overall impression of a person or

situation Selective Perception is the

tendency to single out aspects of a situation or person that reinforces with

one’s existing beliefs, values,

or needs. Projection is the assignment

of personal attributes to other individuals

Confl

ict

Conflict is a disagreement

between people on substantive or emotional issues. Substantive conflicts involve

disagreements over such things as goals and tasks

Emotional conflicts result

from feelings of anger, distrust, dislike, fear, and

resentment, as well as from

personality clashes and relationship problems

How

to D

eal w

ith

Confl

ict

Conflict Resolution: The removal

of the substantive and/ or

emotional reasons for a conflict

Managers use various approaches to

deal with conflicts between individuals

or groups Conflicts can lead to destruction in the

workplace, therefore a less successful

business Managers tend to implement specific

devices that will control conflict in the

workplace Conflict between co-workers is

common and normal, controlling and

dismissing the conflict is essential

http://www.youtube.com/watch?v=gYNei77m

rWc

5 In

terp

erso

nal S

tyle

s of

Con

flict

Ma

nage

men

t

Avoidance: being uncooperative and unassertive;

downplaying disagreement,

withdrawing from the situation,

and/ or staying neutral at all

costs Accommodation: being co-

operative but unassertive;

letting the wishes of others rule;

smoothing over or overlooking

differences to maintain harmony

Competition: Being un co-

operative but assertive; working

against the wishes of the other

party, engaging in win-lose

competition

5 In

terp

erso

nal S

tyle

s of

Con

flict

Man

agem

ent

(Con

tinue

d)

Collaboration: Being co-operative and assertive; trying to fully satisfy everyone’s concerns by working through differences

Negotiation: the process of making joint decisions when the parties involved have different preferences

Nego

tiatio

n Go

als

and

Appr

oach

es

There are two important goals

in negotiations.1.Substance goals (concerned

with outcomes)2.Relationship goals (concerned

with the process) Distributive Negotiation:

focuses on `win-lose` claims

made by each party for certain preferred outcomes

Principled Negotiation: uses a

`win-lose` orientation to reach

solutions acceptable to each

party

Four

Key

Rul

es to

Ne

gotia

tion

1. Separate the people from the problem2. Focus on interests,

not on positions3. Generate many alternatives4. Insist that results be

based on some objectives

Ethi

cal I

ssue

s in

Nego

tiatio

n

Managers should maintain

high standards of ethical conduct even when engaged

in a dynamic and challenging situation

The motivation to act unethically may arise when

personal benefit is presented

When unethical behavior occurs in negotiation, the

person involved may try to

explain it away with inappropriate rationalizing

Ethi

cal I

ssue

s in

Nego

tiatio

n (C

ontin

ued)

These excuses for questionable behavior are morally unacceptableNegotiators using

unethical tactics will incur lasting legacies of distrust, disrespect and dislike

Lets END it with a GAME!