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PowerPoint Presentation
to Accompany
Management, 9/eJohn R. Schermerhorn, Jr.
Chapter 17:
Prepared by: Jim LoPresti
University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
Chapter 17: Communication, Conflict, and
Negotiation
Planning Ahead — Chapter 17 Study Questions
� What is the communication process?
� How can communication be improved?
� How can we deal positively with conflict?
Management 9/e - Chapter 17 2
� 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
Management 9/e - Chapter 17 3
� 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.
Management 9/e - Chapter 17 4
Study Question 1: What is the communication
process?
� Effective and efficient communication:
� Effective communication
� Occurs when the intended meaning of the sender is identical to the interpreted
Management 9/e - Chapter 17 5
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.
Study Question 1: What is the communication
process?
� Persuasion and credibility in
communication.
� Communication is used for sharing information
and influencing other people.
Management 9/e - Chapter 17 6
and influencing other people.
� Persuasion is getting someone else to support
the message being presented.
� Horizontal structures and empowerment are
important contexts for persuasion.
Study Question 1: What is the communication
process?
� Persuasion and credibility in communication
� Expert power and referent power are essential for persuasion.
Management 9/e - Chapter 17 7
essential for persuasion.
� Credibility involves trust, respect, and integrity in the eyes of others.
� Credibility can be built through expertise and relationships.
Study Question 1: What is the communication
process?
� Sources of noise in communication:
� Poor choice of channels.
� Poor written or oral expression.
Management 9/e - Chapter 17 8
� Poor written or oral expression.
� Failure to recognize nonverbal signals.
� Physical distractions.
� Status effects.
Study Question 1: What is the communication
process?
� Poor choice of channels.
� Choose the channel that works best.
� Written channels work for messages that:
� Are simple and easy to convey.
Management 9/e - Chapter 17 9
� 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.
Study Question 1: What is the communication
process?
� Guidelines for making oral presentations:� Be prepared.
� Set the right tone.
� Sequence points.
� Support your points.
Management 9/e - Chapter 17 10
� Support your points.
� Accent the presentation.
� Add the right amount of polish.
� Check your technology.
� Don’t bet on the Internet.
� Be professional.
Study Question 1: What is the communication
process?
� Failure to recognize nonverbal signals.
� Nonverbal communication takes place through
gestures, facial expressions, body posture, eye
contact, and use of interpersonal space.
Management 9/e - Chapter 17 11
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.
Study Question 1: What is the communication
process?
� Physical distractions.
� Include interruptions from telephone
calls, drop-in visitors, a lack of privacy,
etc.
Management 9/e - Chapter 17 12
etc.
� Can interfere with the effectiveness of
a communication attempt.
� Can be avoided or at least minimized
through proper planning.
Study Question 1: What is the communication
process?
� Status effects.
� Occur when an organization’s hierarchy
of authority creates a barrier to
effective communication.
Management 9/e - Chapter 17 13
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:
Management 9/e - Chapter 17 14
� Listen for message content.
� Listen for feelings.
� Respond to feelings.
� Note all cues, verbal and nonverbal.
� Paraphrase and restate.
Study Question 2: How can communication 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.
Management 9/e - Chapter 17 15
� 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.
Study Question 2: How can communication 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:
Management 9/e - Chapter 17 16
� 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.
Study Question 2: How can communication 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-
Management 9/e - Chapter 17 17
� 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.
Management 9/e - Chapter 17 18
Study Question 2: How can communication be
improved?
� Ways to keep communication channels
open through interactive management.
� Management by wandering around (MBWA).
� Open office hours.
Management 9/e - Chapter 17 19
� Open office hours.
� Regular employee group meetings.
� Computer-mediated meetings and video
conferences.
� Employee advisory councils.
� Communication consultants.
� 360-degree feedback.
Study Question 2: How can communication be
improved?
� Proxemics and space design.
� Proxemics is the use of interpersonal space.
� Interpersonal space is an important
Management 9/e - Chapter 17 20
� 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.
Study Question 2: How can communication be
improved?
� Technology utilization.
� Information technologies facilitate communication.
� The electronic grapevine speeds messages and information from person to person.
Management 9/e - Chapter 17 21
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..
Study Question 2: How can communication be
improved?
� Valuing culture and diversity.
� Ethnocentrism is the tendency to consider one’s culture superior to any and all others.
Management 9/e - Chapter 17 22
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 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
Management 9/e - Chapter 17 23
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.
Study Question 3: How can we deal positively with
conflict?
� Functional conflict.
�Moderately intense conflict.
� Constructive and stimulates people toward greater work efforts,
Management 9/e - Chapter 17 24
toward greater work efforts, cooperation, and creativity.
�Dysfunctional conflict.
� Low-intensity and very high-intensity conflict.
� Destructive and hurts task performance.
Figure 17.3 The relationship between conflict and
performance.
Management 9/e - Chapter 17 25
Study Question 3: How can we deal positively with
conflict?
� Causes of conflict:
� Role ambiguities.
� Resource scarcities.
Task interdependencies.
Management 9/e - Chapter 17 26
� Task interdependencies.
� Competing objectives.
� Structural differentiation.
� Unresolved prior conflicts.
Study Question 3: How can we deal positively with
conflict?
� Structural approaches for resolving
conflicts:
� Appealing to superordinate goals.
Management 9/e - Chapter 17 27
� Appealing to superordinate goals.
� Making more resources available.
� Changing the people.
� Altering the physical environment.
Study Question 3: How can we deal positively with
conflict?
� Integrative devices for resolving
conflicts:
� Using liaison personnel, special task
Management 9/e - Chapter 17 28
forces, cross-functional teams, or a
matrix organization.
� Changing reward systems.
� Changing policies and procedures.
� Training in interpersonal skills.
Study Question 3: How can we deal positively with
conflict?
� People’s conflict management styles
reflect different combinations of
cooperative and assertive behavior.
Management 9/e - Chapter 17 29
� 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.
Study Question 3: How can we deal positively with
conflict?
� Conflict management styles:
� Avoidance (withdrawal).
� Uncooperative and unassertive.
� Accommodation (smoothing).
Management 9/e - Chapter 17 30
� Cooperative and assertive.
� Competition (authoritative command).
� Uncooperative and assertive.
� Compromise.
�Moderately cooperative and assertive.
� Collaboration (problem solving).
� Cooperative and assertive.
Figure 17.4 Alternative conflict management styles.
Management 9/e - Chapter 17 31
Study Question 3: How can we deal positively with
conflict?
� Conflict management styles:
� Lose-lose conflict.
�Management by avoidance or
accommodation.
Management 9/e - Chapter 17 32
accommodation.
� Win-lose conflict.
�Management by competition and
compromise.
� Win-win conflict.
�Management by collaboration.
Study Question 4: How can we negotiate successful
agreements?
�Negotiation is the process of making
joint decisions when the parties
involved have different preferences.
Management 9/e - Chapter 17 33
involved have different preferences.
� All negotiation situations are
susceptible to conflict and require
exceptional communication and
interpersonal skills.
Study Question 4: How can we negotiate successful
agreements?
�Negotiation goals and approaches:� Substance goals.
� Concerned with outcomes.� Tied to the “content” issues of negotiation.
� Relationship goals.
Management 9/e - Chapter 17 34
� 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.
Study Question 4: How can we negotiate successful
agreements?
� Criteria for effective negotiation:� Quality.
� Negotiating a “wise” agreement that is truly satisfactory to all sides.
� Cost.
Management 9/e - Chapter 17 35
� Cost.� Negotiating efficiently, using minimum resources and time.
� Harmony.� Negotiating in a way that fosters interpersonal relationships.
Study Question 4: How can we negotiate successful
agreements?
�Types of negotiation:� Distributive negotiation
�Focuses on claims made by each party.
Management 9/e - Chapter 17 36
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.
Study Question 4: How can we negotiate successful
agreements?
� Gaining integrative agreements:
� Separate the people from the problem.
� Focus on interests, not on positions.
� Generate many alternatives before
Management 9/e - Chapter 17 37
� 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.
Management 9/e - Chapter 17 38
Study Question 4: How can we negotiate successful
agreements?
�Common negotiation pitfalls:� Falling prey to the myth of the “fixed pie.”
� Nonrational escalation of conflict.
Management 9/e - Chapter 17 39
� Nonrational escalation of conflict.
� Overconfidence and ignoring other’s needs.
� Too much “telling” and too little “hearing.”
Study Question 4: How can we negotiate successful
agreements?
� Approaches to avoiding negotiation pitfalls:
�Mediation�Involves a neutral third party who tries to improve communication
Management 9/e - Chapter 17 40
�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.
Study Question 4: How can we negotiate successful
agreements?
� Approaches to dispute resolution when integrative agreements cannot be achieved:
� Mediation.
Involves a neutral third party who tries to
Management 9/e - Chapter 17 41
� 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.
Study Question 4: How can we negotiate successful
agreements?
�Ethical issues in negotiation� High ethical standards should be maintained.
� Profit motive and the competitive
Management 9/e - Chapter 17 42
� 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.
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