Management 11e John Schermerhorn

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Management 11e John Schermerhorn

• Chapter 17
• Communication and Collaboration

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Planning Ahead Chapter 17 Study Questions

• What is the communication process?
• How can collaboration be improved by better
  communication?
• How can we deal positively with conflict?
• How can we negotiate successful agreements?

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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 process
• Sender
• Message
• Communication channel
• Receiver
• Interpreted meaning
• Feedback

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Figure 17.1 The interactive two-way process of
interpersonal communication
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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 meaning of the
  receiver
• Efficient communication
• Occurs at a minimum resource cost
• Potential trade-offs between effectiveness and
  efficiency must be recognized

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Study Question 1 What is the communication
process?

• Persuasion and credibility in communication
• Communication is used for sharing information and
  influencing other people
• Persuasion is getting someone else to support the
  message being presented
• Horizontal structures and empowerment are
  important contexts for persuasion

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Study Question 1 What is the communication
process?

• Persuasion and credibility in communication
• Expert power and referent power are essential for
  persuasion
• Credibility involves trust, respect, and
  integrity in the eyes of others
• Credibility can be built through expertise and
  relationships
• Communication Barrier
• Information filtering
• Poor choice of channels
• Poor written or oral expression
• Failure to recognize nonverbal signals
• Physical distractions

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Study Question 1 What is the communication
process?

• Information filtering
• Intentional distortion to make it more favorable
  to the recipient
• Subordinates may hide unfavorable news from the
  manager or make it sound better than it really is
• Poor choice of channels
• Choose the channel that works best
• Written channels work for messages that
• Are simple and easy to convey
• 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

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Study Question 1 What is the communication
process?
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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
• Mixed messages occur when a persons words and
  nonverbal signals communicate different things
• The growing use of communication technologies
  causes important nonverbal communication to be
  lost

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Study Question 1 What is the communication
process?

• Physical distractions
• Include interruptions from telephone calls,
  drop-in visitors, a lack of privacy, etc
• Can interfere with the effectiveness of a
  communication attempt
• Can be avoided or at least minimized through
  proper planning
• Cross-cultural communication
• Global economy frequently creates the need to
  communicate with colleagues in other countries
  with different cultures
• Ethnocentrism
• Tendency to consider ones culture superior to
  any and all others

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Study Question 2 How can collaboration be
improved by better communication?

• Effective communication is necessary for
  successful collaboration
• Reduce noise
• Overcome communication barriers
• Improve interpersonal connections
• Management openness
• Effective use of electronic media
• Active listening
• Feedback

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Study Question 2 How can collaboration be
improved by better communication?

• Transparency and openness
• Communication transparency involves sharing
  honest and complete information about the
  organization and workplace
• Open book management Managers provide employees
  with important financial information about their
  companies.
• Ways to keep communication channels open through
  interactive management
• Management by wandering around (MBWA)
• Open office hours
• Regular employee group meetings
• Computer-mediated meetings and video conferences
• Employee advisory councils
• Communication consultants
• 360-degree feedback

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Study Question 2 How can collaboration be
improved by better communication?

• Using electronic media
• Information technologies facilitate communication
  
• The electronic grapevine speeds messages and
  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
• Employers policy on personal e-mail
• Dont assume that e-mail privacy exists at work
• 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-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

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Figure 17.3 Channel richness and the use of
communication media
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Study Question 2 How can collaboration be
improved by better communication?
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Study Question 2 How can collaboration be
improved by better communication?

• Active listening
• The process of taking action to help someone say
  exactly what he or she really means
• Rules for active listening
• Listen for message content
• Listen for feelings
• Respond to feelings
• Note all cues, verbal and nonverbal
• Paraphrase and restate
• Five rules for good listening
• Listen for message content
• Listen for feelings
• Respond to feelings
• Note all cues
• Paraphrase and restate

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Study Question 2 How can collaboration be
improved by better communication?

• Feedback
• The process of telling others how you feel about
  something they did or said, or about the
  situation in general
• 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

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Study Question 2 How can collaboration be
improved by better communication?

• Valuing culture and diversity
• Ethnocentrism is the tendency to consider ones
  culture superior to any 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
• Space design
• Proxemics is the use of interpersonal space
• 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

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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 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
• Functional conflict Moderately intense
  conflict, Constructive and stimulates people
  toward greater work efforts, cooperation, and
  creativity
• Dysfunctional conflict Low-intensity and very
  high-intensity conflict
• Destructive and hurts task performance

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Figure 17.4 The relationship between conflict and
performance
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Study Question 3 How can we deal positively with
conflict?
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Study Question 3 How can we deal positively with
conflict?

• Peoples conflict management styles reflect
  different combinations of cooperative and
  assertive behavior
• Cooperativeness is the desire to satisfy the
  other partys needs and concerns
• Assertiveness is the desire to satisfy ones own
  needs and concerns
• Conflict management styles
• Avoidance (withdrawal) Uncooperative and
  unassertive
• Accommodation (smoothing) Cooperative and
  assertive
• Competition (authoritative command)
  Uncooperative and assertive
• Compromise Moderately cooperative and assertive
  
• Collaboration (problem solving) Cooperative and
  assertive

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Figure 17.5 Alternative conflict management
styles
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Study Question 3 How can we deal positively with
conflict?

• Conflict management styles

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Study Question 3 How can we deal positively with
conflict?

• Structural approaches for resolving conflicts
• Appealing to higher level goals
• Making more resources available
• Changing the people
• Altering the physical environment
• Integrative devices for resolving conflicts
• Using liaison personnel, special task forces,
  cross-functional teams, or a matrix organization
• Changing reward systems
• Changing policies and procedures
• Training in interpersonal skills

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Study Question 4 How can we negotiate successful
agreements?

• Negotiation
• The process of making joint decisions when the
  parties involved have different preferences
• All negotiation situations are susceptible to
  conflict and require exceptional communication
  and interpersonal skills
• Negotiation goals and approaches
• Substance goals Concerned with outcomes , Tied
  to the content issues of negotiation
• 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

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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 Negotiating efficiently, using minimum
  resources and time
• Harmony Negotiating in a way that fosters
  interpersonal relationships
• Types of negotiation
• Distributive negotiation Focuses on claims made
  by each 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
• Gaining integrative agreements Separate the
  people from the problem
• Focus on interests, not on positions, Generate
  many alternatives before deciding what to do,
  Insist that results are based on some objective
  standard

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Figure 17.6 The bargaining zone in classic
two-party negotiation
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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
• Overconfidence and ignoring others needs
• Too much telling and too little hearing
• Trap of ethical misconduct

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Study Question 4 How can we negotiate successful
agreements?

• Ethical issues in negotiation
• High ethical standards should be maintained
• 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
• Third-party dispute resolution
• Mediation
• 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

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Chapter 17 Case

• Twitter An enterprising opportunity