CHAPTER 17: Communication and Interpersonal Skills
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Transcript of CHAPTER 17: Communication and Interpersonal Skills
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CHAPTER 17: COMMUNICATION AND INTERPERSONAL SKILLS
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The Communication Process
Communication: the process of sending and receiving symbols with meaning attached
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The sender converts the intended message into symbols of significance which are both verbal and non verbal
The message is sent through a communication channel (forms of communication) to a receiver who interprets the meaning
The message might be misinterpreted by the receiver
Feedback is when the receiver responds to the sender
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Effective Communication Effective Communication: The
receiver fully understands the intended meaning of the messageEfficient Communication: occurs at minimum cost, however is not always affective due to
messages that are interpreted incorrectly
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According to scholar, Jay Conger “many managers confuse persuasion with taking bold stands and aggressive arguing”.
This often leads to counter persuasion resulting in employees doubting the manager’s credibility
Credibility: trust, respect and integrity in the eyes of others
To build credibility through expertise one must be knowledgeable and have experience on the topic at hand
Iron Rule: It is easier to get someone to do what you want if they like you
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Persuasion and Credibility in Communication Communication often includes one person
influencing another in a desired manner Persuasion is presenting a motivational
message, causing others to support it. This is one of the most important purposes of communication
Managers get tasks completed by persuading employees rather than giving orders
Managers must be able to persuade others repeatedly in the workplace
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Communication Barriers
Communication is a two-way process that requires effort from the sender and the receiver to
Noise: any obstacle in the communication process
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Communication Channels and Non verbal Signals A communication channel is a
medium in which a sender conveys a message to a receiver
Non verbal communication is gestures and body language
Mixed Message is when one’s words do not match their body language
Filtering is when one has to edit information to make it more favourable to the recipient
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Improving Communication
Barriers can be overcome by:1. Active listening2. Making constructive use of feedback3. Opening upward communication
channels4. Understanding proxemics and use of
space5. Utilizing technology6. Valuing diversity
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Use of Communication Channels Channel Richness is the capacity of
a communication channel to carry out information in an effective manner
Face to face communication is high in richness while reports and memos are low in richness
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Interactive Management Management by wandering around
(MBWA) is when managers spend time with employees at all levels to meet and talk with them
The objectives of this is to break down status barriers and increase interpersonal contact
360 Degree Feedback includes feedback from bosses, peers and subordinates about one’s performance
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Proxemics and Space Design The distance between people
conveys various intentions in terms of intimacy, openness and status
The physical layout of an office is a form of non verbal communication
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END OF DAY ONE
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CHAPTER 17: COMMUNICATION AND INTERPERSONAL SKILLS
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Technology Utilization Knowing how and when to use e-mail
is the biggest communication problem for people in organizations today
Purpose and privacy are two concerns, to help you should:
1. Find out the employer’s policy on personal e-mails and follow it
2. Remember that there is no e-mail privacy at work
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Valuing Culture and Diversity Ethnocentrism is the tendency to consider
one’s culture to be superior to any other This can affect communication in many ways:1. Can cause one to not listen to what others
have to say2. Can cause one to speak with others in ways
that will alienate them 3. Can cause one to use inappropriate
stereotypes when dealing with people from a different culture
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The Perception Process Perception is the process through
which people receive, organize and interpret information from the environment
Our perception is the way we process information that guide our actions and how we form impressions about ourselves, others and daily life experiences
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Perception and Attribution Attribution is the process of
developing explanations for events that occur
A fundamental attribution error is when an internal factor is being judged rather than an external factor, like one’s performance
Self Serving Bias is when an individuals blame their personal failures on external causes rather than internal causes
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Perceptual Tendencies and Distortions Stereotypes occurs when a group or person
is singled out by their gender, age or race Halo Effects is when one factor of a person
or situation results into an assumption of their over all impression
Selective Perception is the tendency to define a problem from ones point of view
Projection is when one assumes that everyone shares the same value, needs and desires
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Conflict Conflict is a disagreement between
people on different issues Substantive Conflicts disagreements
over goals and tasks Emotional Conflict disagreements over
feelings Functional Conflict is constructive and
helps task performance Dysfunctional Conflict is deconstructive
and hurts task performance
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How to Deal with Conflicts When a conflict arises a manager
can either resolve it or suppress it. Suppress conflicts tend to linger and occur at a later time
Conflict Resolution eliminates emotional reasons for a conflict
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Conflict Management Styles Avoidance when one pretends that
conflict does not exist Accommodation is to smooth over
differences to maintain harmony Competition being assertive and working
against the wishes of the competitors Compromise being cooperative and
assertive by finding acceptable solutions Collaboration attempting to satisfy
everyone's concerns and solving problems so that everyone's benefits
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Negotiation Negotiation is making joint decisions
when individuals have different preferences
Distributive Negotiation “claims” made by each individual for certain preferred outcomes
Principled/Integrative Negotiation is a “win, win” orientation that both sides find acceptable
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Gaining Integrative Agreements Roger Fisher and William Ury’s Four
Negotiation Rules:1. Separate people from the problem2. Focus on interests, not positions3. Generate many alternatives before
deciding what to do4. Insist that results be based on some
objective standard
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Dispute Revolution Mediation involves a neutral third
party who attempts to improve communication and keep both parties focused on the issue
Arbitration is a neutral third party making decisions that resolve disputes
Anyone involved in the negotiation process should think ethically
The desire to behave unethically sometimes arises but one should remain rational when faced with challenging situations
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CHAPTER 17: COMMUNICATION AND INTERPERSONAL SKILLS