chapter 17 – communication and interpersonal skills
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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!
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