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Management, 7e
SchermerhornPrepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc
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COPYRIGHT
Copyright 2002 John Wiley & Sons, Inc. All rights reserved.
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information contained herein.
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Schermerhorn - Chapter 17 3
Chapter 17
Communication and Interpersonal Skills
Planning aheadstudy questions
What is the communication process?
How can communication be improved?
How does perception influence
communication?
How can we deal positively with conflict?
How can we negotiate successful agreements?
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Schermerhorn - Chapter 17 4
What is the communication process?
Communication is essential for
Establishing and maintaining interpersonal
relationships. Listening to others.
Gaining the information needed to create an
inspirational workplace.
Handling conflict.
Negotiating successfully.
Leading successfully.
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Schermerhorn - Chapter 17 5
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
Channel Receiver
Interpreted meaning
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Schermerhorn - Chapter 17 6
What is the communication process?
Effective and efficient communication
Effective communication
Occurs when the intended meaning of the sender isidentical 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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Schermerhorn - Chapter 17 7
What is the communication process?
Sources of noise in communication:
Poor choice of channels
Poor written or oral expression
Failure to recognize nonverbal signals
Physical distractions
Status effects
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Schermerhorn - Chapter 17 8
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.
Require extensive dissemination quickly.
Convey formal policy or authoritative directives.
Oral 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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Schermerhorn - Chapter 17 9
What is the communication process?
Poor written or oral expression
Semantic barriers occur as: Encoding errors
Decoding errors
Mixed messages
Managers need to speak and write clearly.
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Schermerhorn - Chapter 17 10
What is the communication process?
Guidelines for making oral presentations:
Be prepared
Set the right tone
Sequence points
Support your points
Accent the presentation
Add the right amount of polish
Check your technology
Dont bet on the Internet
Be professional
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Schermerhorn - Chapter 17 11
What is the communication process?
Failure to recognize nonverbal signals
Mixed messages occur when a persons words
communicate one message while his/her
nonverbal signals communicate something else.
The growing use of communication
technologies causes important nonverbal
communication to be lost.
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Schermerhorn - Chapter 17 12
What is the communication process?
Physical distractions
Include interruptions from telephone calls and
drop-in visitors.
Can interfere with the effectiveness of a
communication attempt.
Can be avoided or at least minimized through
proper planning.
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Schermerhorn - Chapter 17 13
What is the communication process?
Status effects
Occur when an organizations hierarchy of
authority creates a barrier to effective
communication.
Status effects include:
Filteringthe intentional distortion of informationto make it appear favorable to the recipient.
Subordinates acting as yes men.
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Schermerhorn - Chapter 17 14
How can communication be improved?
Active listening
The process of taking action to help the source of a
message say 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.
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Schermerhorn - Chapter 17 15
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.
Empathize with the other person.
Dont respond too quickly; be patient.
Dont get mad; hold your temper. Go easy on argument and criticism.
Ask questions.
Stop talking.
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Schermerhorn - Chapter 17 16
How can communication be improved?
Feedback
The process of telling others how you feel aboutsomething 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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Schermerhorn - Chapter 17 17
How can communication be improved?
Ways to keep communication channels open
Management by wandering around (MBWA)
Open office hours Formal employee group meetings
Employee advisory councils
Suggestion boxes
Communication consultants
360-degree feedback
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Schermerhorn - Chapter 17 18
How can communication be improved?
Proxemics and space design
Proxemics is the use of interpersonal space.
Interpersonal space is an important nonverbalcue.
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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Schermerhorn - Chapter 17 19
How can communication be improved?
Technology utilization
New information technologies facilitate communicationand are growing in importance in organizations.
Computers and computer technology can: Empower lower-level workers with more and better
information.
Enable managers to achieve improved control andaccountability.
Undermine the personal side of group decision making. Managers must be able to use information technology
while maintaining good interpersonal relations.
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Schermerhorn - Chapter 17 20
How can communication be improved?
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.
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Schermerhorn - Chapter 17 21
How does perception influence
communication?
Perception
The process through which people receive and
interpret information from the environment.
People can perceive the same things or
situations differently.
People behave on the basis of their
perceptions.
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Schermerhorn - Chapter 17 22
How does perception influence
communication? Perception and attribution
Attribution
The process of developing explanations for events. Fundamental attribution error
Occurs when observers blame anothers performance failures
or problems on internal factors rather than external factors.
Self-serving bias Occurs because individuals blame their personal performance
failures or problems on external factors and attribute their
successes to internal factors.
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Schermerhorn - Chapter 17 23
How does perception influence
communication?Perceptual tendencies and distortions
Stereotypes
Occur when someone is identified with a group orcategory, and then oversimplified attributes
associated with the group or category are linked
back to the individual.
Halo effects Occur when one attribute is used to develop an
overall impression of a person or situation.
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Schermerhorn - Chapter 17 24
How does perception influence
communication?Perceptual tendencies and distortions
Selectivity
The tendency to single out for attention thoseaspects of a situation or attributes of a person that
reinforce or appear consistent with ones existing
beliefs, values, or needs.
Projection The assignment of personal attributes to other
individuals.
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Schermerhorn - Chapter 17 25
How can we deal positively with
conflict?Conflict
A disagreement between people on:
Substantive issues regarding goals, allocation ofresources, distribution of rewards, policies andprocedures, 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
high performance, creativity, and innovation.
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Schermerhorn - Chapter 17 26
How can we deal positively with
conflict?Functional conflict
Moderately intense conflict.
Constructive and stimulates people towardgreater work efforts, cooperation, and
creativity.
Dysfunctional conflict
Low-intensity and very high-intensity conflict.
Destructive and hurts task performance.
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Schermerhorn - Chapter 17 27
How can we deal positively with
conflict?Causes of conflict:
Role ambiguities
Resource scarcities
Task interdependencies
Competing objectives
Structural differentiation
Unresolved prior conflicts
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Schermerhorn - Chapter 17 28
How can we deal positively with
conflict?Structural approaches for resolving
conflicts:
Appealing to superordinate goals.
Making more resources available to everyone.
Replacing or transferring one or more of the
conflicting parties.
Altering the physical environment.
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Schermerhorn - Chapter 17 29
How can we deal positively with
conflict? Integrative devices for resolving conflicts:
Using liaison personnel, special task forces,
cross-functional teams, or a matrix organizationto change interaction patterns.
Changing reward systems.
Using policies and procedures to direct
behavior.
Training people in interpersonal skills.
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Schermerhorn - Chapter 17 30
How can we deal positively with
conflict?Conflict management styles
Peoples conflict management styles reflect
different combinations of assertive andcooperative behavior.
Assertiveness is the desire to satisfy your own needs
and concerns.
Cooperativeness is the desire to satisfy the other
partys needs and concerns.
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Schermerhorn - Chapter 17 31
How can we deal positively with
conflict? Conflict management styles:
Avoidance
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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Schermerhorn - Chapter 17 32
How can we deal positively with
conflict?
Conflict management styles:
Lose-lose conflict
Management by avoidance or accommodation
Win-lose conflict
Management by competition and compromise
Win-win conflict
Management by collaboration
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Schermerhorn - Chapter 17 33
How can we negotiate successful
agreements?
Negotiation is the process of making joint
decisions when the parties involved have
different preferences.
All negotiation situations are susceptible to
conflict and require exceptional
communication skills.
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Schermerhorn - Chapter 17 34
How can we negotiate successful
agreements?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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Schermerhorn - Chapter 17 35
How can we negotiate successful
agreements?Criteria for effective negotiation:
Quality
Negotiating a wise agreement that is trulysatisfactory to all sides.
Cost
Negotiating efficiently, using minimum resourcesand time.
Harmony
Negotiating in a way that fosters interpersonalrelationships.
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Schermerhorn - Chapter 17 36
How can we negotiate successful
agreements?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 ofindividual claims.
Leads to win-win outcomes.
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Schermerhorn - Chapter 17 37
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
deciding what to do.
Insist that results are based on some
objective standard.
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Schermerhorn - Chapter 17 38
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 othersneeds.
Too much telling and too littlehearing.
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Schermerhorn - Chapter 17 39
How can we negotiate successful
agreements?Approaches to avoiding negotiation pitfalls:
Mediation
Involves a neutral third party who tries toimprove communication among negotiatingparties and keep them focused on relevantissues.
Arbitration Involves a neutral third party who acts as ajudge and issues a binding decision.
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Schermerhorn - Chapter 17 40
How can we negotiate successful
agreements?Approaches to avoiding negotiation pitfalls:
Alternative dispute resolution
Utilizes mediation and/or arbitration but only
after direct attempts to negotiate agreements
among conflicting parties have failed.
Often uses an ombudsperson as a neutral
third party.
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Schermerhorn - Chapter 17 41
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 unethicalbehavior.
Unethical negotiating behavior can leadto short-term gains but long-term losses.