management 11e john schermerhorn chapter 17 communication and collaboration

Management 11e John Schermerhorn

Chapter 17Chapter 17

Communication and Communication and CollaborationCollaboration

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?

Management 11e Chapter 17 2

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


Figure 17.1 The interactive two-way process of interpersonal communication



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



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



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



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



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 person’s words and nonverbal signals communicate different things

The growing use of communication technologies causes important nonverbal communication to be lost



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 one’s culture superior to

any and all others


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



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



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 Employer’s policy on personal e-mail Don’t 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


Figure 17.3 Channel richness and the use of communication media



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



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



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



Valuing culture and diversity Ethnocentrism is the tendency to consider

one’s 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


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


Figure 17.4 The relationship between conflict and performance



People’s conflict management styles reflect different combinations of cooperative and assertive behavior 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



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


Figure 17.5 Alternative conflict management styles



Conflict management styles:



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


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



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 Management 11e Chapter 17 39


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


Figure 17.6 The bargaining zone in classic two-party negotiation



Common negotiation pitfalls: Falling prey to the myth of the “fixed pie ” Nonrational escalation of conflict Overconfidence and ignoring other’s needs Too much “telling” and too little “hearing ” Trap of ethical misconduct



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


Chapter 17 Case

Twitter: An enterprising opportunity

For activities and assessments, please visit…

www.wiley.com/college/schermerhorn

http://www.wiley.com/college/schermerhorn

management 11e john schermerhorn chapter 17 communication and collaboration

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