Maangerial T3

Managerial & Communication Skills
Chapter 1
• Imagine any professional you know in any
capacity…… What skills, attitudes and
qualities do you appreciate over an above the
obvious job related expertise?
• Think about it…

Professional Work Environment
What is it ???
• Work environment is used to describe the surrounding
conditions in which an employee operates.
• The work environment can be composed of
- Physical conditions
- Work processes or procedures
- Social interactions at the workplace
Professional Business Environment
Business Environment
• Business Environment is sum or collection of all internal
and external factors such as employees, customers needs
and expectations, supply and demand, management,
clients, suppliers, owners, activities by government,
innovation in technology, social trends, market trends,
economic changes, etc. These factors affect the function
of the company and how a company works, directly or
indirectly.
Business Environment
• Business environment helps in identifying business
opportunities, tapping useful resources, assists in planning,
and improves the overall performance, growth, and
profitability of the business.
Components of Business Environment
• Internal Environment: Factors which affect an organization directly.
Organization can control them and change it to their suitability.
Eg.: Value System, Mission, Organization structure, policies, culture
etc.
• External Environment: Factors which affect an organization directly
or indirectly. Organization have no control over them.
• A) Micro factors: These factors are in the immediate periphery of
an organization like Customers, Suppliers, Competitors,
Employees, Media etc.
B) Macro factors: Political & legal environment, Technological
environment, Economic environment, socio-cultural environment
etc.
• Modes of entry:
• Campus Recruitment
• Self efforts
• As entrepreneur
• Family Business
How to understand this???
• Observation
• Interaction with Seniors/colleagues/Supervisor
• Listen more speak less
• Go through the mission, goals and value system of an
organization
• Historical information of an organization
Expectations of the Corporate world:
• Positive Outlook
• Respectful attitude
• Honesty & Integrity
• Responsible behavior
• Discipline
Expectations of the Corporate world: (Cont.)
• Professional conduct (On / Off duty)
• Follow laid down systems and process
• Passion to learn
• Quick to understand and learn
• Perform work in a reasonable manner
• Good Presentation & Communication Skills
Preparation:
• Identify your weak areas through
introspection & Self –audit
• Conceptual knowledge of core areas
• Technical understanding
• Understanding of business environment
• Assertive Behavior
• Business Communication
What is Business Communication?
• According to Prof. J. Haste, “Communication occurred
between two or more businessmen for organizing and
administering business efficiently is called business
communication”.
• Professor W.H. Meaning opines that, “The exchange of ideas,

news and views in connection with business among the
related parties is called Business Communication.”
• According to Mr. Brennan, “Business Communication is
the expression, channelling and interchanging of ideas
in commerce and industry. It is the exchange of
business related ideas and information to achieve the
organizational goals.”
• William G. Scott opines, “Business communication is a

process which involves the transmission and accurate
replication of ideas ensured by feedback for the
purpose of eliciting actions which will accomplish
organisational goals.”
• “Business communication is used to promote products,
services and organizations and to communicate with all the
stakeholders of the business. It is an appropriate
communication in the business environment with an objective
to achieve the organizational goals. “
Communication Skill Assessment
(CSA) & Development Plan
Why Work place skills
• Provides foundation for learning all other skills
• Provides a corner stone for life –long learning
• Your career options are limited without these
essential workplace skills
What are the top ten skills that employers want?
1 Verbal Able to express your ideas clearly and

Communication confidently in speech
2 Teamwork Work confidently within a group
3 Business Understand the commercial realities
Awareness affecting the organisation
4 Analytical Skills Gather information systematically to
establish facts & principles. Problem
solving.
5 Initiative/Self Able to act on initiative, identify
Motivation opportunities & proactive in putting
forward ideas & solutions
What are the top ten skills that employers want?
6 Drive Determination to get things done. Make

things happen & constantly looking for
better ways of doing things.
7 Written Able to express yourself clearly in
Communication writing
8 Planning & Able to plan activities & carry them
Organizing through effectively
9 Flexibility Adapt successfully to changing
situations & environments
10 Time Management Manage time effectively, prioritising
tasks and able to work to deadlines.
Other skills that were also seen as important
11 Negotiation & Able to influence and convince others,

Persuasion to discuss and reach agreement.
12 Leadership Able to motivate and direct others
13 Numeracy Multiply & divide accurately, calculate

percentages, interpret graphs & tables.
14 Creativity Generates & applying new ideas &
solutions
15 Interpersonal Recognises & respects different
Sensitivity perspectives. Open to the ideas & views
of others
Other skills that were also seen as important
16 Self Awareness Awareness of achievements, abilities,

values & weaknesses & what you want
out of life.
17 Confidence Presents a strong, professional, positive
image to others which inspires
confidence & commands respect.
18 Decision-Making Determines the best course of action.
Evaluates options based on logic & fact
& presents solutions
19 Stress Tolerance Maintains effective performance under
pressure
20 Integrity Adheres to standards & procedures,
maintains confidentiality and questions
inappropriate behaviour
Enhancing your Oral Communication
• Proper control of Breathing : Relax your sound-producing organs
and prepare them for speaking by taking a few deep breaths
• Proper control of Jaw, Tongue and Lips

• To free your Jaw: Practice freely flexing your jaw by saying idea, up and
down, sky is blue, count from 91-99 and say fine, yes, no, pay, buy
• To free your Tongue: For practice say either, left and wealth, health, thin,
think alive and luck.
• To free your lips: say when, where, be and back, west, window, puff, lips
• Use your Voice Effectively

• Voice modulation, Volume, Speed, Pronunciation
Teamwork
When teamwork is in place we tend to see:
• Everybody pulling their weight
• Everyone pulling in the same direction
• Depending on your colleagues to deliver what they said
• Getting help when it’s needed,
• Sharing an exciting vision of the future.
• Co-operation and blending of each others strengths
When teamwork is flourishing it’s supported by behaviours
demonstrating what we value such as:
• Actively listening,
• Giving the benefit of the doubt,
• Supporting others,
• Providing encouragement,
• Persuading and building consensus,
• Resolving conflict,
• Communicating openly
Importance of Teams in Business Organization
• Improved output due to Positive Synergy

• Improved Organizational Communication
• Enhanced Employee Motivation
• Organizational Flexibility
• Satisfaction of Social Needs
• Commitment to Team Goals
Business Awareness
• Business awareness is one of the key skills regularly flagged

up by employers as a skill they need, but which too many
graduates lack.
• Broadly 2 areas:
• Understanding an occupation:
Understanding what the job involves, what activities you are
likely to be involved in, and the skills and attributes you will
need to be successful.
• Understanding the business environment:
Understanding how an organisation/company/economic
sector operates and how it is influenced by local, national and
global politics and economics.
Finding answers to questions like these will help
you to develop your business awareness.
• What products or services does this organisation provide?
• Who are these products/services targeted at?
• How does this range of products, or level of service, compare
with that provided by other similar organisations?
• How is this organisation structured?
• How does this organisation see itself? What is its
ethos/culture? (e.g. industry leader; work hard/play hard
approach; democratic style, family friendly policies.)
• What are the key issues facing this organisation and other
organisations in this sector?
• How is this organisation affected by external factors (e.g. the
state of the economy and the current political context?)
• What have you discovered about the career opportunities
offered by this organisation?
Writing skills
• Writing up a project or dissertation

• Writing for the student magazines
• Essays, dissertations, project reports
• Coordinator of student placement committee
• Publicity materials for a charity
• Letter to raise sponsorship for an event
Speaking skills
• Joining cultural group

• Public speaking or debating
• Class presentations
Team skills
• Working on a group project
• Team building events
• Team sports
• Spending time with team and understanding
every member
Analyzing skills
• Analysing data from an experiment
• Creative solutions to coursework problems
• Chess, role playing
Planning and Organizing skills
• Planning a trip with friends
• Managing a course project
• Organising sports events
• Organising charity events
Leadership skills
• Leading a group project
• Captaining a sports team
Negotiation skills
• Negotiating the rent with your landlord
• Resolving an argument between friends
What are your strengths?
• Find your positive attributes
• Flow activities: sense of energy and
engagement
• you want to do things that use your
strengths: even when you are
tired or stressed.
Action Planning
• Identifying your objectives
• Setting objectives which are achievable &
measurable.
• Prioritising your tasks effectively.
• Identifying the steps needed to achieve your
goals.
• Using lists.
• Being able to work effectively under pressure.
• Completing work to a deadline.
• Having a contingency plan
Action Planning Model
• Action planning is a cyclical process, and once you have been
through one cycle, you can start again at the beginning. The stages
are as follows:
• WHERE AM I NOW? This is where you review your achievements
and progress, and undertake self-assessment.
• WHERE DO I WANT TO BE? This is where you decide your goals.
• HOW DO I GET THERE? This is where you define the strategy you
will use to achieve your goals, and to break down your goal into the
smaller discreet steps you will need to take to achieve your target.
• TAKING ACTION. implement your plan!
• WHERE AM I NOW?
Action Plan
Now write your own action plan ...... My
MY OBJECTIVE IS: Date I reward
expect to for
TO ACHIEVE THIS I NEED TO: complete completi
List the steps you need to take. Be detailed and specific (not ‘‘I'll contact some employers’’, this step ng this
but ‘‘Find email addresses of 5 local employers who have marketing departments & contact by step will
them" be
I will tell my plan to:

I will start my action plan on (date):
Step 1
Step 2
Step 3
Step 4
Step 5
What problems am I likely to face? What will I do to overcome these?

Workplace Politics
• Name given to competitive environment that
exists within the corporate culture.
• May be for tangibles (pay raise, promotions )
• May be for intangibles (status or influence)
• Constructive Workplace Politics (further the
mission of organization)
• Negative Workplace Politics (advance
personal goal)
Example
• Tony and Victor were assigned to work on an
important project, one that could have major
implications for their careers. They didn’t
always agree on how to approach the task or
the best solution to the problem, but both
were satisfied with the final product.
• When Tony and Victor presented their
proposal to the five-member management
team, it was not received well. Several
weaknesses were cited, and the men were
asked to modify it. After the meeting, Tony
made appointments with each manager to
discuss his or her concerns. He acknowledged
the report’s weaknesses, asked relevant
questions, and gathered useful information.
• Victor looked for causal opportunities to
interact with the two managers he thought
were most influential. He tried to distance
himself from the proposal by suggesting that
he wasn’t really happy with it but had been
pressured to accept Tony’s solution.
• Both men were trying to maintain or improve
their professional status within the
organization – one took a positive political
approach, the other a negative one.
It takes more to be successful in
the workplace and in overall
society
Discussion Questions
• What is Business Communication?
• How to improve Analyzing Skills?
• How to improve Negotiation Skills?
• How to develop presentation skills?
• What is action planning model?
• What is workplace politics?
References
• C.L.Bovee, J.V.Thill , Business Communication Essentials:
Fundamental skills for the Mobile-Digital-Social workplace,8th
Edition, Pearson Education, 2018
• R.V. Lesikar, & M.E. Flatley, Basic Business Communication
Skills for Empowering the Internet Generation, 10th
Edition,Tata McGraw Hill Publishing Company, 2005
Communicating at Work
Changes Affecting the Workplace
• Heightened global
competition
• Flattened management
hierarchies
• Expanded team-based
management
• Innovative communication
technologies
• New work environments
• Increasingly diverse workforce
Ch. 1, Slide 2
Success for YOU in the new global and
diverse
workplace requires excellent
communication skills!
Ch. 1, Slide 3
Why Study Communication?
Ch. 1, Slide 4
People see things differently
We experience life differently
Information overload!
The Importance of
Communication Skills
• Ninety-four percent of over 2,000 surveyed
executives ranked “communicating well” as the most
important skill for success.
--NFI Research
• Companies included in BusinessWeek’s list of best
places to work cited communication skills the most
important trait in a job candidate—more desirable
than any other trait besides college major.
--BusinessWeek
Even More Evidence of Importance
• Employers surveyed for the Job Outlook 2009 cited
communication skills along with related traits such as
a strong work ethic, ability to work in a team, and
initiative as highly prized qualities in job applicants.
--National Association of Colleges and Employers
• Recruiters who assessed MBA programs gave

“communication and interpersonal skills” more ratings
of “very important” than any other attribute.
--The Wall Street Journal
Why Study Communication?
• The Only Completely Portable Skill
– You will use it in every relationship
– You will need it regardless of your career path
• Your Quality of Life Depends Primarily on Your
• You Cannot Be Too Good at Communication
• People Overestimate Their Own
Ch. 1, Slide 10
We Want Others to Change
Aristotle’s Model
Three elements of communication:
• the speaker
• the speech
• the audience
Ch. 1, Slide 12
The Shannon and Weaver
Communication Model
Modified S&W Model of Human
Communication
Noise in the Modified Shannon and
Weaver Model
• Physical:
– Occurrences in the physical surroundings or in the
media that can distort a message
• Physiological:
– Physical discomfort in the body of either the
sender or the receiver
• Psychological:
– Negative feelings in the mind of either the sender
or the receiver
Noise, cont’d
• Perceptual
– Incorrect perceptions of the message and the
receiver by the sender, and vice-versa
• Semantic
– Misinterpretation of words and sentences by the
sender or receiver
Berlo’s SMCR Model
•SOURCE
•MESSAGE Four elements in the
•CHANNEL
communication
process
•RECEIVER
Berlo’s Elements, cont’d.
• SOURCE :The first element of Berlo’s communication model is
the source. All communication must come form some sources. The
source might be one person, a group of people of a company.
Several things determine how a source will operate in the
communication process such as
– Communication skills: like abilities to think, write, draw and
speak
– Attitudes : toward audience, the subject matter etc.
– Knowledge : of the subject
– Social system : Social background, education, friends, salary
– Culture
• MESSAGE : Message is the information, views of thoughts
to be sent by the source. The source must choose the code or
language for sending the message.
• CHANNEL : The channel is the method such as newspaper,
radio, letter, poster or other media through which the
message will be transmitted.
– Seeing
– Hearing
– Touching
– Smelling
– Tasting
• RECEIVER
– Communication skills
– Attitudes
– Knowledge
– Social system
– Culture
The Communication Process
Basic Model
5.
Feedback travels
to sender
1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel
6.
Possible additional
feedback to receiver
Ch. 1, Slide 22
Communications in business
• Occur constantly
• Are formal and informal
• Are written and spoken
• Are internal (stay within the business) and external (sent
outside the business)
• Are essential for business success
The importance of internal
communications
• Operations and sales must agree delivery dates

• Finance must know what has been sold
• Sales staff must know credit limits
• Customer service must know about problems and delays
• Human resources must know about training requirements
GOOD COMMUNICATIONS ARE ESSENTIAL

The importance of external
communications
External communications are critical to sales, eg
• Customer enquiries must be handled promptly
• Product/service information must be accurate/attractive
• Customer invoices must be correct
• Customer and supplier problems must be resolved
quickly
External Factors influencing Business
communication
1 Legal and Ethical
- International Laws
- Domestic Laws
- Code of ethics
- Stakeholder Interests
- Ethical Frameworks
External Factors influencing Business
communication
2 Diversity
- Cultural differences
- Language barriers
- Gender issues
- Education levels
- Age factors
3 Technology
- Availability
- Accuracy
- Security issues
- Databases
Methods of communication
• Oral, eg telephone, face-to-face, meetings, telephone
conferencing
• By video, eg video conferencing and Internet video link
• Written, eg letter, memo, financial documents,
advertisements, emails and attachments
• Graphical, eg production drawings, computer graphics
Choosing the most appropriate
method
Depends upon:
• The reason (eg important = written)
• The recipient (eg internal/external)
• The technology available
• The urgency of the message (eg fast = ICT)
• The complexity of the message (eg very complex =
written)
• Whether instant feedback needed
Use oral if . . .
• You need an instant response
• You want to use your tone of voice or body language
to show feelings
• You want to keep checking the other person’s
reaction
The telephone is only suitable for

straight-forward information.
Use video if . . .
• The person is some distance away
• Travel costs would be saved
• Seeing the person would help the communication
• You have the technology
Use written if . . .
• It is important there is a permanent record
• The information is important
• The information is complex
NOTE: good writing skills are vital!

Use graphical if . . .
• It would save words or explanations
• It would help understanding
• It would provide essential additional information
Key Points
• Urgent communications require a fast response
• Type/quality of response very important
• Technology increases choice of methods
BUT
Good communication skills still vital.

Defensive & Non- Defensive
Communication
• Defensive Communication: Aggressive, Malevolent,
withdrawn messages. Creates barriers between people.
• Non- Defensive Communication: Assertive, Direct & powerful

messages. Open up or deepen the relationship.
Mary Ellen Guffey, Business

Communication: Process and Product, 5e Ch. 1, Slide 35
Defensive & Non- Defensive
Communication
Patterns of Defensive Communication:
• Dominant Defensiveness: Overtly aggressive and offensive in
nature. Mostly done by higher level executives.
• Subordinate Defensiveness: Passive- aggressive behavior.

Appears passive but masks aggression and hostility.
Showcases submissive behavior.

Defensive Communication
Power plays
• Tactics used to control and manipulate others.
• Restricting the choices of employees
• Enforcing conditions
• Intentionally ignoring
• Insulting and bullying
• Displaying aggression

Labeling
• Portraying another person as abnormal or deficient
Disseminating misleading information:

• A form of deception or the selective presentation of
information to produce wrong impression on the listeners
mind.
• Used to scapegoat or pass blame on innocent persons.

Hostile Jokes:
• Passive Aggressive defensive tactics
• Many times goes un-noticed
• Destructive to self-esteem

Non-defensive Communication
• Better alternative to defensive communication
• People who uses non-defensive communication are seen
being centered, assertive, informative, controlled, realistic
and honest
• Reduces anger and blame game
Non-defensive questions:
• Innocently curious, open, neutral and inviting
• Clarify assumptions, Gather information & establish
separateness.
• They are more direct and non offensive.

The Bottom Line
“The goal of business communication is to

create a shared understanding of business
situations that will enable people to work
successfully together.”
Lecture 3
Interpersonal & Intrapersonal

Business Communication
Intrapersonal Communication
• Internal Communication
• Self Talk
• Acts of imagination and visualization
• Internal monologue: Rational & Reasonable/ Disorganized
& Unreasonable
• Example:-
Steps:
• Planning
• Problem Solving
• Internal conflict resolution
• Evaluation
• Judgment of self and others
• Exercise on Self talk:- I can do this/ What’s the
use
Self Concept:
• You are dynamic not static
• Your thoughts about you will also change with time
• Self can be defined through your own sense of individuality,
personal characteristics, motivation and action.
• Contradiction with what you are and what you will become.
• How we see ourselves and how we feel about ourselves
influences our communication with others.
Self Concept:
• How we see ourselves and how we feel about ourselves
influences our communication with others.
• What you are thinking now and how you
communicate impacts and influences how others
treat you.
Dimensions of Self
Exercise:
• Define yourself in less than 5 words
• Define yourself in 20 to 50 words
Dimensions of Self
Johari window : J., & Ingham, H. (1955):

• Known to me and others
• Known to others but not to me
• Not known to me or to others
• Known to me but not to others
• We are not fixed

Interpersonal needs
• Affection: ( Under personal/Over personal/Personal
Individual)
• Control: (Autocrats/ Abdicrats/Democrats)
• Belonging: (Under social/ Over social/ Social person)
Social Penetration Theory
• People go from superficial to intimate conversations as trust
develops through repeated, positive interactions.
• Self Disclosure: Information, thoughts, or feelings we tell
others about ourselves that they would not otherwise know.
(Taking it step by step, and not rushing to self-disclose or
asking personal questions too soon, can help develop positive
business relationships)
Social Penetration Theory
Principles of Self disclosure:
• Moves in small steps
• Impersonal to intimate information
• Reciprocal
• Risk factor
• Trust factor
Interpersonal Communication
• It is defined as communication between two
people but it doesn’t give the essence of it.
Stages of conversation:
• Initiation
• Preview
• Talking points
• Feedback
• Closing
Interview Preparation
• An employment interview is an exchange between a
candidate and a prospective employer (or their
representative). It is a formal process with several consistent
elements that you can use to guide your preparation.
• The invitation to interview means you have been identified as
a candidate who meets the minimum qualifications and
demonstrate potential as a viable candidate.
• There is no one right or wrong way to prepare and present at
your interview
Interview Preparation
Steps:
• Preparation: (Type of interview, Dress code, Organization, Job,
Requirements) Businesses hire people to solve problems, so
you will want to focus on how your talents, expertise, and
experience can contribute to the organization’s need to solve
those problems.
• Performance: Look for the purpose and literal meaning of
each question.
• Post- performance:
FAQ
• Tell me about yourself.
• Have you ever done this type of work before?
• Why should we hire you?
• What are your greatest strengths? Weaknesses?
• Give me an example of a time when you worked under
pressure.
• Tell me about a time you encountered (X) type of problem at
work. How did you solve the problem?
FAQ
• Why did you leave your last job?
• How has your education and/or experience prepared you for
this job?
• Why do you want to work here?
• What are your long-range goals? Where do you see yourself
three years from now?
• Do you have any questions?
Conflict Management
• Conflict is the physical or psychological struggle associated
with the perception of opposing or incompatible goals,
desires, demands, wants, or needs.McLean, S. (2005)
• Conflict is universal.
• Conflict is not a sign of a poor relationship.
• Conflict cannot be avoided.
• Conflict cannot always be resolved.
• Conflict is not always bad.
Conflict Management Strategies
• Avoidance
• Defensiveness versus Supportiveness: Defensive
communication is characterized by control, evaluation, and
judgments, while supportive communication focuses on the
points and not personalities
• Face-Detracting and Face-Saving: Face-detracting
strategies take away from the respect, integrity, or credibility
of a person. Face-saving strategies protect credibility .
• Empathy
• Gunnysacking/ Back packing
Conflict Management Strategies
• Managing your emotions
• Evaluate criticism in the workplace:
1. Listen without Interrupting
2. Determine the Speaker’s Intent
3. Indicate You Are Listening
4. Paraphrase
5. If you agree: Offer apology
6. If you disagree
7. Learn from Experience
References
• S. Mclean (2012), Communication for business success,
Creative commons
 Communication is vital for small group
processes
 This lecture focuses on 2 traits:
◦ Communication Apprehension
◦ Communication Skill
 An individual’s level of fear or anxiety
associated with either real or anticipated
communication with another person or
persons -McCroskey, 1977, p. 78
 All people have some level of communication
apprehension
◦ It can occur in virtually any communication context
 Heredity
 Environment
 Personality
 Culture
 If you strongly agree with the statement, write 1 in
the blank.
 If you agree with the statement, write 2 in the
blank.
 If you are undecided about the statement, write 3
in the blank.
 If you disagree with the statement, write 4 in the
blank.
 If you strongly disagree with the statement, write 5
in the blank.
1. I dislike participating in group discussions.
2. Generally, I am comfortable while
participating in group discussions.
3. I am tense and nervous while participating in
group discussions.
4. I like to get involved in group discussions.
5. Engaging in a group discussion with new
people makes me tense and nervous.
6. I am calm and relaxed while participating in
group discussions.
7. Generally, I am nervous when I have to
participate in a meeting.
8. Usually, I am calm and relaxed while
participating in meetings.
9. I am very calm and relaxed when called on to
express an opinion at a meeting.
10. I am afraid to express myself at meetings.
11. Communicating at meetings usually makes
me uncomfortable.
12. I am very relaxed when answering questions
at a meeting.
13. While participating in a conversation with a
new acquaintance, I feel very nervous.
14. I have no fear of speaking up in
conversations.
15. Ordinarily I am very tense and nervous in
conversations.
16. While conversing with a new acquaintance, I
feel very relaxed.
17. Ordinarily I am very calm and relaxed in
conversations.
18. I’m afraid to speak up in conversations.
19. I have no fear of giving a speech.
20. Certain parts of my body feel very tense and
rigid while I am giving a speech.
21. I feel relaxed while giving a speech.
22. My thoughts become confused and jumbled
when I am giving a speech.
23. I face the prospect of giving a speech with
confidence.
24. While giving a speech, I get so nervous I forget
facts I really know.
Scoring:
1. Take a base score of 18. To this score, add your scores for items 2, 4,
and 6. Subtract your scores for items 1, 3, and 5. This is your small
group communication apprehension score.
and 12. Subtract your scores for items 7, 10, and 11. This is your
meetings communication apprehension score.
and 17. Subtract your scores for items 13, 15, and 18. This is your
interpersonal communication apprehension score.
and 23. Subtract your scores for items 20, 22, and 24. This is your public
speaking communication apprehension score.
5. To compute your trait communication apprehension score, add the score

from each step.
 A score (in step 5) between 80 and 120 indicates
you are high in communication apprehension.
you are moderate in communication
apprehension.
you are low in communication apprehension.
 How acceptable is it for group members to
attribute their group participation or
involvement (or lack thereof) to their
communication apprehension?
 Communicator style describes the way an
individual uses verbal and nonverbal
communicative behaviors to indicate how
literally others should take a message.
-Norton
Friendly Precise
Impression leaving Animated
Relaxed Dramatic
Contentious Open
Attentive Dominant
 Generally, an individual will use several
attributes at the same time (Norton, 1983),
which creates an individual’s communicator
style, or cluster.
 For example, a dominant person also may be
animated, dramatic, and/or impression
leaving, and an attentive person also may be
friendly and relaxed (Norton, 1978).
INTRAPERSONAL and INTERPERSONAL
COMMUNICATION-II
IMPORTANT FACTORS THAT INFLUENCE
INTRAPERSONAL SKILLS
1. Perspective
2. Self-esteem
3. Self-confidence
4. Self-assertive
2
1. PERSPECTIVE
• Perspective is a view or belief which we truly

believe it is true and valuable in our life
• Perspective is the way we look at things
• Knowledge, understanding and values in our
minds shape our perspectives or philosophies or
paradigms
3
An Example
A person (the perceiver) might perceive a manager (the target) and
expect him to speak with an authoritative tone of voice because he's an
authority figure. Thus, our perception of the person is already being
formed before they even open their mouth. Now, let us say that when
the manager does speak, he speaks in a very polite voice.Our target (the
manager ) is not confirming to our perception of how we think they
should sount.
Remember: We break our perceptions to make our perspective
4
THE WAY WE THINK
• The way we think influence our perspectives in

life
• Positive thoughts will produce positive

perspectives in life
• Positive perspectives are able to produce positive

actions
• Positive perspectives are able to produce positive

communication and interpersonal relationship
5
KNOWLEDGE/INFORMATION
EXPERIENCE /
EDUCATION EFFECTS WE SEE
OBSERVATION VALUE
WHAT IS SHAPING SYSTEM
OUR MINDS?
ENVIRONMENTAL PERCEIVED
INFLUENCE AUTHORITY
PEOPLE INFLUENCE OF
INFLUENCE MODELING
6
EVERY ACTION WE TAKE IS ACTUALLY A REFLECTION OF
OUR PERSPECTIVE
•The Way We Use Our Time, Money And

Energy
•With Whom We Normally Socialize Or Get
Along With
•What Kind Of Food We Eat
•What Kind Of Books We Read
•What Kind Of Activities We Give Priorities
•How We Communicate With People
•How We React And Take Actions When We
Are Facing Difficulties And Problems
7
2. SELF-ESTEEM
HOW WE LOOK AT OURSELVES:
In a positive or negative manner…
In the form of strengths or form of weaknesses…..
With appreciating your capabilities or undermining

yourselves….
With the feeling you can be successful or weak

without energy….
8
WHY HAVING HIGH SELF-ESTEEM IS IMPORTANT?
• Solid and good self-esteem will give us strength to

shape our lives the best we can
• Poor and bad self-esteem will lead to a lot of
weaknesses in life
• WHO AM I?
The Answer To This Question Will Influence One’s
Self-esteem And Influence The Actions We Take In
Our Life
9
WHO AM I?
MY IDENTITY! MY IMAGE!
• I am a good human being.

• I am a responsible person / son
/ student / employee
• I am a useful member of this
society
10
Signs of Low Self-Esteem
• Self-blame, self-criticism, or constantly putting others down through guilt, blame, shame, or
faultfinding. Finding forgiveness difficult.
• Over- or under-achieving, -eating, -working, -doing, etc.
• Playing the victim, rationalizing that outside circumstances are the causes of your problems.
• Not taking responsibility for your own life; turning power over to another to make decisions
for you, then feeling victimized if the results are not to your liking.
• Taking too much responsibility for the lives of others, dominating and making decisions for
them.
• Fear of change and reluctance to take risks. Or too much change, taking dangerous, unwise
risks.
• Constant negativity or being so optimistic that reality is denied.
• Reacting to others with extreme emotion or no emotion.
11
Signs of Low Self-Esteem
• Boastfulness, lying, embellishing, exaggerating, and overbearing behavior around others.
• Inability to maintain integrity during interactions with others.
• Demanding to be “right,” needing to have agreement or have your own way most of the time, or
constantly acquiescing to the will and opinions of others.
• Constantly comparing yourself to others, thereby feeling inferior or superior.
• Black/white, either/or thinking; e.g., believing that a person is either good or bad based on rigid standards
of behavior.
• Having pervasive deep-seated feelings of fear, terror, or panic.
• Speaking with lots of shoulds, oughts, could haves, and yes ,buts.
• Interpreting the hurtful words or actions of others as proof of your unworthiness.
12
WAYS TO BUILD HIGH SELF-ESTEEM
• Always remember you have the capability, role and

achievement
• Should interact with those who have positive minds

and who always encourage positive actions
• Should take positive actions which bring goodness

to yourself and society
13
3. SELF-CONFIDENCE
• HIGH SELF-CONFIDENCE will help us take actions

based on perspectives and values we hold
• HIGH SELF-CONFIDENCE gives us strengths to

achieve the goals we set in our life
14
Building Self-Confidence
1. You must feel that you are somebody – used to be

successful, have talent and capabilities, used to contribute
something meaningful to society
• Do not feel that other people are too superior – they are
also normal human beings that shouldn’t be scared of
2. Must practice to give opinions even though you may make
mistakes or you don’t have much points to say
• Must try to get small things done until successful - because
small success could lead in getting bigger success
3. Must try to do high risk work – which have big challenge so
as to train yourself to fight feeling of scared or no confidence
15
4. When you have clear objectives, clear values, clear ways of

doing things– dont worry about complaints, negative
comments and opinions of other people – go ahead with
your work – do it the best possible way you can
5.Seek support from positive people, successful people, not
those who are only talkers, nothing accomplished, negative
people who don’t like to see other people become
successful.
6. Be careful in choosing friends – do not be affected by the
negative comments or bad influence or bad models.
Prolonged exposure to negative elements will influence your
mind and your soul and finally you will fall in their trap of
negativity and non-performance.
16
7. Get yourself used to do a lot of welfare work to build strong

mind, soul and character – so that this way you wont be easily
influenced in negativity or bad behavior – you get yourselves
more confidence and becoming more useful.
8. Must try to fight feeling ashamed or scared or doesn’t want to
work
• Do not propose other people to volunteer – must propose your
own self to volunteer to take part
9. Must try to think and find creative ways to solve problems – do
not surrender to circumstances
17
4. SELF-ASSERTIVE
• The capability to take a stand and take appropriate actions

in defending perspectives and positive values which you
strongly believe
• Determination, patience and courage are the only things
needed to improve any situation
• WAYS TO BUILD SELF-ASSERTIVENESS
• Understand clearly the good and bad aspects of anything
• Be firm if they try to take advantage of you
• Behold strictly to values, ethics and rules which you
strongly believe
18
Tips
The condition of a person will not be changed until they change
what is in themselves….”
Anthony Robbins: Communication Quotations
The way we communicate with others and with ourselves
ultimately determines the quality of our lives.
Winston Churchill: Communication Quotes
Courage is what it takes to stand up and speak; courage is also
what it takes to sit down and listen
Denis Waitley : Quotes: Self Esteem
To establish true self-esteem we must concentrate on our
successes and forget about the failures and the negatives in our
lives
19
ONLY WE CAN CHANGE OURSELVES
• Nobody will be able to change us to get better

results, except we ourselves.
• For things to change, we have to change first.
• Good news: once we start changing ourselves,
things will start to change for us.
• Our life is our responsibility, so we are responsible
totally for our life.
20
DEFINITION OF INTERPERSONAL
COMMUNICATION
• Communication is a process of
delivering a message or
meaning through verbal or non-
verbal means
21
PERSPECTIVE OF INTERPERSONAL COMMUNICATION
• The Quality Of Our Interpersonal Communication

Will Determine The Quality Of Our Work And Quality
Of Our Life
• Interpersonal Communication Skills Can Be Learned
22
COMPONENTS OF INTERPERSONAL COMMUNICATION
1. Conversation
2. Listening
3. Body language
4. Environment
5. Self-appearance
23
1. CONVERSATION
• Mention Their Names
• Use Suitable Language
• Tone Of Voice
• Simplify Your Message
• Give Other People The Chance To Talk And Do Not
Control All
• Try To Control From Telling Too Much About Yourself
• Use Closed And Open Questions Properly
• Contents Of Your Sentence
• Suitability Of Topics To Talk
• Winning People’s Heart
Be Interesting Vs. Be Interested
24
THE WAY TO CONVERSE
• Be confident, cool and relaxed
• Be yourself – do not put down yourself but at the

same do not be arrogant – must show respect to
all parties
• Be assertive – do not let other people step on

your head
• Give your opinion if you don’t agree – with full of

diplomacy and respect
25
2. LISTENING SKILLS
 Look at the eyes and give attention But do not do it too close or too long
 Show your interest and show that they are important
 Concentrate – do not let your mind wonder to other places. Do not look at other places or do
other things while listening to people talking to you
 Show that you are actually listening to them with full interest by saying ‘yeah’ ‘oh like that’,
nodding your head and continue eye contact.
 Do not look at different direction
 Ensure that you really understand what you have just heard by repeating what you have
heard to him / her.
 Repeat important information and seek confirmation from her “Is this what you are trying
say……”
 Give encouragement for people to keep on talking or to tell you more using phrases such as
‘that’s amazing idea, that’s interesting story, please tell me more’
 Listen to ideas, not just words. Form imagination in your mind while listening.
 Do not interrupt or try to finish his sentence while people are talking to you. Wait until he or
she finishes his or her sentences.
 Do not be too fast to conclude. Give your response when you are truly sure he’s finished his
points.
 Do not focus on what you are going to say, focus on what your friend is going to say first.
26
3. BODY LANGUAGE
 PROPER BODY LANGUAGE
Smile or show happy face
Nod your head to show that you understand or agree or you are following the
conversation attentively.
Give space so that everyone can see each other’s face if you are talking in a group.
 GOOD BODY LANGUAGE
“Mirroring” is you create the same body posture with those you are talking to – if
they are standing with one leg up, you do the same, if they are holding cup, you
do the same. This is called mirroring.
“Mirroring” will create a more friendly and relaxed atmosphere between you and
the other person.
Avoid from:
• Yawning,
• Scratching your head,
• Drilling your nostrils,
• Digging your ears, and all sort of inappropriate actions
27
4. ENVIRONMENT
 Try to understand their mood (are they tired, have many problems,
after getting scolded from their boss, feeling sad, mixed feeling
etc.)
 Look at suitability of topic at that moment
 Find suitable place (eg. quite, not many people around) for the
topic you want to discuss. To discuss multi-million dollar business
deal, must find a suitable place.
 Find suitable environment (cold, not smelly, refreshing, clean)
28
5. SELF APPEARANCE
• The way you dress

• Cleanliness
• Color of your dress
• Ornaments
• Body smell
29
CHALLENGES IN COMMUNICATION
MISUNDERSTANDING IN COMMUNICATION
might happen in:
– Through telephone
– SMS
– Emails
– News delivered through third party,
• When talking always want to win or be superior
• When talking, emotion is more than facts
• When giving opinions, very fast in finding other people’s faults
• When asking questions, the intention is to test the people
• When talking, always want to make other people feel guilty
• When talking, very arrogant, big talk and belittle other people.
30
CHALLENGES IN COMMUNICATION
Normally, most people don’t want the following:
ONE WAY COMMUNICATION – do not give chance to other people to talk.
• Pestered – just like being pushy.
• Dictated – like to control.
• Imposed – give one-sided point of view.
• Insisted – do not give much choices.
• Manipulation– salesmen, bad leaders
• He feel he’s the only one who’s right and other people do not know anything.
• Discussion not for the sake of finding proper understanding or to find the truths
• Discussion to hurt other people’s feelings
• Arguments just for fun –no objective, waste of time hurt the feeling
• Provoke heated arguments, spoil the good mood, break friendship
31
More examples of Barriers to
communication
• Language
• Values and beliefs
• Sex/gender and age
• Economic status
• Educational level
• Physical barriers
• Attitude
• Timing
• Understanding of message
• Trust
32
IMPORTANT TIPS ON INTERPERSONAL RELATIONSHIP
BASICS – MANKIND BASICS – MANKIND DO

WANTS NOT WANT
• To be respected • To be ridiculed (make
• To be appreciated fun of)
• To feel important • Belittled
• To play some roles • Neglected
• To be friends with others • Segregated
• Win-win – enjoy their • Underestimated
rights • Mistreated
33
1. REMEMBER HIS NAME AND RELATED INFORMATION
Remember his name correctly and mention his name in the conversation
Try to remember other important or relevant information about him such as his
last vacation , his favorite food etc.
2. LOOK AT THE GOOD SIDE AND GIVE EMPATHY
Look at the good side and strength he has; do not look at his weaknesses and
shortcomings
Inculcate sympathy and empathy; try to understand his situation; do not quickly put
a blame on him; do not quickly make a conclusion about him and give forgiveness on
small things
Investigate first on what’s happened. Do not conclude too fast
Give open arms and put no ill intention toward him.
3. THINK WIN-WIN
Think win-win. Be fair to all parties.
Never ever suppress other people
Never try to take advantage, especially from the weaker party.
34
4. DO NOT KEEP HIDDEN AGENDA OR TRY TO TAKE ADVANTAGE
• Do not keep the “prawn besides the stone” (hidden agenda) when dealing with
him; this way you will lose trust from him
• Do not take advantage on his weaknesses or his negligence or his sincerity
5. DO NOT have ill-intention
6. NEVER EVER COMPARE, PAY GRATITUDE WITH WHAT YOU HAVE

• Do not compare someone with someone else
•Have to pay gratitude and appreciate what you have or possess
35
7. GIVE INSPIRATION, EXPECT THE BEST

 Give inspiration, give trust, give hope
 Give motivation to be the best, to give their best
 Must expect the best from them
 Be patient with their shortcomings and find ways so that they can improve
themselves – through coaching, training or third party’s roles
8.NEVER EVER LIE
 Speak the truth – never ever lie
 Never manipulate your language or twist your tongue, doing so will make
you a hypocrite
9. FULFILL YOUR PROMISE DO NOT MAKE FALSE PROMISE
 Must respect the promise you have made – must fulfill it
 Do not promise with the things you are not capable of doing
36
10.SOMETIMES WE ARE STRATEGIC,NOT HYPOCRITE
 We cannot be open to all things because it could be not strategic
 Have to see the pros and cons of the things we discussed
 If it carries more disadvantages than advantages, so it is better to avoid from being direct
– this is what is called strategic.
11. LIKEABLE AND LIKE
 Make it a habit to always eliminate the bad elements in our life
 Improve yourself so that people like you
 Train yourself to like other people
12. EXPECTATION
 Sometimes our expectation on other people are not realistic or too high
 All people have problems or circumstances which we do not know
 We shouldn’t be asking from them more than what they are capable of doing
 Expectation which is too high might frustrate us
13. DON’T HOPE FOR RETURN OF FAVOR
 Continue with good relationship without hoping anything in return
 Even though people do not give a damn, we continue with good relationship with them
 If we are hoping for a return of favor, maybe we will be frustrated
 If we do not hope anything in favor, they will feel the true pleasure of friendship
37
FRIENDSHIP
SPOILERS ENHANCERS
• Have strong vested • Good intention
interest • Always helping
• Like to take advantage • Keep his dignity
• High expectation • See the good aspects
• Blame without than the bad aspects
investigation • No hidden agenda
• Lying when speaking • Telling the truth and be
• Back biting trustworthy
• Take his rights • Give priority to a
friend
38
39
Conflict and Negotiation in
Workplace
Conflict
An interactive process manifested in

incompatibility, disagreement, or dissonance
within or between social entities (i.e. individual,
group, organization).
Why Workplace Conflict??
Workplace conflict may be because of
 scarce and insufficient resources; such as time, status or

budgets
 because of values; such as political preferences, religious

beliefs, deep rooted moral values
 because of insights, facts, perceptions, world views and may

be because of any possible combination of these issues
• Functional Conflict : Conflict that supports the
goals of the group and improves its performance
• Dysfunctional Conflict : Conflict that hinders

group performance
Types of Conflict
1. Affective Conflict / Relationship Conflict
2. Substantive Conflict / Task Conflict
3. Process Conflict
1. Affective Conflict / Relationship Conflict
This occurs when two interacting social entities, while

trying to solve a problem together, become aware that
their feelings and emotions regarding some or all the
issues are incompatible.
2. Substantive Conflict / Task Conflict
This occurs when two or more organizational

members disagree on their task or content
issues.
3. Process Conflict
Concerns responsibilities and how work

should be completed
Levels of Conflict
 Intrapersonal Conflict
- Within one’s personality
 Interpersonal Conflict
- Among persons
 Intra-group Conflict
- With in group
 Inter-group Conflict
- Among persons
Intrapersonal Conflict
• This type of conflict is also known as intra-individual
or intra-psychic conflict.
• It occurs when an organizational member is required

to perform certain tasks and roles that do not match
his or her expertise, interests, goals, and values.
Interpersonal Conflict
• This is also known as dyadic conflict.
• It refers to conflict between two or more

organizational members of the same or
different hierarchical levels or units.
• The studies on superior–subordinate conflict

relate to this type of conflict.
Intra-group Conflict
• This is also known as intradepartmental conflict.
• It refers to conflict among members of a group or
between two or more subgroups within a group in
connection with its goals, tasks, procedures, and so
on.
• Such a conflict may also occur as a result of
incompatibilities or disagreements between some or
all the members of a group and its leader(s).
Inter-group Conflict
• This is also known as interdepartmental conflict. It
refers to conflict between two or more units or
groups within an organization.
• Conflicts between line and staff, production and
marketing, and headquarters and field staffs are
examples of this type of conflict.
• On special type of inter-group conflict is between
labor and management.
Constructive Confrontation at Intel
Intel employees learn to fully evaluate ideas through

“constructive confrontation.” The objective is to attack
the problem, not the employee, but some critics claim
the process is a license for some Intel staff to be bullies.
Minimizing Relationship Conflict
Three conditions that minimize relationship conflict

while engaging in constructive conflict
1. Emotional intelligence
2. Cohesive team
3. Supportive team norms
The Conflict Process
Conflict
Perceptions
Sources of Manifest Conflict
Conflict Conflict Outcomes
Conflict
Emotions
Conflict
Escalation Cycle
Sources of Conflict
Incompatible • One party’s goals perceived to interfere

Goals with other’s goals
• Different values/beliefs
Differentiation • Explains cross-cultural and generational
conflict
• Conflict increases with interdependence

Task
• Parties more likely to interfere with each
Interdependence
other
more
11-17
Sources of Conflict
Scarce
• Motivates competition for the resource
Resources
Ambiguous • Creates uncertainty, threatens goals

Rules • Without rules, people rely on politics
• Increases stereotyping
Communication
• Reduces motivation to communicate
Problems
• Escalates conflict when arrogant
11-18
Structural Approaches to Conflict
Resolution
1. Emphasizing superordinate goals
– Emphasize common objective rather than
conflicting sub-goals
– Reduces goal incompatibility and differentiation
2. Reducing differentiation
– Remove sources of different values and beliefs
• e.g. Move employees around to different jobs
Resolution (con’t)
3. Improving communication/understanding
• Employees understand and appreciate each
other’s views through communication
11-20
Resolution (con’t)
4. Reduce Task Interdependence
• Dividing shared resources
• Combine tasks
• Use buffers
5. Increase Resources
• Duplicate resources
6. Clarify Rules and Procedures
• Clarify resource distribution
• Change interdependence
11-21
Resolving Conflict Through Negotiation
• Negotiation -- attempting to resolve divergent

goals by redefining terms of interdependence
• Which conflict handling style is best in
negotiation?
– Begin cautiously with problem-solving style
– Shift to a win-lose style when
• Mutual gains situation isn’t apparent
• Other part won’t reciprocate info sharing
11-22
Situational Influences on Negotiation
• Location
• Physical setting
• Time passage and
deadlines
• Audience
Courtesy of Microsoft
Interpersonal Conflict Handling Styles
• Win-win orientation
– believe parties will find a mutually beneficial
solution
• Win-lose orientation
– belief that the more one party receives, the less
the other receives
11-24
Five Conflict Handling Styles
High
Competing Collaboration
Assertiveness
Compromising
Avoiding Accommodati
on
Low High
Cooperativeness
11-25
Conflict Handling Contingencies
Collaboration
– Best when:
• Interests are not perfectly opposing
• Parties have trust/openness
• Issues are complex
– Problem: other party take advantage of information
Competing
– Best when:
• you have a deep conviction about your position
• quick resolution required
• other party would take advantage of cooperation
– Problems: relationship conflict, long-term relations
Avoiding
– Best when:
• relationship conflict is high
• conflict resolution cost is higher than benefits
– Problems: doesn’t resolve conflict, frustration
Accommodation
– Best when:
• other party has much more power
• issue is much less important to you than other party
• value/logic of your position is imperfect
– Problem: Increases other party’s expectations
Compromising
– Best when…
• Parties have equal power
• Quick solution is required
• Parties lack trust/openness
– Problem: Sub-optimal solution where mutual
gains are possible
Managerial Decision Making
Copyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 6-1
Types of Decisions
Programmed decisions
 situations that occur often enough to enable
decision rules to be developed.
Nonprogrammed decisions
 are made in response to situations that are
unique, are poorly defined and largely
unstructured.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved. 6-2
Decision Making Conditions
 Certainty
 all the information the decision maker needs is
fully available.
 Risk
 decision has clear-cut goals.
 good information is available.
 future outcomes associated with each
alternative are subject to chance.

Decision Making Conditions (contd.)
 Uncertainty
 managers know which goals they wish to
achieve.
 information about alternatives and future
events is incomplete.
 managers may have to come up with creative
approaches to alternatives.

Decision Making Conditions (contd.)
 Ambiguity
 by far the most difficult decision situation.
 goals to be achieved or the problem to be
solved is unclear.
 alternatives are difficult to define.
 information about outcomes is unavailable.

Conditions That Affect the Possibility of
Decision Failure
Organizational
Problem
Low Possibility of Failure High

Certainty Risk Uncertainty Ambiguity
Programmed Nonprogrammed
Decisions Decisions
Problem
Solution
Three Decision Making Models
Political Model
Administrative Model
Classical Model

Selecting a Decision Making Model
 Depends on the manager’s personal

preference.
 Whether the decision is programmed or non-
programmed.
 Extent to which the decision is characterized
by risk, uncertainty, or ambiguity.

Assumptions of the Classical Model
 Accomplishes goals that are known and agreed
upon.
 Strives for certainty by gathering complete
information.
 Criteria for evaluating alternatives are known.
 Decision maker is rational and uses logic.

Administrative Model
 How managers actually make decisions in situations
characterized by non-programmed decisions, uncertainty,
and ambiguity.
 Two concepts are instrumental in shaping the administrative
model.
 bounded rationality: means that people have limits or boundaries
on how rational they can be.
 satisficing: means that decision makers choose the first solution
alternative that satisfies minimal decision criteria.

Political Model
 Closely resembles the real environment in
which most managers and decision makers
operate.
 Decisions are complex.
 Disagreement and conflict over problems
and solutions are normal.
 Coalition building is important.

Characteristics of Classical, Administrative,
Ex. 6.2
and Political Decision-Making Models
Classical Model Administrative Model Political Model
Clear-cut problem and goals. Vague problem and goals. Pluralistic; conflicting goals.
Condition of certainty. Condition of uncertainty. Condition of uncertainty/ambiguity.
Full information about Limited information about Inconsistent viewpoints; ambiguous
alternatives and their outcomes. alternatives and their outcomes. information.
Rational choice by individual Satisficing choice for resolving Bargaining and discussion among
for maximizing outcomes. problem using intuition. coalition members.

Ex. 6.3 Six Steps in the Managerial Decision-Making Process

Diagnosis Questions
(Kepner & Tregoe)
 What is the state of disequilibrium affecting us?

 When did it occur?
 Where did it occur?
 How did it occur?
 To whom did it occur?
 What is the urgency of the problem?
 What is the interconnectedness of events?
 What result came from what activity?

Personal Decision Making Styles
 Directive
 Analytical
 Conceptual
 Behavioral

 Directive
1. Used for Quick Decisions
2. May Only Consider a few Alternatives
3. Generally Efficiency Based Managers

 Analytical
1. Acquires as Much Data as Possible
2. Carefully Considers all Alternatives
3. Rational, Objective Decisions

 Conceptual
1. More Socially Oriented
2. Seeks Group Consensus
3. Rely on Information from People and
Systems

 Behavioral
1. Deep Concern for Others
2. Understands Feelings of Those Involved
3. Concerned with Personal Development
Affected by Decisions

Personal Decision Framework
Situation: Personal Decision Style: Decision Choice:

· Programmed/non-programmed ·Directive ·Best Solution to Problem
· Classical, administrative, ·Analytical
political ·Conceptual
· Decision steps ·Behavioral

Group Decision Making
Questions to Determine Group Participation
in Decision Making
 Decision significance
 Importance of commitment
 Leader expertise
 Likelihood of commitment
 Group support for goals
 Group expertise
 Team competence
Advantages
1. Greater Pool of Knowledge
2. Different Perspectives
3. Intellectual Stimulation
4. Better Understanding by Employees
5. Deeper Commitment to the Decision

Disadvantages
1. A Few people May Dominate
2. Groupthink
3. Satisficing
4. Goal Displacement

Concerns for Managers
1. Less Efficient
2. Size Affects Quality Inversely
3. Group May Be Too Confident
4. Knowledge Counts

Best Times to Utilize Groups
1. When It Can Increase Quality
2. When It Can Increase Acceptance
3. When It Can Increase Development

Workplace Influenced by Culture
What is Culture?
• Sir Edward Tylor’s definition in 1871 (first use of
this term):
“that complex whole which includes knowledge,
belief, art, morals, law, custom, and any other
capabilities and habits acquired by man as a
member of society”
• Culture is the characteristics of a particular group

of people, defined by everything from language,
religion, cuisine, social habits, music and arts.
Cultural Variables Affecting
Communication
• Attitude
• Social Organizations
• Thought Patterns
• Roles
• Language
• Non-verbal Communication
• Time
Cultural Variables
• Attitudes: The way we behave and
communicate and the way we interpret
messages from other people.
• Social Organizations: Our perceptions can be
influenced by differences in values, approach
or priorities relative to the kind of social
organizations to which we belong.
Cultural Variables
• Thought Patterns: Depends on experience,
education and family background
• Roles: (Manager’s Perception)

Manager reflect the culture of its organization
Cultural Variables
• Language: Language also conveys cultural and
social understandings
• Time: the way people regard and use time.

• Mono-chronic time systems: It is related to
time commitment
• Poly chronic time systems: Rather than giving
importance to time this system gives priority
to persons.
Mono-chronic culture
• Mono-chronic cultures like to do just one thing at
a time. They value a certain orderliness and sense
of there being an appropriate time and place for
everything. They do not value interruptions. They
like to concentrate on the job at hand and take
time commitments very seriously.
• In addition mono-chronic people tend to show a

great deal of respect for private property and are
reluctant to be either a lender or a borrower. This
is part of a general tendency to follow rules of
privacy and consideration as well as adhere
religiously to plans.
Poly-chronic culture
• Poly-chronic cultures like to do multiple things at the same
time.
• A manager's office in a poly-chronic culture typically has an

open door, a ringing phone and a meeting all going on at the
same time. Though they can be easily distracted they also
tend to manage interruptions well with a willingness to
change plans often and easily.
• People are their main concern (particularly those closely

related to them or their function) and they have a tendency to
build lifetime relationships.
• Issues such as promptness are firmly based on the

relationship rather than the task and objectives are more like
desirable outcomes than must do's.
Interactions between Mono-chronic and Poly-chronic
culture
• Interactions between the two types can be problematic.
• Mono-chronic businessmen cannot understand why the person they are

meeting is always interrupted by phone calls and people stopping by. Is it
meant to be insulting? When do they get down to business?
• Poly-chronic businessmen cannot understand why tasks are isolated from
the organisation as a whole and measured by output in time instead of
part of the overall organisational goal. How can you separate work time
and personal time? Why would you let something as silly as a schedule
negatively impact on the quality of your relationships?
• You can quickly see the problems. Recognising whether you are dealing
with a poly-chronic or mono-chronic culture and the attendant differences
in how time and relationships are valued is crucial to being able to
communicate effectively across cultures.
Cross-cultural Values
Americans Indians
• Freedom • Belonging
• Independence • Group harmony
• Self-reliance • Collectiveness
• Equality • Age/seniority
• Individualism • Group consciousness
• Competition • Cooperation
• Efficiency • Quality
• Time • Patience
• Directness • Indirectness
Edward T. Hall's Model
High-context cultures Low-context cultures
• Long-lasting • Shorter relationships
relationships • Less dependent on
• Exploiting context context
• Spoken agreements • Written agreements
• Insiders and outsiders • Insiders and outsiders
clearly distinguished less clearly
distinguished
• Cultural patterns
ingrained, slow change • Cultural patterns
change faster
Cultural Classification--Hall
• Low-Context Cultures - What Is Said Is More
Important Than How or Where It Is Said
• High-Context cultures - What Is Said and How or

Where It is Said Are Significant
Low-context in business
• Business before friendship

• Credibility through expertise &
performance
• Agreements by legal contract
• Negotiations efficient
High-context in business
• No business without friendship

• Credibility through relationships
• Agreements founded on trust
• Negotiations slow & ritualistic
High and Low Context Cultures
Factors / High Low
Dimensions Context Context
Lawyers Less important Very important
A person’s word Is his or her bond Get it in writing
Responsibility for Taken by Pushed to

organizational error top level lowest level
Negotiations Lengthy Proceed quickly

Hofstede’s Theory
• Dr.Geert Hofstede gave five dimensions of
Culture.
• Comprehensive study shows how values are

influenced by Culture
Power/Distance(PD)
• Degree of inequality that exists – and is accepted
among people with and without power.
• Characteristics of PD:
A) High: (I) Centralized
(ii) Large gap in compensation and
authority
B) Low: (I) Flatter Organizations
(ii) Supervisors and Employees are almost
equal
Power Imbalances
• Power imbalance affect the dispute itself.
• Possible outcomes:
a. The high –power person or group can refuse
to enter into negotiation, mediation, or
another dispute resolution process simple
because it has no need to. This person or
group can get what it wants without engaging
the low-power person or group.
Power Imbalances (contd.)
b. The low –power person or group can refuse to
enter into negotiation, mediation, or another
dispute resolution process out of fear it will be
forced to make unwanted concessions.
c. The high-power person or group can simply
impose its will on the other side, which is
forced to accept it. The high-power person or
group has the resources, force, or position in
the hierarchy to enforce complaince.
Power Imbalances (contd.)
d. The low-power person or group may strive to
build power before being willing to enter into
negotiation or mediation.
The first three outcomes to power imbalances

might not seem to result in any overt conflict. In
fact, an outside observer might label the current
state of affairs as one of peace. But peace is seen
not only as the end of an overt conflict but also as
the establishment of new balanced relationships
between the parties.
Individualism (IDV) vs Collectivism
• Refers to the strength of the ties people have with others
within the community.
• Characteristics:
• IDV: (i) Respect for privacy
(ii) Loose ties with others
(iii) Emphasis on “I” over “WE”
(iv) Emphasis on building skills and becoming masters
of something
(v) work for individual rewards
collectivist societies: individuals act predominantly as

members of a lifelong and cohesive group or organization
Uncertainty avoidance index (UAI):
• Related to degree of anxiety society members feel
when in uncertain or unknown situations.
• Characteristics of UAI:
• High: (i)very formal business conduct with
lots of rules and policies
(ii) need and expect structure
(iii) differences are avoided
• Low: (i) informal business attitude
(ii) more concern with long term strategy than
what is happening on daily basis
(iii) Accepting of change and risk
Masculinity (MAS), vs. femininity:
• Refers to how much a society sticks with and
values, traditional male and female roles.
• A masculine culture emphasizes on status
derived from wages and position
• A feminine culture emphasizes on human
relations and quality of life.
Characteristics of MAS
• High: There is a well-defined distinction
between men’s work and women’s work.
• Low: A women can do anything a men can do.
Powerful and successful women are
admired and respected.
Long-term orientation (LTO), vs. short
term orientation
• Refers to how much society values long standing
as opposed to short term traditions and values.
• Characteristics :
• High: - Strong work ethic
- High value placed on education and
training
- Hesitant to introduce change
• Low: High creativity and mindset to introduce
change
Factors of Human Relationship
Different attitudes toward various factors of human
relationships cause communication problems.
Seven major factors:
1. Time: time differ widely. Some cultures stress
punctuality, some do not.
2. In some cultures, people want to be far apart; in
other cultures they want to be close
3. Odors: some cultures view body odors as bad
and others as normal.
Factors of Human Relationship
• Frankness: High context culture are more frank
than low-context culture
• Intimacy: based on status, superior-subordinate
relationship, based on gender
• Values: each culture has different values
concerning such matters as attitude towards
work.
• Expression of emotion: social behaviour varies by
culture, such as practices concerning affection,
laughter and emotion.
Preparing for
Psychometric Tests
What are psychometric tests?
– What do you think a psychometric test is?
– How is a psychometric test different from school or
university exams?
– What have you heard from others about
psychometric tests?
– Have you completed any psychometric tests before?
How did you find that experience?
Psyche = Mind
Metric = To Measure
• ‘A standardised sample of behaviour which can be

described by a numerical scale or category system’
(Cronbach)
• A psychological test used in the world of work’
(Saville and Holdsworth)
• ‘A psychological test is any procedure on the basis of
which inferences are made, concerning a person’s
capability, propensity or liability to act, react, experience,
or structure or order thought or behaviour in particular
ways’ (BPS)
Why do Employers use them?
• Fair and objective measure of a skill/ability or the

potential to acquire it
• Gives a more rounded picture of suitability for a role

• Objectively compares candidates’ performance with
‘norm’ levels for a similar ‘population’
• Reliable predictor of how well someone is likely to
perform in a given job/professional exams
Advantages for Employers
• Less subjective than an interview

• Fairer, more objective decision making
through use of standardised tests
• Online testing = greater cost efficiency
• Provides evidence of skills not easily obtained
from other elements of the recruitment
process
When are Psychometric Tests Used?
• At different stages of the Recruitment process

– As part of application process
– On the assessment day
• Can vary between paper and online tests
• Different tests can be used at different stages
Main types of psychometric tests
• Ability/Aptitude Tests
(usually verbal, numerical
and diagrammatic)
• Personality Inventories
(questionnaires)
• Situational Judgement Tests
• Career matching software

Aptitude tests – what to expect
• You may get a practice leaflet or online practice questions
• Exam conditions and strictly timed, standardised instructions
• Answers definitely right or wrong
• Answers scored and compared with appropriate norm group
• Types of tests are usually:
– Numerical
– Logical Reasoning (Also known as Diagrammatic/Inductive)
– Verbal Reasoning
Numerical Tests
What are they?
– Require you to make decisions or inferences from numerical data,
presented in reports, graphs and tables.
– Usually just require maths as uses more analytical skills
– Requires you to demonstrate your ability to plan, prioritise and analyse

data, see trends and follow numerical reasoning and logic.
– These skills are relevant to a range of functions that require working with
money or finance, also general management, finance and sales to data
processing.
Numerical Tests
Example
Numerical Tests
How to prepare
– Remind yourself of the basics of mathematics, such as percentages, ratios,
fractions, currency conversions etc
– Read the financial section of a quality newspaper . It will help familiarise
you with financial and numerical information
– Practise doing maths puzzles .
– Take a practice test to help you get used to the format and time pressure
– Check if you are allowed to use a calculator or not – if not practice doing
sums without one
Verbal Reasoning Tests
What are they?
– Measure your ability to reason with and to evaluate the logic of verbal information.
– The process is similar to the skills required to summarise large reports and extract
verbal data at meetings . It's very relevant for roles that require analysis of verbal
information.
– You are usually provided with a passage of information and required to evaluate a
set of statements by selecting one of the following possible answers:
– A – True
– B – False
– C – Cannot Say
Example
“Many organisations find it beneficial to employ students over the summer.
Permanent staff often wish to take their own holidays over this period.
Furthermore, it is not uncommon for companies to experience peak workloads in
the summer and so require extra staff. Summer employment also attracts students
who may return as well qualified recruits to an organisation when they have
completed their education. Ensuring that the students learn as much as possible
about the organisation encourages interest in working on a permanent basis.
Organisations pay students on a fixed rate without the usual entitlement to paid
holidays or sick leave.”
Statement 1 - It is possible that permanent staff who are on holiday can have
their work carried out by students.
A = True B = False C = Cannot Say

Example
“Many organisations find it beneficial to employ students over the summer.
Permanent staff often wish to take their own holidays over this period.
Furthermore, it is not uncommon for companies to experience peak workloads in
the summer and so require extra staff. Summer employment also attracts students
who may return as well qualified recruits to an organisation when they have
completed their education. Ensuring that the students learn as much as possible
about the organisation encourages interest in working on a permanent basis.
Organisations pay students on a fixed rate without the usual entitlement to paid
holidays or sick leave.”
Statement 2 – Students are subject to the organisation’s standard disciplinary and

grievance procedures.
A = True B = False C = Cannot Say

How to prepare
–Read newspapers, journals, reports and books
–Have a go at solving verbal reasoning puzzles
for example crosswords or word finding games
–Practice reading passages of information and
summarising the key points
Logical Reasoning Tests
What are they?
– Also known as Diagrammatic/Abstract or Inductive reasoning tests
– Not impacted by an individual’s numerical or verbal ability
– This sort of reasoning is relevant for jobs which require the capacity to learn new
things and work through complex problems in a logical, systematic and analytical
manner
– Measure the ability to work flexibly with unfamiliar information and find solutions.
– People who perform well on these tests tend to have a greater capacity to think
conceptually as well as analytically.
Examples
What comes next in the sequence?

How to prepare
• Play logical reasoning games such as Sudoku
• Think about the logical steps you take when
planning something such as a holiday
• Play strategy games such as chess and plan
your next moves
Aptitude Tests - tactics
• Follow instructions carefully
• Make sure you understand answers to example questions
• Work quickly and accurately if being timed
• Skip questions if you are stuck and go back and answer
them if you have time at the end
• Mark your best choice but avoid wild guessing if you are
not sure
• Tests not usually designed to be completed
• Score = correct answers in time allowed
• Make sure you have a watch/timer to hand
Personality Inventories
What are they?
• Assess how a candidate might typically behave in particular

work situations
• Help provide a broader picture of how well you might be
suited to a particular job/culture/organisation
• No ‘right’ or ‘wrong’ answers, only YOUR answers
• Usually no time limits, but don’t spend too long – give your
most natural answer
Personality Inventories
Examples
Least Most
A) I quickly reach a decision

B) I feel at ease with new people
C) I take care to follow rules
D) I have highly original ideas
Personality Inventories Tactics
• Avoid the ‘socially desirable’ response – be honest. Many

questionnaires check for consistency in response
• Don’t worry if some questions do not seem relevant
• Make sure you answer as many questions as possible
• Results can sometimes be discussed in interview
• Results usually only part of process alongside other elements,

e.g. interview, assessment exercises
Situational Judgement Tests
What are they?
• Assess how well suited people are for particular roles
and environments.
• Realistic employment situations
• You are given a number of scenarios and for each you
are then provided with a number of response
options to choose from. You need to select the
option which best reflects how you would behave in
that situation.
• Situational Judgement Tests (or ‘SJTs’, as they
are often abbreviated to) come in a great
variety and have been growing in popularity
as an assessment method since the late
nineties. Currently organisations as diverse as
PricewaterhouseCoopers, Sony, Wal-Mart,
Deloitte, and many more, are using SJTs as
part of their recruitment process.
• For employers, SJTs are a very cost effective,
powerful and convenient way to select the
potential strong performers from a large
group of candidates. Employers will be more
likely to use an SJT if they have a high volume
of candidates applying for a role or position
and if they recruit for this position on a
regular basis.
• Situational judgement tests present candidates with
a range of different situations that they might
experience in the job for which they are applying. For
each situation, a number of possible actions are
suggested. There are usually around 4 or 5 actions
but this varies. It is the candidate’s job to choose
between these possible options and judge which is
the most effective course of action to take and
therefore which action they would take if faced with
this situation. SJTs are always multiple-choice; no
answers other than the options listed are allowed.
Examples
• You are working in a call centre for a major UK telecommunications company.
You have received a call from a customer who has been waiting in for an
engineer who has failed to arrive within the scheduled time slot. The customer is
upset and is talking in a raised voice. Of the following options indicate which
would be the ‘most effective’ and which the ‘least effective’ action to take first of
all:
1) Apologise to the customer and say you will arrange for a re-scheduled
appointment.
2) Listen to the customer’s feedback and tell them that you can understand why
they are upset and that it must be very inconvenient for them.
3) Explain that the engineer has a very busy schedule and its difficult for her to
always be on time but you’re sure she will arrive soon.
4) Ask the customer to hold while you contact the engineer to establish where she
is.
How to Prepare
• No particular training or knowledge required

• Use Practice Tests if available
• Read each scenario thoroughly
• Evaluate according to information given
• Do not make assumptions
• Keep competencies assessed in mind however
answer honestly
Understanding your Results
• Often given as a Percentile – not the same as a
percentage
• Comparison groups are used to benchmark your
score against
• Different employers/roles will have different
benchmarks and comparison groups
• Practicing may help improve speed
Thank you
Public Relations
What is Public Relations ?
PR involves a variety of programmes

designed to promote or protect a
company’s image or its individual products
PR is usually unsponsored and
unpaid
It acts synergistically along with

advertising
PR is essentially defensive
It is a corporate armour that the company

can wear which would protect the company
during adverse times
Functions of PR
• Promoting goodwill
• Promoting product, service, corporate
image
• Corporate communications
• Lobbying
• Counteracting negative publicity
When PR is used for the purpose of
marketing its product and services, it
is known as Marketing Public
Relations (MPR)
It can be a very important component

of the entire communications mix of
the company
Objectives of MPR
• Assist in the launch of products/company
• Assist in repositioning a mature product
• Building interest in a product category
• Influencing specific target groups
• Countering negative publicity
• Building corporate image that rubs off onto
its products
Advantages of PR
• Very credible and inexpensive
• PR can hold down promotion costs
Disadvantages of PR
• Difficult to quantify PR benefits
• Lack of control
• ‘Deft’ (quick and skillful) management
required
For PR to work there are several
prerequisites
• It must first put its own house in order
• must have the respect of employees and
community
• Management must justify its profits and
prove that it is not profiteering
• Work for the community as an able
corporate citizen
• Profiteering
Disproportionately large or grossly unfair
profit, generated often through manipulation
of prices, abuse of dominant position or by
exploiting a bad or unusual situation such as
temporary scarcity. There is usually no
governmental control over profiteering
unless it involves illegal means.
Uses of PR
Customer complaints and redressal
• It is an opportunity to cement relations with the
customer
• Very important in the service and hospitality
industry
Combating rumours / falsehoods
• Confront and disclose facts in leading media
• Give the positive side of the story
• Capitalise on rumour to your benefit
• Rumour can be dismissed as ridiculous
PR changes attitudes. Institutional
ads which present facts do not
change attitudes
You need to involve the reader by

emotionalising the information
How do PR people get their job
done?
• Cultivating relations with media and
leveraging that when required
• Communication that is newsworthy and
which media would be glad to carry
Biased information shall bring in
more resistance than acceptance.
Credibility of media as an unbiased reporter must

be maintained . Therefore most media have their
own editorial policies where all such information
is suitably edited before it goes on print
Six Steps For Making Ethical Decisions:
1. Identify the ethical issue or problem:

2. List the facts that have the most bearing on the decision;
3. Identify anyone who might be affected by your decision and how;
4. Explain what each affected person would want you to do about the
issue
5. List three alternative actions and identify the best and worst case
scenario for each alternative [who would be harmed by this choice and
how, values that would be compromised by this alternative, and any
automatic reasons why this alternative should not be selected]
6 . Determine a course of action.

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Managerial & Communication Skills

• Think about it…

• Professor W.H. Meaning opines that, “The exchange of ideas,

• William G. Scott opines, “Business communication is a

1 Verbal Able to express your ideas clearly and

6 Drive Determination to get things done. Make

11 Negotiation & Able to influence and convince others,

13 Numeracy Multiply & divide accurately, calculate

16 Self Awareness Awareness of achievements, abilities,

• Proper control of Jaw, Tongue and Lips

• Use your Voice Effectively

• Improved output due to Positive Synergy

• Business awareness is one of the key skills regularly flagged

• Writing up a project or dissertation

• Joining cultural group

I will tell my plan to:

What problems am I likely to face? What will I do to overcome these?

• Recruiters who assessed MBA programs gave

• Operations and sales must agree delivery dates

GOOD COMMUNICATIONS ARE ESSENTIAL

The telephone is only suitable for

NOTE: good writing skills are vital!

Good communication skills still vital.

• Non- Defensive Communication: Assertive, Direct & powerful

Mary Ellen Guffey, Business

• Subordinate Defensiveness: Passive- aggressive behavior.

Mary Ellen Guffey, Business

Mary Ellen Guffey, Business

Disseminating misleading information:

Mary Ellen Guffey, Business

Mary Ellen Guffey, Business

Mary Ellen Guffey, Business

“The goal of business communication is to

Interpersonal & Intrapersonal

Johari window : J., & Ingham, H. (1955):

• We are not fixed

5. To compute your trait communication apprehension score, add the score

Impression leaving Animated

• Perspective is a view or belief which we truly

Remember: We break our perceptions to make our perspective

• The way we think influence our perspectives in

• Positive thoughts will produce positive

• Positive perspectives are able to produce positive

• Positive perspectives are able to produce positive

•The Way We Use Our Time, Money And

HOW WE LOOK AT OURSELVES:

In a positive or negative manner…

In the form of strengths or form of weaknesses…..

With appreciating your capabilities or undermining

With the feeling you can be successful or weak

• Solid and good self-esteem will give us strength to

• I am a good human being.

• Over- or under-achieving, -eating, -working, -doing, etc.

• Constant negativity or being so optimistic that reality is denied.

• Reacting to others with extreme emotion or no emotion.

• Inability to maintain integrity during interactions with others.

• Constantly comparing yourself to others, thereby feeling inferior or superior.

• Having pervasive deep-seated feelings of fear, terror, or panic.

• Interpreting the hurtful words or actions of others as proof of your unworthiness.

• Always remember you have the capability, role and

• Should interact with those who have positive minds

• Should take positive actions which bring goodness

• HIGH SELF-CONFIDENCE will help us take actions