Chapter 8

Chap8ManagerialCommunicaion
COMMUNICATION
• Everything a manager does involve

communicating
• Need effective communication skills – can have

great ideas, but ….
• Ineffective communication skills can lead to

continuous stream of problems to managers
What is communication?
• transferring and understanding of meaning
• good communication doesn’t mean agreeing on

senders view
• can understand but not agree
• focus on interpersonal communication
mancommunicationshari.fkm.utm 1
The Process of Interpersonal

Communication
• Before communication, a purpose, expressed

in a message to be conveyed must exist
• Passes between source (sender) and receiver
• Message is converted to symbolic form

(encoding) & pass by some medium (channel)
to the receiver who retranslates sender’s
message (decoding)
• Result (hopefully) ⇒ transfer of meaning
Message Medium Receiver
Noise
Sender Message
Feedback
The Interpersonal Communication Process
• Noise – disturbances which interfere with

transmission, receipt, feedback - cannot be
avoided
- low speaking voice
- illegible print, inattention, loud voices of
workers around, distort message
• Encoded message affected by

1. Skills – message won’t reach reader/listener
if lack writing skills, presentation skills of
material in the book, reasoning skills, etc.
2. Attitudes – pre-existing ideas affect how we
communicate. Managerial ethics,
3. Knowledge – we cannot communicate what
we don’t know,
4. Social-cultural system – beliefs and value
systems influence what and how we
communicate, free-speech, democracy,
American values or Lecturer’s belief system,
values
METHODS OF COMMUNICATING
INTERPERSONALLY
• Need to communicate to employees about org

new policy, want to tell one of the employees
about changes to her job, would like to get
feedback on proposed budget for next year.
• How would you communicate this info??
• Wide variety of com methods – face-to-face,
telephone, group meetings, formal
presentations, memos, mail, fax, What else??
• Want quick transmission, quick feedback
• Also depend on needs of the sender
• Mix oral and written symbols
Role of Non-Verbal Communication
• Communication transmitted without words

• Lecturer knows when students bored – eyes,
attention
• Class start putting their books away – class
time over
• Best-known non-verbal - body language &
verbal intonation
• Body language – gestures, facial expressions,
other movements, communicate emotions,
temperaments such as aggression, fear, shy,
arrogance, joy, anger
• Verbal intonation – emphasis given to words or
phrases that conveys meaning. Can suggest
anger/defensive
• ‘What do you mean by that?’
• Every oral com also has non-verbal message –
people respond ‘how something is said’ as well
as ‘what is said’
BARRIERS to EFFECTIVE INTERPERSONAL

COMMUNIACTIONS
• Filtering – deliberate manipulation of

information to make it more favorable for
listener, e.g. when a person tells his or her
manager what the manager wants to hear
• Selective perception – when people selectively
interpret what they see and hear on their basis
of interests, backgrounds, experience, and
attitudes
• Emotions – how receiver feels when message
is received influences how she or she
interprets, sometimes we disregard rational and
objective thinking processes and substitute
emotional judgments
• Information overload – when too much info,
exceeds our processing capability, back form
holiday – get 50 e-mail messages, letters, etc.-
they will select, ignore, pass over, forget, put
off further processing
• Defensiveness – feel threatened, react in ways

that reduce ability to achieve mutual
understanding
• Language – words mean different things to
different people, variables that influence
language- age, education, cultural background,
specific industry terms/language
OVERCOMING BARRIERS TO EFFECTIVE

COMMUNICATION
• Use feedback – ‘did you understand what I

said’
• Simplify language – look at audience, or the
listener
• Constrain your emotions – communicate after
regain composure
• Listen actively
ACTIVE LISTENING SKILLS
• ability to be effective listener often taken for

granted
• don’t confuse hearing with listening
• effective listening is active not passive
• active – requires you to ‘get inside’ speaker’s

head
• need to concentrate, tiring process
• listens objectively without pre-mature judgment

on content until speaker is finished
• ask questions to ensure understanding
Active listening behaviors
1. Make eye contact

2. Exhibit affirmative nods and appropriate facial
expressions
3. Avoid distracting actions or gestures
4. Ask Questions – (critical listener)
5. Paraphrase (do you mean …)
6. Avoid Interrupting the Speaker
7. Don’t overtalk
8. Be emphathetic – by putting yourself in
sender’s position
CONFLICT MANAGEMENT SKILLS
• One of important skills related to managerial

success
• Conflict – perceived incompatible differences

that result in interference or
opposition
• Does not matter whether difference are real or

not / may be non existence
• Traditional view - all conflict is bad, must

be avoided
• Human relations view - conflict is natural and

inevitable outcome in
any organization
• Inter actionist view - some conflict is

necessary for org. to
perform effectively
Functional versus dysfunctional conflict
• Inter actionist view some conflict needed

__________ functional conflicts or constructive
nature
• Conflicts that prevent org. achieving its goals

__________ dysfunctional conflicts i.e.
destructive forms of conflicts
• Managers make judgments whether

constructive or destructive
Conflict resolution skills (How to handle)
• know your conflict-handling style

A. Domination I win you lose
B. Accommodation I lose you win
C. Compromise Both: Win some
Lose Some
D. Collaboration Win : Win
• be judicious in selecting conflicts you want to

handle
avoidance – may be most appropriate
response
- trivial conflicts
- some unmanageable, antagonism
- rival
- naïve to believe good mgr can solve every
conflict effectively
• evaluate the conflict players

- what’s involved?
- what interests party represent?
- what each players values, personality,
feelings
• assess source of conflicts

- what are the causes? Sources
- communication, structural and personal
differences
• communication differences
- misunderstanding, noise in communication
channels
- good com ≠ agree with your views
• structural differences
- disagree with goals, decision alternatives,
performance criteria resource allocations
(budget)
- rooted in structure of the org.
• Personal differences
- indv. Idiosyncrasies and personal value
systems
- chemistry between some people difficult to

work together
- background, education, experience and

training mold (create) each individual into a
unique personality with particular set of
values
- may perceive others as strange,

untrustworthy, etc.
Assertive
Assertiveness Collaborating
Compromising
Unassertive
Avoidance
Accommodating
Uncooperative Cooperative
Cooperativeness
Conflict Resolution Approaches
1. Avoidance – withdraw from conflict

2. Accommodate – put needs of others above
one’s own
3. Forcing – satisfy one’s own needs at expense
of anothers
4. Compromise – each party gives up something
of value
5. Collaborate – solution advantageous to both
parties

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Chap8ManagerialCommunicaion

• Everything a manager does involve

• Need effective communication skills – can have

• Ineffective communication skills can lead to

• transferring and understanding of meaning

• good communication doesn’t mean agreeing on

• can understand but not agree

• focus on interpersonal communication

The Process of Interpersonal

• Before communication, a purpose, expressed

• Passes between source (sender) and receiver

• Message is converted to symbolic form

Message Medium Receiver

The Interpersonal Communication Process

• Noise – disturbances which interfere with

• Encoded message affected by

• Need to communicate to employees about org

• Also depend on needs of the sender

• Mix oral and written symbols

Role of Non-Verbal Communication

• Communication transmitted without words

BARRIERS to EFFECTIVE INTERPERSONAL

• Filtering – deliberate manipulation of

• Defensiveness – feel threatened, react in ways

OVERCOMING BARRIERS TO EFFECTIVE

• Use feedback – ‘did you understand what I

ACTIVE LISTENING SKILLS

• ability to be effective listener often taken for

• don’t confuse hearing with listening

• effective listening is active not passive

• active – requires you to ‘get inside’ speaker’s

• need to concentrate, tiring process

• listens objectively without pre-mature judgment

• ask questions to ensure understanding

Active listening behaviors

1. Make eye contact

CONFLICT MANAGEMENT SKILLS

• One of important skills related to managerial

• Conflict – perceived incompatible differences

• Does not matter whether difference are real or

• Traditional view - all conflict is bad, must

• Human relations view - conflict is natural and

• Inter actionist view - some conflict is

Functional versus dysfunctional conflict

• Inter actionist view some conflict needed

• Conflicts that prevent org. achieving its goals

• Managers make judgments whether

Conflict resolution skills (How to handle)

• know your conflict-handling style

• be judicious in selecting conflicts you want to

• evaluate the conflict players

• assess source of conflicts

- chemistry between some people difficult to

- background, education, experience and

- may perceive others as strange,

Conflict Resolution Approaches

1. Avoidance – withdraw from conflict

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