Communication and

Interpersonal Skill

Fundamentals of Management: 12-1 Gao Junshan, UST Beijing

 Where We Are
Chapter 8
Part 1 Introduction Foundations of Individual and Group
Behavior

Part 2 Planning Chapter

Chapter 99
Understanding
Understanding Team
Team work
work

Part 3 Organizing Chapter 10

Motivating and rewarding Employees

Part 4 Leading Chapter

Chapter 11
11
Leadership
Leadership and
and Trust
Trust

Part 5 Controlling Chapter

Chapter 12
12
Communication
Communication and
and Interpersonal
Interpersonal Skills
Skills

Fundamentals of Management: 12-2 Gao Junshan, UST Beijing

 Chapter Guide
• Understanding communication
– Communication process
– Communication channels
– Overcoming communication barriers
• Interpersonal skills
– Effective feedback
– Active listening
– Effective delegating
– Conflict management
– Stress management
– Negotiating and bargaining

Fundamentals of Management: 12-3 Gao Junshan, UST Beijing

Understanding communication: the process

Communication
• Communication is the transferring and
understanding meanings
• The best idea, or suggestions, or plans
cannot take form without communications
• Communication can take many forms:
– Oral vs. written
– Verbal vs.non-verbal
– Interpersonal vs. organizational

Fundamentals of Management: 12-4 Gao Junshan, UST Beijing

Understanding communication: the process

The Communication Process

Encoding Channel Decoding

Message Message

Sender Receiver
Noise

Feedback

Fundamentals of Management: 12-5 Gao Junshan, UST Beijing

Understanding communication: various methods

Communication Channels

Written Communication

Verbal Communication

The Grapevine

Nonverbal Cues

Electronic Media
Fundamentals of Management: 12-6 Gao Junshan, UST Beijing
Understanding communication : the barriers

Communication Barriers

Filtering

Selective
Apprehension Perception

Information
Language Overload

Emotions

Fundamentals of Management: 12-7 Gao Junshan, UST Beijing

Understanding communication: the barriers

Overcoming
Communication Barriers
• Constrain emotions

• Watch nonverbal cues

• Use feedback

• Simplify language

• Listen actively

Fundamentals of Management: 12-8 Gao Junshan, UST Beijing

Understanding communication: other issues

Contemporary
Communication Issues

Communication Communication
between Men in the Global
and Women Village

Fundamentals of Management: 12-9 Gao Junshan, UST Beijing

Interpersonal skills: Active listening

Intensity Empathy

Active
Listening Skills

Responsibility Acceptance

Fundamentals of Management: 12-10 Gao Junshan, UST Beijing

Management skills: Effective listening

Listening Effectively
• Make eye contact.
• Exhibit affirmative nods and
appropriate facial expressions.
• Avoid distracting actions or gestures
that suggest boredom.
• Ask questions.
• Paraphrase using your own words.
• Avoid interrupting the speaker.
• Don‘t over-talk.
• Make smooth transitions between the
roles of speaker and listener

Fundamentals of Management: 12-11 Gao Junshan, UST Beijing

Interpersonal skills: Effective feedback

Focus on Keep
Specific Feedback
Behaviors Impersonal

Stay Effective Provide

Goal- Timely
Oriented Feedback Feedback

Focus on What
Ensure
the Receiver
Understanding
Can Control

Fundamentals of Management: 12-12 Gao Junshan, UST Beijing

Interpersonal skills: Effective delegating

Concept of Delegation
Authority

Top
Managers
Middle
Managers
First-Line
Managers

Operatives

Effective delegation pushes authority down

vertically through the ranks of an organization.

Fundamentals of Management: 12-14

Interpersonal skills: Effective delegating

Delegation
Contingency Factors
• Size of the organization
• Importance of the duty or decision
• Complexity of the task
• Culture of the organization
• Qualities of employees

Fundamentals of Management: 12-15 Gao Junshan, UST Beijing

Interpersonal skills: Effective delegating

Delegating Effectively
• Clarify the assignment
• Specify the range of discretion
• Encourage participation
• Inform others
• Establish feedback channels

Fundamentals of Management: 12-16 Gao Junshan, UST Beijing

Interpersonal skills: Conflict management

Three Views
of Conflict
Human
Traditional
Relations
Interactionist

Fundamentals of Management: 12-17 Gao Junshan, UST Beijing

Interpersonal skills: Conflict management

Communication
Differences
Sources of
Conflict
Structural
Differences

Personal
Differences

Fundamentals of Management: 12-18 Gao Junshan, UST Beijing

Interpersonal skills: Conflict management

Conflict-handling Styles
High

Forcing Collaboration
Assertiveness

Compromise

Avoidance Accommodation

Low High
Cooperativeness

Fundamentals of Management: 12-19 Gao Junshan, UST Beijing

Interpersonal skills: Conflict management

Conflict and Unit Performance

High
Unit Performance

A B C

Low Level of Conflict High

Situation Conflict Level Conflict Type Internal Characteristics Outcomes
A Low or none Dysfunctional Apathetic, stagnant Low

B Optimal Functional Viable, innovative High

C High Dysfunctional Disruptive, chaotic Low

Fundamentals of Management: 12-20 Gao Junshan, UST Beijing

Interpersonal skills: Conflict management

When to Stimulate Conflict

• Are you surrounded by “yes” people?
• Are employees afraid to admit ignorance?
• Do decision makers sacrifice values for compromise?
• Do managers maintain an “impression” of cooperation?
• Are managers overly concerned about the feelings of others?
• Is popularity more important than performance?
• Do managers crave decision-making consensus?
• Are managers resistant to change?
• Is there a lack of new ideas?
• Is turnover unusually low?

Fundamentals of Management: 12-21 Gao Junshan, UST Beijing

Interpersonal skills: Conflict management

How to Stimulate Conflict

• Legitimize conflict

• Use communication

• Bring in outsiders

• Use structural variables

• Appoint a “devil’s advocate”

Fundamentals of Management: 12-22 Gao Junshan, UST Beijing

Interpersonal skills: Stress management (see Chap 7 p240)

Constraints Demands

What Is Stress?

Uncertainty Importance

Fundamentals of Management: 12-23 Gao Junshan, UST Beijing

Interpersonal skills: Stress management (see Chap 7 p241)

Task Demands

Role Demands

Organizational
Interpersonal Demands
Stress Factors
Structural Dimensions

Leadership Techniques

Fundamentals of Management: 12-24 Gao Junshan, UST Beijing

Interpersonal skills: Stress management (see Chap 7 p241)

Personal Stress
Factors

Family Personality Economic

Fundamentals of Management: 12-25 Gao Junshan, UST Beijing

Interpersonal skills: Stress management (see Chap 7 p243)

Stress Physiological

Psychological

Behavioral
Three General Symptoms

Fundamentals of Management: 12-26 Gao Junshan, UST Beijing

Interpersonal skills: Stress management (see Chap 7 p243)

Stress Management
• Selection and placement

• Job redesign

• Participation

• Wellness programs

• Employee assistance

Fundamentals of Management: 12-27 Gao Junshan, UST Beijing

Interpersonal skills: Negotiation

The Two Types of

Negotiating Strategies
Bargaining Distributive Integrative
Characteristics Bargaining Bargaining

• Available Resources • Fixed Amount • Variable Amount

• Primary Motivations • I Win, You Lose • I Win, You Win

• Primary Interests • Opposed • Congruent

• Focus of Relationships • Short-Term • Long-Term

Fundamentals of Management: 12-28 Gao Junshan, UST Beijing

Interpersonal skills: Negotiation

The Bargaining Zone

Party A’s Party B’s
Aspiration Settlement Aspiration
Range Range
Range

Party A’s Party B’s Party A’s Party B’s

Target Point Resistance Resistance Target Point
Point Point

Fundamentals of Management: 12-29 Gao Junshan, UST Beijing

Management skills: Negotiation

Developing Negotiation Skills

• Research your opponent
• Begin in a positive way
• Address problems, not people
• Ignore initial offers
• Seek win-win solutions
• Consider third-party assistance

Fundamentals of Management: 12-30 Gao Junshan, UST Beijing

Interpersonal skills: Presentation

Making Effective Presentations

• Prepare for the presentation

• Make opening comments

• Make your points

• End the presentation

• Answer questions

Fundamentals of Management: 12-31 Gao Junshan, UST Beijing

 Chapter Summary
• Importance of communication to managers
• Communication process
• Overcome communication barriers
• Active listening techniques
• How to give effective feedback

Fundamentals of Management: 12-32 Gao Junshan, UST Beijing

 Chapter Summary
• Contingency factors that affect delegation
• How to delegate effectively
• Steps in analyzing and resolving conflict
• Reasons managers to stimulate conflict
• Distributive vs. integrative bargaining

Fundamentals of Management: 12-33 Gao Junshan, UST Beijing