© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Managerial Communication & Skill Development...

© J. Rudy, Organizational Behavior, FMCU, Fall 2007

Managerial Communication & Skill Development

Objectives: To understand the role of communication in

the process of management Dealing with communication barriers To learn basic communication skills Problem solving

Case Study Discussion


What Is Management

Process Profession Scientific Discipline

Management as a Process: Planning Organizing Management Functions Leading Controlling

ANSWER THE QUESTION: "WHAT MANAGERS DO"


Managerial Roles

Interpersonal Informational Managerial Roles Decisional

ANSWER THE QUESTION: "HOW MANAGERS DO IT”


Informational Role of a Manager

Superior

Manager

Subordinate (s)

Flow of Information

?

?


What Are the Basic Managerial Skills

SKILL = an ability related to performance that is not necessarily inborn, but can be developed

INTERPERSONAL: The ability to lead, motivate, manage conflicts, and work with others

TECHNICAL: The ability to apply specific methods, procedures, and techniques in a specialized field

CONCEPTUAL: The ability to view the organization as whole and recognize its relationship to the larger business world.

COMMUNICATION: Manager’s ability to send & receive Information Thoughts Feelings Attitudes

(INTERPERSONAL + COMMUNICATION = HUMAN SKILLS)


What Is Communication

INTERPERSONAL PROCESS OF SENDING AND RECEIVING SYMBOLS WITH MEANINGS ATTACHED TO THEM

The purpose of managerial communication: SEEKING OR RECEIVING INFORMATION TALKING TO DIFFERENT LEVELS WITHIN THE

HIERARCHY AND TO THE ENVIRONMENT TRYING TO INFLUENCE PEOPLE, etc.


Communication is a Process…

… which consists of basically 4 phases:

Sending Receiving Understanding Accepting


Interpersonal Communication

VERBAL NONVERBAL

VERBAL COMMUNICATION: ORAL WRITTEN, etc. NONVERBAL COMMUNICATION: FACIAL EXPRESSIONS BODY (language) EYE CONTACT GESTURES SHAKING HEAD, etc.


The Communication Process

Channel of Communication

Noise

SenderIntended Meaning

Encodes into

Symbols

Send Symbols

Receive Symbols

Decodes Symbols

ReceiverReceivedMeaning

ReceivesSymbols

SendsFeedback


Effective Communication

IS COMMUNICATION IN WHICH THE INTENDED MEANING OF THE SOURCE AND THE PERCEIVED MEANING OF THE RECEIVER ARE ONE AND THE SAME.


Efficient Communication

IS COMMUNICATION AT MINIMUM COST IN TERMS OF RESOURCES EXPENDED


Barriers to Effective Communication

STATUS EFFECT [different position in the hierarchy] SEMANTIC PROBLEMS [the same word in different

ways, or different words in the same way] PERCEPTUAL DISTORTIONS [ a poor understanding,

inability to "listen" of others] CULTURAL DIFFERENCES [meeting appointed for 8:00

a.m. starts in Germany at 8:00 a.m. but in Slovakia usually at 8: 15 - What is the reason for that?]

PHYSICAL DISTRACTIONS [ noise, etc.] POOR CHOICE OF COMMUNICATION CHANNELS NO FEEDBACK [one - way communication]


Barriers to Effective Communication

No Feedback

Semantic Problems

Poor Choiceof Communication

Channel

PhysicalDistractions

SENDER RECEIVER

CulturalDifferences

StatusEffect

PerceptualDistortions


Status Effects

STATUS EFFECTS MANAGERS TEND TO DO A LOT OF "TELLING" BUT

NOT MUCH "LISTENING"


Semantic Problems (Examples) A: "WE SOLICIT ANY RECOMMENDATIONS THAT YOU

WISH TO MAKE, AND YOU MAY BE ASSURED THAT ANY SUCH RECOMMENDATIONS WILL BE GIVEN OUR CAREFUL CONSIDERATION“

B: "CONSUMER ELEMENTS ARE CONTINUING TO STRESS THE FUNDAMENTAL NECESSITY OF A STABILIZATION OF THE PRICE STRUCTURE AT A LOWER LEVEL THAN EXISTS AT THE PRESENT TIME“

HOW WOULD YOU PUT IT? A: " SEND US YOUR RECOMMENDATIONS. THEY WILL

BE CONSIDERED CAREFULLY ". B: "CONSUMERS WANT LOWER PRICES".


Personal Barriers

THERE ARE S0ME OTHER - PERSONAL BARRIERS:

FILTER OF INFORMATION [sender] SELECTION OF INFORMATION [receiver] EMOTIONS LANGUAGE [the way how an individual talks]


Dealing with Barriers

ACTIONS OF SENDERS Be sure about: WHO: To whom should the

message go? WHY: Why am I

communicating? What are my motives?

WHAT: Decide what to communicate. Be clear about what you need to communicate.

WHEN: Choose the best time for optimum reception.

HOW: Use language the receiver will understand.

ACTIONS OF RECEIVERS Be fully ATTENTIVE to

sender Listen ACTIVELY to the

message being sent ASK for clarification, repetition where necessary

Keep CHECKING with sender


Basic Communication Skills

SKILLS THAT ARE THE MANAGER'S "TOOL BOX" WHEN INTERACTING WITH OTHER PEOPLE:

LISTENING, and giving and receiving FEEDBACK

ASSERTIVENESS RESOLVING CONFLICTS SOLVING PROBLEMS


Some Hints for Improving Feedback

Comment on specific actions Give reasons for your comments Concentrate on behavior which can be

changed Be descriptive, not evaluative Express opinions as opinions, not facts Be constructive, not destructive Avoid loaded terms which produce emotional

reaction Giving criticism - do not put down people in

front of others


Assertiveness


Assertiveness

IS A MEANS OF MAKING AN IMPACT ON OTHER INDIVIDUALS WITHOUT DAMAGING YOUR INTERPERSONAL RELATIONSHIPS

MANAGERS NEED TO DEVELOP ASSERTIVENESS SKILLS TO BECOME EFFECTIVE COMMUNICATORS

IN ORDER TO DO SO THE MANAGER SHOULD: SEND HIS / HER ASSERTIVE MESSAGE LISTEN ACTIVELY RECYCLE THE PROCESS FOCUS ON THE SOLUTION


Resolving Conflicts

USE ACTIVE LISTENING USE ASSERTIVENESS SKILLS REDUCE COMMUNICATION BLOCKAGES

BETWEEN THE PARTIES CONCENTRATE ON ISSUES IDENTIFY AND APPRAISE THE ACTIONS

DECIDED


HU'S ON FIRST by James Sherman (We take you now to the Oval Office.) George: Condi! Nice to see you. What's happening? Condi: Sir, I have the report here about the new leader of China.

George: Great. Lay it on me. Condi: Hu is the new leader of China. George: That's what I want to know. Condi: That's what I'm telling you. George: That's what I'm asking you. Who is the new leader of China? Condi: Yes. George: I mean the fellow's name. Condi: Hu. George: The guy in China. Condi: Hu. George: The new leader of China. Condi: Hu. George: .The Chinaman! Condi: Hu is leading China. George: Now whaddya' asking me for? Condi: I'm telling you Hu is

leading China. George: Well, I'm asking you. Who is leading China? Condi: That's the

man's name. George: That's who's name? Condi: Yes.


George: Will you or will you not tell me the name of the new leader of China? Condi: Yes, sir. George: Yassir? Yassir Arafat is in China? I thought he was in the Middle East. Condi: That's correct. George: Then who is in China? Condi: Yes, sir. George: Yassir is in China? Condi: No, sir. George: Then who is? Condi: Yes, sir. George: Yassir? Condi: No, sir. George: Look, Condi. I need to know the name

of the new leader of Chimi.Get me the Secretary General of the U.N. on the phone.

Condi: Kofi? George: No, thanks. Condi: You want Kofi? George: No. Condi: You don't want Kofi. George: No. But now that you mention it, I could use a glass of milk. And then

get me the U.N.


Condi: Yes, sir. George: Not Yassir! The guy at the U.N. Condi: Kofi? George: Milk! Will you please make the call? Condi: And·call who? George: Who is the guy at the U.N? Condi: Hu is the guy in China.

George: Will you stay out of China?! Condi: Yes, sir. George: And stay out of the Middle East! Just get me the guy at the

U.N. Condi: Kofi. George: All right! With cream and two sugars. Now get on the phone .

(Condi picks up the phone.) Condi: Rice, here. George: Rice? Good idea. And a couple of egg rolls, too. Maybe

we should send some to the guy in China. And the Middle East. Can you get Chinese food in the Middle East?

© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Managerial Communication & Skill Development...

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