Introduction to management 13th schemerhorn bachrach chapter 18

John R Schermerhorn, Jr 18 Daniel G Bachrach Introduction to Management th 13 edition Chapter 18 Communication, Conflict and Negotiation Planning Ahead — Key Takeaways  Describe the elements in the communication process  Identify ways to improve the effectiveness of communication  Discuss how conflict can be functional and managed successfully  Explain ways to negotiate successfully and avoid negotiation pitfalls Copyright ©2015 John Wiley & Sons, Inc Chapter 18 Outline The Communication Process a) b) c) d) Effective communication Persuasion and credibility in communication Communication barriers Cross-cultural communication Improving Collaboration Through Communication a) b) c) d) e) Transparency and openness Use of electronic media Active listening Constructive feedback Space design Copyright ©2015 John Wiley & Sons, Inc Chapter 18 Outline Managing Conflict a) Functional and dysfunctional conflict b) Conflict resolution c) Conflict management styles d) Structural approaches to conflict management Managing Negotiation a) Negotiation goals and approaches b) Gaining agreements c) Negotiation pitfalls d) Third-party dispute resolution Copyright ©2015 John Wiley & Sons, Inc The Communication Process  Communication  An interpersonal process of sending and receiving symbols with messages attached to them  Key elements of the communication process:  Sender  Message  Communication channel  Receiver  Interpreted meaning  Feedback Copyright ©2015 John Wiley & Sons, Inc Figure 18.1 The interactive two-way process of interpersonal communication Copyright ©2015 John Wiley & Sons, Inc The Communication Process Effective communication:  Effective communication  Occurs when the intended meaning of the sender is fully understood by the receiver  Efficient communication  Occurs at a minimum resource cost  Potential trade-offs between effectiveness and efficiency must be recognized Copyright ©2015 John Wiley & Sons, Inc The Communication Process Persuasion and credibility in communication  Communication is used for sharing information and influencing other people  Persuasion is getting someone else to support the message being presented Copyright ©2015 John Wiley & Sons, Inc The Communication Process Persuasion and credibility in communication  Expert power and referent power are essential for persuasion  Credibility involves trust, respect, and integrity in the eyes of others  Credibility can be built through expertise and relationships Copyright ©2015 John Wiley & Sons, Inc The Communication Process Communication Barrier:  Information filtering  Poor choice of channels  Poor written or oral expression  Failure to recognize nonverbal signals  Physical distractions Copyright ©2015 John Wiley & Sons, Inc Managing Conflict  Conflict resolution is the removal of the substantial and emotional reasons for a conflict  People’s conflict management styles are different  Cooperativeness is the desire to satisfy the other party’s needs and concerns  Assertiveness is the desire to satisfy one’s own needs and concerns Copyright ©2015 John Wiley & Sons, Inc Managing Conflict Conflict management styles:  Avoidance (withdrawal)  Uncooperative and unassertive  Accommodation (smoothing)  Cooperative and assertive  Competition (authoritative command)  Uncooperative and assertive  Compromise  Moderately cooperative and assertive  Collaboration (problem solving)  Cooperative and assertive Copyright ©2015 John Wiley & Sons, Inc Figure 18.4 Alternative conflict management styles Copyright ©2015 John Wiley & Sons, Inc Managing Conflict Conflict management styles: Copyright ©2015 John Wiley & Sons, Inc Managing Conflict Structural ways to manage conflict:  Make resources available  Appeal to higher goals  Change the people  Change the environment  Use integrating devices  Provide training  Change reward systems Copyright ©2015 John Wiley & Sons, Inc Managing Conflict Integrative devices for managing conflicts:  Using liaison personnel, special task forces, cross-functional teams, or a matrix organization Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Negotiation  The process of making joint decisions when the parties involved have different preferences  All negotiation situations are susceptible to conflict and require exceptional communication and collaboration skills Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Negotiation goals and approaches:  Substance goals  Concerned with outcomes  Tied to the “content” issues of negotiation  Relationship goals  Concerned with processes  Tied to the way people work together  Effective negotiations occur when:  Issues of substance are resolved  Working relationships are maintained or improved Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Criteria for effective negotiation:  Quality  Negotiating a “wise” agreement that is truly satisfactory to all sides  Cost  Negotiating efficiently, using minimum resources and time  Harmony  Negotiating in a way that fosters interpersonal relationships Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Types of negotiation:  Distributive negotiation  Focuses on claims made by each party  Leads to win-lose outcomes  Principled (or integrative) negotiation  Goal is to base the outcome on the merits of individual claims  Leads to win-win outcomes Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Rules for gaining integrative agreements:  Separate the people from the problem  Focus on interests, not on positions  Generate many alternatives before deciding what to  Insist that results be based on some objective standard Copyright ©2015 John Wiley & Sons, Inc Figure 18.5 The bargaining zone in classic two-party negotiation Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation  Bargaining zone  Common negotiation pitfalls:  Falling prey to the myth of the “fixed pie”  Nonrational escalation of conflict  Overconfidence and ignoring other’s needs  Too much “telling” and too little “hearing ”  Premature cultural comfort  Trap of ethical misconduct Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Ethical issues in negotiation  High ethical standards should be maintained  Profit motive and the competitive desire to win sometimes lead to unethical behavior  Unethical negotiating behavior can lead to short-term gains but long-term losses Copyright ©2015 John Wiley & Sons, Inc Managing Negotiation Third-party dispute resolution  Mediation  Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues  Arbitration  Involves a neutral third party who acts as a judge and issues a binding decision  Ombudsperson is a neutral third party who listens to complaints in an attempt to resolve disputes Copyright ©2015 John Wiley & Sons, Inc ... Sons, Inc Chapter 18 Outline Managing Conflict a) Functional and dysfunctional conflict b) Conflict resolution c) Conflict management styles d) Structural approaches to conflict management Managing... & Sons, Inc The Communication Process Information filtering  Intentional distortion to make it more favorable to the recipient  Subordinates may hide unfavorable news from the manager or make... frequently creates the need to communicate with colleagues in other countries with different cultures  Ethnocentrism  Tendency to consider one’s culture superior to any and all others Copyright