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Chapter 17 – Communication and Interpersonal Skills

Chapter 17 – Communication and Interpersonal Skills. By: Derek Heldman , Justin Karch and Mitch Mckceown. Lets Start off with a GAME!. Effective Communication Skills & Tips Training Video http :// www.youtube.com/watch?v=K15ca0n0ois. Video (communication Tips).

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Chapter 17 – Communication and Interpersonal Skills

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  1. Chapter 17 – Communication and Interpersonal Skills By: Derek Heldman, Justin Karch and Mitch Mckceown

  2. Lets Start off with a GAME!

  3. Effective Communication Skills & Tips Training Video • http://www.youtube.com/watch?v=K15ca0n0ois Video (communication Tips)

  4. Communication is an interpersonal process of sending and receiving symbols with messages attached to them • Work of managers and team leaders is a highly interpersonal and communication job • No matter what position you have in an organization, communication and interpersonal skills are vital to a person’s success • As well as being able to communicate personally, being able to communicate via writing is a critical managerial skill • Communication helps managers connect with their workers and help create a more inspirational work environment New Workplace

  5. Effective communication occurs when the intended message by the sender is fully understood and interpreted correctly • In many instances in the work place the intended message is not always received and is misunderstood • Efficient communication occurs at minimum cost in terms of resources expended What is effective Communication?

  6. http://www.youtube.com/watch?v=wLIlkPNnxUI Telephone Game on a Bigger Scale

  7. Persuasion is presenting a message in a manner that causes the other person to support it • One of the most important forms of communication • Credibility is trust, respect, and integrity in the eyes of others • Earning credibility takes time Persuasion and Credibility

  8. Communication channel is a medium through which the sender conveys a message to the receiver . • When choosing a communication channel, combinations of channels are used to better connect team members. • EX. Written notes, typed documents, word of mouth, etc. Communication Channels

  9. Non – verbal communication takes place through gestures and body language • Non – verbal communication is very powerful when communicating, not only in a work place but in everyday life • A mixed message results when words communicate one message, while actions, body language, or appearance communicate something else • http://www.youtube.com/watch?v=2qsa66AqXTo Non – Verbal Signals

  10. Any number of physical distractions can affect the efficiency of a company. These distractions can vary from; cell phone interruptions, drop – in visitors and lack of privacy. Physical Distractions

  11. Active listening is the process of taking action to help someone say exactly what he or she really means • This involves listening fully to what is being said to understand completely. It also involves being disciplined in controlling emotions and holding back premature comments or conclusions Active Listening

  12. 1. Listen for message content: Try to hear exactly what content is being conveyed in the messages 2. Listen for feelings: Try to identify how the source feels about the content in the message 3. Respond to feelings: Let the source know that her or his feelings are being recognized 4. Note all cues: Be sensitive to non – verbal messages; be alert for mixed messages 5. Paraphrase and restate: State back to the source what you think you are hearing 5 Rules of Active Listening

  13. 1. Give feedback directly and with real feeling based on trust between you and the receiver • 2. Make sure that feedback is specific rather than general. Use good, clear, and preferably recent examples to make your points. • 3. Give feedback at a time when the receiver seems most willing or able to accept it. • 4. Make sure the feedback is valid; limit it to things the receiver can be expected to do something about. • 5. Give feedback in small doses, never give more than the receiver can handle at any particular time. Guidelines for Constructive Feedback

  14. Interactive management uses a variety of means to keep communication channels open • Management by Wandering Around (MBWA) involves dealing directly with subordinates by regularly spending time walking around and talking with them about work-related matters. • What is the objective of MBWA? • 360° Approach – to provide managers with constructive feedback • An important but sometimes neglected part of communication in the work force involves proxemics and the use of space. Interactive Management

  15. Technology has become a fundamental part of business today, especially in regards to communication. Email, voice mail, instant messaging, teleconferencing, online discussions, videoconferencing, virtual or computer mediated meetings, intranets, and web portals have become the standard for communication in the work force. Technology Utilization

  16. Perception is the process through which people receive and interpret information from the environment. • One of the ways in which perception exerts its influence is through attribution, the process of developing explanations for events. • In addition to the attribution errors a variety of perceptual tendencies and distortions can also influence communication and workplace behavior. The Perception Process

  17. A halo effect occurs when one attribute is used to develop an overall impression of a person or situation • Selective Perception is the tendency to single out aspects of a situation or person that reinforces with one’s existing beliefs, values, or needs. • Projection is the assignment of personal attributes to other individuals The Perception Process

  18. Conflict is a disagreement between people on substantive or emotional issues. • Substantive conflicts involve disagreements over such things as goals and tasks • Emotional conflicts result from feelings of anger, distrust, dislike, fear, and resentment, as well as from personality clashes and relationship problems Conflict

  19. Conflict Resolution: The removal of the substantive and/ or emotional reasons for a conflict • Managers use various approaches to deal with conflicts between individuals or groups • Conflicts can lead to destruction in the workplace, therefore a less successful business • Managers tend to implement specific devices that will control conflict in the workplace • Conflict between co-workers is common and normal, controlling and dismissing the conflict is essential • http://www.youtube.com/watch?v=gYNei77mrWc How to Deal with Conflict

  20. Avoidance: being uncooperative and unassertive; downplaying disagreement, withdrawing from the situation, and/ or staying neutral at all costs • Accommodation: beingco-operative but unassertive; letting the wishes of others rule; smoothing over or overlooking differences to maintain harmony • Competition: Being un co-operative but assertive; working against the wishes of the other party, engaging in win-lose competition 5 Interpersonal Styles of Conflict Management

  21. Collaboration: Being co-operative and assertive; trying to fully satisfy everyone’s concerns by working through differences • Negotiation: the process of making joint decisions when the parties involved have different preferences 5 Interpersonal Styles of Conflict Management (Continued)

  22. There are two important goals in negotiations. • Substance goals (concerned with outcomes) • Relationship goals (concerned with the process) • Distributive Negotiation: focuses on `win-lose` claims made by each party for certain preferred outcomes • Principled Negotiation: uses a `win-lose` orientation to reach solutions acceptable to each party Negotiation Goals and Approaches

  23. 1. Separate the people from the problem • 2. Focus on interests, not on positions • 3. Generate many alternatives • 4. Insist that results be based on some objectives Four Key Rules to Negotiation

  24. Managers should maintain high standards of ethical conduct even when engaged in a dynamic and challenging situation • The motivation to act unethically may arise when personal benefit is presented • When unethical behavior occurs in negotiation, the person involved may try to explain it away with inappropriate rationalizing Ethical Issues in Negotiation

  25. These excuses for questionable behavior are morally unacceptable • Negotiators using unethical tactics will incur lasting legacies of distrust, disrespect and dislike Ethical Issues in Negotiation (Continued)

  26. Lets END it with a GAME!

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