Lecture 16 COMMUNICATION DECISION MAKING AND NEGOTIATION For

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Lecture 16 COMMUNICATION, DECISION MAKING AND NEGOTIATION For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND

Lecture 16 COMMUNICATION, DECISION MAKING AND NEGOTIATION For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 1

Communication, decision making and negotiation Not every act of communication involves decision making or

Communication, decision making and negotiation Not every act of communication involves decision making or negotiation For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 2

Communications within organizations For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN

Communications within organizations For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 3

Communications within organizations Communications in large organizations needs to be managed carefully: • Limitation

Communications within organizations Communications in large organizations needs to be managed carefully: • Limitation • Procedure • Teamwork • Automation • Separation For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 4

Communications Communication - four general functions: • Information processing • Co-ordination • Visioning •

Communications Communication - four general functions: • Information processing • Co-ordination • Visioning • Personal expression Methods of communication: • Written • Oral • Non-verbal • Electronic For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 5

Seating arrangements impact on communication For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3

Seating arrangements impact on communication For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 6

The communication model Several stages in a circular process: • Source encodes idea into

The communication model Several stages in a circular process: • Source encodes idea into a message • Source transmits the message to receiver • Receiver captures message • Receiver decodes message • Receiver interprets message • Receiver encodes a response • Receiver transmits the response • Source captures message • Source decodes message • Source interprets message • Source encodes a response • All of these stages are ‘contaminated’ by surrounding ‘noise’ For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 7

Interpersonal communication For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1

Interpersonal communication For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 8

Decision making within organizations For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e

Decision making within organizations For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 9

Problem-solving preferences Thompson and Tuden (1959) • Preferences for outcome • Beliefs without causation

Problem-solving preferences Thompson and Tuden (1959) • Preferences for outcome • Beliefs without causation For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 10

Decision making models • Rational and Restricted nationality models • Political model • Conflict

Decision making models • Rational and Restricted nationality models • Political model • Conflict model • Programmed and non-programmed decision making • Pragmatic model • Cycle model For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 11

Approaches to decision making Conclusions from comparing programmed and non-programmed approaches to decision making:

Approaches to decision making Conclusions from comparing programmed and non-programmed approaches to decision making: • Risk • Cost • Performance • Variety • Employee skill • Organization design For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 12

Decision making models For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN

Decision making models For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 13

Negotiating and organizations Negotiation is defined as: The resolution of difference The exchange of

Negotiating and organizations Negotiation is defined as: The resolution of difference The exchange of something mutually sought by both parties The making of agreements For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 14

Negotiating tactics Torrington and Hall (1987) • Avoidance • Smoothing • Forcing • Compromise

Negotiating tactics Torrington and Hall (1987) • Avoidance • Smoothing • Forcing • Compromise • Confrontation Fisher and Ury (1981) Principled negotiations • Separate the people from the problem • Focus on interests not positions • Invent options for mutual gain • Insist on objective criteria Win-lose tactics • Probing • Get/give • Emotion • Good guy/bad guy • Poker face • Managing the minutes • Understanding not agreement • Getting upstairs • Forcing For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 15

Factors influencing negotiation tactics For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e

Factors influencing negotiation tactics For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 16

Negotiator characteristics Successful negotiators tend to: Successful negotiators avoid: • Seek information • Irritators

Negotiator characteristics Successful negotiators tend to: Successful negotiators avoid: • Seek information • Irritators • Test understanding • Defend attack spirals • Summarize • Counterproposals • Label behaviour • Argument dilution For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3 e ISBN 1 -86152 -948 -1 Copyright © 2005 Cengage Learning 17