Managerial Communication Skill Development Objectives To understand the

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

What Is Management § Process § Profession § Scientific Discipline § Management as a Process: § § Planning Organizing Leading Controlling Management Functions ANSWER THE QUESTION: "WHAT MANAGERS DO" © J. Rudy, Organizational Behavior, FMCU, Fall 2007

Managerial Roles § Interpersonal § Informational § Decisional Managerial Roles ANSWER THE QUESTION: "HOW MANAGERS DO IT” © J. Rudy, Organizational Behavior, FMCU, Fall 2007

Informational Role of a Manager Flow of Information Superior ? Manager ? Subordinate (s) © J. Rudy, Organizational Behavior, FMCU, Fall 2007

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

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

Communication is a Process… § … which consists of basically 4 phases: § § Sending Receiving Understanding Accepting © J. Rudy, Organizational Behavior, FMCU, Fall 2007

Interpersonal Communication § VERBAL § NONVERBAL § § § § § VERBAL COMMUNICATION: ORAL WRITTEN, etc. NONVERBAL COMMUNICATION: FACIAL EXPRESSIONS BODY (language) EYE CONTACT GESTURES SHAKING HEAD, etc. © J. Rudy, Organizational Behavior, FMCU, Fall 2007

The Communication Process Channel of Communication Sender Receiver Intended Meaning Encodes into Symbols Received Meaning Send Symbols Receives Symbols Decodes Symbols Sends Feedback Noise © J. Rudy, Organizational Behavior, FMCU, Fall 2007

Effective Communication § IS COMMUNICATION IN WHICH THE INTENDED MEANING OF THE SOURCE AND THE PERCEIVED MEANING OF THE RECEIVER ARE ONE AND THE SAME. © J. Rudy, Organizational Behavior, FMCU, Fall 2007

Efficient Communication § IS COMMUNICATION AT MINIMUM COST IN TERMS OF RESOURCES EXPENDED © J. Rudy, Organizational Behavior, FMCU, Fall 2007

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

Barriers to Effective Communication Status Effect SENDER Cultural Differences Semantic Problems No Feedback Poor Choice of Communication Channel Perceptual Distortions RECEIVER Physical Distractions © J. Rudy, Organizational Behavior, FMCU, Fall 2007

Status Effects § STATUS EFFECTS § MANAGERS TEND TO DO A LOT OF "TELLING" BUT NOT MUCH "LISTENING" © J. Rudy, Organizational Behavior, FMCU, Fall 2007

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

Personal Barriers § THERE ARE S 0 ME OTHER - PERSONAL BARRIERS: § § FILTER OF INFORMATION [sender] SELECTION OF INFORMATION [receiver] EMOTIONS LANGUAGE [the way how an individual talks] © J. Rudy, Organizational Behavior, FMCU, Fall 2007

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

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

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

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

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

Resolving Conflicts § USE ACTIVE LISTENING § USE ASSERTIVENESS SKILLS § REDUCE COMMUNICATION BLOCKAGES BETWEEN THE PARTIES § CONCENTRATE ON ISSUES § IDENTIFY AND APPRAISE THE ACTIONS DECIDED © J. Rudy, Organizational Behavior, FMCU, Fall 2007

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

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

§ 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