Chapter 11 - Orga Relationships Flashcards
Formal and informal communication
Formal: Provides management structure (plans, procedures, policies, reports)
Informal: facetoface, telephone, emails, text messages
Process of communicaiotn
Sender Encode Channel Decode Receiver Feedback
Everything else is NOISE
Importance of feedback
Sender should ask for feedback to confirm receipt
Allows to clarify the message
Levels of NOISE
environment or physical noise physiological noise (physical barrier) semantic noise (different understanding of words) psychological noise (attitude, mood)
Communication Barriers
SENDER: not clear omitting using code words provoke emotional responses technical jargon inappropriate medium too much information mixed messages
RECEIVER: not in receiving mode not wishing to receive message filtering info overload mindset does not admit the substance of the message
Overcoming Comm. Barriers
SENDER: define, clear objective plan comm. ensure elements of the comm. fit think about the receiver anticipate reactions practise feedback
RECEIVER: consider own contribution listen attentively check vague items feedback
Non verbal communication
Body language
Meetings: Steps
80% preparation 20% execution
purpose of the meeting establish attendance determine the agenda set location and time facilitate discussion manage action plan summarise publish results / minutes
Meetings: Roles
facilitator (set agenda and ensure meeting the objectives)
chairperson (to follow the agenda)
secretary or admin (take minutes)
protagonists-antagonists (team members)
Persuasion
Strong form of influence
-> six principles of influence can be used as persuasion
Common meeting problems
- inappropriate chairperson
- unclear objective
- tension between attendees
- attendees talk too much
- lack of enthusiasm
- attendees cannot reach an agreement
- action points from the last meeting are not carried out
- the minutes are misrepresenting or too long
Influence
- Reciprocity: feeling to retun favors
- Comitment and Consistency: desire for consistency - Social Proof: peer pressure
- Liking: people we like can influence us
- Authority: use of own authority
- Scarcity: imposing deadlines enhances urgency
Negotiation (3 definitions)
- conflict of interest between 2 or more parties
- no established set of rules solving conflicts
- parties prefer to search for an agreement rather than to fight openly
Negotiator skills (3)
Interpersonal (good comm. technique, power of influcence)
Analytical (ability to analyse information, diagnose problems)
Technical (attention to detail and thorough case prep)
Process of negotiation (4 steps)
Preparation (info gathering - individual)
Opening (both sides present their starting positions)
Bargaining (narrow the gap)
Closing (agreement is reached, mutual beneficial outcome)
