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)
Guidance for successful negotiation (4)
- focus initially on primary objective (avoid distractions)
- settle for what is fair
- listen to other side and make effort to compromise
- seek trade-off wins and losses
Types of negotiations (2)
Win-Win: prospects of both sides are encouraging
Win-Lose: each of the parties seek maximum benefit
CMA’s apply negotiation when (5)
- formulate policy or set corporate objectives
- acquisition and financing
- generate, communicate and interpret info for management and stakeholders
- set performance measures
- improve business system
Causes of Conflict (9) by Mainwaring
History Differences Limited resources Win/Lose situations Interdependencies Misunderstandings Conviction beliefs Stress and failure Change
Symptoms of conflict (5)
Problems are getting passed up the hierarchy
Hostility and jealousy between groups
Poor communications
Widespread frustration
Polarisation of problems among team (constantly)
Types of conflict (8)
HORIZONTAL
Environment (organizationally)
Size (with growth departments aspire more autonomy)
Technology (interdependence creates opportunity for conflict)
Structure (divisional or departmental competition)
Goal incompatibility
Task interdependence (ie resources or information)
Reward system
Differentiation (functional specialisation)
Types of conflict (4)
VERTICAL
Power and status - at the bottom workers often feel alienated
Ideology - different values
Psychological distance - isolation from org
Scare resources - remuneration, working conditions
constructive conflict
creates innovation and change
brings problems to surface
settles authority and responsibility
destructive conflict (ad hoc)
harmful
causes alienation (to feel isolated or estranged)
demoralising
Consequences of conflict (Daft)
diversion of energy
altered judgment
loser effects
poor coordination
Managing conflict (Thomas-Kilmann Instrument or TKI)
X axis: Co-operativeness
Y axis: Assertiveness (confidently aggressive or self-assured)
Competition (low, high): goal is to win
Avoiding (low, low): delay
Collaborating (high, high): find a win-win solution
Accommodating (high, low): yield, one party puts other pary’s interests first
Compromising (moderate, moderate): find a middle ground however each party might loose a little
Strategies to manage conflict (Mainwaring)
- conflict simulation
- conflict suppression
- conflict reduction (building on areas of agreement)
- conflict resolution
Industrial relations conflict resolution
- Union avoidance
- Individualistic approaches (appraisal systems, training and development)
- Collective bargaining (procedural)
- Partnership agreement
- Gain sharing
- Labour-management
- Employment security
