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MGMT 300 Integrated Core: Management

Communication and the Four Functions

Communication and the Four Functions of Management

• Manager must gather information from internal and external sources

• Communicate findings • Clearly convey objectives and goals

Planning

Communication and the Four Functions of Management

• Manager must communicate to establish and maintain relationships

• Communicate to distribute resources • Communicate the configuration of positions within the

organization

Organizing

Communication and the Four Functions of Management

• Use communication to motivate employees • Communicate to direct employee activities • Supervise employees

Leading

Communication and the Four Functions of Management

• Use communication to communicate expectations relating to performance standards

• Communication for corrective actions • Communication to evaluate performance

Controlling

MGMT 300 Integrated Core: Management

Influencing and Emotional Intelligence

What is Influencing?

• Influencing: process of guiding the activities of organization members in appropriate directions

• Focuses on org members as people

• Being able to influence others is key for being a successful manager

Influencing Subsystem

Inputs (Org Resources)

Process Outputs

Influencing Leading

Motivating

Communicating

Considering Groups

Encouraging creativity Building Corporate

Culture

Influencing Ability to communicate  fundamental management skill

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Emotional Intelligence Emotional intelligence: capacity of people to

• recognize their own feelings and the feelings of others

• motivate themselves

• manage their own emotions

• manage emotions in relationships with others

Emotional Intelligence and Influencing

Emotionally intelligent managers: 1. Motivate others

2. Focus on personal and organizational achievement

3. Understand others 4. Communicate efficiently and

effectively 5. Lead others

6. Build successful teams` 7. Handle conflict appropriately 8. Change organizations

appropriately 9. Manage diversity 10. Manage creativity and

innovation

MGMT 300 Integrated Core: Management

The Communication Process

Communication: Process of sharing information with individuals

Source/encoder: person in the interpersonal communication situation who originates and encodes info to be shared with others

Communication

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Communication: Process of sharing information with individuals

Signal: message that is transmitted from one person to another

Communication

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Communication: Process of sharing information with individuals

Communication

Decoder/destination: person or persons with whom the source is attempting to share information. Person receives the signal, decodes the message to determine its meaning

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Successful Communication:

Info the source intends to share with the destination and the meaning derived from the

message are the same

Unsuccessful Communication:

Info the source intends to share with the destination and the meaning derived from the

message are different

Successful vs. Unsuccessful Communication

vs.

MGMT 300 Integrated Core: Management

Noise and Barriers to Communication

Noise and Unsuccessful Communication Noise: any interference that causes a disruption between the sender and receiver in the communication process

things that go on in your head as you engage in the communication process

Psychological noise:

physical sounds that make it difficult to hear someone’s messagePhysical noise:

hunger, fatigue, headache, stress, or anything that prevents us from giving our full attention

Physiological noise:

when you have a hard time understanding the words or languageSemantic noise:

Types of Noise

Barriers to Communication Macrobarriers: factors that hinder successful communication in a general communication situation

• Increasing need for complex info

• Increasing number of languages needed

• Decreased time available for communication

Barriers to Communication Microbarriers: factor that hinders successful communication in a specific communication situation

• Message interference

• Source’s view of the destination

• Destination’s view of the source

• Perception

• Multimeaning words

MGMT 300 Integrated Core: Management

Feedback and Formal Organizational Communication

Importance of Feedback

Feedback: the destination’s reaction to a message

Can use feedback to help understand if communication was successful or not

Type of Communication

Verbal: • spoken or written words used to

share information with others

Nonverbal: • sharing information without

using words to encode thoughts

• Ex: gestures, vocal tones, facial expressions

Successful managers use a blend of both verbal and nonverbal communication

Organizational Communication Organizational Communication:

• Directly related to goals, functions, and structure of organizations

• Directly connected to the effectiveness of organizations

Formal Organizational Communication

Downward

Horizontal

Upward

Formal Organizational Communication

• Focus is on communication related to direction and control • Flows downward through the organizational chart • Usually information that management delivers to employees

Downward

Formal Organizational Communication

• Focus is on communication that managers need to evaluate their organizational area

• Flows upward through the organizational chart • Informal discussions with employees, attitude surveys,

suggestion systems, “open door” policy

Upward

Formal Organizational Communication

• Focus is on coordinating activities of various departments • Flows from any point in the org chart horizontally to another

point on the org chart

Horizontal

MGMT 300 Integrated Core: Management

Informal Organizational Communication and the Importance of Listening

Informal Organizational Communication

• Follows pattern of personal relationships among org members

• Generally exist because org members have a desire for information that does not come from the formal organization

Informal Organizational Communication

Grapevines: informal organizational communication network

Estimated that 70% of all org communications flow through a grapevine

Characteristics of Grapevines

Spring up and are used irregularly within the org

Not controlled by top executives

Exist to serve the self-interests of the people within it

Importance of Listening • Listening shows org members that the manager is

interested in what subordinates have to say

• Encourages the use of formal communication channels

• Tips for listening:

 Remove distractions  Ask questions  Stop talking  Look and act interested

MGMT 300 Integrated Core: Management

Conflict

Conflict

Conflict: a struggle that results from opposing needs or feelings of two or more people

Is conflict good or bad?

Conflict

Negative conflict:

• situation can destroy working relationships

• frustrated employees • rule-breaking and turnover

Positive conflict:

• update an outdated rule or policy • change an employee’s job duties or

responsibilities to improve productivity • change processes to improve

efficiency

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Compromising: parties to the conflict settle on a solution that gives both of them part of what they wanted • Nobody gets exactly what they wanted • Agree to a change that they can all accept • Best used when problem is relatively minor and time is limited

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Avoiding: managers simply ignore the conflict • Managers use this when they assume all conflict is bad • Should only be used when the conflict will not limit goal

attainment

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Forcing: managers use their authority to declare that a conflict has ended • Best used in an emergency • Can frustrate employees and this frustration might lead to

future conflict

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Resolving: work out the differences between managers and employees • Manager pinpoints differences between both parties • Manager identifies ways in which both parties agree • Find ways that they can both benefit from a mutual decision