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MODULE 2.1MODULE 2.1

Advanced Communication

Think back to the roles of management we explored in module one.  Each of those

roles required an element of communication, whether it is written, verbal, non-verbal

or a combination.  Some may require one-way or two-way communication and others

may include dealing with rational or irrational thinking, feelings and emotions.  Some

interactions will require managers to address con�ict and or negotiate a resolution or

agreement.

Whatever the situation, managers and leaders must continually develop their

communication skills.  After a brief consideration of the communication process, this

topic will explore communication from a managerial and organisational perspective.

The communication ProcessThe communication Process

The communication process shown below may look simple, however it is because of

this simplicity that many communicators do not fully consider the importance of the

various elements and the role each plays in e�ective communication.

Johnson, M. (2018). Communication in Organisations [Image].

The sender of the message must be conscious of their objective in sending the

message, who they are sending it to, the best way to structure the message and the

most e�ective and e�cient channel for sending the message.  Feedback coming from

the receiver will tell the sender if the message has been understood as intended.

Noise occurs throughout the communication process.  In essence, noise is all those

barriers to successful communication.  It may include emotional states of the sender

and receiver, distractions, language used, cultural biases, actual noise and much more.

As you read and research communication look for examples of how managers and

leaders make the process more e�ective

Communication in OrganisationsCommunication in Organisations

As a manager of people it is important to understand how communication occurs in

organisations so that it can be leveraged for success.  We can consider a variety of

dimensions to organisational communication:

Direction – communication can be downward from manager to subordinate, upward from subordinate to manager and laterally (sideways) from peer to peer. The content of these communications will vary with the direction

Formality – communication can be seen as formal or informal. Formal communication follows the chain of command (organisational structure) in a vertical direction and can often re�ect where legitimate power sits in the organisation.  This formality makes such communication potentially slower though more easily controlled.  Informal communication occurs based on relationships and networks and is typically between peers and across boundaries.  Informal communication tends to be faster and less controlled.

Channels – the channels used for communication contribute to its e�ectiveness and e�ciency. Channels may include email, intranet, phone calls, text, meetings, presentations, formal contracts and documentation etc.  Often the channels used are impacted by the organisational culture and may or may not be the most e�cient.

(adapted from Hitt et al, 2012)

Developing You Communication SkillsDeveloping You Communication Skills

Knowing some of the theory of communication may provide insight but does not make

you a better communicator.  Through your research and reading the resources

provided work on your skills in both sending and receiving information, providing

feedback and limiting the noise.

Con�ictCon�ict

Is con�ict good or bad?

By de�nition, con�ict simply involves a contradiction or di�erence of ideas or opinions.

Often we tend to view con�ict negatively because most of us don’t like arguing or

confrontation.  However, when managed well, con�ict can lead to continued

improvement and greater performance.

Keep in mind that the focus here is on con�icting ideas, goals, processes, task demand

etc and not con�icting personalities or personal issues.

So if con�ict can be useful, is there an optimal level.  Consider the following diagram

Fig 1: Functional v’s Dysfunctional Con�ict (Johnson, 2015)

The optimal level of workplace con�ict is called Functional Con�ict.  Any more or any

less than this is called Dysfunctional con�ict.  Being able to distinguish between the two

and having the skills to facilitate mediate and resolve con�icts is the challenge for

managers.

Managers have a range of strategies available to resolve con�ict ranging from

avoidance and accommodating to directing, compromising and collaborating.  Each of

these is dependent upon the importance of the goals and relationship between the

parties and will involve varying levels of assertion.

As you research and explore the resources, consider the types of con�ict you face in

the workplace.  How do you resolve them and how could you do this more e�ectively?

NegotiationNegotiation

Negotiation is one approach to resolving con�ict where both parties are motivated to

work on a solution together.

Managers will �nd themselves negotiating almost daily.  This might involve team

members, peers or their manager and cover such issues as deadline changes, resource

availability, role changes, remuneration, budget allocations and much more. 

Periodically a manager may also �nd they are involved in larger negotiations with

suppliers, unions, investors or strategic partners.

The importance of advanced communication skills cannot be understated when it

comes to success in negotiation.  Skilled negotiators are well versed in exploring issues,

focusing on the real problem and not the personalities and particularly good at reading

body language and non-verbals.

Negotiation ProcessNegotiation Process

Whatever the nature of the negotiation, the typical steps in the process include:

1. Preparation

2. Rapport building

3. Exploring and Information exchange

4. Persuasion and problem solving

5. Agreement

Even for experienced negotiators, a solid preparation lays a good foundation for a

positive negotiation.

The resources and your research will uncover both the skills required and processes to

be followed throughout a negotiation.  Building your capability will require conscious

awareness and practice

References:References:

Hitt, M. A., Black, S., & Porter, L. W. (2012). Management. Upper Saddle River, N.J: Pearson Prentice Hall.

Johnson, M. (2015).  Why your team needs con�ict. Retrieved from http://intelligentperformance.com.au/execfunc.php? q=tXVdcjgDS_GRKArDzwnlkRjDl9ydcEfBas4jaX5pYdfN55BOTzGlSlZZt05HfaYK7qshODrZhYSwico7 iX6dMIJp5vnDom-Wuct3u3ZNUA-Ebkc4yyx8k4

Essential Resources:

University of Minnesota. (2015).  Principles of management[e-book]. 

Retrieved from http://open.lib.umn.edu/principlesmanagement/

Chapter 12

There is no set text for this subject, however this open source text provides a

good introduction to management, its functions and challenges faced.

Katsuhiko Shimizu1, k. (2017). Senders' Bias: How Can Top Managers'

Communication Improve or Not Improve Strategy Implementation?

International Journal of Business Communication, 54(1), 52-69.

doi:10.1177/2329488416675449 Retrieved from

http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?

direct=true&db=bsu&AN=119968724&site=ehost-live

Guerrero, B., & Hanson, A. (2017). MANAGING UP AND DOWN: 5

Strategies to Excel in Middle Management. NACE Journal, 77(4), 48-52.

Retrieved from

http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?

direct=true&db=eue&AN=123558548&site=ehost-live

Booth, B., & McCredie, M. (2004). Taking steps toward "Getting to Yes"

at Blue Cross and Blue Shield of Florida. Academy Of Management

Executive, 18(3), 109-112. doi:10.5465/AME.2004.14776178 Retrieved

from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?

direct=true&db=bsu&AN=14776178&site=ehost-live

The article presents a commentary on the principled negotiation tactics outlined

in the book "GettingGetting to YesYes: Negotiating Agreement Without Giving In," by Roger

Fisher and William Ury. Speci�cally, the authors relate

how BlueBlue CrossCross and BlueBlue ShieldShield of FloridaFlorida Inc. (BCBSF) bene�tted from the

concepts in the book

University of Liverpool. (2018, Feb 28). Negotiation [Video �le] Retrieved

from

https://cdnapisec.kaltura.com/p/2012631/sp/201263100/embedIframeJs/uiconf_id/32

iframeembed=true&playerId=UOL_CKIT0551A_05_D_EN&�ashvars[referenceId]=UOL

This video explores 5 key phases of the negotiation process

Pre-Class Learning Activities:

Self-check Learning Activity: Personal Re�ective JournalSelf-check Learning Activity: Personal Re�ective Journal

Activity 2.1 – Communication Skills AssessmentActivity 2.1 – Communication Skills Assessment

Go to your personal Re�ective Journal and complete the activities in the journal

for Module 2.

This journal is for your own personal learning.  It is con�dential and will not be

available to anyone except you.  Your journal will be an important resource for

preparing your submissions for assessments.

For Module 2 there are 4 items to explore and re�ect on and answer. Click on the

re�ective journal ink in the main navigation menu to begin.

Class Learning for Topic 2.1:

A synchronous class time will cover key points below:A synchronous class time will cover key points below:

The communication process

Communication in organisations

Developing your communication skills

What is con�ict?

Functional and dysfunctional con�ict

Negotiation

The negotiation process and phases