Management Perspectives
rupali
Week4_L4_MGMT6012.pptxMGMT 6012 Management Perspective
Week 4, T3 2019
1
Communication and Negotiation A manager’s job is dependent on communication and the effectiveness of a manager is dependent to a large extent on the communication skills they possess. Organisational structures help us to understand the flow (direction) of communication and who holds the power in the relationship. In most organisational communications there is a power differential between the two parties communicating, and one party is seeking to influence the other.
Communication is…. Reporting….advising…querying…listening…reading…writing… responding…informing…rewarding…punishing…changing… motivating…negotiating…socialising…integrating…influencing… presenting… Is it possible to be good at some forms of communication and not others?
Major Functions of Communication (Robbins et al) Control – formal control mechanisms (hierarchies of authority, formal rules, job descriptions, company policies) and informal control mechanisms (norms and rules established by groups). Motivation – communication clarifies goals and provides feedback. Emotional expression – employees have social needs to express themselves. Information – communication provides information to facilitate decision-making.
Managers as Communicators - Effective Communication (message received) v Efficient Communication (resources) - Managers as senders of information – many choices available - Managers as receivers of information – active listening skills and questioning - Choice of communication channels - rich, poor or lean - Electronic communication – positives and negatives - Meetings – positives and negatives
Barriers to Communication Communication is not a simple task. Cultural – language, behavioural Language – meanings, jargon, caution v optimism. Psychological – different psychological states (emotions) - fear, defensive. Relational – the relationship between the sender and receiver (respect, trust, conflicts). Environmental/Situational – information overload, noise, interruptions, urgency.
‘A back and forth communication designed to reach an agreement when you and the other party have shared interests and others that are opposed.’
Another simpler way to define negotiation is ‘when two or more parties need to reach a joint decision but have different preferences. they negotiate.’
Negotiation and Management
A negotiation in management is said to be effective when people settle their differences
A compromise or an agreement is reached rather than a dispute or argument
Managers / leaders aim to achieve the best possible outcome for their organisation
7
Negotiation- definition
Interests –our basic needs, wants and motivations
Legitimacy – quest for fair deal drives many of our decisions
Relationships – very important when you have ongoing connection, future business, reputation
Alternatives and BATNA – what will you do if the current deal does not work out; Best Alternative to Negotiated Agreement
Options- any available choices considered that satisfy the interests
Commitments- an agreement, demand, or a promise made by one or more party
Communication- whilst negotiating, you will need to communicate with the other party or parties; success of your negotiation lies in this
8
7 elements of negotiation
1) Separate the people from the problems: as a negotiator, deal with
emotions and personality issues separately
2) Focus on interests not positions: identify underlying interests – the basic needs, wants and motivations
3) Invent options for mutual gain: options are those choices available for parties to consider that can satisfy their criteria
4) Insist on using objective criteria: use objective criteria which is a fair, independent standard to settle their differences
9
4 elements of principled negotiation
Concept introduced by Roger Fisher, William Ury and Bruce Patton
One of the many pieces of information negotiators seek when formulating negotiation strategies
What is your best outside option if your current negotiation has reached an impasse
Identifying a negotiator’s BATNA is a necessary skill for developing best strategies to use at the bargaining table
Negotiators should assess their BATNA and work to improve it both during their preparation and throughout the course of dealmaking
The stronger your BATNA, the more you can ask for in your negotiation
If you and the negotiating counterpart have explored all the options and interests, there is no shame in walking away from a deal that does
10
Best Alternative to Negotiated Agreement - BATNA
Module 2 Readings -Get the Boss to Buy in -Empowerment at Work: the Dyadic Approach -Breaking the Chain of Command -Going Up the Chain of Command -Towards a Reinterpretation of ICT’s Impact on Command and Control (not discussed)
Get the Boss to Buy In ‘Organisations do not prosper unless managers in the middle identify and promote the need for change.’ ‘For many reasons, ranging from a fear of negative consequences to compliance with a top-down culture, many managers do not voice their ideas and concerns.’ ‘When managers do speak up many struggle to sell their ideas to people at the top.’
Get the Boss to Buy In Seven tactics to get higher management to support your idea (sell your issue): 1) Tailor your pitch – understand the audience 2) Frame the issue – connect it to organisational priorities 3) Manage emotions on both sides – generate positive responses 4) Get the timing right – catch the wave 5) Involve others – allies from your network 6) Adhere to norms – understand the cultural expectations 7) Suggest solutions – do not just highlight the problem
Empowerment at Work: The Dyadic Approach ‘Organisations that wish to survive and thrive in today’s dynamic marketplace need to constantly re-invent their work processes and structures.’ ‘Empowerment is becoming increasingly important because organisations are flatter therefore less opportunity for promotion. Special projects, team leadership, other assignments can fill the void.’ ‘Empowered team-working is increasingly a part of the solution.’
Empowerment at Work: The Dyadic Approach Empowerment is different to delegation of authority (which is a top-down approach). Empowerment is the transfer of power and influence. Empowerment is the result of internal commitment of people (psychological) as well as external commitment of organisation (the environment). The dyadic (two-part) approach is that people must choose to be empowered, and the organisation must set the conditions for empowerment.
Breaking the chain of command This paper interviewed 145 employees in the USA to understand what happens when employees circumvent the chain of command, and take an issue by going around or above their superior. Is circumvention okay? Employees reported that “they often mentioned the problem…it was never resolved…they had already spoken to their supervisor…the supervisor promised that things would be taken care of…nothing ever changed…supervisors claimed that there was nothing else they could do”. Why will some employees never circumvent their direct supervisor?
Breaking the chain of command The main reasons for circumvention: -Supervisor inaction (or substandard action) -Supervisor performance (poor, lack of trust, no respect, incompetence) -Supervisor indiscretion (the supervisor was the issue, behaviour was questionable) ‘Ethical issues are a powerful trigger of employee dissent….. dissent often leads to circumvention.’
Going up the chain of command An interesting perspective from another industry – Nursing – who have ‘chain of command’ protocols that empower them to communicate upwards in a matter of emergency. In some institutions a nurse can be dismissed if they fail to invoke the chain of command (circumvention). There are also legal implications for the nurse and hospital if the patient’s condition deteriorates. If your organisation is purely focused on ‘the customer’ – in this case the patient – should we all have a well-established and documented chain of command?
19
What makes a terrible Leader
Lack of transparency
Not listening
Ego
Lack of empathy
Permitting negative gossip
20
What makes an inept leader?
