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20 Cards in this Set
- Front
- Back
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Communication |
Effective and regular personal communication is vital to ensure coordination and to identify problems quickly. Formal - Helps to provide management structure, so that individuals know what is expected of them and how they have actually performed. Informal - Face to face conversation, telephone, e-mails and text. It does not follow the lines of authority. |
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The Process of Communication |
Sender - The entity that conveys or sends messages. Encoding - Process through which the message is symbolised. Channel - Medium through which the message is being sent. Receiver - Is the entity that receives the message. Decoding - Process in which the message is translated and meaning generated. Feedback - Process through which receiver sends their response. Importance of Feedback Feedback is a very important part of the communication process as it gives the sender the knowledge that the message has been received as intended. |
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Noise |
Environmental/Physical Noise - Physically disrupts communication and prevents the receiver from hearing or seeing message clearly. Physiological Noise - Refers to actual physical barriers within the sender or receiver that causes trouble of message getting through. Semantic Noise - Occurs when the sender and receiver have a different understanding of words. Psychological Noise - The attitude of the sender and receiver can also make communications difficult. |
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Meetings |
In order for meetings to be effective and useful it is important to adopt the following steps: - Determine the purpose of the meeting. - Establish who needs to attend. - Determine the agenda in advance. - Make suitable arrangements for location and time. - Facilitate discussions. - Manage the plan of action. - Summarise - Publish results and minutes. |
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Meetings Role of Team Members |
- The manager should act as facilitator, setting the agenda and objectives. - One person needs to act as chairperson to ensure agenda is followed. - One team member to take the minutes. - Team members will either be a protagonist or antagonist. |
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Problems with Meetings |
- Poor preparation/inappropriate chairperson. - Poor preparation/Objectives undefined or unclear. - There is hostility between some of the attendees. - Lack of enthusiasm or interest in the meeting. - Attendees talk too much without regard to chairpersons requests. - Attendees cannot reach an agreement concerning issues on the agenda. - Action points from previous meetings have not been carried out. - Minutes are either too long or too brief. |
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Influence, Persuasion and Negotiating Skills |
Influence - Is the ability to change others attitudes, opinions or behaviour. It can be direct or indirect. Persuasion - Is the ability to deliberately influence others to change an attitude, opinion or behaviour. This is always direct. Negotiating - Is the ability to discuss an issue with one or more other people to attempt to establish ways to reach an agreement. |
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Influence Cialdini's 6 principles |
1. Reciprocity - The feeling of obligation to returning favours. 2. Commitment - We desire consistency and don't like to be seen changing our minds. 3. Social Proof - Humans are influenced by peer pressure. 4. Liking - Are more likely to be influenced by people we like. 5. Authority - We are more likely to be influenced by people in positions of authority. 6. Scarcity - We are more likely to want something if its availability is limited. |
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Persuasion |
This is a strong form of influence and is always direct and intentional. The aim of persuasion is to change a person, or groups, attitude or behaviour towards something or someone. The person using persuasion has a clear objective and is set on achieving it. |
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Negotiating |
The aim of negotiating is to settle differences between people or groups, and to allow them to come to an agreement which both parties accept. 1. Conflict of interest between two or more parties. What one wants is not necessarily what the others want. 2. No established set of rules for resolving conflict, or the parties prefer to work outside of an established set of rules to develop own solution. 3. Parties prefer to search for an agreement rather than fight openly. |
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Negotiating Skills required |
Interpersonal Skills - The use of good communication techniques, the use of power and influence. Analytical Skills - The ability to analyse information, diagnose problems, to plan and set objectives. Technical Skills - Attention to detail and thorough case preparation. |
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Negotiating The Process |
Preparation - Information gathering, having background to the problem and the likely constraints on the parties. Opening - Both sides present their starting positions, good opportunity to influence the other party. Bargaining - Purpose is to narrow the gap between the two initial positions. Closing - Agreement is reached. |
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Guidance to Successful Negotiation |
- Focus initially on each sides primary objective - minor points can become a distraction. - Be prepared to settle for what is fair. Maintain flexibility in own position. - Listen to what the other side wants and be prepared to compromise on the main issues. - Seek to trade-off wins and losses. |
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The Importance of Effective Communications to CMA |
- Formation of policy and setting of corporate objectives. - Acquisition and use of finance. - Generation, communication and interpretation of financial and operating information for management and other stakeholders. - Derivation of performance measures. - Improvement of business systems. |
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Conflict Causes (Mainwaring) |
History - Have a tendency for being self-perpetuating. Differences - Mainly of interests, objectives, priorities and ideologies. Limited Resource - There may be a scramble for what is available. Win/Lose Situation - Success for one often involves failure for another. Interdependencies - When relationships/responsibilities are undefined or unfair. Misunderstanding - Communication failure. Conviction Beliefs - If one group believe in their goodness will enlighten others. Stress and Failure - Liable to cope with problems, cause fault finding/reality denial. Change - Creates new relationships, objectives, perceptions, problems and possibilities. |
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Conflict Symptoms |
- Problem being passed up the hierarchy because no-one wants to take the responsibility for them. - Hostility and jealousy between groups. - Poor communication up and down the hierarchy, and between departments. - Widespread frustrations and dissatisfaction because it is difficult to get even simpler things done effectively. - Problems constantly being polarised around people. |
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Conflict Horizontal Conflict |
Occurs between groups and departments at the same level in the hierarchy. Environment - Each department becomes tailored to fit its environmental domain and is differentiated from other departments. Size - As organisations grow, members of departments begin to think of themselves as separate. Technology - Interdependency creates opportunity for conflicts as technology determines task allocation. Structure - Divisionalisation and departmentalisation create competition which can lead to conflict. Goal Incompatibility - Each departments operative goal interfere with each other. Task Interdependence - Dependant on each other for materials, resources and information. Reward System - Managers are motivated to excel at the expense of the rest of the organisation. Differentiation - Functional specialisation causes differences in cognitive and emotional orientation. |
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Conflict Vertical Conflict |
Occurs among individuals and groups at different levels of the hierarchy. Power and Status - At the bottom of the hierarchy, workers often feel alienated. Ideology - Different values Psychological Distance - Workers feel isolated from the organisation. Scarce Resource - Financial resource affecting remuneration and working conditions and costs. |
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Managing Conflict Thomas-Kilman Conflict Mode Instrument (TKI) |
Competing - The goal is to 'win'. All or both parties seek to maximise their own interests and goals. Avoiding - The goal is to 'delay'. One or more parties seeks to ignore or suppress the conflict. Collaborating - The goal is to find a 'win-win'. This is achieved through joint confrontation of the problem and using problem solving techniques to solve them. Accommodating - The goal is to 'yield'. One party puts the other parties interests first. Compromising - The goal is to find middle ground. The result is each party giving up something and meeting halfway. |
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Mainwaring (1991) - Strategies |
Conflict Stimulation and Orchestration - Promotes and encourages conflict as a means of generating new ideas, or simulating change. Conflict Suppression - Involves the use or threatened use of authority or force, or the avoidance of recognition that a conflict situation exists. Conflict Reduction - Building on areas of agreement and on common objectives. Conflict Resolution - Seeks to eliminate the root cause of conflict by establishing a consensus. |
