Knowing how to communicate is one of the most important manifestations of intelligence, it is necessary to: LEARN IT - DEVELOP IT - PERFECT IT (ANONYMOUS).
«THE MOST IMPORTANT THING IN HUMAN COMMUNICATION IS TO HEAR WHAT IS NOT SAID»
communicationCOMMUNICATION
Process by which people try to share meanings through the transmission of symbolic messages.
- Communication between two people: DialogueCommunication in small groups: DiscussionCommunication in large groups: Conference.
IMPORTANCE OF AN EFFECTIVE COMMUNICATION.
- Communication represents the common thread for administrative processes Skills, allow managers to take advantage of the wide range of talents that exist in the multicultural world of organizations Managers spend a lot of time communicating, (Role of communication in three management roles of Mintzberg)
INTERPERSONAL COMMUNICATION
- It involves the participation of people: to understand it you have to try to understand the way in which people relate to each other. It involves a shared meaning: agreeing on definitions and terms used. Communication involves symbols: gestures, sounds, letters, numbers, etc.
Organizational Communication
Frank and effective communication can be a very important value for an Organization.
Factors that influence communication in organizations
- Formal channels of communication Authority structure Specialization of work Information ownership
COMMUNICATION BY ORGANIZATIONS
EFFECTIVE COMMUNICATION.
Negotiations to Manage Conflicts
1.-There is a set of interests between two or more people
2.-There is no fixed or established series of rules or procedures to resolve conflicts.
3.-The parties, at least for the moment, prefer to seek an arrangement to resolve the conflict.
CONFLICT
It involves a disagreement over the allocation of scarce resources or a clash between goals, status, values, perceptions, or personality.
NEGOTIATION
- It can help to handle conflicts of all kinds, more effectively and satisfactorily for the parties. Be understood by recipients who have different opinions and experiences. Ask the receiver to repeat the basic points of the message (terminology). Sensitivity to find different alternatives to the Issue a message (change in formulation) Changes in the physical environments of the organization.
The messages we send and receive are subject to the influence of non-verbal factors such as:
- Body movementsClothingDistancePostureGesturesFacial expressionsEye movementsBody contact
It refers to the credibility that the sender has in the mind of the receiver.
The credibility of the issuer is subject to the circumstances of the context in which the message is sent.
The credibility of a manager will be great if others perceive him as a knowledgeable, trustworthy person and truly interested in the well-being of others.
RESULTS OF A NEGOTIATION
When two parties interact in a negotiation, to resolve a conflict, the two parties have an idea of what they want to get out.
What causes a STABLE RESULT
There are two types of negotiation process.
- INTEGRATING AND DISTRIBUTIVE PROCESS
NEW “GROUP WARE” COMMUNICATION TECHNOLOGIES
They have improved the accuracy of organizations, presenting a challenge to traditional lines of authority.
- E - MAIL AND MESSENGER
GUIDELINES FOR CONDUCTING NEGOTIATIONS.
- Have fixed and clear objectives for each point Do not rush When there are doubts, make time Be well prepared with solid data that supports the defined objectives Adopt a flexible position Find out the reasons why the other party wants it Do not get stuck. If there is no progress at a given point, move on to the next and return to it later Consider the importance of respecting the other party's facade Create a reputation for being fair, yet firm Controlling emotions Be safe, with every step taken in the negotiation Measure each step by comparing it with your objectives Pay close attention to the text of each negotiated clause Remember that negotiation is, by nature, a process to reach compromises Learn to understand people Consider the impact that current negotiations will have in the future.
