PAMANTASAN NG LUNGSOD NG MAYNILA

(University of the City of Manila)

Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Communication Management Consultancy

Thursday / 6:00 PM – 9:00 PM
Dr. Risa P. Asuncion

Almario, Ma. Kristina R.

Cala, Ariane Jane H.
Cunningham, Renz Matthew I.
De Guzman, Gian Stefan
Gadia, Keane Cyril N.
Icay, Harriet Demi C.
Mendoza, Teotilde Gazmin

March 2018
 COMMUNICATION MANAGEMENT CONSULTANCY

I.

A.

B. Setting goals
1. Define and organize communication task
2. Sort your goals
 Purpose
 Strategies
 Tactics
 Task
3. Two considerations in ranking your goals
 Urgency
 Importance

C. Audience Analysis
1. Identify, understand and rank your audience
2. Model in determining approach to your audience

D. Point of View
Understand competing motives, needs and view point interpersonal communication

E. Message: Content and Argument

Shaping the messages that will achieve your goal

F. Structure
Shaping your argument to the needs of your audience

G. Choosing media
What media best convey your message

H. Style and Tone

Delivering your message in language suitable to your audience

II. COMMUNICATION MANAGEMENT PROCESS IN THE ORGANIZATION

A. Power, Roles and Task Cultures in the Communication Process

B. Level of Participation of Key players in the communication process

C. Applications
1. Giving and receiving feedbacks
2. Managing meetings
3. Communication Change
4. Diversity and intercultural Communication
5. Electronic Communication

III. COMMUNICATION ETHICS

A. The Ethical Conduct of Employees

B. Defining Business Ethics
C. Three levels of inquiry
D. Three views of decision making
E. Nature of moral judgments
F. Characteristics of moral principle
G. Applying ethical standards to management communication

IV. THE COMMUNICATION PROGRAMS

 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Renz Matthew I. Cunningham Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report

I. Setting Goals
II. Audience Analysis
III. Point of views in Interpersonal Communication

I. SETTING GOALS

What is Communication Management Process?

 A Communication Process, or Communications Management Process, is a set of steps

that are taken every time formal communications are undertaken in an organization.
(Communications Process is undertaken as part of Communications Management
and helps to ensure that your stakeholders are kept regularly informed.)

Why use the Communication Process in the organization?

1. To communicate formally within the Organization

2. To avoid miscommunication
3. To receive feedback on the communications which have taken place to date and ensure
that future communications are improved.

Sorting your goals – A Strategic Management Approach

 Situational Analysis – A process planner’s use, within time and resource constraints,
to gather, interpret and summarize all information relevant to the planning issue
under consideration.
(Eg: An upcoming company event which will be prepared by utilizing the
different functions of the organization.)
  Alternative goals and plans – Goals are the target or end that management desires
to reach. Plans – the actions or means managers intend to use to achieve
organizational goals.

Qualities of an effective Goal (SMART)

Specific – goals that are precise, describing a particular outcome. (In this way employees can
determine if they are working toward a goal)

Measurable – quantify the desired results. (So there is no doubt whether a goal has been
achieved.)

Attainable / but challenging - recognition of attainable goals. (Attainable goals that need to
be recognized by the employees so they don’t get discouraged, and at the same time they
should be challenged to stimulate hard work and creativity)

Relevant – Each goal should contribute to the organization’s mission. (Goals need to be
consistent in order to be relevant to the organization’s overall objective)

Time Bound – Effective goals specify a target date of completion. (Besides knowing what to
do, employees should also know when to get it done)

 Goal and Plan Evaluation – Next Managers will evaluate the advantages,
disadvantages and potential effects of each alternative goal and plan.
 Goal and Plan Selection – Once managers have assessed the various goals and plans,
they will start the one that is most appropriate and feasible.
 Implementation – Once the managers have selected the goals and plan they must
implement the plans designed to achieve the goals.
 Evaluation - Rigorous analysis of completed or ongoing activities. (Determine or
support management accountability, effectiveness, and efficiency.)

II. Audience Analysis

Audience analysis involves identifying the audience and adapting a speech to their interests,
level of understanding, attitudes, and beliefs.

Audience Analysis Factors

 Audience expectations - expectations about the occasion, topic, and speaker.
 (Eg: A politician delivering a speech to a colleague / another politician who passed
away, the politician is expected to praise the life and career of his colleague.)

 Knowledge of Topic - communicators should find out what their audience already
know the topic or not. (If the audience has knowledge, research well and back up
your discussion, if not do your best to communicate the topic efficiently.)

 Attitude toward the Topic - Knowing audience members’ attitudes about a topic will
help a speaker determine the best way to reach their goals.

 Audience Size - Many elements of speech-making change in accordance with

audience size. (The larger the audience the more formal the presentation should be,
using a common language or terms in a group of 10 is acceptable.)

 Demographics - The demographic factors of an audience include age, gender,

religion, ethnic background, class, sexual orientation, occupation, education, group
membership, and countless other categories

 Setting - The setting of a presentation can influence the ability to give a speech and
the audience’s ability and desire to listen.
- Set up of the room (Size of the room and arrangement of the audience)
- Time of day
- External Noises (Blowing horns, traffic, Lawnmowers)
- Internal Noises (Whispers, murmuring, Coughing etc.)

 Voluntariness - Audiences are either voluntary, in which case they are genuinely
interested in what a presenter has to say, or involuntary, in which case they are not
inherently interested in the presentation

 Egocentrism - Most audience members are egocentric: they are generally most
interested in things that directly affect them or their community.

III. Point of views in Interpersonal Communication

Interpersonal Perception - is the process of making meaning from things we experience in

people and our relationships.

Three Components of Interpersonal Perception

  Selection - Reacting to a specific stimulus (The things you notice about someone)
 Organization – Creating sense on a specific stimulus. (Our minds classify each
stimulus into categories. These categories are known to psychologists as schema. A
schema is a mental concept that informs a person about what to expect from a
variety of experiences and situations. Schemas are developed based on information
provided by life experiences and are then stored in memory.
 Interpretation – Assigning meaning to the information that we have received

Factors that affect one’s Schema

 Stereotyping - Stereotypes are generalizations about groups that are applied to the
individuals who are members of that group.
 Primacy and Recency Effects - First impressions are known as the primacy effect.
(First impressions are important because they set the tone for future interactions).
Recency effects are final impressions. (This matter, because this is how people tend
to remember us.)
 Perceptual set - is the idea that we perceive only what we want or expect to
perceive. This limits our ability to accurately perceive what is actually there.
 Egocentrism means the inability to take another's perspective. As you might imagine,
this interferes with our ability to accurately perceive others.
 Positivity and Negativity Biases - Positivity bias means a tendency to focus heavily on
another's positive attributes when forming a perception of that person. A negativity
bias means the reverse: a tendency to focus heavily on another's negative attributes
when forming a perception of that person.

Stereotyping, Primacy, Recency, Perceptual sets, Egocentrism, Positivity, and Negativity are all
powerful influences on communications. These can lead to errors in perception. The more we
are aware of these types of errors, the more equipped we are to work around them in
 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Teotilde Gazmin Mendoza Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report

I. Message Content and Argument

II. Structure
III. Choosing Media
IV. Style And Tone

Message Content and Argument

Content – what you have to say

Argument – how you build your persuasive case

Each audience must understand your goal to engage them in communication with you.

Drucker’s admonition “communication is not what’s said but what’s understood”

Each audience should support your message or goal.

Audiences in the corporate world: boss, colleagues, everyone

Digest the data or information into salient points and decide which information is important
to the type of audience.

1st step in planning business communication is finding the phrase that encapsulates
the central message.
2nd step is audience analysis to determine how to develop it.

Reminders for managers in composing their message content and argument:

a) gain the support of the primary audience
b) assuage the concerns of secondary audiences
c) acknowledge and neutralize opposing points of view
 d) explain why the approach is more feasible compared to reasonable alternatives –
advance a logical proposition that can be defended by audiences’ interest and values

2 types of logical arguments:

1. Deductive logic – from general to specific, major premise with a minor premise to
draw a conclusion. It needs to conduct both internal and external reality check.
Mostly consist of two premises that should pass the reality check.
a. Internal: logical consistency does not necessarily equal the truth; both premises
must be acknowledged by audiences before a deductive argument can be used
to persuade them
b. External: your premise exclude elements that make them partially true or
irrelevant
2. Inductive logic – specific to general. A method of a researcher to gathers all the
evidence and seeks out the simplest explanation or conclusion. It is like outlining a
series of problems then proposes a general solution.

3 parts of these methods:

Given – lays the foundation your listeners or readers will grant for the argument. It answers
“what problem/evidence do we agree that we have?”
Since – the 2nd step. A principle or statement that links the given and the therefore

Therefore – the conclusion of course of action you want your audience to accept

General principles:
1. Approach your audience as a partner in choosing criteria for generating
argumentation. Do not bore or alienate your audience nor frustrate them.
2. In your argument, Emphasize the part you think is important to your audience
3. Once you outlined the argument, consider how the audience best receive it.
4. Keep in mind that the audience does not know every information you have.

Evidence is:
a. Facts and figures – demonstrates their relevance to the situation. Give enough detail
to your audience for them to be convinced
b. appeal to common knowledge – common knowledge of your audience
c. Anecdotal evidence - when citing this make sure that it’s a representative of a larger
pattern and relevant to the concerns of your audience.
 d. Appeal to authority - an office directive is an objective factor in the decision-making
process

Usual business conversation:

Given – we have a problem

We agree on the following sets of facts
Since - (?) Approval of the merger would allow conversion to a state charter

Therefore - we should take the following steps Majority of the members should approve
the merger even though

Unless- (?) they attend the meeting and disapprove of charter

Testing your logical argument against the following criteria:

a. Assumptions - acknowledge differences frankly and address them in your message.
Make sure you share your assumptions with your audience.
b. Proof - the content of your argument is subject to interpretation. Be clear to yourself
and to your audiences what you can prove and what you’re inferring.
c. Inference – drawing the most plausible conclusion from the proof’s you’ve
assembled. Acknowledge if your message is moving from proof to inference.

Structure

Shaping your argument to the needs of your audience

FORMAL COMMUNICATION is the system of official channels that carry approved messages
and information. Company’s objectives, rules, policies, procedures, instructions, commands
and requests for information are all transmitted via formal. Formal Comm. follows the chain
of command of the company.

3 formal communications:
1. Downward communication flows from higher to lower levels in the company. DWC
is used to issue orders down the company’s hierarchy to give employees job-related
information, to give manager and workers performance reviews from upper
managers, and to clarify company goals and objectives.
2. Upward communication flows from lower levels to higher levels in a company. This is
used to give higher level managers feedback about operations, issues, and problems,
 to help higher level managers assess company performance and effectiveness, to
encourage lower-level managers and employees to participate in company decision
making, to give a chance to share their concerns with higher authorities.
3. Horizontal communication – flows among managers and workers who are at the
same organizational level. Helps facilitate coordination and cooperation between
different parts of a company and allows co-workers to share relevant information. It
also helps people at the same level resolve conflicts and solves problems without
involving high-level management.

INFORMAL COMMUNICATION referred to as grapevine is used by astute managers to

supplement formal communication. They do this by discovering how the informal
communication flow operates within their particular department, identifying its major
connections, and providing constructive information for it to handle.

The grapevine can be effective, accurate, and helpful or harmful in managing people.

According to experts in communication, the two most effective communication structures

are commonly referred to as direct and indirect.
1. Direct structure means revealing your main point first and then explaining it in more
detail;

The direct approach often is referred to as the “bottom line” and “executive” approach
because it states the main idea at the beginning of the message. This approach is used for
audiences who are:

• Informed and require little background information

• Receptive to the message
• Willing to accept bad news
• Results oriented

The direct approach emphasizes the results of your analysis, rather than the steps you took
to arrive at it. By getting right to the point, there is a lower risk that readers will lose interest
in trying to figure out your message, and they may save time, choosing whether to skim
sections of the message, read it carefully or reserve it for reference.
2. Indirect structure - indirect structure means giving context and revealing your main
point. When should a company choose to be direct and when should it decide to be
indirect? Normally, organizations should be as direct as possible, because indirect
communication is confusing and hard to understand.
This approach is a familiar one for most communicators because it follows the traditional
format that urges one to save the main idea for the conclusion and to lead the audience
through the message from background to resolution. This approach is used effectively for
an audience that is:

• Uninformed and requires background information and details

• Receptive to your idea but needs convincing
• Hostile to your idea but willing to hear your side
• Analysis oriented

The indirect approach allows the audience time to become acquainted with you, your
organization and your message before you present your recommendation or request for
action. It also serves as a buffer for the hostile or resistant audience, since your purpose first
is to establish common ground.

The third option in terms of message structure is to simply have no message. Today, this
approach simply doesn’t work with public hungry for the next news bite and the media
looking for an “angle” on the story. Usually, saying that a company cannot talk about the
situation until all the facts are in is better than just saying “no comment” or nothing at all,
but managers (especially in the United States) are often influenced by lawyers who are
thinking about the legal ramification of saying nothing.

Choosing Media

What media best convey your message

1. Medium - the method used to carry a message from the sender to the receiver. In
choosing a medium, consider its media richness or the ability to resolve ambiguity
(uncertainty)
Media richness is determined by the speed of feedback, the number of cues and
number of channels employed the “personalness” of the source, and the richness of
the language used.

Face to face is the richness communication medium because it allows participants

not only to hear the content of messages and the tone of voice but also see the
source and the subtle body language. It also allows instant feedback. Far better than
memos. Example: meetings
Communication channels for the organization:
Old channels: Spoken words, letters, print media

New channels: email, blogs, digital newsrooms, television, podcasts, text messaging,
internet, voicemail, electronic meetings, video teleconferencing, RSS feeds, Facebook,
Twitter

Rich media Lean media

Face to face group meeting telephone voice mail email reports web-
posting

Rich Media: Lean Media:

•Personal/unique
•Confidential/ no tangible record
•Two-way instant feedback/problem solving
•Physically present in the same room
•Spontaneous/flexible
•Mass dissemination difficult
° impersonal/generic
° public/provides a record
° one-way slow feedback/problem solving
°allows for difference in time & space
°premeditated/well crafted
°mass dissemination easy

Face to face
Group meetings
Telephone - more audio cues, instant feedback
Voicemail – fewer audio cues, no possibility of feedback
Email, intranets, regular memos, letters – written words, no visual & audio cues, no
immediate feedback
Useful for detailed information as a reference in the future.
Reports
Web-posting

Managers have different skills and comfort levels in choosing media. The audience will
prefer certain types of media. Communication works best when there is a match between
the preferred media of the manager and the member or audience.

Two kinds of communication media:

1. Oral - face to face, group meetings, telephone calls, video conference and other
means of sending and receiving spoken messages.

Managers prefer oral communication overwritten. It provides an opportunity to ask

questions about the message is unclear. It allows managers to receive and assess the
nonverbal communication (body language, facial expression, voice characteristics) the
accompanies the spoken messages. No need for computer and internet connection.
 2. Written includes letters, email, and memos. Email is the fastest growing form of
communication in a company because of convenience and speed. Well suited for
delivering straightforward messages and information

Style and Tone

Delivering your message in language suitable to your audience

STYLE:
Appropriate to the purpose of the message, serious or light.
 The sum of choices, both conscious and unconscious, that writers make while
planning, writing, designing and editing documents. (Style Guide for Business and
Technical Communication, Franklin Cover, 2012)
 Includes choice of words, structure, length of sentences, document’s organization,
use of emphatic devices, graphics, typeface, etc.
 Business communication typically should be a business style which is less formal than
a traditional academic writing but more formal than a conversation.

Style Tip Checklist:

 Avoid long sentences or paragraphs
 Use simple active language suitable to your audience
 Avoid double negatives
 Avoid jargon or overuse of acronym and abbreviations
 Use bullets points and numbered lists to break up the text
 Edit ruthlessly – don’t hang on to a nice phrase that adds nothing just because you
like it.

TONE:
 The implied attitude of the communicator towards the audience.
 Language choices
 Level of formality or familiarity
 The power relationship between speaker and audience
 Use of humor and sarcasm
MOOD:
The feeling of the sender

References:

https://ideas.darden.virginia.edu/2015/02/strategic-communication-to-inform-or-persuade/
Information and Knowledge Management Revised Edition (Routledge, 2009)
Corporate Communication 6th Edition by Paul A. Argenti (McGraw Hill International Edition)
Dyck, Neubert, Principles of management, 2009
Terry, Franklin, Principles of Management, 2009
 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Harriet Demi C. Icay Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report
Communication Management Process in the Organization

Overview
I. Giving and receiving feedback
II. Managing meetings
III. Communication change
IV. Intercultural communication
V. Electronic communication

Giving and receiving feedback

Feedback

- Let’s someone know in a timely, ongoing basis how they are performing and or the
messages they are sending.
- It needs to be timely and sincere.
- Valid feedback from others, when properly given, can make all the difference
between success and failure on the job.
- It provides us with information as to what is working and what is not.

Without frequent, specific feedback, employees often feel…

• Unmotivated
• That their work in not being recognized
• That challenges at work are not being acknowledged and addressed
• That their efforts are overlooked

Giving feedback
• Is a verbal or non-verbal process through which a person communicates his or her
perceptions and feelings about another person’s behavior
 • Evaluative Feedback
• Descriptive Feedback

Evaluative feedback

• Based on a one-sided judgment about a person’s behavior. It can be positive or

negative.
• Labeling
Positive labeling – includes praises and compliments (e.g. “You are such an
outstanding member of the team.”)
Negative labeling – judges the person. (e.g. As a team member, you are self-centered,
know-it-all, and unprofessional.”)
• Blaming – assigns responsibility for why things did not go well. (e.g. “You did/did not
do this that’s why this happened!”
• Psychoanalyzing – explains the cause and effect relationships that are not
observable. (e.g. “During the team meeting, you seem preoccupied with other
things. Maybe at times, you don’t have enough self-confidence and that keeps you
from contributing as much as others. I think it may be a trust issue.”)
• Pontificating – pronounce the truth in the matter and offers a lot of free advice. (e.g.
“With my many years of experience with teams, I can see that you need to become a
better listener. No one is going to listen to your concerns unless you show an interest
in what they have to contribute.”)

Descriptive feedback

- Is a clear, non-judgmental description of another person’s behavior. The feedback is

given in a manner that respects the other person’s independence and competence.
- Example:
“In the early part of the meeting when you were making suggestions, you
were clear and concise. You gave good examples. I was right there with you
and I could see from the others’ eyes and head nodding that they were with
you too. However, near the end of the meeting when we were trying to come
to a consensus, you interrupted several times and kept promoting your idea.
At that point I noticed the other team members get quiet and they started to
look down on their papers. The discussion stopped and the issue was left
unresolved.”
Redirection and Reinforcement
• When we give workplace feedback, we are not commenting on their personalities
and private lives, nor are we dwelling on their past errors.
• Redirection identifies job-related behaviors and performance that do not contribute
to individual, group, and organizational goals and help the employee develop
alternative strategies.
• Reinforcement identifies job-related behaviors and performance that contributes to
individual, group, and organization goals and encourages the employee to repeat and
develop those actions.

When giving feedback…

• Consider the needs of others.

• Describe the behavior or content.
• Focus on behavior that can be changed or is pertinent to the concerns of the group.
Do not focus on personal style, habits, or personal characteristics.
• Be specific. To provide insight, the recipient must clearly understand what behavior is
under discussion.
• Ask permission to give feedback.
• Do not delay feedback.
• Express feelings directly.
• Select an appropriate environment.
• Assume your fair share of the responsibility
• Provide choices, options, and opportunities.
• Apply a ‘coach’ approach.

Receiving feedback

• As receivers, we don’t want our work to be criticized.

• Feedback is a two-way process where you specify detail information and probe for
additional information when needed.
• When we think about those times in which we have been subjected to hurtful
criticism, we often find that what hurt us wasn’t the fact that someone was
commenting on our work, but the way those comments were offered.

Listening
 • You’ll get the most from feedback, reinforcement, and redirection if you make the
commitment to listen and learn in all feedback situations.
• You can evaluate feedback more effectively if you develop these habits for receiving
feedback:
Become a careful listener
Keep all feedback in perspective
Try to learn from all feedback, even if it is presented poorly
• When you receive reinforcement, make sure and ask questions about the details of
what you did so you can ensure that you do it again.
• When we receive redirection, especially if the feedback is being given inappropriately
or in an overly critical manner, keep your focus.
• By dwelling on the negative aspects of the presentation, you can turn a simple
comment into an act of criticism of your entire job or even your whole life. Keep all
feedback you receive in perspective.
• You might be tempted to disregard any feedback as inappropriate or rude, but by
doing so, you miss the opportunity to do your job better

The benefits of better listening

• Listening demonstrates acceptance.

• Listening promotes problem-solving abilities.
• Listening increases the speaker’s receptiveness the thoughts and ideas of others.
• Listening increases the self-esteem of the other person.
• Listening can prevent head-on emotional collisions.

Poor listening habits

• Being preoccupied with talking, not listening.

• Calling the subject uninteresting.
• Letting bias or prejudice distort the messages you hear.
• Oversimplifying answers or explanations.
• Yielding to external distractions.
• Yielding to internal distractions.
• Avoiding difficult or demanding material
• Rationalizing poor listening
• Criticizing the speaker’s delivery
• Jumping to conclusions
• Getting overstimulated
 • Assigning the wrong meaning to words
• Listening only for the facts
• Trying to make an outline of everything we hear
• Faking attention to the speaker
• Letting emotional-laden words throw us off the track
• Resisting the temptation to interrupt
• Waiting the differential between the rate at which we speak and the rate at which we
think

The five essential skills of active listening

• Paraphrase others as they speak

• Reflect feelings
• Reflect meaning
• Reflect conclusions
• Follow through

Evaluating feedback

• Evaluating feedback means evaluating your SOURCES.

• In receiving feedback, look for:
Misunderstanding
Valid arguments against your position
Grounds of opposition
Suggestions on how you can perform or communicate better

Managing Meetings
Meeting

Meetings are a technique of bringing a group or team together to work for a common
purpose.

• The effectiveness of an organization’s meetings can determine how successful an

organization will become.
• Effective meetings require an action-oriented focus. All members must share the
focus, understand each other’s role, and use a common process geared toward
specific outcomes.
Steps

• Decide if you really need t0 conduct a meeting

• Organize the meeting
• Running an effective meeting
• Evaluate

Decide if you really need to conduct a meeting

To make sure a meeting will be the best use of time and energy for all concerned, determine
if it will be used for at least one of the following reasons:
To convey information to a group
To solicit information from a group
To answers questions
To participate in group decision making
To brainstorm ideas
To solve problems
To network
To sell an idea, product, or service
To show or provide support for others

Organize the meeting: The elements of an effective meeting

• Purpose
• Participant
• Structure
• Location and time
• Agenda
• Responsibilities
• Confirmation

Running an effective meeting

• Begin on time and end on time

• Use the agenda
• Use an ‘ideas bin’
• Establish and use ground rules
• Control dominating individuals
 • Bring food
• Summarize

Evaluate

• Use Meeting Evaluation Form.

• Get input from your colleagues.
• Be open to compliments and criticisms.

Communicating change

• Organizational change is both the process in which an organization changes its

structure, strategies, operational methods, technologies, or organizational culture to
affect change within the organization and the effects of these changes on the
organization. Organizational change can be continuous or occur for distinct periods
of time.
• Organizational change is about reviewing and modifying management structures and
business processes.
• Communication is vital to the effective implementation of organizational change.
(DiFonzo and Bordia, 1998; Lewis and Seibold, 1998; Schweiger and Denisi, 1991).

Types of change that occur in organizations

• Incremental
- Managers and others make improvements in work processes, they experiment
with new reporting relationships, and they modify the organization’s strategies
and approaches to meet changing demands.
- These changes take place within the context of the organization’s existing
framework and orientation
• Discontinuous
- Managers increasingly are finding it necessary to make more fundamental and
dramatic changes in their organizations. They are seeking a whole new strategy
or configuration.
- Employees need to learn new ways of thinking and acting and will have to
“unlearn” past approaches.
• Strategic
- Is the process of managing change in a structured, thoughtful way in order to
meet organizational goals, objectives, and missions.
 - Strategic changes often are developed in the course of a strategic planning
process that considers the mission, vision, and values of the organization
• Grassroots
- Those that take place at the local or street level and involve middle-level and
supervisory-level managers as well as workers on the front line of the
organization. These changes are concerned with implementing and sustaining the
changes envisioned at the strategic level.

Change Curve

• Denial – People need

information.
• Resistance - People need
support. People are coming
out of their shock and
beginning to react.
• Exploration - People need
direction. People have
processed the bulk of the
negative emotions, and they
begin to accept the change that's happening.
• Commitment - People need encouragement. This is when the change has been fully
embraced and it has become a natural part of everyday work-life.

Internal Communication

• Internal communications build bridges between employees and leaders.

• Internal communications get the word out. They guide employees through change.
They encourage people when times get tough. But maybe, more importantly, they
nurture healthy conversation.

Organizational change management

• Communication plans
• Execution of the communication plans
• Identification, measurement, and communication of the intended benefits of the
change
Here are some common communication failures to look out for:

• Communications professionals and leadership have a hard time delivering tough

messages.
• Messages aren't delivered at the right time.
• Messages aren't delivered in the right formats or through the right mediums, so
employees miss them entirely.
• Messages are inconsistent.
• Communications aren't delivered by the right people. For example, a message is
delivered by HR that would have been better received if it had been sent by a
member of the leadership team.

Intercultural communication in the workplace

• Intercultural communication mainly relates to issues pertaining to speech and culture

of those belonging to an environment or land different from their own.
• Intercultural communication is the sending and receiving of messages across
languages and cultures. It is also a negotiated understanding of meaning in human
experiences across social systems and societies.
• In the work environment, these cultures affect the behavior and values of the
employees. How they respond to superiors, to colleagues, and to subordinates, are
all determined by the culture they have been bred in. Their attitude towards and their
comprehension of their surroundings is also different. Their pattern of
communication is varied and their concept of formality and informality is different.

Barriers to effective intercultural communication

• Anxiety
• Assuming similarity instead of the difference
• Ethnocentrism
• Stereotyping and prejudice
• Language
• Nonverbal misinterpretations

Anxiety

• Anxiety - a feeling of worry, nervousness, or unease, typically about an imminent

event or something with an uncertain outcome.
 • When you are anxious because of not knowing what you are expected to do, it is only
natural to focus on that feeling and not be totally present in the communication
transaction.

Assuming similarity instead of the difference

• As human beings, we tend to think that, based on our common biological and social
needs, we all are similar, despite the cultures we represent.
• When you assume similarity between cultures you can be caught unaware of
important differences.

Ethnocentrism

• Negatively judging aspects of another culture by the standards of one’s own culture.
• To be ethnocentric is to believe that the ways of your own culture are better than
those of others.

Stereotypes and prejudice

• Stereotype - is a fixed general image or set of characteristics that a lot of

people believe represent a particular type of person or thing. These simplistic views,
opinions or images, are based on what they have in common with members of
another group.
• Prejudice - is an unreasonable dislike of a particular group of people or things or
a preference for one group of people or things over another.

Nonverbal misinterpretations

Nonverbal communication is communication without words.

• Proxemics – the study of our use of personal space.
• Kinesics – gestures, body movements, facial expressions, and eye contact.
• Chronemics – the study of our use of time.
• Paralanguage – nonverbal elements of the voice such as laughter and sobs.
• Silence – can communicate agreement, apathy, awe, confusion, contemplation,
disagreement, etc.
• Haptics – the study of our use of touch to communicate
• Clothing and physical appearance – what we wear and how we look
• Territoriality – how space can be used to communicate messages.
 • Olfactics – the study of communication via smell.
• Oculesics – the study of communication sent by the eyes

Language

• People who do not share a language or who feel that they have an imperfect
command of the language may have some difficulties communicating.
• Elements that typically cause problems in translation

Vocabulary equivalence
- Occurs when there are no words in one language that correspond precisely with
the meaning of words in another.

Idiomatic equivalence
- Although native speakers understand the meaning of a certain idiom, they can be
very difficult for a non-native to understand and translate directly

Experiential equivalence
- Objects or experiences that do not exist in one culture are difficult to translate
into the language of another culture.

Conceptual equivalence
- If ideas or concepts are not understood in the same way as in a different culture.

Electronic Communication

Electronic Communication in the workplace

• In this era of information and communication technologies (ICT), computer-mediated
communication is a basic infrastructure that every organization needs to be equipped
with.

Types of electronic communication

• Email
• Social Media
• Smartphones
• Fax
• Instant messaging
• Chat rooms
Benefits

• Rapid transmission
• Saves time
• Creates mobility
• Low cost

The Risks

• Risk of being hacked

• Causes distraction
• High maintenance
• Affects workplace relationships
• Miscommunication

References

• https://www.iirp.edu/pdf/pa13-handout2-mast2.pdf
• http://webconceptsunlimited.com/Samples/GivingandReceivingFeedbackLeaderGuidev1.pdf
• https://hr.un.org/sites/hr.un.org/files/PM%20Giving%20and%20Receiving%20Feedback_0.pdf
• http://www.thebusinesscoach.org/conducting%20effective%20meetings%20WB.pdf
• http://web.ewu.edu/groups/studentlife/Effective_Meeting_Strat.pdf
• https://managers.usc.edu/files/2015/05/Basic-Guide-to-Conducting-Effective-Meetings.pdf
• https://www.unce.unr.edu/publications/files/cd/other/fs9729.pdf
• https://axerosolutions.com/blogs/timeisenhauer/pulse/383/how-to-communicate-during-
organizational-change
• https://uk.sagepub.com/sites/default/files/upm-binaries/47448_chp_12.pdf
 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Keane Cyril N. Gadia Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report
Communication Management Process in the Organization
(Power, Role, Task, and People Cultures in the Communication Process)

Introduction: Jennifer Smith Case

Jennifer Smith has joined Oswald Software Inc. as a Senior Software Tester. She has
about three years of experience working as a Software Tester in her previous organization,
Leonard Inc.

The people at Oswald followed very orthodox methods for working. There were very
strict protocols for completing every task. The decision making power was vested in only a
select few and the others had to just follow orders.

Jennifer found that only the people at the top of the hierarchical order had the
power to make decisions and only they were authorized to take decisions. These powerful
people also enjoyed special privileges at the workplace. They were the most important
people in the workplace and were also the major decision makers.

Jennifer was finding it increasingly difficult to adjust to Oswald’s culture. At Leonard,

her previous organization, the culture was much more open and friendly. Leonard’s culture
was such that every employee was delegated roles and responsibilities according to his
specialization, educational qualification, and interest to extract the best out of him.

Jennifer tried her best to adjust to Oswald’s culture but she just could not adjust in a
culture where she had to just follow orders. She was used to a more open culture where she
could freely express her ideas and opinions to her superiors.

Finally, Jennifer gave up after trying for a year. She decided that Oswald’s culture was
just not something she could ever get used to and decided to quit her job at Oswald. For her
next interview, she made sure that she found out about the organization’s culture from its
current employees, the HR, and the company website.
 The Charles Handy Model is one such model which helps to understand the various
kinds of organization cultures followed in organizations. Let us learn about ‘Charles Handy
Model’ in detail.

Model of Organization Culture

It is also known as Gods of Management Theory. The Classifications of business

structures and organization based on the functions and roles of the individual. Charles
Handy – a well-known philosopher who has specialized in organization culture, described in
his 1981 book Understanding Organizations, namely: Power Culture, Role Culture, Task
Culture, and People Culture.

Organization Culture: RRL

“Culture consist of patterns, explicit and implicit, of and for behavior acquired and
transmitted by symbols, constituting the distinctive achievement of human groups,
including their embodiment in artifacts; the essential core culture consists of traditional (i.e.
historically derived and selected) ideas and especially their attached values; culture systems
may, on the one hand, be considered as products of action, on the other as conditioning
elements of future action” (Kroeber and Kluckhohn, 1952)

“Organizational culture is the distinctive norms, beliefs, principles, and ways of

behaving that combine to give each organization its distinct character” (Arnold, 2005)

“A pattern of basic assumptions invented, discovered, or developed by a given group

as it learns to cope with its problems of external adaptation and internal integration that has
worked well enough to be considered valid, and therefore, to be taught to new members as
the correct way to perceive, think, and feel in relation to those problems” (Schein, 1985)

Power Culture

Powers of decision making are concentrated in the hands of a single individual,

usually CEO. Absolute control over subordinates. Decisions can be made quickly as there is
little consultation. They are the most important people in the workplace and are the major
decision makers. The subordinates have no option but to strictly follow their superior’s
instructions. Employees do not have the liberty to express their views or share their ideas on
an open forum and have to follow what their superior says.

Buy and sell organizations and people as commodities, disregard the human values
and general welfare. They are competitive and have voracious appetites for growth. The
success of a power culture firm will depend on the strength of the decisions made by its
founders/decision makers.

Represented (metaphorically) by Zeus, the strong leader

who has likes and uses power. This culture is one of centralized, or
top-down, power and influence. It revolves around one dominant
person, father-figure from whom all authority flows; And “Web” -
All lines of communication lead, formally or informally, to the
leader. “A power culture has a single source of power from which rays
of influence spread throughout the organization” (Brown, 1998)

Role Culture

Where every employee is delegated roles and responsibilities according to his

specialization, educational qualification, and interest to extract the best out of him.
Individuals are assigned a specific role or job. Decision making occurs at the top of the
bureaucracy. Organizations with a role culture put their strengths in their pillars, their roles
and areas of expertise. The interaction between them is regularly controlled by rules and
procedures, which are the major methods of influence.

The strength of a role culture lies in its functions or

specialties (e.g. finance, purchasing, production and so forth)
which can be thought of as a series of pillars which are
coordinated and controlled by a small group of senior executives
(the pediment). “Work is controlled by procedures and rules that
spell out the job description, which is more important than the
person who fills the position” (Harrison, 1993)

Represented by Apollo - god of reason. This culture is a bureaucratic one, run by strict
procedures, narrowly defined roles, and precisely delineated powers. Works through use of
logic and rationality.

Task Culture

Forms when teams in an organization are formed to address specific problems or

progress projects. Organizations individuals with common interests and specializations
come together to form a team. Every team member has to contribute equally and
accomplish tasks in the most innovative way.
 Armstrong, 2006, the aim is to bring together the right
people and let them get on with it. Project teams will be set
specific tasks to complete within a set timescale and budget. The
completion of a task is important as teamwork rather than the
promotion of individual positions or work.

This is likened to Athena, the Goddess of Knowledge. This

culture is small-team-based, results- and solutions-oriented, and marked by flexibility,
adaptability, and empowerment. The illustration is, the Net - Resources being drawn from all
parts of the organization to meet the needs of current problems.

Person Culture

Individuals are more concerned about their own self rather than the organization.
Employees just come to the office for the sake of money and
never get attached to it. Seldom loyal towards the management
and never decide in favor of the organization. Employees see
themselves as independent professionals who have temporarily
lent their services or skills to the organization.

Individuals believe themselves to be superior to the

organization. A collection of individuals who happen to be
working for the same organization. This is represented by Dionysus, the God of Wine and
Song. Dionysius was depicted as pursuing ecstasy and having no respect for authority or
convention.

References

Cramer, M. (2017, February 22). Management Theory of Charles Handy Key Terms. Retrieved January 24, 2018,
from https://www.business.com/articles/management-theory-of-charles-handy-key-terms/
Dudovskiy, J. (2013, April 23). Power Culture in Harrisons Model of Culture (1972). Retrieved February 28,
2018, from https://research-methodology.net/power-culture-in-Harrisons-model-of-culture-1972/
Dudovskiy, J. (2013, April 23). Role Culture in Harrisons Model of Culture (1972). Retrieved February 28, 2018,
from https://research-methodology.net/role-culture-in-harrisons-model-of-culture-1972/
MSG Management Study Guide. (n.d.). Retrieved January 24, 2018, from
http://www.managementstudyguide.com/charles-handy-model.htm
Organisational Culture. (n.d.). Retrieved January 24, 2018, from
http://www.learnmanagement2.com/culture.htm
Williams, A., Dobson, P., & Walters, M. (1993). Changing Culture New Organizational Approaches (2nd Ed.).
London: Institute of Personnel Management.
 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Ariane Jane H. Cala Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report
Communication Ethics

A. The Ethical Conduct of Employees

B. Defining Business Ethics
C. Three Levels of Inquiry

The difference of Morals versus Ethics

The MORAL principles that govern a person's behavior or the conducting of an activity.

ETHICS
• Guiding principles of conduct of an individual or group.
• Influenced by profession, field, organization, etc.
• Related to professional work.
• Uniform compared to morals.

MORALS
• Principles on which one’s judgments of right and wrong are based.
• Influenced by society, culture, and religion.
• Not related to professional work.
• Vary according to different cultures and religions.

Morals (subjective) often describes one's particular values concerning what is right and
what is wrong while ethics (universal) can refer broadly to moral principles, one often sees it
applied to questions of correct behavior within a relatively narrow area of activity/field.

COMMUNICATION
 A means of sending messages, orders, etc., including telephone, telegraph, radio,
television, internet, social media, etc.
  The imparting or interchange of thoughts, opinions, or information by speech,
writing, or signs.
 The act or process of communicating.

Communication Ethics
 The principle governing communication, the right and wrong aspects of it.
 Maintaining the correct balance between speaking and listening.

Key Principles of Ethical Communication

 HONESTY - Honesty is more than just not lying; it means being open, and
volunteering whatever information you have, even if it puts your own short-term
interests at risk.

 OPENNESS TO OTHER VIEWS - Openness means being open to diverse ideas and
opinions, as well as being ready to offer your own opinions even if you do not think
they will be popular. A business environment where people are not free to play the
devil's advocate and say unpopular opinions is not an ethical one because intolerance
of divergent opinions means intolerance of differences and the free flow of
information is essential to both the public's and the organization's long-term well-
being.

 COMMITMENT - In the context of business communications, commitment means

allocating the necessary time and resources to discussing issues fully. Communication
needs to be thorough, for only when time and resources, such as feedback forms, are
dedicated to discussing issues is there a chance for everyone in the organization to
have their voice heard.

 CONSENSUS BUILDING - Ethical communication is goal-oriented rather than status-

oriented. The style of communication in which various groups in a business break off
into opposing camps and align primarily on the basis of political, status-seeking
interests, tends not to accomplish things for the organization as a whole. The style of
communication where people seek to build a consensus and focus on doing what
they can for the company rather than aiming for professional advancement to
positions they are not suited.
 TYPE EXAMPLE
COERCIVE Intimidation and threatening others.
DESTRUCTIVE Backstabbing and inappropriate jokes.
DECEPTIVE Euphemism and lying.
INTRUSIVE Eavesdropping, tapping of telephones.
SECRETIVE Hoarding information or cover-ups.
MANIPULATIVE-EXPLOITATIVE Acts which attempts to gain compliance or
control overexploitation.

Conclusion

Communication is ethical when it is upfront, honest and cooperative. Communication that is

intended to conceal the truth or harm another person cannot be described as ethical. While
ethics are not the same as morals, there is a strong relationship between the two: morals are
ideas of what is right and wrong, while ethics are behavioral principles influenced by moral
beliefs. The ethics of communication are therefore strongly influenced by moral principles.

Business Ethics
 Maybe written or unwritten codes of principles and values that govern decisions and
actions within a company.
 In the business world, the organization’s culture sets of standards for determining
the difference between good and bad decision making and behavior.

Clauses:
 PROFESSIONALISM
 CONFLICT OF INTEREST
 CONFIDENTIALITY OF INFORMATION
 INTEGRITY OF FINANCIAL INFORMATION
 PROTECTION AND USE OF COMPANY PROPERTY
 ACCEPTANCE OF GIFTS AND OTHER BENEFITS

LEVELS of INQUIRY
1. Text Explicit
2. Text Implicit
3. Experience Based
Text Explicit / Book Only Defining Observing
The answer can be found in the text which Describing Naming
includes books, lectures, or straight from the Identifying Reciting
horse’s mouth. Noting Listing

Text Implicit / Book and Brain Analyzing Sequencing

The answer can be inferred thru text. This Grouping Explaining
type of question still relies on facts which the Synthesizing
brain has the use the facts. Comparing/contrasting
Inferring

Experience-Based / Brain only Evaluating Predicting

This type of question is abstract and does Judging Hypothesizing
not pertain directly to text. These questions Applying a principle
ask judgment to be made from information. Speculating
Also gives an opinion on issues, judge validity Imagining
of ideas and justify opinions.

References:

https://www.merriam-webster.com/dictionary/ethic
http://www.dictionary.com/browse/communication
https://bizfluent.com/info-8406730-key-principles-ethical-communication.html
http://smallbusiness.chron.com/model-ethical-conduct-workplace-11405.html
http://mrkash.com/costa.html
 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Gian Stefan De Guzman Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report
Communication Ethics

THREE VIEWS OF DECISION MAKING

 MORAL
o Is it right or wrong?
o Is it good or bad?
 ECONOMIC
o Will it uplift my status?
o Will it make my life better?
 LEGAL
o Is it constitutional?
o Does the law allow it, or does it prohibit it?

MORAL JUDGEMENT

 The moral judgment is the judgement which deals with the moral value or quality of
an action.
 It is a judgment of value and it evaluates the rightness or wrongness of our actions.
When we analyze a moral judgment then we find that it contains the following:
o A subject which will judge;
o An object whose action will be judged;
o A standard in conformity to which the action of the subject will be judged; and
o A power of judging the action as required.
 Moral judgment is the judgment of the moral quality of voluntary habitual actions.

NATURE OF MORAL JUDGEMENT

  According to Mackenzie, moral judgment is not merely to state the nature of some
object, but to compare it with a standard and to pronounce it to be good or evil, right
or wrong. So, it is normative.
 Muirhead says that moral judgment is concerned with the judgment upon conduct,
the judgment that such and such conduct is right and wrong. The judgment upon
conduct has a judicial sense and the judgment of fact has logical sense. Thus, when
we perceive a voluntary action we compare it with the moral standard and thus judge
whether the action is in conformity with it or not. So, it is clear that moral judgment is
inferential in nature, involving the application of a standard to a particular action.
 In the language of Bradley, ordinarily moral judgment is intuitive and immediate.
Because we intuitively bring an action under a moral rule recognized by the
community and judge it to be right or wrong. It is only in difficult or doubtful cases
that we consciously compare an action with the moral ideal and judge it as right or
wrong. Hence, we can find out that a moral judgment presupposes a subject, who
judges an object that is judged, a standard according to which an action is judged.

CHARACTERISTICS OF MORAL JUDGEMENT

A Central feature of morality is the moral principle. Moral principles are practical
guides to action that differ from legal statutes, rules of etiquette, and even religious
rules. We must say a word about the features of moral principles. Although there is
no universal agreement on which traits a moral principle must process, the following
traits have received widespread:

 PRESCRIPTIVITY
o Prescriptivity refers to the practical or action-guiding nature of morality. Moral
principles are generally put forth an injunction or imperatives. They are
intended for use, to advise and to influence to action. Prescriptivity shares this
trait with all normative discourse. Retroactively, this feature is used to
appraise behavior, to assign praise and blame, and to produce feelings of
satisfaction of guilt.

 UNIVERSALIZABILITY
o Moral principles must apply to all who are in the relevantly similar situation.
o Universalizability applies to all evaluative judgments.
o This feature is an extension of the principle of consistency: One ought to be
consistent about one’s value judgments, including one’s moral judgments.
  OVERRIDING
o Moral principles have hegemonic authority. They are not the only principles,
but they take precedence over other considerations, including aesthetic,
Prudential, and legal ones.

 PUBLICITY
o Moral principles must be made public in order to ply an action-guiding role in
our lives. Because we use principles to prescribe behavior, to give advice, and
to assign praise and blame, it would be self-defeating to keep them a secret.

 PRACTICABILITY
o A moral system must be workable; its rules must not lay a heavy burden on
agents.

APPLYING ETHICAL STANDARDS TO MANAGEMENT COMMUNICATION

Business ethics is a subject that can vary greatly from one business to the next as far
as how it is interpreted and implemented within the small business. What may seem
ethical to one business is not to the next–and the same goes for employees. That is
why it is important to clearly communicate the ethical stance of the business to all
employees. Employees should not only be expected to act in an ethical manner, they
should also fully understand the ethical stance of the small business.

 IMPORTANCE OF ETHICAL COMMUNICATION

o In order for employees to effectively understand what the business considers
to be ethical practices, it has to be communicated effectively to employees.
Ethical behavior should be communicated daily to employees and that
includes recognizing employees who have acted in an ethical manner. This not
only gives praise to those employees for a job well done, it helps to set ethical
standards for other employees in the business.

 ETHICS POLICY
o Every business should have a written ethics policy that details what is
expected of employees within the business. It should communicate what the
business believes are its ethical standards such as always being honest in
communications, dealing with customers and other employees fairly and
reporting ethical violations that the employee witnesses. The policy should
also outline the consequences of acting unethically within the small business.
 This policy should be signed by employees upon their acceptance of
employment as well as reviewed and signed on an annual basis

 ETHICS TRAINING

o Because everyone’s idea of ethics can differ, it is important that the business
conduct ethics training for all employees. Some employees may see taking
business supplies for personal use as unethical whereas they don’t believe
that taking a business pen home with them is the same. The business should
educate the employees about its own ethical standards through role play as
well as hypothetical scenarios. This can help employees recognize what the
business considers to be ethical and unethical.

 MANAGEMENT ROLE

o Management’s role in ethical practices for the business is to always

demonstrate ethical behavior in verbal and non-verbal form. Management
should reinforce ethical behavior in others with praise while using unethical
behavior as a teaching tool for other employees. In addition, management
should realize they are role models for the business and must act accordingly.
If they expect employees to act in a certain way, they must also act in the
same way and lead by example.

 CONSIDERATIONS

o In monthly employee meetings, use stories from the news to reiterate the
business stance on ethics. Pass the story out to employees to read and review
before the meeting. During the meeting, discuss the article and have
employees identify the ethical and unethical behaviors demonstrated in the
story. Also, ask the employees what should have happened and what they
should do if they encounter the same or similar behavior in this business.

REFERENCES
http://www.kkhsou.in/main/philosophy/moral_judgement.html
https://schiltz3.wordpress.com/2013/08/10/characteristics-of-moral-principles/
http://smallbusiness.chron.com/communication-ethical-issues-business-4886.html
 PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
College of Humanities, Arts and Social Sciences
MASTER OF ARTS IN COMMUNICATION MANAGEMENT

Ma. Kristina R. Almario Thursday / 6:00 PM – 9:00 PM

Communication Management Consultancy Dr. Risa P. Asuncion

Written Report
Managing Conflict and Consultancy

Managing Conflict

I. Definition of Conflict
II. Conflict in Organizations
A. The traditional view, Human Relations View, Interaction View
III. Sources of Conflict in Organizations
A. Limited Resources, Values, Goals, and Priorities, Poorly Defined
Responsibilities, Change, Human Drive for Success
IV. Sensing Conflict
A. Visualize, Give Feedback, Get Feedback, Define Expectations, Review
Performance Regularly
V. Benefits of Dealing with Conflict
A. Stronger Relationship, Increased self-respect, Personal growth and
development, Improved Efficiency and Effectiveness, Creative thinking,
Synergy, and Teamwork
VI. Styles of Conflict Management
A. Competing, Collaborating, Avoiding, Accommodating, Compromising
VII. What should you do?
A. Listen, Separate the people from the problem, Focus, Recognize
VIII. What if you’re the problem

I. Definition of Conflict

- A process that begins when someone perceives that someone else has negatively
affected or is about to negatively affect something that the first person cares about
- Based on Erik Van Slyke’s (HR Alliance, a Greensboro, North Carolina, consulting firm)
definition of conflict “Anytime we disagree to the point where we can’t go forward”
- Perception of Conflict is essential

II. Conflict in Organizations

A. Traditional View

- The perception that all conflict is bad.

- The conflict was assumed to be the result of poor communication, a lack of openness
and trust between workers and management, and a failure on the part of managers
to be responsive to the needs and aspirations of their employees.

B. The Human Relations View

- Popular in the 1940s and 1970s

- The conflict was a natural occurrence in all groups and organizations
- It cannot be eliminated
- It may be beneficial
- A natural part of every organization

C. The Interactionist View

- Encourages conflict as it is used to help the organization grow

- Without a minimum level of conflict, they reason no organization can change, adapt,
and survive the rigors of the marketplace.

III. Sources of Conflict in an Organization

A. Limited Resources

- These issues include managerial responsibility, supervision of other employees, office

or storage space, budget, tools and equipment, training and access to superiors.
- Occurs when one person sees the other to have an advantage (fair or not fair)

B. Values, Goals, and Priorities

- Differences in specialty, training, and beliefs

- If people share the same Values, Goals, and Priorities there is less likely an occurrence
of Conflict
 C. Poorly Defined Responsibilities
- Conflict may result from differences between formal position descriptions and
informal expectations on the job

D. Change

- Among constant in an organization is change itself

- Change can result in anxiety, uncertainty, and conflict in the business

E. Human Drives for Success

- Conflict may also be a by-product of the natural sense of goal orientation that every
human experience

IV. Sensing Conflict

- Each manager in a business should be able to assume the responsibility for

identifying when a conflict is about to arise

Different ways to identify Conflict:

A. Visualize – Imagine actions or those others might cause or are causing, conflict.
Ask questions like Who, What, Where, When, Why? With answers that begin with
“If”

B. Give Feedback – Sharing your thoughts and feelings first encourages others to tell
you what’s on their minds.

C. Get Feedback – Take initiative and don’t wait until the last minute to realize that
there is already a conflict between you and a co-worker

D. Define Expectations – Meet regularly with your co-workers to determine priorities

for the day ahead or the coming week.

E. Review Performance Regularly – This will reduce the opportunity for serious
conflict and help build a stronger relationship
V. Benefits of Dealing with Conflict
A. Stronger Relationship – Build a stronger interpersonal relationship as a result
of being comfortable in expressing your true thoughts and feelings

B. Increased Self-Respect – You will be able to feel good about yourself and learn
not to take every small criticism personally.

C. Personal growth and Development – You will invariably learn more and gain
support from others

D. Improved Efficiency and Effectiveness – Will be able to do their jobs more

effectively and probably with a greater level of efficiency and productivity by
focusing efforts on producing great results.

E. Creative Thinking – Trying new ideas and new ways of thinking

F. Synergy and Teamwork – Helping each other

VI. Style of Conflict Management

A. Competing

- Involves assertive and uncooperative workers

- People who try to satisfy their own interests at the expense of others involved are
regarded as competitive

B. Collaborating

- Assertive and Cooperative

- The intention is to solve the problem by clarifying differences rather than by
accommodating various points of view

C. Avoiding

- Unassertive and Uncooperative

- The choice is based on a desire to avoid fights as well as those with whom he may
disagree

D. Accommodating
- Unassertive and Cooperative
- A manager seeking to appease an opponent or an employee may be willing to place
that other person’s interests above her own, usually for the sake of maintaining a
good working relationship

E. Compromising

- Assertiveness and Cooperative

- Demonstrates a willingness to give up something in order to promote a solution

VII. So what should you do?

A. Listen, Listen, Listen – “By talking too much, even if you’re not posing a
solution, you’re not pushing the employee into self-awareness”

- Be sensitive and be a good listener

B. Separate the people from the problem – Focus the attention on the real issue
at hand to help solve the problem

C. Focus on interest, not the position – Help them understand that interest is the
real reason behind the demands

D. Recognize and accept the feelings of the individuals involved – Accept

feelings for what they are and work to communicate empathy for those
people involved.

E. Keep your own emotions neutral – Focus on what they’re going to do next to
begin solving the problem

F. Track the conflict to its source – Conflicts may arise from a manager’s
personality or style

G. Communicate continually and frankly – be brutally honest, telling employees it

was unlikely they would be hired by the acquirers

H. Get people together on the small stuff first

 I. Devise options for mutual gain

J. Define success in terms of gains rather than losses – The first interpretation
focuses on gains, while the second focuses on losses (in this case, unrealized
expectations)

- The outcome is the same, but the manager’s satisfaction with it varies
substantially

K. Follow up to ensure success

L. Know when to cut your losses

VIII. What if you’re the problem

The fact is people get angry 10 to 14 times a day

A. Acknowledge your anger – Don’t ignore it and hope that it will go away

B. Don’t look for slights – Don’t assume that because someone does not
recognize you means that he/she does not like you

C. Know what’s provoking you – Don’t take personal problems to work

D. Don’t become infected by co-workers’ gripes

E. Check your own anger signals

F. Take a breather – try deep breathing, brisk walking, or even busy work

G. Write a letter – This does not need to be sent

H. Confide a friend – Choose someone you can trust

Consultancy

Consultancy - consultation
- An agency that provides consulting services The Company has hired an excellent
marketing consultancy.
 - The position of a consultant the doctor was offered a consultancy at the municipal
hospital.

Consultant – A person who provides expert advice professionally.

Consulting – Process of giving expert advice

Two categories:

1. Internal – Operates within an organization (able to be consulted by with other

departments)
2. External – Employed externally to the client (usually temporary or for a fee)

Skills and Qualities of a Consultant

A. Professionalism
B. True Management
C. Judgment
D. Team Player
E. Good Communication Skills
F. Expert Knowledge
G. Good listening skills
H. Roles and Responsibility
I. Reputation

Importance of Consultancy: To provide expert advice in a certain field without being biased
with the company or organizations interest.

Causes of Communication Breakdown

A. Difference in perception
B. Distractions – Traffic, Sounds, Music
C. Complex Organizational Structures
D. Stress
E. Lack of Plan

How to handle communication breakdown

A. Take your time
B. It’s good to talk
C. Listen
D. Be flexible
E. Always be positive