Group 6

Communication is the exchange and flow of information and ideas from one person to another. It involves a sender transmitting an idea to a receiver
Goethe Johann Wolfgang Von

Oral
Verbal Non-verbal

Written Top-down (Downward Communication) Bottom-up (Upward Communication) Interactive (Horizontal Communication)

Oral
Verbal
Communication process through sending and receiving messages in spoken words

Non-verbal
Communication process through sending and receiving wordless messages

Top-down [Downward Communication]

Is an autocratic and hierarchical style of communication in which strategies or plans are first conceived by people at higher level to people at lower level people at higher level transmit information to people at lower level

Bottom-up [Upward Communication]

Is a democratic and consultative style of communication in which employee participation is promoted at all levels of the organization demands or problems complained from the subordinates to their upper officers

Involves the exchange of information between the sender and the receiver Senders encode ideas into messages and transmit the messages to receivers who decode the messages and act Involves sequences of steps (combination of verbal and non verbal)

Ideating
Developing the idea to be transmitted to other individuals

Encoding
The idea that the sender wishes to transmit

Transmitting
Medium used when sending the messages

Receiving
Receiver receives and imply meaning

Decoding
Translation of a received message into a perceived or interpreted meaning

Acting
Final step whereby the receiver have to respond to the messages

Message Sending Process

Develop Rapport State Communication Purpose Transit Message Check Understanding

Get Commitment / Follow Up

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Listening
Pay attention Avoid distractions Stay tuned in Dont interrupt Watch non verbals Ask questions

Analyzing
Think Evaluate after listening

Check Understanding
Paraphrase Watch non verbals

Take notes
Convey meaning
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 Think

about the message Translate it from symbols to thought

Words Numbers Graphs

Analyze

and Evaluate

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HOW TO ENSURE THAT MESSAGES RECEIVED ARE UNDERSTOOD?

the process of having the receiver restate the message in his or her own words to ensure that communication has taken place

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 Feedback

The process of verifying messages and determining if objectives are being met

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Criticism

No one really likes criticism Effective leaders learn to deal with criticism directed at them The best leaders ask for it It helps them to improve Need to handle emotion and defensiveness

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message

encoding

decodin g

sender

receiver

feedbac k

Who ought to know what? How do they know? How do you know they know?

Barry and Tye (1972)

Organize your thoughts

Be clear about the message that you want to convey

Plan the conversation ahead of time

Plan out the different directions that the conversation may go, and prepare your ground accordingly

Be aware of your nonverbal signals

Nonverbal message need to be consistent

Be succinct
Emphasize your key points simply, and respond to questions directly

Demonstrate how the other person will benefit

Highlight the rewards of your offer, and explain how they will improve his or her life

Be a good listener
Effective communication is two-way process; if you adopt a one-way attitude, you will fail to create a rapport with your counterpart

To Be a great Leader, You First and Foremost Must Be a Great Communicator

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A teacher Someone who shows an individual or team how to improve skills and performance
Is this ever a need in business or other organizations?

So why do we always think in terms of some competitive activity?

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What is coaching?

A coach is someone who supports, explains, demonstrates, instructs and directs others via encouragement and asking questions. Creates the capacity for continuous improvement, development and success through supporting people and organisations to make best use of their knowledge, insight, vision, creativity, sensibility, and vast ability to learn and develop Centred on goals Non-directive, impose solutions or opinions

TRANSACTIONAL LEADERSHIP VS TRANSFORMATIONAL LEADERSHIP

The transactional manager works through creating clear structures so that it is clear what is required of their followers, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place.
Source: http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm

Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.
http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm

TRANSFORMATIONA L

Compassionate leadership (acting as coach) Thinking outside the box Encouraging innovation Exciting the masses/sharing the vision Walking the walk

TRANSACTIONAL

If you do as we agreed, youll get the reward Putting out fires Hands off leadership (avoiding the issues)

Develop Supportive Working Relationship Make Feedback Timely, Yet Flexible

Give Praise and Recognition

Avoid Blame and Embarrassment

Focus on Behavior Not the Person

Coaching Guidelines
Give Coaching Feedback

Dont Criticize

Provide Modeling and Training

Have Employees Assess Their Own Performance

Give Specific Feedback

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KEY COACHING SKILLS

Promoting positive outcomes

Providing feedback

Active questioning and listening

Building Trust and rapport

Creating the right environment

KEY BENEFITS OF COACHING

Increased motivation

Clarity and direction

Increased Productivity

Ownership and Responsibility

positive outcomes

Coaching feedback is based on

a good supportive relationship and on the follower doing a self-assessment of performance. It is specific, descriptive, and makes people feel like winners.

Criticism is

judgmental and makes people feel like losers.

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Preparation of the trainee

Trainer presentation of the task Trainer performance of the task

Follow-up
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A form of coaching Usually between an experienced manager and a young manager

May be formal (assigned) or informal

Informal seems to work best Like most relationships, based on chemistry between participants

To develop the protg Helps to build mentors power base

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 Possess a sincere desire

Commitment and time

Ability to provide open and honest feedback Help build an Individual Career Development Plan

 Experienced guidance and support Insight into the pros and cons of various career options and paths Increased self-awareness and self-discipline An expanded personal network Support in the transition to a new role or location A sounding board for testing ideas and plans Constructive feedback on personal and professional development areas

 Share their expertise with another Prove themselves as valuable leaders Expand their professional network Obtain a fresh perspective on the development process Enhance experience in their areas of expertise Extend their role as subject matter experts

Invest in the careers of others

BY : SITI NABILAH BINTI MOHAMAD YASIN

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A conflict exists whenever people are in disagreement and opposition

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Conflict Management Styles

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 Inevitable

fact of life & leadership Conflict Resolution is an important skill of leadership

So what is this thing called conflict?

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Conflict occurs when two opposing parties have interests or goals that appear to be incompatible due to:

Strong differences in values, beliefs, or goals Competing for resources and rewards Leaders acting in a manner inconsistent with the vision & goals of the organization

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Can be organizational (work related) or personal

Personal can start as organizational Personal is most difficult to resolve Can become institutionalized Live on long after the protagonists have moved on Cause of conflict may not even be remembered

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Increased effort Suppressed feelings get aired Better understanding Impetus for change Better decision making Key issues surfaced Critical thinking stimulated

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Reduced productivity Decreased communication Negative feelings Stress Poorer decision making Decreased cooperation Political backstabbing

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Avoiding
Ignore it Lose-lose
- Passive - Cooperative (passive) - Lose-win
- Passive

Accommodating

- Aggressive - To get own way - Win-lose

Forcing

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 Assertive Horse trading Win-win/Lose-lose

Negotiating

Collaborative
- Assertive - Cooperative (Active) - Win-Win

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Conflict is never easy

Better to acknowledge & work to resolve not avoid Behavior, Consequences, Feelings (BFC) Model

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A BCF statement only describes the problem from your point of view, it does not introduce possible solutions
The formula: When you (state behaviour), I feel (state feelings) because (state consequence) The order of BCF statement does not matter

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When you interrupt me at meetings (B), I lose my train of thought (C) and that makes me feel foolish in front of the team (F) Exercise I feel frustrated ( ) when you keep coming back with more instructions after I have started a project ( ) because then I have to re-do what I have already done and that wastes time ( ).

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Initiate a conflict resolution (use a win-win problem solving approach)

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Step 1. Step 2. on Step 3.

Plan a BCF (Behavior, Consequences, Feelings) statement that maintains ownership of the problem. Present your BCF statement and agree

the conflict.
Ask for, and/or give, alternative conflict resolutions.

Step 4.

Make an agreement for change.

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neutral third party who helps resolve a conflict Acts as a facilitator or gobetween Helps the parties resolve their conflict

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A neutral third party who makes a binding decision to resolve a conflict May compromise May choose one side or the other A growing profession

Top group: The Federal Mediation and Conciliation Agency

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MEDIATION & ARBITRATION

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Mediation is a process by which both sides of a conflict are assisted into finding a middle term Mediation is sometimes a negotiation with the difference that it is supervised by a person or authority empowered to oversight and lead the process.

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 Arbitration is commonly known as Alternative Dispute Resolution (ADR).

Arbitration is a process where both sides come together and agree to follow and respect the decision of the arbitrator.

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During mediation the sides in conflict have part in the final decision while in an arbitration they can only present their claims but have no part in the final decision. Arbitration is just like a regular court with certain exceptions.

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What is the difference between a mediator and an arbitrator?

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Mediator is a neutral third party who helps resolve a dispute.

Unlike an arbitrator, a mediator does not have the power to render a decision, and determine an award The arbitrator is usually an attorney familiar with the field of law being decided.
An arbitrator has to follow the procedural law and rules laid down in an agreement.

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THE END

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