Barriers prevent the communication from being effective.
There are 6 major barriers that can affect communication:
} Selective perception
} Poor listening skills
} Credibility of sender
} Semantics
} Flittering
} Avoiding details
Climate for trust and openness
} Climate of trust
} Formal and informal communication channels
} Communication need and team
Crises communication
} Maintain your focus
} Be visible
} Get the awful truth out
} Communicate a vision for the future
CONFLICTS.
Conflict – is disagreements that arise between people because of their diverging views, interests, attitudes and aspirations.
• More than just disagreement
• Conflict develops after when ignored
• Trigger strong emotions
• Opportunity to growth
Factors that could lead to a conflict:
• Competition
• Scare resources
• Goal differences
• Communication breakdowns
Types of conflicts:
· Intrapesonal can be described as a personal, personal confrontation. In this case only one person takes part in it- you.
· Interpersonal is a quarrel that arising between two people for any reason, whether it is moral or material.
· Personality and group- in this case, the world view or, more simply, the position of one person contradicts the opinion of the rest of the group of people, for example, among the employees of one collective, or members of the family.
· Group- this is a confrontation between groups, both formal and informal, that are present in every company, and in general.
Conflict is a process that begins when one party perceive that another party has negatively affected, or is about to negatively affect, something that the first part cares about.
(Robins at al)
Pondy,s model :Stages of the conflict
Stage 1: Latent Conflict
No outright conflict exists, but there`s a potential for conflict because of several factors
Sources of conflict:
1. Interdependence
Subunits` desire for autonomy comes into conflict with the organization`s desire for coordination.
2. Differences in goals and priorities
The goals of one subunit may thwart the ability of another to achieve its goals.
3. Bureaucratic factors
Status inconsistencies within an organization create conflict when subunits put their interests ahead of others.
4. Incompatible performance criteria
The organization`s way of monitoring, evaluating, and rewarding different subunits brings them into conflict.
5. Competition for resources
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To increase access to resources, subunits promote their interests and importance at the expense of other subunits.
Stage 2: Perceived conflict
Subunits become aware of conflict and begin to analyze it. Conflict escalated ad groups battle over the cause of conflict.
· Subunits become aware of conflict and begin to analyze it
· Conflict escalates as subunits battle over the cause
Stage 3: Felt Conflict
Subunits respond emotionally to each other, and attitudes polarize: “us versus them”. What began as a small problem escalates into huge conflict.
· Cooperation between subunits decreases
· What began as a small problem escalates into a much larger conflict
Stage 4: Manifest conflict
Subunits try to get back at each other. Fighting and open aggression are common, and organizational effectiveness suffers.
Stage 5: Conflict aftermath
Conflict is resolved in a way that leaves subunits feelings combative or cooperative.
Conflict Prevention
1. Establishing Common Goals
2. Reduction in Interdependence
3. Reduction in Shared Resources.
4. Trust and Communication
5. Co-ordination
6. Exchange of Personnel
7. Use of Superior Authority
Unit 9 Motivation
“Motivation is the act of stimulating someone or oneself to get a desired course of action or to push the right bottom to get a desired reaction.” – Michal, J. Jucius
Motivation is a process of including, inspiring and ebergizing people to work willingly with zeal, initiative, confidence, satisfaction and an integrated manner to achieve desired goals. It is a moral boosting activity.
Intrinsic: Done for the inherent joy
Extrinsic: For a reward, To Please Others
| Financial | Non Financial |
| · Financial compensation plan: ü Salary ü Commission/Incentive ü Bonus ü Fringe benefits ü Combination · Sales contests | · Promotion · Sense of accomplishment · Personal growth opportunities · Recognition · Job security · Sales meetings · Sales training programmes · Job enrichment · Supervision |
Financial compensation is the most widely used tool of motivation, as salespeople give highest value to it
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Motivation Process
•Physiological arousal
•Emotional arousal
•Cognitive arousal
•Environmental arousal
Positive motivation is a response which includes enjoyment and optimism about the tasks that you are involved in.
Negative motivation aims at controlling the negative efforts of the work and seeks to create a sense of fear for the worker, which he has to suffer for lack of good performance
Motivation Theories:
1. Content Theories:
· Maslow’s Need Hierarchy
· Herzberg’s Motivation-Hygiene Theory
· McClelland’s Needs Theory
· Alderfer’s ERG Theory
2. Process Theories:
· Vroom’s Expectancy Theory
· Adam’s Equity Theory
· Goal Setting Theory
· Reinforcement Theory
Physchologist Abraham Maslaw, first introduced his concept of a hierarchy of needs in his 1943 paper “A theory of Human Motivation” and his subsequent book Motivation and Personality. This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs.
General Examples: Achievement -> Status -> Friendship -> Stability -> Shelter
Organizational Examples: Challenging Job -> Job Title -> Friends in Work Group -> Pension Plan -> Base salary
Self-Actualization Needs, Esteem Needs, Belongingness Needs, Security Needs, Physiological Needs
Theory x y
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behavior at work:
• one of which is negative, called as Theory X
• other is positive, so called as Theory Y.
According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.
Theory X
encourages use of tight control and supervision.
implies that employees are reluctant to organizational changes
Theory Y
managers should create and encourage a work environment
provides opportunities to employees to take initiative and self-direction.
encourages decentralization of authority, teamwork and participative decision making in an organization.
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Theory X:
• An average employee intrinsically does not like work and tries to escape it whenever possible
• Since the employee does not want to work, he must be persuaded, compelled
• Many employees rank job security on top,
• Employees generally dislike responsibilities. Employees resist change.
• An average employee needs formal direction
• Employees can perceive their job as relaxing and normal.
• If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
• An average employee can learn to admit and recognize the responsibility.
• The employees have skills and capabilities.
Herzberg Theory
In 1959, Frederick Herzberg proposed a two-factor theory or the motivator-hygiene theory.
• job factors that result in satisfaction
• job factors that prevent dissatisfaction.
“Satisfaction” -“No satisfaction”
“Dissatisfaction” -“No Dissatisfaction”.
Hygiene factors.
• Pay
• Company Policies and administrative policies
• Fringe benefits
• Physical Working conditions
• Status
• Interpersonal relations
• Job Security
Motivational factors
• Recognition
• Sense of achievement
• Growth and promotional opportunities
• Responsibility
• Meaningfulness of the work
Theory limitations:
• Herzberg assumed a correlation between satisfaction and productivity.
• The theory’s reliability is uncertain. Analysis has to be made by the raters.
• No comprehensive measure of satisfaction was used.
• The two factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of satisfaction and dissatisfaction at work.
Theory implication:
• the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction.
• the managers must make sure that the work is stimulating and rewarding
Goal setting theory
1960’s, Edwin Locke
- The goal setting is essentially linked to task performance.
- The specific and challenging goals along with appropriate feedback contribute to higher and better task performance.
Goal is main source of job motivation.
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