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Agenda

Communication

Communication Barriers, Listening, Improving communication

Communication at the workplace

Culture

Mental Programming & Communication Pattern

Organisational Culture & Ethics


•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 1
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Communication

Communication is any behavior, verbal or


nonverbal, that is perceived by another. Knowledge,
feelings or thoughts are enclosed and sent from at
least one person and received and decoded by
another. Meaning is given to this message as the
receiver interprets the message. A connection is
made between the people communicating.

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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

1
Communication

• Forms of Communication:

− Each of the channels of communication requires effective


skills suited to the form of communication used to send the
message. Communication is classified into three forms:

1. Verbal communication, either spoken or written


2. Nonverbal
3. Graphic.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 3
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Non-Verbal Communication

• Importance of non-verbal communication

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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

2
Communication

• Types of communication:

− A person working in an organization uses four different types


of communication.

1. Intrapersonal communication
2. Interpersonal communication
3. Public communication
4. Mass communication

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 5
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Communication

• Communication
The process of the exchange of information between a sender and a
receiver through a medium (channel) which results in shared
feedback.

− basic element in organizational structure.


− key mechanism for achieving integration and coordination of the
activities of specialized units at different levels in the organization.

• Communication can be:

− Horizontal (lateral) - could be informal


− Downward - formal (informal: management by walking
around)
− Upward - formal

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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

3
Communication

• Horizontal (lateral) communication


− aims at linking
- related tasks,
- work units and divisions in the organization.
− importance of horizontal communication increases
- with task specialization and diversity in organizational structure.
• Downward communication
− provides information from higher levels to lower levels.
− superior-subordinate communication, it
- follows the chain of command through the line of authority.
− Downward communication can be of four types (Katz and Kahn, 1966):
- Communication to provide job rationale to produce understanding
of the task and its relation to other organizational tasks
- communication about organizational procedures and practices
- feedback to the subordinate about his or her performance
- communication to foster inculcation of organizational goals.
• Upward communication
− serves as a control system for the organization.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 7
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Communication

• Communication process consists of seven steps


(Shannon and Weaver, 1949)

− message,
− encoding,
− transmitting,
− receiving,
− decoding,
− understanding
− feedback

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 8
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

4
The Communication Process

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 9
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Agenda

Communication

Communication Barriers, Listening, Improving communication

Communication at the workplace

Culture

Mental Programming & Communication Pattern

Organisational Culture & Ethics


•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 10
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

5
Communication Barriers

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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Communication Barriers

•Sender barrier. A new administrator with an innovative idea fails to speak up


at a meeting, chaired by the superintendent, for fear of criticism.

•Encoding barrier. A Spanish-speaking staff member cannot get an English-


speaking administrator to understand a grievance about working conditions.

•Medium barrier. A very upset staff member sends an emotionally charged


letter to the leader instead of transmitting her feelings face-to-face.

•Decoding barrier. An older principal is not sure what a young department


head means when he refers to a teacher as "spaced out."

•Receiver barrier. A school administrator who is preoccupied with the


preparation of the annual budget asks a staff member to repeat a statement,
because she was not listening attentively to the conversation.

•Feedback barrier. During a meeting, the failure of school administrators to


ask any questions causes the superintendent to wonder if any real
understanding has taken place.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 12
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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6
Communication Barriers - Sender

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 13
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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Communication Barriers - Receiver

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 14
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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7
Communication Barriers

• Additional Barriers to Communications

◦ Inappropriate choice of word


◦ Inappropriate channel
◦ Receiver inattention
◦ Lack of courtesy by the sender or the receiver
◦ Nonverbal communication that does not support the
words
◦ Different cultural backgrounds
◦ Poor layout and presentation
◦ Inappropriate timing
◦ İnadequate feedback

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 15
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Listening

 The process of Listening: Listening serves two broad


purposes in this process.

1. As the sender of the message, listening to your receiver’s answers


provides feedback on how the other person has interpreted your
message.
2. As the receiver of the message, listening to the information from the
other person allows you to understand the meaning.

Source: Dessler, 2003


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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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8
Active Listening

• Give person full attention / Focus on the speaker

• Show that you are listening with an open mind

• Encourage speaker to give complete information

• Rephrase the sender's message.


• The receiver may restate or paraphrase the verbal and nonverbal messages as feedback to the sender. The receiver can do this
by allowing the sender to respond with further information.

Source: Dessler, 2003, Rogers&Farson, Brownell/Burstein, 2010


•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 17
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Listening Responses

 There are four Listening Responses

1. Focus on the speaker: Eye contact, posture, body


movement, personal space, environment, avoid
distractions.
2. Invite the speaker to continue: Invitation to disclose,
minimal and brief responses, pause, use encouraging
questions.
3. Mirror the content and feelings in the message:
Paraphrasing, reflecting statements, clarifying,
summarizing.
4. Show empathy with the speaker: Active participation,
feedback.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 18
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9
Communication Improvement: Sender

• Improving Communications

− Make message relevant to the receiver


− Reduce message to its simplest terms
− Organize the message into a series of stages
− Repeat the key points
− Communicate early enough

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 19
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Non-Verbal Communication

 Nonverbal communication consists of that part of a


message that is not encoded in words. The nonverbal part
of the message tends to be less conscious and reveals the
sender’s feelings, likings and preferences more
spontaneously and honestly than the verbal part.

 There are four types of nonverbal messages:


◦ Personal (to the individual)
◦ Common to a group of people or culture
◦ Universal (to humankind)
◦ Unrelated to the message (random)

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 20
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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10
Non-Verbal Communication

Can you give examples


for non-verbal
communication?

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 21
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Agenda

Communication

Communication Barriers, Listening, Improving communication

Communication at the workplace

Culture

Mental Programming & Communication Pattern

Organisational Culture & Ethics


•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 22
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

11
Communication

• Communication within the workplace:

− Being an effective communicator means being honest with


yourself and others; it means having the ability to say what
you want or feel, but not at the expense of others. It is not
about getting your own way and winning every time. Nor is
it a means to manipulate and manage other people so that
you achieve your aim while appearing to be considering
others. An effective communicatior avoids a series of quick-
fix tricks or techniques.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 23
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Workplace communication - Instructions

 Giving and receiving instructions: There are two types of


instructions

1. Direct instructions are to the point and indicate who,


what, when, where and how a task will be completed.

2. Conditional instructions explain the objectives, provide


background information and describe the intended
outcome.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 24
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12
Instructions

 When giving instructions follow these simple guides:


1. Determine what needs to be accomplished- the intended
outcome.
2. Give reasons for doing the job.
3. Use concrete action words rather than abstract words.
4. Have the other person paraphrase the instruction back to you.
5. Demonstrate the skills in the task if your instructions involve
machinery or equipment.
6. Encourage questions.
7. Ensure your timing is appropriate.
8. Follow up as the person does the task on the job.
9. Offer timely and specific feedback.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 25
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Instructions

 When receiving and following instructions follow these simple


guides:
1. Listen carefully.
2. Focus on the person giving the instructions.
3. Avoid thinking about something else or daydreaming.
4. Avoid jumping to conclusions.
5. Ask questions about the standards to be reached.
6. Paraphrase to check your understanding.
7. Double any safety issues.
8. Ask for help if you feel you do not understand or are unable
to follow the instructions.
9. Ask general questions.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 26
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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13
Definition of Conflict

• Conflict refers to some form of friction, disagreement, or discord


arising within a group when the beliefs or actions of one of more
members of the group are either resisted by or unacceptable to one or
more members of another group. Conflict can arise between
members of the same group, known as intragroup conflict, or it can
occur between members of two or more groups, and involve violence,
interpersonal discord, and psychological tension, known as
intergroup conflict.
Conflict in groups often follows a specific course. Routine group
interaction is first disrupted by an initial conflict , often caused by
differences of opinion, disagreements between members, or scarcity
of resources. At this point, the group is no longer united, and may split
into coalitions. This period of conflict escalation in some cases gives
way to a conflict resolution stage, after which the group can
eventually return to routine group interaction once again.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 27
Source: Wikipedia.org
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Conflict

• Conflict occurs when two people, teams or groups have


differing wants or goals and one party interferes with the
other’s attempts to satisfy their wants or goals.
• Levels of Conflict: Conflict moves through different levels
before it reaches the crisis level.
1. Discomfort
2. Incidents
3. Misunderstandings
4. Tension
5. Crisis

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 28
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14
Three Types of Conflict

• Relationship Conflict
− Has a negative impact on group performance and
satisfaction

• Task Conflict
− Can improve group performance by forcing participants to
look at different points of view and to deal with
constructive criticism

• Process Conflict
− Conflicts over how tasks are to be performed, which was
often manifested as who would perform given tasks.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 29
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Sources of Conflict

• Communication differences
−Arising from semantic difficulties, misunderstandings,
and noise in the communication channels
• Structural differences
−Horizontal and vertical differentiation creates
problems of integration leading to disagreements
over goals, decision alternatives, performance
criteria, and resource allocations in organizations
• Personal differences
−Individual idiosyncrasies and personal value systems
create conflicts

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 30
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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15
Four Dimensions of Conflict

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 31
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Managing Conflict

• Conflict defined
− Perceived differences resulting in interference or opposition
• Functional conflict
− Conflict over what best supports an organization’s goals
• Dysfunctional conflict
− Conflict that prevents an organization from achieving its
goals

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 32
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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16
Conflict & Organizational Performance

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 33
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Three Views of Conflict

• Traditional view
−Assumed that conflict was bad and would always have
a negative impact on an organization
• Human relations view
−Argued that conflict was a natural and inevitable
occurrence in all organizations; rationalized the
existence of conflict and advocated its acceptance
• Interactionist view
−Encourages mangers to maintain ongoing minimum
level of conflict sufficient to keep organizational units
viable, self-critical, and creative

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 34 •Prentice Hall, 2002
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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17
Negotiation & Conflict Management

• Negotiation is a process in which two or more parties try to


resolve differences, solve problems and reach aggreement.
Effective negotiation meets as many interests as possible in
an agreement that is durable.
• Negotiation strategies: Although negotiation has a specific
aim – to reach agreement – not all negotiation achieves this
aim.
1. Win-win strategy
2. Win-lose strategy
3. Lose-win strategy
4. Lose-lose strategy

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 35
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Negotiation & Conflict Management

• Win-win strategy: This gives a situation in which both


parties are satisfied with the settlement negotiated. It is a
process that seeks to meet the needs of both parties.
• Win-lose strategy: This gives a situation in which one party
is satisfied and one is dissatisfied. The focus is on the
party’s problem to the exclusion of the other’s, until one
side gives in or is defeated. People who adopt this strategy
often use a confusing presentation or a dominant speaking
style and body movement.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 36
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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18
Negotiation & Conflict Management

• Lose-win strategy: This gives a situation in which a party is


dissatisfied and the other is satisfied. In an extreme case,
win-lose style of negotiation and the lose-win style of
negotiation can lead to a deadlock followed by the lose-
lose situation.
• Lose-lose strategy: This results from a situation in which
the objectives of both parties are too rigid, or when both
parties are unable to collaborate, or unaware of the
opportunity to do so. When agreement cannot be reached,
a third party may mediate to help the parties reach their
own solution.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 37
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Negotiation & Conflict Management

• Psychological barriers: When you are negotiating,


psychological barriers may arise. These may include
1. Fear of being taken for a ride
2. Waiting to be liked
3. Guilt about wanting to be assertive
4. Need to be nice
5. Feeling intimidated by so-called powerful people
6. Fear of conflict or confrontation
7. Fear of losing face with the boss or colleagues
8. Lack of self-confidence

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 38
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
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19
Negotiation & Conflict Management

• Another approach to negotiation is principled bargaining. To


implement it you need to;
• State your case clearly and persuasively
• Organize your facts well
• Be aware of the timing and speed of the talks
• Access the others’needs properly
• Have patience
• Not be unduly worried by conflict
• Be committed to a win-win philosophy

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 39
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complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Negotiation & Conflict Management

• BATNA stands for the Best Alternative to a Negotiated


Agreement. If agreement cannot be achieved by
negotiation, the alternative action to be taken is identified
in the BATNA.
• WATNA stands for the Worst Alternative to a Negotiated
Agreement. If the person you are negotiating with is your
manager or supervisor you may have to think about
WATNA. Because the other person has the legitimate
power, or because because you want the relationship to
continue as it is, you may decide on less than your
preferred outcome.

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 40
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

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Negotiation & Conflict Management

• Problem solving by negotiating: It is necessary that the


relationship is important to both parties and there is a genuine
desire to solve the problem rather than to win.
1. Select best time
2. Define needs
3. Brainstorm solutions
4. Evaluate solutions
5. Choose solutions
6. Implement solutions

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 41
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Negotiation & Conflict Management

• Negotiating options: In the negotiation process, the parties


involved may use different negotiation styles or options. A
skillfull negotiator is able to identify each of the five options and
recognize the style being used by other party.

1. Compromise: the settlement of differences through concessions by


one or both parties.
2. Collaboration: it results when people cooperate to produce a solution
satisfactory to both parties.
3. Competition: it leads to one party gaining the advantage over the
other.
4. Accomodation: is a negotiation style where one party is willing to
oblige or adapt to meet the needs of other party.
5. Withdrawal or avoidance: it is a negotiation style where both parties
lose. In this style, one party retracts their point of view or backs away
from the situation. (lose-lose)

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 42
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

21
Communication – Manager`s view

“Be brief and be gone!”

“I can handle bad news but I hate surprises!”

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 43
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Communication

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 44
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

22
Communication

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 45
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Communication

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 46
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

23
Summary Module 3 – Part 1

• After Module 3 Part 1 you should understand :

- Concept of communication
- Communication barriers and ways to improve communication
- Effective workplace communication:

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 47
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

Summary Module 3, Part 1 – Questions?

Questions?

•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 48
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.

24

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