2nd Edition
Communication in Organizations Basic Skills and Conversation Models
One of the most important requirements of leadership is effective communication. The idea that some people are natural leaders and that others will never learn to show good leadership is now outdated. It has been replaced by the conviction that leadership and communication skills can be learnt. This second edition of Communication in Organizations continues to give clear advice and guidance on communicating in a range of different contexts in the workplace.
From handling complaints and breaking bad news to negotiating deals and giving presentations, it explores the building blocks to effective communication skills, nurturing the leadership qualities required in any organization. By defining the abstract concepts of ‘organization’ and ‘communication’, it provides readers with the necessary skills to conduct any conversation on a professional manner. Illustrated with concrete examples throughout, this new edition includes a new chapter on career coaching, with exercises and ideas for role-play to enable the ideas to come alive. The three parts work seamlessly to expand the readers’ conversation skill-set as they progress through the book.
Communication in Organizations is an invaluable resource for students of management and business psychology, as well as those taking courses who are already in the workplace. The practical aspects compliment both introductory and advanced courses in interpersonal communication, leadership and business and professional communication.
Contents
List of tables and figures
ix
Preface
x
Acknowledgements
xii
Introduction
1
PART I
Basic communication skills
5
1
Regulating skills
9
Introduction 9
Opening the conversation, setting goals 9
Goal evaluation 10
Closing the conversation 10
2
Listening skills
12
Introduction 12
Non-selective listening skills, minimal encouragers 13
Selective listening skills 14
3
Sender skills
21
Introduction 21
Sender skills – initiative 21
Sender skills – reactive 29
PART II
Dialogues
33
4
Interviewing
35
Practical example 35
Introduction 35
Preparation of the semi-structured interview 37
Holding semi-structured interviews 38
5
The selection interview
41
Practical example 41
Introduction 42
Goals 42
Method 43
Basic Attitude 44
Skills in the different phases of the interview 44
6
The job application interview
50
Practical example 50
Introduction 50
Preparation 51
Skills in the job application interview 52
7
The performance evaluation interview
60
Practical example 60
Introduction 61
The performance evaluation interview within the framework of personnel management 61
Goal and conditions 63
Preparation 63
Roles 64
Errors of judgement 64
8
The career interview
xx
Practical example
Introduction
Aims of the career interview
Distinction between career interview, performance evaluation interview and appraisal interview
Preparation for the career interview
Personal development plan
The career interview model
9
The personal problems interview
72
Practical example 72
Introduction 72
Diagnosis-prescription model versus cooperation model 73
A dialogue model with communication skills 77
10
Handling complaints
85
Practical example 85
Introduction 85
Listening to the complaint 86
Showing understanding 86
Investigating the practical aspects of a complaint 87
Finding a solution 87
Coming to an agreement 88
11
Breaking bad news
91
Practical example 91
Introduction 92
Two situations 92
Phase 1: Delivering bad news immediately 93
Phase 2: How to deal with reactions 94
Phase 3: Looking for solutions 98
12
The sales or acquisition interview
100
Practical example 100
Introduction 101
Preparation 101
Structure 102
Communication skills 105
PART III
Group conversations
109
13
Decision making
111
Practical example 111
Introduction 111
Phases in the decision-making process 112
Pitfalls 116
Three techniques to develop strategies 118
14
Leading meetings
121
Practical example 121
Introduction 121
Goal 122
Roles 122
Task-oriented and people-oriented behaviour 123
Tasks 124
Structure 126
15
Conflict management
132
Practical example 132
Introduction 132
Characteristics of conflict situations 133
Conflict management behaviour 134
Behaviour that evokes conflict 137
Conflict management conversations 139
Mediation: Conflict management with the help of a mediator 139
A model for conflict management 140
16
Negotiating
144
Practical example 144
Introduction 144
Negotiator’s behaviour 144
Negotiation space 145
Negotiation situations 147
Negotiating skills 148
Model for a negotiation conversation 150
17
Giving presentations
154
Practical example 154
Introduction 154
Preparation 155
Giving the presentation 158
Dealing with reactions 161
Appendix A: Exercises
164
Appendix B: Role play
186
References
192
Author index
195
Subject index
196
Biography
Henk T. Van der Molen is professor of psychology at the Institute of Psychology at Erasmus University Rotterdam, The Netherlands and at the Open University of The Netherlands. He is (co-)author of more than 20 books and 100 articles and chapters, many which concern professional communication skills training. He was President of the Dutch Psychological Society from 1995-2003.
Yvonne. H. Gramsbergen-Hoogland studied personality psychology at the University of Groningen. Thereafter she joined the faculty of Economics at the Hanzehogeschool of Groningen, where she was a trainer in interpersonal skills, developing several widely used programmes. She is involved as freelance trainer in human resources management and (co-)author of four books.
