21212 Lecture 2 _Communication & Teams
Page 1: Introduction
UTS Lecture 2A: People & Organisations
Topic: Management Skills: Communication
Dr. Troy Sarina: Subject Co-Ordinator
CRICOS: 00099F
Page 2: Agenda
Nature of communication and what makes it effective.
Major barriers to effective communication.
Working effectively as teams.
Overview of debating: Aristotle’s Rhetorical Triangle.
Overview of giving feedback effectively: 'Rose, Bud, Thorn' model.
Summary/Reflection.
Page 3: Keeping Notes
Importance of writing down thoughts during lectures.
Encourage reflective learning and retention.
Page 4: Importance of Communication
Basis of:
Exchanging and sharing information.
Influencing attitudes and behaviors.
Establishing and maintaining relationships.
Listening, inspiring, and leading.
Handling conflict and negotiation.
Key managerial skill (Schermerhorn et al, 2020).
Page 5: Social Capital - Self-Assessment
Assess communication skills:
Ability to convey positive image.
Persuasive argumentation.
Proficiency in communication technologies.
Clarity and conciseness in writing and speaking.
Networking abilities.
Running and contributing to meetings.
Delivering persuasive presentations.
Giving and receiving constructive feedback.
Page 6: The Communication Process
Elements of the communication process:
Sender: Encodes intended meaning.
Channel: Message channel used.
Receiver: Decodes perceived meaning.
Barriers (noise) include improper channels, poor expression, and non-verbal miscommunication.
Page 7: Sources of Noise in Communication
Inappropriate channels.
Lack of feedback.
Physical distractions.
Status mismatch and information filtering.
Semantic problems.
Page 8: Media Richness Model
Importance of matching the medium to the message.
Reference to Trevino, Lengel & Daft's 1987 work on media richness theory.
Page 9: Choosing Appropriate Channels
Managers need to understand channel limitations.
Importance of choosing the right channel for different messages.
Page 10: Key Communication Practices
Practices for effective communication:
Transparency.
Active listening.
Constructive feedback.
Non-verbal communication.
Valuing diversity.
Effective language use.
Understanding the use of space.
Page 11: Active Listening Techniques
Listen for message content.
Listen for feelings.
Respond to feelings.
Note all verbal and non-verbal cues.
Paraphrase and restate to confirm understanding.
Page 12: Becoming an Effective Active Listener
Strategies for implementing active listening in university and work environments.
Identify most challenging strategies.
Page 13: Non-Verbal Communication
Key elements in non-verbal communication:
Openness in movements.
Centering attention.
Eye contact.
Appropriate responses and relaxation.
Page 14: Office Design and Communication
Impacts of office design on communication.
Variations in authority displayed in office designs.
Page 15: Valuing Diversity and Inclusive Language
Importance of inclusive language as per Diversity Council Australia.
Page 16: Summary/Reflection on Communication
Significance of communication in managerial practice.
Strategies for effective communication and active listening.
Page 17: Communication Skills for Assignments
Importance of communication skills in Assignment 1 (Debates) and Assignment 2 (Giving Constructive Feedback).
Page 18: Definition of a Debate
“A formal discussion of a matter… in a public assembly” - Oxford Dictionary.
Page 19: Elements of Effective Argument Making
Aristotle’s rhetorical triangle:
Ethos (Credibility).
Pathos (Emotion).
Logos (Logic).
Page 20: Debate Format
Affirmative and Negative teams usually comprise three speakers each.
Page 21: Role of First Speaker
Define topic clearly, outline approach, and introduce team members.
Present main arguments, ensuring no overlap with other speakers.
Page 22: Role of Second Speaker
Rebut opposition’s arguments.
Present own arguments and defend definitions used.
Page 23: Role of Third Speaker
Summarize team arguments and rebut opposition arguments.
No new arguments presented.
Page 24: Debate Format Specifications
Affirmative side starts first.
Time allocation for each speaker (4-5 minutes) with time for rebuttals.
Page 25: Giving & Receiving Feedback
Feedback literacy defined.
Four key features of feedback literacy:
Appreciating feedback.
Making judgments.
Managing affect.
Taking action.
Page 26: Constructive Feedback Tips
Best practices for providing constructive feedback:
Choose the right time.
Be genuine and specific.
Stick to essentials and keep feedback manageable.
Page 27: Rose, Bud, Thorn Model of Feedback
Model explained:
Rose: Positive aspects.
Bud: Suggestions for improvement.
Thorn: Areas needing change.
Page 28: Applying Feedback Models
Applying 'Rose, Bud, Thorn' in Assignment 2 and relevant criteria.
Page 29: Questions and Support
Encourage reaching out to tutors and group members for support.
Page 30: References
List of references and texts cited.
Page 31: Lecture 2B Overview
Transition to next topic: Teams and Teamwork.
Page 32: Agenda for Lecture 2B
Importance of teams and teamwork.
Stages of team development.
Leading and supporting high-performance teams.
Conflict management.
Page 33: Teams and Teamwork Definitions
Definition of a team: Collection of people with complementary skills and accomplish shared goals while holding each other mutually accountable.
Teamwork: Active collaboration for common goals.
Synergy: Whole being greater than the sum of its parts.
Page 34: Team Characteristics
Teams must be:
Two or more people working toward a goal.
Psychologically contracted.
Interdependent.
Page 35: Significance of Groups and Teams
Importance of debates in giving feedback.
Page 36: Types of Teams
Formal teams vs. informal groups explained:
Examples of each type.
Page 37: Types of Teams Deconstructed
Examples and roles of different types of teams (committees, project teams, cross-functional teams).
Page 38: Tuckman's Stages of Team Development
Stages:
Forming.
Storming.
Norming.
Performing.
Adjourning.
Page 39: Benefits of Teamwork
Enhanced problem solving, creativity, quality of decisions, motivation, and individual satisfaction.
Page 40: Team as an Open System
Concept of teams transforming inputs into outputs (e.g., membership, tasks, support).
Inputs: Membership composition
Abilities and diversity
Nature of task:
Clarity and complexity
Organisational support
Resources, technology, structures, rewards, information
Page 41: Team Effectiveness Inputs
Factors influencing team processes and effectiveness:
Membership composition, nature of tasks, organisational support, and team size.
Page 42: Member Composition in Teams
Importance of member ability and diversity in achieving objectives.
Differences between homogeneous and heterogeneous teams.
Page 43: Nature of Task and Support
Clarity and complexity of tasks are critical for team dynamics.
Page 44: Assessing Team Process Maturity
Criteria for maturity in team processes:
Trust, support, performance, cohesiveness, valuing diversity.
Page 45: Benefits of Diverse & Inclusive Teams
Statistics on workplace inclusivity and its positive effects on retention, satisfaction, and performance.
Page 46: Challenges in Team Accountability
Diffusion of responsibility leading to unclear roles.
Page 47: Groupthink Definition
Groupthink: Seeking harmony while disregarding conflicting evidence.
Team members reinterpret information to avoid thinking that might disrupt a strong team culture, with the belief that the team will overcome all obstacles.
Page 48: Case Study on Groupthink
Examination of groupthink at NASA, highlighting key issues.
Page 49: Avoiding Groupthink Strategies
Suggestions for preventing groupthink.
Bring in outside experts
Avoild critical evaluators
Hold open discussions (needs for openness from team leader)
Create subgroups to form independant proposals
Page 50: Building Teams with Healthy Norms
Strategies for fostering positive team behaviors.
Page 51: Essential Team Activities
Distinction between task activities and maintenance activities in teamwork.
Page 52: Conflict Management in Teams
Definitions and types of conflict explained:
Substantive vs. emotional conflict.
Page 53: Conflict Management Styles
Overview of styles, including accommodation, collaboration, and competition.
Page 54: Summary/Reflection on Teamwork
Key learning outcomes regarding teamwork, conflict management, and avoiding groupthink.
Page 55: References for Teamwork
List of scholarly references for further reading.
Page 56: Copyright Notice
Reminder about copyright concerning teaching materials at UTS.
Page 57: Tutorial Attendance Reminder
Importance of attending allocated tutorials this week.
Page 58: Next Week's Lecture
Upcoming topic: Evolution of Management theory.