5. Verbal and nonverbal communication

Verbal communication is composed of words – either written or spoken.

ORAL COMMUNICATION

When managers attend meetings, ask questions and answer colleagues’ questions, make presentations and appraise performance, handle customer complaints or give instructions – they communicate and perform one of the most common functions in business activity.

1. Advantages of oral communication over written communication.

1. The importance of listening skills for effective oral communication.

WRITTEN COMMUNICATION

Writing is more difficult than speaking. Writing is crucial to the modern organization because it serves as the major source of documentation. Examples of written communication include emails, memos, letters, reports, contracts, notices, sales literature, etc. Also a crucial skill for managers around the world is the ability to write clearly expressed and logically argued reports, letters, fax messages, minutes of meetings, and memoranda in English. The task is to develop writing techniques in order to make the written transfer of this information as smooth as possible, leaving no possibility that the reader might miss or misunderstand any facts or points.

Nonverbal messages are unwritten and unspoken. Nonverbal communication implies the following:

1. Body movement. Facial expressions. Eye contact. Gestures.

1. Physical appearance.

1. Voice qualities (volume, speed, pitch, tone, accent)

1. Time.

1. Touch.

1. Space and territory (intimate zone; personal zone; social zone; public zone).

We cannot but communicate nonverbally. Evaluate other’s nonverbals cautiously. Control the nonverbal signals you send. They carry higher risks of ambiguity for several reasons.

1. Nonverbals occur in clusters – in endless combinations (eye muscles, hands, surrounding space).

1. Different cultures’ meanings for nonverbal signals differ.

1. When a nonverbal message contradicts a verbal one, receivers tend to believe the nonverbal message.

1. The same nonverbal signal can send different messages.

1. The same nonverbal message can be sent by the same person in multiple ways.

6. Strategies for effective business communication

CULTURAL DIFFERENCES

Cultures differ not only in their verbal language but also in their nonverbal language. Also cultures differ in the traits they value:

1. emphasis on individualism;

1. time orientation;

1. power distance (decisions are made by the boss only);

1. uncertainty avoidance (people want predictable and certain future);

1. formality (importance to tradition, ceremony, social rules, rank);

1. materialism (the acquisition of money and material objects);

1. context-sensibility (emphasizing the surrounding circumstances to build relationships and establish trust).

STRATEGIES FOR COMMUNICATING ACROSS CULTURES

Maintain formality. Most cultures value a formal approach to business dealings.

Show respect. Listen carefully; learn about your host country.

Communicate clearly. Avoid slang; be specific; encourage questions; use a variety of media; avoid attempts at humor; speak plainly and slowly.

Value diversity. Cultural diversity provides a rich environment for solving problems and for expanding horizons.

Most managers are involved in negotiating. Successful negotiation is where you get what you want. There are a number of factors that affect the negotiating process. All these factors - attitudes, personal needs, sources of power - should be considered before the negotiations. Your attitude means your high aspiration for good results, your commitment to the deal and determination to win. You should encourage and take into account the personal needs of the other party. Then people will be more willing to go along with you. The more you know about the other party, the more time you have to negotiate, the more power you’ll have. Start negotiations with a firm demand, but don’t be hostile. You may refer to the policy of your company or regulations. Before making concessions, find out what the other party wants. The longer you hold out, the more likely you are to get something in exchange. Don’t be afraid of reaching a deadlock, but do it in a way that doesn’t reduce your credibility. Try to keep the relationship friendly. It’s easier to get the agreement you want when the other party is well-disposed towards you. It’s essential to maintain trust and integrity.

The art of negotiation incorporates the following:

PLANNING

1. Read and gather pre-negotiation documentation.

1. Clarify important questions prior to the negotiation.

1. Know the other party: business and culture.

1. Decide objectives, strategy and agenda.

1. Specify roles and responsibilities within the team.

1. Inform people about date, location, and time.

1. Prepare and rehearse your opening statement.

BEGINNING THE NEGOTIATION

1. Create a positive atmosphere quickly.

1. Respect cultural expectations of behavior.

1. Establish a framework: agenda, procedure, roles.

1. Agree on a timetable.

1. State your position.

1. Stress common interests.

DURING THE NEGOTIATION

1. Listen and clarify the objectives of the other party.

1. Check to make sure they understand you.

1. Focus initially on areas of agreement.

1. Make constructive proposals.

1. Be clear, firm and to the point.

1. Handle conflict positively.

1. Be creative and flexible when bargaining.

1. Reach a position of mutual advantage.

1. Establish a positive working relationship at the outset.

ENDING THE NEGOTIATION

1. Summarize and confirm the deal.

1. Clarify future responsibilities.

1. End positively.

AFTER THE NEGOTIATION

1. Recognize successes.

1. Learn from failure and improve for next time.

1. Build up and extend the new relationship.

Watch nonverbals. Do not judge anything too soon. It is a good idea to list the questions in writing and to make notes of the applicant’s responses.

Use the negotiation time efficiently.