1、Management Communication,管理溝通,Introduction Communication Strategy Effective Listening Making Presentations Negotiating Interviewing Running Meetings Writing,Course Syllabus,Grading,Class Participation 20% Oral Presentation 10% Cases Analysis and Presentation 30% Individual Assignment 40%,Part 1 Intr

2、oduction, 第一節(jié) 管理溝通的內(nèi)涵和要素 第二節(jié) 溝通的類型 第三節(jié) 管理模式與溝通,Discussion(1)：Background,你是一位宇航員，與另外幾位宇航員駕駛一太空船飛向月球，原計(jì)劃去與已經(jīng)降落月球、作為基地的太空母船會(huì)合。然而，因機(jī)械故障，你們的太空船只能迫降在距離太空母船200英里之外的月球表面。降落時(shí)許多設(shè)備受到損壞，而為了生存你們必須充分利用未受損壞的裝備自行到達(dá)太空母船。下面列出了15樣未受損壞的物資和裝備，請(qǐng)依據(jù)其重要性分別標(biāo)出1-15，以供你們出發(fā)時(shí)酌其重要性決定取舍（比如，你們的體力只能帶13件，就只好放棄另外兩件）。,Discussion(1)：Back

3、ground,Discussion(1)：Group Communication,After finishing self-judgement, your group uses informative or persuasive communication so as to get access to the common decision. The turn of 15 things should try to get everyones agreement. Attentions: -No matter informative, or persuasive communication, l

4、ogic is the fundamental; -Dont change your idea only to avoid the conflict; -Dont make decision only to abide by “the minority and the majority” rule,Discussion(1)：,Discussion(2)： Self-assessment,What key techniques, you think, decide the success of your career? What are your communication barriers

5、in your job? What are the most effective approaches to improve your communication skills? What do you wish to learn much more in this course?,Significance of MC,Co-ordination requires communication. what is an organization? Firstly, it consists of a number of people. Secondly, it involves interdepen

6、dence. Communicative capability heavily influences your career development to some extent.,Harold Koontz (哈羅德孔茨)：“管理就是設(shè)計(jì)和保持一種良好環(huán)境，使人在群體里高效率地完成既定目標(biāo)?！?Henri Foyol (亨利法約爾): planning計(jì)劃, organizing組織, coordinating協(xié)調(diào), commanding領(lǐng)導(dǎo), controlling控制 Henry Mintzberg (亨利明茲伯格): “Verbal and written contacts are t

7、he managers work.” “Managers must be able to communicate easily and efficiently.”,約翰奈斯比特：“未來競(jìng)爭(zhēng)將是管理的競(jìng)爭(zhēng)，競(jìng)爭(zhēng)的焦點(diǎn)在于每個(gè)社會(huì)組織內(nèi)部成員之間及其與外部組織的有效溝通之上。” 松下幸之助：“偉大的事業(yè)需要一顆真誠(chéng)的心與人溝通?！?喬丹與皮蓬：“我們兩個(gè)人在場(chǎng)上的溝通相當(dāng)重要，我們相互從對(duì)方眼神、手勢(shì)、表情中獲取對(duì)方的意圖，于是我們傳、切、突破、得分；但是，如果我們失去彼此間的溝通，那么公牛的末日來臨了?！?美國(guó)著名學(xué)府普林斯頓大學(xué)對(duì)一萬份人事檔案進(jìn)行分析，結(jié)果發(fā)現(xiàn)：“智慧”、“專業(yè)技術(shù)”和“經(jīng)驗(yàn)

8、”只占成功因素的25，其余75決定于良好的人際溝通。 哈佛大學(xué)就業(yè)指導(dǎo)小組1995年調(diào)查結(jié)果顯示，在500名被解職的男女中，因人際溝通不良而導(dǎo)致工作不稱職者占82。 “三個(gè)臭皮匠，賽過一個(gè)諸葛亮”,溝通是個(gè)人事業(yè)成功的重要因素,只有與人良好的溝通，才能為他人所理解； 只有與人良好的溝通，才能得到必要的信息； 只有與人良好的溝通，才能獲得他人的鼎力相助，正所謂“能此者大道坦然，不能此者孤帆片舟”。,Why communicate?,It leads to greater effectiveness. It keeps people in the picture. It gets people i

9、nvolved with the organization and increases motivation to perform well; increases commitment to the organization. It makes for better relationships and understanding between: boss and subordinate; colleagues; people within the organization and outside it. It helps people to understand the need for c

10、hange: how they should manage it; how to reduce resistance to change.,第一節(jié) 管理溝通的內(nèi)涵和要素,一、管理溝通的概念 Concept of MC 機(jī)機(jī)溝通 人機(jī)溝通 人人溝通 管理溝通是指溝通者為了獲取溝通對(duì)象的反應(yīng)和反饋而向?qū)Ψ絺鬟f信息的全部過程,Communication depends on the nature of the message to be passed, and on the relationship between the sender and the receiver. You are succe

11、ssful only if your message leads to the response of your audience. e.g. “Arthur, I wonder if youd like to look at your account, its a bit overdue.” “Mr. Jones, your account is very overdue and we are placing the matter in the hands of our solicitors at the end of this week if it is not brought withi

12、n our normal terms of sale by then”,Natures of MC,Media: language or letters; Content: Information, Thoughts, Emotion, Aspects, Attitude etc; Philosophy greatly influences the understanding of motive, behavior and goal; Special barriers: Information disorder, Philosophy elements (preference, backgro

13、und, experiences and value).,管理溝通的內(nèi)涵：,1. 溝通首先是意義上的傳遞。 2. 要使溝通成功，意義不僅需要被傳遞，還需要被理解。 3. 在溝通過程中，所有傳遞于溝通者之間的，只是一些符號(hào)，而不是信息本身。 4. 良好的溝通常被錯(cuò)誤地理解為溝通雙方達(dá)成協(xié)議，而不是準(zhǔn)確理解信息的意義。 5. 溝通的信息是包羅萬象的。,Case 1：EC公司工資改革方案的出臺(tái),Discussion： 1人事部主任為了保證工資改革的順利實(shí)施，要解決好溝通問題，從該案例看，他應(yīng)如何考慮溝通的對(duì)象，以及針對(duì)不同對(duì)象的溝通信息策略和內(nèi)容等問題? 2人事部主任為實(shí)施工資改革方案，具體的溝通目

14、的是什么?案例中所述的五點(diǎn)建議，能否保證溝通的順利實(shí)現(xiàn)? 3在工資改革方案醞釀過程中出現(xiàn)各種不同的意見和說法，這些非正式信息產(chǎn)生的原因是什么，應(yīng)如何看待這些信息對(duì)工資改革方案出臺(tái)的影響?余平認(rèn)為應(yīng)加強(qiáng)工資改革方案出臺(tái)前的保密工作，你對(duì)此如何看? 4公司在全面推行新的工資改革方案之前，選擇公司技術(shù)開發(fā)中心作為試點(diǎn)部門。該部門試點(diǎn)的成功是否一定能說明在整個(gè)公司推行工資改革方案的成功?你對(duì)余平實(shí)行的溝通過程作何評(píng)價(jià)?,二、管理溝通的過程 Process of MC 圖1.1 管理溝通的過程,三、管理溝通要素（Elements of MC）,信息源 Information Source (Who is

15、 initiating action?) 聽眾 Audience (positive, neutral, or negative ; key or secondary audiences ) 溝通目標(biāo) Communication Objective (solving problem) 環(huán)境 Environment (internal 在腸胃之間，服用湯藥可以治好；如果病入骨髓，那生命就掌握在司命之神的手里了，醫(yī)生是無法可想的了。如今國(guó)君的病己深入骨髓，所以我不能再去遏見了?！辈袒腹€是不相信。五天之后，桓公遍身痛疼，連忙派人去找扁鵲，扁鵲已經(jīng)逃往秦國(guó)躲起來了。不久，蔡桓公便病死了。 請(qǐng)從溝通的

16、角度進(jìn)行分析,Case 2： 名醫(yī)勸治的失敗,Case 3： 溝通中的角色問題,英國(guó)著名的維多利亞女王，與其丈夫相親相愛，感情和諧。但是維多利亞女王乃是一國(guó)之王，成天忙于公務(wù)，出入于社交場(chǎng)合，而她的丈夫阿爾伯特卻和她相反，對(duì)政治不太關(guān)心，對(duì)社交活動(dòng)也沒有多大的興趣，因此兩人有時(shí)也鬧些別扭。有一天，維多利亞女王去參加社交活動(dòng)，而阿爾伯特卻沒有去，已是夜深了，女王才回到寢宮，只見房門緊閉著。女王走上前去敲門。 房?jī)?nèi)，阿爾伯特問：“誰?” 女王回答：“我是女王。” 門沒有開，女王再次敲門。 房?jī)?nèi)阿爾伯特問：“誰呀?” 女王回答：“維多利亞?！?門還是沒開。女王徘徊了半晌，又上前敲門。 房?jī)?nèi)的阿爾伯特

17、仍然是問：“誰呀?” 女王溫柔地回答：“你的妻子?！?這時(shí)，門開了，丈夫阿爾伯特伸出熱情的雙手把女王拉了進(jìn)去。,同一對(duì)象在不同的環(huán)境里往往表現(xiàn)為不同的角色，彼此的關(guān)系也就跟著變化，這種變化往往是通過語言表示出來，語言形式一定要符合自己轉(zhuǎn)換的角色身份。,三、書面信息溝通 writing,Kitty O. Locker關(guān)于書面溝通的6方面技巧： (1)不要強(qiáng)調(diào)你為讀者做了什么，而要強(qiáng)調(diào)讀者能獲得什么或能做什么。 今天下午我們會(huì)把你們9月21日的訂貨裝船發(fā)運(yùn)。 你們訂購(gòu)的兩集裝箱服裝將于今天下午裝船，預(yù)計(jì)在 9月30日抵達(dá)貴處。 (2)參考讀者的具體要求或指令。 你的訂單 你定購(gòu)的真絲服裝,Kitt

18、y O. Locker關(guān)于書面溝通的6方面技巧：,(3)除非你有把握讀者會(huì)感興趣，否則盡量少談自己的感受。 我們很高興授予你5000元信用額度。 你的牡丹卡有5000元的信用額度。 (4)不要告訴讀者他們將會(huì)如何感受或反應(yīng)。 你會(huì)很高興聽到你被公司錄用的消息。 你通過了公司的全部考核，你被錄用了。,Kitty O. Locker關(guān)于書面溝通的6方面技巧：,(5)涉及褒獎(jiǎng)內(nèi)容時(shí)，多用“你”而少用“我” 。 我們?yōu)樗械膯T工提供健康保險(xiǎn)。 作為公司的一員，你會(huì)享受到健康保險(xiǎn)。 (6)涉及貶義的內(nèi)容時(shí)，避免使用“你”為主語，以保護(hù)讀者的自我意識(shí)。 你在發(fā)表任何以在該機(jī)構(gòu)工作經(jīng)歷為背景的文章時(shí)，必須要

19、得到主任的同意。 本機(jī)構(gòu)的工作人員在發(fā)表以在此工作經(jīng)歷為背景的文章時(shí)，必須要得到主任的同意 。,四、非語言溝通Nonverbal Communication 圖1.2 溝通的種類,空間位置 space,圖1.3 空間位置對(duì)學(xué)生課堂參與的影響,第三節(jié) 管理模式與溝通,Personality and perception 個(gè)性和知覺 Management style and communication 管理模式與溝通,Personality and perception,Figure1.4 The Johari Window OPEN：開放區(qū)域 BLIND:盲目區(qū)域 HIDDEN：秘密區(qū)域 UNK

20、NOWN:未知區(qū)域,EXERCISE: self-disclosure and feedback,1. In this exercise you work in a small group (5-7). Each person has a pencil and several sheets of paper; at the top of each sheet each individual writes the name of one of the other members of the group (including him/herself). 2. Each individual th

21、en writes on the relevant sheet of paper either: 5 personal attributes, or 5 work habits/attitudes, or 5 strengths/weaknesses which he/she perceives in each of the members of the group (including him/herself) . 3. The relevant sheets are then distributed to each member of the group. 4. Each member i

22、n turn then reads out: (a) the perceptions by others of him/herself, and may ask for clarification where necessary; (b) his/her perception of him/herself. 5. The group discusses the differences in perception which emerge, and the reasons for these.,練習(xí)：self-disclosure and feedback,目的： 解除強(qiáng)加在自己身上的障礙，接收

23、反饋信息，以信息共享方式精確認(rèn)識(shí)自我形象和知覺偏差。 方法步驟： 練習(xí)在57人組成的小組內(nèi)進(jìn)行，每個(gè)人都準(zhǔn)備好筆和紙張。每個(gè)人在每一張紙的上端，分別寫出組內(nèi)一個(gè)其他成員的名字(包括自己)。 每個(gè)人在相關(guān)的每一張紙上寫上關(guān)于這個(gè)人的：5種個(gè)人品質(zhì)，或5種工作習(xí)慣特點(diǎn)，或5個(gè)長(zhǎng)處弱點(diǎn) 以上各項(xiàng)都是他對(duì)組內(nèi)每一個(gè)成員(包括他自己)的感性認(rèn)識(shí)。 將紙交給組內(nèi)每一個(gè)相關(guān)的成員。 每個(gè)成員輪流朗聲讀出： 別人對(duì)自己的感性認(rèn)識(shí)(如有不明之處可以請(qǐng)求解釋)。 自己對(duì)自己的感性認(rèn)識(shí)。 小組討論所出現(xiàn)的知覺差異及其產(chǎn)生的原因。,二、管理模式與溝通 management style and communicatio

24、n,Four basic leadership styles: Directing 命令型 Coaching 指導(dǎo)型 Supporting 扶持型 Delegating 委托型,management style and communication Figure 1.5 Four basic leadership styles,Analytical skills 分析技能 Flexibility skills 變通技能 Communication skills 溝通技能,How to explain clearly, and concisely, the nature of the task.

25、How to tell people what to do and how to do it. How to encourage people when work is well done. How to build relationships with your staff. How to share problems with them, and listen to their ideas and feelings. How to delegate effectively, so that there is a clear understanding of what problems pe

26、ople should bring to you. How to explain why you are behaving differently as a leader in a particular situation - why,in effect, you are being consistent in your inconsistency!,You will need to develop the following communication skills in using the four management styles：,運(yùn)用四種領(lǐng)導(dǎo)模式實(shí)施管理，同時(shí)必須具有 以下幾種交流

27、技能： 怎樣簡(jiǎn)明扼要地說明任務(wù)的性質(zhì)? 怎樣告知職員去做什么，如何去做? 怎樣鼓勵(lì)圓滿完成任務(wù)的職員？ 怎樣與職員建立和諧的關(guān)系? 怎樣與職員一起探討問題，聽取他們的意見，了解他們的的感情? 怎樣有效地委托職責(zé)，以便了解職員應(yīng)該向你提出的問題? 作為領(lǐng)導(dǎo)，怎樣解釋在特定環(huán)境中你的失常行為?實(shí)際上，你本身就是一個(gè)矛盾的統(tǒng)一體。,EXERCISE1: What is your preferred leadership style?,Consider each of the situations, and choose which action you would normally take : O

28、ne of your employees has been working enthusiastically and performing her work effectively and achieving targets. You have let her work with little supervision. Recently you have assigned her new tasks which you felt she would be able to handle. Her performance has dropped and she is taking a lot of

29、 time off on sick leave. What would you do? 1. Tell her specifically what to do and monitor her work closely. 2. Tell her what to do and how to do it but try to find out what her problems are . 3. Keep supporting her and work through the problems with her. 4. Let her work through for herself the bes

30、t way to cope with the new tasks.,EXERCISE1: What is your preferred leadership style? 考慮以下兩個(gè)事例，你通常是采取哪項(xiàng)行動(dòng)，請(qǐng)作出選擇： 1你的一名女雇員工作熱情和效率一直都很高，每次都能圓滿地完成工作指標(biāo)，你對(duì)她的工作十分放心，不必予以監(jiān)督。最近你給她分配了一項(xiàng)新的工作，認(rèn)為她完全有能力勝任這項(xiàng)工作。但她的工作情況卻令人失望，而且還經(jīng)常請(qǐng)病假，占用了很多工作時(shí)間，你怎么辦? (1)明確地告訴她去做什么，并密切注視她的工作。 (2)告訴她去做什么，怎樣去做，并設(shè)法查明她的問題出在哪里? (3)安慰她，幫她解

31、決問題。 (4)讓她自己找出應(yīng)付新工作的方法。,EXERCISE2: What is your preferred leadership style?,You have just taken over as a section head. Productivity was moderately good before you were appointed, but it has dropped now, so you want to introduce some changes in work procedures and assignments. Your staff have been u

32、nco-operative, muttering about how things were better under their old boss. What would you do? 1. Implement the changes and closely monitor performance. 2. Tell them why you want to make the changes, explain the benefits to them and listen to their concerns. 3. Discuss the proposed changes with them and ask for their suggestions for improved productivity. 4. Leave the group to work out for itself what it needs to do to meet its targets.,EXERCISE2: What is your preferred leadership style? 2你剛剛晉升為車間主任，在你被提升以前，生產(chǎn)平穩(wěn)發(fā)展，但現(xiàn)在產(chǎn)量下降，因而你想改變工作程序和任務(wù)分配。但是，你的職員不但不予配合，反而不斷地