管理沟通的内涵与管理模式课件.ppt

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1、Management Communication,管理沟通,IntroductionCommunication StrategyEffective ListeningMaking Presentations NegotiatingInterviewingRunning MeetingsWriting,Course Syllabus,Grading,Class Participation 20%Oral Presentation 10%Cases Analysis and Presentation 30%Individual Assignment 40%,Part 1 Introduction,

2、第一节 管理沟通的内涵和要素 第二节 沟通的类型 第三节 管理模式与沟通,Discussion(1)：Background,你是一位宇航员，与另外几位宇航员驾驶一太空船飞向月球，原计划去与已经降落月球、作为基地的太空母船会合。然而，因机械故障，你们的太空船只能迫降在距离太空母船200英里之外的月球表面。降落时许多设备受到损坏，而为了生存你们必须充分利用未受损坏的装备自行到达太空母船。下面列出了15样未受损坏的物资和装备，请依据其重要性分别标出1-15，以供你们出发时酌其重要性决定取舍（比如，你们的体力只能带13件，就只好放弃另外两件）。,Discussion(1)：Background,Dis

3、cussion(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,logic is the fund

4、amental;-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 in your job?What are the

5、 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 interdependence.Communicative capability

6、heavily influences your career development to some extent.,Harold Koontz(哈罗德孔茨)：“管理就是设计和保持一种良好环境，使人在群体里高效率地完成既定目标。”Henri Foyol(亨利法约尔):planning计划,organizing组织,coordinating协调,commanding领导,controlling控制Henry Mintzberg(亨利明兹伯格):“Verbal and written contacts are the managers work.”“Managers must be able to

7、 communicate easily and efficiently.”,约翰奈斯比特：“未来竞争将是管理的竞争，竞争的焦点在于每个社会组织内部成员之间及其与外部组织的有效沟通之上。”松下幸之助：“伟大的事业需要一颗真诚的心与人沟通。”乔丹与皮蓬：“我们两个人在场上的沟通相当重要，我们相互从对方眼神、手势、表情中获取对方的意图，于是我们传、切、突破、得分；但是，如果我们失去彼此间的沟通，那么公牛的末日来临了。”,美国著名学府普林斯顿大学对一万份人事档案进行分析，结果发现：“智慧”、“专业技术”和“经验”只占成功因素的25，其余75决定于良好的人际沟通。哈佛大学就业指导小组1995年调查结果显

8、示，在500名被解职的男女中，因人际沟通不良而导致工作不称职者占82。“三个臭皮匠，赛过一个诸葛亮”,沟通是个人事业成功的重要因素,只有与人良好的沟通，才能为他人所理解；只有与人良好的沟通，才能得到必要的信息；只有与人良好的沟通，才能获得他人的鼎力相助，正所谓“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 involved with the organization and increases motivati

9、on 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 change:how they should manage it;how to reduce resistance t

10、o change.,第一节 管理沟通的内涵和要素,一、管理沟通的概念 Concept of MC机机沟通人机沟通人人沟通 管理沟通是指沟通者为了获取沟通对象的反应和反馈而向对方传递信息的全部过程,Communication depends on the nature of the message to be passed,and on the relationship between the sender and the receiver.You are successful only if your message leads to the response of your audience

11、.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 within our normal terms of sale by then”,Natures of MC,Media:language or lett

12、ers;Content:Information,Thoughts,Emotion,Aspects,Attitude etc;Philosophy greatly influences the understanding of motive,behavior and goal;Special barriers:Information disorder,Philosophy elements(preference,background,experiences and value).,管理沟通的内涵：,1.沟通首先是意义上的传递。2.要使沟通成功，意义不仅需要被传递，还需要被理解。3.在沟通过程中，

13、所有传递于沟通者之间的，只是一些符号，而不是信息本身。4.良好的沟通常被错误地理解为沟通双方达成协议，而不是准确理解信息的意义。5.沟通的信息是包罗万象的。,Case 1：EC公司工资改革方案的出台,Discussion：1人事部主任为了保证工资改革的顺利实施，要解决好沟通问题，从该案例看，他应如何考虑沟通的对象，以及针对不同对象的沟通信息策略和内容等问题?2人事部主任为实施工资改革方案，具体的沟通目的是什么?案例中所述的五点建议，能否保证沟通的顺利实现?3在工资改革方案酝酿过程中出现各种不同的意见和说法，这些非正式信息产生的原因是什么，应如何看待这些信息对工资改革方案出台的影响?余平认为应加

14、强工资改革方案出台前的保密工作，你对此如何看?4公司在全面推行新的工资改革方案之前，选择公司技术开发中心作为试点部门。该部门试点的成功是否一定能说明在整个公司推行工资改革方案的成功?你对余平实行的沟通过程作何评价?,二、管理沟通的过程 Process of MC 图1.1 管理沟通的过程,三、管理沟通要素（Elements of MC）,信息源 Information Source(Who is initiating action?)听众 Audience(positive,neutral,or negative;key or secondary audiences)沟通目标 Communic

15、ation Objective(solving problem)环境 Environment(internal&external)信息 Message(Consider how much information they need,what doubts theyre likely to have,how your proposal will benefit them?)媒介 Media（speak,write,call,E-mail,meet,fax,produce a videotape,or hold a press conference)反馈 Feedback(Communicatio

16、n is not an act,but a process.),Successful business communication depends on answering a few crucial questions:,Have you mastered and organized all the relevant information?Have you taken into account the personal and organizational context?Have you defined a clear,achievable objective?Have you cons

17、idered the needs of your audiences?Have you expressed yourself as clearly,vividly,and forcefully as possible?Have you chosen the right communication channels?,有效管理沟通的检核表,你是否已经掌握并组织好沟通过程中所有相关的信息?你是否了解或掌握好了有关个体和组织的背景资料和环境状况?你是否明确要实现和能实现的目标?你是否清楚听众的需要?你是否清晰、生动和有说服力地表达你的观点?你是否选择了正确的沟通渠道?,什么妨碍了沟通？,方式一：“小

18、刘，你接电话的方式真是太唐突了，你需要从现在开始接受职业化的训练。”方式二：“小刘，我正在关注你在电话中与顾客的交谈方式，我想和你讨论一下。我注意到你讲话的速度相当快，因而，我担心对一些顾客来说，可能很难理解你所表达的，毕竟你比顾客更了解、更熟悉情况。”,Barriers to communication:,status effects 地位影响semantic problems语义问题perceptual distortions 感觉失真cultural differences 文化差异 physical distractions 环境混乱 poor choice of communicat

19、ion channels 信息渠道选择不当no feedback 无反馈,Barriers to communication can be classified into three groups:,1.Barriers to reception:environmental stimuli the receivers attitudes and values the receivers needs and expectations2.Barriers to understanding:language,semantic problems the ability of the receiver

20、to listen and receive,especially messages which threaten his or her self-concept the length of the communication status effects3.Barriers to acceptance:prejudices interpersonal conflicts between sender and receiver,Dealing with barriers:,Sender(5W1H)WHO:To whom should the message go?WHY:Why am I com

21、municating?What are my motives?WHAT:Decide what to communicate.Be clear about what you need to communicate.WHEN:Choose the best time for optimum reception.WHERE:Choose a location which will not interfere with the reception,understanding and acceptance of the message:privately?In a group?At work or o

22、utside?HOW:Use language the receiver will understand and which is unambiguous.Keep checking with receiver.,ReceiverBe fully attentive to sender.Listen actively to the message being sent.Ask for clarification,repetition where necessary.Keep checking with sender.TogetherRealize that misunderstandings

23、are bound to occur,and be alert for all cues to this effect.Listen,listen,listen,and listen again.Test your understanding of the message.Share opinions,feelings and perceptions generated by the message.,第二节 沟通的类型 一、沟通的分类 Communication Style 1根据信息载体的异同，沟通可分为言语沟通(verbal communication)、非言语沟通(nonverbal

24、communication)。图1.2 沟通的种类,2根据途径的异同分为,正式沟通 formal communication非正式沟通 informal communication下向(downwards)上向(upwards)横向(sideways)斜向(diagonal)grapevine,二、口头信息沟通 speaking,优点：快速传递，即时反馈 信息存在着巨大的失真的可能性,Case2 名医劝治的失败,我国古代春秋战国时期，有一位著名的医生，他的名字叫扁鹊。有一次，扁鹊遏见蔡桓公，站了一会儿，他看看蔡桓公的脸色说：“国君，你的皮肤有病，不治怕要加重了。”蔡桓公笑着说：“我没有病。”扁

25、鹊告辞走了以后，蔡桓公对他的臣下说：“医生就喜欢给没病的人治病，以便夸耀自己有本事。”过了十几天，扁鹊又前往拜见蔡桓公，他仔细看看蔡桓公的脸色说：“国君，你的病已到了皮肉之间，不治会加重的。”桓公见他尽说些不着边际的话，气得没有理他，扁鹊走后，桓公还闷闷不乐。,再过十几天，蔡桓公出巡，扁鹊远远地望见桓公，转身就走。桓公特意派人去问扁鹊为什么不肯再来遏见，扁鹊说：“皮肤上的病，用药物敷贴可以治好；在皮肉之间的病，用针灸可以治好;在肠胃之间，服用汤药可以治好；如果病入骨髓，那生命就掌握在司命之神的手里了，医生是无法可想的了。如今国君的病己深入骨髓，所以我不能再去遏见了。”蔡桓公还是不相信。五天之后

26、，桓公遍身痛疼，连忙派人去找扁鹊，扁鹊已经逃往秦国躲起来了。不久，蔡桓公便病死了。请从沟通的角度进行分析,Case 2：名医劝治的失败,Case 3：沟通中的角色问题,英国著名的维多利亚女王，与其丈夫相亲相爱，感情和谐。但是维多利亚女王乃是一国之王，成天忙于公务，出入于社交场合，而她的丈夫阿尔伯特却和她相反，对政治不太关心，对社交活动也没有多大的兴趣，因此两人有时也闹些别扭。有一天，维多利亚女王去参加社交活动，而阿尔伯特却没有去，已是夜深了，女王才回到寝宫，只见房门紧闭着。女王走上前去敲门。房内，阿尔伯特问：“谁?”女王回答：“我是女王。”门没有开，女王再次敲门。房内阿尔伯特问：“谁呀?”女王

27、回答：“维多利亚。”门还是没开。女王徘徊了半晌，又上前敲门。房内的阿尔伯特仍然是问：“谁呀?”女王温柔地回答：“你的妻子。”这时，门开了，丈夫阿尔伯特伸出热情的双手把女王拉了进去。,同一对象在不同的环境里往往表现为不同的角色，彼此的关系也就跟着变化，这种变化往往是通过语言表示出来，语言形式一定要符合自己转换的角色身份。,三、书面信息沟通 writing,Kitty O.Locker关于书面沟通的6方面技巧：(1)不要强调你为读者做了什么，而要强调读者能获得什么或能做什么。今天下午我们会把你们9月21日的订货装船发运。你们订购的两集装箱服装将于今天下午装船，预计在 9月30日抵达贵处。(2)参考

28、读者的具体要求或指令。你的订单你定购的真丝服装,Kitty O.Locker关于书面沟通的6方面技巧：,(3)除非你有把握读者会感兴趣，否则尽量少谈自己的感受。我们很高兴授予你5000元信用额度。你的牡丹卡有5000元的信用额度。(4)不要告诉读者他们将会如何感受或反应。你会很高兴听到你被公司录用的消息。你通过了公司的全部考核，你被录用了。,Kitty O.Locker关于书面沟通的6方面技巧：,(5)涉及褒奖内容时，多用“你”而少用“我”。我们为所有的员工提供健康保险。作为公司的一员，你会享受到健康保险。(6)涉及贬义的内容时，避免使用“你”为主语，以保护读者的自我意识。你在发表任何以在该机

29、构工作经历为背景的文章时，必须要得到主任的同意。本机构的工作人员在发表以在此工作经历为背景的文章时，必须要得到主任的同意。,四、非语言沟通Nonverbal Communication 图1.2 沟通的种类,空间位置 space,图1.3 空间位置对学生课堂参与的影响,第三节 管理模式与沟通,Personality and perception 个性和知觉 Management style and communication 管理模式与沟通,Personality and perception,Figure1.4 The Johari WindowOPEN：开放区域 BLIND:盲目区域HID

30、DEN：秘密区域 UNKNOWN:未知区域,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 individua

31、l then 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 in tur

32、n 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.,练习：self-disclosure and feedback,目的：解除强加在自己身上的障碍，接收反馈信息，以信息共享方式精确

33、认识自我形象和知觉偏差。方法步骤：练习在57人组成的小组内进行，每个人都准备好笔和纸张。每个人在每一张纸的上端，分别写出组内一个其他成员的名字(包括自己)。每个人在相关的每一张纸上写上关于这个人的：5种个人品质，或5种工作习惯特点，或5个长处弱点 以上各项都是他对组内每一个成员(包括他自己)的感性认识。将纸交给组内每一个相关的成员。每个成员轮流朗声读出：别人对自己的感性认识(如有不明之处可以请求解释)。自己对自己的感性认识。小组讨论所出现的知觉差异及其产生的原因。,二、管理模式与沟通 management style and communication,Four basic leadershi

34、p styles:Directing 命令型Coaching 指导型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 变通技能Communication skills 沟通技能,How to explain clearly,and concisely,the nature of the task.How to tell people what to do a

35、nd 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 people should bring to you.How to expla

36、in 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：,运用四种领导模式实施管理，同时必须具有 以下几种交流技能：怎样简明扼要地说明任务的性质?怎样告知职员去做什么，如何去做?怎样鼓励圆满完

37、成任务的职员？怎样与职员建立和谐的关系?怎样与职员一起探讨问题，听取他们的意见，了解他们的的感情?怎样有效地委托职责，以便了解职员应该向你提出的问题?作为领导，怎样解释在特定环境中你的失常行为?实际上，你本身就是一个矛盾的统一体。,EXERCISE1:What is your preferred leadership style?,Consider each of the situations,and choose which action you would normally take:One of your employees has been working enthusiastical

38、ly 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 time off on sick leave.What would you do?1.Tell her sp

39、ecifically 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 best way to cope with the new tasks.,EXERCISE1:What is your preferre

40、d leadership style?考虑以下两个事例，你通常是采取哪项行动，请作出选择：1你的一名女雇员工作热情和效率一直都很高，每次都能圆满地完成工作指标，你对她的工作十分放心，不必予以监督。最近你给她分配了一项新的工作，认为她完全有能力胜任这项工作。但她的工作情况却令人失望，而且还经常请病假，占用了很多工作时间，你怎么办?(1)明确地告诉她去做什么，并密切注视她的工作。(2)告诉她去做什么，怎样去做，并设法查明她的问题出在哪里?(3)安慰她，帮她解决问题。(4)让她自己找出应付新工作的方法。,EXERCISE2:What is your preferred leadership styl

41、e?,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 unco-operative,muttering about how things were better under their old boss.Wha

42、t 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

43、 for itself what it needs to do to meet its targets.,EXERCISE2:What is your preferred leadership style?2你刚刚晋升为车间主任，在你被提升以前，生产平稳发展，但现在产量下降，因而你想改变工作程序和任务分配。但是，你的职员不但不予配合，反而不断地抱怨说他们的前任老板在位时情况是如何如何地好。你怎么办?(1)实施变更，密切注视工作情况。(2)告诉他们你为什么要作出改变，说明改变将会给他们带来的利益，并倾听他们所关切的问题。(3)同他们讨论打算改变的工作计划，征求他们提高生产能力的建议。(4)让他们

44、自己找出完成生产指标的办法。,If you selected Choice l in each case,your preferred management style-is likely to be Directing.命令型Choice 2 denotes a Coaching style 指导型Choice 3 denotes a Supporting style 扶持型Choice 4 denotes a Delegating style 委托型However,your preferred style may not be the most effective in each case

45、.,自我技能测试,评价标准：非常不同意/不符合（1分）不同意/不符合（2分）比较不同意/不符合（3分）比较同意/符合（4分）同意/符合（5分）非常同意非常符合(6分)测试问题：1我能根据不同对象的特点提供合适的建议或指导。2当我劝告他人时，更注重帮助他们反思自身存在的问题。3当我给他人提供反馈意见、甚至是逆耳的意见时，能坚持诚实的态度。4当我与他人讨论问题时，始终能就事论事，而非针对个人。5当我批评或指出他人的不足时，能以客观的标准和预先期望为基础。6当我纠正某人的行为后，我们的关系常能得到加强。7在我与他人沟通时，我会激发出对方的自我价值和自尊意识。,自我技能测试,8即使我并不赞同，我也能对

46、他人观点表现出诚挚的兴趣。9我不会对比我权力小或拥有信息少的人表现出高人一等的姿态。10在与自己有不同观点的人讨论时，我将努力找出双方的某些共同点。11我的反馈是明确而直接指向问题关键的，避免泛泛而谈或含糊不清。12我能以平等的方式与对方沟通，避免在交谈中让对方感到被动。13我以“我认为”而不是“他们认为”的方式表示对自己的观点负责。14讨论问题时，我通常更关注自己对问题的理解，而不是直接提建议。15我有意识地与同事和朋友进行定期或不定期的、私人的会谈。,自我技能测试,自我评价：如果你的总分是：80一90 你具有优秀的沟通技能7079 你略高于平均水平，有些地方尚需要提高70以下 你需要严格地训练你的沟通技能 选择得分最低的6项，作为技能学习提高的重点,