1、Quality & Satisfy深圳德信誠經濟咨詢有限公司公司地址：東莞市長安鎮圖書館左側電梯四樓 郵政編碼: 523850HTTP：/ bz01 E-MAIL：bz01bz01 TEL:FAX:Management Communication 管理溝通 IntroductionCommunication StrategyEffective ListeningMaking Presentations NegotiatingInterviewingRunning MeetingsWritingCourse Syllabus Refer

2、encesMary Munter, Guide to Managerial Communication, 4th edition, Prentice Hall, Tsing Hua University Press,1999Michael E. Hattersley, Linda McJannet, Management Communication Principles and Practice, China Machine Press, McGraw-Hill, 1998Ron Ludlow, Fergus Panton, Effective Communication, Prentice

3、Hall, 1997Kitty O. Locker, Business and Administrative Communication, 5th edition, China Machine Press, McGraw-Hill, 2000 GradingClass Participation 20%Oral Presentation 10%Cases Analysis and Presentation 30%Individual Assignment 40%Part 1 Introduction 第一節 管理溝通的內涵和要素 第二節 溝通的類型 第三節 管理模式與溝通Discussion(

4、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，原方案去與已經降落月球、作為基地的太空母船會合。然而，因機械故障，你們的太空船只能迫降在距離太空母船200英里之外的月球外表。降落時許多設備受到損壞，而為了生存你們必須充分利用未受損壞的裝備自行到達太空母船。下面列出了15樣未受損壞的物資和裝備，請依據其重要性分別標出1-15，以供你們出發時酌其重要性決定取舍比方，你們的體力只能帶13件，就只好放棄另外兩件。 Discussion(1)：BackgroundDiscussion(1)：Group CommunicationAfter finishing self-

5、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 fundamental;-Dont change your idea only to avoid the

6、 conflict;-Dont make decision only to abide by “the minority and the majority ruleDiscussion(1)：Discussion(2)： Self-assessmentWhat key techniques, you think, decide the success of your career? What are your communication barriers in your job?What are the most effective approaches to improve your com

7、munication skills? What do you wish to learn much more in this course? Significance of MCCo-ordination requires communication. what is an organization? Firstly, it consists of a number of people.Secondly, it involves interdependence. Communicative capability heavily influences your career developmen

8、t to some extent. Harold Koontz (哈羅德孔茨)：“管理就是設計和保持一種良好環境，使人在群體里高效率地完成既定目標。Henri Foyol (亨利法約爾): planning方案, organizing組織, coordinating協調, commanding領導, controlling控制Henry Mintzberg (亨利明茲伯格): “Verbal and written contacts are the managers work. “Managers must be able to communicate easily and efficient

9、ly.約翰奈斯比特：“未來競爭將是管理的競爭，競爭的焦點在于每個社會組織內部成員之間及其與外部組織的有效溝通之上。松下幸之助：“偉大的事業需要一顆真誠的心與人溝通。喬丹與皮蓬：“我們兩個人在場上的溝通相當重要，我們相互從對方眼神、手勢、表情中獲取對方的意圖，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。美國著名學府普林斯頓大學對一萬份人事檔案進行分析，結果發現：“智慧、“專業技術和“經驗只占成功因素的25，其余75決定于良好的人際溝通。哈佛大學就業指導小組1995年調查結果顯示，在500名被解職的男女中，因人際溝通不良而導致工作不稱職者占82。“三個臭皮匠，

10、賽過一個諸葛亮 溝通是個人事業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 involved with the organization and increases motivation to perform well; increases commitment to

11、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 to change. 第一節 管理溝通的內涵和要素 一、管理溝通的概念 C

12、oncept of MC機機溝通人機溝通人人溝通 管理溝通是指溝通者為了獲取溝通對象的反響和反響而向對方傳遞信息的全部過程 Communication depends on the nature of the message to be passed, and on the relationship between the sender and the receiver. You are successful only if your message leads to the response of your audience.e.g. “Arthur, I wonder if youd li

13、ke 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 letters; Content: Information, Th

14、oughts, 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). 管理溝通的內涵：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

15、是一些符號，而不是信息本身。4. 良好的溝通常被錯誤地理解為溝通雙方達成協議，而不是準確理解信息的意義。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Discussion：1人事部主任為了保證工資改革的順利實施，要解決好溝通問題，從該案例看，他應如何考慮溝通的對象，以及針對不同對象的溝通信息策略和內容等問題?2人事部主任為實施工資改革方案，具體的溝通目的是什么?案例中所述的五點建議，能否保證溝通的順利實現?3在工資改革方案醞釀過程中出現各種不同的意見和說法，這些非正式信息產生的原因是什么，應如何看待這些信息對工資改革方案出臺的影響?余平認為應加強工資改革方案出臺前的保密

16、工作，你對此如何看?4公司在全面推行新的工資改革方案之前，選擇公司技術開發中心作為試點部門。該部門試點的成功是否一定能說明在整個公司推行工資改革方案的成功?你對余平實行的溝通過程作何評價? 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 initiating action?)聽眾 Audience (positive, neutral, or negative ; key or secondary audiences )溝通目標 Communication Obj

17、ective (solving problem)環境 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 )反響 Feedback (Commu

18、nication 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?

19、Have you considered the needs of your audiences? Have you expressed yourself as clearly, vividly, and forcefully as possible? Have you chosen the right communication channels? 有效管理溝通的檢核表你是否已經掌握并組織好溝通過程中所有相關的信息?你是否了解或掌握好了有關個體和組織的背景資料和環境狀況?你是否明確要實現和能實現的目標?你是否清楚聽眾的需要?你是否清晰、生動和有說服力地表達你的觀點?你是否選擇了正確的溝通渠道?

20、 什么阻礙了溝通？ 方式一：“小劉，你接 的方式真是太唐突了，你需要從現在開始接受職業化的訓練。 方式二：“小劉，我正在關注你在 中與顧客的交談方式，我想和你討論一下。我注意到你講話的速度相當快，因而，我擔憂對一些顧客來說，可能很難理解你所表達的，畢竟你比顧客更了解、更熟悉情況。 Barriers to communication:status effects 地位影響semantic problems語義問題perceptual distortions 感覺失真cultural differences 文化差異 physical distractions 環境混亂 poor choice o

21、f communication channels 信息渠道選擇不當no feedback 無反響 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

22、of the receiver 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 messag

23、e go?WHY: Why am I communicating? 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: priv

24、ately? In a group? At work or outside?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.Togeth

25、erRealize that misunderstandings 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. 第二節 溝通的類型 一、溝通的分類 Communication Style 1根據信息載體的異同，溝通可分為言語溝通(

26、verbal communication)、非言語溝通(nonverbal communication)。 圖1.2 溝通的種類2根據途徑的異同分為正式溝通 formal communication非正式溝通 informal communication下向(downwards) 上向(upwards)橫向(sideways) 斜向(diagonal)grapevine二、口頭信息溝通 speaking優點：快速傳遞，即時反響 信息存在著巨大的失真的可能性 Case2 名醫勸治的失敗 我國古代春秋戰國時期，有一位著名的醫生，他的名字叫扁鵲。有一次，扁鵲遏見蔡桓公，站了一會兒，他看看蔡桓公的臉色

27、說：“國君，你的皮膚有病，不治怕要加重了。蔡桓公笑著說：“我沒有病。扁鵲告辭走了以后，蔡桓公對他的臣下說：“醫生就喜歡給沒病的人治病，以便夸耀自己有本領。過了十幾天，扁鵲又前往拜見蔡桓公，他仔細看看蔡桓公的臉色說：“國君，你的病已到了皮肉之間，不治會加重的。桓公見他盡說些不著邊際的話，氣得沒有理他，扁鵲走后，桓公還悶悶不樂。 再過十幾天，蔡桓公出巡，扁鵲遠遠地望見桓公，轉身就走。桓公特意派人去問扁鵲為什么不肯再來遏見，扁鵲說：“皮膚上的病，用藥物敷貼可以治好；在皮肉之間的病，用針灸可以治好;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，醫生是無法可想的了。如今國君

28、的病己深入骨髓，所以我不能再去遏見了。蔡桓公還是不相信。五天之后，桓公遍身痛疼，連忙派人去找扁鵲，扁鵲已經逃往秦國躲起來了。不久，蔡桓公便病死了。請從溝通的角度進行分析Case 2： 名醫勸治的失敗Case 3： 溝通中的角色問題 英國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之王，成天忙于公務，出入于社交場合，而她的丈夫阿爾伯特卻和她相反，對政治不太關心，對社交活動也沒有多大的興趣，因此兩人有時也鬧些別扭。有一天，維多利亞女王去參加社交活動，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。 房內，阿爾伯特問：“誰? 女王答復：“

29、我是女王。 門沒有開，女王再次敲門。 房內阿爾伯特問：“誰呀? 女王答復：“維多利亞。 門還是沒開。女王徘徊了半晌，又上前敲門。 房內的阿爾伯特仍然是問：“誰呀? 女王溫柔地答復：“你的妻子。 這時，門開了，丈夫阿爾伯特伸出熱情的雙手把女王拉了進去。 同一對象在不同的環境里往往表現為不同的角色，彼此的關系也就跟著變化，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換的角色身份。 三、書面信息溝通 writingKitty O. Locker關于書面溝通的6方面技巧：(1)不要強調你為讀者做了什么，而要強調讀者能獲得什么或能做什么。今天下午我們會把你們9月21日的訂貨裝船發運。你們訂購

30、的兩集裝箱服裝將于今天下午裝船，預計在 9月30日抵達貴處。(2)參考讀者的具體要求或指令。 你的訂單你定購的真絲服裝Kitty O. Locker關于書面溝通的6方面技巧：(3)除非你有把握讀者會感興趣，否那么盡量少談自己的感受。我們很快樂授予你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如何感受或反響。 你會很快樂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關于書面溝通的6方面技巧：(5)涉及褒獎內容時，多用“你而少用“我 。我們為所有的員工提供健康保險。 作為公司的一員，你會享受到健康保險。 (6)涉

31、及貶義的內容時，防止使用“你為主語，以保護讀者的自我意識。 你在發表任何以在該機構工作經歷為背景的文章時，必須要得到主任的同意。本機構的工作人員在發表以在此工作經歷為背景的文章時，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 空間位置對學生課堂參與的影響 講臺57%61%57%37%54%37%41%51%41%31%48%31%第三節 管理模式與溝通 Personality and perception 個性和知覺 Management style and communication 管理模式與溝通

32、Personality and perception Figure1.4 The Johari WindowOPEN：開放區域 BLIND:盲目區域HIDDEN：秘密區域 UNKNOWN:未知區域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

33、 of one of the other members of the group (including him/herself).2. Each individual 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.

34、The relevant sheets are then distributed to each member of the group.4. Each member in 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 em

35、erge, and the reasons for these. 練習：self-disclosure and feedback 目的： 解除強加在自己身上的障礙，接收反響信息，以信息共享方式精確認識自我形象和知覺偏差。方法步驟：練習在57人組成的小組內進行，每個人都準備好筆和紙張。每個人在每一張紙的上端，分別寫出組內一個其他成員的名字(包括自己)。每個人在相關的每一張紙上寫上關于這個人的：5種個人品質，或5種工作習慣特點，或5個長處弱點 以上各項都是他對組內每一個成員(包括他自己)的感性認識。將紙交給組內每一個相關的成員。每個成員輪流朗聲讀出： 別人對自己的感性認識(如有不明之處可以請求解釋

36、)。 自己對自己的感性認識。小組討論所出現的知覺差異及其產生的原因。 二、管理模式與溝通 management style and communication Four basic leadership styles:Directing 命令型Coaching 指導型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 ski

37、lls 溝通技能 How to explain clearly, and concisely, the nature of the task. 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

38、effectively, so that there is a clear understanding of what problems people 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 s

39、kills in using the four management styles： 運用四種領導模式實施管理，同時必須具有 以下幾種交流技能： 怎樣簡明扼要地說明任務的性質? 怎樣告知職員去做什么，如何去做? 怎樣鼓勵圓滿完成任務的職員？ 怎樣與職員建立和諧的關系? 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，以便了解職員應該向你提出的問題? 作為領導，怎樣解釋在特定環境中你的失常行為?實際上，你本身就是一個矛盾的統一體。EXERCISE1: What is your preferred leadership style? Consider each of

40、 the situations, and choose which action you would normally take : One 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 ab

41、le 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 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 throug

42、h the problems with her. 4. Let her work through for herself the best way to cope with the new tasks. EXERCISE1: What is your preferred leadership style? 考慮以下兩個事例，你通常是采取哪項行動，請作出選擇： 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，你對她的工作十分放心，不必予以監督。最近你給她分配了一項新的工作，認為她完全有能力勝任這項工作。但她的工作情況卻令人失望，而且還經常請病假，占用了很多工作時間，你怎么辦

43、? (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，并設法查明她的問題出在哪里? (3)撫慰她，幫她解決問題。 (4)讓她自己找出應付新工作的方法。 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 unco-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 w