管理溝通的內(nèi)涵和過(guò)程

1、Management Communication管理溝通管理溝通的內(nèi)涵和過(guò)程1Skills required for a good manager: 1) technical skills: these skills, however, constantly change and can become quickly outdated. What gets you in the door wont necessarily get you promoted. 2) relating skills: at the heart of what management is about: reading

2、, writing, speaking, listening and thinking at the same time. 3) conceptual skills: to look beyond the details of todays work assignment and see the bigger picture. But if you havent formed the relationships to help you get promoted, you may not be around long enough to have the chance to use your c

3、onceptual skills. 2communicating is the job!One-on-one conversationsTelephone conversationsPresentationsPublic speaking to large audiencesWriting: the ability to put ideas on paper in a clear, unambiguous fashion. (remember: documents take on lives of their own, recipient free to do as he sees fit w

4、ith your writing, even using it against you. So if ill-considered or expressed)3教學(xué)手段講座課堂討論角色扮演案例分析43A課程目標(biāo) 意識(shí)（Awareness） 態(tài)度（Attitude） 行動(dòng)（Action）5人生即溝通人是社會(huì)關(guān)系的總和： 父子、夫妻、同事、師生、商業(yè)伙伴 等人們之間關(guān)系的不平衡是絕對(duì)的處理與調(diào)整關(guān)系的手段 武力、法律、權(quán)威、溝通溝通是調(diào)整關(guān)系最首要的、最普遍的手段 6一則故事：名人交際失誤阿爾伯特:“誰(shuí)?”女王:“我是女王.”阿爾伯特:“誰(shuí)啊?”女王:“維多利亞.”阿爾伯特:“誰(shuí)啊?”女王溫柔地回

5、答:“你的妻子.”7Chapter 1 Introduction1. A game: Chinese murmur This course is for you if you need to speak in a managerial, business, government, or professional context. 大兔子，大肚子，大肚子的大兔子，要咬大兔子的大肚子。 8溝通不是萬(wàn)能的，但沒有溝通卻是萬(wàn)萬(wàn)不能的！溝通是管理的靈魂！溝通無(wú)處不在，無(wú)時(shí)不在！9Prisoners Dilemma (game theory)Case: Two prisoners, questioned

6、in isolated rooms, the one who confesses their crimes first will be sentenced to only 1 year in prison, the one who refuses to confess, 3 years, but if both deny their crimes, released right away.-If you were one of the prisoners, what would you do? (remember: you cannot communicate with each other.

7、) 102. Prisoners dilemma 1+1 =2Prisoner 1Prisoner 2AARR1+3 =43+1 =40+0 =011Discussion(1)：Background You are a group of astronauts. Your landing vehicle has broken down and landed 200 miles from the mother ship on the moon. Most of the equipment is either damaged or lost and the following things are

8、the only ones left to last you for the 200 miles to the safety. However, among all these things, you can only take 8 with you. Now, you have to reach a consensus among yourselves and put them in a list in order of importance and decide on the things you are going to take with you.你是一位宇航員，與另外幾位宇航員駕駛一

9、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）。 12Discussion(1)：Background13Discussion(1)：Group CommunicationAfter finishing self-judgement, your group uses

10、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 conflict;-Dont make decisi

11、on only to abide by “the minority and the majority” rule14Discussion(1)：15What do we learn from the above games?Chinese murmur: Prisoners dilemma:Adventure on the moon:We need communication to avoid misunderstanding.We need communication to survive.We need communication to get things done in a team.

12、16Discussion(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 communication skills? What do you wish to learn much more in this course? 17 Significance of MCCo

13、-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 development to some extent. 18Harold 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)?！盚enri Foyol (亨

14、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 the managers work.” “Managers must be able to communicate easily and efficiently.”19約翰奈斯比特：“未來(lái)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?！?“Future competition will

15、be the competition of management, the focus of which lies in effective communication between members of the institution or between the members and people from outside the institution.” 松下幸之助：“偉大的事業(yè)需要一顆真誠(chéng)的心與人溝通?！眴痰づc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(lái)臨了?！?/p>

16、20美國(guó)著名學(xué)府普林斯頓大學(xué)對(duì)一萬(wàn)份人事檔案進(jìn)行分析(survey) ，結(jié)果發(fā)現(xiàn)：“智慧intelligence”、“專業(yè)技術(shù)expertise”和“經(jīng)驗(yàn)”只占成功因素的25，其余75決定于良好的人際溝通。 (accounts for only 25 of their success. The rest 75 comes from good interpersonal communication skills.)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(miscommunication)而導(dǎo)致工作不稱職者占82?！叭齻€(gè)臭皮匠，賽過(guò)一個(gè)諸葛亮” 21S

17、urvey:新快報(bào)2005.7.23 -中國(guó)職業(yè)經(jīng)理人與世界同行的差距在于 他們的溝通技巧和能力。22 Communicative capability heavily influences your career development to some extent. Conclusion:23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”。 24Why communicate? It leads to greater effectiveness.

18、It keeps people in the picture. It gets people involved 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

19、it. It helps people to understand the need for change: how they should manage it; how to reduce resistance to change. 25有人認(rèn)為:“溝通不是太難的事,我們不是每天都在進(jìn)行溝通嗎?”“我告訴他了, 所以我已和他溝通了。”“只有當(dāng)我想要溝通的時(shí)候，才會(huì)有溝通?！保瑹o(wú)語(yǔ)兩眼淚；猶抱琵琶半遮面）26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(guò)程MC is the

20、 whole process of the communicator sending information in exchange for the audiences reaction and response. (sending information to get things done) 27What is communication?(1)-I sent you an e-mail, your manager asserts. Didnt you get it?-We put out a memo on that subject just last month, a junior V

21、P claims. Why arent the employees complying?- That memo is crucial to the future of this company, your boss thunders. Its about the vision our senior team wants to see throughout the entire organization. Why didnt you read it? Misunderstanding about communication:28 1) Management communication is no

22、t about sending a message, instead, it is about a sending a message in exchange for reaction and feedback from the receiver. 2) Successful communication requires that the message not only be sent but also understood.3) You are not successful unless your message leads to the response of your audience

23、.What is communication?(2)What do we learn?4) Good communication conveys not only what you know about a subject (information), but also how you feel about it (emotion and attitude).293. Remember: *A message sent is not necessarily a message received; *A message received is not necessarily a message

24、understood; *A message understood is not necessarily a message understood in the way you hope it is understood. *A message that is correctly understood may not necessarily be complied with.* Good communication conveys not only what you know about a subject (information), but also how you feel about

25、it (emotion and attitude).30溝通是人與人之間通過(guò)語(yǔ)言、文字、符號(hào)或其他的表達(dá)形式，進(jìn)行信息傳遞和交換的行為及過(guò)程。溝通是人們?cè)诨?dòng)過(guò)程中通過(guò)某種途徑或方式將一定的信息從發(fā)送者傳遞給接受者,并獲取理解的過(guò)程。溝通的定義:31通過(guò)語(yǔ)言或非語(yǔ)言的方式傳遞和理解信息和知識(shí)的過(guò)程了解他人思想、情感、觀點(diǎn)及價(jià)值觀的雙向的途徑溝通是一種能力，而不是一種本能溝通是一種途徑溝通是雙向的溝通是一個(gè)過(guò)程32溝通是兩個(gè)循環(huán)圈尊重的傾聽提出你的觀點(diǎn)澄清你的了解確認(rèn)對(duì)方了解你的觀點(diǎn)33溝通想說(shuō)/做的實(shí)際說(shuō)/做的聽/看到的理解的反饋的34Communication depends on the

26、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 like to look at your account, its a bit overdue.” “Mr. Jones, your account is very overdue an

27、d 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” 35 Natures of MC Media: language or letters; Content: Information, Thoughts, Emotion, Aspects, Attitude etc; Philosophy greatly influences the understandin

28、g of motive, behavior and goal; Special barriers: Information disorder, Philosophy elements (preference, background, experiences and value). 36 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(guò)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(wàn)象的。37溝通的目的控制成員的行為（遵

29、守公司政策）激勵(lì)員工改善績(jī)效表達(dá)情感分享成敗流通信息防止斷裂38Case 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(guò)程中出現(xiàn)各種不同的意見和說(shuō)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)

30、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(shuō)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(guò)程作何評(píng)價(jià)? 39溝通的基本問題心態(tài)（Mindest）的問題1、自私關(guān)心只在五倫以內(nèi)君臣；父子；兄弟；夫婦；朋友2、自我別人的問題與我無(wú)關(guān)3、自大我的想法就是答案40溝通的基本原理關(guān)心（Concern)1、注意他人的狀況與難處（正在進(jìn)行時(shí)）2、注意他人的需求與不便（將來(lái)時(shí)）例如：壓力緩解策略3、注意他人的痛苦與問題（過(guò)去時(shí)）41溝通方式 低 參與 咨詢 推銷 告知 高 低 聽眾參與的程度 高內(nèi)容控制程度42溝通的方式1、告知。即指聽眾的參與程度低、內(nèi)容控制程度高的方式。如傳達(dá)法律、政策，做

31、講座。2、推銷。推銷是指有一定的聽眾參與方式，如推銷產(chǎn)品服務(wù)及建議和觀點(diǎn)。3、征詢。是指聽眾參與程度較高，對(duì)內(nèi)容控制上帶有更多的開放性的方式，如問卷調(diào)查、民意測(cè)驗(yàn)。4、參與。參與是四種溝通方式中聽眾參與程度最高的，控制程度最低的一種方式，如團(tuán)隊(duì)的頭腦風(fēng)暴、董事會(huì)議等。43何時(shí)采用咨詢/參與風(fēng)格你沒有足夠的信息你需要他人的意見或建議你需要聽眾提供或完善信息內(nèi)容44何時(shí)采用告知/推銷風(fēng)格你掌握了足夠的信息你不需要他人的意見或建議你需要或想控制信息內(nèi)容溝通的方式你主動(dòng)對(duì)方主動(dòng)45溝通的基本要求主動(dòng)（Initiative)AB主動(dòng)支援主動(dòng)反饋46隨堂練習(xí)把一張A4的白紙分成兩半把半張白紙分成四條將每一

32、條放在另一條的中間部分試驗(yàn)下面的排法：邊說(shuō)邊做，計(jì)算時(shí)間123447BUT: People often confuse the act of communicating with the process of communication.sentreceivedunderstoodComplied 48溝通過(guò)程 噪音物理干擾語(yǔ)義問題文化差異缺少反饋地位的影響想傳遞的信息(被編碼的信息)感知到的意義(被解碼的信息)49管理溝通的過(guò)程 Process of MC 管理溝通的過(guò)程 50溝通過(guò)程模型知覺解釋選擇編碼刺激知覺解碼解釋選擇編碼甲乙反饋通過(guò)某管道傳遞51影響編碼和譯碼的四個(gè)條件1、技巧例如：

33、購(gòu)買商品的送客細(xì)節(jié)2、態(tài)度：態(tài)度是對(duì)人、事、物、觀念等等的評(píng)價(jià)，包括認(rèn)知、情感、行為三部分。例如：到口的肉吃不下去痛苦的很 3、知識(shí)：考慮到對(duì)方理解與否例如：專有名詞；RV；SUV4、社會(huì)文化背景例如：酒文化；食文化52送訊者編碼解碼回饋人際溝通的程序噪音訊息媒介接收者訊息53準(zhǔn)備溝通的信息編碼: 將想法轉(zhuǎn)化為有意義的符號(hào)的過(guò)程。管道: 信息傳遞的渠道。管道超載：管道不能處理所傳遞的信息。信息超載：信息傳遞過(guò)多超出了人們能接收的范圍。接收到的信息解碼: 接收者對(duì)于發(fā)送者傳遞的符號(hào)的解釋。反饋: 表明接收到信息并將個(gè)人對(duì)于原始信息的感受告知信息發(fā)送者的過(guò)程。噪音: 在溝通過(guò)程中干擾信息發(fā)送者和信

34、息溝通者之間交流的因素。溝通過(guò)程中的概念54溝通過(guò)程中的原則知覺1、知覺受知覺者、知覺內(nèi)容和環(huán)境等的影響。解釋2、事實(shí)和推論不是一回事。3、沒有任何兩件事完全相同。4、事物會(huì)不斷變化。5、多數(shù)的兩極選擇都不正確。選擇6、個(gè)人講出的話不是事情的全部。編碼和解碼7、詞語(yǔ)與其表達(dá)的事物之間有差距。8、溝通中使用的符號(hào)須在溝通者心目中代表相同的意義。55知覺個(gè)體為了理解周圍環(huán)境而對(duì)他們的感性的印象進(jìn)行組織加工和解釋的過(guò)程。人的所有行為都是以對(duì)現(xiàn)實(shí)的知覺而非現(xiàn)實(shí)本身為基礎(chǔ)的。56影響知覺的因素知覺者因素態(tài)度動(dòng)機(jī)興趣經(jīng)驗(yàn)期望環(huán)境因素時(shí)間工作環(huán)境社會(huì)環(huán)境認(rèn)知對(duì)象因素新穎性運(yùn)動(dòng)聲言大小背景相近性知覺57常見的

35、知覺偏差選擇性知覺根據(jù)自己的興趣、背景、經(jīng)驗(yàn)和態(tài)度，有選擇地解釋自己所看到的東西。對(duì)比效應(yīng)對(duì)某人的評(píng)價(jià)容易受到自己對(duì)其他人評(píng)價(jià)的影響。投射將自己的特性強(qiáng)加于到別人身上。暈輪效應(yīng)根據(jù)某人的一種特征去推斷其具有的其他特征。一好百好，一壞全壞。58知覺在組織中的應(yīng)用皮格馬利翁效應(yīng): 當(dāng)上級(jí)對(duì)下屬產(chǎn)生不正確的期望后，下屬果然表現(xiàn)出與上司看法相同的行為。59怎樣保證準(zhǔn)確的知覺認(rèn)識(shí)到每個(gè)人的知覺都會(huì)有偏差，完全客觀是不可能的。認(rèn)識(shí)到不同的位置會(huì)使人對(duì)于事實(shí)有不同的看法，并對(duì)所觀察到的東西做不同的推論。當(dāng)與別人的意見不一致時(shí)，盡量返回到雙方當(dāng)初對(duì)事物的觀察是否有差異。當(dāng)新的觀點(diǎn)對(duì)于自己的想法不一樣時(shí)，要意識(shí)到自己的觀點(diǎn)而非對(duì)自己構(gòu)成挑戰(zhàn)的觀點(diǎn)值得重新反思。60事實(shí)與推斷事實(shí)基于個(gè)人的觀察，很容易被驗(yàn)證。同一文化背景下的所有人都信以為真的東西就是事實(shí)。推斷人們根據(jù)自己的觀察而作出的推測(cè)。推測(cè)不一定正確。不同的人可能作出不同的推測(cè)。61溝通中正確處理事實(shí)和推斷區(qū)分哪是事實(shí)、哪是推斷。當(dāng)根據(jù)從別人那