管理溝通課件

ManagementCommunicationContents:Lecture1BasicsofCommunicationLecture2Management&CommunicationLecture3RelatedTheoryofManagementCommunicationLecture4OrganizationalCommunicationLecture5Group,TeamCommunicationLecture6MeetingsLecture7InterviewsLecture8CrisisCommunicationLecture9InterpersonalCommunicationLecture10ListeningLecture11Non-verbalCommunicationLecture12OralCommunicationLecture13WrittenCommunicationLecture14PressureCommunicationLecture15Cross-culturalCommunicationLecture16ManagementcommunicationofFutureOrganizationsReferences《管理溝通指南》MARYMUNTER著.錢小軍等譯.清華大學(xué)出版社.1998《管理溝通—理論與實踐的交融》查爾斯·E·貝克著.康青等譯.中國人民大學(xué)出版社.PrenticeHall.2003《管理溝通—理念與技能》魏江編著.科學(xué)出版社.2001《商務(wù)與管理溝通》(第六版)KITTYO.LOCKER著.康青等譯.機械工業(yè)出版社.2005“CommunicationforManagers”(sixthedition).Sigband&Bell.InternationalThomsonPublishing.1994Pedagogy:LectureClassroomdiscussion&activityRoleplayCasestudyEvaluation:ClassroomperformanceIndividualworkGroupworkFinalexam3AsCourseObjectives

Awareness

Attitude

ActionTwoStories：JackandRoseMessage:“Waitformeattheusualplaceon8/6inthecomingyear.”“CommunicationFailurebytheDistinguished”Albert:“Whoisit?”Queen:“ThisistheQueen.”Albert:“Whoisit?”Queen:“ThisisVictoria.”Albert:“Whoisit?”Queen:“Thisisyourwife.”SomePeopleHaveItThat:“Communicationisnotdifficult,wearecommunicatingeveryday,aren’twe?”“Ihavetoldhim,soIhavecommunicatedwithhim.”“Ihavetoldthem,buttheyfailedtounderstandme.”“OnlywhenIwanttocommunicate,therewillbecommunication.”ImplicationofCommunicationWhatisintendedtosayWhatissaidWhatisheardWhatisinterpretedWhatisresponded

BasicsofCommunication

DefinitionProcessofpassingandunderstandinginformationandknowledgeWaytolearnothers’thought,feeling,opinionandviewofvalues,two-wayeffortLubricantforeffectiveoperationofthesystem

7BasicElementsof

Communication

Source

Audience

Goal

Context

Message

Channel

FeedbackSourceStrategyWhatisyourcommunicationobjective:”Asaresultofthiscommunication,myaudiencewill...”?Whatcommunicationstyledoyouchoose:tell,sell,consult,orjoin?Whatisyourcredibility:rank,goodwill,expertise,image,sharedvalues?AudienceStrategyWhoarethey:primary,secondary,gatekeeper,opinionleader,keydecision-maker?Howcanyouanalyzethem:asindividuals?Asagroup?Whatdotheyknow:necessarybackgroundinformationandnewinformation,expectationsforstyle,channel,andformat?Whatdotheyfeel:interestlevel,probablebias,hardoreasyforthem?Goal

ToinformToinstructTogetapprovalTokeeptherelationMessageStrategyHowcanyouemphasize:directorindirect?Howcanyouorganizeastrategicmessage?CommunicationChannelOralcommunication(face-to-face,telephone,meeting,presentation)Writtencommunication(memos,letters,reports,bulletinboards,posters,computer/emails,fax)Non-verbalcommunication(vocalquality,facialexpression,gesture,posture)CommunicationContextPsychologicalcontextPhysicalcontextSocialcontextCulturalcontextBasicCommunicationModel

ChannelReceiverEncodingNoiseDecodingSenderFeedbackCommunicationStyle

Low

High

LowHigh

Audienceinvolvement

Join

ConsultSell

Tell

ContentcontrolWhentousethetell/sellstyleYouhavesufficientinformationYoudonotneedtohearothers’opinions,ideasorinputsYouneedorwanttocontrolthemessagecontentyourselfWhentousethe

consult/joinstyleYoudonothavesufficientinformationYouneedtohearothers’opinions,ideas,orinputsYouneedorwanttoinvolveyouraudienceincomingupwiththemessagecontentCommonBarriersto

Communication

Timeandplace

Interruptionduringthetransmission

Limitofresources

Semanticsproblem

Differencesinperception

Inappropriatelanguage

Inattentionbyeitherparty

LackoftrustStrategiestoCommunicationBarriers

Choosesuitabletimeandplace

Ask

Behonestandsincere

Respect

LearnmoreToReflectontheFollowingQ’s:Whatisthedefinitionofcommunication?Explainthebasicelementsofcommunication.Describethebasiccommunicationprocess.Whatisthebasiccommunicationstyle?

GroupActivityRecallfrompastexperienceanyencounterwithothersWhatkindofcommunicativestyledidyouuseDidyouuseiteffectivelyoryoumighthaveusedanotherstyle

Lecture2

Management

Communication

Theeffectivecommunicationbtwnmanagersandtheiremployeesistheessenceofmanagerialart!ManagementandCommunicationPeterF.Druker：

Communicationisthebasicfunctionofmanagement.TraditionalManagerialFunctionsPlanningsetsthestageOrganizingarrangesthecomponentsDirectingdeterminesdailyoperationsControllingverifiestheprocessPeterF.Druker：SetsobjectivesOrganizesMotivatesandcommunicatesEstablishesyardsticksDevelopspeopleCommunicateCommunicateSequenceofManagementFunctions

BeforeEventsContinualDuring/afterEvents

PlanDirectOrganizeControl

MotivateManagerialRoleandCommunication

InterpersonalrelatingInformationdisseminatingDecisionmakingAccordingtoARecentStudy:“About70%enterprisefailureisduetocommunicationfailure.”Importance&BenefitsofEffectiveCommunication

“Lifeblood”ofeveryorganizationBenefitsinyourcareerChallengeofcommunicationintheglobalmarket“Lifeblood”ofEveryOrganization

TheRoleTheIndividualTheWorkGroupTheOrganizationTheExternalEnvironmentNervousSystemMaslow’sHierarchyofNeedsSelf-ActualizationNeedsEsteemNeeds

SocialNeedsSecondarySafetyNeedsPhysiologicalNeedsPrimaryBenefitsinYourCareerAvaluablejobrequirementAnessentialforpromotion8QualitiesLeadingtoACEO

AbilitytocommunicateAmbition-driveCollegeeducationAppearanceSounddecision-makingskillsSelf-confidenceAbilitytogetthingsdonethroughpeopleCapacityforhardwork

ChallengeofCommunicationinGlobalMarket

Theever-fiercecompetitionofthemarketRapiddevelopmentofscienceandtechnologyChangeofemployeetypeIncreasedsocialresponsibilityofenterpriseAlvinToffler’s“PowerShift”(1990):“Wearenowinacommunicationrevolution.”

CaseAnalysisTask-orientedmanagerRelation-orientedmanagerLecture3RelatedTheoryofManagementCommunicationClassic

TheoryHumanRelationsTheoryHumanResourcesTheoryClassicApproach（1880-----1920）HistoricalandculturalbackgroundScientificmanagementBureaucraticorganizationHistoricalandCulturalBackgroundIndustrialRevolution-----beginningofmodernorganizationTime：1870sPlace:StartedinEngland,followedbyarapidexpansionofindustrialisminNorthernEuropeandNorthAmericaResult:factorysysteminplaceoflabourworkshop,machineryinplaceofmanuallabour,industrialsocietyinplaceofagriculturalsocietyImpactonOrganizationandManagementCommunicationChangeintherelationshipbetweenpeopleduetochangeofsocialproductionandwayofallocationresultedfromfactorysystemChangeinwayofmanagerialcommunicationduetolabourdivisionandhierarchyScientificManagementPioneer:FredericTaylor(1856-1915)Book:PrinciplesofscientificManagementViewpoint:thebestmanagementisatruescience,restinguponclearlydefinedlaws,rulesandprinciplesBureaucraticOrganizationThewell-knownGermanscholar:MaxWeber(1946)Principles:StructureandfunctionoforganizationMeansofrewardingeffortinorganizationsProtectionsfortheindividualswhodotheworkHumanRelationsApproachTheHawthorneStudiesandMayo’sviewpointBarnard’sviewpointOhioStateUniversity’sstudyofleadertraitsHerzberg’stwo-factortheoryFiedler’scontingencytheorySimon’sdecision-makingmodelTheinstitutionalschool

HistoricalandCulturalBackgroundTime:1929-1940Event:theGreatDepressionWorldWarIIanewwayofunderstandinghumanbehaviourEltonMayobelievedthat:Societyiscomprisedofgroups,notisolatedindividualsIndividualsateswayedbygroupnormsanddonotactaloneinaccordwithself-interestsIndividualdecisionsarenotentirelyrationalbutareinfluencedbyemotionsMajorPointsbyChesterBarnardThefunctionsoftheExecutive（1938）AssertingtheimportanceofcooperationinorganizationsTheroleofmanagementwaslargelycommunicativeandpersuasiveEffectivemanagerscommunicatedinwaysthatencouragedworkerstoidentifywithorganizationOhioStateUniversity’stwo-dimensionedleadertraits

InitiatingstructureActiveinplanning,communicating,scheduling,andorganizingConsiderationShowedconcernforthefeelingsofsubordinates,promotedmutualtrust,andfosteredtwo-waycommunicationAmajorfinding:Traditionalmanagementskills---thatis,thoseassociatedwithinitiatingstructure---wereequallyasimportantasinterpersonalskillsinpromotingproductivityFrederickHerzberg’sTwo-factorTheoryHygienefactor:corporatepolicy,managerialbehaviour,workingcondition,interpersonalrelations,position,safetyandlivingconditionMotivatingfactor:self-actualization,recognitionofworkachievements,challengingwork,workwithhighresponsibilityandworkinfavourofcareerdevelopmentFredFiedler’sContingencyTheoryTask-orientedstyle:whenagroupiseitherveryfavourableorveryunfavourabletowardaleaderInterpersonalstyle:whenagroupissomewhereinthemiddleHerbertSimon’sDecision-makingModelKeyassumption:individualdecisionmakingisonlyintendedtoberationalFindingsandimplicationsformanagementcommunicationIndividualsinorganizationssatisfice,notmaximizeDecisionmakingislimitedthroughdecisionpremises,whichareconstructedlargelythroughcommunicationOrganizationscanexertunobtrusivecontroloveremployeesthroughthecontrolofdecisionpremisesPhilipSelznick’sInstitutionalApproachtoOrganizationKeyassumption:organizationsaredependentontheirsocialenvironmentsforlegitimacyandsurvivalFindingsandimplicationsformanagementcommunicationThereareimportantdifferencesamongorganizationsOrganizationshavealifeoftheirownapartfromindividualmembersorgroupsOrganizationalstatespersonsmustmanagerelationshipwithenvironmentInstitutionslimitcertainkindsofcommunicationtoshieldtheirtechnicalcorefromevaluationHumanResourcesApproachArgyris’immature---maturetheoryMaslow’shierarchyofneedsMcGregor’sX-YtheoryLikert’semployeeparticipationtheoryHistoricalandCulturalBackgroundAfter1950s，greatadjustmenttoindustrialstructureintheWestAshiftofprocessingindustrytoserviceindustry;morewhite-collaredemployeesthanblue-collaredonesDuring70s，withtherapiddevelopmentofglobaleconomy,therewasanever-fiercecompetitionbothathomeandabroadTheeconomyofwesterncountriesfacedgreatchallengeMoreandmorelawsandactswereissuedtoimproveworkingcondition,emphasizingthatmanagersshouldregardemployeesasimportantresources,andandshouldrealizetheimportanceofemployeeparticipationindecision-makingandmanagementChrisArgyris’Mature—immatureTheoryPersonalityandOrganization(1957)Byacceptedstandards,theperfectemployeeisanidiot,andthebureaucraticformfrustratestheinterestsoftheindividualCallsforarevisedformoforganization,onethatbettermeetstheneedsofthedevelopingindividual

AbrahamMaslow’sHierarchyofNeedslizationSelf-esteemSocialSafetyPhysiologicalSelf-actua-DouglasMcGregor’sX-YTheoryTheoryX:assumedthataverageemployeedislikedworkandwouldavoidresponsibilityunlesscloselycontrolledTheoryY:sawemployeesashavingapotentiallyhighcapacityforautonomyandresponsibilityandbeingarichsourceforcreativeinnovationRensis

Likert’sEmployeeParticipationTheoryExploitativeauthoritativeBenevolentauthoritativeConsultativeParticipativegroup

Whichismoreimportant？EmployeeProfitsFinishtheExercisesandCaseStudyofThisChapter

Organizational

CommunicationLecture4TypesofOrganizationalCommunicationInternalcommunicationHorizontalVerticalDiagonalExternalcommunicationOrganizationalStructureManagerialCommunication

FormalInformalWrittenOralDownwardCommunicationBosstohis/hersubordinates3mainpatterns:writteninterviewElectronicMBWAInterpretationFunnelInterpret.byempl.20%Interpret.bytheGL30%Interpret.bytheSL40%Interpret.bythePM56%Interpret.bytheDM66%Originalinfo.oftheCEO100%Lostinfo.LostinfoUpwardCommunication

Thesubordinatetohis/herboss3majorpatterns:feedbacksysteminformaldiscussioninspectorHorizontalCommunicationCommunicationbtwnthepeersThefunctions：HelptorealizetheorganizationalgoalsMake-upofverticalcommunicationObstaclesofHorizontalCom.DepartmentalselfishnessShort-sightedoftheemployeesPersonalityconflictsSuspicionandfearGrapevineHABDFGCEFunctionsofEffectiveCommunicationMotivation(1992,AmericanNorthwestAirlines,phonecall)Innovation(Panasonic,BernardShaw’sapple)Exchange(MarketingandProduction)ExternalCommunicationOrganizationForeignfirmClientGovernment

MediaSupplierCommunityCaseStudy亨達(dá)公司面臨什麼危機?產(chǎn)生這場內(nèi)訌的原因是什麼?怎樣幫助亨達(dá)公司走出這場困境?Case:2000年，亨達(dá)公司所有的部門都捲入一場內(nèi)訌，大家彼此指責(zé)對方。產(chǎn)品開發(fā)部人員對行銷部的人大為不滿，認(rèn)為他們沒有提供新產(chǎn)品的詳細(xì)計畫書；他們對銷售人員也不滿，認(rèn)為銷售人員沒有向他們回饋顧客對新產(chǎn)品的意見。生產(chǎn)部的人認(rèn)為銷售人員只關(guān)心自己的銷售額，不惜以犧牲公司的利益的作法來推銷產(chǎn)品。同時，他們也信不過市場行銷部的人，因為他們?nèi)狈?zhǔn)確預(yù)測市場趨勢的能力。另一方面，行銷部則認(rèn)為，生產(chǎn)部的人思想保守、不願冒險，他們對生產(chǎn)部的不合作和無休止的誹謗非常憤怒。他們也看不慣產(chǎn)品開發(fā)部的人，認(rèn)為他們動作遲緩，對他們的要求根本沒有反應(yīng)。而銷售部的人則認(rèn)為行銷部的人沒有工作能力，有時在電話上與生產(chǎn)部的人大吵大鬧，指責(zé)生產(chǎn)部的人對顧客提出的售後服務(wù)的要求置之不理。

Lecture5

Group,TeamCommunicationTypesofGroupsStructuringAdjustingDecision-makingRolesPlayedbyMembersinGroupCommunicationTomaintainworkTomaintainorganizationTomaintainoneself

GroupConflictandCoordination

Highcompetingcooperating

compromising

avoidingacceptingLowLowconsideringothersHigh

Consideringoneself4BasicTypesofFormalCommunicativeGroupsChainwheelRingAll-way-throughTypesandFeaturesofTeamsProjectteamdevelopingProblem-solvingFunctional

WorkteamLeastempowermentPartialempowermentMostempowerment

ElementsofTeamCommunicationNormstobesetRolesmemberstoplayPositiveNegativeLeadershipqualityLeadershipQualityCompetentTrustworthyAdaptableDiligentTeamCommunicationatDifferentPeriodsBeginningstagePreliminarysuccessstageContinualdevelopmentstageMaturestage

中層管理者在授權(quán)體制下的道德規(guī)範(fàn)淩真最近非常困擾。他的公司正在採取一個大變革的行為，包括了通過一個員工授權(quán)計畫來發(fā)展自主式管理的團隊。淩真一直都是以舊式管理風(fēng)格做事的一個中層管理者，現(xiàn)在他成為了一個幫助團隊發(fā)展的促進者。淩真支持變革並致力於變革的實施。但是，最近他遇到了一個有關(guān)授權(quán)的問題。這個問題是如何運用策略處理團隊提出的不適合實施的建議而不挫敗團隊成員，阻礙他們在將來貢獻(xiàn)更多的新主張。簡而言之，雖然所有交給他的主張與建議都是團隊成員懷著熱情發(fā)起的，但不是所有的主張與建議都是一樣可行的。淩真不希望被員工認(rèn)為他是一個拒絕變革的人，但又不希望為了取悅他的團隊簡單地就不參與決策，這使問題更複雜化了。在變革以前，他一直是一個很稱職、博得員工讚賞的管理者，但他現(xiàn)在發(fā)現(xiàn)要維持這樣一個好的管理者的形象是多麼的不容易。當(dāng)他意識到了這個問題的存在，他心理有三個不好的打算。他可以批準(zhǔn)團隊的主張即使他感覺這是個不好的主張，而這樣他就違反了對組織負(fù)責(zé)的道德規(guī)範(fàn)，卻能夠支持組織授權(quán)的變革；他可以忽略團隊的任何他認(rèn)為不可靠的建議，這樣，他對團隊的行為就違反了規(guī)範(fàn)，並且可能會不利於組織的變革；或者，他也可以反對團隊的建議而冒著被員工簡單地認(rèn)為他是一個墨守成規(guī)的人，從此不授權(quán)給他們將來可能會減弱他們支持變革的意願。淩真應(yīng)該怎麼做？鑒於你已經(jīng)學(xué)了在組織中群體關(guān)係的知識，你認(rèn)為淩真有什麼其他的選擇？CaseAnalysis:Lecture6

Meetings

ProblemsPeopleOftenFeelPuzzledWhyaremeetingssoimportant?Whydomeetingsendupinfailure?Howtogetreadyformeetings?Howtomakepre-meetingplans?Whatarethefactorsaffectingtheeffectivenessofmeetings?Whatarethestrategiesofeffectiveandefficientmeetings？PurposeofMeetingExchangeinformationGiveinstructionSolveproblemMakedecision

TypesofMeetingsNegotiatingInformingProblem-solvingDecision-makingExchanging

OrganizationoftheMeetingPre-meetingpreparationMeetingprocesscontrolPost-meetingfollow-upPre-meetingPreparationIdentifythenecessityofthemeetingSettheobjectiveofthemeetingGetreadywiththedocumentsSelectthechairpersonDecideuponparticipantsBookthemeetingroomPrinciplesofNoMeetingIfthereisalreadyaweeklymeetingIfthecostofmeetingistoohighIfthereisabetterwaythanholdingameetingIfthereisnothingveryimportantIfyouaretheonlypersontomakeadecision,ortohowtodealwiththeproblemcorrectlyWhentheinformationistobecommunicatedtomanypeoplesimultaneouslyWhenthereisaneedtoeitherpraiseorcriticizeagroupofpeopleinpublicWhenmorepeoplearenecessarytomakeadecisionWhenyouwanttoknowabouttheperformanceofthedepartmentsWhenyoudelegatetaskstoagroupofpeople

PrinciplesofHoldingMeetingsDocuments

AgendaMinutesPrinciplesofDesigningAgendasListthetopicsDecideonthepriorityBepracticalMakeproperadjustmentProvidebackgroundmaterialsMinutesNameofthemeetingPlaceanddateDurationOrganizerParticipantsAbsenteesOpeningspeechbythechairpersonProcessofthemeetingResolutionTimeandplaceofnextmeeting

LayoutoftheMeetingRoomAuditoriumtypeUtypeRoundtabletypeOblongtabletypeClassroomtypeVtypeMeetingProcessControlAnnouncethethemeandpurposeofthemeetingPutforwardthetopicaccordingtotheagendaGiveeveryonetheopportunitytoairviewsControlthediscussionAbidebythepre-settimeSummarizepointsupontheendofthemeetingIdentifythetopicsandtimefornextmeetingPost-meetingFollow-upMakesuretheminutesarecorrectDistributetheminutesorbulletinsResolutionsmakingclearaboutthenameofthepersoninchargeofthetask,timeandstandardMakeknownthedateandtimeofnextmeetingSuperviseandcheckhowwelltheworkwasbeingcarriedonRolesintheMeetingThechairpersonThesecretaryOtherparticipants

QualitytheChairpersonShouldBearSharpandclearthinkingArticulateCommunicativeActivelisteningResponsiveAnalyticalFairandopen-mindedHumourousMajorResponsibilityoftheChairpersonGetwellpreparedbeforethemeetingAnnouncethebeginningofthemeetingPutforwardthetopicsofthemeetingControltheprocessofthemeetingSummarizethemeetingFollowuptheresultofthemeetingMajorResponsibilityoftheSecretaryCorrectlytakedownthemainpointsofthemeetingDistributethemeetingbulletinIdentifytheimplementer,henecessaryresourcesandthedeadlineofthetaskSitontheright-handsideofthechairpersonOtherParticipantsBeclearaboutthepurposeofthemeetingBefamiliarwiththecontentsofthemeetingBereadytomakeaspeechBecompliantwiththerulesofthemeetingCommonObstaclesinMeetingsExternalenvironmentTransformingprocessLanguageFactorsonEffectivenessofMeetingsInappropriatetimeVaguepurposeLongerthannecessaryEasyissuesmadecomplicatedTalkative

StrategiesforEffectiveMeetingsBepracticalBeclearaboutthepurposeandobjectivesChooseappropriateparticipantsWorkoutreasonableagendaArrangethelogisticsproperlyControlthepaceDistributethebulletinCommunicativeSkillsintheMeetingBepositiveLeartolistenGetridofcomplaintsanddissatisfactionDevelopgoodEQTrytoencouragemoreGraspskillsofaskingquestionsEnhancepersonalcommunicativeability

FinishtheexercisesofthischapterSimulaterealsituationsLecture7

InterviewsPurposeofInterviewCommunicateinformationLookforchangeinperceptionandbehaviourMakedecisionSolveproblemGathernewinformation

PreparationforInterviewPurposeAudiencePlaceandtimeContentsPattern

ProcessofInterviewOpeningCreatingatmosphereClarifyingpurposeExchanginginformationFinishingResultsTypesofInterviewPerformancefeedbackinterviewJobinterviewInterviewforgatheringinformationInterviewforcommunicatinginformationInterviewforsolvingproblemPreparationforPerformanceFeedbackInterviewIdentifyinterviewerCollectandanalyzeinformationWorkoutoutlineoftheinterviewDecideontimeandplaceInformtheintervieweeProcedureofPerformanceFeedbackInterviewOpeningspeechSelf-assessmentbytheintervieweeEvaluationontheintervieweeExchangeofopinionsFurtherdiscussiontoreachcommongroundAgreementontheresultofperformanceevaluationClosingPrinciplesofPerformanceFeedbackInterviewListenactivelyBehonestandfriendlyPraisefirst,thencriticizeCallaspadeaspadeBeawareofemployee’sperformanceControltheprocessofinterviewProcessofJobInterviewTypesoftheinterviewPreparationsoftheinterviewsSkillsoftheinterviewees

TypesofJobInterview■Structuredinterview(Formal)■

Unstructuredinterview(Informal)■

Onetoone■

PanelinterviewPrepareJobInterviewQuestions

WorkexperiencerelatedquestionsEducationandtrainingbackground

relatedquestionsPersonality,workstyle,attitudeandvaluerelatedquestionsOtherQuestionsSkillsforJobInterviewer■Avoidunplannedinterview■

Choose

appropriateplaceandtime■Createanopenclimate■Encouragetospeakmore■Respecttheinterviewee■Avoidbeingemotionallyaffected■Listeningandtakingnecessarynotes■Payattentiontothenon-verbalbehaviours

UseSilenceIngeniously

80%Listening

20%Speaking

FormatofJobInterviewIntroductionDisconnectionintheCVInterviewee’spersonalityandwayofdoingthingsInterviewee’sinquiryabouttheworkandpay

StyleofJobInterviewInformativeSituationalChallengingAbility-checking

AlternativesofTestingAbilityHandwritingPersonalitySkillIntelligenceSituation

OverallEvaluationofthe

IntervieweeFirstimpressionAwidequestion-coveragePayattentiontothecareerdevelopmentoftheinterviewee

BeawareofthedisconnectionAssesstheabilityoftheintervieweeAssessthepersonalityoftheintervieweeAbilitiesandSkillsofthe

IntervieweeOrganizingAnalyzingDecision-makingCommunicatingAdvicetotheJobIntervieweeTakeanoveralllookattheinterviewBeawareofyourownmeritsandshortcomingsTryto“showoff”duringtheinterviewBeWell-informedoftheOrganizationWhetheritisabigcompanyorasmalloneWhetheritispublicorprivateThesizeThelocationTheannualturnoverWhetheritisalistedcompanyWhetheritisexpandingornarrowingWhetherithasanysubsidiary(ies)ThereputationofitsindustrialrelationAnyrecentnewsreleaseconcerningthecompanyThenameoftheCEOWhetherithasanyexportbusinessDoesthecompanyofferanytrainingandcareerdevelopmentschemesToSeeOurselvesasOtherSeeUsWhatmakespeoplelikeyouWhatmakespeopledislikeyouWhatareyougoodatWhatareyoupooratWhatdoyourcolleaguesthinkofyouIsthereanydifferencebetweenbeingathomeandintheofficeIntheCourseoftheInterviewFocusonleavinggoodimpressionCallaspadeaspadeBeconfidentAvoidinappropriatenon-verbalbehaviours

VoiceTurnoffsApathyRushedIrritationPhoneynessHesitation

MessageDeliveryGuidelinesTone(respectful,straight,honest)Articulation(good,clearwords)Pitch(middlerange)Volume(middlerange)Projection(projectenergyandenthusiasm)Rhythm(verified)Pace(moderate)Casestudy:HowmanyratsinHongKong?TheAbilitiesBeingTestedStructuredthinkingLogicalthinkingPragmaticabilityReflectiveabilityCommunicativeabilityCreativeabilityRolePlay:Areyouactingappropriatelyeitherasanintervieweroraninterviewee?Theclassisdividedintothreegroupsofinterviewers,intervieweesandobserversrespectively,thegroupsofwhicharethensubdividedintopanelgroupsoffour.Thesegroupsaretoholddifferentinterviewswiththecandidates,withtheobserversobservingthewholeprocess.Lecture8

CrisisCommunicationTypesofMajorCrisisEconomyinformationMaterialfactorHumanresourcesReputationBehaviourNaturaldisaster

MajorFeaturesofCrisisSuddenDisastrousUnpredictableUrgentShortofinformationSeriouslackofresourcesChallengingEmotionallyoutofcontrolMediaeye-catching

4PeriodsofCrisisFormingandDevelopingPre-crisisBeginningofthecrisisMiddleofthecrisisPost-crisisTypesofCrisisCommunicationPre-crisiscommunicationCommunicationfromthebeginningtothemiddleofthecrisisPost-crisiscommunicationPre-crisisCommunicationCrisisinvestigationInternalExternalCrisisforecastCommunicationfromthebeginningtothemiddleofthecrisisStep1：controlsituationStep2：defineproblemStep3：gatherinformationStep4：establishemergencycentreStep5：in-timecommunicationPost-crisisCommunicationStep1：communicatewithallthoseaffectedbythecrisisStep2：maintainoperativestatusStep3：workoutplansavoidingfurthercrisis

CrisisCommunicationModel

pre-crisisbeginningtothemiddleofthecrisispost-crisis

communicationcommu