《意义的传递与理解》PPT课件.ppt

PowerPoint Presentation by Charlie Cook Copyright 2004 Prentice Hall, Inc. All rights reserved.,Chapter 12,Communication and Interpersonal Skills,Copyright 2004 Prentice Hall, Inc. All rights reserved.,122,Case,Suppose that you work in a seven-eleven shop from 11 pm to 7 am. One night, a robber breaks in with a gun and asks you to open the safe. You dont have the key of the safe. What would you say at that moment? I cant do it. I am unable to do it.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,123,L E A R N I N G O U T C O M E S After reading this chapter, I will be able to:,Define communication and explain why it is important to managers. Describe the communication process. List techniques for overcoming communication barriers. Describe the wired and wireless technologies affecting organizational communications. Identify behaviors related to effective active listening.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,124,L E A R N I N G O U T C O M E S (contd) After reading this chapter, I will be able to:,Explain what behaviors are necessary for providing effective feedback.,Understanding Managerial Communication,What is Communication? The transfer and understanding of meaning 意义的传递与理解 everything that a manager does involves communication effective communication does not equal agreement, Prentice Hall, 2002,11-5,Understanding Managerial Communication,interpersonal communication - occurs between people organizational communication - all the patterns, networks, and systems of communication in an organization 组织中沟通的各种方式、网络和系统, Prentice Hall, 2002,11-6,Copyright 2004 Prentice Hall, Inc. All rights reserved.,127,游戏1,对指示的反应,Copyright 2004 Prentice Hall, Inc. All rights reserved.,128,Copyright 2004 Prentice Hall, Inc. All rights reserved.,129,The Communication Process,Communication process The transferring and understanding of meaning,编码,解码,媒介,反馈,Organizational Communication,Formal Communication communication required to do ones job takes place within prescribed work arrangements Informal Communication not defined by the organizations structural hierarchy grapevine, Prentice Hall, 2002,11-10,Organizational Communication Networks,Grapevine 小道消息 - an informal network that is active in almost every organization important source of information can be used to disseminate important information grapevine cannot be abolished rumors can never be eliminated entirely,11-11,Process Of Interpersonal Communication,Methods of Communicating Interpersonally a wide variety of communication methods exist Written Verbal Nonverbal Body language Verbal intonation, Prentice Hall, 2002,11-12,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1213,Written Versus Verbal Communications,Written Tangible Verifiable More permanent More precise More care is taken with the written word,Verbal Consumes less time Known receipt Quicker response Quicker feedback Less secure,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1214,Nonverbal Communications,Body language Nonverbal communication cues such as facial expressions, gestures, and other body movements Verbal intonation 语调 An emphasis given to word or phrases that conveys meaning,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1215,Nonverbal Communications,55% Body language,7%,38% Verbal intonation,word,Facial Expressions Convey Emotions, Prentice Hall, 2002,11-16,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1217,Communication Barriers,Filtering 过滤 The deliberate manipulation of information to make it appear more favorable to the receiver. 故意操纵信息使之更易得到接受,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1218,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1219,Communication Barriers,Selective perception 选择性知觉 Selective hearing communications based on ones needs, motivations, experience, or other personal characteristics. 根据自己的兴趣，动机，经验等理解信息,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1220,What have you seen in the picture?,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1221,What have you seen in the picture?,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1222,Communication Barriers,Information overload 信息超载 The result of information exceeding processing capacity Emotions 情绪 interpretation of a message affected by the way the receiver feels Jargon 行话 Technical language that is not understood by outsiders National culture 民族文化 Communication differences that arise from the different languages and national cultures,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1223,一个美国主管与中国下属的沟通,美国人:“你认为要多久才能完成这个报告? 中国人:“不知道, 你认为要多久?” 美国人:“你自己应该清楚要多久?” 中国人:“10天。” 美国人:“那么15天. 怎么样? 15天内完成?”,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1224,一个美国主管与中国下属的沟通,美国人:“你认为要多久才能完成这个报告? 美国人: 我请他参与。 中国人: 他的行为毫无意义！他是老板，为什么不直接告诉我。 中国人:“不知道, 你认为要多久?” 美国人: 他拒绝承担责任。 中国人: 我请他指示。,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1225,一个美国主管与中国下属的沟通,美国人:“你自己应该清楚要多久?” 美国人: 我逼迫他对自己的行动承担责任。 中国人: 真是胡说。我最好给他一个满意的回答。 中国人:“10天。” 美国人: 他缺乏估计时间的能力；这个时间完全不准确。 美国人:“那么15天. 怎么样? 15天内完成?” 美国人:我提出了一个约定。 中国人:这就是他给我的命令，15天。,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1226,一个美国主管与中国下属的沟通,而实际上需要30天才能完成这个报告. 所以, 这个中国人夜以继日地工作. 但15天过去了, 他还需要一天的时间才能完成. 美国人:“报告呢?” 美国人:我想确认他完成了约定的事。 中国人:“明天可以做完。.” 中国人:他在要报告呢。 (双方都确认了报告没有完成。),Copyright 2004 Prentice Hall, Inc. All rights reserved.,1227,一个美国主管与中国下属的沟通,美国人:“但我们不是讲好今天搞完的吗?” 美国人:我一定要教他完成约定的事。 中国人:这个愚蠢无能的老板!他不仅乱下命令, 还无视我用16天干了30天的工作。 中国人:我不能替这样的人工作。 中国人辞职了。 美国人很吃惊。,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1228,讨论,那位美国经理与中国下属之间的误解是怎样产生的？,Overcoming the Barriers,Use Feedback - ask a set of questions about a message to determine whether it was understood as intended Simplify Language - tailor the language to the audience Listen Actively - listen for full meaning enhanced by developing empathy with sender, Prentice Hall, 2002,11-29,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1230,Nonverbal Communications,55% Body language,7%,38% Verbal intonation,word,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1231,听,用口去听,用耳朵听；用眼睛看 用心聆听,聽,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1232,游戏2,聆听练习,Active Listening Behaviors, Prentice Hall, 2002,11-33,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1234,一只小猪、一只绵羊和一头乳牛，被关在同一个畜栏里。有一次，牧人捉住小猪，小猪大声号叫，猛烈地抗拒。绵羊和乳牛讨厌小猪的号叫，便说：他常常捉我们，我们并不大呼小叫。小猪听了回答道：捉你们和捉我完全是两回事，他捉你们，只是要你们的毛和乳汁，但是捉住我，却是要我的命呢! ,故事,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1235,如何回应？,听到以下的话，你会如何回应？ “我真受够了我的老板，他总是批评我做的每一件事”,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1236,真受够了我的老板，他总是批评我做的每一件我事。 你太不幸了。 我的老板也这样。 你应该跟他谈谈。 没那么糟糕吧，不会有问题的。,传统式的回应,回答,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1237,以同理心感受对方的情绪并表达出来。 1重述字句 2重整内容 3反应感受,同理心的沟通法则1,句型:因为你你感到.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1238,真受够了我的老板，他总是批评我做的每一件我事。 你的老板总是批评你，让你感到很沮丧， 是吗？,同理心沟通回应,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1239,由衷地倾听可以 提供心理的空气 营造互信的气氛 消除对方的戒心 为坦诚交流打下基础,沟通的第一步是建立关系,Overcoming the Barriers,Constrain Emotions 控制情绪 - emotions severely cloud and distort the transference of meaning Watch Nonverbal Cues 留心非语言线索 - actions should be aligned with words nonverbal message should reinforce verbal message, Prentice Hall, 2002,11-40,Organizational Communication,Direction of Communication Flow 沟通流动的方向 Downward - flows from a manager to subordinates used to inform, direct, coordinate, and evaluate employees Upward - flows from subordinates to managers amount of upward communication affected by the culture of the organization trust and empowerment increase upward flow, Prentice Hall, 2002,11-41,Organizational Communication,Direction of Communication Flow Diagonal 斜向的 - cuts across both work areas and organizational levels benefits efficiency and speed e-mail facilitates diagonal communication,11-42,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1243,管理实例,你手下的14个人只有三台电脑，而其他三个部门人员少，电脑却比你多。你需要再添置三台电脑，于是你想向上级反映这个问题。 选择： 你申诉说，“别的部门人比我们少，电脑却比我们多，为什么我们不能多添几台电脑？”,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1244,准则,抱怨等于把责任推给别人，不利于问题的解决。 提出具有建设性的意见，可以更快地达到目的。,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1245,和下属的沟通,你部门的一位员工向你抱怨说每天完成某一项任务费时太多。 对此你会怎么应对？ 经理说：“很高兴你能提出这个问题。我现在很忙。让我考虑一下，再通知你。”,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1246,下属为了确保经理不会忘记这件事，以后会经常将头探进经理办公室，欢快地询问道，“怎么样了？” 经理从下属那儿接过了责任，并承诺汇报工作进展状况。,Copyright 2004 Prentice Hall, Inc. All rights reserved.,1247,准则,让对方拿出一个办法来，即可以迫使对方积极思考，又体现出你尊重对方意愿的宗旨。,对改变工作程序你有什么更好的意见吗？,Understanding Information Technology,information technology has changed organizational communication disseminates more complete information provides more opportunities for collaboration employees are fully accessible Networked Computer Systems Wireless Capabilities, Prentice Hall, 2002,11-48,Understanding Information Technology,Networked Computer Systems e-mail - instant transmission of written messages instant messaging (IM) - interactive real-time communication requires groups to be logged on the network at the same time voice-mail - digitizes a spoken message,11-49,Understanding Information Technology,Networked Computer Systems Electronic data interchange (EDI) 电子数据交换 - exchange of standard business transaction documents Teleconferencing - permits simultaneous conferral using telephone or e-mail group communications software videoconferencing - participants can see each other,11-50,Understanding Information Technology,Intranet - Internet technology that links organizational employees Extranet - Internet technology that links an organization with customers and suppliers Internet-based voice communication - allows users to talk with each other Wireless Capabilities - depends on signals sent through space without any physical connection based on microwave signals, satellites, radio waves, or infrared light rays (红外线）,11-51,Understanding Information Technology,How Information Technology Affects Organizations communications among organizational members are no longer constrained by geography or time 组织成员的沟通已经不再受空间与时间的限制 psychologica