内容dufe共享大二新nancy bc

1、Business CommunicationPRESENTED BY Nancy YangTrue or false: 10Qs-10MsMultiple choice: 15Qs-30MsShort answer: 4Qs-28MsEssay: 1Q-12MsCase: 1Q- 20Ms1IntroductionCommunication - the transfer of meaningBusiness Communication get a specific resultElements of Managerial CommunicationInformation source (sen

2、der)Audience (receiver)Goal (define priorities)Context (interpersonal, group, public)MessageMedia (face-to-face, e-mail, call)FeedbackStrategic ModelFirst layerSecond layer purpose of messageSocializeGain informationPersuadeThird layerNoise changes or distorts the message.Noise occurs at any stage o

3、f communication.2Communication processFundamental qualities of effective communicationAccuracy ( unconscious bias, insufficient data, exaggeration )Clarity ( include, interpret, organize )Brevity ( make every word counts )Vigor ( vivid, memorable )Critical errors in communicationThe assumption obser

4、vation errorThe failure to discriminatePolarization: either-orFrozen evaluation: disregard possible changesThe allness error (abstracting)3Technologically Mediated CommunicationWays to communicate: one-way, two-way, written, oral Face-to-face: in person/ video callNot face-to-face: e-mail/ voice cal

5、lKey channel characteristicsBandwidthClosenessFeedbackSymbolCriteria for choosing a channelSensitivityNegativityComplexityPersuasiveness4Routine MessageAudience adaptation: empathy Basis of you attitudeAnticipating questionStressing reader benefitsAvoiding negativesDictionDirect strategyIndirect str

6、ategyGuideline for Email & MemoAccuracyBrevityClarity 5Managerial listeningBenefits of good listeningGather informationReduce errorsGain respectInformed overallAvoid embarrassmentPromote mutual understandingBarriers to listeningPhysical limitation 25/75Lack of motivationLack of willingnessInternal d

7、istractions, noiseDetouring, biasDebateTime pressurePersonal factorsActive listeningIdentify main and supporting pointsIdentify organization patternSummarize the messageUse the message, mnemonicsPersonalize the messageTake notesInteractive listening ParaphrasingQuestioning Open-closedPrimary-seconda

8、ryNeutral-directedListening levelsCasualFactualEmpathic 6Nonverbal communicationThe importance of nonverbal communication : 93%Six functionsComplementAccentContradictRepeatRegulateSubstituteTypes Movement Gestures: emblems, illustrators, regulators, affect displays, adaptersPostureWalkNodding, tilti

9、ng headMimicry Space ( intimate, personal, social, public )AppearanceVoice ( pitch, rate, volume, tone, onset, duration of message )Nonverbal sign of deceptionMovement and gesturesDress (manipulation of clothing)Increase of personal spaceVoice ( Vocal variations)7Conflict managementOrganizational co

10、nflict is a natural part of the traditional organizational structure because a built-in opposition between units often exists. Benefit of conflictsRequires goal analysisCreates dialogue among employeesPrevents stagnationFosters creative thinkingOffsets personal biasesElicits high-quality decisionsSo

11、urce of conflictLines of authorityDistribution of limited resourcesDiverse goalsInaccurate perceptionsConflict resolution strategiesAvoiding modatingForcingCompromisingproblem-solving1 2 3 4 5 6 7 8 9Concern for peopleConcern for production987654321Compromising (5, 5)Compromise, bargaining, middle-g

12、round positions are accepted so that no one wins and no one loses. modating (1, 9) Disagreements are smoothed over. A state of peaceful coexistence is the ultimate goal.Problem solving (9, 9)takes place with varying viewpoints objectively evaluated; emotions and doubts are examined and worked throug

13、h. Avoiding (1, 1)Neutrality is maintained at all costs. Withdrawal relieves the necessity of dealing with situations that would arouse conflict.Forcing (9, 1)Conflict is suppressed through authority-obedience approach. Win-lose power struggles are fought out, but often forced by the boss.Problem solving: the win-win strategyProblem solving beliefsCooperation is better than competitionParties can be trustedStatus differences can be minimizedMutually acceptable solutions can be foundProblem solving processMaximize enviro