沟通与人际关系技巧课件PPT讲义

Chapter12CommunicationandInterpersonalSkills沟通与人际关系技巧12–2Management─Communication吴明泉博士2006TheCommunicationProcess沟通程序ThetransferringandunderstandingofmeaningEXHIBIT12.112–3Management─Communication吴明泉博士2006图12-1

12–4Management─Communication吴明泉博士2006CommunicationProcessTermsEncoding编码TheconversionofamessageintosomesymbolicformMessage讯息TheactualphysicalproductfromthesourceChannel管道ThemediumbywhichamessagetravelsDecoding解碼Areceiver’stranslationofasender’smessageFeedback回馈Thedegreetowhichcarryingouttheworkactivitiesrequirebyajobresultsintheindividual’sobtainingdirectandclearinformationabouttheeffectivenessofhisherperformance12–5Management─Communication吴明泉博士2006WrittenVersusVerbalCommunicationsWritten书面Tangible有形Verifiable可查证Morepermanent持久Moreprecise确实Morecareistakenwiththewrittenwords较为周全、具逻辑性和较清晰的比较费时缺乏回馈Verbal口语LesssecureKnownreceiptQuickerresponseConsumeslesstimeQuickerfeedback12–6Management─Communication吴明泉博士2006TheGrapevine葡萄藤Anunofficialchannelofcommunicationthatisneitherauthorizednorsupported

bytheorganization.组织中非正式的沟通方式，它既不被组织认可，也不被组织支持，然而，信息却藉由口耳相传而散布开来。“Goodinformationpassesamongpeoplefairlyrapidly—badinformation,evenfaster!”12–7Management─Communication吴明泉博士2006NonverbalCommunications非口语沟通Bodylanguage肢体语言Nonverbalcommunicationcuessuchasfacialexpressions,gestures,andotherbodymovementsVerbalintonation说话音调Anemphasisgiventowordorphrasesthatconveysmeaning12–8Management─Communication吴明泉博士2006你想要表达的100%你实际表达的80%被别人听到的60%被别人理解的40%被别人记住的20%沟通中存在的「信息漏斗」12–9Management─Communication吴明泉博士2006CommunicationBarriers沟通的障碍Filtering过滤作用Thedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver讨好接收者而蓄意地操纵信息。Selectiveperception选择性认知Selectivehearingcommunicationsbasedonone’sneeds,motivations,experience,orotherpersonalcharacteristics基于个人的需求、动机、经验、背景以及其它的人格特征，而选择性地听闻。Informationoverload信息过荷Theresultofinformationexceedingprocessingcapacity信息数量超过处理能耐。12–10Management─Communication吴明泉博士2006CommunicationBarriers(cont’d)Emotion情绪：沟通讯息时，常因个人是高兴或悲伤而有不同的解释。Jargon术语、行话TechnicallanguagethatisnotunderstoodbyoutsidersGender性别Mencommunicatetoemphasizestatusandindependence;whereaswomentalktocreateconnectionsandintimacy.Nationalculture民族文化Communicationdifferencesthatarisefromthedifferentlanguagesandnationalcultures12–11Management─Communication吴明泉博士2006OvercomingBarrierstoEffectivecommunication

克服沟通的障碍UseFeedback使用回馈：检查沟通的正确性SimplifyLanguage简化语言：使用易了解的语言。Listenactively主动倾听：先仔细听对方说的讯息，不要对讯息做不成熟的判断、解释，或先思考回应什么。ConstrainEmotions控制情绪：确定情绪稳定，当不稳定时暂时停止沟通，直到平静下来。WatchNonverbalCues注意非语言线索：注意行动是否过度，保持语言与行动合度。12–12Management─Communication吴明泉博士2006UsingSimpleLanguage?12–13Management─Communication吴明泉博士2006InformationTechnology(IT)Fax，E-mail，Voicemail语音信箱Instantmessaging(IM)即时消息ElectronicdatainterchangeEDI电子数据交换Teleconferencing视频会议Video-conferencingIntranets＆ExtranetsWirelesscommunications无线通信Knowledgemanagement知识管理面对面对谈或会议电话文件书信emailweb同步************速度*******************传播性***********互动性*****************个人化************丰富性**************吸收及保持性****************成本**************12–15Management─Communication吴明泉博士2006DevelopingInterpersonalSkills发展人际关系技巧Listeningrequires:PayingattentionInterpretingRememberingsoundstimuliActivelisteningrequires:Listeningattentively(intensely)tothespeaker.Developingempathyforwhatthespeakerissaying.Acceptingbylisteningwithoutjudgingcontent.Takingresponsibilityforcompletenessingettingthefullmeaningfromthespeaker’scommunication.12–16Management─Communication吴明泉博士2006CharacteristicsofFeedback回馈的特性Positivefeedback正面回馈Ismorereadilyandaccuratelyperceivedthannegativefeedback.Isalmostalwaysaccepted,whereasnegativefeedbackoftenmeetsresistance.Negativefeedback负面回馈Ismostlikelytobeacceptedwhenitcomesfromacrediblesourceorifitisobjective.Subjectiveimpressioncarriesweightonlywhenitcomesfromapersonwithhighstatusandcredibility.12–17Management─Communication吴明泉博士2006SuggestionsforEffectiveFeedbackFocusonspecificbehaviorKeepfeedbackimpersonalKeepfeedbackgoalorientedMakefeedbackwell-timedEnsureunderstandingDirectnegativefeedbacktowardsbehaviorthatthereceivercancontrolEXHIBIT12.5针对特定的行为

对事不对人目标导向的回馈

适时回馈

确保了解

针对接收者所能控制的行为提出负面的回馈

12–18Management─Communication吴明泉博士2006Effective

Delegation有效授权EXHIBIT12.612–19Management─Communication吴明泉博士2006ContingencyFactorsinDelegation授权之权变因素EXHIBIT12.7TheSizeoftheOrganization组织大小TheImportanceoftheDutyorDecision任务或决策的重要性TaskComplexity任务复杂度OrganizationalCulture组织文化QualitiesofEmployees员工质量12–20Management─Communication吴明泉博士2006EmpowermentSkills授权的技能Notabdication非放弃职权

:ClarifyingtheexactjobtobedoneSettingtherangeofdiscretion,theexpectedlevelofperformance,andthetimeframeAllowingemployeestoparticipateInformotherthatdelegationhasoccurredEstablishingfeedbackcontrols厘清任务

指定员工负责的范围、预期的绩效、完成时限允许员工参与

通告授权建立回馈的管道12–21Management─Communication吴明泉博士2006ManagingConflict管理冲突Conflictdefined定义Perceiveddifferencesresultingininterferenceoropposition由于知觉到不兼容的差异，而导致某种形式的干扰或对立Traditionalview传统观点Assumedthatconflictwasbadandwouldalwayshaveanegativeimpactonanorganization.Humanrelationsview人群关系观点Arguedthatconflictwasanaturalandinevitableoccurrenceinallorganizations;rationalizedtheexistenceofconflictandadvocateditsacceptance.Interactionistview互动观点Encouragesmangerstomaintainongoingminimumlevelofconflictsufficienttokeeporganizationalunitsviable,self-critical,andcreative.12–22Management─Communication吴明泉博士2006ManagingConflict管理冲突Functionalconflict良性冲突Conflictthatsupportsandorganization’sgoalsDysfunctionalconflict恶性冲突Conflictthatpreventsandorganizationfromachievingitsgoals12–23Management─Communication吴明泉博士2006ConflictandOrganizationalPerformance冲突与绩效12–24Management─Communication吴明泉博士2006SourcesofConflict冲突来源Communicationdifferences沟通差异Arisingfromsemanticdifficulties,misunderstandings,andnoiseinthecommunicationchannels.Structuraldifferences结构差异Horizontalandverticaldifferentiationcreatesproblemsofintegrationleadingtodisagreementsovergoals,decisionalternatives,performancecriteria,andresourceallocationsinorganizations.Personaldifferences个人差异Individualidiosyncrasiesandpersonalvaluesystemscreateconflicts.12–25Management─Communication吴明泉博士2006DimensionsofConflict(Thomas)处理冲突的基本风格Cooperativeness可以图利他人以处理冲突之程度Thedegreetowhichanindividualwillattempttorectifyaconflictbysatisfyingtheotherperson’sconcerns.Assertiveness图利自己才可平息冲突之程度Thedegreetowhichanindividualwillattempttorectifytheconflicttosatisfyhisorherownconcerns.12–26Management─Communication吴明泉博士2006DimensionsofConflict(cont’d)Conflict-handlingtechniquesderivedfromThomas’cooperativeandassertivenessdimensions:Competing(assertivebutuncooperative)竞争Collaborating(assertiveandcooperative)合作Avoiding(unassertiveanduncooperative)回避Accommodating(unassertivebutcooperative)让步Compromising(midrangeonassertivenessandcooperativeness)妥协12–27Management─Communication吴明泉博士2006ConflictManagementWhatWorksBestandWhenEXHIBIT12.10Strategy BestUsedWhenAvoidance Conflictistrivial,whenemotionsarerunninghighandtime isneededtocoolthemdown,orwhenthepotentialdisruption fromanassertiveactionoutweighsthebenefitsofresolution

Accommodation Theissueunderdisputeisn’tthatimportanttoyouorwhen youwanttobuildupcreditsforlaterissuesCompeting Youneedaquickresolutiononimportantissuesthatrequire unpopularactionstobetakenandwhencommitmentby otherstoyoursolutionisnotcriticalCompromise Conflictingpartiesareaboutequalinpower,whenitis desirabletoachieveatemporarysolutiontoacomplexissue, orwhentimepressuresdemandanexpedientsolutionCollaboration Timepressuresareminimal,whenallpartiesseriouslywanta win-winsolution,andwhentheissueistooimportanttobe compromised处理冲突的解决之道低低高高利己之心利他之心妥协让步当发现自己坚持有错时需要降低损失时当和谐和及稳定重要性高于一切时需要以退为进、留个后路时当发现对方的重要性较高时合作要获得共识时为了维持双方良好关系你的目标只是从中学习时竞争当问题重大且你确信你的看法正确时。对付喜欢得寸进尺、贪得无厌的对手。需要快速作出重大行动时。回避问题不重要时已经知道自己没有机会获利需要冷却情绪时当别人可以帮你处理得更好时当你需要再收集信息时什么时候该妥协compromising？当整体目标高于一切，且不值得为冲突撕裂关系时面临时间压力时，较折中的解决办法冲突可以因而获得暂时解决时作为合作及竞争策略失败的备援策略12–30Management─Communication吴明泉博士2006StimulatingConflict刺激冲突Conveytoemployeesthemessagethatconflicthasitslegitimateplace.Usehot-buttoncommunicationswhilemaintainingplausibledeniability.Issueambiguousorthreateningmessages.Centralizedecisions,realignworkgroups,increaseformalizationandinterdependenciesbetweenunits.Appointadevil’sadvocatetopurposelypresentargumentsthatruncountertothoseproposedbythemajorityoragainstcurrentpractices.12–31Management─Communication吴明泉博士2006Negotiation协商谈判Negotiationdefined定义Aprocessinwhichtwoormorepartieswhohavedifferentpreferencemustmakeajoin