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1、Chapter 12,Communication and Interpersonal Skills,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.,L E A R
2、N I N G O U T C O M E SAfter 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 communi
3、cations.Identify behaviors related to effective active listening.,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 u
4、nderstanding of meaning意义的传递与理解everything that a manager does involves communicationeffective communication does not equal agreement,Prentice Hall,2002,11-5,Understanding Managerial Communication,interpersonal communication-occurs between peopleorganizational communication-all the patterns,networks,
5、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,游戏1,对指示的反应,The Communication Process,Communication processThe transferring and understanding of meaning,编码,解码,媒介,反馈,Organizational Communication,Formal Communicationcommunication required to do ones jobtakes pla
6、ce within prescribed work arrangementsInformal Communicationnot defined by the organizations structural hierarchygrapevine,Prentice Hall,2002,11-10,Organizational Communication Networks,Grapevine 小道消息-an informal network that is active in almost every organizationimportant source of informationcan b
7、e used to disseminate important informationgrapevine cannot be abolishedrumors can never be eliminated entirely,11-11,Process Of Interpersonal Communication,Methods of Communicating Interpersonallya wide variety of communication methods existWrittenVerbalNonverbalBody languageVerbal intonation,Prent
8、ice Hall,2002,11-12,Written Versus Verbal Communications,WrittenTangibleVerifiableMore permanentMore preciseMore care is taken with the written word,VerbalConsumes less timeKnown receiptQuicker responseQuicker feedbackLess secure,Nonverbal Communications,Body languageNonverbal communication cues suc
9、h as facial expressions,gestures,and other body movementsVerbal intonation 语调An emphasis given to word or phrases that conveys meaning,Nonverbal Communications,55%Body language,7%,38%Verbal intonation,word,Facial Expressions Convey Emotions,Prentice Hall,2002,11-16,Communication Barriers,Filtering 过
10、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,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,What have you
11、seen in the picture?,What have you seen in the picture?,Communication Barriers,Information overload 信息超载The result of information exceeding processing capacityEmotions 情绪interpretation of a message affected by the way the receiver feelsJargon 行话Technical language that is not understood by outsidersN
12、ational culture 民族文化Communication differences that arise from the different languages and national cultures,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?”,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?
13、”美国人:他拒绝承担责任。中国人:我请他指示。,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。,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
14、国人:他在要报告呢。(双方都确认了报告没有完成。),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。,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
15、Simplify Language-tailor the language to the audienceListen Actively-listen for full meaningenhanced by developing empathy with sender,Prentice Hall,2002,11-29,Nonverbal Communications,55%Body language,7%,38%Verbal intonation,word,听,用口去听,用耳朵听；用眼睛看 用心聆听,聽,游戏2,聆听练习,Active Listening Behaviors,Prentice
16、Hall,2002,11-33,一只小猪、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,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”,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,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,
17、同理心的沟通法则1,句型:因为你你感到.,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,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 meaningWatch Nonverbal Cues 留心非语言线索-actions should be aligned with w
18、ordsnonverbal 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 subordinatesused to inform,direct,coordinate,and evaluate employeesUpward-flows from subordinates to managersamount of u
19、pward communication affected by the culture of the organizationtrust and empowerment increase upward flow,Prentice Hall,2002,11-41,Organizational Communication,Direction of Communication FlowDiagonal 斜向的-cuts across both work areas and organizational levelsbenefits efficiency and speede-mail facilit
20、ates diagonal communication,11-42,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？”,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。,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。”,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
21、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。,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 communicationdisseminates more complete information provides more opportunities for collaborationemployees are full
22、y accessibleNetworked Computer Systems Wireless Capabilities,Prentice Hall,2002,11-48,Understanding Information Technology,Networked Computer Systemse-mail-instant transmission of written messagesinstant messaging(IM)-interactive real-time communicationrequires groups to be logged on the network at
23、the same timevoice-mail-digitizes a spoken message,11-49,Understanding Information Technology,Networked Computer SystemsElectronic data interchange(EDI)电子数据交换-exchange of standard business transaction documentsTeleconferencing-permits simultaneous conferral using telephone or e-mail group communicat
24、ions softwarevideoconferencing-participants can see each other,11-50,Understanding Information Technology,Intranet-Internet technology that links organizational employeesExtranet-Internet technology that links an organization with customers and suppliersInternet-based voice communication-allows user
25、s to talk with each otherWireless Capabilities-depends on signals sent through space without any physical connectionbased on microwave signals,satellites,radio waves,or infrared light rays(红外线）,11-51,Understanding Information Technology,How Information Technology Affects Organizationscommunications
26、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psychological drawback-personal costs associated with being constantly accessible心理缺陷,11-52,姚明应对媒体的智慧,记者：在NBA,你最喜欢看那个球员打球？姚明：这个世界每天都很精彩。就像你吃饭不能只吃肉，每样都要吃一点。打篮球也一样，从欣赏的角度说，看哪种类型的球员打球对我来说都是一种享受。,姚明应对媒体的智慧,记者：
27、当王仕鹏投中压哨三分球后，你第一个冲上去抱住了他，当时的兴奋心情是不是已经无法控制了？姚明：我不知道这个比喻确不确切，就像一个病人得知自己已经到了癌症晚期，但医生突然跑来告诉你是误诊，当时的心情应该就是这样。,姚明应对媒体的智慧,记者：伟大的球员总是努力提高他们的技术，你想提高什么技术？姚明：我想学会各种技术，以便更好地帮助球队，任何能更好地帮助球队的技术我都要学习。,姚明应对媒体的智慧,记者：你认为自己职业生涯的顶峰何时到来？姚明：我也不知道。对我来说，我并不希望顶峰到来，因为到达了顶峰就预示着要走下坡路了。我希望每年都有长进和提高。,惠普并购康柏,美国当地时间2002年3月19日，惠普并购（acquired）康柏的股东表决大会尚未结束，CEO卡莉.菲奥莉娜(Carly Fiorina)已迫不及待地宣布“胜利”。这是一场电脑业老二、老三之间的并购。二者合并后，其营业收入将直追IBM，并把戴尔公司远远甩在后面。合并后的公司将保留惠普的名称，名为“新惠普”。但是此次并购遭到广泛质疑。一家知名市场分析公司认为：“两家旧公司的机构重叠现象非常严重，这意味着很多供应商、生产线以及制造工厂都将被压缩，并购能否成功变数很大。”,
