溝通與人際關(guān)系技巧課件PPT講義

Chapter12CommunicationandInterpersonalSkills溝通與人際關(guān)系技巧12–2Management─Communication吳明泉博士2006TheCommunicationProcess溝通程序ThetransferringandunderstandingofmeaningEXHIBIT12.112–3Management─Communication吳明泉博士2006圖12-1

12–4Management─Communication吳明泉博士2006CommunicationProcessTermsEncoding編碼TheconversionofamessageintosomesymbolicformMessage訊息TheactualphysicalproductfromthesourceChannel管道ThemediumbywhichamessagetravelsDecoding解碼Areceiver’stranslationofasender’smessageFeedback回饋Thedegreetowhichcarryingouttheworkactivitiesrequirebyajobresultsintheindividual’sobtainingdirectandclearinformationabouttheeffectivenessofhisherperformance12–5Management─Communication吳明泉博士2006WrittenVersusVerbalCommunicationsWritten書面Tangible有形Verifiable可查證Morepermanent持久Moreprecise確實Morecareistakenwiththewrittenwords較為周全、具邏輯性和較清晰的比較費時缺乏回饋Verbal口語LesssecureKnownreceiptQuickerresponseConsumeslesstimeQuickerfeedback12–6Management─Communication吳明泉博士2006TheGrapevine葡萄藤Anunofficialchannelofcommunicationthatisneitherauthorizednorsupported

bytheorganization.組織中非正式的溝通方式，它既不被組織認(rèn)可，也不被組織支持，然而，信息卻藉由口耳相傳而散布開來?！癎oodinformationpassesamongpeoplefairlyrapidly—badinformation,evenfaster!”12–7Management─Communication吳明泉博士2006NonverbalCommunications非口語溝通Bodylanguage肢體語言Nonverbalcommunicationcuessuchasfacialexpressions,gestures,andotherbodymovementsVerbalintonation說話音調(diào)Anemphasisgiventowordorphrasesthatconveysmeaning12–8Management─Communication吳明泉博士2006你想要表達(dá)的100%你實際表達(dá)的80%被別人聽到的60%被別人理解的40%被別人記住的20%溝通中存在的「信息漏斗」12–9Management─Communication吳明泉博士2006CommunicationBarriers溝通的障礙Filtering過濾作用Thedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver討好接收者而蓄意地操縱信息。Selectiveperception選擇性認(rèn)知Selectivehearingcommunicationsbasedonone’sneeds,motivations,experience,orotherpersonalcharacteristics基于個人的需求、動機(jī)、經(jīng)驗、背景以及其它的人格特征，而選擇性地聽聞。Informationoverload信息過荷Theresultofinformationexceedingprocessingcapacity信息數(shù)量超過處理能耐。12–10Management─Communication吳明泉博士2006CommunicationBarriers(cont’d)Emotion情緒：溝通訊息時，常因個人是高興或悲傷而有不同的解釋。Jargon術(shù)語、行話TechnicallanguagethatisnotunderstoodbyoutsidersGender性別Mencommunicatetoemphasizestatusandindependence;whereaswomentalktocreateconnectionsandintimacy.Nationalculture民族文化Communicationdifferencesthatarisefromthedifferentlanguagesandnationalcultures12–11Management─Communication吳明泉博士2006OvercomingBarrierstoEffectivecommunication

克服溝通的障礙UseFeedback使用回饋：檢查溝通的正確性SimplifyLanguage簡化語言：使用易了解的語言。Listenactively主動傾聽：先仔細(xì)聽對方說的訊息，不要對訊息做不成熟的判斷、解釋，或先思考回應(yīng)什么。ConstrainEmotions控制情緒：確定情緒穩(wěn)定，當(dāng)不穩(wěn)定時暫時停止溝通，直到平靜下來。WatchNonverbalCues注意非語言線索：注意行動是否過度，保持語言與行動合度。12–12Management─Communication吳明泉博士2006UsingSimpleLanguage?12–13Management─Communication吳明泉博士2006InformationTechnology(IT)Fax，E-mail，Voicemail語音信箱Instantmessaging(IM)即時消息ElectronicdatainterchangeEDI電子數(shù)據(jù)交換Teleconferencing視頻會議Video-conferencingIntranets＆ExtranetsWirelesscommunications無線通信Knowledgemanagement知識管理面對面對談或會議電話文件書信emailweb同步************速度*******************傳播性***********互動性*****************個人化************豐富性**************吸收及保持性****************成本**************12–15Management─Communication吳明泉博士2006DevelopingInterpersonalSkills發(fā)展人際關(guān)系技巧Listeningrequires:PayingattentionInterpretingRememberingsoundstimuliActivelisteningrequires:Listeningattentively(intensely)tothespeaker.Developingempathyforwhatthespeakerissaying.Acceptingbylisteningwithoutjudgingcontent.Takingresponsibilityforcompletenessingettingthefullmeaningfromthespeaker’scommunication.12–16Management─Communication吳明泉博士2006CharacteristicsofFeedback回饋的特性Positivefeedback正面回饋Ismorereadilyandaccuratelyperceivedthannegativefeedback.Isalmostalwaysaccepted,whereasnegativefeedbackoftenmeetsresistance.Negativefeedback負(fù)面回饋Ismostlikelytobeacceptedwhenitcomesfromacrediblesourceorifitisobjective.Subjectiveimpressioncarriesweightonlywhenitcomesfromapersonwithhighstatusandcredibility.12–17Management─Communication吳明泉博士2006SuggestionsforEffectiveFeedbackFocusonspecificbehaviorKeepfeedbackimpersonalKeepfeedbackgoalorientedMakefeedbackwell-timedEnsureunderstandingDirectnegativefeedbacktowardsbehaviorthatthereceivercancontrolEXHIBIT12.5針對特定的行為

對事不對人目標(biāo)導(dǎo)向的回饋

適時回饋

確保了解

針對接收者所能控制的行為提出負(fù)面的回饋

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

Delegation有效授權(quán)EXHIBIT12.612–19Management─Communication吳明泉博士2006ContingencyFactorsinDelegation授權(quán)之權(quán)變因素EXHIBIT12.7TheSizeoftheOrganization組織大小TheImportanceoftheDutyorDecision任務(wù)或決策的重要性TaskComplexity任務(wù)復(fù)雜度OrganizationalCulture組織文化QualitiesofEmployees員工質(zhì)量12–20Management─Communication吳明泉博士2006EmpowermentSkills授權(quán)的技能Notabdication非放棄職權(quán)

:ClarifyingtheexactjobtobedoneSettingtherangeofdiscretion,theexpectedlevelofperformance,andthetimeframeAllowingemployeestoparticipateInformotherthatdelegationhasoccurredEstablishingfeedbackcontrols厘清任務(wù)

指定員工負(fù)責(zé)的范圍、預(yù)期的績效、完成時限允許員工參與

通告授權(quán)建立回饋的管道12–21Management─Communication吳明泉博士2006ManagingConflict管理沖突Conflictdefined定義Perceiveddifferencesresultingininterferenceoropposition由于知覺到不兼容的差異，而導(dǎo)致某種形式的干擾或?qū)αraditionalview傳統(tǒng)觀點Assumedthatconflictwasbadandwouldalwayshaveanegativeimpactonanorganization.Humanrelationsview人群關(guān)系觀點Arguedthatconflictwasanaturalandinevitableoccurrenceinallorganizations;rationalizedtheexistenceofconflictandadvocateditsacceptance.Interactionistview互動觀點Encouragesmangerstomaintainongoingminimumlevelofconflictsufficienttokeeporganizationalunitsviable,self-critical,andcreative.12–22Management─Communication吳明泉博士2006ManagingConflict管理沖突Functionalconflict良性沖突Conflictthatsupportsandorganization’sgoalsDysfunctionalconflict惡性沖突Conflictthatpreventsandorganizationfromachievingitsgoals12–23Management─Communication吳明泉博士2006ConflictandOrganizationalPerformance沖突與績效12–24Management─Communication吳明泉博士2006SourcesofConflict沖突來源Communicationdifferences溝通差異Arisingfromsemanticdifficulties,misunderstandings,andnoiseinthecommunicationchannels.Structuraldifferences結(jié)構(gòu)差異Horizontalandverticaldifferentiationcreatesproblemsofintegrationleadingtodisagreementsovergoals,decisionalternatives,performancecriteria,andresourceallocationsinorganizations.Personaldifferences個人差異Individualidiosyncrasiesandpersonalvaluesystemscreateconflicts.12–25Management─Communication吳明泉博士2006DimensionsofConflict(Thomas)處理沖突的基本風(fēng)格Cooperativeness可以圖利他人以處理沖突之程度Thedegreetowhichanindividualwillattempttorectifyaconflictbysatisfyingtheotherperson’sconcerns.Assertiveness圖利自己才可平息沖突之程度Thedegreetowhichanindividualwillattempttorectifytheconflicttosatisfyhisorherownconcerns.12–26Management─Communication吳明泉博士2006DimensionsofConflict(cont’d)Conflict-handlingtechniquesderivedfromThomas’cooperativeandassertivenessdimensions:Competing(assertivebutuncooperative)競爭Collaborating(assertiveandcooperative)合作Avoiding(unassertiveanduncooperative)回避Accommodating(unassertivebutcooperative)讓步Compromising(midrangeonassertivenessandcooperativeness)妥協(xié)12–27Management─Communication吳明泉博士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處理沖突的解決之道低低高高利己之心利他之心妥協(xié)讓步當(dāng)發(fā)現(xiàn)自己堅持有錯時需要降低損失時當(dāng)和諧和及穩(wěn)定重要性高于一切時需要以退為進(jìn)、留個后路時當(dāng)發(fā)現(xiàn)對方的重要性較高時合作要獲得共識時為了維持雙方良好關(guān)系你的目標(biāo)只是從中學(xué)習(xí)時競爭當(dāng)問題重大且你確信你的看法正確時。對付喜歡得寸進(jìn)尺、貪得無厭的對手。需要快速作出重大行動時。回避問題不重要時已經(jīng)知道自己沒有機(jī)會獲利需要冷卻情緒時當(dāng)別人可以幫你處理得更好時當(dāng)你需要再收集信息時什么時候該妥協(xié)compromising？當(dāng)整體目標(biāo)高于一切，且不值得為沖突撕裂關(guān)系時面臨時間壓力時，較折中的解決辦法沖突可以因而獲得暫時解決時作為合作及競爭策略失敗的備援策略12–30Management─Communication吳明泉博士2006StimulatingConflict刺激沖突Conveytoemployeesthemessagethatconflicthasitslegitimateplace.Usehot-buttoncommunicationswhilemaintainingplausibledeniability.Issueambiguousorthreateningmessages.Centralizedecisions,realignworkgroups,increaseformalizationandinterdependenciesbetweenunits.Appointadevil’sadvocatetopurposelypresentargumentsthatruncountertothoseproposedbythemajorityoragainstcurrentpractices.12–31Management─Communication吳明泉博士2006Negotiation協(xié)商談判Negotiationdefined定義Aprocessinwhichtwoormorepartieswhohavedifferentpreferencemustmakeajoin