《学原理》英语教学12-communication & interpersoanl skills.ppt

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1、管理学原理英语管理学原理英语教学教学12-Communication & Interpersoanl Skills7/10/2022郭志文 2001 Copyright2Chapter TopicsnCommunicationsnProcessnIssuesnBarriersnActive ListeningnInformation Technology nGenerational DifferencesnInterpersonal SkillsnEffective FeedbacknEmpowerment-DelegationnConflictnNegotiationnAnalytical

2、Skills Exercise, p. 3707/10/2022郭志文 2001 Copyright3What makes communication effective?nCan you give an example to illustrate what kind of styles can work well?nHow many ways to communicate?nAre you skilled in communication ?nWhat makes communication effective?7/10/2022郭志文 2001 Copyright4NOISEElement

3、s & Process of CommunicationSenderEncodingmessageMediaorChannelDecodingReceivermessagemessagemessageFeedback7/10/2022郭志文 2001 Copyright5Communication Process TermsnEncodingnThe conversion of a message into some symbolic formnMessagenA purpose to be conveyednChannelnThe medium by which a message trav

4、elsnDecodingnA receivers translation of a senders messagenFeedbacknThe degree to which carrying out the work activities require by a job results in the individuals obtaining direct and clear information about the effectiveness of his her performanceFind the Implication(A)(Two fellows have a call.Wha

5、t does she really mean?He can help me finish the project.Huh,a romantic date. My pleasure,Janet.See you 7 o clock.Hi,Peter,would u like to have dinner with me tonight?I have something important to talk with you.Find the Implication(B)vJust a fiction.Dont put it Into yourself.I love her and want to w

6、oo her.I have a date with my dear James.Hi,Janet,would you like to have a dinner with me tonight?Thats great,but sorry,Peter.I have to go to my parents home to celebrate my moms birthday 7/10/2022郭志文 2001 Copyright8Principles of CommunicationDynamic-Human communication is constantly undergoing chang

7、e.Continuous-Communication never stops-you think after having spoken,written,listened or read. Remember: Silence is a communication too.Circular-It is a cycle-we take in information,determine what it means,and respond (feedback).Unrepeatable-Everything changes when doing the same thing again.Irrever

8、sible-you may want to get back what you said.But you cant.All you can do is to explain,apologize and say more.Complex-Human being is a complex animal,isnt it?7/10/2022郭志文 2001 Copyright9Communications IssuesnWritten CommunicationnVerbal CommunicationnThe GrapevinenNonverbal Cues7/10/2022郭志文 2001 Cop

9、yright10Written Versus Verbal CommunicationsnWrittennTangiblenVerifiablenMore permanentnMore precisenMore care is taken with the written wordnVerbalnLess securenKnown receiptnQuicker responsenConsumes less timenQuicker feedback7/10/2022郭志文 2001 Copyright11The Grapevine“The grapevine motto: Good info

10、rmation passes among people fairly rapidlybad information, even faster!”nGrapevinenAn unofficial channel of communication that is neither authorized nor supported by the organization.7/10/2022郭志文 2001 Copyright12Nonverbal CommunicationsnBody languagenNonverbal communication cues such as facial expre

11、ssions, gestures, and other body movementsnVerbal intonationnAn emphasis given to word or phrases that conveys meaning7/10/2022郭志文 2001 Copyright13Using Simple Language?Source: Dilbert reprinted by permission of United Features Syndicate, Inc.Barriers to Effective CommunicationnFilteringnSelective P

12、erceptionnInformation OverloadnEmotionsnLanguagenGendernNational CultureOvercoming Barriers to Effective CommunicationUse FeedbackSimplify LanguageListen activelyConstrain EmotionsWatch Nonverbal Cues7/10/2022郭志文 2001 Copyright15Communication BarriersnFilteringnThe deliberate manipulation of informa

13、tion to make it appear more favorable to the receivernSelective perceptionnSelective hearing communications based on ones needs, motivations, experience, or other personal characteristicsnInformation overloadnThe result of information exceeding processing capacity7/10/2022郭志文 2001 Copyright16Communi

14、cation Barriers (contd)nJargonnTechnical language that is not understood by outsidersnGendernMen communicate to emphasize status and independence; whereas women talk to create connections and intimacy.nNational culturenCommunication differences that arise from the different languages and national cu

15、ltures7/10/2022郭志文 2001 Copyright17Active Listening SkillsnListening requires:nPaying attentionnInterpretingnRemembering sound stimulinActive listening requires:nListening attentively (intensely) to the speaker.nDeveloping empathy for what the speaker is saying.nAccepting by listening without judgin

16、g content.nTaking responsibility for completeness in getting the full meaning from the speakers communication. 7/10/2022郭志文 2001 Copyright18Information Technology (IT)nE-mailnThe instantaneous transmission of messages on computers that are linked together.nInstant messaging (IM)nInteractive, real-ti

17、me communication that takes place among computer users who are logged on to the computer network at the same time.nVoice mailnA system digitizes that a spoken massage, transmits it over the network, and stores the message on a disk for the receiver to retrieve later. Information Technology (contd)nF

18、axnMachines allow the transmission of documents containing both text and graphics over ordinary telephone lines.nElectronic data interchange EDInA way to exchange documents (invoices or purchase orders) with vendors, suppliers, and customers using direct, computer-to-computer networks.nTeleconferenc

19、ingnGroup can confer simultaneously using telephone or e-mail group communications software. 7/10/2022郭志文 2001 Copyright20Information Technology (contd)nTeleconferencingnGroup can confer simultaneously using telephone or e-mail group communications software.nVideo-conferencingnA simultaneous confere

20、nce during which meeting participants in different locations can see each other over video screens.7/10/2022郭志文 2001 Copyright21Information Technology (contd)nIntranetsnAn organizational communication network that uses Internet technology but is accessible only to organizational employees.nExtranets

21、nan organizational communication network that uses Internet technology and allows authorized users inside the organization to communicate with certain outsiders such as customers or vendors.7/10/2022郭志文 2001 Copyright22Information Technology (contd)nWireless communicationsnAllow users to send and re

22、ceive information from anywhere as signals sent without a direct physical connection to a hard-wired network system.nKnowledge managementnCultivating a learning culture in which employees systematically gather knowledge and share it through computer-based networks and community of interest teams.7/1

23、0/2022郭志文 2001 Copyright23Generational Differences in CommunicationnWhat Challenges?nFeedback7/10/2022郭志文 2001 Copyright24Summing up, communications isnCumulativenComprehensive7/10/2022郭志文 2001 Copyright25Interpersonal SkillsFeedbackEmpowerment-DelegationDealing with ConflictNegotiationPresentations

24、7/10/2022郭志文 2001 Copyright26Characteristics of FeedbacknPositive feedbacknIs more readily and accurately perceived than negative feedback.nIs almost always accepted, whereas negative feedback often meets resistance.nNegative feedbacknIs most likely to be accepted when it comes from a credible sourc

25、e or if it is objective.nCarries weight only when it comes from a person with high status and credibility.7/10/2022郭志文 2001 Copyright27Suggestions for Effective FeedbacknFocus on specific behaviornKeep feedback impersonalnKeep feedback goal orientednMake feedback well-timednEnsure understandingnDire

26、ct negative feedback towards behavior that the receiver can control7/10/2022郭志文 2001 Copyright28Empowerment SkillsnDelegationnThe assignment of authority to another person to carry out specific activities while retaining the ultimate responsibility for the activities.nProper delegation is not abdica

27、tion and requires:nClarifying the exact job to be donenSetting the range of the employees discretionnDefining the expected level of performancenSetting the time frame for the task to be completednAllowing employees to participatenEstablishing feedback controlsEffective Delegation7/10/2022郭志文 2001 Co

28、pyright30Contingency Factors in DelegationThe Size of the OrganizationThe Importance of the Duty or DecisionOrganizational CultureTask ComplexityQualities of Employees7/10/2022郭志文 2001 Copyright31Managing ConflictnConflict definednPerceived differences resulting in interference or oppositionnFunctio

29、nal conflictnConflict that supports and organizations goalsnDysfunctional conflictnConflict that prevents and organization from achieving its goalsThree Views of ConflictnTraditional viewnAssumed that conflict was bad and would always have a negative impact on an organization. nHuman relations viewn

30、Argued that conflict was a natural and inevitable occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance.nInteractionist viewnEncourages mangers to maintain ongoing minimum level of conflict sufficient to keep organizational units viable, self-critical,

31、and creative.7/10/2022郭志文 2001 Copyright33Conflict and Organizational PerformanceSources of ConflictnCommunication differencesnArising from semantic difficulties, misunderstandings, and noise in the communication channels. nStructural differencesnHorizontal and vertical differentiation creates probl

32、ems of integration leading to disagreements over goals, decision alternatives, performance criteria, and resource allocations in organizations.nPersonal differencesnIndividual idiosyncrasies and personal value systems create conflicts.7/10/2022郭志文 2001 Copyright35Dimensions of Conflict (Thomas)nCoop

33、erativenessnThe degree to which an individual will attempt to rectify a conflict by satisfying the other persons concerns.nAssertivenessnThe degree to which an individual will attempt to rectify the conflict to satisfy his or her own concerns.7/10/2022郭志文 2001 Copyright36Dimensions of Conflict (cont

34、d)nConflict-handling techniques derived from Thomas cooperative and assertiveness dimensions:nCompeting (assertive but uncooperative)nCollaborating (assertive and cooperative)nAvoiding (unassertive and uncooperative)nAccommodating (unassertive but cooperative)nCompromising (midrange on assertiveness

35、 and cooperativenessConflict Management What Works Best and When StrategyBest Used WhenAvoidanceConflict is trivial, when emotions are running high and timeis needed to cool them down, or when the potential disruptionfrom an assertive action outweighs the benefits of resolutionAccommodationThe issue

36、 under dispute isnt that important to you or whenyou want to build up credits for later issuesForcingYou need a quick resolution on important issues that requireunpopular actions to be taken and when commitment byothers to your solution is not criticalCompromiseConflicting parties are about equal in

37、 power, when it isdesirable to achieve a temporary solution to a complex issue,or when time pressures demand an expedient solutionCollaborationTime pressures are minimal, when all parties seriously want awin-win solution, and when the issue is too important to becompromised7/10/2022郭志文 2001 Copyrigh

38、t38Stimulating ConflictnConvey to employees the message that conflict has its legitimate place.nUse hot-button communications while maintaining plausible deniability.nIssue ambiguous or threatening messages.nCentralize decisions, realign work groups, increase formalization and interdependencies betw

39、een units.nAppoint a devils advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.7/10/2022郭志文 2001 Copyright39NegotiationnNegotiation definednA process in which two or more parties who have different preference must make a joint deci

40、sion and come to an agreementnDistributive bargainingnNegotiation under zero-sum conditions, in which the gains by one party involve losses by the other partynIntegrative bargainingnNegotiation in which there is at least one settlement that involves no loss to either partyDetermining the Bargaining

41、Zone7/10/2022郭志文 2001 Copyright41Developing Effective Negotiation SkillsnResearch the individual with whom youll be negotiating.nBegin with a positive overture.nAddress problems, not personalities.nPay little attention to initial offers.nEmphasize win-win solutions.nCreate an open and trusting clima

42、te.nIf needed, be open to accepting third-party assistance.7/10/2022郭志文 2001 Copyright42Developing Your Diagnostic and Analytical Skills: Rolling in DoughQuestions p. 370What communications difficulties in diversified workforce?What suggestions to improve communications effectiveness?1.What link between communications and employee morale and productivity?