沟通与人际关系技巧.ppt

Communication and Interpersonal Skill 溝通與人際關係技巧 Date1Chapter 12 Learning Outcomes 學習目標 Learn why communication is important to managers 學習溝通對管理者的重要性 Describe the communication process 描述溝通過程 Learn to overcome communication barriers 學習克服溝通障礙的技術 Identify active listening techniques 確認主動傾聽的技巧 Learn how to give effective feedback 學習如何給人有效的回饋 Date2Chapter 12 Learning Outcomes 學習目標 Describe contingency factors that affect delegation 描述影響授權的情境因素 Learn how to delegate 學習如何授權 Learn how to analyze and resolve conflict 學習如何分析衝突與解決衝突 Explain why managers stimulate conflict 解釋為什麼管理者想挑起衝突 Compare distributive and integrative bargaining 比較分配式和整合式談判之異同 Date3Chapter 12 The Communication Process 溝通程序 SenderSender 發送者發送者 EncodingEncoding 編碼編碼 ReceiverReceiver 接收者接收者 DecodingDecoding 解碼解碼 ChannelChannel 通路通路 Feedback 回饋 Message 訊息Message 訊息 Noise 雜音 Date4Chapter 12 Communication IssuesCommunication Issues 溝通議題溝通議題 Written Communication 書面溝通 Verbal Communication 口語溝通 The Grapevine 葡萄藤 Nonverbal Cues 非口言暗示 Electronic Media 電子媒體 Date5Chapter 12 FilteringFiltering 過濾過濾 EmotionsEmotions 情緒情緒 SelectiveSelective PerceptionPerception 選擇性知覺選擇性知覺 InformationInformation OverloadOverload 資訊負荷過重資訊負荷過重 ApprehensionApprehension 恐慌恐慌 LanguageLanguage 語言語言 Communication Barriers Communication Barriers 溝通障礙溝通障礙 Date6Chapter 12 Overcoming Communication Barriers 克服溝通障礙 Constrain emotions 抑制情感 Watch nonverbal cues 注意非口語暗示 Use feedback 使用回饋 Simplify language 簡化用語 Listen actively 積極聆聽 Date7Chapter 12 ContemporaryContemporary Communication IssuesCommunication Issues 當代溝通議題當代溝通議題 Communication Communication between Men between Men and Womenand Women 兩性之間的溝通兩性之間的溝通 CommunicationCommunication in the Globalin the Global VillageVillage 地球村中的溝通地球村中的溝通 Date8Chapter 12 Active Listening Skills 主動傾聽的技巧 AcceptanceAcceptance 接受接受 ResponsibilityResponsibility 責任責任 IntensityIntensity 密集密集 EmpathyEmpathy 同理心同理心 Date9Chapter 12 EffectiveEffective FeedbackFeedback 有效的回饋有效的回饋 Provide TimelyProvide Timely FeedbackFeedback 提供及時回饋提供及時回饋 Keep FeedbackKeep Feedback ImpersonalImpersonal 使回饋不針對人使回饋不針對人 Focus on What Focus on What the Receiverthe Receiver Can ControlCan Control 針對接收者針對接收者 能控制的部分能控制的部分 Focus on SpecificFocus on Specific BehaviorsBehaviors 專注在特定行為專注在特定行為 StayStay Goal-OrientedGoal-Oriented 使回饋與目標連結使回饋與目標連結 EnsureEnsure UnderstandingUnderstanding 確保了解確保了解 Date10Chapter 12 Delegation Contingency Factors 授權的情境因素 Size of the organization 組織的大小 Importance of the duty or decision 責任或決定的重要性 Complexity of the task 任務複雜度 Culture of the organization 組織文化 Qualities of employees 員工素質 Date11Chapter 12 Delegating Effectively 有效授權 Clarify the assignment 澄清所指派任務 Specify the range of discretion 規定裁決權的範圍 Encourage participation 鼓勵參與 Inform others 通知其他人 Establish feedback channels 建立回饋管道 Date12Chapter 12 Three ViewsThree Views of Conflictof Conflict 對衝突的對衝突的 三種看法三種看法 TraditionalTraditional 傳統觀點傳統觀點 HumanHuman RelationsRelations 人群關係觀點人群關係觀點 InteractionistInteractionist 互動派觀點互動派觀點 Date13Chapter 12 Conflict and Unit Performance 衝突與組織績效 Unit Performance High LowLevel of ConflictHigh ABC Situation A B C Conflict LevelConflict TypeInternal CharacteristicsOutcomes Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low Date14Chapter 12 ConflictConflict ManagementManagement 衝突管理衝突管理 Avoidance Avoidance 規避規避 Accommodation Accommodation 和息和息 Forcing Forcing 強逼強逼 Compromise Compromise 妥協妥協 Collaboration Collaboration 合作合作 Date15Chapter 12 Sources of Conflict 衝突的來源 Communication Differences 溝通差異 Structural Differences 結構差異 Personal Differences 人格差異 Date16Chapter 12 When to Stimulate Conflict 何時挑起衝突 Are you surrounded by “yes” people? 你是否被唯唯諾諾的人包圍? Are employees afraid to admit ignorance? 員工是否害怕承認無知? Do decision makers sacrifice values for compromise? 決策者是否求妥協而犧牲價值觀? Do managers maintain an “impression” of cooperation? 管理者是否在維持合作的“印象”? Are managers overly concerned about the feelings of others? 管理者是否過度在意別人的感受? Date17Chapter 12 When to Stimulate Conflict 何時挑起衝突 Is popularity more important than performance? 受人歡迎是否比績效更重要? Do managers crave decision-making consensus? 管理者不敢獨排眾議? Are managers resistant to change? 管理者是否抗拒變革? Is there a lack of new ideas? 缺少新看法? Is turnover unusually low? 離職率是否過低? Date18Chapter 12 Stimulating Conflict 挑起衝突 Legitimize conflict 使衝突合法化 Use communication 善用溝通 Bring in outsiders 帶進局外人 Use structural variables 使用結構上的變數 Appoint a “devils advocate” 指派一位“故意唱反調的人” Date19Chapter 12 Available Resources 可用資源 Primary Motivations 主要激勵 Primary Interests 主要興趣 Focus of Relationships 關係的焦點 Fixed Amount 固定數量 I Win, You Lose 我贏就是你輸 Opposed 對抗 Short-Term 短期 Variable Amount 可變動數量 I Win, You Win 雙贏局面 Congruent 一致 Long-Term 長期 Integrative Bargaining 整合式協議 Distributive Bargaining 分配式協議 Bargaining Characteristics 協議的特徵 The Two Types of Negotiating Strategies 兩種類型的談判策略 Date20Chapter 12 The Bargaining Zone 談判領域 Party AParty A s s AspirationAspiration RangeRange 甲方的期望範圍甲方的期望範圍 SettlementSettlement RangeRange 和解範圍和解範圍 Party BParty B s s AspirationAspiration RangeRange 乙方的期望範圍乙方的期望範圍 Party As Target Point 甲方目標點 Party Bs Resistance Point 乙方抗拒點 Party As Resistance Point 甲方抗拒點 Party Bs Target Point 乙方目標點 Date21Chapter 12 Developing Negotiation Skills 發展有效談判技巧 Research your opponent 研究你的對手 Begin in a positive way 以積極姿態開始 Address problems, not people 針對問題, 不針對人 Ignore initial offers 對最初所提的條件不動