管理学教学资料10erobbins14

1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,141,Managers and Communications,Chapter14,Management Stephen P. Robbins Mary Coulter,tenth edition,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,142,Learning OutcomesFollow this Learning Outline as you read and s

2、tudy this chapter.,14.1 The Nature and Function of Communication Define communication, interpersonal communication and organizational communication Discuss the functions of communication. 14.2 Methods of Interpersonal Communication Describe the components of the communication process. Discuss the cr

3、iteria that managers can use to evaluate the various communication methods. List the communication methods managers might use.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,143,Learning Outcomes,14.3 Effective Interpersonal Communication Explain the barriers to effective interpe

4、rsonal Discuss ways to overcome the barriers to effective interpersonal communication. 14.4 Organizational Communication Contrast formal and informal communication. Explain communication flow in an organization. Describe the three common communication networks. Discuss how managers should handle the

5、 grapevine.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,144,Learning Outcomes,14.5 Information Technology and Communication Describe how technology affects managerial communication. Explain how information technology affects organizations. 14.6 Communication Issues In Todays O

6、rganization Discuss the challenges of managing communication in an Internet world. Explain how organizations can manage knowledge. Explain why communicating with customers is an important managerial issue. Explain how political correctness is affecting communication.,Copyright 2010 Pearson Education

7、, Inc. Publishing as Prentice Hall,145,1. What Is Communication?,1.1 Communication The transfer and understanding of meaning 意思的传递和理解. Transfer means the message was received in a form that can be interpreted by the receiver. Understanding the message is not the same as the receiver agreeing with th

8、e message. Interpersonal Communication Communication between two or more people Organizational Communication All the patterns, network, and systems of communications within an organization 组织中所有沟通的形式，网络和系统,6,Communication: The process of information transferred from the sender to the receiver 沟通是指信息

9、从发送者到接受者的传递过程。,一个组织成员在一个组织中充当各种不同角色。 要履行好自己的职责，就必须掌握良好的沟通技巧。,对上司,对外界,对下属,对同事,汇报情况，接受指示,了解外界信息，接触与联系,指导下属，听取下属汇报，了解和激励员工,协调与其他管理者之间的联系,组织成员,7,Purpose of communication?,Purpose : to gain understanding and support,Sign for effective communication,8,Conditions for effective communication,Channel and met

10、hods for information transferring,Basic conditions,Additional conditions,Information sent should be accurate and complete Receiver can receive complete information and correctly understand the information Receiver is willing to take measures according to the sender,9,Types of communication,信息发送者和信息接

11、受者为同一个行为主体，自行发出信息、自行传递、自我接收和理解。 人们进行自我沟通的目的是为了认识“自我”。 在所有的沟通中，自我沟通是基础。,在组织内部进行的信息交流、联系和传递活动。 良好的组织沟通是疏通组织内外部渠道，协调组织内各部分之间关系的重要条件。 由于角色和权力系统的制约，组织沟通较复杂。,Self communication 自我沟通,Organization communication 组织沟通: All the patterns, network, and systems of communications within an organization,Interperson

12、al Communication Communication between two or more people 人际沟通 两个或两个以上的人之间的信息沟通。,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1410,1.2 Four Functions of Communication,Functions ofCommunication,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1411,1.2 Functions

13、 of Communication,1.2.1 Control Formal and informal communications act to control individuals behaviors in organizations. 1.2.2 Motivation Communications clarify for employees what is to done, how well they have done it, and what can be done to improve performance.,Copyright 2010 Pearson Education,

14、Inc. Publishing as Prentice Hall,1412,1.2 Functions of Communication (contd),1.2.3 Emotional Expression Social interaction in the form of work group communications provides a way for employees to express themselves. 1.2.4 Information Individuals and work groups need information to make decisions or

15、to do their work.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1413,2. The Interpersonal Communication Process,The Interpersonal Communication Process,发送者, Prentice Hall, 2002,11-14,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1415,2.1 Interpersonal Commun

16、ication,Message Source: senders intended meaning Encoding The message converted to symbolic form Channel The medium through which the message travels Decoding The receivers retranslation of the message Noise Disturbances that interfere with communications 难以辨认的字迹 电话中的静电干扰 接受者的疏忽大意 生产现场中来自设备或同事的背景噪音,

17、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1416,2.2 Distortions in Communications,Message Encoding The effect of the skills, attitudes, and knowledge of the sender on the process of encoding the message The social-cultural system of the sender The Message Symbols used to conv

18、ey the messages meaning The content of the message itself The choice of message format Noise interfering with the message,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1417,Distortions in Communications (contd),The Channel The senders choice of the appropriate channel or multipl

19、e channels for conveying the message Receiver The effect of skills, attitudes, and knowledge of the receiver on the process of decoding the message The social-cultural system of the receiver Feedback Loop Communication channel distortions affecting the return message from receiver to sender,Copyrigh

20、t 2010 Pearson Education, Inc. Publishing as Prentice Hall,1418,2.3 Interpersonal Communication Methods,Face-to-face Telephone Group meetings Formal presentations Memos Traditional Mail Fax machines Employee publications Bulletin boards Audio- and videotapes,Hotlines E-mail Computer conferencing Voi

21、ce mail Teleconferences Videoconferences,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1419,2.4 Evaluating Communication Methods,Feedback Complexity capacity Breadth potential Confidentiality Encoding ease Decoding ease,Time-space constraint Cost Interpersonal warmth Formality S

22、canability Time consumption,Evaluating Communication Methods,反馈 接收者以多快的速度对信息作出反应? 复杂 这种方式能否有效地处理复杂信息? 宽度 使用这种方法能传递几种不同的信息? 保密 沟通者能否相信他们的信息只被他们想传递的那些人接收到? 编码 发送者能否很容易并很快使用这个渠道? 译码 接收者能否很容易并很快对这些信息进行译码? 时间 发送者和接收者是否需要在同一时间、同一空间进行沟通? 成本 这种方法需要花费多少钱? 人际 这种方法能够传递多少人际温暖度? 正规 这种方法需要多大程度的正规化? 浏览 这种方法能否使相关信息

23、很容易被人看到或浏览到? 花费 在处理信息时，是否需要发送者或接收者对信息进行严格的控制?, Prentice Hall, 2002,11-20,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1421,Exhibit 142Comparison of Communication Methods,Note: Ratings are on a 15 scale where 1 = high and 5 = low. Consumption time refers to who controls the rece

24、ption of communication. S/R means the sender and receiver share control.,Source: P. G. Clampitt, Communicating for Managerial Effectiveness (Newbury Park, CA: Sage Publications, 1991), p. 136.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1422,2 Interpersonal Communication (cont

25、d),2.5 Nonverbal Communication Communication that is transmitted without words. Sounds with specific meanings or warnings Images that control or encourage behaviors Situational behaviors that convey meanings Clothing and physical surroundings that imply status Body language: gestures, facial express

26、ions, and other body movements that convey meaning. Verbal intonation: emphasis that a speaker gives to certain words or phrases that conveys meaning.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1423,3 Interpersonal Communication Barriers,Defensiveness,NationalCulture,Emotions

27、,Information Overload,Interpersonal Communication,Language,Filtering,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1424,3.1 Barriers to Effective Interpersonal Communication,Filtering The deliberate manipulation of information to make it appear more favorable to the receiver. Em

28、otions Disregarding rational and objective thinking processes and substituting emotional judgments when interpreting messages. Information Overload Being confronted with a quantity of information that exceeds an individuals capacity to process it.,最初的信息,最终的信息,图 信息传递链现象实例,信息的过滤,过滤,因为权力，信息从上至下被过滤了，上情不

29、能下达；因为危机，信息从下至上被过滤了，下情不能上达； 组织信息过滤： 业务员：客户跑掉了 地区经理：地区竞争非常激烈； 副总：四川生意不太好做； 总经理：四川还可以。 公司发生危机的时候都是最底下人知道的，但一般最后知道的往往是总经理。,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1427,3.1 Barriers to Effective Interpersonal Communication (contd),Defensiveness When threatened, reacting in a w

30、ay that reduces the ability to achieve mutual understanding. Language The different meanings of and specialized ways (jargon) in which senders use words can cause receivers to misinterpret their messages. National Culture Culture influences the form, formality, openness, patterns, and use of informa

31、tion in communications.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1428,3.2 Overcoming the Barriers to Effective Interpersonal Communications,Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues,四、克服人际间有效沟通的障碍,运用反馈 简化语言 积极倾听 抑制情绪 注意非言语提示（眉目传情

32、”、“暗送秋波） S罗宾斯管理学P442-443,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1430,Exhibit 143Active Listening Behaviors,Source: Based on P.L. Hunsaker, Training in Management Skills (Upper Saddle River, NJ: Prentice Hall, 2001).,Copyright 2010 Pearson Education, Inc. Publishing as Pre

33、ntice Hall,1431,4. Types of Organizational Communication,4.1 Formal Communication Communication that follows the official chain of command or is part of the communication required to do ones job. 4.2 Informal Communication Communication that is not defined by the organizations structural hierarchy.

34、Permits employees to satisfy their need for social interaction. Can improve an organizations performance by creating faster and more effective channels of communication.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1432,4.3 Communication Flows,Lateral,Diagonal,Downward,Upward,C

35、opyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1433,4.3 Direction of Communication Flow,Downward Communications that flow from managers to employees to inform, direct, coordinate, and evaluate employees. Upward Communications that flow from employees up to managers to keep them aw

36、are of employee needs and how things can be improved to create a climate of trust and respect.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1434,Direction of Communication Flow (contd)4.,Lateral (Horizontal) Communication Communication that takes place among employees on the sa

37、me level in the organization to save time and facilitate coordination. Diagonal Communication Communication that cuts across both work areas and organizational levels in the interest of efficiency and speed.,一、正式沟通和非正式沟通,正式沟通：是指按照规定的指挥链或者作为工作的一部分而进行的沟通。包括纵向沟通（vertical communication）、横向沟通(horizontal

38、communication和斜向沟通（diagonal communication）。 非正式沟通：是指不由组织的层级结构限定的沟通。,二、正式沟通信息的流向,下行沟通：信息从较高的组织层次流向较低的组织层次。包括命令、指示、谈话、会议、通电话等等。这种沟通方式在充满专制的组织中尤为强调。 上行沟通：信息沿着组织层次向上流动，由下级流向上级。包括下属正式或口头的报告，请示、汇报、意见箱，建议制度等。这种沟通方式在职工参与管理和民主气氛浓厚的企业中较为常见。,二、正式沟通信息的流向,横向沟通：又称平行沟通，是指同一组织层次的人和部门之间的沟通。 斜向沟通：是指组织内部无隶属关系的不同层次的部门或

39、个人之间的信息交流。 结论：这二种形式的沟通形式包括部门经理参加的理会、非正式的碰头会等。国外研究表明：管理人员的信息沟通中只有1/3是纵向流动的，有2/3是平行流动的。,组织正式沟通类型,向外,平行,斜向,下行,上行,表 正式沟通信息流向的类型及特征,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1440,4.4 Types of Organizational Communication Networks,Chain Network Communication flows according to the

40、 formal chain of command, both upward and downward 按照正式命令链进行的沟通流向. Wheel Network All communication flows in and out through the group leader (hub) to others in the group一个公认的且强有力的领导者与工作群体或团队中其他人之间的沟通流向 All-Channel Network Communications flow freely among all members of the work team. 信息在工作团队中所有成员之间自

41、由地流动,三、组织中的沟通网络,沟通网络：是由若干条信息沟通渠道按一定方式集结而成的链状或网状结构。它表明了在一个组织中，组织信息是怎样传递或交流的。沟通网络可分成正式沟通网络和非正式沟通网络。 正式沟通网络：通过正式沟通渠道建立起来的网络，它反映了一个组织的内部结构，通常与组织的职权系统和指挥系统相一致。 非正式沟通网络：是通过非正式沟通渠道联系的沟通网络。,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1442,4. 4Three Common Organizational Communication

42、Networks and How They Rate on Effectiveness Criteria,正式沟通网络类型,链式 轮式 Y式 环式 全通道式,链式：属控制型结构。指信息在组织成员之间进行单线、顺序传递的一种沟通网络形式，形状犹如链条，故名链式。居于两端的成员只能与其内侧的人联系，居中的成员则可以分别与两侧的人联系。结果是参与者联系面窄，平均满意度低。信息往往经过层层传递、筛选，容易失真，最后一个环节收到的信息往往与初始环节发送的信息差距很大。严格按照直线职权关系和指挥链系统的逐级信息传递就是链式沟通；间谍与特务在某一段信息传递也是链式沟通，小道消息有时也是链式的。,正式沟通网络

43、的类型,轮式：属主管中心控制型网络。是信息经由中心人物向四周多线传播的一种沟通网络形态，形状犹如轮盘，故名轮式。其中心人物是信息的汇集点和传递点，其他成员之间没有相互的交换关系。特点是集中化程度高，解决问题速度快，但组织成员满意度低。严格按职能划分部门的各部门经理与总经理之间的信息沟通，可以看作是轮式沟通的一个例子。再如如果组织接受紧急攻关任务，要求进行严密控制，则可采取这种网络。,Y式：称秘书中心控制型，这种沟通网络相当于企业主管、秘书和下级人员之间的关系。秘书（C）是信息收集和传递中心，对上接受主管（D）的领导。特点是这种网络形式能减轻企业主要领导者的负担，解决问题速度较快。但除主管人员以

44、外，下级人员平均满意度与士气较低，容易影响工作效率。,环式：又称工作小组沟通型。在这种沟通网络中，所有成员依次联络和传递信息，地位平等。特点是不能明确谁是主管，集中化程度低，组织成员满意度高。但由于沟通的渠道窄，环节多，沟通的速度和准确性难以保证。如果在组织中需要创造出一种高昂的士气来实现组织目标，环式沟通是一种行之有效的方式。,全通道式：是一种全方位开放式的沟通网络形态，所有成员之间都能进行相互的不受限制的信息沟通和联系。其集中化程度低，平均满意度高且差异小，士气高昂，合作气氛浓。且由于沟通渠道多，成员可以直接、自由、充分的发表意见，有利于提高沟通准确性。对于解决复杂问题，增强组织合作精神，

45、提高士气有很大的作用。但容易造成混乱，且又费时，影响工作效率。,沟通网络和评价标准,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1450,The Grapevine,An informal organizational communication network that is active in almost every organization. Provides a channel for issues not suitable for formal communication channels.

46、The impact of information passed along the grapevine can be countered by open and honest communication with employees.,单线型,饶舌型,偶然型,集束型,非正式沟通网络类型,非正式沟通网络也常常被称之为“葡萄藤”，一般分为四种：单线型、饶舌型、偶然型和集束型。单线型是通过一连串的人把消息传递给最终的接受者；饶舌型(gossip chain)是一个人主动地把消息传播给其他很多人；偶然型(probability chain)是按偶然机会将消息随机地传递给其他人的；集束型(cluste

47、r chain)则将信息有选择地告诉自己的朋友或有关人员。研究表明：非正式沟通普遍采用集束型方式。即把消息告诉经过选择的对象。,非正式沟通网络的类型,非正式沟通网络,（1）单线型。它是指信息在非正式渠道中依次传递，即一个人转告另一个人，后者也再只转告一个人。 （2）饶舌型。它是信息由一个人告诉其他所有的人，这个发出信息的人是非正式组织渠道的关键人物。 （3）集束型。在沟通渠道中有几个中心人物，由他们转告其他若干人，即A将信息传递给特定的B、C、D，再由他们传递出去。 （4）偶然型。它是指信息由一个人传递给某些人，这些人再随机地传递给另一些人，即想告诉什么人就告诉什么人，并无一定的中心人物或选择

48、性。,沟通的禁忌:,不良的口头禅 过多的专业术语 威胁的语句 易受干扰的环境 忽视了确认不了解的信息,只听自己想听的 过度自我为中心 不信任对方 被第一印象及身份 地位左右。,沟通无效实例,沟通无效实例,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1457,5. Understanding Information Technology,Benefits of Information Technology (IT) Increased ability to monitor individual and te

49、am performance Better decision making based on more complete information More collaboration and sharing of information Greater accessibility to coworkers,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1458,Information Technology (contd),Networked Computer Systems Linking individu

50、al computers to create an organizational network for communication and information sharing.,E-mail Instant messaging (IM) Blogs Wikis Voicemail Fax machines Electronic Data Exchange (EDI) Teleconferencing Videoconferencing Web conferencing,Copyright 2010 Pearson Education, Inc. Publishing as Prentic

51、e Hall,1459,Information Technology (contd),Types of Network Systems Intranet An internal network that uses Internet technology and is accessible only to employees. Extranet An internal network that uses Internet technology and allows authorized users inside the organization to communicate with certa

52、in outsiders such as customers and vendors. Wireless (WIFI) capabilities,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,1460,How IT Affects Organization,Removes the constraints of time and distance Allows widely dispersed employees to work together. Provides for the sharing of in

53、formation Increases effectiveness and efficiency. Integrates decision making and work Provides more complete information and participation for better decisions. Creates problems of constant accessibility to employees Blurs the line between work and personal lives.,Copyright 2010 Pearson Education, I

54、nc. Publishing as Prentice Hall,1461,6. Current Communication Issues,Managing Communication in an Internet World Legal and security issues Inappropriate use of company e-mail and instant messaging Loss of confidential and proprietary information due to inadvertent or deliberate dissemination or to hackers. Lack of personal interaction Being connected is not the same as face-to-face contact. Di