沟通与人际关系技巧PPT课件讲义

©2022/11/24Chapter121CommunicationandInterpersonalSkill

沟通与人际关系技巧©2022/11/24Chapter122LearningOutcomes

学习目标Learnwhycommunicationisimportanttomanagers

学习沟通对管理者的重要性Describethecommunicationprocess描述沟通过程Learntoovercomecommunicationbarriers学习克服沟通障碍的技术Identifyactivelisteningtechniques确认主动倾听的技巧Learnhowtogiveeffectivefeedback学习如何给人有效的回馈©2022/11/24Chapter123LearningOutcomes

学习目标Describecontingencyfactorsthataffectdelegation描述影响授权的情境因素Learnhowtodelegate学习如何授权Learnhowtoanalyzeandresolveconflict学习如何分析冲突与解决冲突Explainwhymanagersstimulateconflict解释为什么管理者想挑起冲突Comparedistributiveandintegrativebargaining比较分配式和整合式谈判之异同©2022/11/24Chapter124TheCommunicationProcess

沟通程序Sender发送者Encoding编码Receiver接收者Decoding解碼Channel通路Feedback回馈Message讯息Message讯息Noise

杂音©2022/11/24Chapter125CommunicationIssues沟通议题WrittenCommunication书面沟通

VerbalCommunication口语沟通

TheGrapevine葡萄藤

NonverbalCues非口言暗示

ElectronicMedia电子媒体©2022/11/24Chapter126Filtering过滤Emotions情绪SelectivePerception选择性知觉InformationOverload信息负荷过重Apprehension恐慌Language语言CommunicationBarriers沟通障碍©2022/11/24Chapter127Overcoming

CommunicationBarriers

克服沟通障碍Constrainemotions

抑制情感Watchnonverbalcues

注意非口语暗示Usefeedback

使用回馈Simplifylanguage

简化用语Listenactively

积极聆听©2022/11/24Chapter128Contemporary

CommunicationIssues当代沟通议题CommunicationbetweenMenandWomen两性之间的沟通CommunicationintheGlobalVillage地球村中的沟通©2022/11/24Chapter129ActiveListeningSkills主动倾听的技巧Acceptance接受Responsibility责任Intensity密集Empathy同理心©2022/11/24Chapter1210EffectiveFeedback有效的回馈ProvideTimelyFeedback提供及时回馈KeepFeedbackImpersonal使回馈不针对人FocusonWhattheReceiverCanControl针对接收者能控制的部分FocusonSpecificBehaviors专注在特定行为StayGoal-Oriented使回馈与目标链接EnsureUnderstanding确保了解©2022/11/24Chapter1211DelegationContingencyFactors

授权的情境因素Sizeoftheorganization组织的大小Importanceofthedutyordecision责任或决定的重要性Complexityofthetask任务复杂度Cultureoftheorganization组织文化Qualitiesofemployees员工素质©2022/11/24Chapter1212DelegatingEffectively

有效授权Clarifytheassignment

澄清所指派任务Specifytherangeofdiscretion

规定裁决权的范围Encourageparticipation

鼓励参与Informothers

通知其他人Establishfeedbackchannels

建立回馈管道©2022/11/24Chapter1213ThreeViewsofConflict对冲突的三种看法Traditional传统观点HumanRelations人群关系观点Interactionist互动派观点©2022/11/24Chapter1214ConflictandUnitPerformance

冲突与组织绩效UnitPerformanceHighLowLevelofConflictHighABCSituationABCConflictLevelConflictTypeInternalCharacteristicsOutcomesLowornoneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLow©2022/11/24Chapter1215ConflictManagement冲突管理Avoidance规避Accommodation和息Forcing强逼Compromise妥协Collaboration合作©2022/11/24Chapter1216SourcesofConflict冲突的来源CommunicationDifferences沟通差异StructuralDifferences结构差异PersonalDifferences人格差异©2022/11/24Chapter1217WhentoStimulateConflict

何时挑起冲突Areyousurroundedby“yes”people?

你是否被唯唯诺诺的人包围?Areemployeesafraidtoadmitignorance?

员工是否害怕承认无知?Dodecisionmakerssacrificevaluesforcompromise?

决策者是否求妥协而牺牲价值观?Domanagersmaintainan“impression”ofcooperation?

管理者是否在维持合作的“印象”?Aremanagersoverlyconcernedaboutthefeelingsofothers?

管理者是否过度在意别人的感受?©2022/11/24Chapter1218WhentoStimulateConflict

何时挑起冲突Ispopularitymoreimportantthanperformance?

受人欢迎是否比绩效更重要?Domanagerscravedecision-makingconsensus?

管理者不敢独排众议?Aremanagersresistanttochange?

管理者是否抗拒变革?Istherealackofnewideas?

缺少新看法?Isturnoverunusuallylow?

离职率是否过低?©2022/11/24Chapter1219StimulatingConflict挑起冲突Legitimizeconflict

使冲突合法化Usecommunication

善用沟通Bringinoutsiders

带进局外人Usestructuralvariables

使用结构上的变量Appointa“devil’sadvocate”

指派一位“故意唱反调的人”©2022/11/24Chapter1220AvailableResources

可用资源

PrimaryMotivations

主要激励

PrimaryInterests

主要兴趣

FocusofRelationships

关系的焦点FixedAmount

固定数量

IWin,YouLose

我赢就是你输

Opposed

对抗

Short-Term

短期VariableAmount

可变动数量

IWin,YouWin

双赢局面

Congruent

一致

Long-Term

长期IntegrativeBargaining整合式协议DistributiveBargaining分配式协议BargainingCharacteristics协议的特征TheTwoTypesof

NegotiatingStrategies

两种类型的谈判策略©2022/11/24Chapter1221TheBargainingZone

谈判领域PartyA’sAspirationRange甲方的期望范围SettlementRange和解范围PartyB’sAspirationRange乙方的期望范围PartyA’sTargetPoint甲方目标点PartyB’sResistancePoint乙方抗拒点PartyA’sResistancePoint甲方抗拒点PartyB’sTargetPoint乙方目标点©2022/11/24Chapter1222DevelopingNegotiationSkills

发展有效谈判技巧Researchyouropponent研究你的对手Begininapositiveway以积极姿态开始Addressproblems,notpeople针对问题,不针对人Ignoreinitialoffers对最初所提的条件不动心Seekwin-winsolutions强调双赢情况Considerthird-partyass