意义的传递与理解

Chapter12CommunicationandInterpersonalSkillsPowerPointPresentationbyCharlieCookCopyright©2004PrenticeHall,Inc.

Allrightsreserved.CaseSupposethatyouworkinaseven-elevenshopfrom11pmto7am.Onenight,arobberbreaksinwithagunandasksyoutoopenthesafe.Youdon’thavethekeyofthesafe.Whatwouldyousayatthatmoment?Ican’tdoit.Iamunabletodoit.2Copyright©2004PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTCOMES

Afterreadingthischapter,Iwillbeableto:Definecommunicationandexplainwhyitisimportanttomanagers.Describethecommunicationprocess.Listtechniquesforovercomingcommunicationbarriers.Describethewiredandwirelesstechnologiesaffectingorganizationalcommunications.Identifybehaviorsrelatedtoeffectiveactivelistening.3Copyright©2004PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTCOMES(cont’d)

Afterreadingthischapter,Iwillbeableto:Explainwhatbehaviorsarenecessaryforprovidingeffectivefeedback.4Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingManagerialCommunicationWhatisCommunication?Thetransferandunderstandingofmeaning意义的传递与理解everythingthatamanagerdoesinvolvescommunicationeffectivecommunicationdoesnotequalagreement©PrenticeHall,200211-55Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingManagerialCommunicationinterpersonalcommunication

-occursbetweenpeopleorganizationalcommunication

-allthepatterns,networks,andsystemsofcommunicationinanorganization

组织中沟通的各种方式、网络和系统©PrenticeHall,200211-66Copyright©2004PrenticeHall,Inc.Allrightsreserved.*游戏1对指示的反应7Copyright©2004PrenticeHall,Inc.Allrightsreserved.*象限一

I象限二_______________象限三鼓小孩性别小狗8Copyright©2004PrenticeHall,Inc.Allrightsreserved.*TheCommunicationProcessCommunicationprocessThetransferringandunderstandingofmeaning编码解码媒介反馈9Copyright©2004PrenticeHall,Inc.Allrightsreserved.*OrganizationalCommunicationFormalCommunicationcommunicationrequiredtodoone’sjobtakesplacewithinprescribedworkarrangementsInformalCommunicationnotdefinedbytheorganization’sstructuralhierarchygrapevine©PrenticeHall,200211-1010Copyright©2004PrenticeHall,Inc.Allrightsreserved.*OrganizationalCommunicationNetworksGrapevine

小道消息-aninformalnetworkthatisactiveinalmosteveryorganizationimportantsourceofinformationcanbeusedtodisseminateimportantinformationgrapevinecannotbeabolishedrumorscanneverbeeliminatedentirely11-1111Copyright©2004PrenticeHall,Inc.Allrightsreserved.*ProcessOfInterpersonalCommunicationMethodsofCommunicatingInterpersonallyawidevarietyofcommunicationmethodsexistWrittenVerbalNonverbalBodylanguageVerbalintonation©PrenticeHall,200211-1212Copyright©2004PrenticeHall,Inc.Allrightsreserved.*WrittenVersusVerbalCommunicationsWrittenTangibleVerifiableMorepermanentMorepreciseMorecareistakenwiththewrittenwordVerbalConsumeslesstimeKnownreceiptQuickerresponseQuickerfeedbackLesssecure13Copyright©2004PrenticeHall,Inc.Allrightsreserved.*NonverbalCommunicationsBodylanguageNonverbalcommunicationcuessuchasfacialexpressions,gestures,andotherbodymovementsVerbalintonation语调Anemphasisgiventowordorphrasesthatconveysmeaning14Copyright©2004PrenticeHall,Inc.Allrightsreserved.*NonverbalCommunications55%Bodylanguage7%38%Verbalintonationword15Copyright©2004PrenticeHall,Inc.Allrightsreserved.*FacialExpressionsConveyEmotions©PrenticeHall,200211-1616Copyright©2004PrenticeHall,Inc.Allrightsreserved.*CommunicationBarriersFiltering过滤Thedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver.故意操纵信息使之更易得到接受17Copyright©2004PrenticeHall,Inc.Allrightsreserved.*18Copyright©2004PrenticeHall,Inc.Allrightsreserved.*CommunicationBarriersSelectiveperception选择性知觉Selectivehearingcommunicationsbasedonone’sneeds,motivations,experience,orotherpersonalcharacteristics.根据自己的兴趣，动机，经验等理解信息19Copyright©2004PrenticeHall,Inc.Allrightsreserved.*Whathaveyouseeninthepicture?20Copyright©2004PrenticeHall,Inc.Allrightsreserved.*Whathaveyouseeninthepicture?21Copyright©2004PrenticeHall,Inc.Allrightsreserved.*CommunicationBarriersInformationoverload信息超载TheresultofinformationexceedingprocessingcapacityEmotions情绪interpretationofamessageaffectedbythewaythereceiverfeelsJargon行话TechnicallanguagethatisnotunderstoodbyoutsidersNationalculture民族文化Communicationdifferencesthatarisefromthedifferentlanguagesandnationalcultures22Copyright©2004PrenticeHall,Inc.Allrightsreserved.*一个美国主管与中国下属的沟通美国人:“你认为要多久才能完成这个报告?中国人:“不知道,你认为要多久?”美国人:“你自己应该清楚要多久?”

中国人:“10天。”美国人:“那么15天.怎么样?15天内完成?”23Copyright©2004PrenticeHall,Inc.Allrightsreserved.*一个美国主管与中国下属的沟通美国人:“你认为要多久才能完成这个报告?美国人:我请他参与。中国人:他的行为毫无意义！他是老板，为什么不直接告诉我。中国人:“不知道,你认为要多久?”美国人:他拒绝承担责任。中国人:我请他指示。

24Copyright©2004PrenticeHall,Inc.Allrightsreserved.*一个美国主管与中国下属的沟通美国人:“你自己应该清楚要多久?”美国人:我逼迫他对自己的行动承担责任。中国人:真是胡说。我最好给他一个满意的回答。

中国人:“10天。”美国人:他缺乏估计时间的能力；这个时间完全不准确。美国人:“那么15天.怎么样?15天内完成?”美国人:我提出了一个约定。中国人:这就是他给我的命令，15天。25Copyright©2004PrenticeHall,Inc.Allrightsreserved.*一个美国主管与中国下属的沟通

而实际上需要30天才能完成这个报告.所以,这个中国人夜以继日地工作.但15天过去了,他还需要一天的时间才能完成.

美国人:“报告呢?”美国人:我想确认他完成了约定的事。中国人:“明天可以做完。.”中国人:他在要报告呢。(双方都确认了报告没有完成。)26Copyright©2004PrenticeHall,Inc.Allrightsreserved.*一个美国主管与中国下属的沟通美国人:“但我们不是讲好今天搞完的吗?”美国人:我一定要教他完成约定的事。中国人:这个愚蠢无能的老板!他不仅乱下命令,还无视我用16天干了30天的工作。中国人:我不能替这样的人工作。中国人辞职了。美国人很吃惊。

27Copyright©2004PrenticeHall,Inc.Allrightsreserved.*讨论

那位美国经理与中国下属之间的误解是怎样产生的？28Copyright©2004PrenticeHall,Inc.Allrightsreserved.*OvercomingtheBarriersUseFeedback

-askasetofquestionsaboutamessagetodeterminewhetheritwasunderstoodasintendedSimplifyLanguage

-tailorthelanguagetotheaudienceListenActively

-listenforfullmeaningenhancedbydevelopingempathywithsender©PrenticeHall,200211-2929Copyright©2004PrenticeHall,Inc.Allrightsreserved.*NonverbalCommunications55%Bodylanguage7%38%Verbalintonationword30Copyright©2004PrenticeHall,Inc.Allrightsreserved.*听用口去听用耳朵听；用眼睛看用心聆听聽31Copyright©2004PrenticeHall,Inc.Allrightsreserved.*游戏2聆听练习32Copyright©2004PrenticeHall,Inc.Allrightsreserved.*ActiveListeningBehaviorsParaphraseDon’tovertalkBeempatheticMakeeyecontactExhibitaffirmativeheadnodsandappropriatefacialexpressionsActiveListeningAvoiddistractingactionsorgesturesAvoidinterruptingthespeakerAskquestions©PrenticeHall,200211-3333Copyright©2004PrenticeHall,Inc.Allrightsreserved.*一只小猪、一只绵羊和一头乳牛，被关在同一个畜栏里。有一次，牧人捉住小猪，小猪大声号叫，猛烈地抗拒。绵羊和乳牛讨厌小猪的号叫，便说：「他常常捉我们，我们并不大呼小叫。」小猪听了回答道：「捉你们和捉我完全是两回事，他捉你们，只是要你们的毛和乳汁，但是捉住我，却是要我的命呢!」

对别人的失意、挫折、伤痛，应有关怀、了解的心情。故事34Copyright©2004PrenticeHall,Inc.Allrightsreserved.*如何回应？

听到以下的话，你会如何回应？“我真受够了我的老板，他总是批评我做的每一件事”35Copyright©2004PrenticeHall,Inc.Allrightsreserved.*

真受够了我的老板，他总是批评我做的每一件我事。你太不幸了。我的老板也这样。你应该跟他谈谈。没那么糟糕吧，不会有问题的。传统式的回应回答36Copyright©2004PrenticeHall,Inc.Allrightsreserved.*

以同理心感受对方的情绪并表达出来。1．重述字句2．重整内容3．反应感受同理心的沟通法则1句型:因为你…你感到….37Copyright©2004PrenticeHall,Inc.Allrightsreserved.*真受够了我的老板，他总是批评我做的每一件我事。你的老板总是批评你，让你感到很沮丧，是吗？同理心沟通回应38Copyright©2004PrenticeHall,Inc.Allrightsreserved.*由衷地倾听可以提供心理的空气

营造互信的气氛消除对方的戒心为坦诚交流打下基础沟通的第一步是建立关系39Copyright©2004PrenticeHall,Inc.Allrightsreserved.*OvercomingtheBarriersConstrainEmotions

控制情绪

-emotionsseverelycloudanddistortthetransferenceofmeaningWatchNonverbalCues

留心非语言线索

-actionsshouldbealignedwithwordsnonverbalmessageshouldreinforceverbalmessage©PrenticeHall,200211-4040Copyright©2004PrenticeHall,Inc.Allrightsreserved.*OrganizationalCommunicationDirectionofCommunicationFlow

沟通流动的方向Downward

-flowsfromamanagertosubordinatesusedtoinform,direct,coordinate,andevaluateemployeesUpward

-flowsfromsubordinatestomanagersamountofupwardcommunicationaffectedbythecultureoftheorganizationtrustandempowermentincreaseupwardflow©PrenticeHall,200211-4141Copyright©2004PrenticeHall,Inc.Allrightsreserved.*OrganizationalCommunicationDirectionofCommunicationFlowDiagonal

斜向的-cutsacrossbothworkareasandorganizationallevelsbenefitsefficiencyandspeede-mailfacilitatesdiagonalcommunication11-4242Copyright©2004PrenticeHall,Inc.Allrightsreserved.*管理实例你手下的14个人只有三台电脑，而其他三个部门人员少，电脑却比你多。你需要再添置三台电脑，于是你想向上级反映这个问题。选择：你申诉说，“别的部门人比我们少，电脑却比我们多，为什么我们不能多添几台电脑？”43Copyright©2004PrenticeHall,Inc.Allrightsreserved.*准则

抱怨等于把责任推给别人，不利于问题的解决。提出具有建设性的意见，可以更快地达到目的。44Copyright©2004PrenticeHall,Inc.Allrightsreserved.*和下属的沟通你部门的一位员工向你抱怨说每天完成某一项任务费时太多。对此你会怎么应对？经理说：“很高兴你能提出这个问题。我现在很忙。让我考虑一下，再通知你。”45Copyright©2004PrenticeHall,Inc.Allrightsreserved.*

下属为了确保经理不会忘记这件事，以后会经常将头探进经理办公室，欢快地询问道，“怎么样了？”经理从下属那儿接过了责任，并承诺汇报工作进展状况。

46Copyright©2004PrenticeHall,Inc.Allrightsreserved.*准则

让对方拿出一个办法来，即可以迫使对方积极思考，又体现出你尊重对方意愿的宗旨。

对改变工作程序你有什么更好的意见吗？47Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingInformationTechnologyinformationtechnologyhaschangedorganizationalcommunicationdisseminatesmorecompleteinformationprovidesmoreopportunitiesforcollaborationemployeesarefullyaccessibleNetworkedComputerSystems

WirelessCapabilities©PrenticeHall,200211-4848Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingInformationTechnologyNetworkedComputerSystemse-mail

-instanttransmissionofwrittenmessagesinstantmessaging(IM)

-interactivereal-timecommunicationrequiresgroupstobeloggedonthenetworkatthesametimevoice-mail

-digitizesaspokenmessage11-4949Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingInformationTechnologyNetworkedComputerSystemsElectronicdatainterchange(EDI)

电子数据交换-exchangeofstandardbusinesstransactiondocumentsTeleconferencing

-permitssimultaneousconferralusingtelephoneore-mailgroupcommunicationssoftwarevideoconferencing

-participantscanseeeachother11-5050Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingInformationTechnologyIntranet-InternettechnologythatlinksorganizationalemployeesExtranet-InternettechnologythatlinksanorganizationwithcustomersandsuppliersInternet-basedvoicecommunication-allowsuserstotalkwitheachotherWirelessCapabilities

-dependsonsignalssentthroughspacewithoutanyphysicalconnectionbasedonmicrowavesignals,satellites,radiowaves,orinfraredlightrays

(红外线）11-5151Copyright©2004PrenticeHall,Inc.Allrightsreserved.*UnderstandingInformationTechnologyHowInformati