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沟通与人际技能沟通与人际技能沟通与人际技能CommunicationandInterpersonalSkillPrenticeHall,200122WhereWeAreChapter12CommunicationandInterpersonalSkillsPrenticeHall,200133TheCommunicationProcessSenderEncodingReceiverDecodingChannelFeedbackMessageMessageNoiseUnderstandingcommunication:theprocessPrenticeHall,200166CommunicationChannelsWrittenCommunicationVerbalCommunicationTheGrapevineNonverbalCuesElectronicMediaUnderstandingcommunication:variousmethodsPrenticeHall,200177FilteringEmotionsSelectivePerceptionInformationOverloadApprehensionLanguageCommunicationBarriersUnderstandingcommunication:thebarriersPrenticeHall,200188Overcoming

CommunicationBarriersConstrainemotionsWatchnonverbalcuesUsefeedbackSimplifylanguageListenactivelyUnderstandingcommunication:thebarriersPrenticeHall,200199Contemporary

CommunicationIssuesCommunicationbetweenMenandWomenCommunicationintheGlobalVillageUnderstandingcommunication:otherissuesPrenticeHall,20011010ActiveListeningSkillsAcceptanceResponsibilityIntensityEmpathyInterpersonalskills:ActivelisteningPrenticeHall,20011111ListeningEffectivelyMakeeyecontact.Exhibitaffirmativenodsandappropriatefacialexpressions.Avoiddistractingactionsorgesturesthatsuggestboredom.Askquestions.Paraphraseusingyourownwords.Avoidinterruptingthespeaker.Don‘tover-talk.MakesmoothtransitionsbetweentherolesofspeakerandlistenerManagementskills:EffectivelisteningPrenticeHall,20011212EffectiveFeedbackProvideTimelyFeedbackKeepFeedbackImpersonalFocusonWhattheReceiverCanControlFocusonSpecificBehaviorsStayGoal-OrientedEnsureUnderstandingInterpersonalskills:EffectivefeedbackPrenticeHall,20011313ProvidingPerformanceFeedbackSchedulethefeedbacksessioninadvanceandbeprepared.Puttheemployeeatease.Makesuretheemployeeknowsthepurposeofthisfeedbacksession.Focusonspecificratherthangeneralworkbehaviors.Keepcommentsimpersonalandjob-related.Supportfeedbackwithharddata.Ifthefeedbackisnegative,directthenegativefeedbacktowardwork-relatedbehaviorthattheemployeecontrols.Lettheemployeespeak.Ensurethattheemployeehasaclearandfullunderstandingofthefeedback.Detailafutureplanofaction.Managementskills:Effectivelistening(seechap13p433):PrenticeHall,20011414ConceptofDelegationAuthorityTopManagersMiddleManagersFirst-LineManagersOperativesEffectivedelegationpushesauthoritydownverticallythroughtheranksofanorganization.Interpersonalskills:EffectivedelegatingDelegation

ContingencyFactorsSizeoftheorganizationImportanceofthedutyordecisionComplexityofthetaskCultureoftheorganizationQualitiesofemployeesInterpersonalskills:EffectivedelegatingPrenticeHall,20011616DelegatingEffectivelyClarifytheassignmentSpecifytherangeofdiscretionEncourageparticipationInformothersEstablishfeedbackchannelsInterpersonalskills:EffectivedelegatingPrenticeHall,20011717ThreeViewsofConflictTraditionalHumanRelationsInteractionistInterpersonalskills:ConflictmanagementPrenticeHall,20011818SourcesofConflictCommunicationDifferencesStructuralDifferencesPersonalDifferencesInterpersonalskills:ConflictmanagementPrenticeHall,20011919ForcingCollaborationAccommodationAvoidanceCooperativenessHighLowAssertivenessConflict-handlingStylesInterpersonalskills:ConflictmanagementHighCompromisePrenticeHall,20012020ConflictandUnitPerformanceUnitPerformanceHighLowLevelofConflictHighABCSituationABCConflictLevelConflictTypeInternalCharacteristicsOutcomesLowornoneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLowInterpersonalskills:ConflictmanagementPrenticeHall,20012121WhentoStimulateConflictAreyousurroundedby“yes”people?Areemployeesafraidtoadmitignorance?Dodecisionmakerssacrificevaluesforcompromise?Domanagersmaintainan“impression”ofcooperation?Aremanagersoverlyconcernedaboutthefeelingsofothers?Ispopularitymoreimportantthanperformance?Domanagerscravedecision-makingconsensus?Aremanagersresistanttochange?Istherealackofnewideas?Isturnoverunusuallylow?Interpersonalskills:ConflictmanagementPrenticeHall,20012222HowtoStimulateConflictLegitimizeconflictUsecommunicationBringinoutsidersUsestructuralvariablesAppointa“devil’sadvocate”Interpersonalskills:ConflictmanagementPrenticeHall,20012323ImportanceUncertaintyWhatIsStress?DemandsConstraintsInterpersonalskills:Stressmanagement(seeChap7p240)PrenticeHall,20012424OrganizationalStressFactorsTaskDemandsRoleDemandsInterpersonalDemandsStructuralDimensionsLeadershipTechniquesInterpersonalskills:Stressmanagement(seeChap7p241)PrenticeHall,20012525PersonalStressFactorsFamilyEconomicPersonalityInterpersonalskills:Stressmanagement(seeChap7p241)PrenticeHall,20012626PhysiologicalPsychologicalBehavioralStressThreeGeneralSymptomsInterpersonalskills:Stressmanagement(seeChap7p243)PrenticeHall,20012727StressManagementSelectionandplacementJobredesignParticipationWellnessprogramsEmployeeassistanceInterpersonalskills:Stressmanagement(seeChap7p243)PrenticeHall,20012828

AvailableResourcesPrimaryMotivationsPrimaryInterestsFocusofRelationships

FixedAmountIWin,YouLoseOpposedShort-Term

VariableAmountIWin,YouWinCongruentLong-TermIntegrativeBargainingDistributiveBargainingBargainingCharacteristicsTheTwoTypesof

NegotiatingStrategiesInterpersonalskills:NegotiationPrenticeHall,20012929TheBargainingZonePartyA’sAspirationRangeSettlementRangePartyB’sAspirationRangePartyA’sTargetPointPartyB’sResistancePointPartyA’sResistancePointPartyB’sTargetPointInterpersonalskills:NegotiationPrenticeHall,20013030DevelopingNegotiationSkillsResearchyouropponentBegininapositivewayAddressproblems,notpeopleIgnoreinitialoffersSeekwin-winsolutionsConsiderthird-partyassistanceManagementskills:NegotiationPrenticeHall,20013131MakingEffectivePresentationsPrepareforthepresentationMakeopeningcommentsMakeyourpointsEndthe

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