1. Management Communication
Zhang Li
Department of Business Administration管理沟通
2. Introduction
Communication Strategy
Effective Listening
Making Presentations
Negotiating
Interviewing
Running Meetings
WritingCourse Syllabus
3. ReferencesMary Munter, Guide to Managerial Communication, 4th edition, Prentice Hall, Tsing Hua University Press,1999
Michael E. Hattersley, Linda McJannet, Management Communication Principles and Practice, China Machine Press, McGraw-Hill, 1998
Ron Ludlow, Fergus Panton, Effective Communication, Prentice Hall, 1997
Kitty O. Locker, Business and Administrative Communication, 5th edition, China Machine Press, McGraw-Hill, 2000
魏江,管理沟通—理念与技能,科学出版社,2001
苏勇,罗殿军,管理沟通,复旦大学出版社,1999
罗锐韧,曾繁正,管理沟通,红旗出版社,1997
8. Discussion(1):Group CommunicationAfter finishing self-judgement, your group uses informative or persuasive communication so as to get access to the common decision. The turn of 15 things should try to get everyone’s agreement.
Attentions:
--No matter informative, or persuasive communication, logic is the fundamental;
--Don’t change your idea only to avoid the conflict;
--Don’t make decision only to abide by “the minority and the majority” rule
9. Discussion(1):
10. Discussion(2): Self-assessment
¨ What key techniques, you think, decide the success of your career?
¨ What are your communication barriers in your job?
¨ What are the most effective approaches to improve your communication skills?
¨ What do you wish to learn much more in this course?
11. Significance of MCCo-ordination requires communication.
what is an organization?
Firstly, it consists of a number of people.
Secondly, it involves interdependence.
Communicative capability heavily influences your career development to some extent.
12. Harold Koontz (哈罗德·孔茨):“管理就是设计和保持一种良好环境,使人在群体里高效率地完成既定目标。”
Henri Foyol (亨利·法约尔): planning计划, organizing组织, coordinating协调, commanding领导, controlling控制
Henry Mintzberg (亨利·明兹伯格): “Verbal and written contacts are the manager’s work.” “Managers must be able to communicate easily and efficiently.”
16. Why communicate? It leads to greater effectiveness.
It keeps people in the picture.
It gets people involved with the organization and increases motivation to perform well; increases commitment to the organization.
It makes for better relationships and understanding between: boss and subordinate; colleagues; people within the organization and outside it.
It helps people to understand the need for change: how they should manage it; how to reduce resistance to change.
17. 第一节 管理沟通的内涵和要素 一、管理沟通的概念 Concept of MC
机—机沟通
人—机沟通
人—人沟通
管理沟通是指沟通者为了获取沟通对象的反应和反馈而向对方传递信息的全部过程
18. Communication depends on the nature of the message to be passed, and on the relationship between the sender and the receiver.
You are successful only if your message leads to the response of your audience.
e.g.
“Arthur, I wonder if you’d like to look at your account, it’s a bit overdue.”
“Mr. Jones, your account is very overdue and we are placing the matter in the hands of our solicitors at the end of this week if it is not brought within our normal terms of sale by then”
19. Natures of MC Media: language or letters;
Content: Information, Thoughts, Emotion, Aspects, Attitude etc;
Philosophy greatly influences the understanding of motive, behavior and goal;
Special barriers: Information disorder, Philosophy elements (preference, background, experiences and value).
21. Case 1:EC公司工资改革方案的出台Discussion:
1.人事部主任为了保证工资改革的顺利实施,要解决好沟通问题,从该案例看,他应如何考虑沟通的对象,以及针对不同对象的沟通信息策略和内容等问题?
2.人事部主任为实施工资改革方案,具体的沟通目的是什么?案例中所述的五点建议,能否保证沟通的顺利实现?
3.在工资改革方案酝酿过程中出现各种不同的意见和说法,这些非正式信息产生的原因是什么,应如何看待这些信息对工资改革方案出台的影响?余平认为应加强工资改革方案出台前的保密工作,你对此如何看?
4.公司在全面推行新的工资改革方案之前,选择公司技术开发中心作为试点部门。该部门试点的成功是否一定能说明在整个公司推行工资改革方案的成功?你对余平实行的沟通过程作何评价?
22. 二、管理沟通的过程 Process of MC 图1.1 管理沟通的过程
23. 三、管理沟通要素(Elements of MC)信息源 Information Source (Who is initiating action?)
听众 Audience (positive, neutral, or negative ; key or secondary audiences )
沟通目标 Communication Objective (solving problem)
环境 Environment (internal & external)
信息 Message (Consider how much information they need, what doubts they’re likely to have, how your proposal will benefit them?)
媒介 Media (speak, write, call, E-mail, meet, fax, produce a videotape, or hold a press conference )
反馈 Feedback (Communication is not an act, but a process. )
24. Successful business communication depends on answering a few crucial questions: Have you mastered and organized all the relevant information?
Have you taken into account the personal and organizational context?
Have you defined a clear, achievable objective?
Have you considered the needs of your audiences?
Have you expressed yourself as clearly, vividly, and forcefully as possible?
Have you chosen the right communication channels?
27. Barriers to communication:status effects 地位影响
semantic problems 语义问题
perceptual distortions 感觉失真
cultural differences 文化差异
physical distractions 环境混乱
poor choice of communication channels 信息渠道选择不当
no feedback 无反馈
28. Barriers to communication can be classified into three groups:1. Barriers to reception:
environmental stimuli
the receiver’s attitudes and values
the receiver’s needs and expectations
2. Barriers to understanding:
language, semantic problems
the ability of the receiver to listen and receive, especially messages which threaten his or her self-concept
the length of the communication
status effects
3. Barriers to acceptance:
prejudices
interpersonal conflicts between sender and receiver
29. Dealing with barriers: Sender (5W1H)
WHO: To whom should the message go?
WHY: Why am I communicating? What are my motives?
WHAT: Decide what to communicate. Be clear about what you need to communicate.
WHEN: Choose the best time for optimum reception.
WHERE: Choose a location which will not interfere with the reception, understanding and acceptance of the message: privately? In a group? At work or outside?
HOW: Use language the receiver will understand and which is unambiguous.
Keep checking with receiver.
30. Receiver
Be fully attentive to sender.
Listen actively to the message being sent.
Ask for clarification, repetition where necessary.
Keep checking with sender.
Together
Realize that misunderstandings are bound to occur, and be alert for all cues to this effect.
Listen, listen, listen, and listen again.
Test your understanding of the message.
Share opinions, feelings and perceptions generated by the message.
42. 空间位置 space
图1.3 空间位置对学生课堂参与的影响 讲台57%61%57%37%54%37%41%51%41%31%48%31%
43. 第三节 管理模式与沟通 Personality and perception
个性和知觉
Management style and communication
管理模式与沟通
44. Personality and perception
Figure1.4 The Johari Window
OPEN:开放区域 BLIND:盲目区域
HIDDEN:秘密区域 UNKNOWN:未知区域
45. EXERCISE: self-disclosure and feedback 1. In this exercise you work in a small group (5-7). Each person has a pencil and several sheets of paper; at the top of each sheet each individual writes the name of one of the other members of the group (including him/herself).
2. Each individual then writes on the relevant sheet of paper either: 5 personal attributes, or 5 work habits/attitudes, or 5 strengths/weaknesses
which he/she perceives in each of the members of the group (including him/herself) .
3. The relevant sheets are then distributed to each member of the group.
4. Each member in turn then reads out: (a) the perceptions by others of him/herself, and may ask for clarification where necessary; (b) his/her perception of him/herself.
5. The group discusses the differences in perception which emerge, and the reasons for these.
47. 二、管理模式与沟通 management style and communication Four basic leadership styles:
Directing 命令型
Coaching 指导型
Supporting 扶持型
Delegating 委托型
48. management style and communication Figure 1.5 Four basic leadership styles
49. Analytical skills 分析技能
Flexibility skills 变通技能
Communication skills 沟通技能
50. How to explain clearly, and concisely, the nature of the task.
How to tell people what to do and how to do it.
How to encourage people when work is well done.
How to build relationships with your staff.
How to share problems with them, and listen to their ideas and feelings.
How to delegate effectively, so that there is a clear understanding of what problems people should bring to you.
How to explain why you are behaving differently as a leader in a particular situation - why,in effect, you are being consistent in your inconsistency!You will need to develop the following communication skills in using the four management styles:
52. EXERCISE1: What is your preferred leadership style? Consider each of the situations, and choose which action you would normally take :
One of your employees has been working enthusiastically and performing her work effectively and achieving targets. You have let her work with little supervision. Recently you have assigned her new tasks which you felt she would be able to handle. Her performance has dropped and she is taking a lot of time off on sick leave. What would you do?
1. Tell her specifically what to do and monitor her work closely.
2. Tell her what to do and how to do it but try to find out what her problems are .
3. Keep supporting her and work through the problems with her.
4. Let her work through for herself the best way to cope with the new tasks.
53. EXERCISE1:
What is your preferred leadership style?
考虑以下两个事例,你通常是采取哪项行动,请作出选择:
1.你的一名女雇员工作热情和效率一直都很高,每次都能圆满地完成工作指标,你对她的工作十分放心,不必予以监督。最近你给她分配了一项新的工作,认为她完全有能力胜任这项工作。但她的工作情况却令人失望,而且还经常请病假,占用了很多工作时间,你怎么办?
(1)明确地告诉她去做什么,并密切注视她的工作。
(2)告诉她去做什么,怎样去做,并设法查明她的问题出在哪里?
(3)安慰她,帮她解决问题。
(4)让她自己找出应付新工作的方法。
54. EXERCISE2: What is your preferred leadership style? You have just taken over as a section head. Productivity was moderately good before you were appointed, but it has dropped now, so you want to introduce some changes in work procedures and assignments. Your staff have been unco-operative, muttering about how things were better under their old boss. What would you do?
1. Implement the changes and closely monitor performance.
2. Tell them why you want to make the changes, explain the benefits to them and listen to their concerns.
3. Discuss the proposed changes with them and ask for their suggestions for improved productivity.
4. Leave the group to work out for itself what it needs to do to meet its targets.
55. EXERCISE2:
What is your preferred leadership style?
2.你刚刚晋升为车间主任,在你被提升以前,生产平稳发展,但现在产量下降,因而你想改变工作程序和任务分配。但是,你的职员不但不予配合,反而不断地抱怨说他们的前任老板在位时情况是如何如何地好。你怎么办?
(1)实施变更,密切注视工作情况。
(2)告诉他们你为什么要作出改变,说明改变将会给他们带来的利益,并倾听他们所关切的问题。
(3)同他们讨论打算改变的工作计划,征求他们提高生产能力的建议。
(4)让他们自己找出完成生产指标的办法。
56. If you selected Choice l in each case, your preferred management style- is likely to be ‘Directing’. 命令型
Choice 2 denotes a ‘Coaching’ style 指导型
Choice 3 denotes a ‘Supporting’ style 扶持型
Choice 4 denotes a ‘Delegating’ style 委托型
However, your preferred style may not be the most effective in each case.