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1、Part 4: LeadingPart 4: Leading殉盛逃袖芝鲁俺渤湖阴电零瀑贺救辊购靖旷欲昆鸽倾舷域澜恃鲸晰卢坏接沟通与人际关系技巧Chapter 12Chapter 12Chapter 12Communication and Interpersonal SkillsCommunication and Interpersonal Skills溝通與人際關係技巧溝通與人際關係技巧溝通與人際關係技巧溝通與人際關係技巧姓皱秧新初猫妮答戌诵谤瑰院蒙灵瞬提祝艇狮菠搁昂片掩加酿捏挤现寄绽沟通与人际关系技巧Chapter 12The Communication Process溝通程序溝通程序The
2、 transferring and understanding of meaningEXHIBIT 12.1妇攫狮村弛笼吞剔堂穷廉黍东绦憨吾大配愉妈呢瘤坑雕女寅溪莹尚试控隆沟通与人际关系技巧Chapter 122Management Communication 吳明泉博士 2006圖12-1 测世藩今轻弘逢币粤交椰走鲁舒豁控罚此蔼旱偶狄丫忠淌冉退壶厅摇临畦沟通与人际关系技巧Chapter 123Management Communication 吳明泉博士 2006Communication Process TermsEncoding編碼The conversion of a message i
3、nto some symbolic formMessage訊息The actual physical product from the sourceChannel管道The medium by which a message travelsDecoding解碼A receivers translation of a senders messageFeedback回饋The degree to which carrying out the work activities require by a job results in the individuals obtaining direct an
4、d clear information about the effectiveness of his her performance猎搞距掇昼喊蛰势缄蜡囱纹曾恐掀强求洼寓垂济挑宴樱吕溶鸳左响先毁艺沟通与人际关系技巧Chapter 124Management Communication 吳明泉博士 2006Written Versus Verbal CommunicationsWritten書面書面Tangible有形有形Verifiable可查證More permanent持久More precise確實確實More care is taken with the written words較為
5、周全、具邏輯性和較清晰的比較費時缺乏回饋Verbal口語口語Less secureKnown receiptQuicker responseConsumes less timeQuicker feedback儿痞裕没石焰象瓢甭此销恳造耀光咒寞汪凤瓷丫骤狗钓管盔们蔚扭东杜阐沟通与人际关系技巧Chapter 125Management Communication 吳明泉博士 2006The Grapevine葡萄藤An unofficial channel of communication that is neither authorized nor supported by the organi
6、zation.組織中非正式的溝通方式，它既不被組織認可，也不被組織支持，然而，資訊卻藉由口耳相傳而散佈開來。“Good information passes among people fairly rapidlybad information, even faster!”番管多执光任周歼戍淤讥躬垦蒋恕禾骸仟跋卧时岁匣滚拖炼奶森赢馆巾姆沟通与人际关系技巧Chapter 126Management Communication 吳明泉博士 2006Nonverbal Communications非口語溝通非口語溝通Body language肢體語言語言Nonverbal communication
7、cues such as facial expressions, gestures, and other body movementsVerbal intonation說話音調說話音調An emphasis given to word or phrases that conveys meaning怜果贝时房债舅极荷莱疲蛛舅格宫革仕杰埠乙压北判鲜循觉靠巳甘荣阻咋沟通与人际关系技巧Chapter 127Management Communication 吳明泉博士 2006你想要表達的 100%你實際表達的 80%被別人聽到的 60%被別人理解的 40%被別人記住的 20%溝通中存在的資訊漏斗定顾洱
8、仕抱瞳姐剪棕贱抬捌皆禁烈譬蕴操菲早晒咖熏仑牲秽汇惟拆促殊靶沟通与人际关系技巧Chapter 128Management Communication 吳明泉博士 2006Communication Barriers溝通的障礙溝通的障礙Filtering過濾作用The deliberate manipulation of information to make it appear more favorable to the receiver討好接收者而蓄意地操縱資訊。Selective perception選擇性認知Selective hearing communications based on
9、 ones needs, motivations, experience, or other personal characteristics基於個人的需求、動機、經驗、背景以及其它的人格特徵，而選擇性地聽聞。Information overload資訊過荷The result of information exceeding processing capacity資訊數量超過處理能耐。椽悯催猖契窘族厚书矮尉量哮邻使牛浸踩绑奖趁较置潦舵盏享茧拾挡故季沟通与人际关系技巧Chapter 129Management Communication 吳明泉博士 2006Communication Barr
10、iers (contd)Emotion情緒：溝通訊息時，常因個人是高興或悲傷而有不同的解釋。Jargon術語、行話Technical language that is not understood by outsidersGender性別Men communicate to emphasize status and independence; whereas women talk to create connections and intimacy.National culture民族文化Communication differences that arise from the differe
11、nt languages and national cultures纠坐田央琉迸柞厩摸柳季寡撕务萎蛰薄帝刻屠援硒削秀袖朔酌抓程簧昌苯沟通与人际关系技巧Chapter 1210Management Communication 吳明泉博士 2006Overcoming Barriers to Effective communication克服溝通的障礙克服溝通的障礙Use Feedback使用回饋：檢查溝通的正確性Simplify Language簡化語言：使用易了解的語言。Listen actively主動傾聽：先仔細聽對方說的訊息，不要對訊息做不成熟的判斷、解釋，或先思考回應什麼。Constr
12、ain Emotions控制情緒：確定情緒穩定，當不穩定時暫時停止溝通，直到平靜下來。Watch Nonverbal Cues注意非語言線索：注意行動是否過度，保持語言與行動合度。贿券守捻铂妥资耶弓别辅彦尾韦购嚣湍副天耀躁观提斩村谓其诺恤客严庆沟通与人际关系技巧Chapter 1211Management Communication 吳明泉博士 2006Using Simple Language?诣荫札巍燥简绥萝逐撰轨寓资才摈况瓷曹驶赵狂柄息旷堡埔壤膝荫沂月铸沟通与人际关系技巧Chapter 1212Management Communication 吳明泉博士 2006Information
13、Technology (IT)Fax，E-mail，Voice mail語音信箱Instant messaging (IM)即時訊息Electronic data interchange EDI電子資料交換Teleconferencing視訊會議Video-conferencingIntranetsExtranetsWireless communications無線通訊Knowledge management知識管理耘烬墟埃韩北啪烷娄玻零赊皑砒督瑚刺芭穷缨踢尊卷年脱症铡掖袜宙抚寅沟通与人际关系技巧Chapter 1213Management Communication 吳明泉博士 2006面對
14、面對談或會議電話文件書信email web同步*速度*傳播性*互動性*個人化*豐富性*吸收及保持性*成本*届眼贯寥壶陨训皑挂孕梦俊选卷琅荷肥祸芽浊宦避汐举揖咕屁获里戏桔绑沟通与人际关系技巧Chapter 1214Management Communication 吳明泉博士 2006Developing Interpersonal Skills發展人際關發展人際關係技巧係技巧Listening requires:Paying attentionInterpretingRemembering sound stimuliActive listening requires:Listening atte
15、ntively (intensely) to the speaker.Developing empathy for what the speaker is saying.Accepting by listening without judging content.Taking responsibility for completeness in getting the full meaning from the speakers communication. 勋波焕份二缄丸淮奇份椒砖阮述耶逸校备蜕闷娇银栓谬跨短拥荣贷绿嘶危沟通与人际关系技巧Chapter 1215Management Comm
16、unication 吳明泉博士 2006Characteristics of Feedback回饋的特性回饋的特性Positive feedback正面回饋Is more readily and accurately perceived than negative feedback.Is almost always accepted, whereas negative feedback often meets resistance.Negative feedback負面回饋Is most likely to be accepted when it comes from a credible s
17、ource or if it is objective.Subjective impression carries weight only when it comes from a person with high status and credibility.掂帚踏庐闺迹喀烙竭墨峙呜朗店郑胎蓬希抽毫唬辅载甫气储芜辩耘换脏反沟通与人际关系技巧Chapter 1216Management Communication 吳明泉博士 2006Suggestions for Effective FeedbackFocus on specific behaviorKeep feedback imperso
18、nalKeep feedback goal orientedMake feedback well-timedEnsure understandingDirect negative feedback towards behavior that the receiver can controlEXHIBIT 12.5針對特定的行為針對特定的行為 對事不對人對事不對人目標導向的回饋目標導向的回饋 適時回饋適時回饋 確保了解確保了解 針對接收者所能控制針對接收者所能控制的行為提出負面的回的行為提出負面的回饋饋 虑凸孙轴陨湍晰裹嘲峻今魂盛晤老趣应媚猾赋臭刹绕祸弱捐胞少代冗伯呵沟通与人际关系技巧Chapt
19、er 1217Management Communication 吳明泉博士 2006EffectiveDelegation有效授權有效授權EXHIBIT 12.6锈勉吗它债蕴躬豆万费雕傍栗嚎脑爹鹊亏宰灵改序辈尽侠粘砧胡收徽敲缕沟通与人际关系技巧Chapter 1218Management Communication 吳明泉博士 2006Contingency Factors in Delegation授權之權變授權之權變因素因素EXHIBIT 12.7The Size of the Organization組織大小組織大小The Importance of the Duty or Decisi
20、on任務任務或決策的重要性或決策的重要性Task Complexity任務複雜度任務複雜度Organizational Culture組織文化組織文化Qualities of Employees員工品質員工品質褒选凸警廊艰卑佣殴疟腮醉稚沽霍凤郧薛铰灰族弦料孕圣本屑熄座步阿矣沟通与人际关系技巧Chapter 1219Management Communication 吳明泉博士 2006Empowerment Skills授權的技能授權的技能Not abdication非放棄職權 :Clarifying the exact job to be doneSetting the range of di
21、scretion, the expected level of performance, and the time frameAllowing employees to participateInform other that delegation has occurredEstablishing feedback controls釐清任務釐清任務 指定員工負責的範圍指定員工負責的範圍、預期的績效、完成時限預期的績效、完成時限允許員工參與允許員工參與 通告授權通告授權建立回饋的管道建立回饋的管道澈谜耗林勘轩夺祟恭福遭霍夕淬摸邻选踪崔斜迷茸血嵌烫诧炉寄渍洗哄城沟通与人际关系技巧Chapter 1
22、220Management Communication 吳明泉博士 2006Managing Conflict管理衝突管理衝突Conflict defined定義Perceived differences resulting in interference or opposition由於知覺到不相容的差異，而導致某種形式的干擾或對立Traditional view傳統觀點Assumed that conflict was bad and would always have a negative impact on an organization. Human relations view人群關
23、係觀點Argued that conflict was a natural and inevitable occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance.Interactionist view互動觀點Encourages mangers to maintain ongoing minimum level of conflict sufficient to keep organizational units viable, self-criti
24、cal, and creative.痛朝摔套氦怕斥编敏阿召垛疼恃屹澡麓衍叭培屯迫腮蓟弄湍通庐财搂砍踢沟通与人际关系技巧Chapter 1221Management Communication 吳明泉博士 2006Managing Conflict管理衝突管理衝突Functional conflict良性衝突良性衝突Conflict that supports and organizations goalsDysfunctional conflict惡性衝突惡性衝突Conflict that prevents and organization from achieving its goals扯沾
25、除撒愚勾把戎雾涨嘶政筋摔谷冒种聚跃像酥斩耸咬图糖抵鬼机腋蛔释沟通与人际关系技巧Chapter 1222Management Communication 吳明泉博士 2006Conflict and Organizational Performance衝突與績效衝突與績效竿衍碱影祝佛锻捞沛朔音败乳沉键柠苑畸晒佛厄茧躇匝秦喂杰死碌坝握摇沟通与人际关系技巧Chapter 1223Management Communication 吳明泉博士 2006Sources of Conflict衝突來源衝突來源Communication differences溝通差異溝通差異Arising from sema
26、ntic difficulties, misunderstandings, and noise in the communication channels. Structural differences結構差異結構差異Horizontal and vertical differentiation creates problems of integration leading to disagreements over goals, decision alternatives, performance criteria, and resource allocations in organizat
27、ions.Personal differences個人差異個人差異Individual idiosyncrasies and personal value systems create conflicts.变双粮挑诊即妮佩枪己突硷滇承缓计钳惊健姚醉才茸畅啄普晚佃礼卒兜青沟通与人际关系技巧Chapter 1224Management Communication 吳明泉博士 2006Dimensions of Conflict (Thomas)處理衝突的基本風格Cooperativeness可以圖利他人以處理衝突之程度The degree to which an individual will a
28、ttempt to rectify a conflict by satisfying the other persons concerns.Assertiveness圖利自己才可平息衝突之程度The degree to which an individual will attempt to rectify the conflict to satisfy his or her own concerns.甸则仪师嚼禾辨宠寄骤佑泵外勤滞辉析伙鄙镰拎逼孝淳尖汀郭腺陀弹靴丑沟通与人际关系技巧Chapter 1225Management Communication 吳明泉博士 2006Dimensions
29、 of Conflict (contd)Conflict-handling techniques derived from Thomas cooperative and assertiveness dimensions:Competing (assertive but uncooperative)競爭Collaborating (assertive and cooperative)合作Avoiding (unassertive and uncooperative)迴避Accommodating (unassertive but cooperative)讓步Compromising (midra
30、nge on assertiveness and cooperativeness)妥協坯攘凰雷扛惑给冈恰孽替书柏送鲍澡号意昼杏剥段暮磐缮懂蒜蛛厚解硒萍沟通与人际关系技巧Chapter 1226Management Communication 吳明泉博士 2006Conflict Management What Works Best and WhenEXHIBIT 12.10StrategyBest Used WhenAvoidanceConflict is trivial, when emotions are running high and timeis needed to cool the
31、m down, or when the potential disruptionfrom an assertive action outweighs the benefits of resolutionAccommodationThe issue under dispute isnt that important to you or whenyou want to build up credits for later issuesCompetingYou need a quick resolution on important issues that requireunpopular acti
32、ons to be taken and when commitment byothers to your solution is not criticalCompromiseConflicting parties are about equal in power, when it isdesirable to achieve a temporary solution to a complex issue,or when time pressures demand an expedient solutionCollaborationTime pressures are minimal, when
33、 all parties seriously want awin-win solution, and when the issue is too important to becompromised亩征妒泄棚楚频裴艺武父苫汽纳恨迟熬获剥江闲绦裴戏死瞬檄泄冗敬漳棒沟通与人际关系技巧Chapter 1227Management Communication 吳明泉博士 2006處理衝突的解決之道處理衝突的解決之道低低高高利己之心利他之心妥協讓步當發現自己堅持有錯時需要降低損失時當和諧和及穩定重要性高於一切時需要以退為進、留個後路時當發現對方的重要性較高時合作要獲得共識時為了維持雙方良好關係你的目標只
34、是從中學習時競爭當問題重大且你確信你的看法正確時。對付喜歡得寸進尺、貪得無厭的對手。需要快速作出重大行動時。迴避問題不重要時已經知道自己沒有機會獲利需要冷卻情緒時當別人可以幫你處理得更好時當你需要再收集資訊時氏骨斋棍盼巩伶镐社知尔椰瞪摸喷侈警准欲淑步惟爷类骚茸术题色盒筛侩沟通与人际关系技巧Chapter 1228Management Communication 吳明泉博士 2006什麼時候該妥協什麼時候該妥協compromising？當整體目標高於一切，且不值得為衝突撕裂關係時面臨時間壓力時，較折中的解決辦法衝突可以因而獲得暫時解決時作為合作及競爭策略失敗的備援策略恐霞析堰炒瘪烽糊办就笛咨粱碎
35、税错札嘶精凿郭锰荫鸟鸭妙喻沈抢椅恭主沟通与人际关系技巧Chapter 1229Management Communication 吳明泉博士 2006Stimulating Conflict刺激衝突刺激衝突Convey to employees the message that conflict has its legitimate place.Use hot-button communications while maintaining plausible deniability.Issue ambiguous or threatening messages.Centralize decisi
36、ons, realign work groups, increase formalization and interdependencies between units.Appoint a devils advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.疽蕊惭丘俘鱼潜圭驳沿甄仓困莲阔熄馏叠抒垃芽珍泄辅茸捎锄举陇馈澄扩沟通与人际关系技巧Chapter 1230Management Communication
37、吳明泉博士 2006Negotiation協商談判協商談判Negotiation defined定義A process in which two or more parties who have different preference must make a joint decision and come to an agreementDistributive bargaining瓜分式議價Negotiation under zero-sum conditions, in which the gains by one party involve losses by the other par
38、tyIntegrative bargaining整合式議價Negotiation in which there is at least one settlement that involves no loss to either party讽恒哺沉秀乌辛萎衣蔑路滋囊跑磺泵择凝把甭募湍告汐汉靛渍鳃殃芬趟财沟通与人际关系技巧Chapter 1231Management Communication 吳明泉博士 2006Determining the Bargaining Zone議價空間議價空間EXHIBIT 12.11臀锥锗笋杠这努万饭枉遵序模毫森菲妙桅艘肌薯职帆掏瘴班嫂燥爽亡览俯沟通与人际关系技
39、巧Chapter 1232Management Communication 吳明泉博士 2006Developing Effective Negotiation Skills如何培養有效的談判技巧 Research the individual with whom youll be negotiating.調查你的對手Begin with a positive overture.以正面的提議開始Address problems, not personalities.強調問題而非個人問題Pay little attention to initial offers.忽略原始的提議Emphasize
40、 win-win solutions.強調雙贏的解 Create an open and trusting climate.創造公開互信的氣氛If needed, be open to accepting third-party assistance.開放接受第三者的幫助逝贴殃盗籍讲馁魂腿劲壕靠褐兜叫丧估添别煌奠鲤荷炼们霞长德芭撕渗邦沟通与人际关系技巧Chapter 1233Management Communication 吳明泉博士 2006How Do You Make a Presentation?如何做如何做好報告好報告Prepare for the presentation.Make your opening comments.Make your points.End the presentation.Answer questions.準備報告作開場白 陳述你的重點 口頭報告的收尾 回答問題没毡犹汪吊犹杂差戴眺塘殖该修盯殉献近煤饯述恫掂撂俭点俯疮肩忠狮铜沟通与人际关系技巧Chapter 1234Management Communication 吳明泉博士 2006
