Communication and Interpersonal Skills Chapter 12 Communication and Interpersonal Skills PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Case Suppose that you work in a seven-eleven shop from 11 pm to 7 am. One night, a robber breaks in with a gun and asks you to open the safe. You don’t have the key of the safe. What would you say at that moment? I can’t do it. I am unable to do it. The communication process is a seven-part model: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback. The source is the sender who converts (encodes) a thought or message into symbolic form. The message is the physical product from the source coding. The channel is the medium through which the message travels. The message is directed to a receiver. The message must be translated (decoded) into a form that the receiver can understand. Then, the receiver provides feedback to the sender that indicates whether the intended message was received. This entire process is susceptible to noise, that is, disturbances that interfere with the transmission of the message. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

L E A R N I N G O U T C O M E S After reading this chapter, I will be able to: Define communication and explain why it is important to managers. Describe the communication process. List techniques for overcoming communication barriers. Describe the wired and wireless technologies affecting organizational communications. Identify behaviors related to effective active listening. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

L E A R N I N G O U T C O M E S (cont’d) After reading this chapter, I will be able to: Explain what behaviors are necessary for providing effective feedback. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Understanding Managerial Communication What is Communication? The transfer and understanding of meaning 意义的传递与理解 everything that a manager does involves communication effective communication does not equal agreement © Prentice Hall, 2002 11-5

Understanding Managerial Communication interpersonal communication - occurs between people organizational communication - all the patterns, networks, and systems of communication in an organization 组织中沟通的各种方式、网络和系统 © Prentice Hall, 2002 11-6

游戏1 对指示的反应 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

I 象限一 象限二 ___ ___ ___ ___ ___ 象限三 鼓 小孩 性别 小狗 ___ ___ ___ ___ ___ 象限三 鼓 小孩 性别 小狗 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

The Communication Process The transferring and understanding of meaning 编码 媒介 解码 Everything that a manager does involves communication. Once a decision is made, for example, it must be communicated. The best idea, suggestion, or plan cannot take form without communication. For meaning to be transferred and understood, a sender must transmit a message and a receiver must understand the message. Before communication can occur, a sender must have a purpose (message). This message is converted to symbolic form (encoding) and is passed from the sender to a receiver via some medium (channel). The receiver translates the message (decoding) and the result is the transfer of meaning from one person to another. The feedback loop completes this process. 反馈 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Organizational Communication Formal Communication communication required to do one’s job takes place within prescribed work arrangements Informal Communication not defined by the organization’s structural hierarchy grapevine © Prentice Hall, 2002 11-10

Organizational Communication Networks Grapevine 小道消息 - an informal network that is active in almost every organization important source of information can be used to disseminate important information grapevine cannot be abolished rumors can never be eliminated entirely 11-11

Process Of Interpersonal Communication Methods of Communicating Interpersonally a wide variety of communication methods exist Written Verbal Nonverbal Body language Verbal intonation © Prentice Hall, 2002 11-12

Written Versus Verbal Communications Tangible Verifiable More permanent More precise More care is taken with the written word Verbal Consumes less time Known receipt Quicker response Quicker feedback Less secure Advantages of written communication: Written communications are tangible, verifiable, and permanent. Typically, both the sender and the receiver have a copy of the document. And the written word can be more concise, logical, and relevant than the spoken word. Written messages, however, are time consuming to create. Feedback may be delayed, if it is forthcoming at all. Furthermore, sending a written message does not guarantee that it will be received, read, or understood. The advantages of communicating orally are quick transmission and immediate feedback. Since an oral message often passes through a number of people, however, this method is subject to distortion. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Nonverbal Communications Body language Nonverbal communication cues such as facial expressions, gestures, and other body movements Verbal intonation 语调 An emphasis given to word or phrases that conveys meaning As one researcher observed, 55 percent of an oral message is derived from facial expression and physical posture, 38 percent from verbal intonation, and only 7 percent from the actual words used. every oral communication is accompanied by a nonverbal message nonverbal component usually carries the greatest impact Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Nonverbal Communications word 7% 55% Body language 38% Verbal intonation Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Facial Expressions Convey Emotions © Prentice Hall, 2002 11-16

Communication Barriers Filtering 过滤 The deliberate manipulation of information to make it appear more favorable to the receiver. 故意操纵信息使之更易得到接受 In addition to the noise that can derail the communication process, there are other communication barriers. Filtering is the deliberate manipulation of information to make it appear more favorable to the receiver. Selective perception, another barrier, occurs when a person selectively sees or hears communications according to his or her needs, motivations, experiences, background, and personal characteristics. Information overload occurs when a person is exposed to more information than he or she can process. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Communication Barriers Selective perception 选择性知觉 Selective hearing communications based on one’s needs, motivations, experience, or other personal characteristics. 根据自己的兴趣，动机，经验等理解信息 In addition to the noise that can derail the communication process, there are other communication barriers. Filtering is the deliberate manipulation of information to make it appear more favorable to the receiver. Selective perception, another barrier, occurs when a person selectively sees or hears communications according to his or her needs, motivations, experiences, background, and personal characteristics. Information overload occurs when a person is exposed to more information than he or she can process. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

What have you seen in the picture? Copyright © 2004 Prentice Hall, Inc. All rights reserved.

What have you seen in the picture? Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Communication Barriers Information overload 信息超载 The result of information exceeding processing capacity Emotions 情绪 interpretation of a message affected by the way the receiver feels Jargon 行话 Technical language that is not understood by outsiders National culture 民族文化 Communication differences that arise from the different languages and national cultures In addition to the noise that can derail the communication process, there are other communication barriers. Filtering is the deliberate manipulation of information to make it appear more favorable to the receiver. Selective perception, another barrier, occurs when a person selectively sees or hears communications according to his or her needs, motivations, experiences, background, and personal characteristics. Information overload occurs when a person is exposed to more information than he or she can process. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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。” 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?” Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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?” 一个美国主管与中国下属的沟通 美国人: 我请他参与。 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。   Copyright © 2004 Prentice Hall, Inc. All rights reserved.

中国人:“10天。” 美国人:“你自己应该清楚要多久?” 美国人:“那么15天. 怎么样? 15天内完成?” 一个美国主管与中国下属的沟通 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。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

美国人:“报告呢?” 中国人:“明天可以做完。.” 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。) Copyright © 2004 Prentice Hall, Inc. All rights reserved.

美国人:“但我们不是讲好今天搞完的吗?” 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。 一个美国主管与中国下属的沟通 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。   Copyright © 2004 Prentice Hall, Inc. All rights reserved.

讨论 那位美国经理与中国下属之间的误解是怎样产生的？ Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Overcoming the Barriers Use Feedback - ask a set of questions about a message to determine whether it was understood as intended Simplify Language - tailor the language to the audience Listen Actively - listen for full meaning enhanced by developing empathy with sender © Prentice Hall, 2002 11-29

Nonverbal Communications word 7% 55% Body language 38% Verbal intonation Copyright © 2004 Prentice Hall, Inc. All rights reserved.

听 聽 用耳朵听；用眼睛看 用心聆听 用口去听 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

游戏2 聆听练习 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Active Listening Behaviors Paraphrase Don’t overtalk Be empathetic Make eye contact Exhibit affirmative head nods and appropriate facial expressions Active Listening Avoid distracting actions or gestures Avoid interrupting the speaker Ask questions © Prentice Hall, 2002 11-33

故事 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。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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” 听到以下的话，你会如何回应？ Copyright © 2004 Prentice Hall, Inc. All rights reserved.

传统式的回应 回答 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。 回答 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

同理心的沟通法则1 以同理心感受对方的情绪并表达出来。 句型:因为你…你感到…. 1．重述字句 2．重整内容 3．反应感受 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

同理心沟通回应 你的老板总是批评你，让你感到很沮丧， 是吗？ 真受够了我的老板，他总是批评我做的每一件我事。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

沟通的第一步是建立关系 营造互信的气氛 由衷地倾听可以 提供心理的空气 消除对方的戒心 为坦诚交流打下基础 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Overcoming the Barriers Constrain Emotions 控制情绪 - emotions severely cloud and distort the transference of meaning Watch Nonverbal Cues 留心非语言线索 - actions should be aligned with words nonverbal message should reinforce verbal message © Prentice Hall, 2002 11-40

Organizational Communication Direction of Communication Flow 沟通流动的方向 Downward - flows from a manager to subordinates used to inform, direct, coordinate, and evaluate employees Upward - flows from subordinates to managers amount of upward communication affected by the culture of the organization trust and empowerment increase upward flow © Prentice Hall, 2002 11-41

Organizational Communication Direction of Communication Flow Diagonal 斜向的 - cuts across both work areas and organizational levels benefits efficiency and speed e-mail facilitates diagonal communication 11-42

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。 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？” Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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。 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。” Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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？ Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Understanding Information Technology information technology has changed organizational communication disseminates more complete information provides more opportunities for collaboration employees are fully accessible Networked Computer Systems Wireless Capabilities © Prentice Hall, 2002 11-48

Understanding Information Technology Networked Computer Systems e-mail - instant transmission of written messages instant messaging (IM) - interactive real-time communication requires groups to be logged on the network at the same time voice-mail - digitizes a spoken message 11-49

Understanding Information Technology Networked Computer Systems Electronic data interchange (EDI) 电子数据交换 - exchange of standard business transaction documents Teleconferencing - permits simultaneous conferral using telephone or e-mail group communications software videoconferencing - participants can see each other 11-50

Understanding Information Technology Intranet - Internet technology that links organizational employees Extranet - Internet technology that links an organization with customers and suppliers Internet-based voice communication - allows users to talk with each other Wireless Capabilities - depends on signals sent through space without any physical connection based on microwave signals, satellites, radio waves, or infrared light rays (红外线） 11-51

Understanding Information Technology How Information Technology Affects Organizations communications among organizational members are no longer constrained by geography or time 组织成员的沟通已经不再受空间与时间的限制 psychological drawback - personal costs associated with being constantly accessible 心理缺陷 11-52

姚明应对媒体的智慧 记者：在NBA,你最喜欢看那个球员打球？ 姚明：这个世界每天都很精彩。就像你吃饭不能只吃肉，每样都要吃一点。打篮球也一样，从欣赏的角度说，看哪种类型的球员打球对我来说都是一种享受。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

姚明应对媒体的智慧 记者：当王仕鹏投中压哨三分球后，你第一个冲上去抱住了他，当时的兴奋心情是不是已经无法控制了？ 姚明：我不知道这个比喻确不确切，就像一个病人得知自己已经到了癌症晚期，但医生突然跑来告诉你是误诊，当时的心情应该就是这样。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

姚明应对媒体的智慧 记者：伟大的球员总是努力提高他们的技术，你想提高什么技术？ 姚明：我想学会各种技术，以便更好地帮助球队，任何能更好地帮助球队的技术我都要学习。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

姚明应对媒体的智慧 记者：你认为自己职业生涯的顶峰何时到来？ 姚明：我也不知道。对我来说，我并不希望顶峰到来，因为到达了顶峰就预示着要走下坡路了。我希望每年都有长进和提高。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

惠普并购康柏 美国当地时间2002年3月19日，惠普并购（acquired）康柏的股东表决大会尚未结束，CEO卡莉.菲奥莉娜(Carly Fiorina)已迫不及待地宣布“胜利”。 这是一场电脑业老二、老三之间的并购。二者合并后，其营业收入将直追IBM，并把戴尔公司远远甩在后面。合并后的公司将保留惠普的名称，名为“新惠普”。但是此次并购遭到广泛质疑。一家知名市场分析公司认为：“两家旧公司的机构重叠现象非常严重，这意味着很多供应商、生产线以及制造工厂都将被压缩，并购能否成功变数很大。” Copyright © 2004 Prentice Hall, Inc. All rights reserved.