3. References
Mary 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
4. Grading
Class Participation 20%
Oral Presentation 10%
Cases Analysis and Presentation 30%
Individual Assignment 40%
8. Discussion(1):Group Communication
After 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
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 MC
Co-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.
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).
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.
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
Know to self Unknown to self
Known
to others OPEN BLIND
Unknown
to others HIDDEN UNKNOWN
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.
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.