Management Communication,Zhang Li Department of Business Administration,管理沟通,Introduction Communication Strategy Effective Listening Making Presentations Negotiating Interviewing Running Meetings Writing,Course Syllabus,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,Grading,Class Participation 20% Oral Presentation 10% Cases Analysis and Presentation 30% Individual Assignment 40%,Part 1 Introduction, 第一节 管理沟通的内涵和要素 第二节 沟通的类型 第三节 管理模式与沟通,Discussion(1)：Background,你是一位宇航员，与另外几位宇航员驾驶一太空船飞向月球，原计划去与已经降落月球、作为基地的太空母船会合。然而，因机械故障，你们的太空船只能迫降在距离太空母船200英里之外的月球表面。降落时许多设备受到损坏，而为了生存你们必须充分利用未受损坏的装备自行到达太空母船。下面列出了15样未受损坏的物资和装备，请依据其重要性分别标出1-15，以供你们出发时酌其重要性决定取舍（比如，你们的体力只能带13件，就只好放弃另外两件）。,Discussion(1)：Background,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 everyones agreement. Attentions: -No matter informative, or persuasive communication, logic is the fundamental; -Dont change your idea only to avoid the conflict; -Dont make decision only to abide by “the minority and the majority” rule,Discussion(1)：,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?,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.,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 managers work.” “Managers must be able to communicate easily and efficiently.”,约翰奈斯比特：“未来竞争将是管理的竞争，竞争的焦点在于每个社会组织内部成员之间及其与外部组织的有效沟通之上。” 松下幸之助：“伟大的事业需要一颗真诚的心与人沟通。” 乔丹与皮蓬：“我们两个人在场上的沟通相当重要，我们相互从对方眼神、手势、表情中获取对方的意图，于是我们传、切、突破、得分；但是，如果我们失去彼此间的沟通，那么公牛的末日来临了。”,美国著名学府普林斯顿大学对一万份人事档案进行分析，结果发现：“智慧”、“专业技术”和“经验”只占成功因素的25，其余75决定于良好的人际沟通。 哈佛大学就业指导小组1995年调查结果显示，在500名被解职的男女中，因人际沟通不良而导致工作不称职者占82。 “三个臭皮匠，赛过一个诸葛亮”,沟通是个人事业成功的重要因素,只有与人良好的沟通，才能为他人所理解； 只有与人良好的沟通，才能得到必要的信息； 只有与人良好的沟通，才能获得他人的鼎力相助，正所谓“能此者大道坦然，不能此者孤帆片舟”。,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.,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,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 youd like to look at your account, its 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”,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).,管理沟通的内涵：,1. 沟通首先是意义上的传递。 2. 要使沟通成功，意义不仅需要被传递，还需要被理解。 3. 在沟通过程中，所有传递于沟通者之间的，只是一些符号，而不是信息本身。 4. 良好的沟通常被错误地理解为沟通双方达成协议，而不是准确理解信息的意义。 5. 沟通的信息是包罗万象的。,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?,二、管理沟通的过程 Process of MC 图1.1 管理沟通的过程,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 & exter