Part 4: LeadingPart 4: LeadingChapter 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The Communication Process溝通程序溝通程序The transferring and understanding of meaningEXHIBIT 12.12Management Communication 吳明泉博士 2006圖12-1 3Management Communication 吳明泉博士 2006Communication Process TermsEncoding編碼The conversion of a message into 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 and clear information about the effectiveness of his her performance4Management 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 feedback5Management Communication 吳明泉博士 2006The Grapevine葡萄藤An unofficial channel of communication that is neither authorized nor supported by the organization.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!”6Management 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 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 meaning7Management 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8Management 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 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。9Management Communication 吳明泉博士 2006Communication Barriers (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 different languages and national cultures10Management 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。Constrain 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。11Management Communication 吳明泉博士 2006Using Simple Language?12Management Communication 吳明泉博士 2006Information 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13Management Communication 吳明泉博士 2006面對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*14Management 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 attentively (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. 15Management Communication 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 source or if it is objective.Subjective impression carries weight only when it comes from a person with high status and credibility.16Management Communication 吳明泉博士 2006Suggestions for Effective FeedbackFocus on specific behaviorKeep feedback impersonalKeep 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 17Management Communication 吳明泉博士 2006EffectiveDelegation有效授權有效授權EXHIBIT 12.618Management 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 Decision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19Management 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 discretion, 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20Management 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-critical, and creative.21Management 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 goals22Management Communication 吳明泉博士 2006Conflict and Organizational Performance衝突與績效衝突與績效23Management 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 semantic 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 organizations.Personal differences個人差異個人差異Individual idiosyncrasies and personal value systems create conflicts.24Management 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 attempt 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.25Management Communication 吳明泉博士 2006Dimensions 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 (midrange on assertiveness and cooperativeness)妥協26Management 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 them 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 actions 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 all parties seriously want awin-win solution, and when the issue is too important to becompromised27Management 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28Management 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29Management 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 decisions, 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.30Management Communication 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 partyIntegrative bargaining整合式議價Negotiation in which there is at least one settlement that involves no loss to either party31Management Communication 吳明泉博士 2006Determining the Bargaining Zone議價空間議價空間EXHIBIT 12.1132Management 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 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33Management 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34Management Communication 吳明泉博士 2006