Transcript Fundamentals of Management 4e.

Part 4: Leading
Chapter 12
Communication and Interpersonal Skills
溝通與人際關係技巧
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Outline
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The Communication Process溝通程序
Communication Barriers溝通的障礙
Information Technology (IT) and Communication
Developing Interpersonal Skills發展人際關係技
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Active Listening
Feedback
Effective Delegation有效授權
Managing Conflict管理衝突
Negotiation協商談判
Presentation
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The Communication Process溝通程序
The transferring and understanding of meaning
EXHIBIT 12.1
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• 圖12-1
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Communication Process Terms
• Encoding編碼
– The conversion of a message into some symbolic form
• Message訊息
– The actual physical product from the source
• Channel管道
– The medium by which a message travels
• Decoding解碼
– A receiver’s translation of a sender’s message
• Feedback回饋
– The degree to which carrying out the work activities require by a
job results in the individual’s obtaining direct and clear
information about the effectiveness of his her performance
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Written Versus Verbal Communications
• Written書面
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Tangible有形
• Verbal口語
Verifiable可查證
– Less secure
More permanent持久
– Known receipt
More precise確實
– Quicker response
More care is taken with
– Consumes less time
the written words
– 較為周全、具邏輯性和較清晰
– Quicker feedback
的
– 比較費時
– 缺乏回饋
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The 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
rapidly—bad information, even faster!”
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Nonverbal Communications非口語溝通
• Body language肢體語言
– Nonverbal communication cues such as facial
expressions, gestures, and other body movements
• Verbal intonation說話音調
– An emphasis given to word or phrases that
conveys meaning
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溝通中存在的「資訊漏斗」
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%
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Communication Barriers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 one’s
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。
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Communication Barriers (cont’d)
• 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 outsiders
• Gender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 cultures
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Overcoming Barriers to Effective communication
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。
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Information Technology (IT)
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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-conferencing
Intranets＆Extranets
Wireless communications無線通訊
Knowledge management知識管理
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面對面對談 電話
或會議
文件書
信
email
web
同步
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速度
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傳播性
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互動性
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個人化
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豐富性
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吸收及
保持性
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成本
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Developing Interpersonal Skills發展人際關係
技巧
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Active listening skills
Feedback skills
Empowerment skills
Conflict Management skills
Negotiation skills
Presentation skills
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Active listening Skills傾聽技巧
• Listening requires:
– Paying attention
– Interpreting
– Remembering sound stimuli
• Active listening requires:
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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 speaker’s communication.
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Steps in Active Listening
1. Make eye contact.
2. Exhibit affirmative nods and appropriate facial
expressions.
3. Avoid distracting actions or gestures that suggest
boredom.
4. Ask questions.
5. Paraphrase using your own words.
6. Avoid interrupting the speaker.
7. Don’t overtalk.
8. Make smooth transitions between the roles of
speaker and listener.
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Characteristics of Feedback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.
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Suggestions for Effective Feedback
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Focus on specific behavior
Keep feedback impersonal
Keep feedback goal oriented
Make feedback well-timed
Ensure understanding
Direct negative feedback
towards behavior that the
receiver can control
• 針對特定的行為
• 對事不對人
• 目標導向的回饋
• 適時回饋
• 確保了解
• 針對接收者所能控制
的行為提出負面的回
饋
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Effective
Delegation有效授權
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Contingency Factors in Delegation授權之權變因
素
The Size of the Organization組織大小
The Importance of the Duty or Decision任務
或決策的重要性
Task Complexity任務複雜度
Organizational Culture組織文化
Qualities of Employees員工品質
EXHIBIT 12.7
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Empowerment Skills授權的技能
Not abdication非放棄職權 :
– Clarifying the exact job to be done
– Setting the range of discretion, the expected level of
performance, and the time frame
– Allowing employees to participate
– Inform other that delegation has occurred
– Establishing feedback controls
• 釐清任務
• 指定員工負責的範圍、預期的績效、完成時限
• 允許員工參與
• 通告授權
• 建立回饋的管道
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Managing Conflict管理衝突
• Conflict: 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.
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Managing Conflict管理衝突
• Functional conflict良性衝突
– Conflict that supports and organization’s goals
• Dysfunctional conflict惡性衝突
– Conflict that prevents and organization from achieving
its goals
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Conflict and Organizational Performance
衝突與績效
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Sources of Conflict衝突來源
• Communication differences溝通差異
– Arising from semantic difficulties, misunderstandings,
and noise in the communication channels.
• Structural differences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
– Individual idiosyncrasies and personal value systems
create conflicts.
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Dimensions 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 person’s
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.
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Dimensions of Conflict (cont’d)
• 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
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Conflict Management What Works Best and When
Strategy
Best Used When
Avoidance
Conflict is trivial, when emotions are running high and time
is needed to cool them down, or when the potential disruption
from an assertive action outweighs the benefits of resolution
Accommodation
The issue under dispute isn’t that important to you or when
you want to build up credits for later issues
Competing
You need a quick resolution on important issues that require
unpopular actions to be taken and when commitment by
others to your solution is not critical
Compromise
Conflicting parties are about equal in power, when it is
desirable to achieve a temporary solution to a complex issue,
or when time pressures demand an expedient solution
Collaboration
Time pressures are minimal, when all parties seriously want a
win-win solution, and when the issue is too important to be
compromised
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處理衝突的解決之道
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
低
利己之心
高 利
他
之
心
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
高
妥協
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
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。
低
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
Stimulating Conflict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 devil’s advocate to purposely present
arguments that run counter to those proposed by the
majority or against current practices.
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Negotiation協商談判
• A process in which two or more parties who have
different preference must make a joint decision
and come to an agreement
– Distributive bargaining瓜分式議價
• Negotiation under zero-sum conditions, in which the
gains by one party involve losses by the other party
– Integrative bargaining整合式議價
• Negotiation in which there is at least one settlement
that involves no loss to either party
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Determining the Bargaining Zone議價空間
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Developing Effective Negotiation Skills
如何培養有效的談判技巧
• Research the individual with whom you’ll 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
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How Do You Make a Presentation?
如何做好報告
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Prepare for the presentation.
Make your opening comments.
Make your points.
• 準備報告
End the presentation.
• 作開場白
Answer questions.
• 陳述你的重點
• 口頭報告的收尾
• 回答問題
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