管理沟通双语Chap002
合集下载
管理沟通(中英对照)
Communicative capability heavily influences your career development t 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
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).
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?
管理沟通：理念与技能【中英文双语版,绝对精品】
案例分析
• 案例：找他人会谈 A 沟通中哪些地方违背了建设性沟通原则？ B 如何改进？ C 下次会谈中陈振辉应做些什么？
• 案例：被拒绝的计划 A 根据建设性沟通原则对谈话作分析； B 谈话中哪些话最重要？哪些话有可能导致对方 产生防卫心理？ C 为解决赵的问题，直接给建议有何缺点？
情景模拟
联合化学公司
——”2H5W”要素
管理沟通的过程
编码
渠道: 媒介
解码
主体 反馈
目标：
您被理解了吗？
客体
反应
建设性沟通 = 问题解决 + 积极人际关系
(1) 第一层含义：清晰的问题解决目标 (2) 第二层含义：传递正确的沟通信息 (3) 第三层含义：积极舒适的人际关系
1 目标确定
• 总体目标； • 行动目标； • 沟通目标。
2 思路选择
• 指导策略: 告知、兜售 • 咨询策略: 咨询、参与 • 信息型沟通 • 劝说型沟通
例子：与李明与白露的沟通
建设性沟通的三方面策略
•基于客观信息的策略
完全性(completeness), 清晰性(clarify), 具体性 (concreteness)，描述性(description), 逻辑性(logic)
(2) 强调语句中的动词 (3) 选择活泼、有想象空间的语句
描述性( Description)
强调问题导向, 对事不对人
比较以下三种说法 A 我不喜欢你这身打扮； B 你的这身打扮与公司的衣着规定不符； C 大家希望你能打领带上班。
描述性( Description)
描述性沟通步骤
STEP 1：描述客观事情、行为和环境； STEP 2：关注自己的行为和反应而非他人的态度； STEP 3：关注解决问题的方案。
管理沟通双语Chap012
12-4
Three Aspects of Persuasion
Argument—reasons or logic communicator offers Credibility—audience’s response to communicator as source of message Emotional appeal—making audience want to do as communicator asks
12-3
Choosing a Persuasive Strategy
What do you want people to do? What objections will audience have? How strong a case can you make? What kind of persuasion is best for organization and culture?
12-21
Dealing with Objections, continued…
Show that advantages outweigh the disadvantages
Example:
Although relocating support staff to the fourth floor means losing storage space, having everyone in a central location will increase our efficiency greatly.
12-19
Dealing with Objections, continued…
Show that doing as you ask will benefit something audience cares about
business communication ober chapter 2 管理沟通课件
Prentice Hall, 2008
Business Communication Today, 9e
8
Traslations
The mission and goals are identified through discussions; persuasive speaking and writing are necessary to convince the management and other employees to accept the team's recommendations; and negotiation skills are needed to resolve differences and to reach consensus.
Prentice Hall, 2008 Business Communication Today, 9e 3
Questions
The business of SEI investment. The secrect of its success. Kinds of teams in SEI The physical environment in SEI How does Aller work? The function of teams in SEI according to Aller.
Business Communication Today, 9e
11
Classification of teams
Formal
Permanent Committees
Informal
Task Forces and Problem-Solving Teams
•Plan strategy •Review results •Handle employee issues
chapter2 管理沟通(案例分析法)MBA精选教材 英文版
1/12/2019
Guo Zhiwen (c)2002
6
Joke 2 …….Misunderstood
A man wanting to borrow another man's newspaper asks, "Are you finishe(d)?" The other man replies---"No, I'm Norwegian." I was arrested at the airport. Just because I was greeting my cousin Jack! All that I said was -------"Hi Jack", but very loud. My 12-year-old daughter asked me whether or not I like F4. “No.but I like F16,baby”,I replied. “Wow! F16 ? What TV show do they play,papa?”she asked.
▲The tactics of communication
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Guo Zhiwen (c)2002
2
Defining Communication
Communication
is the transfer of meaning. It must be understood . It is a complex, ongoing process.
1/12/2019 Guo Zhiwen (c)2002 4
举例（2）
关于战略管理中“核心能力”的概念，不 少书本中将其定义为“价值导向的、缄默 的、不可模仿性的、稀缺的知识”。 用通俗的语言讲，就是“企业核心能力是 指难以用语言表达的技能和技巧，他人学 不到、不想学、不敢学的、难以替代的、 别人拿不去的组织和个人资源”。
管理沟通-Chapter 2
• VII.Successful strategic ommunication usually involves a few steps. • A. Link your message to the strategy and goals of the organization. • B. Attract the attention of your intended audience. • C. Explain your position in terms they will understand and accept.
Communication Process Model 沟通流程模型
III. Communication is a process that involves six basic principles. A. Dynamic. Human communication is constantly undergoing change. B. Continuous. Silence is among the more powerful forms of communication. C. Circular. The cycle known as feedback consists of receivers becoming senders and vice versa. D.Unrepeatable. Once we have heard or seen a message, we have some notion of what to expect. E. Irreversible. You cannot unsay a message you have conveyed. F. Complex. • 1. There are various elements and principals involved in communication. • 2. Variances among human beings also add to the complexity of communication.
1.0 沟通 Understanding Interpersonal Communication 管理沟通双语课件
Values:2
This course will encourage you to think about the values that shape and control your life, how you can gain confidence in the values you hold, how you express these values when you communicate with others, and how these values change as a result of communicating with others. Just as our values affect our interpersonal communication,so our communication skills affect how close we come to fully realizing our values; and certainly weak communication skills can interfere with the fulfillment of some of our values.
9. Getting There from Here: Assertiveness.
10. Overcoming Barriers.
11.Experiencing Growth and Change: Communicating with Family
12. Seeking Closeness: The Course of Intimate Relationships.
Small-Group three or more a small number of people
管理沟通(英文)2
Sales manager East
Sales manager International District 3 manager
To subordinates
District 1 manager
Sales rep
2010-9-2
Sales rep
Sales rep
Sales rep
Sales rep
2010-9-2
Managerial Communication I
11
Ten Trends Affecting Business Communication, continued
6. Legal and ethical concerns 7. Balancing work and family 8. The end of the job 9. Rate of change 10.Technology
7
The corporation
The general public Potential employees Potential customers Potential stockholders Trade Special interest associations groups Competitors Other businesses and industries
President
To superiors
VP production
VP marketing
VP sales Sales manager Midwest
VP finance Sales manager West District 2 manager
VP human resources
To peers
管理沟通双语Chap003
Use you in positive situations Avoid I in printed text Avoid we if it excludes the audience
YOU
3-12
In Positive Situations, Use You More Often Than I. Use We If It Includes the Audience: Example
3-8
Refer to Audience’s Request or Order: Examples
Lacks you-attitude
We shipped your order today.
Contains you-attitude
The 500 red and gray sweatshirts you ordered were shipped today and will reach you early next week. Your P.O. 7823-N shipped on 11/04 and will arrive within five business days.
Better
To receive your refund check, submit your official grade report at the end of the semester.
3-19
Justify Negative Information by Giving Reason or Linking to Audience Benefit: Example
3-22
3-10
Don’t Talk About Feelings: Examples
YOU
3-12
In Positive Situations, Use You More Often Than I. Use We If It Includes the Audience: Example
3-8
Refer to Audience’s Request or Order: Examples
Lacks you-attitude
We shipped your order today.
Contains you-attitude
The 500 red and gray sweatshirts you ordered were shipped today and will reach you early next week. Your P.O. 7823-N shipped on 11/04 and will arrive within five business days.
Better
To receive your refund check, submit your official grade report at the end of the semester.
3-19
Justify Negative Information by Giving Reason or Linking to Audience Benefit: Example
3-22
3-10
Don’t Talk About Feelings: Examples
2.0 Creating Meaning Perception 管理沟通双语课件
murder.
1.I love baseball. 2.Alll the fun people sit in the bleachers.
3.I got a nice tan sitting in the sun. 4.Our team is on a
winning streak. 5. I saw two games for the price of one.
strongly affected by our expectations,
attitudes, values, interests, needs,
language, experience, and knowledge. It is
important to realize that the new
information we pick up depends on the
First, that perception is not a passive process. Our perceptions are our own and we have some control over them; we do not have total control because our culture, environment, and upbringing create categories we may not even be aware of.
The number of holes in the sieve changes constantly as we encounter new experiences, just as the size of the holes
2020/c6/h17ange accorSdchoionl ogf HutmPoaron.iGtoyuaoundrEcconhomaicns ging values- 4
1.I love baseball. 2.Alll the fun people sit in the bleachers.
3.I got a nice tan sitting in the sun. 4.Our team is on a
winning streak. 5. I saw two games for the price of one.
strongly affected by our expectations,
attitudes, values, interests, needs,
language, experience, and knowledge. It is
important to realize that the new
information we pick up depends on the
First, that perception is not a passive process. Our perceptions are our own and we have some control over them; we do not have total control because our culture, environment, and upbringing create categories we may not even be aware of.
The number of holes in the sieve changes constantly as we encounter new experiences, just as the size of the holes
2020/c6/h17ange accorSdchoionl ogf HutmPoaron.iGtoyuaoundrEcconhomaicns ging values- 4
管理沟通(英文版)
Top Managers
Middle Managers
Technical Skills
Relating Skills
Conceptual Skills
First-Line Managers
Talk Is The Work
——managers spend about 75% of their time in verbal interaction. Those daily interactions include:
What Do Managers Do All Day?
In the textbook : Managers spend their time engaged in planning, organizing,
staffing, directing, coordinating, reporting and controlling.
Decisional
Entrepreneur
Disturbance handler
Initiate improvement projects,identify new ideas, realize changes in the environment and
delegate idea responsibility to others.
Management communication
——A Case-Analysis Approach
Chapter 1:
Management Communicationis very Important to Managers
Management Communication is the central skill in the global workplace of the 21st century.
Middle Managers
Technical Skills
Relating Skills
Conceptual Skills
First-Line Managers
Talk Is The Work
——managers spend about 75% of their time in verbal interaction. Those daily interactions include:
What Do Managers Do All Day?
In the textbook : Managers spend their time engaged in planning, organizing,
staffing, directing, coordinating, reporting and controlling.
Decisional
Entrepreneur
Disturbance handler
Initiate improvement projects,identify new ideas, realize changes in the environment and
delegate idea responsibility to others.
Management communication
——A Case-Analysis Approach
Chapter 1:
Management Communicationis very Important to Managers
Management Communication is the central skill in the global workplace of the 21st century.
管理沟通课件全部英文版奥罗克著第四版2014年
Management communication skills are critical for leaders to motivate and engage employees, convey direction and expectations, and create a positive work environment.
Different cultures have different communication styles, such as direct vs. indirect communication, and high-context vs. low-context communication.
Understanding and respecting cultural differences is essential for effective communication within an organization.
01
02
03
Strategic Communication
要点三
Strategic communication is the process of planning, implementing, and evaluating communication activities that align with organizational goals and objectives.
Communication processes such as brainstorming, consensus building, and conflict resolution are integral to the decision-making process.
管理沟通全部英文版奥罗克著第四版专业知识讲座
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四种距公离众 圈3·66米以上
1·22～3·66
社交 0米·46～1·22米
私人 亲密
0·46米
自我
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都成问题，哪还能谈得上“孝”？是大逆不道，道貌岸然。
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沟通的三种形式 本文档所提供的信息仅供参考之用，不能作为科学依据，请勿模仿。文档如有不 当之处，请联系本人或网站删除。
1、自我沟通
2、与他人沟通
3、与公众沟通，即演讲。
好的领导人，生命取向要高，生命体验要 深，生命能量要强。精力就是权力。好的 领导人都精满，气足，神旺。
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人格---管人的永久王牌 激励---管人的核心秘诀 信任---管人的凝聚力量 理解---管人的交流诀窍 原则---管人的规矩尺度 幽默---管人的常胜法宝 宽容---管人的润滑良剂
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人际交往相处之道 当之处，请联系本人或网站删除。
了解别人是体谅之道 宽容别人是和睦之道 接纳别人是合群之道 关怀别人是友爱之道
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管理沟通第二章课件
LOGO
企业管理过去是沟通，现 在是沟通，将来还是沟通。
——松下幸之助
— *—
信息处理风格和沟通策略
思考型: • 为思考者提供机会使他帮助你概况地描述你想表达的
理论和概念； • 给予他们充分的信息，使之通过逻辑推理得到结论； • 不掺杂任何人 的观点，客观的 对待事物。 直觉型： 充分利用和发挥他们的想象力不要轻易告诉他们答案；
LOGO
在美国一个农村，住着一个老头，他有三个儿子。大儿子、二儿子都在城 里工作，小儿子和他在一起，父子相依为命。突然有一天，一个人找到老头， 对他说：“尊敬的老人家，让我把你的小儿子带到城里去工作吧？”老头气愤 地说：“不行，绝对不行，你滚出去吧！”这个人说：“如果我在城里给你的 儿子找个对象，可以吗？”老头摇摇头：“不行，快滚出去吧！”这个人又说： “如果我给你儿子找的对象，也就是你未来的儿媳妇是洛克菲勒的女儿呢？” 老头想了又想，终于让儿子当上洛克菲勒的女婿这件事打动了。
通过可信度激发受众
通过确立“共同价值观”的可信度激发受众。 以传递良好意愿与“互惠”技巧激发受众。 运用地位可信度与惩罚技巧激发受众。
LOGO
— *—
激发群众兴趣
通过信息结构激发受众
• 通过开场白激发受众，即从开头起就吸引受众的注意力； • 通过沟通内容激发受众，通过适当的内容安排在沟通过程中增加
— *—
沟通对象的类型
由于心理需求不同可分为成就需求型、交往需求型和权利 需求型；
根据性格不同，可分为内向型和外向型； 根据信息处理方式不同，可以分为思考型、感觉型、直觉
型和知觉型； 根据人际关系处理风格不同，可以分为统治指挥者、社会
活动者、和平处事者和谨慎思考者； 根据个体气质不同，可以分为分析型、规则型、实干型和
管理沟通（英文版）（第4版）
管理沟通（英文版）（第4版）
第1章变迁中的管理沟通
第2章沟通与战略
第3章沟通伦理
第4章演讲
第5章写作
第6章劝说
第7章技术
第8章倾听与反馈
第9章非言语沟通
第10章跨文化沟通
第11章冲突管理
第12章有效的商务会议
第13章应对新闻媒体
附录A案例研究分析
附录B案例研究写作
附录C商务信函范例
附录D商务备忘范例
附录E战略备忘范例
附录F参考文献——对你研究中所用的资料来源表示感谢附录G商务人士与媒体的关系——如何准备接受媒体采访附录H新闻稿范例。
管理沟通双语Chap004
Read widely; write a lot Study revised sentences Polish your style with 10 techniques
4-11
Ten Ways to Make Your Writing Easy to Read
As you draft— 1. Use accurate, appropriate, and familiar words 2. Avoid technical jargon; eliminate business jargon
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved.
Chapter 4
Making Your Writing Easy to Read
Good Style Half Truths Better Style Ten Ways to Make Writing Easier to Read Readability Formulas Organizational Preferences
4-3
Half-Truths about Style
1. 2. 3. 4. 5. Write as you talk 1/2 Never use I Never begin sentence with and or but Never end sentence with preposition Big words impress people
= adjust = decide = examine = consider
4-23
5. Eliminate Wordiness
4-11
Ten Ways to Make Your Writing Easy to Read
As you draft— 1. Use accurate, appropriate, and familiar words 2. Avoid technical jargon; eliminate business jargon
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved.
Chapter 4
Making Your Writing Easy to Read
Good Style Half Truths Better Style Ten Ways to Make Writing Easier to Read Readability Formulas Organizational Preferences
4-3
Half-Truths about Style
1. 2. 3. 4. 5. Write as you talk 1/2 Never use I Never begin sentence with and or but Never end sentence with preposition Big words impress people
= adjust = decide = examine = consider
4-23
5. Eliminate Wordiness
管理沟通英文课件 (2)
When using cellular phones:
• Use quiet message notification (vibration or flashing light).
• Arrange to divert urgent calls to an assistant or colleague.
Remember visibility restrictions
Announce who enters and leaves the room
Avoid extraneous noise, as AV systems are very sensitive
Make good use of graphics (no more than 8 lines of type and six words per line)
You should call a face-to-face meeting when you cannot accomplish your communication goals in any other way.
In other words, a meeting is the communication tool of last resort, after you have considered and discarded other forms of information exchange.
Begin and end on time.
Follow the agenda. Stimulate discussion,
and encourage full participation. Focus the groups' effort on their goals.
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Choose channels based on the audience, purpose, and situation
2-14
Channels
Pick the best channel for each situation:
Instructor who wants to cancel class Small non-profit organization who needs to reach contributors Product recall notifications Notice to all employees about new smoking policy outside corporate offices
People you work closely with Myers-Briggs類型指標Type Indicator – preference test that shows 4 types
Introvert-Extrovert Sensing-Intuitive Thinking-Feeling Perceiving-Judging
Which type are you?
ISTJ
ISTP
ISFJ
ISFP
INFJ
INFP
INTJ
INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
2-7
Myers-Briggs Personality Types, continued…
Thinking – uses objective logic to make decisions Feeling – makes decisions that feel right Judging – likes closure, certainty Perceptive – likes possibilities
What do they already know? Does their knowledge need to be updated? What do they need to know to appreciate your points?
2-16
Six Questions to Analyze Audiences, continued…
In informative messages
Benefits = reasons to comply with announced policies
In persuasive messages
Benefits = reasons to act
In negative messages
2-18
Six Questions to Analyze Audiences, continued…
6. How will audience use document?
Under what physical conditions will they use it? What purpose will document serve? Reference Guide Basis of lawsuit
2-9
Analyze Organization Members
Organizational culture – set of values, attitudes, and philosophies
Shows in myths, stories, heroes, & documents Shows in use of space, money, and power
2-4
Analyze Your Audiences
Individuals Group members
Demographics Psychographics
Organization members
Culture Discourse community(一致性)
2-5
Analyze Individuals
Demographic (quantity) features
Age – Education – Income – Race – Sex
Psychographic (quality) features
Values – Beliefs – Goals – Lifestyles VALS (Values & Lifestyle) profile used
2-3
Identify Your Audiences, continued…
Auxiliary – encounters message but does not interact with it (read-only) Watchdog – may exert economic, legl power later
2-10
To Analyze Organization Culture, Ask
Is organization tall or flat? How do people get ahead? Is diversity or homogeneity valued? Is sociability important? How formal are behavior, language, and dress? What does the work space look like? What are the organization’s goals?
2-13
Channels
Communication channels – means by which you convey your message Channels vary by
Speed, accuracy, and cost Number of messages carried Number of people reached Efficiency and goodwill
Benefits not used
2-21
Four Criteria for Audience Benefits
1. Adapt benefits to audience 2. Stress intrinsic and extrinsic ones
Intrinsic– built in Extrinsic – added on
2-15
Six Questions to Analyze Audiences
1. How will audience react at first?
Will they see message as important? What is their experience with you?
2. How much information do they need?
3. What obstacles must you overcome?
Is audience opposed to your message? Will it be easy to do as you ask?
4. What positives can you emphasize?
What are benefits for audience? What do you have in common with them?
2-6
Myers-Briggs Personality Types
Introvert – gets energy from within Extrovert – gets energy from interacting with others Sensing – gets information from 5 senses Intuitive – sees relationships
2-2
Identify Your Audiences
Gatekeeper – may stop message or send it on Primary - decides or acts on basis of message Secondary –comments on message or implements ideas
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To Analyze Discourse Community, Ask
What channels, formats and styles are preferred for communication? What do people talk about? What topics are not discussed? What kind of evidence and how much is needed to be convincing?
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Audience Benefits
Advantages audience gets from
Using your services Buying your products Following your policies Adopting your ideas
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Audience Benefits, continued…
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Analyze Organization Members, continued…
Discourse community - people who share assumptions about:
What media, formats, and styles to use What topics to discuss and how What constitutes convincing evidence