管理沟通(英文)4
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 10
I NTERCULTURAL AND I NTERNATIONAL C OMMUNICATIONC HAPTER 10“Life in the 21st Century will not be ‘business as usual’.”I. The new century brings new intercultural challenges to communication at home.A. Profound population shifts in the next few decades will leave the U.S. older andfar more ethnically diverse that ever before.B. Although current population rates continue to rise, after 2025 the U.S. willexperience an all-time low growth rate because the aging baby boomers will begindying faster than new Americans are born.C. The average age of the American population is growing exponentially.D. The shape, size, and even the definition of American families has drasticallychanged over the last thirty years.E. More women are entering the workforce than at any time since the end of WorldWar II.1. Women are still paid about 75 percent of what men in comparablepositions receive.2. Working women still bear a disproportionate share of the burden of childcare and household duties.II. Cultural challenges faced abroad also affect our ability to communicate.A. Many changes have caused a new world order and thus have ignited theimportance of international business. The key to success in the globalmarketplace is understanding the culture of your suppliers, customers, andcompetitors.B. Customs and cultures abroad differ from those in the U.S., often causingunknowing Americans embarrassment, anger, and sometimes imprisonment.1. Nonverbal communication can be as much a source of misunderstandingas verbal communication.2. Being culturally sensitive is essential to your success. Failures in anoverseas business setting most frequently result from an inability tounderstand and adapt to foreign ways of thinking and acting.III. Culture is everything people have, think, and do as members of their society.A Culture is a central part of our society, our economy, and the organizations whichemploy us.B. Culture is composed of the following items:1. Material objects;2. Ideas, values, and attitudes;3. Expected patterns of behavior.C. Here are a few ideas about culture that have been shown to be true across timeand across both national and cultural boundaries:1. Culture is learned.2. Cultural is universal to human society.3. Cultural is constantly undergoing change.a. Changes due to internal forces, such as discovery, invention, andinnovation.b. Changes due to external forces, such as diffusion of innovationacross space and time, and borrowing the traits, habits, or customsof another culture.4. Some cultures move more quickly than others. Here are five factorswhich influence the rate of change as well as the kind of change a culturemay experience:a. Relative advantage;b. Compatibility;c. Complexity;d. Trialability;e. Observability.5. Culture is not value-neutral.6. Not all cultures are equally complex.7. Virtually all cultures permit the development of sub-cultures.8. Culture can influence biology and biology can influence culture.9. All cultures display ethnocentrism, or the tendency to evaluate aforeigner’s behavior by the standards of one’s own culture and to believethat one’s own culture is superior to others.IV. Cross-cultural communication skills are essential to success in the global economy. The skill set you need to sharpen your cross-cultural communication skills involves thefollowing personal capacities:A. The capacity to accept the relativity of your own knowledge and perceptions.B. The capacity to be nonjudgmental.C. A tolerance for ambiguity.D. The capacity to communicate respect for other people’s ways, their country, andtheir values without adopting or internalizing them.E. The capacity to display empathy, to be flexible, and to take turns.F. The humility to acknowledge what you do not know or understand.。
管理沟通教学(英文版4版)案例课件10_Oak Brook Medical Systems, Inc
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Oak Brook Medical Systems, Inc.
A Notre Dame case study prepared by Professor J. S. O’Rourke, IV with the research assistance of Ms. Christina Grimmer
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Business problem
Hospital Supply Division has no formal feedback system.
Harris has not received any guidance with regards to her lack of communication skills.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Oak Brook Medical Systems, Inc.
Mid-size medical supply firm specializing in prepackaged and bulk disposables for hospitals, doctors offices, and primary care givers
管理沟通英语作文初中
管理沟通英语作文初中Communication is a vital aspect of management, and it plays a crucial role in the success of any organization. Effective communication involves not only the exchange of information but also the understanding and interpretation of that information by all parties involved. In the context of management, this means that managers must be able to communicate clearly with their team members, stakeholders, and other departments.Importance of Communication in Management1. Clarity and Understanding: Clear communication ensuresthat everyone is on the same page. It helps in avoiding misunderstandings and misinterpretations that can lead to costly mistakes.2. Decision Making: Effective communication is essential for making informed decisions. It allows managers to gather all necessary information and perspectives before makingstrategic choices.3. Teamwork and Collaboration: Good communication fosters a sense of teamwork and collaboration. It allows team members to work together towards common goals and to share ideas and feedback.4. Conflict Resolution: Open and honest communication is keyto resolving conflicts. It enables managers to address issues before they escalate and to find solutions that are acceptable to all parties.5. Motivation and Engagement: When managers communicate well, they can motivate their team members and keep them engaged. This leads to higher productivity and job satisfaction.Strategies for Effective Communication in Management1. Active Listening: Managers should practice activelistening to understand the concerns and ideas of their team members.2. Feedback: Providing constructive feedback is crucial for performance improvement. It should be specific, timely, and focused on behavior rather than personality.3. Transparency: Being transparent about goals, expectations, and performance helps in building trust and credibility.4. Use of Technology: Leveraging communication tools and platforms can enhance the speed and efficiency of communication.5. Cultural Sensitivity: Managers should be aware of cultural differences and adapt their communication style accordingly.Challenges in Communication1. Language Barriers: In diverse teams, language can be abarrier to effective communication.2. Information Overload: The sheer volume of information can sometimes make it difficult for managers to communicate effectively.3. Emotional Biases: Emotions can cloud judgment and affectthe clarity and objectivity of communication.4. Time Constraints: Managers are often pressed for time, which can lead to rushed or incomplete communication.ConclusionEffective management communication is not just about speaking; it's also about listening, understanding, and responding appropriately. It requires a combination of goodinterpersonal skills, organizational skills, and the use of appropriate technology. By mastering these skills, managers can ensure that their team is well-informed, motivated, and working towards the organization's goals.。
管理沟通英文课件 (4)
In My Organization . . .
“Unethical behavior that results in personal gain is reprimanded”
n Agree: 68% n Undecided: 23% n Disagree: 09%
In My Organization . . .
oriented.
n Assumptions: general and descriptive.
பைடு நூலகம்
Making Moral Judgments
n Moral Awareness n Moral Imagination n Moral Identification and Ordering n Moral Evaluation
BusinessWeek, June 19, 2006
In My Organization . . .
“Discussion of ethical / unethical conduct is encouraged”
n Agree: 46% n Undecided: 28% n Disagree: 26%
n Rights
n Justice
The Nature of Moral Judgments
n Normative judgments:
Conclusions involving values.
n Non-normative judgments:
Conclusions that are value-neutral.
n They override self-interests. n They are based on impartial
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.
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 08
L ISTENING AND F EEDBACKC HAPTER 8“Listening is hard work.”I. Most recent studies have shown that adults now spend more than half of their dailycommunication listening to someone else speak.II. Studies of listening skill show that the average North American adult listens at an efficiency rate of 25 percent.III. There is a substantial difference between hearing and listening.A. Hearing is merely an involuntary physical response to the environment.B. Listening is a process that includes hearing, attending to, understanding,evaluating, and responding to spoken messages.IV. Why should we listen?A. Poor listening can cause simple mistakes, lawsuits, and even deadly disasters.B. Listening is the central skill in the establishment and maintenance of interpersonalrelationships.V. There are many good reasons to improve your listening.A. The act of listening to another person demonstrates that you value him or her andcare about what he or she is saying.B. Listening to your employees promotes problem solving activities. By listeningcarefully and reflectively, a supervisor can guide a subordinate to a solution thathas a greater chance for success and greater levels of employee buy-in.C. Listening increases your receptiveness to the thoughts and ideas of others.D. Listening helps you to increase the self-esteem of the speaker. Increasing youremployees’ self-esteem can help them to concentrate on the tasks at hand andcompete successfully.E. Listening helps you to overcome self-consciousness and self-centeredness.49F. By listening to the concerns and interests of the other person first, you are morelikely to get what you want sooner and with substantially less angst.VI. The first step in becoming a more effective listener is to identify poor listening habits we have developed over a lifetime and replace them with effective, productive habits.A. Here are a few poor listening habits you must recognize and correct to improveyour listening skills:1. Being preoccupied with talking, not listening.2. Calling the subject uninteresting.3. Letting bias or prejudice distort the messages you hear.4. Oversimplifying answers or explanations.5. Yielding to external distractions.6. Yielding to internal distractions.7. Avoiding difficult or demanding material.8. Rationalizing poor listening.9. Criticizing the speaker’s delivery.10. Jumping to conclusions before the speaker has made his/her point.11. Being overly concerned with your response instead of focusing on themessage of the speaker.12. Assigning the wrong meaning to words.13. Listening only for facts and not context, connections, and rhetoricalligatures that link facts to human experience.14. Trying to make an outline of everything you hear or trying to forceinformation into artificial patterns.15. Faking attention to the speaker.16. Letting your heightened emotions regarding word choice or subject matterdistract you from the conversation or speech.5017. Interrupting the speaker to express your own opinion.18. Wasting the differential between the rate at which we speak and the rate atwhich we think.B. Here are a few habits you may want to substitute to effectively improve yourlistening skills:1. Stop talking.2. Participate in only one conversation at a time.3. Empathize with the person speaking.4. Ask questions if you are confused, lost, or need information.5. Although asking questions is useful, don’t interrupt your conversationpartner for a bit.6. Show complete interest in what is being said to you.7. Attain the privacy or proper environment to discuss the matter at hand toensure you will give the speaker your undivided attention.8. Listen critically by evaluating all the facts and evidence.9. Look beyond your assessment of the speaker to the ideas contained in thespeech.10. Realize that just because you want to hear it, that does not mean that thespeaker is saying it.11. Match your expectations of the speaker’s content against what youactually hear and think carefully about what has not been said.12. Tune into the speaker’s mood and intention, as well as the content of thespeech.13. Focus, concentrate, ask questions, and pay attention to what is going on tomake sure you understand the message.VII. To become an effective, empathetic, and skilled listener, you must participate in dialogue.Here are five skills that may help to increase your chances for becoming a successful,active listener.51A. Paraphrase as others speak to show you are actually listening to their words.B. Summarize the feeling of the speaker.C. Reflect the cognitive or logical content of a discussion.D. Review what you have concluded.E. After you have listened, follow through with actions.VIII. Periodically review your communication practices, and your listening habits in particular, to monitor your improvement.A. Here is a four-step process you should use to complete this review:1. Review your listening inventory.2. Recognize your undesirable listening habits.3. Refuse to tolerate undesirable habits.4. Replace undesirable habits with effective ones.IX. You can significantly increase the probability of communication success if you understand the role of feedback in both personal and professional communication.A. Here are some guidelines for constructive feedback:1. Acknowledge the need for feedback to assist in bettering yourorganization.2. Give both positive and negative feedback.3. Understand the context of the feedback (i.e., where it happened, why ithappened, what led up to the event).4. Make sure you are using words whose meaning you both understand.5. Do not speak in a language your conversation partner is likely tomisunderstand, misconstrue, or misinterpret.6. Do not assume anything about the other person - ask for clarification.7. Defuse the hostility, minimize the fear, and depersonalize the conversationby focusing your comments on the behavior involved not the people.528. Know when to give feedback.9. Know how to give feedback.B. Here are a few specific instances when you should not attempt to give feedback:1. You do not know much about the circumstances of the behavior.2. You do not care about the person or will not be around long enough tofollow up the aftermath of you feedback.3. The feedback, positive or negative, is about something the person has nopower to change.4. The other person seems low in self-esteem.5. You are low in self-esteem.6. Your purpose is not really improvement, but to put someone on the spot,or demonstrate how smart or how much more responsible you are.7. The time, place, or circumstances are inappropriate.C. Here are a few suggestions to provide helpful feedback to another person:1. Be descriptive and provide examples.2. Be objective, if possible3. Be clear, specific, and unambiguous.4. Do not exaggerate.5. Do not be judgmental or at least do not use the rhetoric of judgment.6. Take responsibility for your own job - do not refer to absent, anonymouspeople.7. Try to use first-person statements (“I” or “we”) so the effectiveness ofyour comments is not lost in accusation.8. Phrase the issue as a statement, not as a question..9. Focus on issues that are both important to improvement and well withinthe power of the other person to change.5310. Restrict your feedback to things you know for certain.11. Use each opportunity for feedback to establish useful workingrelationships and build long-term trust.12. Help people hear and accept your compliments when giving positivefeedback.D. Here are a few ideas to help refashion criticism so that it conforms to the rules forconstructive feedback:1. Take full, deep breaths to force your body to relax and allow your brain tomaintain greater alertness.2. Listen carefully to the person delivering the criticism.3. Ask questions for clarity.4. Acknowledge the feedback with both verbal and nonverbal indicators.5. Agree to valid points.6. Do not be defensive.7. Try to understand the objectives of the other person.8. Ask the feedback-giver for time to think about what was said and how youfeel about it.54。
管理沟通ManagementCommunication.
Grading
ห้องสมุดไป่ตู้
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
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?
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
管理沟通教学(英文版4版)教学案例01_Odwalla Teaching Note
Eugene D. Fanning Center for Business Communication99-01Mendoza College of BusinessUniversity of Notre DameOdwalla, Inc. (A)TEACHING NOTEPurpose of Case Study1.To enhance understanding of managing a public relations crisis.2.To help students understand the role of media in focusing public attention on negativeissues.3.To help students understand how to restore the confidence of stakeholders after it isdiminished.4.To give students an appreciation for the importance of effective communication, bothinternally and publicly, to the long-term success of any business.Identify the Business ProblemThe business problem here is two-fold: Odwalla must regain public confidence in its products; and, Odwalla must reevaluate the production process that allowed the E. coli contamination to occur.Forecast the Most Desirable OutcomeThe most desirable outcome is that Odwalla will survive this crisis without losing a large portion of market share and will be able to safely produce premier natural juice products that the public will pay a premium to buy.This teaching note was prepared by Cynthia Maciejczyk under the direction of James O’Rourke, Concurrent Professor of Management, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.Copyright 2001. Revised 2002. Eugene D. Fanning Center for Business Communication. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic, photocopying, or otherwise – without permission.Identify the Critical IssuesThese are the main issues involved in this case:§Managing the company’s public response to the crisis;§Assessing the damage done to the company’s reputation;§Reevaluating the company’s stance on pasteurization process (in view of its commitment to an “all-natural” product);§Reviewing company's core values to see how they may have contributed to the development of the crisis;§Regaining public trust in the company and its products;§Managing costs involved in the crisis response.Stakeholder perspectives include:§Consumers;§Retailers;§Vendors, suppliers;§Shareholders;§Odwalla Employees;§Seattle-King County Department of Public Health;§Washington State Department of Health;§Rival juice makers;§Organic food industry.Identify and Discuss Possible Solutions to the Problem1.Order an immediate recall of all juice products containing apples. This shows theconsumers that the company is aware of the problem and that Odwalla is trying to ensure their health and safety by recalling all products that may be tainted.22.Cooperate fully with the government agencies investigating the outbreak (Seattle-KingCounty Department of Public Health, Washington State Department of Health, USFDA).Odwalla could choose not to cooperate but this would certainly make it difficult for thecompany to maintain its positive public image as a people-focused, socially consciouscompany.3.Reevaluate the production process. Odwalla juices are not pasteurized, allowing for thepossibility of dangerous bacteria in the products. How can Odwalla prevent futureoutbreaks of this kind?4.Reevaluate core values of the company. The company is committed to using minimalproduction processes to deliver superior taste and nutritional value. Is it feasible for them to stick to this core value in light of the E. coli outbreak?5.Pull a team together to find out as much as possible about all victims of the outbreak.Who are they; what was the impact on their health?6.Develop a communication strategy that addresses the health and safety concerns of thepublic as well as informs all stakeholders what Odwalla is doing to address the problem.7.Meet with company employees to address their concerns and communicate the company’spublic relations strategy.Explain How to Communicate the SolutionSound public relations communication strategies will help address the issues. In particular, Odwalla must show the public that it is concerned about the health and safety of its consumers. By developing a clear communication strategy for the media, the officers of the company can convey how they are dealing with the crisis to their stakeholders: consumers, the public at large, their retailers, the government agencies involved, the company’s shareholders, and the company's employees.Strategies may include a press release, talking with the local and national media, point-of-sale information brochures, letters to the victims of the E. coli outbreak, company memos to employees describing the company’s response to the crisis (group meetings), posting information to the company's Web site, e-mailing or writing to shareholders, memos to retailers, to name a few.Odwalla did order an immediate recall of all juice products containing apples and carrots (which were handled on the same production line). The company earned high marks from the media for its quick and candid public response to the problem. An article published in the San Francisco Chronicle on November 2, 1996 by staff writer Kenneth Howe stated that many “in the public relations community credit Odwalla with moving quickly to institute a voluntary3recall, cooperating with the Food and Drug Administration and offering to pay the medical expense of victims affected by contaminated Odwalla products.”Teaching the CaseOne week priorDistribute the case at least one lesson before you intend to discuss it in class. Tell the students that you will focus on several issues during the discussion of the case, including the following:§Managing a public relations crisis;§Dealing with negative media representation;§Identifying the key issues of the case;§How the core values of this company may have contributed to the crisis;§Identifying the major stakeholder groups in this situation.First 30 minutes of the classSpend the first 5-10 minutes of the class session briefly recapping the facts of the case. Then, for the next 20 minutes, have the students identify the issues listed above.Some points for student consideration may include:The public's likely response to the health report linking the E. coli outbreak to Odwallaapple juice.The company’s core values and their impact on the production process. Can the company continue to produce its products without performing some sort of pasteurization process?The media’s role in publicizing the health crisis. How can Odwalla use the media to their advantage in this crisis?Next, identify the stakeholders in this case and their separate interests and concerns: Retailers. Odwalla’s retailers are Consumers. The consumers of Odwalla juices are most likely well educated people who care about their health and the health benefits of theproducts they consume. This group also doesn't mind spending a bit more for high-quality, “fresh,” and natural products, such as Odwalla’s juices. However, they are likely to react strongly to the news that their juice may be contaminated. They will pay attention to the news stories and expect information from the company.4Retailers are also very important to Odwalla’s distribution scheme. Odwalla depends on its retailers to stock fresh product every day. As such, it is important for Odwalla tomaintain goodwill with its retailers to protect this relationship. One way to preserve this goodwill is to keep them informed of all relevant developments in a timely manner.Odwalla Employees. The company's employees also factor in this crisis. If Odwalla does not have the financial resources to ride out the storm or if it mishandles the crisis, theemployees will lose their jobs. They have a vested interest in doing what they can to help out. They will also want to know what the company's plans are.Shareholders. This group will be concerned about the financial well-being of thecompany as it steers through this storm. Management needs to keep this group informed so that shareholders will not panic and sell. As reported at the time, there was a 34percent drop in the price of Odwalla stock on the announcement of the E. coli outbreak.Seattle-King County Department of Public Health, Washington State Department ofHealth, and the U.S. FDA. Although not mentioned specifically in the text of the case, the U.S. FDA will perform an investigation at the manufacturing plant to see if it candetermine how the juice was contaminated with e.coli. Once the investigation iscompleted the FDA will release a report to the general public.Rival juice makers. Odwalla’s competitors will be watching closely to see how Odwalla handles this crisis. Many will seek to capitalize on Odwalla’s misfortune (particularlythose companies that already pasteurize their own products) and others (Odwalla’s rivals in the “natural” juice market) will feel the heat of this situation from their own customers.Many consumers of rival natural juices will stop drinking them because these juices also are not pasteurized. These companies will also be concerned about the fallout of the FDA investigation (e.g., stricter processing regulations, perhaps mandated pasteurization).Organic food industry. The organic food industry in general will be watching this casebecause the results of the FDA investigation and the public outcry over the safety of thefood supply may affect sales in this industry.Last portion of classSummarize student responses. Ask students for their communication plan. What would they do in Odwalla management’s shoes?Issues to consider include:Strategic communication objectives. What are Odwalla’s strategic business objectives and how can they be linked directly to the communication objectives?5Audience analysis. Who are we most concerned about reaching? Why do we want tocommunicate with them? What outcome do we hope for when we reach them?Message Construction. What do we want to say to each of these audiences? Will ourmessage differ from one set of stakeholders to another? How simple or complex should the message be?Medium Selection. How should we try to reach these stakeholders? Should we consider electronic means? How about print means? Should we telemediate our message through the press? Should we try to communicate directly with one or more of the stakeholder groups?Measurement of outcome. How will we know if we have succeeded? What criteriashould we use to determine success? If we're not successful, what should we considerchanging first: medium, message, audience, or objectives?Last 5 minutes of classConclude the discussion.The key to this case, as with nearly all other management communication cases, is to let the students speak freely, but guide their comments toward the problem facing Odwalla and the communication issues the case presents.Timetable of EventsThis timetable of events is included for your reference. A list of discussion questions follows.Questions for DiscussionThese questions are for use in class and may help provide a deeper level of understanding-they will be most helpful after the case has been digested by the students and some initial revision of the case has taken place. Discussion questions should focus on communication issues involved in the case.1.What is the best way to communicate with the different stakeholders?2.What is Odwalla's responsibility to the consumers who were afflicted with bacteria? Howshould management go about communicating with these people?3.When Odwalla comes up with a plan to address the safety of their juice products, howshould this plan be communicated to the public? To their retailers?4.How would Odwalla benefit by taking a leadership role within the industry on the issueof ensuring product safety? How would this fit in with the company's overallcommunication strategy for this crisis?。
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 01
M ANAGEMENT C OMMUNICATION IN T RANSITIONC HAPTER 1Communication is the work of managers, day in and day out.I. The daily work of managers.A. Managers are in constant action.1. Switch frequently from task to task.2. Change their focus of attention to respond to issues as they arise.3. Engage in a large volume of tasks of short duration.B. Managers spend most of their time interacting with others.1. Engage in interactions both inside and outside the organization.2. Talk and listen when in action.II. The majority of managers cluster around three core management roles.A. Interpersonal roles are the richest source of information for managers becauseof their immediate and personal nature.1. The figurehead role is exhibited when performing ceremonial duties oftheir position.2. The leader role is exhibited when demonstrating their responsibility for thework of the people in their unit and their actions. This is where theinfluence of managers is most clearly seen.3. The liaison role is exhibited when establishing and maintaining contactsoutside the vertical chain of command.B. Informational roles of managers are required because not even the mostexpensive management information system can match the speed and intuitivepower of a well-trained manager’s brain for information processing.1. The monitor role allows managers to scan the environment for information.2. The disseminator role allows managers to pass privileged informationdirectly to subordinates.3. The spokesperson role allows managers to send information to peopleoutside of their organizations.C. Decisional roles are used by managers to make decisions on behalf of theorganization and the stakeholders with an interest in the organization.1. Interpersonal and informational roles often aid the decision makingprocess.2. The entrepreneur role is shown when managers seek to improve theirbusinesses, to adapt to changing market conditions, and to react toopportunities as they present themselves.3. The disturbance or crisis handler role depicts managers who mustinvoluntarily react to conditions.4. The resource allocator role involves managers making decisions aboutwho gets what, how much, when, and why.5. The negotiator role is used to resolve disputes with people inside andoutside the organization.III. Although the specificity of managers’ work may differ, there ar e a few major characteristics relating to every job.A. The time of managers is fragmented. This often drives managers to overwork andcan force them to complete tasks superficially.B. Values compete and the various roles are in tension placing managers in themiddle when making many decisions. Managers cannot satisfy all partiesinvolved, thus decisions are often based on the urgency of the need and theproximity of the problem.C. The job of managers is overloaded due to significant reorganization efforts tomake businesses more efficient, nimble, and competitive. Downsizing, coupledwith high-speed data processing and remarkably efficient telecommunicationsystems has greatly increased the number of people directly reporting to managers.D. Efficiency becomes a core skill for successful managers.IV. The emphasis of management roles is what varies in a manager’s job.A. The role of the entrepreneur is gaining importance as managers becomeincreasingly aware of threats and opportunities in their environment. Managerswho are carefully attuned to the marketplace and competitive environment willlook for opportunities to gain an advantage.B. The leader role is gaining importance as managers must become moresophisticated as strategists and mentors. Managers need to become more activementors to attract and retain skilled employees.C. Managers must create a local vision as they help people within their organizationto grow.V. The 21st Century workplace will require three types of skills, each of which will be useful at different points in your career.A. Technical skills are most valuable at the entry level, but less valuable at the seniorlevels. These skills constantly change and become outdated.B. Relating skills are valuable across the managerial career span and are morelikely to help you progress and be promoted to higher levels of responsibility.These skills help you form relationships with people both inside and outside ofthe organization.C. Conceptual skills are the least valuable at the entry level, but more valuable atsenior levels in the organization. These skills permit you to look past the detailsof everyday work assignments and see the bigger picture.VI. Talking is the work of managers.A. One-on-one conversations allow an enormous exchange of information.B. Managers spend an astounding amount of time on the telephone. The amount oftime per telephone call is decreasing, but the number of calls per day is increasing.C. Video teleconferencing makes direct conversations to people around the world asimple matter. These exchanges can be informal, conversational, and not muchdifferent than if the parties were in the same room.D. Managers give many presentations to small groups of three-to-eight people inboth a formal and informal manner.E. Most managers are often required to speak to larger audiences of several dozen, orperhaps, even several hundred. These presentations are often more formal butstill involve one manager talking to others, framing, shaping, and passinginformation to an audience.VII. The major channels of management communication are talking and listening.VIII. The role of writing plays an important role in the life of any organization.A. Managers use writing as a career sifter; if you do not demonstrate your ability toput ideas on paper in a clear, unambiguous fashion, you will most likely not last.B. Managers at all levels of most organizations draft, review, edit, and dispatch theirown correspondence, reports, and proposals.C. When a document leaves your desk, it takes on a life of its own. Documentsbecome the property of the organization they are sent to and therefore they arefree to do as they see fit with your writing.D. Managers create meaning through communication, thus communication isinvention.IX. Information is socially constructed.A. Information is created, shared and interpreted by people.B. Information never speaks for itself; it almost always requires some sort ofinterpretation, explanation or context.C. The context of a message is always of paramount importance to the listener,viewer, or reader in reaching a reasonable conclusion about what she sees or hears.D. If the messages you send as a manager are to have the impact you hope they will,they must come from a source the receiver knows, respects, and understands.。
MBA必修课《管理沟通》英文版课件
The grapevine is an important source of information in mosting reports and oral presentations
Chapter 10 planning business reports and proposals
Chapter 11 writing business reports and proposals
Part III writing letters; memos; email; and other brief messages
Chapter 7 writing routine messages Chapter 8 writing badnews messages Chapter 9 writing persuasive message
Outsiders may form an impression of your organization on the basis of the subtle; unconscious clues you transmit through your tone of voice; facial expression; and general appearance
Chapter 3 municating interculturally
Part II applying the threestep writing process
Chapter 4 planning business message Chapter 5 writing business messages Chapter 6 pleting business messages
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 02
C OMMUNICATION AND S TRATEGYC HAPTER 2Communication is the transfer of meaning.I. Defining communication.A. Communication is the transfer of meaning.B. Managers must not confuse communication with simply delivering messages. II. Communication is complex and thus comprised of many elements.A. Every message comes from a sender who encodes its contents.B. The sender selects a medium through which to transmit what she knows or feels.C. The message may be impeded by noise because of cultural context against whichit was delivered or the field experience of the receiver.D. The effect of the message will depend on the frame of mind or attitudinal set youbring to the situation and your system of ethics.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 sendersand vice versa.D. Unrepeatable. Once we have heard or seen a message, we have some notion ofwhat 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 ofcommunication.IV. Human communication occurs at various levels.A. The complexities of the communication process elevate as the level ofcommunication elevates.B. Intrapersonal. Communicating within ourselves.C. Interpersonal. Communicating between or among ourselves, verbally andnonverbally.D. Organizational. Communicating with one another in the context of the group webelong to or the company we work for.E. Mass or Public. Sending messages from one person or source to many peoplesimultaneously.V. Two barriers keep us from communicating successfully.A. Physiological Barriers. We depend on the five senses (sight, sound, touch, smell,and taste) to report accurately on what is going on around us.B. Psychological Barriers. To truly understand messages from others, we must firstmove beyond personal prejudices, stereotypes, and cultural beliefs that can distortor impede such understanding.VI. The keys to communicating strategically lie in a few questions related to the elements of communication.A. Sender. Who should send this message?B. Receiver. Who is the intended audience for this message?C. Message. What should your message contain?D. Medium. What is the best way to send this message?E. Code. What words and images should you select?F. Feedback. What is your reaction to the audience?G. Noise. How many other senders and messages are out there?H. Effect. You must show your receiver that the information or ideas you haveshown them are useful and worth acting on.VII. Successful strategic communication 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.D. Motivate your audience to accept and act on your message.1. Ask your audience to respond to your forms of authority.2. Use the concept of social conformity to move your audience.3. Show the audience your message is rational and is consistent with whatthey already believe.E. Inoculate them against contrary messages and positions.F. Manage audience expectations.VIII. Communicating as a manager differs from everyday communication.A. The higher your level of responsibility in an organization, the more you must alteryour communication focus. A higher level of accountability also requires moredetailed record keeping to remain updated on important issues in your field.B. The organizational culture most often dictates the means by which day-to-dayinformation moves throughout the company.C. Your communication must adapt to the ever changing conditions of the firm.D. Although we each have our own preferences for gathering, organizing, anddisseminating information, each of us must accommodate those we work with tosucceed in business.IX. Crises can come in many shapes and forms, but each will require a special commitment to communication to be resolved successfully.A. A crisis can represent a potential threat to the reputation, financial health, andsurvival of the companies involved.B. A crisis is more than an ordinary or routine management problem. It is a major,unpredictable event that has potentially negative results. The event and itsaftermath may significantly damage an organization and its employees, products, services, financial condition, and reputation.C. Crises may be distinguished as internal in nature, or fully contained within anorganization, or they may be external or oppositional in nature.D. In preparing for a crisis, managers should consider five action steps:1. Develop a detailed crisis management action plan that includes detailedresearch.2. Set specific objectives and principles.3. Establish a crisis-control team and an outline of responsibilities andauthority for taking action when a crisis develops.4. Speak with one voice.5. Train for a crisis.。
管理沟通教学(英文版4版)教学案例02_Starbucks Corporation Teaching
Eugene D. Fanning Center for Business Communication05-02Mendoza College of BusinessUniversity of Notre DameStarbucks Corporation:Can Customers Breastfeed in a Coffee Shop?TEACHING NOTEPurposes of the Case Study1.to teach students to identify a potential crisis.2.to help students determine the appropriate level of response to a potential communicationcrisis.3.to protect stakeholders when outsiders target the brand.4.to give students an understanding of how to manage a corporate brand when constituentsare divided.5.to help students understand the importance of developing effective channels forcommunication policy changes in response to new laws.Identify the Business ProblemThe main business problem in this case is determining the appropriate level of response to community activists who demand policy changes which are not supported by all customer segments.This case was prepared by Research Assistants Jenny E. Bailey, Shannon J. Rainer, and Cameron A. McHale under the direction of James S. O’Rourke, Concurrent Professor of Management, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Information was gathered from corporate as well as public sources.Copyright ©2005. Eugene D. Fanning Center for Business Communication. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form by any means – electronic, mechanical, photocopying, recording, or otherwise – without permission.Forecast the Most Desirable OutcomeThe most desirable outcome is for the Starbucks brand to remain untarnished. The nature of the attack makes determining the appropriate response problematic. The company does not want to draw further attention to the situation, which is what the breastfeeding group desires. In addition, the agitators do not represent Starbucks’ core constituents, who would dislike a child-focused coffee shop.The company has promised to abide by all state laws regarding breastfeeding; in an ideal world, this would satisfy Lorig and her supporters. Starbucks most desirable outcome is to maintain control over its corporate policies and the atmosphere within its stores. However, breastfeeding advocates are demanding corporate policies which would make Starbucks the driving force to reshape the retail community in the United States.Identify the Critical IssuesThe issues at the heart of the case:•Determining the appropriate level of response to the breastfeeding activists.•Identifying the costs associated with satisfying the demands of one customer segment while alienating others.•Determining the corporate stance on public breastfeeding and communicating that stance and resulting policy changes throughout the organization.•Remaining aware of changes in legislation which affect corporate policies at the store level and communicating those changes to the store employees.•Developing a consistent corporate policy regarding breastfeeding when the laws of different states are in conflict.Stakeholder perspectives include:•Starbucks’ managers and employees;•Breastfeeding advocates;•Starbucks’ customers;•Other corporate retailers;•State legislators.2Identify and Discuss Possible Solutions to the Problem1.Implement corporate breastfeeding policy and post signs to that affect in stores.2.Abide by state laws and ignore protesting advocates in hopes that the problem disappears.3.Make store changes that provide special accommodations (e.g. separate sitting areas) forbreastfeeding mothers.4.Maintain accurate records of customer complaints by topic within each coffee shop.5.Flag national media relating to breastfeeding policies in retail establishments.Explain How to Communicate the SolutionStarbucks’ main focus should be internal communication. It must relay state legislation and corporate policies regarding breastfeeding in all of its coffee shops in a clear, concise manner. Starbucks must also have a spokesperson available for comment externally when needed. The company has already commented on the breastfeeding issue and its company’s promise to abide by all legislation. It must also determine how to communicate breastfeeding legislation to non-breastfeeding customers who may complain about breastfeeding mothers in the store.Potential Difficulties1.Understanding how an apparently small issue can develop into a company crisis.2.Understanding that this case is not a result of any wrongdoing on Starbucks’ part, but israther a case of activists attempting to hijack the brand for their own ends.3.Developing a corporate policy that does not alienate customer segments but which stillabides by all state and local laws.Teaching the CaseAssign the case reading in a timely manner to allow students to prepare for class discussion. Tell students to brainstorm about several of the following items:•Key business problems;3•Issues to address;•Stake holders;•Potential solutions.Class DiscussionFirst Few MinutesUse the first few minutes to give a brief overview of the focus of the case.Remainder of Class TimeUse included PowerPoint slides (or some equally effective means) to discuss the following:•Case facts: company, background, etc.;•Critical issues;•Stakeholders;•Solutions.Also available for class discussion: A Summary of Breastfeeding Legislation in the United States. (Can be used as an ice breaker or additional discussion when case is complete.)Some points for student consideration may include:Breastfeeding Policy: Starbucks may want to consider breastfeeding policies established by other companies within its industry. Several other companies (e.g. Burger King) have been faced with similar protests by breastfeeding advocates. It may prove beneficial to see how these companies handled breastfeeding demands and how corporate policies and brand images were affected.Health Benefits of Breastfeeding: In Starbucks’ case, the breastfeeding protesters have demanded company-wider changes regarding breastfeeding based on the health benefits created by the act. Students may want to consider these benefits to help develop a solution that does not belittle the importance of breastfeeding.Alienating Customers: The decision to implement a policy supporting breastfeeding in Starbucks cafés will be extremely difficult because of conflicting views held by different customer segments. Some customers would prefer to enjoy their coffee without the view of a breastfeeding mother while other customers and mothers support the right to breastfeed in public. Starbucks4must consider solutions that will satisfy both groups, or determine which party is more essential to the success of the business.Conflicting State Laws: As noted in the case, breastfeeding legislation differs by state. Starbucks must decide how to implement a corporate policy which obeys each state’s laws without the burden of implementing separate policies in each store. Students should consider whether a company-wide policy is feasible or if Starbucks should develop a system to satisfy each state’s law on an individual basis.Future Disputes with Breastfeeding Advocates: Starbucks must decide if a reaction to breastfeeding advocates is needed. In making that decision, students must consider the potential effects on Starbucks if advocates remain focused and are able to draw media attention to their cause. If the breastfeeding conflict does not subside on its own, there may be future disputes with advocates. Students must assess the affects of those disputes, if any, on the Starbucks image.Next, identify the stakeholders in this case and their separate interests; review the pertinent assumptions made by each of the stakeholder groups.Starbucks’ Managers and Employees: These stakeholders want to see Starbucks succeed and do not want the brand image to be damaged. This crisis has the potential to diminish the company’s customer base and create policy changes and conflicts within the states that may affect day to day managerial responsibilities.Breastfeeding Advocates: These stakeholders want Starbucks’ breastfeeding problem to resolve in a manner which enhances the creditability of their cause and pushes in the direction of changes across retailers.Customers: This group of stakeholders may have conflicting views. On the one hand, there is a group of customers (e.g. breastfeeding mothers) which wants to see company-wide policy changes at Starbucks. On the other hand, there are many customers who would like to see policies remain the same and who would like to enjoy Starbucks products without feeling uncomfortable. The outcome of the breastfeeding crisis will affect each group’s future experiences at Starbucks.Other Retailers: The stakeholders want to see Starbucks resolve the breastfeeding issue without drastic changes to its corporate policies and procedures. They realize that Starbucks has been chosen to set the precedent for all retailers. If Starbucks loses control of its corporate policies and brand image, they can expect to become the foci of similar protests in the future.State Legislators: These stakeholders may find themselves under increased pressure as a result of the outcome at Starbucks. Protesters may target legislators under the assumption that some states are lacking sufficient laws regarding breastfeeding. Protesters may be tempted to shift the focus from Starbucks to legislators in order to find another method of advancing their cause.5In addition, legislators looking for ways to attract the “soccer mom” demographic may also find this an attractive topic.The decision options available to Starbucks:•Ignore Protesters. What potential problems could arise from this option?•Implement a formal policy. What potential problems could arise from this option?•Implement policies on a state-by-state basis. What potential problems could arise from this option?Summarize Student Responses Through a Communication PlanItems to consider when developing a plan:•Objectives. Look at Starbucks critical and business objectives or goals.•Audience. Determine whom Starbucks is addressing. Who will the message reach? What does Starbucks want each audience to extract?•Message. Construct a message that conveys ideas which address all stakeholders. Address the message from all levels: complexity, length, and tone.•Channel. Determine the best way to reach the desired audiences. Consider whether several channels are needed to reach different stakeholders.•Measurement. Develop a measurement process which can determine the successfulness of the communication. Potential measures of effectiveness include: satisfaction of customer segments, decreases in complaints and protests, etc.Questions for DiscussionThese questions can be used to guide class discussion after students have had a chance to comprehend the inherent issues.1.Should Lorig’s group’s demands be taken seriously, or are they just another case ofridiculous requests which can be safely ignored by the company?2.Is there a reasonable way for Starbucks to satisfy all customer segments?63.Assuming Starbucks adopts an official policy, how can it effectively communicate thepolicy throughout the company?4.When state laws which affect store operations change, how can Starbucks communicatethe new laws to stores in that state to ensure that all stores are in compliance?7。
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。
管理沟通英语作文带翻译
管理沟通英语作文带翻译题目，Effective Communication in Management（管理沟通的有效性）。
Effective communication is crucial in management. It plays a pivotal role in the success of any organization. In this essay, we will explore the importance of effective communication in management and discuss strategies to enhance it.有效的沟通在管理中至关重要。
它在任何组织的成功中起着关键作用。
在这篇文章中，我们将探讨有效的管理沟通的重要性，并讨论提高沟通效率的策略。
Communication is the cornerstone of effective management. It involves the exchange of information, ideas, and feedback between individuals or groups within an organization. Without clear and efficient communication, misunderstandings can arise, leading to confusion, conflict, and ultimately, poor performance.沟通是有效管理的基石。
它涉及组织内个人或群体之间的信息、思想和反馈的交流。
如果没有清晰和高效的沟通，就可能会产生误解，导致混乱、冲突，最终导致业绩不佳。
Effective communication fosters a positive work environment where employees feel valued and understood. It promotes transparency, trust, and collaboration, which are essential for building strong teams and achieving common goals. Managers who communicate effectively are able to motivate their employees, address concerns promptly, and provide constructive feedback for improvement.有效的沟通促进了一个积极的工作环境，员工感到受到重视和理解。
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 07
T ECHNOLOGYC HAPTER 7“Technology is a two-edged sword with the potential to make us more productive,or to drain away our time.”I. Life in the Digital AgeA. It’s quicker, cheaper and easier to ship electrons (as in e-mail attachments) than itis to ship atoms and molecules (as in FedEx overnight packages).B. The way we work and live has changed. We can find anyone with a cell phone orpersonal computer in a matter of seconds.C. Since the advent of PC’s just over 25 years ago, more than a billion have soldworldwide.D. By 2002, more than 60 percent of all U.S. households had at least one personalcomputer, compared with 99 percent who own a television.II. Communicating DigitallyA. The means of production are now in our minds, in our hands, and on our desk tops.B. For all of the advantages which this new technology brings to our homes, ourbusinesses, and our lives, there are complications.1. There is no longer a distinction between work and home.2. Employee abuse of corporate-owned e-mail and Internet access costs U.S.companies $54 billion each year.3. Managers rely on fewer nonverbal and visual cues to gather meaning dueto working across time zones and with geographically dispersed groupsand teams.III. Managing Electronic MailA. If you have a problem, admit it. White collar workers waste an average of threehours a week sorting through junk mail. If you spend more time than that, youhave a problem.B. Send less. Get less. If you send less e-mail you’ll reduce the volu me of returnmail in your inbox.C. Escape the endless reply loop. Finish a message with “No reply needed,” orfollow a request with “Thanks in advance.”D. Check the “To” field before you click “Send.”E. Don’t copy the world. Think twice about the people you put on your “cc” list.F. Pick a subject, (almost) any subject. Crafting a relevant subject line will promptpeople to open your messages and act on them quickly.G. Think before replying. If you respond to e-mail messages immediately, youestablish the expectation in your readers’ minds that you will always respondquickly.H. Think again before replying. If you’re angry, upset, or irritated at somethingyou’ve just read in an e-mail message, give yourself a day – or at least a fewhours – to cool down before responding. You may end up saying somethingyou’ll regret.I. Be careful with criticism. E-mail eliminates virtually all of the importantnonverbal cues we’re accustomed to seeing and hearing as we judge a messagesender’s intent.J. Handle each message just once. If it’s unimportant or irrelevant, hit the delete key. File each message you want to keep in a folder as it comes in.K. Don’t check your e-mail constantly.L. Don’t ignore the conventions of correspondence. You should not write to peo ple in all lower case letters, ignore punctuation, or abandon conventional spelling.M. Avoid abbreviations and cyberjargon. You can’t assume everyone is familiar with the endless acronyms circulating out there.N. Try to keep messages under two or three paragraphs.O. Make URLs Useful.P. Be cautious about attachments. Don’t attach documents, pictures, or spreadsheets to your messages unless you’re certain the recipient wants or needs to see them.Q. Include a signature file.R. Check your time/date stamp.S. Get help when you need it.IV. Privacy and Workplace MonitoringA. Why Do Employers Monitor?1. Security. Every business has information that it wants kept confidential.2. Productivity. More than one-third of all lost productivity is attributed toInternet abuse at work.3. Protection. Many companies faced with costly lawsuits are monitoring e-mail, voice mail, and other communication systems to uncover anddiscipline workers who harass or intimidate others in the workplace.4. Industry Regulation. State and federal regulatory agencies have publishednumerous rules requiring businesses of many sorts to hang onto all of theire-mail, just as they would retain their paper-based correspondence.B. Does an Employee Have a Right to Privacy?1. No federal law c overs all aspects of an employee’s right to privacy on thejob. Instead, a patchwork of federal and state laws regulates everythingfrom electronic monitoring to visual surveillance, drug testing and lockersearches.2. Employees really do not have a right of privacy in e-mail communicationon their employer’s system, unless the employer acts in a manner givingrise to a reasonable expectation of privacy.3. The Electronic Communication Privacy Act of 1986, as amended, protectse-mail messages from interception by and disclosure to third parties.C. Employer Rights. An employer has the right:1. To intercept and review e-mail messages generated, transmitted, stored, orreceived on a company-owned or leased system;2. To conduct an e-mail audit to determine how the system is being used,when, and under what conditions, for what purposes, and by whom;3. To disclose certain e-mail content to third parties if an appropriateauthority (postmaster or system administrator) suspects or discovers illegalor unauthorized use;4. To require employee training in e-mail system use;5. To receive employee acknowledgment of training and understanding of e-mail system policy guidelines, restrictions, and limitations.D. Employer Expectations. An employer may reasonably expect:1. That company-owned e-mail systems will be used principally orexclusively for official business purposes;2. That employees will not use company-owned e-mail systems for profit,private gain, or personally owned businesses;3. That employees will not use company-owned systems for illegal purposes;4. That employees will not use company-owned systems for unauthorizeddisclosure of proprietary data or confidential information;5. That employees will not use company-owned systems to sendinappropriate messages, including rude or discourteous messages, sexuallyharassing messages, sexist or racist language, profane language, obscenelanguage or graphic images or correspond with unauthorized addresses.E. Can my Employer Listen to My Phone Calls at Work?1. Employers may monitor calls with clients or customers for trainingpurposes to assure quality control.2. Federal law, which regulates phone calls with people outside the state doesnot allow unannounced monitoring for business-related calls.3. Under Federal law, when an employer realizes a call is personal, he or shemust immediately stop monitoring the call.F. Can my Employer Obtain a Record of My Phone Calls?1. Telephone numbers dialed from phone extensions can be recorded by penregisters. It allows an employer to see a list of phone numbers dialed byyour extension and the length of each call.2. A new programming concept called “presence awareness” is able todetermine whether a PC, cell phone or wireless device is turned on or inuse.G. Can my Employer Watch my Computer Terminal While I Work?1. Since your employer owns the computer network and terminals, he or sheis free to use them to monitor employees.2. Union contracts may limit an employer’s right to monitor.H. What Sort of Things Can They Monitor?1. Very inexpensive software and easy-to-operate hardware make it possiblefor almost any employer to know who has company-provided Internetaccess, who’s online, what they’re watching, how often, and for how long.2. New software will now perm it an employer to follow what’s happening oneach employee’s computer screen.I. How Can I Tell If I am Being Monitored?1. Most computer monitoring equipment allows employees to monitorwithout an employee’s knowledge.2. Some employers notify their workers that monitoring takes place. If youknow they’re watching, you’re more likely to behave yourself.J. Is My Voice Mail Private?1. Voice Mail and e-mail are regarded as being nearly the same in the eyes ofthe law.2. The telephones, switching equipment, and the computer hard drives onwhich the voice mail is stored are the property of the company, and the companycan access, store, and listen to anyone’s voice mail.K. Is There Any Way I Can Keep My E-mail and other Work Private?1. Yes, but an employer may forbid it.2. You could encrypt a personal e-mail message before you send it.L. Can Instant Messages be Monitored?1. An employer can monitor just about anything including AOL InstantMessenger.2. Many corporations have brought instant messaging into the office to makesmall groups and teams more effective.V. The Internet and Online BehaviorA. A survey of college students across the country found that 86 percent use theInternet, compared with just 59 percent of the overall U.S. population.B. Another survey revealed the following about their use of the Internet.1. The overwhelming majority of these students are online several times ormore each day.2. The vast majority are online only for a few minutes at a time.3. There are very different reasons for using the Internet.C. The Internet has become central to the way college students conduct research fortheir courses; communicate with their professors, friends, and family, and gatherinformation about everything from sports to the stock market and the weather. VI. Etiquette and Office ElectronicsA. Cell phones1. Turn them off while driving.2. Turn them off while in any location where people expect some measure ofprivacy and quiet.3. Don’t assume those around you are interested in hearing y our conversation.4. Don’t assume that because your employees own a cell phone that they areavailable to talk business 24 hours a day, 7 days a week.B. Voice Mail1. Keep your outgoing message brief.2. One outgoing message is fine unless you plan to be gone for a week.3. Tell people how to get past the outgoing message.4. When leaving a voice mail message, identify yourself, give your call backnumber, and explain briefly why you’re calling.5. Don’t listen to your voice mail messages on the speaker phone.C. E-Mail1. Don’t send e-mails that make angry demands.2. Don’t waste recipients time with the latest “jokes du jour.”3. Don’t order people to visit your web page.4. Don’t write to anyone in all lower case letters or shout at your readers inall capital letters.5. Don’t ever insult, malign, harass or demean your readers or anyone else inthose e-mail messages you write.6. Include a salutation, complimentary close and – in the first paragraph ortwo – a statement of purpose.VII. Working VirtuallyA. Advantages1. Cost – paying less for office space and employee support;2. Productivity – reduced absenteeism and increased employee retention;3. Access – to its own employees at unusual times and places;B. Disadvantages1. Costs – initial outlay to purchase equipment can be significant;1. Technology – concerns about providing technical support to remoteworkers;2. Culture – telecommuters may not be given the same opportunities fortraining, advancement, or promotion;3. People – many take pride in their office, enjoy socializing and interactingwith their co-workers and colleagues and find the climate in their worklocations energizing and inspiring;VIII. TeleconferencingA. Planning a Teleconference1. Identify the purpose of your teleconferencing meeting.2. Identify the person who will chair the meeting.3. Plan the agenda.4. Distribute the agenda.5. Schedule the teleconference.6. Confirm the teleconference with the participants.7. Share important resource materials with participants.B. Conducting a Teleconference1. Get to the conference site early.2. Watch what you wear.3. Act as if people are watching you.4. Start on time.5. Take control of the conference.6. Ask participants to introduce themselves as you begin.7. Jot down people’s names and locations.8. Ask participants to identify themselves when they speak for the first time.9. Speak a bit more slowly to ensure that everyone can understand you.10. Avoid side conversations.11. Be patient if the system includes a slight delay.12. Try to make eye contact with the camera.13. Don’t read a speech or prepared statement.14. Summarize key issues as you move along.15. Establish what’s next for the group.16. Stop on time.17. Prepare and distribute minutes of the teleconference.IX. Technology on the HorizonA. Most new technology will be as easy to operate as a cell phone and as unobtrusiveas a supermarket check-out scanner.B. Despite a downturn in the economy during the early years of the 21st century,students and intellectuals will continue to flock to computer science, engineering, and information studies. The prospect of breakthrough technologies and life-altering innovations will continue to draw new inventors and designers.C. Computing will make visuals and the graphic arts far more accessible to ordinarypeople, includin g managers who hope to show their readers what they’re sayingand to illustrate their ideas.D. The laws will invariably run behind both technology and human behaviors.Protecting everything from intellectual property to our own privacy will becomenot only a legal concern, but a personal concern, as well.。
管理沟通(英文版)
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.
MBA必修课《管理沟通》英文版课件chapter4
PPT文档演模板
MBA必修课《管理沟通》英文版课件 chapter4
How does the three-step writing
process work?
• As a general rule, try using roughly half your time for planning-for deciding on your purpose, getting to know your audience, and immersing yourself in your subject matter.
PPT文档演模板
MBA必修课《管理沟通》英文版课件 chapter4
Understanding the three-step writing process
• Your message must be livelier, easier to read, more concise, and more interesting than ever before.
2. Audience-centered: help audiences understand an issue, ask them to collaborate on accomplishing a goal, or persuade them to take some action.
3. Concise: every message you prepare should be as short as it can be without detracting from the subject.
4. Is your purpose acceptable to your organization?
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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有深爱者必生和气， 生和气者必有愉色， 有愉色者必生婉容。
——《 礼 记 ·祭 义 》
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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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Interview and Negotiation
Skills of job interview Preparing for job interview Process of the job interview Major categories if interviews Preparing for business negotiation Business negotiation strategies
Details of Interview
Appearance: — dress, shoes, culture Materials: — copies of resume, notes, your works, the materials to verify your achieements
Details of Interview
Preparing for interview
Go ahead to check all the details Rehearse (including dress, shake-hands, shakewalk style, answering questions) Simulate (some friends as interviews) Video recording
Stress Interview
The interviewer deliberately creates physical or psychological stress. try to change the conditions that cause physical stress. meet psychological stress by rephrasing questions in less inflammatory terms and treating them as requests for information.
Behavioral Interview
Asks the applicant to describe actual behaviors, rather than plans or general principles: Interviewer may ask how you: created an opportunity for yourself. went beyond the call of duty. communicated successfully. worked under a tight deadline.
During the Interview
Wear a conservative business suit Bring an extra copy of your résumé résumé something to write on and with copies of your work
During the Interview
Considerations (2)
Poor \ average \ good \ excellent 2. Academic & professional qualifications --- academic results --- professional qualifications --- writing abilities --- spoken English --- other linguistic abilities
Situational Interview
Puts the applicant in a situation that allows the interviewer to see whether you have the qualities the company is seeking. May be conducted using traditional questions but evaluating behaviors other than the answers.
Record the name of the interviewer what the interviewer liked about you any negative points that came up answers to your questions about the company when you’ll hear from the company
Considerations (4)
Poor \ average \ good \ excellent 4. knowledge & experience --- technical/knowledge competency --- computer literacy --- relevant working experience --- management/supervisory experience --- planning abilities --- analytical abilities --- organizational abilities --- problem solving abilities --- business acumen --- team player
Never apply to a company or for an occupation blindly. Find out an occupation; Find out where your interests lie and what your advantages are. Decide first what road you want to take for the rest of your life. Choose a company and a job that fits you well.
For an interviewee, you should prepare before an interview by learning basic facts about company, its culture, its direction. Your performance in interview should be the result of a long-time accumulation. You cannot improve your personality within a few days. Neither can you enlarge the scale or deepen the depth of your knowledge. Any pretend will not escape the eyes of the interviewer. Behave naturally. Have confidence that you are outstanding enough to be recruited.
Notes: --- name of interviewer --- interviewer’s good impression on you --- supplementary information that need to tell by phone or letter --- interviewer’s reply concerning the company --- the time table of feedback
Considerations (3)
Poor \ average \ good \ excellent 3. Personality --- maturity in thought --- initiative/resourcefulness --- leadership qualities --- interpersonal skills --- aptitude to learn --- value system --- integrity --- others
Behaviors of successful applicants
Know what they want to do Use the company name in the interview Have researched the company in advance Back up claims with specifics Use technical jargon Ask specific questions Talk more than unsuccessful applicants
Considerations (1)
Poor \ average \ good \ excellent 1. Physical appearance --- general appearance --- personal presentation --- dress sense and color coordination
If you are a girl job-hunter, don’t feel inferior to boys. Except for some physical work, girls are as capable as boys.Girls even have lots of advantages over boys. For instance, girls are stronger in social communication. They are innately skilled to express themselves effectively and to show understanding to others.They tend to approach, and usually have better command of foreign languages.