人际关系人际沟通.ppt

* * * * * * * * * * * 22 22 * * * * * Everything that a manager does involves communication. Once a decision is made, for example, it must be communicated. The best idea, suggestion, or plan cannot take form without communication. For meaning to be transferred and understood, a sender must transmit a message and a receiver must understand the message. Before communication can occur, a sender must have a purpose (message). This message is converted to symbolic form (encoding) and is passed from the sender to a receiver via some medium (channel). The receiver translates the message (decoding) and the result is the transfer of meaning from one person to another. The feedback loop completes this process. The communication process is a seven-part model: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback. The source is the sender who converts (encodes) a thought or message into symbolic form. The message is the physical product from the source coding. The channel is the medium through which the message travels. The message is directed to a receiver. But, the message must be translated (decoded) into a form that the receiver can understand. Then, the receiver provides feedback to the sender that indicates whether the intended message was received. This entire process is susceptible to noise, that is, disturbances that interfere with the transmission of the message. Written communications are tangible, verifiable, and permanent. Typically, both the sender and the receiver have a copy of the document. And the written word can be more concise, logical, and relevant than the spoken word. Written messages, however, are time consuming to create. Feedback may be delayed, if it is forthcoming at all. Furthermore, sending a written message does not guarantee that it will be received, read, or understood. The advantages of communicating orally are quick transmission and immediate feedback. Since an oral me