沟通与人际技能.CommunicationandInterpersonalSkill.pptVIP

Prentice Hall, 2001 Chapter 12 Communication and Interpersonal Skill Chapter Guide Understanding communication Communication process Communication channels Overcoming communication barriers Interpersonal skills Effective feedback Active listening Effective delegating Conflict management Stress management Negotiating and bargaining Communication is the transferring and understanding meanings The best idea, or suggestions, or plans cannot take form without communications Communication can take many forms: Oral vs. written Verbal vs.non-verbal Interpersonal vs. organizational The Communication Process Written Communication Verbal Communication The Grapevine Nonverbal Cues Electronic Media Overcoming Communication Barriers Constrain emotions Watch nonverbal cues Use feedback Simplify language Listen actively Delegation Contingency Factors Size of the organization Importance of the duty or decision Complexity of the task Culture of the organization Qualities of employees Delegating Effectively Clarify the assignment Specify the range of discretion Encourage participation Inform others Establish feedback channels Conflict and Unit Performance When to Stimulate Conflict Are you surrounded by “yes” people? Are employees afraid to admit ignorance? Do decision makers sacrifice values for compromise? Do managers maintain an “impression” of cooperation? Are managers overly concerned about the feelings of others? Is popularity more important than performance? Do managers crave decision-making consensus? Are managers resistant to change? Is there a lack of new ideas? Is turnover unusually low? How to Stimulate Conflict Legitimize conflict Use communication Bring in outsiders Use structural variables Appoint a “devil’s advocate” Stress Management Selection and placement Job redesign Participation Wellness programs Employee assistance The Two Types ofNegotiating Strategies The Bargaining Zone Developing Negotiation Skills Research your opponent Begin in a positive way Add