沟通与人际技能教学课件

沟通与人际技能The Communication ProcessSenderSenderEncodingEncodingReceiverReceiverDecodingDecodingChannelChannelFeedbackMessageMessageNoiseUnderstanding communication:the process Prentice Hall,200166Communication ChannelsWritten CommunicationWritten CommunicationVerbal CommunicationVerbal CommunicationThe GrapevineThe GrapevineNonverbal CuesNonverbal CuesElectronic MediaElectronic MediaUnderstanding communication:various methodsPrentice Hall,200177FilteringFilteringEmotionsEmotionsSelectiveSelectivePerceptionPerceptionInformationInformationOverloadOverloadApprehensionApprehensionLanguageLanguageCommunication BarriersUnderstanding communication:the barriersPrentice Hall,200188Overcoming Communication BarriersConstrain emotionsWatch nonverbal cuesUse feedbackSimplify languageListen activelyUnderstanding communication:the barriers Prentice Hall,200199ContemporaryCommunication IssuesCommunication between Men and WomenCommunicationin the GlobalVillageUnderstanding communication:other issues Prentice Hall,20011010Active Listening SkillsAcceptanceResponsibilityIntensityEmpathyInterpersonal skills:Active listening Prentice Hall,20011111Listening EffectivelyMake eye contact.Exhibit affirmative nods and appropriate facial expressions.Avoid distracting actions or gestures that suggest boredom.Ask questions.Paraphrase using your own words.Avoid interrupting the speaker.Dont over-talk.Make smooth transitions between the roles of speaker and listenerManagement skills:Effective listeningPrentice Hall,20011212EffectiveFeedbackProvideProvideTimelyTimelyFeedbackFeedbackKeepKeepFeedbackFeedbackImpersonalImpersonalFocus on What Focus on What the Receiverthe ReceiverCan ControlCan ControlFocus onFocus onSpecificSpecificBehaviorsBehaviorsStayStayGoal-Goal-OrientedOrientedEnsureEnsureUnderstandingUnderstandingInterpersonal skills:Effective feedback Prentice Hall,20011313Concept of DelegationAuthorityTopManagersMiddleManagersFirst-LineManagersOperativesEffective delegation pushes authority downvertically through the ranks of an organization.Interpersonal skills:Effective delegating Delegation Contingency Factors Size of the organizationSize of the organization Importance of the duty or decisionImportance of the duty or decision Complexity of the taskComplexity of the task Culture of the organization Culture of the organization Qualities of employeesQualities of employeesInterpersonal skills:Effective delegating Prentice Hall,20011616Delegating EffectivelyClarify the assignmentSpecify the range of discretionEncourage participationInform othersEstablish feedback channelsInterpersonal skills:Effective delegating Prentice Hall,20011717Three Viewsof ConflictTraditionalTraditionalHumanHumanRelationsRelationsInteractionistInteractionistInterpersonal skills:Conflict managementPrentice Hall,20011818Sources ofConflictCommunicationDifferencesStructuralDifferencesPersonalDifferencesInterpersonal skills:Conflict managementPrentice Hall,20011919ForcingForcingCollaborationCollaborationAccommodationAccommodationAvoidanceAvoidanceCooperativenessHighLowAssertivenessConflict-handling StylesInterpersonal skills:Conflict managementHighCompromisePrentice Hall,20012020Conflict and Unit PerformanceUnit PerformanceHighLowLevel of ConflictHighABCSituationABCConflict LevelConflict TypeInternal CharacteristicsOutcomesLow or noneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLowInterpersonal skills:Conflict managementPrentice Hall,20012121When to Stimulate ConflictAre 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?Interpersonal skills:Conflict managementPrentice Hall,20012222How to Stimulate ConflictLegitimize conflictUse communicationBring in outsidersUse structural variablesAppoint a“devils advocate”Interpersonal skills:Conflict managementPrentice Hall,20012323ImportanceUncertaintyWhat Is Stress?DemandsConstraintsInterpersonal skills:Stress management(see Chap 7 p240)Prentice Hall,20012424OrganizationalStress FactorsTask DemandsTask DemandsRole DemandsRole DemandsInterpersonal DemandsInterpersonal DemandsStructural DimensionsStructural DimensionsLeadership TechniquesLeadership TechniquesInterpersonal skills:Stress management(see Chap 7 p241)Prentice Hall,20012525Personal StressFactorsFamilyEconomicPersonalityInterpersonal skills:Stress management(see Chap 7 p241)Prentice Hall,20012626PhysiologicalPsychologicalBehavioralStressThree General SymptomsInterpersonal skills:Stress management(see Chap 7 p243)Prentice Hall,20012727Stress ManagementSelection and placementJob redesignParticipationWellness programsEmployee assistanceInterpersonal skills:Stress management(see Chap 7 p243)Prentice Hall,20012828 Available Resources Primary Motivations Primary Interests Focus of Relationships Fixed Amount I Win,You Lose Opposed Short-Term Variable Amount I Win,You Win Congruent Long-TermIntegrativeBargainingDistributiveBargainingBargainingCharacteristicsThe Two Types ofNegotiating StrategiesInterpersonal skills:NegotiationPrentice Hall,20012929The Bargaining ZoneParty AsParty AsAspirationAspirationRangeRangeSettlementSettlementRangeRangeParty BsParty BsAspirationAspirationRangeRangeParty AsTarget PointParty BsResistance PointParty AsResistance PointParty BsTarget PointInterpersonal skills:NegotiationPrentice Hall,20013030Developing Negotiation SkillsResearch your opponentBegin in a positive wayAddress problems,not peopleIgnore initial offersSeek win-win solutionsConsider third-party assistanceManagement skills:NegotiationPrentice Hall,20013131Making Effective PresentationsPrepare for the presentationMake opening commentsMake your pointsEnd the presentationAnswer questionsInterpersonal skills:PresentationPrentice Hall,20013232Importance of communication to managersCommunication processOvercome communication barriersActive listening techniquesHow to give effective feedbackChapter SummaryPrentice Hall,20013333Chapter SummaryContingency factors that affect delegationHow to delegate effectivelySteps in analyzing and resolving conflictReasons managers to stimulate conflictDistributive vs.integrative bargainingPrentice Hall,20013434谢谢你的阅读v知识就是财富v丰富你的人生71、既然我已经踏上这条道路，那么，任何东西都不应妨碍我沿着这条路走下去。康德72、家庭成为快乐的种子在外也不致成为障碍物但在旅行之际却是夜间的伴侣。西塞罗73、坚持意志伟大的事业需要始终不渝的精神。伏尔泰74、路漫漫其修道远，吾将上下而求索。屈原75、内外相应，言行相称。韩非