管理溝通課件全部英文版奧羅克著第四版2014年

MANAGEMENTCOMMUNICATION

GAOJIANXINEmail：gaojianxin01@163.comTelO)MobileQ:3653373352021/5/912023/6/2GAOJIANXIN?20142教材

《管理溝通》英文版第四版

詹姆斯·S·奧羅克著

中國人民大學(xué)出版社

2010年05月第4版2021/5/922023/6/2GAOJIANXIN?20143主要參考書目[1]（美）亞瑟·H·貝爾，管理溝通（第1版），中國大學(xué)出版社，2004年[2]郭文臣.《管理溝通》.清華大學(xué)出版社,北京交通大學(xué)出版社.2011年.第1版[3]丁寧.《管理溝通》.清華大學(xué)出版社.2011年.第1版[4]杰納茲，多德，施奈德（著），時啟亮，楊靜（譯）.《組織中的人際溝通技巧》.中國人民大學(xué)出版社.2011年.第3版[5]魏江，嚴(yán)進(jìn)．《管理溝通，成功管理的基石》．機械工業(yè)出版社.2010年.第2版2021/5/932023/6/2GAOJIANXIN?20144SURVEYIntelligence,expertiseandexperience

accountsforonly25％oftheirsuccess.Therest75％comesfromgoodinterpersonalcommunicationskills.——PrincetonUniversity2021/5/942023/6/2GAOJIANXIN?20145“人”是所有社會關(guān)系的總和。2021/5/952023/6/2GAOJIANXIN?20136溝通就是做人的藝術(shù)！2021/5/962023/6/2GAOJIANXIN?20147提高溝通技能將成為一個企業(yè)和個人發(fā)展的核心競爭力2021/5/972023/6/2GAOJIANXIN?20148何謂溝通？[goutong][linkup]本指開溝以使兩水相通，后用以泛指使兩方相通連;也指疏通彼此的意見。2021/5/982023/6/2GAOJIANXIN?20149溝通之定義溝通是人們分享信息、思想和情感的任何過程。溝通是在社會交往中，人們借助共同的符號系統(tǒng)如語言、文字、圖象、記號及手勢彼此傳遞或交換知識、意見、感情、愿望、觀點和興趣等的社會行為。2021/5/992023/6/2GAOJIANXIN?201410四種距離圈

公眾社交私人親密自我0·46米0·46～1·22米1·22～3·66米3·66米以上2021/5/9102023/6/2GAOJIANXIN?201411溝通從開始佛曰：相由心生，明心見性鬼谷子：口乃心之門戶一個很會溝通的人，一定很會和自己溝通。一個人格局很小，一個人境界很低，一個人心胸狹隘，是講不出大格局的話的。2021/5/9112023/6/2GAOJIANXIN?201412溝通應(yīng)注意的三點環(huán)境（場合、場面、場景）

。氣氛

。情緒。“溝通最忌諱的是一臉?biāo)老?，不要讓我的臉色影響……?021/5/9122023/6/2GAOJIANXIN?201413溝通的5種心態(tài)喜悅心包容心同理心贊美心愛心2021/5/9132023/6/2GAOJIANXIN?201414“法喜，禪喜……”

——改變不良注意力，建立起正見

——改變不良思考方式，建立正思維（亞心為惡）——改變不良語言方式，建立正語言

——改變不良行為方式，建立正精進(jìn)

——改變不良信念，建立正念凡人凡語（一）喜悅心2021/5/9142023/6/2GAOJIANXIN?201415（二）包容心“水至清則無魚”

“別人身上的缺限就是你存在的價值”

用人之所長，必容人之所短“不聾不瞎，不配當(dāng)家”表達(dá)不同意見時請保留對方立場，溝通沒有對與錯，只是觀念、立場不同而已有效的溝通不等于辯論“我很認(rèn)同您的觀點，同時……”、“我剛開始也是這樣認(rèn)為的，……”少用“我覺得”“我認(rèn)為”多用“您”“我們”2021/5/9152023/6/2GAOJIANXIN?201416（三）同理心◆懂得認(rèn)同別人，站在對方的立場上考慮問題?！锿響?zhàn)術(shù)：1、點頭2、微笑3、傾聽4、回應(yīng)5、記筆記2021/5/9162023/6/2GAOJIANXIN?201417（四）贊美心要有贊美心，贊美是人際溝通的潤滑劑。你看待別人的想法，會影響別人后面的行為。贊美會讓對方把正確的事情做下去。認(rèn)同別人，就是肯定自己。

“太好了！”

“好極了！”

“太棒了！”

“你看待別人時的想法，會影響他以后的行動！”2021/5/9172023/6/2GAOJIANXIN?201418（五）愛心有深愛者必生和氣，生和氣者必有愉色，有愉色者必生婉容。

——《禮記·祭義》2021/5/9182023/6/2GAOJIANXIN?201419孝道是為人子女，或為人子弟，對于父母兄長必須恭敬順從，供養(yǎng)侍奉的正道?！靶ⅰ笔且粋€會意字，意思是老人緊緊靠著兒子，其基本含義是子女要善于侍奉和贍養(yǎng)父母的意思，它是家庭美德的具體體現(xiàn)。在歷史的發(fā)展中形成了中國的孝道文化，它主要有兩層涵義：1敬親。孝道提倡對父母首先要“敬”。孔子曰：“今之孝者，是謂能養(yǎng)。至于犬馬，皆能有養(yǎng)，不敬，何以別乎？”意思是說：鴉知反哺，羊知跪乳。人異于禽獸之處，是不停留在物質(zhì)層面的供養(yǎng)，而能有精神層面的尊敬和愛心。尊敬父母，最重要的是要愛父母，發(fā)自內(nèi)心的真誠的愛。一個人無論地位多高，官有多大，都必須事父母以孝，盡為人之子的責(zé)任和義務(wù)。對父母要和顏悅色，不能以生硬的態(tài)度對待父母，更不能訓(xùn)斥、謾罵、毆打父母?！抖Y記·祭文》說：“孝子有深愛者，必有和氣；有和氣者，必有愉色，必有婉容”。孝敬父母，要有溫和的態(tài)度，愉快的臉色，委婉的面容，以滿足老人的精神生活的需求。

2奉養(yǎng)?！抖Y記》提出：“孝有三：大孝尊親，其次勿辱，其下報養(yǎng)?！薄吧鷦t養(yǎng)”，這是孝敬老人的最低綱領(lǐng)，即贍養(yǎng)父母?！缎⒔?jīng)》對孝規(guī)定了基本要求：“孝子之事親也，居則致敬，養(yǎng)則致其樂，病則致其憂，喪則致其哀，祭則致其嚴(yán)，五者具備，然后能事親?！币虼?，子女要保證父母物質(zhì)生活的需求，做到有吃、有穿、有住，生活不受饑寒，有病能及時得到治療。如果連父母都不供養(yǎng)，老人吃飯都成問題，哪還能談得上“孝”？是大逆不道，道貌岸然。孝道，何謂孝道？2021/5/9192023/6/2GAOJIANXIN?201420溝通的三種形式1、自我溝通2、與他人溝通3、與公眾溝通，即演講。

好的領(lǐng)導(dǎo)人，生命取向要高，生命體驗要深，生命能量要強。精力就是權(quán)力。好的領(lǐng)導(dǎo)人都精滿，氣足，神旺。團隊就是一個有口才的人，對著一群有耳朵的人說話。人才不一定有口才，有口才的人一定是個人才。2021/5/9202023/6/2GAOJIANXIN?201421溝通的三種特征1、行為的主動性2、過程的互動性3、對象的多樣性。2021/5/9212023/6/2GAOJIANXIN?201422溝通語言技巧主動接近：閑談技巧：贊揚技巧：說服技巧：拒絕技巧：聆聽藝術(shù)：2021/5/9222023/6/2GAOJIANXIN?201423公眾舉止行為禁忌公眾場所避免從體內(nèi)發(fā)出異響公眾場所避免用手抓撓身體任何部位避免當(dāng)眾整理服飾正式活動前，不宜吃強烈氣味食品不當(dāng)眾高談闊論、大呼小叫不對陌生人盯視或評頭論足公眾場所避免進(jìn)食參加公眾活動講究公德2021/5/9232023/6/2GAOJIANXIN?201424人際交往相處之道了解別人是體諒之道寬容別人是和睦之道接納別人是合群之道關(guān)懷別人是友愛之道2021/5/9242023/6/2GAOJIANXIN?201425高品質(zhì)溝通的原則相見以誠以真相待以禮以敬相處以平以淡相勉以學(xué)以道2021/5/9252023/6/2GAOJIANXIN?201426高品質(zhì)溝通的方法修煉對老師---服從指揮，溫和信賴，誠懇信用對同學(xué)---多禮，忍讓，尊重，謙遜，熱忱對朋友---問候，體貼，關(guān)切，合作，激勵2021/5/9262023/6/2GAOJIANXIN?201427溝通及自我修煉-1平和是社交的藝術(shù)微笑是文明的陽光信任是成功的朋友2021/5/9272023/6/2GAOJIANXIN?201428溝通及自我修煉-2從謙虛中體驗樂趣從忍辱中培養(yǎng)美德從自制中克服物欲從寧靜中安頓身心2021/5/9282023/6/2GAOJIANXIN?201429溝通及自我修煉-3謙和寧靜去待人恭敬謹(jǐn)慎去接物忍而能弱去容人容而能剛?cè)プ鍪?021/5/9292023/6/2GAOJIANXIN?201430領(lǐng)導(dǎo)御能特質(zhì)善管人者,總能洞察人心,通達(dá)人意,統(tǒng)籌目標(biāo),協(xié)調(diào)激勵;善管人者,總能用其所長,避其所短,人盡其才,才盡其用;善管人者,總能以一之智,集眾之力,運籌帷幄,決勝千里;2021/5/9302023/6/2GAOJIANXIN?201431人格---管人的永久王牌激勵---管人的核心秘訣信任---管人的凝聚力量理解---管人的交流訣竅原則---管人的規(guī)矩尺度幽默---管人的常勝法寶寬容---管人的潤滑良劑2021/5/9312023/6/2GAOJIANXIN?201432AlldependsonCommunicationLearning-----listening,discussing,reading,writing,etc.Persuading------yourboss,friends,fellows,clients,etc.Gettinghelp------maybefromeverybodyaroundyou,evenstrangers.Finishingworks-----promotion,planningprojects,motivatingyourpeople.Contactingwithpeople------makinglifesmooth.2021/5/9322023/6/2GAOJIANXIN?201433Somanykindsof

CommunicationYoucanread&write-----books,magazines,newspapers,Internet,letters,reports,slips,etc.Youcanlisten&speak

-----languages,music,othersoundsorvoices.Youcanwatch&make-----TVshows,movies,pictures,liveshows,thenonverbalstyle,advertising.Youcanfeel&give------touch,tasting,atmosphere.

NOTE:someinvolvesmorethanoneoftheabove.2021/5/9332023/6/2GAOJIANXIN?201434TheFrameworkofTheSubjectManagementcommunicationintransitionCommunicationandstrategyCommunicationethicsSpeaking,writing,persuasion,technologylisteningandfeedbackNonverbalcommunicationInterculturalcommunicationManagingconflictBusinessmeetingandhowtodealwithmedia2021/5/9342023/6/2GAOJIANXIN?201435WhatWillYouLearn?TheskillsincommunicationandinterpersonalrelationsThesecretofmakingyourlife&worksmooth,relaxedandhappyThetechniquetoaccomplishyourtasksmoreeffectively2021/5/9352023/6/2GAOJIANXIN?201336LearnFromThe

Nature:

thenonverbalcommunication2021/5/936CHAPTER1:ManagementCommunicationinTransitionBasicIssues2021/5/9372023/6/2GAOJIANXIN?201438WhatIsManagementCommunication?Managementcommunicationisaboutthemovementofinformationandtheskillswhichfacilitateit----speaking,listening,andprocessesofcriticalthinking-----butit’smorethanjustskill,really.It’salsoaboutunderstandingwhoyouare,whoothersthinkyouare.It’saboutconfidence-----theknowledgethatyoucanspeakandwritewell,

thatyoucanlistenwithgreatskillasothersspeak.2021/5/9382023/6/2GAOJIANXIN?201439WhyIsCommunicationSoImportant?Theessenceofwhatmanagementisallaboutistheeffectiveuseoflanguagetogetthingsdone.Withouttherightwords(rhetoric),usedintherightway,itisunlikelythattherightactionswilleveroccur.Youreffectivenessasaspeakerandwriterwilldeterminehowwellyouareabletogetotherstodowhatyouwant.Youreffectivenessasalistenerandreaderwilldeterminehowwellyouunderstandothersandcandothingsforthem.Mostmanagers(alsocommonpeople)failduototheirdefectiveorpoorcommunication.Doyouwanttobeoneofthem?2021/5/9392023/6/2GAOJIANXIN?201440WhatDoManagersDoAllDayOutwardly,

managersspendtheirtimeengagedinplanning,

organizing,

leadingandcontrolling.In

fact,

theyspendmostoftheirtimeinteractingwithothers---bothinsideandoutsidetheorganization,about2/3to3/4oftheirtimeinverbalactivity,beingbriefandlastinglessnineminuteseachtime.2021/5/9402023/6/2GAOJIANXIN?201441TheRolesManagersPlay

(H.Mintzberg’sstudy)Interpersonalroles------tohostreceptions,takeclientstodinner,

meetwithbusinessprospectsandpartners,

formalliances,

andconducthiring,

etc.-------therichestsourceofinformationformanagers.Informationalroles------togather,analyze,storeanddisseminatemanykindsofinformation.Decisionalroles------tobechargedwithresponsibilityofmakingdecisionundercircumstancesofhighambiguityandwithinadequateinformation.

Theformertworoleswillhelp.2021/5/9412023/6/2GAOJIANXIN?201442InterpersonalRolesFigureheadrole------toperformceremonialduties,

dealwithmails.Leaderrole------formalauthority,leadershipstyle,

personalcharisma.Liaisonrole------toestablishandmaintaincontactsoutsideoftheverticalchainofcommand.2021/5/9422023/6/2GAOJIANXIN?201443InformationalRolesMonitor------toscantheenvironmentforinformation,talkwithliaisoncontactsandsubordinates,

receiveunsolicitedinformation,

mostinverbalformsuchasgossip,

hearsay.Disseminator------topassprivilegedinformationdirectlytosubordinates.Spokesperson-------tosendinformationtopeopleoutsideoftheirorganizations,

oftenbeingaskedtodealwithnewsmedia,

providingbothfactualandopinion-basedresponses,

withbothpotentialrisksandreward.2021/5/9432023/6/2GAOJIANXIN?201444DecisionalRolesEntrepreneur------toseektoimprovetheirbusiness,

adapttochangingmarketconditions,

andreacttoopportunitiesandinitiatechange.Crisishandler-------involuntarilytoreacttodeterioratingconditions.Resourceallocator------todecidewhogetswhat,

howmuch,

whenandwhy.Negotiator-------tonegotiateoverbudgetallocation,

laborandcollectivebargainingagreements

(bossandlabors),

andotherformaldisputeresolution.2021/5/9442023/6/2GAOJIANXIN?201445MyResearch:GoldenTriangle2021/5/9452023/6/2GAOJIANXIN?201446ThingscannotbedonewithabsenceofanyoneofthethreeEntrepreneur-----whoinitiatesandcreatesthebusinesswithanewidea,

technologyorproduct,

andalsotheonewhohelpstheorganizationsurviveoutofcrisesormakechangeandreconstructtheorganization.Managers-----professionalsinmanagement,carryingoutthestrategymadebyentrepreneur.Experts-----specialistssuchasaccountants,engineers,salestalents,

lawyers,researchersorconsultants.Note:Oneofthemmayhavemorethanoneroleoftheabove.

Someresearcherscombineentrepreneursandleadersintomanagersorusethemalternatively.2021/5/9462023/6/2GAOJIANXIN?201447FourKindsofEntrepreneurs(politicians)CreativeEntrepreneur-----farsighted,acute,goodatfindingmarketopportunitiesandbreakingrules,

neverstoppingdestructionandinnovation------Mao,

Napoleon,

ShiYuzhu,

WangAn,HuZhibiaoCaretakerEntrepreneur-----goodatbuildinginternalscientificsystemand“gamerules”,reasonablyallocatingresources--------AlfredSloanJr.,F.Putin,HuSurgeonEntrepreneur-----whocanfindthedeep-seatedproblemsandreconstructtheorganization-------LeeIacocca(Chrysler),Deng,Yeltsin

All-rounderEntrepreneur-------whoknowswhoheis,

whenheshouldexitandwhatisrightthingstodo,

adaptinghimselftochangingconditions,withoutmind-setandwithallqualitiesoftheabovethree------BillGates,ZhangRuimin2021/5/9472023/6/2GAOJIANXIN?201448Majorcharacteristicsofthemanager’sjobTimeisfragmented-----overburdenedwithobligations.Valuescompeteandthevariousrolesareintension.Thejobisoverloaded-----toomanypeoplereportingtothemdirectly,partlybecauseofthepopulardecentralization,downsizingandflattening.Efficiencyisacoreskill.2021/5/9482023/6/2GAOJIANXIN?201449Whatvariesinamanager’sjob:EmphasisAsanentrepreneur------beingawareofthreatsandopportunities------technologicalbreakthroughs,shortenedproductcycles,marketniches,upgradesinequipment.Asaleader------beingsophisticatedasstrategistandmentor,

motivating,

trainingandpromotinggoodandpotentiallygoodpeople.Asalocalperson-----creatingalocalversionwhichcanexplainthestrategyfortheunit,inpracticalandunderstandableterms.2021/5/9492023/6/2GAOJIANXIN?201450ManagementSkills

Technicalskills:mostvaluableattheentrylevel,

butlessvaluableatmoreseniorlevels;easilyoutdatedandnotnecessarilygettingyoupromoted.Relatingskills:valuableacrossthemanagerialcareerspan,helpingyouprogressorbepromotedtohigherlevelsofresponsibilityandformrelationships.Conceptualskills:leastvaluableatentrylevel,

butmorevaluableatseniorlevels,

whichpermityoutolookpastthedetailsofdailyworkassignmentandseethebiggerpicture.Note:remembergoldentriangle?2021/5/9502023/6/2GAOJIANXIN?201451TalkIsTheWork

75%ofmanagers’timeinverbalinteractionFace-to-faceconversationTelephoneconversationVideoteleconferencingPresentationstosmallgroupsPublicspeakingtolargeraudiencesNote:Themajorchannelsofmanagementcommunicationaretalkingandlistening.2021/5/9512023/6/2GAOJIANXIN?201452TheRoleofWritingDocumentation------Themostimportantprojects,decisionsandideasendupinwriting.Youhavetowritearesumewhenseekingforajob.Acareershifter-----Yourwritingdemonstratesyourabilitytoputideasinaclear,unambiguousfashion--------Showyourcompetenceofwriting,especiallyintheearlydaysofyourcareer.Doityourself-----Noothersreallyknowwhatyouthink,soyou’ddevelopwritingskill.Bewareoftheeffectofyourwriting------Theill-consideredor–expressedwritingcouldbeutilizedbyyouropponentsorletdownyourboss.

Note:Anarticlecantriggerawaveofsocialrevolution.Andyourwritingcanpersuadeotherstodowhatyouwantthemtodo.2021/5/9522023/6/2GAOJIANXIN?201453Information(SLWR)IsSociallyConstructedInformationiscreated,sharedandinterpretedbypeople.Informationneverspeaksforitself.Contextalwaysdrivesmeaning---------Payattentiontothebackdroptoamessageoritsbackground.Amessengeralwaysaccompaniesamessage.Soneveronlypayattentiontotheinformationitself,

andlearntotakeadvantageofrhetoric.2021/5/9532023/6/2GAOJIANXIN?201454HowToBecomeAGoodCommunicator?Admittoflaws

inyourskillRecognizeyour

strengths

and

weaknesses

asacommunicator----usethemostskilledabilityandimprovetheleastskilledone.Bealerttodemandstodevelopnewskills.Acquireaknowledgebaseandbewareof

trends

affectingyourfuture.Readtherelevantnewspapers,

magazinesandbookstomakecommunicationmoreeffective-------keeppacewiththeongoingera.Developtheconfidence

youwillneedtosucceedasamanger,

particularlyunderconditionsofuncertainty,changeandchallenge.2021/5/9542023/6/2GAOJIANXIN?201455Exercise:GetThingsDoneAnalyzeyourownstrengthsandweaknessesinskillsofcommunication.Writetheminapaperandplanhowtodealwithit.Askafriendorclassmatetoassessyouranalysis.Gethisorheradvice.Meetastranger,tellhima“story”,andthenpersuadehimtodowhatyouwanthimtodo.Example:Inabusstop,youaskastrangertolendyou1Yuan“becauseyoulostyourwalletoryourwalletwasstolenbyathiefinthebus”.2021/5/9552023/6/2GAOJIANXIN?201456Joke1Threemicearebeingchasedbyacat.Themicewerecorneredwhenoneofthemiceturnedaroundandbarked,"Ruff!Ruff!Ruff!"Thesurprisedcatranawayscared.Laterwhenthemicetoldtheirmotherwhathappened,shesmiledandsaid,"Yousee,itpaystobebilingual!"2021/5/9562023/6/2GAOJIANXIN?201457Joke2Amanwalksintoashopandseesacutelittledog.Heaskstheshopkeeper,"Doesyourdogbite?"Theshopkeepersays,"No,mydogdoesnotbite."

Themantriestopetthedogandthedogbiteshim."Ouch!"Hesays,"Ithoughtyousaidyourdogdoesnotbite!"Theshopkeeperreplies,"Thatisnotmydog!"2021/5/9572023/6/2GAOJIANXIN?201458Joke3(a)ThreerichbrotherseachwantedtodosomethingspecialfortheirelderlymotheronMother'sDay.Thefirstbrotherboughtherahugehouse.Thesecondbrothergaveheralimousine

(luxurycar),withadriver.ThethirdbrotherrememberedthathismotherusedtolovetoreadtheBible,butcouldn'tseewellanymore,sohegotheraspeciallytrainedparrotthatcouldreciteanyversefromtheBibleondemand.2021/5/9582023/6/2GAOJIANXIN?201359Joke3(b)Soon,thebrothersreceivedthank-younotesfromtheirmother.Thefirstson'snotesaid,"Thehouseyouboughtmeismuchtoobig!Ionlyliveinasmallpartofit,butIhavetocleanthewholething!"Thesecondsongotanotethatsaid,"Irarelyleavethehouseanymore,soIhardlyusethelimoyougaveme.AndwhenIdouseit,thedriverissorude!Thethirdson'snotesaid,"Mydarlingbabyboy,youknowjustwhatyourmotherloves!Thechickenwasdelicious!"2021/5/9592023/6/2GAOJIANXIN?201360Exercise:self-assessmentListyourmainadvantage&disadvantageincommunicationskills.Doyouhaveanybadhabitsincommunication?Letyourfriendsorclassmatestoidentifyyourresult.Ensurehowtoimproveyourcommunicationskills.2021/5/9602023/6/2GAOJIANXIN?201361CHAPTER2:CommunicationandStrategy-----Theprocess

2021/5/9612023/6/2GAOJIANXIN?201362DefiningCommunicationCommunicationisthetransferofmeaning.Itmustbeunderstood.Itisacomplex,ongoingprocess.2021/5/9622023/6/2GAOJIANXIN?201363Joke1…….MisunderstoodBoyfriend:Whatisyourfavoritemusicgroup?Girlfriend:Ilove

U2!Boyfriend:Iloveyoutoo,butwhatisyourfavoritemusicgroup?

2021/5/9632023/6/2GAOJIANXIN?201364Joke2…….MisunderstoodAmanwantingtoborrowanotherman'snewspaperasks,"Areyoufinishe(d)?"

Theothermanreplies----"No,I'mNorwegian."Iwasarrestedattheairport.JustbecauseIwasgreetingmycousinJack!AllthatIsaidwas--------"HiJack",butveryloud.My11-year-olddaughteraskedmewhetherornotIlikeF4.“No.butIlikeF16,baby”,Ireplied.“Wow!F16?WhatTVshowdotheyplay,papa?”sheasked.2021/5/9642023/6/2GAOJIANXIN?201365Joke3…….MisunderstandApandabearwalksintoarestaurant.Heordersthespecialandeatsit.Aftereating,hepullsoutapistol,killsthewaiterandstartstowalkoutthedoor.Theowneroftherestaurantsays,"Hey,whatareyoudoing?Youcomeinhere,youkillmywaiterandwalkawaywithoutsayingaword.Idon'tunderstand."Thepandasays,"Lookitupinthedictionary,"andwalksoutthedoor.Sotheownergetsoutadictionaryandlooksundertheheading"Panda".Itreads:Panda:

blackandwhiteanimal;livesincentral

China;

eatsshootsandleaves.2021/5/9652023/6/2GAOJIANXIN?201366NOISEElements&ProcessofCommunicationSenderEncodingmessageMediaorChannelDecodingReceivermessagemessagemessageFeedback2021/5/9662023/6/2GAOJIANXIN?201367MakeSureYourMessageUnderstoodThemessageitself----itseffectonreceiverandyourself(sender)?Thinkbeforecommunicating.Whataboutthereceiver?-----hisortheirbackgroundofeducation,level,experience,culture,age,gender,etc.-----thesourceofhowtoencodeanddecode.Mediachoosing------cost,efficiency,timeliness,accuracy,needoffeedback,needtoverify,etc.Payattentiontonoise-----Itcandestroytheeffectofyourcommunication.Remembertheuseofrhetoricor

doubletalk.2021/5/9672023/6/2GAOJIANXIN?201368FindtheImplication(A)Twofellowshaveacall.Whatdoesshereallymean?Hecanhelpmefinishtheproject.Huh,a

romanticdate.

Mypleasure,Janet.Seeyou7o’clock.Hi,Peter,woulduliketohavedinnerwithmetonight?Ihavesomethingimportanttotalkwithyou.2021/5/9682023/6/2GAOJIANXIN?201369FindtheImplication(B)Justafiction.Don’tputitIntoyourself.Iloveherandwanttowooher.IhaveadatewithmydearJames.Hi,Janet,wouldyouliketohaveadinnerwithmetonight?That’sgreat,butsorry,Peter.Ihavetogotomyparents’hometocelebratemymom’sbirthday

2021/5/9692023/6/2GAOJIANXIN?201370PrinciplesofCommunicationDynamic------Humancommunicationisconstantlyundergoingchange.Continuous----Communicationneverstops-----youthinkafterhavingspoken,written,listenedorread.Remember:Silenceisacommunicationtoo.Circular------Itisacycle-----wetakeininformation,determinewhatitmeans,andrespond(feedback).Unrepeatable------Everythingchangeswhendoingthesamethingagain.Irreversible------youmaywanttogetbackwhatyousaid.Butyoucan’t.Allyoucandoistoexplain,apologizeandsaymore.Complex-------Humanbeingisacomplexanimal,isn’tit?2021/5/9702023/6/2GAOJIANXIN?201371Whennoadequateinformation

圖文:中國海軍陸戰(zhàn)隊進(jìn)行抗曝曬特種訓(xùn)練

中國新聞網(wǎng)2021/5/9712023/6/2GAOJIANXIN?201372LevelsofCommunicationIntrapersonal-----youcommunicatewithinyourself-----thinkingproblemsover,workingsilentlyonathing.Interpersonal-----communicationoccursbetweenoramongpeople.Organizational------occurringbetweenoramongorganizations-----negotiation,businessmeeting.Massorpublic-------sendingmessagesfromjustonepersontomanypeoplesimultaneously,asinclass,TVcommercial,ornewsconference.2021/5/9722023/6/2GAOJIANXIN?201373SuccessfulStrategicCommunicationLinkyourmessagetothestrategyandgoalsoftheorganization.Attracttheattentionofyourintendedaudience.Explain

yourpositionintermstheywillunderstandandaccept.Motivateyouraudiencetoacceptandactonyourmessage.Inoculatethem

againstcontrarymessageandposition.manage

audienceexpectations.2021/5/9732023/6/2GAOJIANXIN?201374CHAPTER3

CommunicationEthics2021/5/9742023/6/2GAOJIANXIN?201375ENRON:UnethicalCost2021/5/9752023/6/2GAOJIANXIN?201376OrganizationalChartofEnron2021/5/9762023/6/2GAOJIANXIN?201377

KennethLay,theCEOofEnron,resignedlastnight,thelatestcasualtyofafinancialscandalthathastakenAmerica'sseventh-largestcompanyfromtheforefrontoftheNewEconomytoChapter11bankruptcyprotectionfromitscreditors(債權(quán)人).InastatementissuedbytheHouston-basedenergytradingcompany,Lay,59,said,"ThiswasadecisiontheboardandIreachedincooperationwithourcreditors'committee.IwanttoseeEnronsurvive,andforthattohappen,weneedsomeoneatthehelm(掌舵)whocanfocus100%ofhiseffortsonreorganizingthecompanyandpreservingvalueforourcreditorsandhardworkingemployees."Enron’schairmanresigns(A)2021/5/9772023/6/2GAOJIANXIN?201378Enron’schairmanresigns(B)Enron'sboardsaiditwillseekarestructuringspecialistwhocansalvage(搶救財產(chǎn))what'sleftofthecompany.Layattributed(歸因于)hisresignationtothedistractions(分心)ofbeinginvestigatedbyvariousgovernmentpanels(政府調(diào)查組)atatimewhenthecompanyhastocomeupwithaplantohonor(兌現(xiàn))billionsofdollarsindebt.

LaywillremainonEnron'sboardofdirectors,buthewillnolongerbeanemployeeofthefirmhehasrunsince1985.2021/5/9782023/6/2GAOJIANXIN?201379Layhadsingle-mindedly(一心一意地)pursued(追求)onevision:becomingthebiggestenergymarketerinanationthatwasrethinkingitssystemofgovernment-regulated(政府管制的)energymonopolies(壟斷).LayprovidedtheeconomicvisionbehindEnron'sgrowthasanenergymarketer,andhealsohelpedshape(制定)thegovernment'sapproachtowardderegulation(違反規(guī)定).Forthepastdecadehehaslavished(浪費)millionsofdollarsincampaigncontributionsonlegislators(立法委員),governors(州長)andpresidents.Enron’schairmanresigns(C)2021/5/9792023/6/2GAOJIANXIN?201380Enron’schairmanresigns(D)Butinthepastyear,investorsbeganhavingdoubts.Throughthefirsthalfof2001,Layandhistopexecutives(高級管理人員)facedquestionsaboutEnron‘srevenueandgrowth.WhenCEOJeffSkillingquitlastAugust,sixmonthsintohisjob,questionsgrewmorepointed(顯著的).InOctober,Enronreportedathird-quarterloss,theninformedanalyststhefirmwasworth$1.2billionlessthanhadbeenbelieved.WhenitrestateditsearningsinNovember,removing$580millioninaccumulatedprofitsoverfiveyears,thestockdroppedprecipitously（急劇地）.EnronwentintoChapter11bankruptcyprotection(根據(jù)美國破產(chǎn)法第十一章規(guī)定申請破產(chǎn))Dec.2.2021/5/9802023/6/2GAOJIANXIN?201381UnethicalBehaviorsFraud(tocustomers,public,employees,etc.)CommercialbribereceivingInsidertrading(securitiesindustry)Misappropriation(stealingproperty)Writingdeceptivereports(e.g.newspapers)Pirate,counterfeit(illegaluseothers’brandordesign)2021/5/9812023/6/2GAOJIANXIN?201382Whythishappens?Lackofself-disciplinefromtopmanagersToomuchbusinessculturesworldwideMoneyisallbusinessespursueBrokenmoralsystemsDefectivegamerulesSocialunfairnessorinequalityUnhealthysupervisionmechanism2021/5/9822023/6/2GAOJIANXIN?201383Ethicsandlawsunethicalillegal2021/5/9832023/6/2GAOJIANXIN?201384DefiningBusinessEthicsEthicsreferstoafieldofinquiryordisciplineinwhichmattersofrightandwrong,

goodandevilaresystematicallyexamined.Morality

referstopatternsofbehaviorthatareactuallycommonindailylife,

andwhatethicsisabout.Socialresponsibilityreferstopartofethics,relatingtoexternalconstituencies.2021/5/9842023/6/2GAOJIANXIN?201385MultileveledBusinessEthicsTheindividual----valuesconcerningthebalancebetweenself-interestandcommongoodorfairness.Theorganization----groupconscienceforgoodorevil.Theeconomy----patternofsocial,

politicalandeconomicforcesthatdrivesindividualsandbusinesses.2021/5/9852023/6/2GAOJIANXIN?201386Threeviewsofdecision-makingMoralviewpointWillingnesstoseekoutandactonreasons.Beingimpartialfromdecision-makerEconomicviewpointUsingscarceresourcestomaximizeprofitsToomanyentitiesresultinginconflictLegalviewpointNoteverythingimmoralisillegalLawoutpacesnewareasofconcern2021/5/9862023/6/2GAOJIANXIN?201387AnIntegratedApproach?Adecision-makingprocessintegratesthethreeviewpointsmentionedabove.Long-termratherthanshort-termprofitsresultfrommoralandlegalactions.Acompanyremovesadefectiveproductfromsupermarketshelves,caringaboutbothmoralandlegalissues.Managersshouldengageinfairandopendialoguewiththosewhoaremostaffectedbytheoutcomeofthedecisions.2021/5/9872023/6/2GAOJIANXIN?201488ThenatureofmoraljudgmentNormativejudgments:claimsthatimplysomethingisgoodorbadandexpressvalues.-----Thesefiguresaremistaken.

non-normativejudgment: