part 4: leading chapter 12 communication and interpersonal skills 溝通與人際關係技巧...

Part 4: LeadingPart 4: Leading

Chapter 12Chapter 12

Communication and Interpersonal Skills

溝通與人際關係技巧Communication and Interpersonal Skills

溝通與人際關係技巧

12–2 Management─ Communication 吳明泉博士 2006

The Communication Process 溝通程序The transferring and understanding of meaning

EXHIBIT 12.1


• 圖 12-1


Communication Process Terms

• Encoding 編碼The conversion of a message into some symbolic form

• Message 訊息The actual physical product from the source

• Channel 管道The medium by which a message travels

• Decoding 解碼A receiver’s translation of a sender’s message

• Feedback 回饋The degree to which carrying out the work activities

require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his her performance


Written Versus Verbal Communications

• Written 書面Tangible 有形Verifiable 可查證More permanent 持久More precise 確實More care is taken

with the written words

較為周全、具邏輯性和較清晰的

比較費時缺乏回饋

• Verbal 口語Less secureKnown receiptQuicker responseConsumes less

timeQuicker feedback


The Grapevine 葡萄藤•An unofficial channel of communication that is neither authorized nor supported by the organization. 組織中非正式的溝通方式，它既不被組織認可，也不被組織支持，然而，資訊卻藉由口耳相傳而散佈開來。

“Good information passes among people fairly rapidly—bad information, even faster!”


Nonverbal Communications 非口語溝通• Body language 肢體語言

Nonverbal communication cues such as facial expressions, gestures, and other body movements

• Verbal intonation 說話音調An emphasis given to word or phrases that

conveys meaning


你想要表達的 100%

你實際表達的 80%

被別人聽到的 60%

被別人理解的 40%

被別人記住的 20%

溝通中存在的「資訊漏斗」


Communication Barriers 溝通的障礙• Filtering 過濾作用

The deliberate manipulation of information to make it appear more favorable to the receiver

討好接收者而蓄意地操縱資訊。• Selective perception 選擇性認知

Selective hearing communications based on one’s needs, motivations, experience, or other personal characteristics

基於個人的需求、動機、經驗、背景以及其它的人格特徵，而選擇性地聽聞。

• Information overload 資訊過荷The result of information exceeding processing

capacity資訊數量超過處理能耐。


Communication Barriers (cont’d)

• Emotion 情緒：溝通訊息時，常因個人是高興或悲傷而有不同的解釋。

• Jargon 術語、行話Technical language that is not understood by

outsiders

• Gender 性別Men communicate to emphasize status and

independence; whereas women talk to create connections and intimacy.

• National culture 民族文化Communication differences that arise from the

different languages and national cultures


Overcoming Barriers to Effective communication克服溝通的障礙Use Feedback 使用回饋：檢查溝通的正確性Simplify Language 簡化語言：使用易了解的語

言。Listen actively 主動傾聽：先仔細聽對方說的訊

息，不要對訊息做不成熟的判斷、解釋，或先思考回

應什麼。Constrain Emotions 控制情緒：確定情緒穩定，

當不穩定時暫時停止溝通，直到平靜下來。Watch Nonverbal Cues 注意非語言線索：注意

行動是否過度，保持語言與行動合度。


Using Simple Language?


Information Technology (IT)

• Fax ， E-mail ， Voice mail 語音信箱• Instant messaging (IM) 即時訊息• Electronic data interchange EDI 電子資料

交換• Teleconferencing 視訊會議• Video-conferencing

• Intranets ＆ Extranets

• Wireless communications 無線通訊• Knowledge management 知識管理

面對面對談或會議

電話文件書信

email web

同步 ***** ***** **

速度 ***** ***** * **** ****

傳播性 ** * * *** ****

互動性 **** ***** ** ** ****

個人化 *** * ** ** ****

豐富性 **** ** ** ** ****

吸收及保持性

*** ** *** *** *****

成本 ***** *** *** * **


Developing Interpersonal Skills 發展人際關係技巧• Listening requires:

Paying attentionInterpretingRemembering sound stimuli

• Active listening requires:Listening attentively (intensely) to the speaker.Developing empathy for what the speaker is

saying.Accepting by listening without judging content.Taking responsibility for completeness in getting

the full meaning from the speaker’s communication.


Characteristics of Feedback 回饋的特性

• Positive feedback 正面回饋Is more readily and accurately perceived than

negative feedback.Is almost always accepted, whereas negative

feedback often meets resistance.

• Negative feedback 負面回饋Is most likely to be accepted when it comes

from a credible source or if it is objective.Subjective impression carries weight only when

it comes from a person with high status and credibility.


Suggestions for Effective Feedback

• Focus on specific behavior

• Keep feedback impersonal

• Keep feedback goal oriented

• Make feedback well-timed

• Ensure understanding

• Direct negative feedback towards behavior that the receiver can control

EXHIBIT 12.5

• 針對特定的行為 • 對事不對人• 目標導向的回饋 • 適時回饋 • 確保了解 • 針對接收者所能控制

的行為提出負面的回饋


Effective Delegation 有效授權

EXHIBIT 12.6


Contingency Factors in Delegation 授權之權變因素

EXHIBIT 12.7

The Size of the Organization 組織大小

The Importance of the Duty or Decision 任務或決策的重要性

Task Complexity 任務複雜度

Organizational Culture 組織文化

Qualities of Employees 員工品質


Empowerment Skills 授權的技能Not abdication 非放棄職權 :

Clarifying the exact job to be doneSetting the range of discretion, the expected level of

performance, and the time frameAllowing employees to participateInform other that delegation has occurredEstablishing feedback controls• 釐清任務 • 指定員工負責的範圍、預期的績效、完成時限• 允許員工參與 • 通告授權• 建立回饋的管道


Managing Conflict 管理衝突• Conflict defined 定義

Perceived differences resulting in interference or opposition 由於知覺到不相容的差異，而導致某種形式的干擾或對立

• Traditional view 傳統觀點Assumed that conflict was bad and would always

have a negative impact on an organization.

• Human relations view 人群關係觀點Argued that conflict was a natural and inevitable

occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance.

• Interactionist view 互動觀點Encourages mangers to maintain ongoing minimum

level of conflict sufficient to keep organizational units viable, self-critical, and creative.


Managing Conflict 管理衝突• Functional conflict 良性衝突

Conflict that supports and organization’s goals

• Dysfunctional conflict 惡性衝突Conflict that prevents and organization from

achieving its goals


Conflict and Organizational Performance 衝突與績效


Sources of Conflict 衝突來源• Communication differences 溝通差異

Arising from semantic difficulties, misunderstandings, and noise in the communication channels.

• Structural differences 結構差異Horizontal and vertical differentiation creates

problems of integration leading to disagreements over goals, decision alternatives, performance criteria, and resource allocations in organizations.

• Personal differences 個人差異Individual idiosyncrasies and personal value

systems create conflicts.


Dimensions of Conflict (Thomas) 處理衝突的基本風格• Cooperativeness 可以圖利他人以處理衝突

之程度The degree to which an individual will attempt

to rectify a conflict by satisfying the other person’s concerns.

• Assertiveness 圖利自己才可平息衝突之程度The degree to which an individual will attempt

to rectify the conflict to satisfy his or her own concerns.


Dimensions of Conflict (cont’d)

• Conflict-handling techniques derived from Thomas’ cooperative and assertiveness dimensions:Competing (assertive but uncooperative) 競爭Collaborating (assertive and cooperative) 合作Avoiding (unassertive and uncooperative) 迴避Accommodating (unassertive but cooperative)

讓步Compromising (midrange on assertiveness

and cooperativeness)妥協


Conflict Management What Works Best and When

EXHIBIT 12.10

Strategy Best Used When

Avoidance Conflict is trivial, when emotions are running high and time

is needed to cool them down, or when the potential disruptionfrom an assertive action outweighs the benefits of resolution

Accommodation The issue under dispute isn’t that important to you or whenyou want to build up credits for later issues

Competing You need a quick resolution on important issues that requireunpopular actions to be taken and when commitment byothers to your solution is not critical

Compromise Conflicting parties are about equal in power, when it isdesirable to achieve a temporary solution to a complex issue,or when time pressures demand an expedient solution

Collaboration Time pressures are minimal, when all parties seriously want awin-win solution, and when the issue is too important to becompromised

處理衝突的解決之道

低

低

高

高

利己之心

利他之心

妥協

讓步當發現自己堅持有錯時需要降低損失時當和諧和及穩定重要性高於一切時

需要以退為進、留個後路時當發現對方的重要性較高時

合作要獲得共識時為了維持雙方良好關係你的目標只是從中學習時

競爭當問題重大且你確信你的看法正確時。

對付喜歡得寸進尺、貪得無厭的對手。

需要快速作出重大行動時。

迴避• 問題不重要時• 已經知道自己沒有機會獲利• 需要冷卻情緒時• 當別人可以幫你處理得更好時• 當你需要再收集資訊時

什麼時候該妥協 compromising ？

• 當整體目標高於一切，且不值得為衝突撕裂關係時

• 面臨時間壓力時，較折中的解決辦法• 衝突可以因而獲得暫時解決時• 作為合作及競爭策略失敗的備援策略


Stimulating Conflict 刺激衝突• Convey to employees the message that

conflict has its legitimate place.

• Use hot-button communications while maintaining plausible deniability.

• Issue ambiguous or threatening messages.

• Centralize decisions, realign work groups, increase formalization and interdependencies between units.

• Appoint a devil’s advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.


Negotiation 協商談判• Negotiation defined 定義

A process in which two or more parties who have different preference must make a joint decision and come to an agreement

• Distributive bargaining瓜分式議價Negotiation under zero-sum conditions, in

which the gains by one party involve losses by the other party

• Integrative bargaining整合式議價Negotiation in which there is at least one

settlement that involves no loss to either party


Determining the Bargaining Zone 議價空間

EXHIBIT 12.11


Developing Effective Negotiation Skills如何培養有效的談判技巧 • Research the individual with whom you’ll be

negotiating.調查你的對手• Begin with a positive overture. 以正面的提議開始• Address problems, not personalities.強調問題而

非個人問題• Pay little attention to initial offers.忽略原始的提

議• Emphasize win-win solutions.強調雙贏的解 • Create an open and trusting climate.創造公開互

信的氣氛• If needed, be open to accepting third-party

assistance. 開放接受第三者的幫助


How Do You Make a Presentation? 如何做好報告• Prepare for the presentation.

• Make your opening comments.

• Make your points.

• End the presentation.

• Answer questions.

•準備報告• 作開場白 •陳述你的重點 • 口頭報告的收尾 • 回答問題

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