Management Communication管理溝通(ppt)
Management Communication







Zhang Li
Department of Business Administration

Introduction
Communication Strategy
Effective Listening
Making Presentations
Negotiating
Interviewing
Running Meetings
Writing
References
Mary Munter, Guide to Managerial Communication, 4th edition, Prentice Hall, Tsing Hua University Press,1999
Michael E. Hattersley, Linda McJannet, Management Communication Principles and Practice, China Machine Press, McGraw-Hill, 1998
Ron Ludlow, Fergus Panton, Effective Communication, Prentice Hall, 1997
Kitty O. Locker, Business and Administrative Communication, 5th edition, China Machine Press, McGraw-Hill, 2000
魏江，管理溝通—理念與技能，科學(xué)出版社，2001
蘇勇，羅殿軍，管理溝通，復(fù)旦大學(xué)出版社，1999
羅銳韌，曾繁正，管理溝通，紅旗出版社，1997
Grading
Class Participation 20%
Oral Presentation 10%
Cases Analysis and Presentation 30%
Individual Assignment 40%
Part 1 Introduction
☆ 第一節(jié) 管理溝通的內(nèi)涵和要素

☆ 第二節(jié) 溝通的類型

☆ 第三節(jié) 管理模式與溝通

Discussion(1)：Background
你是一位宇航員，與另外幾位宇航員駕駛一太空船飛向月球，原計(jì)劃去與已經(jīng)降落月球、作為基地的太空母船會(huì)合。然而，因機(jī)械故障，你們的太空船只能迫降在距離太空母船200英里之外的月球表面。降落時(shí)許多設(shè)備受到損壞，而為了生存你們必須充分利用未受損壞的裝備自行到達(dá)太空母船。下面列出了15樣未受損壞的物資和裝備，請(qǐng)依據(jù)其重要性分別標(biāo)出1-15，以供你們出發(fā)時(shí)酌其重要性決定取舍（比如，你們的體力只能帶13件，就只好放棄另外兩件）。
Discussion(1)：Background
Discussion(1)：Group Communication
After finishing self-judgement, your group uses informative or persuasive communication so as to get access to the common decision. The turn of 15 things should try to get everyone’s agreement.
Attentions:
--No matter informative, or persuasive communication, logic is the fundamental;
--Don’t change your idea only to avoid the conflict;
--Don’t make decision only to abide by “the minority and the majority” rule
Discussion(1)：
Discussion(2)： Self-assessment

¨ What key techniques, you think, decide the success of your career?
¨ What are your communication barriers in your job?
¨ What are the most effective approaches to improve your communication skills?
¨ What do you wish to learn much more in this course?
Significance of MC
Co-ordination requires communication.
what is an organization?
Firstly, it consists of a number of people.
Secondly, it involves interdependence.

Communicative capability heavily influences your career development to some extent.

Harold Koontz (哈羅德·孔茨)：“管理就是設(shè)計(jì)和保持一種良好環(huán)境，使人在群體里高效率地完成既定目標(biāo)。”

Henri Foyol (亨利·法約爾): planning計(jì)劃, organizing組織, coordinating協(xié)調(diào), commanding領(lǐng)導(dǎo), controlling控制

Henry Mintzberg (亨利·明茲伯格): “Verbal and written contacts are the manager’s work.” “Managers must be able to communicate easily and efficiently.”




約翰·奈斯比特：“未來(lái)競(jìng)爭(zhēng)將是管理的競(jìng)爭(zhēng)，競(jìng)爭(zhēng)的焦點(diǎn)在于每個(gè)社會(huì)組織內(nèi)部成員之間及其與外部組織的有效溝通之上。”
松下幸之助：“偉大的事業(yè)需要一顆真誠(chéng)的心與人溝通。”
喬丹與皮蓬：“我們兩個(gè)人在場(chǎng)上的溝通相當(dāng)重要，我們相互從對(duì)方眼神、手勢(shì)、表情中獲取對(duì)方的意圖，于是我們傳、切、突破、得分；但是，如果我們失去彼此間的溝通，那么公牛的末日來(lái)臨了。”


美國(guó)著名學(xué)府普林斯頓大學(xué)對(duì)一萬(wàn)份人事檔案進(jìn)行分析，結(jié)果發(fā)現(xiàn)：“智慧”、“專業(yè)技術(shù)”和“經(jīng)驗(yàn)”只占成功因素的25％，其余75％決定于良好的人際溝通。

哈佛大學(xué)就業(yè)指導(dǎo)小組1995年調(diào)查結(jié)果顯示，在500名被解職的男女中，因人際溝通不良而導(dǎo)致工作不稱職者占82％。

“三個(gè)臭皮匠，賽過(guò)一個(gè)諸葛亮”
溝通是個(gè)人事業(yè)成功的重要因素
只有與人良好的溝通，才能為他人所理解；
只有與人良好的溝通，才能得到必要的信息；
只有與人良好的溝通，才能獲得他人的鼎力相助，正所謂“能此者大道坦然，不能此者孤帆片舟”。
Why communicate?
It leads to greater effectiveness.
 It keeps people in the picture.
It gets people involved with the organization and increases motivation to perform well; increases commitment to the organization.
It makes for better relationships and understanding between: boss and subordinate; colleagues; people within the organization and outside it.
It helps people to understand the need for change: how they should manage it; how to reduce resistance to change.
第一節(jié) 管理溝通的內(nèi)涵和要素
一、管理溝通的概念 Concept of MC
機(jī)—機(jī)溝通
人—機(jī)溝通
人—人溝通

管理溝通是指溝通者為了獲取溝通對(duì)象的反應(yīng)和反饋而向?qū)Ψ絺鬟f信息的全部過(guò)程



Communication depends on the nature of the message to be passed, and on the relationship between the sender and the receiver.
You are successful only if your message leads to the response of your audience.
e.g.
“Arthur, I wonder if you’d like to look at your account, it’s a bit overdue.”
“Mr. Jones, your account is very overdue and we are placing the matter in the hands of our solicitors at the end of this week if it is not brought within our normal terms of sale by then”
Natures of MC
Media: language or letters;
Content: Information, Thoughts, Emotion, Aspects, Attitude etc;
Philosophy greatly influences the understanding of motive, behavior and goal;
Special barriers: Information disorder, Philosophy elements (preference, background, experiences and value).
管理溝通的內(nèi)涵：
1. 溝通首先是意義上的傳遞。
2. 要使溝通成功，意義不僅需要被傳遞，還需要被理解。
3. 在溝通過(guò)程中，所有傳遞于溝通者之間的，只是一些符號(hào)，而不是信息本身。
4. 良好的溝通常被錯(cuò)誤地理解為溝通雙方達(dá)成協(xié)議，而不是準(zhǔn)確理解信息的意義。
5. 溝通的信息是包羅萬(wàn)象的。
Case 1：EC公司工資改革方案的出臺(tái)
Discussion：
1．人事部主任為了保證工資改革的順利實(shí)施，要解決好溝通問(wèn)題，從該案例看，他應(yīng)如何考慮溝通的對(duì)象，以及針對(duì)不同對(duì)象的溝通信息策略和內(nèi)容等問(wèn)題?
2．人事部主任為實(shí)施工資改革方案，具體的溝通目的是什么?案例中所述的五點(diǎn)建議，能否保證溝通的順利實(shí)現(xiàn)?
3．在工資改革方案醞釀過(guò)程中出現(xiàn)各種不同的意見(jiàn)和說(shuō)法，這些非正式信息產(chǎn)生的原因是什么，應(yīng)如何看待這些信息對(duì)工資改革方案出臺(tái)的影響?余平認(rèn)為應(yīng)加強(qiáng)工資改革方案出臺(tái)前的保密工作，你對(duì)此如何看?
4．公司在全面推行新的工資改革方案之前，選擇公司技術(shù)開(kāi)發(fā)中心作為試點(diǎn)部門。該部門試點(diǎn)的成功是否一定能說(shuō)明在整個(gè)公司推行工資改革方案的成功?你對(duì)余平實(shí)行的溝通過(guò)程作何評(píng)價(jià)?
二、管理溝通的過(guò)程 Process of MC 圖1.1 管理溝通的過(guò)程
三、管理溝通要素（Elements of MC）
信息源 Information Source (Who is initiating action?)
聽(tīng)眾 Audience (positive, neutral, or negative ; key or secondary audiences )
溝通目標(biāo) Communication Objective (solving problem)
環(huán)境 Environment (internal & external)
信息 Message (Consider how much information they need, what doubts they’re likely to have, how your proposal will benefit them?)
媒介 Media （speak, write, call, E-mail, meet, fax, produce a videotape, or hold a press conference )
反饋 Feedback (Communication is not an act, but a process. )
Successful business communication depends on answering a few crucial questions:
Have you mastered and organized all the relevant information?
Have you taken into account the personal and organizational context?
Have you defined a clear, achievable objective?
Have you considered the needs of your audiences?
Have you expressed yourself as clearly, vividly, and forcefully as possible?
Have you chosen the right communication channels?
有效管理溝通的檢核表
你是否已經(jīng)掌握并組織好溝通過(guò)程中所有相關(guān)的信息?
你是否了解或掌握好了有關(guān)個(gè)體和組織的背景資料和環(huán)境狀況?
你是否明確要實(shí)現(xiàn)和能實(shí)現(xiàn)的目標(biāo)?
你是否清楚聽(tīng)眾的需要?
你是否清晰、生動(dòng)和有說(shuō)服力地表達(dá)你的觀點(diǎn)?
你是否選擇了正確的溝通渠道?
什么妨礙了溝通？
方式一：“小劉，你接電話的方式真是太唐突了，你需要從現(xiàn)在開(kāi)始接受職業(yè)化的訓(xùn)練。”
 
方式二：“小劉，我正在關(guān)注你在電話中與顧客的交談方式，我想和你討論一下。我注意到你講話的速度相當(dāng)快，因而，我擔(dān)心對(duì)一些顧客來(lái)說(shuō)，可能很難理解你所表達(dá)的，畢竟你比顧客更了解、更熟悉情況。”
Barriers to communication:
status effects 地位影響
semantic problems 語(yǔ)義問(wèn)題
perceptual distortions 感覺(jué)失真
cultural differences 文化差異
physical distractions 環(huán)境混亂
poor choice of communication channels 信息渠道選擇不當(dāng)
no feedback 無(wú)反饋  
Barriers to communication can be classified into three groups:
1. Barriers to reception:
environmental stimuli
the receiver’s attitudes and values
the receiver’s needs and expectations
2. Barriers to understanding:
language, semantic problems
the ability of the receiver to listen and receive, especially messages which threaten his or her self-concept
the length of the communication
status effects
3. Barriers to acceptance:
prejudices
interpersonal conflicts between sender and receiver
Dealing with barriers:
Sender (5W1H)
WHO: To whom should the message go?
WHY: Why am I communicating? What are my motives?
WHAT: Decide what to communicate. Be clear about what you need to communicate.
WHEN: Choose the best time for optimum reception.
WHERE: Choose a location which will not interfere with the reception, understanding and acceptance of the message: privately? In a group? At work or outside?
HOW: Use language the receiver will understand and which is unambiguous.
Keep checking with receiver.

Receiver
Be fully attentive to sender.
Listen actively to the message being sent.
Ask for clarification, repetition where necessary.
Keep checking with sender.

Together
Realize that misunderstandings are bound to occur, and be alert for all cues to this effect.
Listen, listen, listen, and listen again.
Test your understanding of the message.
Share opinions, feelings and perceptions generated by the message.
第二節(jié) 溝通的類型 一、溝通的分類 Communication Style 1．根據(jù)信息載體的異同，溝通可分為言語(yǔ)溝通(verbal communication)、非言語(yǔ)溝通(nonverbal communication)。 圖1.2 溝通的種類
2．根據(jù)途徑的異同分為
正式溝通 formal communication

非正式溝通 informal communication

下向(downwards) 上向(upwards)
橫向(sideways) 斜向(diagonal)

grapevine
二、口頭信息溝通 speaking

優(yōu)點(diǎn)：快速傳遞，即時(shí)反饋

信息存在著巨大的失真的可能性
Case2 名醫(yī)勸治的失敗
我國(guó)古代春秋戰(zhàn)國(guó)時(shí)期，有一位著名的醫(yī)生，他的名字叫扁鵲。有一次，扁鵲遏見(jiàn)蔡桓公，站了一會(huì)兒，他看看蔡桓公的臉色說(shuō)：“國(guó)君，你的皮膚有病，不治怕要加重了。”蔡桓公笑著說(shuō)：“我沒(méi)有病。”扁鵲告辭走了以后，蔡桓公對(duì)他的臣下說(shuō)：“醫(yī)生就喜歡給沒(méi)病的人治病，以便夸耀自己有本事。”過(guò)了十幾天，扁鵲又前往拜見(jiàn)蔡桓公，他仔細(xì)看看蔡桓公的臉色說(shuō)：“國(guó)君，你的病已到了皮肉之間，不治會(huì)加重的。”桓公見(jiàn)他盡說(shuō)些不著邊際的話，氣得沒(méi)有理他，扁鵲走后，桓公還悶悶不樂(lè)。

再過(guò)十幾天，蔡桓公出巡，扁鵲遠(yuǎn)遠(yuǎn)地望見(jiàn)桓公，轉(zhuǎn)身就走?；腹匾馀扇巳?wèn)扁鵲為什么不肯再來(lái)遏見(jiàn)，扁鵲說(shuō)：“皮膚上的病，用藥物敷貼可以治好；在皮肉之間的病，用針灸可以治好;在腸胃之間，服用湯藥可以治好；如果病入骨髓，那生命就掌握在司命之神的手里了，醫(yī)生是無(wú)法可想的了。如今國(guó)君的病己深入骨髓，所以我不能再去遏見(jiàn)了。”蔡桓公還是不相信。五天之后，桓公遍身痛疼，連忙派人去找扁鵲，扁鵲已經(jīng)逃往秦國(guó)躲起來(lái)了。不久，蔡桓公便病死了。

請(qǐng)從溝通的角度進(jìn)行分析
Case 3： 溝通中的角色問(wèn)題
英國(guó)著名的維多利亞女王，與其丈夫相親相愛(ài)，感情和諧。但是維多利亞女王乃是一國(guó)之王，成天忙于公務(wù)，出入于社交場(chǎng)合，而她的丈夫阿爾伯特卻和她相反，對(duì)政治不太關(guān)心，對(duì)社交活動(dòng)也沒(méi)有多大的興趣，因此兩人有時(shí)也鬧些別扭。有一天，維多利亞女王去參加社交活動(dòng)，而阿爾伯特卻沒(méi)有去，已是夜深了，女王才回到寢宮，只見(jiàn)房門緊閉著。女王走上前去敲門。
房?jī)?nèi)，阿爾伯特問(wèn)：“誰(shuí)?”
女王回答：“我是女王。”
門沒(méi)有開(kāi)，女王再次敲門。
房?jī)?nèi)阿爾伯特問(wèn)：“誰(shuí)呀?”
女王回答：“維多利亞。”
門還是沒(méi)開(kāi)。女王徘徊了半晌，又上前敲門。
房?jī)?nèi)的阿爾伯特仍然是問(wèn)：“誰(shuí)呀?”
女王溫柔地回答：“你的妻子。”
這時(shí)，門開(kāi)了，丈夫阿爾伯特伸出熱情的雙手把女王拉了進(jìn)去。

同一對(duì)象在不同的環(huán)境里往往表現(xiàn)為不同的角色，彼此的關(guān)系也就跟著變化，這種變化往往是通過(guò)語(yǔ)言表示出來(lái)，語(yǔ)言形式一定要符合自己轉(zhuǎn)換的角色身份。
三、書面信息溝通 writing
Kitty O. Locker關(guān)于書面溝通的6方面技巧：
(1)不要強(qiáng)調(diào)你為讀者做了什么，而要強(qiáng)調(diào)讀者能獲得什么或能做什么。
今天下午我們會(huì)把你們9月21日的訂貨裝船發(fā)運(yùn)。
你們訂購(gòu)的兩集裝箱服裝將于今天下午裝船，預(yù)計(jì)在 9月30日抵達(dá)貴處。
(2)參考讀者的具體要求或指令。
你的訂單……
你定購(gòu)的真絲服裝……


Kitty O. Locker關(guān)于書面溝通的6方面技巧：
(3)除非你有把握讀者會(huì)感興趣，否則盡量少談自己的感受。
我們很高興授予你5000元信用額度。
你的牡丹卡有5000元的信用額度。

(4)不要告訴讀者他們將會(huì)如何感受或反應(yīng)。
你會(huì)很高興聽(tīng)到你被公司錄用的消息。
你通過(guò)了公司的全部考核，你被錄用了。



Kitty O. Locker關(guān)于書面溝通的6方面技巧：
(5)涉及褒獎(jiǎng)內(nèi)容時(shí)，多用“你”而少用“我” 。
我們?yōu)樗械膯T工提供健康保險(xiǎn)。
作為公司的一員，你會(huì)享受到健康保險(xiǎn)。
(6)涉及貶義的內(nèi)容時(shí)，避免使用“你”為主語(yǔ)，以保護(hù)讀者的自我意識(shí)。
你在發(fā)表任何以在該機(jī)構(gòu)工作經(jīng)歷為背景的文章時(shí)，必須要得到主任的同意。
本機(jī)構(gòu)的工作人員在發(fā)表以在此工作經(jīng)歷為背景的文章時(shí)，必須要得到主任的同意 。


四、非語(yǔ)言溝通Nonverbal Communication 圖1.2 溝通的種類
空間位置 space







圖1.3 空間位置對(duì)學(xué)生課堂參與的影響
第三節(jié) 管理模式與溝通
Personality and perception
個(gè)性和知覺(jué)

Management style and communication
管理模式與溝通








Personality and perception






Figure1.4 The Johari Window

OPEN：開(kāi)放區(qū)域 BLIND:盲目區(qū)域
HIDDEN：秘密區(qū)域 UNKNOWN:未知區(qū)域
EXERCISE: self-disclosure and feedback
1. In this exercise you work in a small group (5-7). Each person has a pencil and several sheets of paper; at the top of each sheet each individual writes the name of one of the other members of the group (including him/herself).
2. Each individual then writes on the relevant sheet of paper either: 5 personal attributes, or 5 work habits/attitudes, or 5 strengths/weaknesses
which he/she perceives in each of the members of the group (including him/herself) .
3. The relevant sheets are then distributed to each member of the group.
4. Each member in turn then reads out: (a) the perceptions by others of him/herself, and may ask for clarification where necessary; (b) his/her perception of him/herself.
5. The group discusses the differences in perception which emerge, and the reasons for these.
練習(xí)：self-disclosure and feedback
目的：
解除強(qiáng)加在自己身上的障礙，接收反饋信息，以信息共享方式精確認(rèn)識(shí)自我形象和知覺(jué)偏差。
方法步驟：
練習(xí)在5—7人組成的小組內(nèi)進(jìn)行，每個(gè)人都準(zhǔn)備好筆和紙張。每個(gè)人在每一張紙的上端，分別寫出組內(nèi)一個(gè)其他成員的名字(包括自己)。
每個(gè)人在相關(guān)的每一張紙上寫上關(guān)于這個(gè)人的：5種個(gè)人品質(zhì)，或5種工作習(xí)慣／特點(diǎn)，或5個(gè)長(zhǎng)處／弱點(diǎn)
以上各項(xiàng)都是他對(duì)組內(nèi)每一個(gè)成員(包括他自己)的感性認(rèn)識(shí)。
將紙交給組內(nèi)每一個(gè)相關(guān)的成員。
每個(gè)成員輪流朗聲讀出：
①別人對(duì)自己的感性認(rèn)識(shí)(如有不明之處可以請(qǐng)求解釋)。
②自己對(duì)自己的感性認(rèn)識(shí)。
小組討論所出現(xiàn)的知覺(jué)差異及其產(chǎn)生的原因。
二、管理模式與溝通 management style and communication
Four basic leadership styles:
Directing 命令型
Coaching 指導(dǎo)型
Supporting 扶持型
Delegating 委托型
management style and communication Figure 1.5 Four basic leadership styles

Analytical skills 分析技能

Flexibility skills 變通技能

Communication skills 溝通技能



How to explain clearly, and concisely, the nature of the task.
How to tell people what to do and how to do it.
How to encourage people when work is well done.
How to build relationships with your staff.
How to share problems with them, and listen to their ideas and feelings.
How to delegate effectively, so that there is a clear understanding of what problems people should bring to you.
How to explain why you are behaving differently as a leader in a particular situation - why,in effect, you are being consistent in your inconsistency!

EXERCISE1: What is your preferred leadership style?
Consider each of the situations, and choose which action you would normally take :
One of your employees has been working enthusiastically and performing her work effectively and achieving targets. You have let her work with little supervision. Recently you have assigned her new tasks which you felt she would be able to handle. Her performance has dropped and she is taking a lot of time off on sick leave. What would you do?
1. Tell her specifically what to do and monitor her work closely.
2. Tell her what to do and how to do it but try to find out what her problems are .
3. Keep supporting her and work through the problems with her.
4. Let her work through for herself the best way to cope with the new tasks.

EXERCISE1:
What is your preferred leadership style?

考慮以下兩個(gè)事例，你通常是采取哪項(xiàng)行動(dòng)，請(qǐng)作出選擇：
1．你的一名女雇員工作熱情和效率一直都很高，每次都能圓滿地完成工作指標(biāo)，你對(duì)她的工作十分放心，不必予以監(jiān)督。最近你給她分配了一項(xiàng)新的工作，認(rèn)為她完全有能力勝任這項(xiàng)工作。但她的工作情況卻令人失望，而且還經(jīng)常請(qǐng)病假，占用了很多工作時(shí)間，你怎么辦?
(1)明確地告訴她去做什么，并密切注視她的工作。
(2)告訴她去做什么，怎樣去做，并設(shè)法查明她的問(wèn)題出在哪里?
(3)安慰她，幫她解決問(wèn)題。
(4)讓她自己找出應(yīng)付新工作的方法。
EXERCISE2: What is your preferred leadership style?
You have just taken over as a section head. Productivity was moderately good before you were appointed, but it has dropped now, so you want to introduce some changes in work procedures and assignments. Your staff have been unco-operative, muttering about how things were better under their old boss. What would you do?
1. Implement the changes and closely monitor performance.
2. Tell them why you want to make the changes, explain the benefits to them and listen to their concerns.
3. Discuss the proposed changes with them and ask for their suggestions for improved productivity.
4. Leave the group to work out for itself what it needs to do to meet its targets.

EXERCISE2:
What is your preferred leadership style?

2．你剛剛晉升為車間主任，在你被提升以前，生產(chǎn)平穩(wěn)發(fā)展，但現(xiàn)在產(chǎn)量下降，因而你想改變工作程序和任務(wù)分配。但是，你的職員不但不予配合，反而不斷地抱怨說(shuō)他們的前任老板在位時(shí)情況是如何如何地好。你怎么辦?
(1)實(shí)施變更，密切注視工作情況。
(2)告訴他們你為什么要作出改變，說(shuō)明改變將會(huì)給他們帶來(lái)的利益，并傾聽(tīng)他們所關(guān)切的問(wèn)題。
(3)同他們討論打算改變的工作計(jì)劃，征求他們提高生產(chǎn)能力的建議。
(4)讓他們自己找出完成生產(chǎn)指標(biāo)的辦法。

If you selected Choice l in each case, your preferred management style- is likely to be ‘Directing’. 命令型
Choice 2 denotes a ‘Coaching’ style 指導(dǎo)型
Choice 3 denotes a ‘Supporting’ style 扶持型
Choice 4 denotes a ‘Delegating’ style 委托型

However, your preferred style may not be the most effective in each case.
自我技能測(cè)試
評(píng)價(jià)標(biāo)準(zhǔn)：
非常不同意/不符合（1分） 不同意/不符合（2分）
比較不同意/不符合（3分） 比較同意/符合（4分）
同意/符合（5分） 非常同意／非常符合(6分)

測(cè)試問(wèn)題：
1．我能根據(jù)不同對(duì)象的特點(diǎn)提供合適的建議或指導(dǎo)。
2．當(dāng)我勸告他人時(shí)，更注重幫助他們反思自身存在的問(wèn)題。
3．當(dāng)我給他人提供反饋意見(jiàn)、甚至是逆耳的意見(jiàn)時(shí)，能堅(jiān)持誠(chéng)實(shí)的態(tài)度。
4．當(dāng)我與他人討論問(wèn)題時(shí)，始終能就事論事，而非針對(duì)個(gè)人。
5．當(dāng)我批評(píng)或指出他人的不足時(shí)，能以客觀的標(biāo)準(zhǔn)和預(yù)先期望為基礎(chǔ)。
6．當(dāng)我糾正某人的行為后，我們的關(guān)系常能得到加強(qiáng)。
7．在我與他人溝通時(shí)，我會(huì)激發(fā)出對(duì)方的自我價(jià)值和自尊意識(shí)。
自我技能測(cè)試
8．即使我并不贊同，我也能對(duì)他人觀點(diǎn)表現(xiàn)出誠(chéng)摯的興趣。
9．我不會(huì)對(duì)比我權(quán)力小或擁有信息少的人表現(xiàn)出高人一等的姿態(tài)。
10．在與自己有不同觀點(diǎn)的人討論時(shí)，我將努力找出雙方的某些共同點(diǎn)。
11．我的反饋是明確而直接指向問(wèn)題關(guān)鍵的，避免泛泛而談或含糊不清。
12．我能以平等的方式與對(duì)方溝通，避免在交談中讓對(duì)方感到被動(dòng)。
13．我以“我認(rèn)為”而不是“他們認(rèn)為”的方式表示對(duì)自己的觀點(diǎn)負(fù)責(zé)。
14．討論問(wèn)題時(shí)，我通常更關(guān)注自己對(duì)問(wèn)題的理解，而不是直接提建議。
15．我有意識(shí)地與同事和朋友進(jìn)行定期或不定期的、私人的會(huì)談。

自我技能測(cè)試
自我評(píng)價(jià)：

如果你的總分是：
80一90 你具有優(yōu)秀的溝通技能
70—79 你略高于平均水平，有些地方尚需要提高
70以下 你需要嚴(yán)格地訓(xùn)練你的溝通技能

選擇得分最低的6項(xiàng)，作為技能學(xué)習(xí)提高的重點(diǎn)

Management Communication管理溝通(ppt)