Management 管理学 PRIMANOnlineLectureCh17.docx

Management 管理学 PRIMANOnlineLectureCh17.docx

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Management管理学PRIMANOnlineLectureCh17

CHAPTER17-Communication

ONLINELecture

I.MANAGER’SCHALLENGE

Asadoctor,PeterPlantesknowsfirsthandwhatit’sliketolosepatientsthathethoughtcouldbesaved.AsvicepresidentofVHA,Inc.,anallianceofmorethan2,400not-for-profithealthcareorganizationsacrosstheUnitedStates,heknowswhatit’sliketoseehospitalslosingmillionsofdollarsduetoinefficienciesandwaste.Becausethetwoissuescometogethermostdramaticallyintheoperatingroom,that’swhereVHAadministratorsarelookingtoseewhatissuescontribute

toinefficienciesanderrorsinpatientcare.Theydecidetoconductasurveyat20hospitals,basedonrecentstudiessuggestingthattheintenseatmosphereofoperatingrooms,wheresurgeonstypicallycallalltheshots,isabigpartoftheproblem.Administrators—andmostsurgeons—arestunnedbytheresults.Asmanyas60percentofnursesandsupportstaffmemberssaytheyfinditdifficulttospeakupiftheyperceiveaproblemwithpatientcareintheoperatingroom.Somethinghastobedonetoimprovecommunicationsbetweensurgeonsandsupportstafforhospitalswillcontinuetounnecessarilylosepatients’lives,aswellaswastemoneyduetomistakesthatcouldhavebeenprevented.

Effectivecommunication,bothwithintheorganizationandwithpeopleoutsidethecompany,isamajorchallengeandresponsibilityformanagers.Althoughinmostcompanies,poorcommunicationdoesn’triskpeople’slives,asitdoesinhospitaloperatingrooms,ineffectivecommunicationcancausesignificantproblems,includingpooremployeemorale,lackofinnovation,decreasedperformance,andafailuretorespondtonewthreatsoropportunitiesintheenvironment.Manymanagersaretryingtoimprovetheircommunicationsknowledgeandskills.

II.COMMUNICATIONANDTHEMANAGER’SJOB

Managersspendatleast80percentofeveryworkingdayindirectcommunicationwithothers.Theother20percentoftheirtimeisspentdoingdeskwork,mostofwhichiscommunicationintheformofreadingandwriting.Managershavethecrucialroleofbeingcommunicationchampions.Theygatherinformationfrominsideandoutsidetheorganizationanddistributeittootherswhoneedit.Managers’communicationispurpose-directed;itdirectseveryone’sattentiontowardthevision,values,anddesiredgoalsandinfluencespeopletoachievethegoals.

Managersfacilitatestrategicconversationsthatinvolvedialogueacrossboundariesandhierarchicallevelsaboutthevision,strategicthemes,andvalues.Managersusemanycommunicationmethods,includingselectingrichchannelsofcommunicationthatfacilitateupward,downward,andhorizontalcommunication.Managersalsousenonverbalcommunicationandbuildinformalcommunicationnetworksthatcrossorganizationboundaries.

A.WhatIsCommunication?

1.Communicationisdefinedastheprocessbywhichinformationisexchangedandunderstoodbytwoormorepeople,usuallywiththeintenttomotivateorinfluencebehavior.Communicationisnotjustsendinginformation;itmeanstoshare,not“tospeak”or“towrite.”Managementcommunicationisatwowaystreetthatincludeslisteningandfeedback.

B.TheCommunicationProcess

1.Communicationisusuallycomplex,withmanyopportunitiestosendorreceivethewrongmessage.Twocommonelementsineverycommunicationarethesenderandreceiver.Thesenderwishestoconveyanideaorseekinformationfromothers,ortoexpressanemotionorthought.Thereceiveristhepersontowhomthemessageissent.Thecommunicationprocessconsistsoffoursteps.

a.Thesenderencodestheideabyselectingsymbolstorepresentthemessage,whichisthetangibleformulationoftheideathatissenttothereceiver.

b.Themessageissentthroughachannel,whichisthecommunicationcarrier.

c.Thereceiverdecodesortranslatesthesymbolstointerpretthemeaningofthemessage.

d.Feedbackoccurswhenthereceiverrespondstothesender’scommunicationwithareturnmessage.Withoutfeedback,thecommunicationisoneway;withfeedback,itistwoway.

III.COMMUNICATINGAMONGPEOPLE

Communicationscanbreakdownifthesenderandreceiverdonotencodeordecodelanguageinthesameway.Manyfactorscanbreakdowncommunications—theselectionofcommunicationchannel,noiseandinterference,thelisteningskillsofbothparties,andnonverbalbehavior.Managersmustunderstandhowcommunicationchannels,nonverbalbehavior,andlisteningworktoenhanceordetractfromcommunication.

A.CommunicationChannels

1.Managershaveachoiceofmanychannelsthroughwhichtocommunicate.Researchshowsthatchannelsdifferintheircapacitytoconveyinformation.Channelscanbeclassifiedinahierarchybasedoninformationrichness.Channelrichnessistheamountofinformationthatcanbetransmittedduringacommunicationepisode.Channelrichnessisinfluencedby:

a.theabilityofthechanneltohandlemultiplecuessimultaneously;

b.theabilityofthechanneltofacilitaterapid,two-wayfeedback;and

c.theabilityofthechanneltoestablishapersonalfocusforthecommunication.

2.Facetofacecommunicationistherichestmedium.Telephoneconversationsarenextintherichnesshierarchy,andstandardcomputerreportsarethelowestinrichness.

3.Electronicmessaging,suchase-mailandinstantmessaging,isincreasinglyusedformessagesoncehandledviatelephone.Instantmessaging（IM）allowsuserstoseewhoisconnectedtoanetworkandshareinformationinstantly.IMalleviatesmiscommunicationthroughimmediatefeedback.OrganizationsareusinginteractivemeetingsovertheInternet,addingvideocapabilitiestoprovidevisualcuesandgreaterchannelrichness.

4.Itisimportantformanagerstounderstandthateachcommunicationchannelhasadvantagesanddisadvantages,andthateachcanbeusedtocommunicateeffectivelyifusedappropriately.Channelselectiondependsuponthemessagebeingroutineornonroutine.

a.Nonroutinemessagestypicallyareambiguous,concernnovelevents,andhavegreatpotentialformisunderstanding.Theyareoftencharacterizedbytimepressureandsurprise.Channelshighinrichnessshouldbeusedfortransmissionofnonroutinemessages.

b.Routinemessagesconveyinformationmanagersalreadyagreeonandunderstand.Theycanbecommunicatedthroughachannellowinrichness.

5.Thekeyistoselectachanneltofitthemessage.Thechoiceofacommunicationchannelcanalsoconveyasymbolicmeaningtothereceiver.Inasense,themediumbecomesthemessage.Forexample,face-to-facecommunicationcansignalthatmanagerscareabouttheiremployees.

B.CommunicatingtoPersuadeandInfluenceOthers

1.Communicationisusednotonlytoconveyinformation,butalsotopersuadeandinfluencepeople.Yet,somepeoplefindinterpersonalcommunicationdifficult.Communicationapprehensionisanindividual’sleveloffearoranxietyassociatedwithrealoranticipatedcommunication.Withtrainingandpractice,managerscanovercometheircommunicationapprehensionandbecomemoreeffectivecommunicators.

2.Topersuadeandinfluence,managersconnectwithothersonanemotionallevelbyusing:

symbols,metaphors,storiestoexpresstheirmessages.Storiestapintopeople’simaginations,helpingmanagersmakesenseoffast-changingenvironmentsinwayspeoplecanunderstandandshare.Storiesneednotbelong,complex,orcarefullyconstructed.Astorycanbeajoke,ananalogy,oraverbalsnapshotofsomethingfromthemanager’sownpastexperience.

C.NonverbalCommunication

1.Nonverbalcommunicationreferstomessagessentthroughhumanactionsandbehaviorsratherthanthroughwords.Itrepresentsamajorportionofthemessageswesendandreceiveandconsistsofitemssuchasfacialexpression,voice,mannerisms,posture,anddress.Nonverbalmessagesconveythoughtsandfeelingswithgreaterforcethandoourmostcarefullyselectedwords.

2.Nonverbalcommunicationoccursmostlyfacetoface.Oneresearcherfoundthreesourcesofcommunicationcuesduringface-to-facecommunication:

theverbal,whicharetheactualspokenwords;thevocal,whichincludethepitch,tone,andtimbreofaperson’svoice;andfacialexpressions.

3.Whenverbalandnonverbalmessagesconflict,thereceiverwillbeconfusedandmoreapttobelievethenonverbal.Nonverbalmessagesandbodylangueoftenconveyourrealthoughtsandfeelingswithgreaterforcethandoourmostcarefullyselectedwords.Managerscanlearntocoordinatetheirverbalandnonverbalmessagesandbesensitivetowhatpeers,subordinates,andsupervisorsaresayingnonverbally.

D.ListeningExhibit17.4

1.Listeninginvolvestheskillofgraspingbothfactsandfeelingstointerpretamessage’sgenuinemeaning.Listeningrequiresattention,energy,andskill.Goodlisteningmeansshiftingfromthinkingaboutselftoempathizingwiththeotherpersonandthusrequiresahighdegreeofemotionalintelligence.Someorganizationshavecreatedaculturethatemphasizesactivemanagerlistening.

UnlockingCreativeSolutionsThroughPEOPLE

ManagersatKwik-FitLearnThatItPaystoListen

WhenKerenEdwardstookoverashumanresourcesdirectoratKwik-FitFinancialServices,theworkenvironmentwasdourindeed.Staffturnoverattheinsurancecompanycallcenter,locatednearGlasgow,was52percent.SoEdwardsrolleduphersleevesandgottowork.WiththesupportofnewmanagingdirectorMartinOliver,whovowedtomakeKwik-Fita“fantasticplacetowork,”Edwardssupervisedaseriesofone-dayworkshopsthatcalledontheentireworkforcetotacklethecompany’shumanresourceproblems.Inall,32workshopsgenerated6,500proposals,someadmittedlymorefancifulthanpractical.Buttherewereplentyof