【正文】 N K N O WN EXERCISE: selfdisclosure and feedback 1. In this exercise you work in a small group (57). Each person has a pencil and several sheets of paper。 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 uncooperative, 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 。 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 。 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) 。 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 。 ? 作為公司的一員 ， 你會(huì)享受到健康保險(xiǎn) 。 女王徘徊了半晌 ， 又上前敲門(mén) 。”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)。 2. 要使溝通成功 ， 意義不僅需要被傳遞 ，還需要被理解 。法約爾 ): planning計(jì)劃 , anizing組織 , coordinating協(xié)調(diào) , manding領(lǐng)導(dǎo) , controlling控制 Henry Mintzberg (亨利 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?！? ? 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。該部門(mén)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 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 。 ” 蔡桓公還是不相信。 ? 今天下午我們會(huì)把你們 9月 21日的訂貨裝船發(fā)運(yùn) 。 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。 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 。 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) 。 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) 。 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 。 ? 我們?yōu)樗械膯T工提供健康保險(xiǎn) 。 ” 門(mén)還是沒(méi)開(kāi) 。”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。 ? Special barriers: Information disor