管理溝通-(英文版)

內(nèi)容概要

　　《管理溝通》屬于商務(wù)英語高級(jí)階段教材，也可供MBA教學(xué)使用?！豆芾頊贤ㄗx本》的定位的補(bǔ)充讀物，也可供有一定英語基礎(chǔ)和管養(yǎng)具有管理和商務(wù)溝通能力的復(fù)合型人才?！豆芾頊贤ā穬?nèi)容由交際、管理和領(lǐng)導(dǎo)三部分組成，以交際為主?！豆芾頊贤ā酚糜⒄Z編寫，作者是Lin Bothwell，哈佛行為學(xué)博士，大學(xué)教授，曾在美國(guó)出版領(lǐng)導(dǎo)藝術(shù)一書，該書常銷13年。該作者曾在清華大學(xué)管理學(xué)院授課，講授管理溝通課程。《管理溝通》共14章，前4章介紹了溝通的基本理論和技巧；第五至第11章介紹了組織內(nèi)外的管理溝通的各個(gè)方面，包括管理過程、人力資源管理、營(yíng)銷管理、跨組織管理等；最后三章介紹了高層管理溝通，包括戰(zhàn)略管理、決策和領(lǐng)導(dǎo)力等。每章有練習(xí)題，部分章節(jié)有案例。

作者簡(jiǎn)介

作者：(美國(guó))博特威爾 (Lin Bothwell)

書籍目錄

Chapter 1 A Communication ModelWhat Is Communication; Barriers to Effective Communication; Communication in PracticeChapter 2 Interpersonal Communication Skills for ManagersInterpersonal Communication; Types of Interpersonal CommunicationChapter 3 Oral Communication SkillsListening and Speaking; Non-verbal Communication; Public SpeakingChapter 4 Written Communication SkillsCommunication Through Writing; The Process of WritingChapter 5 The Process of ManagementPlanning; Organizing; Directing ; ControllingChapter 6 Human Resource Management I Recruitment and Selection; The Job Hunting Process; New Employee Orientation; Training and Team Building; Motivation of EmployeesChapter 7 Human Resource Management II Organizational Constraints; Delegation; Job Enrichment;Employee Appraisals, Discipline and Development;Succession PlanningChapter 8 General Management ChallengesShowing Respect for Every Employee; Group Climate and the Management of Frustration and Conflict; The Management of Time; Managing Effective MeetingsChapter 9 Marketing CommunicationMarketing; Advertising; Sales; Customer ServiceChapter 10 Inter-organizational CommunicationWhat Is the Same? What Is Different?; Guidelines for Inter-organi-zational CommunicationChapter 11 International Management and Intercultural CommunicationLanguage; Non-verbal Communication Elements; CultureChapter 12 Strategic Management CommunicationIntroduction; Aspects of Strategic Planning; Communication in Strategic ManagementChapter 13 Executive Decision MakingDecision Making and Top Management; Effective Decision Making; Problem SolvingChapter 14 Leadership and CommunicationWhat Is Leadership?; Approaches to Leadership;Leadership by Objectives and ResultsAppendix A Exercises for Personal AssessmentAppendix B Guidelines for Teachers and TrainersBibliography

章節(jié)摘錄

Communication is the single most important leadership skill and the most important organizational topic to be discussed in this book. Civilization is created through communication; culture is transmitted to future generations, problems are solved, relation-ships formed, all that makes us human is wrapped up in our ability to communicate effectively.Communication can be defined as a two-way transfer of meaning. Each part of this definition contains meaning that aids in understanding what communication is and does. Two-way implies that communication is an interactive process with information both being sent and returning. The term transfer in the definition implies that the meaning must get from one person to another. There is no current "Mork from Ork" technique for touching another person and instantaneously transferring information. Therefore, your message must go through a medium. There are problems in getting the message through that medium.The third part of the definition is the concept of meaning. The definition could read "a two-way transfer of information, ideas, concepts, or feelings." Any of these definitions would have been adequate, but the word meanings was chosen because several concepts associated with the term meanings aid in the understanding of communication.First, meanings come from two places: inside the communicator and from the context （environment） of the communication. When you are communicating with a different person, or the same person in a different environment, the meaning will change. Telling employees to get a job done immediately will sound different to them on a Friday afternoon than it will on a Tuesday morning.Second, people develop meanings for communication symbols based on their experi-ence. Since no two people have the same experience, no two people will have the same meanings. A client may call you and say that his check was incorrect. What you think of, as a check may not be what he means by a check. In fact, he could be referring to an invoice, a receipt, or a bill of lading.Third, and the most important concept to understand: Words do not have meanings, only people have meanings. If you want your brain filaments to burn out, consider the fact that the word word is a word. What does the word word mean？ It does not mean anything. It is just a collection of squiggly lines. I know what word means to me. You know what word means to you. If we share a common meaning we can communicate.

編輯推薦

《管理溝通》為末來的經(jīng)理人打開管理溝通之門，旨在幫助讀者掌幄溝通技巧。以解決職業(yè)生涯中可能遇到的溝通問題——從求職到有效管理再到戰(zhàn)略層面的領(lǐng)導(dǎo)與溝通?！豆芾頊贤ā饭?4章，1～4草介紹了溝通的基南理論和技巧；5～11章介紹了管理過程、人力資源管理、營(yíng)銷管理等管理溝通的各個(gè)方面；11～14章介紹了戰(zhàn)略管理、決策和領(lǐng)導(dǎo)力等高層管理溝通技15。《管理溝通》可作為經(jīng)管類、商貿(mào)類專業(yè)課程的補(bǔ)充教村，可供MBA和商務(wù)英語教學(xué)使用，也可供有一定英語基礎(chǔ)和管理經(jīng)驗(yàn)的社會(huì)讀者使用。

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