mask like facial expression means leaders and managers communication skills - management-NOX BELLCOW

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mask like facial expression means leaders and managers communication skills - management

by:NOX BELLCOW     2019-07-13
On average, when they are awake, leaders and managers are indispensable in one way or another communication for about 70% of the time.This article actually strives to provide as many principles and suggestions as possible for managers and leaders who want to improve the effectiveness and efficiency of interactions.comprehended.Interpersonal relationships and communication.
Understand where this person comes from and the status, status and class of society.In addition to physical survival, Covey observed, "the greatest human need is psychological and emotional survival ---Be loved, watched, understood, affirmed, verified, appreciated and respected."When you listen carefully to another person's voice, you give that person a psychological breath .
""Once this critical need is met, you can focus on impact or issues --solving.The same is true, in turn.According to a research compilation by Karen Osterman (1993), leaders who focus on communicating themselves "right" become isolated and ineffective.Good audience...● Do not attempt to interrupt, especially to correct a mistake or score;● No pre-judgment and judgment;Answer the first three thoughts;Face the speaker with a smile;Close enough to hear;Observe non-verbal behavior;● Be aware of the prejudices or values that distort what they hear;● Find the feelings and basic assumptions behind the comments;Focus on what is being said;● Avoid rehearsing answers when the other party speaks;● Don't stick to the last sentence (Richard Gemmet 1977 ).
The attitude you want to listen to, and then the skill to help express that attitude.1."Asking questions" is a great way to initiate communication as it shows others your concern and interest in their response.■ ask open-2.Several types of feedback-Praise, paraphrasing, perceptionCheck, describe behavior and \ "I-messages\"--Discussed in the next paragraph.
The reaction they caused.
They provide these guidelines: the recipient should be prepared to receive feedback;The comment should be a description rather than an explanation;Attention should be focused on recent events or actions that can be changed, but should not be used to force people to change.A particularly important feedback for administrators is to let employees know how well they are doing their job.Effective management and leadership will give positive feedback in a timely manner.
They give negative feedback in private, without anger and personal attacks, they accept criticism and do not become defensive.3.Charles Zheng and his colleagues stress that the real purpose of the paraphrasing is not to clarify the true meaning of another person, but to show what it means to you.This may mean rephrasing the original statement in a more specific term using the example, or rephrasing the original statement in a more general term.
Behind the word.
Avoid any expression of approval or disapproval.5.According to Jung and his colleagues, useful behavioral descriptions report specific, observable behaviors with no value judgment and no allegation or generalization of motivation, attitude or personality traits"You almost disagree with everything he says" is better than "you're stubborn.\"I\"-The information reflects one's point of view and relies on the description rather than criticism, criticism, or prescription.
Information is unlikely to trigger a defensive response and more likely to be heard by the recipient.A form of "I --1.2.3.Reasons for concern.For example, "when you miss an employee meeting, I am concerned that we make plans without your input.To express feelings, Jung and colleagues recommended a simpler form.
You can refer directly to the feeling ("I'm angry") and use a metaphor ("I feel like a fish leaving the water "), or describe what you want to do ("I want to leave the room now ").Whether you are communicating with a person or a group of people, non-verbal information plays an important role.Kristen Amundson (1993) noted that a study found that 93% of the information was not sentVerbally, only 7% passed what was said.
Doreen S.
● \ "Body orientation \"-Face them when interacting.● \"Posture\" -A good attitude is related to confidence and enthusiasm.It shows how nervous or relaxed we are.Observing other people's postures provides clues to how they feel.
● \ "Facial expression \"-Pay attention to facial expressions.Some people do not use facial expressions to cover up their emotions;Others exaggerate their facial expressions to hide their true feelings.You feel the contradiction between language and non-verbal information and gently explore deeper.
● "Eye contact "-and confidence.
The opposite message was avoided.
● "Use of space "-The smaller the distance, the closer and informal the relationship.unapproachable.● \ "Personal instrument \"-People tend to show more respect and more positive response to people who are in good health.Dressed but not through the head.Vision, humor, accessibility, teamAll of this helps create a positive emotional atmosphere among employees and people.
● \"Vision\" -Allan Vann (1994) noted that "managers win the respect of employees by clarifying a clear vision of the mission of the school and working together to accomplish the agreed tasks --Objectives and objectives."The process should start before the beginning of the year and be strengthened throughout the year.● "Remove obstacles "-Communication barriers can drain the team's energy and isolate those who may continue to work on the basis of false assumptions.
Meetings and various internal communiques, together with private discussions, can be removed before interpersonal barriers become greater.● "Give praise "-Communication experts suggest using sincere compliments as much as possible to create a more constructive atmosphere.By telling others the stories of people in your workplace doing amazing things.
● "Accessible "-It is important to have personal contact and to welcome personal contact with others.Informal meetings are as important as formal meetings.Ask people about their family and call them by their name.
Taking the time to understand the manager or leadership of an employee will be able to identify, develop and make the most of the capabilities of each employee.● "Team building "-When organizations go to the siteOpen communication becomes more important based on management.By working hard to help each staff member realize his or her potential, a sense of teamwork can be cultivated.
● "Use humor "-Various researchers pointed out that humor is the seventh feeling necessary to effectively organize leadership.1.Creating and improving climate;2.Regarding employees, the manager's understanding of the complexity and needs of their professional work life;3.Break the rigidity of bureaucratic structure through humanized and personalized interpersonal communication;4.
When appropriate, impose sanctions and other necessary unhappiness.Christine Amundsen"Speaking and writing skills of educators.Arlington, Virginia: Association of School Administrators, 1993.
20 pages.
Stephen R.
Covey"Seven Habits of efficient people.
New York: Fireside book, Simon and Schuster, p. 1990.Doreen S.\ "The key to communication.School success manual.In the practice administrator leadership series edited by Jerry J.and Janice L.Herman.Thousand Oaks, California: Corwin Press, 1995.
59 pages.
ED 377 575.
Richard, jermet.
\ "Monograph on interpersonal communication."Redwood City, California: school director, San Mateo County, 1977.48 pages.ED 153 323.Glazer, Susan and Anthony bigleland\ "Increase your confidence and skills in interpersonal relationships: Teaching Manual.
Eugene, Oregon: 1977 author.
Charles and others.
Meeting Materials and leadership manuals.
Education Laboratory, northwest China, 1973.935 pages.ED 095 127.Karen F. ottoman"Communication skills: the key to care, cooperation, and change.Houston, Texas, October 2931, 1993.ED 363 973.Patricia R Pearson, and Paul V.Bredeson."It's not just a joke: the principal uses humor in his interpersonal relationships with the teacher.
Journal of School Leadership issues 3 and 5 (September 1993): 522-33.EJ 466 909.Vann, Allan S.That vision.\ "Principal \" 74,2 (November 1994): 25-26.EJ 492 877
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