Академический Документы
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Communication
Culture
Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 2
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
1
Communication
• Forms of Communication:
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 3
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Non-Verbal Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 4
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
2
Communication
• Types of communication:
1. Intrapersonal communication
2. Interpersonal communication
3. Public communication
4. Mass communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 5
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Communication
• Communication
The process of the exchange of information between a sender and a
receiver through a medium (channel) which results in shared
feedback.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 6
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
3
Communication
Communication
− message,
− encoding,
− transmitting,
− receiving,
− decoding,
− understanding
− feedback
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 8
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
4
The Communication Process
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 9
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Agenda
Communication
Culture
5
Communication Barriers
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 11
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Communication Barriers
6
Communication Barriers - Sender
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 13
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 14
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
7
Communication Barriers
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 15
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Listening
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Active Listening
Listening Responses
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 18
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
9
Communication Improvement: Sender
• Improving Communications
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 19
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Non-Verbal Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 20
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
10
Non-Verbal Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 21
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Agenda
Communication
Culture
11
Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 23
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 24
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
12
Instructions
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 25
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Instructions
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 26
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
13
Definition of Conflict
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 27
Source: Wikipedia.org
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Conflict
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 28
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
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Three Types of Conflict
• Relationship Conflict
− Has a negative impact on group performance and
satisfaction
• Task Conflict
− Can improve group performance by forcing participants to
look at different points of view and to deal with
constructive criticism
• Process Conflict
− Conflicts over how tasks are to be performed, which was
often manifested as who would perform given tasks.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 29
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Sources of Conflict
• Communication differences
−Arising from semantic difficulties, misunderstandings,
and noise in the communication channels
• Structural differences
−Horizontal and vertical differentiation creates
problems of integration leading to disagreements
over goals, decision alternatives, performance
criteria, and resource allocations in organizations
• Personal differences
−Individual idiosyncrasies and personal value systems
create conflicts
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 30
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
15
Four Dimensions of Conflict
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 31
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Managing Conflict
• Conflict defined
− Perceived differences resulting in interference or opposition
• Functional conflict
− Conflict over what best supports an organization’s goals
• Dysfunctional conflict
− Conflict that prevents an organization from achieving its
goals
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 32
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
16
Conflict & Organizational Performance
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 33
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
• Traditional view
−Assumed that conflict was bad and would always have
a negative impact on an organization
• Human relations view
−Argued that conflict was a natural and inevitable
occurrence in all organizations; rationalized the
existence of conflict and advocated its acceptance
• Interactionist view
−Encourages mangers to maintain ongoing minimum
level of conflict sufficient to keep organizational units
viable, self-critical, and creative
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 34 •Prentice Hall, 2002
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
17
Negotiation & Conflict Management
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 35
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 36
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
18
Negotiation & Conflict Management
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 37
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 38
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
19
Negotiation & Conflict Management
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 39
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 40
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
20
Negotiation & Conflict Management
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 41
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 42
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
21
Communication – Manager`s view
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 43
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 44
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
22
Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 45
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Communication
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 46
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
23
Summary Module 3 – Part 1
- Concept of communication
- Communication barriers and ways to improve communication
- Effective workplace communication:
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 47
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Questions?
•Organizational Structures for Technology & Product Development: Dr.-Ing. Thomas Duda – P 48
•© Thomas Duda 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is
complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change
without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
24