一、管理溝通基礎理論
管理溝(gou)通(tong)(tong)建立在(zai)一系(xi)列基(ji)礎理論之上。首先，溝(gou)通(tong)(tong)的(de)功能(neng)(neng)是(shi)多(duo)元的(de)，它(ta)(ta)不僅能(neng)(neng)傳遞(di)信(xin)(xin)息(xi)，還能(neng)(neng)協調組織內部關系(xi)、激(ji)勵(li)員(yuan)工等。例如(ru)在(zai)企業中，通(tong)(tong)過有效(xiao)的(de)溝(gou)通(tong)(tong)，管理層可以將公(gong)司的(de)戰略目標傳達給(gei)員(yuan)工，這就(jiu)是(shi)信(xin)(xin)息(xi)傳遞(di)功能(neng)(neng)的(de)體(ti)現(xian)。同時，管理溝(gou)通(tong)(tong)的(de)重要(yao)性不可忽視，它(ta)(ta)是(shi)企業高效(xiao)運轉的(de)潤(run)滑劑。許多(duo)管理大(da)師都對(dui)溝(gou)通(tong)(tong)有深刻(ke)的(de)論述，如(ru)*·*強調溝(gou)通(tong)(tong)是(shi)管理的(de)基(ji)本職(zhi)能(neng)(neng)之一。
那么(me)什么(me)是(shi)管(guan)(guan)理(li)溝(gou)通(tong)(tong)呢？簡(jian)單來(lai)說，它是(shi)在(zai)管(guan)(guan)理(li)活動中(zhong)(zhong)(zhong)(zhong)進行的溝(gou)通(tong)(tong)行為，具有特(te)定的三大(da)要件，包括信(xin)(xin)息(xi)(xi)的發送者、接收(shou)者以及(ji)溝(gou)通(tong)(tong)渠道等。在(zai)溝(gou)通(tong)(tong)中(zhong)(zhong)(zhong)(zhong)還存在(zai)三層(ceng)次(ci)，從低到(dao)(dao)高分別為信(xin)(xin)息(xi)(xi)層(ceng)次(ci)、情(qing)感層(ceng)次(ci)和(he)行為層(ceng)次(ci)。這(zhe)就好(hao)比在(zai)華夏人壽天津分公司的管(guan)(guan)理(li)溝(gou)通(tong)(tong)專項培(pei)(pei)訓中(zhong)(zhong)(zhong)(zhong)，培(pei)(pei)訓者要先向學(xue)員傳(chuan)達管(guan)(guan)理(li)溝(gou)通(tong)(tong)的基礎知(zhi)識，這(zhe)是(shi)信(xin)(xin)息(xi)(xi)層(ceng)次(ci)；學(xue)員們在(zai)參與沙盤實操過(guo)程中(zhong)(zhong)(zhong)(zhong)建立團隊情(qing)感聯(lian)系，這(zhe)是(shi)情(qing)感層(ceng)次(ci)；最后學(xue)員將(jiang)培(pei)(pei)訓所(suo)學(xue)運用到(dao)(dao)實際(ji)工(gong)作(zuo)中(zhong)(zhong)(zhong)(zhong)，這(zhe)就是(shi)行為層(ceng)次(ci)。而且(qie)，在(zai)溝(gou)通(tong)(tong)中(zhong)(zhong)(zhong)(zhong)存在(zai)著溝(gou)通(tong)(tong)漏斗(dou)和(he)溝(gou)通(tong)(tong)失(shi)真(zhen)的現象(xiang)，往往信(xin)(xin)息(xi)(xi)在(zai)傳(chuan)遞(di)過(guo)程中(zhong)(zhong)(zhong)(zhong)會不斷衰減和(he)變形。
二、溝通技能的學習
（一(yi)）人(ren)際(ji)(ji)溝(gou)通(tong)技(ji)能 人(ren)際(ji)(ji)溝(gou)通(tong)是管理(li)溝(gou)通(tong)中的重要(yao)組成部分。在(zai)《管理(li)溝(gou)通(tong)》課程中，人(ren)際(ji)(ji)溝(gou)通(tong)以溝(gou)通(tong)理(li)論和(he)技(ji)能為主線(xian)。其中涉(she)及到傾聽(ting)技(ji)巧，在(zai)實際(ji)(ji)的管理(li)溝(gou)通(tong)培訓中，會教授學員如何克服(fu)傾聽(ting)障(zhang)礙，例如避免(mian)過早判斷(duan)、保(bao)持專注等(deng)。有效的傾聽(ting)技(ji)巧是能夠在(zai)對方(fang)表達時給予積(ji)極的反饋，像點頭(tou)、眼(yan)神交(jiao)流等(deng)。同時，提問(wen)(wen)也是聽(ting)的有效工具(ju)，通(tong)過恰(qia)當的提問(wen)(wen)可以深入理(li)解(jie)對方(fang)的意圖(tu)。
非(fei)語言溝(gou)通(tong)技巧同樣關鍵，這(zhe)包括(kuo)巧用聲音、眼(yan)神、表情和肢體(ti)等進行(xing)溝(gou)通(tong)。例(li)如(ru)在面(mian)(mian)對面(mian)(mian)的(de)管理溝(gou)通(tong)中(zhong)，一(yi)個(ge)真誠(cheng)的(de)微笑、堅(jian)定的(de)眼(yan)神都能夠傳遞積極的(de)信號。在360度管理溝(gou)通(tong)培訓(xun)中(zhong)，也會(hui)有實戰演練，讓學(xue)員學(xue)會(hui)如(ru)何通(tong)過非(fei)語言方式(shi)辨別真假信息。
（二）組織溝通(tong)(tong)(tong)技(ji)能 1. 口頭(tou)(tou)表(biao)達(da)(da)與書面(mian)溝通(tong)(tong)(tong) 在組織溝通(tong)(tong)(tong)中(zhong)(zhong)，口頭(tou)(tou)溝通(tong)(tong)(tong)有著三個環(huan)節：表(biao)達(da)(da)、傾聽和(he)反(fan)饋。對于基層管(guan)理(li)(li)干部來說，掌(zhang)握良好的口頭(tou)(tou)表(biao)達(da)(da)能力能夠準(zhun)確地傳達(da)(da)工作(zuo)任務和(he)要(yao)(yao)求(qiu)。而書面(mian)溝通(tong)(tong)(tong)則需(xu)要(yao)(yao)遵(zun)循一定的禮儀，例如(ru)(ru)(ru)格式規范、用(yong)詞準(zhun)確等(deng)。在企(qi)業的日常管(guan)理(li)(li)中(zhong)(zhong)，如(ru)(ru)(ru)發布通(tong)(tong)(tong)知、撰寫報告(gao)等(deng)都(dou)需(xu)要(yao)(yao)運用(yong)書面(mian)溝通(tong)(tong)(tong)技(ji)能。 2. 團(tuan)隊(dui)溝通(tong)(tong)(tong) 團(tuan)隊(dui)溝通(tong)(tong)(tong)是實現團(tuan)隊(dui)協作(zuo)的重(zhong)(zhong)要(yao)(yao)手(shou)段(duan)。這包括(kuo)團(tuan)隊(dui)成員之間的信息(xi)共享、意(yi)見交流等(deng)。例如(ru)(ru)(ru)在華(hua)夏人(ren)壽(shou)天(tian)津分公司的培訓中(zhong)(zhong)，學員通(tong)(tong)(tong)過扮(ban)演企(qi)業中(zhong)(zhong)的不同角色開展分工協調(diao)，體會到團(tuan)隊(dui)溝通(tong)(tong)(tong)的重(zhong)(zhong)要(yao)(yao)性。團(tuan)隊(dui)溝通(tong)(tong)(tong)中(zhong)(zhong)要(yao)(yao)遵(zun)循管(guan)理(li)(li)溝通(tong)(tong)(tong)的四大(da)原(yuan)則，如(ru)(ru)(ru)準(zhun)確性原(yuan)則、完整性原(yuan)則等(deng)。
（三）不(bu)同(tong)方向的溝(gou)(gou)通(tong)(tong)(tong)技能 1. 上(shang)(shang)(shang)行(xing)(xing)溝(gou)(gou)通(tong)(tong)(tong) 在360度的上(shang)(shang)(shang)行(xing)(xing)溝(gou)(gou)通(tong)(tong)(tong)中，員(yuan)工(gong)(gong)(gong)需(xu)要(yao)了(le)解如何與(yu)上(shang)(shang)(shang)司(si)進行(xing)(xing)有(you)效的溝(gou)(gou)通(tong)(tong)(tong)。這需(xu)要(yao)尊重(zhong)上(shang)(shang)(shang)司(si)的權(quan)威，恪盡(jin)職守不(bu)越位(wei)，在請(qing)示匯報(bao)時有(you)分寸。例如在向上(shang)(shang)(shang)司(si)匯報(bao)工(gong)(gong)(gong)作(zuo)(zuo)時，要(yao)條理(li)(li)清晰，突(tu)出重(zhong)點(dian)。同(tong)時，在必要(yao)的時候還(huan)要(yao)有(you)膽(dan)有(you)識，能夠說服上(shang)(shang)(shang)司(si)獲取支持，幫助上(shang)(shang)(shang)司(si)度過難關。 2. 下行(xing)(xing)溝(gou)(gou)通(tong)(tong)(tong) 下行(xing)(xing)溝(gou)(gou)通(tong)(tong)(tong)要(yao)求管理(li)(li)者能夠將信(xin)息準(zhun)確無誤地傳達給下屬員(yuan)工(gong)(gong)(gong)，并且要(yao)關注員(yuan)工(gong)(gong)(gong)的反饋。管理(li)(li)者要(yao)明確自己的定位(wei)，運用(yong)合適的溝(gou)(gou)通(tong)(tong)(tong)方式，激(ji)發員(yuan)工(gong)(gong)(gong)的工(gong)(gong)(gong)作(zuo)(zuo)積極性。 3. 部(bu)門間協(xie)同(tong)溝(gou)(gou)通(tong)(tong)(tong) 部(bu)門間協(xie)同(tong)溝(gou)(gou)通(tong)(tong)(tong)涉(she)及到不(bu)同(tong)部(bu)門之間的合作(zuo)(zuo)與(yu)交流(liu)。這需(xu)要(yao)各部(bu)門明確自己的職責和(he)目標，在溝(gou)(gou)通(tong)(tong)(tong)中遵循平等、互利的原則(ze)。例如在一(yi)個項(xiang)目中，市場(chang)部(bu)和(he)研發部(bu)需(xu)要(yao)協(xie)同(tong)工(gong)(gong)(gong)作(zuo)(zuo)，就需(xu)要(yao)通(tong)(tong)(tong)過有(you)效的溝(gou)(gou)通(tong)(tong)(tong)來協(xie)調工(gong)(gong)(gong)作(zuo)(zuo)進度、資(zi)源分配等。
三、管理溝通中的其他重要內容
（一）情(qing)感內容的(de)管理溝通(tong) 情(qing)感溝通(tong)在(zai)管理中是非常基礎且重(zhong)要(yao)的(de)。因為員(yuan)(yuan)工(gong)(gong)是有情(qing)緒(xu)和情(qing)感的(de)個體，情(qing)緒(xu)和情(qing)感會(hui)影響員(yuan)(yuan)工(gong)(gong)的(de)工(gong)(gong)作(zuo)效率(lv)。企業(ye)管理者要(yao)學會(hui)了解(jie)和疏導(dao)員(yuan)(yuan)工(gong)(gong)的(de)情(qing)感。比如，當(dang)員(yuan)(yuan)工(gong)(gong)面(mian)臨工(gong)(gong)作(zuo)壓(ya)力(li)產生(sheng)負(fu)面(mian)情(qing)緒(xu)時，管理者要(yao)通(tong)過溝通(tong)來(lai)緩(huan)解(jie)員(yuan)(yuan)工(gong)(gong)的(de)壓(ya)力(li)，激發員(yuan)(yuan)工(gong)(gong)的(de)正(zheng)面(mian)情(qing)緒(xu)，如信(xin)任感、愉快感等，從而發揮員(yuan)(yuan)工(gong)(gong)的(de)*潛能。像在(zai)一些成功的(de)企業(ye)中，管理者會(hui)定期與(yu)員(yuan)(yuan)工(gong)(gong)進(jin)行一對一的(de)談話，關(guan)注員(yuan)(yuan)工(gong)(gong)的(de)情(qing)緒(xu)狀(zhuang)態。
（二）管(guan)理(li)溝(gou)通(tong)(tong)(tong)前的(de)(de)籌劃(hua) 在(zai)進行管(guan)理(li)溝(gou)通(tong)(tong)(tong)之前，需(xu)要知己(ji)知彼(bi)。知己(ji)就(jiu)(jiu)是要認清自(zi)己(ji)的(de)(de)性格(ge)，清楚溝(gou)通(tong)(tong)(tong)的(de)(de)目的(de)(de)，制定(ding)溝(gou)通(tong)(tong)(tong)策略(lve)。例如，如果管(guan)理(li)者是比(bi)較強勢的(de)(de)性格(ge)，在(zai)與(yu)比(bi)較內向的(de)(de)員工溝(gou)通(tong)(tong)(tong)時，就(jiu)(jiu)要調(diao)整(zheng)自(zi)己(ji)的(de)(de)溝(gou)通(tong)(tong)(tong)風(feng)格(ge)。知彼(bi)則是要分(fen)析對(dui)方(fang)的(de)(de)態度，尋找原始(shi)認同，選擇合適(shi)的(de)(de)溝(gou)通(tong)(tong)(tong)方(fang)式(shi)。在(zai)培訓中會有現場測試等方(fang)式(shi)幫助學員了解自(zi)己(ji)的(de)(de)溝(gou)通(tong)(tong)(tong)風(feng)格(ge)，從而更好地進行溝(gou)通(tong)(tong)(tong)籌劃(hua)。
（三）管(guan)理(li)溝(gou)(gou)通效果(guo)(guo)評(ping)估與(yu)改進(jin)(jin)(jin) 管(guan)理(li)溝(gou)(gou)通培訓還會涉及到對溝(gou)(gou)通效果(guo)(guo)的(de)(de)(de)評(ping)估與(yu)改進(jin)(jin)(jin)。這包括對溝(gou)(gou)通目標達成情況的(de)(de)(de)評(ping)估、溝(gou)(gou)通效率的(de)(de)(de)評(ping)估等。如(ru)(ru)(ru)果(guo)(guo)發現(xian)溝(gou)(gou)通效果(guo)(guo)不(bu)佳，就(jiu)(jiu)要(yao)分析原因，是溝(gou)(gou)通渠道的(de)(de)(de)問(wen)題，還是溝(gou)(gou)通技能的(de)(de)(de)不(bu)足，進(jin)(jin)(jin)而(er)采取相應(ying)的(de)(de)(de)改進(jin)(jin)(jin)措施。例(li)如(ru)(ru)(ru)，如(ru)(ru)(ru)果(guo)(guo)發現(xian)員(yuan)工對某項政(zheng)策(ce)理(li)解不(bu)到位，可能是傳(chuan)達過程中的(de)(de)(de)問(wen)題，就(jiu)(jiu)需要(yao)改進(jin)(jin)(jin)傳(chuan)達方式，如(ru)(ru)(ru)采用更(geng)加通俗易懂(dong)的(de)(de)(de)語言或(huo)者增加案例(li)說(shuo)明等。
（四(si)）管理溝(gou)(gou)(gou)通(tong)(tong)在(zai)不(bu)同場(chang)景(jing)的應(ying)用(yong) 管理溝(gou)(gou)(gou)通(tong)(tong)在(zai)不(bu)同場(chang)景(jing)下(xia)(xia)有不(bu)同的應(ying)用(yong)方(fang)式。例如在(zai)電話溝(gou)(gou)(gou)通(tong)(tong)中(zhong)要(yao)(yao)注(zhu)意禮儀，簡潔明了地(di)表達(da)內容(rong)；當面溝(gou)(gou)(gou)通(tong)(tong)時(shi)要(yao)(yao)注(zhu)意場(chang)景(jing)氛圍的營造；書面溝(gou)(gou)(gou)通(tong)(tong)要(yao)(yao)根據不(bu)同的對(dui)象(xiang)和目的調整內容(rong)和格式等(deng)。在(zai)培訓中(zhong)會(hui)通(tong)(tong)過場(chang)景(jing)模擬等(deng)方(fang)式讓(rang)學員(yuan)熟悉(xi)不(bu)同場(chang)景(jing)下(xia)(xia)的溝(gou)(gou)(gou)通(tong)(tong)技(ji)巧(qiao)，如模擬商務談判(pan)場(chang)景(jing)、員(yuan)工績效(xiao)反饋場(chang)景(jing)等(deng)。
總(zong)之(zhi)，天津(jin)的管(guan)理(li)溝(gou)通(tong)培訓涵蓋了從基礎(chu)理(li)論到(dao)各種溝(gou)通(tong)技能，再到(dao)情感溝(gou)通(tong)、溝(gou)通(tong)籌(chou)劃、效果評估以及(ji)不同場景應用(yong)等多(duo)方面的內容，旨(zhi)在(zai)提升員工的溝(gou)通(tong)能力(li)，提高企業的管(guan)理(li)效率。
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