管理沟通英语期末整理
管理沟通英语 期末整理
管理沟通英语期末整理:1. 管理沟通的五大策略，并且如何用这些策略分析视频或平面广告的沟通效果；Communicator Strategy：Is to analysisWho am I-［credibility].What’s my object—（why）。
What style should I choose-（how),in all，is credibility，objective and styleAudience Strategy：Techniques for gearing your communication toward your audience’s needs and interests. Containing five parts：Who are they?What do they know？What do they need?What do they feel？How can you motivate them?Message Strategy：2 basic approaches：Emphasize(强调）and organize（有条理的）：Defining the object \Clear ideas\ contend and structure。
Channel choice Strategy:1。
Writing or speaking?—-—Writing：keeps a permanent record and more formal；———Speaking: need a “richer” communication (需要更丰富的沟通）—much more than words, difficult to arrange and unproductive and easier to be forgotten IM’s problem1.The other person is not always available2。
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 10
I NTERCULTURAL AND I NTERNATIONAL C OMMUNICATIONC HAPTER 10“Life in the 21st Century will not be ‘business as usual’.”I. The new century brings new intercultural challenges to communication at home.A. Profound population shifts in the next few decades will leave the U.S. older andfar more ethnically diverse that ever before.B. Although current population rates continue to rise, after 2025 the U.S. willexperience an all-time low growth rate because the aging baby boomers will begindying faster than new Americans are born.C. The average age of the American population is growing exponentially.D. The shape, size, and even the definition of American families has drasticallychanged over the last thirty years.E. More women are entering the workforce than at any time since the end of WorldWar II.1. Women are still paid about 75 percent of what men in comparablepositions receive.2. Working women still bear a disproportionate share of the burden of childcare and household duties.II. Cultural challenges faced abroad also affect our ability to communicate.A. Many changes have caused a new world order and thus have ignited theimportance of international business. The key to success in the globalmarketplace is understanding the culture of your suppliers, customers, andcompetitors.B. Customs and cultures abroad differ from those in the U.S., often causingunknowing Americans embarrassment, anger, and sometimes imprisonment.1. Nonverbal communication can be as much a source of misunderstandingas verbal communication.2. Being culturally sensitive is essential to your success. Failures in anoverseas business setting most frequently result from an inability tounderstand and adapt to foreign ways of thinking and acting.III. Culture is everything people have, think, and do as members of their society.A Culture is a central part of our society, our economy, and the organizations whichemploy us.B. Culture is composed of the following items:1. Material objects;2. Ideas, values, and attitudes;3. Expected patterns of behavior.C. Here are a few ideas about culture that have been shown to be true across timeand across both national and cultural boundaries:1. Culture is learned.2. Cultural is universal to human society.3. Cultural is constantly undergoing change.a. Changes due to internal forces, such as discovery, invention, andinnovation.b. Changes due to external forces, such as diffusion of innovationacross space and time, and borrowing the traits, habits, or customsof another culture.4. Some cultures move more quickly than others. Here are five factorswhich influence the rate of change as well as the kind of change a culturemay experience:a. Relative advantage;b. Compatibility;c. Complexity;d. Trialability;e. Observability.5. Culture is not value-neutral.6. Not all cultures are equally complex.7. Virtually all cultures permit the development of sub-cultures.8. Culture can influence biology and biology can influence culture.9. All cultures display ethnocentrism, or the tendency to evaluate aforeigner’s behavior by the standards of one’s own culture and to believethat one’s own culture is superior to others.IV. Cross-cultural communication skills are essential to success in the global economy. The skill set you need to sharpen your cross-cultural communication skills involves thefollowing personal capacities:A. The capacity to accept the relativity of your own knowledge and perceptions.B. The capacity to be nonjudgmental.C. A tolerance for ambiguity.D. The capacity to communicate respect for other people’s ways, their country, andtheir values without adopting or internalizing them.E. The capacity to display empathy, to be flexible, and to take turns.F. The humility to acknowledge what you do not know or understand.。
《管理英语3》期末复习指导
《管理英语3》期末复习指导考试形式：闭卷纸考考试时间：60分钟题型：交际用语、词汇与结构、阅读理解、写作。
考核依据：《管理英语3》教材、《管理英语3》教学大纲、纸质形考作业册及期末复习指导。
第一部分交际用语 (10分)1-5题：根据对话内容选择恰当的选项。
（每题2分，共10分）1. — How did you miss your train?—A. Well, I was caught in the traffic jam.B. What’s your proposal?C. Never mind.答案：A解析：本题考查“交通与出行”的交际用语。
How did you miss your train? 询问对方“为什么错过了火车”，答语是“塞车了”，所以答案是A。
2. — I wish you success in your career.— .A. Go aheadB. It doesn’t matterC. The same to you答案：C解析：本题考查“祝愿和应答”的交际用语。
选项A单独使用，表同意，“行,可以”；选项B是“没关系”，选项C“祝你也如此”。
句意：我祝愿你事业有成。
所以答案是C。
3. —I’m more than happy to go out this weekend.—_________________. We’ve got so much work to do at that time.A. Don't worryB. Forget itC. Don't say so答案：B解析：本题考查“回应”的交际用语。
句意：—这个周末我非常想出去。
—休想。
那时我们有很多工作要做。
A不用担心；B休想，算了！C不用这样说。
所以答案是B。
4. —I’ve started my own software company.—A. Could you tell me who is the owner?B. No kidding! Congratulations!C. If I had the money, I’d start one.答案：B解析：本题考查“表示祝贺的交际用语。
管理沟通英语作文初中
管理沟通英语作文初中Communication is a vital aspect of management, and it plays a crucial role in the success of any organization. Effective communication involves not only the exchange of information but also the understanding and interpretation of that information by all parties involved. In the context of management, this means that managers must be able to communicate clearly with their team members, stakeholders, and other departments.Importance of Communication in Management1. Clarity and Understanding: Clear communication ensuresthat everyone is on the same page. It helps in avoiding misunderstandings and misinterpretations that can lead to costly mistakes.2. Decision Making: Effective communication is essential for making informed decisions. It allows managers to gather all necessary information and perspectives before makingstrategic choices.3. Teamwork and Collaboration: Good communication fosters a sense of teamwork and collaboration. It allows team members to work together towards common goals and to share ideas and feedback.4. Conflict Resolution: Open and honest communication is keyto resolving conflicts. It enables managers to address issues before they escalate and to find solutions that are acceptable to all parties.5. Motivation and Engagement: When managers communicate well, they can motivate their team members and keep them engaged. This leads to higher productivity and job satisfaction.Strategies for Effective Communication in Management1. Active Listening: Managers should practice activelistening to understand the concerns and ideas of their team members.2. Feedback: Providing constructive feedback is crucial for performance improvement. It should be specific, timely, and focused on behavior rather than personality.3. Transparency: Being transparent about goals, expectations, and performance helps in building trust and credibility.4. Use of Technology: Leveraging communication tools and platforms can enhance the speed and efficiency of communication.5. Cultural Sensitivity: Managers should be aware of cultural differences and adapt their communication style accordingly.Challenges in Communication1. Language Barriers: In diverse teams, language can be abarrier to effective communication.2. Information Overload: The sheer volume of information can sometimes make it difficult for managers to communicate effectively.3. Emotional Biases: Emotions can cloud judgment and affectthe clarity and objectivity of communication.4. Time Constraints: Managers are often pressed for time, which can lead to rushed or incomplete communication.ConclusionEffective management communication is not just about speaking; it's also about listening, understanding, and responding appropriately. It requires a combination of goodinterpersonal skills, organizational skills, and the use of appropriate technology. By mastering these skills, managers can ensure that their team is well-informed, motivated, and working towards the organization's goals.。
管理英语3期末考试复习题库
管理英语3期末考试复习题库一、选择题1. The primary goal of a business organization is to:A. Maximize shareholder valueB. Increase market shareC. Improve employee satisfactionD. Expand product lines2. Which of the following is NOT a function of management?A. PlanningB. OrganizingC. LeadingD. Innovating3. In the context of management, what does SWOT stand for?A. Strengths, Weaknesses, Opportunities, ThreatsB. Systems, Work, Objectives, TacticsC. Skills, Workforce, Organization, TechnologyD. Strategies, Workflow, Opportunities, Tactics4. Which of the following is an example of a strategic management tool?A. SWOT AnalysisB. Balance ScorecardC. Both A and BD. Neither A nor B5. The concept of "management by objectives" was popularized by:A. Peter DruckerB. Henry MintzbergC. Frederick TaylorD. Max Weber二、填空题6. The process of setting goals, planning, organizing, leading, and controlling to accomplish organizational objectives is known as __________.7. The term "management" refers to the coordination and supervision of __________ and __________ in an organization.8. In the management hierarchy, the top level is known as the __________, and the bottom level is known as the __________.9. The process of determining how to best use resources to achieve organizational goals is called __________.10. A(n) __________ is a document that outlines the strategic direction and priorities of an organization.三、简答题11. Explain the difference between leadership and management.12. Describe the role of communication in the management process.13. What are the key elements of a balanced scorecard?14. Discuss the importance of ethical considerations in management decision-making.15. How can a SWOT analysis be used to inform strategic planning?四、案例分析题16. Case Study: XYZ Corporation is facing a decline in sales and needs to reevaluate its strategic direction. Using the SWOT analysis, outline the steps XYZ Corporation should take to identify its strengths, weaknesses, opportunities, and threats.17. Case Study: ABC Company has recently experienced a significant increase in employee turnover. Discuss how the company can apply the principles of effective leadership to improve employee retention.18. Case Study: PQR Enterprises is considering expanding intoa new international market. What factors should PQR consider when evaluating the feasibility of this expansion?19. Case Study: LMN Industries has been criticized for its lack of environmental responsibility. How can LMN Industries integrate sustainability into its management practices?20. Case Study: EFG Partners is a small business looking to grow. What strategic management tools can EFG use to plan for growth and expansion?五、论述题21. Discuss the evolution of management theories from the early 20th century to the present day.22. Analyze the impact of globalization on management practices and strategies.23. Evaluate the role of technology in modern management and its implications for the future of work.24. Consider the challenges and opportunities presented by the rise of remote work and how management can adapt.25. Explore the concept of corporate social responsibility (CSR) and its significance in contemporary management.结束语希望这份复习题库能够帮助你更好地准备管理英语3的期末考试。
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 08
L ISTENING AND F EEDBACKC HAPTER 8“Listening is hard work.”I. Most recent studies have shown that adults now spend more than half of their dailycommunication listening to someone else speak.II. Studies of listening skill show that the average North American adult listens at an efficiency rate of 25 percent.III. There is a substantial difference between hearing and listening.A. Hearing is merely an involuntary physical response to the environment.B. Listening is a process that includes hearing, attending to, understanding,evaluating, and responding to spoken messages.IV. Why should we listen?A. Poor listening can cause simple mistakes, lawsuits, and even deadly disasters.B. Listening is the central skill in the establishment and maintenance of interpersonalrelationships.V. There are many good reasons to improve your listening.A. The act of listening to another person demonstrates that you value him or her andcare about what he or she is saying.B. Listening to your employees promotes problem solving activities. By listeningcarefully and reflectively, a supervisor can guide a subordinate to a solution thathas a greater chance for success and greater levels of employee buy-in.C. Listening increases your receptiveness to the thoughts and ideas of others.D. Listening helps you to increase the self-esteem of the speaker. Increasing youremployees’ self-esteem can help them to concentrate on the tasks at hand andcompete successfully.E. Listening helps you to overcome self-consciousness and self-centeredness.49F. By listening to the concerns and interests of the other person first, you are morelikely to get what you want sooner and with substantially less angst.VI. The first step in becoming a more effective listener is to identify poor listening habits we have developed over a lifetime and replace them with effective, productive habits.A. Here are a few poor listening habits you must recognize and correct to improveyour listening skills:1. Being preoccupied with talking, not listening.2. Calling the subject uninteresting.3. Letting bias or prejudice distort the messages you hear.4. Oversimplifying answers or explanations.5. Yielding to external distractions.6. Yielding to internal distractions.7. Avoiding difficult or demanding material.8. Rationalizing poor listening.9. Criticizing the speaker’s delivery.10. Jumping to conclusions before the speaker has made his/her point.11. Being overly concerned with your response instead of focusing on themessage of the speaker.12. Assigning the wrong meaning to words.13. Listening only for facts and not context, connections, and rhetoricalligatures that link facts to human experience.14. Trying to make an outline of everything you hear or trying to forceinformation into artificial patterns.15. Faking attention to the speaker.16. Letting your heightened emotions regarding word choice or subject matterdistract you from the conversation or speech.5017. Interrupting the speaker to express your own opinion.18. Wasting the differential between the rate at which we speak and the rate atwhich we think.B. Here are a few habits you may want to substitute to effectively improve yourlistening skills:1. Stop talking.2. Participate in only one conversation at a time.3. Empathize with the person speaking.4. Ask questions if you are confused, lost, or need information.5. Although asking questions is useful, don’t interrupt your conversationpartner for a bit.6. Show complete interest in what is being said to you.7. Attain the privacy or proper environment to discuss the matter at hand toensure you will give the speaker your undivided attention.8. Listen critically by evaluating all the facts and evidence.9. Look beyond your assessment of the speaker to the ideas contained in thespeech.10. Realize that just because you want to hear it, that does not mean that thespeaker is saying it.11. Match your expectations of the speaker’s content against what youactually hear and think carefully about what has not been said.12. Tune into the speaker’s mood and intention, as well as the content of thespeech.13. Focus, concentrate, ask questions, and pay attention to what is going on tomake sure you understand the message.VII. To become an effective, empathetic, and skilled listener, you must participate in dialogue.Here are five skills that may help to increase your chances for becoming a successful,active listener.51A. Paraphrase as others speak to show you are actually listening to their words.B. Summarize the feeling of the speaker.C. Reflect the cognitive or logical content of a discussion.D. Review what you have concluded.E. After you have listened, follow through with actions.VIII. Periodically review your communication practices, and your listening habits in particular, to monitor your improvement.A. Here is a four-step process you should use to complete this review:1. Review your listening inventory.2. Recognize your undesirable listening habits.3. Refuse to tolerate undesirable habits.4. Replace undesirable habits with effective ones.IX. You can significantly increase the probability of communication success if you understand the role of feedback in both personal and professional communication.A. Here are some guidelines for constructive feedback:1. Acknowledge the need for feedback to assist in bettering yourorganization.2. Give both positive and negative feedback.3. Understand the context of the feedback (i.e., where it happened, why ithappened, what led up to the event).4. Make sure you are using words whose meaning you both understand.5. Do not speak in a language your conversation partner is likely tomisunderstand, misconstrue, or misinterpret.6. Do not assume anything about the other person - ask for clarification.7. Defuse the hostility, minimize the fear, and depersonalize the conversationby focusing your comments on the behavior involved not the people.528. Know when to give feedback.9. Know how to give feedback.B. Here are a few specific instances when you should not attempt to give feedback:1. You do not know much about the circumstances of the behavior.2. You do not care about the person or will not be around long enough tofollow up the aftermath of you feedback.3. The feedback, positive or negative, is about something the person has nopower to change.4. The other person seems low in self-esteem.5. You are low in self-esteem.6. Your purpose is not really improvement, but to put someone on the spot,or demonstrate how smart or how much more responsible you are.7. The time, place, or circumstances are inappropriate.C. Here are a few suggestions to provide helpful feedback to another person:1. Be descriptive and provide examples.2. Be objective, if possible3. Be clear, specific, and unambiguous.4. Do not exaggerate.5. Do not be judgmental or at least do not use the rhetoric of judgment.6. Take responsibility for your own job - do not refer to absent, anonymouspeople.7. Try to use first-person statements (“I” or “we”) so the effectiveness ofyour comments is not lost in accusation.8. Phrase the issue as a statement, not as a question..9. Focus on issues that are both important to improvement and well withinthe power of the other person to change.5310. Restrict your feedback to things you know for certain.11. Use each opportunity for feedback to establish useful workingrelationships and build long-term trust.12. Help people hear and accept your compliments when giving positivefeedback.D. Here are a few ideas to help refashion criticism so that it conforms to the rules forconstructive feedback:1. Take full, deep breaths to force your body to relax and allow your brain tomaintain greater alertness.2. Listen carefully to the person delivering the criticism.3. Ask questions for clarity.4. Acknowledge the feedback with both verbal and nonverbal indicators.5. Agree to valid points.6. Do not be defensive.7. Try to understand the objectives of the other person.8. Ask the feedback-giver for time to think about what was said and how youfeel about it.54。
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 01
M ANAGEMENT C OMMUNICATION IN T RANSITIONC HAPTER 1Communication is the work of managers, day in and day out.I. The daily work of managers.A. Managers are in constant action.1. Switch frequently from task to task.2. Change their focus of attention to respond to issues as they arise.3. Engage in a large volume of tasks of short duration.B. Managers spend most of their time interacting with others.1. Engage in interactions both inside and outside the organization.2. Talk and listen when in action.II. The majority of managers cluster around three core management roles.A. Interpersonal roles are the richest source of information for managers becauseof their immediate and personal nature.1. The figurehead role is exhibited when performing ceremonial duties oftheir position.2. The leader role is exhibited when demonstrating their responsibility for thework of the people in their unit and their actions. This is where theinfluence of managers is most clearly seen.3. The liaison role is exhibited when establishing and maintaining contactsoutside the vertical chain of command.B. Informational roles of managers are required because not even the mostexpensive management information system can match the speed and intuitivepower of a well-trained manager’s brain for information processing.1. The monitor role allows managers to scan the environment for information.2. The disseminator role allows managers to pass privileged informationdirectly to subordinates.3. The spokesperson role allows managers to send information to peopleoutside of their organizations.C. Decisional roles are used by managers to make decisions on behalf of theorganization and the stakeholders with an interest in the organization.1. Interpersonal and informational roles often aid the decision makingprocess.2. The entrepreneur role is shown when managers seek to improve theirbusinesses, to adapt to changing market conditions, and to react toopportunities as they present themselves.3. The disturbance or crisis handler role depicts managers who mustinvoluntarily react to conditions.4. The resource allocator role involves managers making decisions aboutwho gets what, how much, when, and why.5. The negotiator role is used to resolve disputes with people inside andoutside the organization.III. Although the specificity of managers’ work may differ, there ar e a few major characteristics relating to every job.A. The time of managers is fragmented. This often drives managers to overwork andcan force them to complete tasks superficially.B. Values compete and the various roles are in tension placing managers in themiddle when making many decisions. Managers cannot satisfy all partiesinvolved, thus decisions are often based on the urgency of the need and theproximity of the problem.C. The job of managers is overloaded due to significant reorganization efforts tomake businesses more efficient, nimble, and competitive. Downsizing, coupledwith high-speed data processing and remarkably efficient telecommunicationsystems has greatly increased the number of people directly reporting to managers.D. Efficiency becomes a core skill for successful managers.IV. The emphasis of management roles is what varies in a manager’s job.A. The role of the entrepreneur is gaining importance as managers becomeincreasingly aware of threats and opportunities in their environment. Managerswho are carefully attuned to the marketplace and competitive environment willlook for opportunities to gain an advantage.B. The leader role is gaining importance as managers must become moresophisticated as strategists and mentors. Managers need to become more activementors to attract and retain skilled employees.C. Managers must create a local vision as they help people within their organizationto grow.V. The 21st Century workplace will require three types of skills, each of which will be useful at different points in your career.A. Technical skills are most valuable at the entry level, but less valuable at the seniorlevels. These skills constantly change and become outdated.B. Relating skills are valuable across the managerial career span and are morelikely to help you progress and be promoted to higher levels of responsibility.These skills help you form relationships with people both inside and outside ofthe organization.C. Conceptual skills are the least valuable at the entry level, but more valuable atsenior levels in the organization. These skills permit you to look past the detailsof everyday work assignments and see the bigger picture.VI. Talking is the work of managers.A. One-on-one conversations allow an enormous exchange of information.B. Managers spend an astounding amount of time on the telephone. The amount oftime per telephone call is decreasing, but the number of calls per day is increasing.C. Video teleconferencing makes direct conversations to people around the world asimple matter. These exchanges can be informal, conversational, and not muchdifferent than if the parties were in the same room.D. Managers give many presentations to small groups of three-to-eight people inboth a formal and informal manner.E. Most managers are often required to speak to larger audiences of several dozen, orperhaps, even several hundred. These presentations are often more formal butstill involve one manager talking to others, framing, shaping, and passinginformation to an audience.VII. The major channels of management communication are talking and listening.VIII. The role of writing plays an important role in the life of any organization.A. Managers use writing as a career sifter; if you do not demonstrate your ability toput ideas on paper in a clear, unambiguous fashion, you will most likely not last.B. Managers at all levels of most organizations draft, review, edit, and dispatch theirown correspondence, reports, and proposals.C. When a document leaves your desk, it takes on a life of its own. Documentsbecome the property of the organization they are sent to and therefore they arefree to do as they see fit with your writing.D. Managers create meaning through communication, thus communication isinvention.IX. Information is socially constructed.A. Information is created, shared and interpreted by people.B. Information never speaks for itself; it almost always requires some sort ofinterpretation, explanation or context.C. The context of a message is always of paramount importance to the listener,viewer, or reader in reaching a reasonable conclusion about what she sees or hears.D. If the messages you send as a manager are to have the impact you hope they will,they must come from a source the receiver knows, respects, and understands.。
管理沟通教学(英文版4版)题库IM Mgt Comm 4e Chapt 02
C OMMUNICATION AND S TRATEGYC HAPTER 2Communication is the transfer of meaning.I. Defining communication.A. Communication is the transfer of meaning.B. Managers must not confuse communication with simply delivering messages. II. Communication is complex and thus comprised of many elements.A. Every message comes from a sender who encodes its contents.B. The sender selects a medium through which to transmit what she knows or feels.C. The message may be impeded by noise because of cultural context against whichit was delivered or the field experience of the receiver.D. The effect of the message will depend on the frame of mind or attitudinal set youbring to the situation and your system of ethics.III. Communication is a process that involves six basic principles.A. Dynamic. Human communication is constantly undergoing change.B. Continuous. Silence is among the more powerful forms of communication.C. Circular. The cycle known as feedback consists of receivers becoming sendersand vice versa.D. Unrepeatable. Once we have heard or seen a message, we have some notion ofwhat to expect.E. Irreversible. You cannot unsay a message you have conveyed.F. Complex.1. There are various elements and principals involved in communication.2. Variances among human beings also add to the complexity ofcommunication.IV. Human communication occurs at various levels.A. The complexities of the communication process elevate as the level ofcommunication elevates.B. Intrapersonal. Communicating within ourselves.C. Interpersonal. Communicating between or among ourselves, verbally andnonverbally.D. Organizational. Communicating with one another in the context of the group webelong to or the company we work for.E. Mass or Public. Sending messages from one person or source to many peoplesimultaneously.V. Two barriers keep us from communicating successfully.A. Physiological Barriers. We depend on the five senses (sight, sound, touch, smell,and taste) to report accurately on what is going on around us.B. Psychological Barriers. To truly understand messages from others, we must firstmove beyond personal prejudices, stereotypes, and cultural beliefs that can distortor impede such understanding.VI. The keys to communicating strategically lie in a few questions related to the elements of communication.A. Sender. Who should send this message?B. Receiver. Who is the intended audience for this message?C. Message. What should your message contain?D. Medium. What is the best way to send this message?E. Code. What words and images should you select?F. Feedback. What is your reaction to the audience?G. Noise. How many other senders and messages are out there?H. Effect. You must show your receiver that the information or ideas you haveshown them are useful and worth acting on.VII. Successful strategic communication usually involves a few steps.A. Link your message to the strategy and goals of the organization.B. Attract the attention of your intended audience.C. Explain your position in terms they will understand and accept.D. Motivate your audience to accept and act on your message.1. Ask your audience to respond to your forms of authority.2. Use the concept of social conformity to move your audience.3. Show the audience your message is rational and is consistent with whatthey already believe.E. Inoculate them against contrary messages and positions.F. Manage audience expectations.VIII. Communicating as a manager differs from everyday communication.A. The higher your level of responsibility in an organization, the more you must alteryour communication focus. A higher level of accountability also requires moredetailed record keeping to remain updated on important issues in your field.B. The organizational culture most often dictates the means by which day-to-dayinformation moves throughout the company.C. Your communication must adapt to the ever changing conditions of the firm.D. Although we each have our own preferences for gathering, organizing, anddisseminating information, each of us must accommodate those we work with tosucceed in business.IX. Crises can come in many shapes and forms, but each will require a special commitment to communication to be resolved successfully.A. A crisis can represent a potential threat to the reputation, financial health, andsurvival of the companies involved.B. A crisis is more than an ordinary or routine management problem. It is a major,unpredictable event that has potentially negative results. The event and itsaftermath may significantly damage an organization and its employees, products, services, financial condition, and reputation.C. Crises may be distinguished as internal in nature, or fully contained within anorganization, or they may be external or oppositional in nature.D. In preparing for a crisis, managers should consider five action steps:1. Develop a detailed crisis management action plan that includes detailedresearch.2. Set specific objectives and principles.3. Establish a crisis-control team and an outline of responsibilities andauthority for taking action when a crisis develops.4. Speak with one voice.5. Train for a crisis.。
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管理沟通英语期末整理:1. 管理沟通的五大策略，并且如何用这些策略分析视频或平面广告的沟通效果；Communicator Strategy:Is to analysisWho am I-[credibility].What’s my object-(why).What style should I choose-(how),in all, is credibility, objective and styleAudience Strategy:Techniques for gearing your communication toward your audience’s needs and interests. Containing five parts:Who are they?What do they know?What do they need?What do they feel?How can you motivate them?Message Strategy:2 basic approaches:Emphasize（强调）and organize（有条理的）: Defining the object \Clear ideas\contend and structure.Channel choice Strategy:1. Writing or speaking?---Writing: keeps a permanent record and more formal;---Speaking: need a “richer”communication （需要更丰富的沟通）— much more than words, difficult to arrange and unproductive and easier to be forgotten IM’s problem1.The other person is not always available2. Not suitable for long conversation and complicated conversation.3. easy to be forwarded!4. Informal and bad grammar leads to a bad impression.5. Too much multitasking and lead to embarrassments;Culture Strategy:How to influence:It affects objective, style, credibility in communicator strategy. And selection and motivation in audience strategy.2. 成功会议的标准，根据给定的信息撰写会议开场白或者总结发言；The meeting1.should be prepared well2.have clear purpose,3.Everybody should be given a role,4.has a clear procedure.A successful meeting contain three parts:1. preparation before the meeting2. participation and control during the meeting3.decision-making and follow-up after the meeting (会议后的决策和后续行动)Opening Remark（开场语）should containa. agreeing the timing of the meeting（指出会议进行的时间）b. allocating or confirming the participants’ responsibilities（分工并明确责任）c. defining the output or results （描述之前的结果）d. outlining the agenda（描述议程）e. welcoming the participants（欢迎参会者）f. stating the purpose or objectives of the meeting（阐明目的或目标）g. introducing the participants (where necessary)（介绍与会者）Closing REMARK(结束语) should contain:a. Checking that the agenda is completed;（检查议程是否完成）b. Agreeing and assigning actions;（同意并指出下一步行动）c. Ensuring that everything is clear;（确认每件事都是清晰的）d. Going over the items on the agenda and summarizing the decisions and outcomeof the meeting;（回顾议程，总结会议结果及决定）e. Asking for clarification;（询问是否清晰）f. Closing the meeting;（闭幕）3. 成功演讲和陈述报告至少应该注意哪三个方面的问题？Overall Does she consider the audience?System Is her presentation well prepared?Delivery Does she speak clearlyBody language. Does she use her body to emphasize meaning.Visual Aids. Are the visual aids clear? Do they support her message?3．1手机的利和弊Improve the efficiencySpend too much energy on mobile phones，Lead to decreased visionWe should take control of myself4. 什么是团队？合格团队应该具备的要素有哪些？关于团队冲突管理。
It is a sense of loyalty and dedication to the team.(对团队的忠诚和奉献)It is an unrestrained sense of excitement and enthusiasm about the team. （热情）It is a willingness to do anything that has to be done to help the team succeed.（做任何必须做的事）It is an intense identification with a group of people. （对一群人的强烈认同）It is a loss ofself Clear and inspiring shared goals （自我明确和鼓舞人心的共同目标）A result-driven structure （结果驱动）Competent team members （有能力的团队成员）Unified commitment （统一的承诺）Collaborative climate （协同合作的氛围）Standards of excellence （完美的标准）External support and recognition（外部支持和认可）Principled leadership （有原则的领导）1、Competeing（竞争）: both aggressive and think from their own perspectives, based on their owninterests, Reject to Compromise or cooperate-Zero Sum Cooperation. Suitble for IMPORTANT AND URGENT AFFAIRS2、Side Stepping（侧步）:Sidestepping is different from compromising in that the former does not mean any change in position and value. Both neither concede nor attack to evade confrontation. Suitble for INSIGINIFICANT AND URGENT AFFAIRS3、Accomodation（暂存）: Someone is highly collaborative and another is highly aggressive. Suitble for LESS IMPORTANT AND URGENT AFFAIRS(OR IF YOU ARE WRONG)4、Compromising（妥协）:Both are Partially concessive but still partially aggressive and willing to retain the primary need or interests. Suitble for INSIGINIFICANT BUT URGENT AFFAIRS5、collaboration（合作）: Both have either concede or attack, but both consider the interest with each other and finally come into consensus Suitble for IMPORTANT BUT NOT SO URGENT AFFAIRS5. 关于《学徒》：成为一个合格的团队领袖和团队成员分别应该具有哪些素质和条件？每一个人被淘汰的原因是什么？团队中常见的冲突有哪几种？该如何管理冲突。
请用视频中的例子说明。
Qualities a team leader should have:（个人）knowledge, shrewdness, patience, adaptability, endurance, sociability, concentration, ability to articulate, sense of humor, organizational qualities……A team must（团队）posses a wide variety of technical, social, communication skills and ethics.关于学徒的一些问题：Who is the apprentice:Bill is the apprentice:Good Communication skills(in renting),Good Behavior and credibility( refuse to pretend).Self motivated( even though his opinion is completely different from others).Excellent ability in analysis: （in gambling room. ）6. 重要图表与模型：tell/sell: tell means informing, you want to audience to understand, sell means persuading , you want the audience to do sth. in these to situation, you have sufficient im, don’t need to hear other’s opinion, to control the message contentConsult/join: don’t have sufficient information, need to hear other’s opinion, want to involve your audience in coming up with the messageMaslow’s Hierarchic of Needs:Motivate the through audience benefits both in tangible & intangible ways.Never bury important issues in the middle.。