管理沟通(英文)3
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.。
管理沟通：理念与技能【中英文双语版,绝对精品】
案例分析
• 案例：找他人会谈 A 沟通中哪些地方违背了建设性沟通原则？ B 如何改进？ C 下次会谈中陈振辉应做些什么？
• 案例：被拒绝的计划 A 根据建设性沟通原则对谈话作分析； B 谈话中哪些话最重要？哪些话有可能导致对方 产生防卫心理？ C 为解决赵的问题，直接给建议有何缺点？
情景模拟
联合化学公司
——”2H5W”要素
管理沟通的过程
编码
渠道: 媒介
解码
主体 反馈
目标：
您被理解了吗？
客体
反应
建设性沟通 = 问题解决 + 积极人际关系
(1) 第一层含义：清晰的问题解决目标 (2) 第二层含义：传递正确的沟通信息 (3) 第三层含义：积极舒适的人际关系
1 目标确定
• 总体目标； • 行动目标； • 沟通目标。
2 思路选择
• 指导策略: 告知、兜售 • 咨询策略: 咨询、参与 • 信息型沟通 • 劝说型沟通
例子：与李明与白露的沟通
建设性沟通的三方面策略
•基于客观信息的策略
完全性(completeness), 清晰性(clarify), 具体性 (concreteness)，描述性(description), 逻辑性(logic)
(2) 强调语句中的动词 (3) 选择活泼、有想象空间的语句
描述性( Description)
强调问题导向, 对事不对人
比较以下三种说法 A 我不喜欢你这身打扮； B 你的这身打扮与公司的衣着规定不符； C 大家希望你能打领带上班。
描述性( Description)
描述性沟通步骤
STEP 1：描述客观事情、行为和环境； STEP 2：关注自己的行为和反应而非他人的态度； STEP 3：关注解决问题的方案。
1.管理沟通基础知识(英文版)
Why communicate?
It leads to greater effectiveness. It keeps people in the picture. It gets people involved with the organization and
increases motivation to perform well; increases commitment to the organization. It makes for better relationships and understanding between: boss and subordinate; colleagues; people within the organization and outside it. It helps people to understand the need for change: how they should manage it; how to reduce resistance to change.
Philosophy elements (preference, background, experiences and value).
管理沟通的内涵：
1. 沟通首先是意义上的传递。 2. 要使沟通成功，意义不仅需要被传递，
还需要被理解。 3. 在沟通过程中，所有传递于沟通者之间
的，只是一些符号，而不是信息本身。 4. 良好的沟通常被错误地理解为沟通双方
哈佛大学就业指导小组1995年调查结果显 示，在500名被解职的男女中，因人际沟通 不良而导致工作不称职者占82％。
“三个臭皮匠，赛过一个诸葛亮”
沟通是个人事业成功的重要因素
管理沟通(英文)6
The key to winning
Words to be avoided: negligence discrimination catastrophe death fired layoffs accident
probably could happen …
The key to winning
Words to be stressed: safety care concern employment opportunities long record of excellent relations equal opportunities satisfactory
Three-step plan for successful meetings
Step 1: the pre-meeting period Step 2: the meeting period Stepre-meeting
Establish the need Define the problem or topic for discussion Determine the type of meeting Select participants Designate the meeting leader Designate topic area Distribute the conference announcement agenda Prepare physical facilities
Checklist on physical arrangements
Room setup Audiovisual materials Handout materials Refreshments Miscellaneous materials
管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 03
C OMMUNICATION E THICSC HAPTER 3Ethical business practice is a noble goal to which virtually all firms aspire.I. The ethical conduct of employers.A. Employees question the ethics of many of their managers today.B. Only one third of employees feel comfortable reporting ethical misconduct.There are three primary reasons employees do not report actual observedmisconduct.1. Believed the organization would not respond.2. Perceived lack of anonymous and confidential means of reporting.3. Fear of retaliation from management.C. Ethical misconduct by competitors causes the free marketplace to be undermined,expectations are destroyed, and trust is eliminated.D. Your ethical misconduct may very well cause you to be viewed as unreliable andself-centered, thus eventually isolating you from upstanding business practitioners. II. Defining business ethics.A. Business morality is what business ethics is about.1. The term “ethics” most often refers to a field of inquiry, or discipline, inwhich matters of right and wrong, good and evil, virtue and vice, aresystematically examined.2. The term “morality” is most often used to refer not to a discipline but topatterns of behavior common to everyday life.B. The phrases “corporate social responsibility” and “the social responsibility ofbusiness” are not synonymous with business ethics.1. They imply business ethics deal exclusively with relationships betweenbusiness organizations and their external constituencies.12. They do not include interaction with internal constituencies and otherethical issues.III. There are three levels of inquiry to business ethics:A. At the individual level, the concern is that the values by which self-interest andother motives are balanced with concern for fairness and the common good, bothinside and outside of a company.B. At the organization level, the concern is for the strength of the group consciencethat every company has as it pursues its economic objectives.C. At the business system level, the concern is for the pattern of social, political, andeconomic forces that drives individuals and businesses.IV. There are three views of decision making for the business communicator and all others who make business decisions.A. A moral point of view.1. Helps individuals establish a willingness to seek out and act on reasons.2. Requires individuals to act impartially.3. Under this view, the decisions to be made are not especially clear andmost often decision makers do not have adequate information.B. An economic point of view.1. Allocates resources based on the forces of supply and demand.2. Incorporates assumptions about the free market, such as honesty, theft,and fraud into decisions.3. Stresses that companies are not merely abstract economic entities, butlarge-scale organizations that involve human beings and must operate in acomplex environment.C. A legal point of view.1. Helps business activity stay in line with the extensive system of lawswhich govern our nation.2. Ignores a number of realities involving the law and decision making.a.The law is inappropriate for regulating certain aspects ofBusiness activity; not everything immoral is illegal.b. The law if often too slow to develop in new areas of concern.c. The law employs moral concepts which are not precisely defined,making it difficult to make decisions without considering morality.d. The law is often unsettled or in evolution on many issues.e. The law does not provide specific guidance in all possibleinstances.f. The law is generally seen as an inefficient and expensiveinstrument.D. An integrated approach.1. Many business ethicists advocate a decision-making process thatintegrates all three viewpoints.2. In cases where neither the issue at hand nor the answer is not clear, someethicists stress the use of open dialogue with the stakeholders to makebetter decisions.V. A few basic concepts may help us to understand the nature of moral judgments:A. Normative judgments are claims that state or imply that something is good or bad,right or wrong, better or worse.B. Moral norms are standards of behavior that require, prohibit, or allow certainkinds of behavior.C. Moral principles are much more general concepts used to evaluate both group andindividual behavior.VI. Distinguishing characteristics of moral principles from other standards.A. They have serious consequences to human well-being.B. Their validity rests on the adequacy of the reasons which are used to support andjustify them.3C. They override self-interest to accomplish things for the greater good of society orpeople at large.D. They are based on impartial considerations.VII. Four resources are available to every business communicator who is trying to make ethical decisions.A. Observations are descriptive statements that rely on correct presentations of facts,and can usually be verified by more research.1. Their usefulness can be evaluated by the degree of objectivity they contain.2. A statement qualifies as an observation if contrary evidence can bedisproved.3. Unlike assumptions, observations are usually specific and empirical innature.B. Assumptions are reflective statements that rely on culture, religion, social, andpersonal history.1. Their theoretical roots are in our attitudinal system.2. They can be evaluated by criteria such as relevance, consistency, andinclusiveness.C. Value judgments are normative statements that rely on assumptions and make theconnection between a proposal and an observation.1. They cannot be verified by empirical research.2. They can be evaluated by different ethical traditions.D. Proposals are prescriptive statements that can be evaluated by examiningsupporting reasons.VIII. Moral judgments seem to depend on decision makers having and using four separate capacities.A. Ethical sensibility is reflected in your capacity to impose ethical order on asituation. A person lacking in ethical sensibility is vulnerable to acting in waysthat are improper.B. Ethical reasoning involves careful reasoning about a situation to determine whatkind of ethical problem is present. Ethical reasoning then offers opportunities forsolution.C. Ethical conduct requires people to act upon the ethical issues they have identifiedand examined. This can also be described as moral courage. \D. Ethical leadership calls for all levels of the corporate ladder to maintain highlevels of integrity. This concept stresses that the moral education of those beneathyou in an organization depends on your willingness to engage in and rewardethical behavior.IX. A formal statement of ethical principles is the most important means of establishing moral leadership in a business organization.A. A written statement of ethics makes a company’s expectations more concrete.B. There are three predominant types of ethical statements.1. Corporate code of ethics.2. Values statement.3. Corporate credos. Ethics codes help promote tolerance of diversepractices and customers while doing business overseas.C. Many values, along with the roles and objectives that managers must follow, arein competition with one another. Managers must respond to these conflicts withcaution, sensitivity, and a sense of fairness to everyone concerned.D. There are seven imperatives for managers to follow in writing and living out theprinciples of a corporate code of ethics.1. Write it. A written document helps to guide the values of the firm and alsosignals to everyone that the company is serious about its ethical values.2. Tailor it. The process places special emphasis on common issues andallows a company to address those matters which it regards as especiallyimportant.3. Communicate it. This continuing process assures all stakeholders areaware of and understand the behavior that a company expects of them.54. Promote it. The ethics document should be promoted through as manypublications, events, and channels as possible.5. Revise it. This process will help to keep the document current andreflecting changing conditions.6. Live it. Members must follow the firm’s values on a daily basis; theyshould be rewarded for these positive actions by managers.7. Enforce/Reinforce it. Managers must penalize those employees whorefuse to live by the principles.X. The “Front Page” test.A. Here managers ask themselves the simple question, “Would you be pleased if thepolicies in your organization, or the behavior of your employees, were to appearin a story on the front page of a major newspaper?”B. This test helps managers to determine if a firm’s policies or actions arefundamentally sound.。
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。
管理沟通以案例分析为视角英文版第5版教辅文件Tiger Woods Teaching Note
10-07 (TN) The Tiger Woods Foundation:When Values and Behavior CollideTEACHING NOTEPurpose of the Case Study1.To illustrate the problems that arise when the figurehead of a non-profit charitableorganization engages in behavior that directly conflicts with the mission and values of the organization.2.To highlight the problems associated with hypocrisy and how an organization can maintainits credibility and effectiveness.3.To encourage discussion about the alternatives a non-profit organization may pursue toensure that it receives financial support to continue its mission.Identify the Business ProblemOn Thanksgiving weekend 2009, Tiger Woods crashed his Cadillac Escalade into a tree and a fire hydrant in front of his house. The incident occurred two days after a tabloid newspaper alleged that he was involved in extramarital affairs. This accusation was quickly proven and led to Tiger’s subsequent public acknowledgement and apology. In order to address his personal failings, he took an indefinite leave of absence from professional golf and public life. Some of Tiger’s sponsors began dropping him as the bad news continued to unfold. As this story continued to evolve, the Tiger Woods Foundation faced two main problems. First, the Tiger This case was prepared by Research Assistants Danielle Van Dyk and Bill Rayball under the direction of James S. O’Rourke, Concurrent Professor of Management, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Information was gathered from corporate as well as public sources.Copyright ©2010. Eugene D. Fanning Center for Business Communication. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form by any means – electronic, mechanical, photocopying, recording, or otherwise – without permission.Woods Foundation could potentially lose financial contributions from corporations and individuals who no longer want to associate themselves with Woods or his causes. Secondly, the Foundation must find a way to effectively run its operation while Woods is out of the public eye, and thus not taking an active approach in its work.Identify Critical Stakeholder IssuesTiger WoodsTiger’s choices will clearly affect the Foundation. The more quickly Tiger can rehabilitate his reputation, the better off the Foundation will be. On February 19, 2010, Tiger made a 14-minute public apology that included the following statements about the Foundation:“My behavior has caused considerable worry to my business partners, to everyoneinvolved in my foundation, including my staff, board of directors, sponsor, and mostimportantly the young students we reach. Our work is more important than ever.Thirteen years ago, my dad and I envisioned helping young people achieve their dreams through education. This work remains unchanged and will continue to grow. From thelearning center students in southern California to the Earl Woods scholars in WashingtonD.C. millions of kids have changed their lives and I am dedicated to making sure thatcontinues.”Initial reaction to his statement was mixed. Some found it to be a heartfelt attempt to fix what he had broken, while others found it to be a calculated and insincere public statement. Given Tiger’s strong desire to maintain a high degree of privacy in his personal life, it seemed unlikely that he would make many statements on this matter in the near future. It remained to be seen if this would help improve his now-damaged reputation or cause further harm to his brand.Tiger Woods Foundation Board and LeadershipThe Tiger Woods Foundation board and leadership will be tested during this time. Gregory McLaughlin, the Foundation’s CEO will have to pay extra close attention to fostering and maintaining relationships with corporate partners to ensure the Foundation remains financially sound. The Foundation leadership will also have to determine the extent to which they want to leverage the Tiger Woods “brand” now that his reputation has been severely damaged and lies in contrast to the values and mission of the organization.Corporate SponsorsCorporate sponsors are among the most critical stakeholders in this situation. The fact that some sponsors have dropped him indicates that the Foundation may be in danger of losing its sponsors as well. Since approximately 75% of the Foundation’s revenues come in the form of donations and from fundraising activities, it is critical that the Tiger Woods Foundation is able to maintain a positive relationship with corporate sponsors to ensure that its works are adequately funded. Recipients of the Foundation’s ServicesBecause the Foundation is largely based on the idea that it is a place that allows young people to reach for the kind of success that Tiger has achieved, the disillusionment of the scandal maycause a loss of interest in participating in the Foundation’s activities. The potential lack of funding in the future could also prevent the Foundation from offering as many grant opportunities or scholarships as it had in the past.Comparable Charitable OrganizationsAs some corporate sponsors attempt to distance themselves from Tiger Woods and his damaged reputation, they will continue to seek outlets for charitable giving. Organizations, such as the United Way, could potentially see an increase in corporate giving.Most Desirable Outcomes•The Foundation will be able to retain its corporate sponsors.•The Foundation will continue to hold the interest of youths and their families.•Tiger will be able to drastically improve his reputation, thereby benefitting the Foundation as well.Applying the Page PrinciplesArthur W. Page, Vice President of Public Relations at AT&T from 1927 to 1946, is often credited with creating the framework for what has become the modern practice of corporate public relations. The man who famously said, “All business in a democratic society begins with public permission and exists by public approval,” fashioned an ideal model of public relations performance to which companies still aspire. After his death, the Arthur Page Society created seven “Page Principles” based on his life’s teachings and example. These principles can be effectively applied to the Tiger Woods Foundation case as a means of evaluating their corporate communication.Tell the TruthThe Foundation must be honest with corporate sponsors about the difficulties that Tiger finds himself in. Since this story is widely known, all corporate sponsors know the personal struggles Tiger is facing. The Foundation, however, should advocate on behalf of all the good it continues to accomplish, despite Tiger’s failings. While it should acknowledge that Woods acted in contrast to the Foundation’s values, he did lay the groundwork for the organization to improve the lives of millions of children around the world. The Foundation must work to meet sponsors’ interests in a sincere way, openly acknowledging the uncertainty of what effect an association with Tiger will have on the sponsors’ reputations. The Foundation’s leadership team does not know how Tiger’s image will evolve as time progresses or what additional facts remain to be uncovered. They must emphasize that their mission as a foundation is to continue to provide needed services to young people.In addition, Tiger needs to be honest with the public about his transgressions. He did this in his public apology on February 19, 2010. He took full responsibility and asked for forgiveness.Prove it with ActionThe Foundation can show that it is fully committed to keeping the program running. It must show sponsors what it has planned for the future. The best way to accomplish this is to consistently deliver services that substantially improve the lives of the youths they serve. The Foundation’s public relations office must adequately showcase the Foundation’s accomplishments to ensure they remain relevant in the non-profit world.Tiger must also work to rebuild his own reputation. He must show the public that his mistakes are an issue of the past, and that he is committed and able to conduct his personal affairs in an honorable way. Doing so will enhance the impact of the Foundation’s message about the values it promotes. He is currently participating in therapy to help him address these issues. Seeking appropriate treatment demonstrates that he is highly motivated to change.Listen to the CustomerRegarding the scandal, the Foundation must carefully monitor the reactions of those who receive the Foundation’s services. Participants may be less interested in the Foundation’s programs due to disillusionment with Tiger as a person. If this is the case and it appears to be a long-term problem, the Foundation may need to consider disassociating itself from Tiger, if possible. Manage for TomorrowThe initial shock caused by the scandal will eventually subside. Over time, sponsors may become less fearful to associate themselves with Tiger Woods. At the same time, the Foundation should consider the possibility that retaining sponsors now may be easier than procuring new sponsors in the future. For this reason, it may be well worth the effort to reach out to current sponsors to persuade them to stay.Tiger showed an effort to manage for tomorrow by making a profuse public apology. It is clear that he would like to return to public life and professional golf in as dignified a manner as possible. His apology was the first step towards doing so.Conduct Public Relations as if the Entire Company Depends on ItThe Foundation has a strong interest in rebuilding Tiger’s reputation. For this reason, they should consider how they might possibly get involved in this effort. It may be possible to rehabilitate Tiger’s reputation by increasing his role in the organization. The American culture embraces a “comeback story.” The work of the Foundation could provide the outlet by which Tiger Woods can demonstrate his strong commitment to providing character-building services to young people while he regains his dominance on the golf course. While this necessarily involves further associating themselves with a highly scandalized Tiger Woods, their success is dependent on Tiger’s success, and the effort may pay off in the long run.To best ensure the future success of the Foundation, Tiger must employ all possible resources to demonstrate that he is a changed man.Remain Calm, Patient, and Good-HumoredEven in the aftermath of the Tiger Woods scandal, the Foundation has continued to function properly. The Foundation is meeting the needs of the stakeholders in which it serves. It appearsto be waiting for the chaos to subside before making any major decisions. It seems possible that Tiger will make a successful return to the golf course and that if he behaves himself he will eventually have a number of sponsors again. In the meantime, if Tiger chooses to do so, it does not seem as though it would be difficult for him to fund the Foundation with his own fortune.Discussion Questions1.How can the Foundation disassociate itself with Tiger’s personal behavior, but still beable to leverage his celebrity status to bring funding and awareness to its causes?2.Should the Foundation make any statements regarding the scandal?3.What could the Foundation do to retain its sponsors?4.How will the scandal affect public interest in the Foundation’s services?5.Should the Foundation disassociate itself entirely from Tiger?6.Could Tiger improve his reputation by increasing his personal involvement in theFoundation?。
管理沟通以案例分析为视角英文版第5版教学课件Ch. 10 Intercultural
Issues Affecting Cultural Change
Relative Advantage: Is it superior to what already exists? Compatibility: Is it consistent with existing cultural patterns? Complexity: Is it easily understood?
The other person is (or should be) experiencing the same feelings you are.
The communication situation has no relationship to past events.
More Process Assumptions
Cultural Change
Cultures change because of internal forces such as
discovery and innovation.