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论文作者:www.51lunwen.org论文属性:硕士毕业论文 dissertation登出时间:2014-07-25编辑:felicia点击率:27967
论文字数:15834论文编号:org201407242325129038语种:英语 English地区:中国价格:免费论文
关键词:组织沟通人际冲突Organizational Communicationinhibiting forceseffective communication
摘要:本文是一篇人际关系与组织沟通留学论文。当前,组织沟通指的是人,消息,意义和目的的组合过程。组织沟通不仅是经理确保与下属合作的一种方法,体现组织成员之间的交流,而且能够有效促进人际关系,提高团队合作。本文简要分析如何利用有效沟通改完人际关系,提高组织沟通的整体水平和在人际关系中的运用。
Basically, the two most important media of communication in an organisation are formal and informal communications. Formal communications are those that are "official", that are a part of the recognized communication system of the organisation. A formal communication can be from a superior to a subordinate, from a subordinate to a superior, intra-administrative, or external. These communications may be oral or written. Informal communication is those that are "outside" the formal, recognized communication system. Informal communication originates spontaneously outside the formal channels and is the natural responses to the need for social interaction.
Within the organisation, whatever its style or form, cohesive informal groups develop. Extensive research has shown that these informal work groups have tremendous power in shaping attitudes, behaviour, and consequently, production. They share a set of beliefs, values, and socially acceptable behaviours. In other words, group members come to think and act in similar ways, and this encourages feelings of closeness among them.
In industry, at every level of organisational life, employees are bound together in informal groups and develop a common set of norms. It is important to remember that these groups are not established by the management. They are generally beyond the control of the management, and they do not appear on the organisation charts. The influence of informal work groups is pervasive, and they are vital parts of the total organisational environment. They can work for or against the management, by encouraging cooperation and increasing production or by sabotaging management and slowing production. A major finding of Hawthorne studies was the revelation of the ways in which these groups operate.
One of the characteristics of informal work groups is leadership. There are many opportunities for conflict between the needs and goals of the informal work group and the needs and goals of the organisation. If management is to deal effectively with the informal groups, it must recognize their existence and try to understand them. The informal group serves many needs of the workers. It can serve the needs of the organisation as well, or it can defeat them. Often, the ideals and standards of these groups conflict with those of the formal organisation. New employees who do not conform to the group norms may be ostracized.
The information actually transmitted through the informal channels may be inaccurate, distorted, a half-truth, a rumour, a gossip, or a private interpretation. It spreads with an amazing speed like a wild fire. Davis observes: "It (grapevine) cannot e abolished, rubbed out, hidden under the basket, chopped down, tied up, or stopped.
If we suppress it at one place, it will pop up in another If we cut off one of its sources, it merely moves to another one — quite similar to the way we change from one channel to another on a television set....In a sense, the grapevine is man's birthright, because wherever men congregate into groups, the grapevine is sure to develop. It may use smoke signals, jungle toms, taps on the prison wall, or ordinary conversatio本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。