Three functions of management communication

Management communication has three functions:

1 big role:

It is the premise to ensure that subordinate employees do a good job. Only through communication can subordinates know his work goals, responsibilities and personal interests after completing the work, and know exactly what to do, to what extent and with what attitude to choose.

The second role:

It is an important way to stimulate the enthusiasm and enthusiasm of subordinates. Supervisors and subordinates often communicate the work undertaken by their subordinates and the relationship between their work and the development of the whole enterprise, so that their employees will be encouraged, feel respected and the value of the work itself. This will directly bring self-worth satisfaction to subordinates, and their work enthusiasm and enthusiasm will naturally be improved.

The third role:

It is the guarantee for subordinates to do a good job. Only through communication can the supervisor accurately and timely grasp the work progress and work problems of his subordinates, and provide support and help for them to solve problems in their work in time. This can help him finish the work in time and with high quality as required, and then ensure the coordination of the whole unit, department and even the whole enterprise.

It is in this sense that effective communication is an important link to improve the operational efficiency of enterprises. To realize the standardization of management communication is to establish an efficient and scientific communication skill and method for managers as a specific management behavior standard that every manager can follow.

Management communication skills

ABC principle

Personnel rights are followed by authorization. How to manage people? Who cares who? How to manage? Our second form is called ABC principle. It's our HRABC, for example, our group company spends hundreds of millions every working day, and I only need to sign two or three forms every week.

What is ABC? Report to B according to Grade C, and report from Grade B to Grade A. The two levels of personnel rights, such as C's salary increase, dismissal, bonus and equity, are all decided by A and B. For example, I can only manage the company's vice president, and the recruitment director does not need an interview. I don't know that the promotion and salary increase authorization includes dismissal. But our company has a CEO, I know.

So according to ABC, I am A, and the vice president under the subsidiary belongs to C of the company. This is to prevent a person from having the final say and being followed by HR who has no nomination right. He can't skip A or B and decide to give C a promotion and raise, but he can review it. The nomination for C is both A and B. A can't skip B to give C a raise and promotion. HR is a policy to monitor whether your decision is in line with the company's values and general personnel. Through this AB resource, the power of a single employee to decide life and death is avoided.

8 120 principle

The third form is the company's 8 120 principle, which is a form of our management. What do you mean? We think the best number of managers is 8 to 12, so that he can have enough time to think about the strategy, and at the same time he will not be very idle. We see that many companies have a two-person structure managed by one person, which is not allowed in JD.COM. What if this happens? Merge the above A to become a team. Each manager can not manage less than eight subordinates, and if there are less than eight, they will be merged. In principle, no more than twelve people are allowed to split the business. If I have a vice president in charge of nine directors, the company has only one vice president, and it is impossible to have two. One vice president has already managed 12, 13 and 15. After more than 12, the company can consider setting up a second vice president. It is recommended to add Chen Anzhi WeChat: caz5253, the authority of China Success Science, and you will have a free success coach in your life!

What does 20 mean? For the bottom managers of the company, we require no less than 20 managers in charge. Why? The business of grass-roots employees is relatively simple, and we require no less than 20 people. We sometimes manage 50 to 80 people. This is to avoid overstaffing, too many officials and too few people in the company.

2N principle

The last principle is the 2N principle. There are two things that can't be done in the company. All the people who join the group company have rich working experience. Everyone is allowed to bring at most one person from the original unit. What if there are too many people? Welcome, too Go to other departments. Your department only allows one person at most. In principle, the company does not welcome any manager to bring people from the original unit. The company encourages you to come alone. Many companies are the leaders of a department, bringing many people from the original department. After the person in charge left, I found that all these people had left. This is terrible. We will lose a lot if we leave, so we can't.

The second thing you can't do is that all managers give you a year to find someone who can replace you. If you can't find someone, you won't be given new business or a raise next year. If you still can't find it within two years, you can't point it at anyone. We must investigate. If you can't find it, the company requires you to leave, and you must leave.

The first principle is to avoid gang sentiment in the company, and the second principle is to ensure that the company must have personnel reserves, so that the business will not be paralyzed because of the departure of an executive. Many people say that I am afraid of substitutes, and I am easily replaced. But in JD.COM, I didn't say who was absolutely safe, and neither did I. If the company's performance is poor, I have the right to speak in stocks, but I don't have to be the CEO of this company. Everyone should consider the company.

Therefore, the four forms mentioned above organize the basic principles of company selection, employment and retention. Of course, every company is different and all industries are different. These are just a few forms that we have used in JD.COM in the past ten years. For example, pure technology companies should be properly transformed. But in any case, the people who manage our startup company are the most difficult and important thing. If a company fails, it is definitely not because of money, but because of the team. The success or failure of a company is always a team problem. If there is a problem, we never want to find someone because of fierce competition, policy factors and market factors. If the performance is not good, the team has problems.

Obstacles to management communication

Interpersonal roles are attributed to the formal rights of managers. The three interpersonal roles played by managers are representative role, leadership role and contact role. Managers improve their listening ability, not only to better grasp the communication ability and quality, but also to be good at discovering and interpreting the emotions and feelings hidden behind the communication object, that is, to accurately find the implication of the other party.

In the role of information transmission, managers have the responsibility to ensure that people who work with them can get enough information. The source of information release should be based on facts, objectively described, distinguish facts from inferences, and not be the transmitter of inferences. In the intermediate link of information transmission, the information chain should not be distorted, emphasizing the description based on objective facts and avoiding the assumption based on subjective judgment.

In the decision-making role, managers process information and draw conclusions. Managers are responsible for making decisions and allocating resources to ensure the implementation of decision-making schemes. Here, we can combine Maslow's demand theory and analyze specific problems, which will not be convenient and unified.

Obstacles to management communication

The obstacles of management communication include: status influence, no feedback, semantic problems, sensory distortion, improper choice of information channels and cultural differences.

Attenuation in the process of information transmission (propagation funnel)

Status influence: communication depends on the nature of the information transmitted and the relationship between the sender and the receiver.

Managers must first learn to listen, so as to truly understand the inner thoughts and demands of the people they communicate with. Only by obtaining real information can they formulate corresponding strategies in a timely and effective manner and give feedback.

Iacocca once described the function of correct listening. "As a manager, what makes me most satisfied is to see an ordinary or mediocre person recognized in an enterprise, because the manager listened to the problems he encountered and let him play his due role."

No feedback: Feedback communication is one of the most effective and low-cost incentives, but it is not easy to put forward positive and effective feedback. For the problem of "how to give useful work feedback to motivate employees to work better" that managers care about, feedback should focus on content and frequency, the content of feedback must be specific and detailed, the advantages should be sincerely appreciated, the problems should not be concealed, and it should be frank. Don't be empty Common empty rhetoric can't make the other party feel "motivated", but it will produce psychological emotions such as rebellion and inferiority because of perfunctory managers. In addition, positive feedback should be normalized as much as possible. Timely and effective feedback can highly stimulate employees' self-motivation and enhance corporate loyalty and cultural identity.

Semantic problem: the information must be clear and clear, and it must be understood by the receiver. The words used in communication should be as concise as possible, and vague or ambiguous words should be avoided to prevent information from changing, changing or affecting the original semantics during communication. In the process of information transmission, we should also pay attention to confirm with the communication object whether the cognition of the transmitted information is consistent or not, so as to avoid accidents caused by cognitive deviation.

Sensory distortion: In the process of information transmission and communication, communication distortion is easy to occur due to the interference or misunderstanding of information intention. In order to avoid sensory distortion in communication, we should pay attention to the consistency of information coding and decoding.

Improper selection of information channels: In the process of communication, we should pay attention to the applicability of the other party, make appropriate adjustments when organizing and transmitting information, so that the other party can obtain information in a comfortable way, and then give the communicator the necessary response and feedback. For example, when a large amount of information is involved in the communication process, telephone communication has great tests and requirements for the memory of the communication object. For example, it might be much better to change to email communication. In case of emergency, you can arrange and send information first, and then call the other party to check the email in time. The importance of empathy can also be seen here.

Cultural differences: With the development of globalization, cross-culture has become a necessity. However, the cross-cultural communication mentioned here is not limited to transnational culture, and there are also cultural differences across regions, enterprises and departments, so we should pay more attention to it in the process of communication.

Five principles of management communication

Wilde Theorem: Effective communication begins with listening.

"Wilde's Theorem"-a very classic sentence by the British management scientist L Wilde "Interpersonal communication begins with listening and ends with answering." . Wilde analyzed communication from beginning to end. He saw the beginning and end of communication. In Wilde's eyes, it seems that communication is also a kind of life with ups and downs. It is unique and perfect to study both its beginning and its end. He regards communication as a life with a beginning and an end.

Listening means being humble and eager to learn, which means respecting others. Listening also means a posture of looking up and looking down. For those who are better than themselves, you can look up and listen; for those who are not as good as yourself, you can bow your head, put down your airs, give care and love, and listen to their difficulties, confusion, pain and prayers.

A man who is good at communication, with rich emotions, must be a man with sensitive ears. He is always good at calmly listening to all kinds of voices around him, and even actively soliciting and listening to other people's opinions to add wisdom and strength to himself. You are good at communication. When you hold a seminar in the company, you will listen carefully to what others say first, and it is not too late for you to talk again when everyone has finished. Because, half of the skill of speaking beautifully lies in listening.

Complaining effect: let employees vent their dissatisfaction.

The complaining effect comes from a valuable experiment organized by the psychology department of Harvard University. On the outskirts of Chicago, there is a factory that makes telephone exchanges. In this factory, all kinds of living and entertainment facilities are perfect, and social insurance and old-age care are also done quite well. But what puzzles the factory director is that the workers' enthusiasm for production is not high and the product sales are average. In order to find out the reason, he applied to the psychology department of Harvard University for help. The psychology department of Harvard University led by Professor Mayo sent an expert group to investigate this matter. Through investigation, it is found that lighting conditions, rest time, wages and salaries, which should have played a great role in the production efficiency of the factory, have low correlation with the work efficiency, while the free and tolerant group atmosphere, workers' work mood and sense of responsibility in the factory have great correlation with the work efficiency.

In this series of experimental studies, there is a "conversation experiment". The specific practice is that experts talk to workers individually, and it is stipulated that during the conversation, experts should patiently listen to workers' opinions and dissatisfaction with the factory and make detailed records. At the same time, experts are not allowed to refute and reprimand the workers' dissatisfaction. This experimental study lasts for two years. In the past two years, the total number of conversations between researchers and workers has reached more than 20 thousand.

As a result, they found that the output of the factory has been greatly improved in the past two years. After research, they gave the reason: in this factory, workers have been dissatisfied with all aspects of it for a long time, but there is nowhere to vent. The "talk experiment" let them vent their dissatisfaction, so they felt very comfortable, so their work enthusiasm was high. This is the complaining effect. Because the name of this factory is Hawthorne, people also call this phenomenon "Hawthorne effect". It tells us that people have all kinds of wishes, but only a few people can really realize them. Never suppress unfulfilled wishes and unsatisfied emotions, but let them vent, which is very beneficial to people's physical and mental development and work efficiency.

Jay Henry's Law: Let your employees speak their minds.

Jay Henry's Law is named after the inventors Joseph Looft and Henry Ingram. Its core is to firmly believe that mutual understanding can improve the accuracy of perception and promote the effect of communication.

Viking Group, a famous British enterprise, is a large enterprise with annual operating income of billions of dollars. Richard Branson, the founder and chairman of the company, established the creative mechanism of "speak your mind out loud". This mechanism includes: all employees in the company know Branson's phone number, and as long as employees have good ideas, they can let him know through various channels. The annual "family dinner" held by the group creates opportunities for employees who want to contribute their own entrepreneurial ideas and are unlikely to meet Branson. The "family banquet" lasted for a week, with as many as 3500 participants.

Every enterprise under the Group has a set of "channels" through which employees' suggestions and ideas can be realized. For example, in a financial service institution, the general manager reserves eight empty seats in a local restaurant all the year round. Any employee who thinks his new idea is good enough can apply for lunch with the general manager to discuss the business plan during the meal. In addition, Viking Group also has an organization close to the headquarters office-"Viking Management Team" to assist in the actual development of new business. Inspired by this "creative mechanism", the creativity and enthusiasm of Viking employees were greatly mobilized, and various ideas emerged one after another, such as Viking Bride Company and Viking's growing Internet business, all of which were suggestions made by employees to Branson. Viking Group encourages an open atmosphere and free communication with each other, which has benefited enterprises a lot.

Difference effect of communication: equal communication is the guarantee of effective communication.

The potential difference effect of communication is an important achievement in the study of internal communication in California State University. They found that only 20%-25% of the information from leaders was known and correctly understood by subordinates, while the information from bottom to top was less than 10%, and the efficiency of parallel communication could reach over 90%. Further research shows that the efficiency of parallel communication is so high because it is an equal communication. In order to test the feasibility of equal communication in the enterprise, they tried to establish an equal communication mechanism in the whole enterprise.

The results show that, compared with before the establishment of this mechanism, the establishment of equal communication channels in enterprises can greatly increase the coordination and communication ability between leaders and subordinates, so that they can quickly reach an agreement on values, ethics and business philosophy. It can make information flow symmetrically between superiors and subordinates and between departments, make business flow, information flow and system flow smoother, and greatly reduce the deformation of information in the implementation process. In this way, they came to a conclusion that equal communication is the guarantee of effective communication for enterprises.

Terry's Law: Admit your mistakes frankly.

Bruce Harvey of Albuquerque, New Mexico, wrongly approved paying a sick employee full salary. After he found the mistake, he told the staff and explained that the mistake must be corrected and he would deduct the overpaid salary from the next salary check. The employee said that doing so would bring him serious financial problems, so he asked to deduct the overpaid wages by stages. But in this way, Harvey must first get the approval of his superiors. Harvey said, "I know that doing so will definitely make the boss very dissatisfied. When I was thinking about how to deal with this situation in a better way, I realized that all these puzzles were my fault and I had to admit it in front of my boss. "

So Harvey went to the boss, told the details and admitted his mistake. Hearing this, the boss lost his temper. First, he accused the personnel department and the accounting department of negligence, and then he accused two other colleagues in the office. In the meantime, Harvey repeatedly explained that it was his fault, not anyone else's business. Finally, the boss looked at him and said, "well, this is your mistake." Now let's solve this problem. " The mistake was corrected without causing any trouble to anyone. Since then, the boss has paid more attention to Harvey.

The courage to admit mistakes earned Harvey the trust of his boss. In fact, a person who has the courage to admit his mistakes can also get some satisfaction. This can not only clear the atmosphere of guilt and self-defense, but also help solve the problems caused by this mistake.

Grass-roots management communication skills

1) Encourage employees more and blame employees less. Because everyone wants to be recognized and praised by others in their work, especially by superiors. So in the usual communication, don't be stingy with your praise language, you should praise him and let him feel that you value him. The incentive methods are: 1). Evaluate employees' performance in time. When an employee has outstanding performance, he should be encouraged as soon as possible to let the employee know that the leader recognizes his performance. If the project has a heavy workload and a long time, don't wait until the employees have finished all the work before praising it, but praise it in time during the work. In addition to the spiritual level, material rewards are also necessary. Before you give a compliment, you need to know whether this incentive is appropriate or not, and whether it is just the superficial work that employees do for you to deceive you. Don't blame small mistakes or those who didn't do their job well. Remind in time and encourage comfort when necessary. Smart leaders should find their own shortcomings from employees' mistakes; Find out what needs to be improved in the work; Found loopholes in management and technical problems of employees. If you find problems in employees, it is also a reminder of your work mistakes and a help to you. A good leader should warm employees with care, manage employees with wisdom, infect employees with encouragement, and let every employee feel your care.

2) Communicate with equal personality, and always put yourself in others' shoes with a peaceful mind. In today's society, everyone has a strong sense of self, which requires us to pay attention to respecting each other's personality when communicating with employees. Although they have different positions, their personalities are equal, and there is no distinction between high and low, so we can't belittle each other in tone and tone of voice. When communicating, you must be calm, and your mouth is the gateway to your heart. If there is something wrong with the brain, no matter how good it is, it will turn sour and employees will feel uncomfortable. Also, if the mentality changes, the eyes and body language will show disharmony and make the other person disgusted. Employees will respect you only if you respect them. You should learn to put down your airs, put yourself in the employee's shoes and think about problems. If you can do the above, you will show your personal charm and many problems will be solved.

3) Make a quick decision about your own decisions. For what you handle, you should know whether it is appropriate, whether it will have adverse consequences and whether it will bring losses to the company, and then make a decisive decision. Don't procrastinate, don't be indecisive. Deal with the bad phenomena in the inspection in time, and clearly tell the employees what they have done wrong and what bad influence they have caused to the company or society. Of course, if an employee who performed well in the past made a mistake, you should affirm his previous achievements at this time, but now he has made a mistake and must be punished. I hope he won't make the same mistake again. At this time, it is even more necessary to make decisive decisions and let employees know that you have clear rewards and punishments for your work. In addition, when giving a meeting to employees, you should speak forcefully and speak more encouraging language to give employees confidence and strength and let them see the hope of enterprise development. Decisive action is a sign of the courage of a leader.

Grassroots managers should set an example. As a manager, your work attitude will directly affect the performance and potential of employees. In the process of work, managers should seek their own policies, shoulder heavy burdens bravely in the face of difficulties, be strict with themselves in everything, have a high sense of responsibility and mission, constantly improve their own quality, and set an excellent work behavior example for employees, so as to drive employees to work hard, make progress and make achievements.

Expansion: the classification of managers' communication style

1. Closed

The typical feature of this kind of managers is that they seldom disclose themselves and use feedback, just like a turtle isolated in its shell. Anxiety and insecurity are typical psychology of closed managers, who often worry about losing their jobs or positions and think that maintaining the status quo is the only safe strategy. This kind of managers often treat employees with a static vision and regard performance appraisal as a waste of time; They neglected the communication from top to bottom, and employees were not fully motivated and effectively guided in time. Therefore, employees are full of hostility and disappointment to such managers.

2. Secret type

The communication characteristics of this kind of managers are single and defensive, that is, they blindly pursue other people's feedback and rarely disclose themselves. Doubt and seeking social identity are typical psychology of secretive managers. Under the control of suspicion, they often seek feedback in order to understand employees' activities and ideas. Such managers tend to hide their personal feelings and comments, but this does not mean that they have forgotten the past problems. Major issues such as who will be promoted often depend on their hidden personal likes and dislikes. Secret managers are also eager for social recognition and seek feedback to gain the love and recognition of others. They believe that maintaining the apparent harmony or consistency of the group is the purpose of management work, and in order to achieve this goal, they even do not hesitate to minimize major problems. In performance evaluation, they often only talk about the advantages of employees and less about their shortcomings.

3. Blind type

This kind of manager makes more self-disclosure and ignores the use of feedback. Their management behavior is arbitrary, and overconfidence is their typical psychology. Such people are confident that they are experts and are keen to disclose their information: for example, they always give instructions such as "how to do a good job" and "how to deal with a problem"; They disdain to get feedback from employees, because employees are often synonymous with "incompetence" or "clumsiness" in their minds. They pay more attention to the shortcomings of employees and ignore the advantages and potential of employees. Dissatisfied with blind managers and employees, rarely regard themselves as a member of the organization, and productivity declines. If the relationship between superiors and subordinates is getting worse, employees may take mandatory feedback measures, such as expressing opinions, complaining to superiors, or hiding important information to retaliate against managers.

Step 4 make it public

Such managers not only pay attention to self-disclosure, but also pay attention to the use of feedback, which can create an open atmosphere of tolerance and mutual trust in the group. They are sensitive to employees' needs and encourage employees to actively participate in organizational affairs, so this kind of communication not only creates a healthy and harmonious interpersonal atmosphere, but also improves the team's work performance.