home Investment Official business communication types of business conversations. Summary: Features of service and business communication. Questions and tasks

Official business communication types of business conversations. Summary: Features of service and business communication. Questions and tasks

Before moving on to a more detailed description of business conversations and meetings, let us highlight some of the organizational and psychological features of business communication, which largely determine the speech behavior of business partners and distinguish it from communication outside the business environment.

It is obvious to each of us that a conversation between employees of the same organization discussing a business issue, or a conversation between a manager and a subordinate is fundamentally different from conversations between the same people outside the official framework. ...

Business communication is such interaction of people, which is subordinated to the solution of a specific task (industrial, scientific, commercial, etc.), i.e. the purpose of business interaction lies outside the communication process (in contrast to personality-oriented communication, the subject of which is precisely the nature of the relationship between its participants).

The principles of activity of any social organization (firm, institution) impose certain restrictions on people's behavior. Among them, we note the following:

1. Sufficiently strict regulation of goals and motives of communication, methods of making contacts between employees, which is explained by the fact that each employee in the organization is normatively assigned a standard of behavior in the form of a stable structure of formal rights and obligations, which he must follow. Therefore, psychologically, business communication turns out to be largely formalized, detached, “cold”.

Accordingly, with regard to speech behavior, it is expected that the exchange of information between employees is not personal in nature, but is primarily subordinated to the joint solution of the official task.

2. Hierarchical structure of the organization: relations of subordination, dependence, inequality are fixed between departments and employees. One of the consequences of the operation of this principle for speech communication is the problem of the conditions for transmitting accurate and, if possible, complete information on the links of the hierarchical pyramid and, accordingly, the effectiveness of feedback.

Thus, the efficiency of spreading business information “horizontally” (ie between departments, divisions or employees of the same level) is usually very high. People working at the same level understand each other perfectly, they do not need a detailed and detailed explanation of the essence of the problem.

The effectiveness of vertical communication (i.e. up and down hierarchical levels) is much lower. According to some data, only 20-25% of the information emanating from the top management reaches directly to specific performers and is correctly understood by them. This is partly due to the fact that on the path of information passing from the source (speaker) to the addressee in any hierarchically organized management there are intermediary links. Line managers, secretaries, assistants, clerical workers, etc. can become intermediaries. Oral messages when transmitted from one level to another (both down and up) can be shortened, edited, distorted before they reach the recipient (the effect of "spoiled phone ").

Another reason for the low efficiency of vertical communication is associated with the belief that is widespread among some managers that subordinates do not need to know about the state of affairs in the enterprise as a whole, they should perform the tasks assigned to them, execute the decisions made and not ask unnecessary questions. However, as established by the psychology of perception, a person will act meaningfully if he knows not only the specific operation he is performing, but also sees the broader context in which it is inscribed. If specific performers are deprived of this kind of information, they begin to look for answers on their own, while distorting and conjecturing the available information.

The desire to take into account these features of service and business communication is manifested, on the one hand, in the requirement for written recording of instructions, decisions, orders, and on the other, in the recognition of business conversations as the most important means of increasing the effectiveness of feedback in the organization.

3. Motivation of labor as a condition for the effective operation of an organization or enterprise. The need for special efforts to stimulate labor can be partly explained by the objective inconsistency of behavior and self-awareness of a person in an organization: in business communication, he acts simultaneously as a concrete integral personality and as a representative of the organization, i.e. bearer of certain professional-role functions. If his needs as a person are not met in the course of his activities in the organization or his own ideas and style of behavior do not coincide with group norms, an intrapersonal conflict may arise, and interest in the work performed will decrease. Conflicts of this kind often turn out to be a topic of discussion between employees, and sometimes the cause of problematic conversations between a manager and a subordinate.

Along with such methods of personnel labor motivation as various types of moral and material incentives, career advancement, professional development at the expense of the organization, etc., conversations between the manager and his subordinates can have a huge motivational impact: critical assessments, the form of setting tasks, the manager's answers to questions ; they can either help employees navigate their activities, encourage them to work more successfully and profitably, or hinder this.

The principles of the life of any organization predetermine the features of service and business communication and largely explain the nature of the requirements for speech communication in the business environment. These requirements can be formulated as follows:

Be clear about the goals of your message

Make the message clear and understandable for different groups of workers: find specific illustrations of common concepts, develop a general idea using vivid examples.

Keep your messages as short and concise as possible, discard unnecessary information, draw the attention of employees only to those problems that relate to them specifically.

When talking with employees, follow the rules of active listening, show them signals of your understanding and willingness to act together.

Thus, the above rules should be equally observed both in a conversation between two business interlocutors and in group communication. At the same time, their use and concrete manifestation in a business conversation and at a business meeting has its own characteristics.

PHONE CONVERSATION

Almost all cases begin, are carried out and are completed with the help of speech interactions between people. In this chapter, we will consider business conversations and meetings, as well as telephone communication as a special type of verbal communication.

In the life of any organization or enterprise, these types of business communication occupy an important place. Exchange of information, nomination and development of working ideas, control and coordination of the activities of employees, summing up and assessing what has been achieved - these are just some of the aspects of the organization's activities that are associated with holding meetings and business conversations of various kinds. They are brought together by such moments as focus on the interests of work, planning, some formalism of the language, i.e. everything that gives a business character to these speech interactions. At the same time, business conversations, business meetings and telephone conversations can be considered as independent types of business communication. They differ from each other not only in the goals for which they are conducted, in the form of contact, but also in the number of participants, which predetermines the socio-psychological characteristics of their organization and conduct.

§ 1. Features of service and business communication

Communication in organizations

Business conversation- it is such interaction of people, which is subordinated to the solution of a specific task (production, scientific, commercial, etc.), i.e. the purpose of business interaction lies outside the communication process (in contrast to personality-oriented communication, the subject of which is precisely the nature of the relationship between its participants).

The principles of activity of any social organization (firm, institution) impose certain restrictions on people's behavior. Among them, we note the following:

1. Sufficiently strict regulation of the goals and motives of communication, methods of making contacts between employees, which is explained by the fact that each employee in the organization is normatively assigned a standard of behavior in the form of a stable structure of formal rights and obligations, which he must follow. Therefore, psychologically, business communication turns out to be largely formalized, detached, “cold”.

Thus, the efficiency of spreading business information “horizontally” (ie between departments, divisions or employees of the same level) is usually very high. People working at the same level understand each other "perfectly", they do not need a detailed and detailed explanation of the essence of the problem.

Requirements for speech communication in a business environment

Be clear about the goals of your message

Make the message clear and understandable for different groups of workers: find specific illustrations of common concepts, develop a general idea using vivid examples.

Keep your messages as short and concise as possible, discard unnecessary information, draw the attention of employees only to those problems that relate to them specifically.

When talking to employees, follow the rules of active listening, show them signals of your understanding and willingness to act together.

§ 2. Business conversation

Business conversation - This is a conversation mainly between two interlocutors, respectively, its participants can and should take into account the specific characteristics of the personality, motives, speech characteristics of each other, i.e. communication is largely interpersonal in nature and involves a variety of ways of verbal and non-verbal influence of partners on each other

In Management Theory, conversation is considered as a type of business communication, a specially organized substantive conversation that serves to solve managerial problems. Unlike business negotiations, which are much more rigidly structured and, as a rule, are conducted between representatives of different organizations (or divisions of one organization), a business conversation, although it always has a specific subject, is more personally oriented and often occurs between representatives of one organization.

Goals and objectives of a business conversation

Among purposes requiring businessconversations, can be attributed, firstly, the desire of one interlocutor through a word to exert a certain influence on another, arouse the desire of another person or group to act in order to change the existing business situation or business relationship, in other words, create a new business situation or new business the relationship between the participants in the conversation; secondly, the need for the manager to develop appropriate decisions based on the analysis of the opinions and statements of employees.

Compared to other types of speech communication a business conversation has the following advantages:

The speed of response to the statements of the interlocutors, contributing to the achievement of goals.

Improving the competence of the manager through the consideration, critical examination and evaluation of opinions, suggestions, ideas ”objections and critical remarks expressed in the conversation.

The possibility of a more flexible, differentiated approach to the subject of discussion as a result of understanding the context of the conversation, as well as the goals of each of the parties.

A business conversation, thanks to the feedback effect, which is most clearly manifested precisely in direct interpersonal interaction, allows the leader to respond to the partner's statements in accordance with a specific situation, i.e. taking into account the purpose, subject and interests of partners.

When conducting business conversations, it is advisable to follow the rules of effective speech communication formulated in the first chapter. At the same time, a business conversation as a direct interaction of its two participants should be built on the basis of the following important principles:

Conscious adjustment to the level of the interlocutor, taking into account the content of the tasks performed by him, his powers and areas of responsibility, life and work experience, interests, peculiarities of his thinking and speech.

Rational organization of the conversation process, which primarily means a brief presentation by the interlocutors of the content of information on the topic under discussion, because a lengthy presentation and redundant information complicate the assimilation of the most essential.

Simplicity, imagery, clarity of language as a condition for intelligibility of information, therefore, orientation towards the interlocutor.

The role of questions in a business conversation

The conversation is not a monologue, but a dialogue, i.e. two-way communication, the purpose of which is either to strive to better understand the nature of the problem that has arisen, or to influence one of the interlocutors, taking into account his interests and opinions on the issue under discussion. Therefore, it is necessary to formulate questions, definitions, assessments in such a way that they directly or indirectly invite the interlocutor to express their attitude to the stated opinion.

Since the dialogue is controlled by the questioner, then with the help of questions he can direct the process of transferring information in the direction corresponding to his plans and wishes; intercept and keep the initiative in the conversation; activate the interlocutor, thereby moving from a monologue to a dialogue; give an opportunity to the interlocutor to prove himself. Therefore, the ability to ask questions becomes a key tool for quickly and accurately obtaining the information you need. With this in mind, let us dwell in more detail on the types and functions of questions.

The questions can be classified according to different reasons. In management, it is useful to distinguish between the following categories of questions: by the nature of the expected answers; according to the content contained in them; by the functions they perform.

The closed and open questions already known to us from Chapter IV are separated by the nature of the expected responses,

Closed questions. These are rigid questions and can be answered simply Yes or No or in a few words. For example, "How old are you?", "Where do you live?", "What school did you graduate from?" etc. Please note that particle formulations whether(like "Do you like it?", "Would you like to?", "Do you agree?", "Do you love?") are a variant of closed-ended questions and can cause a shift in answers in the positive direction, as well as questions such as "Do not you want?" The construction of questions like "You don't you think? "," Don't you? " inclines the respondent to a negative answer. If in a conversation it is desirable to avoid this kind of guidance for an answer, then it is better to use alternative questions as a variant of closed questions. For example, "In your opinion, does the training of graduates of the scales meet the requirements of universities?" or "Would you like to continue your education or not?"

Closed-ended questions allow you to get accurate information, but with their help it is difficult to evoke a deeper and more detailed message if the interlocutor does not want to reveal himself.

Open-ended questions - questions are less structured, they offer more freedom in choosing an answer and start with words what, how, why, why etc.: " How do you feel when you see this person? "," Tell us about yourself "," What do you think about this specialty? "," What are your professional goals? "," For what reasons do you want to leave our organization " etc. A person answers these questions in accordance with how he sees and feels the problem. That is why open-ended questions are used to clarify a complex, confusing situation, or in order to more accurately understand a person's attitude to the subject of conversation.

According to the prisoner in matters of content they can be divided into two large groups: questions about facts (informational) and questions about opinions, desires, attitudes.

Questions about facts (informational) are related to what actually happened in time and space: “You were you in a meeting yesterday? ”,“ What year did you graduate from school? ”,“ Is this a photograph of your son? ” Answers to them are not difficult, so they often start a conversation, giving a person an opportunity to get involved in the conversation. Often these questions are of a closed nature, but they can also be open-ended: "What is the subject of your research?", "How did the idea of organizing this holiday come about?" etc.

Questions about opinions, desires, attitudes. Answering these questions is more challenging than asking questions about facts and knowledge. Attitudes, assessments, desires of a person can be clear and clearly defined, or they can be vague and vague, they can be aware of it or not. A person's opinion on any issue can be ambiguous. So, work can be liked in terms of prestige and not satisfying in terms of earnings. Therefore, when answering questions of this kind, people are more sensitive to the wording and sequence of the questions than when answering questions about facts. It is important for the questioner to maintain neutrality in relation to the subject of the conversation, to try to avoid words (statements) that carry an explicit assessment. For example, phrases like "Do you really like this?" or "At your age, think about it?" To enable the interlocutor to express their attitude, questions such as "I am interested to hear your opinion", "How would you like this problem to be resolved?", "What do you think about this?" etc.

Finally, two large groups of questions can be distinguished according to the functions that they perform during the conversation: questions aimed at checking, clarifying, supplementing the information received, and the so-called functional-psychological questions used to relieve tension, to control the direction of the conversation, to transition from one topic to another.

TO group of questions by function include the so-called control, clarifying and probing questions.

Test questions are used to check the reliability of the answers. If you first ask how satisfied your interlocutor is with the work, then after a few questions the first security question may be asked: "Would you like to move to another job?", then the second one: “Suppose you are temporarily out of work for some reason. Would you return to your previous place of work? " Comparison of answers to three questions gives information about the sincerity of the interlocutor.

Clarifying questions follow the question posed, clarifying or rechecking what was said. The interlocutor is asked to explain the expressed thoughts or feelings. These questions are often used when the answers are unclear or incomplete. For example, “Continue, what did you want to say?”, “Explain what this means?”, “Please give an example. What did you mean when you said that? " Clarification questions are an effective way to get complete answers and control the focus of the conversation.

Probing questions have the goal of obtaining as much information as possible about the interlocutor in order to decide in which direction to act. The difference between probing questions and clarifying ones is that probing questions are resorted to in a situation where the reasons for his own behavior or emotional state are either not clear to the interlocutor, or he would not like to talk about them; in such cases, it is impossible to obtain information by resorting to direct clarifications. The art of conversation in such situations involves delicacy, the manifestation of emotional empathy. At the same time, the technique of conducting a conversation is aimed at getting closer to the essence of the matter, finding out from different sides what the problem is. Examples are any questions aimed at clarifying the feelings of the interlocutor: “And often does it happen?”, “How does this have to do with you?”, “Who was there?” etc.

Wishing to clarify the possible behavior of the interlocutor in a particular situation, the questioner can also turn to probing questions. Moreover, instead of a direct question like "What would you do if,.,?", psychologically more subtle are the questions formulated as follows: “Have you ever had to deal with aggressive employee behavior in your previous job? What did you do? Why did you do that? What happened if you had acted differently? "

In the group of functional psychological questions, one can distinguish mirror, indirect (projective), relay, bridge questions, concluding.

Mirror questions, built on a complete repetition of the interlocutor's answer or on the repetition of key words in his answer, are aimed at achieving a real understanding of his feelings, experiences, state. Examples of mirror questions include the following: “I understand correctly what you think ...(followed by a repetition of what the interlocutor said) "or "You said, that...(followed by a repetition of what the interlocutor said) Why did you decide so?" Utterances constructed in this way perform several functions in a conversation: the listener's repetition of the interlocutor's words makes the latter feel that he is being heard, and therefore understood; in addition, hearing his statement from the outside, a person can treat him critically, clarify his thoughts and feelings.

Indirect questions are used in cases where there is a fear that a person will not answer a direct question sincerely. Then the question may be asked not about the opinion of the interlocutor, but, say, about the opinion of his colleagues at work or about public opinion. For example: "How do you think public opinion will assess the transition to paid higher education?" or "How do your colleagues assess the work discipline in the organization?" The construction of questions of this type contains elements of a projective methodology, according to which a person, formulating the opinion of his colleagues or fellow citizens, in fact expresses his attitude to the problem. Indirect questions are also used when the questioner wants to hide his interest in something or does not want to clearly demonstrate his attitude to something. For example, wanting to know whether a conversation took place between his interlocutor and a third party, and at the same time not wanting to disclose his interest, he can indirectly obtain information that is important to him. To do this, you can ask a series of questions, as if accidentally leading to the desired answer, for example: “Did you visit such and such department today?”, “I wonder if such and such was there?”

The relay question is designed to maintain and continue the dialogue, so that the transition from one topic to another during the conversation looks logical and psychologically appropriate. In its structure, it picks up the last words of the speaker in order to develop the topic.

Here is a fragment of an interview with the artist M. Shemyakin (magazine "Domovoy". 1995. No. I):

“They say you have an estate in America. Is that a joking name for your house with a lot?

- No, what a joke. This is a former conservatory with buildings in which there were several concert halls, now there are my workshops. The land is six hectares. It's all north of New York, two hours away, in the mountains ... There, on the estate, I live and work.

“You have an estate, and this is a great opportunity to live in an ivory tower and work. But you can't sit at home. Don't you want that? You need a shake-up, external activity. "

Bridge questions are also used to move to another topic in a conversation: “A now a few questions about,. - M., 1982. Kozhina M.N. Stylistics

Russianlanguage and the culturespeeches Bukanova Tamara Ivanovna Legend:  ..., sorrel  Vvedenskaya, Kashaeva “Preparing for the exam”, “ Russianlanguage and the culturespeech " for credit: Know about styles: Main function ...

Service communication is interpersonal communication with the aim of organizing and optimizing one or another type of subject activity: industrial, scientific, commercial, managerial (Psychology and ethics of business communication: teacher for universities, ed. By V.N. Lavrinenko. - M., 1997, p. 94). The purpose of business communication is to organize fruitful cooperation. Participants are usually officials in the line of duty. Two types of relations can develop between the participants in official communication: vertically - subordinate, horizontally - partnership. Subordination relations are determined by the social status of the interlocutors and administrative and legal norms (manager - subordinate). They are characterized by the strict subordination of the junior in rank or position to the senior, the observance of the rules of official discipline. The leader makes decisions that are binding on subordinates. Partnership relations imply participation in joint activities on the principles of cooperation and mutual understanding, taking into account the common interests and needs of its participants.

The main specifications service communication:

1. Regularity (obedience to established rules and restrictions, including temporal ones, which are determined by the type of business communication, the degree of its officiality, goals and objectives, national and cultural traditions).

2. Strict observance by the participants of the role-playing role. In the process of interaction, communication participants in different situations have to play different roles: a boss, a subordinate, a colleague, a partner, an event participant, etc. It is necessary to behave in accordance with the requirements of a specific situation and momentary role.

1. Increased responsibility of the participants in communication for its result. The effectiveness of business interaction largely depends on the correctly chosen communication strategy and tactics.

2. Strict attitude towards the use of speech means. First of all, it is inadmissibility in speech of swear words and invective (obscene) vocabulary, vernacular, jargon and other lexical units that are outside the modern Russian literary language. At the same time, communication participants are required to have a good knowledge of the language of their profession: mastering the basic concepts of this area, the correct use of terms, special words and expressions.

There are various shape official communication: business conversations, meetings, meetings, negotiations, telephone conversations, business correspondence, etc. However, it is possible to identify general stages inherent in various forms of business communication:

1. Establishing contact with the participant for communication. At this stage, the parties perceive each other and the first impression of the partner arises, which can have a decisive influence on the entire communication process.

2. Orientation in the situation. At this stage, it is necessary to understand the goals and motives of the partners' behavior, their attitudes and expectations, to determine the strategy and tactics of the conversation.

3. Discussion of the issue and decision-making is associated with the justification by each side of its position, overcoming disagreements, eliminating a conflict situation.

4. Exit contact. Regardless of the result obtained, the parties must maintain a communicative balance, demonstrate an attitude towards each other, and a desire to cooperate in the future.

Let's consider in more detail some types of official communication.

Business conversation - a specially organized substantive conversation that serves to solve managerial problems. The purpose of a business conversation may be the desire of one interlocutor to have a certain influence on another, to change the existing business situation, as well as the need for the manager to develop appropriate decisions based on the opinions and statements of employees.

By nature of expected responses

– closed have a rigid structure, suggest answers "yes", "no", in a few words, allow you to get accurate information, for example: Where do you live? How old are you? What school did you graduate from?

- open suggest great freedom in choosing answers, start with the words “what”, “how”, “why”, “why”, for example: What do you think about this specialty? What are your professional goals? A person answers open-ended questions in accordance with how he sees and feels the problem.

According to the prisoner content

Questions about facts ( information ) are related to what actually happened in time and space, for example: Were you in class yesterday? What year did you graduate from high school?

Questions about opinions, desires, attitudes - when answering questions of this kind, people are more sensitive to the wording and sequence of questions. The questioner must remain neutral in relation to the subject of the conversation, avoid explicit assessments. You can't use phrases like "Do you really like this ?!" It is preferable to ask: “What do you think about this? I would like to hear your opinion. "

By functions

- control ( verification of the reliability of answers), for example, can be arranged according to the following scheme: Are you satisfied with the work? - after a few questions - Would you like to move to another job? - after a few questions - Would you return to this place of work if you had not worked for a while? etc.

- clarifying (asked after the question), for example: Explain what this means? What did you mean when you said that ...

- probing (aimed at obtaining information about the interlocutor, when it is impossible to get it directly, help to clarify the interlocutor's feelings), for example: What does this have to do with you? What happened there?

Functional and psychological

- mirrored are built on repeating the entire answer of the interlocutor or keywords, for example: You said that ... Why did you decide that? Such questions are aimed at showing the insecure interlocutor that he is heard and his opinion is taken into account.

- indirect are asked if you are afraid that a direct answer will not be given to you, for example: How do you think public opinion will assess the transition to fully paid higher education? As a rule, answering such a question, a person expresses his own point of view.

- relay is designed to maintain and continue the dialogue so that the process of switching to another topic is logical and appropriate, for example: And now a few questions about ... And now let's talk about something else ...

- concluding is intended to end the dialogue, for example: So, are we agreed? Can you submit your report next week?

Views business conversations.

1.Job interview(the goal is to assess the business qualities of the applicant, the content of the questions is aimed at obtaining information).

2. Dismissal from work

Voluntary leaving (the goal is to find out the true reason for leaving);

Downsizing (the goal is to part with the employee while maintaining the balance of the relationship). There are a number of rules for the "farewell conversation": 1) it is not held before weekends or holidays, 2) not at the workplace; 3) without witnesses; 4) no more than 20 minutes; 5) in the correct form; 6) suggests a rehabilitation program.

3. Problematic and disciplinary(the goal is to assess the facts of violation of discipline, malfunction, etc.). When conducting conversations of this type, it is necessary to have information about the offending employee, to criticize the task, and not the person, to express specific claims. The sequence of messages should be as follows: 1) positive information about the work of the offending employee, 2) critical information, 3) a commendable and instructive ending.

Principles building a business conversation:

Setting to the level of the interlocutor,

A summary of the content of the information,

Simplicity, clarity of language.

Stages business conversations

1. Preparatory(the expediency of the conversation, the time and place is determined; materials and documents are being prepared).

2. Elementary(the goal is to establish contact, awaken the interlocutor's interest in the conversation). The following methods can be used:

Tension relief method (personal appeal, compliments, jokes);

Leading method (figurative presentation of the question);

The method of stimulating the play of the imagination (posing many questions at the same time);

Method of "direct approach" (straight to the heart of the matter).

3. Main part(collection, assessment, transfer of information; identification of the goals and motives of the interlocutor).

In business Russian, a number of stable speech patterns can be distinguished, which allow the interlocutors to control the course of the conversation.

Abstract on the topic Features of service and business communication

Submitter: Capricious

Interaction as the basis for effective business communication 35 kb.
The concept of communication 11 kb.
Features of business communication 22 kb.
Business communication 12 11 kb.
Drawing up and execution of business documents 16 kb.
Psychology of business communication 194 kb.
Business etiquette 99 kb.

Features of service and business communication.

Business communication is such interaction of people, which is subordinated to the solution of a specific task (production, scientific-commercial, etc.), i.e. the purpose of business communication lies outside the communication process. Mutual understanding, consistency of actions and clarity of priorities arising from subjects engaged in a common cause depend on the quality of business communication.

The principles of activity of any social organization (firm, institution) have a significant impact on the behavior of its members. Let's note the following features of organizational behavior:

1. Rather strict regulation of the goals and motives of communication, ways of making contacts between employees: for each employee in the organization, a standard of behavior is assigned in the form of a stable structure of formal rights and obligations, which he must follow. Therefore, psychologically, business communication is largely formalized, detached, "cold".

Accordingly, with regard to speech behavior, it is expected that the exchange of information between employees is not personal in nature and is subordinate to the joint solution of the official task.

2. Hierarchical structure of the organization: relations of subordination, dependence, inequality are fixed between departments and employees. The consequence of the operation of this principle for verbal communication is: firstly, the active use of verbal means of demonstrating social status by participants in business communication, and secondly, the problem of transferring information along the links of the hierarchical pyramid and, accordingly, the effectiveness of feedback.

The effectiveness of vertical communication (i.e. up and down hierarchical levels) is much lower. This is due to the fact that on the path of information passing from the source (speaker) to the addressee in any hierarchically organized management there are intermediary links. Line managers, secretaries, assistants, clerical workers, etc. can become intermediaries. Oral messages when transmitted from one level to another (both down and up) can be shortened, edited, distorted before they reach the recipient (the effect of "spoiled phone ").

Another reason for the low efficiency of vertical communication is associated with the belief that subordinates do not need to know about the state of affairs in the enterprise as a whole, they must fulfill the tasks assigned to them, fulfill the decisions made and not ask unnecessary questions. However, as established by the psychology of perception, a person will act meaningfully if he knows not only the specific operation he is performing, but also sees the broader context in which it is inscribed.

3. The need for special efforts to stimulate labor, which is explained by the objective inconsistency of behavior and self-awareness of a person in the organization.

Human nature is incompatible with a rigid hierarchical structure and formalization of organizational processes, therefore, management actions are needed to satisfy the psychological and emotional needs of employees, maintain their interest in the work performed, and create the effect of involvement in decisions.

"In the process of business communication, its participants exchange information, which is transmitted in the form of management decisions, plans, ideas, reports, reports, messages, etc. Exchange of interests, moods, feelings is equally important. In this case, business communication appears as a communicative process , i.e. as an exchange of information that is significant for the participants in communication.

The above features of service and business communication largely explain the nature of the requirements for speech communication in a business environment. These requirements can be formulated as follows:

- Be clear about the goals of your message.

- Make the message clear and understandable for different groups of workers: find specific illustrations of general concepts, develop a general idea using vivid examples.

- Keep messages as short and concise as possible, refuse unnecessary information, draw the attention of employees only to those problems that relate to them specifically.

- When talking with employees, follow the rules of active listening, show them signals of your understanding and readiness to act together.

In management theory, a conversation is considered as a type of business communication, a specially organized substantive conversation that serves to solve management problems. Unlike business negotiations, which are much more strictly structured and, as a rule, are conducted between representatives of different organizations (or divisions of one organization), a business conversation, although it always has a specific subject, does not offer the conclusion of an agreement or the development of binding decisions, it is more personal oriented and occurs between representatives of the same organization. It can precede negotiations or be an integral part of them.

Goals and objectives of a business conversation. The goals that require a business conversation include, firstly, the desire of one interlocutor through a word to exert a certain influence on another, to cause another person or group to actively act in order to change the existing business situation or business relationship, in other words , create a new business situation or new business relationship between the participants in the conversation; secondly, the need for the manager to develop appropriate decisions based on the analysis of the opinions and statements of employees,

In comparison with other types of speech communication, a business conversation has the following advantages:

- quick response to the statements of the interlocutors, contributing to the achievement of goals;

- increasing the competence of the manager through the consideration, critical examination and evaluation of opinions, suggestions, ideas, objections and critical remarks expressed in the conversation;

- the possibility of a more flexible, differentiated approach to the subject of discussion and understanding of the context of the conversation, as well as the goals of each of the parties. The conversation is not a monologue, but a dialogue, therefore it is necessary to formulate questions, definitions, assessments so that they directly or indirectly invite the interlocutor to express their attitude to the stated opinion. Thanks to the feedback effect, the conversation allows the leader to respond to the partner's statements in accordance with the specific situation, i.e. taking into account the purpose, subject matter and interests of partners,

When conducting business conversations, it is advisable to follow the rules of effective speech communication. At the same time, a business conversation, as a direct interaction of its two participants, must be built on the basis of the following important principles:

- conscious adjustment to the level of the interlocutor, taking into account the content of the tasks performed by him, his powers and areas of responsibility, life and work experience, interests, peculiarities of his thinking and speech;

- rational organization of the conversation process, which primarily means a brief presentation by the interlocutors of the content of information on the topic under discussion, because a lengthy presentation and redundant information complicate the assimilation of the most essential;

- simplicity, imagery, clarity of language as a condition for intelligibility of information, therefore, orientation towards the interlocutor;

- tact, a real desire to understand the point of view of the interlocutor, interest in the prospects of your relationship.

Types of business conversations.

A job interview is in the nature of an "admission" interview, the main purpose of which is to assess the professional qualities of the applicant. information that can be grouped into the following blocks:

— what is the person who applied for a job;

- why he is looking for a job;

- what are its strengths and weaknesses;

- what are his views on affective leadership (in other words, his idea of a good boss);

- what he considers his most significant achievements;

- what salary he expects.

In turn, the applicant is also expected to ask questions. Moreover, they are used to judge his personal qualities such as self-control, purposefulness, communicative style, etc. Applicants are advised to find out the following:

- Is the job new or vacant?

- Why is there a need for personnel renewal?

- Reasons for dismissal or transfer to another job of the predecessor?

- Who decides on the appointment?

- what will the working day look like?

- What exactly will be the responsibilities?

- How and by whom will the work be assessed?

- Opportunities for learning, growth, promotion?

- Additional compensations (lunches, transport, paid days)?

A conversation upon dismissal from work has two varieties: a situation of unplanned, voluntary departure of an employee and a situation when an employee has to be fired or laid off.

In the first case, it is necessary to identify the true reason for the dismissal, its motives: it is caused by dissatisfaction with the production process, inattention, resentment, or any other reasons. To do this, it is useful to ask questions related to the content, volume, conditions of the employee's performance of production tasks, clarifying his assessment of such tasks and the conditions for their fulfillment.

Conversations with an employee who have to be fired proceed differently. The dismissal procedure by decision of the management is extremely difficult for everyone who takes part in it. This procedure is based on knowledge of the specifics of such a conversation and on the mastery of the technique for conducting it: a farewell conversation is not scheduled before weekends or holidays; it is not carried out at the workplace of the dismissed person or in a room where a large number of people work; it should not last more than 20 minutes, since an employee experiencing unpleasant news is not able to listen carefully and think about the various details that the manager tells him.

Problematic and disciplinary conversations are caused by the occurrence of failures in the employee's activities, the need for a critical assessment of his work and the facts of violation of discipline.

In the process of preparing a problem conversation, the leader must answer in advance questions about the meaning, purpose, results, means and methods of solving the problem, striving to ensure that during the conversation the subordinate accepts the position of the leadership. To do this, you should:

1) obtain the necessary information about the employee and his work;

2) build a conversation, observing the following sequence in the message of information: a message containing positive information about the employee's activities; a critical message; message of a commendable and instructive nature;

be specific and avoid ambiguities (phrases like "You did the wrong thing", "You did not complete the tasks", etc.); criticize the performance of the assignment, not the person.

Compliance with these rules helps to create a positive emotional background that will allow the unpleasant part of the conversation to be constructive, without causing unnecessary hostility from the employee, without forcing him to take a defensive position.

When conducting a problem conversation, it is important to find out: is the problem that has arisen a means of attracting attention? (For example, a guilty employee hides his dissatisfaction for any reason and does not want or cannot openly say about it.) Are the violations caused by personal difficulties (family conflict, illness of loved ones, etc.)? Is the problem related to a lack of qualifications, assistance, training? Maybe the employee needs more independence? Or is it that he does not accept leadership style? Answers to these questions will make it possible to make a decision on possible organizational measures that need to be carried out in a specific time frame and which can become a program to overcome the situation that has arisen.

If, during a problematic conversation, it is supposed to inform the employee about disciplinary measures, the decision on punishment should be expressed simply, clearly, with an emphasis on understanding and correctly assessing what happened.

For example: "You cannot avoid a reprimand. I understand that this punishment will not add joy to you, but I cannot act otherwise."

The ability to make comments showing what and how should be changed in the work, while noting what is already being done by this employee well, is an indicator of the manager's high communicative competence.

Structural organization of the conversation. Conducting a conversation involves a number of mandatory stages: preparatory stage; the beginning of the conversation; discussion of the problem; decision-making; ending the conversation.

Preparatory stage. In the period of preparation for the upcoming conversation, it is necessary to think over the issues of its expediency, the conditions and time of its holding, prepare the necessary materials and documents.

When choosing a venue for a conversation, it is useful to take into account the following recommendations from experts. In your office, you will feel more confident if the initiative for the conversation comes from you. In the office of your interlocutor, it will be easier for you to solve issues on which you take an objectively more advantageous position. If it is necessary to work out a joint solution, a program of joint actions, it makes sense to schedule a meeting "on neutral territory", where neither side will have advantages.

When preparing for the upcoming conversation, it is necessary to avoid two extremes: excessive confidence in one's ability to conduct an effective conversation without preparation and the desire to think over all stages of a future meeting, up to the use of pauses and gestures. In the first case, the initiative can go to the partner, in the second, deviation from the plan can lead to confusion and uncertainty. It is more useful to think over and predict the main lines of behavior.

The beginning of the conversation. The tasks that are solved at the beginning of the conversation are primarily associated with establishing contact with the interlocutor, creating an atmosphere of mutual understanding, awakening interest in the conversation. From the first phrases of each participant in the meeting, their further attitude to the subject of the conversation and to their interlocutor as a person depends.

We list a number of methods that are effective at the beginning of a conversation:

- a method of relieving tension: the use of warm words, personal appeal, compliments, jokes to establish closer contact with the interlocutor;

- method of "hooks": the use of an event, comparison, personal impression, anecdote or an unusual question, allowing to represent figuratively the essence of the problem, the discussion of which should be devoted to the conversation;

- a method of stimulating imagination: posing at the beginning of the conversation many questions on a number of problems that should be considered during the conversation:

- method of "direct approach": direct transition to the case without any discussion - a short message about the reasons for which the conversation is scheduled, and a quick transition to a specific question.

The main part of the conversation is aimed at collecting and evaluating information on the problem under discussion; identifying the motives and goals of the interlocutor; transmission of scheduled information. The successful implementation of this phase is facilitated by the mastery of the technique of posing questions, methods of active listening and perception of information and facts.

Features of service and business communication

Business conversation- this is such an interaction of people, which is subordinated to the solution of a specific task (production, scientific, commercial, etc.)

Note the following peculiarities such communication:

1. Rather strict regulation of the goals and motives of communication, ways of making contacts between employees: for each employee in the organization, a standard of behavior is normatively fixed in the form of a stable structure of formal rights and obligations, which he must follow.

2. Hierarchical structure of the organization: relations of subordination, dependence, inequality are consolidated between departments and employees. The consequence of the operation of this principle for verbal communication is: firstly, the active use of verbal means of demonstrating social status by participants in business communication, and secondly, the problem of transferring information along the links of the hierarchical pyramid and, accordingly, the effectiveness of feedback.

It is recognized that the effectiveness of the distribution of business information "horizontally" (ie between departments, divisions or employees of the same level), as a rule, is very high. People working at the same level understand each other "perfectly", they do not need a detailed and detailed explanation of the essence of the problem,

3. The need for special efforts to stimulate labor, which is explained by the objective inconsistency of behavior and self-awareness of a person in the organization.

Management actions are needed to satisfy the psychological and emotional needs of employees, to maintain their interest in the work performed, and to create the effect of involvement in the decisions made.

Along with such ways of motivating staff work, such as various types of moral and material incentives, career advancement, professional development at the expense of the organization, etc., conversations between a manager and his subordinates can have a huge motivational effect if he manages to connect his message with their needs. The form of setting goals, the manager's answers to questions, critical assessments can either help employees navigate their activities, encourage them to work more successfully and profitably, or hinder this.

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Official and business communication: business negotiations, interviews, presentation

Business conversation- this is interpersonal communication with the aim of organizing and optimizing a particular type of activity (commercial, industrial, managerial, etc.).

Purpose of negotiations- to find a mutually acceptable solution, avoiding the extreme form of manifestation of the conflict.

Negotiation can be official - with a protocol, a strict procedure, adherence to special rituals - and unofficial, similar to a casual conversation, not involving any other official papers at the end of the signing; external (with business partners and customers) and internal (between employees).

Allocate two approaches to negotiations: confrontational(the goal of negotiations is victory, and refusal of complete victory means defeat) and partner(implemented by jointly analyzing problems with a partner and searching for a mutually acceptable solution in which both participants win).

2. Communicative(connected with the establishment of new connections).

5. Distracting(associated with the desire to gain time).

Constructive negotiation techniques:

- Reception of the search for a common solution area.

- Reception of dividing the problem into separate components.

a) Conflict oriented:

1. To object ( This is where you misunderstood me);

2. Teach ( You should listen to me better);

3. Justify ( Nobody told me that);

4. Convince ( You are of the same opinion with me);

5. Approve, insist ( There is no other way to do it);

6. Provoke, ignore, ironic ( Your proposal shows that you are a theorist. Unfortunately, in practice, it all looks different.).

b ) Consensus oriented:

1. Ask questions ( What is your opinion on this?);

2. To state ( This is a new aspect of the question for me);

3. "I" - appeal ( I do not understand why you attach such great importance to this item.);

4. Listen carefully ( I understood you correctly that…);

5. Argumentation for the benefit ( This will allow you…).

Types of questions for successful negotiations:

1. Setting. You grab your partner's attention and set the stage for discussion (eg, “ How are you doing?»).

2. Obtaining information.

3. Transfer of information.

4. An impetus to the work of thought. " What solution do you see, do you have specific proposals?»

5. Making a decision. " Can we summarize?»

Stages of preparation and negotiation:

1) Precommunicative(1. Gathering information. 2. Analyzing the problem. 3. Determining goals and objectives. 4. Argumenting options for solutions. 5. Drafting documents. 6. Determining the time and place of the meeting, delegation members).

2) Communicative(1. Introducing the parties to each other, establishing contact. 2. Statement of problems and goals. 3. Dialogue of participants - clarification, discussion, coordination of interests. 4. Summing up and making decisions).

3) Postcommunicative(Analysis of negotiations).

Interests- the key concept of negotiations: 1) general, 2) different - are subdivided into mutually exclusive, i.e. contradicting each other, and non-intersecting - those in which the implementation of the intentions of one of the parties does not affect the aspirations of the other.

Principled negotiation method developed at Harvard University USA. It consists in the requirement to solve a problem based on its qualitative features, i.e. from the essence of the matter. Partners strive to find mutual benefit where possible. And where their interests do not coincide, they achieve a result that would be justified by fair norms. Four basic rules: 1) "Separate the person from the problem." Criticism of the personal qualities of the communicants is unacceptable. 2) "Focus on interests, not positions." 3) "Develop mutually beneficial options." 4) "Find objective criteria."

Negotiation tactics: "Delegation of powers", "Saving the face", "A welcome gift", "Leaving", "Packing (linking)", "Dismemberment of the problem", etc.

How and at what stages of the negotiation process are influenced national psychological characteristics characteristic of different peoples?

Goals... A Japanese sitting at the negotiating table cannot be expected to make a decision. it was accepted by the Japanese side even before the start of negotiations.

Means to achieve them... The Americans are trying to achieve as much as possible in the negotiations, relying on facts, figures and statistics. The Germans place an emphasis on thoroughness and completeness of information and strive for clarity in their decisions. The French respect the consistency and rationality of argumentation. The British prefer calm and diplomatic discussion.

Decision-making... Americans love to make decisions because they entail their implementation. The French prefer to talk about a decision that may or may not be made, they rarely make a decision on the first day of negotiations. The British are summing up the results of each stage of the negotiations.

« The businessman and the press need each other"(Image Maker Lillian Brown).

Goals: creation of a positive image of the company, reputation; impact on the masses of people.

Stages of preparing and conducting an interview:

1) Precommunicative(1. Determination, together with the interviewer, the range of problems of the conversation. 2. Preparing answers to the prospective questions. 3. Studying information about the journalist with whom the meeting is to be met).

2) Communicative(1. Greetings. Establishing contact. 2. Answers to the interviewer's questions. 3. Farewell, thanks for your attention and interesting questions).

3) Postcommunicative(Interview analysis).

During the interview, you must adhere to the following rules:

1) After greeting the interviewer, do not fuss, behave calmly, at ease.

2) Be sure to look your interlocutor in the eyes, answer questions confidently, optimistically.

3) When answering questions, do not deviate from the topic. If you do not know the answer to the question, just say so directly.

4) Do not be afraid to take the initiative, even "turn" the conversation in the direction you need.

5) Do not dispute the details of the erroneous statement - list the correct facts.

6) The first time you mention your organization, give its full name. After that, you can use the abbreviation.

7) Try to say something memorable, as well as characterizing you as someone with a sense of humor.

8) At the end of the interview, thank the journalist for his interest in your company and in you personally, for relevant, meaningful questions.

This is the first official presentation to the interested audience of some still unknown or little-known products, the company and its creators.

Goals: inform and convince potential partners of the need to purchase a specific product or service; to demonstrate the product and its capabilities in such a way as to arouse interest and draw attention to your company; conclude contracts and deals.

The subject of the presentation there may be a product or service.

Presentation script developed by a public relations manager. May include Components:

- Demonstration of goods or services (preparation of press releases, slides, videos, diagrams and diagrams, other visualization and information tools).

The duration of the presentation is 1.5–2 hours. Experts recommend holding presentations after 3 pm so that afterwards you can organize a cocktail or buffet (from 5 pm to 7 pm).

Communicative techniques for approaching a client during a presentation:

1. Complimentary approach... Appropriate compliments elicit a positive response and create a pleasant atmosphere.

2. Sample approach... An offer to test products, an invitation to a free seminar, the provision of a sample of this product, etc.

3. Product demonstration approach. It is easier for the client to make a choice after he has touched, seen, tasted or in action what is offered to him.

4. " Dramatic approach". For example, salespeople who sell vacuum cleaners often stain carpets to demonstrate how great their vacuum cleaners are at removing this dirt.

5. Approach with questions... The salesperson should strive to ask questions of the buyer, which will allow him to obtain additional information. At the same time, it is very important to pose questions in such a way that a potential buyer cannot answer “ No", Therefore, you should never ask" Can I help you?»

6. Turning to Benefit... One of the paradoxes of making a deal is that almost all buying decisions are made under the influence of internal needs, desires and emotions, which often remain unconscious by the client himself. This is making a profit; saving time; the beauty; pleasure; comfort; practicality; health; good relationship; originality; prestige.

7. Assistant approach... Use the formula: product properties + linking phrase + customer benefit. The connecting link includes phrases: “ This will allow you…», « This will give you the opportunity…», « You'll get... ", etc. Use of pronouns You, you, you will allow clients to feel that the speaker cares precisely about his interests.

Formality and regulation business relations imply compliance with the rules of business etiquette both in writing and in the field of live communication. One of the most important functions of etiquette is to remove aggression.

1. In documents regulation relations are expressed with the help of speech etiquette formulas of address and farewell, as well as the observance of the general tone of the message within the framework of correctness and courtesy.

Dear sir / madam. (name / position)! Best regards ... Always at your service ... Yours sincerely ...

The rules of business etiquette require: if the text of the document begins with a formula for a personal appeal to the addressee, then at the end of the text, before the signature, there must be a final formula of politeness.

According to the traditions of domestic business etiquette when formulating requests, inquiries, suggestions, opinions, etc. the form of expression in the first person is adopted Mn.h .:

We present for consideration and approval a project of a shopping complex. ; We remind you that the term of the contract.

The function of etiquette means may be introductory words indicating the attitude of the author to the subject of the message.

A sign of good form is the expression of gratitude for the accuracy, for the timely response.

2. According to the ethics of relations, it is not recommended for drafters of documents:

- encourage the addressee to haste when making a decision in words Urgently, Immediately, As soon as possible. More acceptable are the formulas: I ask you to answer until such and such a date, I earnestly ask you to immediately report your decision;

- to impose on the addressee the expected outcome of the issue covered in the letter, for example: Please study and resolve the issue positively or I ask you to approve this candidacy;

- hint to the recipient of the letter about his alleged inattention by entering the following wording in the final text of the letter: I propose to carefully study…;

- start the message with a statement of the refusal, in cases where the fulfillment of the request or instruction is not possible. First, you should state the motivation for the decision and make it clear that, under certain circumstances, you can return to the issue.

For the recipient of official correspondence, a mandatory requirement from the point of view of ethical standards is a prompt and clear response from the sending organization. Usually the answer is given within a week - ten days. An unconditional violation of the ethical standards of business correspondence is the response form, in which the document is returned to the addressee with the response information written by hand posted on its reverse side.

3. In personal contact, it is important: polite, respectful and friendly attitude towards the business partner; observance of a certain distance between employees occupying different official positions; the ability to speak " yes" and " No”Without offending a partner, without hurting his pride; tolerance for someone else's opinion that does not coincide with yours; the ability to admit one's mistakes, to be self-critical; the ability to use arguments, not authorities, in a dispute.

Dating situation- this is a situation so regular in business communication that verbal communication, as a rule, is brought to automatism. Acquaintance can be carried out without an intermediary and with the help of an intermediary. If the acquaintance is carried out without an intermediary, the initiator of the acquaintance in the first replica is the organization that he represents. It is better if in this case the introducer begins his remark with an apology.

If you are acting as a mediator, representing someone, you need to remember that the "lower" is represented first to the "higher". From the point of view of Russian etiquette, the lowest will be the interlocutor who is younger in age and social status. The man will also be inferior in relation to the woman if the positions are equal.

The superiority of the elders in relation to the younger and of women in relation to men is accepted by very many nations. However, the order of accounting and ranking in terms of the degree of importance of these features is different in different countries. In England - social status (material condition, title), gender, age. In France, social status (social status, material condition) and gender are equally important when choosing an etiquette sign. In Russia - social status (social status, personal merit), age, gender. Gender in Russian speech service etiquette does not have an index value when choosing etiquette formulas and even forms: Director of the "Vector" company Elena Sergeevna Viktorova.

§ 1. Features of service and business communication

The principles of activity of any social organization (firm, institution) impose certain restrictions on people's behavior. Among them, we note the following:

Thus, the efficiency of spreading business information “horizontally” (ie between departments, divisions or employees of the same level) is usually very high. People working at the same level understand each other "perfectly", they do not need a detailed and detailed explanation of the essence of the problem.

Be clear about the goals of your message

Make the message clear and understandable for different groups of workers: find specific illustrations of common concepts, develop a general idea using vivid examples.

Keep your messages as short and concise as possible, discard unnecessary information, draw the attention of employees only to those problems that relate to them specifically.

When talking to employees, follow the rules of active listening, show them signals of your understanding and willingness to act together.

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Business conversation

1. Features of service and business communication.

2. Business conversation.

3. Telephone conversation.

4. Business negotiations.

5. Presentation.

6. Speech etiquette.

Features of service and business communication

Business conversation - it is such interaction of people, which is subordinated to the solution of a specific task (production, scientific, commercial, etc.), i.e. the purpose of business interaction lies outside the communication process (in contrast to personality-oriented communication, the subject of which is precisely the nature of the relationship between its participants).

The principles of activity of any social organization (firm, institution) impose certain restrictions on people's behavior. Among them, we note the following:

Thus, the efficiency of spreading business information “horizontally” (ie between departments, divisions or employees of the same level) is usually very high. People working at the same level understand each other "perfectly", they do not need a detailed and detailed explanation of the essence of the problem.