Business communication lesson. Open lesson notes - Business communication - Techniques of telephone conversations, office receptions, business meetings - file Open lesson notes.doc. Business communication in the context of Internet interaction

Suppose you need to carry out important tasks on which the successful outcome of a serious matter depends. How to behave correctly during a conversation? In order to avoid getting into trouble, you need to study the ABCs of business communication.

Visual contact and distance between partners are of great importance during business meetings.

"Smotriny"

Eyes are indispensable assistants, thanks to which we receive the most accurate information about the speaker’s attitude towards the interlocutor and the subject of conversation, so try not to lose sight of the expression in the eyes of your companion. Statistics say that for a successful outcome of negotiations it is necessary to meet his gaze at least 60-70% of the time of communication.

Some Western business coaches recommend directing your gaze to the bridge of your nose and not lowering it below eye level during business communication. But the Japanese consider direct gaze impolite. When talking, they look under the chin of the interlocutor. Thus, the partner's eyes and face are in the field of peripheral vision. In Russia and the West, such a view can be interpreted as disinterested and even strange.

It is believed that if a person is carried away by a conversation, his pupils dilate significantly and his eyes “burn.”

Centimeters of trust

The optimal business distance between partners is about a meter. However, it can be called conditional, because you will not measure the number of centimeters between you and your interlocutor using a ruler.

If you feel a favorable mood and want to demonstrate your friendliness, you can approach half a meter. Experts believe that such a distance borders on the “personal zone.” Being as close to this territory as possible will help you grasp the emotional tone of your interlocutor and tune in to the same wavelength. And trust will have the best impact on the effectiveness of cooperation.

It is not worth reducing the distance to a quarter of a meter when communicating with a business partner. This is already an “intimate zone”, penetration into which is fraught with a feeling of discomfort in one of the interlocutors.

The nuances of visual contact, as well as subtleties regarding distance in business communication, at first glance may seem like minor details that do not deserve attention. However, experienced businessmen know that neglect business etiquette could easily cause the deal to fail. When going to negotiations, they try to take into account the maximum number of subtleties of this business process. Almost any detail can become decisive and influence the choice of your interlocutor.

Based on materials from the newspaper “Quality of Our Life”

Almost all things begin, are carried out and are completed with the help of verbal interactions between people. In this lecture we will look at 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, putting forward and developing working ideas, monitoring and coordinating 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 points as orientation towards the interests of the work, planning, a certain formalism of the language, i.e. everything that gives business nature these verbal interactions. At the same time, business conversations, business meetings and telephone conversations can be considered as independent types business communications. They differ from each other not only in the goals for which they are held, in the form of contact, but also in the number of participants, which predetermines the socio-psychological characteristics of their organization and conduct.

Before moving on to a more detailed description of business conversations and meetings, we will highlight some organizational and psychological features of business communication, which largely determine the verbal 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 of work.

Business communication is an interaction between people that is subordinated to the solution of a specific task (industrial, scientific, commercial, etc.), i.e. the goal of business interaction lies outside the communication process (unlike personality-oriented communication, the subject of which is namely the nature of the relationship between its participants). The operating principles of any social organization (firm, institution) impose certain restrictions on people’s behavior. Let us note the following among them:

1. Quite strict regulation of the goals and motives of communication, methods of 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 responsibilities that he must follow. Therefore psychologically business conversation turns out to be largely formalized, detached, and “cold.”

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

2. Hierarchical structure of the organization:

Relationships of subordination, dependence, and inequality are established between departments and employees. One of the consequences of this principle for speech communication the problem turns out to be the conditions for transmitting accurate and, if possible, complete information along the links of the hierarchical pyramid and, accordingly, the effectiveness of feedback.

Thus, the efficiency of distributing business information “horizontally” (that is, 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 task.

Efficiency vertical communication(i.e. up and down hierarchical levels) is significantly lower. According to some data, only 20-25% of the information coming from the highest management level, reaches directly to specific performers and is correctly understood by them. This is partly explained by the fact that on the path of information passing from the source (speaker) to the addressee in any hierarchical organized management there are intermediary links. Intermediaries can be line managers, secretaries, assistants, clerical workers, etc. Oral messages when transmitted from one level to another (both down and up) can be shortened, edited, distorted before they reach the recipient (the “spoilt” effect). telephone").

Another reason for the low effectiveness of vertical communication is related to the belief, common among some managers, that subordinates do not necessarily

To know about the state of affairs in the enterprise as a whole, they must carry out the tasks assigned to them, implement 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 embedded. If specific performers are deprived of information of this kind, they begin to look for answers on their own, while distorting and speculating on the available information.

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

3. Motivation t ore as a condition effective activities organizations or enterprises. Need for special efforts in stimulating work can be partly explained by the objective inconsistency of a person’s behavior and self-perception in an organization: in business communication, he acts simultaneously as a specific holistic personality and as a representative of the organization, i.e., a bearer of certain professional role functions. If his needs as an individual are not met during 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 may decrease. Conflicts of this kind are often the topic of discussion between employees, and sometimes the cause of problematic conversations between a manager and a subordinate.

Along with such methods of motivating staff work as different kinds moral and material encouragement, promotion, professional development at the expense of the organization, etc., conversations between the manager and 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 more profitably, or prevent them from doing so.

Requirements for speech communication in a business environment can be formulated as follows:

Be clear about the purpose of your message.

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

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

When talking with employees, follow the rules of active listening, show them signals of your understanding and readiness for joint action.

Thus, the above rules must be observed equally 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.

A business conversation is a conversation primarily between two interlocutors; accordingly, its participants can and should take into account specific features personalities, motives, speech characteristics of each other, i.e. communication is largely interpersonal in nature and involves various 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 management tasks. Unlike business negotiations, which are much more rigidly structured and, as a rule, are conducted between representatives of different organizations (or divisions of the same organization), a business conversation, although it always has a specific subject, is more personally oriented and more often occurs between representatives of the same organization.

Goals and objectives of business conversation

The goals that require a business conversation include, firstly, the desire of one interlocutor, through words, to exert a certain influence on another, to arouse a desire in another person or group to take action, in order to change the existing business situation or business relationship, by others in 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 an analysis of the opinions and statements of employees.

Compared to other types of verbal communication, business conversation has the following advantages:

Responsiveness to the statements of interlocutors, contributing to the achievement of goals.

Increasing the manager's competence by taking into account, critically checking and evaluating the opinions, suggestions, ideas, objections and criticisms 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 party.

Business conversation, thanks to the feedback effect, which is most clearly manifested in direct interpersonal interaction, allows the manager to respond to the partner’s statements in accordance with the specific situation, that is, taking into account the goal, subject and interests of the partners.

When conducting business conversations, it is advisable to follow the rules of effective verbal communication formulated in the first chapter. At the same time, a business conversation as a direct interaction between 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 he performs, his powers and sphere of responsibility, life and work experience, interests, characteristics of his thinking and speech.

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

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

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

Since the dialogue is controlled by the questioner, with the help of questions he can direct the process of transmitting information in a direction that corresponds to his plans and wishes; seize and hold the initiative in a conversation; activate the interlocutor, thereby moving from monologue to dialogue; give the interlocutor an opportunity to express himself. Therefore, the ability to ask questions becomes key tool to quickly and accurately obtain the necessary information. Taking this into account, let us dwell in more detail on the types and functions of questions.

Questions can be classified on different grounds. IN management activities 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; according to the functions they perform.

Closed and open questions, already known to us from Chapter IV, are divided according to the nature of the expected answers.

Closed questions. These are questions with a rigid structure, they can be answered simply with yes or no or with a few words. For example, “How old are you?”, “Where do you live?”, “What school did you graduate from?”, “Do you like this job?” etc. It is necessary to take into account that formulations using the particle whether (such as “Do you like?”, “Would you like?”, “Do you agree?”, “Do you like?”) are a variant of closed questions and may cause responses to be biased in a positive direction, as well as questions such as "Don't you want to?" Construction of questions like “You don’t think so?”, “Isn’t it true?” inclines the respondent to a negative answer. If in a conversation it is desirable to avoid this kind of leading to an answer, then it is better to use alternative questions as an option for closed questions. For example, “Do you think the training of school graduates meets or does not meet the requirements set by universities?” or “Would you like to continue your education or not?”

Closed 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 open up himself.

Open questions are less structured questions, they involve greater freedom in choosing an answer and begin with the words what, how, why, why, etc.: “What do you feel when you see this person?”, “Tell me about yourself,” “What are you thinking about this specialty?”, “What are your professional goals?”, “For what reasons do you want to leave our organization?” etc. A person answers these questions

According to how he sees and feels the problem. That is why open questions are used to clarify a complex, confusing situation or to more accurately understand a person’s attitude to the subject of the conversation.

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

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

Questions about opinions, desires, attitudes. Answering these questions poses greater challenges than asking questions about facts and knowledge. A person’s attitude, assessments, and desires can be clear and clearly defined, or they can be vague and vague, they can be conscious of it or not. A person's opinion on any issue can be ambiguous. Thus, a job may be pleasing in terms of prestige but not satisfying in terms of earnings. Therefore, when answering these types of questions, people are more sensitive to the wording and sequence of questions than when answering questions about facts. It is important for the questioner to remain neutral regarding the subject of the conversation and try to avoid words (statements) that carry an obvious assessment. For example, phrases like “Do you really like this?” are unacceptable. or "-At your age to think about this?" To give the interlocutor an opportunity to express his opinion, questions such as “I’m interested in hearing your opinion”, “How would you like this problem to be resolved?”, “What do you think about this?”, “What do you think about this?” are appropriate.

Finally, we can distinguish two large groups of questions according to the functions they perform during a 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.

The group of questions based on functions includes the so-called control, clarifying and probing questions.

Security questions serve to check the accuracy of the answers. If you first ask how satisfied your interlocutor is with the job, then after a few questions the first control question can be asked: “Would you like to move to another job?”, then the second: “Suppose that for some reason you are temporarily not working "Would you return to your previous place of work?" Comparison of answers to three questions provides information about the sincerity of the interlocutor.

Clarifying questions follow the question posed, clarifying or double-checking what was said. The interlocutor is asked to explain the thoughts or feelings expressed. These questions are often used when 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 effective way obtain complete answers and control the direction of the conversation.

Probing questions have the goal of obtaining as much necessary information about the interlocutor as possible in order to decide in which direction to act. The difference between probing questions and clarifying ones is that probing questions are used in situations where the interlocutor is either unclear about the reasons for his own behavior or emotional state, 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 presupposes delicacy and 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 with different sides, What is the problem. Examples include any questions aimed at clarifying the interlocutor’s experiences:

“And does this happen often?”, “What does this have to do with you?”, “Who was there?”, “What happened?” and so on.

Wanting to clarify the possible behavior of the interlocutor in a specific situation, the questioner can also turn to probing questions. At the same time, instead of a direct question such as “What would you do if...?”, psychologically more subtle questions are formulated as follows: “Have you ever had to deal with the aggressive behavior of an employee at your previous job? What did you do? "Why did you act this way? What would have happened if you had acted differently?"

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

Mirror questions, based on a complete repetition of the interlocutor’s answer or on the repetition of key words in his

The answer is aimed at achieving a real understanding of his feelings, experiences, and condition. Examples of mirror questions include the following: “I understood correctly that you think... (follows a repeat of what the interlocutor said)” or “You said that... (follows a repeat of what the interlocutor said) “Why did you decide that?” Statements constructed in this way perform several functions in a conversation: the listener’s repetition of the interlocutor’s words gives the latter the feeling that he is being heard, and therefore understood; in addition, hearing his statement from the outside, a person can treat it critically and 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 work colleagues or about public opinion. For example: “How do you think public opinion will evaluate the transition to paid higher education?" or "How do your colleagues rate labor discipline in the organization?" The design of questions of this type contains elements of a projective technique, according to which a person, by formulating the opinion of his colleagues or fellow citizens, actually 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 towards 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 reveal his interest, he can indirectly obtain information that is important to him. To do this You can ask a series of questions that seem to randomly lead to the desired answer, for example:

“Did you go to such and such a department today?”, “I wonder if such and such was there?”, “He approached me with a request, but he didn’t ask you for anything?”

The relay question is intended to maintain and continue the dialogue, so that the transition from one topic to another during the conversation appears logical and psychologically appropriate. By 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 of the upial "Brownie". 1995. No. I):

— They say you have an estate in America. Is this a playful name for your house and grounds?

- No, what a joke. This is a former conservatory with buildings in which there were several concert halls, now my workshops are there. The land is six hectares. This is 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 this? You need shocks, external activity."

Bridge questions are also used to move on to another topic in a conversation: “Now, a few questions about...” or “Now let’s talk about something else.”

Concluding questions are used at the end of a conversation if it is important to emphasize the equality of the interlocutors, the respectful attitude between them, or to once again clarify the content of the agreements reached: “Was I able to convince you that...?”, “So, you will be able to submit this report to Wednesday?"

Thus, each question should contribute to the discussion of the topic and contribute to solving the problem posed in the business conversation.

On the basis of the goals and methods of conversation, it is customary to distinguish as independent types: job interviews, job dismissal interviews, problem and disciplinary conversations.

The conversation when applying for a job has the character of an “admission” interview, the main purpose of which is to evaluate business qualities applying for work. In essence, it comes down to a few basic questions and their corresponding answers. The form of questions may vary, but their content is aimed at obtaining 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 weak sides;

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

— what he considers his most significant achievements;

- What salary does he expect?

The conversation when leaving a job has two types: the situation of an unplanned, voluntary departure of an employee and the situation when the employee has to be fired or laid off.

1. During the conversation, it is necessary to identify the true reason for the dismissal, its motives: it is caused by dissatisfaction production process, inattention or insult, any other

Reasons. The need to conduct an interview in this case is due to the manager’s concern for improving management activities at various levels of production. To do this, it is useful to ask questions related to the content, volume, conditions of the employee’s performance of production tasks, ascertaining his assessment of such tasks and the conditions for their implementation. You should find out what the employee did not like about his work and, on the contrary, what gave him satisfaction. Employees who leave the organization due to at will, tend to be sincere in their comments and wishes and share information that can improve the situation of those who remain.

2. Conversations with an employee who has to be fired proceed differently. The dismissal procedure by decision of management is extremely difficult for everyone who takes part in it. In specialized literature it is called a farewell conversation. This procedure is based on knowledge of the specifics of such a conversation and on mastery of the technique for conducting it. Thus, a farewell conversation is never scheduled before weekends or holidays: it should not be held directly at the workplace of the person being dismissed or in the premises where he works a large number of people; it should not last more than 20 minutes, since an employee experiencing unpleasant news is not able to listen carefully and think through the various details that the manager sets out to him. If the manager has to reproach an employee for violating discipline or talk about other violations, then he must be accurate and correct in presenting the facts and not give the dismissed person any reason to doubt the justice of the reproaches expressed. In foreign practice, it is recommended to prepare a humane move for the person being dismissed; for example, offer him a list of available jobs at another enterprise or offer something like a “rehabilitation program” for the fired person, which provides for maintaining his confidence in own strength, maintaining his authority in the eyes of others and family.

Problematic and disciplinary conversations are brought to life either by the occurrence of failures in the employee’s activities and the need for a critical assessment of his work, or by facts of violation of discipline.

In the process of preparing a problem conversation, the manager must answer questions in advance about the meaning, purpose, results, means and methods of solving the problem, trying to ensure that during the conversation the subordinate accepts the leadership position. At the same time, there are some rules that allow you to avoid a conversation in the form of a “lashing out” and conduct it with constructive results. To do this you should:

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

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

3) be specific and avoid ambiguities (statements like “You didn’t do what was needed,” “You didn’t complete the task,” etc.);

4) criticize the performance of the task, not the person.

Compliance with these rules helps to create a positive emotional background, which will allow the unpleasant part of the conversation to be carried out constructively, without causing unnecessary hostility on the part of 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, the offending employee hides his dissatisfaction for some reason and does not want or cannot speak about it openly.) Are the violations caused by personal difficulties (family conflict, illness of loved ones, etc.)? Is the problem related to a lack of qualifications, assistance, or training? Maybe the employee needs more independence? Or is it that he does not accept the leadership style? The answers to these questions will make it possible to make a decision on possible organizational measures that need to be implemented within a specific time frame and which can essentially become a program to overcome the situation that has arisen.

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

For example: “As you understand, you cannot avoid punishment. Of course, we are not talking about a demotion in rank, you did not deserve it, but you cannot avoid a reprimand. I understand that this punishment will not add joy to you, but no matter how high your other merits, I can’t do otherwise.”

Let us note again that criticism from a manager has a significant motivational effect. The ability to make comments showing what and how should be changed in work, while noting what this employee is already doing well, is an indicator of the manager’s high communicative competence.

Conducting a conversation requires the presence of mandatory stages: preparatory stage; starting a conversation; discussion of the problem; decision-making; ending the conversation. Preparatory stage. During the period of preparation for the upcoming conversation, it is necessary to think through the issues of its feasibility, the conditions and time of its conduct, prepare necessary materials and documents.

When choosing a venue for a conversation, it is useful to consider the following recommendations from experts. You will feel more confident in your office if the initiative for the conversation comes from you. In the office of your interlocutor, it will be easier for you to resolve issues on which you take an objectively more advantageous position. If it is necessary to develop a joint decision, a program of joint actions, it makes sense to schedule a meeting “on neutral territory”, where neither side will have an advantage.

When preparing for an upcoming conversation, it is important to avoid two extremes:

On the one hand, excessive confidence in one’s ability to immediately, without preparation and thinking through details, conduct an effective conversation, and on the other hand, a kind of reinsurance, the desire to punctually think through all the stages future meeting, take into account the smallest details of your own behavior and the behavior of your interlocutor, down to the use of pauses and gestures. In the first case, the initiative may pass to the partner, in the second, the slightest deviation from the plan can lead to confusion and uncertainty. It is more useful to think about and predict the main lines of behavior.

Starting a conversation. The tasks that are solved at the beginning of the conversation are primarily related to establishing contact with the interlocutor, creating an atmosphere of mutual understanding, and awakening interest in the conversation.

It is on the first phrases of each meeting participant that their further attitude towards the subject of the conversation and their interlocutor as an individual depends.

We list a number of methods that can be used effectively at the beginning of a conversation:

Method of relieving tension: using warm words, personal appeal, compliments, jokes to establish closer contact with the interlocutor.

The “hook” method: the use of an event, comparison, personal impression, anecdote or unusual question that allows you to figuratively present the essence of the problem to which the conversation should be discussed.

A method of stimulating the play of the imagination: at the beginning of the conversation, asking many questions about a number of problems that should be considered during the conversation.

Direct Approach Method: Getting straight to the point without any discussion—briefly stating the reasons why the interview is scheduled and moving quickly to the specific issue.

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

The frank, constructive-critical atmosphere of a business conversation is contradicted by:

- tactless interruption mid-sentence;

— unjustified deprivation of the interlocutor of the opportunity to express his opinion;

— imposing the opinion of the conversation leader;

— ignoring or ridiculing the interlocutor’s arguments;

- rude reaction to partners expressing opposing points of view;

- manipulation of facts;

In business Russian, a number of stable speech patterns can be identified that allow interlocutors to control the course of the conversation at the stage of discussing a problem and making a decision. Here are some examples:

The final part of the conversation serves as a kind of general assessment. Successfully completing a conversation means achieving predetermined goals. The objectives of this stage are: achieving the main or secondary goal; ensuring a favorable atmosphere at the end of the conversation; stimulating the interlocutor to carry out the intended activity; maintaining, if necessary, further contact with the interlocutor. It is important to separate the end of the conversation from its other phases; for this, expressions like “Let’s summarize” or “We have come to the end of our conversation” are used.

Thus, business conversation can be considered as a special type of interpersonal interaction in an organizational environment. A clear awareness by the participants of the conversation of the goals they are pursuing, understanding functional features each of its stages, mastery of psychological and speech techniques for conducting a business conversation are necessary components of effective business communication.

Compiled by Natalia Aleksandrovna Gavrilova, teacher of economic disciplines.

In this methodological development describes the methodology and course of conducting a lesson on the topic “Ethics of Business Communication” in the discipline “Management”. Given lesson plan conducting the lesson, the lesson scenario is described in detail.

Conducting a lesson using the proposed methodology allows you to plan psychological aspects communication, its culture, ethics and tactics, introduce students to the rules of conducting business conversations, negotiations and meetings, study the conditions for effective communication, learn to draw up a plan for conversations, negotiations and meetings, plan management communications for productive cooperation.

The purpose of this methodological development is to assist the teacher in conducting classes.

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Compiled by Natalia Aleksandrovna Gavrilova, teacher of economic disciplines.

This methodological development describes the methodology and course of conducting a lesson on the topic “Ethics of Business Communication” in the discipline “Management”. A lesson plan for the lesson is provided, and the lesson scenario is described in detail.

Conducting a lesson using the proposed methodology allows you to plan the psychological aspects of communication, its culture, ethics and tactics, introduce students to the rules of conducting business conversations, negotiations and meetings, study the conditions for effective communication, learn to draw up a plan for conversations, negotiations and meetings, plan management communications for productive cooperation.

The purpose of this methodological development is to assist the teacher in conducting classes in the discipline “Management”.

INTRODUCTION

Introduction……………………………………………………………………………….3

Main part………………………………………………………………………………...4

Lesson plan……………………………………………………….4
Progress of the lesson…………………………………………………………………………………6

Conclusion…………………………………………………………………………………...22

List of used literature………………………………………………………..23

Applications………………………………………………………………………………..24

INTRODUCTION

The greatest luxury in the world -

this is the luxury of human communication

Antoine de Saint-Exupery

The most important form of human interaction is communication.

The ability to communicate has always been one of the most essential human qualities. Communication is at the core of almost everything we do. Management is a sphere of human activity where communication plays a decisive role. The effectiveness of negotiations, the degree of mutual understanding with partners and employees, employee satisfaction with their work, and the moral and psychological climate in the organization depend on how well the communication is structured.

Business communication is a complex, multifaceted process of interaction between people based on the exchange of information in the field professional activity and business.

Business communication is a very relevant and widespread topic today. People who do business need business communication very much. Since the ability to negotiate with business people, to be able to choose the right words, to make correct and standard decisions, this is their main task, the career of a business person in the future depends on it.

A specific feature of business communication is one or another degree of its formality, that is, its subordination to established restrictions, which are determined by many factors: national and cultural traditions, professional characteristics activities, organizational requirements, ethical principles.

In the methodological development “Ethics of Business Communication” I made an attempt to introduce students to the rules, stages and phases of business communication. Determine the patterns that exist in the process of transmitting information, develop skills for effective interaction.

MAIN PART

1. LESSON PLAN

Lesson plan

date

Discipline: Management

Subject: Ethics of business communication

Location: audience

1. Organizational moment (1-2 min.)

- mutual greeting between teacher and students;

- checking absenteeism;

- checking the external state of the audience;

- checking workplaces, working posture and appearance of students;

Organization of attention.

2. Lesson objectives:

Educational

1. Reveal the meaning of the concept of “business communication”

2. Plan the psychological aspects of communication, its culture, ethics and tactics.

3. Introduce students to the rules of conducting business conversations, negotiations and meetings

4. Study the conditions for effective communication

5. Learn to plan conversations, negotiations and meetings

Developmental

1. Analyze the features of business communication

2.Plan management communications for productive cooperation

3.Development of skills to draw up a plan for conversations, negotiations and meetings;

4. Formation of mental activity, the ability to listen to others;

Educating

1.Development of cognitive interest;

2. Fostering conscious and meaningful application of acquired knowledge in future professional activities

3. Planned learning outcomes:

The student must:

know:

Rules for conducting business conversations, negotiations, meetings

Conditions for effective communication

be able to:

Make a plan for a conversation, meeting, negotiation

4.Basic methods used in the lesson – problematic, information and development

5.Class type: lesson-communication of new knowledge with elements of a business game

5.Equipment: computer; video projector, identification test communication skills, scheme for preparing and conducting a business conversation, questionnaire, electronic presentation"Ethics of business communication"

6. Connections:

Interdisciplinary –"Fundamentals of Economics", "Ethics"

Intrasubject – “Conflict management”, “Features of management in the field of professional activity”

Course of the lesson and mode of operation

1.Information of the topic of the lesson, setting the goal and objectives of the lesson (1-2 min.)

2.Studying the material (22-38min)

Business communication, its characteristics.

Phases of business communication: starting a conversation, transmitting information, arguing, refuting the interlocutor’s arguments, making a decision.

3.Methods of training and activation of cognitive activity

students illustrative-verbal

4.Secure the material (3-5 min.)

5. Summing up the lesson(brief conclusions about the work done, grading with brief comments)(1-2 min.)

6.Homework (1-2 min.)

Kaznachevskaya G. B. Management - M.: Phoenix, 2008, pages 287-300

Teacher_________________________

PROGRESS OF THE CLASS

Hello, my name is Natalia Alexandrovna. I work at the Meleuzovsky Mechanical and Technological College, teaching disciplines economic cycle. Today we have a lesson on the discipline “Management”.

The famous pilot and writer Antoine de Saint-Exupéry once said:« The greatest luxury in the world is the luxury of human communication."

The topic of our lesson is “Ethics of business communication”.

Today, an experienced leader spends most of his time not on solving financial, technical or organizational problems, but on solving psychological problems that arise in the process of communicating with subordinates, colleagues and superiors. Therefore, today in the lesson we will reveal the meaning of the concept of “business communication”, get acquainted with the rules of business communication, and learn how to draw up a plan for a business conversation.

Tell me, what is communication?(ask 1-2 students)

Communication is a complex multifaceted process of establishing and developing contacts between people, generated by needs joint activities and includes the exchange of information, the development of a unified interaction strategy, perception and understanding of another person.

What is business communication?(ask 1-2 students)

Business conversation-This is a complex, multifaceted process of interaction between people based on the exchange of information in the field of professional activity and business.

Do you think business communication is an art or a science that can be mastered?(ask 1-2 students)

Business communication is definitely an art in which a sense of tact and a sense of contact with a partner plays a significant role. At the same time, some techniques and developments have already appeared that recommend how to conduct it correctly and skillfully.

What forms of business communication do you know?(ask 1-2 students)

The forms of business communication are: meeting, meeting, business conversation, telephone conversation, interview.

Have you encountered these forms of business communication, and in what situations?(ask 1-2 students)

I bring to your attention a short video from the movie “Pretty Woman”, a scene of a business conversation in an informal setting. Please note the following points:

Form of business communication
Venue and atmosphere
Dress code and behavior of communication participants
How do the participants talk?
How they react to each other's words and actions.
How do the main participants push their point of view?
What stages of a business meeting did you notice?
What role does etiquette play in business relationships?
How quickly does the emotional situation change?
How does the meeting end?

(After watching the film, students and the teacher answer the questions posed).

Imagine the situation: after graduating from college, you go to get a job, and you have an interview with an employer - this is also business communication.I'll help you a little:

Alexander Sergeevich Pushkin. The Tale of the Priest and His Worker Balda

Once upon a time there was a priest,

Thick forehead.

Pop went to the market

View some products.

Balda meets him

He goes without knowing where.

“Why did you get up so early, dad?

What are you asking for?"

The priest answered him: “I need a worker:

Cook, groom and carpenter.

Where can I find one like this?

Isn’t the servant too expensive?”

Balda says: “I will serve you gloriously,

Diligently and very efficiently,

In a year, for three clicks on your forehead,

Give me some boiled spelled."

The priest became thoughtful,

He began to scratch his forehead.

Click to click, it's like roses.

Yes, he hoped for Russian maybe.

Pon says to Balda: “Okay.

It won't be hard for both of us.

Live in my yard

Show your zeal and agility."

Remember this video and try to make a plan for the conversation. In front of you is sheet No. 1, “Technology for organizing and conducting a business conversation,” which will help you prepare for the interview.

Table 1. - Technology for organizing and conducting a business conversation

Stages	Elements
1. Preparation.	1. Defining the goal 2. Compiling a profile of the interlocutor 3. Developing a strategy and conversation plan 4.Rehearsal
2. Carrying out.	Starting a conversation; Joint problem analysis;
	2. Decision making
4. Critical analysis of the conversation	1. Was everything said, how clearly were they formulated? thoughts;

Before going to an interview, you need to prepare for it.

Where does any preparation begin?(ask 1-2 students)

Preparation begins with defining the goal that needs to be achieved as a result.

Write down what goals are you pursuing?

Why do you think it is necessary to initially determine the goal?(ask 1-2 students)

When defining the goal, the range of issues discussed becomes clear. But it must also include the interests of the partner.

Please write down your goals: the goal of the employer and the goal of the person who wants to find a decent job.

What will be the second step in preparing for the conversation?(ask 1-2 students)

The second step, if you have time, is to draw up a preliminary idea of the other participants.

Why is this necessary, and what information may be needed in your situation?(ask 1-2 students)

Information rules the world. Experienced managers collect information about their official position, views, attitude towards others, social activities and merits, favorite and taboo topics of conversation. Having such information is necessary for more successful implementation conversations and achieving goals.

The third step is to develop a strategy and plan for the conversation, as well as various creative “blanks” that may be needed along the way or to which it is necessary to lead the course of the matter.

What should a conversation plan include?(ask 1-2 students)

The plan includes a scheme for presenting the material, which largely determines the structure of the conversation. In a serious conversation, the scheme can be used openly, but how closely to follow it is determined by specific circumstances: for example, the amount of time and experience.

In addition to the plan for preparatory stage a preliminary text of the speech is compiled, consisting of a set of key concepts and detailed fragments, a complete formulation of business proposals.

The fourth step in the preparatory stage of a business conversation can be its rehearsal.

Is a rehearsal necessary? What does it give, what are the advantages?(ask 1-2 students)

Rehearsal is preceded by comprehension of the material, memorization of its order, individual fragments of text in such a way that they can be freely manipulated, if necessary, including reproduced from memory.

Do you think the time and place of a meeting affects the outcome of a business conversation? How?(ask 1-2 students)

There is a so-called negotiation theory, one of the rules of which is that if before the start of negotiations the circumstances are not in your favor, it is better to negotiate face to face. Conversely, if you have a strong position, it is preferable to conduct a conversation over the phone, then you will look like a tough and unyielding partner. But because The current circumstances of one of the participants will always be less preferable, then there will always be attempts to avoid the meeting.

The outcome of a business conversation is also influenced by the surrounding environment: the volume and shape of the room, color, smell, lighting, etc.

Where can business conversation take place? Where will you talk with your partner?(ask 1-2 students)

If the participants in the conversation are employees of the same organization, then it can take place in an office, at a subordinate’s workplace, in a meeting room, as well as in an off-duty environment, even at home. Conversations with outsiders are conducted in the office of the person who invited them or in a special meeting room.

How does a conversation begin?(ask 1-2 students)

The conversation itself begins with a greeting and comprehension of the first personal impressions of the partners, taking into account the knowledge about them acquired at the preparatory stage.

Please tell me what factors influence the first impression?(ask 1-2 students)

It must be borne in mind that the first impression is influenced by a number of objective and subjective circumstances. For example, the dominant need at the moment (the one who helps in difficult times will seem like the most wonderful person in the world), the halo effect, i.e. a holistic assessment of people, both pleasant and unpleasant, etc. In addition, forget that “people are greeted by their clothes, but seen off by their minds”

What do you think is the main point in the process of “getting into contact”?

In this phase, the manager must feel the state and mood of the partner, get comfortable himself and give the interlocutor the opportunity to orient himself - this is self-tuning. Here it is very important to immediately win over your partner and ensure a smooth start to communication. This period ends with the establishment of psychological contact.

In addition, it must be taken into account that most people, even when communicating with their neighbors, strive to hide the owl’s “I” under various masks, to which psychologists have given the name of the corresponding animals: “a turtle hiding in its shell”; “a porcupine bristling with thorns”; “a lion roaring at others”; “a chameleon adapting to any situation.”

Do you think there is a difference in conversation between men and women? How do they listen to their interlocutor?(ask 1-2 students)

Men focus more on the content of the negotiations, but are quickly distracted and begin to conduct an internal dialogue with the interlocutor, argue, complement, draw conclusions without listening, and criticize. Women are more interested not so much in words as in the personality and feelings of the speakers, so they are less likely than men to interrupt their interlocutor and are ready to be lenient towards his mistakes.

Do I need to take notes during a conversation? Why?(ask 1-2 students)

Taking notes during conversations and negotiations has become so firmly established in business life that those who do not take notes are perceived negatively: has he really not heard anything useful from me? Therefore, at least some notes must be taken, at least so as not to offend your partner.

How should you express your opinion?(ask 1-2 students)

During a business conversation, it is important to try to stick to the chosen main direction from beginning to end by gradually but persistently pursuing your own ideas and consistently asking questions. You have to impose your opinion. The information is presented in simple and precise terms appropriate to the level of training and education of the interlocutors. When presenting your point of view, it is not recommended to give too many arguments in its defense (there should be no more than 3-4 of them) or repeat the same statement many times - this does not add persuasiveness.

Do you think the effectiveness of communication depends on the ability to listen?(ask 1-2 students)

The ancient philosopher Plutarch said an interesting thought: “Learn to listen, and you can benefit even from those who speak poorly.”

Explain how to listen correctly?(ask 1-2 students)

It is important to listen actively, which means:

concentrate on the interlocutor (pay attention to his condition, gestures and other non-verbal components of communication);
during the listening process, highlight the main information;
ask clarifying questions;
during the listening process, do not evaluate what you heard;
don't give advice.

A condition for successful argumentation is sufficiently emotional, expressive, moderately loud and fast speech.

Why? Explain. (ask 1-2 students)

Very loud and very fast gives the impression of coaxing; and quiet and slow - leads to delaying time, forces you to ask again and is annoying).

You need to speak firmly and confidently, correctly placing accents and pauses (sometimes carrying more information than words). An expert in human relations, writer S. Mo-em, in his novel “Theater,” advises:“Don’t take a break unless absolutely necessary, but if you do, take it as long as you can.”.

Please explain the writer's advice.(ask 1-2 students)

In general, the pace of presentation of the material adapts to the personality and temperament of the listeners.

A necessary condition for perception is the similarity of the positions of the speaker and the listener. It must be remembered that close positions are perceived as correct, and close views as more objective, and vice versa. Therefore, it is good to start persuasion by finding the proximity of positions, interests and emphasizing them.

Various studies have established that in a conversation the overwhelming majority of information is transmitted through non-verbal means. These include:

All body movements;

Tactile impact;

Spatial organization of communication.

What non-verbal (non-verbal) means of communication do you know?(ask 1-2 students)

Human movements - facial expressions, postures, gestures, gaze and gait.

What do they mean?(ask 1-2 students)

Visual contact indicates a willingness to communicate.

“Closed poses” - distrust, disagreement.

What “closed poses” do you know?

Arms crossed on the chest, both hands resting on the chin, hands in a lock, etc.

What “open poses” do you know, what do they mean?(ask 1-2 students)

Open, on the contrary, means goodwill, psychological comfort.

In a conversation, body language, an open posture, showing interest in the interlocutor are very important. The speed of speech, pauses during a conversation, various psychophysical manifestations - laughter, crying, sighs, coughing, etc. - also carry a certain semantic load.

For example, if the speech is very fast - anxiety and concern;Slow speech indicates arrogance or fatigue.

Do you think it is possible to influence your interlocutor by controlling your postures and gestures, controlling sound and intonation, and correctly placing pauses?(ask 1-2 students)

You can increase your impact on other people by controlling the following:

maintain correct posture. Highly raised posture and straight back create the impression of self-confidence and ease;
maintain a pace of movement that matches your image. A person in a hurry creates the impression of a fussy, slow lump;
avoid awkward positions;
use a short and firm handshake as a surefire means of establishing constructive contact;
make eye contact. This way, you demonstrate your sincerity and make your point more convincing.

What do you think is the most effective form of communication - monologue or dialogue and why?(ask 1-2 students)

The most effective form of communication is dialogue. It is based on the ability to ask questions.

The most effective questions to ask are questions such as:

What is your opinion?

Why?

How?

What do you think about it?

You expressed your opinion and listened to your partner, how does the business conversation end?(ask 1-2 students)

In conclusion, the initiator of the conversation sums up the results, shows how the information received can be used, calls on others to comprehend it and then take active action. If the duration of the conversation was not specifically regulated, which is most often the case when receiving visitors, this is a signal for its completion.

After the conversation, a critical analysis is carried out; what is it for?(ask 1-2 students)

Based on the recordings made, a critical analysis is carried out, which allows us to determine:

Was everything said, how clearly were thoughts formulated?

Was it always possible to obtain satisfactory answers, and were they accepted to please anyone?

Could the interlocutors be more frank;

Is it worth making an additional appointment?

Swap plans and see how correctly your interlocutor has drawn up a plan for the conversation (while the students are evaluating each other’s work, the teacher is preparing excerpt No. 2 from the film “Pretty Woman”). Please rate it.(ask 1-2 students)

Plan evaluation:

1. Is the structure of the plan consistent?

2. How detailed is the plan?

3. Is there summary conversation

4. Do you think the goal has been achieved?

Now, taking into account the information received and the plan drawn up, let's watch the second video and also evaluate the effectiveness of business communication.

Viewing excerpt No. 2 from the film “Pretty Woman”

Discussion of the passage:

Where does the meeting take place?
What is the purpose of the meeting? How do the heroes behave?
Why did Mr. Lewis ask his employees to leave?
Why did Mr. Morse ask his grandson to come out?
In what setting did the conversation take place?
What do you think influenced the decision?

I suggest you evaluate your communication skills. In front of you lies sheet No. 2 " Psychological test to identify communication abilities" Test yourself on it. (3 minutes)

In today's lesson, we studied the concepts of “business communication”, got acquainted with the rules of conducting a business conversation, drew up a plan for a business conversation, and tested our communication skills.

For further study of the topic and questions that interest you, I recommend the following sources:

Kaznachevskaya Galina Borisovna. Management - M.: Phoenix, 2008, pages 287-300
Borozdina G.V. Psychology of business communication / G.V. Borozdina. – M.: INFRA, 2000.
Brown L. Image - the path to success / L. Brown. - St. Petersburg: Peter, 2000.
Woodcock M. Uninhibited manager / M. Woodcock, D. Francis. – M.: Delo, 1991.

5. http://orags.narod.ru/manuals/html/eku/eku_4.htm

On sheet No. 3 of the “Rate the lesson” questionnaire, please rate our lesson.

In conclusion, I would like to return to the words of Antoine de Saint Exupery: “The greatest luxury in the world is the luxury of human communication.”

I wish you to always live in such luxury.

Be happy!

Conclusion

An important role in the implementation of managers management functions and decision making plays a role in communication. Understanding the processes of information transfer, the patterns that exist in these processes, and developing skills for effective interaction with people are necessary for a manager at any level.

During the lesson, students revealed the meaning of the concept of “business communication”, became acquainted with the rules of conducting business conversations, negotiations and meetings, studied the conditions for effective communication, learned to draw up a conversation plan, analyzed the features of business communication, working in pairs, and implemented communications of productive cooperation.

List of used literature

Soloviev E. Ya. Modern etiquette. Business protocol.-M.: “Os-89”, 2001
Khodeev F.P. Management - Rostov-on-Don: “Phoenix”, 2002
E. L. Dracheva, L. I. Yulikov. Management. - M, 2002
F. P. Khodeev. Management. – Rostov-on-Don, 2002
V. I. Goncharov. Management-Mn, 2003
Borozdina G.V. Psychology of business communication / G.V. Borozdina. – M.: INFRA, 2000.
Brown L. Image - the path to success / L. Brown. - St. Petersburg: Peter, 2000.
Woodcock M. Uninhibited manager / M. Woodcock, D. Francis. – M.: Delo, 1991.
http://orags.narod.ru/manuals/html/eku/eku_4.htm

4.Rehearsal

5. Determining and agreeing on the place and time of the meeting

2. Carrying out.

Starting a conversation;
Creating a favorable climate (welcomes, introductions);
Statement of your position and its rationale;
Clarification of the interlocutor’s positions;
Joint problem analysis;
Making a decision, clarifying the positions of the interlocutor.

3. Summing up and making a decision.

1. Formulation of conclusions following from the main goal and main idea of the conversation

2. Decision making

4. Critical analysis of the conversation

1. Was everything said, how clearly were thoughts formulated;

2.Has it always been possible to obtain satisfactory answers and were the latter inspired by the desire to please someone?

3. Could the interlocutors be more frank;

whether psychological pressure was exerted on them;
how at ease and comfortable they felt;

whether, and if so, when, it is necessary to continue discussing the issues raised.

Appendix 2

Sheet No. 2

Communication skills test

1. You are about to have an ordinary or business meeting. Does her anticipation unsettle you?

2. Do you put off visiting the doctor until the last moment?