Business communication is a process of interaction between business partners, aimed at organizing and optimizing one or another type of subject activity: production, scientific, service, etc. In business communication, the subject of communication is joint activity (common cause), and the communication partner always acts as a person significant to another. Productive cooperation, bringing together goals and positions, improving partnerships are the main tasks of business communication.

In joint activities, a number of mandatory elements can be identified:

a single goal;

community of motives that encourages individuals to collaborate;

interconnectedness of participants;

the presence of a single space and time for performing individual actions;

division of a single process of activity into separate functions and their distribution between participants;

coordination of individual actions, the need to manage them.

In contrast to person-oriented communication, the subject of which is the nature of the relationship between its participants, the purpose of business interaction lies beyond the communication process . This interaction of people is subordinated to the solution of a specific problem facing the organization, which imposes a certain framework on people’s behavior.

Specifics of business interaction associated with the key characteristics of the organization, its structure and principles of organizational behavior:

Mandatory contacts between communication participants, regardless of their likes and dislikes.

Conventional restrictions, i.e. compliance with legal, social norms, adherence to regulations (for example, actions according to instructions, protocol, compliance with internal regulations; following the traditions of the organization, etc.).

Compliance with formal role principles of interaction, taking into account job roles, rights and functional responsibilities, while adhering to subordination and business etiquette.

Business communication is largely formalized, distant, and “cold.” This is due to fairly strict regulation of the goals and motives of communication, and methods of contact between employees. Each employee in the organization is assigned a certain standard of behavior in the form of a stable structure of formal rights and responsibilities.

Business interaction takes place in a specific environment where relations of subordination, dependence, and inequality are established between departments and employees in accordance with the hierarchical structure of the organization.

Due to the hierarchical structure of the organization, the problem of the effectiveness of feedback and the transfer of complete and accurate information across the levels of the hierarchical pyramid arises. According to some data, only 20-25% of information emanating from senior management reaches the direct executors and is correctly understood by them. This is due, on the one hand, to distortion of information, and on the other hand, to the reluctance of managers to inform employees in detail about the state of affairs at the enterprise as a whole (subordinates must follow specific instructions without asking unnecessary questions). At the same time, people speculate on the available information. To take into account these features of official and business communication, it is necessary to record instructions, decisions, orders in writing and recognize feedback as the most important means of increasing the efficiency of business interaction. ·

The interdependence of all participants in business communication both in achieving the final result and in realizing personal intentions. Motivation is a necessary condition for effective business communication. In business communication, a person simultaneously acts as a specific individual and as a representative of an organization, i.e. bearer of certain professional role functions. If personal needs are not satisfied in the process of activity or a person’s own ideas and style of behavior do not coincide with group norms, a conflict (intrapersonal, interpersonal) may arise and interest in work may decrease.

Compatibility and harmony among team members (integrity of the collective subject) is an important condition for joint activity. In the course of joint activity, specific mechanisms for regulating the dynamics of individual cognitive processes, joint strategies for solving problems, a common style of activity for the group are formed, individual qualities are exchanged, and the ability, desire and ability to relate one’s goals and actions with the goals and actions of other people develop. All this contributes to the expansion of the information space, making it possible to see more aspects of the problem being solved and ways to solve it. The result of such interaction is a kind of unification of ideas among the participants in the activity. Harmony is consistency in work between participants in joint activities.

Professional self-realization of specialists and their business interaction are possible in those types of communication , which presuppose pragmatic goals, constructive decisions, and the psychological readiness of each partner for adequate behavior. We are talking about cognitive, persuasive, expressive, suggestive and ritual types of communication:

Cognitive communication is aimed at expanding the information fund of partners, transmitting information necessary for professional activities, and commenting on innovative information. As a result, it is expected to master new information, apply it in practice, introduce innovations, and self-development.

Persuasive communication is intended to evoke certain feelings in business partners, to form value orientations and attitudes, to convince of the legitimacy of certain interaction strategies, to change opinions, attitudes, and positions.

Expressive communication is aimed at forming a certain psycho-emotional mood in a partner, conveying feelings, experiences, and inducing the necessary social action.

Suggestive communication must have an inspiring effect on the business partner to change motivation, value orientations and attitudes, behavior and attitudes.

Ritual communication is necessary in order to consolidate and maintain conventional relationships in the business world; provide socio-psychological regulation in large and small groups of people; preserve the ritual traditions of the company, enterprise, create and consolidate new ones.

Thus, effective communication requires knowledge of all its components, the knowledge of which ensures the communicative competence of a business person. The development of communicative competence is a necessary condition for effective professional activity.

The main characteristics of interaction manifest themselves differently depending on the conditions and situations in which the interaction of participants in the pedagogical process takes place, which allows us to talk about many types of interaction. There are various bases for classification. business colleague verbal

Interactions are distinguished primarily by subject and object - subject:

• - personality - personality (student - student, teacher - student, teacher - teacher, teacher - parent, etc.);
• - team - team (team of juniors - team of seniors, class - class, student team - teaching team, etc.).

Each of these types has its own characteristics depending on age: same-age and multi-age interaction, interaction in a team of junior and senior schoolchildren, etc.

Direct and indirect interactions are noted.

Direct interaction is characterized by a direct impact on each other, while indirect interaction is aimed not at the individual himself, but at the circumstances of his life, his microenvironment. For example, a teacher, organizing collective cognitive activities, interacts directly with consultants, on whose activities the participation of other schoolchildren in the work depends. Consulting his assistants, the teacher directs their attention and actions to each student and gives advice on how to include their comrades in the work. Through consultants, the teacher adjusts the activities of other children with whom interaction is carried out indirectly.

The basis for classifying types of interaction may also be:

• - content of activity (interaction in educational, labor, aesthetic and other activities);
• - the presence of a goal or its absence - a special goal can be set in the interaction, then it is called goal-oriented; or the goal may be absent, and then they talk about spontaneous interaction;
• - degree of controllability - controlled, semi-controlled, uncontrollable; controlled - purposeful interaction, accompanied by systematic information about its results, allowing you to make the necessary adjustments to subsequent interaction; semi-guided - this is also goal-directed interaction, but feedback is used on an ad hoc basis; uncontrollable is spontaneous interaction
• -- type of relationship - “as equals” or “leadership”; interaction “on equal terms” is characterized by a subject - subject relations, activity on both interacting sides; with “leadership” there is activity on one side.

In practical work, interaction is characterized by optimality, efficiency, frequency and stability. Different approaches to classifying types of interaction do not exclude each other, but once again emphasize the multidimensionality and versatility of this process. We took the nature of interaction as the basis for the classification, highlighting the following three characteristics: the attitude of the interacting parties to each other’s interests, the presence of a perceived common goal of joint activity, and the subjectivity of the position in relation to each other in the interaction. Various combinations of these characteristics give rise to certain types of interaction: cooperation, dialogue, agreement, guardianship, suppression, indifference, confrontation (see Table 1).

This typology is applicable to the characteristics of the interaction of participants in the educational process at all levels: teacher - student, student - student, teacher - teacher, etc. The most effective for the development of the team and the individual is the collaborative type of interaction, which is characterized by objective knowledge, reliance on each other’s best sides, and the adequacy of their assessments and self-assessments; humane, friendly and trusting, democratic relationships; the activity of both parties, jointly realized and accepted actions, positive mutual influence on each other, in other words, a high level of development of all its components.

Cooperation between participants in the educational process is the joint determination of the goals of the activity, joint planning of upcoming work, joint distribution of forces, means, and the subject of activity in time in accordance with the capabilities of each participant, joint monitoring and evaluation of work results, and then forecasting new goals and objectives.

Table 1 Types of interaction

Interaction type	Respect for each other's interests	The presence of a perceived common goal of joint activity	Subjectivity of position in relation to each other in interaction
Cooperation	Mutually positive
	Mutually positive
	Mutually positive
Suppression	One-sided positive
Agreement	Neutral
Confrontation	Negative
Indifference (complete or partial)	Neutral

Cooperation does not allow for meaningless, ineffective work. When collaborating, conflicts and contradictions are possible, but they are resolved on the basis of a common desire to achieve a goal, do not infringe on the interests of the interacting parties, and allow the team and its members to rise to a new qualitative level. Schoolchildren develop an attitude towards themselves and other people as creators of common benefit, as like-minded people and comrades in common work.

Dialogue interaction has great educational potential. It presupposes equality of partners’ positions, a respectful, positive attitude of the interacting parties towards each other, and is characterized by the predominance of cognitive or emotional components in its structure. Such interaction helps to “feel the partner”, to better know, understand and mentally take his position, to come to an agreement. Accepting a partner for who he is, respect and trust in him, a sincere exchange of opinions allows one to develop, as a result, similar beliefs, attitudes, and views on a particular situation. The effectiveness of dialogue is ensured by its openness, sincerity, emotional richness, and lack of bias.

Teachers and schoolchildren participate in various dialogues in everyday life. Lack of skills in conducting productive dialogue leads to hostility in relationships, misunderstandings, disputes, and conflicts. Conversely, a properly structured dialogue creates favorable conditions for cooperative interaction between participants in the pedagogical process.

The agreement is based on the agreement of the interacting parties about their role, position and functions in the team, in specific activities. Participants in interaction know each other’s capabilities and needs, understand the need to come to an agreement and coordinate their actions in order to achieve a positive result. In some cases, this type of interaction is the most effective and acceptable if, for example, there is psychological incompatibility between the interacting parties, which is quite natural. Interest in the positive result of the work, understanding the need for each party to contribute to the overall result encourages partners to reach agreement.

Guardianship is the care of one party for the other (teachers for students, elders for younger ones). Some act primarily only as transmitters, while others act as active consumers of ready-made experience, and thus the interaction is one-sided, patronizing in nature. The essence of this type of interaction is determined by I.P. Ivanov: “It is as if they demand active independent activity from the child, but they immediately extinguish it, trying to give him instructions, bring in ready-made experience into him, and constantly openly educate him. Pupils treat teachers as people who must constantly take care of them, as transmitters of ready-made experience - more or less demanding, kind, fair, and they treat themselves as more or less interested, capable, independent. The one-sided consumer position of students is the main reason for the persistence of consumer psychology. Schoolchildren get used to, first of all, receiving ready-made experience, selectively treating it, and therefore the world around them as a source of greater or lesser benefit, primarily for themselves.”

Suppression is a fairly common type of interaction, which manifests itself in the passive submission of one party to the other. Such interaction manifests itself in the form of open, strict instructions, requirements, instructions on what and how to do.

Suppression can be implicit, hidden, under the influence of personal strength, the authority of one of the participants in the interaction. This type of interaction is typical for different systems and is common in different teams. There are known cases when a collective suppresses an individual and an individual, including a student, suppresses the collective. The manifestation of this type of interaction in children's groups is, as a rule, due to the imitation of the authoritarian style of pedagogical leadership. Interaction-suppression leads to tension in relationships, instills fear in children and hostility towards the teacher. The child stops loving school, where he is forced to do things that he does not always understand, is forced to do uninteresting work, and is ignored as a person. Suppression, if it is the predominant type of interaction, is very dangerous, since some develop passivity, opportunism, infantility, uncertainty and helplessness; others have despotism, aggression towards people, the world around them, and a sense of their own superiority. This type often leads to conflicts and confrontations. Obviously, the teacher must abandon interactions based on suppression, but this is not easy for someone with an authoritarian style of behavior.

Indifference is indifference, indifference to each other. This type of interaction is mainly characteristic of people and groups that do not depend on each other in any way or do not know their partners well. They can participate in joint activities, but at the same time be indifferent to the successes of their partners. This type is characterized by underdevelopment of the emotional component, neutral formal relationships, lack of mutual influence or insignificant influence on each other. The main way of transition to other, more fruitful types of interaction is inclusion in joint creative activity, when conditions are created for joint experiences, a tangible contribution of each to the common result, and the emergence of relationships of dependence. An indifferent type of interaction can also turn into confrontation if the organization of activities and relationships in the work process is not organized correctly, and the successes and achievements of the interacting parties are opposed.

Confrontation is hidden hostility towards each other or one side towards the other, confrontation, opposition, clash. Confrontation can be a consequence of unsuccessful dialogue, agreement or conflict, or psychological incompatibility of people. Confrontation is characterized by a clear divergence of goals and interests; Sometimes the goals coincide, but the personal meaning diverges significantly. Confrontation is characteristic of both individuals and groups. Regardless of the reasons for the confrontation, the teacher’s task is to find ways to move to other types of interaction: dialogue, agreement.

Particular attention should be paid to this type of interaction as conflict, since it can accompany all other types and is, as a rule, temporary, intermediate in nature, transforming depending on the conditions into another type of interaction.

A conflict is a collision of opposing goals, interests, positions, opinions or views of the subjects of interaction. The basis of any conflict is a situation that includes either conflicting positions of the parties on any issue, or opposing goals or means of achieving them in given circumstances, or a divergence of interests and desires of partners. Conflicts can arise due to the contradiction of: a) search, when innovation collides with conservatism; b) group interests, when people defend the interests only of their group, collective, while ignoring common interests; c) associated with personal, selfish motives, when self-interest suppresses all other motives.

A conflict arises when one side begins to act in ways that infringe on the interests of the other. If the other side responds in kind, then both unconstructive and constructive conflict can develop. It is unconstructive when one side resorts to immoral methods of struggle and seeks to suppress the partner, discrediting and humiliating him in the eyes of others. Usually this causes fierce resistance from the other side, the dialogue is accompanied by mutual insults, and solving the problem becomes impossible. Constructive conflict is possible only when opponents do not go beyond business arguments and relationships.

Conflict causes distrust and anxiety; it leaves an imprint on the internal life of the team and the psychological state of the individual. The conflict requires mandatory resolution and can go in different directions and turn into rivalry, confrontation, accompanied by an open struggle for one’s interests; cooperation aimed at finding a solution that satisfies the interests of all parties; compromise agreement, which consists of resolving disagreements through mutual concessions and agreements; adaptation, suppression associated with the fact that one side sacrifices its interests. Under certain conditions, conflict can perform an integrative function and unite team members and encourage them to find productive solutions to problems.

All considered types of interaction are interconnected. Most often they accompany each other, and with changing conditions they mutually transform into each other. It is unlikely that cooperation or dialogue, which have great educational potential, should be considered as universal. In a specific situation, one of the schoolchildren needs guardianship, attention and care, with someone a business relationship has developed on the basis of an agreement and this suits both parties, and in relation to someone, strict demands are justified at the moment. Of course, in relation to specific conditions, it is possible to find the leading, optimal type of interaction. But the variety of situations and their rapid change determine the dynamics of the nature of interaction between participants in the process.

After studying Chapter Thirteen, the bachelor should: know

• basic forms of business communication;
• main characteristics of a business conversation;
• concept and types of business meeting;
• concept, types and functions of business negotiations;
• negotiation strategy and tactics; be able to
• apply the acquired theoretical knowledge on forms of business communication in professional activities;
• carry out the necessary preparation for business conversations and business negotiations;
• analyze the results of the conversation and the negotiation process; own
• basic techniques for successfully conducting business conversations, meetings, and negotiations.

Business communication, as noted earlier in Chapter One of this textbook, is regulated. Regulation of business communication is manifested in various forms of interaction, the most important of which are business conversation, business meeting and business negotiations.

Business conversation

The mastery of business communication is manifested in the ability to conduct business conversations, i.e. establish verbal contact designed to stimulate resolution of specific problems. Without business conversations, it is impossible to work, establish and maintain business relationships, and resolve business issues.

Conversations vary in duration, form, content and purpose.

Conversations can be short (when information is exchanged during work, something is clarified, orders are given), but they can also be quite long (for example, when applying for a job).

In business communication, conversations can take place between partners who are equal in status (for example, between employees of the same rank or between students) and who are not equal in status (for example, a manager and a subordinate, a student and a teacher). In each situation, different techniques for connecting with the interlocutor and different etiquette forms of address are used.

Main target conversations - exchange of information, however, depending on the subject content, multi-purpose nature of the conversations is possible.

More thorough preparation in the field of conducting conversations will be facilitated not only by studying literature on relevant issues, but also literature on personality psychology and the theory of argumentation.

When conducting a business conversation, there is a stage of preparing the conversation and a stage of actually conducting the conversation.

Pre-conversation stage in expanded form contains conversation planning and operational preparation.

When planning a conversation, a preliminary analysis of the topic, interlocutors and situation is carried out; the goals, strategy and tactics of the conversation are determined. Here you need to determine what you want to achieve as a result of the conversation, noting the preferred maximum and acceptable minimum. Elements of planning in one form or another precede any conversation, even a very short one. Some types of conversations, for example, when applying for a job, require extensive preparation on the part of both the employer and the applicant for the job.

Operational preparation includes collecting materials, selecting them, thinking about the material and its arrangement, and drawing up a working plan for the conversation.

When preparing a conversation, special attention should be paid to working out the flow of the conversation: think through the questions that need to be asked to the interlocutor, establish the rules and location of the conversation. At this stage, in addition to preparing materials, you need to focus on the personality of the future interlocutor, taking into account not only his position, but also his psychological characteristics. This is what happens spontaneously when, for example, going to an appointment with a manager, an employee first finds out what kind of mood he is in.

The main thing when preparing a conversation is to ensure that it results in a deep understanding of the subject of the conversation.

Direct conversation includes the following steps:

• 1) starting a conversation;
• 2) the main part of the conversation, during which information is transferred and discussed;
• 3) making decisions and ending the conversation.

When building the composition of a conversation, you should pay attention to the following points:

• when choosing tactics and techniques of conversation, one must take into account the originality of the interlocutor’s thinking and his psychophysical characteristics;
• the conversation must be periodically interspersed with reasonable pauses to give its participants the opportunity to rest and consolidate what has been achieved;
• the pace of presentation of the material and the distribution of pauses are determined taking into account the psychology of the interlocutor, while the “quantum” method of transmitting information (in dosed portions) is the most effective;
• It is advisable to alternate not very pleasant moments and facts with favorable ones;
• the beginning and end of the conversation should be undoubtedly positive.

Starting a conversation largely determines the success or failure of its implementation.

The purpose of this phase is to establishing contact with the interlocutor, creating a pleasant atmosphere for conversation, attracting attention and awakening interest in the subject of the conversation.

It all starts with contact. If psychological contact with the interlocutor is not established, then it is unlikely that the conversation will be successful.

In the course of establishing contact, joining and adjusting to the interlocutor occurs. When establishing contact, it is worth remembering your knowledge in the field of psychology of perception (features of forming a first impression, stereotypes and errors of perception), as well as in the field of personality psychology. At the same time, we should not forget that the best impression is made by a calm and confident person. Establishing contact has been worked out in psychotherapy. The psychotherapist never begins a conversation with objections to the client. He listens carefully, conditionally agrees, adapts and joins the client, and then leads him along. It is advisable to use this technique at the beginning of a business conversation. The very first words and questions should not force your interlocutor to look for counterarguments and take a defensive position:

• - It seems to me that this problem is of particular importance to you...
• - No I do not think so.
• - Why?

Thus, the discussion moves away from the flow of the conversation that was planned, and the interlocutor takes a confrontational position. Building and joining means skillfully sending signals like “I’m just like you.”

Creating a friendly and trusting atmosphere in the conversation will help make it more successful.

Here are some tips for starting a conversation:

• the handshake should be firm and confident, accompanied by a look in the eyes, since this handshake is usually liked by almost everyone;
• you need to address your interlocutor by name, showing respect for his personality;
• Having started a conversation, you should try to maintain a favorable atmosphere by asking questions to which the person will answer “yes” with noticeable pleasure;
• in order to achieve mutual understanding and ease, during contact it is advisable to copy both the posture and gestures of the interlocutor: such “mirroring” tells him that you support his opinions and views, and predisposes him to you;
• there is no point in talking to an excited and excited person in a businesslike manner; you must first calm him down;
• you need to establish stable eye contact with the interlocutor, which shows interest and inspires the interlocutor to continue the monologue;
• you should use the simplest neutral words (“of course”, “of course”) with a sympathetic tilt of the head, thereby encouraging the interlocutor and making him want to continue communication;
• you can make a good impression by making positive comments related to business reputation, work organization, workplace equipment, since most people like to be told pleasant things;

Main part of the conversation includes transmitting and receiving information, as well as discussing the problem.

The purpose of this part of the conversation is to convey the planned information, identify the interlocutor’s motives and plans, argue one’s position, analyze and verify the interlocutor’s position, and, if possible, preliminarily determine the directions of his subsequent activities. This greatly facilitates and simplifies the final phase of the conversation - decision making.

Transmitting and receiving information includes the following elements:

• informing the interlocutor (general and targeted);
• asking questions;
• listening to the interlocutor;
• observation of the interlocutor’s reactions and their analysis from a psychological point of view.

When conveying information, you should strive for extreme brevity in presenting your positions, using clear and meaningful phrases and explanations, avoiding the use of ambiguous and incomprehensible words and statements to the interlocutor.

When asking questions, you need to remember that all so-called closed questions that require simple (“yes” or “no”) answers have the ability to disrupt the interlocutor’s train of thought. During the conversation, it is advisable to ask open questions, which are good if the interlocutor has a positive or neutral attitude, when additional information is required or it is necessary to clarify the real motives and positions of the interlocutor. However, since the initiative here is transferred to the interlocutor, you need to ensure that he does not seize control of the course of the entire conversation.

In addition to questions, in the process of obtaining information, it is advisable to make factual statements, commenting on which, the interlocutor provides more information than answering a regular question. Moreover, if you create a convincing impression that you know much more about the subject of discussion than your interlocutor, the latter will tell you everything he knows.

By interspersing the phrase “it can’t be” with your interlocutor’s statements, you can provoke him into frankness. A well-known regularity of human psychology manifests itself here: people only communicate information that interests us when we contradict them.

During the conversation, you need to constantly monitor the interlocutor’s reactions and analyze them from the point of view of the psychology of communication. Usually a person tries to hide his true view of this or that information received. To do this, he weighs the spoken words, controls facial expressions, etc. However, in fact, an ordinary person is able to simultaneously monitor no more than two or three of all the reactions that arise in him. Therefore, if you have certain knowledge in the field of nonverbal communication, it becomes possible to determine the true impression that the presented information had on a particular person.

Discussion of the problem involves the process of argumentation, the general information about which was presented in Chapter Ten. In the process of argumentation, attention should be paid to its psychological aspects.

Argumentation presupposes mastery of the material and a clear definition of the goals that it is desirable to achieve during the conversation. To conduct an argument competently, you need to put yourself in the position of your interlocutor. What is he aiming for? What are the maximum and minimum requirements that can be made for the results of the conversation? How, in the event of its unfavorable development, can one retreat without “burning bridges behind oneself”? Is a compromise possible?

It is necessary to develop and perfect argumentation tactics in advance, keeping in mind that:

• We must not forget about communication barriers, due to which the interlocutor “hears” and understands much less than what he wants to show;
• the method and pace of argumentation must correspond to the personal characteristics of the interlocutor;
• precisely placed pauses often have greater impact than a flow of words;
• two or three strong arguments achieve more effect than many less expressive arguments.

In the process of argumentation, instead of formulations that complicate the conversation, you need to use those that will facilitate the discussion of the problem, namely, the “You-approach” and “We-statements” strategy.

"You-approach" is able to create a special state of psychological comfort, trust, warmth and thus position the interlocutor for more fruitful cooperation. The essence of the technique is easy to see when comparing it with the “I-approach” technique (Table 4).

Table 4

Strategy " We are a statement" is aimed at drawing attention to the common interests and goals of partners. It generates a situation of cooperation, not confrontation, with opposing views of the “we - you” type, where the parties strive to obtain only one-sided benefits. Thus, the use of the pronoun “we” (both sides) in speech intuitively gives rise to a negotiation strategy of mutual agreement and cooperation among partners. Let’s compare the “We-statement” strategy with the “You-statement” strategy (Table 5).

Table 5

In a conversation, as in other forms of business communication, the use of psychological tricks is completely unacceptable.

On stages of problem discussion you need to involve the interlocutor in the joint development of a solution that will help to successfully complete the conversation.

Ends the conversation making decisions.

The main task solved at the end of the conversation is achieving the main, or, in the most unfavorable case, a backup (alternative) goal.

Throughout the conversation, including its conclusion, a favorable atmosphere must be maintained, regardless of the presence or absence of mutual understanding. In order to maintain the friendly attitude of the interlocutor, you can make some concessions to him, which in essence are noticeably smaller than they seem at first glance. Whenever appropriate, you should acknowledge that your interlocutor is right, which can be useful even when he is wrong in some way. A critical attitude toward yourself when you make a mistake disarms your communication partner all the more. Courtesy of treatment will not diminish the clarity of the request or order, but will clearly prevent the object from developing latent resistance. A very unfavorable effect on the atmosphere of a business conversation is the contemptuous denial of the interlocutor's arguments without any desire to understand their real meaning. Even when a completely unacceptable position is expressed, one should not reject it indiscriminately; it is better to say that it is not yet clear.

Creating such a favorable atmosphere will help you continue to maintain contacts with your interlocutor and establish strong business relationships.

When it becomes clear from the interlocutor’s posture that he intends to end the conversation, you need to take the initiative into your own hands and be the first to suggest ending the contact. This move will allow you to maintain control over the situation.

At the final stage of the conversation, it is necessary to create a summary that is understandable to its participants, with the main conclusion clearly highlighted.

Experienced business people usually think through two or three groups of final statements in advance in order to decide, depending on the course of the conversation, which of them (softer or harsher in form) to pronounce.

And finally, when analyzing the results of the conversation, you need to answer a number of questions for yourself that will help you look at the course of the conversation from the outside and identify mistakes that should be taken into account in further conversations:

• - Was the main line of conversation conducted consistently?
• - Were the comments and objections justified?
• - Were the position and objections of the interlocutor taken into account?
• - Did you manage to be correct throughout the conversation?
• - Have the goals been achieved?
• - What impression did the interlocutor have of you?

1. Introduction. Concept of communication and business communication.

2. Types of business communication.

3. oral types of business communication.

4. written types of business communication.

5. Structure and functions of communication.

6. communicative function of communication.

7. interactive and perceptive functions of communication.

8. Levels of communication.

9. Business conversation, as the main form of business communication.

10. The influence of the image of a business person.

11. Communication tactics.

12. Requirements for communication practice

13. Tactics for introducing negotiations.

14. Conflicts.

15. Creating effective teams.

16. Conclusion.

17. List of references.

Topic: “Interaction as the basis of effective

business communication"

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

Communication how interaction presupposes that people establish contact with each other, exchange certain information in order to build joint activities and cooperation.

Official contacts should be built on a partnership basis, based on mutual requests and needs, and on the interests of the business. Undoubtedly, such cooperation increases labor and creative activity and is an important factor in the technological process of production and business.

Business conversation- this is a complex multifaceted process of developing contacts between people in the professional sphere. Its participants act in official capacities and are focused on achieving goals and specific tasks. A specific feature of this process is regulation, i.e. subordination to established restrictions that are determined by national and cultural traditions and professional ethical principles.

The regulation of business interaction is also expressed in attention to speech. Compliance is mandatory speech etiquette- norms of linguistic behavior developed by society, standard ready-made “formulas” that allow organizing etiquette situations of greeting, request, gratitude, etc. (for example, “hello”, “be kind”, “permit me to apologize”, “happy to meet you” "). These sustainable designs are selected taking into account social, age, and psychological characteristics.

And also compliance official and business etiquette.

Modern domestic official etiquette has international characteristics, because its foundations were actually laid in 1720 by the “General Regulations” of Peter I, in which foreign ideas were borrowed.

A general requirement is a friendly and helpful attitude towards all work colleagues and partners, regardless of personal likes and dislikes.

Business communication is conventionally divided into direct (immediate contact) and indirect (when there is a space-time distance between partners).

Direct business communication has greater effectiveness, the power of emotional impact and suggestion than indirect communication; socio-psychological mechanisms directly operate in it.

In general, business communication differs from ordinary (informal) communication in that in its process goals and specific tasks are set that require solutions. In business communication, we cannot stop interacting with a partner (at least without losses for both parties). In ordinary friendly communication, specific tasks are most often not set, specific goals are not pursued. Such communication can be stopped (at the request of the participants) at any time.

Types of business communication

By nature and content, communication can be formal (business) and informal (secular, everyday, everyday).

Based on the method of information exchange, a distinction is made between oral and written business communication.

1. Oral types of business communication, in turn, are divided into monologue and dialogic.

Monologue types include:

Greeting speech;

Information speech;

Report (at a meeting, meeting).

A business conversation is a short-term contact, mainly on one topic.

A business conversation is a lengthy exchange of information and points of view, often accompanied by decision-making.

Negotiations are discussions with the aim of concluding an agreement on any issue.

An interview is a conversation with a journalist intended for print, radio, and television.

Discussion;

Meeting (meeting);

Press conference.

Contact business conversation is a direct, “live” dialogue.

Telephone conversation (distant), excluding non-verbal communication.

In direct contact and direct conversation, oral and nonverbal communications are of greatest importance.

Conversation or sending messages by telephone are the most common forms of communication; they are distinguished by direct contact and a wide variety of communication methods, which makes it possible to easily combine the business (formal) and personal (informal) parts of any message.

2. Written types of business communication are numerous official documents: business letter, protocol, report, certificate, report and explanatory note, act, statement, agreement, charter, regulation, instruction, decision, order, instruction, order, power of attorney, etc.

Material - exchange of objects and products of activity;

Cognitive - knowledge sharing;

Motivational - exchange of motivations, goals, interests, motives, needs;

Activity - exchange of actions, operations, skills.

By means of communication it is possible to divide into the following four types:

Direct - carried out with the help of natural organs given to a living being: arms, head, torso, vocal cords, etc.;

Indirect - associated with the use of special means and tools;

Direct - involves personal contacts and direct perception of communicating people by each other in the very act of communication;

Indirect - carried out through intermediaries, who may be other people.

The structure of communication can be approached in different ways, in this case the structure will be characterized by highlighting three interrelated sides in communication: communicative, interactive and perceptual.

The communicative side of communication (or communication in the narrow sense of the word) consists of the exchange of information between communicating individuals.

The interactive side consists of organizing interaction between communicating individuals (exchange of actions).

The perceptual side of communication means the process of perception and cognition of each other by communication partners and the establishment of mutual understanding on this basis.

The use of these terms is conditional; sometimes others use them in a similar sense: in communication, three functions are distinguished - information-communicative, regulatory-communicative, affective-communicative.

1) Communicative function of communication

During an act of communication, there is not just a movement of information, but a mutual transfer of encoded information between two individuals - the subjects of communication. Therefore, information exchange takes place. But people do not just exchange meanings, they strive to develop a common meaning. And this is only possible if the information is not only accepted, but also comprehended.

1. Verbal communication

Uses human speech as such. Speech is the most universal means of communication, since when transmitting information through speech, the meaning of the message is least lost.

Model of verbal communication process includes 5 elements:

WHO? (transmits message) – Communicator

WHAT? (transmitted) – Message (text)

HOW? (transfer in progress) – Channel

TO WHOM? (message sent) – Audience

WITH WHAT EFFECT? - Efficiency.

2. Nonverbal communication

It has been established that in the process of human interaction, 60-80% of communication is carried out through the use of non-verbal expressions. They develop as social signs of communication, although some of the elements that make them up are innate. Gestures and facial expressions, poses are endowed with semantic-expressive coloring and are subject to ethical standards. In terms of official interaction, the tone of nonverbal behavior should remain neutral. Excessive gesticulation during a business conversation can be regarded as a sign of familiarity.

2) Interactive and perceptual functions of communication.

Interactive feature- this is a characteristic of those components of communication that are associated with the interaction of people, with the direct organization of their joint activities. There are two types of interactions - cooperation and competition.

Cooperative interaction means Coordination of forces of participants. Cooperation is a necessary element of joint activity and is generated by its very nature.

One of the most striking forms of competition is conflict.

The perceptual function of communication is the process of people perceiving and understanding each other.

All three aspects of communication are closely intertwined, organically complement each other and constitute the communication process as a whole.

Communication can occur at various levels:

The manipulative level is that one of the interlocutors, through a certain social role, tries to evoke sympathy and pity from the partner.

Primitive - the level when one of the partners suppresses the other (one is a constant communicator, and the other is a constant recipient).

The highest is that social level when, regardless of social role or status, partners treat each other as equal individuals.

Business communication is realized in such forms as

Spruce conversation

Spruce negotiations

Spruce meetings

Public performances.

The practice of business relations shows that in solving problems associated with interpersonal contact, much depends on how partners (interlocutors) are able to establish contact with each other. With all the variety of forms of business communication, business conversation is the most common and most often used.

The concept of “business conversation” is very broad and quite vague: it is simply a business conversation between interested parties, and oral contact between partners connected by business relations.

A business conversation is understood as verbal communication between interlocutors who have the necessary authority from their organizations and firms to establish business relationships, resolve business problems or develop a constructive approach to solving them.

A business conversation is the most favorable, often the only opportunity to convince your interlocutor of the substantiation of your position so that he agrees and supports it. Thus, one of the main tasks of a business conversation is to convince a partner to accept specific proposals.

Aspects of a business conversation are:

Mutual communication between workers from the same business area;

Joint search, promotion and prompt development of working ideas and plans;

Control and coordination of already started business activities;

Maintaining business contacts;

Stimulating business activity.

The main stages of a business conversation are:

Starting a conversation;

Informing partners;

Argumentation of the proposed provisions;

Decision making;

Ending the conversation.

The psychological characteristics of a conversation include elements that are associated with the personality of the participants in a business conversation. This is character, temperament, mood, attitude, skills, i.e. everything that lies in the context of a business conversation or accompanies it at the non-verbal level of each participant.

The greatest difficulty for interlocutors is the beginning of a conversation. Partners know the essence of the subject very well, the goal they are pursuing in this communication, and clearly understand the results they want to get. But “internal brakes” almost always appear when it comes to starting a conversation. How to start? Where to start? Which phrases are most appropriate? Some partners make the mistake of ignoring this stage and moving straight to the core of the problem. In any case, at this stage of the conversation you need to develop a correct and correct attitude towards your interlocutor. After all, the beginning of a conversation is a kind of bridge between us and the interlocutor.

In the first phase of the conversation, we set the following tasks:

Establish contact with the interlocutor;

Create a favorable atmosphere for the interlocutor;

Draw attention to the topic of conversation;

Arouse the interlocutor's interest.

Oddly enough, many conversations end before they even begin, especially if the interlocutors are at different social levels (by position, education, social status, etc.). The reason is that it is the first few sentences that often have a decisive impact on the interlocutor, i.e. on his decision to listen to us or not. Interlocutors usually listen more attentively to the beginning of a conversation, often out of curiosity or anticipation of something new. It is the first two or three sentences that create the interlocutor’s internal attitude towards us and the conversation; based on the first phrases, the interlocutor gets an impression of us.

It is prohibited during a business conversation:

Interrupt your partner;

Negatively assess his personality;

Emphasize the difference between yourself and him;

Avoid spatial proximity and do not look at your partner;

Image is a certain image that a person, his “I”, presents to the world, a kind of form of self-presentation. On the one hand, we try to give information to others, on the other hand, we pursue some specific goals of our own.

Image - this is a real or imaginary idea of ​​​​a company - consists of a corporate style, which, in turn, includes design and business style. Of course, a corporate identity will effectively influence clients only if the quality of the goods, works and services provided by the company is impeccable. But its effectiveness depends no less on the management and employees of the company. . And everything must be done at a high professional level, without nervousness, intelligently, tactfully, kindly and diplomatically.

Image quality priorities:

1 gr. communication skills, reflexivity, eloquence.

2 gr. moral values, mental health and interpersonal skills.

3 gr. life and professional experience.

Behavior patterns

Etiquette- a set of rules that determine the forms of behavior of people, the rules of courtesy and treatment accepted in any society.

There are known “written” and “unwritten” norms of behavior in a given situation of official contact. The accepted procedure and form of behavior in the service is called business etiquette. His main function- formation of rules that promote mutual understanding between people. The second most important function is the function of convenience, i.e. expediency and practicality.

Business etiquette includes two groups of rules:

Norms that apply in the sphere of communication between equal status, members of the same team ( horizontal );

Instructions defining the nature of contact between a manager and a subordinate (vertical ).

Each specialist should have his own image. It means a neat, beautiful appearance, the ability to behave in a business and informal environment, a highly professional style of working with documents and communicating with people, keeping the workplace and auxiliary technical equipment in order, clear, competent and tactful speech, caring attitude towards people, good mood and, as the crown of all, strengthening the authority of the company, its reputation among clients.

Appearance includes:

Aesthetic elegance - when each element of clothing is selected in color, shape, pattern and all elements are consistent with each other.

Psychological elegance is the ability to create your own harmony, a “zest” that is unique to you.

Makeup is decorative cosmetics, its tactical purpose is to give the face aesthetics and attractiveness.

Etiquette situations of everyday etiquette include: acquaintance, meeting, conversation, farewell, everyday feast. And there is also the time of communication where these situations occur (in transport, a store, on the street, etc.).

Communication tactics are very important for the image of a business person. Why can't you implement your communication strategy? The right strategy for live communication is not an absolute guarantee of success. In communication, the correct choice of tactics for its existence is of great importance.

Many have seen from their own experience how great the importance of variability and agility is in business communication. Not everything, of course, can be calculated in advance, but worked out options are desirable. It is not difficult to verify the usefulness of this advice when familiarizing yourself with the practice of conducting business negotiations and conversations. Maximum success accompanies those who, even having solid practice of participating in them, carefully prepare for them each time.

Requirements for communication practice.

1. It is necessary to have several options for behavior in the same type of situation and be able to quickly use them.

2. In any communication, especially in business communication, no confrontation, much less conflict, should be allowed. With confrontation, communication will never be successful, and psychological losses are inevitable. Of course, heated debates and disagreements between opponents on fundamental positions are possible. The main thing is that the confrontation does not develop into personal hostility.

3. Skillfully use the mechanisms of psychological interaction. These include the following.

Attachment, which is the result of getting used to each other. Over the years of studying, working, and living together, good relationships develop. “Cutting off” habitual connections is often painful.

Sympathy is an emotional disposition, a directed attraction towards someone. In a team in which sympathies are clearly manifested, an unusually warm psychological background is created, and therefore a comfortable relationship. In such an atmosphere of communication, destructive conflicts do not break out.

Confidence. If affection and sympathy are an unconscious (emotional) orientation towards someone, then trust acts as faith in a specific person or in some of his qualities. It is very difficult to determine which psychological component - subconscious or conscious - played a decisive role. What is certain is that without sympathy it cannot be formed. Trust is a bundle of feelings and evaluative attitudes. The reliability of a relationship depends crucially on the balance of trust that has developed between people.

Respect is the voluntary recognition of a person's status. The claim to respect must be supported by the presence of extraordinary data in the one who seeks it.

These requirements cannot be considered in isolation from each other. You cannot give preference to one while ignoring the others.

Manners make a person such that he becomes recognized by people. Manners recreate the image of a person, visually manifesting those qualities that are assessed by people with a “plus” or “minus” sign.

The manner of communication is nothing more than visually accessible information for perception. A variety of people easily succumb to the charm of manners. Manners help a person achieve his or her goals. The success of communication manners is explained by the fact that thanks to them a person becomes someone whom people recognize. Of course, a lot depends on natural talent. However, the decisive effect of manners is determined by special training.

In Russia, in ancient times, a “Library of Practical Information” was published, where books about behavior in society were published.

St. Petersburg 1890 Book “Life in the world, at home and at court”:

“Good manners are indispensable to well-bred men and women, for they are a sign of moral refinement much more than of worldliness.

Good manners communicate grace and nobility.

Good manners are acquired first of all by observing yourself. This becomes a habit that lasts a lifetime. They are then strengthened by visiting well-bred people with noble thoughts.

A woman with good manners enjoys universal respect and is pleasing to both men and women. Men's manners are largely influenced by women."

In manners of communication, the role of pleasantries and compliments is great. At the same time, flattery and fawning are unacceptable. Using a compliment requires a certain tact and sense of proportion.

Be wary of acting as an awkward person, always saying pleasantries that are heavy, inappropriate, and even worse, stupid. At the same time, avoid complexities. It is very important to feel your communication partners.

2) Tactics for introducing negotiations.

Negotiation is the process by which we overcome obstacles and conflicting positions to reach agreement.

The Chinese have 3 stages:

1. initial clarification of positions;

2. discussion of positions;

3. final stage.

They transform into:

1. preparation of negotiations (pre-negotiation stage);

2. preliminary selection of positions;

3. the process of introducing negotiations (interaction stage);

4. analysis of the results of negotiations and implementation of agreements (completion, exit).

Five Basic Steps in the Negotiation Process

preparation for negotiations (gathering information, diagnosing problems, identifying strengths and weaknesses, both one’s own and the opponent’s, clarifying the goals of all participants, the balance of forces behind them, developing possible solutions, working out procedural issues, etc.);

1) compiling a list of expected and desired goals (both sides);

2) comparison of goals and expectations of the parties (reflection on the questions:

“What goals do we have in common?”

“What are our goals that differ from each other?”, establishing a framework for negotiations, etc.);

3) separation of the individual form of communication from the goals so as to limit to a minimum the possibility of personal or cultural conflicts;

4) verification of fulfillment of undertaken obligations, for example in the form of a guarantee or inspection.

Negotiation strategy depending on the interests of the parties

Strategy type	Strategic goal	Strategy Factor
Win – win	Achieving mutually beneficial agreements	The image of the conflict situation is adequate; there are favorable conditions for mutual constructive resolution of problems.
Win - Lose	Winning at the expense of your opponent's loss	The image of a conflict situation is overstated; there is support for the conflict in the form of incitement on the part of participants in social interaction.
Losing - winning	Avoiding conflict, yielding to an opponent	The image of the conflict situation is understated, intimidation takes place in the form of threats, bluffs, etc.
Losing is losing	Self-sacrifice for the death of the enemy	The image of a conflict situation is inadequate, there is a natural or situational aggressiveness of those in conflict, and a lack of vision of other options for solving problems.

The modern concept of the negotiation process assumes that each negotiator pursues and realizes a double interest: regarding the substance of the matter and regarding further relationships with partners. Therefore, the antagonistic principle is objectively replaced by a consensus principle, when it is important not only to understand the other side, to recognize the validity of its interests, but also to perceive this reality as an integral side of the development of society. Consensus is not just a concession, but a compromise based on development of cooperation in achieving a goal that is acceptable to most parties.

Four basic principles at the heart of negotiations

1) People (make a distinction between the participants in the negotiations and the subject of negotiations);

2) Interests (focus on interests, not positions);

3) Options (before deciding what to do, highlight the range of possibilities);

4) Criterion (insist that the result be based on some objective standard).

Negotiation Approaches

Soft approach	Hard approach	Principled approach
Participants are friends	Participants are opponents	Participants solve a problem together
The goal is agreement	The goal is victory	The goal is a reasonable result achieved efficiently and friendly
Making concessions to cultivate relationships	Demand concessions as a condition for continuing the relationship	Separate people from the problem
Take a gentle course in relationships with people and when solving problems	Take a tough course in dealing with people and solving problems	Adhere to a soft course in relations with people, do not stand on a rigid platform when solving a problem
Trust others	Don't trust others	Continue negotiations regardless of the degree of trust
Easy to change your position	Stick to your position	Focus on interests, not positions
Make assumptions	Threaten	Analyze interests
Discover your hidden thoughts	Be confused about your underlying thoughts	Avoid the occurrence of a latent line
Allow unilateral losses to reach an agreement	Demand unilateral dividends as payment for the agreement	Consider mutually beneficial options
Look for the only answer: the one they will accept	Look for the only answer, the one you accept	Develop multiple choices: decide later
Insist on an agreement	Insist on your position	Insist on the use of objective criteria
Trying to avoid a contest of wills	Trying to win a contest of wills	Trying to achieve a result based on criteria that have nothing to do with the competition of will
Give in to pressure	Apply pressure	Reflect and be open to the arguments of others rather than pressure

What to do with a person who does not want to listen to you?

How do you talk to a person who convinces you that he completely agrees with everything - only to return some new demand at the last minute?

The answer is that to get past the no, you need to overcome the following obstacles to cooperation:

Negative emotions of the interlocutor;

Communication skills;

Skepticism about the benefits of the agreement;

Ideas about your own strength and your reactions.

Conflicts.

Classification of conflicts

Depending on the:

1. the result of the action is constructive;

destructive;

2. methods of resolving antiganic;

compromise;

3. the nature of occurrence is social;

organizational;

emotional;

vertical;

5. degrees of expression are open;

6. degrees of institutionalization are absolute;

institutionalized;

7. the number of participants is intrapersonal;

interpersonal;

1. You need to know how a conflict develops, know its stages.

2. It is necessary to find out the hidden and obvious causes of the conflict, determine what really is the main reason, the main subject of disagreements and claims.

4. We need to focus on interests, not positions. A position is what is stated; This is a solution model. Interests are what motivates you to make a specific decision. It is in the interests of the key to solving problems.

5. You should make a distinction between the parties to the conflict and the problems that have arisen, and put yourself in the place of your opponent.

6. You should treat the initiator of the conflict fairly and impartially, since sometimes there is a significant problem behind the discontent and claims.

7. You cannot expand the subject of the conflict; you should try to reduce the number of claims.

8. It is necessary to control your feelings, and also take into account the emotional state and individual abilities of other participants in the conflict.

Conclusion: if in the negotiation process a situation arises when opposing goals are integrated around a common joint goal and the conflicting parties begin to cooperate and work as one team, then this is a sure sign of success. The key word here is team!

Five basic strategies for dealing with conflict situations

(interaction styles) developed in 1972 by K.W. Thomas and R.H. Kilmenn.

Assertiveness, varying from a low degree of self-satisfaction, or passive behavior, to a high degree of self-satisfaction, or active behavior, and cooperation, varying from weak attention to the interests of another, or individual actions, to a strong attention to the interests of another, or joint actions .

Building effective teams

A perfect person in business must have certain qualities:

Organization;

Motivation;

Assertiveness;

Creativity;

Initiative;

Objectivity;

Diplomacy;

Thoroughness;

Knowing.

It is almost impossible for one person to combine all these qualities. Recently, the English term “Team Management” has been used more and more often: team management or management with the help of a team.

In England, in Cambridge, under the leadership of Professor Meredith Belbin, a theory of team roles was developed, which includes such roles as:

1. performer;

2. coordinator;

3. structurer;

4. idea generator;

5. resource scout;

6. observer - analyst;

7. team worker;

8. finisher of work;

9. specialist is sometimes added to them - an employee who has deep professional knowledge, but is able to contribute only in a narrow area of ​​his specialty.

With this team selection

1. the presence of key team roles is guaranteed;

2. the relationship between team roles based on maximizing the strengths and containing the weaknesses of its members;

3. trust in each other increases (provided that team members understand and accept their own and others’ strengths and weaknesses).

M. Belbin argues that what is needed is not individuals with balanced characters, but team players with strengths that compensate for the shortcomings of their colleagues. Those. the weaknesses of individuals will not interfere with the manifestation of the strengths of the strengths.

Technical renewal of production and improvement of labor processes require constant improvement of knowledge and skills of all categories of workers, including managers. Today, in all developed countries, there has been a turn in the training of specialists towards a significant expansion of professional erudition and horizons, and an increase in the ability to independently solve various problems. Life itself directs enterprises and institutions to train management personnel who can professionally collect and analyze information useful for business, as well as be professional and improve their professional qualities.

Professionalism - this quality implies possession of a complex of professional knowledge, skills and abilities provided for by the qualification characteristics of a certain employee in a given structure.

1. Golovakha E. I., Panina N. V. Psychology of human mutual understanding. - 1989.

2. Koneva E. V. Psychology of communication: Textbook. - Yaroslavl, 1992.

3. Labunskaya V. A. Nonverbal behavior. - Rostov, 1986.

4. Leontyev A. A. Psychology of communication. - M., 1997.

5. Lavrinenko V. N. Psychology and ethics of business communication. - M., 1997.

6. Shchekin G.V. Practical psychology of management. How to make a career. How to build an organization. - K., 1994.

7. Soloviev E. Ya. Modern etiquette. "Axis-89", 1998.

Communication has styles and rules of conduct that are based on the relationships and benefits that partners want to receive. Culture and principles shape the etiquette that is acceptable in business. The psychology of business communication is slightly different from ordinary conversation on everyday topics.

All features and forms of business communication will be discussed in this article. This will help many people connect with those they encounter in the work environment.

What is business communication?

A feature of business communication is that people consciously adhere to all its rules to achieve the best result. What is business communication? This is communication between people in the professional field, where all parties solve a common problem, wanting to achieve a set goal. At the same time, they comply with all norms, rules and etiquette that are established in business communication.

This type of communication is applicable exclusively in the work environment. Here tasks and goals are set that should be achieved. Contact is established between the parties in order to achieve all set goals. Taking into account the goals, objectives and wishes of the opponent, observing ethics and rules of negotiation, you can achieve the desired results.

Business communication needs to be learned. This is not everyday communication where you can demonstrate your “I” and show off. In business communication, your personal qualities remain unimportant, although they are also taken into account. The main ones are your desires and goals, as well as the aspirations of your opponent, which should be combined in such a way that your joint activities lead both parties to what they want.

Ethics of business communication

Ethics is a set of rules that help any person to show himself cultured and educated in a certain environment. Business ethics differs from other ethical directions that are applied in social or everyday communication. It is based mainly on the following pillars:

• Psychology of communication and management.
• Labour Organization.
• Ethics.

In business communication, the cultural and national side of the opponent becomes important. Since business people interact with opponents of different nationalities, you should be aware of their traditions and customs. This allows you to show respect for their differences and win them over.

For successful business negotiations, it is important to be able to win over, listen to your interlocutor, conduct and direct a conversation, leave a positive impression, and create a favorable atmosphere. The following skills contribute to this:

1. Formulate your thoughts clearly.
2. Analyze your opponent's words.
3. Argue your own point of view.
4. Critically evaluate proposals and statements.

It is not enough to hold a certain position. You also need to be able to communicate with different people in order to strengthen your own skills and abilities. Ethical business communication is when all parties benefit. If someone loses or some damage is done, such a decision is unethical and unpromising for further interaction.

Psychology of business communication

If we turn to the psychological side of business communication, we can note that the development of specific conversation skills forces a person to improve himself and develop exclusively the best personality qualities. If you pay attention to how opponents communicate with each other, they show only positive qualities, avoiding the manifestation of rude forms and manifestations. The psychology of business communication is the improvement of the person himself.

It doesn't matter what position a person holds. If he masters business communication skills, then it becomes easier for him to negotiate, communicate with competitors, and achieve his goals. Nobody says that there will be no losses and failures. They will simply be reasonable and clear for the person himself, who will be able to see his own mistakes or understand the wrongness of his choice of people as partners.

The psychology of business communication is based on recognizing the opponent’s feelings and taking them into account. There are also techniques that help in conversation:

• “Proper name” - when you pronounce the name of the interlocutor.
• “Golden words” are when you give compliments. Flattery should be avoided here.
• “Mirror of attitude” - when you smile and they smile back at you, and vice versa.

The quality of good speech is based on the following components:

1. Literacy.
2. Composition of speech using professional jargons.
3. Lexicon.
4. Intonation and pronunciation.

You should also pay attention to the nonverbal part of communication, which also affects the flow of the conversation.

Business communication culture

An employer always pays attention to the culture of business communication that an employee uses when hiring. After all, this shows his ability to establish contacts and win people over. The culture of business communication becomes especially important when hiring employees who will conduct conversations on the phone, where there is absolutely no non-verbal influence on the interlocutor.

Here are the rules of communication:

• Interest in the topic.
• Goodwill and favor towards the interlocutor.
• No influence of your mood on your conversation style.

The purpose of business communication is to influence the emotional mood, beliefs, opinions and decisions of the interlocutor, which will affect future actions. Partners exchange messages, influence the emotional mood, create images of themselves and their opponents in their heads.

Since in the work environment people often negotiate, talk, talk, debate, knowledge and skills of business communication culture are simply necessary. Sometimes these skills play a decisive role in achieving goals.

Features of business communication

In the work sphere, people communicate with each other at the level of their own professional interests, work activities and work. A feature of business communication is clear regulation - subordination to established norms, which are determined by national traditions, professional frameworks and cultural customs.

Business communication includes two types of rules:

1. Norms are rules that work between opponents occupying the same status.
2. Instructions are rules that arise between a subordinate and a leader.

The peculiarity of business communication is the observance of certain rules and expression of respect for people, regardless of personal attitude towards them, mood and other factors.

The parties begin to contact each other with the aim of organizing joint activities (cooperation), where their goals will be achieved. This happens in the following steps:

1. Dating, where people introduce themselves and get to know each other.
2. Orientation to the topic of conversation.
3. Discussion of a task or issue.
4. The solution of the problem.
5. Ending the conversation.

The success of business communication depends on an approach to business based on cooperation, taking into account mutual interests and requests. Only then can a creative solution to the problem be found where all parties benefit.

Language of business communication

The language of business communication refers to the use of established syllables that are accepted in a specific work situation. At different levels, their own vocabulary of terms is used, which is assumed in a certain situation. For example, business communication between representatives of the legal field will involve the use of legal terms, and contact between an employee and a manager will involve a different vocabulary.

The language of business communication includes:

• Orthology – language norms, its changes, correctness of speech. When expressing your thoughts, you use templates, examples, and accepted phrases that are established in a particular ethnic society.
• Communication is the appropriateness and purity of speech, which is subject to the scope of application, situation, tasks, circumstances, and goals of the conversation.
• Ethics are the norms and rules adopted in a particular society. To be successful at this level of communication, you should be familiar with all the customs and traditions of the culture to which the partner belongs.

Types of business communication

The process of business communication determines its types:

1. Verbal is a type of communication that uses spoken words.
2. A nonverbal type of communication that involves taking into account the opponent’s facial expressions, posture and gestures.
3. Direct type of communication, when interlocutors interact at the same time and in one place, that is, direct oral communication occurs using non-verbal signals.
4. An indirect type of communication that often occurs in writing. People transmit information at different times and in different places. This type of business communication is less successful because time is wasted during which you can change your mind about everything.
5. Written type of communication, when communication occurs through written messages.
6. Telephone type of communication, when oral speech is used, but it is impossible to influence the course of the conversation using non-verbal signs.

As in any type of communication, direct contact remains the most effective, when you can establish a visual connection, hear another person, feel his emotional mood, influence his decisions with external attributes, etc.

Forms of business communication

Forms of business communication – requirements of professional situations, which include:

• Conversation – discussion at the level of oral expression of thoughts and ideas. Discussion of pressing problems, tasks, clarification of nuances, etc.
• Public speaking is the notification of certain information by one subject to a whole group of people. There is no discussion of the topic here, but rather information on some topic.
• Business correspondence is the written transmission of information. Carried out within the organization, for the organization and between enterprises.
• Negotiations are joining forces with partners who occupy the same position as a person. Here problems are solved and decisions are made, agreements on mutually beneficial cooperation are signed.
• Press conference – a meeting between a company representative and media workers to provide relevant and important information.
• A meeting is the selection of a certain group of people (from the team, management) to solve problems, set new tasks, change strategies, etc., etc.

Each form of business communication requires its own set of etiquette, rules, norms, and other things. Often disagreements arise during a business conversation. If people deviate from the rules of business communication, then their meeting does not lead to the desired results.

Rules of business communication

Sometimes we can talk about a multimillion-dollar deal or promotion, or the development of one’s company. Therefore, following the rules of business communication helps eliminate embarrassing and controversial situations:

• Legible and clear speech, when the interlocutor understands what is being said to him.
• Avoiding monotony of speech. It must be emotionally charged.
• The pace of speech should be average (moderate). Slow speech can cause boredom, and fast speech can not keep up with the speaker’s train of thought.
• Alternate long and short phrases.
• To ask questions. Both open and closed questions are important. It is appropriate to alternate them.
• You need to hear and listen to your interlocutor.
• Don't give advice, but make gentle suggestions.
• Encourage the interlocutor to solve the problem independently.

A person can occupy any position, but with high business communication skills, he is able to follow the rules and bring the conversation to the desired result. Here the interests of opponents are taken into account, according to which the tactics and strategy of negotiations are selected.

Business communication styles

Depending on the sphere of business communication (social, legal, managerial) and the type of interaction (oral, written), a style is determined that helps you move up the career ladder and improve your status. Here are the subtypes of business communication style:

• Administrative and clerical - a memorandum, receipt, power of attorney, order, certificate, characterization are used.
• Diplomatic - a note or memorandum is used.
• Legislative – a normative act, law, agenda, paragraph, code, etc. are used.

Precision of speech allows you to establish business contacts. This is where terms that are narrowly focused or widely used become important.

Business communication styles include:

1. Manipulation – using a partner as a tool to achieve personal goals. For example, monitoring the completion of tasks.
2. Rituals are the creation of the desired image. What matters is status, not qualities and personality.
3. Humanism – support and joint discussion of the problem. The personality is perceived completely with all its qualities and individual characteristics.

Principles of business communication

The importance of business communication has already been established. Here are the principles of such communication, which are:

• Purposefulness – achieving a given task. Often, during business communication, a person achieves several tasks at once, some of which are conscious (solving a work issue), while others are unconscious (showing one’s qualities, showing off, for example).
• Interpersonal communication – partners are interested in each other. Although their communication is aimed at solving work problems, interpersonal connections are still established between them, where the qualities and personal claims towards each other are assessed.
• Multidimensionality is not only the exchange of data, but also the establishment of interpersonal connections.
• Continuity of communications – maintaining contacts at all levels of communication.

During business communication, people not only exchange work information, but also create an emotional mood that depends on their attitude towards each other.

Bottom line

The role of business communication is great, since it was formed specifically to establish business contacts and achieve set work goals. In every sphere, people interact. They follow rules, etiquette, principles, styles. All this is necessary in the business sphere, where the correct use of all principles and rules leads to a positive result.

If a person has problems, then he can use the help of a psychologist on the website. After all, we are often talking about personal barriers that interfere with the assimilation and application of all the principles of business communication. If you eliminate internal barriers and complexes, you can achieve good results.