1. Business Communication 外语系：刘音 liuyin@shtvu.edu.cn

2. Brainstorming: Oral and Written Communication Can you name some forms of Oral and Written communications in a company? Can you think of the advantages and disadvantages of these two types of communications?

3. 4 Communicating in Organizations Internal and External Functions Internal communication includes sharing ideas and messages with superiors, coworkers and subordinates. Some of the functions of internal communication are to issue and clarify procedures and policies, inform management of progress, persuade employees or management to make changes or improvements, coordinate activities, and evaluate and reward employees. External functions are to answer inquires about products or services, persuade customers to buy products or services, clarify supplier specifications, issue credit, collect bills, respond to government agencies, and promote a positive image of the organization.

4. Oral Communication Advantages: – Minimizes misunderstandings – Enables communicators to pick up nonverbal cues – Develops consensus – Promotes friendships Disadvantages: – Produces no written record – Wastes time – inconvenient

5. Written Communication Advantages: – Provides a permanent record – Convenient Disadvantages: – Requires preparation and sensitivity to audience and anticipated effects – Difficult to prepare

6. Avoiding Information Overload and Productivity Meltdown How many emails and telephones do you send and make everyday? Do you feel interrupted by the incoming messages during the work? What ’ s your solution?

7. Although technology provides a myriad of communication channel choices, the sheer volume of messages is overwhelming many employees.

8. Tech Talk Tips for Controlling the E-mail Monster P33 1.8 Communicating in Organizations: Reducing Information Overload

9. 5. Improving the Flow of Information in Organizations Formal Channels: Downward Flow Upward Flow Horizontal Flow Informal Channels

10. Formal Channels Information about policies and procedures originates with executives and flows down through managers to supervisors and finally to lower-level employees.

11. Downward Flow Information flowing downward generally moves from decision makers, including the CEO and managers, through the chain of command to workers. This information includes job plans, policies, and procedures. Obstacle: distortion resulting from long lines of communication

12. Upward Flow Information flowing upward provides feedback from nonmanagement employees to management. Subordinate employees describe progress in completing tasks, report roadblocks encountered, and suggest methods for improving efficiency. Obstacles: – Distrust – Fear of reprisal – Lack of adequate communication skills – Differing frames of reference

13. Horizontal Flow Lateral channels transmit information horizontally among workers at the same level. Obstacles: – Poor communications skills – Prejudice – Ego involvement – Turf wars

14. Informal Channels Alert managers find the grapevine an excellent source of information about employee morale and problems. They have also used the grapevine as a “ break it to them gently ” device, planting “ rumors ”, for example, of future layoffs or other changes.

15. Many companies today have moved away from a rigid authoritarian management structure in which only managers were privy to vital information, such as product success and profit figures.

16. Case study & Homework Pillsbury Revisited Critical Thinking

17. 6 Facing Increasing Ethical Challenges Many companies were primarily interested in incorporating ethics into their organizations because they wished to be more socially responsible.

18. Most common violations Cutting corners on quality Covering up incidents Abusing or lying about sick days Deceiving customers Lying to a supervisor or underling Taking credit for a colleague ’ s ideas

19. Five Common Ethical Traps The False Necessity Trap The Doctrine-of-Relative Trap The Rationalization Trap The Self-Deception Trap The Ends-Justify-the-Means Trap

20. Goals of Ethical Business Communication Telling the Truth Labeling Opinions Being Objective Communicating Clearly Giving Credit

21. Tools for Doing the Right Thing Is the action you are considering legal? How would you see the problem if you were on the opposite side? What are alternate solutions? Can you discuss the problem with someone whose advice you trust? How would you feel if you family, friends, employer, or coworkers learned of your action?