1. Communicating for Results 9e 1 Key Ideas Defining Communication A Basic Communication Mode Communication Ethics The Communication Process: An Introduction 1 Copyright Cengage © 2011

2. Communication Model 4 Sender Receiver Internal Noise External Noise Encoding Decoding Environment Frame of Reference (Message Channel) (Feedback) (Message Channel) Copyright Cengage © 2011 Decoding Encoding

3. Channel Selection  Not all channels have the same capacity  The amount of information a channel can convey is called Channel Richness  Factors to consider when choosing a channel  Importance of the message  Needs and abilities of receiver  Feedback requirements  Need for permanent record  Cost  Formality desired 19Copyright Cengage © 2011

4. Choosing the Best Channel (Table 1.2) Use Face-to-FaceSend Written MessageSend Electronic Message Immediate feedback neededImmediate feedback not needed Immediate feedback not needed, but speed important Permanent record not neededPermanent, verifiable record needed Permanent record not needed Topic emotional, confusing, or complex; discussion required Exact wording important; careful planning required Message explicit, little interpretation needed, transferred quickly Message important and new, and/or group cohesion needed Follow-up face-to-face meeting needed Information used to support or expand face-to-face meeting Confidence and trust need developing Content more important than feelings Speed, cost, or convenience crucial Convenient and economical to assemble audience Audience large and geographically dispersed Audience large and geographically dispersed but speedy back-and-forth messages important 20Copyright Cengage © 2011

5. Frame of Reference: Frame of Reference:  No identical frames of reference  Communication fallacy  Moving up and down messages become:  Leveled  Condensed  Assimilated  Embellished Michael Newman/PHOTOEDIT 10Copyright Cengage © 2011

6. Differences in Cultural Values (Fig. 1.2) AmericansJapaneseArabs 11 1.Freedom1. Belonging1. Family Security 2. Independence2. Group Harmony2. Family Harmony 3. Self-Reliance3. Collectiveness3. Parental Guidance 4. Equality4. Age/Seniority4. Age 5. Individualism5. Group Consciousness5. Authority 6. Competition6. Cooperation6. Compromise 7. Efficiency7. Quality7. Devotion 8. Time8. Patience 9. Directness9. Indirectness 10. Openness10. Go-between10. Hospitality Copyright Cengage © 2011

7. Communication Breakdown  Created by value differences  Value differences result in different Frames of Reference  Different Frames of Reference affect encoding and decoding 12Copyright Cengage © 2011

8. Communication Breakdown  Remember the message that counts is the one that is received  Check message reception through paraphrase 13Copyright Cengage © 2011

9. Downward Communication 14 Through the five levels of management... MESSAGEAMOUNT RECEIVED Written by the board of directors Received by the vice president Received by the general supervisor Received by the plant manager Received by the general foreman Received by the worker 100% 63% 56% 40% 30% 20% Copyright Cengage © 2011

10. Communication Code  Language (verbal) – spoken or written words  Paralanguage (vocal) – tone, pitch, volume  Nonverbal (visual) eye contact, facial expressions, posture 17 Vocal and Visual Code 69% Verbal Code 31% Copyright Cengage © 2011

11. Advantages of Feedback  Improves accuracy and productivity  Increases employee job satisfaction  Less role conflict and ambiguity  Lower stress, absenteeism and turnover 23Copyright Cengage © 2011

12. Disadvantages of Feedback  Can cause people to feel under attack  It is time-consuming to give and receive  It is difficult to elicit  Negative past experiences at giving and receiving feedback 24Copyright Cengage © 2011

13.  Tell people you want feedback  Identify the areas in which you want feedback  Set aside regular time for feedback sessions  Select proper channel  Use silence to encourage feedback Continued> Michael Newman/PHOTOEDIT Receiving Feedback From Others 25Copyright Cengage © 2011

14.  Watch for non-verbal responses  Ask questions  Paraphrase  Use statements that encourage feedback  Reward feedback  Follow-up Continued> Michael Newman/PHOTOEDIT Receiving Feedback From Others (cont.) 26Copyright Cengage © 2011

15. Giving Feedback to Others Giving Feedback to Others  Direct toward behavior not the person  Descriptive rather than evaluative language  Sharing ideas not giving advice  Share only essential information  Immediate and well-timed © Jason Harris 27Copyright Cengage © 2011

16. Elements of the Environment  Time  Location (physical environment)  The room  The setting in the room  Noise level in the room  Social environment (Climate)  Relationships with people present  Prevailing attitudes of the people present 29Copyright Cengage © 2011

17. Types of External Noise  Speaker’s poor grammar  Phones ringing  Papers being shuffled  People talking 31Copyright Cengage © 2011

18. Types of Internal Noise  Physical illness  Lack of knowledge on the topic  Lack of sleep  Preoccupation with other problems 32Copyright Cengage © 2011

19. Ethics Defined Ethics…are the standards by which behaviors are evaluated for their morality; their rightness or wrongness. When applied to human communication, ethics are the moral principles that guide our judgments about the goof and bad, right and wrong, of communication. Ethics…are the standards by which behaviors are evaluated for their morality; their rightness or wrongness. When applied to human communication, ethics are the moral principles that guide our judgments about the goof and bad, right and wrong, of communication. (Shockley-Zalabak, 2008) 34 Jeff Skilling (Former Enron CEO) Kenneth Lay (Former Enron Chairman) Copyright Cengage © 2011

20. Four Ethical Rules  The utilitarian rule – greatest good for the greatest number of people  The moral rights rule – protecting fundamental inalienable rights  The justice rule – equal treatment  The practical rule – the typical person will find them acceptable 36Copyright Cengage © 2011

21. Ethical Traps  The trap of necessity  The trap of relative filth  The trap of rationalization  The trap of self-deception  The trap of end justifying the means Copyright Cengage © 201139

22. Communicating for Results 9e 1 Key Ideas Defining Communication A Basic Communication Mode Communication Ethics The Communication Process: An Introduction 40 Copyright Cengage © 2011