1. Business Communications
Prepared by
Dr Reji Johnson

2. Learning Objectives Understand the process of communication.
Eliminate barriers that distort the meaning of information.
Analyze the basic patterns of Business communication.
Develop the skills of organizing and running effective meetings.

3. Learning Objectives .
Master electronic forms of communication such as and know when to use them.
Work with an organization’s informal communication.
Improve assertive communication, presentation, nonverbal, and listening skills.

4. Significance Business communication?
Business communication is the specific process through which information moves and is exchanged throughout an organization.
Information flows:
Through formal and informal structures.
Downward, upward, and laterally.

5. The Process of Communication (continued)
Two forms of information are sent and received in communication:
Facts – bits of information that can be objectively measured or described.
Feelings – an individual’s emotional responses to decisions made or actions taken by other people.

6. The Basic Communication Process

7. The Communication Process (cont’d)
Encoding
Translating internal thought patterns into a language or code the intended receiver of the message will likely understand and/or pay attention to.
Choice of words, gestures, or other symbols for encoding depends on the nature of the message.
Technical or non technical
Emotional or factual
Visual or auditory
Cultural diversity can create encoding challenges.

8. The Communication Process (cont’d)
Bulletin boards
Meetings
Business publications
News releases
Press conferences
Advertising
Selecting a Medium
Face-to-face conversations
Telephone calls s
Memorandums
Letters
Computer reports
Photographs

9. The Communication Process (cont’d)
Media Selection in Cross-Cultural Settings
Moving between low- and high-context cultures can create appropriate media selection problems.
In low-context cultures, the verbal content of the message is more important than the medium through which it is delivered.
In high-context cultures, the context (setting) in which the message is delivered is more important than the literal words of the message.

10. A Contingency Approach (Lengel and Daft)
Media richness
A given medium’s capacity to convey information and promote learning.
Characteristics of rich mediums
Provide simultaneous multiple information cues.
Facilitate immediate feedback.
Have a personal focus.
Characteristics of lean mediums
Convey limited information (few cues).
Provide no immediate feedback.
Are impersonal.

11. The Communication Process (cont’d)
Decoding
Successful decoding depends on the receiver having
a willingness to receive the message.
knowledge of the language and terminology used in the message.
an understanding of the sender’s purpose and background situation.

12. The Communication Process (cont’d)
Feedback
The choice factors for the form to provide feedback are the same factors governing the encoding process.
Feedback affects the form and content of follow-up communication.
Effective feedback is timely, relevant, and personal.

13. The Communication Process (cont’d)
Noise
Noise: any interference with the normal flow of communication.
Understanding decreases as noise increases.
Dealing with noise
Make messages more understandable.
Minimize and neutralize sources of interference.

14. Constructive Feedback
Focus your feedback on specific behaviors that were successful or that were unsuccessful.
Keep personality traits out of your feedback by focusing on what rather than who.

15. Constructive Feedback
Investigate whether the employee had control over the results before giving feedback about unsuccessful behaviors.
Feedback should be given as soon as possible.
Ensure privacy when giving feedback about negative behaviors.

16. Business communication?
Channel richness.
The capacity of a communication channel to convey information effectively.
Richest channels — face-to-face communication.
Moderately rich channels — telephone, electronic chat rooms, , written memos, and letters.
Leanest channels — posted notices and bulletins.

17. Business communication?
Formal and informal communication channels.
Formal channels follow the chain of command established by the hierarchy of authority.
Informal channels do not adhere to the hierarchy of authority.
The grapevine is an informal channel through which rumors and unofficial information pass.

18. Patterns of Business Communications
Downward Communication
Upward Communication
Horizontal Communication

19. Business communication?
Downward communication.
The flow of information follows the chain of command from top to bottom.
Downward communication informs lower level personnel about the higher level managers’:
Strategies.
Objectives.
Instructions.
Policies.
Feedback.

20. Business communication?
Upward communication.
The flow of information from lower to higher levels of the organization.
Upward communication informs higher level personnel about lower level workers’:
Problems.
Results.
Suggestions.
Questions.
Needs.

21. Business communication?
Lateral communication.
The flow of information across persons or work units at the same hierarchical level.
Lateral communication enables persons and work units to coordinate:
Problems.
Needs.
Advice.
Feedback.

22. Business communication?
Lateral communication — cont.
Very important in high performance organizations.
Serving external customers.
Serving internal customers.
Business ecology.
The study of how building design may influence communication and productivity by improving lateral communication.

23. Business communication?
Types of communication networks.
Decentralized communication network.
Centralized communication network.
Restricted communication network.

24. Business communication?
Decentralized communication network.
All group members communicate directly and share information with one another.
Sometimes called an all-channel or star network.
Involve interacting groups.

25. Business communication?
Centralized communication network.
Information flows to a central person and is redistributed.
Sometimes called a wheel or chain network.
Involve coacting groups.

26. Business communication?
Restricted communication network.
Limited and possibly biased communication due to polarized subgroups contesting each other’s positions and maintaining sometimes antagonistic relationships.
Involve counteracting groups.

27. The Importance of Communications
Effective communications help individuals to understand and pursue Business objectives.
Business communications cover every management function.
Business culture depends on communications.
Communications improve both Business and individual performance.

28. Dynamics of Business Communication
Communication Strategies
Spray & Pray
Impersonal and one-way communications (lectures).
Tell & Sell
A restricted set of messages with explanations for their importance and relevance.
Underscore & Explore
Information and issues that are keys to Business success are discussed and explained.

29. Dynamics of Business Communication (cont’d)
Communication Strategies (cont’d)
Identify & Reply
Responding to employee concerns about prior Business communications.
Withhold & Uphold
Telling employees only what they need to know when you think they need to know it.

30. Dynamics of Business Communication (cont’d)
Seeking a Middle-Ground (Communication Strategy)
Avoid Spray & Pray and Withhold & Uphold.
Use Tell & Sell and Identify & Reply sparingly.
Use Underscore & Explore as much as possible.

31. Dynamics of Business Communication (cont’d)
Merging Communication Strategies and Media Richness
Managers need to select the richest medium possible when employing Tell & Sell, Identify & Reply, and Underscore & Explore strategies.

32. Dynamics of Business Communication (cont’d)
The Grapevine
The unofficial and informal communication system in an organization
Managerial Attitudes Toward the Grapevine
Managers have predominately negative feelings about the grapevine.
The grapevine is more prevalent at lower-levels of the managerial hierarchy.
The grapevine appears to be more influential in larger organizations. Also called the grapevine – informal communication that takes place at the workplace.
can be about promotions and other personnel decisions
can be about company events (new products, downsizing)
must be managed so that negative rumors do not hurt morale

33. Dynamics of Business Communication (cont’d)
Coping with the Grapevine
Managers can keep abreast of grapevine communications by regularly conversing with known gatekeepers.
The grapevine cannot be extinguished; attempts to stifle the grapevine as likely to stimulate it instead.
Monitoring and officially correcting grapevine information is perhaps the best strategy for coping with the grapevine.

34. Nonverbal Communication
Body Language
Nonverbal communication based on facial expressions, posture, and appearance.
Types of Body Language
Facial
Gestural
Postural
Receiving Nonverbal Communication
Awareness of nonverbal cues can give insight into deep-seated emotions.

35. Nonverbal Communication (cont’d)
Giving Nonverbal Feedback
Nonverbal feedback from authority figures significantly affects employee behavior.
Smiles, positive head nods, and eye contact
Frowns, head shaking, and avoiding eye contact
Positive feedback builds good interpersonal relations
Sensitivity and cross-cultural training can reduce nonverbal errors when working with individuals from other cultures.

36. What are the essentials of interpersonal communication?
Two important branches of nonverbal communication.
Kinesics.
The study of gestures and body postures.
Proxemics.
The study of the way space is utilized.

37. Steps you can take to make meetings more productive
Ask yourself if it’s important even to schedule a meeting.
Schedule the meeting for an appropriate place.
Create an agenda for the meeting and distribute it ahead of time.
Establish rules for participation.
Follow the agenda’s time limits for each topic.
Leave some open time for topics not on the agenda.
End the meeting with a plan of action.

38. Assertive Communication Skills
Assertive communication skills—communicate in ways that meet one’s own needs while at the same time respecting the needs and rights of others
Several less effective styles people tend to use because they are indirect or not mindful of needs:
Passive communication – an individual does not let others know directly what he or she wants or needs.
Aggressive communication – a forceful approach that expresses dominance or anger.
Passive-aggressive communication – avoids giving direct responses but rather tries to “get even” with others.

39. Presentation Skills Basic guidelines Prepare objectives
Organize the presentation
Structure the presentation
Tailor the presentation
Establish credibility
Speak in a responsive and conversational style
Use visual aids
Practice presentation skills
Restate key ideas

40. Nonverbal Communication Skills
Nonverbal communication is sending and decoding messages with emotional content.
Dimensions of nonverbal communication:
Body movements and gestures, Body position
Eye contact
Touch
Facial expressions
Physical distance
Tone of voice Nonverbal communication.
McGraw-Hill

41. Listening Skills Help create understanding between both parties
Are an active rather than passive activity
Use of nonverbal indicators, like eye contact, tone of voice, or touch
Are an invaluable skill for managers
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

42. Guidelines for Active Listening
Do create a supportive atmosphere.
Do listen for feelings as well as words.
Do note cues.
Do occasionally test for understanding.
Do demonstrate acceptance and understanding.
Do ask exploratory, open-ended questions.
Don’t try to change the other’s views.
Don’t solve the problem for the speaker.
Don’t give advice.
Don’t pass judgment.
Don’t explain or interpret others’ behavior.
Don’t give false reassurances.
Don’t attack if the speaker is hostile.
Don’t ask “why” the feelings.

43. Applications of Management Perspectives—For the Manager
Use your listening skills when dealing with an employee who has an issue that is emotional in nature.
Try to understand the issue from the employee’s perspective.
If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control.

44. Applications of Management Perspectives—For Managing Teams
If you are part of a virtual team it is important to schedule periodic face-to-face meetings in order to build team spirit and trust.
Without trust, there can be misunderstandings and teams are likely to be short-lived.
Make sure individual team members and the team as a whole receive performance feedback.
Give team members customer feedback.
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

45. Applications of Management Perspectives—For Individuals
Look for ways to practice presentation skills by speaking to different audiences.
Find ways to enhance your credibility so that people want to listen to what you have to say.
Act with integrity around other employees.
Make sure your actions are consistent with your verbal messages.

46. What forces influence communication in the high performance workplace?
The explosion of new communication technologies is one of the greatest contemporary challenges.
Effective communication skills are essential for career success.
Everyone must stay current on information technologies and Business communication issues.

47. What forces influence communication in the high performance workplace?
Advances in information technologies enable organizations to:
Distribute information much faster.
Make more information available.
Allow broader and more immediate access to information.
Encourage participation in the sharing and use of information.
Integrate systems and functions, and use information to link with the environment.

48. What forces influence communication in the high performance workplace?
Potential disadvantages of electronic communications.
Technologies are impersonal.
Nonverbal communication is removed from situation.
Can unduly influence the emotional aspects of communication.
Information overload.

49. What forces influence communication in the high performance workplace?
Complex social context.
Mean and women are socialized into different communication styles.
Women are socialized to be more sensitive to interpersonal relationships in communication.
Men are socialized to be competitive, aggressive, and individualistic, which may cause communication problems.

50. What forces influence communication in the high performance workplace?
Complex social context — cont.
Privacy of employee communications and electronic eavesdropping
Progressive organizations are developing internal privacy policies.
Is gaining the attention of some legislators.
Political correctness of communications in the workplace.
Eliminates communication overtones of intolerance and insensitivity.