©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Why You Need to Build Career Skills  Necessary for hiring  A top skill set sought by employers  Critical for promotion  Essential for effective job performance  More important now as a result of technology  Learned through instruction and practice Ch. 1, Slide 1

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Expectations of Workers in Today’s Digital Age  Work with words, figures, and data.  Generate, process, and exchange information.  Think critically.  Make decisions.  Take charge of your career.  Continue learning all your life. Ch. 1, Slide 2

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Critical Thinking, Decision Making and Problem Solving – Get Ready! Identify and clarify Problem Gather information Evaluate evidence Consider options Choose best option and test it Ch. 1, Slide 3

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Trends Affecting You in Today’s Workplace  Heightened global competition  Flattened management hierarchies  Expanded team-based management  Innovative communication technology  New work environments  Increasingly diverse workforce  Renewed emphasis on ethics Ch. 1, Slide 4

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Success in the Workplace  Success for you in the new global and diverse workplace requires excellent communication skills! Ch. 1, Slide 5

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Communication Process – Basic Model Noise Sender has idea 1 Sender encodes idea in message 2 Message travels over channel 3 Receiver decodes message 4 Feedback travels to sender 5 Possible additional feedback to receiver 6 Ch. 1, Slide 6

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Communication Process – Expanded Model Ch. 1, Slide 7 Encoding Decoding Encoding Understanding Decoding Person A Person B Feedback Channel Sending Channel Stimulus Understanding

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Factors That Shape Understanding  Communication climate  Context and setting  Background, experiences  Knowledge, mood  Values, beliefs, culture Ch. 1, Slide 8

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Barriers That Create Misunderstandings  Bypassing  Differing frames of reference  Lack of language skills  Poor listening skills  Emotional interference  Physical distractions Ch. 1, Slide 9

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Classic Case of Miscommunication

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Classic Case of Miscommunication In Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: “Hello Walter, Hello Walter!”

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Classic Case of Miscommunication As his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: “Low water, low water!”

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analysis of Flawed Communication Process

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analysis of Flawed Communication Process Sender has idea Warn boater Sender has idea Warn boater

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analysis of Flawed Communication Process Sender has idea Warn boater Sender has idea Warn boater Sender encodes message “Low water!” Sender encodes message “Low water!”

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analysis of Flawed Communication Process Sender has idea Warn boater Sender has idea Warn boater Sender encodes message “Low water!” Sender encodes message “Low water!” Channel carries message Message distorted Channel carries message Message distorted

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analysis of Flawed Communication Process Sender has idea Warn boater Sender has idea Warn boater Sender encodes message “Low water!” Sender encodes message “Low water!” Channel carries message Message distorted Channel carries message Message distorted Receiver decodes message “Hello Walter!” Receiver decodes message “Hello Walter!”

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Barriers That Caused Cronkite Miscommunication  Frame of reference  Language skills  Listening skills  Receiver accustomed to acclaim and appreciative crowds.  Maine accent makes "water" and "Walter" sound similar.  Receiver more accustomed to speaking than to listening.

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Barriers That Caused Cronkite Miscommunication  Emotional interference  Physical barriers  Ego prompted receiver to believe crowd was responding to his celebrity status.  Noise from boat, distance between senders and receivers.

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Overcoming Barriers That Cause Misunderstandings  Realize that communication is imperfect.  Adapt the message to the receiver.  Improve your language and listening skills.  Question your preconceptions.  Encourage feedback. Ch. 1, Slide 20

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Communication  Functions  Internal  External  New emphasis  Interactive  Mobile  Instant  Forms  Oral  Written  Delivery  Electronic  Hard copy Ch. 1, Slide 21

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication and Formal Channels  Written channels  Memos, letters  Annual report  Company newsletter  Bulletin board postings  Orientation manual Ch. 1, Slide 22

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication and Formal Channels  Oral channels  Telephone  Face-to-face conversation  Company meetings  Team meetings Ch. 1, Slide 23

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication and Formal Channels  Electronic channels   Instant/text messaging  Voic  Videoconferencing  Blogging  Social networks  Wikis  Web chat Ch. 1, Slide 24

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal Channels of Information Flow Downward flow Upward flow ManagersSupervisors Subordinates Coworkers Horizontal flow Ch. 1, Slide 25

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal Channels of Information Flow ManagersSupervisors Subordinates Policies Procedures Directives Goals and Motivation Flows from decision makers to workers Ch. 1, Slide 26

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal Channels of Information Flow ManagersSupervisors Subordinates Feedback Progress Problems Suggestions Flows from employees to decision makers Ch. 1, Slide 27

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal Channels of Information Flow Task coordination, problem solving, conflict resolution, idea generation, team building, Flows among workers goals clarification Flows among workers at the same level Coworkers Ch. 1, Slide 28

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Informal Organization Channel of Information Flow: The Grapevine  Carries unofficial messages  Flows haphazardly  Can be remarkably accurate  Is mostly disliked by management  Thrives where official information is limited Ch. 1, Slide 29

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Informal Channels of Information Flow: The Grapevine  Carry unofficial messages  Flows haphazardly  Can be remarkably accurate  Is mostly disliked by management  Thrives where official information is limited Ch. 1, Slide 30

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Informal Channels of Information Flow: The Grapevine  Carry unofficial messages  Flows haphazardly  Can be remarkably accurate  Is mostly disliked by management  Thrives where official information is limited Ch. 1, Slide 31

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Obstacles to the Flow of Organizational Information  Lack of trust, turf wars, fear of reprisal  Uneven reward systems  Closed communication climate  Little official communication Ch. 1, Slide 32

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Obstacles to the Flow of Organizational Information  Long lines of communication  Filtering, prejudice, ego involvement  Poor communication skills Ch. 1, Slide 33

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Surmounting Obstacles to Effective Communication  Encourage open, trusting environment for interaction and feedback.  Flatten the organizational structure.  Provide more information through formal channels. Ch. 1, Slide 34

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Surmounting Obstacles to Effective Communication  Train managers and employees to improve communication skills.  Establish hotline and ombudsman programs.  Establish fair reward system for individual and team achievement.  Encourage full participation in teams. Ch. 1, Slide 35

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Message Distortion Downward Communication Through Five Levels of Management Ch. 1, Slide 36

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Ethical Behavior on the Job Ch. 1, Slide 37

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Ethical Behavior on the Job What is ethical behavior? Doing the right thing given the circumstances Ch. 1, Slide 38

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Common Ethical Traps to Avoid on the Job 1.The false necessity trap - convincing yourself that no other choice exists 2.The doctrine of relative filth - comparing your unethical behavior with someone else’s even more unethical behavior Ch. 1, Slide 39

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Common Ethical Traps to Avoid on the Job 3.The rationalization trap - justifying unethical actions with excuses 4.The self-deception trap - persuading yourself, for example, that a lie is not really a lie 5.The ends-justify-the-means trap - using unethical methods to accomplish a goal Ch. 1, Slide 40

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Goals of Ethical Business Communicators  Abide by the law.  Tell the truth.  Label opinions.  Be objective.  Communicate clearly.  Use inclusive language.  Give credit. Ch. 1, Slide 41

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 you trust?  How would you feel if people you care about learned of your action? Ch. 1, Slide 42

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. How to Respond Ethically to Gossip Run, don’t walk, away from anyone gossiping.End rumors about others.Attack rumors about yourself. Limit the personal tidbits you share about yourself and keep them on the light side. Avoid any form of coworker belittlement.Build coworkers up; don’t tear them down. Ch. 1, Slide 43

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. END Ch. 1, Slide 44