Chapter 1 Communicating in Today’s Workplace Business Communication: Process and Product, 6e Mary Ellen Guffey Copyright © 2008

Communicating in the New Workplace Skills for Career Success The Communication Process Organizational Communication Ethical Business Communication Mary Ellen Guffey, Business Communication: Process and Product, 6e

Why You Need to Build Career Skills Strong communication skills are necessary for hiring. 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. Mary Ellen Guffey, Business Communication: Process and Product, 6e

Ensure Your Success as a Knowledge Worker In today’s Information Age, expect to work with words, figures, and data think critically make decisions take charge of your career continue learning all your life Mary Ellen Guffey, Business Communication: Process and Product, 6e

Get Ready for Critical Thinking, Decision Making, and Problem Solving Identify and clarify Gather information Evaluate evidence Consider options Problem Test best option Mary Ellen Guffey, Business Communication: Process and Product, 6e

Factors that Affect You in the New Workplace Heightened global competition Flattened management hierarchies Expanded team-based management Innovative communication technology New work environments Increasingly diverse workforce Mary Ellen Guffey, Business Communication: Process and Product, 6e

© Jean-Louis Bellurget RF / Pixland / Jupiterimages Success for YOU in the new global and diverse workplace requires excellent communication skills! © Jean-Louis Bellurget RF / Pixland / Jupiterimages Mary Ellen Guffey, Business Communication: Process and Product, 6e

The Communication Process – Basic Model Noise Feedback travels to sender 5 Receiver decodes message 4 Sender has idea 1 Sender encodes idea in message 2 Message travels over channel 3 Possible additional feedback to receiver 6 Mary Ellen Guffey, Business Communication: Process and Product, 6e 8

The Communication Process – Expanded Model Stimulus Sending Channel Person A Person B Encoding Encoding Understanding BARRIERS Understanding Decoding Decoding Feedback Channel Mary Ellen Guffey, Business Communication: Process and Product, 6e 8

Understanding Is Shaped by Communication climate Context and setting Background, experiences Knowledge, mood Values, beliefs, culture Mary Ellen Guffey, Business Communication: Process and Product, 6e

Barriers That Create Misunderstandings Bypassing Poor listening skills Differing frames of reference Lack of language skills Emotional interference Physical distractions Mary Ellen Guffey, Business Communication: Process and Product, 6e

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. © Pixland / Jupiterimages Mary Ellen Guffey, Business Communication: Process and Product, 6e

Organizational Communication Functions Internal External New emphasis Interactive Mobile Instant Forms Oral Written Delivery Electronic Hard copy Mary Ellen Guffey, Business Communication: Process and Product, 6e

Communication and Formal Channels Written Memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Oral Telephone Face-to-face conversation Company meetings Team meetings Electronic E-mail, Instant messaging Voicemail, Videoconferencing Intranet Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flow in Organizations - Formal Channels Downward flow Upward flow Managers Supervisors Subordinates Supervisees Coworkers Horizontal flow Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flow in Organizations - Formal Channels Managers Supervisors Subordinates Supervisees Job plans Policies Instructions Procedures Flows from decision makers to workers Downward Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flow in Organizations - Formal Channels Managers Supervisors Subordinates Supervisees Feedback Progress Problems Suggestions Flows from employees to decision makers Upward Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flow in Organizations - Formal Channels Horizontal flow Shared information to coordinate tasks, solve problems, resolve conflict Flows among workers at the same level Coworkers Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flows in Organizations - Informal Channels The grapevine, gossip from the break room to the water cooler Carries unofficial messages Flows haphazardly Can be remarkably accurate Is mostly disliked by management Thrives where official information is limited The drinking fountain is my photo. Mary Ellen Guffey, Business Communication: Process and Product, 6e

Barriers to the Flow of Organizational Information Lack of trust, turf wars, fear of reprisal Uneven reward systems Closed communication climate Top-heavy organizational structure Filtering, prejudice, ego involvement Poor communication skills Mary Ellen Guffey, Business Communication: Process and Product, 6e

Overcoming Barriers to Effective Communication Encourage open, trusting environment for interaction and feedback. Provide more information through formal channels. Train managers and employees to improve communication skills. Mary Ellen Guffey, Business Communication: Process and Product, 6e

Overcoming Barriers to Effective Communication Flatten the organizational structure. Establish hotline and ombudsman programs. Establish fair reward system for individual and team achievement. Encourage full participation in teams. Mary Ellen Guffey, Business Communication: Process and Product, 6e

Understanding Ethical Behavior on the Job What is ethical behavior? Doing the right thing given the circumstances Mary Ellen Guffey, Business Communication: Process and Product, 6e

Five Common Ethical Traps to Avoid on the Job The false necessity trap Convincing yourself that no other choice exists The doctrine of relative filth Comparing your unethical behavior with someone else’s even more unethical behavior The rationalization trap Justifying unethical actions with excuses Mary Ellen Guffey, Business Communication: Process and Product, 6e

Five Common Ethical Traps to Avoid on the Job The self-deception trap Persuading yourself, for example, that a lie is not really a lie The ends-justify-the-means trap Using unethical methods to accomplish a desirable goal Mary Ellen Guffey, Business Communication: Process and Product, 6e

Goals of Ethical Business Communicators Abide by the law. Tell the truth. Label opinions. Be objective. Communicate clearly. Use inclusive language. Give credit. Mary Ellen Guffey, Business Communication: Process and Product, 6e

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? Mary Ellen Guffey, Business Communication: Process and Product, 6e

End Mary Ellen Guffey, Business Communication: Process and Product, 6e Ch. 1, Slide 28