Chapter 1 Communicating at Work Mary Ellen Guffey, Business Communication: Process and Product, 4e Copyright © 2003

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 2 Changes Affecting the Workplace Heightened global competition Flattened management hierarchies Expanded team-based management Innovative communication technologies New work environments Increasingly diverse workforce Success in the new workplace requires excellent communication skills.

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

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 4 The Communication Process Expanded Model

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 5 Barriers to Interpersonal Communication Bypassing Limited frame of reference Lack of language skills Lack of listening skills Emotional interference Physical distractions

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 6 Communication climate Context and setting Background, experiences Knowledge, mood Values, beliefs, culture Understanding is shaped by

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 7 Barriers That Block the Flow of Information in Organizations Closed communication climate Top-heavy organizational structure Long lines of communication Lack of trust between management and employees Competition for power, status, rewards

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 8 Additional Communication Barriers Additional Communication Barriers Fear of reprisal for honest communication Differing frames of reference among communicators Lack of communication skills Ego involvement Turf wars

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 9 Overcoming Communication Barriers Realize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback.

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 10 Organizational Communication Functions: internal and external Form: oral and written Form: channel selection dependent on Message content Need for immediate response Audience size and distance Audience reaction Need to show empathy, friendliness, formality Flow: Formal: down, up, horizontal Informal: grapevine

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 11 Communication Flowing Through Formal Channels Downward Management directives Job plans, policies Company goals Mission statements Horizontal Task coordination Information sharing Problem solving Conflict resolution Upward Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 12 Forms of Communication Flowing Through Formal Channels Written Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Electronic Voic Instant Messaging Intranet Videoconferencing Oral Telephone Face-to-face conversation Company meetings Team meetings

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 13 Surmounting Organizational Barriers Encourage open environment for interaction and feedback. Flatten the organizational structure. Promote horizontal communication. Provide hotline for anonymous feedback. Provide sufficient information through formal channels.

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 14 Five Common Ethical Traps The false-necessity trap (convincing yourself that no other choice exists) The doctrine-of-relative-filth trap (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, 4e Ch. 1, Slide 15 Five Common Ethical Traps 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, 4e Ch. 1, Slide 16 Tools for Doing the Right Thing Is the action you are considering legal? How would you see the problem if you were on the other side? What alternate solutions are available?

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 17 Tools for Doing the Right Thing Can you discuss the problem with someone you trust? How would you feel if your family, friends, employer, or co-workers learned of your action?

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 18 End