1. Business Communication: Process and Product, 8e Mary Ellen Guffey and Dana Loewy Instructor PowerPoint Library, 8e 1 Business Communication in the Digital Age © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 1, Slide 1

2. Explain how communication skills fuel career success and understand why writing skills are vital in a digital workplace embracing social media. Learning Objective 1 Ch. 1, Slide 2 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3. Communication Skills in a Complex, Networked World Ch. 1, Slide 3 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Scanrail/Fotolia Your pass to success A hot commodity now more than ever A learned ability, not inborn

4. Communication Skills: Your Ticket to Work Ch. 1, Slide 4 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Most desirable competencies in employers’ view Critical to effective job placement, performance, and career advancement “Career sifter,” leading to great job opportunities or out the door

5. Communication Skills: Your Ticket to Work Ch. 1, Slide 5 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. TOP CHOICES: Writing Critical thinking Problem-solving skills Self-motivation Team skills Source: The MetLife Survey of the American Teacher (2011, May)

6. Communication Skills: Your Ticket to Work Ch. 1, Slide 6 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Iadam/Fotolia Two thirds of salaried employees have some writing responsibility. One third of them do not meet the writing requirements for their positions. Source: College Board: The National Commission on Writing (2004, September)

7. What Are Communications Skills? Ch. 1, Slide 7 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Traditional abilities New requirements Reading Listening Nonverbal Speaking Writing Media savvy Good judgment online: Maintaining positive image and presence Protecting employer’s reputation

8. Writing in the Digital Age Ch. 1, Slide 8 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Marina Zlochin/Fotolia, © denis_pc/Fotolia Teens and young adults habitually text, instant message, blog, and e-mail. Employers expect more formal, thoughtful, informative, and error-free messages. Workers write their own messages, and less business is conducted face-to-face.

9. Writing in the Digital Age Ch. 1, Slide 9 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © raven/Fotolia Writing matters more than ever; online media require more of it, not less. Communicating clearly and effectively has never been more important than it is today. Life-changing critical judgments about people are being made based solely on their writing ability.

10. Digital Workplace Survival Skills Ch.1, Slide 10 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. “To succeed in today’s workplace, young people need more than basic reading and math skills. They need substantial content knowledge and information technology skills; advanced thinking skills, flexibility to adapt to change; and interpersonal skills to succeed in multi-cultural, cross-functional teams.” -- J. Willard Marriott, Jr., Chairman and CEO, Marriott International, Inc. Source: Casner-Lotto et al. (2006, September). Are they ready to work?

11. Identify the tools for success in the hyperconnected 21 st century workplace, and appreciate the importance of critical thinking skills in the competitive job market of the digital age. Learning Objective 2 Ch. 1, Slide 11 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

12. Ch. 1, Slide 12 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Mopic /Fotolia Knowledge and information workers engage in mind work. Workers of the future must make sense of words, figures, and data. Knowledge available in the digital universe doubles every year. Talent shortages plague even a bleak U.S. labor market. Tools for Success in the 21 st Century Workplace

13. Ch. 1, Slide 13 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Why Should You Care? As a knowledge worker, you will be generating, processing, and exchanging information. You will need to be able to transmit information effectively across various communication channels and media. You will be expected to make sound decisions and solve complex problems.

14. Ch. 1, Slide 14 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Andrey/Fotolia, © canrail/Fotolia Jobs for Knowledge Workers m-commerce (mobile technology businesses) e-commerce (Internet-based businesses) Brick-and-mortar commerce (traditional businesses) Three out of four jobs will involve some form of mind work.

15. Ch. 1, Slide 15 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Petr Vaclavek/Fotolia Thinking Critically in the Digital Age Having opinions backed up by reasons and evidence Thinking creatively and critically means: Anticipating and solving problems Making decisions and communicating them effectively

16. Ch. 1, Slide 16 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Osborn-Parnes Creative Problem Solving Process Explore the Challenge 1 1 Identify the challenge. Gather information and clarify the problem. 2 2 Generate Ideas Come up with many ideas to solve the problem Pick the most promising ideas 3 3 Implement Solutions Select and strengthen solutions. Plan how to bring your solution to life and implement.

17. Ch. 1, Slide 17 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia What You Can Expect in Tomorrow’s Workplace Being proactive and exercising control over your career. Forging your own career path and developmental experiences Finding fewer nine-to-five jobs, predictable raises, lifetime security, and conventional workplaces.

18. Ch. 1, Slide 18 What You Can Expect in Tomorrow’s Workplace Working for multiple employers, even changing careers. Keeping up with evolving technologies. Needing constant training and lifelong learning. Managing and guarding your reputation at the office and online. © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia

19. Ch. 1, Slide 19 Succeeding in a Volatile, Competitive Job Market Fundamental criteria: required major, course work, and GPA Communication skills Strong work ethic and initiative Ability to work in a team. What makes the “perfect” job candidate in a gloomy economy? © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia

20. Describe significant trends in today’s dynamic, networked work environment, and recognize that social media and other communication technologies require excellent communication skills, particularly in an uncertain economy. Learning Objective 3 Ch. 1, Slide 20 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

21. Ch. 1, Slide 21 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Maksym Yemelyanov/Fotolia To connect with consumers To invite feedback To improve products and services Social Media and Changing Communication Technologies To draw traffic to blogs, tweets, the company website, and online communities To announce promotions and events To respond to crises

22. Ch. 1, Slide 22 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © TAlex/Fotolia Social Media and Changing Communication Technologies Word of mouth, positive and negative, can travel instantly at the speed of a few mouse clicks.

23. Ch. 1, Slide 23 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Sashkin/Fotolia Anytime, Anywhere: 24/7/365 Availability Working long hours without extra compensation Being available practically anywhere and anytime Living with an increasingly blurry line between work and leisure Remaining tethered to the workplace with electronic devices around the clock The challenges of relentless connectedness across time zones and distances:

24. Ch. 1, Slide 24 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Sashkin/Fotolia Anytime, Anywhere: 24/7/365 Availability The physical office is extending its reach by becoming mobile and always “on.” Americans work 50 percent more than their colleagues in other industrialized nations while enjoying the shortest paid vacations. A networked, information-driven workforce never goes “off duty” in an organization that “never sleeps.” The challenges of relentless connectedness across time zones and distances:

25. The Global Market Place and Competition Factors that prompted companies to move to emerging markets around the world: © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia, Ch. 1, Slide 25 Advanced forms of transportation Rise of new communication technologies Removal of trade barriers Saturated local markets

26. The Global Market Place and Competition Requirements for successful communicators in new markets: © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © smarques27/Fotolia, © MichaelBrown/Foltolia Ch. 1, Slide 26 Practicing cultural awareness, flexibility, and patience Coping with challenges of multiple time zones, vast distances, and different languages Understanding different customs, lifestyles, and business practices Developing new skills and attitudes

27. Shrinking Management Layers: Advantages © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Kheng Guan Toh/Fotolia Ch. 1, Slide 27 Cost savings and efficiency Fewer layers between managers and line workers Shorter lines of communication Faster decision making Quick response to market changes

28. Shrinking Management Layers: Disadvantages © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © eng Guan Toh/Fotolia Ch. 1, Slide 28 The digital revolution has connected us horizontally. Even rank-and-file workers shoulder more responsibility. Frontline employees must think critically and make decisions. Nearly everyone is a writer and communicator.

29. Collaborative Environments and Teaming © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Anatoly Maslennikov/Fotolia Ch. 1, Slide 29  Involve empowered employees in decision making What cross-functional teams do:  Form as stable units with the same participants  Learn to work well together over time

30. Collaborative Environments and Teaming © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © jojje11/Fotolia Ch. 1, Slide 30  Meet ad hoc to solve a particular problem What project-based teams do:  Disband after meeting their objectives  Face challenges of diverse makeup and dispersed members

31. Growing Population Diversity © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 1, Slide 31 70 60 50 40 30 20 10 0 Percent 65% 60% 46% 16% 19% 30% 13% 5% 6% 8% 201020202050 White Non- Hispanics HispanicsAfrican Americans Asian and Pacific Islanders

32. Growing Workforce Diversity © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Moneca/Fotolia Ch. 1, Slide 32 Benefits consumers, work teams, and businesses A diverse staff is better able to respond to an increasingly diverse customer base locally and globally. Team members with various experiences are more likely to create products that consumers demand. Consumers want to deal with companies respecting their values.

33. Virtual and Nonterritorial Offices © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © nattstudio/Fotolia Ch. 1, Slide 33 Mobile and decentralized workspaces Flexible work arrangements “Work shifters,” a new breed of telecommuter “Coworking,” sharing communal office space as needed Anytime, anywhere office enabled by technology

34. Examine critically the internal and external flow of communication in organizations through formal and informal channels, explain the importance of effective media choices, and understand how to overcome typical barriers to organizational communication. Learning Objective 4 Ch. 1, Slide 34 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

35. The Networked Office in a Hyperconnected World © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Andrey/Fotolia, © TAlex/Fotolia © tashatuvango/Fotolia, Ch. 1, Slide 35 Biggest shift: Smart electronic devices Social media networks, Web 2.0 One-sided, slow forms of communication Mobility Interactivity Interactive, instant, paperless communication

36. Media Richness © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Dark Vectorangel/Fotolia Ch. 1, Slide 36 The more helpful cues and immediate feedback the medium provides the richer and less ambiguous it is: Complex issues, sensitive subjects Routine, unambiguous problems Face-to-face and telephone conversation RICH: Written media (e-mail, letter, memo, note, report) LEAN:

37. Social Presence © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 1, Slide 37 Definition: The degree to which people are engaged online and ready to connect with others Media with high social presence convey warmth and are personal. HIGH in synchronous communication: LOW in asynchronous communication: face to face video conference live chat e-mail social media post

38. Information Flow in Organizations © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © nataliasheinkin/Fotolia Ch. 1, Slide 38 Horizontal Communication Among workers at same level Task coordination Problem solving Conflict resolution Idea generation Team building Goals clarification

39. © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © leremy/Fotolia, © Emir Simsek/Fotolia Ch. 1, Slide 39 Information Flow in Organizations Upward Communication From subordinates to management Product feedback Customer data Progress reports Suggestions Problems Clarification Downward Communication From management to subordinates Policy procedures Directives Job plans Mission goals Motivation

40. Overcoming Barriers to Effective Communication © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 1, Slide 40  Create smaller operating units and work teams  Shorten long chains of communication  Provide greater transparency through company publications, meetings, blogs, internal social networks, intranet, videos, podcasts, and other channels  Provide an open, trusting environment for the sharing of ideas  Encourage regular meetings with staff

41. Overcoming Barriers to Effective Communication © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 1, Slide 41  Train managers and employees to improve communications skills  Establish hotline and ombudsman programs  Train employees in teamwork and communication techniques  Establish fair reward system for individual and team achievement  Encourage full participation in teams

42. Informal Communication Channels © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © lenka/Fotolia Ch. 1, Slide 42  Carries unofficial messages  Flows haphazardly  Can be remarkably accurate  Is mostly disliked by management  Thrives where official information is limited The grapevine: gossip from the break room to the water cooler to social media

43. Analyze ethics in the workplace, understand the goals of ethical business communicators, recognize and avoid ethical traps, and be able to choose the tools for doing the right thing. Learning Objective 5 Ch. 1, Slide 43 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

44. Ch. 1, Slide 44 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © Marek/Fotolia Goals of Ethical Business Communicators Abide by the law Tell the truth Label opinions Be objective Communicate clearly Use inclusive language Give credit

45. Ch. 1, Slide 45 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia Overcoming Obstacles to Ethical Decision Making The false necessity trap: Convincing yourself that no other choices exist The false necessity trap: Convincing yourself that no other choices exist The doctrine-of-relative- filth trap: Comparing your unethical behavior with someone else’s even more unethical behavior The doctrine-of-relative- filth trap: Comparing your unethical behavior with someone else’s even more unethical behavior Common ethical traps to avoid on the job

46. Ch. 1, Slide 46 Overcoming Obstacles to Ethical Decision Making The ends-justify-the-means trap: Using unethical methods to accomplish a goal The ends-justify-the-means trap: Using unethical methods to accomplish a goal The self-deception trap: Persuading yourself, for example, that a lie is not really a lie The self-deception trap: Persuading yourself, for example, that a lie is not really a lie The rationalization trap: Justifying unethical actions with excuses The rationalization trap: Justifying unethical actions with excuses Common ethical traps to avoid on the job © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia

47. Ch. 1, Slide 47 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Choosing Tools for Doing the Right Thing Five questions to guide ethical decisions: 1.Is the action legal? 2.Would you do it if you were on the opposite side? 3.Can you rule out a better alternative? 4.Would a trusted advisor agree? 5.Would family, friends, employer, or coworker approve?

48. End Ch. 1, Slide 48 © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © denis_pc/Fotolia