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

2. 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

3. 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

4. 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

5. 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

6. 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

7. © 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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
, Instant messaging Voic , Videoconferencing
Intranet
Mary Ellen Guffey, Business Communication: Process and Product, 6e

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

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