communication

Chapter 1Chapter 1

Communicating at Communicating at WorkWork

Mary Ellen Guffey, Business Communication: Process and Product, 5e

Copyright © 2006


Ch. 1, Slide 2

Changes Affecting the Changes Affecting the WorkplaceWorkplace

• Heightened global competition

• Flattened management hierarchies

• Expanded team-based management

• Innovative communication technologies

• New work environments• Increasingly diverse

workforce


Ch. 1, Slide 3

Success for Success for YOUYOU in the in the new global and diverse new global and diverse

workplace requires workplace requires excellent communication excellent communication

skills! skills!

Success for Success for YOUYOU in the in the new global and diverse new global and diverse

workplace requires workplace requires excellent communication excellent communication

skills! skills!


Ch. 1, Slide 4

The Communication The Communication ProcessProcess

Basic ModelBasic Model


Ch. 1, Slide 5



1.Sender has idea

1.Sender has idea


Ch. 1, Slide 6



1.Sender has idea

1.Sender has idea


Ch. 1, Slide 7



2.Sender encodes idea in message


1.Sender has idea

1.Sender has idea


Ch. 1, Slide 8





1.Sender has idea

1.Sender has idea


Ch. 1, Slide 9



3.Message travels over channel




1.Sender has idea

1.Sender has idea


Ch. 1, Slide 10







1.Sender has idea

1.Sender has idea


Ch. 1, Slide 11







1.Sender has idea

1.Sender has idea

4.Receiver decodes message



Ch. 1, Slide 12







1.Sender has idea

1.Sender has idea




Ch. 1, Slide 13







1.Sender has idea

1.Sender has idea



5.Feedback travelsto sender



Ch. 1, Slide 14







1.Sender has idea

1.Sender has idea






Ch. 1, Slide 15







1.Sender has idea

1.Sender has idea






Ch. 1, Slide 16







1.Sender has idea

1.Sender has idea



6.Possible additional feedback to receiver





Ch. 1, Slide 17







1.Sender has idea

1.Sender has idea








Ch. 1, Slide 18


Expanded ModelExpanded Model


Expanded ModelExpanded Model


Ch. 1, Slide 19

Barriers to Interpersonal Barriers to Interpersonal

CommunicationCommunication• Bypassing

• Limited frame of reference

• Lack of language skills

• Lack of listening skills

• Emotional interference

• Physical distractions


Ch. 1, Slide 20

• Communication climate

• Context and setting

• Background, experiences

• Knowledge, mood

• Values, beliefs, culture

Understanding is Understanding is shaped byshaped by


Ch. 1, Slide 21

Barriers That Block the Barriers That Block the Flow of Information in Flow of Information in

OrganizationsOrganizations• Closed communication climate• Top-heavy organizational structure• Long lines of communication• Lack of trust between management

and employees• Competition for power, status,

rewards


Ch. 1, Slide 22

Additional Additional Communication Communication

Barriers Barriers • Fear of reprisal for honest

communication

• Differing frames of reference among communicators

• Lack of communication skills

• Ego involvement

• Turf wars


Ch. 1, Slide 23

A Classic Case of A Classic Case of MiscommunicationMiscommunicationA Classic Case of A Classic Case of

MiscommunicationMiscommunication

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!”


Ch. 1, Slide 24

A Classic Case of A Classic Case of MiscommunicationMiscommunicationA Classic Case of A Classic Case of

MiscommunicationMiscommunicationAs 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!”


Ch. 1, Slide 25

Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process


Ch. 1, Slide 26


Sender has idea

Warn boater

Sender has idea

Warn boater


Ch. 1, Slide 27


Sender has idea

Warn boater

Sender has idea

Warn boater

Sender encodes message

“Low water!”


“Low water!”


Ch. 1, Slide 28


Sender has idea

Warn boater

Sender has idea

Warn boater


“Low water!”


“Low water!”

Channel carries message

Message distorted


Message distorted


Ch. 1, Slide 29


Sender has idea

Warn boater

Sender has idea

Warn boater


“Low water!”


“Low water!”


Message distorted


Message distorted

Receiver decodes message

“Hello Walter!”

Receiver decodes message

“Hello Walter!”


Ch. 1, Slide 30

Barriers That CausedBarriers That CausedCronkite Cronkite



MiscommunicationMiscommunication• 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.


Ch. 1, Slide 31




MiscommunicationMiscommunication• Emotional interference

• Physical barriers

• Ego prompted receiver to believe crowd was responding to his celebrity status.

• Noise from boat, distance between senders and receivers.

Which of these barriers could be overcome through improved communication skills?


Ch. 1, Slide 32

Overcoming Overcoming Communication Communication

BarriersBarriers• Realize that communication is

imperfect.

• Adapt the message to the receiver.

• Improve your language and listening skills.

• Question your preconceptions.

• Plan for feedback.


Ch. 1, Slide 33

Organizational Organizational CommunicationCommunication

• 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


Ch. 1, Slide 34

Communication Flowing Communication Flowing Through Formal Through Formal

ChannelsChannels

DownwardManagement directives

Job plans, policies

Company goals

Mission statements

HorizontalTask coordination

Information sharing

Problem solving

Conflict resolution

UpwardEmployee feedback

Progress reports

Reports of customer

interaction, feedback

Suggestions for

improvement

Anonymous hotline


Ch. 1, Slide 35

Forms of Communication Forms of Communication Flowing Through Formal Flowing Through Formal

ChannelsChannels

WrittenExecutive memos, lettersAnnual reportCompany newsletterBulletin board postingsOrientation manual

Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing

OralTelephoneFace-to-face conversationCompany meetings

Team meetings


Ch. 1, Slide 36

MISCOMMUNICATION IN MISCOMMUNICATION IN PRODUCT EVOLVEMENTPRODUCT EVOLVEMENT


Ch. 1, Slide 37

As Marketing As Marketing Requested ItRequested It


Ch. 1, Slide 38

As Sales Ordered ItAs Sales Ordered It


Ch. 1, Slide 39

As Engineering As Engineering Designed ItDesigned It


Ch. 1, Slide 40

As Production As Production Manufactured ItManufactured It


Ch. 1, Slide 41

As Maintenance Installed As Maintenance Installed ItIt


Ch. 1, Slide 42

What the Customer What the Customer WantedWanted


Ch. 1, Slide 43

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%


Ch. 1, Slide 44





received by vice-president 63%


Ch. 1, Slide 45






received by general supervisor 56%


Ch. 1, Slide 46







received by plant manager 40%


Ch. 1, Slide 47








received by team leader 30%


Ch. 1, Slide 48








received by team leader 30%

received by worker 20%


Ch. 1, Slide 49

Surmounting Surmounting Organizational BarriersOrganizational 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.


Ch. 1, Slide 50

Five Common Ethical Five Common Ethical TrapsTraps

• 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)


Ch. 1, Slide 51

Five Common Ethical Five Common Ethical TrapsTraps

• The rationalization trap(justifying unethical actions with excuses)

• 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)


Ch. 1, Slide 52

Tools for Doing theTools for Doing theRight ThingRight 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?


Ch. 1, Slide 53

Tools for Doing theTools for Doing theRight ThingRight 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?


Ch. 1, Slide 54

EndEndEndEnd

communication

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