Chapter 1

Communicating in Todays 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

Ch. 1, Slide 2

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 Ch. 1, Slide 3

Ensure Your Success as a Knowledge Worker

In todays 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

Ch. 1, Slide 4

Get Ready for Critical Thinking, Decision Making, and Problem Solving
Identify and clarify Gather information Evaluate evidence Consider options

Problem

Test best option

Ch. 1, Slide 5

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

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

Ch. 1, Slide 7

Jean-Louis Bellurget RF / Pixland / Jupiterimages

Success for YOU in the new global and diverse workplace requires excellent communication skills!

The Communication Process Basic Model

Noise
Feedback 5 travels to sender

Noise

Noise
Sender has idea

Noise
4
Receiver decodes message

Sender encodes 2 idea in message

Message travels 3 over channel

Noise Noise

Possible additional feedback to receiver

Noise
6

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

The Communication Process Expanded Model Stimulus

Sending Channel Encoding Understanding Decoding Encoding

Understanding
Decoding

Feedback Channel
Person A Person B

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

Ch. 1, Slide 9

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 Ch. 1, Slide 10

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 Ch. 1, Slide 11

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

Ch. 1, Slide 12

Organizational Communication

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

Communication and Formal Channels Written Oral

Memos, letters Annual report Company newsletter Bulletin board postings Orientation manual 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 Ch. 1, Slide 14

Information Flow in Organizations - Formal ChannelsManagers Supervisors

Upward flow

Coworkers

Coworkers

Horizontal flow

Downward flow
Subordinates Supervisees
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Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flow in Organizations - Formal Managers Supervisors Channels

Job plans Policies Instructions Procedures Flows from decision makers to workers Downward Subordinates Supervisees
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Mary Ellen Guffey, Business Communication: Process and Product, 6e

Information Flow in Organizations - Formal Managers Supervisors Channels

Upward Feedback Progress Problems Suggestions Flows from employees to decision makers Subordinates Supervisees
Mary Ellen Guffey, Business Communication: Process and Product, 6e Ch. 1, Slide 17

Information Flow in Organizations - Formal Channels

Coworkers 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

Ch. 1, Slide 18

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
Mary Ellen Guffey, Business Communication: Process and Product, 6e Ch. 1, Slide 19

Information Flows in Organizations - Informal Channels

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
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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

Ch. 1, Slide 21

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

Ch. 1, Slide 22

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

Ch. 1, Slide 23

Five Common Ethical Traps to Avoid on the Job 1. The false necessity trap
Convincing yourself that no other choice exists
2.

The doctrine of relative filth

Comparing your unethical behavior with someone elses even more unethical behavior

3.

The rationalization trap

Justifying unethical actions with excuses
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Mary Ellen Guffey, Business Communication: Process and Product, 6e

Five Common Ethical Traps to Avoid on the Job

4.

The self-deception trap

Persuading yourself, for example, that a lie is not really a lie

5.

The ends-justify-the-means trap

Using unethical methods to accomplish a desirable goal

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

Ch. 1, Slide 25

Goals of Ethical Business Communicators

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

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