Вы находитесь на странице: 1из 28

Chapter 1

Communicati
ng 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

Ch. 1,

Why You Need to Build


Strong communication
Career
Skills 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

Ch. 1,

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

Ch. 1,

Get Ready for Critical


Thinking,
Decision Making,
and
Identify and
Problem Solving clarify

Proble
m

Gather
information
Evaluate
evidence
Consider
options

Mary Ellen Guffey, Business

Test best
option
Ch. 1,

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

Ch. 1,

Jean-Louis Bellurget RF/ Pixland / Jupiterimages

Success for YOU in the


new global
and diverse workplace
requires excellent
communication skills!

Mary Ellen Guffey, Business

Ch. 1,

The Communication
Process Basic Model
Noise

Noise
Sender
has idea

Noise
Noise

Noise

Feedback
5 travels to
sender

Sender
encodes
idea in
message

Noise

Message
travels
over
channel

Possible
additional
feedback
to receiver

Mary Ellen Guffey, Business

4
3

Receiver
decodes
message

Noise
6

Noise
Ch. 1,

The Communication Process

Expanded
Model
Stimulus
Sending Channel

Encoding

Encoding

Understanding

Understanding

Decoding

Decoding
Feedback Channel
Person A

Mary Ellen Guffey, Business

Person B

Ch. 1,

Understanding Is
Shaped
by
Communication climate
Context and setting
Background, experiences
Knowledge, mood
Values, beliefs, culture
Mary Ellen Guffey, Business

Ch. 1,

Barriers That Create


Misunderstandings
Bypassing
Poor listening skills
Differing frames of

reference
Lack of language skills
Emotional interference
Physical distractions
Mary Ellen Guffey, Business

Ch. 1,

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

Ch. 1,

Organizational
Communication
Functions
Internal

External
New emphasis
Interactive

Mobile
Instant
Mary Ellen Guffey, Business

Forms
Oral
Written
Delivery
Electronic
Hard copy
Ch. 1,

Communication and
Written
Oral
Formal
Channels
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

Ch. 1,

Coworkers

Coworkers

Information Flow in
Managers - Supervisors
Organizations
Formal
Channels Upward flow
Horizontal flow

Downward flow
Subordinates

Supervisees

Mary Ellen Guffey, Business

Ch. 1,

Information Flow in
Managers Supervisors
Organizations
- Formal
Channels Job plans
Policies
Instructions
Procedures
Flows from
decision makers
to workers
Downward
Subordinates

Supervisees

Mary Ellen Guffey, Business

Ch. 1,

Information Flow in
Managers Supervisors
Organizations
- Formal
Channels Upward
Feedback
Progress
Problems
Suggestions
Flows from
employees to
decision makers
SubordinatesSupervisees
Mary Ellen Guffey, Business

Ch. 1,

Horizontal flow
Shared information to coordinate
tasks, solve problems, resolve conflict
Flows among workers
at the same level

Mary Ellen Guffey, Business

Coworkers

Coworkers

Information Flow in
Organizations - Formal
Channels

Ch. 1,

Information Flows in
Organizations - Informal
The
grapevine, gossip from the
Channels
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

Ch. 1,

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

Ch. 1,

Overcoming Barriers to
Effective
Encourage Communication
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

Ch. 1,

Overcoming Barriers to
Effective
Flatten the Communication
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

Ch. 1,

Understanding Ethical
Behavior on the Job
What is ethical
behavior?
Doing the right thing
given the
circumstances
Mary Ellen Guffey, Business

Ch. 1,

Five Common Ethical Traps


1. The
false on
necessity
trap
to
Avoid
the Job

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

Mary Ellen Guffey, Business

Ch. 1,

Five Common Ethical Traps


to4. Avoid
on the Job
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

Ch. 1,

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

Ch. 1,

Tools for Doing the Right


Is the action you are considering
Thing
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

Ch. 1,

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

Ch. 1, Slide
28