Chapter 1 Establishing a Framework for Business Communication Business Communication, 14e Lehman and DuFrene

Objectives Define communication and describe the main purpose for communication in business Explain the communication process model and the ultimate objective of the communication process Identify the five levels of communication Discuss how information flows in an organization (formally any informally, and downward, upward, and horizontally) Explain how legal and ethical constraints act as a strategic force to influence the process of business communication

Objectives Explain how diversity challenges act as a strategic force to influence the process of business communication Explain how changing technology acts as strategic force to influence the process of business communication Explain how team environment acts as a strategic force to influence the process of business communication

Purposes of Communication What is Communication? The process of exchanging information and meaning between or among individuals through a common system of symbols, signs, and behavior.

Purposes of Communication People communicate for three basic purposes Inform Persuade Entertain

Purposes of Communication Managers spend approximately 60 to 80 percent of their time involved in some form of communication, including Attending meetings, writing reports Presenting information to groups Coordinating work Evaluating/counseling employees Promotion

Communication Process Model Chapter 1 Communication Process Model

The Communications Process Reasons for communication breakdowns at the encoding stage. The sender uses: Words not in the receiver's vocabulary Ambiguous, nonspecific ideas that distort the message Nonverbal signals that contradict the verbal message Expressions such as “uh” or grammatical errors, mannerisms, or dress that distract the receiver

The Communications Process Reasons for communication breakdowns at the decoding stage: The sender inadequately encodes the message (i.e. sends ambiguous ideas or uses contradicting nonverbal signals) The receiver is intimidated by the position or authority of the sender The topic is perceived to be too difficult to understand The receiver is unreceptive to new and different ideas

The Communications Process The receiver encodes a message to clarify any misunderstandings—feedback Feedback may be verbal or nonverbal Interferences or barriers Differences in educational level, experience, culture, . . . Physical interferences Supervisors that are too rushed or insecure to allow subordinates to ask questions or offer suggestions

Sender Selects Appropriate Channel And Transmit Message Two-way, face-to-face Informal conversations Two-way, not face, too, face Telephone conversations, online chat One-way, not face-to-face Written documents such as letters, memos, reports, etc.

Communication Channels Chapter 1 Communication Channels

Receiver Decodes Message The receiver is the destination of the message The receiver’s task is to interpret the sender’s message (decoding the message)

Receiver Encodes the Message Feedback-when the receiver responds to the sender’s message May be verbal or nonverbal “Could you clarify?” “Yes I understand.”

Interferences Hinder the Process Differences in educational level, experience, and culture Physical interferences in the channel such as noisy environment, interruptions, etc. Mental distractions such as preoccupation with other matters and developing a response rather than listening

Communicating within Organizations Organizational structure-the overall design of an organization Developed to meet the company’s specific needs and enhance its ability to accomplish goals

Communicating within Organizations Organizational communication Concerned with the movement of information within the company structure

Levels of Communication Internal messages-intended for recipients within the organization External messages-directed to recipients outside the organization

Levels of Communication Chapter 1 Levels of Communication Public Organizational Group Intrapersonal Interpersonal

Levels of Communication Five levels Interpersonal communication individuals process information based on their own experience Takes place in the individual’s mind (self-talk) May be positive and constructive, or negative destructive

Levels of Communication Interpersonal communication To people are involved in the process Their goals are (1) accomplish the task that confronts them (2) feel better about themselves due to interaction Sometimes called task of goals or maintenance goals

Levels of Communication Group communication Among more than two people Combined efforts of a number of people to result in greater output

Levels of Communication Organizational communication Groups need organizational support Public communication Organization reaches out to public to achieve its goals Utilizes media advertising or web sites

Communication Channels Chapter 1 Formal Channels Rules procedures, policy created by management to control individual and group behavior Informal Channels Patterns that emerge as people interact within a formal system to create a satisfying environment

Grapevine: An Informal Communication Channel Chapter 1 Grapevine: An Informal Communication Channel Myths Speedy but inaccurate (rumor mill) Message passes from one to one until it reaches the end of the line Truth No more or less accurate than other communication channels Message distribution is network in nature rather than linear

Flow of Info Within an Organization Chapter 1 Flow of Info Within an Organization

Strategic Forces Influencing Business Communication

Strategic Forces Influencing Business Communication Chapter 1 Strategic Forces Influencing Business Communication

Legal and Ethical Constraints Personal ethical standards will often influence what they are willing to communicate A system of ethics built on honesty may require that a message provide full disclosure rather than shrouding the truth

Legal and Ethical Constraints Six out of ten Americans surveyed admitted that they would probably trade six months’ probation for an illegal $10 million The pressure is felt most strongly among lower-level manager who are the least experienced doing their jobs (new business school graduates)

Legal and Ethical Constraints What can you do to prepare for dealing with the pressure to compromise personal values? Possess or develop a personal belief system on a variety of issues and the courage to practice them Learn to analyze ethical dilemmas (identify the consequences of your actions) will help you make decisions that conform to your own value system. Do not become a puppet, controlled by the motives of others. Learn to analyze “the big picture” which includes the price paid for your actions by others as well as yourself

Legal and Ethical Constraints The foundation for legal and ethical behavior Ethics-The principles of right and wrong that guide you in making decisions that consider the impact of your actions Acting ethically—the ability to do what you feel is right when pressured to do otherwise

Legal and Ethical Constraints Situations for possible ethical dilemmas: A salesperson who travels feels cheated that personal telephone calls are not reimbursed travel expenses and over states car mileage to cover the cost of the calls To protect his job, a product engineer decides not to question a design flaw in a product that could lead to possible injuries or death in customers To save money, a supervisor authorizes that a software program be installed on fifty office computers when only one legal copy was actually purchased

Legal and Ethical Constraints Causes of illegal and unethical behavior Excessive emphasis on profits “Do whatever is necessary to increase the bottom line.” Justify unethical acts because they are in the “best interest” Obsession with personal advancement Expectation of not getting caught Unethical tone set by top management

Legal and Ethical Constraints Uncertainty about whether an action is wrong Unwillingness to take a stand for what is right

Four Dimensions of Business Behavior Chapter 1 Four Dimensions of Business Behavior

Method for Determining A Proposed Advisable Action (Pagano Model) Answer six questions honestly Is the proposed action legal What are the benefits and cost to the people involved Would you want this action to be a universal standard, appropriate for everyone Does this action pass the light-of-day test Does the action passed the Golden Rule test Does the action passed the ventilation test? Ask the opinion of a friend with no investment in the outcome

Diversity Challenges International Gender Intercultural Chapter 1 Diversity Challenges International Gender Intercultural Intergenerational

Diversity Challenges as a Strategic Force Differences between the sender and the receiver in areas such as culture, age, gender, and education require a sensitivity on the part of both the sender and receiver so that the intended message is the one that is received

Diversity Challenges as a Strategic Force Successful communication must often span barriers of language and almost always requires the consideration of differing world views resulting from societal, religious, or other cultural factors.

Diversity Challenges as a Strategic Force Communication Opportunities and Challenges in Diversity International issues. Worldwide telecommunications and intense international business competition have forced many industries to expand into world markets. Intercultural issues. Changing demographics in the U.S. are requiring businesses to face ethnic diversity in the workplace. The U.S. is better described as a “mosaic” than a “melting pot”

Managing a diverse workforce effectively will require you to communicate with everyone and to help all employees to reach their full potential and contribute to the company’s goals

Diversity Challenges as a Strategic Force Intergenerational issues. The “graying of America” means the older segment of the population is larger today than at any time previously Choose to continue professional activities Control a great deal of wealth and resources

Diversity Challenges as a Strategic Force Gender Issues. Females have entered the job market in great numbers. Issues concerning sex discrimination Sexual harassment and a hostile working environments

Diversity Challenges Cultural and Communication The culture of a people is the product of their living experiences within their own society Cultural and Communication Culture is learned by people over time Components of culture are interrelated. In the U.S., pursuit of happiness = the pursuit of property Culture is shared Subcultures-cultures within cultures. Share some traits that derive from the main culture

Diversity Challenges Culture and Communication (cont.) Culture provides standards for behavior Provides a feeling of identity Provides a feeling of being a part of something larger than themselves Problems arise because people assume their cultural norms are right and their patterns of behavior are universally valued

Diversity Challenges Barriers to Intercultural Communication Stereotypes Forming a mental picture of the main characteristics of another group To view another person as a representative of a class of people rather than an individual

Diversity Challenges Barriers to Intercultural Communication Chronemics The study of how a culture perceives time and its use U.S.—”Time is money!” North Americans & Europeans—Concerned with punctuality

Diversity Challenges Barriers to Intercultural Communication (cont.) Personal space requirements Proxemics—Study of cultural space Large offices for higher status—not job requirements Personal space is used for communication

Diversity Challenges Barriers to Intercultural Communication (cont.) Body language Kinesics Nodding of heads Feet on the floor

Barriers to Intercultural Communication Chapter 1 Barriers to Intercultural Communication Ethnocentrism Stereotypes Interpretation of time Personal space requirements Body language Translation limitations Lack of language training

Impacts of Technology Data collection and analysis Chapter 1 Impacts of Technology Data collection and analysis Clearer and more effective messages Distance overcome Legal and ethical issues

Data Collection And Analysis Two advantages of electronic communication Electronic searches of organizational databases and electronic networks can be done in a fraction of the time of manual searches of printed sources Vast amounts of information available allow researchers to develop better solutions to problems

Data Collection And Analysis Databases offer these advantages Data organization-ability to organize large amounts of data Data integrity-assurance that data is accurate and complete Data security assurance that data is secure

Tools for Shaping Clearer And More Effective Messages Documents that took days to produce during b.c. (before computers) can be created in hours or less Word processing software Expedites production of a document Improve quality

Tools for Shaping Clearer And More Effective Messages Collaborative software Assist groups in writing collaboratively Authors work on documents at the same time Graphics software Surpasses word processing by using typography and design elements

Tools for Shaping Clearer And More Effective Messages Presentation software Allow speakers to develop dynamic multimedia presentation visuals which combine texts, graphics, animation, sound, and video Web publishing tools Facilitate the creation of web pages for posting to the Internet

Communicating Quickly and Efficiently over Long Distances Electronic mail or e-mail Instant messaging Voicemail Facsimile or fax Telecommuting Cellular telephone Electronic conferencing

Legal and Ethical Implications of Technology Issues of ownership Copyright of documents transmitted over the Internet Issues of access Threats to individual privacy

Purposes of Group Communication Chapter 1 Purposes of Group Communication Achievement or Task Purpose To serve on a decision- making or problem-solving group To get the job done Maintenance or Social Purpose To assist in the betterment of individual members from a behavioral point of view To develop group morale

Team Environment Organization of the Future Chapter 1 Team Environment Organization of the Future Small group with complementary skills working together for a common purpose A Way to Remain Competitive in a Global Market

The whole is greater than Chapter 1 Synergy 1 + 1 = 3 NEW, msp. 33 The whole is greater than the sum of the parts.

Chapter 1 Benefits of Work Teams Make workers happier by causing them to feel they are shaping their jobs Increase efficiency by eliminating layers of managers passing down orders and monitoring performance Enable a company to draw on the skills and imagination of the whole work force

Important Team Skills Problem solving and goal setting Chapter 1 Important Team Skills Problem solving and goal setting Conflict resolution Distributed leadership skills Commitment to evaluate the group process Ability to understand needs of co-workers Effective communication skills Ability to deal with barriers