1. Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Establishing a Framework for Business Communication Business Communication, 15e Lehman and DuFrene Chapter 1 Lecture Slides

2. The Communication Process Communication - meaningful exchange of information between or among individuals through a common system of signals, signs, and behaviors. Purposes: To inform, to persuade, or to entertain The Communication Process

3. Communication Process Model Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western

4. Communication Channels Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western

5. Information Richness and Communication Media Managers and their subordinates can become effective communicators by selecting the appropriate medium for each message — there is no one “best” Information Richness is the amount of information that a communication medium (e- mail, in person, etc) can carry

6. Information Richness of Communication Media

7. Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Barriers to Effective Communication: Sender uses words unknown to receiver Messages are ambiguous or confusing Nonverbals contradict verbal messages Mannerisms (“uhhh”), errors, or dress distract Receiver has preconceived notions NOISE, both internal and external

8. Levels of Communication Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Continued

9. Levels of Communication Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western

10. Formal vs. Informal Communication Formal Organizational Communication – Follows the organizational chart… Downward, Upward, or Lateral Mainly via “Serial” Communication: 1. 1.A communicates message to B 2. 2.B communicates interpretation of A’s message to C 3. 3.C communicates interpretation of B’s interpretation of A’s message to D 4. 4.Originator (A) and ultimate recipient of message (D) are separated by middle people.

11. Formal vs. Informal Communication Informal Organizational Communication – Does not follow the organizational chart…friend to friend Grapevine - the informal network: 1. 1.Springs up and is used irregularly within the organization 2. 2.Is not controlled by top executives, who may not even be able to influence it 3. 3.Exists largely to serve the self-interests of the people within it 4. 4.Responsible for about 70% of the communication at a company.

12. Flow of Information Within an Organization Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western

13. Communication Differences Between Men & Women Q. What types of differences have you seen between men’s and women’s communication styles: –Talking? –Listening? –Writing? –Non-Verbals?

14. Communication Differences Between Men & Women MEN Talk to emphasize status, power, and independence. Complain that women talk on and on. Communicate to fix problems. Boast about their accomplishments. Are more direct WOMEN Talk to establish connection and intimacy. Criticize men for not listening. Speak of problems to promote closeness. Express empathy and understanding. Are less direct

15. Summary - Forms of Communication

16. Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Strategic Forces Influencing Business Communication (page 17)

17. 4-17 Ethics Ethics - The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the “right” or appropriate way to behave * There are no absolute or indisputable rules or principles that can be developed to decide if an action is ethical or unethical (the halo and the $)

18. Business Ethics Business ethics - standards of business conduct and moral values. Ethical Dilemma - quandary people find themselves in when they have to decide if they should act in a way that might help another person even though doing so might go against their own self-interest Stakeholders – Groups and individuals to which businesses influence and are influenced by

19. 4-19 Types of Company Stakeholders

20. 4-20 What Causes Unethical Behavior?  Excessive emphasis on Profits  Loyalty to company over personal ethics  Desire for personal advancement  “It’s not wrong if I don’t get caught!”  Unethical Leadership – “the fish stinks from the head”  The gray area  Unwillingness to take a stand for what you know is right

21. Business Ethics: Perceptions vs. Reality What makes the news High profile investigations and arrests in headlines: Enron, Martha Stewart, Worldcom, Arthur Anderson, Madoff CEO’s with huge salaries (portrayed as villains) Individual retirements and pensions wiped out Customers ripped off Jobs going overseas

22. Business Ethics: Perceptions vs. Reality What the Reality Is Companies aren’t ethical or unethical…people are! The majority of all people running companies are ethical (Grandma check) Rip-offs are newsworthy; business as usual isn’t Jobs going overseas often save jobs in the U.S. and may help the U.S economy CEO salaries are a product of Capitalism

23. Ethics in Business Decision Making Business decision making must account for: 1.Legal obligations – companies and their employees must comply with the laws governing their business and individuals in society (this is NOT the same thing as Ethics!) 2.Ethics – the RIGHT thing to do (based upon some criteria) 3.Business Performance – businesses must maximize their profits, sales, growth, etc.

24. The Relationship Between Ethics and Business Performance Q. Do you believe that companies are rewarded by consumers for ethical behavior or punished by consumers for unethical behavior? Q. If you could, would you sell $3 ice scrapers for $10 each during a snowstorm?

25. Ethical behavior by companies will result in: Increased Customer Loyalty/Advocacy = $’s Increased Employee Trust/Morale/Loyalty = $’s Better Public Reputation = sales increases = $’s Reduced lawsuits and government intervention = $’s Feeling good about doing the right thing! The Relation Between Ethics and Business Performance

26. Chapter 1 Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Diversity – Barriers to Intercultural Communication Ethnocentrism Stereotypes Chronemics (interpretation of time) Proxemics – personal space Kinesics – body language Lack of multilingualism

27. Comparing Work Groups & Work Teams Q. When you hear the words “Group” and “Team”, what differences come to mind?

28. Comparing Work Groups & Work Teams Work Group – A group that interacts primarily for sharing information and making decisions to help each member perform within their area of responsibility Work Team - a group whose members influence one another toward accomplishment of objectives and whose combined efforts is greater than the sum of individual efforts (synergy… 1 + 1 = 3!).

29. Comparing Work Groups & Work Teams A Leader’s goal must be to turn their group into a team!

30. Team Diversity Advantages & Disadvantages Team A – Team members are very similar in terms of age, race, and gender Team B – Team members are widely diverse in terms of age, race, and gender Q. Which team would perform better in the near term? Q. Which team would perform better in the long term?

31. Teamwork in the U.S. Q. Growing up, was more importance placed for you on individual performance or teamwork? Q. In what ways is teamwork taught, encouraged, or rewarded in the U.S.?

32. Characteristics of Effective Teams Q. What are some Characteristics of Effective Teams?

33. Characteristics of Effective Teams Trust among members! Compensation and recognition rewards team output Individuals have confidence in all team members Task conflicts rather than interpersonal conflicts Loafing is self-regulated and not tolerated Generally have less than 10 members & odd numbers Feel supported and appreciated by upper management and secure about the group’s future

34. Characteristics of Effective Teams Individuals all prefer to be part of a team Are Diverse = greater effectiveness in the long run Varied experiences and abilities Positive personality traits across all team members Individuals cooperate fully, but are still competitive Work is satisfying and challenging Individuals are flexible and cross-trainable Good communication—from management to the team as well as within the team