1. Communicating at Work

2. Changes Affecting the Workplace
Expanded team-based management
Innovative communication technologies
New work environments
Increasingly diverse workforce
Success in the new workplace requires excellent communication skills.

3. The Communication Process Basic Model3

4. The Communication Process Basic Model1.
Sender has idea 8

5. The Communication Process Basic Model1.
Sender has idea 8

6. The Communication Process Basic Model2.
Sender encodes idea in message 1.
Sender has idea 8

7. The Communication Process Basic Model2.
Sender encodes idea in message 1.
Sender has idea 8

8. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 8

9. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 8

10. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 8

11. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 8

12. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 5.
Feedback travels
to sender 8

13. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 5.
Feedback travels
to sender 8

14. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 5.
Feedback travels
to sender 8

15. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 6.
Possible additional feedback to receiver 5.
Feedback travels
to sender 8

16. The Communication Process Basic Model2.
Sender encodes idea in message 3.
Message travels over channel 1.
Sender has idea 4.
Receiver decodes message 6.
Possible additional feedback to receiver 5.
Feedback travels
to sender 8

17. The Communication Process Expanded Model

18. Barriers to Interpersonal Communication
Bypassing
Limited frame of reference
Lack of language skills
Lack of listening skills
Emotional interference
Physical distractions 10

19. Understanding is shaped by
Communication climate
Context and setting
Background, experiences
Knowledge, mood
Values, beliefs, culture 11

20. Barriers That Block the Flow of Information in Organizations
Closed communication climate
Top-heavy organizational structure
Long lines of communication
Lack of trust between management and employees
Competition for power, status, rewards 12

21. Additional Communication Barriers
Fear of revenge for honest communication
Differing frames of reference among communicators
Lack of communication skills
Ego involvement 13

22. A Classic Case of Miscommunication
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!”

23. A Classic Case of Miscommunication
As 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!”

24. Analysis of Flawed Communication Process20

25. Analysis of Flawed Communication Process
Sender has idea
Warn boater 20

26. Analysis of Flawed Communication Process
Sender has idea
Warn boater
Sender encodes message
“Low water!” 20

27. Analysis of Flawed Communication Process
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Channel carries message
Message distorted 20

28. Analysis of Flawed Communication Process
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Channel carries message
Message distorted
Receiver decodes message
“Hello Walter!” 20

29. Barriers That Caused Cronkite Miscommunication
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.

30. Barriers That Caused Cronkite Miscommunication
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?

31. Overcoming Communication Barriers
Realize that communication is imperfect.
Adapt the message to the receiver.
Improve your language and listening skills.
Question your preconceptions.
Plan for feedback. 22

32. Organizational Communication
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 23

33. Communication Flowing Through Formal Channels
Downward
Management directives
Job plans, policies
Company goals
Mission statements
Horizontal
Task coordination
Information sharing
Problem solving
Conflict resolution
Upward
Employee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline

34. Forms of Communication Flowing Through Formal Channels
Written
Executive memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
Oral
Telephone
Face-to-face conversation
Company meetings
Team meetings
Electronic
Voic
Instant Messaging
Intranet
Videoconferencing

35. MISCOMMUNICATION IN PRODUCT EVOLVEMENT26

36. As Marketing Requested It

37. As Sales Ordered It 28

38. As Engineering Designed It

39. As Production Manufactured It

40. As Maintenance Installed It

41. What the Customer Wanted

42. Message Distortion Downward Communication Through Five Levels of Management
Message Amount of message
written by board of directors 100% 33

43. Message Distortion Downward Communication Through Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63% 34

44. Message Distortion Downward Communication Through Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
received by general supervisor 56% 35

45. Message Distortion Downward Communication Through Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
received by general supervisor 56%
received by plant manager 40% 36

46. Message Distortion Downward Communication Through Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
received by general supervisor 56%
received by plant manager 40%
received by team leader % 37

47. Message Distortion Downward Communication Through Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
received by general supervisor 56%
received by plant manager 40%
received by team leader %
received by worker % 38

48. Surmounting Organizational 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. 39

49. Five Common Ethical Traps
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)
The rationalization trap
(justifying unethical actions with excuses)

50. Five Common Ethical Traps
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)

51. Tools for Doing the Right 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?

52. Tools for Doing the Right 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?

53. Any Question