1. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 1, Slide 1 Chapter 1 Effective and Ethical Communication at Work

2. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Why You Need to Build Career Skills  Necessary for hiring  A 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 Ch. 1, Slide 2

3. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Trends Affecting You in Today’s Workplace  Heightened global competition  Flattened management hierarchies  Expanded team-based management  Innovative communication technology  New work environments  Increasingly diverse workforce  Renewed emphasis on ethics Ch. 1, Slide 3

4. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Success in the Workplace  Success for you in the new global and diverse workplace requires excellent communication skills! Ch. 1, Slide 4

5. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Communication Process – Basic Model Noise Sender has idea 1 Sender encodes idea in message 2 Message travels over channel 3 Receiver decodes message 4 Feedback travels to sender 5 Possible additional feedback to receiver 6 Ch. 1, Slide 5

6. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Communication Process – Expanded Model Ch. 1, Slide 6 Encoding Decoding Encoding Understanding Decoding Person A Person B Feedback Channel Sending Channel Stimulus Understanding

7. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Factors That Shape Understanding  Communication climate  Context and setting  Background, experiences  Knowledge, mood  Values, beliefs, culture Ch. 1, Slide 7

8. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Barriers That Create Misunderstandings  Bypassing  Differing frames of reference  Lack of language skills  Poor listening skills  Emotional interference  Physical distractions Ch. 1, Slide 8

9. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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. Ch. 1, Slide 9

10. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication and Formal Channels  Written channels  Memos, letters  Annual report  Company newsletter  Bulletin board postings  Orientation manual Ch. 1, Slide 10

11. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication and Formal Channels  Oral channels  Telephone  Face-to-face conversation  Company meetings  Team meetings Ch. 1, Slide 11

12. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication and Formal Channels  Electronic channels  E-mail  Instant messaging  Voicemail  Videoconferencing  Intranet Ch. 1, Slide 12

13. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal Channels of Information Flow Downward flow Upward flow ManagersSupervisors Subordinates Coworkers Horizontal flow Ch. 1, Slide 13

14. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Informal Channels of Information Flow  Carry unofficial messages  Flows haphazardly  Can be remarkably accurate  Is mostly disliked by management  Thrives where official information is limited Ch. 1, Slide 14

15. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Obstacles to the Flow of Organizational Information  Top-heavy organizational structure  Long lines of communication  Filtering, prejudice, ego involvement  Poor communication skills Ch. 1, Slide 15

16. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Surmounting Obstacles to Effective Communication  Encourage open, trusting environment for interaction and feedback.  Flatten the organizational structure.  Provide more information through formal channels. Ch. 1, Slide 16

17. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Surmounting Obstacles to Effective Communication  Train managers and employees to improve communication skills.  Establish hotline and ombudsman programs.  Establish fair reward system for individual and team achievement.  Encourage full participation in teams. Ch. 1, Slide 17

18. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Ethical Behavior on the Job What is ethical behavior? Doing the right thing given the circumstances Ch. 1, Slide 18

19. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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 else’s even more unethical behavior Ch. 1, Slide 19

20. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Common Ethical Traps to Avoid on the Job 3.The rationalization trap - justifying unethical actions with excuses 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 goal Ch. 1, Slide 20

21. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Goals of Ethical Business Communicators  Abide by the law.  Tell the truth.  Label opinions.  Be objective.  Communicate clearly.  Use inclusive language.  Give credit. Ch. 1, Slide 21

22. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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? Ch. 1, Slide 22

23. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. END Ch. 1, Slide 23