1 / 19

Chapter 1 Communicating at Work

Chapter 1 Communicating at Work. Revised Presentation from: Mary Ellen Guffey, Business Communication: Process and Product , 5e. Changes Affecting the Workplace. Heightened global competition Flattened management hierarchies Expanded team-based management

ishana
Télécharger la présentation

Chapter 1 Communicating at Work

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 1Communicating at Work Revised Presentation from: Mary Ellen Guffey, Business Communication: Process and Product, 5e

  2. Changes Affecting the Workplace • Heightened global competition • Flattened management hierarchies • Expanded team-based management • Innovative communication technologies • New work environments • Increasingly diverse workforce

  3. Success for YOU in the new global and diverse workplace requires excellent communication skills!

  4. The Communication ProcessBasic Model 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message 6. Possible additional feedback to receiver

  5. The Communication ProcessExpanded Model

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

  7. Communication climate Context and setting Background Experiences Knowledge Mood Values Beliefs Culture Understanding is shaped by

  8. 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

  9. Additional Communication Barriers • Fear of reprisal for honest communication • Differing frames of reference among communicators • Lack of communication skills • Ego involvement • Turf wars

  10. 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.

  11. 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

  12. 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

  13. 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 E-mail Voicemail Instant Messaging Intranet Videoconferencing

  14. 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.

  15. 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)

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

  17. Tools for Doing theRight 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?

  18. Tools for Doing theRight 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?

  19. End

More Related