Business Communications.dsc

Practice Responsible Communication
Business Communications
Danielle Campbell
Excelsior College
12.8.2015
Authors Note: This paper is prepared for Business Communications 501 taught by Dr. Conry.

BUSINESS COMMUNICATION TERM PAPER
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TABLE OF CONTENTS
Abstract pg. 1
Background pg. 4
Recommendations pg. 10
Conclusion pg. 12
References pg. 14-15

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"The single biggest problem in communication is the illusion that it has taken place." - George
Bernard Shaw
Abstract
Working with other employees who share similar values brings out the best in you, those
around you and the company. Employees live up to their potential because it is easier to work
with others in a business aligned those values. In an article written by Tony Robins, on knowing
your real nature, when you find a job that matches your values, you are rewarded with the job
itself (Robins, 2014). Unfortunately, it is not always possible to find employment that matches
your values. Increased globalization has made the world smaller and in most cases the workforce
is made of individuals with different ideas, goals, motivations and personal beliefs. Managing
communication is one the most frustrating challenges faced on a day to day basis. The generation
gap, cultural diversity, language barriers, and differences in values are barriers to effective
communication. If our goal in business is to get through to our audience, then managers must
communicate in the way the audience can understand (Reyes, 2012). How do managers remove
effective communication barriers to facilitate open communication in business? It is essential
that managers know and understand employees to decrease misperceptions and personal conflict.

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Background
Highly skilled and highly motivated workforce is the significant competitive advantage.
Human capital should be highly skilled and display productive behavior (Wright et al. 1994).
Effective communication is a primary focus because it is the core of all good business practices.
Communication facilitates networking and business relationships, fosters innovation, cultivates
productivity, and is vital to ensuring the growth of the company. Communication serves three
primary functions within an organization: motivation, expression, and information. The absence
of transparent, open, reciprocal, frequent communication leads to miscommunication and
conflict. Conflict in business can results in a lack of trust, openness, and perceived as the failure
of managers to be responsive to employee’s needs (Robbins & Judge, 2015). Organizational
conflict is described by Hynes, as “the natural part of the traditional organizational structure
because we are dealing with different individuals” (2010, p. 233). Companies are comprised of
individuals from various backgrounds with differences in values, ways of thinking and
personalities. Miscommunication occurs when individuals exchange information without
understanding each other’s meaning. Both the sender and the receiver experience a mismatch of
expectations. The misperception is negative implications are costly to achieving company goals.
Misunderstanding the message sent or the message perceived results in internal conflict.
Perceived differences in opinions or values, misunderstandings lead to frustration and low levels
of job satisfaction. Employee conflict and leads to high levels of turnover. Time and energy are
wasted to repair inefficient systems of communication. A miscommunication leads to unhappy,
discontented employees. That negativity distracts other employees from focusing on their
responsibilities. Employees who are distracted, and accomplish less and are more likely to quit

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their jobs. Miscommunication can have severe and deadly consequences. In the medical field,
miscommunications lead to medical errors making medical errors the third leading cause of
death in the United States (Hospital Safety Score, 2013). On January 25, 1990, Avianca Flight 52
the plane carrying passengers 149 from Columbia to New York. The regional controllers did not
communicate with local air traffic controllers that the plane was running low on fuel; the engines
died to crash in long Island killing 74 passengers (Barker, 2012).
Barriers
Organizational barriers prevent effective communication, and it leads to conflict and results low
levels of productivity (Besson, et al., 2012). Barriers to effective communication are the
generation gap, the failure to listen, communicating apprehension, and various learning styles.
Generation Gap
A survey of Fortune 500 executives across the country found that 80% believe
multigenerational communication to be the most challenging issue in the workplace (Weiss,
n.d.). There are three generations in today’s workplace; baby boomers, born between 1945-1964,
Generation X, born between 1965-1980, and Generation Y, those born after 1980. These three
groups have their own unique workplace behaviors and motivations that shape each generation's
concept of work ethics, teamwork and company loyalty. They have different styles of preferred
communication, due to various levels of technical expertise and comfort with technology. The
use of new technology is the leading cause of miscommunication between Generation X and
Generation Y. Generally speaking, Millennials use new technology to communicate openly and
in real time, using social media as their primary method of communication. As a result, it has left

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them lacking some skills necessary for personal communication. Many have difficulty
deciphering nonverbal communication interpreting intonation, tone, nonverbal cues. Generation
X tends to be critical thinkers and more private with their personal life. They use technology for
convenience, and it does not sustain them. They tend to have a better work-life balance, and
social media is not central to their existence. This mismatch leads to differences in opinions and
conflict. Conflict in business has been viewed as dysfunctional and results in a lack of trust,
openness, and the failure of managers to be responsive to employee’s needs (Robbins & Judge,
2015).
Retrieved from: Gender Observations from a Working Life

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Listening
Humans spend 60% of the time listening but only retain 25% of what is said
(Treasure, 2014). The inability or unwillingness to listen is a barrier to understanding the
message communicated. Listening is a behavior that is vital to successful communication. Many
studies reveal that listening is not done well by managers. The manager’s ability to listen is a
choice that takes times time and effort. Listening is determined by the "relevance, importance
and the perceived significance of the information” (Hynes, 2010, p. 167). Managers rather talk
than listen and doing so signifies emotional immaturity. Managers convey a selfish attitude when
their time is more valuable than the employees. Mangers unconscious bias against the person
speaking or the information leads to selective listening. Selective listening applies a filter to the
information, so the recipient only hears what they want to hear (Hynes, 2010). Managers have
the bad habit of selective listening due to the person relaying the message or the information.
Employees know when managers listen based on their actions. Employees can develop defensive
when they perceive that they are being talked at rather than talked with (Sypher, Bostrom, and
Selbert. p. 295).

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Communication Apprehension
The third barrier is communication apprehension. In an article by Travis Russ, these
barriers of communication impede correlation between employees who experience anxiety in
communication (CA). Communication apprehension influences their ability to communicate
effectively. Besson defines communication apprehension (CA) the “degree of fear or anxiety one
feels when communication with others” (2012, p. 312). The employees with a high level of CA
(see Table 1) are uncomfortable with oral communication, team projects and have difficulty
Table 1. Communication Apprehension

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expressing themselves. Due to this, they are perceived as negatively as introverts. Managers
perceive them as uncommunicative, less productive, and, as a result, are less likely to advance in
the workplace. Managers compare them to employees with little CA, who are outgoing,
communicate frequently, can vocalize new ideas, and they can tolerate conflict.
Different Learning Styles
We live in a visually and auditory loaded the world that claims much of our available
communication capacity (Treasure, 2014). Many times selective attention is mistaken for
attention deficiencies or learning difficulties. Some employees have difficulty understanding or
learning the information being communicated. Failure to identify employees “habitual ways” of
absorbing and processing information can influence the communication process (Peacock, 2000.)
In a study done evaluating learning styles and teaching EFL students in 1987, 72% of the
students were frustrated by a mismatch between teaching and learning styles; 76% said it
seriously impeded learning Peacock, 2000).
In 1987, Neil Fleming an educational developer suggested that understanding the
preferred learning style can improve understanding (Cherry, 2015). A learning style can be
described as the way an individual process, internalize and remembers information (Dunn and
Griggs, 2000). Fleming developed the VARK learning styles where learners are classified on
their preference for learning. The four basic learning styles are visual, auditory, reader,
kinesthetic learning. The visual learner learns best by observation and demonstration. They find
ways to learn through descriptions and are not easily distracted by noise. They follow written

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instructions better than oral instructions and use written notes and lists to keep themselves
organized. Auditory learners prefer verbal communication rather than written, but they are easily
distracted by noise and need to work in quiet. Auditory learners enjoy group discussions and
dialogue, and they often forget names but remember faces. Kinesthetic learners prefer written
communication and find it helpful to repeat words aloud for memorization. Kinesthetic learners
lose what is said during an oral lecture (Learning Styles, 2014). The individual who prefers
reading and writing prefer to take in new information through words. These employees need to
make lists and find taking notes helpful.
Recommendations
In business, the objective is for the intended recipients to be able to comprehend and take
action if necessary. Managers must understand that in communication, the message is only as
impactful as the level of communication skills of the person sending the message, the
information, the intended receiver, the message’s purpose, and the organizations structure are all
related to the outcome (Hynes, 2012). The generation gap does not have to be a communication
barrier. Managerial expectations should be adjusted work expectations that build on the
similarities (Blauth et al., 2011). Using employees preferred style of learning will increase their
capacity to understand the information that is communicated and respond. The recipients
preferred communication style influences the outcome of the message. Once managers
understand the way in which employees understand information, then the manager can focus on
clearly defining expectations.

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Listening, can be an indicator success at work (Sypher, Bostrom, and Selbert. p. 295).
Managers need to listen with the goal of understanding the employee and take actions based on
what the employee tells you. Managers who listen, follow directions better, make fewer errors,
waste less time and become the kind of person others will ask for advice (Hynes, 2012, p. 159).
Firms depend on professional who can listen to customer service, labor relations, to earn respect.
Before you communicate, understand yourself why you are communicating. If you do
not know what your goal is, you don’t know what or how many resources to assemble, waste
time and money energy. Managers should strategically to plan how, where and when the best
way to communicate information to the employees.
Feedback is the one tool that gives both the manager and the employee the opportunity to
clarify any confusion in the message. According to Hayes, feedback is not a one-time event but
“should be continually obtained to determine how changing events may affect the overall
strategy” (2012, p. 37). As a manager, this is the most important step to ensure the success of the
message. To promote open communication managers must practice it themselves. Company
values demonstrated from the top down, and the virtuousness of an organization is determined to
the extent to which the leadership in organizational culture promotes the desired behavior
(Kaptein 2009). Employees imitate manager’s behavior and look to leaders for appropriate
action.
Rodger D’Aprix is the author of the article, Cultivating a Culture of Open
Communication. In it, D’Aprix writes that today more than ever businesses need to foster an
environment of open communication. Behavior and attitudes towards open communication need
to improve in companies. If companies make it a goal of open communication, then employee

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trust will increase because “openness and trust are co-dependent” (D’Aprix, 2010). Employee
collaboration and engagement, are dependent on open communication to foster a culture of
imagination and creativity. Managers can clearly define expectations and roles. Managers can
minimize the damage of miscommunication to build trust. The objective of open communication
is to facilitate an open dialogue between lower and upper level employees. Thomas et al. found
that the relationship between communication and trust in management is “closely associated with
job satisfaction” (2009, p. 19). The most productive employees tend to be the most loyal,
hardworking, productive employees. Companies with happy employees are more profitable
businesses (Nelson, 2012).
Conclusion
"The two words information and communication are often used interchangeably, but they
signify quite different things. Information is giving out; communication is getting through." -
Sydney Harris
Managers must be willing to remove the communication barriers to effective
communication. Removing barriers can result in better conflict resolution, negotiation, and
understanding within a business. Rather than blaming miscommunication on employee
negligence, managers should take it upon themselves to understand how their employees
understand information. Taking the time to study the way employees process information can be
the difference in your success as a competent and efficient manager. Analyzing their employees
learning and communication styles can help managers communicate in a way employees will
understand. Managers should also keep in mind that employees may experience high
communication apprehension, and remember that using an employees preferred style of learning

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may decrease their learning anxiety. Using different learning styles can benefit both the
employee and the manager. Once managers understand their employees’ various styles of
learning, then the manager can focus on clearly communicating expectations. Managers need to
actively listen to their employees, and take actions based on the information received. As
communication improves, employees’ behavior may demonstrate more cohesiveness. When
managers are honest and upfront, it builds trust and loyalty among employees. Productive,
trusting employees who practice open communication can productively find solutions to their
challenges. Transparent leadership and loyal employees promote significant business growth,
and profits will increase as a result. Openness and trust create a win-win situation for employees
and the company.

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References
Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E. (2007). The Moderating
Role of Top Management Team Interdependence: Implications for real Teams and
Working Groups. Academy Of Management Journal, 50(3), 544-557.
doi:10.5465/AMJ.2007
Barker, C. (2012, October) Deadliest Air Disasters Caused by Miscommunication. BlogSpot.
Retrieved from: http://alizul2.blogspot.com/2012/10/10-deadliest-air-disasters-caused-
by.html
Budson, V. (n.d). Gender Observations from a Working Life. Professional Women’s
Perspectives. Retrieved from:http://www.professionalwomensperspectives.com/
Brown, J. O. (2002). Know thyself: The impact of portfolio development on adult learning. Adult
Education Quarterly, 53(3), 228-245.
Cherry, K. (2015, April). Which learning style do you have? About Health. Retrieved from:
http://psychology.about.com/od/educationalpsychology/a/vark-learning-styles.htm
Craik, F. & Lockhart, R. S. (1972). Levels of processing: A framework for memory research.
Journal of Verbal Learning and Verbal Behavior, 11, 671 - 684
D’Aprix, R. (2011). Cultivating a culture of open communication. Communication World,
28(4),2832. Retrieved from:
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b=bth&AN=66703073&site=eds-live
Dickerson, K (2010, October). 8 Tragic miscalculations and miscommunications. Business
Insider. Retrieved from: http://www.businessinsider.com/8-tragic-miscalculations-and-
miscommunications-2013-10
Hospital Errors are the Third Leading Cause of Death in U.S., and New Hospital Safety Scores
Show Improvements Are Too Slow (2013, October). Retrieved from:
http://www.hospitalsafetyscore.org/newsroom/display/hospitalerrors-thirdleading-
causeofdeathinus-improvementstooslow
Russ, T. L. (2012). The Relationship Between Communication Apprehension and Learning
Preferences in an Organizational Setting. Journal Of Business Communication, 49(4),
312-331. doi:10.1177/0021943612456035. Retrieved from:
http://eds.a.ebscohost.com.vlib.excelsior.edu/eds/pdfviewer/pdfviewer?sid=568deb45-
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Sypher, B. D., Bostrom, R. N., & Seibert, J. H. (1989). Listening, Communication Abilities, and
Success at Work. Journal of Business Communication, 26(4), 293-303. Retrieved from:
http://eds.a.ebscohost.com.vlib.excelsior.edu/eds/detail/detail?vid=3&sid=1e2c5c49-
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Peterson, K., & Rutledge, M. (2014). Creating Adaptive Leaders and Organizations. OD
Practitioner, 46(2), 10-18. Retrieved from:
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Peacock, M. (2002). Match or mismatch? Learning styles and teaching styles in EFL.
Internal Journal of Applied Linguistics. Blackwell. DOI: 10.1111/1473-4192.00001

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