BBA 2026, Organizational Communication 1 Course Learn.docx

BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
2. Apply elements of the organizational communication process
to enhance organizational
communication events.
2.1 Identify the categories of communication competencies.
2.2 Classify elements of the organizational communication
process.
2.3 Categorize factors that define the communications eras.
4. Formulate effective strategies in overcoming real or
perceived communication barriers within an
organization.
4.1 Discuss the effect that shared meaning has on organizational
communication interactions.
6. Interpret nonverbal communication practices within an
organization.
6.1 Identify the role of nonverbal communication as it relates to
creating shared meaning
between speak and receiver.

Reading Assignment
Chapter 1:
Organizational Communication: A Competency-Based Approach
Click here to access the Chapter 1 Presentation.
Click here to access a PDF version of the Chapter 1
Presentation.
In order to access the resources below, you must first log into
the myCSU Student Portal and access the
Business Source Complete database within the CSU Online
Library.
Emanoil, M., Ramona, T., & Lucia, F. (2013). Efficient
organizational communication - A key to success.
Studies in Business & Economics, 8(2), 74-78.
Gentry, W. A., & Kuhnert, K. W. (2007). Sending signals:
Nonverbal communication can speak volumes.
Leadership in Action, 27(5), 3-7
Lucas, E. (2009). Check the label. Professional Manager, 18(6),
22-25.
Tracy, B. (2014). Getting your ideas across. Supervision, 75(5),
14-16.
Unit Lesson

“No man is an island unto himself” is a saying that holds true in
the study of organizational communication.
Think about the organizations in which people operate—
businesses, civic groups, military, professional clubs,
religious organizations, and family units. No matter a person’s
role, there will be a need to connect with others
to accomplish certain tasks and goals. In this unit, a foundation
for understanding organizational
communication is laid by introducing the communication
process and fundamental concepts that will be built
on throughout the course.
UNIT I STUDY GUIDE
Building a Solid Foundation for
Organizational Communication
https://online.columbiasouthern.edu/CSU_Content/Courses/Busi
ness/BBA/BBA2026/14H/Chapter1_Presentation.ppsx
https://online.columbiasouthern.edu/CSU_Content/Courses/Busi
ness/BBA/BBA2026/14H/Chapter1_Presentation.pdf
UNIT x STUDY GUIDE
Title
Organizational Communication

Creating shared meaning is a result of effectively
communicating with others (Shockley-Zalabak, 2015).
Organizational communication can be understood as the
interactions required in directing a group toward a
common goal (Eisenberg, Goodall, & Trethewey, 2014). Those
who can connect with others to create shared
meaning will add value to an organization and become an
indispensable asset as a competent communicator.
Whether interacting in groups for work or play, it becomes more
and more imperative to learn and apply the
factors that can make a communication event successful to help
group members succeed at reaching goals.
According to Shockley-Zalabak (2015), “The information-rich
conceptual world is a reality of our lives that
places increasing importance on our individual communication
competencies” (p. 20). Learning to
communicate clearly in a variety of channels in this
information-rich era can impact success within the
organizations in which people operate.
Organizational communication can be classified into one of two
complex networks–-informal and formal
(Lesikar, Flatley, & Rentz, 2008). From a friendly conversation
at the copy machine or break room to a formal
memorandum or email, each interaction can be an opportunity to
build rapport and create shared meaning.
Communication events, whether operational or personal, can be
expressed in both networks and the impact
that messages sent through these methods cannot be
undervalued. Hence, understanding the role that
communication competence plays on employee/member
satisfaction within an organization is needed.
Communication is the key to success when sharing policies,
procedures, or even behavioral expectations with
others. For example, high turnover rates, low employee morale,
and even job performance issues can be

attributed to lack of communication or failure to create shared
meanings. If an employee or member of an
organization does not understand their role or expectations, this
can cause frustration. Most issues that
surface in an organization can be the effects of
miscommunication. Tracy (2014) purports, “Either the senders
do not say what they mean clearly enough, or the receivers do
not receive the message in the form in which it
was intended” (p. 15). When such a breakdown in
communication occurs in verbal or written channels,
responsible members recognize and overcome these barriers as
well as learn from each interaction to
foresee and avoid possible issues in the future.
When operating within an organization, successful members
consistently work to build and maintain rapport
with others by building bridges rather than putting up walls.
Messmer (2005) offers several strategies to
enhance communication efforts including: informing staff about
upcoming changes, ensuring words and
actions are consistent, being patient with those who may not
have interpreted the messages clearly, and
listening to feedback from employees. When employees of a
business or members in an organization feel
understood, positive relationships can develop and teams can
become more productive to accomplish
common goals.
Nonverbal Communication
Understanding the role that nonverbal communication plays
between people and within organizations can
help you to become a more competent communicator. Because
70-90% of all communication is nonverbal, it
is realistic that how something is said versus what is said is
often considered by the receiver (“Cut Through

the Communication Clutter,” 2007). Nonverbal indicators are
often sent and interpreted at every stage of the
communication process, from how the speaker sends the
message to the reaction of the listener when
receiving the message. Each element in the process is important
to consider.
A speaker can enhance his or her effectiveness in an
organization by paying attention to what they are
communicating both nonverbally and verbally. Lucas (2009)
offers several strategies to enhance one’s
nonverbal communication efforts by monitoring one’s personal
brand. Paying attention to how one dresses,
communicates verbally, or in written format both on and off line
all contribute to others’ perceptions of you as
a professional (Lucas, 2009). To be an influential
communicator, nonverbal signals should be consistent the
verbal message being sent (Kello, 2007; Gentry & Kunhert,
2007).
When it appears the receiver does not fully understand the
message by a look of confusion or even by a
failure to follow through with an assigned task, competent
communicators will seek clarification and find the
breach that occurred. Tracy (2014) reveals that effective
communicators ask questions to “uncover real needs
and concerns” (p. 16). When both speaker and receiver try to
determine where the other person is coming
from, what they really want, and work to understand the other to
create shared meaning, then communicative
events can be successful. Another important technique is to be
aware of nonverbal indicators. “Both parties
must be aware of possible misinterpretation of their own
nonverbal messages” (“Cut Through the

UNIT x STUDY GUIDE
Title
Communication Clutter,” 2007, p. 29). A competent
communicator will be aware of nonverbal communication
when creating a message from conceptualization of an idea to
channel selection. When individuals bring their
knowledge, sensitivity, skills, and values to interpret messages,
organizational communication can be
enhanced (Shockley-Zalabak, 2015). Not only is sending such
signals important, but also crucial is learning
how to read the signals sent by others.
To connect with others and build rapport, nonverbal techniques
such as facial expressions, feedback, or even
gestures are helpful to demonstrate that the listener is paying
attention and appropriately reacting to what the
other is saying (“Crank Up Your Expressiveness,” 2010).
Taking time to listen, understand the speaker’s
meaning, and providing feedback that the speaker’s message is
understood are skills that competent
communicators use to create shared meaning and build rapport.
Other techniques that can help build rapport
include leaning forward, making direct eye contact, and
focusing attention on the person (Tracy, 2014). In our
multi-tasking society, it is easy to observe nonverbal
distractions when a speaker is talking to a group or in a
one-on-one interaction. Unfortunately, it is a common sight to
see the listener scrolling through a cell phone or

paying attention to another electronic device or person rather
than focusing attention on the speaker. To
enhance communication events, both speaker and listener must
commit to creating shared meaning.
Understanding the role nonverbal communication plays in
interactions can enhance one’s effectiveness within
an organization. Kello (2007) outlines three forms of nonverbal
signaling that can affect the way messages
are interpreted: kinesics (body language), paralanguage (how
something is said), and proxemics (use of
distance and space). These three factors can be important to
recognize when communicating in groups or
even in one-on-one interactions. First, a group setting can be a
valuable place to observe nonverbal signaling.
For instance, a facilitator can read the room in a meeting by
interpreting the nonverbal signals participants are
portraying in order to determine if the message is being
received and understood by participants. Based on
the signals, the facilitator can adjust the message being
communicated to increase the likelihood of shared
meaning. Next, nonverbal communication can even be used in
one-on-one interpersonal interactions. Imagine
that Sallie goes to Edward’s cubicle to discuss a customer issue
that needs to be resolved. Sallie positions
herself too close to Edward and does not notice that he tries to
reposition his body back to put additional
space between them. If Sallie is unaware of such factors as
proxemics (personal distance and space), then
her message may not be completely understood by Edward, who
has a larger personal distance need.
Edward could miss important details by focusing on how to gain
more space in the interaction, rather than
focusing on the message being communicated. Taking such
factors as Kello (2007) outlined as kinesics,
paralanguage, or proxemics can help a communicator improve

interactions rather than impede them.
What and how messages are communicated can build a certain
image or reputation for an organization as a
whole. Each message that is created and sent through various
channels to internal or external stakeholders
either reinforces or contradicts the mission and values of an
organization. As a responsible member of an
organization, it is imperative to understand that how something
is communicated is just as important as what
is communicated. Consider the internal and external messages
sent by an organization internally and
externally. What do these messages say about the value system
of its leaders or members? If an organization
publicly portrays a commitment to respect and integrity, is this
reinforced through every communication that is
sent? When an issue needs to be resolved, is the communication
about next steps inspiring or condemning?
The answers to such questions can influence an organization’s
overall image to internal and external
stakeholders. In order to uphold a professional tone, preserve
the dignity of the receivers, and maintain an
organization’s reputation for respecting its employees and
clients, each message sent through verbal or vocal
channels should be analyzed to ensure the message being sent is
consistent with the values of the
organization. Feuer (2009) suggestions treating “people as
participants/partners in the process as a part of
the solution, not the cause of the problem” (p. 22). Avoiding
threats or blame in a communication can
enhance morale and keep the receivers of messages engaged.
As the course progresses, consider the interactions required to
direct groups of people toward a common
goal. Whether internal, external, informal, or formal
interactions, both nonverbal and verbal factors play a role

in how the message is interpreted. A deeper understanding of
the elements involved in the communication
process allows for more effective organizational communication
efforts as the ability to adapt and improve is
continually developed.
UNIT x STUDY GUIDE
Title
References
Crank up your expressiveness. (2010). Managing People at
Work, (339), 8.
Cut through the communication clutter. (2007). Global
Cosmetic Industry, 175(4), 29.
Eisenberg, E. M., Goodall, H. L., & Trethewey, A. (2014).
Organizational communication: Balancing creativity
and constraint (7th ed.). Hamilton, NJ: Macmillian.
Feuer, M. (2009). Sometimes it's not what you say but how you
say it. Smart Business Detroit, 5(4), 22.
Gentry, W. A., & Kuhnert, K. W. (2007). Sending signals:

Nonverbal communication can speak volumes.
Leadership in Action, 27(5), 3-7.
Kello, J. (2007). Package & market your message: Nonverbal
communication cues are critical. Industrial
Safety & Hygiene News, 41(2), 16.
Lesikar, R. V., Flatley, M. E., & Rentz, K. (2008). Business
communication: Making connections in a digital
world (11th ed.). Boston, MA: McGraw-Hill.
Lucas, E. (2009). Check the label. Professional Manager, 18(6),
22-25.
Messmer, M. (2005). Communicating effectively with
employees. Strategic Finance, 86(8), 15-16.
Shockley-Zalabak, P. S. (2015). Fundamentals of organizational
communication: Knowledge, sensitivity,
skills, values (9th ed.). Upper Saddle River, NJ: Pearson.
Tracy, B. (2014). Getting your ideas across. Supervision, 75(5),
14-16.
Suggested Reading
In order to access the resources below, you must first log into
the myCSU Student Portal and access the
Business Source Complete database within the CSU Online
Library.

Crank up your expressiveness. (2010). Managing People at
Work, (339), 8.
Cut through the communication clutter. (2007). Global
Cosmetic Industry, 175(4), 29.
Kello, J. (2007). Package & market your message: Nonverbal
communication cues are critical. Industrial
Safety & Hygiene News, 41(2), 16.
Messmer, M. (2005). Communicating effectively with
employees. Strategic Finance, 86(8), 15-16.
Learning Activities (Non-Graded)
Before completing your graded work, consider completing the
interactive tutorials included below:
Introduction to Business Communications interactive tutorial:
http://www.pearsoncustom.com/mct-
enterprise/asset.php?isbn=1256689785&id=11572
Nonverbal Communication:
Non-graded Learning Activities are provided to aid students in
their course of study. You do not have to
submit them. If you have questions, contact your instructor for
further guidance and information.

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