The document discusses communication in the workplace. It outlines the communication process and barriers to effective communication like lack of listening skills. It also discusses how communication can break down as messages are transmitted through organizations, distorting the original intent. Overcoming barriers requires understanding that communication is imperfect and adapting messages for different audiences. Changes in the modern workplace like new technologies and diverse teams make communication skills more important.

1. Communicating at Work Chapter 1

2. Presenters:

3. Learning Objectives: Identify changes in the workplace and the importance of communication skills Describe the process of communication Discuss barriers to interpersonal communication and the means of overcoming those barriers Analyze the functions and procedures of communication in organizations Assess the flow of communication in organizations including barriers and methods of overcoming those barriers List the goals of ethical business communication and describe important tools for doing the right thing

4. COMMUNICATION

6. You cannot not communicate! You cannot un-communicate!

7. HUMAN COMMUNICATION: ACTION

8. HUMAN COMMUNICATION: INTERACTION

9. HUMAN COMMUNICATION: TRANSACTION

11. The Communication Process Basic Model

12. The Communication Process Basic Model 1. Sender has idea

13. The Communication Process Basic Model 1. Sender has idea

14. The Communication Process Basic Model 2. Sender encodes idea in message 1. Sender has idea

15. The Communication Process Basic Model 2. Sender encodes idea in message 1. Sender has idea

16. The Communication Process Basic Model 3. Message travels over channel 2. Sender encodes idea in message 1. Sender has idea

17. The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea

18. The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message

19. The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message

20. The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 5. Feedback travels to sender

21. The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 5. Feedback travels to sender

22. The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 5. Feedback travels to sender

23. The Communication Process Basic Model 2. 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

24. The Communication Process Basic Model 2. 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

26. The Communication Process Expanded Model

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

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

30. 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

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

32. 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!”

33. 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!”

34. Analysis of Flawed Communication Process

35. Analysis of Flawed Communication Process Sender has idea Warn boater

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

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

38. 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!”

39. Barriers That Caused Cronkite Miscommunication Frame of reference Language skills Listening skills Receiver accustomed to acclaim and appreciative crowds. Main accent makes "water" and "Walter" sound similar. Receiver more accustomed to speaking than to listening.

40. 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?

41. 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.

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

44. Changes Affecting the Workplace Heightened global competition

45. Changes Affecting the Workplace Flattened management hierarchies

46. Changes Affecting the Workplace Expanded team-based management

47. Changes Affecting the Workplace Innovative communication technologies

48. Changes Affecting the Workplace New work environments

49. Changes Affecting the Workplace Increasingly diverse workforce

50. The Age of Knowledge

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

52. 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

53. 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

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

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

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

57. 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%

58. 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%

59. 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 30%

60. 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 30% received by worker 20%

61. Communication goes bad VP to Deans: By order of the President, next Thursday Halley’s comet will appear over the athletic field. If it rains, cancel classes and report to the gym with your professors and students where you will be shown a film, a phenomena which occurs only once every 75 years.

62. Communication goes bad President to VP : Next Thursday, Halley’s Comet will appear over this area. This is an event that occurs only once every 75 years. Call the division heads and have them assemble their professors and students on the athletic field and explain this phenomena to them. If it rains, cancel the observation and have the classes meet in the gym to see a film about the comet.

63. Communication goes bad Deans to Professors: By order of the Phenomenal President, next Thursday Halley’s Comet will appear in the gym. In case of rain over the athletic field, the President will give another order, something which occurs once every 75 years.

64. Communications goes bad Professors to Students: Next Thursday, the President will appear in the gym with Halley’s Comet, something which occurs every 75 years. If it rains, the President will cancel the comet and order us all to our phenomenal athletic field.

65. Communications goes bad Student writing to parents: When it rains next Thursday over the school athletic field, the phenomenal 75 year-old President will cancel all classes and appear before the whole school in the gym accompanied by Bill Halley and the Comets.

66. 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.

68. ETHICAL CHALLENGES Ethical Practices make good business sense. 80’s era – Greed is good… NO MORE 500 fortune companies + Many small Businesses

69. Pressure felt by employees to act unethically - 56% Those who admitted to conducting unethical behavior – 48% Common ethical violations: Cutting corners on quality Covering up incidents Abusing or lying about sick days Deceiving customers Lying to supervisor or underling Taking credit for a colleague’s idea

70. 4 COMPONENTS of ETHICAL BEHAVIUR Honesty Integrity Fairness Concern for others. “ Doing the Right Thing Given the Circumstances”

71. Five Common Ethical Traps The false-necessity trap (convincing yourself that no other choice exists) “ I know its wrong but I don’t have a choice “ The doctrine-of- relative-filth trap (comparing your unethical behavior with someone else’s even more unethical behavior) “ What I am doing is nothing compared to what others are doing”

72. Five Common Ethical Traps The rationalization trap (justifying unethical actions with excuses) “ I’ll be in working late anyways, I deserve a longer lunch break now.” The self-deception trap (persuading yourself, for example, that a lie is not really a lie) “ I was running the whole show, without me the company would have collapsed” The ends-justify-the-means trap (using unethical methods to accomplish a desirable goal) “ So what if I had to bribe the supplier… I saved the company money in the long run!”

73. Goals of Ethical Business Communication Telling the truth Labeling opinions Being objective Communicating clearly Giving credit

74. Accomplishing These Goals Think before you act Being in other person’s shoe There must be a different solution Discuss your dilemma with a trust worthy or an experienced person Imagine the shame if your friends and family found out about what you had been upto!!

75. STRENGTHENING YOUR COMMUNICATION SKILLS Know how to figure out a solution Realize what the problem is Communication skills are not inherent, they must be learnt Therefore BE WILLING TO LEARN Tips, techniques, models and exercises in this book will help us. Sit back and enjoy the ride.

76. End

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