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Communicating at Work Chapter 1
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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
COMMUNICATION
 
You cannot not communicate! You cannot  un-communicate!
HUMAN COMMUNICATION:  ACTION
HUMAN COMMUNICATION:  INTERACTION
HUMAN COMMUNICATION:  TRANSACTION
 
The Communication Process Basic Model
The Communication Process Basic Model 1. Sender has idea
The Communication Process Basic Model 1. Sender has idea
The Communication Process Basic Model 2. Sender encodes idea in message 1. Sender has idea
The Communication Process Basic Model 2. Sender encodes idea in message 1. Sender has idea
The Communication Process Basic Model 3. Message travels over channel 2. Sender encodes idea in message 1. Sender has idea
The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea
The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message
The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message
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
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
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
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
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
 
The Communication Process Expanded Model
 
Barriers to Interpersonal  Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Understanding is shaped by
Barriers That Block the Flow of Information in Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Additional Communication Barriers  ,[object Object],[object Object],[object Object],[object Object],[object Object]
A Classic Case of Miscommunication ,[object Object]
A Classic Case of Miscommunication ,[object Object]
Analysis of Flawed Communication Process
Analysis of Flawed Communication Process Sender  has  idea Warn boater
Analysis of Flawed Communication Process Sender  has  idea Warn boater Sender encodes message “ Low water!”
Analysis of Flawed Communication Process Sender  has  idea Warn boater Sender encodes message “ Low water!” Channel carries message Message distorted
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!”
Barriers That Caused Cronkite Miscommunication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Barriers That Caused Cronkite Miscommunication ,[object Object],[object Object],[object Object],[object Object],Which of these barriers could be overcome through improved communication skills?
Overcoming Communication Barriers ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Changes Affecting the Workplace ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Changes Affecting the Workplace ,[object Object]
Changes Affecting the Workplace ,[object Object]
Changes Affecting the Workplace ,[object Object]
Changes Affecting the Workplace ,[object Object]
Changes Affecting the Workplace ,[object Object]
Changes Affecting the Workplace ,[object Object]
The Age of Knowledge
Success for  YOU  in the new global and diverse  workplace requires excellent communication skills!
Organizational Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
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
Message Distortion Downward Communication Through Five Levels of Management Message   Amount of message  written by board of directors 100%
Message Distortion Downward Communication Through Five Levels of Management Message   Amount of message written by board of directors 100% received by vice-president   63%
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%
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%
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%
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%
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.
Communication goes bad ,[object Object],[object Object]
Communication goes bad ,[object Object]
Communications goes bad ,[object Object],[object Object]
Communications goes bad ,[object Object],[object Object]
Surmounting Organizational Barriers ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Common Ethical Traps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Common Ethical Traps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
End
Click to add Title ,[object Object]

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Communicating at work chapter 1 (buss. English)

  • 3.
  • 5.  
  • 6. You cannot not communicate! You cannot un-communicate!
  • 8. HUMAN COMMUNICATION: INTERACTION
  • 9. HUMAN COMMUNICATION: TRANSACTION
  • 10.  
  • 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
  • 25.  
  • 26. The Communication Process Expanded Model
  • 27.  
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 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.
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  • 44.
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  • 47.
  • 48.
  • 49.
  • 50. The Age of Knowledge
  • 51. Success for YOU in the new global and diverse workplace requires excellent communication skills!
  • 52.
  • 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.
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  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76. End
  • 77.

Editor's Notes

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  32. So communication gets garbled. The basic facts are there like the number 75, the gym and Comet, but they get all jumbled up in transmission. The key to good communication is to overcome the noise and encoding-decoding issues so that the full information content of a message is retained.
  33. 39