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Transcript of communication
Chapter 1Chapter 1
Communicating at Communicating at WorkWork
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Copyright © 2006
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 2
Changes Affecting the Changes Affecting the WorkplaceWorkplace
• Heightened global competition
• Flattened management hierarchies
• Expanded team-based management
• Innovative communication technologies
• New work environments• Increasingly diverse
workforce
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 3
Success for Success for YOUYOU in the in the new global and diverse new global and diverse
workplace requires workplace requires excellent communication excellent communication
skills! skills!
Success for Success for YOUYOU in the in the new global and diverse new global and diverse
workplace requires workplace requires excellent communication excellent communication
skills! skills!
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 4
The Communication The Communication ProcessProcess
Basic ModelBasic Model
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 5
The Communication The Communication ProcessProcess
Basic ModelBasic Model
1.Sender has idea
1.Sender has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 6
The Communication The Communication ProcessProcess
Basic ModelBasic Model
1.Sender has idea
1.Sender has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 7
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
1.Sender has idea
1.Sender has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 8
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
1.Sender has idea
1.Sender has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 9
The Communication The Communication ProcessProcess
Basic ModelBasic Model
3.Message travels over channel
3.Message travels over channel
2.Sender encodes idea in message
2.Sender encodes idea in message
1.Sender has idea
1.Sender has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 10
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 11
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 12
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 13
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
5.Feedback travelsto sender
5.Feedback travelsto sender
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 14
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
5.Feedback travelsto sender
5.Feedback travelsto sender
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 15
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
5.Feedback travelsto sender
5.Feedback travelsto sender
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 16
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
6.Possible additional feedback to receiver
6.Possible additional feedback to receiver
5.Feedback travelsto sender
5.Feedback travelsto sender
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 17
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
6.Possible additional feedback to receiver
6.Possible additional feedback to receiver
5.Feedback travelsto sender
5.Feedback travelsto sender
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 18
The Communication The Communication ProcessProcess
Expanded ModelExpanded Model
The Communication The Communication ProcessProcess
Expanded ModelExpanded Model
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 19
Barriers to Interpersonal Barriers to Interpersonal
CommunicationCommunication• Bypassing
• Limited frame of reference
• Lack of language skills
• Lack of listening skills
• Emotional interference
• Physical distractions
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 20
• Communication climate
• Context and setting
• Background, experiences
• Knowledge, mood
• Values, beliefs, culture
Understanding is Understanding is shaped byshaped by
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 21
Barriers That Block the Barriers That Block the Flow of Information in Flow of Information in
OrganizationsOrganizations• Closed communication climate• Top-heavy organizational structure• Long lines of communication• Lack of trust between management
and employees• Competition for power, status,
rewards
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 22
Additional Additional Communication Communication
Barriers Barriers • Fear of reprisal for honest
communication
• Differing frames of reference among communicators
• Lack of communication skills
• Ego involvement
• Turf wars
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 23
A Classic Case of A Classic Case of MiscommunicationMiscommunicationA Classic Case of A Classic Case of
MiscommunicationMiscommunication
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!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 24
A Classic Case of A Classic Case of MiscommunicationMiscommunicationA Classic Case of A Classic Case of
MiscommunicationMiscommunicationAs 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!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 25
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 26
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender has idea
Warn boater
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 27
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Sender encodes message
“Low water!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 28
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Sender encodes message
“Low water!”
Channel carries message
Message distorted
Channel carries message
Message distorted
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 29
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Sender encodes message
“Low water!”
Channel carries message
Message distorted
Channel carries message
Message distorted
Receiver decodes message
“Hello Walter!”
Receiver decodes message
“Hello Walter!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 30
Barriers That CausedBarriers That CausedCronkite Cronkite
MiscommunicationMiscommunication
Barriers That CausedBarriers That CausedCronkite Cronkite
MiscommunicationMiscommunication• Frame of reference
• Language skills
• Listening skills
• Receiver accustomed to acclaim and appreciative crowds.
• Maine accent makes "water" and "Walter" sound similar.
• Receiver more accustomed to speaking than to listening.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 31
Barriers That CausedBarriers That CausedCronkite Cronkite
MiscommunicationMiscommunication
Barriers That CausedBarriers That CausedCronkite Cronkite
MiscommunicationMiscommunication• 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?
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 32
Overcoming Overcoming Communication Communication
BarriersBarriers• Realize that communication is
imperfect.
• Adapt the message to the receiver.
• Improve your language and listening skills.
• Question your preconceptions.
• Plan for feedback.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 33
Organizational Organizational CommunicationCommunication
• 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
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 34
Communication Flowing Communication Flowing Through Formal Through Formal
ChannelsChannels
DownwardManagement directives
Job plans, policies
Company goals
Mission statements
HorizontalTask coordination
Information sharing
Problem solving
Conflict resolution
UpwardEmployee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 35
Forms of Communication Forms of Communication Flowing Through Formal Flowing Through Formal
ChannelsChannels
WrittenExecutive memos, lettersAnnual reportCompany newsletterBulletin board postingsOrientation manual
Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing
OralTelephoneFace-to-face conversationCompany meetings
Team meetings
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 36
MISCOMMUNICATION IN MISCOMMUNICATION IN PRODUCT EVOLVEMENTPRODUCT EVOLVEMENT
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 37
As Marketing As Marketing Requested ItRequested It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 38
As Sales Ordered ItAs Sales Ordered It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 39
As Engineering As Engineering Designed ItDesigned It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 40
As Production As Production Manufactured ItManufactured It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 41
As Maintenance Installed As Maintenance Installed ItIt
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 42
What the Customer What the Customer WantedWanted
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 43
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
Message Amount of message
written by board of directors 100%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 44
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 45
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
received by general supervisor 56%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 46
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough 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%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 47
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough 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%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 48
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough 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%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 49
Surmounting Surmounting Organizational BarriersOrganizational 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.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 50
Five Common Ethical Five Common Ethical TrapsTraps
• 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)
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 51
Five Common Ethical Five Common Ethical TrapsTraps
• 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)
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 52
Tools for Doing theTools for Doing theRight ThingRight 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?
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 53
Tools for Doing theTools for Doing theRight ThingRight 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?
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 54
EndEndEndEnd