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7th BRIEF CANADIAN EDITION
BUSINESS
C O M M U N I C AT I O N
PROCESS & PRODUCT
Dr. Mary Ellen Guffey
Emerita Professor of Business
Los Angeles Pierce College
Dr. Dana Loewy
Emerita Lecturer, Business Communication
California State University, Fullerton
Esther Griffin
Liberal Arts Professor
Georgian College
Australia ● Brazil ● Canada ● Mexico ● Singapore ● United Kingdom ● United States
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
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to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.ca to search by ISBN, author, title, or keyword for materials
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Important notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
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Business Communication: Process and
Product, Seventh Brief Canadian Edition
© 2022, 2019 Cengage Learning Canada, Inc.
Dr. Mary Ellen Guffey, Dr. Dana Loewy,
and Esther Griffin
Ellen Guffey and Dana Loewy. Copyright © Cengage Learning, Inc., 2018. All Rights
Adapted from Business Communication: Process and Product, Ninth Edition, by Mary
Reserved. Unless otherwise noted, all content is © Cengage.
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Library and Archives Canada Cataloguing in Publication:
Title: Business communication : process & product / Dr. Mary Ellen Guffey (Emerita
Professor of Business, Los Angeles Pierce College), Dr. Dana Loewy (Emerita Lecturer,
Business Communication, California State University, Fullerton), Esther Griffin
(Liberal Arts Professor, Georgian College).
Names: Guffey, Mary Ellen, author. | Loewy, Dana, author. | Griffin, Esther, author.
Description: 7th brief Canadian edition. | Includes bibliographical references
and index.
Identifiers: Canadiana (print) 20210114894 | Canadiana (ebook) 20210114959 |
ISBN 9780176910181 (softcover) | ISBN 9780176910280 (PDF)
Subjects: LCSH: Business communication—Textbooks. | LCSH: Business writing—
Textbooks. | LCGFT: Textbooks.
Classification: LCC HF5718.3 .G82 2021 | DDC 651.7—dc23
ISBN-13: 978-0-17-691018-1
ISBN-10: 0-17-691018-2
Ebook ISBN-13: 978-0-17-691028-0
Ebook ISBN-10: 0-17-691028-X
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Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
BUSINESS COMMUNICATION:
PROCESS & PRODUCT
7TH BRIEF CANADIAN EDITION
Dear Business Communication Student:
The seventh brief Canadian edition of Business Communication: Process and Product prepares you
for a career in an increasingly digital and global workplace. Coauthors Dr. Mary Ellen Guffey and
Dr. Dana Loewy have once again revised their award-winning book to help prepare students for a career
in a complex mobile, social, and global workplace and to help students successfully navigate this vast
networked environment. Esther Griffin has updated the text with new Canadian case studies, concept
checks, examples, and references to make its content even more relevant.
Students will learn how social media networks and mobile technology function in the workplace and how
they can strengthen their professional communication and critical thinking skills. All the features that
have made this award-winning textbook so successful for three decades have been updated in this edition.
In addition to solid instruction in writing skills, which employers continue to demand, the seventh
Canadian edition brings you numerous enhancements, a few of which are highlighted here:
■■
■■
■■
■■
■■
MindTap. This multimedia learning experience helps students apply what they are learning through
dynamic assignments that they use to build a professional portfolio. Alongside the enhanced ebook,
MindTap provides a variety of multimedia: animated model documents, video cases, and interviews
with industry professionals who contextualize core concepts and help students understand the connection between what they are learning and how it impacts their future careers. Study tools include
chapter quizzes, downloadable documents, PowerPoint slides, and flashcards. Students walk away from
MindTap having applied what they have learned through a variety of activity types, including writing
assignments and oral presentations. All written assignments can then be uploaded into their Pathbrite
e-portfolio, which students have access to even after their access to MindTap has expired.
Integrated digital technologies. The professional use of social media networks and mobile technology
requires that you know best practices. This edition provides the latest advice to guide you in using these
digital technologies safely and effectively in the workplace. You’ll find best practices for texting, instant
messaging, blogging, collaborating with wikis, and networking with social media in business today.
Focus on employability and soft skills. Each chapter highlights and develops the employability and soft
skills that employers demand. You will learn how to identify your strengths and areas for improvement,
and through critical thinking and practice, hone your skills.
Latest trends in job searching. Chapter 15 presents the most current trends, technologies, and practices
affecting the job search, résumés, and cover letters. You will learn how to build a personal brand, how to
network, and how to write customized résumés and create an effective LinkedIn profile.
Hottest trends in job interviewing. Chapter 16 provides countless tips on how to interview successfully
in today’s highly competitive job market, including one- and two-way video interviewing.
We wish you well in your course! As always, we welcome your comments and suggestions as you use the
No. 1 business communication franchise in North America and abroad.
Cordially,
Mary Ellen Guffey Dana Loewy Esther Griffin
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
About the Authors
Dr. Mary Ellen Guffey
A dedicated professional, Mary Ellen Guffey has taught business communication and business English topics for over 35 years. She received a bachelor’s degree, summa cum laude, from
Bowling Green State University, a master’s degree from the University of Illinois, and a doctorate
in business and economic education from the University of California, Los Angeles (UCLA). She
has taught at the University of Illinois, Santa Monica College, and Los Angeles Pierce College.
Now recognized as the world’s leading business communication author, Dr. Guffey corresponds with instructors around the globe who are using her books. She is the founding
author of the award-winning Business Communication: Process and Product, the leading business communication textbook in this country. She also wrote Business English, which serves
more students than any other book in its field; Essentials of College English; and Essentials of
Business Communication, the leading text/workbook in its market. Dr. Guffey is active professionally, serving on the review boards of Business and Professional Communication Quarterly
and the Journal of Business Communication, publications of the Association for Business
Communication. She participates in national meetings, sponsors business communication
awards, and is committed to promoting excellence in business communication pedagogy and
the development of student writing skills.
Dr. Dana Loewy
Dana Loewy has been teaching business communication at California State University, Fullerton
since 1996. She enjoys introducing undergraduates to business writing and honing the skills of
graduate students in managerial communication. Most recently, she has also taught various
German courses and is a regular guest lecturer at Fachhochschule Nürtingen, Germany. In addition to completing numerous brand-name consulting assignments, she is a certified business
etiquette consultant. Dr. Loewy has collaborated with Dr. Guffey on recent editions of Business
Communication: Process and Product as well as on Essentials of Business Communication.
Dr. Loewy holds a master’s degree from Bonn University, Germany, and earned a PhD in
English from the University of Southern California. Fluent in several languages, among them
German and Czech, her two native languages, Dr. Loewy has authored critical articles in many
areas of interest—literary criticism, translation, business communication, and business ethics.
Before teaming up with Dr. Guffey, Dr. Loewy published various poetry and prose translations, most notably The Early Poetry of Jaroslav Seifert and On the Waves of TSF. Active in the
Association for Business Communication, Dr. Loewy focuses on creating effective teaching and
learning materials for undergraduate and graduate business communication students.
Adapting Author: Esther Griffin
For over 20 years, Esther Griffin has taught business communications both online and faceto-face at Georgian College in Barrie, Ontario. This hands-on experience, as well as her background as an employment specialist and her MA in education, specializing in college curriculum
development, has kept her current and engaged in her field. She also holds an MFA in creative
writing and is an award-winning fiction author. Having worked as adapting author of Business
Communication: Process and Product, Sixth Brief Canadian Edition, Professor Griffin is thrilled
to join the Cengage team as adapting author of the seventh brief Canadian edition. She believes
that with technology and global trends rapidly affecting the workplace, strong communication
skills are more important than ever. Professor Griffin encourages students to keep their employability skills sharp by using this textbook in the classroom and beyond.
iv

Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Brief Contents
Introduction xiv
Appreciation for Support xviii
UNIT 1 Communication Foundations 1
1 Business Communication in the Digital Age 2
2 Professionalism: Team, Meeting, Listening, Nonverbal, and Etiquette Skills 34
3 Intercultural Communication 65
UNIT 2 The Writing Process 87
4 Planning Business Messages 88
5 Organizing and Drafting Business Messages 109
6 Revising Business Messages 136
UNIT 3 Workplace Communication 155
7 Short Workplace Messages and Digital Media 156
8 Positive Messages 180
9 Negative Messages 208
10 Persuasive and Sales Messages 238
UNIT 4 Reports, Proposals, and Presentations 271
11 Reporting in the Workplace 272
12 Informal Business Reports 310
13 Proposals, Business Plans, and Formal Business Reports 346
14 Business Presentations 378
UNIT 5 Employment Communication 413
15 The Job Search and Résumés 414
16 Interviewing and Following Up 453
A Documentation Formats A-1
B Grammar and Mechanics Guide B-1
C Key to Grammar and Mechanics C-1
Index I-1
v
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Contents
Introduction xiv
Appreciation for Support xviii
Ethics in the Workplace Is Needed More
Than Ever 23
Spotlight on Communication: Part 2
Canadian Tire Revisited 26
UNIT 1 Communication
Foundations
CHAPTER 2
Professionalism: Team, Meeting,
Listening, Nonverbal, and Etiquette
Skills 34
CHAPTER 1
fizkes/Shutterstock
Compassionate Eye Foundation/Mark Langridge/Getty Images
Business Communication
in the Digital Age 2
Spotlight on Communication: Part 1
Canadian Tire and Myant Inc.—Smart
Technology and Innovation 3
Communicating in the Digital World 3
Tools for Success in the 21st-Century
Workplace 5
Trends and Challenges Affecting You in the
Information Age Workplace 7
Understanding the Nature of
Communication 13
Information Flow and Media Choices in Today’s
Workplace 17
Spotlight on Communication: Part 1
Makivik Corporation—Building
Communities 35
Adding Value to Professional Teams 35
Checklist Developing Team Effectiveness 41
Planning and Participating in Face-to-Face
and Virtual Meetings 42
Checklist Planning and Participating in
Productive Meetings 47
Listening in the Workplace 47
Checklist Improving Listening 51
Communicating Nonverbally 51
Career Coach Perils of Casual Apparel in the
Workplace 55
vii
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
UNIT 2 The Writing Process
Checklist Techniques for Improving
Nonverbal Communication Skills in the
Workplace 55
Developing Professionalism and
Business Etiquette Skills at the Office
and Online 56
Spotlight on Communication: Part 2
Makivik Corporation Revisited 58
CHAPTER 4
Planning Business Messages 88
Ariel Skelley/DigitalVision/Getty Images
Intercultural Communication 65
Andrey_Popov/Shutterstock
CHAPTER 3
Spotlight on Communication: Part 1
Wuxly Movement: Live Warm 89
viii
CHAPTER 5
Organizing and Drafting Business
Messages 109
Simon Ritzmann/Getty Images
Spotlight on Communication: Part 1
Federation of Black Canadians 66
The Growing Importance of Intercultural
Communication 66
Culture and Communication 68
Becoming Interculturally
Proficient 72
Checklist Achieving Intercultural
Proficiency 77
Workforce Diversity: Benefits and
Challenges 78
Diversity and Its Advantages 78
Career Coach He Said, She Said: Gender Talk
and Gender Tension 79
Spotlight on Communication: Part 2
Federation of Black Canadians
Revisited 80
Using the 3-x-3 Writing Process as a Guide 89
Analyzing and Anticipating the Audience 92
Using Expert Writing Techniques
to Adapt to Your Audience 96
Checklist Adapting a Message to Its
Audience 102
Sharing the Writing in Teams 102
Spotlight on Communication: Part 2 Wuxly
Movement Revisited 104
Contents
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Spotlight on Communication: Part 1
Wordsmith Associates Communications
Consultants Inc.: One Company’s Passion
for Simplicity 110
Beginning With Research 110
Generating Ideas and Organizing
Information 112
Composing the First Draft With Effective
Sentences 117
Developing Business Writing Techniques 119
Checklist Drafting Effective Sentences 122
Building Well-Organized Paragraphs 123
Checklist Preparing Meaningful
Paragraphs 126
Applying Document Design to Enhance
Readability 126
Spotlight on Communication: Part 2
Wordsmith Revisited 130
Revising Business Messages 136
UNIT 3 Workplace
Communication
CHAPTER 7
Short Workplace Messages and
Digital Media 156
Westend61/Getty Images
CHAPTER 6
Evaluating the Effectiveness of Your
Message 150
Checklist Editing, Proofreading, and
Evaluating 150
Spotlight on Communication: Part 2
Editors Canada Revisited 151
Dimitar Gorgev/Alamy Stock Photo
Spotlight on Communication: Part 1
MobileSyrup 157
Writing E-mail Messages and Memos 157
Checklist Professional E-mail and
Memos 161
Workplace Messaging and Texting 163
Spotlight on Communication: Part 1 Editors
Canada: The Importance of Editing 137
Stopping to Revise: Applying Phase 3
of the Writing Process 137
Improving Message Clarity 142
Proofreading to Catch Errors 145
Plugged In Using Track Changes and Other
Editing Tools to Revise Collaborative
Documents 149
Making Podcasts and Wikis Work for
Business 166
Blogging for Business 168
Social Networking Sites 172
Checklist Using Electronic Media
Professionally: Dos and Don’ts 172
Spotlight on Communication: Part 2
MobileSyrup Revisited 174
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Contents
ix
CHAPTER 8
Spotlight on Communication: Part 1
Loblaw: Bread Price-Fixing Scandal 209
Communicating Negative News
Effectively 209
Analyzing Negative-News Strategies 212
Composing Effective Negative Messages 215
Refusing Typical Requests and Claims 220
Managing Bad News Within
Organizations 227
Checklist Conveying Negative News 232
Spotlight on Communication: Part 2 Loblaw
Revisited 232
SFIO CRACHO/Shutterstock
Positive Messages 180
CHAPTER 9
Syda Productions/Shutterstock
Negative Messages 208
x
CHAPTER 10
Persuasive and Sales Messages 238
Getty Images
Spotlight on Communication: Part 1 Raven
Reads—Subscription Box 181
Neutral and Positive Messages:
The Writing Process 181
Routine Request, Response, and Instruction
Messages 184
Checklist Writing Direct Requests and
Responses 187
Direct Claims and Complaints 191
Adjustment Messages 194
Checklist Direct Claim, Complaint, and
Adjustment Messages 198
Goodwill Messages 198
Checklist Goodwill Messages 202
Spotlight on Communication: Part 2 Raven
Reads Revisited 202
Spotlight on Communication: Part 1 David
Suzuki Foundation: One Nature 239
Persuading Effectively and Ethically
in the Contemporary Workplace 239
Blending Four Major Elements in Successful
Persuasive Messages 244
Writing Persuasive Requests, Making Claims,
and Delivering Complaints 248
Writing Persuasive Messages in Digital
Age Organizations 250
Checklist Using the AIDA Strategy to
Request Actions, Make Claims, and Deliver
Complaints 251
Creating Effective Sales Messages
in Print and Online 253
Contents
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
CHAPTER 12
Checklist Preparing Persuasive Direct-Mail
and E-mail Sales Messages 260
Developing Persuasive Media
Releases 262
Spotlight on Communication: Part 2
David Suzuki Foundation Revisited 264
Informal Business Reports 310
and Presentations
CHAPTER 11
RF._.studio
UNIT 4 Reports, Proposals,
Reporting in the Workplace 272
Pixabay
Spotlight on Communication: Part 1
Immersive Tech—Inspiring
Teamwork 311
Analyzing Data 311
Drawing Conclusions and Making
Recommendations 316
Organizing Data 319
Writing Short Informational Reports 325
Checklist Writing Informational
Reports 331
Preparing Short Analytical Reports 331
Checklist Writing Analytical Reports 340
Spotlight on Communication: Part 2
Immersive Tech—Revisited 340
CHAPTER 13
Proposals, Business Plans, and
Formal Business Reports 346
fauxels
Spotlight on Communication: Part 1
Statistics Canada—A Century of Trust,
Safety, and Facts 273
Reporting in the Digital Age
Workplace 273
Applying the 3-x-3 Writing Process
to Contemporary Reports 280
Identifying Secondary Sources and Conducting
Primary Research 283
Plugged In Staying on Top of Research
Data 289
Documenting Information 293
Creating Effective Graphics 297
Plugged In Telling a Story With
Infographics 299
Spotlight on Communication: Part 2
Statistics Canada Revisited 304
Contents
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
xi
Polishing Your Delivery and Following
Up 396
Career Coach How to Avoid Stage
Fright 398
Checklist Preparing and Organizing Oral
Presentations 400
Developing Intercultural and Team
Presentations 401
Improving Speaking Skills for Effective
Phone Calls 403
Spotlight on Communication: Part 2
Universal Design for Learning—
Revisited 407
CHAPTER 14
CHAPTER 15
Business Presentations 378
The Job Search and Résumés 414
UNIT 5 Employment
Communication
SFIO CRACHO/Shutterstock
Atstock Productions/Shutterstock
Spotlight on Communication: Part 1 Egale
Canada—Fostering Inclusion 347
Informal Proposals 347
Preparing Formal Proposals 351
Checklist Writing Proposals 353
Creating Effective Business Plans 353
Writing Formal Business Reports 355
Body and Back Matter Components of Formal
Business Reports 368
Checklist Preparing Formal Business
Reports: Report Process 370
Final Writing Tips 370
Checklist Preparing Formal Business
Reports: Report Components 372
Spotlight on Communication: Part 2 Egale
Revisited 373
Spotlight on Communication: Part 1
Universal Design for Learning—Creating
Accessible Presentations 379
Creating Effective Business Presentations 379
Connecting With Audiences by Organizing
Content and Using Visual Aids 382
Career Coach Gaining and Keeping
Audience Attention 383
Preparing Engaging Multimedia
Presentations 390
xii
Spotlight on Communication: Part 1 Rocky
Mountaineer—Careers With a View 415
Job Searching in the Digital Age 415
Developing a Job-Search Strategy Focused on
the Open Job Market 419
Unlocking the Hidden Job Market With
Networking 421
Career Coach Network Your Way to a Job in
the Hidden Market 422
Creating a Customized Résumé 425
Contents
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Enhancing Your Job Search With Today’s
Digital Tools 436
Checklist Creating and Submitting a
Customized Résumé 439
Cover Letters—Do They Still Matter? 440
Checklist Preparing and Sending a
Customized Cover Letter 446
Spotlight on Communication: Part 2 Rocky
Mountaineer—Revisited 447
CHAPTER 16
mavo/Shutterstock
Interviewing and Following Up 453
Spotlight on Communication: Part 1
Ubisoft—A Top Canadian Employer 454
Interviewing Effectively in Today’s Competitive
Market 454
Plugged In Preparing for a Video Job
Interview 457
Before the Interview 458
During the Interview 462
Career Coach Let’s Talk Money: Salary
Negotiation Dos and Don’ts 468
After the Interview 472
Preparing Additional Employment
Documents 474
Spotlight on Communication: Part 2 Ubisoft
Revisited 476
A Documentation Formats A-1
B Grammar and Mechanics Guide B-1
C Key to Grammar and Mechanics C-1
Index I-1
Contents
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
xiii
Introduction
Business Communication: Process and Product offers the most up-to-date and best
researched text on the market. The seventh brief Canadian edition includes interactive
student resources and comprehensive coverage of workplace technology. This innovative coverage enhances the hallmark features of this textbook: the 3-x-3 writing process, Canadian case studies, and abundant use of model documents. This edition also
features robust online support for courses, so whether your course is in-person, hybrid,
or fully online, Business Communication: Process and Product has a solution for you.
MEETING EMPLOYER EXPECTATIONS
Survey after survey reveals that employers are seeking new hires with these key skills:
●●
Written and oral communication skills
●●
Critical thinking and analytical reasoning
●●
Ethical decision making
●●
Teamwork skills
●●
Professionalism
Business Communication: Process and Product, Seventh Brief Canadian Edition, covers
the following topics that are indispensable for the workplace:
●●
●●
●●
●●
●●
●●
Expert writing techniques geared to developing your writing skills plus interactive
documents for analysis, authentic model documents, and engaging activities in
which you apply your skills
Presentation skills featuring contemporary examples, including coverage of smart­
phone best practices, to prepare you for the realities of workplace commu­nication
and technology
Critical thinking questions and activities in every chapter to stimulate and develop
skills
Ethics Checks in addition to guidance and tools provided through discussion ques­
tions and ethical dilemma scenarios
Teamwork skills with a heavy emphasis on professionalism and etiquette in the
workplace so that you will know how to meet employer expectations
Two employment chapters that present the latest trends in job searching, inter­
viewing, and résumé writing, along with current, effective résumé models, tips for
mobile devices and apps, and LinkedIn advice
SOCIAL MEDIA NETWORKS AND MOBILE TECHNOLOGY
Trusted authors Mary Ellen Guffey and Dana Loewy and adapting author Esther Griffin
understand social and mobile! The authors address workplace use of social media and
communication technology in a chapter solely dedicated to best practices on the job.
Because these skills are fundamental in the contemporary world of work, social media and
communication technology are integrated in each chapter. Every chapter reflects the pervasive influence of communication technology on business writing. This state-of-the-art
coverage makes it clear that writing is more important than ever in the digital world.
xiv
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
FEATURES
The 3-x-3 writing process provides students with a proven three-step strategy for developing effective communication.
Model documents enable students to better understand strategies highlighted in
the text.
Concept Checks are now featured in every chapter for each learning objective. These
critical thinking questions and activities allow students to review and process information as they work through each chapter.
Spotlight on Communication (Canadian case studies) begin and end every chapter
and create opportunities to stimulate vigorous in-class or online discussion of topics.
Case Connections (brief Canadian case studies) are now included in every chapter and
feature additional critical thinking questions to further engage students with the chapter’s concepts.
MindTap Callouts point students to online video interviews with Canadian industry professionals to support concepts discussed in the text.
End-of-chapter activities offer the most complete, descriptive, understandable, and relevant activities on the market.
Coverage of the latest digital media illustrates the professional uses of Twitter,
LinkedIn, instant messages, podcasts, blogs, and wikis in numerous figures and model
documents. Integrated coverage and applications of the latest digital technologies and
mobile devices emphasize best practices and help students understand the difference
between professional and social applications.
Focus on soft skills provides up-to-date guidance on acceptable professional behaviour
and business etiquette for today’s digital workplace.
Extensive coverage of interview types includes online, video, and virtual interviews,
ensuring that students are better prepared for entering the workforce.
The Style Guide for Business Communication: Process and Product is included in the
textbook as appendixes that offer students a quick and easy reference for grammar and
mechanics, as well as documentation formatting. These appendixes contain a Guide to
Documentation Formats, the Grammar and Mechanics Guide, and the answers to the
end-of-chapter Grammar and Mechanics reviews.
NEW TO THE EDITION
●●
●●
●●
New Concept Check sections have been added to every chapter so students can
review content and test their knowledge as they progress through the textbook.
New Case Connections provide more opportunity for critical thinking as students
analyze Canadian case studies and apply concepts.
Updated Spotlight on Communication boxes in every chapter explore relevant
communication strategies and challenges at organizations across Canada, including
Editors Canada, Makivik Corporation, Immersive Tech, and The David Suzuki
Foundation.
Introduction
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
xv
●●
●●
●●
●●
MindTap callouts point students to online video interviews with Canadian industry
professionals to support concepts discussed in the text.
Increased Canadian content includes updated research and statistics, new figures,
more Indigenous content, and the pandemic’s impact.
Bias-free language has been integrated throughout the textbook for inclusivity
and is highlighted as a best-practice in chapter content and the Grammar and
Mechanics Guide.
New end-of-chapter activities will help students develop workplace writing,
presenting, team, and social media skills.
INSTRUCTOR’S RESOURCES
The Process and Product Instructor’s Resource Centre
On this password-protected site, instructors will find all their supplements in one convenient and easy-to-use place, including instructor’s manual, PowerPoints, solutions,
cases, additional exercises and handouts, simulations, grammar support, and much,
much more. Go to login.cengage.com to access the ultimate tools for customizing lectures and presentations.
Test Bank: This resource includes more than 900 multiple-choice questions written
according to guidelines for effective construction and development of higher-order
questions. Also included are 460 true/false questions, 300 completion questions, and 75
essay questions.
The test bank is available in a new cloud-based platform. Cognero® is a secure online
testing system that allows you to author, edit, and manage test bank content from any
place you have Internet access. No special installations or downloads are needed, and the
desktop-inspired interface, with its drop-down menus and familiar, intuitive tools, allows
you to create and manage tests with ease. You can create multiple test versions in an instant
and import or export content into other systems. Tests can be delivered from your learning
management system, your classroom, or wherever you choose.
PowerPoint: Microsoft® PowerPoint® lecture slides for every chapter have been created.
There is an average of 40 slides per chapter, many featuring key figures, tables, and photographs from Business Communication: Process and Product. Principles of clear design
and engaging content have been incorporated throughout, making it simple for instructors to customize the deck for their courses.
Image Library: This resource consists of digital copies of figures, short tables, and photographs used in the book. Instructors may use these JPEGS to customize the PowerPoint
or create their own PowerPoint presentations.
Instructor’s Manual: This resource is organized according to the textbook chapters and
addresses key educational concerns, such as typical obstacles students face and how to
address them. Other features include in-class and online activities, discussion starters,
technology links, solutions and answer keys, and much more.
MindTap
MindTap is the digital learning solution that powers students from memorization to
mastery. It gives instructors complete control of their course—to provide engaging
content, challenge every individual, and build student confidence. Instructors can customize interactive syllabi to emphasize priority topics as well as add their own material
or notes to the ebook as desired. This outcome-driven application gives instructors the
tools needed to empower students and boost both understanding and performance.
xvi
Introduction
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
STUDENT RESOURCES
MindTap
Modern students require modern solutions. MindTap is a flexible, all-in-one teaching
and learning platform that includes the full ebook, a customizable learning path, and
various course-specific activities that drive student engagement and critical thinking.
The MindTap that accompanies this textbook includes the following:
●●
Animated model documents
●●
Video cases and interviews with Canadian industry professionals
●●
Aplia™ offers high-quality, auto-graded assignments that ensure students put forth
effort on a regular basis throughout the term.
●●
Study tools like practice quizzes, chapter PowerPoint summaries, and flashcards
●●
ReadSpeaker will read the text aloud.
●●
●●
Highlight the text and make notes in the MindTap Reader. Notes will flow into
Evernote, the electronic notebook app that is accessible anywhere when it’s time to
study for the exam.
All written assignments can be uploaded into Pathbrite, our e-portfolio app. Access
to Pathbrite continues after the MindTap access expires.
Visit cengage.ca to start using MindTap. Enter the Online Access Code from the card
included with the textbook. If a code card is not provided, instant access can be purchased
at CengageBrain.com.
Introduction
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
xvii
Appreciation for Support
I am very pleased to introduce the updated content of the seventh brief Canadian edition of
Business Communication: Process and Product. The Cengage Canada team owes a huge debt
of gratitude to Dr. Mary Ellen Guffey, whose exceptional market-driven texts and ancillaries,
now written in conjunction with Dr. Dana Loewy, form the foundation and framework of the
Canadian edition.
I’d like to extend a warm thank you to the amazing team of professionals at Cengage
Canada, including Imoinda Romain, Lenore Taylor-Atkins, Catherine Gillespie-Lopes, Alexis
Hood, as well as to copyeditor Dawn Hunter. Their expertise and guidance have been invaluable
during the development of this edition.
Our team appreciates those instructors and students who continue to choose Business
Communication: Process and Product, especially those who provide both formal and informal
feedback. No successful textbook reaches a No. 1 position without a great deal of help. The
Cengage Canada team is grateful to the reviewers and other experts who contributed their pedagogic and academic expertise to shaping Business Communication: Process and Product. Those
who had a specific impact on the content of this edition include the following:
Lisa Deighan, New Brunswick Community College
Chelsea Budd, Saskatchewan Polytechnic
Candice Dyck, College of New Caledonia
Edie Lowes, Okanagan College
Marina Arkley, Seneca College
I want to extend my gratitude to the faculty and students who provided their wisdom and
support during the writing of this edition. Thank you also to my children for their love and
strength.
Esther Griffin
xviii
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
UNIT 1
Atit Phetmuangtong/EyeEm/Getty Images
Communication
Foundations
CHAPTER 1
CHAPTER 2
CHAPTER 3
Business Communication in the
Digital Age
Professionalism: Team,
Meeting, Listening, Nonverbal,
and Etiquette Skills
Intercultural Communication
IN UNIT 1, YOU WILL DEVELOP THE
FOLLOWING EMPLOYABILITY SKILLS:
EMPLOYABILITY AND SOFT SKILLS
Oral and Written Communication
✓
Information Management
✓
Critical Thinking
✓
Problem Solving
✓
Active Listening
✓
Professional Work Behaviours
✓
Goal-Setting
✓
Agility
✓
Adaptability
✓
Personal and Social Responsibility
✓
Ethical Decision Making
✓
Engagement
✓
Innovation and Creativity
✓
Learning Worker Attitude
✓
Team Building
✓
Accountability
✓
Project Collaboration
✓
Online Tools and Social Media
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
1
✓
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1
CHAPTER
Compassionate Eye Foundation/Mark Langridge/Getty Images
Business Communication
in the Digital Age
LEARNING OBJECTIVES
After studying this chapter, you should be able to
1 Explain how communication skills fuel career success, and
understand why writing skills are vital in a digital, mobile,
and social-media-driven workplace.
2 Identify the skills for success in the hyperconnected 21stcentury workplace and competitive job market.
3 Describe significant trends and technologies in today’s
dynamic work environment.
4 Understand the nature of communication and its barriers.
5 Examine critically the flow of communication in
organizations, explain the importance of effective media
choices, and understand how to overcome typical barriers
to organizational communication.
6 Analyze ethics in the workplace, understand the goals of
ethical business communicators, and choose the tools for
doing the right thing.
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
SPOTLIGHT ON COMMUNICATION: PART 1
Canadian Tire and Myant Inc.—Smart Technology and Innovation
Reprinted courtesy
of Myant
Founded in 1922, Canadian Tire is seen by many as a Canadian institution—it even has its own money. And at a time
when so many Canadian companies are being sold to U.S.
owners, Canadian Tire is still wholly ours!2 Canadian Tire
remains competitive by forming industry partnerships and
responding to the evolving market.
Canadian Tire Corporation (CTC) recently partnered with Myant Inc., a textile computing
company, to offer “wearable computing and smart textiles” at all its retail stores. 3 Myant’s
innovative technology is integrated into footwear and apparel with comfort and safety in
mind:
Myant knits sensors and actuators into everyday textiles, giving them the ability
to sense and react to the human body. This continuous bidirectional interface to
the human operating system will empower humanity to transform its capabilities and performance, help people proactively manage health and deliver
treatment, and allow us to build better connections to our own selves and those
around us.
Myant believes that textiles are an ideal medium for interaction with the
human body. While many technological advancements necessitate radical change
in behavior to be widely adopted, textiles have the benefit of being familiar to all
people across society, inconspicuously integrated into our daily lives, and pervasive across all environments.4
CRITICAL THINKING
●●
●●
How are Canadian Tire
and Myant Inc. meeting
the demands of today’s
marketplace?
What skills do you think
businesspeople need
to succeed in today’s
workplace?
Tony Chahine, founder and CEO of Myant, shares his mission: “We have developed the
capabilities required to design, engineer and manufacture connected textile solutions so that
other innovators, be they large enterprises or small startups, can help deliver on the promise
of Textile Computing.”5
Responding to the market and adopting new technologies like Textile Computing has
helped Canadian Tire maintain its position as Canada’s biggest auto-parts and household-goods
retailer.
Communicating in the Digital World
What kind of workplace will you enter when you graduate, and which skills will you need to
be successful in it? Expect a fast-paced, competitive, and highly connected digital environment. Communication technology provides unmatched mobility and connects individuals at
any time and from anywhere in the world. Today’s communicators interact by using multiple
electronic devices and access information stored in remote cloud locations.
This mobility and instant access explain why increasing numbers of workers must respond
quickly and be available practically around the clock. Progressive businesses have recognized
the power of social media networks and seek to engage their customers and other stakeholders
where they meet online. Communication no longer flows one way; rather, electronic media
have empowered the public to participate and be heard. In this increasingly complex, networked environment, communication skills matter more than ever.6 When competition for
jobs is keen, job candidates with exceptional communication skills immediately stand out.
In this chapter, you will learn about communication skills in the digital era and about
the changing world of work. Later you will study tools to help you negotiate ethical minefields and do the right thing. Each section covers the latest information about communicating
in business and provides tips that will help you function effectively and ethically in today’s
workplace.
LEARNING
OBJECTIVE 1
Explain how
communication skills
fuel career success,
and understand why
writing skills are vital in a
digital, mobile, and socialmedia-driven workplace.
Chapter 1 Business Communication in the Digital Age
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
3
Communication Skills: Your Pass to Success
NOTE
Surveys of employers consistently show that communication skills are critical to effective job
placement, performance, career advancement, and organizational success. In making hiring
decisions, employers often rank communication skills among the most valued. Many job
advertisements specifically ask for excellent oral and written communication skills. When
executives were asked what they looked for in a job candidate, the top choices were general
communication skills, interpersonal skills, and teamwork skills. The majority of employers
also said that communication skills are at least as important as technical skills for entry-level
and management positions.7
Writing skills are especially important today. Technology enables us to transmit messages
more rapidly, more often, and more widely than ever before. Writing skills are also significant because many people work together but are not physically together. They stay connected
through spoken and written messages.
Because this is a wellresearched textbook,
you will find small
superscript numbers
in the text. These
announce information
sources. Full citations
are located in the Notes
section at the end of
each chapter.
Employability Skills
The Conference Board of Canada, an organization dedicated to evidence-based, not-forprofit applied research, has determined the employability skills required in the workplace:
“Employability Skills 2000+ are the employability skills, attitudes, and behaviours you need
to participate and progress in today’s dynamic world of work.”8 This includes fundamental,
personal management, and teamwork skills.9
This textbook is designed to build and strengthen many of the employability skills that
you will require in the workplace. Special attention is given to writing skills because they are
difficult to develop and increasingly significant in e-communication.
Writing in Today’s Workplace
Writing matters more than ever because the online media require more of it, not less.10 Ever
since the digital revolution swept the workplace, most workers write their own messages. An
important employer survey by Hart Research Associates supports this view. When hiring,
employers look for a broader range of skills and place strong value on “written and oral
communication skills, teamwork skills, ethical decision making, critical thinking, and the
ability to apply knowledge in real-world settings.”11 Developing these skills in this course
will help you stand out.
© Andrey_Kuzmin/Shutterstock
It’s Up to You: Communication
Skills Can Be Learned
Job candidates with exceptional communication skills
instantly stand out. Communication skills are critical to
career success.
4
By enrolling in a business writing class, you have already
taken the first step toward improving or polishing your
communication skills. The goals of this book include
teaching you basic business communication skills, such
as how to write an effective e-mail or a short message on
a mobile device. You will also learn how to write a persuasive cover letter and résumé and how to make a memorable
presentation.
Thriving in the challenging work world depends on
many factors, some of which you cannot control. However,
one factor that you do control is how well you communicate.
You are not born with the abilities to read, listen, speak, and
write effectively. These skills must be learned. This book
and this course may well be the most important in your
entire college or university curriculum because they will
equip you with the skills most needed in today’s fast-paced
workplace.
Unit 1 Communication Foundations
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
Concept Check
1. In what ways can a lack of oral and written communication skills affect your performance on the
job?
2. Individually or in teams, check the listings at an online job board such as Monster, Workopolis,
CanadianCareers, or CollegeGrad. Follow the instructions to search job categories and locations.
Find three to five job listings in your field of interest. Examine the skills requested. How often do
the ads mention communication and teamwork skills? What tasks do the ads mention? Prepare a
list of the most frequently requested skills. Discuss your findings with your team members.
Tools for Success in the 21st-Century Workplace
Information technology has changed how we work, play, and communicate in distinct ways.
It has never been easier to access and share information via various digital media from a vast
network of sources and to distribute it nearly instantly and to widespread audiences.12 What
hasn’t changed is that our communication skills need time and effort to develop.
Achieving literacy in the digital age means not only using multimedia applications but
also using technology thoughtfully and in a professional manner to achieve success. The
21st-century economy depends mainly on information and knowledge. Previously, in the
Industrial Age, raw materials and physical labour were the key ingredients in the creation of
wealth. Today, however, individuals in the workforce offer their knowledge, not their muscles.
Knowledge workers (a term first coined by management guru Peter Drucker) are paid for their
education and their ability to learn.13
More recently, we are hearing the term learning worker to describe those who not only
have acquired knowledge through their diplomas and degrees but also have developed the
knowledge of how to learn.14
As workplaces grow and change, “learning workers have the skills to learn as they go,
adapt, and apply their learning to new situations and issues.”15 Learning workers position
themselves to become organizational leaders, anticipating and adapting to industry changes,
which makes them valuable, innovative employees.16
In such a demanding environment, continual, lifelong learning will make you more competitive and valuable to employers.17 An adaptable, highly skilled workforce is well equipped
to weather any economic climate, as well as global competition.
LEARNING
OBJECTIVE 2
Identify the skills
for success in the
hyperconnected 21stcentury workplace and
competitive job market.
Why Should You Care?
Thinking Critically in the Digital Age
Whether you work in m-commerce (mobile technology businesses), e-commerce (Internetbased businesses), or brick-and-mortar commerce (businesses with a physical location), nearly
three out of four jobs will involve some form of mind work. Jobs that require thinking, brainpower, and decision-making skills are likely to remain plentiful. To be successful in these jobs,
you will need to be able to think critically, make decisions, and communicate those decisions.
© Marish/Shutterstock
As a worker in the digital age, you can expect to be generating, processing, and exchanging
information. You will need to be able to transmit it effectively across various communication
channels and multiple media. You might be called upon to use e-mail, electronic slide presentations, wikis, podcasts, or Facebook and other social media in a professional setting. With added
job responsibilities, you will be expected to make sound decisions and solve complex problems.
In one report, Canadian employers identified the ability to adapt quickly to the job, as
well as flexibility and on-demand availability, right behind skills and knowledge.18 You are
learning to think, read, and ask questions in a networked world that is accessed with computers, tablets, smartphones, wearable devices, and more. The avalanche of information that
engulfs you daily requires you to evaluate all sources critically because information flows at a
great speed, across various media, and in many directions.19
It has never been easier
to access and share information via various digital
media from a vast network
of sources and to distribute it instantly to widespread audiences.
Chapter 1 Business Communication in the Digital Age
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
5
FIGURE 1.1 Osborn-Parnes Creative Problem-Solving Process
1
Explore the
Challenge
2
Generate
Ideas
3
Implement
Solutions
Identify the
challenge.
Come up with
many ideas to
solve the problem.
Select and
strengthen solutions.
Gather information
and clarify the
problem.
Pick the most
promising ideas.
Plan how to bring
your solution to life
and implement it.
When your boss or team leader says, What do you think we ought to do? you want to be
able to supply good ideas and demonstrate that you can think critically. This means having
opinions that are backed by reasons and evidence. Faced with a problem or an issue, most of
us do a lot of worrying before separating the issues or making a decision. Figure 1.1 provides a
three-point plan to help you think critically and solve problems competently. Understanding
the problem is essential and must come first. Generating and selecting the most feasible ideas
is the intermediate step. Finally, the problem-solving model prompts you to refine, justify,
and implement the solution. At the end of each learning objective and chapter in this text, you
will find activities and problems that will help you develop and apply your critical-thinking
skills.
Managing Your Career Well: Guarding Your
Credibility
In the dynamic, highly competitive world of work, not even the most talented postsecondary
graduate can afford to send out résumés, kick back, and wait to be discovered. You will need
to be proactive and exercise greater control over your career than college and university graduates before you did.
In the networked professional environment of the digital era, you must manage and guard
your reputation—at the office and online. How you present yourself in the virtual world,
meaning how well you communicate and protect your brand, may very well determine how
successful your career will be. Thoughtful blog posts, well-crafted messages on social media,
and competent e-mails will help you make a positive impression.
Succeeding in a Competitive Job Market
In an unstable economy and a tight job market, you may rightly worry about finding work.20
It’s important to keep in mind that a prospective employee must meet the employer’s fundamental criteria, including having the required major, course work, and grade point average
(GPA). Employers then look for communication skills, a strong work ethic, the ability to work
in a team, and initiative.21 Similar results from another employer survey are summarized in
Figure 1.2.
If you are able to communicate effectively about work that is increasingly complex and
intellectually demanding, you will be more likely to secure employment even in a tough
market. Job candidates needing remediation in basic skills will be last on the list of potential
new hires.
6
Unit 1 Communication Foundations
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
FIGURE 1.2 Survey Shows the Skills Employers Want
In general, when evaluating potential entry-level hires, which of the
following attributes matter most to your company?
People skills/relationship building
Communication skills
Problem-solving skills
Analytical abilities
Leadership skills
Industry-specific knowledge and experience
Functional knowledge
Technological literacy
Project management skills
Creative thinking
1st priority
Other
0
10
20
2nd priority
30
40
Total Respondents
3rd priority
50
60
Source: Preliminary survey report: the skill needs of major Canadian employers. Copyright 2014. Taking Action for Canada: Jobs and Skills for the 21st
Century, an initiative of the Canadian Council of Chief Executives (CCCE).
Concept Check
1. In what ways do you see yourself as a learning worker for your current or future employer?
2. Refer to the employability skills listed on the Unit 1 opening page. Write down your five strongest
skills related to your chosen career field. How did you develop these skills? Now write down your
five weakest skills related to your chosen career field. What can you do to strengthen these skills?
Trends and Challenges Affecting You in the
Information Age Workplace
Today’s workplace is changing profoundly and rapidly. As a communicator in the workplace, you
will undoubtedly be affected by many trends. Some of those trends include new communication
technologies, such as social media; expectations of around-the-clock availability; and global competition. Other trends include flattened management hierarchies, the gig economy, team-based
projects, a diverse workforce, and the mobile or virtual office. The following overview reveals
how communication skills are closely tied to your success in a constantly evolving workplace.
LEARNING
OBJECTIVE 3
Describe significant
trends and technologies
in today’s dynamic work
environment.
Social Media and Changing Communication
Technologies
Interacting with others on social media has become a daily necessity for many Canadians.
Most larger organizations are completely plugged in and have created a positive presence with
the help of both traditional and social media.
Chapter 1 Business Communication in the Digital Age
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
7
Images, clockwise from top left: Instagram; Twitter; DFree/Shutterstock; YouTube
FIGURE 1.3 Some YouTube, Instagram, and Twitter Facts
Lilly Singh has a strong presence on social media.
5.8 million
Twitter
followers
8.8 million
Instagram
followers
14.8 million
YouTube followers
Social Media Growth. Even the most reluctant late adopters of technology eye the
explosive growth of social media networks in the last decade with some interest. After all, online
communities continue to draw huge numbers of people from all over the world. Consider Lilly
Singh, a YouTube influencer, whose career was built on having a strong social media presence,
as Figure 1.3 illustrates. In 2019 WhatsApp had 1 billion users,22 Facebook had 1.56 billion daily
active users on average,23 and Twitter had 330 million monthly active users.24 Eighty-four percent
of Canadian adults have a Facebook account, with 46 percent on LinkedIn and 42 percent on
Twitter.25 According to Statistics Canada, “nearly all Canadians under the age of 45 use the
Internet every day” (see Figure 1.4). 26
Go to section 1-3a in
MindTap, where you can
watch a video featuring
Candice Wong, the owner
of a physiotherapy clinic,
discuss the importance of
social media for her business.
Word of Mouth. Positive and negative comments can travel instantly at the speed of
a few mouse clicks. Because bad customer-service experiences can lead to lifelong grudges,
tech-savvy companies are embracing digital tools to connect with consumers, invite feedback,
and improve their products and services.27 Figure 1.5 illustrates many new office and
communication technologies you will use in today’s workplace.
FIGURE 1.4 Canadians’ Internet Usage
Nearly all Canadians under the age of 45 use the Internet every day.
100
Percentage
80
60
40
20
0
15–24
25–34
35–44
45–54
55–64
65–74
75+
Age
Daily
A few times a week
Did not use Internet in the past month
Source: Adapted from Statistics Canada. November 14, 2017. The Internet and Digital Technology. https://www150.
statcan.gc.ca/n1/pub/11-627-m/11-627-m2017032-eng.htm (accessed August 31, 2020).
This does not constitute an endorsement by Statistics Canada of this product.
8
Unit 1 Communication Foundations
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
FIGURE 1.5 Communication and Collaborative Technologies
ArthurStock/Shutterstock
Communication Technologies at Work
Becoming familiar with communication technology
can help you succeed on the job. Today’s workplace
is shaped by mobile devices, mobile apps, and social
media networks. With today’s tools you can exchange
ideas, solve problems, develop products, forecast future
performance, and complete team projects any time of the
day or night from anywhere in the world.
Cloud Computing
Telephony: VoIP
Increasingly, applications and data are stored in remote
locations online, instead of on costly in-house servers.
Businesses and individuals use Dropbox, Google Drive,
iCloud, and other cloud-based services to manage and
store their data.
Internet protocol (VoIP) technology uses a broadband
Internet connection, which eliminates telephone charges.
Many businesses are opting for free or low-cost Internet
telephony sites, such as Skype or FaceTime.
Mobile Apps and Digital Convergence
Web Conferencing
Mobile apps are the software that enables smartphones to
run and accomplish amazing feats. Despite their size
limitations, mobile apps rival the capabilities of full-fledged
software applications. With mobile apps and connectivity
between TVs and computers, technology is converging,
consolidating into increasingly powerful devices.
With services such as GoToMeeting, WebEx, and Microsoft
Live Meeting, all you need is a computer or a smart device
and an Internet connection to hold a meeting (webinar)
with customers or colleagues in real time. Web conferencing
incorporates screen sharing, chats, slide presentations,
text messaging, and application sharing.
Social Media
Videoconferencing
Tech-savvy companies use microblogging services, like
Twitter, to issue up-to-date news, link to their blogs and
websites, announce events and promotions, and track what
is being said about their products. Businesses also use social
networks such as Facebook and Instagram to interact with
customers and build their brands.
Videoconferencing allows participants to meet in special
conference rooms equipped with cameras and television
screens where they can share applications, spreadsheets, and
presentations. The technology extends from Internet
applications, like Skype, Zoom, and Blue Jeans, to sophisticated
software that delivers HD-quality audio and video.
Voice Recognition
Electronic Presentations and Data Visualization
Voice recognition software enables users to dictate up to 160
words a minute with accurate transcription. It also improves
accessibility for workers with disabilities. Users can compose
documents and e-mails, enter data, browse online, and
control their devices—all by voice.
Business presentations in PowerPoint, Prezi, or Keynote can
be projected from a laptop or tablet, or posted online.
Sophisticated presentations may include animation, sound
effects, digital photos, video clips, or hyperlinks to Internet
sites.
Wearable Devices
Blogs and Wikis
The most recent trend in mobile computing is wearable
devices. Fitbit, Google Glass, Apple Watch, and similar
accessories do more than track fitness activities. They are
powerful mobile devices in their own right that can sync
with other smart electronics.
Businesses use blogs to keep customers and employees
informed and to receive feedback. A wiki is a site that allows
multiple users to collaboratively create and edit digital files
and media. Wikis for business include Confluence, Socialtext,
and Jive.
Chapter 1 Business Communication in the Digital Age
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9
New Skills. A business communicator must develop a tool kit of new communication
skills. You will want to know how to select the best communication channel, how to use each
channel safely and effectively, and how to incorporate the latest technologies and search tools
efficiently. All these topics are covered in this book.
Anytime, Anywhere: 24/7/365 Availability
Although the dizzyingly fast connectedness across time zones and vast distances offers businesses and individuals many advantages, it also comes with more responsibility.
Increased Availability. As you rise on the career ladder, you may be expected to work
long hours without extra compensation. You’re expected to be available practically at any time
and from anywhere should a crisis strike at work. In the last two decades, the line between
work and leisure has become increasingly blurry.
Anywhere Contact. In many industries, workers are expected to remain tethered to
their workplaces with laptops, tablets, and smartphones around the clock and on weekends.
The office of the future is mobile and always open.
The Global Marketplace and Competition
The rise of new communication technologies, the removal of trade barriers, advanced forms
of transportation, and saturated local markets—all these developments have encouraged
companies to move beyond familiar territories to emerging markets around the world. Small,
medium, and large companies in North America and abroad have expanded overseas.
Diversity and Distance. People in other countries may practise different religions,
follow different customs, live different lifestyles, and rely on different approaches in business.
Now add the complications of multiple time zones, vast distances between offices, and
different languages. No wonder global communicators can stumble.
Cultural Awareness and Skills Training.
Successful communication in new mar­
kets requires developing new skills and attitudes. These include cultural awareness, flexibility,
and patience. Because these skills and attitudes may be difficult to achieve, you will receive
special communication training to help you deal with intercultural business transactions.
Shrinking Management Layers
In traditional companies information flows through many levels of managers. In response to
intense global competition and other pressures, however, innovative businesses have for years
been cutting costs and flattening their management hierarchies.
Flatter Organizations. This flattening means that fewer layers of managers separate
decision makers from line workers. In flat organizations, in which the lines of communication
are shorter, decision makers can react more quickly to market changes.
Communication Challenges.
In the past authoritarian and hierarchical manage­
ment structures did not require that every employee be a skilled communicator. Managers
simply passed along messages to the next level. Today, however, frontline employees
and managers participate in critical thinking and decision making. Corporate Travel
Management Solutions, with its head office based in Concord, Ontario, has experienced
rapid growth because of its flat management structure. CEO Tom Osovitzki states
that “avoiding layers of middle management gives the company an edge over its bigger
competitors, including Amex and Carlson Wagonlit Travel, because it can offer more
personalized service.” When frontline employees are empowered to make decisions, “issues
get resolved in five minutes, not five days.”28 In flat organizations, nearly everyone is a
writer and a communicator.
10
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FIGURE 1.6 Agile Workers
Top Five Attributes of Agile Workers
26%
1 Skills/
knowledge
18%
20%
2 On-demand
availability
3 Flexibility with time
and work schedules
15%
4 Ability to adapt
quickly to the job
11%
5 Breadth of
experience
Source: Randstad. (n.d.). Workforce 2025: The future of the world of work. Retrieved from http://content.randstad.ca/hubfs/workforce2025/Workforce
-2025-Randstad-Part1.pdf. Courtesy of Randstad Canada.
The Gig Economy and Agile Workers
Not unlike musicians who travel from city to city doing gigs, today’s workers can be expected
to work contract to contract with various employers and organizations as part of the gig
economy. To thrive in the gig economy, Canadians need to become agile workers.
Agile Workers. Workforce agility is “the ability of employees and organizations to
remain steadfast and maintain productivity in the face of change.”29 To adapt to change,
many employers opt for a staffing model that includes nontraditional workers (self-employed,
independent contractors, and contingent workers) who are agile and adaptable. Currently,
nontraditional workers make up 30 percent of the workplace, and this contributes to the gig
economy. Agile workers need to possess knowledge and skills, but they also need to be well
organized and adaptable with a breadth of experience (see Figure 1.6).30
Collaborative Environments and Teaming
Teamwork has become a reality in business. Many companies have created cross-functional
teams to empower employees and boost their involvement in decision making. Such stable
teams of people have learned to work well together over time.
Cooperative Teams. Whether companies form standing or ad hoc teams, individuals
must work together and share information. Working relationships can become strained
when individuals don’t share the same location, background, knowledge, or training. Some
companies even hire communication coaches to help teams get along. Such experts work to
develop interpersonal, negotiation, and collaboration techniques. However, companies would
prefer to hire new workers who already possess these skills.
ETHICS CHECK
Too Connected?
Office workers use
smartphones, e-mail,
voice mail, and text
messaging. Many are
literally always on call
and feel overwhelmed.
What are the limits of
connectedness, and
what is the expected
response time for
various media?
Growing Workforce Diversity
In addition to pervasive communication technology, advanced team management, and distant work environments, today’s workplace is changing in yet another area.
Multilingual Society. In the most recent census, the number of Canadians who speak
a language other than English or French at home rose to 7.6 million. This is up 14.5 percent
since the 2011 census.31 Statistics Canada predicts that by 2031 approximately one third of the
people in the Canadian labour force will be foreign born.32 For the population of Canadians
who currently speak a language other than French or English, at least some of the time, the
most prominent languages are Mandarin, Cantonese, Punjabi, Spanish, Tagalog, and Arabic.33
English and French bilingualism is at an all-time high at 18 percent of Canada’s population.
As well, the number of people speaking First Nations, Métis, and Inuit languages has grown
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11
by 3.1 percent over the past 10 years. There are over 70 Indigenous languages in Canada in 12
language groups.34 With more Indigenous youth learning to speak their languages, 228,770
people are speaking Indigenous languages at home.35
Gender Perspectives. In Canada a woman earns 87 cents for each dollar a man earns.36
Some of this can be attributed to the following:
●●
The over-representation of women in part-time work
●●
The labour market segmentation of women in low paying sectors
●●
Women’s lack of representation in senior positions
●●
Bias and discrimination in the workplace
●●
Women’s greater share of unpaid work 37
However, according to statisticians, discrimination accounts for 10 to 15 percent of the gender
wage gap.38
The gender wage gap increases for transgender women in Canada. While 71 percent have
postsecondary credentials, 50 percent of transgender individuals earn $15,000 or less per
year.39
Older Workers. In addition to the increasing numbers of women and members of
minority groups, the workforce will see a big jump in older workers. The Canadian census
recorded 1.1 million older workers in the labour market.40 By 2021 workers 55 and older
made up one quarter of the labour force.41 Because of these and other demographic trends,
businesses must create work environments that value and support all people.
Diversity. Teams made up of people with various experiences are more likely to create the
products that consumers demand. Customers also want to deal with companies that respect
their values. Communicating in this diverse work environment requires new attitudes and
skills. Learning to cooperate and communicate successfully with diverse coworkers should be
a major priority for all businesspeople.
Virtual and Nonterritorial Offices
Open, nonterritorial
workspaces require a new
kind of etiquette. Some
companies have instituted
rules on sharing open
office space:
Victor Metelskiy/Shutterstock
Open Office Rules
You may have heard people refer to the virtual office, a workspace that’s mobile and decentralized. Today’s physical work environments are changing profoundly. Thanks largely to
Internet and data access, millions of workers have flexible working arrangements so they can
work at home, on the road, and at the customer’s place of business.
Nonterritorial Workspaces. Approximately 1.7 million Canadians work from home,
not including those who are self-employed.42 To save on office real estate costs, a number of
companies provide nonterritorial workspaces. Also known as mobile platforms and hot desks,
these unassigned workspaces are up for grabs. The first to
arrive gets the best desk and the corner window.43
1. Don’t hang around.
2. Limit chitchat.
3. Don’t sneak up on anyone.
4. Don’t eavesdrop or
otherwise spy on others.
5. Speak in a soft voice.
6. Wear headphones.
Open-Plan Spaces. Even in more traditional
offices, employees work in open-plan spaces with flexible
workstations, shared conference rooms, and boomerangshaped desks that save space and discourage territorial
behaviour while encouraging casual interaction and
spontaneous collaboration.
Global Pandemic Impact
Job Losses. When the COVID-19 pandemic locked down businesses and forced
individuals to stay home to reduce the spread of the virus, Canada reported 1 million job
losses in the first month alone. The highest number of losses came from the hospitality, food,
and retail sectors. In addition, education, law, community, arts, culture, sports, and trades
sectors were greatly affected.44 Businesses and organizations had to adapt to a modified
12
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delivery of services and ensure the safety of their workers and customers as the economy
slowly reopened. The impact of the pandemic on workplaces will be felt for years to come.
Remote Workers. As Canadians adapt to life during a pandemic, many are working
from home. A study shows that “the number of Canadians working from home has grown
seven-fold.”45 Before the pandemic, 7 percent of Canadians worked from home, and within
the first few months of the pandemic, 52 percent of Canadians reported they were working
remotely.46 As a result, communication technology and online business skills are more
important than ever. Look back at Figure 1.5 for a list of communication technologies that
are in demand.
Concept Check
1. How has the global pandemic affected work practices in Canada?
2. Refer to Figure 1.5. Within the next five years, what technologies do you think will dominate the
workplace? Write a list of the top three technologies. Do you have these technological skills?
Understanding the Nature of Communication
The digital revolution with electronic transmission of messages has profoundly changed the way
we live our lives, do business, and communicate. As the world becomes increasingly interconnected, people are sending more and more messages. However, even as we have gotten used to
e-mail, instant messaging (IM), texting, Twitter, and other interactive media, the nature of communication remains unchanged. No matter how we create or send our messages, the basic communication process consists of the same elements. It starts with an idea that must be transmitted.
In its simplest form, communication may be defined as the transmission of information
and meaning from a sender to a receiver. The crucial element in this definition is meaning.
The process is successful only when the receiver understands an idea as the sender intended
it. How does an idea travel from one person to another? It involves a sensitive process, as
shown in Figure 1.7. This process can easily be sidetracked, resulting in miscommunication.
The process of communication, however, is successful when both the sender and the receiver
understand the process and how to make it work effectively. In our discussion, we concentrate
on professional communication in the workplace so that you can be successful as a business
communicator in your career.
LEARNING
OBJECTIVE 4
Understand the nature of
communication and its
barriers.
Sender Has an Idea
The communication process begins when the sender has an idea. The form of the idea may
be influenced by complex factors surrounding the sender. These factors may include mood,
frame of reference, background, culture, and physical makeup, as well as the context of the
situation and many other factors. Senders shape their ideas based on their own experiences
and assumptions. To communicate most effectively, a sender must begin by clarifying the idea
and purpose. What exactly does the sender want to achieve? How is the message likely to be
received? When senders know their purpose and anticipate the expected response, they are
better able to shape successful messages.
Sender Encodes the Idea
The next step in the communication process involves encoding. This means converting the
idea into words or gestures that will convey meaning. A major problem in communicating
any message verbally is that words have different meanings for different people. Recognizing
how easy it is to be misunderstood, skilled communicators choose familiar, concrete words.
In choosing proper words and symbols, senders must be alert to the receiver’s communication
skills, attitudes, background, experiences, and culture.
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13
FIGURE 1.7 The Communication Process
The Communication Process
1
Sender
has an idea
2
Sender
encodes
the message
3
Sender selects
a channel
and transmits
the message
4
Receiver
decodes
the message
5
Feedback
returns to
the sender
To communicate effectively
Sender should
Sender should
• Clarify the idea
• Consider the receiver’s
• Decide on the purpose background,
communication skills,
of the message
experience, culture,
• Analyze the idea and
and context
how it can best be
• Choose concrete
presented
words and
• Anticipate the effect
appropriate symbols
on the receiver
• Encourage feedback
Sender should
Receiver should
• Consider the importance • Avoid prejudging
of the message, feedback the message
required, and interactivity • Strive to understand
• Choose a channel that
both verbal and
the receiver prefers
nonverbal cues
• Think of ways to reduce • Ignore distractions
channel noise and
• Create a receptive
distractions
environment
• Be aware of competing
• Expect to learn
messages
Receiver should
• Craft a clear and
complete response
that reveals comprehension of message
meaning
• Begin the cycle again
when the receiver
becomes the sender,
with the same
concerns
International messages require even more care. The most successful messages use appropriate words, gestures, and symbols selected specifically to match the situation. Good messages also encourage feedback and make it easy for the receiver to respond.
Sender Selects a Channel and Transmits the Message
The medium over which the message travels is the channel. Messages may be delivered by
computer, wireless network, smartphone, social media, website, letter, memorandum, report,
announcement, picture, spoken word, or some other channel. Today’s messages are increasingly carried over digital networks with much opportunity for distraction and breakdown.
Receivers may be overloaded with incoming messages or unable to receive messages clearly on
their devices. Only well-crafted messages may be accepted, understood, and acted on.
Anything that interrupts the transmission of a message in the communication process is
called noise. Channel noise may range from a weak Internet signal to sloppy formatting and
typos in e-mail messages. Noise may even include the annoyance a receiver feels when the
sender chooses an improper channel for transmission or when the receiver is overloaded with
messages and information.
Receiver Decodes the Message
The individual for whom the message is intended is the receiver. Translating the message
from its symbol form into meaning involves decoding. Only when the receiver understands
the meaning intended by the sender—that is, successfully decodes the message—does
14
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Feedback Returns to the Sender
The verbal and nonverbal responses of the receiver create feedback, a vital part of the communication process. Feedback helps the sender know that the message was received and understood. Senders can encourage feedback by asking questions such as Am I making myself clear?
and, Is there anything you don’t understand? Senders can further improve feedback by timing
the delivery appropriately and by providing only as much information as the receiver can
handle.
In the business world, receivers improve the communication process by providing clear,
descriptive, and nonjudgmental feedback. Here’s a descriptive response: I understand you
want to sell sunglasses for cool dogs, and you would call them Doggles.47 Here’s an evaluative
response: Your business ideas are always far-fetched! An evaluative response is judgmental
and doesn’t tell the sender whether the receiver actually understood the message. When the
receiver returns feedback, this person then becomes the sender of a new cycle of communication with all the same concerns as the original sender.
o01shorty10o/istock by Getty Images
communication take place. Such success is often difficult to achieve because of a number of
barriers that block the process.
No two people share the same life experiences or have the same skills. Decoding can be
disrupted internally by the receiver’s lack of attention or by bias against the sender or by competing messages. It can be disrupted externally by loud sounds or illegible words. Decoding
can also be sidetracked by semantic obstacles, such as misunderstood words or emotional
reactions to certain terms.
On the receiving end, successful decoding is more likely to be achieved when the receiver
creates a receptive environment and ignores distractions. Alert receivers strive to understand
both verbal and nonverbal cues, avoid prejudging the message, and expect to learn something.
The idea of sunglasses
for cool dogs could
receive both judgmental
and evaluative feedback.
Barriers That Create Misunderstanding
The communication process is successful only when the receiver understands the message
as intended by the sender. It sounds quite simple. Yet it’s not. How many times have you
thought that you delivered a clear message only to learn later that your intentions were
misunderstood?
You can improve your chances of communicating successfully by learning to recognize
barriers that are known to disrupt the process. Some of the most significant barriers for individuals are bypassing, differing frames of reference, lack of language skill, and distractions.
Bypassing. An important barrier to clear communication involves words. Each of us
attaches a little bundle of meanings to every word, and these meanings are not always similar.
Bypassing happens when people miss each other with their meanings.48 Bypassing can lead
to major miscommunication because people assume that meanings are contained in words.
In fact, meanings are in people. For communication to be successful, the receiver and sender
must attach the same symbolic meanings to their words. One study revealed a high likelihood
of miscommunication when people use common but vague words, such as probably, always,
never, usually, often, soon, and right away. What do these words really mean?49
Go to Chapter 1 in MindTap,
where you can watch a video
featuring Candice Wong, the
owner of a physiotherapy
clinic, discuss the importance
of job applicants having a
professional social media
presence.
Differing Frames of Reference. Another barrier to clear communication
is your frame of reference. Everything you see and feel in the world is translated through
your individual frame of reference. Your unique frame is formed by a combination of your
experiences, education, culture, expectations, personality, and other elements. As a result,
you bring your own biases and expectations to any communication situation. Because your
frame of reference is different from everyone else’s, you will never see things exactly as others
do. Wise business communicators strive to prevent miscommunication by being alert to both
their own frames of reference and those of others.
Lack of Language Skill. No matter how extraordinary the idea is, it won’t be understood
or fully appreciated unless the communicators involved have an adequate vocabulary and
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15
skill in oral and written expression. Using unfamiliar
words, jargon, and unrecognizable abbreviations can
seriously impede the transmission of meaning. You will
learn more about using plain language and familiar words
in Chapter 4.
Distractions.
FuzzBones/Shutterstock
Other barriers include emotional
interference, physical distractions, and digital interruptions.
Shaping an intelligent message is difficult when one is
feeling joy, fear, resentment, hostility, sadness, or some
other strong emotion. To reduce the influence of emotions
on communication, both senders and receivers should focus
on the content of the message and try to remain objective.
Physical distractions, such as faulty acoustics, noisy
surroundings, or a poor mobile connection, can disrupt oral communication. Similarly, sloppy appearance,
poor printing, careless formatting, and typographical or
spelling errors can disrupt written messages. Knowledge
workers are increasingly distracted by multitasking, information overload, conflicting demands, and the need to
be constantly available digitally. Clear communication
requires focusing on what is important and shutting out
interruptions.50
Studies have found that people who combine texting,
video, phone, and other activities perform tasks significantly worse than non-multitaskers. According to
researchers, our brains can do two things at once, but they
can’t do them very well. In particular, recall, focus, and
attention become impaired by information overload.51
●●
●●
●●
●●
●●
Check out section 1-4g in
MindTap, where you can
watch a video featuring
Mike Stiers, a cloud and
infrastructure engineer,
discuss the importance of the
communication process when
sending email messages.
16
Overcoming Communication
Obstacles
Careful communicators can conquer barriers in a number
of ways. To communicate successfully, recognize that the
entire process is sensitive and susceptible to breakdown.
Like a defensive driver anticipating problems on the road,
a good communicator anticipates problems in encoding,
transmitting, and decoding a message.
Effective communicators focus on the receiver’s environment and frame of reference,
considering questions such as How is that individual likely to react to my message?
Misunderstandings are less likely if you arrange your ideas logically and use words
precisely, creating an environment for useful feedback.
In oral communication this means asking Do you have any questions? and encouraging
listeners to repeat instructions or paraphrase ideas.
In written communication it also means providing access: Here’s my phone number so
that you can give me your response immediately.
In addition to expressing yourself well, successful communication is listening and providing feedback that describes rather than evaluates.
Concept Check
1. What is the definition of communication?
2. Consider a time when you were misunderstood. What were the barriers to communication? How
did you overcome the misunderstanding?
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Information Flow and Media Choices in Today’s
Workplace
LEARNING
OBJECTIVE 5
You may want to connect with friends and family for a specific reason or just for fun. However,
businesspeople usually communicate strategically—that is, purposefully, hoping to achieve a
particular outcome. Business communication functions can be summarized in three simple
categories: (a) to inform, (b) to persuade, and (c) to promote goodwill. Most business messages
have one of these functions as their purpose. Informing or sharing information is perhaps the
most common communication function in all organizations today.
As discussed earlier, social media, flattened management structures, mobility, interactivity, and mobile devices have all changed the way we communicate at work. One major shift
is away from one-sided, slow forms of communication, such as hard-copy memos and letters,
to interactive, instant, less paper-based communication. On the job you will have an array of
media to help you share information and stay connected both internally and externally. You
will need to know which medium is most suitable to accomplish your goal and be able to distinguish between formal and informal channels.
Examine critically the
flow of communication
in organizations, explain
the importance of
effective media choices,
and understand how
to overcome typical
barriers to organizational
communication.
Internal and External Communication
Despite the range of interactive technologies, businesspeople are still working with two basic
forms of communication: oral and written. Each has advantages and disadvantages, as summarized in Figure 1.8. These general rules apply whether the communication is directed at
audiences inside the organization or outside.
FIGURE 1.8 Comparing Forms of Organizational Communication
Communication
Deliverables/Form
Advantages
Disadvantages
Paper-based (hard copy)
Memos, letters,
employee newsletters,
brochures, performance
appraisals, pay-packet
enclosures, agendas
and minutes, internal
and external reports,
questionnaires
Creates a permanent
record, is convenient to
distribute, may be
economical, promotes
comprehension and
recall, allows precise and
uniform expression, gives
audience flexibility in
when and how to receive
content
Leaves a paper trail,
requires skill and effort
to produce, lacks verbal
cues and warmth,
cannot be immediately
adjusted to audience
feedback, may seem
impersonal
Digital (soft copy)
E-mail, newsletters,
brochures, instant messages,
websites, intranets, blogs,
social media posts, agendas
and minutes, internal and
external reports,
questionnaires
In addition to all the
advantages of paper
output, is more economical
than paper, can be mass
produced and distributed,
allows mobile access
anytime and anywhere
Leaves a permanent
digital footprint, can lead
to public embarrassment
on a massive scale, may
be inaccessible to
unplugged audiences, is
subject to malfunctions
Telephone calls, face-to-face
conversations, in-person
meetings, conferences,
team addresses, seminars,
workshops, training
sessions, roundtables,
teleconferences
Provides immediate
feedback, can be
adjusted to the audience,
can be delivered quickly,
supplies nonverbal cues,
may create a warm
feeling, can be powerful
Lacks a permanent
record (unless recorded),
may contain careless or
imprecise expression,
may be inappropriate
for formal or complex
ideas, does not promote
easy recall
@
Oral
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17
Internal communication includes exchanging ideas and messages with superiors, co-­
work­ers, and subordinates. When those messages must be written, you will probably choose
e-mail—the most prevalent communication channel in the workplace today. Brief messages and
status updates may be conveyed by text message or IM, especially when the writer is travelling.
External communication is also handled by e-mail in most routine cases. When you are
communicating externally with customers, suppliers, the government, and the public, e-mail
correspondence is generally appropriate. Hard-copy letters sent by traditional “snail mail” are
becoming increasingly rare, especially under time constraints. However, some businesses do
create signed paper documents to be faxed, or they scan and e-mail them.
Media Richness and Social Presence
Many Canadian companies are using social media to improve their marketing and customer
outreach plans. A recent social media usage study revealed that approximately 56 percent of
Canadians follow companies and their products on social media.52
Business communicators must be able to choose from a wide range of communication
channels most suitable to eliciting the desired outcome. How workers choose the appropriate
medium to avoid ambiguity, confusing messages, and misunderstandings has long been
studied by researchers. Media richness theory and the concept of social presence are particularly useful for evaluating the effectiveness of old and new media in a given situation.
Media Richness. Daft and Lengel’s media richness theory attempts to classify media
in organizations according to how much clarifying information they are able to convey
from a sender to a recipient.53 The more helpful cues and immediate feedback the medium
provides, the richer it is; face to face and on the telephone, managers can best deal with
complex organizational issues. For routine, unambiguous problems, however, media of
lower richness, such as memos, reports, and other written communication, usually suffice.
Figure 1.9 displays contemporary and traditional media based on their richness and, hence,
their likely communication effectiveness.
Ideally, senders would choose the richest medium necessary to communicate the message
to the recipient with as little ambiguity as possible. Because a rich medium (such as a face-toface conversation) is not always available, communicators must often use leaner media (e.g.,
e-mail) that may not be as effective in reducing ambiguity and decreasing the risk of miscommunication. Just think how hard it is to know whether a text or an e-mail is sarcastic.
Social Presence. Social presence has come to mean the degree to which people are
engaged online and ready to connect with others. As proposed by Short, Williams, and
Christie,54 however, social presence is the degree of salience (being there) between a sender and
receiver using a communication medium. Media with high social presence convey warmth
and are personal. Social presence is greatest face-to-face and less so in mediated and written
communication, such as phone conversations and text messages. Likewise, social presence is
greater in synchronous communication (live chat, IM) than in asynchronous communication
(e-mail, forum post) that is rather impersonal.
Face to face we receive many more signals than just speech. For example, nonverbal
cues, emotional disposition, and voice inflection help us interpret a message correctly. In
real time, we can ask the author of a message to clarify—something we cannot do as easily
when the message arrives with a delay and is enabled by technology. You could say that social
presence means how much awareness of the sender is conveyed along with the message.
Communication can succeed as long as the chosen communication medium offers enough
social presence to complete the task.55
Formal Communication Channels
Information within organizations flows through formal and informal communication channels.
A free exchange of information helps organizations respond rapidly to changing markets, boost
efficiency and productivity, build employee morale, serve the public, and take full advantage
of workers’ ideas. Official information within an organization typically flows through formal
channels in three directions: downward, upward, and horizontally, as shown in Figure 1.10.
18
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FIGURE 1.9 Media Richness and Communication Effectiveness
Media
Richness
Highest
Most Effective
Conversation
Meeting
Face-to-Face
Videoconferencing, IM,
or Chat with Video
and Audio
Video
Telephone
Audio
Blogs, Chat, Message
Boards, IM
Written, Addressed
Letter, Memo,
Note, E-mail
Spam, Newsletter,
Flyer, Bulletin, Poster
Unaddressed Documents
Lowest
Least Effective
Communication
Effectiveness
Formal channels of communication generally follow an organization’s chain of command.
That is, a message originates with executives and flows down through managers to supervisors and finally to lower-level employees. Many organizations have formulated communication policies that encourage regular open communication through newsletters, the corporate
intranet, official messages, company-provided social networks, and blogs. Free-flowing, open
communication invigorates organizations and makes them successful. Barriers, however, can
obstruct the flow of communication, as summarized in Figure 1.11, and must be overcome if
the organization is to thrive.
Improving Downward Information Flow. To improve communication and to
compete more effectively, many of today’s managers are making changes:
●●
●●
●●
Reengineering their companies into smaller operating units and work teams
Speaking directly to employees, keeping them informed about how well the company is
doing and what new projects are planned
Providing timely company publications, announcements, meetings, videos, and podcasts
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19
FIGURE 1.10 Information Flow in Organizations
Downward
Communication
from management to subordinates
• Policies
• Procedures
• Directives
• Job plans
• Mission goals
• Motivation
Upward
Communication
Horizontal
Communication
from subordinates to management
among workers at same level
• Suggestions
• Problems
• Product feedback
• Customer data
• Progress reports
• Task coordination • Idea generation
• Team building
• Problem solving
•C
t resolution
Improving Upward Information Flow. To improve the upward flow of
communication, some companies are implementing the following practices:
●●
Hiring communication coaches to train employees
●●
Offering regular staff meetings and incentive programs for information sharing
●●
Providing a trusting, nonthreatening environment in which employees can comfortably share their observations and ideas with management
●●
Setting up hotlines for anonymous feedback to management
●●
Installing ombudsman programs (mediators who resolve problems fairly)
FIGURE 1.11 Barriers Blocking the Flow of Communication in Organizations
Turf wars
Closed communication
climate
Top-heavy
organization structure
Long lines of
communication
Ego involvement
Barriers
Lack of trust
between management
and employees
Lack of communication
skills
Differing frames of
reference among
communicators
20
Fear of reprisal for
honest communication
Competition for power,
status, and rewards
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Improving Horizontal Information Flow. To improve horizontal communication,
companies are providing additional support:
●●
●●
●●
Training employees in teamwork and communication techniques
Establishing reward systems based on team achievement rather than individual
achievement
Encouraging full participation in team functions
Informal Communication Channels
Most organizations today share company news through consistent formal channels, such as
e-mail and staff meetings. However, even within organizations with consistent formal channels, people still gossip about company news. The grapevine is an informal channel of communication that carries organizationally relevant gossip. This powerful but informal channel
functions through social relationships. At one time gossip took place mostly around the water
cooler. Today, however, gossip travels much more rapidly online.
Using the Grapevine Productively. Researchers studying communication flow
within organizations know that the grapevine can be a powerful, pervasive source of
information. In some organizations it can account for as much as two thirds of an employee’s
information. Is this bad? Well, yes and no. The grapevine can be a fairly accurate and speedy
source of organization information; however, grapevine information is often incomplete
because it travels in headlines. When employees obtain most of their company news from the
grapevine, management is not releasing sufficient information through formal channels.
Managers can use the grapevine productively by doing the following:
●●
Respecting employees’ desire to know
●●
Increasing the amount of information delivered through formal channels
●●
Sharing bad and good news
●●
Monitoring the grapevine
●●
Acting promptly to correct misinformation56
As opposed to the offline grapevine, online consumer-generated comments provide a
very public glimpse of what employees and the public are thinking. High-profile leaks travel
fast, and their accuracy can be verified more easily than rumours in an offline grapevine.
Companies that actively monitor social media are better able to correct inaccuracies and
misperceptions. Through formal and informal channels of communication, smart companies
keep employees and the public informed.
Responding Ethically to Office Gossip. To many of us, gossip is fun and even
entertaining. It encourages social bonding and makes us feel close to others who share our
trust. We feel that we are part of the group and that we can influence others when we share a
significant tidbit.
However, not all gossip is harmless. Someone known as an office gossip can be viewed as
untrustworthy and unpromotable. Even more damaging, malicious gossip spread in e-mails,
via text messages, or on social media sites can be used in defamation cases. It can also become
evidence against employers in supporting charges of harassment or maintaining a hostile
work environment. Unfounded gossip can ruin careers and harm companies. In addition,
employers look upon gossip as a productivity drain. The time spent gossiping reduces the time
spent working.
How can you respond ethically to gossip or reduce its occurrence? Workplace ethics expert
Nan DeMars offers several helpful pointers, reproduced here from her Office Ethics website:
●●
Run, don’t walk, away from anyone who starts to gossip. Even if you don’t contribute
to the conversation, just being present indicates consent.
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21
●●
●●
●●
●●
●●
●●
End rumours about others. If you overhear something that is untrue, step up and say
so. People will respect your integrity.
Attack rumours about yourself. Be aggressive and determine who originated the remark,
if possible. Always follow up with documentation explaining what really happened.
Keep confidences. Become known as someone who is close-mouthed.
Limit the personal tidbits you share about yourself and keep them on the light side.
Too much information may be blown out of proportion or become tempting to someone
else to expand. Trust only those who have demonstrated trustworthiness and earned your
confidence.
Avoid any form of coworker belittlement. Today’s coworker may be tomorrow’s senior
vice president.
Build coworkers up; don’t tear them down. If you must use the grapevine, use it to
praise coworkers. They will remember.57
Concept Check
1. List three ways that managers can improve the downward flow of communication.
2. Consider the following scenario: Jon Bender, a managing partner at an executive search firm,
was surprised to receive a nasty, gossipy e-mail about himself. He was obviously not the
intended receiver. Instead of shooting back an equally incendiary message, he decided to talk
with the sender. He said, “You’re upset. Let’s talk about it, but it’s not appropriate in an e-mail.”58
In groups, discuss Mr. Bender’s response to gossip about himself. Did he do the right thing? How
would you have reacted? Although gossip is generally considered unacceptable and a negative
force, it can be a tool for managers and employees. Make a list of at least four benefits and four
negative consequences of workplace gossip. Be prepared to explain and defend each item.
CASE CONNECTIONS
According to Statistics Canada in the most recent census,
Canadians generate 25 million tons of waste for disposal per
year.59 Most of this waste is due to the way our consumables
are packaged, and Loblaws is partnering with TerraCycle, a
recycling company, and their Loop initiative to help tackle
the issue.
There is too much plastic waste,” said Loblaw
executive chairman Galen Weston in a news
release. “Our industry is part of the problem
and we can be part of the solution. Our partnership with Loop is a powerful example of
entrepreneurial innovators working with likeminded large enterprise to bring a meaningful
solution to a real problem.”60
The Loop initiative offers products in reusable containers. It delivers items, then collects and cleans the
22
Martin Good/Shutterstock
Loblaws and the Loop Initiative
containers for reuse. Loblaws will pilot the program to
online shoppers first before it offers the service in-store.61
●●
The Loop Initiative responds to the climate emergency in
Canada. How can other Canadian companies incorporate
ethical decision making regarding the environment into
their daily business practices?
Unit 1 Communication Foundations
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Ethics in the Workplace Is Needed More
Than Ever
LEARNING
OBJECTIVE 6
Ethics continues to be a hot topic in business and political circles. Recent media reports seem
to have an increased focus on workplace or business ethics. Reports cover not only issues
of workplace corruption, fraud, influence peddling, and cronyism but also ethical questions
relating to policies on human rights, animal welfare, genetic engineering, relations with developing nations, and the environment.62 As a business communicator, you should understand
basic ethical principles so that you can make logical decisions when faced with dilemmas in
the workplace. Professionals in any field must deal with moral dilemmas on the job. However,
just being a moral person and having sound personal ethics may not be sufficient to handle
the ethical issues that you may face in the workplace.
The topic of ethics could fill this entire book. However, we will examine aspects that specifically concern you as a business communicator in today’s workplace.
Analyze ethics in the
workplace, understand
the goals of ethical
business communicators,
and choose the tools for
doing the right thing.
Defining Ethics
Ethics refers to conventional standards of right and wrong that prescribe what people should
do. These standards usually consist of rights, obligations, and benefits to society. They also
include virtues, such as fairness, honesty, loyalty, and concern for others. Ethics is about
having values and taking responsibility. Ethical individuals are expected to follow the law
and refrain from theft, murder, assault, slander, and fraud. Figure 1.12 depicts some of the
influences that form our awareness of ethics and help us develop a value system that guides
our ethical decisions. In the following discussion, we examine ethics in the workplace, study
goals of ethical business communicators, and learn tools for doing the right thing.
On the job you will face many dilemmas, and you will want to react ethically. Determining
the right thing to do, however, is not always an easy task. No solid rules guide us. For some
people, following the law seems to be enough. They think that anything legal must also be
ethical or moral. Most people, however, believe that ethical standards rise to a higher level.
What are those standards? Although many ethical dilemmas have no right answer, one solution is often better than another. In deciding on that solution, keep in mind the goals of ethical business communicators.
Doing What Ethical Communicators Do
Taking ethics into consideration can be painful in the short term. In the long term, however,
ethical behaviour makes sense and pays off. Dealing honestly with colleagues and customers
develops trust and builds strong relationships. The following guidelines can help you set specific ethical goals. Although these goals hardly constitute a formal code of conduct, they will
help you maintain a high ethical standard.
Abiding by the Law. Know the laws in your field and follow them. Particularly
important for business communicators are issues of copyright law. Don’t assume that Internet
items are in the public domain and free to be used or shared. Internet items are covered by
copyright laws. According to Canadian copyright law, “copyright exists automatically when
an original work or other subject matter is created.” Canadians do not need to register to
be protected, so it is safe to assume that all text, visual, and audio materials you access are
copyrighted.63
If you are in accounting, financial management, investing, or corporate management, you
should be aware of the restrictions set forth by legal and professional organizations. Whatever
your field, become familiar with its regulations.
Telling the Truth. Ethical business communicators do not intentionally make statements
that are untrue or deceptive. We become aware of dishonesty in business when violators break
laws, notably in advertising, packaging, and marketing.
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23
FIGURE 1.12 The Context of Ethical Decision Making
Laws and
regulations
Culture
Society
Laws and
regulations
Community
Values and
beliefs
Values and
beliefs
Social
norms
Organization
Workplace
Rules and
norms
Family and
loved ones
Values and
beliefs
Individual
Policies
Goals
Goals
Values and
beliefs
Industry
standards
Ethical
reasoning
Corporate
culture
Goals
Various influences shape an individual’s value system and affect ethical decision making. Most of us exist in a family, a
workplace, one or several communities, and society at large. Each of these environments may emphasize different norms.
Not surprisingly, sometimes the various rules and beliefs clash, causing ethical dilemmas that need to be resolved.
Labelling Opinions. Sensitive communicators know the difference between facts
and opinions. Facts are verifiable and often are quantifiable; opinions are beliefs held with
confidence but without substantiation. Assertions that cannot be proved are opinions, and
stating opinions as if they were facts is unethical.
Being Objective. Ethical business communicators recognize their own biases and
strive to keep them from distorting a message. Suppose you are asked to investigate laptop
computers and write a report recommending a brand for your office. As you visit stores,
you discover that an old high school friend is selling Brand X. Because you always liked this
individual and have faith in his judgment, you may be inclined to tilt your recommendation
in his direction. However, it is unethical to misrepresent the facts in your report or to put a
spin on your arguments based on friendship. To be ethical, you could note in your report that
you have known the person for ten years and that you respect his opinion. Honest reporting
means presenting the whole picture and relating all facts fairly.
Communicating Clearly. Ethical business communicators feel an obligation to
write clearly so that receivers understand easily and quickly. Some organizations have even
passed plain English (also called plain language) policies that require policies, warranties, and
contracts to be written in language comprehensible to average readers. Plain language means
short sentences, simple words, and clear organization. Communicators who intentionally
obscure the meaning with long sentences and difficult words are being unethical.
Using Inclusive Language. Ethical business communicators use language that
includes rather than excludes. They avoid expressions that discriminate against individuals or
24
Unit 1 Communication Foundations
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groups on the basis of their sex, gender identity, ethnicity, disability, race, sexual orientation,
or age. Language is discriminatory when it stereotypes, insults, or excludes people. You will
learn more about how to use inclusive, bias-free language in Chapter 4.
Giving Credit. Ethical communicators give credit for ideas by (a) referring to originators’
names within the text; (b) using quotation marks; and (c) documenting sources with endnotes,
footnotes, or internal references. You will learn more about how to do this in Chapter 11. In
school or on the job, stealing ideas, words, graphics, or any other original material is unethical.
In addition to legal and regulatory restrictions in their fields, many professionals uphold
their own rigorous rules of conduct; for example, physicians, psychologists, and accountants
follow standards of professional ethics much higher than the restrictions imposed by law.
Choosing Tools for Doing the Right Thing
It’s easy to fall into ethical traps because of natural self-interest and the desire to succeed. In
composing messages or engaging in other activities on the job, business communicators can’t
help being torn by conflicting loyalties. Do we tell the truth and risk our jobs? Do we show
loyalty to friends even if it means bending the rules? Should we be tactful or totally honest? Is
it our duty to make a profit or to be socially responsible?
Acting ethically means doing the right thing given the circumstances. Each set of circumstances requires analyzing issues, evaluating choices, and acting responsibly. Resolving
ethical issues is never easy, but the task can be made less difficult if you know how to identify
key issues. The five questions in Figure 1.13 may help you resolve most ethical dilemmas.
The checklist begins by asking whether an action is legal. You should go forward only if the
action complies with the law. If it does, then test the ethical soundness of your plan by asking
the remaining questions: Would you proceed if you were on the receiving end of the action,
and can you rule out different options? Even if the answer is yes, consider then how a trusted
mentor or your family, friends, and coworkers would view your decision.
Perhaps the best advice in ethical matters is contained in the Golden Rule: Treat others
the way you want to be treated yourself. The principle of reciprocity has a long tradition and
exists in most religions and cultures. The ultimate solution to all ethics problems is treating
others fairly and doing what is right to achieve what is good. In succeeding chapters, you will
find additional discussions of ethical questions as they relate to relevant topics.
FIGURE 1.13 Five Questions to Guide Ethical Decisions
1. Is the action legal?
2. Would you do it if you were
on the opposite side?
3. Can you rule out a better alternative?
4. Would a trusted advisor agree?
5. Would family,
friends, employer, or
coworkers approve?
If yes,
GO!
Even if it is legal,
proceed with
CAUTION.
Ethics holds us to a higher standard than the law. Even
when an action is legal, it may violate generally accepted
principles of right and wrong.
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25
Concept Check
1. Why are ethics in the workplace needed now more than ever?
2. Professionals in any field deal with moral dilemmas on the job. However, just being a moral
person and having sound personal or professional ethics may not be sufficient to handle the
ethical issues you may face in the workplace. Consider the following ethical dilemmas:
a. Presentation You are rushing to prepare a presentation. On the Internet you find perfect
wording and great graphics. Should you lift the graphics and wording but change a few
words? You figure that if it is on the Internet, it must be in the public domain.
b. Customer e-mail You are replying to an e-mail from a customer who is irate over a mistake
you made. Should you blame it on a computer glitch, point the finger at another department, or take the blame and risk losing this customer’s trust and possibly your job?
For each scenario, consider the five questions to guide ethical decisions, as shown in Figure 1.13.
SPOTLIGHT ON COMMUNICATION: PART 2
CRITICAL THINKING
●●
●●
As a consumer, how do
you prefer to learn about
a company’s loyalty program? Refer to Figure 1.9,
and consider media richness and communication
effectiveness.
Compare the loyalty
programs you participate
in. Which one has better
customer benefits? Why?
What cards do you carry in your wallet? If you have
at least one loyalty card, you are part of the over
90 percent of Canadian consumers who are enrolled
in a loyalty marketing program. In fact, Canadians
carry an average of four loyalty cards each.64 Loyalty
cards and related programs are designed to reach
shoppers and encourage frequent dealing with the
company.
To stay current, Canadian Tire needed to expand
its loyalty program to include a digital option. With
the introduction of its “Triangle Rewards” loyalty
card, the company lets customers collect digital Canadian Tire money and stay connected on the
go with the Triangle App. However, to appeal to its loyal customer base, it still offers its iconic
paper Canadian Tire money for customers who pay with cash or debit.65 And Canadian Tire money
can really add up!
Tomas Terfloth, a Saskatoon man, bought a canoe with Canadian Tire money. With the help of
friends and strangers on social media, Terfloth raised $941 in Canadian Tire money. He brought
it to his local store in a briefcase, delighting the cashier and customers alike. “I don’t think I can
think of anything more Canadian,” Terfloth said. “I don’t know if it could have happened anywhere
else.”66
Summary of Learning Objectives
1 Explain how communication skills fuel career success, and understand why writing skills are vital in a digital, mobile, and social-mediadriven workplace.
●●
●●
26
Communication skills matter more than ever before as communication technology
provides unprecedented mobility, and workers write more, not less.
Superior communication skills are critical to job placement, performance, career
ad­
vancement, and organizational success; they can set you apart from other
candidates.
Unit 1 Communication Foundations
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Morgan Modjeski/CBC Licensing
Canadian Tire Revisited
●●
●●
Workers must write their own messages and use fast communication channels, such
as social media, that connect vast numbers of people.
Writing skills can be learned; they are not inherent.
2 Identify the skills for success in the hyperconnected 21st-century
workplace and competitive job market.
●●
●●
●●
●●
Accessing and sharing various digital media from a vast network of sources and distributing them nearly instantly to widespread audiences has never been easier.
Expect to be a knowledge and learning worker who must think critically and develop
opinions backed by evidence.
You are learning to think, read, and ask questions in a networked world in which
employers demand professionalism.
Because technologies are constantly evolving and you will work for multiple
employers, you must be flexible and engage in lifelong learning to be competitive.
3 Describe significant trends and technologies in today’s dynamic
work environment.
●●
●●
●●
●●
The trends affecting today’s workers include new communication technologies,
such as social media, expectations of around-the-clock availability, and global
competition.
Flattened management hierarchies, the gig economy, team-based projects, a diverse
workforce, and the virtual office operating practically 24/7/365 are other significant
trends.
Workers need new skills and attitudes as potential telecommuters and to collaborate
successfully as team members in workplaces that are increasingly diverse.
Businesspeople need to have strong communication skills to make effective decisions and stay connected across time zones and vast distances.
4 Understand the nature of communication and its barriers.
●●
●●
●●
The sender encodes (selects) words or symbols to express an idea in a message and
sends it verbally or nonverbally over a channel (such as an e-mail or a phone call).
The receiver decodes (interprets) the message and may respond with feedback,
informing the sender of the effectiveness of the message.
Miscommunication may be caused by barriers such as bypassing, differing frames of
reference, lack of language skills, and distractions.
5 Examine critically the flow of communication in organizations,
explain the importance of effective media choices, and understand
how to overcome typical barriers to organizational communication.
●●
●●
●●
●●
The mobile digital workplace is unthinkable without e-mail, IM, company intranets,
corporate websites, audio and video podcasts, and videoconferences.
Internal communication involves superiors, coworkers, and subordinates, whereas
external communication includes customers, suppliers, government agencies, and
the public.
Media richness and social presence describe the communication media most suitable to avoid ambiguity in any workplace interaction.
Formal channels of communication follow an organization’s rank order; informal
channels, such as the grapevine, deliver unofficial news among coworkers.
Chapter 1 Business Communication in the Digital Age
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27
6 Analyze ethics in the workplace, understand the goals of ethical business communicators, and choose the tools for doing the right thing.
●●
●●
●●
Ethics describes standards of right and wrong that prescribe what people should do
and includes virtues such as fairness, honesty, and loyalty.
The goals of ethical communicators include abiding by the law, telling the truth,
labelling opinions, being objective, communicating clearly, using inclusive language,
and giving credit.
To do the right thing, ask these questions: (a) Is the action legal? (b) Would you do it if you
were on the opposite side? (c) Can you rule out a better alternative? (d) Would a trusted
advisor agree? and (e) Would your family, friends, employer, or coworkers approve?
Chapter Review
1. What employability skills are Canadian employers looking for in an
employee? (Obj. 1)
6. Name and explain four barriers to
communication. What other barriers
have you experienced? (Obj. 4)
2. Why are critical thinking skills increasingly important in today’s workplace?
(Obj. 2)
7. What are five advantages of oral communication within an organization?
(Obj. 5)
3. How are tech-savvy companies using
social media and other digital tools?
(Obj. 3)
8. Compare formal and informal channels of communication within organizations. Which is more valuable to
employees? (Obj. 5)
4. What is the gig economy, and why
are employers seeking agile workers?
(Obj. 3)
5. Describe the five steps in the process
of communication. (Obj. 4)
9. What are seven goals of ethical business communicators? (Obj. 6)
10. When you are faced with a difficult
ethical decision, what questions
should you ask yourself? (Obj. 6)
Critical Thinking
1. Can workers today be successful if
their writing is and remains poor?
What could be the career fallout for
someone who is unwilling or unable
to train to become a better communicator? (Obj. 1)
2. Sharing on various digital media
impulsively can lead to embarrassment and worse. Have you or has
someone you know ever regretted
posting a comment, photo, or other
digital media online? What happened
as a result of the post? (Obj. 2)
3. Some experts believe that although
computer technology is improving
our lives in many ways, it might be
impairing our ability to think critically
28
by putting answers at our fingertips.
What do you think? (Obj. 3)
4. Critics complain that texting and
instant messaging lead to textspeak,
poor writing characterized by acronyms, abbreviations, and emoticons.
Others have claimed that emoji help
supply important missing cues in lean
media channels that are “toneless” otherwise.67 What do you think? (Obj. 5)
5. Ethical Issue: Your company urgently
needs a revenue-producing project.
Should you submit a proposal that
unrealistically suggests a short completion schedule to ensure that you
get the job? Provide a rationale for
your decision. (Obj. 6)
Unit 1 Communication Foundations
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Activities
1.1 Assessing Communication Skills Online: Evaluate Your Skills
(Objs. 1–3)
Web
This course can help you dramatically improve your business communication skills. How
much do you need to improve? This assessment exercise enables you to evaluate your
skills with specific standards in four critical communication skill areas: writing, reading,
speaking, and listening. How well you communicate will be an important factor in your
future career—particularly if you are promoted into management, as many college and
university graduates are.
YOUR TASK For each of the following skills, select a number from 1 (indicating low
ability) to 5 (indicating high ability) that best reflects your perception of yourself. Be
honest in rating yourself. Think about how others would rate you. When you finish, see
a rating of your skills. Complete this assessment online to see your results automatically!
Writing Skills
Low
High
1. Possess basic spelling, grammar, and punctuation skills
1
2
3
4
5
2. Am familiar with proper e-mail, memo, ­letter, and report formats for business documents
1
2
3
4
5
3. Can analyze a writing problem and quickly outline a plan for solving the problem
1
2
3
4
5
4. Am able to organize data coherently and logically
1
2
3
4
5
5. Can evaluate a document to determine its probable success
1
2
3
4
5
1. Am familiar with specialized vocabulary in my field, as well as general vocabulary
1
2
3
4
5
2. Can concentrate despite distractions
1
2
3
4
5
3. Am willing to look up definitions whenever n
­ ecessary
1
2
3
4
5
4. Am able to move from recreational to serious reading
1
2
3
4
5
5. Can read and comprehend college-level material
1
2
3
4
5
1. Feel at ease in speaking with friends
1
2
3
4
5
2. Feel at ease in speaking before a group of people
1
2
3
4
5
3. Can adapt my presentation to the audience
1
2
3
4
5
4. Am confident in pronouncing and using words ­correctly
1
2
3
4
5
5. Sense that I have credibility when I make a p
­ resentation
1
2
3
4
5
1. Spend at least half the time listening during conversations
1
2
3
4
5
2. Am able to concentrate on a speaker’s words despite distractions
1
2
3
4
5
3. Can summarize a speaker’s ideas and anticipate what’s coming during pauses
1
2
3
4
5
4. Provide proper feedback, such as nodding, paraphrasing, and asking questions
1
2
3
4
5
5. Listen with the expectation of gaining new ideas and information
1
2
3
4
5
Reading Skills
Speaking Skills
Listening Skills
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29
Total your score in each section. How do you rate?
22–25Excellent! You have indicated that you have exceptional communication skills.
18–21Your score is above average, but you could improve your skills.
14–17Your score suggests that you have much room for improvement.
5–13You recognize that you need serious study, practice, and follow-up reinforcement.
Where are you strongest and weakest? Are you satisfied with your present skills? The first step to improvement is recognition of a need. The second step is making a commitment to improve. The third step is following through, and this course
will help you do that.
1.2 Social Media Inventory (Objs. 1–5)
Communication Technology
E-mail
Social Media
The millennials (those born after 1985) do not remember
a time without computer technology and cell phones in
wide use. People born in the 1990s and since have only
known a society that depends on the Internet and mobile
technology. Social media are second nature to most young
people.
You too may live, learn, work, play, network,
and shop in the digital world; your daily life
depends on technology because your electronics are increasingly networked.
YOUR TASK Take stock of your Internet, social media, and
other technology use. First establish useful criteria—for
example, categories such as consumer electronics, social
networking sites, preferred modes of communication with
friends and family, and so forth. Within each category, list
the technology you use most frequently. For instance, for
social media networks, indicate your use of Facebook, Instagram, Snapchat, Twitter, YouTube, Hulu, LinkedIn, and
more. How do you use each? How often do you access
these sites per day and on which tools (e.g., smartphone,
tablet, laptop)? How much do you text every day? Your
instructor may ask you to create at least three categories,
record your responses in writing, and compare your lists
with a group of classmates. Your instructor may ask you to
summarize your observations about how plugged in you
and your classmates are in a post on a discussion board or
in an e-mail.
1.3 Introducing Yourself (Objs. 1, 2)
Communication Technology
E-mail
Social Media
Your instructor wants to know more about you, your motivation for taking this course, your career goals, and your
writing skills.
30
YOUR TASK Send an e-mail or write a memo of introduction to your instructor. See Chapters 7 and 8 for tips on
preparing an e-mail message. In your message include the
following:
a. Your reasons for taking this class
b. Your career goals (both temporary and long term)
c. A brief description of your employment, if any, and your
favourite activities
d. An assessment and a discussion of your current communication skills, including your strengths and weaknesses
Alternatively, your instructor may ask you to (a) create a profile for LinkedIn, the business-oriented social networking
site, or (b) develop a profile within a learning-management
system (e.g., Blackboard and Moodle) to introduce yourself
to your classmates. If yours is a small class, your instructor
may challenge you to compose your introduction in Twitter
posts of 140 or fewer characters.
1.4 Small-Group Presentation: Introducing
Team Members (Objs. 1, 2)
Team
Many business organizations today use teams to accomplish their goals. To help you develop speaking, listening,
and teamwork skills, your instructor may assign team projects. One of the first jobs in any team is selecting members
and becoming acquainted.
YOUR TASK Your instructor will divide your class into
small groups or teams. At your instructor’s direction, either
(a) interview another group member and introduce that
person to the group or (b) introduce yourself to the group.
Think of this as an informal interview for a team assignment or a job. You will want to make notes from which to
speak. Your introduction should include information such
as the following:
a. Where did you grow up?
b. What work and extracurricular activities have you
engaged in?
Unit 1 Communication Foundations
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c. What are your interests and talents? What are you good
at doing?
b. Because I’m in a technical field, I will work with numbers, not words.
d. What are your professional and personal goals? Where
do you expect to be five years from now?
c. Administrative assistants will clean up my writing problems.
e. Name one thing about you that others might not guess
when first meeting you.
d. Today’s sophisticated software programs can fix any of
my writing mistakes.
To develop listening skills, team members should practise
good listening techniques (see Chapter 2) and take notes.
They should be prepared to discuss three important facts
and remember details about each speaker.
1.6 Oral or Written Communication: How Rich
Must the Media Be? (Obj. 5)
Alternatively, you could be asked to write a
short professional biographical blurb after
your interview of a group member. After feedback to ensure that it is correct, discuss with
your partner or the whole group whether the
bio would be attractive to employers looking
for communication skills and other employability skills as presented in this chapter.
1.5 Writing Skills: But My Job Won’t Require
Writing! (Objs. 1–3)
Team
Some job candidates experience a disconnect between
what they expect to be doing in their career fields and
what they actually will do.
YOUR TASK In teams or as a class, discuss the accuracy of
the following statements. Are they myths or facts?
a. No one really writes anymore. They just text and send
e-mails.
YOUR TASK First decide whether the following messages
need to be communicated orally or in writing. After consulting the media richness diagram in Figure 1.9, consider
how rich the medium must be in each communication
situation to convey the message most appropriately and
reliably. You may want to choose channels such as e-mail,
letter, report, texting, instant messaging, telephone call,
live chat, teleconferencing, face-to-face conversation, or
team meeting. Describe the advantages and disadvantages of each choice.
a. You are returning with the senior auditor from a client
visit to company headquarters, where you must attend
an important department meeting. It looks as though
you will be at least 15 minutes late. What are your
options?
b. Maya, the information technology vice president, must
tell employees about a new company social media
policy. She has two employees in mind who particularly
need this information.
c. As a manager in your Human Resources Department,
you must terminate three employees in a companywide
initiative to reduce costs.
Grammar and Mechanics | Review 1
Each chapter includes an exercise based on Appendix B, Grammar and Mechanics
Guide. This appendix is a business communicator’s condensed guide to language usage,
covering 54 of the most misused language elements. It also includes a list of frequently
misspelled words and a list of confusing words. In the first ten chapters, each exercise
will focus on a specific set of grammar/mechanics guidelines. In the last six chapters, the
exercises will review all the guidelines plus spelling and confusing words.
Sentence Structure
Study Guides 1 to 3 are about sentence structure in Appendix B, beginning on page B-1.
Some of the following numbered word groups have sentence faults. On a sheet of paper
or on your computer, indicate whether each word group is (a) correctly punctuated, (b)
a fragment, (c) a comma splice, or (d) a run-on. If incorrect, write a correct version. Also
identify the fault and the relevant guide. Avoid adding new phrases or rewriting in your
own words. When you finish, compare your responses with the key in Appendix C.
Chapter 1 Business Communication in the Digital Age
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
31
EXAMPLE: The message was meant to inform, however it confused instead.
REVISION: The message was meant to inform; however, it confused instead. [c, Guide 3,
Comma splice]
1. Because you will be entering a fast-paced, competitive, and highly connected
digital environment. Communication and technology skills are critical to your
career success.
2. Such skills are particularly significant now. When competition is keen.
3. Many qualified people will apply for openings, however candidates with
exceptional communication skills will immediately stand out.
4. Although we cannot predict the kinds of future jobs that will be available, they
will undoubtedly require brainpower and education.
5. In traditional companies decisions must move through many levels of managers,
in flat organizations decisions can be made more quickly.
6. Millions of workers no longer report to nine-to-five jobs. Thanks largely to
advances in new technologies and wireless Internet access.
7. Nearly all potential employers said that being able to think critically, communicate
clearly, and solve complex problems is more important than a candidate’s
program of study.
8. The grapevine can be a powerful source of information. Although it increasingly
operates informally through social media.
9. Ethical companies experience less litigation, and they also are the target of less
government regulation.
10. Even when an action is legal. It may violate generally accepted principles of right
and wrong.
Notes
Based on Conference Board of Canada. (2020).
Employability skills. https://www
.conferenceboard.ca/edu/employability-skills.aspx
2
Middleton, A. (2006, April 17–24). The great
Canadian brand. Marketing, p. 12.
3
Canadian Tire Corporation. (2019, May 24).
Canadian Tire Corporation announces strategic
partnership with Myant Inc. to bring smart
technology and innovation to key performance
and safety apparel and footwear [Press release].
https://corp.canadiantire.ca/English/media/
news-releases/press-release-details/2019/
Canadian-Tire-Corporation-Announces
-Strategic-Partnership-with-Myant-Inc-to
-Bring-Smart-Technology-and-Innovation-to
-Key-Performance-and-Safety-Apparel-and
-Footwear/default.aspx
4
Myant. (2020). Textiles that unlock human potential.
https://myant.ca/vision/
5
Ibid.
6
Canavor, N. (2012). Business writing in the digital age.
Sage. See also National Writing Project, with
DeVoss, D. N., Eidman-Aadahl, E., & Hicks, T. (2010).
Because digital writing matters. Jossey-Bass.
7
Back-to-school wake-up call: Gen Y, employers diverge
on importance of knowledge economy skills
[Press release]. (n.d.). http://www.newswire.ca/
en/story/585427/back-to-school-wake-up-call
1
32
-gen-y-employers-diverge-on-importance
-of-knowledge-economy-skills; Engineers
Canada and Canadian Council of Technicians
and Technologists. (2008). 2007 engineering and
technology employer survey. http://wwest.mech
.ubc.ca/files/2010/10/2007-Employer-Survey
-Report1.pdf; Hamilton, D. (2005). BCIT survey
highlights importance of oral communication
skills. http://johnkeithcommunications.
com/listening/prof/BCITGradSurvey.
html8 Conference Board of Canada. (2016).
Employability skills 2000+. http://www
.conferenceboard.ca/Libraries/EDUC_PUBLIC/
esp2000.sflb
9
Ibid.
10
Canavor, N. (2012). Business writing in the digital age.
Sage, pp. 1–3; National Writing Project, with
DeVoss, D. N., Eidman-Aadahl, E., & Hicks, T.
(2010). Because digital writing matters. Jossey
-Bass, pp. 1–5.
11
Hart Research Associates. (2015, January 20).
Falling short? College learning and career success.
American Association of Colleges & Universities.
https://www.aacu.org/sites/default/files/files/
LEAP/2015employerstudentsurvey.pdf
12
National Writing Project, with DeVoss, D. N.,
Eidman-Aadahl, E., & Hicks, T. (2010). Because
digital writing matters. Jossey-Bass, p. 7.
Drucker, P. (1989, May). New realities, new ways of
managing. Business Month, pp. 50–51. National
Writing Project, with DeVoss, D. N., Eidman
-Aadahl, E., & Hicks, T. (2010). Because digital
writing matters. Jossey-Bass, p. 150.
14
Morgan, J. (2016, June 7). Say goodbye to
knowledge workers and welcome to learning
workers. Forbes. https://www.forbes.com/
sites/jacobmorgan/2016/06/07/say-goodbye
-to-knowledge-workers-and-welcome-to
-learning-workers/#7243005c2f93
15
Ibid.
16
Ibid.
17
Ibid.
18
Randstad. (n.d.). Workforce 2025: the future of the
world of work. http://content.randstad.ca/
hubfs/workforce2025/Workforce-2025
-Randstad-Part1.pdf
19
National Writing Project, with DeVoss, D. N.,
Eidman-Aadahl, E., & Hicks, T. (2010). Because
digital writing matters. Jossey-Bass, p. 150.
20
Shierholz, H., & Edwards, K. A. (2011, April 20). The
class of 2011: Young workers face a dire labor
market without a safety net. Economic Policy
Institute, Briefing Paper 306. http://www.epi
.org/publication/bp306-class-of-2011
21
Koncz, A. (2009, January 29). Employers cite
qualities, attributes of “perfect” job candidate
13
Unit 1 Communication Foundations
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
[NACE Web press release]. http://www
.naceweb.org
22
WhatsApp. (2019). About Whatsapp. https://www
.whatsapp.com/about/
23
Facebook. (2019). Newsroom. https://newsroom
.fb.com/company-info/
24
Zephoria Digital Marketing. (2019, July). Top 10
Twitter statistics. https://zephoria.com/twitter
-statistics-top-ten/
25
CBC Radio. (2018, July 8). How does your social
media use stack up against other Canadians?
https://www.cbc.ca/radio/spark/how-does
-your-social-media-use-stack-up-against
-other-canadians-1.4712470
26
Statistics Canada. (2017, November 14). The Internet
and digital technology. https://www150
.statcan.gc.ca/n1/pub/11-627-m/11-627
-m2017032-eng.htm
27
Roberts, I. (2011, March 30). Consumer boycotts:
How bad brand experience can turn into lifelong
grudges. http://experiencematters.criticalmass
.com
28
Bosanac, A. (2015, September 21). How flat
hierarchies help companies stay nimble and
grow faster. Canadian Business. https://www
.canadianbusiness.com/innovation/how-flat
-hierarchies-help-companies-stay-nimble-and
-grow-faster/
20
Randstad. (n.d.). Workforce 2025: The future of the
world of work. Retrieved from http://content
.randstad.ca/hubfs/workforce2025/Workforce
-2025-Randstad-Part1.pdf
30
Ibid.
31
CBC News. (2017, August 2). 2016 census: Highlights
of latest data on language, marital status,
households. https://www.cbc.ca/news/politics/
census-family-language-highlights-1.4231841
32
Statistics Canada. (2011, August 17). Study:
Projected trends to 2031 for the Canadian
labour force. The Daily. http://www.statcan
.gc.ca/daily-quotidien/110817/dq110817b-eng
.htm
33
CBC News. (2017, August 2). 2016 census: Highlights
of latest data on language, marital status,
households. https://www.cbc.ca/news/politics/
census-family-language-highlights-1.4231841
34
McIvor, O. (2018). Indigenous languages in Canada:
What you need to know. https://en.ccunesco
.ca/-/media/Files/Unesco/Resources/2018/09/
IndigenousLanguagesCCUNESCO.pdf
35
CBC News. (2017, August 2). 2016 census: Highlights
of latest data on language, marital status,
households. https://www.cbc.ca/news/politics/
census-family-language-highlights-1.4231841
36
Nath, I. (2018, February 8). For transgender
women, the pay equity gap is even wider.
Maclean’s. https://www.macleans.ca/society/
for-transgender-women-the-pay-equity-gap
-is-even-wider/
37
Government of Canada. (2018, October 29).
Government of Canada introduces
historic proactive pay equity legislation
. https://www.canada.ca/en/employment
-social-development/news/2018/10/
government-of-canada-introduces-historic
-proactive-pay-equity-legislation.html
38
Pay Equity Commission. (2019). What is the gender
wage gap? Retrieved from http://www
.payequity.gov.on.ca/en/GWG/Pages/
what_is_GWG.aspx
Nath, I. (2018, February 8). For transgender
women, the pay equity gap is even wider
. Maclean’s. https://www.macleans.ca/society/
for-transgender-women-the-pay-equity-gap
-is-even-wider/
40
Statistics Canada. (2017, November 29). Working
seniors in Canada. https://www12.statcan
.gc.ca/census-recensement/2016/as-sa/98
-200-x/2016027/98-200-x2016027-eng.cfm41
Statistics Canada. (2011, August 17). Study:
Projected trends to 2031 for the Canadian labour
force. The Daily. http://www.statcan.gc.ca/daily
-quotidien/110817/dq110817b-eng.htm
42
Marowits, R. (2016, May 23). Telecommuting
growing as companies look to save money,
respond to employees. CBC News. https://
www.cbc.ca/news/business/telecommuting
-growing-as-companies-look-to-save-money
-respond-to-employees-1.3596420
43
Silverman, R. E., & Sidel, R. (2012, April 17). Warming
up to the officeless office. Wall Street Journal.
http://online.wsj.com/article/SB1000142405270
2304818404577349783161465976.html; Holland,
K. (2008, September 28). The anywhere, anytime
office. New York Times, p. 14.
44
Evans, P. (2020, April 9). Canada lost more than
1 million jobs last month as COVID-19 struck. CBC
News. https://www.cbc.ca/news/business/
canada-jobs-march-covid-19-1.5527359
45
Canadian Internet Registration Authority. (2020,
April 14). “COVID-19 has changed everything”:
New survey shows the number of Canadians
working from home has grown seven-fold.
https://www.cira.ca/newsroom/state-internet/
covid-19-has-changed-everything-new
-survey-shows-number-canadians-working
46
Ibid.
47
Li, L. (n.d.). 10 stupid business ideas that made
millions. http://www.entrepreneursforachange
.com/10-stupid-business-ideas-that-made
-millions
48
Sullivan, J., Karmeda, N., & Nobu, T. (1992,
January/February). Bypassing in managerial
communication. Business Horizons, 34(1), 72.
49
Brewer, E., & Holmes, T. (2009, October). Obfuscating
the obvious: Miscommunication issues in the
interpretation of common terms. Journal of
Business Communication, 46(4), 480–496.
50
McGirt, E. (2006, March 20). Getting out from
under: Beset by interruptions, information
overload, and irksome technology, knowledge
workers need help: A survival guide. Fortune,
p. 8. See also Simperl, E., Thurlow, I., et al.
(2010, November 1). Overcoming information
overload in the enterprise: The active approach.
Internet Computing, 14(6). https://doi
.org/10.1109/MIC.2010.146
51
Photo essay based on Keim, B. (2009, August 24).
Multitasking muddles brains, even when the
computer is off. Wired. http://www.wired
.com; Gorlick, A. (2009, August 24). Media
multitaskers pay mental price, Stanford study
shows. Stanford News. http://news.stanford.
edu; Nauert, R. (2011, May 3). Multitasking is
distracting. Psych Central. http://psychcentral
.com
52
McKinnon, M. (2018, July 17). 2018 social media
use in Canada. Canadian’s Internet Business.
Retrieved from https://canadiansinternet
.com/2018-social-media-use-canada/
39
Daft, R. L., & Lengel, R. H. (1983, May). Information
richness: A new approach to managerial behavior
and organization design [Technical report],
p. 13. http://www.dtic .mil/cgi-bin/
GetTRDoc?AD=ADA128980; Daft, R. L., &
Lengel, R. H. (1986). Organizational information
requirements, media richness and structural
design. Management Science, 32(5), 560. http://
search.ebscohost.com
54
Short, J., Williams, E., & Christie, B. (1976). The social
psychology of telecommunications. John Wiley.
55
Discussion based in part on Kaplan, A., & Haenlein,
M. (2010). Users of the world unite! The
challenges and opportunities of social
media. Business Horizons, 53, pp. 59–69.
http://michaelhaenlein.com/Publications/
publications.htm
56
Goman, C. K. (2006, June). I heard it through the
grapevine. Paper presented at the International
Association of Business Communicators,
Vancouver, Canada.
57
DeMars, N. (2008). What you can do when you’re
the latest topic on the rumour mill. http://www
.office-ethics.com/columns/gossip.html
58
Armour, S. (2007, September 7). Did you hear the
real story about office gossip? USA Today, p. 1B.
59
Recycling Council of Ontario. (2019). Waste
statistics: how much Canada throws out. https://
rco.on.ca/canada-waste-statistics/
60
Rubin, J. (2019, June 6). Loblaws to sell products
in reusable containers in Toronto-area trial.
The Star. https://www.thestar.com/business/
2019/06/06/loblaws-to-sell-products
-in-reusable-containers-in-toronto-area-trial
.html
61
Ibid.
62
Saner, M., & von Baeyer, C. (2005). Workplace and
policy ethics: A call to end the solitudes (Policy
Brief No. 24). Institute On Governance. http://
-workplaceethics.ca/brief24.pdf
63
Government of Canada. (2017). What is copyright?
https://www.ic.gc.ca/eic/site/cipointernet
-internetopic.nsf/eng/wr03719.html?Open&wt
_src=cipo-cpyrght-main
64
Jackson, B. (2015, March 31). Canadians’ love of
loyalty rewards is swayed most by this digital
channel. Itbusiness. http://www.itbusiness.ca/
news/canadians-love-of-loyalty-rewards-is
-swayed-most-by-this-digital-channel/54790
65
Cazzin, J. (2018, April 9). What Canadian Tire’s
loyalty changes mean to you: Can I still use my
Canadian Tire money? Maclean’s. https://www
.macleans.ca/economy/money-economy/what
-canadian-tires-loyalty-changes-mean-to-you/
66
Modjeski, M. (2019, June 28). Only in Canada:
Saskatoon man buys canoe with briefcase full of
Canadian Tire cash. CBC News. https://www
.cbc.ca/news/canada/saskatoon/saskatoon
-canoe-candian-tire-money-1.5193298
67
Will Schwalbe quoted in Lam, B. (2015, May 15).
Why emoji are suddenly acceptable at
work. The Atlantic. http://www.theatlantic
.com/business/archive/2015/05/why-emoji
-aresuddenly-acceptable-at-work/393191
53
Chapter 1 Business Communication in the Digital Age
Copyright 2021 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN: 02-300
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