Topics in This Chapter
Chapter 1
Effective and Ethical
Communication at Work
Ch. 1, Slide 2
Why You Need to Build Communications
Skills
Expectations of Workers in
Today’s Information Age
Necessary for hiring
A top skill set sought by employers
Critical for promotion
Essential for effective job
performance
More important now
as a result of technology
Learned through instruction
and practice
Work with words, figures, and data.
Generate, process, and exchange information.
Think critically.
Make decisions.
Take charge of your career.
Continue learning all your life.
Ch. 1, Slide 3
Trends Affecting You in Today’s Workplace
Ch. 1, Slide 4
Success in the Workplace
Success for you in the new global and diverse
workplace requires excellent communication
skills!
Heightened global competition
Flattened management hierarchies
Expanded team-based management
Innovative communication technology
New work environments
Increasingly diverse workforce
Renewed emphasis on ethics
Ch. 1, Slide 6
Ch. 1, Slide 7
The Communication Process –
Expanded Model
The Communication Process – Basic Model
Noise
Stimulus
Noise
Feedback
5 travels to
Sending Channel
sender
Noise
Noise
Sender has
1
idea
Noise
Noise
Sender
encodes
idea in
message
Encoding
Encoding
4
2
Message
travels
over
channel
Possible
additional
feedback to
receiver
3
Receiver
decodes
message
Understanding
Understanding
Decoding
Decoding
Noise
Feedback Channel
6
Person A
Person B
Noise
Ch. 1, Slide 8
Ch. 1, Slide 9
Communications – Definition and Goals
• Communication is the transmission of
information and meaning from one group or
individual to another
• For communication to be successful, the
receiver must understand the message as the
sender intended it
Factors That Shape Understanding
Communication climate
Context and setting
Background, experiences
Knowledge, mood
Values, beliefs, culture
Ch. 1, Slide 11
Overcoming Barriers That
Cause Misunderstandings
Barriers That Create Misunderstandings
Bypassing
Differing frames of reference
Lack of language skills
Poor listening skills
Emotional interference
Physical distractions
Ch. 1, Slide 12
Realize that communication is imperfect.
Adapt the message to the receiver.
Improve your language and listening skills.
Question your preconceptions.
Encourage feedback.
Ch. 1, Slide 13
Organizational Communication
Functions
Communication and Formal Channels
Forms
Internal
External
Written channels
Oral
Written
New emphasis
Delivery
Interactive
Mobile
Instant
Electronic
Hard copy
Memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
Ch. 1, Slide 14
Communication and Formal Channels
Communication and Formal Channels
Electronic channels
Oral channels
Ch. 1, Slide 15
Telephone
Face-to-face conversation
Company meetings
Team meetings
E-mail
Instant/text messaging
Voicemail
Videoconferencing
Blogging
Social networks
Wikis
Microblogging
Web chat
Ch. 1, Slide 16
Formal Channels of Information Flow
Managers
Formal Channels of Information Flow
Supervisors
Managers
Coworkers
Coworkers
Upward flow
Horizontal flow
Ch. 1, Slide 17
Supervisors
Policies
Procedures
Directives
Goals and Motivation
Flows from
decision makers
to workers
Downward flow
Subordinates
Subordinates
Ch. 1, Slide 18
Ch. 1, Slide 19
Formal Channels of Information Flow
Managers
Formal Channels of Information Flow
Supervisors
Coworkers
Task coordination, problem solving, conflict
resolution, idea generation, team building,
goals clarification
Flows among workers
at the same level
Flows from
employees to
decision makers
Coworkers
Feedback
Progress
Problems
Suggestions
Subordinates
Ch. 1, Slide 20
Ch. 1, Slide 21
Informal Channels of Information Flow:
The Grapevine
Obstacles to the Flow
of Organizational Information
Carry unofficial messages
Flows haphazardly
Can be remarkably accurate
Is mostly disliked by
management
Thrives where official
information is limited
Lack of trust, turf wars, fear of reprisal
Uneven reward systems
Closed communication climate
Little official communication
Ch. 1, Slide 22
Obstacles to the Flow
of Organizational Information
Ch. 1, Slide 23
Message Distortion
Downward Communication Through Five
Levels of Management
Top-heavy organizational structure
Long lines of communication
Filtering, prejudice, ego involvement
Poor communication skills
Differing frames of reference among
communicators
Ch. 1, Slide 24
Ch. 1, Slide 25
Surmounting Obstacles to
Effective Communication
Surmounting Obstacles to
Effective Communication
Encourage open, trusting environment for
interaction and feedback.
Flatten the organizational structure.
Provide more information through formal
channels.
Train managers and employees to improve
communication skills.
Establish hotline and ombudsman programs.
Establish fair reward system for individual and
team achievement.
Encourage full participation in teams.
Ch. 1, Slide 26
Understanding Ethical Behavior on the Job
Ch. 1, Slide 27
Common Ethical Traps to Avoid on the Job
1. The false necessity trap - convincing yourself
that no other choice exists
2. The doctrine of relative filth - comparing your
unethical behavior with someone else’s even
more unethical behavior
What is ethical behavior?
Doing the right thing given
the circumstances
Ch. 1, Slide 28
Common Ethical Traps to Avoid on the Job
3. The rationalization trap - justifying unethical
actions with excuses
4. The self-deception trap - persuading yourself,
for example, that a lie is not really a lie
5. The ends-justify-the-means trap - using
unethical methods to accomplish a goal
Ch. 1, Slide 30
Ch. 1, Slide 29
Goals of Ethical Business Communicators
Abide by the law.
Tell the truth.
Label opinions.
Be objective.
Communicate clearly.
Use inclusive language.
Give credit.
Ch. 1, Slide 31
Tools for Doing the Right Thing
Is the action you are considering legal?
How would you see the problem if you were on
the opposite side?
What are alternate solutions?
Can you discuss the problem with someone you
trust?
How would you feel if people you care about
learned of your action?
Ch. 1, Slide 32
END
Ch. 1, Slide 34