Chapter 1
Communicating at Work
Mary Ellen Guffey, Business Communication:
Process and Product, 5e
Copyright © 2006
Changes Affecting the
Workplace
• Heightened global
competition
• Flattened management
hierarchies
• Expanded team-based
management
• Innovative communication
technologies
• New work environments
• Increasingly diverse
workforce
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 2
Success for YOU in the new
global and diverse
workplace requires excellent
communication skills!
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 3
The Communication Process
Basic Model
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 4
The Communication Process
Basic Model
1.
Sender
has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 5
The Communication Process
Basic Model
1.
Sender
has idea
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 6
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 7
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 8
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 9
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 10
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 11
4.
Receiver
decodes
message
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 12
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 13
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 14
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 15
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
6.
Possible additional
feedback to receiver
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 16
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
6.
Possible additional
feedback to receiver
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 17
4.
Receiver
decodes
message
The Communication Process
Expanded Model
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 18
Barriers to Interpersonal
Communication
• Bypassing
• Limited frame of reference
• Lack of language skills
• Lack of listening skills
• Emotional interference
• Physical distractions
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 19
Understanding is shaped by
•
Communication climate
•
Context and setting
•
Background, experiences
•
Knowledge, mood
•
Values, beliefs, culture
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 20
Barriers That Block the
Flow of Information in
Organizations
•
•
•
•
Closed communication climate
Top-heavy organizational structure
Long lines of communication
Lack of trust between management
and employees
• Competition for power, status,
rewards
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 21
Additional Communication
Barriers
• Fear of reprisal for honest
communication
• Differing frames of reference among
communicators
• Lack of communication skills
• Ego involvement
• Turf wars
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 22
A Classic Case of
Miscommunication
In Center Harbor, Maine, local legend recalls the
day when Walter Cronkite steered his boat into
port. The avid sailor was amused to see in the
distance a small crowd on shore waving their
arms to greet him. He could barely make out their
excited shouts: “Hello Walter, Hello Walter!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 23
A Classic Case of
Miscommunication
As his boat came closer, the crowd grew larger,
still yelling. Pleased at the reception, Cronkite
tipped his white captain's hat, waved back, even
took a bow. But before reaching dockside,
Cronkite's boat abruptly jammed aground. The
crowd stood silent. The veteran news anchor
suddenly realized what they'd been shouting:
“Low water, low water!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 24
Analysis of Flawed
Communication Process
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 25
Analysis of Flawed
Communication Process
Sender
has
idea
Warn
boater
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 26
Analysis of Flawed
Communication Process
Sender
has
idea
Sender
encodes
message
Warn
boater
“Low
water!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 27
Analysis of Flawed
Communication Process
Sender
has
idea
Sender
encodes
message
Channel
carries
message
Warn
boater
“Low
water!”
Message
distorted
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 28
Analysis of Flawed
Communication Process
Sender
has
idea
Sender
encodes
message
Channel
carries
message
Receiver
decodes
message
Warn
boater
“Low
water!”
Message
distorted
“Hello
Walter!”
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 29
Barriers That Caused
Cronkite Miscommunication
• Frame of reference
• Receiver accustomed to
acclaim and appreciative
crowds.
• Language skills
• Maine accent makes
"water" and "Walter"
sound similar.
• Listening skills
• Receiver more
accustomed to speaking
than to listening.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 30
Barriers That Caused
Cronkite Miscommunication
• Emotional interference
• Ego prompted receiver to
believe crowd was
responding to his celebrity
status.
• Physical barriers
• Noise from boat, distance
between senders and
receivers.
Which of these barriers could be overcome through
improved communication skills?
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 31
Overcoming Communication
Barriers
• Realize that communication is
imperfect.
• Adapt the message to the receiver.
• Improve your language and listening
skills.
• Question your preconceptions.
• Plan for feedback.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 32
Organizational Communication
• Functions: internal and external
• Form: oral and written
• Form: channel selection dependent on
•
•
•
•
•
Message content
Need for immediate response
Audience size and distance
Audience reaction
Need to show empathy, friendliness, formality
• Flow:
• Formal: down, up, horizontal
• Informal: grapevine
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 33
Communication Flowing
Through Formal Channels
Downward
Horizontal
Upward
Management directives
Job plans, policies
Company goals
Mission statements
Task coordination
Information sharing
Problem solving
Conflict resolution
Employee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 34
Forms of Communication Flowing
Through Formal Channels
Written
Oral
Electronic
Executive memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
Telephone
Face-to-face conversation
Company meetings
Team meetings
E-mail
Voicemail
Instant Messaging
Intranet
Videoconferencing
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 35
MISCOMMUNICATION IN
PRODUCT EVOLVEMENT
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 36
As Marketing Requested It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 37
As Sales Ordered It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 38
As Engineering Designed It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 39
As Production
Manufactured It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 40
As Maintenance Installed It
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 41
What the Customer
Wanted
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 42
Message Distortion
Downward Communication
Through Five Levels of Management
Message
Amount of message
written by board of directors
100%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 43
Message Distortion
Downward Communication
Through Five Levels of Management
Message
Amount of message
written by board of directors
received by vice-president
100%
63%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 44
Message Distortion
Downward Communication
Through Five Levels of Management
Message
Amount of message
written by board of directors
100%
received by vice-president
63%
received by general supervisor
56%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 45
Message Distortion
Downward Communication
Through Five Levels of Management
Message
Amount of message
written by board of directors
100%
received by vice-president
63%
received by general supervisor
56%
received by plant manager
40%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 46
Message Distortion
Downward Communication
Through Five Levels of Management
Message
Amount of message
written by board of directors
100%
received by vice-president
63%
received by general supervisor
56%
received by plant manager
40%
received by team leader
30%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 47
Message Distortion
Downward Communication
Through Five Levels of Management
Message
Amount of message
written by board of directors
100%
received by vice-president
63%
received by general supervisor
56%
received by plant manager
40%
received by team leader
30%
received by worker
20%
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 48
Surmounting Organizational
Barriers
• Encourage open environment for
interaction and feedback.
• Flatten the organizational structure.
• Promote horizontal communication.
• Provide hotline for anonymous
feedback.
• Provide sufficient information
through formal channels.
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 49
Five Common Ethical Traps
• The falsenecessity trap
(convincing yourself that
no other choice exists)
• The doctrine-ofrelative-filth trap
(comparing your unethical
behavior with someone
else’s even more
unethical behavior)
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 50
Five Common Ethical Traps
• The rationalization trap
(justifying unethical actions with excuses)
• The self-deception trap
(persuading yourself, for example, that a lie is not
really a lie)
• The ends-justify-the-means trap
(using unethical methods to accomplish a
desirable goal)
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 51
Tools for Doing the
Right Thing
• Is the action you are considering
legal?
• How would you see the problem if you
were on the other side?
• What alternate solutions are
available?
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 52
Tools for Doing the
Right Thing
• Can you discuss the problem with
someone you trust?
• How would you feel if your family,
friends, employer, or co-workers
learned of your action?
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 53
End
Mary Ellen Guffey, Business Communication: Process and Product, 5e
Ch. 1, Slide 54