Chapter 1
Communicating in
Today’s Workplace
Business Communication: Process and Product, 6e
Mary Ellen Guffey
Copyright © 2008
Communicating in the New Workplace
Skills for
Career Success
The Communication
Process
Organizational
Communication
Ethical Business
Communication
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 2
Why You Need to Build Career Skills
Strong communication skills are
 necessary for hiring.
 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.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 3
Ensure Your Success as a Knowledge Worker
In today’s Information Age, expect to
 work with words, figures, and data
 think critically
 make decisions
 take charge of your career
 continue learning all your life
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 4
Get Ready for Critical Thinking,
Decision Making, and Problem Solving
Identify and clarify
Gather information
Evaluate evidence
Consider options
Problem
Test best option
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 5
Factors that Affect You in the New Workplace
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Heightened global competition
Flattened management hierarchies
Expanded team-based management
Innovative communication technology
New work environments
Increasingly diverse workforce
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 6
© Jean-Louis Bellurget RF / Pixland / Jupiterimages
Success for YOU in the new global
and diverse workplace
requires excellent communication skills!
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 7
The Communication Process – Basic Model
Noise
Noise
Sender
has idea
1
Noise
Noise
Noise
Feedback
5 travels to
sender
Sender
encodes
2
idea in
message
Noise
4
Message
travels
3
over
channel
Possible
additional
feedback
to receiver
Receiver
decodes
message
Noise
6
Noise
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 8
The Communication Process – Expanded Model
Stimulus
Sending Channel
Encoding
Encoding
Understanding
Understanding
Decoding
Decoding
Feedback Channel
Person A
Person B
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 9
Understanding Is Shaped by
 Communication climate
 Context and setting
 Background, experiences
 Knowledge, mood
 Values, beliefs, culture
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 10
Barriers That Create Misunderstandings
 Bypassing
 Poor listening skills
 Differing frames of reference
 Lack of language skills
 Emotional interference
 Physical distractions
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 11
Overcoming Barriers That Cause
Misunderstandings
 Realize that communication is imperfect.
 Adapt the message to the receiver.
 Improve your language and listening skills.
 Question your preconceptions.
 Encourage feedback.
© Pixland / Jupiterimages
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 12
Organizational Communication
 Functions
 Internal
 External
 New emphasis
 Interactive
 Mobile
 Instant
 Forms
 Oral
 Written
 Delivery
 Electronic
 Hard copy
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 13
Communication and Formal Channels
Written
Memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
Oral
Telephone
Face-to-face conversation
Company meetings
Team meetings
Electronic
E-mail, Instant messaging
Voicemail, Videoconferencing
Intranet
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 14
Information Flow in Organizations - Formal
Channels
Managers
Supervisors
Coworkers
Coworkers
Upward flow
Horizontal flow
Downward flow
Subordinates
Supervisees
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 15
Information Flow in Organizations - Formal
Channels
Managers Supervisors
Job plans
Policies
Instructions
Procedures
Flows from
decision makers
to workers
Downward
Subordinates
Supervisees
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 16
Information Flow in Organizations - Formal
Channels
Managers Supervisors
Upward
Feedback
Progress
Problems
Suggestions
Flows from
employees to
decision makers
Subordinates Supervisees
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 17
Horizontal flow
Shared information to coordinate
tasks, solve problems, resolve conflict
Flows among workers
at the same level
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Coworkers
Coworkers
Information Flow in Organizations - Formal
Channels
Ch. 1, Slide 18
Information Flows in Organizations - Informal
Channels
The grapevine, gossip from the
break room to the water cooler
 Carries unofficial messages
 Flows haphazardly
 Can be remarkably accurate
 Is mostly disliked by management
 Thrives where official information
is limited
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 19
Barriers to the Flow of Organizational
Information
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Lack of trust, turf wars, fear of reprisal
Uneven reward systems
Closed communication climate
Top-heavy organizational structure
Filtering, prejudice, ego involvement
Poor communication skills
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 20
Overcoming Barriers to Effective Communication
 Encourage open, trusting environment for
interaction and feedback.
 Provide more information through formal
channels.
 Train managers and employees to improve
communication skills.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 21
Overcoming Barriers to Effective Communication
 Flatten the organizational structure.
 Establish hotline and ombudsman programs.
 Establish fair reward system for individual
and team achievement.
 Encourage full participation in teams.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 22
Understanding Ethical Behavior on the Job
What is ethical behavior?
Doing the right thing
given the circumstances
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 23
Five 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
3.
The rationalization trap
Justifying unethical actions with excuses
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 24
Five Common Ethical Traps to Avoid on the Job
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
desirable goal
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 25
Goals of Ethical Business Communicators
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Abide by the law.
Tell the truth.
Label opinions.
Be objective.
Communicate clearly.
Use inclusive language.
Give credit.
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 26
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?
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 27
End
Mary Ellen Guffey, Business Communication: Process and Product, 6e
Ch. 1, Slide 28