Business Communication

Communicating at Work
 Changes Affecting the
Workplace
• Heightened global
competition
• Flattened management
hierarchies
• Expanded team-based
management
• Innovative communication
technologies
• New work environments
• Increasingly diverse
workforce

Slide 3
Success for YOU in the new
global and diverse
workplace requires excellent
communication skills!

Slide 4
The Communication Process
Basic Model

Slide 5
The Communication Process
Basic Model

1.
Sender
has idea

Slide 6
The Communication Process
Basic Model

1.
Sender
has idea

Slide 7
The Communication Process
Basic Model

1. 2.
Sender Sender
has idea encodes
idea in
message

Slide 8
The Communication Process
Basic Model

1. 2.
Sender Sender
has idea encodes
idea in
message

Slide 9
The Communication Process
Basic Model

1. 2. 3.
Sender Sender Message
has idea encodes travels
idea in over
message channel

Slide 10
The Communication Process
Basic Model

1. 2. 3.
Sender Sender Message
has idea encodes travels
idea in over
message channel

Slide 11
The Communication Process
Basic Model
1

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

Slide 12
The Communication Process
Basic Model

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

Slide 13
The Communication Process
Basic Model
5.
Feedback travels
to sender

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

Slide 14
The Communication Process
Basic Model
5.
Feedback travels
to sender

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

Slide 15
The Communication Process
Basic Model
5.
Feedback travels
to sender

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

Slide 16
The Communication Process
Basic Model
5.
Feedback travels
to sender

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

6.
Possible additional
feedback to receiver

Slide 17
The Communication Process
Basic Model
5.
Feedback travels
to sender

1. 2. 3. 4.
Sender Sender Message Receiver
has idea encodes travels decodes
idea in over message
message channel

6.
Possible additional
feedback to receiver

Slide 18
Barriers to Communication
• Physical barriers.
2
• Psychological barriers
• Language problems
• Nonverbal distractions
• Thought speed
• Faking attention
• Grandstanding.
Slide 19
Understanding is shaped by

• Communication climate
• Context and setting
• Background, experiences
• Knowledge, mood
• Values, beliefs, culture

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

Slide 21
 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!”

Slide 22
 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!”

Slide 23
 Analysis of Flawed
Communication Process

Slide 24
 Analysis of Flawed
Communication Process

Sender
has
idea
Warn
boater

Slide 25
 Analysis of Flawed
Communication Process

Sender Sender
has encodes
idea message
Warn “Low
boater water!”

Slide 26
 Analysis of Flawed
Communication Process

Sender Sender Channel

has encodes carries
idea message message
Warn “Low Message
boater water!” distorted

Slide 27
 Analysis of Flawed
Communication Process

Sender Sender Channel Receiver

has encodes carries decodes
idea message message message
Warn “Low Message “Hello
boater water!” distorted Walter!”

Slide 28
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.

Slide 29
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

Slide 30
 Communication Flowing
Through Formal Channels
3

Downward Horizontal Upward

Management directives Task coordination Employee feedback
Job plans, policies Information sharing Progress reports
Company goals Problem solving Reports of customer
Mission statements Conflict resolution interaction, feedback
Suggestions for
improvement
Anonymous hotline

Slide 31
Forms of Communication Flowing
Through Formal Channels

Written Oral Electronic

Executive memos, letters Telephone E-mail
Annual report Face-to-face conversation Voicemail
Company newsletter Company meetings Instant Messaging
Bulletin board postings Team meetings Intranet
Orientation manual Videoconferencing

Slide 32
 Message Distortion
Downward Communication
Through Five Levels of Management

Message Amount of message

written by board of directors 100%

Slide 33
 Message Distortion
Downward Communication
Through Five Levels of Management

Message Amount of message

written by board of directors 100%
received by vice-president 63%

Slide 34
 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%

Slide 35
 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%

Slide 36
 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%

Slide 37
 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%

Slide 38
Overcoming Organizational
Barriers 5
• 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.

Slide 39
Communicating Across
Cultures
 Increasing Importance of
Intercultural Communication
• Technological advancements
• General global
interconnectivity
• Globalization of markets
• Intercultural workforce
6

Slide 41
 Understanding Culture

Society, gender, race, age, religion, and

other factors control our reactions and
behavior.

Slide 42
Characteristics of Culture
1. Culture is learned.
2. Cultures are inherently logical.
3. Culture forms our self-identity and
community.
4. Culture combines the visible and
the invisible.
7
5. Culture is dynamic.
Slide 43
 Selected Dimensions of
Culture
Context
• High-context cultures (in Japan, China,
and Arab countries) tend to be relational,
collectivist, natural, and reflective.
• Low-context cultures (in North America,
Scandinavia, and Germany) tend to be
logical, linear, and action-oriented.

Slide 44
 Selected Dimensions of
Culture
Individualism
• High-context cultures prefer group values,
duties, and decisions.
• Low-context cultures tend to prefer
individual initiative, self-assertion,
personal achievement.

Slide 45
 Selected Dimensions of
Culture
Formality
• Other cultures may prefer more
formality.
• North Americans place less
emphasis on tradition, ceremony,
and social rules.

Slide 46
 Selected Dimensions of
Culture
Communication Style
• High-context cultures rely on nonverbal
cues and the total picture to communicate.
Meanings are embedded at many social
levels.
• Low-context cultures emphasize words,
straightforwardness, openness. People
tend to be informal, impatient, literal.

Slide 47
 Selected Dimensions of
Culture
Time Orientation
• Time is unlimited and never-ending in
some cultures. Relaxed attitude toward
time.
• Time is precious to North Americans. It
correlates with productivity, efficiency,
and money.

Slide 48
High-Context and Low-
Context Cultures
High
Japanese
Arab
Latin American
Spanish
English
Italian 8
French
North American
Scandinavian
German
Swiss
Low
Slide 49
 Improving Communication
With Intercultural Audiences
Oral Messages
• Learn foreign phrases.
• Use simple English.
• Speak slowly and enunciate clearly.
• Observe eye messages.
• Encourage accurate feedback.
• Check frequently for comprehension.
Slide 50
 Improving Communication
With Intercultural Audiences
Oral Messages
• Accept blame.
• Listen without interrupting.
• Tell speakers if you don’t understand.
• Remember to smile!
• Follow up in writing.

Slide 51
 Improving Communication
With Intercultural Audiences
Written Messages
• Adapt to local formats.
• Use short sentences and short
paragraphs.
• Avoid ambiguous expressions.
• Strive for clarity.
• Use correct grammar.
Slide 52
 Improving Communication
With Intercultural Audiences
Written Messages
• Cite numbers carefully.
• Accommodate reader in organization,
tone, and style.

Slide 53
 Making Ethical Decisions
Across Borders
• Broaden your view of other cultures.
• Avoid reflex judgments.
• Find alternatives.
• Refuse business if options violate your
basic values.
• Conduct all business openly.
• Don’t rationalize shady decisions.
• Resist lawful but unethical strategies.
Slide 54
 Tips for Capitalizing on
Workforce Diversity
• Seek training.
• Understand the value of differences.
• Don’t expect conformity.
• Create zero tolerance for bias and
stereotypes.
• Learn about your cultural self. 9
• Make fewer assumptions.
• Build on similarities.
Slide 55
End

Slide 56