Chapter 1

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
Success in the new workplace requires
excellent communication skills.
Business Communication: Process and Product, 4e Ch. 1, Slide 2
 The Communication Process
Basic Model

Business Communication: Process and Product, 4e Ch. 1, Slide 3

 The Communication Process
Basic Model

1.
1.
Sender
Sender
has
hasidea
idea

Business Communication: Process and Product, 4e Ch. 1, Slide 4

 The Communication Process
Basic Model

1.
1.
Sender
Sender
has
hasidea
idea

Business Communication: Process and Product, 4e Ch. 1, Slide 5

 The Communication Process
Basic Model

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

Business Communication: Process and Product, 4e Ch. 1, Slide 6

 The Communication Process
Basic Model

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

Business Communication: Process and Product, 4e Ch. 1, Slide 7

 The Communication Process
Basic Model

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

Business Communication: Process and Product, 4e Ch. 1, Slide 8

 The Communication Process
Basic Model

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

Business Communication: Process and Product, 4e Ch. 1, Slide 9

 The Communication Process
Basic Model

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

Business Communication: Process and Product, 4e Ch. 1, Slide 10

 The Communication Process
Basic Model

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

Business Communication: Process and Product, 4e Ch. 1, Slide 11

 The Communication Process
Basic Model
5.5.
Feedback
Feedbacktravels
travels
to
tosender
sender

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

Business Communication: Process and Product, 4e Ch. 1, Slide 12

 The Communication Process
Basic Model
5.5.
Feedback
Feedbacktravels
travels
to
tosender
sender

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

Business Communication: Process and Product, 4e Ch. 1, Slide 13

 The Communication Process
Basic Model
5.5.
Feedback
Feedbacktravels
travels
to
tosender
sender

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

Business Communication: Process and Product, 4e Ch. 1, Slide 14

 The Communication Process
Basic Model
5.5.
Feedback
Feedbacktravels
travels
to
tosender
sender

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

6.6.
Possible
Possibleadditional
additional
feedback
feedbackto
toreceiver
receiver
Business Communication: Process and Product, 4e Ch. 1, Slide 15
 The Communication Process
Basic Model
5.5.
Feedback
Feedbacktravels
travels
to
tosender
sender

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

6.6.
Possible
Possibleadditional
additional
feedback
feedbackto
toreceiver
receiver
Business Communication: Process and Product, 4e Ch. 1, Slide 16
 The Communication Process
Expanded Model

Business Communication: Process and Product, 4e Ch. 1, Slide 17

 Barriers to Interpersonal
Communication
• Bypassing
• Limited frame of reference
• Lack of language skills
• Lack of listening skills
• Emotional interference
• Physical distractions
Business Communication: Process and Product, 4e Ch. 1, Slide 18
 Understanding is shaped by

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

Business Communication: Process and Product, 4e Ch. 1, Slide 19

 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
Business Communication: Process and Product, 4e Ch. 1, Slide 20
 Additional Communication
Barriers
• Fear of reprisal for honest
communication
• Differing frames of reference among
communicators
• Lack of communication skills
• Ego involvement
• Turf wars
Business Communication: Process and Product, 4e Ch. 1, 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!”

Business Communication: Process and Product, 4e Ch. 1, 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!”

Business Communication: Process and Product, 4e Ch. 1, Slide 23

 Analysis of Flawed
Communication Process

Business Communication: Process and Product, 4e Ch. 1, Slide 24

 Analysis of Flawed
Communication Process

Sender
has
idea
Warn boater

Business Communication: Process and Product, 4e Ch. 1, Slide 25

 Analysis of Flawed
Communication Process

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

Business Communication: Process and Product, 4e Ch. 1, Slide 26

 Analysis of Flawed
Communication Process

Sender Sender Channel

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

Business Communication: Process and Product, 4e Ch. 1, Slide 27

 Analysis of Flawed
Communication Process

Sender Sender Channel Receiver

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

Business Communication: Process and Product, 4e Ch. 1, Slide 28

 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.

Business Communication: Process and Product, 4e Ch. 1, Slide 29

 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?

Business Communication: Process and Product, 4e Ch. 1, Slide 30

 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.
Business Communication: Process and Product, 4e Ch. 1, Slide 31
 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

Business Communication: Process and Product, 4e Ch. 1, Slide 32

 Communication Flowing
Through Formal Channels

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
Business Communication: Process and Product, 4e Ch. 1, Slide 33
 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

Business Communication: Process and Product, 4e Ch. 1, Slide 34

 MISCOMMUNICATION IN
PRODUCT EVOLVEMENT

Business Communication: Process and Product, 4e Ch. 1, Slide 35

 As Marketing Requested It

Business Communication: Process and Product, 4e Ch. 1, Slide 36

 As Sales Ordered It

Mary Ellen Guffey, Business Communication: Process and Product, 4e Ch. 1, Slide 37
 As Engineering Designed It

Business Communication: Process and Product, 4e Ch. 1, Slide 38

 As Production
Manufactured It

Business Communication: Process and Product, 4e Ch. 1, Slide 39

 As Maintenance Installed It

Business Communication: Process and Product, 4e Ch. 1, Slide 40

 What the Customer
Wanted

Business Communication: Process and Product, 4e Ch. 1, Slide 41

 Message Distortion
Downward Communication
Through Five Levels of Management

Message Amount of message

written by board of directors 100%

Business Communication: Process and Product, 4e Ch. 1, Slide 42

 Message Distortion
Downward Communication
Through Five Levels of Management

Message Amount of message

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

Business Communication: Process and Product, 4e Ch. 1, Slide 43

 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%

Business Communication: Process and Product, 4e 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%
received by plant manager 40%

Business Communication: Process and Product, 4e 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%
received by team leader 30%

Business Communication: Process and Product, 4e 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%
received by worker 20%

Business Communication: Process and Product, 4e Ch. 1, Slide 47

 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.
Business Communication: Process and Product, 4e Ch. 1, Slide 48
 Five Common Ethical Traps
• The false-necessity trap
(convincing yourself that no other choice exists)

• The doctrine-of-relative-filth trap

(comparing your unethical behavior with someone
else’s even more unethical behavior)

• The rationalization trap

(justifying unethical actions with excuses)

Business Communication: Process and Product, 4e Ch. 1, Slide 49

 Five Common Ethical Traps
• 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)

Business Communication: Process and Product, 4e Ch. 1, Slide 50

 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?

Business Communication: Process and Product, 4e Ch. 1, Slide 51

 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?

Business Communication: Process and Product, 4e Ch. 1, Slide 52

 End

Business Communication: Process and Product, 4e Ch. 1, Slide 53