Vous êtes sur la page 1sur 4

B2000

Business Communications

B2000
Business Communications

Chapter One

Chapter One

Chapter One

Changes Affecting the Workplace


Heightened global competition Flattened management hierarchies Expanded team-based management teamInnovative communication technologies New work environments Increasingly diverse workforce
Success in the new workplace requires excellent communication skills.

COMMUNICATING AT WORK

(c) 2003 Nelson, a division of Thomson Canada Limited

(c) 2003 Nelson, a division of Thomson Canada Limited

B2000
Business Communications

B2000

Chapter One

The Communication Process Basic Model

Business Communications

Chapter One

The Communication Process Basic Model

1. Sender has idea

1. Sender has idea

2. Sender encodes idea in message

(c) 2003 Nelson, a division of Thomson Canada Limited

(c) 2003 Nelson, a division of Thomson Canada Limited

B2000
Business Communications

B2000

Chapter One

The Communication Process Basic Model

Business Communications

Chapter One

The Communication Process Basic Model

1. Sender has idea

2. Sender encodes idea in message

3. Message travels over channel

1. Sender has idea

2. Sender encodes idea in message

3. Message travels over channel

4. Receiver decodes message

(c) 2003 Nelson, a division of Thomson Canada Limited

(c) 2003 Nelson, a division of Thomson Canada Limited

B2000
Business Communications

B2000

Chapter One

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 4. Receiver decodes message

Business Communications

Chapter One

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 4. Receiver decodes message

6. Possible additional feedback to receiver


(c) 2003 Nelson, a division of Thomson Canada Limited 7 (c) 2003 Nelson, a division of Thomson Canada Limited 8

B2000
Business Communications

B2000

Chapter One

The Communication Process Expanded Model


Stimulus Sending Channel B a r Encoding r Understanding i e r Decoding s
Person A

Business Communications

Chapter One

Barriers to Interpersonal Communication


Bypassing Differing frames of reference Lack of language skills Lack of listening skills Emotional interference Physical distractions

Decoding Understanding Encoding

Person B

(c) 2003 Nelson, a division of Thomson Canada Limited

Feedback Channel

(c) 2003 Nelson, a division of Thomson Canada Limited

10

B2000
Business Communications

B2000
Business Communications

Chapter One

Understanding Shaped by: by:


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

Chapter One

Overcoming the Obstacles


Realize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback. feedback.

(c) 2003 Nelson, a division of Thomson Canada Limited

11

(c) 2003 Nelson, a division of Thomson Canada Limited

12

B2000
Business Communications

B2000

Chapter One

Communicating in Organizations
Functions: internal and external Form: oral and written Form: channel selection dependent on: on:
Message content Need for immediate response Audience size and distance Audience reaction Need to show empathy, friendliness, formality

Business Communications

Chapter One

Communication Flowing through Formal Channels

Downward Management directives Job plans, policies Company goals Mission statements

Horizontal Task coordination Information sharing Problem solving Conflict resolution

Flow:
Formal: down, up, horizontal Informal: 2003 Nelson, a division of (c) grapevine
Thomson Canada Limited 13 (c) 2003 Nelson, a division of Thomson Canada Limited

Upward Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline
14

B2000
Business Communications

Chapter One

Forms of Communication Flowing through Formal Channels

B2000
Business Communications

Chapter One

Barriers that Block the Flow of Information in Organizations


TopTop-heavy organizational structure Long lines of communication Lack of trust between management and employees Competition for power, status, rewards
(c) 2003 Nelson, a division of Thomson Canada Limited 16

Written Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual

Oral Telephone Face-to-face conversation Company meetings Team meetings

(c) 2003 Nelson, a division of Thomson Canada Limited

Electronic E-mail Voicemail Instant Messaging Pagers Cell Phones Intranet Web Sites 15 Videoconferencing

B2000
Business Communications

B2000

Chapter One

Additional Communication Barriers


Fear of reprisal for honest communication Differing frames of reference among communicators Lack of communication skills Ego involvement Turf wars
(c) 2003 Nelson, a division of Thomson Canada Limited 17

Business Communications

Five Common Ethical Traps


The false-necessity trap false(convincing yourself that no other choice exists)

Chapter One

The doctrine-of-relative-filth trap doctrine-of-relative(comparing your unethical behaviour with behaviour someone elses even more unethical behaviour) behaviou

The rationalization trap


(justifying unethical actions with excuses)

The self-deception trap self(persuading yourself, for example, that a lie is not really a lie)

The ends-justify-the-means trap ends-justify-the(using unethical methods to accomplish a desirable goal) 2003 Nelson, a division of (c)
Thomson Canada Limited 18

B2000
Business Communications

Chapter One

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? Can you discuss the problem with someone you trust? How would you feel if your family, friends, employer, or coworkers learned of your cow action?
(c) 2003 Nelson, a division of Thomson Canada Limited 19