Download - Lecture08 Communicating at Work
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Communicating at Work
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Changes Affecting the
Workplace Expanded team-based
management
Innovative communicationtechnologies
New work environments
Increasingly diverse workforceSuccess in the new workplace requiresexcellent communication skills.
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The Communication Process
Basic Model
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The Communication Process
Basic Model
1.Senderhas idea
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The Communication Process
Basic Model
1.Senderhas idea
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
1.Senderhas idea
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
1.Senderhas idea
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
5.Feedback travelsto sender
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
5.Feedback travelsto sender
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
5.Feedback travelsto sender
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
6.Possible additionalfeedback to receiver
5.Feedback travelsto sender
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The Communication Process
Basic Model
2.Senderencodesidea inmessage
3.Messagetravelsoverchannel
1.Senderhas idea
4.Receiverdecodesmessage
6.Possible additionalfeedback to receiver
5.Feedback travelsto sender
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The Communication Process
Expanded Model
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Barriers to Interpersonal
Communication Bypassing
Limited frame of reference
Lack of language skills
Lack of listening skills
Emotional interference
Physical distractions
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Communication climate
Context and setting
Background, experiences
Knowledge, mood
Values, beliefs, culture
Understanding is shaped by
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Barriers That Block the
Flow of Information inOrganizations Closed communication climate
Top-heavy organizational structure Long lines of communication
Lack of trust between management
and employees Competition for power, status,
rewards
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Additional Communication
Barriers Fear of revenge for honest
communication
Differing frames of reference amongcommunicators
Lack of communication skills
Ego involvement
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A Classic Case ofMiscommunication
In Center Harbor, Maine, local legend recalls theday when Walter Cronkite steered his boat intoport. The avid sailor was amused to see in the
distance a small crowd on shore waving their armsto greet him. He could barely make out theirexcited shouts: Hello Walter, Hello Walter!
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A Classic Case ofMiscommunication
As his boat came closer, the crowd grew larger,still yelling. Pleased at the reception, Cronkitetipped his white captain's hat, waved back, eventook a bow. But before reaching dockside,Cronkite's boat abruptly jammed aground. Thecrowd stood silent. The veteran news anchorsuddenly realized what they'd been shouting:Low water, low water!
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Analysis of Flawed
Communication Process
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Analysis of Flawed
Communication Process
Sender
hasidea
Warn
boater
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Analysis of Flawed
Communication Process
Sender
hasidea
Warn
boater
Sender
encodesmessage
Low
water!
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Analysis of Flawed
Communication Process
Sender
hasidea
Warn
boater
Sender
encodesmessage
Low
water!
Channel
carriesmessage
Message
distorted
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Analysis of Flawed
Communication Process
Sender
hasidea
Warn
boater
Sender
encodesmessage
Low
water!
Channel
carriesmessage
Message
distorted
Receiver
decodesmessage
Hello
Walter!
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Barriers That Caused
Cronkite Miscommunication Frame of reference
Language skills
Listening skills
Receiver accustomed toacclaim and appreciativecrowds.
Maine accent makes"water" and "Walter"sound similar.
Receiver moreaccustomed to speakingthan to listening.
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Barriers That Caused
Cronkite Miscommunication Emotional interference
Physical barriers
Ego prompted receiver tobelieve crowd wasresponding to his celebritystatus.
Noise from boat, distancebetween senders andreceivers.
Which of these barriers could be overcome throughimproved communication skills?
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Overcoming Communication
Barriers Realize that communication is
imperfect.
Adapt the message to the receiver.
Improve your language and listeningskills.
Question your preconceptions.
Plan for feedback.
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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
C i ti Fl i
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Communication FlowingThrough Formal Channels
Downward
Management directives
Job plans, policies
Company goals
Mission statements
Horizontal
Task coordination
Information sharing
Problem solving
Conflict resolution
Upward
Employee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline
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Forms of Communication FlowingThrough Formal Channels
WrittenExecutive memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
ElectronicE-mail
Voicemail
Instant Messaging
Intranet
Videoconferencing
OralTelephone
Face-to-face conversation
Company meetings
Team meetings
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MISCOMMUNICATION INPRODUCT EVOLVEMENT
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As Marketing Requested It
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As Sales Ordered It
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As Engineering Designed It
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As ProductionManufactured It
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As Maintenance Installed It
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What the CustomerWanted
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Message DistortionDownward Communication
Through Five Levels of Management
Message Amount of message
written by board of directors 100%
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Message DistortionDownward Communication
Through Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
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Message DistortionDownward 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%
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Message DistortionDownward 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%
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Message DistortionDownward 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%
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Message DistortionDownward 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%
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Surmounting Organizational
Barriers Encourage open environment for
interaction and feedback.
Flatten the organizational structure. Promote horizontal communication.
Provide hotline for anonymousfeedback.
Provide sufficient informationthrough formal channels.
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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 someoneelses even more unethical behavior)
The rationalization trap(justifying unethical actions with excuses)
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Five Common Ethical Traps
The self-deception trap(persuading yourself, for example, that a lie is notreally a lie)
The ends-justify-the-means trap(using unethical methods to accomplish adesirable goal)
T l f D i h
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Tools for Doing theRight Thing
Is the action you are consideringlegal?
How would you see the problem if youwere on the other side?
What alternate solutions areavailable?
T l f D i h
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Tools for Doing theRight Thing
Can you discuss the problem withsomeone you trust?
How would you feel if your family,friends, employer, or co-workerslearned of your action?
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Any Question