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Business Communication

Business Communication. Changes Affecting the Workplace. Heightened global competition Flattened management hierarchies Expanded team-based management Innovative communication technologies New work environments Increasingly diverse workforce.

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Business Communication

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  1. Business Communication Arif Altaf

  2. Changes Affecting the Workplace • Heightened global competition • Flattened management hierarchies • Expanded team-based management • Innovative communication technologies • New work environments • Increasingly diverse workforce Arif Altaf

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

  4. The Communication ProcessBasic Model Arif Altaf

  5. The Communication ProcessBasic Model 1. Sender has idea Arif Altaf

  6. The Communication ProcessBasic Model 1. Sender has idea Arif Altaf

  7. The Communication ProcessBasic Model 2. Sender encodes idea in message 1. Sender has idea Arif Altaf

  8. The Communication ProcessBasic Model 2. Sender encodes idea in message 1. Sender has idea Arif Altaf

  9. The Communication ProcessBasic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea Arif Altaf

  10. The Communication ProcessBasic Model 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel Arif Altaf

  11. The Communication ProcessBasic Model 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Arif Altaf

  12. The Communication ProcessBasic Model 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message Arif Altaf

  13. The Communication ProcessBasic 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 Arif Altaf

  14. The Communication ProcessBasic 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 Arif Altaf

  15. The Communication ProcessBasic 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 Arif Altaf

  16. The Communication ProcessBasic 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 Arif Altaf

  17. The Communication ProcessBasic 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 Arif Altaf

  18. The Communication ProcessExpanded Model Arif Altaf

  19. Barriers to Interpersonal Communication • Bypassing • Limited frame of reference • Lack of language skills • Lack of listening skills • Emotional interference • Physical distractions Arif Altaf

  20. Understanding is shaped by • Communication climate • Context and setting • Background, experiences • Knowledge, mood • Values, beliefs, culture Arif Altaf

  21. 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 Arif Altaf

  22. Additional Communication Barriers • Fear of reprisal for honest communication • Differing frames of reference among communicators • Lack of communication skills • Ego involvement • Turf wars Arif Altaf

  23. 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!” Arif Altaf

  24. 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!” Arif Altaf

  25. Analysis of Flawed Communication Process Arif Altaf

  26. Analysis of Flawed Communication Process Sender has idea Warn boater Arif Altaf

  27. Analysis of Flawed Communication Process Sender has idea Warn boater Sender encodes message “Low water!” Arif Altaf

  28. Analysis of Flawed Communication Process Sender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Arif Altaf

  29. Analysis of Flawed Communication Process Sender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Receiver decodes message “Hello Walter!” Arif Altaf

  30. Frame of reference Language skills Listening skills Receiver accustomed to acclaim and appreciative crowds. Maine accent makes "water" and "Walter" sound similar. Receiver more accustomed to speaking than to listening. Barriers That CausedCronkite Miscommunication Arif Altaf

  31. Emotional interference Physical barriers Ego prompted receiver to believe crowd was responding to his celebrity status. Noise from boat, distance between senders and receivers. Barriers That CausedCronkite Miscommunication Which of these barriers could be overcome through improved communication skills? Arif Altaf

  32. 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. Arif Altaf

  33. 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 Arif Altaf

  34. Communication Flowing Through 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 Arif Altaf

  35. Forms of Communication Flowing Through Formal Channels Written Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Oral Telephone Face-to-face conversation Company meetings Team meetings Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing Arif Altaf

  36. MISCOMMUNICATION IN PRODUCT EVOLVEMENT Arif Altaf

  37. As Marketing Requested It Arif Altaf

  38. As Sales Ordered It Arif Altaf

  39. As Engineering Designed It Arif Altaf

  40. As Production Manufactured It Arif Altaf

  41. As Maintenance Installed It Arif Altaf

  42. What the Customer Wanted Arif Altaf

  43. Message Amount of message written by board of directors 100% Message DistortionDownward CommunicationThrough Five Levels of Management Arif Altaf

  44. Message Amount of message written by board of directors 100% received by vice-president 63% Message DistortionDownward CommunicationThrough Five Levels of Management Arif Altaf

  45. Message Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% Message DistortionDownward CommunicationThrough Five Levels of Management Arif Altaf

  46. 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% Message DistortionDownward CommunicationThrough Five Levels of Management Arif Altaf

  47. 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% Message DistortionDownward CommunicationThrough Five Levels of Management Arif Altaf

  48. 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% Message DistortionDownward CommunicationThrough Five Levels of Management Arif Altaf

  49. 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. Arif Altaf

  50. 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) Arif Altaf

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