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

Ch. 1, Slide 2
Success for YOU in the new
global and diverse
workplace requires excellent
communication skills!

Ch. 1, Slide 3
The Communication Process
Basic Model

Ch. 1, Slide 4
The Communication Process
Basic Model

1.
Sender
has idea

Ch. 1, Slide 5
The Communication Process
Basic Model

1.
Sender
has idea

Ch. 1, Slide 6
The Communication Process
Basic Model

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

Ch. 1, Slide 7
The Communication Process
Basic Model

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

Ch. 1, Slide 8
The Communication Process
Basic Model

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

Ch. 1, Slide 9
The Communication Process
Basic Model

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

Ch. 1, Slide 10
The Communication Process
Basic Model

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

Ch. 1, Slide 11
The Communication Process
Basic Model

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

Ch. 1, Slide 12
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

Ch. 1, 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

Ch. 1, 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

Ch. 1, 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

6.
Possible additional
feedback to receiver

Ch. 1, 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

Ch. 1, Slide 17
The Communication Process
Expanded Model

Ch. 1, Slide 18
Barriers to Interpersonal
Communication
• Bypassing
• Limited frame of reference
• Lack of language skills
• Lack of listening skills
• Emotional interference
• Physical distractions

Ch. 1, Slide 19
Understanding is shaped by

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

Ch. 1, 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
Ch. 1, Slide 21
 Additional Communication
Barriers
• Fear of reprisal for honest
communication
• Differing frames of reference among
communicators
• Lack of communication skills
• Ego involvement
• Turf wars

Ch. 1, Slide 22
 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!”

Ch. 1, Slide 23
 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!”

Ch. 1, Slide 24
 Analysis of Flawed
Communication Process

Ch. 1, Slide 25
 Analysis of Flawed
Communication Process

Sender
has
idea
Warn boater

Ch. 1, Slide 26
 Analysis of Flawed
Communication Process

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

Ch. 1, Slide 27
 Analysis of Flawed
Communication Process

Sender Sender Channel

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

Ch. 1, Slide 28
 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!”

Ch. 1, Slide 29
 Barriers That Caused
Cronkite Miscommunication
• Frame of reference
• Language skills
• Listening skills
Ch. 1, Slide 30
• 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 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?

Ch. 1, Slide 31
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.

Ch. 1, Slide 32
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

Ch. 1, Slide 33
 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

Ch. 1, Slide 34
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

Ch. 1, Slide 35
MISCOMMUNICATION IN
PRODUCT EVOLVEMENT

Ch. 1, Slide 36
As Marketing Requested It

Ch. 1, Slide 37
As Sales Ordered It

Ch. 1, Slide 38
As Engineering Designed It

Ch. 1, Slide 39
 As Production
Manufactured It

Ch. 1, Slide 40
As Maintenance Installed It

Ch. 1, Slide 41
What the Customer
Wanted

Ch. 1, Slide 42
 Message Distortion
Downward Communication
Through Five Levels of Management

Message Amount of message

written by board of directors 100%

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%

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%

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%

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%

Ch. 1, Slide 47
 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%

Ch. 1, Slide 48
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.

Ch. 1, Slide 49
 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)

Ch. 1, Slide 50
Five Common Ethical Traps
• The rationalization trap
(justifying unethical actions with excuses)

• 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)

Ch. 1, Slide 51
 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?

Ch. 1, Slide 52
 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?

Ch. 1, Slide 53
 End

Ch. 1, Slide 54