Business Writing

Communicating
Results
Fourth Edition
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Carolyn Meyer
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Associate Professor, School of Professional Communication

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Ryerson University, Canada

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N. Bringi Dev
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Former Professor of Practice and Chairperson

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Centre for Management Communication

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IIM Bangalore
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© Oxford University Press. All rights reserved.
Communication.indb 1 24-Aug-20 4:51:06 PM

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Fourth Edition, adapted version, 2021
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ISBN-13 (print edition): 978-0-19-949657-0

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Brief Contents
Detailed Contents iv
Thematic Contents xii
Summary of Writing Samples xiii
Summary of Case Studies xv
From the Publisher xvii
List of Reviewers xviii
Praise for the Book xix
Highlights from the Fourth Edition xx
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Acknowledgements xxv
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1 Issues and Trends in Professional Communication 1
2 Getting the Message Across 23 ity
3 Getting Started: Planning, Writing, and Revising Business Messages 53
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4 Business Style: Vocabulary, Sentences, Paragraphs, Concision, and Tone 81

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Written Business Communication, E-Mail, and Letters 119

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6 Routine and Positive Messages 149

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7 Negative Messages: Delivering Unfavourable News 179

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8 Persuasive Messages 205

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9 Communicating for Employment 231

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10 Reports and Proposals 269

11 Business Presentations 315
12 Interpersonal Communication in Organizations 365
13 Digital and Social Media Communication 423
Appendix A: Business Usage: A Style and Mechanics Guide 465

Appendix B: Grammar and Punctuation Handbook 497
Notes 515

iv Detailed Contents
Detailed Contents
Brief Contents iii
Thematic Contents xii
Summary of Case Studies xv
From the Publisher xvii
List of Reviewers xviii
Praise for the Book xix
Highlights from the Fourth Edition xx
Acknowledgements xxv
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1 Issues and Trends in Professional Communication 1
Communicating for Change in the New Economy 3 ity
Communicating in Today’s Workplace 3
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Professionalism and Employee Engagement 9
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Why Professionalism Is Important 9

Qualities, Characteristics, and Expectations 10
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Professional Boundaries and Behaviours 11

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Ethical Communication 13
Ethics and Legal Responsibilities of Business Communication 13
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Tips on Ethical Communication 13

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Privacy in the Workplace 15

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2 Getting the Message Across 23

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Communication Defined 25
The Communication Process 25
Elements of the Communication Process 25
Barriers to Effective Communication 26
Communication Contexts 28
Interpersonal Communication 28
Small-group Communication 30
Organizational Communication 30
Intercultural Communication 30
Mass Communication 31
Non-verbal Communication 31
Components of Non-verbal Communication 32
Communicating in Organizations 36
Internal and External Communication 36

Detailed Contents v
Essential Skills for Workplace Communication 36

Informal and Formal Channels 37
The Flow of Information 38
Cross-cultural Communication 38
Communicating in a Global Economy 38
Diversity in the Workplace 39
Understanding Cultural Differences 39
Intercultural Communication Defined 39
High- and Low-context Communication Styles 40
Communicating Interculturally 41
3 Getting Started: Planning, Writing, and

Revising Business Messages 53
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Writing in Context: Four Key Concepts 55
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Contextual Factors 55
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Genre and Register 55
Discourse Communities 56
Rhetorical Situations 56 ity
Steps in the Writing Process 57
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The Importance of Message Planning 58
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Prewriting 58
Organizing and Outlining 69
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Drafting 70
Revising, Editing, and Proofreading 70
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Collaborative Writing 73
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Collaborative Writing Tools 73

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4 Business Style: Vocabulary, Sentences,

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Paragraphs, Concision, and Tone 81

Word Choice 83
Plain Style 83
Word Choice Step 1: Use Familiar Words 84
Word Choice Step 2: Use Fresh and Current Language 85
Word Choice Step 3: Keep Language Specific, Precise, and Functional 87
Word Choice Step 4: Practise Factual and Ethical Communication 88
Achieving Concision 89
Tone 92
Tune in to Word Connotations 92
Keep Your Style Managerially Appropriate 92
Select the Right Level of Formality: Personal and Impersonal Styles 93
Be Positive 93
Stress Reader Benefits and Relevance 94
Be Polite 95 © Oxford University Press. All rights reserved.

vi Detailed Contents
Use Inclusive Language 96

Write with Confidence 97
Effective Sentences 98
Types of Sentences 98
Phrasing Basic Types of Questions 100
Improving Sentence Clarity 100
Writing with Consistency 101
Writing Balanced Sentences: Parallel Structure 101
Writing for Emphasis 102
Applying Active and Passive Voice 103
Eliminating Grammar Errors and Awkwardness 104
Effective Paragraphs 107
Paragraph Length 107
Topic Sentences 107
Paragraph Development 108
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Paragraph Coherence 108
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5 Written Business Communication,
E-Mail, and Letters 119 ity
Why Written Communication 121
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Styles in Written Business Communication 121
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Characteristics of Written Business Communication 122

Applying the AIM Model to Written Business Communication 124
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E-mail 125
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General E-mail Guidelines 127

Reading and Processing Incoming Messages 129
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Formatting and Writing E-mail 129

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Replying to E-mail 132

E-mail Style and Tone 132
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Business Letters 133

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Letter Formats 133

Letter Balance and Placement 134
Letter Styles and Layouts 134
Letter Elements 134
6 Routine and Positive Messages 149

Positive, Routine, and Informative Messages 151
Messages that Respond 151
Goodwill Messages 151
Follow-up Messages 151
Direct Writing Plan 151
Requests 152
Requests for Information or Action 153
Claim Letters 153

Detailed Contents vii
Responses 158
Information Responses 159
Template-based Messages and Letters 159
Messages Confirming Contracts and Arrangements 162
Goodwill Messages 165
Thank You Letters 165
Letters of Congratulations 165
Informative Messaging 168
Announcements 168
Cover or Transmittal Messages 169
Instructional Messages 169
7 Negative Messages: Delivering Unfavourable News 179
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Goals of Negative Messages 181
Tone in Bad News Messages 182
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Organizing Bad News Messages 183
Direct Writing Plan for Bad News Messages 183 ity
Using the Direct Writing Plan 183
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Limitations of the Direct Approach 184
Indirect Writing Plan for Bad News Messages 184
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Using the Indirect Approach 184

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Bad News Buffers 186

Explaining the Bad News 186
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Revealing the Bad News 188

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Goodwill Closing 188

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An Example of an Indirect-approach Message 189

Limitations of the Indirect Strategy 189
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Apologies in Bad News Messages 190

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Types of Negative Messages 192

Refusing Requests for Information, Actions, and Favours 192
Refusing Claims 192
Turning Down Job Applicants 194
Announcing Negative News to Employees 197
Declining invitations 198
8 Persuasive Messages 205

Writing Persuasively 207
Preparing to Write Persuasively 207
Persuasive Appeals 209
Indirect Writing Plan for Persuasive Messages 211
Types of Persuasive Messages 211
Favour and Action Requests 211

viii Detailed Contents
Persuasive Internal Reports and Messages 212

Requests 214
Sales Messages 218
Aiming to Make a Sale: Analyzing the Product and Audience 218
Planning Sales Messages 219
Sales Follow-up Messaging 221
9 Communicating for Employment 231

Analyzing Your Career Goals and Qualifications 233
Assessing Your Skills and Values 233
Assessing Your Work Preferences and Personality 233
Assessing Your Work History 234
Identifying Job Opportunities 234
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Using Social Media to Attract and Impress Potential Employers 237
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Using LinkedIn and Twitter to Establish an Online Presence 237
Writing Persuasive Résumés 239
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How Employers Use Résumés 239
Résumé Writing Style 240 ity
Parts of a Standard Résumé 241
Résumé Length 244
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Résumé Styles and Layouts 244
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Preparing a Scannable Résumé 248

Preparing an E-mail Résumé 250
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Creative or Non-standard Résumés 252

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Preparing a Persuasive Application Letter 252

General Tips for Cover Letters 252
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Solicited Application Letters and E-mails 253

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Unsolicited Application Letters and Messages 256

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E-mail Cover Letters 258

Career Portfolios and E-portfolios 258
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Job Interviews 258

Before the Interview 259
Behavioural Interview Questions and How to Prepare for Them 260
At the Interview 260
After the Interview 261
Follow-up Employment Messages 263
Thank-you Message 263
Job-offer Acknowledgement 264
Job-acceptance Letter 264
Job-refusal Letter 264
Reference-request Letter 264

Detailed Contents ix
10 Reports and Proposals 269

Introduction to Report Writing 270
Characteristics of Effective Reports 271
Content 271
Clarity 271
Readability 271
Informal vs. Formal Reports 272
Distinguishing Features of Reports 273
Purpose 273
Frequency of Submission 273
Formats and Distribution 273
Visual Structure and the Use of Headings 274
Direct and Indirect Approaches 275
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Direct Approach: Informational and Analytical Reports 275
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Indirect Approach: Analytical Reports 275
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Steps in the Writing Process 276
Planning and Preparing to Write a Report 276
Researching/Analyzing Data and Information 277
Creating an Outline 278
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Drafting or Composing 278
Review or Revising 278
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Informal Reports 280

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Elements of Informal Reports 280

The Opening: Introductory Statement 280
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The Body: Findings 280

The Close: Summary/Conclusions/Recommendations 281
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Writing Style for Informal Reports 281

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Commonly Used Informational and Analytical Reports 282

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Informational Reports 282

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Analytical Reports 291

Formal Reports 298
Elements of Formal Reports 298
Body of the Report 299
Trailing Components or Back Matter 300
Writing Style for Formal Reports 301
Proposals 302
Elements of Informal Proposals 302
Elements of Formal Proposals 304
Writing Style for Proposals 305
Sample Informal Proposal 305
Common Mistakes in Writing Proposals 305

x Detailed Contents
11 Business Presentations 315

Business Presentations 317
Need for and Importance of Business Presentations 317
What is a Business Presentation? 317
Death By Powerpoint 318
Visual Storytelling 319
The Four-phase Approach to Crafting an Effective Presentation 320
Phase 1—Design: Strategize and Plan 321
Phase 2—Develop: Build and Script 327
Overall Presentation Dynamics 333
Creating a Presentation Outline Document 334
Developing and Using Visual Aids 334
Types of Presentation Aids 337
Creating a Slide Deck 339
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Phase 3—Delivery 346
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Phase 4—Defence: Managing Interaction and Questions 354
The Presentation After the Presentation 354
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Team-based Presentations 357
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12 Interpersonal Communication in Organizations 365
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What Interpersonal Communication Is 367
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Interpersonal Communication: Importance and Issues in Business 367

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Communication in the Organizational Context 370

Improving Interpersonal Cross-Cultural Communication 378
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Skills for Enhanced Interpersonal Communication 379

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Conversing Effectively 380

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Listening 381
Asking and Responding to Questions 384
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Non-verbal Cues in Interpersonal Communication 388

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One-on-One Interpersonal Communication 388

Key Factors in 1on1 Communication 389
Communication Styles 389
Giving and Receiving Feedback 391
Giving Instructions 394
Giving Instructions Well 395
Voice and Video Conversations 396
Outbound Digital Interactions 396
Inward Digital Interactions 397
Communicating in Small Groups and Teams 399
Discussion Groups 402
Brainstorming 403
Small Group Operational Meetings 404

Detailed Contents xi
Meetings 405
Types of Meetings 406
Conducting a Meeting 408
Minutes of the Meeting 410
Groupware-supported Meetings 413
Work from Home Communication 416
13 Digital and Social Media Communication 423

Digital Media 425
The Digital Revolution and the New Media Landscape 427
What Is Participatory Culture? 428
Types of Content and Media 428
User-generated Content (UGC) 429
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Mobile Communication 430
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What Is Social Media? 431
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Types of Social Media Sites 432
Social Media and Business 433
What Makes Social Media So Popular? 434 ity
The Risks and Challenges of Social Media 435
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Measuring Digital and Social Media Effectiveness 437
Leveraging Social Media for Business 439
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Blogs and Vlogs 439

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Microblogs 441
Podcasts, Webcasts, and Webinars 443
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Social Networking: Facebook and LinkedIn 444

WhatsApp and the Messaging Industry 447
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Photo- and Video-sharing Sites 450

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Creating Online and Digital Content 451

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Designing and Writing Messages for Mobile Devices 455

Writing Promotional Messages for Mobile Devices 456
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Optimizing Web Content for Mobile Devices 456

Instant Messaging and Texting for Business 458
Responding to Negative Messages on Social Media Platforms 459
Appendix A: Business Usage: A Style and Mechanics Guide 465

Appendix B: Grammar and Punctuation Handbook 497
Notes 515

Thematic Contents
Behaviour & Motivation 28–30, 208, 369, 375, 389–391, 399–401
Business, Economy, Change & Society 2–8, 430–432
Careers & Employment 231–264
Collaboration & Teamwork 6, 73–74, 367, 400, 429
Communication Science & Skills 25–28, 31–36, 381–384, 384–388
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Digital & Social Media 3, 7–8, 237–239, 396–397, 424–459
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Diversity & Cross-cultural Communication 38–43, 376–379,
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Leadership, Professionalism & Ethics 9–15, 400–401, 404–405
Organizational Communication 30, 36–38, 370–375

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Privacy & Security 15–16, 424–459
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Technology 6–7, 15–16, 125–133, 326, 334–346, 396–399, 417, 427–428

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Work from Home 416–417

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Summary of Writing Samples

Chapter 3 Announcing Negative News to Employees 198
Ineffective Refusal of Invitation (extract) 199
Draft Message with Changes Tracked 74 Effective Refusal of Invitation 199
Revised Message 75
Press Release 77
Chapter 8
Chapter 5 Ineffective Favour Request (extract) 212
Effective Favour Request 213
E-Mail Message Components 130 Ineffective Persuasive Message (extract) 214
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Letter Formats 135 Effective Persuasive E-Mail Message 215
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Putting the Elements Together 139 Ineffective Persuasive Claim (extract) 216
Letter for Improvement 142 Effective Persuasive Claim 217
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Format Improvement 143 Ineffective Sales Message (extract) 221
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Chapter 6 Sales Follow-Up Letter 223
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Ineffective Information Request 154
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Improved Information Request 155

Ineffective Claim Message 156 Chronological Résumé 245
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Effective Claim Message 157 Functional Résumé 246

Ineffective Information Response (extract) 160
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Combination Résumé 247

Effective Information Response 161 Scannable, Computer-Friendly Résumé 249
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Effective Information Response 163 Sample Plain-Text Résumé 251

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Sample Letter Confirming Arrangements 164 Ineffective Solicited Letter of

Semi-formal & Personal Thank You Letter 166 Application (extract) 254
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Appreciation for Business 167 Effective Solicited Letter of Application 255

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Letter of Congratulations 168 Ineffective Unsolicited Letter of

Sample Directive/Instructional Application (extract) 256
Message (E-Mail) 171 Effective Unsolicited Letter of Application 257
Chapter 7 Chapter 10
Ineffective Direct-Approach Message (extract) 185 Sample Working Outline 279
Effective Direct-Approach Message 185 Ineffective Report (extract) 284
Refusing Requests for Information, Action, and Effective Report 285–286
Favours 193 Effective Activity Report
Ineffective Claim Refusal (extract) 194 (Memo-Style extract) 287–288
Effective Claim Refusal 195 Sample Progress Report 289–290
Ineffective Employment Refusal 196 Recommendation Report: Direct
Effective Employment Refusal 197 Writing Plan 294–295

xiv Summary of Writing Samples
Recommendation Report: Indirect Writing Plan Chapter 12

(Memo-Style) 296–297
Sample Informal Proposal 305–308 Excerpt from a Meeting Agenda 409
Action Minutes Document 412
Narrative Minutes of Meeting (excerpt) 413
Chapter 11 Resolution Minutes 414
Presentation Plan and Notes Style Minutes of Telephonic Meeting 415
Outline Template 335–336
Sample PowerPoint Slides Showing the Effective Chapter 13
Use of Colour 343
Sample PowerPoint Slides Showing the Effective Example of Spam WhatsApp Message 449
Use of Slide Titles 343 Front-Loading Web Content 453
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Summary of Case Studies
Chapter 1 Get IT Write 176
Claim Response: Cubicle Junction 177
Competitive Advantage in a Flat World 2
Social Media and Your Career 21
Chapter 7
Data Mining Blues online
Samsung Galaxy Note7: Handling the First
Chapter 2 Digital Recall 180
Refusing a Claim: So Hep Clothing 202
Dell Computer: Measuring the Effectiveness of Refusing a Claim: Transfer to Chandigarh 202
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the Communication Process 24 Bad News to Employees: On-site Fitness
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Intercultural Communication Non-Starter 49 Programme 203
Cross-Cultural Communication online Announcing Bad News: Christmas Party 203
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I Don’t Understand What You Want online Bad News to Broadband Customers 203
ity I Regret to Inform You online
Chapter 3
Chapter 8
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Gillette: Planning the Shave India Campaign 54
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You’re Not Going to Like This, but… online Utterly Butterly Persuasive Amul 206
Request to Pentasoft Industries 227
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Chapter 4 YSL College Pitch to GarbIndia 227

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Letter to HQ 227
Air Asia Flies on a Comma 82 Claiming from Mountain View Inn 228
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Toy Pigs and Poor Sentence Structure online Smart & Lite Food Services 228
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Let’s Make a Deal online

Chapter 5 Social Media Marketing Proposal online
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Swiggy and the Art and Science of E-Mail 120

Space One 146 Chapter 9
Student Visitors from Abroad 146 The Recruiter-Candidate Fit: Building Your Value
In-House Sports Programme 146 Proposition 232
Thanks, I Guess, and Thanks Again online Ask Not What the Company Can Do for You online
Know Your Audience online Résumé and Cover Letter Editing online
The Style that Confuses online
Is Anyone Listening? online Chapter 10
Kotak Mahindra Bank: Making Money Simple –
Chapter 6
and Interesting 270
Flipkart and the Art of Written Apology 150 It’s a Matter of Form online
Information Request: Excelon Investments 176 Am I Repeating Myself? online
HaveURSay 176 Incapable of Escape online
Claim Request: Uttarakhand M&E 176 Can We Sell You? online

xvi Summary of Case Studies
Chapter 11 Chapter 13
The Most Famous Presentation in the World 316 The World Goes Viral: Social Media in a Time of
Too Much Information online COVID-19 424
Digital Media in a Time of Demonetization: The
Chapter 12 SBI Experience 457
The Grand Superior 463
Keeping Minutes, Wasting Hours? The Empire Why Can’t We Be Friends? online
Strikes Back 366 Tweets and Secrets online
Telephonic Communication: Fair Coffee Traders 420
Put on Hold: Child’s Garden Daycare 421
Making Waves at Work online
Online case studies are available at https://india.oup.com/orcs/ 9780199496570/.
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From the Publisher
In today’s fast-paced, globally connected world, effective communication is vital to individual as well
as organizational success. With the on-going transition from a network economy to the cloud-based
economy, employers are—now more than ever—increasingly interested in hiring individuals who can
communicate clearly and effectively. Globalization has disrupted traditional models of communication,
and spatial and time-related barriers have virtually ceased to exist. New technologies that provide
solutions to such challenges have emerged, and these tools need to be understood and their uses mastered.
In addition to comprehending the changing business environment, managers must possess strong
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language skills, and more specifically, English language skills, as it emerges as the lingua franca of the
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global business world. Managers must know not only what needs to be communicated but also how to
do so. Effective writing and speaking styles begin with an appreciation of the basics: grammar, tone,
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word choice, conciseness, structure, register, and rhetorical techniques. Additionally, writers must also
know how to develop robust composition strategies, practise persuasive document planning, and have a
thorough understanding of their audience’s needs.
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A Thorough, Hands-On Approach
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The fourth edition of Communicating for Results has been adapted to address the needs of today’s students
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from the South Asian region by providing them with a thorough understanding of how to effectively
communicate in local business environments. A thorough, hands-on approach engages students in the
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processes of critical thinking, stylistic development, and content evaluation. Comprehensive coverage
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of approaches, techniques, and strategies for the development of letters, memos, e-mails, reports, and
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presentations—as well as extensive exercises based on real-life situations—help to simplify the writing
process, banish writer’s block, and ease fears about public speaking. In addition, two appendices provide
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indispensable guidance on usage, style, mechanics, grammar, and punctuation in business writing.
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Throughout, this highly effective approach emphasizes practical knowledge that will give students
a head start in the business world. They will develop confidence in their skills and will ultimately have
everything they need to become competent and successful communicators who get their message across,
get noticed, and get results.
All efforts have been made to trace the copyright holders of the assets used in the book. Any omis-
sions, purely unintentional, will be taken care of in future editions.

List of Reviewers
The publisher and the authors would like to thank the following reviewers for their valuable feedback:
• Anamika (Xavier University Bhubaneswar)

• Annette Christinal (St. Joseph’s Institute of Management, Trichy)
• Archana Parashar (IIM Raipur)
• Chethana G. Krishna (IBS Hyderabad)
• Chhaya Wadhwa (Apeejay School of Management, New Delhi)
• Hemant Raj Konwar (NERIM, Guwahati)
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• Itishri Sarangi (KIIT School of Humanities, Bhubaneswar)
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• Lipi Das (Institute of Management Technology, Ghaziabad)
• Mahesh Kumar Soma (IBS Hyderabad)
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• Monali Chatterjee (Nirma University, Ahmedabad)
• Mukesh Kumar (IIM Amritsar) ity
• Niva Bhandari (MDI Gurgaon)
• Saikumari V. (SRM Easwari Engineering College, Chennai)
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• Sangeeta Gadhok Magan (New Delhi Institute of Management, New Delhi)
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• Shilpee A. Dasgupta (IIM Ranchi)

• Shoma Mukherji (Delhi School of Business, New Delhi)
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• Shreyas Dingarkar (Bharati Vidyapeeth Institute of Management and Entrepreneurship

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Development, Pune)
• Soumyajyoti Banerjee (IIM Bodh Gaya)
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• Sumitra Balakrishnan (XIMB, XAHR, Bhubaneswar)

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• V. Chandra (International Management Institute, New Delhi)

• Vidhu Gaur (MDI Gurgaon)
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• Yachna Malhotra (ITS - The Education Group, Ghaziabad)

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Praise for the Book
• The chapters provide an appropriate blend of theory and practice. The presentation of the chap-
ters is good. The material is up-to-date and technically correct. Examples given in the book are
well suited for the Indian students. The greatest strength of the book is its simple language and
vocabulary.
Archana Parashar, IIM Raipur
• The text is perfectly to the point and provide an acute insight into the basic perception related
to human communication both in personal and professional terms. The procedural design with
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which communication advances is clearly expressed.
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Hemant Raj Konwar, NERIM, Guwahati
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• The material is up-to-date, authoritative, and technically correct. It reflects good, in-depth
presentation. ity
Itishri Sarangi, KIIT School of Humanities, Bhubaneswar
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• The content is rich. It is very comprehensive and there is a need in the market for such content.
Monali Chatterjee, Nirma University, Ahmedabad
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• As recency and adequacy of examples are two key concerns for business communication teach-
ing, this textbook would be useful for B-school students enrolled for the MBA programme over
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the next two–three years.

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Mukesh Kumar, IIM Amritsar

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• The balance between theory and practice is satisfactory. Adequate number of examples and cases
have been provided.
Saikumari V., SRM Easwari Engineering College, Chennai
• The tonality and vocabulary are simple yet adequate. Jargons are avoided, which is a good sign.
The material is also well developed.
Soumyajyoti Banerjee, IIM Bodh Gaya
• The material is good and well researched and can compete very well in the contemporary context.
Vidhu Gaur, MDI Gurgaon
• The book is a good read on communication in contemporary workplaces.

Niva Bhandari, MDI Gurgaon

Highlights from the Fourth Edition
An updated and expanded chapter on digital

and social media communications examines how
individuals and organizations might connect, engage,
and interact with their stakeholder communities
more effectively using digital and social media. The
chapter also examines how mobile communications
technologies and channels are changing business
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interactions and how tech savvy managers can help
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Digital and Social their companies make the most of the digital media
13 Media Communication landscape.
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LEARNING OBJECTIVES
1. Identify key digital and social tools, including CHAPTER PREVIEW
blogs, micro-blogs, podcasts, social and business
networks, and video- and photo-sharing sites, and
understand how to use them effectively.
2. Identify the benefits, risks, and challenges
associated with digital media use in business
This chapter explores the tools, strategies,
and resources for successful business
communication through digital, social,
and new media channels. Following a brief
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history of the web and social networking,
environments.
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you’ll be introduced to the issues and
3. Identify elements of digital media plans and opportunities presented by digital and
campaigns and ways to build engagement and social media channels and subsequently
user-generated content. learn about strategies for effective blogging,
micro-blogging, and social and business
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4. Become aware of ways to measure effectiveness of

networking. You will also be introduced
digital and social media messaging.
to techniques for effectively creating and
5. Understand best practices for creating digital communicating digital messages in a variety
messages and optimizing content for mobile of forms.
devices.
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13 | Digital and Social Media Communication 5

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▲ Photo: © Rawpixel / Shutterstock

The Digital Revolution and the New Media Landscape
The term “Digital Revolution” refers to the evolution and disruptive adoption of solid-state electronic
technology coupled with widespread use of computers, the Internet, networking technology, mobile cel-
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lular phones, data storage and software that began with the invention of the transistor in 1948. The
Digital Revolution marked the beginning of what has come to be known as the Information Age, on
similar lines to what are historically referred to as the Agricultural and Industrial Revolutions. The move
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to digital computing and data made replication and manipulation of digital data and signals robust and
reliable. Of equal significance is the capability to store, access, and transmit digital data remotely over
data networks using universally accepted standard formats and protocols.
The 1970s and 1980s witnessed the proliferation of digital hardware and software in developed
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nations in the form of personal computers, ATMs, industrial robots, computer-generated imagery, video
gaming, electronic music, bulletin board systems, to name a few. In 1989, Tim Berners-Lee invented the
World Wide Web. The World Wide Web became publicly accessible in 1991 and soon after followed by the
launch of the Mosaic web browser and later Netscape Navigator and Internet Explorer.
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Cell phones became as commonplace as computers by the early 2000s, and progressively became more
and more “smart”. The use of text messaging, which was possible in the 1990s, became a craze by the
mid-2000s. The digital revolution became a global phenomenon in this period. At the end of 2005, the
population of the Internet reached 1 billion, and 3 billion people worldwide used cell phones. HDTV had
become the standard television broadcasting format in many countries by the end of the decade.17
Early versions of social media pre-date the creation of well-known social networking sites such as
MySpace (in 2003) and Facebook (in 2004). In fact, the roots of social media go back as far as 1979, when
Tom Truscott and Jim Ellis from Duke University created the worldwide discussion system Usenet. 18
Far from putting an end to web technologies, the dotcom* collapse in 2001 ushered in the Web 2.0
Increased coverage of social media and digital era, a second generation of Internet technology. From this point, the web grew to be more than just a
platform where content and applications could be published by individuals, as it had been with Web 1.0.
It became a platform for two-way communication, where content could be modified continuously by all
communications technologies throughout— users in collaboration.19 Unlike Web 1.0—with its static websites—Web 2.0—with its blogs, wikis, and
collaborative projects—is about connection, engagement, and participation. Table 13.1 summarizes the
as well as added explorations of such essential and

evolution of web technologies.
TABLE 13.1 Overview of Web 1.0, 2.0, and 3.0 Technologies

evolving topics as maintaining professionalism in WEB 1.0 WEB 2.0 WEB 3.0
• The “read-only” era • The “read–write” web • The “semantic” web
the workplace, developing effective interpersonal • No flow of communication

from consumer to producer
• Users publish their own
content
• Information interpreted by
machines (AI)
communication skills, adapting to changing work • No posting of comments

• Static websites
• Wikis, blogs, widgets
• Video streaming
• Users find, share, and combine
information more easily
• Natural language searches
environments, and working productively in teams—
• Bookmarking • Easy exchange of audio and
• Hyperlinking video clips • Micro formats
• Mobile devices
ensures that learners have a practical, up-to-date • Cloud and grid computing
• Personalized and contextual search
understanding of the realities of today’s business

*Read more about the dot-com bubble here: https://en.wikipedia.org/wiki/Dot-com_bubble
environments.

Highlights from the Fourth Edition xxi
9 | Communicating for Employment 15 Detailed writing samples respond to

“References.” Because a combination résumé is less traditional, it is a more risky choice for anyone applying
for jobs in traditional profession-oriented fields such as accounting, law, or banking. The formatting should real-life situations and show students the
be strategic and methodical so that the combination of styles is not confusing to readers.
Figures 9.1, 9.2, and 9.3 are samples of chronological, functional, and combination résumés. level of excellence they should strive to
achieve in their own writing. Comments and
SANGAMITRA DAS
253 Lansdowne Crescent, Bhowanipur, Kolkata 700025 tips in the margins draw students’ attention
Mob: +91 78962 35540 | Mail: smdas@gmail.com | Blog: daswrites@blog.org
LinkedIn: https://in.linkedin.com/in/sangadas | Twitter: @sangadas to important features of the samples, and
OBJECTIVE To enable the delivery of superior in-store customer service and Emphasizes “ineffective” samples show students what
merchandise management in a fashion retail chain as an entry-level professional goal
manager in relation to the
advertisement for to avoid in their own writing.
EDUCATION Southern Business School, Mysore the position being
Diploma in Retail Management sought
June 2017 – May 2019
First Class with Honors (76%) Places education
Major courses: • Managerial Accounting first for emphasis,
• Advanced Retail Management as degrees and
• Organizational Behaviour diplomas of this
young candidate
College of South India, Mysore relate directly
Diploma in Fashion Merchandising to position
July 2013 – April 2016 being sought.
First Class (67%) Include schooling
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Major courses: • Fashion Retail Entrepreneurship information also
• Retail Organizational Management
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• Retail Human Resources Management
EXPERIENCE Assistant Manager, Skylark Fashions, Kolkata

May 2016 - May 2017
• Responsible for directing, training, and motivating store sales Describes work
team of eight in order to provide a high level of customer experience,
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service. Increased revenues by 15 per cent quantifies specific
• Improved inventory-control procedures to reduce stock achievements, and
uses action verbs
surpluses by 20 per cent
Fashion Intern, Taba Shoes Limited, Kolkata

January 2014 - March 2014
SKILLS
• Assisted district manager in coordinating in-store displays
• Proficient in AutoFad3D Design and Print application
• Superior communication and inter-personal skills
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Mentions some
skills commonly
sought by
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ACHIVEMENTS Named Skylark Employee of the Month July to October 2016 employers
PERSONAL Gender: Male Other expected

Date of Birth: January 14, 1999 information
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Nationality: Indian provided
REFERENCES Available on request 18 Communicating for Results
Exercises, Workshops, and Discussion Forums

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Figure 9.1
Chronological Résumé
1. Brainstorming Elements of Effective Communi- the tendency to behave differently online than
cation. As a class or in small groups, discuss the in face-to-face interactions. In a small group,
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skills and characteristics essential to effective view the photo below and imagine you have
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business communication and, from your dis-
come across it through social media. What is
cussion, devise a list of words that accurately your impression of the man in the photo? Now
describe it. Rate each skill on a scale of 1 to imagine that this man is your doctor. Discuss
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10, with 10 being most important, and provide your changing reaction to your viewing of this
examples to support each characteristic. photo.
or
2. Taking a Professional “Selfie.” Using a smart-

phone, take a “selfie” that could be used for
professional purposes and posted on a social
media site such as LinkedIn. As you take the
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photo, consider the qualities of professional

identity you would like to project. How is this
professional “selfie” different from the photos
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you may post to Facebook, Twitter, Instagram,

Snapchat, and other social media sites? What
qualities and values do you hope viewers will
associate with this image? How could you make
this photo look even more professional?
3. Exploring Professional Codes of Conduct. For
almost any profession or industry, there is at
least one professional association that pro-
vides its members with guidelines for conduct
© Getty Images/iStockphoto
and practice as well as networking and profes-

sional-growth opportunities. For this activity,
conduct a brief online search to find at least
one Indian professional association connected
to your area of study or planned career path.
Locate the association’s professional code
of practice.* Identify three core values and
Extensive end-of-chapter resources and responsibilities, and for each list a behaviour or 5. Establishing Boundaries for Self-disclo-
sure. Begin on your own by circling the most
action that could demonstrate it or put it into
appropriate recipient(s) for the following
exercises including individual and group practice. Share your findings in a small group
and discuss the values and prescribed behav- self-disclosures.
iours the codes have in common. a) Your deepest fear: (i) a long-time per-
activities, writing improvement exercises, case 4. Assessing the Impact of Online Disinhibition.
sonal friend or trusted family member; (ii)
Facebook friends; (iii) a co-worker or man-
Professionals who use social media may some-
study exercises, and online activities based on times face boundary issues when they choose a
ager; (iv) almost anyone; (v) no one.
b) Your most embarrassing professional
photo to post online. These professional lapses experience: (i) a long-time personal friend
locally relevant realistic business situations that happen as a result of online disinhibition, or or trusted family member; (ii) Facebook
encourage students to develop their critical- * There are a number of India-specific sites to support this exercise: www.aima.in, www.ipra.org, http://www.barcouncilofindia.
org/about/professional-standards/rules-on-professional-standards/, http://idaindia.com/wp-content/uploads/2017/08/IDA-
thinking, problem-solving, and collaboration skills.

Code-of-Ethics-July-21-2017.pdf and suchlike.
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xxii Highlights from the Fourth Edition
2 Communicating for Results Localized and relevant Communication

Insight caselets at the beginning of every
COMMUNICATION INSIGHT chapter engage and motivate the learner by
Air Asia India Flies on a Comma
However much people in business believe in the ascendancy
of the spoken word, the need to write well is not getting
providing relevant, real-life organizational
any less important. Companies, governments, regulators,
examples of communication situations and
© Tashatuvango/ Shutterstock
and the judiciary continue to recognize the written word
as more acceptable, credible, and legally binding than the
spoken. Written business communication is thus a crucial
skill in organization life, and the ability to write well is a
strategy.
key competence that recruiters look for in prospective
employees. The quality of writing has a direct impact on the
image and performance of a company, and, in some cases,
its financial well-being. Complex documents such as user agreements,
The wording of a contract in Shakespeare’s The Merchant instruction manuals, and mortgage applications
of Venice is a classic example. While Shylock, the money- can benefit from a plain language approach. With
lender, on default of a loan extended by him, was eligible for its emphasis on simplicity, directness, and clarity,
plain language allows businesses to make compli-
“a pound of flesh” as compensation, but not to a single drop
cated information accessible to all stakeholders in
of blood (as this was not worded into the contract). Thus
an organisation.
he was unable to enforce his agreement with Antonio the
Merchant, thanks to some poor drafting and astute interpretation by the merchant’s lawyer, Portia.1
In 2013, Air Asia India, a newly-formed joint venture alliance between Tata Sons, Air Asia Berhad, the Malaysia-
based and Asia’s largest low-cost airline, and Telstra Tradeplace was accorded permission by the Foreign
Investment Promotion Board (FIPB), a wing of the Government of India, to invest in a new company and
commence operations after applying for and receiving licences from the Director General of Civil Aviation
(DGCA).
This decision by the FIPB was made in spite of objections raised by officials of the Ministry of Civil Aviation,
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who stated that the proposal was not consistent with the foreign direct investment policy, which only permitted
investment in existing airlines and not in new, greenfield ventures, such as was planned by it s promoters.
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The Finance Ministry and Department of Industrial Policy and Promotion (DIPP) however, argued that the
wording of the September 20, 2012 Press Note released by them announcing the new policy allowed for the
setting up of greenfield airlines. The wording of note is reproduced below :
“The Government of India has reviewed the position in this regard and decided to permit foreign airlines also to
invest, in the capital of Indian companies, operating scheduled and non-scheduled air transport services, up to
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the limit of 49% of their paid-up capital.”2
The placement of a comma, after the word “invest”, played a crucial role in their opinion; if it were not there,
the meaning and interpretation of the policy would have restricted foreign airlines to investing only in existing
airlines.
Thanks to a comma, Air Asia India, which commenced operations in June 2 014, became the first subsidiary
of a foreign airline to enter the Indian aviation sector. It also marked a comeback by the Tata Group to the
aviation sector, after the nationalization of Air India (originally Tata Airlines when founded in 1932) in 1953.3
This and numerous other similar cases of poorly written proposals, letter, agreements, appointment letters,
contracts and even laws indicate that written messages have significant impact on business outcomes.
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Business writing is evolving rapidly to simpler, plainer, less formal styles that are easily understood by everyone;
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however, the need to write well is as important as ever.
Exercise: Study this passage carefully to identify other unnecessary Commas in it. Also, check out the meaning
of the term ”Oxford Comma” and find an example of this in the case write-up.
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Communicating for
9 Employment
LEARNING OBJECTIVES
1. Prepare for employment by assessing your career CHAPTER PREVIEW
objectives, interests, and professional strengths.
Communicating for employment involves a
2. Use resources to network and find out about jobs targeted application of the persuasive skills
and employers. explored in the previous chapter. Behind it is
3. Use social media tools to search for and apply for a the aim of showcasing your qualifications and
job and to establish a profile. accomplishments according to how they meet
4. Compose chronological, functional (skills-based), and the needs of a prospective employer. This
chapter offers a roadmap to the job application
combination résumés that provide overviews of your
process, beginning with the identification of
professional background and capabilities.
career objectives and competencies through
5. Create online and scannable résumés. self-analysis. You’ll discover traditional and
6. Write solicited and unsolicited job application social media resources for networking, carry-
letters that strategically target and sell your skills to ing out a job search, and applying for pos-
prospective employers. itions, even when positions aren’t advertised.
Practical knowledge and techniques that the 7. Prepare for and follow up on job interviews and
group discussions.
You’ll be introduced to a variety of options for
designing a résumé and making tactical key-
word selection to ensure your résumé gets
learner can use to improve his or her individual skill 8. Write a range of messages related to job-seeking,
including thank-you letters, job-acceptance letters,
past screeners and leads to an interview.
You’ll also encounter effective approaches to
and requests for recommendation.
sets and career prospects illustrate each chapter’s writing an application (or cover) letter. Finally,
you’ll learn how to prepare for a job interview
▲ Photo: © pan_kung / Shutterstock and what types of questions to expect.
main themes with real-life examples.
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Highlights from the Fourth Edition xxiii
22 Communicating for Results

Checklists and review boxes summarize
CHECKLIST Intercultural Communication and Workplace Diversity
key points for easy reference.
❑ Ask questions. Foster openness in your communications and encourage feedback and constructive
dialogue. Exercise sensitivity in the ways you ask others about themselves. When communicating
globally, consult with someone from your intended audience’s culture to determine acceptable usage
and style elements.
❑ Prepare to be flexible. Adjust your tone, volume, rate of speaking, and use of pauses and silences
in verbal exchanges and alter your non-verbal behaviours and facial expressions to suit the needs of
the situation when communicating face-to-face. Make allowances for simpler, idiom-free vocabulary
choices and shorter sentences when the interaction requires it.
❑ Seek common ground. Where there is potential for cultural conflict, look to what you share by empha-
sizing compromise and solutions. Being adept at cultural understanding does not mean that you have
to adopt the entire cultural style of others but that you are open to meeting others halfway and making
some necessary adjustments.
❑ Tolerate ambiguity and uncertainty. Communicating with someone from another culture can create
uncertainty and sometimes make you uncomfortable. Accept that you may face difficulties in com-
municating and overcome uncertainty by facing it rather than avoiding it.
❑ Listen to others, not to the voice of your ethnocentrism. Pay attention to the cross-cultural situation
and rely on feedback from multiple cues to monitor the level of an individual’s understanding.
❑ Bridge cultural gaps. Demonstrate your culture’s positive characteristics and speak positively for the
strengths of other cultures. Rather than simply memorizing facts about other cultures, live the values
of greatest importance to you and those you share with others through consideration and sensitivity.
Think of your communication as a dialogue between equals.
❑ Encourage your employer to commit to a harassment- and discrimination-free workplace. If such
a commitment has not been made, a human-rights policy and set of procedures can be instituted to
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resolve problems related to diversity issues quickly and fairly.
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CHECKLIST Chapter Review
❑ What is communication? What is communication theory?
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❑ What are the areas of communication study and research?
❑ What are the primary elements of the transactional communication model? How does the communi-
cation process work?
❑ What types of barriers can occur in the communication process? How can those barriers be overcome?
❑
❑
for each?
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Name the five communication contexts. How do they differ and what specific skills are required
What is interpersonal communication? What are its core competencies? How can it be improved?
❑ What is non-verbal communication? What are the three domains of skills and abilities that lead to
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non-verbal competence?
❑ What are the five roles of non-verbal communication cues? 2 | Getting the Message Across 23
What are the four components of non-verbal communication?
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❑
❑ How are the terms internal communication and external communication defined? Give examples of CHECKLIST Chapter Review
each type.
❑ What is intercultural communication?
❑ Which skills are most essential for effective workplace communication?
❑ What are the dimensions of cultural difference?
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❑ What are the ways in which information can flow in organizations? What impact can the kind of flow
have on organizational culture? ❑ What are the best practices for speaking, listening, and writing interculturally?
❑ What are the characteristics of high- and low-context cultures?
❑ What are culture, cultural intelligence, cross-cultural competence, and ethnocentrism?
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KEYWORDS
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active listening Listening that demands close environmental interference Interference that
attention to a message’s literal and emotional meaning results from preconceptions and differing frames of
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and a level of responsiveness that shows the speaker reference.

the message was both heard and understood. ethnocentrism The tendency to make false
body language (kinesics) Non-verbal communication assumptions, based on limited experience, that one’s
conveyed by gestures, posture, eye contact, and facial own cultural or ethnic group is superior to others.
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expressions. external communication Communication with

bypassing Misunderstanding that results from the audiences who are part of an external environment.
receiver inferring a different meaning from a message feedback The receiver’s response to a message that
based on the different meanings of the words that are confirms if the original message was received and
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used. understood.
channel barriers Inappropriate choices of channel formal communication channels Official internal
that impede communication. communication pathways that facilitate the flow of
channel overload The inability of a channel to carry information through an organization’s hierarchy.
all transmitted messages. formal communications network A system
channel A communication pathway or medium over of communication sanctioned by organizational
which a message travels. management.
chronemics The study of the use and interpretation of high-context cultures Cultures in which
time in non-verbal communication. communication depends not only on the explicit
communication barriers Problems that can affect wording of a message but also on the message’s
the communication transaction, leading to confusion or surrounding context.
misunderstanding. horizontal communication flow The movement
culture The shared values, customs, and patterns of of information that enables individuals at the same
behaviour of a particular group or society, including its organizational level to share ideas and exchange
rules, beliefs, language, and structures. information.
decoding The act of extracting meaning from spoken, informal oral network Unofficial internal
written, and non-verbal communication. communication pathways, also known as grapevines,
that carry gossip and rumours—sometimes accurate,
downward communication flow The movement of sometimes not.
information from superiors to subordinates.
information overload A condition whereby a
dyadic The form of communication that involves a receiver cannot process all messages because of their
group of two. vast number.
emotional intelligence The ability to be in touch internal communication Communication that takes
with one’s own emotions, manage one’s emotional place within an organization.
displays, and understand and respond to the emotions
of others to foster strong interpersonal relationships. low-context cultures Cultures that favour direct
communication and depend on explicit verbal and
emotional interference A psychological factor that written messages exclusive of context.
creates problems with the communication transaction.
message Any type of oral, written, multimedia, or non-
encoding The act of converting ideas into code in verbal communication that is transmitted by a sender to
order to convey a written, an oral, or a non-verbal an audience.
A glossary at the end of each chapter defines message.
mixed messages Conflicting perceptions of a signal
or message that may result in miscommunication.
key terms and concepts.
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xxiv Highlights from the Fourth Edition
Supplements
Communicating for Results, fourth edition, is supported by an outstanding array of ancillary materials
for both instructor and student, all available on the companion website: https://india.oup.com/orcs/
9780199496570/.
For the Instructor

• An instructor’s manual includes chapter overviews, learning objectives, key concepts, sugges-
tions for discussion topics, recommended resources, sample syllabi, and additional homework
assignments with detailed answer guidelines.
• An answer key provides solutions to the in-text exercises and the online case study workbook.
• PowerPoint slides summarize key points from each chapter and incorporate figures from the
textbook.
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• A test generator, with both multiple-choice and short-answer questions, creates both chap-
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ter-specific and multiple-chapter tests.
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For the Student
• A study guide presents chapter overviews, learning objectives, key concepts, checklists, and
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review questions.
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• A case study workbook—containing case studies and discussion questions—provides real-life
examples taken from both general and discipline-specific situations.
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• Interactive self-grading practice quizzes for each chapter, along with a practice mid-term and
a practice final exam, allow students to test their level of comprehension.
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• Annotated web links and an online directory of business resources provide a starting point
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for Internet research.

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Acknowledgements
The development of a new edition is a process that involves the expertise, insights, and dedication of many
people. I am grateful to have worked alongside and in collaboration with an Oxford University Press team
that values consideration and thoughtfulness in this process, and I wish to thank all those involved with
the acquisition, editing, and production of this edition for their generous support, advice, and assistance.
My special thanks go out to developmental editor Peter Chambers and acquisitions editors Dave Ward
and Jodi Lewchuk for their enthusiasm and unwavering commitment to the new edition, and to Janice
Evans and Steven Hall for their editorial diligence and precision.
To my colleagues and associates, internationally, across Canada, and in the School of Professional
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Communication at Ryerson University, I owe my gratitude for their inspiring engagement with the field
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of professional and managerial communication.
I also thank the many reviewers from across Canada who originally recommended the project and
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who have since offered insightful recommendations that helped in the process of shaping and re-shaping
Communicating for Results over editions to meet the needs of faculty and students. In addition to those
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who provided anonymous feedback for the fourth edition, I would like to thank the following individuals:
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Robert C. Ackroyd, Northern Alberta Institute of Technology
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Heather Burt, Langara College

Sara Earley, Mount Royal University
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Karen Grandy, Saint Mary’s University

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Keith Johnson, University of the Fraser Valley

Brenda Lang, Mount Royal University
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Patrick Michalak, Centennial College

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Karen Riley, Southern Alberta Institute of Technology

Diana Serafini, Dawson College
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Finally, on a personal level, I want to thank my family—Margaret Meyer, the late George Homer Meyer,
Dr. Bruce Meyer, Kerry Johnston, and Katie Meyer—whose unfailing support, kindness, and patience
have made it possible for me to produce the first edition and to do it all again a second, third, and now
fourth time.
Carolyn Meyer
First off, my gratitude to Professor Meyer for crafting a book I fell in love with at first glance! I thank the
editorial team of Oxford University Press India for giving me the opportunity to adapt this work, and
for supporting me through the entire process. The encouragement I received from my family has been
extraordinary, and I am truly grateful for their support.
N. Bringi Dev

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To my mother, Margaret
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—and in memory of my father, George Homer
Carolyn Meyer
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To my students, for their work and desire to be better communicators

To my fellow teachers for their support and encouragement
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To Pratima, a truly dedicated teacher, and my inspiration

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N. Bringi Dev
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Issues and Trends
1
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in Professional
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Communication
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LEARNING OBJECTIVES
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CHAPTER PREVIEW
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1. Identify the link between effective business

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communication and personal career success.

This chapter introduces you to the contem-
2. Understand professionalism and professional porary workplace and what it takes to be
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boundaries. a professional, both as an individual and as

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3. Recognize key changes and trends in the workplace, part of a team. You’ll see why it’s important
especially those influenced by technology. to be honest and principled and to keep pri-
4. Identify the goals of ethical business communication vate information private.
and apply standards to avoid ethical lapses.
5. Identify workplace privacy issues and apply
strategies to safeguard personal information.
▲ Photo: © saisnaps / Shutterstock

COMMUNICATION INSIGHT
Competitive Advantage in a Flat World
Professor James Hoadley of the Georgia Institute
of Technology1 remarked that in the 21st century,
everyone in the world would be able to compete
on an equal footing with everyone else. As a
result, he predicted that the difference between
success and failure would be the ability to
© Dragon Images / Shutterstock

communicate and to understand.
The veracity of this prediction is easily
established; differentiation amongst products
and services is decreasing, information and time
asymmetry are reducing, globalization and the
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Internet have “flattened” markets, companies,
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processes, language, and even the workforce.
The term “flat world” was coined by journalist l Today’s businesses must understand the importance of
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Thomas Friedman based on a remark by Nandan communication, in the form of advertising, public relations,
Nilekani, then CEO of Infosys and currently its digital marketing, and other co-operative communication
non-executive chairman that “the playing field is channels, for achieving competitive advantage.
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being levelled”. Nilekani was referring to India’s
capability to deliver intellectual property and capital from anywhere in the world.2 Today, this capability
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encompasses not just software and BPO but also products and services in the engineering, design, health
care, entertainment, and education domains, to cite just a few areas.
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Management guru Michael Porter, in his eponymous book published in 1998, pointed out that differentiation
is a source of Competitive Advantage. At that time, Porter referred to differentiation of features, quality,
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service, and similar attributes of products and services. In today’s flat world, communication has emerged
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as arguably the most important source of competitive advantage. Successful companies rely and depend
on advertising, public relations, digital marketing, and co-operative communication channels to launch new
products and sustain their portfolios. Internal communication is a focus area for companies seeking to attract,
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retain, and grow their workforces. Customers and clients evaluate an organization’s ability to deliver based on
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the quality of the company’s communication as well as that of its employees, partners, channels, and service
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providers.
Consider the example of the Indian film industry; the success or failure of a movie is determined by how
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well it is marketed and how uniquely it positions itself from releases occurring around the same time. A 2017
survey 3 by a unit of WPP GroupM, a global media investment company, revealed that Indian film marketing
budgets have grown in recent times from around 5–6% of the overall production budget to 10–15%. The survey
also revealed that traditional film studios and production houses now increasingly rely on advertising and
digital media interaction, coupled with research, data analytics, and innovation to market movies.
Jack Welch, former Chairman and CEO of General Electric Corporation is supposed to have said that if one
does not have a competitive advantage, one should not compete.4 Without the leverage that communication
provides, organizations would be well advised to heed this statement.

1 | Issues and Trends in Professional Communication 3
Communicating for Change in the New Economy

Good communication matters—now more than ever in business. In today’s diverse, wired, global
business environments, everyone communicates for a living. It is impossible to work in an office
setting without having to write a report, dash off an e-mail message, compose a formal letter, par-
ticipate in a meeting, carry on a telephone conversation, network and collaborate with colleagues
and associates, make a presentation, or use WhatsApp or Skype to carry out some of these functions.
Spoken and written communication that is focused, reliable, and disciplined has the power to influ-
ence opinion and shape perceptions on which an organization’s competitiveness, productivity, and
success depend. Good communication plays a crucial role in building credibility and upholding stan-
dards of accountability in a global business environment, where relationships thrive on trust. How
you write, speak, and listen on the job reflects who you are professionally, how you treat others, and
how you do business.
Done well, your communication can empower you and be the means to promotion and success.
Language is, after all, a powerful tool worth the effort of learning to use well. Effective communication
can cut through the complexities of business, clarifying fuzzy concepts and making masses of data both
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meaningful and manageable for those who must use it and make decisions based on it.
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Successful communication on the job doesn’t happen merely by chance. It is the result of learning
how to structure your information strategically—of using text, design, and technologies to achieve an
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intended purpose for a clearly defined audience. Delivering information effectively can depend on a fine
balance between you and your audience, between a commitment to your business goals and an aware-
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ness of your audience’s needs. Delivering information at Internet speed, as so many jobs now require,
demands more than simply familiarizing yourself with the basic rules of grammar, spelling, and punc-
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tuation. It also requires keeping up with changes and developing an accessible, functional style that is
flexible enough to be applied to the many forms of communication in your workplace.
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Good communication makes good business sense. Even though the ability to communicate effect-
ively is thought of as a “soft skill”—one of the social and self-management behaviours that help people
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take action and get results—as opposed to a “hard skill”—the know-how, tools, and techniques that
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equip people to work in a professional capacity—research has shown that communication is import-
ant for success at work. The Graduate Management Admission Council (GMAC) Corporate Recruiters
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Survey Report 2017 reveals that employers consider communication to be the most important skill they
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look for when hiring management graduates.5 Communication capabilities are not just a pathway to
career advancement but also a route to a healthy bottom line. Terry Matthews, founder and chairman of
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Wesley Clover, a private equity and investment management firm, sees new graduates with specific skill
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sets as part of the formula for corporate success in the future economy: “It’s not always the ones with
the highest marks. Rather, it’s the people with the hard work ethic, creativity and good communication
skills.”6
Communicating in Today’s Workplace

As previously indicated, profound changes are occurring in the global workplace—and beyond—with
implications for learning, job requirements, sought-after business talent, hiring, and the quality of work
life. This transformation is caused by several factors:
• A changeover to a knowledge-based Internet
• The adoption of revolutionary information and communication technologies (ICTs)
• New team-based work environments with flattened hierarchies and a more diverse employee base
• Expectations for sustainability, ethical practice, employee engagement, and corporate social
responsibility (CSR)
• Highly competitive global markets

Communication is the cornerstone in the new and rapidly evolving workplace, bringing together core
functions.
The knowledge economy Whereas the world economy used to be based on the products people made
from raw materials through manual labour, the information age has made it knowledge-based. The
knowledge worker makes and sells some kind of idea-based product: for example, software, consulting
and financial services, music, design, or pharmaceuticals. The advantage that knowledge products have
over products produced through manual labour is that their value can dramatically increase as the global
market expands; the challenges in a knowledge economy are to ensure continued funding for research
and development (R&D), to continue to draw on an educated workforce trained in critical thinking, and
to fight the problem of “brain drain,” the loss of experts to other countries.
Spurring the spread of information, publicly accessible search engines such as Google and open-access
business engines and databases have become equalizers, helping to make the acquisition of knowledge
more democratic so that everyone can, potentially, know almost anything at any given time. It is under-
stood that workers should have both the skills to utilize such resources to find and evaluate information
and the know-how to process and communicate that information effectively. The information age makes
researchers of us all, no matter what our occupation or job profile. Shared workspaces, company intra-
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nets, telecommuting, and co-working are prime examples of how the business milieu is being radically
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reshaped.
The risk society The forces of modernization have brought not only unprecedented progress but also
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unprecedented risk. Recognizing this situation, sociologists Anthony Giddens and Ulrich Beck have
called our modern society a “risk society.”7 Risk is the potential for loss. When we act to gain some-
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thing, we must often assume a certain level of risk. Today’s businesses carry out extensive assessments
to identify potential risks and avoid risk-related losses. Dangers include not only environmental risks,
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such as natural disasters, but also manufactured risks that are complex, have the potential to be cat-
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astrophic, and can affect many people. Examples of manufactured risks in ICTs include piracy, cyber-
warfare, phishing, and identity theft. Security breaches result in lost or compromised data, as well
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as a loss of trust; they can harm commerce and a company’s credibility, reputation, and bottom line.
Institutions such as governments and businesses attempt to control such risks by building trust, estab-
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lishing cross-border co-operation, and forging networks.

Managing risk is essential for the active risk-taking that allows a dynamic economy to continue.
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Preventive measures and regulation are part of this effort, as are the specialized protocols of crisis and
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risk communication. Data security, cybersecurity, and defence against a spectrum of threats to com-
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munication from computer viruses, hacking, and other forms of cyberattack continue to be top concerns
for organizations.
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Flatter organizations Organizations are by tradition layered and hierarchical. Managers from the top
down at many levels are entrusted with making important decisions and setting the strategies for action
to be carried out by front-line employees with whom they may or may not be in direct contact. As organ-
izations strive for greater cost savings, efficiency, competitiveness, and sustainability, management hier-
archies may be flattened, with fewer layers and divisions. This decentralization and democratization of
the workplace, with fewer middle managers to pass along and interpret directions, makes for shorter
communication chains; therefore, every individual must be a skilled communicator if company products
and services are going to make it into the market.
Sustainability and corporate social responsibility Corporations hold significant power and influence
in the world. In fact, 69 of the 100 largest economies in the world are companies.8 According to Kristen
Coco, strategic communications consultant at the UN Global Compact (UNGC), the corporate social
responsibility movement was born in the 1990s amid growing stakeholder concerns over environmental
catastrophes (such as the sinking of the Exxon Valdez oil tanker), the first sustainability reports from for-
ward-looking companies such as Ben & Jerry’s, and the emergence of the antiglobalization movement.9

Today, important initiatives such as the UNGC drive transparency on how corporations earn their
money, treat their employees, and protect the planet’s finite resources.
Communicating these values to stakeholders has become more important as interest in sustainable
development and related concepts of CSR, corporate ethics, citizenship and accountability, and the tri-
ple bottom line of environment, economy, and society grows.10 Reporting sustainable development is
more than a PR exercise. Through a combination of voluntary and mandatory disclosures, sustainability
reporting can accomplish many objectives:
• Strengthen the link between a company and its stakeholders and increase stakeholder value
• Boost financial performance
• Showcase efficiency in production and lead to better use of company assets and innovative
technology
• Increase the company’s appeal to socially responsible investors
• Build industry credibility, set an example, and enhance company reputation
Business on a global scale The world’s economy is becoming increasingly global—to the point where,
since 2000, the world seems to have shrunk. This is due, in large part, to several key factors:
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• There has been an increased access to and usage of the Internet. The number of users in India is
expected to double to 59 per cent of the population, up from 26 per cent in 2016.
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• Cloud computing and the use of mobile and cloud-based apps (applications) have made Ola,
Facebook, and LinkedIn household names.
• Network major Cisco predicts that by 2022 there will be 982 million smartphone users in India,
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up from about 500 million in 2017.11
•
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Networking products and services such as Wi-Fi, Bluetooth, and 5G mobile data services are
becoming more widespread and cheaper to acquire and use.
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• Data analytics, AI, and the Internet of Things (IoT) have moved beyond the buzzword stage and
are being actively used for commercial purposes.
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The globalized business structure provides new opportunities as well as challenges for employees and
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their organizations. The need to explore new and emerging markets, negotiate, buy and sell overseas,
market products, and enter into joint ventures is anchored in effective communication with people from
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around the world; without this communication, none of these functions could be accomplished. The abil-
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ity to communicate across cultural barriers, time zones, and language divides—and to exercise inter-
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cultural sensitivity by respecting differences in customs, lifestyles, religions, and business etiquette—is
crucial to the success of operations in this new global economy.
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More diverse employee base Apart from the fact that India is intrinsically a multicultural country, in
recent times we have seen growth in the number of expatriates living and working in Indian companies.
For example, Infosys Limited states on its website that it has people from all walks of life—of different
interests, genders, and orientations from over a 100 nationalities, operating out of 45 countries.12
Because of the demographic makeup of most workplaces and the interactions brought about by a
worldwide economy, managing and promoting diversity is an important component of management.
Organizational policies and practices will continue to be vital in sustaining an equitable, diverse, and
inclusive work environment in which all individuals are valued, respected, and treated with dignity.
Growing millennial workforce The term millennials (also known as Generation Y or Gen Y) generally
refers to individuals born between 1982 and 200413. Millennials today constitute roughly 47 per cent of
the working age population in India, have increased levels of disposable income, are consumption-ori-
ented, and are very digitally savvy and active. Millennials bring unique talents and competencies to the
workforce, but their numbers alone make for a competitive labour market. Their work styles and prefer-
ences show desire for

• flexible hours
• work–life balance
• ongoing learning, coaching, and real-time feedback
• fulfillment—work that is authentic and allows them to be themselves and develop their
strengths
• being kept in the loop—having access to all workplace information that they perceive to be rel-
evant to them and to their jobs14
Worldwide, stereotypes about millennials abound. The popular press and others have labelled them
the “Look at Me” generation,15 suggesting that they are attention-seeking.
However, millennials are also known for their willingness to work in teams, communicate openly
with managers, embrace new communication technologies, and change jobs frequently, in fact twice as
often as previous generations, in order to achieve career goals.16 More and more millennials seek to work
from home, making telecommuting, mobile offices, online collaboration tools, and cloud software more
than just passing trends. If the millennial generation has a personality, it could be summed up as the Pew
Research Center has described it: confident, connected, and open to change.17
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Team work environments In the twenty-first century, business is conducted by teams. According to
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former IBM strategist Joel Cawley, “We are not just communicating more than ever before, we are now
able to collaborate—to build coalitions, projects, and products together—more than ever before.”18
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Collaboration in the broadest sense is at work in “open data” and crowdsourcing initiatives, such as apps
that allow users to report and share information about heavy traffic or road closures.
Collaboration through cross-functional teams, in which individuals with different areas of expertise
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come together to share information for a common goal, makes the most of a workforce’s creative poten-
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tial by increasing individual involvement in decision-making and project development. Innovations in
information technology and mobile communications have made it possible for employees to be part of
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virtual project teams, which can eliminate time and space barriers—by allowing team members to con-
tribute outside of traditional work hours and from various locations—and still provide quality, low-cost
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solutions to organizational problems. Working in teams, however, depends on good communication and
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the interpersonal skills to overcome conflicts that arise when people with differing viewpoints must
make joint decisions. Special training is often required to help teams boost performance by managing
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conflict and practising open communication.

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Disruptive and innovative communi-

cation technologies Technology and lan-
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guage use shaped by technology now filter

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our perspective of the world. Our communi-

cations are mediated through many different
technologies and electronic forums, most of
which did not exist 30 years ago. Many of
© Monkey Business Images / Shutterstock
these are what Harvard professor of busi-

ness administration Clayton Christensen
calls disruptive technologies—affordable,
accessible products and services that take
root at the bottom of the market then move
up to displace established competitors and
make some existing products and services
obsolete.19 Many technologies that are now
essential communication tools are disrupt-
l Millennial workers tend to be comfortable working in teams, ive technologies: laptops; e-mail and e-mail
communicating openly, and embracing new technologies. innovations such as IMAP accounts and auto

responders; tablet computers; smartphones and other hand-held wireless devices; Bluetooth technology;
instant messaging (IM); text messaging; voicemail; proprietary Voice over Internet Protocol services
(VoIP) such as Skype; podcasts; mobile apps such as Basecamp and WebEx; space-defying video confer-
encing and web conferencing; presentation software such as PowerPoint, Prezi, and Keynote; interactive
software that can change the sequence of information; weblogs; wikis; virtual worlds; cloud computing;
and wearable computer components. Not only do these technologies allow us to communicate farther
and faster, but they also enable us to communicate around the clock—to the point where we are always
using one technology or another.20
Connectivity through the World Wide Web Web 2.0 (read–write) applications such as blogs, wikis,
peer-to-peer file sharing, social networking platforms, and virtual worlds allow users to communicate,
collaborate, and socialize, as well as to create, distribute, and share content. Web formats such as really
simple syndication (RSS) feeds allow frequently updated works to be published and new content to be
syndicated automatically.
• Social networking sites: Facebook, YouTube, LinkedIn, Tumblr, Instagram, Pinterest, Reddit,
and Twitter. Facebook began as a tool—or what the site calls “a social utility”—to “give people the
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power to share and make the world more open and connected . . . to stay connected with friends
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and family, to discover what’s going on in the world, and to share and express what matters to
them.”21 This networking platform lets users control the information they share with others,
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and this tool for self-presentation has been quickly embraced by marketing-savvy corporations.
Twitter is a popular microblogging tool that allows users to send and read “tweets” of up to 280
characters. Twitter also offers corporate representatives the chance to build trust and promote
ity
corporate values such as transparency.
•
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Web 3.0 (the transcendent web). Businesses are beginning to plan for the next generation of web
technology—and for the privacy concerns it brings. Web 3.0 encompasses artificial intelligence
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(AI) technology, social media, the semantic web (which allows for more sophisticated and person-
alized searching), and the Internet of Things (dubbed IoT, a network of web-enabled objects and
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devices).22 Many business leaders believe that Web 3.0 will transform business, especially the
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online media and retail industries, over the coming years. Web 3.0 promises the unprecedented
ability to not only connect and communicate with customers but also, through real-time ana-
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lytics, capture data about their online activities that can then be used for sales and marketing as
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well as product development. A wide variety of “things”—from cars to health-monitoring devices

to personal fitness trackers—are already equipped to automatically collect and exchange data
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over the Internet. Moreover, technology research group Machina Research predicts that the num-
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ber of such devices will grow to 27 billion by 2025, and that these devices will generate several
trillion dollars in revenue by that time.23 Companies that have embraced Web 3.0 include Dell,
which has created a community of one million online users to test products and provide feedback
on design, and Amazon, which uses AI to provide customer recommendations based on individ-
ual browsing histories.24
• Mobile apps for business. Smartphones, tablets, and other devices with mobile Internet capabil-
ities are gaining popularity in India and across the globe. Thus, it should not be surprising that
many businesses, and even the government, have taken advantage of mobile apps. Business-
to-business (B2B) apps are used to support an organization’s internal business processes such
as customer-relationship management, warehouse management, and sales-force automation.
Business-to-consumer (B2C) apps fulfill different needs:
§ Content-oriented apps, such as Twitter and IM+, answer the need for information, communi-
cation, entertainment, and socialization.
§ Marketing-oriented apps promote brands and excel in targeting them to a younger, digitally
native demographic. Companies frequently use mobile apps as mainstays of their communi-
cations planning, often using them to build brand awareness.

§ Service-oriented apps allow

users to perform tasks
such as online banking,
shopping, or consulting
schedules.
Various apps also benefit businesses
by boosting productivity. Examples
include note-taking apps such as
Evernote, business-planning apps such
as StratPad, file-syncing apps such as
© Dean Drobot / Shutterstock

Dropbox Business, scheduling apps
such as Google Calendar, and virtual
personal-assistant apps such as Alexa
and Google Assistant.
New economies: Attention/dis-
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traction and share The rise of the
es
Internet and social media has made
l Mobile apps for business provide an array of features that can
help organizations organize data, boost productivity, and meet their
information gluts and overload a cen-
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customers’ needs. tral fact of daily experience. Surging
volumes of content bring with them
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endless choices about what to view, read, listen to, and know. Though capital, labour, information, and
knowledge are plentiful, attention is scarce, and businesses must compete and manage information
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strategically to attract it. A state of what tech writer Linda Stone calls “continuous partial attention” is
the new reality,25 especially for knowledge workers whose reliance on digital technologies can result in
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constant distractions on the job. Attention has become the new currency because it is always at a pre-
mium.26 The term attention economy thus refers to a system centered on seeking and receiving atten-
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tion from other human beings. Having the greatest number of views, tags, followers, or likes is a badge
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of success, and quantifying and measuring this attention is a big part of what businesses now do.27 The
aim of attracting or interrupting consumers’ concentration, which is the idea behind the distraction
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economy, has implications for how we present ourselves on online platforms, how businesses market
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their brands and manage their online images and interactions, and even how we manage our lives. The
distraction economy has also brought the need for mindfulness, or the ability to “manage [a] wander-
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ing mind and external distractions.”28 For businesses and their stakeholders, getting attention quickly
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and memorably and forging connections and affinities online matters more now than it has ever before.
Social media, along with mobile communications, play an equally important role in the share (or peer)
economy. The share economy is based on the idea of collaborative consumption, or sharing as reinvented
through network technologies, with a “shift in consumer values from ownership to access.”29 This new,
peer-to-peer economic model is based on some old and familiar concepts:
• Sharing
• Renting
• Swapping
• Gifting
• Lending
• Bartering30
App-based services such as Airbnb (accommodation), Swiggy (food delivery), Byju’s (learning), and
Ola (taxi) have disrupted previously regulated businesses in the taxi, learning, food and grocery delivery,
and hotel industries. Because share economies place a monetary value on access to assets, they enable
people who control that access to become part-time entrepreneurs.31

CHECKLIST Communication Skills and Trends in the Workplace

❑ How do hard skills and soft skills contribute to career success?
❑ What is the knowledge economy?
❑ How does risk affect business decisions?
❑ What benefits do flatter organizations have over more traditionally structured hierarchical organizations?
❑ Why are sustainable development and corporate social responsibility (CSR) important concepts in mod-
ern business?
❑ What is global business?
❑ Why is it important for organizations to promote diversity in the workplace?
❑ What strengths do millennials bring to the workforce?
❑ How do disruptive technologies affect business practices?
❑ How are attention, distraction, and sharing economies reshaping the ways sellers and service providers
connect with customers?
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Professionalism and Employee Engagement ity
Why Professionalism Is Important
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A professional is a worker or a practitioner (e.g., a doctor, a lawyer, an engineer, an accountant, a per-
forming artist, or an investment advisor) in whom others put their trust. Professionalism, or the act of
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being professional, requires a worker to be worthy of that trust, as demonstrated through their attitudes
and actions. Workers can show professionalism through actions such as the following:
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• Putting clients first

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• Maintaining confidentiality
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Using their knowledge for honest, legal, and ethical purposes32

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At its most basic, professionalism involves aspiring and committing to appropriate work identities,
conduct, and practices.33 A starting point for many new workers is getting to know and understand their
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shared work identity. This identity links them to others who do the same work and reinforces a sense of
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belonging based on what they have in common, including their

• educational background
• professional training
• experiences and expertise
• membership in professional associations
• shared work cultures
• shared ways of solving problems and helping clients and customers deal with uncertainty and
risk34
Becoming professionalized, or achieving status as a professional, isn’t a matter of wearing the right
suit just to fit in and look the part. It’s a matter of standing out as someone who can act decisively and
knowledgeably, adapt to new situations, and add value to the performance of an organization based on
his or her high-quality work standards.35 As an employee, professionalism is an ongoing process of social
learning that involves thinking about and carrying out your duties according to a set of shared values,
objectives, norms, and expectations important to you, your organization, and its stakeholders.

The link between organizations and professionalism is strong. In fact, professionalism is embedded in
every aspect of the workplace, including its
• systems
• structures
• rules
• processes36
An organization’s policies, mission statement, codes of conduct, training manuals, and standards for
communication make professionalization of its workforce a priority, in part because professionalism is
viewed as desirable, appealing, and rewarding.
A commitment to professionalism increases the chance that your behaviour, interactions, com-
munications, and achievements will be viewed positively. For individuals, these outcomes can lead to
higher status and authority.37 For organizations, professionalism, by reducing risk of conflict and error,
can improve workflow, the quality and conditions of work life, and the customer-client experience.
Ultimately, professionalism is good for business because it enhances a company’s efficiency, productivity,
competitiveness, and reputation.
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Qualities, Characteristics, and Expectations
No matter what your profession or occupation is, being professional depends on your capacity to act and
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interact in the best interests of customers and colleagues, never purely out of self-interest.38 Being pro-
fessional requires you to display professional attitudes and to conduct yourself professionally, especially
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when you are at work in the service of others. It involves not just a single skill or capacity but a whole
range of integrated qualities (highlighted in Figure 1.1).
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Responsible
and
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accountable Independent
Objective and
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and
unbiased
self-starting
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or
Open to
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feedback and Detail-oriented

criticism
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Characteristics
of
Professionals
Committed Ethical
and dedicated
Respectful,
Poised, courteous,
positive, and sensitive, and
proactive discrete
People- and
service-oriented
Figur e 1.1
Characteristics of a Professional

A true professional strives to be

1. responsible and accountable
2. independent and self-starting
3. a stickler for detail and high standards
4. ethical and demonstrates fairness and integrity
5. respectful, courteous, sensitive, and discrete
6. people- and service-oriented
7. poised, positive, and proactive
8. committed as well as dedicated
9. objective and unbiased
10. open to feedback and criticism
The set of characteristics an organization values is as unique as the organization itself.
Demonstrating these characteristics and being a good “corporate citizen” are what most organizations
expect of their employees. Such characteristics, in combination, also define organizational culture.
However, some people interpret an organization’s insistence that its employees live up to certain cor-
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porate expectations in their daily conduct as a way for the organization to exercise domination and
control over its members.
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This more negative interpretation of organizational expectations explains why businesses of the
future may opt to become “authentic organizations.”39 Authentic organizations aim to succeed by fos-
tering environments of creativity and innovation that will attract top talent and thereby bring meaning
ity
and engagement back to the workplace. Employee engagement has to do with harnessing an employee’s
“self” to her or his work role in a way that makes the employee not just attentive to that role but fully
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immersed in it.40 Engaged employees boost organizational performance and increase revenues,41 mak-
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ing engagement a top priority for managers. Many companies in India now survey employee engagement
and satisfaction frequently and have introduced measures to increase it.42 Surveys by Human Resource
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consulting companies reveal that the engagement levels of employees in Indian companies is of the
increasing order of 75 to 80 per cent.43
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Professional Boundaries and Behaviours

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Relationships are defined by the boundaries we set to map out what is considered acceptable behav-
iour and what is off-limits in particular contexts. Boundaries create transparency and help build strong,
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respectful relationships. Personal boundaries are the limits (emotional, physical, and mental) we
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establish to protect ourselves and set our own thoughts and feelings apart from those of other people.
Professional boundaries, on the other hand, define the roles and responsibilities of employees in the
workplace. Professional boundaries help employees work safely, comfortably, and productively. They
help each member of an organization know where they stand, what is expected of them, and what they
can rightfully say “yes” and “no” to. Recognizing and respecting boundaries helps all concerned work
together more effectively, and it helps to build an environment of transparency in which there is less
chance of stress, blame, or bullying.
In business, boundary-setting is a question of defining where you end and other people begin.
Defining and establishing professional boundaries begins with you recognizing the limits of your per-
sonal boundaries. It also requires you to understand the guidelines your organization has set to regu-
late how you will behave toward others and how others will behave toward you. As a starting point,
you should be able to answer the following questions:
• What is your role?
• What is your job description?
• What are your duties and responsibilities?
• Who do you support and report to?

• Who assigns your work and sets your priorities?

• Who evaluates your work and provides feedback?
You should also be aware of boundaries set by
• organizational rules and regulations (positive/negative sanctions)
• norms (obligations that must be met)
• cognition (ways of thinking)
• individualized self-regulation (self-control and personal commitments, such as pride in perform-
ance, that guide you where organizational regulations leave off)
Reading your job description, perusing your employment manual, reflecting on your personal val-
ues, and having appropriate conversations with superiors or supervisors are all good ways to gain the
insight and information you need to set professional boundaries. Observing workplace culture and
paying attention to how others interact can also yield valuable information. For example, you may
learn that being truly helpful to a colleague or a customer involves maintaining a proper social distance
and striking a balance between being under-involved and being over-involved. Learning about organiza-
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tional culture and being able to stay within professional boundaries are both essential to maintaining
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professionalism.
Unprofessional behaviour is often the result of loose boundaries or a lack of respect for established
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boundaries. Crossing these limits, for example, by intruding on someone else’s space or sharing too much
personal information, can cause confusion, conflict, embarrassment, and loss of respect and reputation.
Such behaviour can shift attention off-task and away from a customer’s needs, or violate a colleague’s
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need for space and disrupt co-worker relationships. It can also cause irreparable damage to an individ-
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ual’s reputation. Unprofessional behaviour takes many forms, including the following:
•
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Gossiping about colleagues

• Bullying and intimidating colleagues
•
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Using cliques to ostracize certain colleagues

• Using profane language
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• Displaying gender, racial, or personal bias

• Ignoring messages or responding to them in an inappropriate way
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• Sabotaging a colleague’s efforts

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• Blaming a colleague unfairly for your mistake

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Not acknowledging a colleague’s presence or contribution

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Professional lapses draw criticism, especially when they happen repeatedly. As a result, they can have
costly consequences, lowering morale and hurting employee retention, and may cost you your job or even
your career.
How can you tell if you are being professional? Professionalism is subject to self-judgement and the
judgement of others.44 Periodic performance reviews may flag boundary issues. Even before that stage is
reached, informal feedback and reactions from colleagues may help you understand how you are measur-
ing up as a professional. This measuring of professionals in fact takes place on several levels:
• Self-reflection and self-regulation (measuring yourself based on adherence to your internal stan-
dards and those of the organization)
• Evaluations, reactions, and feedback from colleagues, managers, and other stakeholders
• Awards, merits, and citations
• Acceptance into professional associations and accrediting bodies
Although there is no secret formula for professionalism, there are some general rules of thumb: check
your emotional baggage at the door; stay principled, committed, and respectful; and be the best employee
you can be.

CHECKLIST Professionalism
❑ What is professionalism?
❑ What are some factors that help to foster a sense of belonging among professionals?
❑ What aspects of the workplace is professionalism embedded in?
❑ How do workplaces communicate professional standards to their employees?
❑ What are the benefits of being professional?
❑ What skills (attitudes, beliefs, behaviours) are associated with professionalism?
❑ What is employee engagement?
❑ How do companies measure employee engagement?
❑ What are professional boundaries and why are they important?
❑ What constitutes unprofessional behaviour?
❑ How can professionalism be measured?
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Ethical Communication
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Ethics and Legal Responsibilities of Business Communication ity
When you communicate on the job, not only do you represent your organization, but you also assume
responsibility for its actions. Every document (letter, e-mail, or report) you write is in reality a legal con-
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tract admissible as evidence in a court of law. Signing a letter means you agree to its content. It makes
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your promises and agreements legally binding and makes retractions next to impossible to carry out
without proof of altered circumstances. For the good of your company, its image, and its bottom line,
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communicating legally and ethically is of the highest importance.

Business ethics stipulate that senior executives as well as employees at every organizational level
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“do the right thing” in regard to both relationships with stakeholders (employees, customers, investors,
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and the public) and administration of products and services. Behaving ethically in business settings
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involves an awareness of how the choices you make affect and influence others, for better or for worse.
Corporate codes of ethics—upholding equal commitment to values such as honesty, integrity, fairness,
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social responsibility, accountability, and respect—sensitize managers and staff alike to how they should
behave. The growing emphasis on business ethics is more than just a trend or bandwagon effect. Most
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Indian organizations, be they governmental, non-governmental, public, or private sector, have insti-
tuted one or more codes or have framed policies to deal with matters such as conflict of interest, external
and customer relations, the handling of company assets, relationships with competitors, and employee
workplace issues.
Having moral and interpersonal ground rules in place in the form of policies, training programmes,
and other initiatives helps companies weather crises and controversies by allowing them to distinguish
right from wrong in times of fundamental change. A company’s ethical practices speak to its social
responsibility and integrity—an invaluable asset that makes perfect sense in an age weary of corpor-
ate corruption. Ethical business conduct and communication create a marketplace advantage, enhance
employee performance, promote a strong public image, prevent legal challenges, save huge sums in legal
fees, and provide incentive for leniency in legal proceedings.
Tips on Ethical Communication

Responsible and accountable workplace communication, especially written communication, plays a big
part in ethical business conduct. Here are some tips for becoming a good and ethical corporate citizen:

• Tell the truth. Avoid deceptive language, words with double meanings, and extremes of over-
statement and understatement. Misrepresentation, especially when it is in the form of false
advertising, is punishable by law. Make sure that your motives are clear, with no indications of a
hidden agenda, and that others will perceive them as such.
• Avoid language that attempts to evade responsibility. The passive voice, when misapplied, can
mislead readers through its failure to assign responsibility for certain actions.
• Don’t suppress or de-emphasize important information, including information that the pub-
lic rightfully deserves to know or that people need to do their jobs. Present facts accurately
while ensuring that they are relevant and used in a reasonable way in reaching conclusions and
making recommendations. Include any information the reader would want to have and will need
to understand your recommendations (as long as the information is within your authority to
disclose). Don’t hide facts or conflicts of interest or emphasize or de-emphasize certain facts to
give readers a false impression; avoid half-truths and exaggerations. Give clear warnings of risks
and dangers when issuing safety information—someone’s life may hang in the balance, and the
liability of your company could depend on it.
• Offer good value for money. Back up any claims you make about the value of a service or per-
s
formance of a product, including claims made through visual images. There are stiff penalties for
es
falsifying sales, marketing, and investment information and for making any claim about product
pricing, performance, or quality that can’t be verified.
Pr
• Be timely in your communication. Avoid unjustified delays in replying or processing informa-
tion and be sure to direct your message to the right person.
ity
• Consider your obligations. Keep in mind to whom you are responsible when you carry out com-
munications on the job—your managers, co-workers, suppliers, customers and clients, the com-
rs
pany, regulators, shareholders, other stakeholders, the public and community, and society at
ve
large.
• Show respect and consider ideals and impacts. Speak, write, and act with the inherent dignity
ni
of others in mind. Consider whether those with whom you are communicating and outside
observers would consider your communications respectful. Give thought to how your communi-
U
cation impacts and helps stakeholders and how it reflects the positive values to which you aspire.
Provide the opportunity for stakeholders to give input into decision-making.
d
• Avoid libel. Libel is printed and recorded defamation and is characterized by false, malicious,
or
or derogatory remarks—remarks that arouse hatred, contempt, or ridicule toward the individ-
xf
uals to whom they are applied. Common law protects every person against this kind of character
assassination.
O
• Distinguish between fact and opinion. Let readers know the difference between conjecture and
a verifiable fact. Passing off an opinion as a fact is misleading and unethical.
• Use a layout that doesn’t hide information. Style elements such as lists, bullets, and spacing
should be used to spotlight important information, not hide it.
• Know what you can and cannot disclose to certain parties according to corporate disclosure
practices, privacy law, and confidentiality agreements. Careless publication or misuse of your
company’s intellectual property and confidential information, even in the form of an offhand
remark, can be detrimental to your organization and might result in charges of wrongdoing. Not
advising investors of major corporate events that affect such things as share prices can, on the
other hand, expose companies to lawsuits under legislation.
• Be especially careful communicating in cyberspace. Cyberspace is an ethical minefield.
Remember that e-mail and text messages are easily forwarded. Once they are sent, you have vir-
tually no control over where they end up. Many companies now have regulations in place regard-
ing the type of information their employees can transmit via e-mail. Others insist on archiving
e-mail messages for up to two years. A general rule is to not transmit by electronic means any-
thing you would not want your employer, colleagues, or friends to see or to find in the newspaper.

• Don’t claim authorship of content you have not written. Disclose how you obtained your
information and how you used it in making your arguments. The consequences of plagiarism—
not giving due credit for borrowed words or ideas—are serious. Always acknowledge your sources
by using quotation marks, notes, or citations.
CHECKLIST Ethical Writing

❑ Is the document truthful?
❑ Is the action the document endorses legal?
❑ In writing the document, do you treat others in a way you would like to be treated, with respect and
concern for their inherent dignity? Have you avoided violating anyone’s rights?
❑ Are you willing to take responsibility for what the document says?
❑ Would your perspective on an issue still seem fair if you were viewing it from the opposite side?
❑ Is the information in the document based on thorough research from recent, reliable, and unbiased
s
sources?
es
❑ Do you use sound and logical reasoning and avoid exaggeration?
❑ Would it be acceptable if everyone communicated in the same way you have?
Pr
❑ As you accomplish your purpose, are you also acting in the best interest of your employer and your
client? ity
❑ Are ethical standards applied consistently to your writing?
Does your communication comply with the policies and codes of conduct specified by your company
rs
❑
or generally acceptable norms in the industry?
ve
Privacy in the Workplace

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Privacy, according to legal scholar Alan Westin, is “the claim of individuals, groups, or institutions to
U
determine for themselves when, how and to what extent information about them is communicated to
others.”45 Doing business, in fact any commercial activity, involves the collection and retention of the
d
personal information of customers, clients, patients, and employees. While the collection of personal
or
information by either governments or other organizations is one matter, the issue of privacy arises when
xf
personal information is disclosed, shared, sold, stolen or in any way commercially or socially used, dis-
tributed or exploited in any way without the express consent of the individuals whose data is being
O
shared. The sharing of data is almost always enabled via one form of communication or the other, such
as orally or in printed or digital form, and transmitted by phone, fax, social media, cloud, file transfer,
or suchlike.
With technology now affecting almost all aspects of business activity and posing unwarranted intru-
sions and techno-threats, concerns about privacy—and the best way to protect personal or privileged
information—have never been greater. Despite the best efforts of most companies to safeguard the per-
sonal information of customers and employees, privacy breaches are becoming more common.
An example of such a breach of privacy is the Facebook-Cambridge Analytica case, a major US scandal
reported in early 2018 when it was revealed that Cambridge Analytica had harvested the personal data
of millions of Facebook profiles of US voters without their consent and used it for creating political cam-
paigns.46 It has been described as a watershed moment in the public understanding of personal data and
precipitated a massive fall in Facebook’s stock price and calls for tighter regulation of tech companies’
use of data.
In India, there has been much debate as well as legal activity relating to the Aadhaar, which is a unique
identity number based on the biometric and demographic data available to people resident in India.
The Aadhaar scheme is administered by the Unique Identification Authority of India (UIDAI), a statutory

authority established under the provisions of what is commonly referred to as the Aadhaar Act. Used
to provide proof of identity and residence, it was originally required to obtain subsidies and access to
government services. Over time, the use of Aadhaar has been extended to a variety of identification
situations, such as income tax, finance, banking and so on. In February 2018, the government stated that
1.17 billion Aadhaar IDs had been assigned, translating to coverage of 89.2 per cent of the population.47
Since its inception, there have been serious concerns expressed of every facet of the Aadhaar scheme,
including the use, storage, and sharing of data, as also the security issues relating to theft and loss of
information of almost every citizen of India.
Policy and legislation in the areas of data protection and privacy have been evolving since the begin-
ning of the millennium with the introduction of the Information Technology Act, 2000. This legislation
addresses matters relating to the penalties and processes, including compensation and punishment, for the
wrongful disclosure, misuse, and violation of contractual terms relating to personal data. The Government
of India has defined the practices and procedures relating to the protection of “sensitive” personal data,
such as passwords, financial, medical and health-related data, biometrics, and sexual orientation. Known
as the Information Technology (Reasonable security practices and procedures and sensitive personal data
or information) Rules, 2011, these rules apply to companies, organizations, individuals, or their agents
s
that “collect, receive, possess, store, deals or handle personal information”,48 and any breach of these rules
es
will make them liable to pay damages to the parties affected by such misuse. The process of introduction
and passing of a codified law dealing with data protection is currently in the Indian Parliament.*
Pr
Another instance of the issue of privacy, with specific reference to communication relates to Instagram.
In late 2012, the popular photo-sharing website Instagram was forced to rescind controversial changes
ity
in its original terms of use after thousands of users, including National Geographic, protested the site’s
apparent right to sell photos and threatened to stop using the service. Instagram had faced controversy
rs
before over settings governing user privacy, but this time the policy’s wording would have allowed adver-
ve
tisers to show user photos without compensation. CEO Kevin Systrom issued this apology: “It became
clear that we failed to fulfill what I consider one of our most important responsibilities—to communi-
ni
cate our intentions clearly. I am sorry for that, and I am focused on making it right.”49
There are also several steps you can follow, as an employee, to help ensure your organization meets
U
privacy standards:
•
d
Learn about the local privacy laws and privacy legislation that apply to you and your organization.
•
or
Identify what constitutes “personal information” in your workplace—what can be legitimately

collected, used, and disclosed by fair and lawful means. Many organizations, such as Tata Steel
xf
Limited, have their own privacy policies (see https://www.tatasteel.com/media/6872/tsl_data-

O
privacy-policy.pdf).
• Obtain written, verbal, electronic, or (in some circumstances) implied consent from customers
for the collection, use, and disclosure of any of their personal information.
• Be accountable for the personal information you collect, use, and disclose and be proactive in
protecting it with security safeguards to prevent unwarranted intrusion, release, or misuse.
Giving up some privacy is something you can expect on the job because the premises and equipment
you use belong to your employer, the company’s human resources department needs your personal
information to manage your pay and benefits, and your employer needs to ensure that work is being
done properly. Infringements on employee privacy, however, are becoming much more common. Video
surveillance, on-the-job drug testing, web-browsing records, and keystroke monitoring are part of an
employer’s need to know, but this need must be balanced with respect for employees’ rights to privacy.50
Fair employers have clear policies in place that tell their employees exactly what personal information
can be collected and how it will be used. Employees should be well advised of web, e-mail, and social
media policies, random surveillance, and any monitoring of their Internet use.
*At the time of publication of this edition of the book, The Personal Data Protection Bill, 2019 (Bill No. 373 of 2019), which was
introduced in the Lok Sabha on December 11, 2019, is under process.

CHECKLIST Chapter Review

❑ What role does communication play in today’s business environments?
❑ What trends and issues define communication and doing business in the contemporary workplace?
❑ What are the differences between soft skills and hard skills?
❑ What is professionalism? What are the characteristics and boundaries of workplace professionalism?
❑ What does the term business ethics refer to?
❑ What strategies and practices can you employ to be an ethical communicator?
❑ What is privacy? What laws govern privacy protection and regulation in India?
❑ What steps can you follow to help ensure your organization meets privacy standards?
KEYWORDS
s
attention economy An economic system centred ICTs Technologies, such as mobile phone systems and
es
on seeking and receiving attention from other people the Internet, used for transmitting, manipulating, and
(particularly consumers). storing data by electronic means.
Pr
authentic organizations Organizations that identity theft The act of acquiring and collecting an
encourage employees to be their best selves by valuing individual’s personal information for criminal purposes.
and nurturing employees’ unique perspectives and ity libel A false published statement that is damaging to a
differences in attitude. person’s reputation.
business ethics The socially accepted moral
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mindfulness The ability to focus one’s thoughts by
principles and rules of business conduct. tuning out external distractions.
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communication A transactional and relational personal boundaries The emotional, physical, and
process involving the meaningful exchange of mental limits individuals establish to protect themselves
information.
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from harm and to set their thoughts and feelings apart

corporate social responsibility (CSR) A from those of other people.
U
company’s voluntary contributions to sustainable piracy The unauthorized reproduction and distribution
development through the support of non-profit of copyrighted material, including video games,
d
organizations and/or the creation of socially conscious software, music, and films.
corporate policies.
or
professional boundaries The emotional, physical,

cyberwarfare A form of information warfare, usually and mental limits that define what employees should
xf
the conducting of politically motivated sabotage and should not do, as well as what can and cannot be
through hacking. done to them, in the workplace.
O
disruptive technologies Innovative, transformative professionalism The act of being professional, which
products and services that create new opportunities requires demonstration of the level of competence or
and move up the market to replace established skill expected from a professional.
competitors.
risk communication An interactive exchange of
distraction economy An economic system centred information and ideas on risk among risk assessors, risk
on drawing people’s (particularly consumers’) attention managers, and other interested parties.51
away from one source and to another source.
share (or peer) economy An economic system
diversity Differences among people with respect centred on access to rather than ownership of resources.
to gender, race, ethnicity, age, sexual orientation,
soft skill A social, interpersonal, self-management, or
religious belief, and physical ability, which are to be
language skill that complements a person’s technical
acknowledged, valued, and celebrated in today’s
skills.
workplaces.
sustainable development Economic development
employee engagement Employees’ genuine
that maintains natural resources for future generations
enthusiasm for and commitment to their work and their
and recognizes the relationship between economic,
organization.
social, and environmental issues.
hard skill A technical skill (know-how and abilities)
team A group whose members have complementary
that a person requires for a specific job.
skills and work for a common mission or goal.

Exercises, Workshops, and Discussion Forums

1. Brainstorming Elements of Effective Communi- the tendency to behave differently online than
cation. As a class or in small groups, discuss the in face-to-face interactions. In a small group,
skills and characteristics essential to effective view the photo below and imagine you have
business communication and, from your dis- come across it through social media. What is
cussion, devise a list of words that accurately your impression of the man in the photo? Now
describe it. Rate each skill on a scale of 1 to imagine that this man is your doctor. Discuss
10, with 10 being most important, and provide your changing reaction to your viewing of this
examples to support each characteristic. photo.
2. Taking a Professional “Selfie.” Using a smart-
phone, take a “selfie” that could be used for
professional purposes and posted on a social
media site such as LinkedIn. As you take the
s
photo, consider the qualities of professional
es
identity you would like to project. How is this
professional “selfie” different from the photos
Pr
you may post to Facebook, Twitter, Instagram,
Snapchat, and other social media sites? What
qualities and values do you hope viewers will ity
associate with this image? How could you make
rs
this photo look even more professional?
ve
3. Exploring Professional Codes of Conduct. For

almost any profession or industry, there is at
ni
least one professional association that pro-

vides its members with guidelines for conduct
U
© Getty Images/iStockphoto
and practice as well as networking and profes-
sional-growth opportunities. For this activity,
d
conduct a brief online search to find at least

or
one Indian professional association connected

xf
to your area of study or planned career path.

Locate the association’s professional code
O
of practice.* Identify three core values and

responsibilities, and for each list a behaviour or 5. Establishing Boundaries for Self-disclo-
action that could demonstrate it or put it into sure. Begin on your own by circling the most
practice. Share your findings in a small group appropriate recipient(s) for the following
and discuss the values and prescribed behav- self-disclosures.
iours the codes have in common. a) Your deepest fear: (i) a long-time per-
sonal friend or trusted family member; (ii)
4. Assessing the Impact of Online Disinhibition. Facebook friends; (iii) a co-worker or man-
Professionals who use social media may some- ager; (iv) almost anyone; (v) no one.
times face boundary issues when they choose a b) Your most embarrassing professional
photo to post online. These professional lapses experience: (i) a long-time personal friend
happen as a result of online disinhibition, or or trusted family member; (ii) Facebook
* There are a number of India-specific sites to support this exercise: www.aima.in, www.ipra.org, http://www.barcouncilofindia.
org/about/professional-standards/rules-on-professional-standards/, http://idaindia.com/wp-content/uploads/2017/08/IDA-
Code-of-Ethics-July-21-2017.pdf and suchlike.

1 | Issues and Trends in Professional Communication 19 19
friends; (iii) a co-worker or manager; (iv) members are encouraged to use in their per-
almost anyone; (v) no one. sonal and professional relationships. The Four-
c) Your favourite YouTube celebrities: (i) a long- Way Test asks members to benchmark their
time personal friend or trusted family mem- thoughts, words, and deeds against these four
ber; (ii) Facebook friends; (iii) a co-worker or questions; (i) Is it the truth?, (ii) Is it fair to all
manager; (iv) almost anyone; (v) no one. concerned?, (iii) Will it build goodwill and bet-
d) Your most inspiring mentor or role model: ter friendships?, and (iv) Will it be beneficial to
(i) a long-time personal friend or trusted all concerned?. Discuss the Four-Way Test in
family member; (ii) Facebook friends; (iii) a small groups to examine how these four meas-
co-worker or manager; (iv) almost anyone; ures of conduct might be deployed in an organ-
(v) no one. izational setting.
e) A conflict you had with your manager or
7. Facing Ethical Challenges. In a group, discuss
teacher: (i) a long-time personal friend or
the following situations and decide whether
trusted family member; (ii) Facebook friends;
they are permissible under any circumstances:
(iii) a co-worker or manager; (iv) almost any-
a) Not informing consumers about weaknesses
one; (v) no one.
s
in the side-door impact panels of your com-
f) Co-workers or classmates who annoy you:
es
pany’s best-selling SUV
(i) a long-time personal friend or trusted
b) Exaggerating qualifications and experiences
family member; (ii) Facebook friends; (iii) a
Pr
on résumés and in job interviews
co-worker or manager; (iv) almost anyone;
c) Leaking the results of a drug trial for an
(v) no one. ity important new cancer medication developed
g) Your guiltiest pleasure in social media:
by a major pharmaceutical company
rs
d) Revealing details of a patient’s medical his-
tory to a prospective employer without the
ve

consent of the patient
(v) no one.
e) Falsifying one or two figures on an expense
ni
h) Your proudest academic or work experience:

report
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f) Lying on a performance review to protect a

colleague who is also a friend
d
(v) no one. 8. Discussing the Facebook Phenomenon. In a

or
i) Your grade-point average: (i) a long-time per- small group, discuss your answers to the follow-
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sonal friend or trusted family member; (ii) ing questions:

Facebook friends; (i) a co-worker or manager; a) Why do you use Facebook?
O
(iv) almost anyone; (v) no one. b) How long do you spend per day on the site
Go back over the list and draw X’s through while at work?
the least suitable recipients—individuals to c) What is in your profile?
whom you would never disclose such infor- d) Who has access to your profile? Do your
mation. Form a small group to compare managers and co-workers have access to your
responses. After your discussion, did your Facebook page?
thinking on self-disclosure change? Were e) What privacy settings do you use?
exceptions ever possible? f) What positive outcomes have resulted from
your use of Facebook?
6. Rotary International is a global organization
g) What negative situations have you
whose mission is to provide service to others,
experienced?
promote integrity, and advance world under-
Share your findings with your instructor and com-
standing, goodwill, and peace through fellow-
pare them with findings and viewpoints from the
ships of business, professional, and community
rest of the class. What conclusions can you draw
leaders. One of the guiding principles of Rotary
about Facebook and social networking platforms
is the Four-Way Test, an ethical guide that
in general?
Chapter 1.indd 19 09-03-2021 14:27:14

9. Considering Privacy. In a small group, review roles and assignments. You find that you
each of the following scenarios and discuss have much in common, including the prod-
whether you should provide or ask for such ucts you deal with and their customers.
information and if you do, whether it would During the course of the conversation, you
constitute a breach of privacy according to com- ask her to send you brochures and technical
monly accepted professional norms. information relating to her company’s prod-
a) While at work, you receive a phone call from ucts. In return, you offer to do the same.
Uma, who tells you that she is a friend of d) While booking a flight ticket online, you
Ramesh, a colleague of yours. Uma states find that you are unable to complete the
that she needs to be in touch with Ramesh transaction as the payment process does not
urgently about a “personal matter” and asks function properly. You seek assistance and
for his mobile phone number. support by initiating a chat support session
b) A member of the human resources team via the company’s website. At the start of
in your company stops at your workspace the session, you are asked to provide your
and asks for information about one of your name, e-mail address, and mobile phone
co-workers relating to his attendance, work number, without which the session does
s
habits, and his relationships with other not go forward. Having reluctantly done so,
es
employees outside of office hours. you engage in conversation with the support
c) You are attending an industry conference as agent, who asks for your credit card number,
Pr
part of a contingent deputed by your com- the name on your card, its expiry date, and
pany. During the lunch break, you meet an ity card PIN to carry out the payment process on
employee of a rival company. You exchange your behalf.
visiting cards and talk about your respective
rs
ve
Writing Improvement Exercises

ni
U
1. Establishing Your Goals in Business Communi- updating your LinkedIn account, and write
cation. Write an introductory memo to your a personal statement that describes you as a
d
instructor in which you explain your reasons professional. Keep in mind both your objective
or
for taking the course, the outcomes you hope as well as your audience’s needs and interests,
to achieve, your strengths and weaknesses as a and try to include your most relevant qualities,
xf
writer, the role communication will play in your skills, and experiences.
O
chosen profession, and the type of writing you

3. Assessing Communication Needs for Employ-
currently do or expect to do on the job.
ment. Refer to the classified or careers section
2. Writing a Personal Statement. A personal of any daily newspaper or to an employment
statement (sometimes referred to as a “career website. Review several advertisements and
summary” or a “career objective”) is a short note the communication skills that are required
summary or profile (100 words) that defines you for each position. Write a memo or an e-mail to
and your mission as a professional. It identifies your instructor summarizing the skills employ-
who you are (e.g., degrees/diplomas completed ers want most. Variation: Create a word table
or in-progress, internships, industry experi- (or matrix) in which you provide examples from
ence, core skills), what you can bring to the job, your own work history and experience that cor-
and what your career objectives are. Imagine respond to the skills employers seek.
that you are applying for a job in your field or

1 | Issues and Trends in Professional Communication 21 21
Case Study Exercises

Social Media and Your Career information that was considered incorrect, offen-
Social media applications such as Facebook, sive, or illegal.
Snapchat, Twitter, and Instagram offer individuals Many people have lost their jobs and jeopard-
almost unlimited scope for socializing as well as ized their careers for posting information relat-
self-expression. Almost everyone today has a footing to their work, employers, co-workers, or even
print on the Web, and uses it for keeping in touch customers.
and sharing information with people in their net- By its very nature, the use of social media blurs
works. Believing that the information, comments, the lines between what is personal and what is pro-
pictures, and other content that they post is visible fessional. Our ability to recognize disinhibition, to
to only their “friends,” they seldom think about the be aware that what we post online is either visible
implications of what they post, or the impressions or can be tracked, and of course, to take steps to
that others might take away about them. Especially protect our privacy and post with caution could go
so when it comes to their professional persona. a long way in keeping our work and social persona
s
Surveys reveal that over 70 per cent of potential safely delineated.
es
employers routinely carry out checks on applicants
a) What issues explored in the chapter does
on the Web as part of their due diligence processes.
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this case raise?
While this might be to verify their identity or
b) What conclusions did you reach in these
validate their credentials, these checks also look ity situations?
for negative aspects that would disqualify them.
c) Is it ever acceptable to discuss work experi-
In some cases, hiring companies ask applicants to
rs
ences and colleagues via social media plat-
provide information on their social media pages,
forms? What are the limits to free speech
and even log in data for these pages, and refusal
ve
when expressing personal opinions may

to do so may result in their not being considered.
damage professional relationships?
There are reports on the Web that state that appli-
ni
d) What could you as well as your employer do

cants who were not on social media were not con-
U
in terms of best practices, regulations, and

sidered for employment.
policies to prevent similar occurrences? In
Applications such as Glassdoor or Rate my
d
terms of ethical practice in the workplace,

Professors allow employees and students to com-
or
what could be considered reasonable con-

ment on the company or college they are in, their
straints and levels of ethical achievement?
managers, classmates, and colleagues, as also
xf
e) What are the lessons to be learned from this

organizational policies and process. There have
case?
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been cases of people being fired or sued for posting
Online Activities
1. Corporate Mission Statements. Analyze the Oil and Natural Gas Corporation Limited
following corporate mission statements from https://www.ongcindia.com/wps/wcm/connect/
prominent Indian companies. What values are en/about-ongc/vision-and-mission/
most commonly represented? What does the
Dabur India Limited
organization in each case promise to do for
stakeholders (customers, employees, owners, https://www.dabur.com/in/en-us/about/about-us/
and society at large) in exchange for their vision-mission
loyalty and commitment?

State Bank of India practices contribute to sustainable develop-

https://www.sbi.co.in/portal/web/about-us/ ment in each case?
mission-vision-values 6. How Millennial Are You?: A BrainFall Quiz.
Zomato Answer 11 multiple-choice questions about
https://www.zomato.com/about your attitudes and media use to determine your
generational identity and affiliation.
GlaxoSmithKline Pharma
https://brainfall.com/quizzes/how-millennial-
https://india-pharma.gsk.com/en-in/about-us/
are-you/
our-mission-and-strategy/
7. Identifying Factors in Employee Engagement.
2. Personal Mission Statements. Read the instruc-
Working in a small group, visit the CNBC story
tions from “Creating Your Personal Mission
titled LinkedIn Top Companies 2018: Where India
Statement” and create a statement that reflects
wants to work now. Select two or three busi-
your values and goals.
nesses and read three reviews of each. From
www.uoguelph.ca/cera/PDFs/Creating%20 among the pros and cons, what are the factors
Personal%20Mission%20Statements.pdf
s
that most consistently contribute to employee
es
3. Facebook as a Business Tool. Find a company engagement and job satisfaction?
that has a Facebook profile. How does this com- https://www.linkedin.com/pulse/linkedin-top-
Pr
pany use the site to promote its products and companies-2018-where-india-wants-work-now-
services or to put forth its mission statement abhigyan-chand
and increase its market share? ity
8. Company Ethics Codes. Read the ethics codes
4. Corporate Social Responsibility. Watch these for the following companies and look for sim-
rs
corporate CSR videos and make a list of the val- ilarities between them. Summarize your find-
ve
ues each company associates with its practices ings on the fundamental standards of most
and the initiatives that demonstrate them. How organizational ethics codes.
ni
does each tell its CSR story? Merck & Co. Inc.
Bombardier
U
http://www.msd.com/pdfs/English_MSD_Code-
https://www.youtube.com/watch?v=6n4Sq of-Conduct.pdf
d
IMkePA Infosys
or
Tata Group https://www.infosys.com/investors/corporate-

xf
https://www.youtube.com/watch?v=CYvLyhl governance/Documents/CodeofConduct.pdf
R6CY
O
9. User Privacy on Social Networking Sites. Many

Cisco users rely on default settings when it comes to
https://www.youtube.com/ watch?v=CuQ7f-tP0uc their social networking practices, and most do
not pay close attention to terms of use agree-
5. Sustainability and Corporate Social Responsib-
ments or privacy policies. How much privacy do
ility Reporting. Individually or in a small group,
these agreements, policies, and settings guar-
select three companies that have made it to the
antee you? Review your privacy setting and
most recent list of India’s Top 100 Employers.
any agreements you have accepted. Note your
Visit each of these three companies’ corporate
concerns. Do the privileges of using the site
websites and find information related to the
outweigh those concerns? What aspects of your
company’s sustainability or corporate social
privacy have you traded away in exchange for
responsibility reporting. What measures and
your right to social network?

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Communicating

Associate Professor, School of Professional Communication

Ryerson University, Canada

Former Professor of Practice and Chairperson

Centre for Management Communication

© Oxford University Press. All rights reserved.

Communication.indb 1 24-Aug-20 4:51:06 PM

© Oxford University Press 2021

The moral rights of the author/s have been asserted.

Fourth Edition, adapted version, 2021

All rights reserved. No part of this publication may be reproduced, stored in

ISBN-13 (print edition): 978-0-19-949657-0

eISBN-13 (eBook): 978-0-19-099237-8

eISBN-10 (eBook): 0-19-099237-9

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Cover image: © Cienpies Design / Shutterstock

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Third-party website addresses mentioned in this book are provided

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4 Business Style: Vocabulary, Sentences, Paragraphs, Concision, and Tone 81

Written Business Communication, E-Mail, and Letters 119

6 Routine and Positive Messages 149

7 Negative Messages: Delivering Unfavourable News 179

8 Persuasive Messages 205

9 Communicating for Employment 231

10 Reports and Proposals 269

Appendix A: Business Usage: A Style and Mechanics Guide 465

© Oxford University Press. All rights reserved.

Communication.indb 3 24-Aug-20 4:51:06 PM

Why Professionalism Is Important 9

Professional Boundaries and Behaviours 11

Tips on Ethical Communication 13

Privacy in the Workplace 15

2 Getting the Message Across 23

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Essential Skills for Workplace Communication 36

3 Getting Started: Planning, Writing, and

Collaborative Writing Tools 73

4 Business Style: Vocabulary, Sentences,

Paragraphs, Concision, and Tone 81

Communication.indb 5 24-Aug-20 4:51:06 PM

Use Inclusive Language 96

Characteristics of Written Business Communication 122

General E-mail Guidelines 127

Formatting and Writing E-mail 129

Replying to E-mail 132

Business Letters 133

Letter Formats 133

6 Routine and Positive Messages 149

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7 Negative Messages: Delivering Unfavourable News 179

Using the Indirect Approach 184

Bad News Buffers 186

Revealing the Bad News 188

Goodwill Closing 188

An Example of an Indirect-approach Message 189

Apologies in Bad News Messages 190

Types of Negative Messages 192

8 Persuasive Messages 205

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Persuasive Internal Reports and Messages 212

9 Communicating for Employment 231