919ee83c-0870-4a41-810e-480752c889d9.pdf

CHAPTER ONE COMMUNICATION IN THE WORKPLACE  1 2 3 4 5 Objective1. Objective 2. Objective 3. Objective 4. Objective 5. Importance of Challenges facing the M...

CHAPTER ONE COMMUNICATION IN THE WORKPLACE  1 2 3 4 5 Objective1. Objective 2. Objective 3. Objective 4. Objective 5. Importance of Challenges facing the Main categories of Factors that affect Describe the Communication to business Business the types and communication you and to business amount of Process communicating CHAPTER OBJECTIVES CHAPTER 1 2 THE IMPORTANCE OF COMMUNICATION SKILLS ◼ Business needs good communicators ◼ But most people do not communicate well. ◼ By improving your communication ability, you improve your chances for success ◼ Communication is vital to every part of business. NFI Research, a private organization that regularly surveys over 2,000 executives and senior managers, recently found that 94 percent of the members “rank ‘communicating well’ as the most important skill for them to succeed today and tomorrow. ▪ Information is managed and exchanged through many oral, written, and electronic forms. CHAPTER 1 3 CURRENT CHALLENGES FOR BUSINESS COMMUNICATORS ▪ The Ongoing Development of New Information Technologies: “the information age.” ▪ The Increasingly Global Nature of Business. ▪ Growing Diversity in the Workplace and in Types of Workplaces. 1. Making smart use of communication technologies, which requires several kinds of “literacy,” 2. Developing cross-cultural communication skills, 3. learning to work with many different types of people, and becoming more attuned to social and ethical issues. CHAPTER 1 4  MAIN CATEGORIES OF BUSINESS COMMUNICATION Internal-Operational External-Operational Personal CHAPTER 1 5  INTERNAL-OPERATIONAL ▪ Internal-operational communication is the communicating done in conducting work within a business, such as giving orders, assembling reports, and writing email. ▪ Internal-operational communication takes many forms ▪.It includes reports that employees prepare concerning sales, production, inventories, finance, maintenance, and so on ▪ Much of this internal-operational communication is performed on computer networks. CHAPTER 1 6  EXTERNAL-OPERATIONAL ▪ External-operational communication is work-related communication with people outside the business. such as personal selling, telephoning, advertising, and writing messages. ▪ Every external message conveys an image of the company. ▪ Also in this category is all that a business does to improve its public relations. CHAPTER 1 7  PERSONAL COMMUNICATION ▪ Personal communication consists of non-business-related exchanges of information and feelings among people. ▪ Personal communication affects employee attitudes. And attitudes affect employee performance. ▪ The kinds of personal communication allowed and encouraged in the company affect employee attitudes. ▪ Personal communication elements can enhance internal and external business communication. CHAPTER 1 8  COMMUNICATION NETWORKS OF THE ORGANIZATION ▪ Information flow in a business can be said to form two complex networks, one formal and one informal. ▪ The formal network consists of the official, more stable lines of communication. ▪ Each company has its preferred communication forms, or genres , for conducting its business. ✔ The informal network, consisting largely of personal communications, is highly complex and ever changing ✔ Such communications follow no set pattern; they form an ever-changing and infinitely complex structure linking the members of the organization. ✔ Managers cannot control the informal network, but they can infl- uence it CHAPTER 1 9  COMMUNICATION NETWORKS OF THE ORGANIZATION ✔ Known as the grapevine in management literature, this communication network is more valuable to the company’s operations than a first impression might indicate. ✔ Certainly, it carries much gossip and rumor. ✔ Skillful managers recognize the presence of the grapevine, and they know that the powerful people in this network are often not those at the top of the formal organizational hierarchy. CHAPTER 1 10  VARIATION IN COMMUNICATION ACTIVITY ▪ How much and what kinds of communicating a business does depends on the nature of the business, its operating plan, its environment, its geographic dispersion, and the people involved. ▪ Each business has its own particular culture, which profoundly affects, and is affected by, its communication. ▪ The officially publicized and the real company culture may not be the same. CHAPTER 1 11  COMMUNICATION AS PROBLEM SOLVING ✔ Business communication is a problem-solving activity. ✔ A problem, as defined here, is not only a negative situation that needs to be remedied; it can also be an opportunity to gain something positive. ✔ There are well-defined and ill-defined problems. Most business communication situations can be categorized as ill-defined problems, requiring analysis, creativity, and judgment. ✔ Heuristics (problem solving aids such as prior examples, analytical processes, or established communication plans) can help you solve business communication problems more efficiently, but they must be adapted to each unique situation. ✔ While there is no one perfect solution, a poorly prepared one is likely to fail. CHAPTER 1 12  THE CONTEXTS FOR COMMUNICATION ✔ Business communication always takes place within certain contexts, including. ✔ such larger contexts as the general business economic climate, the surrounding culture, and the historical timing of the communication. ✔ the relationship of the communicators; and the particular contexts—organizational, professional, and personal—of each communicator. CHAPTER 1 13  COMMUNICATION PROCESS Step 1. Senses a communication Need Step 2. Defines the problem Step 3. Searches for possible solution Step 4. Select a course of action Step 5. Compose the message Step 6. Delivers the message Step 8. Interprets the message Step 7. Receives the message Step 9. Decides on a respond Step 10. May send a responding message CHAPTER 1 14  THANK YOU! CHAPTER 1 15