chapter 1 business comm

2Learning ObjectivesAFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO

1 Explain what effective communication is and highlight five characteristics ofeffective business messages

2 Discuss three developments in the workplace that are intensifying the need tocommunicate effectively

3 Describe how organizations share information internally and externally

4 List eight ways the Internet facilitates business communication

5 Define the six phases of the communication process

6 Identify and briefly discuss five types of communication barriers

7 Discuss four guidelines for overcoming communication barriers

8 Explain the attributes of ethical communication, and differentiate between anethical dilemma and an ethical lapse

Chapter 1

Achieving Success Through EffectiveBusiness Communication

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Excellence in Business Communication, Sixth Edition, by John V. Thill and Courtland L. Bove. Copyright 2005,2001 by Bove & Thill LLC. Published by Prentice Hall, Inc., an imprint of Pearson Education.

How do you keep a companycompetitive when it employs40,000 employees in 96 majorfacilities worldwide? How doyou make sure that everyonegets up-to-date informationin time to make the right deci-sions? Lloyd G. Trotter can tellyou. He is president and chiefexecutive officer of GEIndustrial Systems, one of the11 major businesses in theGeneral Electric Company.Headquartered in Plainville,Connecticut, Trotters com-pany produces electrical andelectronic products that con-trol, distribute, protect, andmonitor electrical power forindustry, commercial build-ings, and homes. With so many employees all overthe world, GE Industrial Systems must communicatesuccessfully to compete and survive.

Trotter has built GE Industrial Systems into aheavyweight division, posting annual revenues ofaround $6 billion, and he plans to double the size ofthe business in the next three years. Effective com-munication is an important factor in his success. Hemakes sure that every employee can exchange infor-mation with every other inside the company, fromentry-level receptionists and maintenance workers totop-level managers. He also ensures that GE employ-ees can communicate effectively with numerous peo-ple outside the company, such as customers, suppli-ers, investors, and public communities, just to name afew. Trotter emphasizes audience focus and stressespolicies such as giving customers what they want,when they want it, and in the mix or varieties theyneed. He actively encourages managers, hourlyemployees, and customers to rub elbows and worktogether to solve problems.

GE Industrial Systems benefits from the opencommunication culture established at the corporatelevelwhich focuses on sharing, and putting intoaction, the best ideas and practices from across thecompany and around the world. For example, at lit-

erally thousands of Work-Out town meetings, theviews and ideas of everyemployee, from every func-tion, in every business, aresolicited and turned intoactionusually on the spot.Because people see thevalue that is attached totheir input, their ideas flowin torrents.

Trotter keeps GE Indus-trial Systems competitive bykeeping his people up to dateon communication technol-ogy. This technology helpsemployees handle the vastamount of information avail-able today without gettingbogged down. Technology

also helps employees communicate effectively withpeople who may be located within the same buildingor halfway around the world, who may or may notspeak English, and who may have different culturalviews of the best way to conduct business.

Trotter encourages his people to work in teams,using technology whenever possible. For example,GE Industrial Systems was the first of the GE busi-nesses to use real-time collaboration tools to interactwith customers and suppliers. These software toolsmake e-mail seem slow; they improve informationsharing and tear down geographic and cultural barri-ers. They allow employees to create shared webworkspaces, use instant messaging and real-timeconferencing, manage documents electronically, andeven use the web for training.

To help employees face todays challenges,Trotter also does what he can to increase diversity inthe company and in business worldwide. For exam-ple, he started a group called the African-AmericanForum, where employees get together every threemonths to talk about their careers and who controlsthem. You control your own career, says Trotter.You say, My most valuable asset is myself, and thenyou focus on caring for and feeding that asset.1

www.ge.com

On the Job:COMMUNICATING AT GE INDUSTRIAL SYSTEMS

BRINGING GOOD THINGS TO LIFE WITH FREE-FLOWING INFORMATION

3


NOT AVAILABLE FOR ELECTRONIC VIEWING

4 Part I Understanding the Foundations of Business Communication

Effective communication helps youand your organization succeed.

COMMUNICATION, BUSINESS, AND YOUAs Lloyd Trotter suggests, your career success depends largely on you. One of thebest ways to care for your most valuable asset is to improve your ability to communi-cate effectively. Communication is the process of sending and receiving messages.However, communication is effective only when the message is understood and whenit stimulates action or encourages a receiver to think in new ways.

When you communicate effectively, you increase productivity, both yours andyour organizations (see Figure 11). Only through effective communication can youanticipate problems, make decisions, coordinate work flow, supervise others, developrelationships, and promote products and services. Effective communication helpsyou shape the impressions you and your company make on colleagues, employees,supervisors, investors, and customers, and it helps you perceive and respond to theneeds of these stakeholders (the various groups you interact with).2

Conversely, ineffective communication can interfere with sound business solu-tions and can often make problems worse.3 Without effective communication, peoplemisunderstand each other and misinterpret information. Ideas misfire or fail to gainattention, and people and companies flounder.

Characteristics of Effective Business Messages

Effective business messages have a number of common characteristics. As you studythe communication examples in this book, see how they4

Provide practical information. Business messages usually describe how to dosomething, explain why a procedure was changed, highlight the cause of a prob-lem or a possible solution, discuss the status of a project, or explain why a newpiece of equipment should be purchased.

Give facts rather than impressions. Effective business messages use concretelanguage and specific details. Their information is clear, convincing, accurate, andethical because they present hard evidence (not just opinion) and present all sidesof an argument before committing to a conclusion.

Business communication differs fromcommunication in other settings.

Enhancedprofessional

image

Increasedproductivity

Clearerpromotional

materials

Steadierworkflow

Improvedstakeholder

response

Strongerdecisionmaking

Strongerbusiness

relationships

Quickerproblemsolving

EFFECTIVECOMMUNICATION

FIGURE 11The Benefits of EffectiveCommunication


Chapter 1 Achieving Success Through Effective Business Communication 5

The use of technology showcasesyour communication skills andintensifies the need to communicateeffectively.

Clarify and condense information. Business messages frequently use tables,charts, photos, or diagrams to clarify or condense information, to explain aprocess, or to emphasize important information.

State precise responsibilities. Effective business messages are directed to a spe-cific audience. They clearly state what is expected of, or what can be done for, thatparticular audience.

Persuade others and offer recommendations. Business messages frequently per-suade employers, customers, or clients to adopt a plan of action or to purchase aproduct or service. Persuasive messages are effective when they show just how anidea, a product, or a service will benefit readers specifically.

Keep these five characteristics in mind as you review Figure 12. Although thedraft for this message appears to be well constructed, the revised version is moreeffective, as explained in the documents margins. In this course you will learn how tocreate the effective messages that are crucial for meeting the communication chal-lenges facing businesses today.

Communication Challenges in Todays Workplace

Good communication skills have always been important in business. They are evenmore important in todays changing environment, which brings communication chal-lenges such as advances in technology, globalization and workforce diversity, andincreased emphasis on team-based organizations.

Advances in Technology The Internet, e-mail, voice mail, faxes, pagers, andother wireless devices have revolutionized the way people communicate. Such tech-nological advances not only bring new and better tools tothe workplace but also increase the speed, frequency, andreach of communication. People from opposite ends of theworld can work together seamlessly, 24 hours a day.Moreover, advances in technology make it possible formore and more people to work away from the officeincars, airports, hotels, and at home.

This increased use of new technology requires employ-ees to communicate more effectively and efficiently. (See the photo essay on Powerful Tools for CommunicatingEfficiently on page 8.) Technology showcases your com-munication skillsyour writing skills are revealed in everye-mail message, and your verbal skills are revealed in audioand video teleconferences.5 Furthermore, intranets (privatecorporate networks based on Internet technology), andextranets (the extension of private networks to certainoutsiders such as suppliers) facilitate communicationamong employees, managers, customers, suppliers, andinvestors. More businesses are installing such networks and are increasingly engaging in electronic commerce (e-commerce), the buying and selling of goods and servicesover the Internet.

Globalization and Workforce Diversity Businesses today are crossingnational boundaries to compete on a global scale. Over 2 million North Americansnow work for multinational employers, and the number of foreign companies thathave built plants in the United States is increasing.6 In addition to this expanding

The increases in internationalbusiness dealings and in the diversityof the workforce createcommunication challenges.



FROM: Tom Ristoff SUBJECT: Company website

I have found three website designers who can help us improve our companywebsite. As you know, there are many problems with our website. We havereceived numerous complaints from customers concerning the length of time ittakes for our website to load. Customers also complain about overuse of banneradvertising, it fails to provide adequate company and product information, diffi-culty in navigating the site, registration forms take too long to fill out, and out-of-date articles posted on the website.

On Tuesday, July 14, I met with Josh Allen, the owner of WebDezine, a marketingfirm that specializes in developing, designing, updating, and managing web-sites. Josh showed me several samples of his companys work. His current clientlist and letters of reference are impressive. Josh has several recommendationsfor improving our website.

On Wednesday, July 15, I met with Steven Sanchez, manager of Your Web Design,and Betsy Delany, owner of Delany Websites. Both companies perform the sametype of work as WebDezine. Both have an impressive list of clients and good cre-dentials. However, I did not think Delanys Web ideas were as innovative as theother two companies.

I have invited all three companies to make a presentation to management at aspecial meeting scheduled on Wednesday, July 22 at 9:00 a.m. Each company willmake a short presentation showing us specific samples of their work, outlinesuggestions for our company website, and discuss their fees and timeline. Atthat meeting, they will also address any questions and concerns you may have.

I strongly suggest you attend this meeting so that we can select the best candi-date and get the revision project underway. Minimally, it will take a designer atleast three months to complete this project. The longer we delay in the selectionprocess, the longer it will take us to develop a website that matches our competi-tors.

Please let me know if you will be able to attend.

Fails to capturereaders interest witha specific subject Wastes readers time

with impracticalinformation thatmanagers alreadyknow about

Fails to state whenmanagers shouldrespond or how

Complicates sentencestructure by ignoringparallelism, thusmaking a simple listdifficult to read

Does not clarifywhether the meetingis scheduled for 9:00A.M. or whether thepresentation begins at9:00 A.M.Buries the main ideaat the end of themessage (Why notstate this in thebeginning?)

Takes too long toget to the point byincluding irrelevantinformation

Gives impressionsrather than fact,making the messageless effective

Lets readers know thepurpose of the memoby using a descriptivesubject lineProvides important

information up frontwithout wasting timeon preliminaries

Uses concise language,ample white space, andbullets to make thisdocument easier toskim

Withholds earlyimpressions and sticksto the facts

Persuades managers toattend, using italics toemphasize urgency

Uses body of memo toprovide managers withpractical informationabout each candidate

Clearly states what isexpected of theaudience

BRAXTON & TEAGUE CONSULTING

TO: All Department Managers DATE: July 17, 2004

FROM: Tom Ristoff SUBJECT: Meeting with prospective website developers

I have identified three prospective website developers to help us improve ourcompany website. Each candidate will deliver a short presentation at a specialmeeting on Wednesday, July 22. The meeting will begin at 9:00 a.m., and the presentations will begin immediately.

I encourage you to attend so that we can expedite our revision project. The project will take at least three months to complete. This estimate does notinclude the time it will take to negotiate a contract with the developer.

All three candidates specialize in designing, developing, and managing web-sites. The candidates include the following:

Josh Allen, owner of WebDezine (Del Mar, CA), specializes in developing, designing, updating, and managing websites. Hes been designing web pages for eight years. His current client list, letters of reference, and sample sites are impressive, and he has several exciting recommendations for improving our website.

Steven Sanchez, manager of Your Web Design (Orange, CA), specializes in developing and updating website designs. His company has been designing websites for five years and has an impressive list of clients. However, his company does not manage websites on a continuing basis.

Betsy Delany, owner of Delany Websites (Laguna Beach, CA), develops, designs, updates, and manages websites. Her credentials are excellent, but her list of clients is short since shes been in business for less than a year. I have reviewed samples from all three candidates, and youll have an opportu-nity to see them and learn more about each company at the meeting. In addition,each candidate will present recommendations for improving our website, a pro-jected timeline, and estimated costs.

Please check your calendar and let me know by e-mail before Monday, July 20,whether youll be able to attend this meeting. If you cant attend and have spe-cific questions or concerns that you would like addressed, please send themalong in your response.

MEMORev

isio

n

Draf

t

FIGURE 12Effective Communication by Memo

6



When working in teams, you shouldbe able to clarify, confirm, givefeedback, explore ideas, and creditothers.

globalization, a growing percentage of the U.S. workforce is made up of people withdiverse cultural and ethnic backgrounds, a trend that will continue in the yearsahead. In the United States, for example, ethnic minorities are entering the workforcein record numbers (see Figure 13).

Increased globalization and workforce diversity mean that employees mustunderstand the laws, customs, and business practices of many countries and beable to communicate with people who speak other languages. Look at 3Comssprawling modem factory in Chicago. The plant employs 1,200 people, the vastmajority of whom are immigrants. Urban Asians withmultiple college degrees work alongside people whohave recently arrived from Central American villages.Serbs work with Bosnian Muslims and with Iraqis,Peruvians, and South Africans. The employees speakmore than 20 different languages, including Tagalog,Gujarati, and Chinese. English of varying degrees tiesthem together.7

Chapter 3 discusses intercultural communication indetail, and special boxes throughout this text explore cul-tural issues that you will likely encounter in the globalworkplace.

Team-Based Organizations The command-and-control style of traditional management structures isineffective in todays fast-paced, e-commerce environ-ment.8 Successful companies like GE Industrial Systemsno longer limit decisions to a few managers at the top ofa formal hierarchy. Instead, organizations use teams andcollaborative work groups to make the fast decisionsrequired to succeed in a global and competitive market-place. Although working in teams has many advantages,it also offers many challenges, since team members oftencome from different departments, perform differentfunctions, and come from diverse cultural backgrounds. Chapter 2 discussesteams in detail. One requirement for succeeding in teams is a basic understandingof how communication works in organizational settings.

Todays employees mustcommunicate with people who speakEnglish as a second language.




Powerful Tools for Communicating EffectivelyThe tools of business communication evolve with every new generation of digital technology. Selecting the right tool for each situation can enhance your business communication in many ways. In todays flexible office settings, communication technology helpspeople keep in touch and stay productive. When co-workers in different cities need to collaborate, they can meet and share ideaswithout costly travel. Manufacturers use communication technology to keep track of parts, orders, and shipmentsand to keep cus-tomers well-informed. Those same customers can also communicate with companies in many ways at any time of day or night.

Intranets

Businesses use Internettechnologies to create anintranet, a private com-

puter network that simplifies information sharing within thecompany. Intranets can handle company e-mail, instant mes-saging (IM), websites, and even Internet phone connections. Toensure the security of company communication and informa-tion, intranets are shielded from the public Internet.

Flexible Workstations

Many professionals haveabandoned desktop PCsfor laptops they can carry

home, on travel, and to meetings. Back at their desks, a dockingstation transforms the laptop into a full-featured PC with net-work connection. Workers without permanent desks sometimesshare PCs that automatically reconfigure themselves to accesseach users e-mail and files.

Wireless Networks

Laptop PCs with wire-less access cards letworkers stay connectedto the network frompractically anywherewithin the officeanydesk, any conference

room. This technology offers high-speedInternet access within range of a wirelessaccess point.

Follow-me Phone Service

To be reachable without juggling mul-tiple forwarding numbers, some peo-ple have follow-me phone service.Callers use one number to reach theperson anywhereat the office, aremote site, a home office. The systemautomatically forwards calls to a list ofpreprogrammed numbers and trans-fers unanswered calls to voice mail.

Electronic Presentations

Combining a color projector with alaptop or personal digital assistant(PDA) running the right softwarelets people give informative busi-ness presentations that areenhanced with sound, animation,and even website hyperlinks.Having everything in electronicform also makes it easy to cus-tomize a presentation or to makelast-minute changes.

Redefining the Office

Technology makes it easier for peopleto stay connected with co-workersand retrieve needed information.Some maintain that connection with-out having a permanent office, adesktop PC, or even a big filing cabi-net. For example, Sun Microsystemslets staff members choose to workeither at the main office or at remoteoffices called "drop-in centers." ManySun facilities have specially equipped"iWork" areas that can quickly recon-figure phone and computer connec-tions to meet individual require-ments.

COMMUNICATING IN THE OFFICE


Wall Displays

Teams commonlysolve problems bybrainstorming at awhiteboard. Wall dis-plays take this con-

cept one step further, letting participants transmit wordsand diagrams to distant colleagues via the corporateintranet. Users can even share the virtual pen to makechanges and additions from more than one location.

Web-based Meetings

Workers can actively par-ticipate in web-based meet-ings by logging on from adesktop PC, laptop, or cellphone. Websites such asWebEx help users integratevoice, text, and video, andlet them share applicationssuch as Microsoft PowerPoint and Microsoft Word in asingle browser window.

Internet Videophone

Person-to-person video calling has longbeen possible through popular instantmessaging programs. Internet videophoneservices do even more, letting multipleusers participate in a videoconferencewithout the expense and complexity of afull-fledged videoconferencing system.Some services are flexible enough toinclude telecommuters who have broad-band Internet connections.

Shared Workspace

Online workspaces such as eRoom andGroove make it easy for far-flung teammembers to access shared files anywhere,any time. Accessible through a browser,the workspace contains a collection offolders and has built-in intelligence tocontrol which team members can read,edit, and save specific files.

Videoconferencing and Telepresence

Less costly than travel, videoconferencing providesmany of the same benefits as an in-person meeting.Advanced systems include telepresence and robot sur-rogates, which use computers to "place" participantsin the room virtually, letting them see and hear every-one while being seen and heard themselves. Such real-istic interaction makes meetings more productive.

Collaborating

Working in teams is essential inalmost every business. Teamworkcan become complicated, however,when team members work in differ-ent parts of the company, in differenttime zones, or even for differentcompanies. Technology helps bridgethe distance by making it possible tobrainstorm, attend virtual meetings,and share files from widely separatedlocations. Communication technolo-gy also helps companies save moneyon costly business travel without los-ing most of the benefits of face-to-face collaboration.

COMMUNICATING REMOTELY


Warehouse RFID

In an effort to reduce thecosts and delays associatedwith manual inventoryreports, Wal-Mart asked itstop suppliers to put radio-

frequency identification (RFID) tags on all their shipping casesand pallets by 2005. These tags automatically provide informa-tion that was previously collected by hand via barcode scanners.

Extranet

Extranets are secure,private computer net-works that use Internettechnology to sharebusiness informationwith suppliers, vendors,partners, and customers.Think of an extranet as

an extension of the company intranet that is available topeople outside the organization by invitation only.

WirelessWarehouse

Communication technology is a key source ofcompetitive advantage for shipping companiessuch as FedEx and UPS. Hand-worn scannersuse wireless links to help warehouse person-nel access instant information that lets themprocess more packages in less time at transithubs. Currently, 300 package loaders at fourUPS hub facilities are testing the new wirelessapplication called UPScan. A pager-size cord-less scanner worn on the loaders hand cap-tures data from a package bar code and trans-mits the data via Bluetooth wireless technol-ogy to a Symbol Technologies wireless termi-nal worn on the loaders waist.

Package Tracking

Senders and receivers often wantfrequent updates when packages arein transit. Handheld devices such asthe FedEx PowerPad enhance cus-tomer service by letting deliverypersonnel instantly upload packagedata to the FedEx network. Thewireless PowerPad also aids driversby automatically receiving weatheradvisories.

Supply Chain Management

Advanced software applications let suppliers,manufacturers, and retailers share informationeven when they have incompatible computer sys-tems. Improved information flow increases reportaccuracy and helps each company in the supplychain manage stock levels.

COMMUNICATING ABOUT PRODUCTS AND SERVICES

Sharing the Latest Information

Companies use a variety of commu-nication technologies to create prod-ucts and services and deliver them tocustomers. The ability to easilyaccess and share the latest informa-tion improves the flow and timing ofsupplies, lowers operating costs, andboosts financial performance. Easyinformation access also helps compa-nies respond to customer needs byproviding them timely, accurateinformation and service and by deliv-ering the right products to them atthe right time.


Over- the -shou lderSupport

For online shoppers whoneed instant help, manyretail websites make it easyto connect with a live salesrep via phone or instantmessaging. The rep canprovide quick answers toquestions and, with per-

mission, can even control a shoppers browser to help locateparticular items.

Help Lines

Some people prefer thepersonal touch of contactby phone. Moreover,some companies assignpreferred customers spe-cial ID numbers that letthem jump to the front ofthe calling queue. Manycompanies are addressingthe needs of foreign-lan-guage speakers by con-

necting them with external serviceproviders who offer multilingual support.

Corporate Blogs

Web-based journals let companies offeradvice, answer questions, and promote thebenefits of their products and services.Elements of a successful blog include fre-quent updates and the participation ofknowledgeable contributors. Adding a sub-tle mix of useful commentary and market-ing messages helps get customers to read orlisten to them.

Retail RFID

Customerscan't buywhat theycant find, andmanualreporting is often too slow for fast-pacedretailing. To keep enough goods on theshelves, some retailers use RFID tags tomonitor products on display. Clerks usewireless readers to scan tagged productsand report stock data to a computerizedinventory system that responds with anup-to-the-minute restocking order.

In-store Kiosks

Staples is among theretailers that let shoppersbuy from the web whiletheyre still in the store.Web-connected kioskswere originally used to

let shoppers custom-configure their PCs, but the kiosksalso give customers access to roughly 8,000 in-store itemsas well as to the 50,000 products available online.

COMMUNICATING WITH CUSTOMERS

Interacting

Maintaining an open dialog withcustomers is a great way to gain abetter understanding of their likesand dislikes. Todays communica-tion technologies make it easier forcustomers to interact with a compa-ny whenever, wherever, and howev-er they wish. A well-coordinatedapproach to phone, web, and in-store communication helps a com-pany build stronger relationshipswith its existing customers, whichincreases the chances of doing morebusiness with each one.



Always providesinformation on To,From, and Subject

Uses a typical e-mailheading that lets thereader know thepurpose of the messagewith an informativesubject line

Uses an informal salutation for e-mailto peers

Includes a briefcomplimentary closeand a typed name

Includes contactinformation in casee-mail is forwardedto someone else

Opens by stating thespecific request forinformation

Communicates oneclear and conciseobjective, in thebody, and clearlystates what isexpected of Brad

Closes cordially,making a statementabout the specificaction requested

Brad Lymans Lauren Eastman Need capacity data for ships

Hi Brad:

I am developing a summer marketing program for our Holland America, Seabourn, and Windstar lines.Could you please provide me with a breakout of current passenger capacity by cruise brand for allcompany ships.

I need this information by Thursday, June 12, at the latest. Please send it to me in an e-mail attachment.

If you have any questions, or if you will not be able to produce the data by June 12, please let meknow right away.

Thanks,

Lauren EastmanAssistant Director of SalesCarnival [email protected] ext. 10839Writing at 11:29 a.m.On Wednesday, June 4, 2003

To succeed, organizations must shareinformation with people both insideand outside the company.

COMMUNICATION IN ORGANIZATIONAL SETTINGSWhen you join a company, you become a link in its information chain. Whetheryoure a top manager or an entry-level employee, you have information that othersneed, and others have information that is crucial to you. Whether your organizationis large, small, or virtual, sharing information among its parts and with the outsideworld is the glue that binds it together.

Communicating Internally

Internal communication refers to the exchange of information and ideas within anorganization. As an employee, you are in a position to observe things that your super-visors and co-workers cannot see: a customers first reaction to a product display, asuppliers brief hesitation before agreeing to a delivery date, an odd whirring noise ina piece of equipment, or a slowdown in the flow of customers. Managers and co-workers need these little gems of information in order to do their jobs. If you dontpass it along, nobody willbecause nobody else knows.

Much of this information can be exchanged internally by phone, fax, interofficememo, company intranet, or e-mailas it is for example, at Carnival Corporation,the worlds largest multiple-night cruise company. Lauren Eastman, assistant directorof sales, used e-mail to request capacity information from the companys operationsmanager, Brad Lymans (see Figure 14).

Internal communication helps employees do their jobs, develop a clear sense ofthe organizations mission, and identify and react quickly to potential problems. Tomaintain a healthy flow of information within the organization, effective communica-tors use both formal and informal channels.

You are a contact point in both theexternal and internal communicationnetworks.

FIGURE 14Effective Internal Communication by E-Mail



Line CSupervisor

Line BSupervisor

Line ASupervisor

SalesManager

HeadAccountant

Vice Presidentof Finance

Vice Presidentof Production

President

Vice Presidentof Research andDevelopment

Vice Presidentof Marketing

AdvertisingProduction

Chief

IndustrialSales

Director

Downward

Upward

Horizontal

SpecialProjects

Supervisor

RetailSales

Director

PlantManager

Director ofAdvertising and

Promotion

FIGURE 15Formal Communication Network

The formal flow of informationfollows the official chain ofcommand.

Information flows down, up, andacross the formal hierarchy.

Formal Communication Network The formal communication network is typ-ically shown as an organization chart like the one in Figure 15. Such charts summa-rize the lines of authority; each box represents a link in the chain of command, andeach line represents a formal channel for the transmission of official messages.Information may travel down, up, and across an organizations formal hierarchy.

Downward flow. Organizational decisions are usually made at the top and thenflow down to the people who will carry them out. Most of what filters downwardis geared toward helping employees do their jobs. From top to bottom, each per-son must understand each message, apply it, and pass it along.

Upward flow. To solve problems and make intelligent decisions, managers mustlearn whats going on in the organization. Because they cant be everywhere atonce, executives depend on lower-level employees to furnish them with accurate,timely reports on problems, emerging trends, opportunities for improvement,grievances, and performance.

Horizontal flow. Communication also flows from one department to another,either laterally or diagonally. This horizontal communication helps employeesshare information and coordinate tasks, and it is especially useful for solving com-plex and difficult problems.9

Formal organization charts illustrate how information is supposed to flow.However, such charts may not be accurate models for every business. Moreover, inactual practice, lines and boxes on a piece of paper cannot prevent people from talk-ing with one another.

Informal Communication Network Every organization has an informal com-munication networka grapevinethat supplements official channels. As people goabout their work, they have casual conversations with their friends in the office. Theyjoke and share and discuss many things: their apartments, their families, restaurants,movies, sports, and other people in the company. Although many of these conversa-tions deal with personal matters, about 80 percent of the information that travelsalong the grapevine pertains to business, and 75 to 95 percent of it is accurate.10

The informal communicationnetwork carries information alongthe organizations unofficial lines ofactivity and power.



The grapevine is an important sourceof information in most organizations.

The external communicationnetwork links the organization withthe outside world of customers,suppliers, competitors, andinvestors.

Companies use externalcommunication to create afavorable impression.

The way a company handles a crisiscan have a profound effect on theorganizations subsequentperformance.

Some executives are wary of the informal communication network, possiblybecause it threatens their power to control the flow of information. However, savvymanagers tap into the grapevine, using it to spread and receive informal messages.11

Since it is virtually impossible to eliminate the grapevine, sophisticated companiesminimize its importance by making certain that the official word gets out.

Communicating Externally

Just as internal communication carries information up, down, and across the organi-zation, external communication carries it into and out of the organization.Companies constantly exchange messages with customers, vendors, distributors,competitors, investors, journalists, and community representatives. Sometimes thisexternal communication is carefully orchestratedespecially during a crisis. At othertimes it occurs informally as part of routine business operations.

Formal External Communication Whether by letter, website, phone, fax,Internet, or videotape, good communication is the first step in making a favorableimpression on outsiders. As Lloyd Trotter can attest, carefully constructed letters,reports, memos, oral presentations, and websites convey an important message aboutthe quality of your organization (see Figure 16). Messages such as statements to thepress, letters to investors, advertisements, price increase announcements, and litiga-tion updates require special care because of their delicate nature. Therefore, suchdocuments are often drafted by a marketing or public relations teama group ofindividuals whose sole job is to create and manage the flow of formal messages tooutsiders.

The public relations team is also responsible for helping management plan forand respond to crisesa broad range of possibilities that can include environmen-tal accidents, sabotage situations, strikes, massive product failure, major litigation,or even an abrupt change in management. To minimize the impact of any crisis,expert communicators advise managers to communicate honestly, openly, andoften (see Table 11 on page 16).12 If handled improperly, a crisis can destroy acompanys reputation, drain its financial strength, erode employee morale, andresult in negative publicity.

Ford and Bridgestone/Firestone were criticized for not taking appropriateaction when reports started surfacing about the faulty tires manufactured byBridgestone/Firestone and fitted on Ford Explorer sport utility vehicles. When thevehicles were driven at high speed, the treads separated from the tires, causing thecars to roll over and leading to the serious injuryeven deathof passengers.Although both Ford and Firestone eventually recalled 6.5 million tires, both com-panies paid the price for making serious mistakes in handling the crisis.13

Informal External Communication Although companies usually communi-cate with outsiders in a formal manner, informal contacts with outsiders are impor-tant for learning about customer needs. As a member of an organization, you are animportant informal conduit for communicating with the outside world. In thecourse of your daily activities, you unconsciously absorb bits and pieces of infor-mation that add to the collective knowledge of your company. Moreover, everytime you speak for or about your company, you send a message. Outsiders mayform an impression of your organization on the basis of the subtle, unconsciousclues you transmit through your tone of voice, facial expression, and generalappearance.

Top managers rely heavily on informal contacts with outsiders to gather informa-tion that might be useful to their companies. Much of their networking involves

Every employee informallyaccumulates facts and impressionsthat contribute to the organizationscollective understanding of theoutside world.



March 13, 2004

Mr. Sam Davis, Managing EditorMontana Times Magazine468 West Times Dr.Helena, MT 59601

Dear Mr. Davis:

Thank you for your recent editorial supporting the Montana wolf relocation program. We are as dedicated to preserving domestic livestock herds as are the ranchers who own them. However, killing the wolf predators is both a short-term and a short-sighted solution. Wed like your readers to have someadditional information, besides the excellent points you made.

Every one of the 32 wolves weve captured and relocated this year has beenexamined by a veterinarian. The wolves receive inoculations to prevent rabies,among other diseases. Therefore, the relocated wolves pose little threat ofdisease to wildlife, their pack, or the occasional domestic animal or human who might encounter them.

In the wilderness areas where they will be relocated, wolves help keep thepopulation of caribou, moose, and deer under control, and they cull injured orsick animals from the herd. However, wolves fear human beings and will avoidpeople whenever possible. Our North American wolves do not attack humans.

In addition, your readers will be interested to know a little more about wolves ingeneral. Wolves have strong family ties and often mate for life. Female wolvesgive birth to about four to six pups, and both parents supply food and help trainthe pups. In fact, the wolf pack is usually a family group. And just as familiescall to their children, wolves sometimes howl to keep their pack together.

We invite those of your readers who would like to join our efforts to call 1-800-544-8333 to receive more information.

Sincerely,

Carroll PauldingPresident

sg

Opens by telling whatprompted the letter,clearly stating thepurpose, andidentifying twoaudiences for thisinformation: themagazine editor andhis readers

Uses letterheadstationery

Provides specificrelocation-programdetails in the body,reassures readersabout their personalsafety, and anticipatesthe needs of thesecond audience byproviding informationthat was notrequested

Closes cordially,clearly stating theinvitation where thereader will notice it

Greets the recipientwith a salutation

Includes acomplimentary close

Also includestypists initials

Follows close with asignature block

States the messageclearly

Includes the dateafter the heading

Uses a typicalinside address

interaction with fellow executives. However, plenty of high-level managers recognizethe value of keeping in touch with the real world by creating opportunities to talkwith and get feedback from customers and frontline employees. This sort of feedbackis one important reason the Internet is becoming so popular with companies aroundthe world.

Communicating Through the Internet

The challenges of communicating effectively with people inside and outside the orga-nization are magnified as more businesses communicate through the Internet. Whenentering the business world, youll be expected to know how to use the Internet foreffective workplace communication.

FIGURE 16Effective External Communication by Letter



When a Crisis Hits:

Do Dont

WHAT TO DO IN A CRISISTable 11

How Businesses Use the Internet

Businesses are using the Internet to make closer connections with organizations and cus-tomers all over the planet. The Internet is changing the way customers, suppliers, com-panies, and other stakeholders interact. Its also changing the way companies operateinternally, by allowing speedy, convenient exchanges of ideas and informationanytime,anywhere, across thousands of miles or across the street. Companies use the Internet to

Share text, photos, slides, videos, and other data within the organization

Permit employees to telecommute, or work away from a conventional office,whether at home, on the road, or across the country14

Recruit employees cost-effectively

Locate information from external sources

Find new business partners and attract new customers

Locate and buy parts and materials from domestic and international suppliers

Promote and sell goods and services to customers in any location

Dont blame anyone for anything.

Dont speculate in public.

Dont refuse to answer questions.

Dont release information that will violateanyones right to privacy.

Dont use the crisis to pitch products orservices.

Dont play favorites with mediarepresentatives.

The Internet is greatly influencingbusiness interactions, both insideand outside organizations.

Do prepare for trouble ahead of time byidentifying potential problems, appointingand training a response team, and preparingand testing a crisis management plan.

Do get top management involved as soonas the crisis hits.

Do set up a news center for companyrepresentatives and the media, equippedwith phones, computers, and other electronictools for preparing news releases.

Issue at least two news updates a day, andhave trained personnel to respond toquestions around the clock.

Provide complete information packets tothe media as soon as possible.

Prevent conflicting statements and providecontinuity by appointing a single person,trained in advance, to speak for thecompany.

Tell receptionists to direct all calls to thenews center.

Do tell the whole storyopenly, completely,and honestly. If you are at fault, apologize.

Do demonstrate the companys concern byyour statements and your actions.



0%

Percentage of executives who expect these benefitsfrom the Internet

10% 20% 30% 40% 50% 60% 80%70%

Increase revenues

Reduce time to market

Create new products and services

Enter new markets

Improve knowledge sharing

Support globalization

Reduce costs

Enhance customer service

Improve communication

Foster innovation

FIGURE 17Expected Internet Benefits

Provide customers with service, technical support, and product information

Collaborate with local, national, and international business partners

Inform investors, industry analysts, and government regulators about businessdevelopments

Executives expect a number of benefits from the Internet, the most important ofwhich is to improve communication (see Figure 17). So exactly how does theInternet help?

How the Internet Facilitates Communication

The Internet offers businesses a wide variety of choices for online communication,all of which provide convenience, speed, and the ability to communicate acrosstime zones:

E-mail. Electronic mail (e-mail) enables users to create, send, and read writtenmessages entirely on computer, as Chapter 4 points out. An e-mail document maybe a simple text message, or it might include complex files or programs.

Discussion mailing lists. Also known as listservs, discussion mailing lists are dis-cussion groups to which you subscribe by sending a message to the lists e-mailaddress. From then on, copies of all messages posted by any other subscriber aredelivered to you via e-mail.

Newsgroups. Consisting of posted messages and responses on a particular sub-ject, a Usenet newsgroup posts messages on its website, which you must visit andaccess by using a news reader program. Messages posted to a newsgroup can beviewed by anyone.

Instant messaging and chat. Many companies encourage the use of instant mes-saging and chat for work purposes, as Chapter 4 explains. Within a few years,more than 200 million employees will be using instant messaging for job-relatedcommunication.15

The Internet increases theconvenience, speed, and reach ofbusiness communication.



Phase 4Receiver gets

message

Phase 5Receiver decodes

message

CHANNELAND

MEDIUM

Phase 6Receiver sends

feedback

Phase 3Sender transmits

message

Phase 2Sender encodes

idea

Phase 1Sender has an

idea

FIGURE 18The SuccessfulCommunication Process

Videoconferencing. As Chapter 2 points out, more businesses are using onlinevideoconferencing to replace face-to-face meetings with colleagues, customers,and suppliers.

Telnet. This Internet application program lets you communicate with other com-puters on a remote network, even if your computer is not a permanent part of thatnetwork. For instance, you would use Telnet to access your county librarys elec-tronic card catalog from your home computer.

Internet telephony. Internet users can converse vocally over the web usingInternet telephony. Much less expensive than calling over standard phone lines,Internet telephony can also be more efficient, allowing an organization to accom-modate more users on a single line at once.16

File transfers. An Internet service known as file transfer protocol (FTP)enables you to download files (transfer data from a server to your computer) andupload files (transfer data from your computer to another system).17 FTP alsoallows you to attach formatted documents to your e-mail messages and downloadformatted files.18 Using the Internet and software, people can exchange filesdirectly (from user to user) without going through a central server.

The Internet helps you communicate inside and outside the organizational set-ting. However, whether youre communicating through the Internet, in a letter, onthe phone, or face to face, you will do so more effectively if you understand theprocess of communication. The following section gives you a basic overview of whathappens during communication.

THE COMMUNICATION PROCESSCommunication doesnt occur haphazardly in organizations. Nor does it happen allat once. It is more than a single act. Communication is a dynamic, transactional (two-way) process that can be broken into six phases (see Figure 18):

1. The sender has an idea. You conceive an idea and want to share it.

2. The sender encodes the idea. When you put your idea into a message thatyour receiver will understand, you are encoding it. You decide on the messages

The communication process consistsof six phases linking sender andreceiver.



The actual process of communicationis much more complicated than themodel.

Communication barriers block thecommunication process.

Perception is peoples individualinterpretation of the sensory worldaround them.

form (word, facial expression, gesture), length, organization, tone, and styleallof which depend on your idea, your audience, and your personal style or mood.

3. The sender transmits the message. To physically transmit your message toyour receiver, you select a communication channel (spoken or written) and amedium (telephone, letter, memo, e-mail, report, face-to-face exchange). Thischoice depends on your message, your audiences location, your need for speed,and the formality required.

4. The receiver gets the message. For communication to occur, your receivermust first get the message. If you send a letter, your receiver has to read it beforeunderstanding it. If youre giving a speech, your listeners have to be able to hearyou, and they have to be paying attention.

5. The receiver decodes the message. Your receiver must decode (absorb andunderstand) your message. The decoded message must then be stored in thereceivers mind. If all goes well, the receiver interprets your message correctly,assigning the same meaning to your words as you intended.

6. The receiver sends feedback. After decoding your message, the receiver mayrespond in some way and signal that response to you. This feedback enablesyou to evaluate the effectiveness of your message: If your audience doesntunderstand what you mean, you can tell by the response and refine yourmessage.

As Figure 18 illustrates, the communication process is repeated until both par-ties have finished expressing themselves.19 Moreover, effective business communica-tors try not to cram too much information into one message. Instead, they limit thecontent of a message to a specific subject and use this back-and-forth exchange toprovide additional information or details in subsequent messages.

However, Figure 18 does not illustrate how complicated the communicationprocess actually is. Both sender and receiver may be trying to communicate at thesame time, or their cultures or backgrounds may be so different that they wontunderstand one another without some allowance for these differences. Also, thereceiver may not always respond to the message, so the sender may need to evaluatewhether to send the message again. In fact, the communication process can fail in anynumber of ways.

COMMUNICATION BARRIERSCommunication is successful only when the receiver understands the messageintended by the sender. Any step in the communication process can be blockedby some sort of interference, or noise. Such noise can be caused by a variety ofcommunication barriers, including perceptual and language differences, restric-tive environments, distractions, deceptive communication tactics, and informa-tion overload.

Perceptual and Language Differences

The world constantly bombards us with sights, sounds, scents, and so on. Our mindsorganize this stream of sensation into a mental map that represents our perception ofreality. Even when two people have experienced the same event, their mental imagesof that event will not be identical. Because your perceptions are unique, the ideas youwant to express differ from other peoples, and you may have difficulty being under-stood. As a sender, you choose the details that seem important to you. As a receiver,you try to fit new details into your existing pattern; however, if a detail doesnt quite



The more experiences people share,the more likely they will understandeach other.

The communication climate sufferswhen information is distorted,fragmented, or blocked by anauthoritarian style of management.

Using deceptive tactics to manipulatereceivers blocks communication andultimately leads to failure.

fit, you are inclined to distort the information rather than rearrange your patternaprocess known as selective perception.

Similarly, language is an arbitrary code that depends on shared definitions.However, theres a limit to how completely any two people can share the same mean-ing for a given word. Take the simple word cookie, for example. You might think ofoatmeal, chocolate chip, and sugar. However, others might think of cookie in its com-puter contextthat is, a text file stored on a visitors computer to identify each timethe user visits a website.

The more experiences you share with another person, the more likely you are toshare perception and thus share meaning. Both perception and language are heavilyinfluenced by culture, which is discussed in detail in Chapter 3.

Restrictive Environments

Every link in the communication chain is open to error. By the time a message travelsall the way up or down the chain, it may bear little resemblance to the original idea.Moreover, if a companys formal communication network limits the flow of informa-tion in any direction (upward, downward, or horizontal), communication becomesfragmented. Lower-level employees may obtain only enough information to performtheir own isolated tasks, leaving only the people at the very top of the organization tosee the big picture.

When managers use a directive and authoritarian leadership style, informationmoves down the chain of command, but not up. In a recent poll of 638 employees,90 percent said they had good ideas on how their companies could run more suc-cessfully. Yet more than 50 percent said they were prevented from communicatingthese thoughts because of a lack of management interest and a lack of effective meansfor sharing their ideas.20

Deceptive Tactics

Since language itself is made up of words that carry values, you need only say thingsa certain way to influence how others perceive your message, to shape expectationsand behaviors.21 Given such power, your responsibility to communicate honestlyand honorably is a grave one. No organization can create illegal or unethical messagesand still be credible or successful in the long run. Still, some business communicatorstry to manipulate their receivers by using deceptive tactics.

For example, deceptive communicators may exaggerate benefits, quote inaccu-rate statistics, or hide negative information behind an optimistic attitude. They maystate opinions as facts, leave out crucial information, or portray graphic data unfairly.Unscrupulous communicators may seek personal gain by making others look betteror worse than they are. And they may allow personal preferences to influence theirown perception and the perception of others.

Distractions

Business messages can be interrupted or distorted by uncountable types of distrac-tions, including physical distractions, emotional distractions, information overload,and round-the-clock accessibility:

Physical distractions. Bad connections, poor acoustics, or illegible copy mayseem trivial, but they can block an otherwise effective message. Your receivermight be distracted by an uncomfortable chair, poor lighting, health problems, orsome other irritating condition.

Your audience members are morelikely to receive your messageaccurately if they are not distractedby physical or emotional distractionsor by information overload or round-the-clock accessibility.



To be effective, business messagesmust constantly be perfected.

Using an audience-centeredapproach means keeping youraudience in mind at all times whencommunicating.

Emotional distractions. When you are upset, hostile, or fearful, you have a hardtime shaping a message objectively. If your receivers are emotional, they mayignore or distort your message. Its practically impossible to avoid all communica-tion in which emotions are involved, but try to remember that emotional messageshave a greater potential for misunderstanding.

Information overload. Every day, the number of documents on the Internetincreases by 7.5 million. On top of that, people receive more and more messagesby e-mail, overnight service, fax, voice mail, website, regular mail, pager, andcell phone.22 On a typical day, the average office worker sends and receives over200 messages.23 The sheer number of messages can be distracting, making it dif-ficult to discriminate between useful and useless information.

Round-the-clock accessibility. Technologys demand for instant answers meansthat professionals find themselves constantly tied to work.24 They make businesscalls on cell phones as they commute. They check pagers and voice mail at busi-ness meetings, at home, and at the grocery store. They plug into their companysintranet in the evening. And even on vacation, some find it easier to check e-maildaily and quickly respond than to return to work and tackle over 1,000 e-mailmessages.25

GUIDELINES FOR OVERCOMINGCOMMUNICATION BARRIERSEffective communicators work hard at perfecting the messages they deliver. Whenthey make mistakes, they learn from them. If a memo theyve written doesnt get theresponse they had hoped for, they change their approach the next time. If a meetingtheyre running gets out of control or proves unproductive, they do things differentlyat the next one. If they find that they have to explain themselves over and over again,they reevaluate their choice of words and rework their messages.

The coming chapters present real-life examples of both good and bad communi-cation and explain whats good or bad about them. After a while youll notice thatfour themes keep surfacing: (1) adopting an audience-centered approach, (2) foster-ing an open communication climate, (3) committing to ethical communication, and(4) creating efficient messages. Guidelines based on these themes will help you over-come barriers and improve your communication.

Guideline 1: Adopt an Audience-Centered Approach

Adopting an audience-centered approach means focusing on and caring about youraudiencemaking every effort to get your message across in a way that is meaning-ful to receivers. As Lloyd Trotter knows, you need to learn as much as possible aboutthe biases, education, age, status, and style of your audience to create an effectivemessage. When you address strangers, try to find out more about them; if thatsimpossible, try to project yourself into their position by using your common senseand imagination. By writing and speaking from your audiences point of view, youcan help receivers understand and accept your message.

Guideline 2: Foster an Open Communication Climate

An organizations communication climate is a reflection of its corporate culture: themixture of values, traditions, and habits that give a company its atmosphere or per-sonality. Successful companies such as GE Industrial Systems encourage employee

The organizations communicationclimate affects the quantity andquality of the informationexchanged.



To Give Constructive Feedback

Focus on particular behaviors. Feedback should be specific rather than general.

Keep feedback impersonal. No matter how upset you are, keep feedback job related,and never criticize someone personally.

Use I statements. Instead of saying, You are absent from work too often, say, I feelannoyed when you miss work so frequently.

Keep feedback goal oriented. If you have to say something negative, make sure itsdirected toward the recipients goals. Ask yourself whom the feedback is supposed tohelp. If the answer is essentially you, bite your tongue.

Make feedback well-timed. Feedback is most meaningful when there is a short intervalbetween the recipients behavior and feedback about that behavior.

Ensure understanding. If feedback is to be effective, make sure the recipient understands it.

Direct negative feedback toward behavior that is controllable by the recipient. Little valueis gained by reminding a person of some shortcoming over which he or she has no control.

GIVING CONSTRUCTIVE FEEDBACK

Adjusting organizational levels canimprove the communication climate.

Companies that encourage feedbackachieve the open communicationclimate that allows them to respondto the ideas and needs of employees.

contributions by making sure that communica-tion flows freely down, up, and across the orga-nization chart. They encourage candor and hon-esty, and their employees feel free to confess theirmistakes, disagree with the boss, and expresstheir opinions. These companies create an openclimate in two ways: by modifying the number oforganizational levels and by facilitating feedback.

Modify the Number of OrganizationalLevels To foster an open communication cli-mate, companies today are reducing the num-ber of levels in their organizations structure. Aflat structure has fewer levels with more peoplereporting to each supervisor. Thus, the organi-

zations communication chain has fewer links and is less likely to introduce distor-tion. Flatter organizations enable managers to share information with colleaguesand employees and to include employees in decision making, goal setting, andproblem solving.26 However, designing too few formal channels and having toomany people report to a single individual can block effective communication byoverburdening that key individual.

Facilitate Feedback Giving your audience a chance to provide feedback is cru-cial to maintaining an open communication climate. What employees want the mostfrom employers is personal feedback (even more than money).27 Knowing how togive constructive criticism or feedback is an important communication skill, as high-lighted in Table 12. To encourage feedback, companies use employee surveys, open-door policies, company newsletters, memos, e-mail, task forces, and even real-timetwo-way chat. Still, feedback isnt always easy to get. You may have to draw out theother person by asking specific questions. You can also gain useful information byencouraging your audience to express general reactions.

Table 12




Ethics are the principles of conductthat govern a person or a group.

Guideline 3: Commit to Ethical Communication

Ethics are the principles of conduct that govern a person or a group. Unethical peo-ple say or do whatever it takes to achieve an end. Ethical people are generally trust-worthy, fair, and impartial, respecting the rights of others and concerned about theimpact of their actions on society. Former Supreme Court Justice Potter Stewartdefined ethics as knowing the difference between what you have a right to do andwhat is the right thing to do.28

Ethical communication includes all relevant information, is true in every sense,and is not deceptive in any way. In contrast, unethical communication can includefalsehoods and misleading information or exclude important information. Someexamples of unethical communication include:29

Plagiarism. Stealing someone elses words or work and claiming it as your own

Selective misquoting. Deliberately omitting damaging or unflattering commentsto paint a better (but untruthful) picture of you or your company

Misrepresenting numbers. Increasing or decreasing numbers, exaggerating,altering statistics, or omitting numerical data

Distorting visuals. Making a product look bigger or changing the scale of graphsand charts to exaggerate or conceal differences

An ethical message is accurate and sincere. It avoids language that manipulates,discriminates, or exaggerates. When communicating ethically, you do not hidenegative information behind an optimistic attitude, you dont state opinions asfacts, and you portray graphic data fairly. You are honest with employers, co-workers, and clients, and you never seek personal gain by making others look bet-ter or worse than they are. You dont allow personal preferences to influence yourperception or the perception of others, and you act in good faith. On the surface,such ethical practices appear fairly easy to recognize. But deciding what is ethicalcan be quite complex (see Promoting Workplace Ethics: Ethical Boundaries:Where Would You Draw the Line?).

Recognize Ethical Choices Every company has responsibilities to variousgroups: customers, employees, shareholders, suppliers, neighbors, the community,and the nation. But sometimes whats right for one group may be wrong foranother.30 At other times, as you attempt to satisfy the needs of one group, you maybe presented with an option that seems right on the surface but somehow feelswrong. When you must choose between conflicting loyalties and weigh difficulttrade-offs, you are facing a dilemma.

An ethical dilemma involves choosing between alternatives that arent clear-cut (perhaps two conflicting alternatives are both ethical and valid, or perhaps thealternatives lie somewhere in the vast gray area between right and wrong).Suppose you are president of a company thats losing money. You have a duty toyour shareholders to try to cut your losses and to your employees to be fair andhonest. After looking at various options, you conclude that youll have to lay off500 people immediately. You suspect you may have to lay off another 100 peoplelater on, but right now you need those 100 workers to finish a project. What doyou tell them? If you confess that their jobs are shaky, many of them may quit justwhen you need them most. However, if you tell them that the future is rosy, youllbe stretching the truth.

Unlike a dilemma, an ethical lapse is making a clearly unethical or illegal choice.Suppose you have decided to change jobs and have discreetly landed an interviewwith your bosss largest competitor. You get along great with the interviewer, who is

Ethical communication is truthfuland relevant.

Conflicting priorities and the vastgray areas between right and wrongcreate ethical dilemmas for anorganizations communicators.

Self-interest and a lack of scruplescreate ethical lapses for businesscommunicators.



Laws provide ethical guidelines forcertain types of messages.

Asking the right questions can helpyou decide what is ethical.

impressed enough with you to offer you a position on the spot. Not only is the newposition a step up from your current job, but the pay is double what youre gettingnow. You accept the job and agree to start next month. Then as youre shaking handswith the interviewer, she asks you to bring along profiles of your current companys10 largest customers when you report for work. Do you comply with her request?How do you decide between whats ethical and what is not?

Make Ethical Choices One place to look for guidance is the law. Ask your bossor your companys attorney, and if saying or writing something is clearly illegal, youhave no dilemma: You obey the law. However, even though legal considerations willresolve some ethical questions, youll often have to rely on your own judgment andprinciples. If your intent is honest, the statement is ethical, even though it may befactually incorrect; if your intent is to mislead or manipulate the audience, the mes-sage is unethical, regardless of whether it is true. If a message does not violate civillaw or company policy, you might ask yourself three questions:31

1. Is this message balanced? Does it do the most good and the least harm? Is it fairto all concerned in the short term as well as the long term? Does it promote posi-tive winwin relationships? Did you weigh all sides before drawing a conclusion?

2. Is it a message you can live with? Does it make you feel good about yourself?Does it make you proud? Would you feel good about your message if a newspa-per published it? If your family knew about it?

Ethical Boundaries: Where Would You Draw the Line?At the very least, you owe your employer an honest days workfor an honest days pay: your best efforts, obedience to therules, a good attitude, respect for your employers property,and a professional appearance. Such duties and considerationsseem clear-cut, but where does your obligation to youremployer end? For instance, where would you draw the line incommunication situations such as the following?

Writing your rsum so that an embarrassing two-year lapsewont be obvious

Telling your best friend about your companys upcomingmerger right after mailing the formal announcement to yourshareholders

Hinting to a co-worker (whos a close friend) that its time tolook around for something new, when youve already beentold confidentially that shes scheduled to be fired at the endof the month

Saying nothing when you witness one employee taking creditfor anothers successful idea

Preserving your position by presenting yourself to supervi-sors as the only person capable of achieving an objective

Buying one software package for use by three computeroperators

Making up an excuse when (for the fourth time this month)you have to pick up your child from school early and miss animportant business meeting

Calling in sick because youre taking a few days off and youwant to use up some of the sick leave youve accumulated

The ethics involved in these situations may seem perfectlyclear . . . until you think about them. But wherever you are,whatever the circumstances, you owe your employer your bestefforts. And time and again, it will be up to you to decidewhether those efforts are ethical.

CAREER APPLICATIONS

1. List ethical behaviors you would expect from your employ-ees, and compare your list with those of your classmates.

2. As the supervisor of the records department, you must dealwith several clerks who have a tendency to gossip abouttheir co-workers. List five things you might do to resolve thesituation.

PROMOTING WORKPLACE ETHICS



Organizations can foster ethicalbehavior By formalizing a written code of

ethics By using ethics audits By setting a good ethical example

Attending to relevance, meaning, andpriorities will help you create leanmessages.

Eliminate physical distractions suchas the messy appearance of a writtenmessage or poor acoustics in an oralpresentation.

Do your best to control emotionsbefore they block thecommunication process.

3. Is this message feasible? Can it work in the real world? Have you consideredyour position in the company? Your companys competition? Its financial andpolitical strength? The likely costs or risks of your message? The time available?

Motivate Ethical Choices Some companies lay out an explicit ethical policy byusing a written code of ethics to help employees determine what is acceptable. Inaddition, many managers use ethics audits to monitor ethical progress and to pointout any weaknesses that need to be addressed. They know that being ethical is sim-ply the right thing to do. Plus, its contagious. Others will follow your example whenthey observe you being ethical and see the success you experience both in your inter-personal relationships and in your career.32

Guideline 4: Create Efficient Messages

Too much information is as bad as too little; it reduces the audiences ability to con-centrate on the most important data. For the leanest messages, you need to deter-mine which information is unnecessary and make necessary information easilyavailable. Try to give information meaning, rather than just passing it on, and setpriorities for dealing with the overall message flow. Successful communicatorsovercome information overload and other communication barriers by reducing thenumber of messages, minimizing distractions, and fine-tuning their business com-munication skills.

Minimize Physical and Emotional Distractions Although you dont havepower over every eventuality, do your best to overcome physical barriers by exer-cising as much control as possible over the physical transmission link: If yourepreparing a written document, make sure its appearance doesnt detract from yourmessage. If youre delivering an oral presentation,choose a setting that permits the audience to see andhear you without straining. Help listeners by con-necting your subject to their needs, using languagethat is clear and vivid, and relating your subject tofamiliar ideas.

When youre the audience, learn to concentrateon the message rather than on any distractions. Asdiscussed in Chapter 2, you can overcome listeningbarriers by paraphrasing what youve heard. Try toview the situation through the speakers eyes, andresist jumping to conclusions. Listen without inter-rupting, and clarify meaning by asking nonthreaten-ing questions.

Overcome emotional barriers by recognizing thefeelings that arise in yourself and in others as you com-municate, and try to avoid causing these emotions. Forexample, choose neutral words to avoid arousingstrong feelings unduly. Avoid placing blame and try notto react subjectively. Most important, be aware of thegreater potential for misunderstanding that accompa-nies emotional messages.

Reduce the Number of Messages A good way tomake your messages more effective is to send fewer ofthem. Think twice before sending one. For example, if

Organizations save time and moneyby sending only necessary messages.




a written message merely adds to the informa-tion overload, its probably better left unsent orhandled some other waysuch as by a quicktelephone call or a face-to-face chat. Holdingdown the number of messages reduces thechance of information overload.

Fine-Tune Your Business CommunicationSkills The key to making your businesscommunication effective is to improve yourcommunication skills. Many companies provideemployees a variety of opportunities for train-ing. But even though you may ultimately receivecommunication training on the job, dont wait.Start mastering business communication skills

right now, in this course. People with good communication skills have an advantage intodays workplace.

Lack of experience may be the only obstacle between you and effective mes-sages, whether written or spoken. Perhaps you have a limited vocabulary, or maybeyoure uncertain about questions of grammar, punctuation, and style. Perhapsyoure simply frightened by the idea of writing something or appearing before agroup. People arent born writers or speakers. Their skills improve the more theyspeak and write. Someone who has written 10 reports is usually better at it thansomeone who has written only two.

One of the great advantages of taking a course in business communication is thatyou get to practice in an environment that provides honest and constructive criti-cism. For instance, this course gives you an understanding of acceptable and unac-ceptable techniques so that you can avoid making costly mistakes on the job. It pro-vides the kind of communication practice that will help you get the job you want,boost your chances for a promotion, start your own business, or succeed at whateveryou choose to do in the future.

In this course youll learn how to collaborate in teams, listen well, master non-verbal communication, ensure successful meetings, and communicate across culturesand through the Internet. This book presents a three-step process for composingbusiness messages. It gives tips for writing letters, memos, e-mail messages, reports,and oral presentations, and it provides a collection of good and bad communicationexamples with annotated comments to guide you in your own communicationefforts. It also provides a handbook of the fundamentals of grammar, punctuation,and usage (see the Handbook of Grammar, Mechanics, and Usage at the end of thistextbook). Finally, it explains how to write effective rsums and application lettersand how to handle employment interviews.

Perhaps the best place to begin strengthening your communication skills iswith an honest assessment of where you stand. In the next few days, watch howyou handle the communication situations that arise. Try to figure out what youredoing right and what youre doing wrong. Then, as you progress through thiscourse in the months ahead, focus on those areas in which you need the most work.

APPLYING WHAT YOUVE LEARNEDIn this chapter, youve met GE Industrial Systemss Lloyd Trotter, and throughout thebook youll meet a cross section of real peoplemen and women who work for someof the most fascinating organizations around. At the beginning of this chapter, youread about communicating at GE Industrial Systems. A similar slice-of-life vignette

Focus on building skills in the areaswhere youve been weak.

IMPROVE THIS MEMOTo practice correcting drafts of actual documents, visitwww.prenhall.com/onekey on the web. Click DocumentMakeovers, then click Chapter 1. You will find a memo thatcontains problems and errors relating to what youve learned inthis chapter about overcoming communication barriers in busi-ness messages. Use the Final Draft decision tool to create animproved version of this memo. Check the memo for anaudience-centered approach, ethical communication, commu-nicating efficiently, and facilitating feedback.

Document Makeover

Practice and constructive criticismhelp you improve yourcommunication skills.

Dont wait for communicationtraining on the job.



titled On the Job: Communicating at . . . begins every chapter. As you read througheach chapter, think about the person and the company highlighted in the vignette.Become familiar with the various concepts presented in the chapter, and imaginehow they might apply to the featured scenario.

At the end of each chapter, youll take part in an innovative simulation called Onthe Job: Solving Communication Dilemmas. Youll play the role of a person workingin the highlighted organization, and youll face a situation youd encounter there. Youwill be presented with several communication scenarios, each with several possiblecourses of action. Its up to you to recommend one course of action from each sce-nario as homework, as teamwork, as material for in-class discussion, or in a host ofother ways. These scenarios let you explore various communication ideas and applythe concepts and techniques from the chapter.

Now youre ready for the first simulation. As you tackle each problem, thinkabout the material you covered in this chapter and consider your own experience asa communicator. Youll probably be surprised to discover how much you alreadyknow about business communication.

On the Job:SOLVING COMMUNICATION DILEMMAS AT GE INDUSTRIAL SYSTEMS

At GE Industrial Systems, Lloyd Trotter keeps commu-nication flowing and makes sure that everyone receivesnecessary information by helping employees overcomeall the potential barriers to effective communication.You are Trotters administrative assistant, and he hasput you in charge of several communication decisionsboth internal and external. Use your knowledge ofcommunication to choose the best response for eachof the following situations. Be prepared to explain whyyour choice is best.1. An employee from the companys commercial divi-

sion has an idea for changing the productionprocess so that it is more efficient and less expensive.She wants to send an e-mail message to her pro-duction manager, and she comes to you for adviceon how to focus her message on the audience.Which of the following message openings wouldyou recommend?a. I have thought long and hard about how to make

the production process more efficient.b. You told us to come to you with new ideas.c. Here is an idea for saving money on the produc-

tion process.d. A small change in the production process could

save us both time and money.2. A highly placed manager is uncomfortable with GEs

reverse-mentoring program. In business, mentor-ing is nothing new: Older, experienced managers actas mentors to teach young, up-and-coming employ-ees new skills. But GEs program is reversedbecause veteran managers must seek out young,Internet-savvy employees to help them improve theirown Internet skills. In this case, the veteran wants no

part of learning new tricks from some young pup.Trotter has participated in the program, and hebelieves the key to our success is that no matter atwhat level we find ourselves in the organization, wecan accept change. What feedback would you sug-gest that Trotter give this manager?a. You need to think of this as a process of give and

take. You have a lot to offer our younger employ-ees, and your mentor will probably learn just asmuch from you as you learn from your mentor.Youll see firsthand the bright, young talent thatrepresents the future leadership of our business.

b. I know that when I was first presented with thepossibility of having a young employee mentorme, I found it a bit daunting. But for both of us,the program has been an excellent tool for mutuallearning and growth. Its been a rewarding experi-ence, helping me get a fast start in understandingthe tool and its power.

c. Other GE managers meet with their employeesfor web lessons. They discuss the articles andbooks their mentors give them for homework, andthey ask lots of stupid questions. But they alsolearn how to use the Internet effectively.

d. Anyone who is not open to learningtop down orbottom upis slamming down the gate on theirown career.

3. A rumor begins circulating that a major product linewill be dropped and the workers in that area will belaid off. The rumor is false. What is the first actionTrotter should take?a. Create an official statement and distribute it to top

managers, with instructions for them to pass the



Learning Objectives Checkup

To assess your understanding of the principles in this chapter,read each learning objective and study the accompanyingexercises. For fill-in items, write the missing text in the blankprovided; for multiple choice items, circle the letter of the cor-rect answer. You can check your responses against the answerkey on page AK-1.

Objective 1.1: Explain what effective communication is andhighlight five characteristics of effective business messages.1. Communication is effective when it

a. Helps people understand each otherb.Stimulates others to take actionc. Encourages others to think in new waysd.Does all of the above

2. Effective business messages have the following characteristics:a. They provide practical information such as instruc-

tions, explanations, problems, solutions, and statusreports.

b.They give impressions and opinions that help makeyour business messages more persuasive.

c. They include as much information as possible, andavoid visual aids in favor of textual descriptions.

d.They put a positive spin on every message, and leaveout anything that could be perceived as negative.

Objective 1.2: Discuss three developments in the work-place that are intensifying the need to communicateeffectively.3. Because of advances in ________________, people can

communicate more quickly, more frequently, and fromremote locations.

4. Increased workforce diversity requires employees to focuson ________________ communication so that peoplefrom different backgrounds can avoid misunderstandings.

5. Rather than the traditional command-and-control style ofmanagement, todays fast-paced organizations rely on col-laborative work groups and ________________.

Objective 1.3: Describe how organizations share informa-tion internally and externally.6. Within an organization, the formal communication net-

work may be depicted asa. Links joined in a long chain from top to bottomb.An organization chart of connected squares depicting

the companys hierarchyc. A flow chart showing all information moving in one

direction7. Within an organization, the informal communication net-

work is calleda. The rumor millb.Word of mouthc. The grapevined.Hearsay

8. Communication between organizations and the outsideworld isa. More formal than internal communication, such as a

news release carefully prepared by a marketing or pub-lic relations team

b.As formal as or as informal as the situation calls forc. More informal than internal communication, such as

talking with a customer or letting your appearancetransmit an impression of your organization

statement on to middle managers, who will pass iton to their employees.

b. Try to plant a counter-rumor on the grapevine sothat employees will get the right message thesame way they got the wrong one.

c. Schedule a meeting with all employees on theaffected product line. At the meeting, Trotter canexplain the facts and publicly state that the rumoris false.

d. Ignore the rumor. Like all false rumors, it will even-tually die out.

4. Trotter promoted a brilliant engineer who turned outto be a bad manager. Instead of setting an agendafor his team, giving them support, and then allowingthem to flourish, the engineer micromanaged hisemployees. Trotter tried to point out that the engi-neer was holding his team down by asking him: Whyare so many on your staff sitting on the sidelines andwaiting for you to make decisions? Why is your teamunable to move ahead when you take a two-weekvacation? But the engineer has not changed hisstyle, so Trotter must remove him from the manage-

ment pos

chapter 1 business comm

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