Mary Ellen Guffey, Essentials of Business Communication

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					  Welcome to BA205

Business Communication
     Using Technology



                         1
     Topics for Week 1

 Introductions
 Course Syllabus and Course
  Outline
 Communicating at Work
 Culture and Diversity


                               2
      Introduction Activity

 Form groups of 4 or 5
 Introduce self.
 Identify at least 5 things that you
  all have in common.
 Identify a spokesperson to report
  out.
Time: 5 minutes

                                        3
       Building Your
    Communication Skills

    Textbook                Instructor

            http://www.sba.pdx.edu/
            • PowerPoint presentations covered in class
            • Assignments
Useful      • Study Guides
            http://guffey.swlearning.com
Resources   • Review quizzes
            • Glossary of key terms
            http://guffeyxtra.swlearning.com
            • Online exercises to strengthen language
              skills


                                                          4
What is Communication?

Transmission of information
and meaning from one person
or group to another.




                              5
Communication skills are essential
 for
     Job placement
     Job performance
     Career advancement
     Success in the new world of work
                                         6
     Topics for Week 1

 Introductions
 Course Syllabus and Course
  Outline
 Communicating at Work
 Culture and Diversity


                               7
Position: Senior Accountant at Kaiser Permanente:
Requirements:
The qualified candidate will possess a Bachelor's degree in
accounting, finance, or business administration with an emphasis in
accounting (CPA or CIA preferred), thorough knowledge of GAAP, and
working knowledge of automated financial systems. A minimum of 5
years of progressive general accounting experience including
financial statement preparation, proficiency with Excel and MS Word,
as well as strong analytical and problems solving skills are essential.
Strong interpersonal and communication ability are equally important.




                                                                          8
                      Flattened
                     management
      Focus on        hierarchies          More
    information
                                       participatory
        as a
                                       management
   corporate asset
                      Trends in
    New                the New                Increased
    work              Workplace               emphasis
environments                                   on teams

             Innovative         Heightened
           communication          global
            technologies        competition



                                                          9
As Marketing      As Sales ordered It   As Engineering
requested it                            designed it




As Production     As Maintenance        What the customer
manufactured It   installed It          wanted




                                                         10
The Process of Communication




                               11
The Process of Communication

                     Verbally or nonverbally.
How may the sender
                     By speaking, writing,
encode a message?
                     gesturing.


What kinds of        Letters, e-mail, IM,
channels carry       memos, TV, cell phone,
messages?            voice, body. Others?


                                                12
How does a receiver   Hearing, listening,
decode a message?     reading, observing.

When is               When a message is
communication         understood as the sender
successful?           intended it to be.
                     Ask questions, observe
How can a
                     responses, check for
communicator receive
                     reciprocity of
feedback?
                     communication.
                                              13
  Balancing between
Speaking and Listening


Speaker’s responsibility
Listener’s responsibility




                            14
Barriers to Effective Listening

 Physical        Hearing disabilities, noisy
 barriers        surroundings
 Psychological
                 Tuning out ideas that counter
 or emotional
                 our values
 barriers
 Language        Unfamiliar or charged words
 problems
 Nonverbal       Clothing, mannerisms,
 distractions    appearance
                                               15
Thought speed   Our minds process
                thoughts faster than
                speakers express them
Faking          Pretending to listen
attention
Grandstanding   Talking all the time or
                listening only for the next
                pause

                                              16
                So True!
 One of the best ways to persuade
  others is with your ears – by listening to
  them.
                    --- Dean Rusk
 The reason why we have two ears and
  one mouth is that we may listen the
  more and talk the less.
                    ---Zeno of Citium

                                          17
        Listening Practice
Purpose: Improve listening skills
1. Select a partner
2. At instructor signal, person 1 talks while
   person 2 only listens—person does not talk
   during that time
3. At instructor signal, person 2 tells person 1
   what person 1 said—person 1 does not talk
4. Two partners do 1 minute debrief with each
   other

                                              18
         A Classic Case of
         Miscommunication
In Center Harbor, Maine, local legend recalls the
day when Walter Cronkite steered his boat into port.
The avid sailor was amused to see in the distance a
small crowd on shore waving their arms to greet
him. He could barely make out their excited shouts:
―Hello Walter, Hello Walter!‖




                                                  19
        A Classic Case of
        Miscommunication
As his boat came closer, the crowd grew larger,
still yelling. Pleased at the reception, Cronkite
tipped his white captain's hat, waved back, even
took a bow. But before reaching dockside,
Cronkite's boat abruptly jammed aground. The
crowd stood silent. The veteran news anchor
suddenly realized what they'd been shouting:
―Low water, low water!‖



                                                    20
           Analysis of Flawed
         Communication Process


Sender       Sender    Channel     Receiver
has          encodes   carries     decodes
idea         message   message     message
Warn         “Low      Message     “Hello
boater       water!”   distorted   Walter!”




                                              21
      Barriers That Caused
   Cronkite Miscommunication
 Frame of reference    Receiver accustomed to
                         acclaim and appreciative
                         crowds.


                        Maine accent makes
 Language skills        "water" and "Walter" sound
                         similar.


 Listening skills      Receiver more accustomed
                         to speaking than to
                         listening.
                                                    22
      Barriers That Caused
   Cronkite Miscommunication
 Emotional interference    Ego prompted receiver to
                             believe crowd was
                             responding to his celebrity
                             status.


 Physical barriers         Noise from boat, distance
                             between senders and
                             receivers.

Which of these barriers could be overcome through
improved communication skills?

                                                         23
     Topics for Week 1

 Introductions
 Course Syllabus and Course
  Outline
 Communicating at Work
 Culture and Diversity


                               24
Diversity in the Workplace




Why is effective communication more
important with an increasing diverse
workforce?


                                   25
      Diverse U.S. Labor Force
        Workforce 2020, Hudson Institute
Population         Percentage   Percentage   Percentage
                   1995         2005         2020
Whites, non-       76%          73%          68%
Hispanics
Women              46%          48%          50%
Hispanic           9%           11%          14%
African-American   11%          11%          11%
Asian-American     4%           5%           6%

The civilian labor force is projected to increase by 17
million over the 2000-2010 period, reaching 158 million
in 2010.
                                                          26
     Diverse U.S. Labor Force
According to the Bureau of Labor Statistics

Age group         Growth in the Workforce
16-24 age group   Will grow more rapidly than the overall
                  population

35-44 age group   Will be the only group to decrease in size

55-64 age group   Will increase by 11 million people over the
                  2000-2010 period – more than any other
                  group



                                                                27
   Diversity in the Workplace

Form groups of 3. . . .
 Discuss the benefits of diversity.
 Identify an example of when diversity lead
  to a positive outcome.
 Identify a spokesperson to report out.
Time: 5 minutes


                                           28
Group think




GROUPTHINK




              29
Culture and Communication

Good communication
demands special
sensitivity and skills
when communicators
are from different
cultures.


                            30
             Workplace Culture for
               Different Ages
       Workplace Culture according to Career Strategies
Pre-Boomer     Boomer        Cusper           Busters or Gen     Netster
1934-1945      1946-1959     1960-1968        X                  1979-1988+
                                              1969-1978
Work first     Work first    Work and         Lifestyle first    Lifestyle first
                             lifestyle
Loyal to       Loyal to      Loyal to         Loyal to skills    Loyal to
employer       employer      employer and                        skills
                             skills
Value          Want others Want others to     Prefer to work     Like small
working well   to work with work with them    alone              groups
with others    them
Technically    Technically   Technically      Technically        State-of-the-
challenged     challenged    challenged       savvy              art
Strong chain   Chain of      Individual and   Individual first   Individual
of command     command       chain of                            first  31
                             command
Comparison of High- and
 Low-Context Cultures

 High-Context    Low-Context
    Cultures       Cultures
Relational      Linear
Collectivist    Individualistic
Intuitive       Straight
                forwardness
Contemplative   Action-oriented
and relaxed     and driven        32
       High-Context and
     Low-Context Cultures
High Context
   Japanese
   Arab
   Latin American
   Spanish
   English
   Italian
   French
   North American
   Scandinavian
   German
   Swiss
Low Context
                            33
             Comparing U.S. and
            International’s Views
U.S. Persons’ Views           Internationals’ Views
  of Themselves                  of U.S. Persons
Informal, friendly, casual   Undisciplined, overly personal

Equality advocates           Insensitive to status
Direct, aggressive           Blunt, rude, oppressive
Efficient                    Obsessed with time;
                             opportunistic
Goal/achievement-oriented    Promise more than they
                             deliver
                                                        34
Profit-oriented              Materialistic
 U.S. Persons’ Views            Internationals’ Views
   of Themselves                   of U.S. Persons
Resourceful, ingenious         Work-oriented; deals more
                               important than people

                               Self-absorbed, equating
Individualistic, progressive   ―new‖ with ―best‖

Dynamic, find identity in      Driven
work
Enthusiastic, prefer hard-
                               Deceptive, fearsome
sell
Open                           Untrustworthy
                                                           35
Improving Communication With
   Multicultural Audiences
 Oral Messages
  • Use simple
    English.
  • Speak slowly and
    enunciate clearly.
  • Encourage
    accurate
    feedback.
                           36
 Oral Messages (continued)
  •   Check frequently for comprehension.
  •   Observe eye messages.
  •   Accept blame.
  •   Listen without interrupting.
  •   Remember to smile!
  •   Follow up in writing.


                                            37
 Written Messages
  • Adapt to local formats.
  • Use short sentences and short
    paragraphs.
  • Avoid ambiguous wording.
  • Strive for clarity.
  • Cite numbers carefully.

                                    38
Effective Communication With
Diverse Workplace Audiences
 Understand the value of differences.
 Don’t expect total conformity.
 Create zero tolerance for bias and
  stereotypes.
 Practice focused, thoughtful, and open-
  minded listening.
 Invite, use, and give feedback.

                                            39
 Make fewer workplace assumptions.
 Learn about your own cultural self.
 Learn about other
  cultures and
  identity groups.
 Seek common
  ground.


                                        40
           Due Next Week
 Read
  • Chapter 1, 11
 Submit
  • Class Assignment 1: Student Data
    Memo




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