Business Communications

Direct/Indirect pattern of organization

direct: An organizational pattern in which the main idea comes first, followed by details, an explanation, or evidence (p. 145). Indirect: An organizational pattern in which the main idea comes later in a message, after the details, explanation, or evidence (p. 145).

team development phase/meetings

meetings: A gathering of three or more people who assemble to pool information, solicit feedback, clarify policy, seek consensus, and solve problems (p. 48). Phases: Forming - form members, become friendly, build trust. Storming - define roles and responsibilities, decide how to reach their goals, and iron out the rules governing how they interact. Unfortunately, this stage often produces conflict. Norming - formal leadership unnecessary, Tension subsides, roles are clarified, and information begins to flow among members. The group periodically checks its agenda to remind itself of its progress toward its goals. Performing - The fourth and final phase of team development, where group members have established routines and a shared language and have developed loyalty and a willingness to resolve all problems. A can-do mentality pervades, information flows freely, deadlines are met, and production exceeds expectations (pp. 43-44).

Barriers to communication

noise: Anything that disrupts the transmission of a message in the communication process (p. 15). bypassing: When misunderstandings result from missed meanings during the communication process (p. 14).

tips for improving communication among diverse audiences

seek training, understand the value of differences, dont expect conformity, make fewer assumptions, build on similarities

nonverbal communication

All unwritten and unspoken messages, both intention and unintentional, including eye contact, facial expression, body movements, space, time, distance, and appearance (p. 63).

Ethnocentrism/Ethics across borders

Ethnocentrism: The belief in the superiority of one's own race; a natural attitude inherent in all cultures. Causes us to judge others by our own values (pp. 87-88). Ethics- The conventional standards of right and wrong that prescribe what people should do (p. 24) Broaden your view. Become more sensitive to the values and customs of other cultures. Look especially at what they consider moral, traditional, practical, and effective. Avoid reflex judgments. Don't automatically judge the business customs of others as immoral, corrupt, or unworkable. Assume they are legitimate and workable until proved otherwise. Find alternatives. Instead of caving in to government payoffs, perhaps offer nonmonetary public service benefits, technical expertise, or additional customer service. Refuse business if options violate your basic values. If an action seriously breaches your own code of ethics or that of your firm, give up the transaction. Embrace transparency. Conduct all relations and negotiations as openly as possible. Don't rationalize shady decisions. Avoid agreeing to actions that cause you to say, This isn't really illegal or immoral, This is in the company's best interest, or No one will find out. Resist legalistic strategies. Don't use tactics that are legally safe but ethically questionable. For example, don't call agents (who are accountable to employers) distributors (who are not).

External/Internal Organization Communication

External: Exchanging ideas with customers, suppliers, the government, and the public (p. 17). Internal: Exchanging ideas and messages with superiors, coworkers, and subordinates (p. 17).

groupthink

Faulty decision-making processes by team members who are overly eager to agree with one another resulting in an absence of critical thinking.

Definition of Communication

The transmission of information and meaning from one person or group to another (p. 13).

Formal/Informal flow

Upward: Information flowing from non management employees to management (p. 21). Downward: Information flowing downward from decision makers through the chain of command to subordinates (p. 20). Horizontal:Information flowing laterally among workers at the same level (p. 22).

3 functions of communication

1. to inform 2. to persuade 3. to promote goodwill

critical listening

Enables listeners to judge and evaluate what they are hearing to decide whether the speaker's message is fact, fiction, or opinion (p. 59).

Communication Process

Encoding: converting the idea into words or gestures that will convey meaning. Channel: Messages may be delivered by computer, wireless network, smartphone, social media, letter, memorandum, report, announcement, picture, spoken word, fax, Web page, or some other channel. Decoding: translating the message from its symbol form into meaning involves decoding. Only when the receiver understands the meaning intended by the sender—that is, successfully decodes the message—does communication take place. Feedback: The verbal and nonverbal responses of the receiver create feedback, a vital part of the communication process. Feedback helps the sender know that the message was received and understood.

Writing Process

Prewriting: The first phase of the writing process; includes analyzing the audience and your purpose for writing, anticipating how your audience will react to your message, and adapting your message to the audience (p. 114). Writing: The second phase of the writing process; includes researching, organizing, and composing the message (p. 114). Revising: The third phase of the writing process; includes revising, proofreading, and evaluating (p. 34).

culture

The complex system of values, traits, morals, and customs shared by a society (p. 83).