Chapts 1-5

Skills Experts Say Are Vital for Success

•Critical Thinking-In many of the assignments and activities, you will need to define and solve problems and make decisions or form judgments about a situation or set of circumstances. •Collaboration-Depending on the configuration of your course, you will have various opportunities to work with classmates on reports, presentations, and other projects. •Knowledge application and analysis-The ability to learn a concept and then apply that knowledge to other challenges is a skill that employers value highly. •Business ethics and social responsibility-As you work on projects throughout this course, be mindful of the ethical implications that you could encounter in similar projects on the job. •Information technology skills-Use projects and activities to build your skills with technology, including word-processing apps, spreadsheets, presentation software, messaging systems, and AI tools. •Data literacy-You'll have multiple opportunities to fine-tune your data literacy skills, which include the ability to access, assess, interpret, manipulate, summarize, and communicate data.

Mobile communication

•Greater flexibility •Enhance productivity and collaboration •More engaging experiences for customers and other users Rather than an extension of a traditional work computer, mobile devices can be the primary interface that connects employees to the company's information networks. •Mobile technology has become an essential part of the digital workplace. •Reading and writing are generally more difficult and prone to errors on smaller mobile screens. •Alters the way people live and work, which requires communicators to modify their approach.

Improving Your Nonverbal Communication Skills

•L O 2.5 Explain the importance of nonverbal communication, and identify six major categories of nonverbal expression. •Nonverbal signals play a vital role in communication because they can strengthen a verbal message (when the nonverbal signals match the spoken words), weaken a verbal message (when nonverbal signals don't match the words), or replace words entirely. Nonverbal communication can supplement or even replace verbal messages (those that use words).

The Spectrum of Contemporary Communication Technology part 3

•Microblogging-services (of which Twitter is by far the best known) are a great way to share ideas, solicit feedback, monitor market trends, and announce special deals and events. •Social Networking-Businesses use a variety of social networks as specialized channels to engage customers, find new employees, attract investors, and share ideas and challenges with peers. •Community Q&A Sites-Many companies now rely heavily on communities of customers to help each other with product questions and other routine matters. •To communicate effectively, learn to keep technology in perspective, guard against information overload and information addiction, use technological tools productively, and frequently disengage from the computer to communicate in person. Technology is an aid to interpersonal communication, not a replacement for it.

Three Styles of Listening

The primary goal of content listening is to understand and retain the information in the speaker's message. Because you're not evaluating the information at this point, it doesn't matter whether you agree or disagree, approve or disapprove—only that you understand. Try to overlook the speaker's style and any limitations in the presentation; just focus on the information. The goal of critical listening is to understand and evaluate the meaning of the speaker's message on several levels: the logic of the argument, the strength of the evidence, the validity of the conclusions, the implications of the message, the speaker's intentions and motives, and the omission of any important or relevant points. If you're skeptical, ask questions to explore the speaker's point of view and credibility. Be on the lookout for bias that could color the way the information is presented, and be careful to separate opinions from facts. The goal of empathic listening is to understand the speaker's feelings, needs, and wants so that you can appreciate his or her point of view, regardless of whether you share that perspective. By listening with empathy, you help the individual vent the emotions that prevent a calm, clear-headed approach to the subject. No matter what mode they are using at any given time, effective listeners try to engage in active listening, making a conscious effort to turn off their own filters and biases to truly hear and understand what the other party is saying. They ask questions to verify key points and encourage the speaker through positive body language.

Advantages of teams

•Increased info and knowledge-By pooling the experience of several individuals, a team has access to more info & experience. •Learning opportunities-Teams that bring together people with various work specialties give members the chance to learn from each other. •Boldness-People who might hesitate to take calculated risks on their own can be more willing to make bold moves as part of the team. •Accountability-Participating in teams creates a built-in sense of accountability to others. •Trust building-Working closely in teams helps people develop trust in their colleagues. •Broader range of viewpoints-Diverse teams can bring a variety of perspectives that improve decision making. •Buy-in for solutions the team creates-Those who participate in making a decision are more likely to support it and encourage others to accept it. •Improved performance-Effective teams can be better than top-performing individuals at solving complex problems. •A sense of community in good times and bad-Being on a team helps individuals share in the celebration of successes and provides emotional support during challenging periods. •Increased diversity of views-Team members can bring a variety of perspectives to the decision-making process—as long as these diverse viewpoints are guided by a shared goal. •Increased acceptance of a solution-Those who participate in making a decision are more likely to support it and encourage others to accept it. •Higher performance levels-Working in teams can unleash new levels of creativity and energy in workers who share a sense of purpose and mutual accountability. Effective teams can be better than top-performing individuals at solving complex problems. Effective teams can pool knowledge, take advantage of diverse viewpoints, increase acceptance of solutions the team proposes, and achieve higher performance. When teams are successful, they can improve productivity, creativity, employee involvement, and even job security. Teams are often at the core of participative management, the effort to involve employees in the company's decision making.

Professional Attire

Business Formal-This means tailored suits in conservative colors, with shoes, accessories, and grooming to match. This style is usually restricted only to the most formal occasions or among top-level executives and high-profile professionals. Business Professional-This style is still based around suits or coordinated sets of jackets with skirts or trousers, but the overall vibe is slightly freer—and less expensive. Business Casual-This is the style adopted in more relaxed offices in a variety of industries and professions. In general, it means slacks or skirts, with nice-looking button up shirts, blouses, and sweaters. Casual-This category is perhaps the most difficult to pin down. In one company it might mean nice jeans and a button-up shirt, but in another it might be shorts, sandals, and tank tops. •1 Smooth and Finished: Choose well-tailored clothing that fits well; it doesn't have to be expensive, but it does have to fit and be appropriate for business. Keep buttons, zippers, and hemlines in good repair. Select shoes that are comfortable enough for long days but neither too casual nor too dressy for the office; keep shoes clean and in good condition. Make sure the fabrics you wear are clean, are carefully pressed, and do not wrinkle easily. Choose colors that flatter your height, weight, skin tone, and style; sales advisors in good clothing stores can help you choose. •2 Elegant and Refined: Choose form-fitting (but not skin-tight) clothing—not swinging or flowing fabrics, frills, or fussy trimmings. Choose muted tones and soft colors or classics, such as a dark blue suit or a basic black dress. If possible, select a few classic pieces of jewelry (such as a string of pearls or diamond cuff links) for formal occasions. Wear jackets that complement an outfit and lend an air of formality to your appearance. Avoid jackets with more than two tones; one color should dominate. •3 Crisp and Starched: Wear blouses or shirts that are or appear starched. Choose closed top-button shirts or button-down shirt collars, higher-neckline blouses, or long sleeves with French cuffs and cuff links. Wear creased trousers or skirts with a lower hemline •4 Up-to-the-Minute Trendy: Supplement your foundation with pieces that reflect the latest styles. •Add a few pieces in bold colors but wear them sparingly to avoid a garish appearance. Embellish your look with the latest jewelry and hairstyles but keep the overall effect looking professional.

Figure 2.5 Effective Meeting Agenda

Figure Caption: Agenda formats vary widely depending on the complexity of the meeting and the presentation technologies that will be used. One good approach is to first distribute a detailed planning agenda so that presenters know what they need in order to prepare, then create a simpler display agenda such as this PowerPoint slide to guide the progress of the meeting. Note how the agenda includes the time limit for each topic. Long description: The figure lists the following: Merger Issues Brainstorming Session Location: Building C, Saratoga room Date: August 8 Time: 9:00 to 12:00 Facilitator: Irene Belden Objectives • Identify/confirm all major issues and problems in each functional area • Identify any cross-functional issues • Give functional managers information they need to formulate action plans Prestudy: Please download and read Merger Brainstorming Session Prestudy.docx Agenda items Time slot: 9:00 to 9:15; Topic: Introductions: Please be prepared to briefly describe your role on the transition team. Discussion leader: Irene Belden Time slot: 9:15 to 10:00; Topic: General transition costs: Key items identified so far are severance packages, infrastructure investments, and service contracts. Discussion leader: Kip Selbach Time slot: 10:00 to 10:15; Topic: Break Time slot: 10:15 to 11:00; Topic: Information systems: Key issues are migration to cloud computing and choice of internal communication platform. Discussion leader: Summer Bowman Time slot: 11:00 to 11:45; Topic: Marketing and sales: Key issues are brand integration, sales force realignment, and quota and commission questions. Discussion leader: Ed Delahanty Time slot: 11:45 to 12:00; Topic: Wrap up: Last call for questions and concerns; we want to make sure functional managers go away with every significant issue in hand so they can develop concrete action plans. Discussion leader: Irene Belden Please send any questions to [email protected]

Understanding What Employers Expect From You

•Acquiring, processing, and sharing information. •Using communication to foster positive working relationships. •Representing your employer in the public arena. •Efficiently using the tools that your employer provides. •Recognizing information needs, using efficient search techniques to locate reliable sources of information (particularly from online sources), and using gathered information ethically; this collection of skills is often referred to as digital information fluency •Organizing ideas and information logically and completely •Expressing ideas and information coherently, persuasively, and concisely •Actively listening to others •Communicating effectively with people from diverse backgrounds and experiences •Using communication technologies effectively and efficiently •Following accepted standards of grammar, spelling, and other aspects of high-quality writing and speaking •Communicating in a civilized manner that reflects contemporary expectations of business etiquette, even when dealing with indifferent or hostile audiences •Communicating ethically, even when choices aren't crystal clear or you have to share news that people don't want to hear •Managing your time wisely and using resources efficiently •Using critical thinking, which is the ability to evaluate evidence completely and objectively in order to form logical conclusions and make sound recommendations

Guidelines for Collaborative Writing

team members differ in writing styles, work habits, and personality traits. However you structure a project, follow these tips: •Goals are clear and agreed on •Determine how work will be done-Map out how the work will be done, including who will take the lead on each task and which systems and tools will be used. •Take advantage of each person's strengths-Structure the assignments so that each person can lend his or her greatest strengths to the effort. •Establish clear and frequent checkpoints- so the team can verify that each task is coming along as expected and adjust plans if needed. •Appreciate different writing styles-If something works, support it, even if it's not the way you would say it. •Select collaborators carefully. Whenever possible, choose a combination of people who together have the experience, information, and talent needed for each project. •Agree on project goals before you start. Starting without a clear idea of what the team hopes to accomplish inevitably leads to frustration and wasted time. •Give your team time to bond before diving in. If people haven't had the opportunity to work together before, make sure they can get to know each other before being asked to collaborate. •Clarify individual responsibilities. Because members will be depending on each other, make sure individual responsibilities are clear. •Establish clear processes. Make sure everyone knows how the work will be managed from start to finish. •Avoid composing as a group. The actual composition is the only part of collaborative communication that does not usually benefit from group participation. Brainstorming the wording of short pieces of text such as headlines and slogans can be an effective way to stimulate creative word choices. For longer projects, however, it is usually more efficient to plan, research, and outline together but assign the task of writing to one person or divide larger projects among multiple writers. If you divide the writing, try to have one person do a final revision to ensure a consistent style. •Make sure tools and techniques are ready and compatible across the team. Even minor details such as different versions of software can delay projects. •Check to see how things are going along the way. Don't assume that everything is working just because you don't hear anything negative. Successful collaboration on writing projects requires a number of steps, from selecting the right partners and agreeing on project goals to establishing clear processes and avoiding writing as a group.

Tips for Success in Virtual Team Environments

● Keep teams as small as possible. Even more so than with co-located teams, virtual teams can run into trouble if their size grows larger than 10 people or so. ● Use the best collaboration technology available. The tools can range from something as simple as text messaging up to elaborate collaboration platforms (see page 43). ● Clarify the purpose of each tool. Make sure that each kind of communication, such as schedule updates, task assignments, and urgent messages, is conveyed via one designated channel. ● Take special care with isolated members. If most of the team is co-located and a few members are remote, assign responsibility to someone in the local team for keeping remote members in the loop. ● Don't rely solely on written communication. Pick up the phone or initiate video chats to maintain a more personal connection.

Use Nonverbal Communication Effectively

•When You're Talking •When You're Not Talking •When You're Listening •Be observant, but don't assume that you can "read someone like a book." Nonverbal signals are powerful, but they aren't infallible, particularly if you don't know a person's normal behavioral patterns. For example, contrary to popular belief, avoiding eye contact and covering one's face while talking are not reliable clues that someone is lying. Even when telling the truth, most people don't make uninterrupted eye contact with the listeners, and various gestures such as touching one's face might be normal behavior for particular people. Moreover, these and other behaviors may be influenced by culture (in some cultures, sustained eye contact can be interpreted as a sign of disrespect) or might just be ways of coping with stressful situations. •Also consider the nonverbal signals you send when you're not talking—the clothes you wear, the way you sit, the way you walk. •Improving Nonverbal Communication Skills •Understand the roles that nonverbal signals play in communication, complementing verbal language by strengthening, weakening, or replacing words. •Note that facial expressions (especially eye contact) reveal the type and intensity of a speaker's feelings. •Watch for cues from gestures and posture. •Listen for vocal characteristics that can signal the emotions underlying the speaker's words. •Recognize that listeners are influenced by physical appearance. •Be careful with physical contact; touch can convey positive attributes but can also be interpreted as dominance or sexual interest. If there is any doubt, don't touch. •Pay attention to the use of time and space. Work to make sure your nonverbal signals match the tone and content of your spoken communication. Paying attention to nonverbal cues makes you a better speaker and a better listener. When you're talking, be more conscious of the nonverbal cues you could be sending. Also consider the nonverbal signals you send when you're not talking—the clothes you wear, the way you sit, the way you walk. When you listen, be sure to pay attention to the speaker's nonverbal cues. If something doesn't feel right, ask the speaker an honest and respectful question; doing so may clear everything up, or it may uncover issues you need to explore further.

Five Techniques for Developing Paragraphs (1 of 3) Table 5.6

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Table 5.2 (2 of 2)

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Emphasizing the Positive (2 of 3)

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Five Techniques for Developing Paragraphs(2 of 3) Table 5.6

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Table 5.5 (2 of 3)

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Using Bias-Free Language (2 of 3) Table 5.1 (2 of 3)

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Emphasizing the Positive (3 of 3)

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Five Techniques for Developing Paragraphs(3 of 3) Table 5.6

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Using Bias-Free Language (3 of 3) Table 5.1 (3 of 3)

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Figure 4.1 The Three-Step Writing Process

-Chapter 1 introduced the notion of audience-centered communication and the "you" attitude—speaking and writing in terms of your audience's wishes, interests, hopes, and preferences. On the simplest level, you can adopt the "you" attitude by replacing terms such as I, me, mine, we, us, and ours with you and yours. -However, the "you" attitude is more than simply using particular pronouns. It's a matter of demonstrating genuine interest in your readers and concern for their needs (see Figure 5.1). You can use you 25 times in a single page and still offend your audience or ignore readers' true concerns. If you're writing to a retailer, try to think like a retailer; if you're dealing with a production supervisor, put yourself in that position; if you're writing to a dissatisfied customer, imagine how you would feel at the other end of the transaction. Be aware that on some occasions it's better to avoid using you, particularly if doing so will sound overly authoritative or accusing. -As you practice using the "you" attitude, be sure to consider the attitudes of other cultures and the policies of your organization. In some cultures it is improper to single out one person's achievements because the whole team is responsible for the outcome; in that case, using the pronoun we or our (when you and your audience are part of the same team) would be more appropriate. Similarly, some companies have a tradition of avoiding references to you and I in most messages and reports. -Long description: The details of the figure are as follows: 1. Plan: • Analyze the situation: Define your purpose and develop an audience profile. • Gather Information: Determine audience needs and obtain the information necessary to satisfy those needs. • Choose Medium and Channel: Identify the best combination for the situation, message, and audience. • Organize the Information: Define your main idea, limit your scope, select the direct or indirect approach, and outline your content. 2. Write: • Adapt to Your Audience: Be sensitive to audience needs by using a "you" attitude, politeness, positive emphasis, and unbiased language. Build a strong relationship with your audience by establishing your credibility and projecting your company's preferred image. Control your style with a conversational tone, plain English, and appropriate voice. • Compose the Message: Choose strong words that will help you create effective sentences and coherent paragraphs. 3. Complete: • Revise the Message: Evaluate content and review readability; edit and rewrite for conciseness and clarity. • Produce the Message: Use effective design elements and suitable layout for a clean, professional appearance. • Proofread the Message: Review for errors in layout, spelling, and mechanics. • Distribute the Message: Deliver your message using the chosen channel; make sure all documents and all relevant files are distributed successfully.

Business Communicators Innovating with Mobile:

-Mobile communication: The 3rd major revolution in business communication in the past 20 yrs (after the World Wide Web and social media). Has the potential to change nearly every aspect of business communication. -Training: Changing markets, govt regulations, and other forces in the business environment, developing and maintaining employee skill sets is an ongoing challenge for most companies. This challenge is made even more difficult when employees are constantly on the move or geographically dispersed. Training materials developed specifically for mobile devices, companies can deliver training content when and where it helps employees the most. -Distributed Decision Making: Complementary aspect to managing remote workers via mobile apps is giving employees the authority to make decisions in the field, rather than relying on managers back in the office. This capability can be particularly vital after accidents or other crisis events, because it lets employees who are on the scene choose the best course of action without delay. -Mobile Glossary: 3G, 4G & 5G: Generational boundaries are loosely defined and each generation includes a number of competing technologies; roughly speaking, we're in a transition from 3G to 4G now, and 5G (whatever it ends up being) won't arrive for at least several more years. Android & IOS: 2 major operating systems/platforms for mobile devices. Android devices are made by a wide variety of manufacturers, but iOS devices are made only by Apple. Bandwidth: Measure of the data-carrying capacity of a mobile, Wi-Fi, or other network connection; streaming video and other demanding applications require a broadband connection, but there's no general agreement on exactly what constitutes broadband. Cellular VS Mobile: 2 terms for the same concept; cellular (derived from the way phone networks are configured) is used mainly in the U.S, whereas mobile is used more generally around the world and is also more descriptive. Context Awareness: Mobile device's ability to modify its operation based on knowledge of where it is; silencing the ringer when you arrive at your office is a simple example. Geofencing: Using the location-sensing capabilities of mobile devices to remotely monitor and control the device and its user; delivery companies, for example, can monitor where their drivers are and make sure they stay within designated areas. Over-the-Top (OTT) Application: A digital service that bypasses a traditional distribution network to provide similar capability, often by using cloud capabilities (WhatsApp using Internet connections to create services traditionally provided by mobile phone carriers.). Phablet: A rather ungainly name for mobile devices that are larger than phones but smaller than tablets. Quick Response (QR) Codes and Near-Field Communication (NFC): Two ways for a mobile device to access additional information; QR codes are square, phone-scannable barcodes that connect the phone to a website; NFC is a short-distance radio technology that enables a data link between a phone and tags that can be attached to products or other locations. -Project Management:Work teams are often dispersed over wide geographic ranges and frequently on the move. Essential element of contemporary project management. Instant access to task status and other vital information helps project managers stay on top of rapidly moving projects and helps team members communicate efficiently. -Remote Workforce Management: Dispersed workforces also present a variety of supervision and management difficulties. Mobile workforce management apps can address many of these problems, from basic functions such as ensuring that workers show up on time at remote job sites to rescheduling customer appointments on the fly to collecting information to share with technical support staff. Sales managers can give just-in-time coaching and encouragement to representatives who are about to call on potential customers. Some systems can even embed information on best practices from experienced workers and deliver virtual coaching to less-experienced workers in the field. -Recruiting: With a target population that is often on the move, companies are responding by integrating mobile into their recruiting processes. These efforts include mobile-friendly job postings, mobile application and recruiting apps, and interviewing systems that let candidates and recruiters connect using their mobile devices.

She takes on the World (Natalie MacNeil):

-The change she wants means inspiring & helping women launch their own businesses & take more control over their careers. -She says,"I want to see more women leading companies, organizations, & countries." -Started her first (business) at 18 & by mid-20s had founded or cofounded a small portfolio of companies. (an Emmy-winning digital media production company, a collaborative workspace for entrepreneurs in the early startup phase, & She Takes on the World, which she describes as "a training platform & community for women entrepreneurs.") -Heart of her quest is communication. -In "She takes on the World (world wide website & book)". Shares firsthand knowledge on everything from finding investors to expanding a company internationally. -Her writing has appeared in a variety of other popular forums as well, including AllBusiness, American Express OPEN Forum, Mashable, Forbes, Entrepreneur.com, and The Wall Street Journal. -Key element is a clear idea of who her audience is and the type of info these readers are likely to need. -She emphasizes that no business book can appeal to every reader, & lists the specific types of readers who can benefit from her book. -Does what many business "how-to" writers don't: She addresses the personal side of being a successful entrepreneur. - Key element is her positive writing style. Editor of ForbesWoman calls MacNeil's blog and book "smart, upbeat, inspirational, and full of practical advice for women who want to own their dream careers." -One of her target audiences is college students who might want to create their own companies right out of college, without ever pursuing traditional employment. -She Takes on the World has grown to include several dozen bloggers who cover every aspect of managing an entrepreneurial career in the new economy. -Site was named one of Forbes magazine's top 10 entrepreneurial websites for women, among numerous other awards and recognitions it has received.

Age Differences

-U.S. culture youth is (strength, energy, possibilities, and freedom) and age is sometimes associated with declining powers and the inability to keep pace. Older workers offer broader experience, the benefits of important business relationships nurtured over many years, and high degrees of "practical intelligence"—the ability to solve complex, poorly defined problems. -Many Asian societies the oldest employees hold the most powerful jobs, the most impressive titles, and the greatest degrees of freedom and decision-making authority. If a younger employee disagrees with one of these senior executives, the discussion is never conducted in public. The notion of "saving face"—avoiding public embarrassment—is too strong. -Today's workplaces can have 3, 4, or even 5 generations working side by side. Each shaped by dramatically different world events, social trends, and technological advances, so it isn't it surprising that they often have different values, expectations, and communication habits. For instance, Generation Y workers have a strong preference for communicating via short digital messages, but Baby Boomers and Generation Xers sometimes find these brief messages to be abrupt and impersonal. -Lumping people into generations is an imprecise science at best, but it helps to know the labels commonly applied to various age groups and to have some idea of their broad characteristics. These labels are not official, and there is no general agreement on when some generations start and end. -Beneath the superficial differences in technology usage and other factors, various generations are a lot more alike than they are different. -The Silent Generation (born 1928-1945). People in this group are beyond what was once considered the traditional retirement age of 65, but a small number want or need to continue working. -Baby Boomers (1946-1964). This generation, which got its name from the population boom in the years following World War II, is gradually moving into retirement. However, many baby boomers will continue to work beyond age 65 — and hold on to many top management positions that younger employees would like to move into. -Generation X (1965-1980). This group, the second-largest generation in the workforce, sometimes feels caught between the large mass of older baby boomers and the younger millennial generation entering the workforce. As Generation X takes over corporate leadership, it is managing in a vastly different business landscape—one in which virtual organizations and networks of independent contractors replace some of the hierarchy inherited from the baby boomers. ​​This relatively smaller "MTV generation" is responsible for many of the innovations that have shaped communication habits today. -Millennials (1981-1996). This largest generation in the workforce, sometimes referred to as Generation Y, is noted for its entrepreneurial instincts, tech savvy and desire for a more open and sociable workplace than many of their older peers. This generation's comfort level with social media and other communication technologies is helping to change business communication practices but is also a source of concern for managers worried about info leaks and employee productivity. -"Post-Millennials" (1997-). This group, sometimes known as Generation Z, is just beginning to move into the workforce. ​​also known as Generation I (for Internet) or the Net Generation. Those in the first full generation to be born after the World Wide Web was invented are now entering the workforce.

Six Types of Detail (1 of 2)

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Writing Clearly (1 of 2)

-Writing clearly is always important, of course, but it is essential when you are writing to people whose first language is not English. Follow these recommendations to make sure your message can be understood. Clarity and simplicity are essential when writing to or speaking with people who don't share your native language. -Choose words carefully. Use precise words that don't have the potential to confuse with multiple meanings. For instance, the word right has several dozen different meanings and usages, so look for a synonym that conveys the specific meaning you intend, such as correct, appropriate, desirable, moral, authentic, or privilege. -Be brief. Use simple sentences and short paragraphs, breaking info into smaller chunks that are easier for readers to process. -Use plenty of transitions. Help readers follow your train of thought by using transitional words and phrases. For example, tie related points together with expressions such as in addition and first, second, and third. -Address international correspondence properly. The format and layout of business documents vary from country to country. In addition, many organizations develop their own variations of standard styles, adapting documents to the types of messages they send and the kinds of audiences they communicate with. The formats described here are the most common approaches used in U.S. business correspondence, but be sure to follow whatever practices are expected at your company. Your audience's first impression of a document comes from the quality of its paper, the way it is customized, and its general appearance. Weight. Paper quality is judged by the weight of four reams (each a 500-sheet package) of letter-size paper. The weight most commonly used by U.S. business organizations is 20-pound paper, but 16- and 24-pound versions are also used. Cotton content. Paper quality is also judged by the percentage of cotton in the paper. Cotton doesn't yellow over time the way wood pulp does, plus it's both strong and soft. For letters and outside reports, use paper with a 25% cotton content. For memos and other internal documents, you can use a lighter-weight paper with lower cotton content. Airmail-weight paper may save money for international correspondence, but make sure it isn't too flimsy. Size. In the U.S, the standard paper size for business documents is 8½ by 11 inches. Standard legal documents are 8½ by 14 inches. Executives sometimes have heavier 7-by-10-inch paper on hand (with matching envelopes) for personal messages such as congratulations. They may also have a box of note cards imprinted with their initials and a box of plain folded notes for condolences or for acknowledging formal invitations. Color. White is the standard color for business purposes, although neutral colors such as gray and ivory are sometimes used. Memos can be produced on pastel-colored paper to distinguish them from external correspondence. In addition, memos are sometimes produced on various colors of paper for routing to separate departments. Light-colored papers are appropriate, but bright or dark colors make reading difficult and may seem too frivolous.

Major Dimensions of Cultural Diversity

Here are the eight most significant variables that define any culture and can create differences between cultures. -Long description: The details of the eight dimensions depicted in the illustration are as follows: •Context: Pattern of physical cues, environmental stimuli, and implicit understanding •Laws and ethics: Explicit legal restrictions and implicit ethical guidelines •Social customs: Formal and informal rules of behavior •Nonverbal signals: The use and meaning of nonverbal signals in communication •Age: Perceptions of age and expectations regarding capabilities and behaviors •Gender: Perceptions of gender roles; concepts of gender and sexual orientation •Religion: Expectations of religious expression and degree of religious inclusivity •Ability: Accommodation for the full spectrum of physical and cognitive abilities.

Respecting Preferences for Communication Style Figure 3.4a

Language such as "cool" and *having a look at" is too informal for external business communication, particularly for international correspondence. The tone of this paragraph is too demanding. "Here in the States" is too informal, and referring to the reader as "foreign" is potentially insulting. Inflammatory language such as bad press, scandal, and sweatshops will put the reader on the defensive and discourage a positive response. The request for a response sounds too demanding, and it lacks a specific deadline. The closing is too informal.

Fig 4.7 Organizing Your Thoughts with a Clear Outline

No matter what outlining format you use, think through your major supporting points and the examples and evidence that can support each point. Long Description: The details of the outline are as follows: Roman numeral 1. First major point Uppercase A. First subpoint Uppercase B. Second subpoint 1. Examples and evidence 2. Examples and evidence Lowercase a. Detail Lowercase b. Detail 3. Examples and evidence Uppercase C. Third subpoint Roman numeral 2. Second major point Uppercase A. First subpoint 1. Examples and evidence 2. Examples and evidence Uppercase B. Second subpoint •The annotation corresponding to the two major points reads "The particular message is divided into two major points (Roman numerals 1 and 2). •The annotation corresponding to the second subpoint B, and the related third examples and evidence of the first major point reads "Subpoint B is supported with three sets of examples and evidence (1, 2, and 3), the second of which is further subdivided with two detail sections." •The annotation corresponding to the first subpoint A and the third subpoint C of the first major point reads "The first major point is divided into three subpoints (uppercase A, B, and C)."

Figure 5.6

Optimizing for mobile includes writing short headlines that get right to the point. This introduction conveys only the information readers need in order to grasp the scope or the article. All the key points of the documents appear here on the first screen. Readers who want more detail can swipe down for background Information on the five points

Building Reader Interest With Storytelling Techniques

The Power of Story -The Beginning - Identify with Audience -The Middle - Pursue Goal/Solve Problem -The End - Answers Question/Offers Lesson -Storytelling is one of the most common structures used in television commercials and other advertisements. People love to share stories about themselves and others, too, which makes social media ideal for storytelling. Examples: -Career-related stories, such as how someone sought and found the opportunity to work on projects he/she is passionate about, can entice skilled employees to consider joining a firm. -Entrepreneurs use stories to help investors see how their new ideas have the potential to affect people's lives (and therefore generate lots of sales). -Can be cautionary tales as well, dramatizing the consequences of career blunders, ethical mistakes, and strategic missteps. A key reason storytelling can be so effective is that stories help readers and listeners imagine themselves living through the experience of the person in the story. In addition, stories can demonstrate cause-and-effect relationships in a compelling fashion. Imagine attending a new-employee orientation and listening to the trainer read off a list of ethics rules and guidelines. This ability to share organizational values is one of the major benefits of using storytelling in business communication, particularly across diverse workforces. Example: Chip Heath (Stanford University) & brother, Dan Heath (Duke University): -Spent years exploring the question of why some ideas "stick" & others disappear. -One conclusion: Ideas conveyed through storytelling tend to thrive because stories "put knowledge into a framework that is more lifelike, more true to our day-to-day existence." A classic story has three basic parts. The beginning of the story presents someone the audience can identify with in some way, and this person has a dream to pursue or a problem to solve. (Think of how movies and novels often start by introducing a likable character who immediately gets into danger, for example.) The middle of the story shows this character taking action and making decisions as he or she pursues the goal or tries to solve the problem. The storyteller's objective here is to build the audience's interest by increasing the tension: Will the "hero" overcome the obstacles in his or her path and defeat whatever adversary is keeping him or her away from the goal? The end of the story answers that question and usually offers a lesson to be learned about the outcome as well. BTW-even though these are "stories," they mustn't be made-up tales. Telling stories that didn't happen to people who don't exist while presenting them as real-life events is a serious breach of ethics that damages a company's credibility. When to story tell: Consider adding an element of storytelling whenever your main idea involves the opportunity to inspire, to persuade, to teach, or to warn readers or listeners about the potential outcomes of a particular course of action. In addition to its important communication function, storytelling can also serve as a means of strategic business analysis. For example, if you're having trouble articulating a story that you're trying to tell about a project you would like to pursue, it might be because you haven't fully thought through the purpose of the project. With a clearer definition in mind, you'll find it easier to tell your story.

Figure 5.1

The no-nonsense headline makes it clear what this page is about, and it speaks directly to a major question virtually all aspiring professional musicians have. The four numbered subheadings provide a brief and clear overview of the process. The first paragraph tells readers what to expect before they click through to begin the sign-up process. The next two paragraphs explain two key questions: how musicians get their music to CD Baby and how CD Baby and its affiliated retailers get the music in front of consumers. The final paragraph answers one of the most important questions of all: "How do I get paid?"

Respecting Preferences for Communication Style Figure 3.4b

The salutation should use a colon, not a comma. The language is still too informal in the opening paragraph. Overseas avoids the negative connotations of "foreign." Idiomatic phrases such as "come into play" and "minimize the downsides" are vulnerable to mistranslation. The vaguely accusatory tone of this paragraph assumes that problems will occur, which is likely to offend the reader, "Mitigating" can be replaced by a more common word. The request now has a helpful timeline, but the phrasing is still somewhat demanding. The closing is still too informal.

Real-Time Translation

•As a listener, you have to convert the incoming sounds to discrete words & assemble these words into coherent phrases & sentences in order to extract the meaning. •Unlike reading a written document, you have to do all this processing almost instantaneously, without the luxury of going back over something you didn't get. •As a speaker, you have to find the right words, assemble them into phrases & sentences using the second language's grammar rules, & then pronounce them all correctly enough so they make sense to the other party. •Reaching this level of proficiency can take years of study & practice. •Translating speech in real time is a challenging technical proposition. •Progress is being made by many companies. •Most notable so far is Skype Translator, which can translate voice & video calls & instant messages in multiple languages. •A variety of smartphone & smartwatch apps offer translation, where speakers take turns talking to the device, then listen as it outputs the translated speech. •The tech promises to keep evolving, becoming more versatile & more accurate, but it has already reached the point of being a useful business communication tool.

Speaking and Listening Clearly

•Adjust content and style •Be mindful of communication medium and circumstances •Be aware of nonverbal communication styles and cultural norms •Speak slowly and clearly without being condescending •Ask for feedback and rephrase as necessary •Confirm for agreement •In intercultural communication, listen to what is said prior to reacting or judging. -Languages vary considerably in the significance of tone, pitch, speed, and volume, which can create challenges for people trying to interpret the explicit meaning of words themselves as well as the overall nuance of a message. The English word progress can be a noun or a verb, depending on which syllable you emphasize. In Chinese the meaning of the word mà changes depending on the speaker's tone; it can mean mother, pileup, horse, or scold. And routine Arabic speech can sound excited or angry to an English-speaking U.S. listener. -To ensure successful conversations between parties who speak different native languages or even regional variations of the same language, speakers and listeners alike need to make accommodations. Speakers should adjust the content of their messages and the style of their delivery to accommodate the needs of their listeners and the circumstances of the conversation. For example, if you are speaking in person or over an electronic connection that includes a video component, you can use hand gestures and other nonverbal signals to clarify your spoken message. When you don't have a visual connection, however, you must take extra care to convey your meaning through words and vocal characteristics alone. Conversely, listeners need to be tolerant of accents, vocabulary choices, gestures, and other factors that might distract them from hearing the meaning of a speaker's message. -For instance, speakers from the U.S sometimes string together multiple words into a single, mystifying pseudoword, such as turning "Did you eat yet?" into "Jeetyet?" In spoken French, many word pairs are joined as a matter of rule, and the pronunciation can change depending on which words are next to one another. In these instances, nonnative French speakers can have a hard time telling when one word ends and the next one begins. -To be more effective in intercultural conversations, speak slowly and clearly, but avoid talking down to the other person by over-enunciating words or oversimplifying sentences. Don't rephrase until it's obviously necessary, because immediately rephrasing something you've just said doubles the translation workload for the listener. As the conversation progresses, look for and ask for feedback to make sure your message is getting through. At the end of the conversation, double-check to make sure you and the listener agree on what has been said and decided. As a listener, you'll need some practice to get a sense of vocal patterns. The key is simply to accept what you hear, without jumping to conclusions about meaning or motivation. -Let other people finish what they have to say. If you interrupt, you may miss something important. You'll also show a lack of respect. If you do not understand a comment, ask the person to repeat it. Any momentary awkwardness you might feel in asking for extra help is less important than the risk of unsuccessful communication.

Understanding the Concept of Culture

•Automatic-you rarely stop to think about the communication rules you're following. •Coherent-a culture seems to be fairly logical and consistent when viewed from the inside. •Complete-they provide their members with most of the answers to life's big questions. -Cultures tend to offer views of life that are both coherent (internally logical) and complete (able to answer all of life's big questions). In addition to being automatic, culture tends to be coherent; that is, a culture seems to be fairly logical and consistent when viewed from the inside. Certain norms within a culture may not make sense to someone outside the culture, but they probably make sense to those inside. Such coherence generally helps a culture function more smoothly internally, but it can create disharmony between cultures that don't view the world in the same way. Finally, cultures tend to be complete; that is, they provide their members with most of the answers to life's big questions. This idea of completeness dulls or even suppresses curiosity about life in other cultures. Not surprisingly, such completeness can complicate communication with other cultures. -Members of a given culture tend to have similar assumptions about how people should think, behave, and communicate, and they all tend to act on those assumptions in much the same way. Cultures can vary in their rate of change, degree of complexity, and tolerance toward outsiders. These differences affect the level of trust and openness you can achieve when communicating with people of other cultures. You learn culture both directly (by being instructed) and indirectly (by observing others). People learn culture directly and indirectly from other members of their group. As you grow up in a culture, you are taught by the group's members who you are and how best to function in that culture. Sometimes you are explicitly told which behaviors are acceptable. At other times you learn by observing which values work best in a particular group. In these ways, culture is passed on from person to person and from generation to generation.

Technologies for Collaborative Communication

•Collaboration Systems-often take advantage of cloud computing, a somewhat vague term that refers to on-demand capabilities delivered over the Internet, rather than through conventional on-site software. -Content Management Systems-These tools range from simple blogging systems to more extensive enterprise systems that manage web content across an entire corporation. Many systems include workflow features that control how pages or documents can be created, edited, and published. -Wikis-from the Hawaiian word for quick. Public wikis (Wikipedia is the best known) allow any registered user to edit pages; private wikis are accessible only with permission. A key benefit of wikis is the freedom to post new or revised material without prior approval. -Shared Online Workspaces- may see some of these workspaces referred to as intranets (restricted-access websites that are open to employees only) or extranets (restricted sites that are available to employees and to outside parties by invitation only). Many intranets have now evolved into social networking systems that include a variety of communication and collaboration tools, from microblogging to video clip libraries. For example, the performance troupe Blue Man Group uses a social intranet to help its 500 employees plan, stage, and promote shows all over the world. -Social Network- Some companies use them to form virtual communities or communities of practice that link employees with similar professional interests throughout the company and sometimes with customers and suppliers as well. Such communities are similar to teams in many respects, but one major difference is in the responsibility for accumulating organizational knowledge over the long term, beyond the duration of any specific project. For example, the pharmaceutical company Pfizer has a number of permanent product-safety communities that provide specialized advice on drug safety issues to researchers throughout the organization. Can also help a company maintain a sense of community even as it grows beyond the size that normally permits extensive daily interaction. Example: To encourage the sense of community among its expanding workforce, Zappos uses social networking tools to track employee connections and encourage workers to reach out and build relationships. A supportive work environment is a top priority of Zappos. -Workgroup Messaging Systems -Private Networks •Collaboration via Mobile Devices- Another layer of options for collaborative writing and other communication projects, particularly when used with cloud computing. Today's mobile systems can do virtually everything that fixed-web collaboration systems can do, from writing on virtual whiteboards to sharing photos, videos, and other multimedia files. Let's workers participate in online brainstorming sessions, seminars, and other formal or informal events from wherever they happen to be at the time. Helpful during the review and production stages of major projects, when deadlines are looming and decisions and revisions need to be made quickly. Unified Communication is a part of this. By minimizing or eliminating the need to manage multiple communication systems and devices, unified communication promises to improve response times, productivity, and collaboration efforts. •A I-Enabled Collaboration •The simplest tools are software features such as commenting (which lets colleagues write comments in a document without modifying the document text) and tracking changes (which lets one or more writers propose changes to the text while keeping everyone's edits separate and reversible). The widely used Adobe Acrobat digital document system (PDFs) also has group review and commenting features, including the option for live collaboration. groupware or collaboration platforms- A set of broader technologies. Let people communicate, share files, review previous message threads, work on documents simultaneously, and connect using social networking tools. Also help companies capture and share knowledge from multiple experts, bringing greater insights to bear on tough challenges. Simple Software Tools: The simplest tools are software features such as commenting (which lets colleagues write comments in a document without modifying the document text) and tracking changes (which lets one or more writers propose changes to the text while keeping everyone's edits separate and reversible). The widely used Adobe Acrobat digital document system (PDFs) also has group review and commenting features, including the option for live collaboration. Content Management Systems: Writing for websites often involves the use of a content management system, which organizes and controls website content and can include features that help team members work together on webpages and other documents. Shared Online Workspaces: are online "virtual offices" that give everyone on a team access to the same set of resources and information. You may see some of these workspaces referred to as intranets (restricted-access websites that are open to employees only) or extranets (restricted sites that are available to employees and to outside parties by invitation only). Social Network and Virtual Communities: Social networking technologies are redefining teamwork and team communication by helping erase the constraints of geographic and organization boundaries. Some companies use social networks to form virtual communities or communities of practice that link employees with similar professional interests throughout the company and sometimes with customers and suppliers as well. Collaboration via Mobile Devices: Collaboration apps for mobile devices support nearly all the features of computer-based platforms.

Legal and Ethical Differences

•Cultural context influences legal and ethical behavior, which in turn can affect communication. For example, the meaning of business contracts can vary from culture to culture. Whereas a manager from a U.S. company would tend to view a signed contract as the end of the negotiating process, with all the details resolved, his or her counterpart in many Asian cultures might view the signed contract as an agreement to do business and only then begin to negotiate the details of the deal. As you conduct business around the world, you'll find that both legal systems and ethical standards differ from culture to culture. Making ethical choices across cultures can seem complicated, but you can keep your messages ethical by applying four basic principles: -Actively Seek Mutual Ground: To allow the clearest possible exchange of info, both parties must be flexible and avoid insisting that an interaction take place strictly in terms of one culture or another. -Send and Receive Messages Without Judgment: To allow info to flow freely, both parties must recognize that values vary from culture to culture, and they must trust each other. -Send Messages that are Honest: To ensure that info is true, both parties must see things as they are—not as they would like them to be. Both parties must be fully aware of their personal and cultural biases. -Show Respect for Cultural Differences: To protect the basic human rights of both parties, each must understand and acknowledge the other's needs and preserve the other's dignity by communicating without deception.

The Spectrum of Contemporary Communication Technology part 2

•Crowdsourcing & Collaboration Platforms-Crowdsourcing, inviting input from groups of people inside or outside the organization, can give companies access to a much wider range of ideas, solutions to problems, and insights into market trends. •Data Visualization-a powerful tool for presenting and exploring sets of data that are very large, complex, or dynamic. As more companies rely on "big data" to identify and capitalize on market opportunities, the ability to extract insights from these large data sets can be an important competitive advantage. •Internet of Things (IOT)-refers to the billions of smart, autonomous devices that are now connected via the Internet. These "things" are sensors, controllers, and other devices that send, receive, or process data. This machine-based communication can support or even replace conventional methods of business communication. •Connecting with Stakeholders-Any groups affected by a company's decisions now have tools to give voice to their opinions and needs, and companies have many more conversational threads that need to be monitored & managed. •Applicant Tracking Systems-play a huge role in employment-related communications. At virtually all large companies & many medium & small companies, your résumé & application info will be entered into one of these systems. Recruiters use various tools to identify promising candidates & manage the interview & selection process. After hiring, some firms use talent management systems to track employee development through workers' entire careers at the company. •Blogging- let companies connect with customers & other audiences in a fast & informal way. Commenting features let readers participate in the conversation, too. •Online Video- combo of low-cost digital video cameras and video-sharing websites such as YouTube has spurred a revolution in business video. Product demonstrations, company overviews, promotional presentations, and training seminars are among the most popular applications of business video. Branded channels allow companies to present their videos as an integrated collection in a customized user interface. •Content Curation- selecting videos and other items of interest to followers of a website or blog, has become one of the most popular ways to connect with stakeholders. Pinterest and Scoop.it are among the leading technologies in this area. •Podcasting- portability and convenience of downloadable audio and video recordings, podcasts have become a popular means of delivering everything from college lectures to marketing messages. Also used for internal communication, replacing conference calls, newsletters, and other media. •Building Communities- In some instances, the company establishes and manages the online community, while in others the community is driven by product champions or other enthusiasts. •User-Generated Content Sites-let businesses host photos, videos, software programs, technical solutions, and other valuable content for their customer communities. •Gaming Technologies-Adding game-playing elements to business processes (such as competitions for sales or service teams) can increase engagement from employees and customers alike.

The Potential Benefits of Communication Technology

•Greater effectiveness •Greater efficiency •Better and easier research •Improved decision making •Fewer barriers Researcher Maribel Lopez calls mobile, "the biggest technology shift since the internet." Venture Capitalist Joe Shoendorf says that, "Mobile is the most disruptive technology that I've seen in 48 yrs in Silicon Valley". Companies recognize the value of integrating mobile technology, from communication platforms to banking to retail. Mobile apps and communication systems can boost employee productivity, help companies form closer relationships with customers and business partners, and spur innovation in products and services. Mobile technologies offer multiple ways to improve communication and other key business processes. For example, note-taking apps such as Note Taker HD offer an easy and unobtrusive way to take notes during meetings, site visits, and other business functions. For millions around the world, a mobile device is their primary way, if not only way, to access the Internet. Globally, more than 80% of Internet users access the web with a mobile device at least some of the time. Mobile has become primary communication tool for many professionals, a majority of executives under age 40. Email and web browsing rank 1st and 2nd in terms of the most common nonvoice uses of smartphones, more email messages are now opened on mobile devices than on PCs. Roughly 1/2 of U.S. consumers use a mobile device exclusively for online search needs, many online activities that eventually migrate to a PC screen start out on a mobile screen. For many people, the fact that a smartphone can make phone calls is practically a 2ndary consideration; data traffic from mobile devices far outstrips voice traffic. When people are closely attached to their phones, day 24/7, they're more closely tied to all the info sources, conversations, and networks that those phones can connect to. A result, mobile connectivity can start to resemble a continuous stream of conversations that never quite end, which influences the way businesses need to interact with their stakeholders. If wearable technologies become mainstream devices, they'll contribute even more to this shift in behaviors. Summary-Parallels between social media & mobile communication: Both sets of technologies change the nature of communication, alter the relationships between senders & receivers, create opportunities as well as challenges, & force business professionals to hone new skills. Fact, much of the rise in social communication can be attributed to the connectivity made possible by mobile devices. Companies that work to understand and embrace mobile, both internally and externally, stand the best chance of capitalizing on this monumental shift in the way people communicate. Technology brings a wide variety of potential benefits to business communication, which can be grouped into five key areas: ● Making communication more effective by helping people craft messages that convey their ideas more clearly and persuasively ● Making communication more efficient by reducing the time and effort needed to create, transmit, and consume messages ● Improving research to help communicators discover, process, and apply information ● Assisting communicators with decision making by guiding them through complex sets of data ● Removing communication barriers so more people can participate in the communication process more easily.

Inside the mind of your audience

•How Audiences Receive Messages-For an audience member to receive a message, three events need to occur: The receiver has to sense the presence of a message, select it from all the other messages clamoring for attention, and perceive it as an actual message (as opposed to random, pointless noise). You can appreciate the magnitude of this challenge by driving down any busy street in a commercial section of town. You'll encounter hundreds of messages—billboards, posters, store window displays, car stereos, pedestrians waving or talking on mobile phones, car horns, street signs, traffic lights, and so on. However, you'll sense, select, and perceive only a small fraction of these messages. How Audiences Decode Messages-Even well-crafted, well-intentioned communication efforts can fail at this stage because assigning meaning through decoding is a highly personal process that is influenced by culture, individual experience, learning and thinking styles, hopes, fears, and even temporary moods. Moreover, audiences tend to extract the meaning they expect to get from a message, even if it's the opposite of what the sender intended. In fact, rather than "extract" your meaning, it's more accurate to say that your audience members re-create their own meaning—or meanings—from the message. Cultural and personal beliefs and biases influence the meaning audiences get from messages. For instance, the human brain organizes incoming sensations into a mental "map" that represents the person's individual perception of reality. If an incoming detail doesn't fit into that perception, a message recipient may simply distort the information to make it fit rather than rearrange his or her mental map—a phenomenon known as selective perception. Differences in language and usage also influence received meaning. If you ask an employee to send you a report on sales figures "as soon as possible," does that mean within 10 seconds, 10 minutes, or 10 days? By clarifying expectations and resolving potential ambiguities in your messages, you can minimize such uncertainties. In general, the more experiences you share with another person, the more likely you are to share perception and thus share meaning •How Audiences Respond to Messages-First, the recipient has to remember the message long enough to act on it. Simplifying greatly, memory works in several stages: Sensory memory momentarily captures incoming data from the senses; then, whatever the recipient pays attention to is transferred to short-term memory. Info in short-term memory quickly disappears if it isn't transferred to long-term memory, which can be done either actively (such as when a person memorizes a list of items) or passively (such as when a new piece of info connects with something else the recipient already has stored in long-term memory). Finally, the info needs to be retrieved when the recipient wants to act on it. In general, people find it easier to remember and retrieve information that is important to them personally or professionally. Consequently, by communicating in ways that are sensitive to your audience's wants and needs, you greatly increase the chance that your messages will be remembered and retrieved. Second, the recipient has to be able to respond as you wish. Obviously, if recipients simply can't do what you want them to do, they'll not respond according to your plan. By understanding your audience, you can work to minimize these unsuccessful outcomes. Third, the recipient has to be motivated to respond. You'll encounter many situations in which your audience has the option of responding but isn't required to. For instance, a record company may or may not offer your band a contract, or your boss may or may not respond to your request for a raise. -To truly receive a message, audience members need to sense it, select it, and then perceive it as a message. Selection attention is focusing on a subset of incoming stimuli or messages while ignoring others; it can cause intended recipients to block out some or all of your message.

Studying Other Languages

•Increased Career Opportunities •Common Phrases for Everyday Business and Social Situations •Mobile Devices, Apps, and Websites •Avoid Assumptions and Learn About Other Languages and Dialects -Successful intercultural communication can require the modification of personal communication habits. Making an effort to learn about another person's culture is a sign of respect. -Mobile App iTranslate translates more than 80 languages and features voice input and output. A wide variety of apps and websites are available that help with essentials words and phrases, grammar, pronunciation, text translation, and even real-time audio translation. It's worth the time & energy to learn common phrases of your colleagues or customers, even if they speak your language. Benefits: Helps you get through everyday business & social situations but also demonstrates your commitment to the business relationship. -English is the most prevalent language in international business, but don't assume that everyone understands it or speaks it the same way. Don't assume the same language is the same all around. (French spoken in Québec & other parts of Canada is often noticeably different from the French spoken in France). It's often said that the US and the UK are two countries divided by a common language. For instance, period (punctuation), elevator, and gasoline in the US are full stop, lift, and petrol in the UK. -The demand for multilingual communicators grows as commerce continues to become more globalized & many countries become more linguistically diverse. Being multilingual can give you a more competitive advantage & open up a wider variety of career opportunities.

Using Interpreters, Translators, and Translation Software

•Interpreters - for spoken communication •Translators - for both spoken and written communication •Computerized Translation Tools -You may encounter business situations that require using an interpreter (for spoken communication) or a translator (can be used for both spoken and written communication). Interpreters and translators can be expensive, but skilled professionals provide invaluable assistance for communicating in other cultural contexts. Keeping up with current language usage in a given country or culture is also critical to avoid embarrassing blunders. In marketing and advertising, where being in tune with contemporary culture is critical, companies sometimes use transcreation, which essentially amounts to re-creating the material for a new cultural context, rather than simply translating the text. -Some companies use back-translation to ensure accuracy. Once a translator encodes a message into another language, a different translator retranslates the same message into the original language. This back-translation is then compared with the original message to discover any errors or discrepancies. The time and cost required for professional translation has encouraged the development of computerized translation tools. Dedicated software tools, mobile apps, and online services such as WorldLingo and Google Translate offer various forms of automated translation. Major search engines let you request translated versions of the websites you find. Although none of these tools can translate as well as human translators, they're getting better all the time.

Studying Other Cultures

•Knowledge, Ability, and Motivation •Research, Practice, and Honest Effort •Websites, Books, Print Media, Music, and Apps -Effectively adapting your communication efforts to another culture requires not only knowledge about the culture but also the ability and motivation to change your personal habits as needed. -Even a small amount of research and practice will help you get through many business situations. In addition, most people respond positively to honest effort and good intentions, and many business associates will help you along if you show an interest in learning more about their cultures. Don't be afraid to ask questions. People will respect your concern and curiosity. You will gradually accumulate considerable knowledge, which will help you feel comfortable and be effective in a wide range of business situations. -Numerous websites and books offer advice on traveling to and working in specific cultures. Also try to sample newspapers, magazines, and even the music and movies of another country. For instance, a movie can demonstrate nonverbal customs even if you don't grasp the language. (However, be careful not to rely solely on entertainment products. If people in other countries based their opinions of U.S. culture only on the silly teen flicks and violent action movies that the US. exports around the globe, what sort of impression do you imagine they'd get?)

Communicating effectively in teams

•L O 2.1 Describe the characteristics of effective teams, outline five steps for resolving team conflict, and offer advice on working in virtual teams. •Cemex-Mexican company Cemex is one of the world's largest producers of concrete & its two primary components, cement & aggregates (crushed stone, sand, & gravel). Has teamwork challenges on a global scale, with 44,000 employees in more than 50 countries. After period of worldwide expansion beginning in the 1990s, the century-old company now operates quarries, cement plants, & other facilities on every continent except Antarctica. •Success-1st, architects & builders continue to push the envelope by creating designs that require concrete with new performance & handling qualities. 2nd, Cemex's ability to operate profitably depends on running efficient operations, from raw material extraction to processing to transportation. 3rd, the production & distribution of concrete-related products have significant environmental impacts, including the acquisition & consumption of heating fuels required by high-temp cement kilns. •Staying competitive & profitable & to minimize the environmental effects of its operations, knew it needed to accelerate the pace of innovation. •Response-comprehensive online collaboration platform called Shift, which combines social networking, wikis, blogs, a Twitter-like microblogging system, social bookmarking, videoconferencing, a trend-spotting tool called Shift Radar, & more. Custom mobile app lets employees access the system wherever their work takes them. Many companies that've implemented social platforms struggle to get employees to change ingrained behaviors & use the new tools. By getting top-level executives on board early, Cemex achieved nearly universal adoption, with 95% of employees using Shift & forming more than 500 online communities based on technical specialties & shared interests. •Payoffs- launching a new global brand of ready-mix concrete in one-third the expected time, nearly tripling the company's use of renewable energy, and reducing carbon dioxide emissions by almost 2 million metric tons. •Finally- Shift has lived up to its name by shifting the entrenched hierarchical culture of a large, old-school company to a more agile and responsive social business that is better prepared to face the future in its highly competitive markets. As Gilberto Garcia, Cemex's innovation director, puts it, social collaboration "can make a big company look like a small company" by connecting people and ensuring the free exchange of ideas. •Task forces & Problem-solving teams- are often cross-functional, pulling together people from a variety of departments who have different areas of expertise & responsibility. The diversity of opinions & experiences can lead to better decisions, but competing interests can cause tensions that highlight the need for effective communication. •Committees-typically deal with regularly recurring tasks, such as an executive committee that meets monthly to plan strategies and review results. •Successful (teams)-can improve productivity, creativity, employee involvement, and even job security. Collaboration—working together to solve complex problems—is an essential skill for workers in nearly every profession.

Recognizing Variations in a Diverse World

•L O 3.3 Explain the importance of recognizing cultural variations, and list eight key dimensions of cultural diversity. -You can begin to learn how people in other cultures want to be treated by recognizing and accommodating eight main types of cultural differences: contextual, legal and ethical, social, nonverbal, age, gender, religious, and ability.

Adapting to Other Business Cultures

•L O 3.4 List four general guidelines for adapting to any business culture. •90% of executives value international communications skills. -Whether you're trying to work productively with members of another generation in your own office or with a business partner on the other side of the world, adapting your approach is essential to successful communication. This section offers general advice on adapting to any business culture and specific advice for professionals from other cultures on adapting to U.S. business culture.

Respecting Preferences for Communication Style

•Level of Directness •Degree of Formality •Media Preferences -Communication style—including the level of directness, the degree of formality, media preferences, and other factors—varies widely from culture to culture (see Figures 3.4a-d on pages 84-87). Knowing what your communication partners expect can help you adapt to their particular style. Once again, watching and learning are the best ways to improve your skills. However, you can infer some generalities by learning more about the culture. -Communication style Differences -US: Typically prefer an open & direct communication style; they find other styles frustrating or suspect. -Sweden: Directness is also valued as a sign of efficiency, but heated debates & confrontations are unusual. -Italian, German & French: Executives usually don't put colleagues at ease with praise before they criticize; doing so seems manipulative to them. -Japan & China: Professionals from high-context cultures, tend to be less direct. -In summary: In general, business correspondence in other countries is often more formal than the style used by U.S. businesspeople.

Ensuring Legal Communication

•Laws and Regulations Govern -Promotional communication-Marketing specialists need to be aware of the many laws that govern truth and accuracy in advertising. These laws address such issues as product reviews written by bloggers who receive compensation from the companies involved, false and deceptive advertising, misleading or inaccurate labels on product packages, and bait-and-switch tactics in which a store advertises a lower-priced product to lure consumers into a store but then tries to sell them a more expensive item. -Contracts-are fundamental to virtually every aspect of business, from product sales to property rental to credit cards and loans to professional service agreements. -Employment communication-A variety of local, state, and federal laws govern communication between employers and both potential and current employees. For example, job descriptions must be written in a way that doesn't intentionally or unintentionally discriminate against women, minorities, or people with disabilities. -Intellectual property-In an age when instant global connectivity makes copying and retransmitting digital files effortless, the protection of intellectual property has become a widespread concern. Bloggers and social media users in particular need to be careful about IP protection, given the carefree way that some post the work of others without offering proper credit. - -Financial reporting-Finance and accounting professionals who work for publicly traded companies (those that sell stock to the public) must adhere to stringent reporting laws. For instance, a number of corporations have recently been targets of both govt investigations and shareholder lawsuits for offering misleading descriptions of financial results and revenue forecasts. •Defamation-(Written defamation is called libel; spoken defamation is called slander.) Someone suing for defamation must prove (1) that the statement is false, (2) that the language is injurious to the person's reputation, and (3) that the statement has been published. • -Transparency requirements-Govts around the world are taking steps to help ensure that consumers and other parties know who is behind the information they receive, particularly when it appears online. The European Union, for instance, outlaws a number of online marketing tactics, including "flogs," short for "fake blogs," in which an employee or a paid agent posing as an independent consumer posts positive stories about a company's products. In the US, FTC guidelines require bloggers and other social media users who review products to disclose if they receive compensation for writing reviews. -If you have any doubts about the legality of a message you intend to distribute, ask for advice from your company's legal department. A small dose of caution can prevent huge legal headaches and protect your company's reputation in the marketplace.

Ability Differences

•Respect for Individuals -Neurodiversity •Sensitivity to Differences •Availability of Assistive Technologies -Colleagues and customers with disabilities that affect communication represent an important aspect of the diversity picture. People whose hearing, vision, cognitive ability, or physical ability to operate electronic devices is impaired can be at a significant disadvantage in today's workplace. As with other elements of diversity, success starts with respect for individuals and sensitivity to differences. -A growing number of companies now recognize the concept of neurodiversity, which refers to atypical thought and behavior patterns such as autism and social anxiety disorders, and the challenges that neurodiverse employees face. As with other elements of diversity, success starts with respect for individuals and sensitivity to differences. -Employers can also invest in a variety of assistive technologies that help people with disabilities perform activities that might otherwise be difficult or impossible. These technologies include devices and systems that help workers communicate orally and visually, interact with computers and other equipment, and enjoy greater mobility in the workplace. For example, designers can emphasize web accessibility, taking steps to make websites more accessible to people whose vision is limited. Assistive technologies create a vital link for thousands of employees with disabilities, giving them opportunities to pursue a greater range of career paths and giving employers access to a broader base of talent.

The Spectrum of Contemporary Communication Technology part 1

•Social and Workgroup Communication Systems •Mobile Communication •Intelligent Communication Technology •Redefine the Office-These technologies are also redefining the very nature of some companies, as they replace traditional hierarchies with highly adaptable, virtual networks. •Web-based meetings-team members from all over the world to interact in real time. Meetings can be recorded for later. Various systems support instant messaging, video, collaborative editing tools, and more. •Videoconferencing & Telepresence- Videoconferencing provides many of the benefits of in-person meetings at a fraction of the cost. Advanced systems feature telepresence, in which the video images of meeting participants are life-sized and extremely realistic. •Shared Online Workspaces- Online workspaces help teams work productively, even if they're on the move or in different locations. In addition to providing controlled access to shared files and other digital resources, some systems include such features as project management tools and real-time document sharing (letting two or more team members view and edit a document on screen at the same time). •Voice Technologies- Speech recognition (converting human speech to computer commands) & speech synthesis (converting computer commands to human speech) can enhance communication in many ways, including simplifying mobile computing, assisting workers who are unwilling or unable to use keyboards, & allowing "one-sided" conversations with info systems. Speech analytics software can evaluate conversations to improve customer service & other interactions. Mobile VoIP lets people make voice calls on WiFi networks to save connection & roaming charges. •Mobile Business Apps- As the range of business software applications on smartphones and tablet computers continues to expand, almost anything that can be accomplished on a regular computer can be done on a mobile device (although not always as efficiently or with the same feature sets). •Collaborating and Sharing Information- The need to work with and share info quickly and easily is a constant in business. A wide variety of tools have been developed to facilitate collaboration and sharing, from general purpose systems such as instant messaging to more specialized capabilities such as data visualization. •Instant Messaging (IM)- one of the most widely used digital communication tools in the business world, replacing many conversations and exchanges that once took place via email or phone calls. Enterprise IM systems are similar to consumer IM systems in many respects but have additional security and collaboration features. Group messaging systems add file sharing and info-management tools to help teams work more efficiently. •Wikis- promote collaboration by simplifying the process of creating and editing online content. Anyone with access (some wikis are private; some are public) can add and modify pages as new info becomes available.

Social & workgroup communication systems

•Social media are digital platforms that empower stakeholders as participants in the communication process. -Share content -Revise content -Respond to content -Contribute new content Facebook, Twitter, YouTube, & other technologies are key parts of what has been called the info technology paradox, in which info tools can waste as much time as they save. Social media have created another set of managerial challenges, given the risk that employee blogs or social networking pages can expose confidential info or damage a firm's reputation in the marketplace. Managers need to guide their employees in the productive use of info tools because the speed & simplicity of these tools are also among their greatest weaknesses. The flood of messages from an expanding array of digital sources can significantly affect employees' ability to focus on their work. In one study, workers exposed to a constant barrage of emails, instant messages, & phone calls experienced an average 10-point drop in their functioning IQ. Gamification is the addition of game-playing aspects to an activity or a process with the goal of increasing user engagement, & it's a natural fit for social media & mobile devices. Example-Foursquare's check-in competitions, in which the person who "checks in" using Foursquare the most times during a certain time window is crowned the "mayor" of that location, were an early use of gamification. Purpose- It's an advertising platform that relies on user activity & user-generated content, & the game element encourages people to use the app more frequently. Yet Foursquares is a simple example of gamification. Further-Other companies are pushing gamification in new ways to engage & motivate employees & other stakeholders. Example- Bunchball's Nitro software applies gamification concepts to a number of business communication platforms. On a customer-service system, the software rewards employees for increasing their productivity, meeting their service commitments to customers, & sharing knowledge with their colleagues. On several collab & brainstorming systems, gamification encourages people to make more connections, share ideas, & boost their influence within a community. Employee orientation systems can use game concepts to help new hires learn their way around the organization. Gamification-key strategy for many companies trying to improve customer loyalty. Badgeville's Reputation Mechanics system, for example, boosts the profile of knowledgeable customers who share expertise on social media sites and other online forums. By rewarding their product champions this way, companies encourage them to keep contributing their expertise, thereby helping other customers be successful and satisfied. Finally-Incidentally, if you are in the Millennial generation—those born between about 1981 and 1995—you're a special target of gamification in the workplace and the marketplace, given your generation's enthusiasm for video games. Social media empower stakeholders as participants in the communication process by allowing them to share content, revise content, respond to content, or contribute new content.

Group dynamics

•Team Roles: •Self-Oriented Roles (Classified as Dysfunctional)-Take for example: "Dream teams" comprising multiple superstars often don't perform as well as one might expect because high-performing individuals can have trouble putting the team's needs ahead of their own. In addition, highly skilled and experienced people with difficult personalities might not contribute, for the simple reason that other team members may avoid interacting with them. •Team-Maintenance Roles (Classified as Functional) •Task-Oriented Roles (Classified as Functional) •Stages of Team Development: •Forming or Orientation-Team members socialize, establish their roles, and begin to define their task or purpose. Team-building exercises and activities can help teams break down barriers and develop a sense of shared purpose. For geographically dispersed virtual teams, creating a "team operating agreement" that sets expectations for online meetings, communication processes, and decision making can help overcome the disadvantages of distance. •Storming or Conflict-Team members begin to discuss their positions and become more assertive in establishing their roles. Disagreements and uncertainties are natural in this phase. •Norming or Brainstorming-Team members air all the options and fully discuss the pros and cons of each. At the end of this phase, members begin to settle on a single solution to the problem. Note that although group brainstorming remains a highly popular activity in today's companies, it may not always be the most productive way to generate new ideas. Some research indicates that having people brainstorm individually and then bring their ideas to a group meeting is more successful. •Performing or Emergence-Consensus is reached when the team finds a solution that all members are willing to support (even if they have reservations). •Adjourning or Reinforcement-The team clarifies and summarizes the agreed-on solution. Members receive their assignments for carrying out the group's decision, and they make arrangements for following up on those assignments. •Side Note-You may also hear the process defined as forming, storming, norming, performing, and adjourning, the phases identified by researcher Bruce Tuckman when he proposed one of the earliest models of group development. Resolving Conflict in Teams: •Constructive Conflict: can be constructive if it forces important issues into the open, increases the involvement of team members, and generates creative ideas for solving a problem. Teamwork isn't necessarily about happiness and harmony; even teams that have some interpersonal friction can excel with effective leadership and team players who are committed to strong results. As the teamwork experts Andy Boynton and Bill Fischer put it, "Virtuoso teams are not about getting polite results." •Destructive Conflict:is destructive if it diverts energy from more important issues, destroys the morale of teams or individual team members, or polarizes or divides the team. can lead to win-lose or lose-lose outcomes, in which one or both sides lose, to the detriment of the entire team. If you approach conflict with the idea that both sides can satisfy their goals to at least some extent (a win-win strategy), you can minimize losses for everyone. For a win-win strategy to work, everybody must believe that (1) it's possible to find a solution that both parties can accept, (2) cooperation is better for the organization than competition, (3) the other party can be trusted, and (4) greater power or status doesn't entitle one party to impose a solution. Group dynamics are the interactions and processes that take place within a team. Productive teams tend to develop clear norms, informal standards of conduct that members share and that guide member behavior. •Conflict Resolution Skills: •Proactive behavior-Deal with minor conflict before it becomes major conflict. In team settings, conflict between two people can spread if it isn't addressed early. •Communication-Get those directly involved in a conflict to participate in resolving it. These participants should choose their words and nonverbal gestures carefully in order to maintain focus on the problem at hand and to avoid further inflaming an already uncomfortable situation. •Openness-Get feelings out in the open before dealing with the main issues. •Research-Seek factual reasons for a problem before seeking solutions. •Flexibility-Don't let anyone lock into a position before considering other solutions. •Fair play-Insist on fair outcomes; don't let anyone avoid a fair solution by hiding behind the rules. •Alliance-Get opponents to fight together against an "outside force" instead of against each other. Overcoming Resistance: Apply the active listening skills. Let people express their reservations about the change Make sure the other party knows you are listening, too, by choosing your nonverbal gestures carefully and by expressing interest in and sympathy for their concerns. Listening can unveil legitimate issues that you have failed to consider. Recognize that your primary goal is not to win the argument but rather to build a relationship that can lead to solving the dilemma at hand. Regardless of your authority to force the change, relying on force alone creates resentment and probably fails to get the level of emotional agreement needed for true success. Ask questions to make sure you understand the resistance and to confirm your understanding of it, then acknowledge the other party's concerns. the next step is to move toward a resolution through collaborative effort. Resisters will be more likely to listen to your reasoning after you've shown a willingness to listen to theirs, so calmly explain again why the change is in the organization's best interests. Even if you pursue the original plan without modification, those who initially resisted will now be more likely to cooperate and contribute.

Understanding Why Listening is Such a Complex Process

•The Unique Challenges of Listening •Choices and Behaviors that Affect Listening Quality •Fact, some 80% of top executives say listening is the most important skill needed to get things done in the workplace. Today's younger employees place a high premium on being heard, so listening is becoming even more vital for managers. •Follow these steps the listen: •Receiving-Start by physically hearing the message and acknowledging it. Physical reception can be blocked by noise, impaired hearing, or inattention. Some experts also include nonverbal messages as part of this stage because these factors influence the listening process as well. •Decoding-Next step is to assign meaning to the words and phrases, which you do according to your own values, beliefs, ideas, expectations, roles, needs, and personal history. Decoding is also influenced by the circumstances, the speaker's tone, facial gestures, and other nonverbal signals. •Remembering-Before you can act on the information, you need to store it for future processing. Incoming messages must first be captured in short-term memory before being transferred to long-term memory for more permanent storage. •Evaluating. The next step is to evaluate the message by applying critical thinking skills to separate fact from opinion and evaluate the quality of the evidence. •Responding. After you've evaluated the speaker's message, you react. If you're communicating one-on-one or in a small group, the initial response generally takes the form of verbal feedback. If you're one of many in an audience, your initial response may take the form of applause, laughter, or silence. Later, you may act on what you have heard. •Fact is:People typically listen at no better than a 25% efficiency rate, remember only about half of what's said during a 10-minute conversation, and forget half of that within 48 hours. Furthermore, when questioned about material they've just heard, they're likely to get the facts mixed up. The primary goal of content listening is to understand and retain the information in the speaker's message. Because you're not evaluating the information at this point, it doesn't matter whether you agree or disagree, approve or disapprove—only that you understand. Try to overlook the speaker's style and any limitations in the presentation; just focus on the information. The goal of critical listening is to understand and evaluate the meaning of the speaker's message on several levels: the logic of the argument, the strength of the evidence, the validity of the conclusions, the implications of the message, the speaker's intentions and motives, and the omission of any important or relevant points. If you're skeptical, ask questions to explore the speaker's point of view and credibility. Be on the lookout for bias that could color the way the information is presented, and be careful to separate opinions from facts. The goal of empathic listening is to understand the speaker's feelings, needs, and wants so that you can appreciate his or her point of view, regardless of whether you share that perspective. By listening with empathy, you help the individual vent the emotions that prevent a calm, clear-headed approach to the subject. No matter what mode they are using at any given time, effective listeners try to engage in active listening, making a conscious effort to turn off their own filters and biases to truly hear and understand what the other party is saying. They ask questions to verify key points and encourage the speaker through positive body language.

Conducting Virtual Meeting

•Virtual Meeting Systems -Telepresence -Holograms -Teleconferencing Virtual meetings are meetings in which people join in from two or more locations and connect via some form of communication technology. Such meetings are common in business today, so it's important to know how to run a virtual meeting and how to get the most out of one as a participant. Chances are you'll also participate in online seminars, often referred to as webinars.

Collaboration Arrangements

•Writer-Editor Relationships-simplest collaboration is when one person reviews the work of another, which happens quite often in business. •Full Collaboration-involves working together from planning the message to final production. This sort of partnership can bring together a diverse range of talents, insights, and experiences, not to mention extra minds and hands to get the work done.

Choices and Behaviors That Affect Listening Quality

● Poor self-management. Communication suffers if listeners fail to monitor and manage their emotions during a conversation. During the hectic workday or when emotions are running high, listening calmly and mindfully can be a challenge. However, these are the times when it is most important to exhibit emotional intelligence, including the ability to recognize when your emotions might be getting in the way. ● Idle brain power. Your brain can process language three or four times faster than people typically speak, which means your brain has a lot of extra processing capacity while you're listening. If you don't take active steps to keep focused, your mind will inevitably wander. ● Ineffective listening style. Even when listeners are actively engaged in conversations, the exchange can still suffer if they don't use the best style of listening for the situation at hand. See "Adapt Your Listening Style to the Situation" on page 55. ● Barriers to physical reception. Before you can listen to someone, you obviously need to be able to hear the other party speak. Missing even a single word can lead to confusion and misunderstanding. Poor hearing can originate on the speaker's side (such as when someone mumbles), on the receiver's side (such as when someone is listening to music during a conversation), or in the surrounding environment (such as when other people in an open-plan office are talking). ● Flawed recall. Remembering information during a conversation is challenging because you need to store information you have just received while continuing to process new incoming information. This problem gets even more pronounced when the speaker is rambling. •One reason listeners' minds tend to wander is that people think faster than they speak. Most people speak at about 120 to 150 words per minute, but listeners can process audio info at up to 500 words per minute or more. Your brain has a lot of free time whenever you're listening, & if left unsupervised, it'll find a thousand other things to think about. Make the effort to focus on the speaker & use the extra time to analyze & paraphrase what you hear or to take relevant notes. •Overcoming interpretation barriers can be difficult because you may not even be aware of them. Selective perception leads listeners to mold messages to fit their own conceptual frameworks. Listeners sometimes make up their minds before fully hearing the speaker's message or engage in defensive listening—protecting their egos by tuning out anything that doesn't confirm their beliefs or their view of themselves. •Even with good intentions, you can still misinterpret incoming messages if you & the speaker don't share enough language or experience. When listening to a speaker whose native language or life experience is different from yours, try to paraphrase that person's ideas. Give the speaker a chance to confirm what you think you heard or to correct any misinterpretation. •If the info you hear will be important to use later, write it down or otherwise record it. If you do need to memorize, you can hold info in short-term memory by repeating it silently or organizing a long list of items into several shorter lists. •Four techniques can help to store info in long-term memory: •(1) Associate new info with something closely related (such as the restaurant in which you met a new client). •(2) Categorize the new info into logical groups (such as alphabetizing a list of names). •(3) Visualize words and ideas as pictures. •(4) Create mnemonics such as acronyms or rhymes. •Overcoming Barriers to Effective Listening •Lower barriers to message reception whenever you can (such as avoiding interrupting speakers by asking questions or by exhibiting disruptive nonverbal behaviors). •Avoid selective listening by focusing on the speaker and carefully analyzing what you hear. •Keep an open mind by avoiding any prejudgment and by not listening defensively. •Don't count on your memory; write down or record important information. •Improve your short-term memory by repeating information or breaking it into shorter lists. •Improve your long-term memory by using association, categorization, visualization, and mnemonics.

Jet Blue

35 mil cost/year (95K day) Started 2000 Twitter 2007 Social media>Customers> Website 2 doz Twitter agents 2 mill followers. Mobile comm #1

Chapter 2 Vocabulary

Collaboration-Working together to meet complex challenges. Team-A unit of two or more people who share a mission and the responsibility for working to achieve a common goal. When teams are successful, they can improve productivity, creativity, employee involvement, and even job security. Cross Functional-pulling together people from a variety of departments who have different areas of expertise and responsibility. The diversity of opinions and experiences can lead to better decisions, but competing interests can cause tensions that highlight the need for effective communication. Problem-Solving teams(Cross Functional)-Teams that assemble to resolve specific issues and then disband when their goals have been accomplished. Task Force (Cross Functional)-A form of problem-solving teams, often with members from more than one organization. Committees-Formal teams that usually have a long life span and can become a permanent part of the organizational structure. Typically deal with regularly recurring tasks, such as an executive committee that meets monthly to plan strategies and review results. Participative management-An effort to involve employees in the company's decision making. GroupThink-Situation in which peer pressure individual team members to withhold contrary or unpopular opinions. Hidden Agenda-Private, counterproductive motives, such as a desire to take control of a group. Group Dynamics-Interactions and processes that take place among the members of a team. Norms-Informal standards of conduct that group members share and that guide member behavior. influenced by several factors: the roles team members assume, the current phase of team development, the team's success in resolving conflict, and the team's success in overcoming resistance. Self-Oriented Roles (Classified as Dysfunctional)-Unproductive team roles in which people are motivated mainly to fulfill personal needs. Examples: Controlling: Dominating others by exhibiting superiority or authority. Withdrawing: Retiring from the team either by becoming silent or by refusing to deal with a particular aspect of the team's work. Attention seeking: Calling attention to oneself and demanding recognition from others. Diverting: Focusing the team's discussion of topics of interest to the individual rather than of those relevant to the task. Team-Maintenance Roles (Classified as Functional) -Productive team roles directed toward helping everyone work well together. Examples: Encouraging: Drawing out other members by showing verbal and nonverbal support, praise, or agreement. Harmonizing: Reconciling differences among team members through mediation or by using humor to relieve tension. Compromising: Offering to yield on a point in the interest of reaching a mutually acceptable decision. Task-Oriented Roles (Classified as Functional)-Productive team roles directed toward helping a team reach its goals. Examples: Initiating: Getting the team started on a line of inquiry. Information giving or seeking: Offering (or seeking) information relevant to questions facing the team. Coordinating: Showing relationships among ideas, clarifying issues, and summarizing what the team has done. Procedure setting: Suggesting decision-making procedures that will move the team toward a goal. Content Listening-Listening to understand and retain the speaker's message. Critical Listening-Listening to understand and evaluate the meaning of the speaker's message. Empathic Listening-Listening to understand the speaker's feelings, needs, and wants, so that you can appreciate his or her point of view. Active Listening-Making a conscious effort to turn off filters and biases to truly hear and understand what someone is saying. Constructive Feedback-Critique that focuses on the process and outcomes of communication, not on the people involved. Destructive Feedback-Criticism delivered with no guidance to stimulate improvement. Content Management System-Computer systems that organize and control the content for websites and can include features that help team members work together on webpages and other documents. Wiki-Special type of website that allows anyone with access to add new material and edit existing material. Shared Workspaces-Online "virtual offices" that give everyone on a team access to the same set of resources and information. Unified Communication-A single system of communication that integrating voice and video calling, voice and video conferencing, instant messaging, real-time collaboration software, and other capabilities. Minutes-Written summary of the important information presented and the decisions made during a meeting. Nonverbal Communication-Information sent and received, both intentionally and unintentionally, without using written or spoken language. Parliamentary Procedure-A time-tested method for planning and running meetings; the best-known to this procedure is Robert's Rules Of Order. Selective Listening- Listening to only part of what a speaker is saying; ignoring the parts one doesn't agree with or find interesting. One of the most common barriers to effective listening. If your mind wanders, you may stay tuned out until you hear a word or phrase that gets your attention again. But by that time, you're unable to recall what the speaker actually said; instead, you remember what you think the speaker probably said. Virtual Meetings-Meetings that take place online rather than in person.

Figure 2.2 Shared Online Workspaces

Figure Caption: Shared online workspaces give employees instant access to all the files they need, from company reports to website content.

Intelligent Communication Technology

•Artificial intelligence to enhance the communication process. •Machine learning and deep learning •Natural language processing Computer vision Machine learning is the general capability of computers to learn; deep learning is a specific type of machine learning that uses multiple layers of neural networks.

Effective use of technology part 1

•Keep technology in perspective •Guard against information overload •Use your tools wisely •Use your tools efficiently •Reconnect with people Users increasingly expect websites to be mobile friendly, and likely to avoid sites that aren't optimized for mobile. Mobile access overtakes computer-based access, some companies now take a mobile-first approach, in which websites are designed for optimum viewing on smartphones & tablets vs conventional PC screens. Another successful approach is creating mobile apps that offer a more interactive & mobile-friendly experience than a conventional website can provide. Mobile changes the way people communicate, with profound implications for virtually every aspect of business communication. People who grew up with mobile phones often expect to have the same level of connectivity in their roles as both customers & as employees. Social media pioneer Nicco Mele coined the term radical connectivity to describe "the breathtaking ability to send vast amounts of data instantly, constantly, & globally." Mobile plays a major/ever-expanding role in this phenomenon by keeping people connected 24/7, regardless of location. People who've grown up with mobile communication tech expect to have immediate access to info & the ability to stay connected to their various social & business networks. The most significant ways mobile tech is changing the practice of business communication: Constant connectivity is a mixed blessing. As with social media, mobile connectivity can blur the boundaries between personal & professional time & space, preventing people from fully disengaging from work during personal & family time. Yet, it can give employees more flexibility to meet their personal & professional obligations. In this regard, mobile plays an important role in efforts to reduce operating costs through telecommuting & other nontraditional work models. Small mobile displays & sometimes-awkward input technologies present challenges for creating & consuming content, whether it's typing an email message or watching a video. Example, email messages need to be written & formatted differently to make them easier to read on mobile devices. Mobile users are often multitasking—roughly 1/2 of mobile phone usage occurs while people are walking, so they can't give full attention to the info on their screens. Moreover, mobile use often occurs in environments with multiple distractions and barriers to successful communication. •Keep technology in perspective. Any technology is simply a tool, a means by which you can accomplish certain tasks. Technology is an aid to communication, not a replacement for it. •The overuse or misuse of communication technology can lead to information overload, in which people receive more information than they can effectively process. •Facebook, Twitter, YouTube, and other communication technologies are key parts of what has been called the information technology paradox, in which information tools can waste as much time as they save. In addition to distracting employees from work responsibilities, inappropriate use can also leave companies vulnerable to lawsuits and security breaches. •You don't have to become an expert in most cases, but you do need to be familiar with the basic features and functions of the tools you are expected to use on the job. •Whenever you sense that you're stuck in a loop of confusion or negativity, pick up the phone or visit the other party in person if you can. A few minutes of direct conversation can often work wonders.

Developing Skills for Your Career

•L O 1.6 Identify six related skills that you will have the opportunity to develop as you work on your communication skills in this course. Today's businesses rely heavily on technology to enhance communication. In fact, many of the technologies you might use in your personal life, from microblogs to video games, are also used in business. Poorly designed or inappropriately used technology can hinder communication more than help. To communicate effectively, learn to keep technology in perspective, guard against information overload and information addiction, use technological tools productively, and frequently disengage from the computer to communicate in person.

Chapt 1 vocab

Communication-the process of transferring information & meaning using one or more media & communication channels. Stakeholders-Groups affected by a company's actions: customers, employees, shareholders, suppliers, neighbors, the community and the world at large. Professionalism-The quality of performing at a high level of and conducting oneself with purpose and pride. The Six traits of professionalism-striving to excel, being dependable and accountable, being a team player, demonstrating a sense of etiquette, making ethical decisions, and maintaining a positive outlook. Critical thinking-The ability to evaluate evidence completely and objectively in order to form logical conclusions and make sound recommendations. Formal communication network-communication channels that flow along lines of command. Informal communication network-all communication that takes place outside the formal communication network; often referred to as grapevine or rumor mill. Audience-centered approach-understanding and respecting the members of your audience and making every effort to get your messages across in a way that is meaningful to them. "You"attitude-Communicating with an audience-centered approach; creating messages that are about "you", the receiver rather than the "me", the sender. Etiquette-The expected norms of behavior in a particular situation. Message-The "container" in which an idea is transmitted from sender to a receiver. Encoding-Putting an idea into a message (using words, images, or a combination of both). Communication medium-The form in which a message is presented; the three primary categories of media are oral, written and visual. Communication channels-Systems used to deliver messages. Decoding-Extracting the idea from a message. Feedback-Information from receivers regarding the quality and effectiveness of a message. Communication barriers-Forces or events that can disrupt communication, including noise and distractions, competing messages, filters and channel breakdowns. Perception-A person's awareness or view of reality; the process of detecting incoming messages. Selective perception-The inclination to distort or ignore incoming information rather than change one's beliefs. Social communication model-an interactive, conversational approach to communication in which formerly passive audience members are empowered to fully participate. Information overload-Condition in which people receive more information than they can effectively process. Ethics-The accepted principles of conduct that govern behavior within a society. Ethical communication-Communication that includes all relevant information, is true in every sense, and is not deceptive in any way. Copyright-A form of legal protection for the expression of creative ideas. Transparency-Giving all participants in a conversation access to the information they need to accurately process the messages they're receiving. Ethical Dilemma-Situation that involves making a choice when the alternatives aren't completely wrong or completely right. Ethical Lapse-A clearly unethical choice. Code of ethics-A written set of ethical guidelines that companies expect their employees to follow. Ethics audits-Ongoing efforts to monitor ethical progress and to point out any weaknesses that need to be addressed. Contracts-A legally binding promise between two parties in which one party makes a specified offer, and the other party accepts. Intellectual Property(IP)-Assets including patents, copyrighted materials, trade secrets and internet domain names. Defamation-The intentional communication of false statements that damage someone's character or reputation.

CHAPT 3 VOCAB

Diversity-All the characteristics & experiences that define each of us as individuals. Intercultural Communication-The process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal & nonverbal signs differently. Cultural Competency- An appreciation for cultural differences that affect communication and the ability to adjust one's communication style to ensure that efforts to send and receive messages across cultural boundaries are successful. Culture-A shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. Ethnocentrism-Culture in which people rely less on verbal communication and more on the context of nonverbal actions and environmental setting to convey meaning. (the tendency to judge all other groups according to the standards, behaviors, and customs of one's own group.) Xenophobia-Fear of strangers and foreigners. Stereotyping-Assigning a wide range of generalized attributes to an individual on the basis of membership in a particular culture or social group. Cultural Pluralism-The practice of accepting multiple cultures on their own terms. Cultural Context-The pattern of physical cues, environmental stimuli, and implicit understanding that convey meaning between two members of the same culture. High-context culture-Culture in which people rely less on verbal communication and more on the context of nonverbal actions and environmental setting to convey meaning. Low-context culture-Culture in which people rely more on verbal communication and less on circumstances and nonverbal cues to convey meaning. Idiomatic Phrases-The process of sending & receiving messages between people whose cultural backgrounds could lead them to interpret verbal & nonverbal signs differently.

Figure 2.8 Capturing Key Decisions and Discoveries from a Meeting

Meeting tools such as the MeetingBooster system help teams and other groups capture decisions and discoveries from meetings and put this information to productive use. Long description: The minutes of the meeting also shows a section labeled "call to order" which includes the description of the presenter.

Stages of team development

Teams typically evolve through several phases on their way to becoming productive. Figure 2.1 shows the popular model proposed by Dr. Bruce Tuckman, which identifies four or five phases a new team goes through as it evolves: •Forming. The group comes together, and various members begin to establish themselves in specific roles. In some cases, one person is given the formal role of team leader, but in others an informal leader may emerge as the members establish their roles. •Storming. As team members begin to discuss their positions and become more assertive in establishing their roles, disagreements and uncertainties may arise. Much of the conflict may be constructive as team members share ideas for meeting the team's goals. •Norming. As conflicts are resolved, the team begins to take on a cohesive personality with clear behavioral norms, such as expectations of civil behavior and mutual dependability. •Performing. With a cohesive, distinct personality and norms to guide behavior, the group is ready to perform its task. •Adjourning. When temporary teams accomplish their goal, the fifth and final step is to adjourn, or disband, the team. This phase may involve some post-project analysis in which members assess how well the team performed and compile advice for future teams. Long Description: The details of the five phases listed in the chart are as follows: Forming: • Team comes together • Members begin to establish themselves in specific roles • If team goal isn't already defined, team works to define Storming: • Conflict can emerge • Disagreements and uncertainties natural in this phase • Constructive conflict can help, but destructive conflict should be addressed Norming: • Behavioral norms become clear • Expectations for individual performance and group interaction emerge • Group begins to enforce those norms Performing: • Team begins to work productively • Work can be done individually or collaboratively • If conflict emerges, team may spend some time storming and re-norming Adjourning: • Temporary teams disband at this point • Team may engage in a post-project analysis of success or failure • Team may record discoveries and advice for future teams.

Benefits and Challenges of Virtual Teamwork

•Multiple studies show that successful virtual teams can be more effective, more engaged, and more productive than co-located teams. •However -Virtual teams rely on technology -Interpersonal communication is constant challenge -Distance and separation Miss out on random interaction ●Virtual teams rely on technology, so any limitations in the tools (such as a videoconferencing system with poor video or audio connections) will affect team performance. ● Interpersonal communication is a constant challenge in virtual environments. Teams play an important social role in many cases, for instance, and long-distance team members can develop a sense of emotional isolation and the feeling of being "out of the loop." ● Distance and separation can foster an "us versus them" mentality between geographic factions in a team. ● Virtual teams often miss out on the random interactions that co-located teams experience, such as members running into one another while getting coffee or otherwise crossing paths in the office.

Mobile device etiquette

•Avoid obnoxious or inappropriate ringtones •Mute phones during meetings •Don't be loud in open spaces •Don't talk right next to someone else •Limit personal calls while at work •Don't make calls in restrooms or other inappropriate places •Avoid texting when others are with you •Limit voice recognition use if it disrupts others •Selecting obnoxious ringtones, talking loudly in open offices or public places, using your phone right next to someone else, making excessive or unnecessary personal calls during work hours, invading someone's privacy by using your phone's camera without permission, taking or making calls in restrooms and other inappropriate places, texting during a meal or while someone is talking to you, allowing incoming calls to interrupt meetings or discussions. •Virtual assistants, such as the Siri voice recognition system in Apple iPhones, raise another new etiquette dilemma. From doing simple web searches to dictating entire memos, these systems may be convenient for users, but they can create distractions and annoyances for other people. •At one extreme, the venture capitalist Ben Horowitz fines his employees if they even look at a mobile device while an entrepreneur is pitching a business plan because he considers it disrespectful to people making presentations. Make sure you understand the situation in your workplace. Your mobile phone habits send a signal about the degree of respect you have for those around you. Like every other aspect of communication, your mobile device habits say a lot about how much respect you have for the people around you. Selecting obnoxious ringtones, talking loudly in open offices or public places, using your phone right next to someone else, making excessive or unnecessary personal calls during work hours, invading someone's privacy by using your phone's camera without permission, taking or making calls in restrooms and other inappropriate places, texting during a meal or while someone is talking to you, allowing incoming calls to interrupt meetings or discussions—these are all disrespectful choices that reflect negatively on you. In general, older employees, managers, and customers are less tolerant of mobile device use than younger people are, so don't assume that your habits will be universally acceptable. Virtual assistants, such as the Siri voice recognition system in Apple iPhones, raise another new etiquette dilemma. From doing simple web searches to dictating entire memos, these systems may be convenient for users, but they can create distractions and annoyances for other people.

Distinguishing Ethical Dilemmas from Ethical Lapses

An ethical dilemma involves choosing among alternatives that aren't clear-cut. Perhaps two conflicting alternatives are both ethical and valid, or perhaps the alternatives lie somewhere in the gray area between clearly right and clearly wrong. Every company has responsibilities to multiple groups of people inside and outside the firm, and those groups often have competing interests. For instance, employees naturally want higher wages and more benefits, but investors who have risked their money in the company want management to keep costs low so that profits are strong enough to drive up the stock price. Both sides have a valid ethical position. In contrast, an ethical lapse is a clearly unethical choice. With both internal and external communication efforts, the pressure to produce results or justify decisions can make unethical communication a tempting choice. Telling a potential customer you can complete a project by a certain date when you know you can't is simply dishonest, even if you need the contract to save your career or your company. There is no ethical dilemma here. Compare the messages in Figures 1.11 and 1.12 for examples of how business messages can be unethically manipulated.

Resolving conflict in teams

Decide if the conflict is worth addressing. If the conflict is minor or will disappear on its own (such as when a temporary team disbands), it might make more sense to live with it. ● Examine your own beliefs and behaviors. If you are involved in a conflict that you want to resolve, examine your own stance before taking any action. You might be contributing to the conflict in ways you hadn't considered. ● Identify where the conflict truly originates. As you have probably experienced in your personal life, conflicts aren't always about what they appear to be about; the real difference may lie below the surface. For example, two team members might be arguing about work methods when their real conflict is deeper. They could have different cultural priorities, for instance, such as the importance of group harmony versus individual career success. ● Establish common ground. Figure out what everyone does agree on, and then use that foundation to build a solution. For example, if people disagree about the team's goals, dig deeper and find out if they agree about the company's overall goals and strategies. If they agree at that level, you can use that to launch a discussion about how to shape team goals that support the company's goals. ● Choose a strategy for resolving the differences. You have four basic choices here. (1) You can avoid the circumstances that create conflict, such as not assigning people who don't get along to the same tasks. Avoidance doesn't solve the underlying conflict, of course, but it can be the most efficient solution in some cases. (2) One side can choose to accommodate or sacrifice for the good of the organization or to maintain harmony in a relationship. If two people disagree about the best way to approach a project, one might decide to accept and support the other's approach. (3) The two sides can choose to compromise, with both sides giving up something. Balanced compromise is one of the hallmarks of successful teams. (4) Both sides can choose to collaborate on a new solution that satisfies everyone's needs and expectations—a win-win strategy. Collaboration in this sense can be a rewarding experience because it makes conditions better for everyone and gives a team or group the satisfaction of a shared accomplishment. •Choose a strategy for resolving the difference -Avoid-must believe greater power or status doesn't entitle one party to impose a solution. -Accommodate-must believe the other party can be trusted, -Compromise-must believe it's possible to find a solution that both parties can accept Collaborate-must believe cooperation is better for the organization than competition,

Business Etiquette in Social Situations

Get to know the customs of other cultures when it comes to meeting new people. For example, in North America, a firm handshake is expected when two people meet, whereas a respectful bow of the head is more appropriate in Japan. If you are expected to shake hands, be aware that the passive "dead fish" handshake creates an extremely negative impression for many people. If you are physically able, always stand when shaking someone's hand. Generally speaking, the lower-ranking person is introduced to the senior-ranking person, without regard to gender. Start by choosing foods that are easy to eat. Avoid alcoholic beverages in most instances, but if drinking one is appropriate, save it for the end of the meal. Leave business documents under your chair until entrée plates have been removed; the business aspect of the meal doesn't usually begin until then. Don't discuss politics, religion, or any other topic likely to stir up emotions. Don't complain about work, don't ask deeply personal questions, avoid profanity, and be careful with humor—a joke that entertains some people could easily offend others. Etiquette is particularly important when you represent your company in public.

Communicating in an Organizational Context (2 of 2)

The formal communication network is defined by the relationships between the various job positions in the organization. Messages can flow upward (from a lower-level employee to a higher-level employee), downward (from a higher-level employee to a lower-level employee), and horizontally (between employees at the same or similar levels across the organization). Long description: The chart shows five levels. The 1st level includes the President who heads the 2nd level that includes VP of finance, VP of marketing, VP of R & D, and VP of production. In the 3rd level, the VP of finance heads the accounting manager; VP of marketing heads the Director of sales and Director of advertising and promotion; and the VP of production heads the Plant manager. In the 4th level, the Director of sales heads the Industrial sales manager and Retail sales manager; and the Director of advertising and promotion heads the E-commerce manager and Advertising manager. In the 5th level, the plant manager heads the Line A supervisor, Line B supervisor, and Line C supervisor. The details of the communication network are as follows: Examples of downward communication: •President to Vice president of marketing •Director of sales to Retail sales manager •Director of advertising and promotion to Advertising manager Examples of upward communication: •Vice president of production to President •E-commerce manager to Director of advertising and promotion •Line B supervisor to Plant manager Examples of horizontal communication occur between: •Vice president of finance and Vice president of marketing •Director of advertising and promotion and Plant manager Line A supervisor and Line C supervisor Examples of diagonal communication: •Vice president of marketing to Accounting manager •Line A supervisor to E-commerce manager. Figure 1.4 Formal Communication Network

Business Etiquette in the Workplace

Workplace etiquette includes a variety of behaviors, habits, and aspects of nonverbal communication. •Respect other people's time-such as showing up for work and meetings on time. •Don't interrupt-people in conversations or in meetings. •Use professional language-Watch your language. You might be comfortable with profanity in casual conversation, but it is out of place in a professional environment. •Pay attention to cleanliness-Avoid using products with powerful scents. Many people are bothered by these products, and some are allergic to them. •Avoid eating at your desk-desk if possible, particularly in open-plan offices. Some foods have strong smells, and no one wants to listen to you eat. •Keep the noise level down-This is a huge concern in open-plan workspaces, where people are separated only by short cubicle walls and sometimes not even that. Keep your voice down, avoid having meetings in your cubicle, and don't play music at a level that disrupts others. (Remember that you can bother others even if you're wearing earbuds or headphones.) •Respect other people's personal space-Knock before entering offices, and don't enter someone's cubicle without being invited. •Don't gossip-Not only is gossip a waste of time, it's often disrespectful to others. •Don't come to work when sick •Avoid discussing potentially emotional issues-In general, avoid discussing religion, politics, or other potentially emotional issues, unless your company encourages such discussions.

telephone etiquette

•Be conscious of how your voice sounds-Don't speak in a monotone; vary your pitch and inflections so people know you're interested. Slow down when conversing with people whose native language isn't the same as yours. •Be courteous when you call someone-Identify yourself and your organization, briefly describe why you're calling, and verify that you've called at a good time. Minimize the noise level in your environment as much as possible. For important or complicated conversations, plan what you want to say before calling. •Convey a professional attitude when answering calls-Answer promptly and with a smile so that you sound welcoming. Identify yourself and your company (some companies have specific instructions for what to say when you answer). Establish the needs of your caller by asking, "How may I help you?" If you know the caller's name, use it. If you can't answer the caller's questions, either forward the call to a colleague who can or advise the caller on how to get his or her questions resolved. If you do forward a call, put the caller on hold and call the next person yourself to verify that he or she is available. •End calls with courtesy and clarity-Close in a friendly, positive manner and double-check all vital information such as meeting times and dates. •Use voicemail to help callers-Record a brief, professional-sounding outgoing message for regular use. When you will be away or unable to answer the phone for an extended period, record a temporary greeting that tells callers when you will respond to their messages. If you don't check your messages regularly or at all, disable your voicemail. Letting messages pile up for days or weeks without answering them is extremely thoughtless. •Be considerate when leaving messages-Retrieving voicemail messages can be a chore, so be thoughtful about leaving them. Unless voicemail is the best or only choice, consider leaving a message through other means, such as text messaging or email. If you do leave a voicemail message, make it as brief as possible. Leave your name, number (don't assume the recipient has caller ID), reason for calling, and times you can be reached. State your name and telephone number slowly so the other person can easily write them down; repeat both if the other person doesn't know you.

How audiences receive messages

•Consider audience expectations. Deliver messages using the media and channels that the audience expects. If colleagues expect meeting notices to be delivered by email, don't suddenly switch gears and start delivering the notices via blog postings without telling anyone. Of course, sometimes going against expectations can stimulate audience attention, which is why advertisers sometimes do wacky and creative things to get noticed. For most business communication efforts, however, following the expectations of your audience is the most efficient way to get your message across. •Ensure ease of use. Even if audiences are actively looking for your messages, they probably won't see them if you make them hard to find, hard to navigate, or hard to read. •Emphasize familiarity. Use words, images, and designs that are familiar to your audience. For example, most visitors to company websites expect to see info about the company on a page called "About" or "About Us." •Practice empathy. Make sure your messages speak to the audience by clearly addressing their wants and needs—not yours. People are inclined to notice messages that relate to their individual concerns. •Design for compatibility. For the many messages delivered electronically these days, be sure to verify technological compatibility with your audience. For instance, if your website requires visitors to have a particular video capability in their browsers, you won't reach those audience members who don't have that software installed or updated. In short •Consider audience expectations •Make messages user-friendly •Emphasize familiarity •Practice empathy •Design for compatibility -To truly receive a message, audience members need to sense it, select it, then perceive it as a message. To improve the odds that your messages will be successfully perceived by your audience, pay close attention to expectations, ease of use, familiarity, empathy, and technical compatibility.

Giving and Responding to Constructive Feedback

•Constructive feedback focusing on process and outcomes of communication. Sometimes called constructive criticism. •Destructive feedback is little more than complaining. For example, "This proposal is a confusing mess, and you failed to convince me of anything" is destructive feedback. The goal is to be more constructive: "Your proposal could be more effective with a clearer description of the manufacturing process and a well-organized explanation of why the positives outweigh the negatives." When giving feedback, avoid personal attacks and give the person clear guidelines for improvement. When you receive constructive feedback, resist the understandable urge to defend your work or deny the validity of the feedback. Collaborative communication often involves giving and receiving feedback about writing efforts. Constructive feedback, sometimes called constructive criticism, focuses on the process and outcomes of communication, not on the people involved. In contrast to constructive feedback, destructive feedback is little more than complaining or bullying. For example, "This proposal is a confusing mess, and you failed to convince me of anything" is destructive feedback. The goal is to be helpful: "Your proposal could be more effective with a clearer description of the manufacturing process and a well-organized explanation of why the positives outweigh the negatives." When giving feedback, avoid personal attacks and give the person clear guidelines for improvement.

Preparing for Meetings

•Define the Meeting's Purpose- Meetings can focus on exchanging information, reaching decisions, or collaborating to solve problems or identify opportunities. Whatever your purpose, define the best possible result of the meeting (such as "we carefully evaluated all three product ideas and decided which one to invest in"). Use this hoped-for result to shape the direction and content of the meeting. •Select Participants- The rule here is simple: Invite everyone who really needs to be involved, and don't invite anyone who doesn't. For decision-making meetings, for example, invite only those people who are in a direct position to help the meeting reach its objective. The more people you have, the longer it'll take to reach consensus. Meetings with more than 10 or 12 people can become unmanageable if everyone is expected to participate in the discussion and decision making. •Choose Time and Venue- Online meetings are often the best way—and sometimes the only way—to connect people in multiple locations or to reach large audiences. For in-person meetings, review the facility and the seating arrangements. Is theater-style seating suitable, or do you need a conference table or some other layout? Pay attention to room temperature, lighting, ventilation, acoustics, and refreshments; these details can make or break a meeting. If you have control over the timing, morning meetings are often more productive because people are generally more alert and not yet engaged with the work of the day. •Set the Agenda- The success of a meeting depends on the preparation of the participants. Distribute a carefully written agenda to participants, giving them enough time to prepare as needed. A productive agenda answers three key questions: (1) What do we need to do in this meeting to accomplish our goals? (2) What issues are of greatest importance to all participants? (3) What information must be available in order to discuss these issues? The first step in preparing for a meeting is to make sure the meeting is really necessary. Meetings can consume hundreds or thousands of dollars of productive time while taking people away from other work, so don't hold a meeting if some other form of communication (such as a blog post) can serve the purpose as effectively. ●● Define your purpose. Meetings can focus on exchanging information, reaching decisions, or collaborating to solve problems or identify opportunities. Whatever your purpose, define the best possible result of the meeting (such as "we carefully evaluated all three product ideas and decided which one to invest in"). Use this hoped-for result to shape the direction and content of the meeting. ●● Select participants for the meeting. The rule here is simple: Invite everyone who really needs to be involved, and don't invite anyone who doesn't. For decision-making meetings, for example, invite only those people who are in a direct position to help the meeting reach its objective. The more people you have, the longer it will take to reach consensus. Meetings with more than 10 or 12 people can become unmanageable if everyone is expected to participate in the discussion and decision making. ●● Choose the venue and the time. Online meetings (see page 50) are often the best way—and sometimes the only way—to connect people in multiple locations or to reach large audiences. For in-person meetings, review the facility and the seating arrangements. Is theater-style seating suitable, or do you need a conference table or some other layout? Pay attention to room temperature, lighting, ventilation, acoustics, and refreshments; these details can make or break a meeting. If you have control over the timing, morning meetings are often more productive because people are generally more alert and not yet engaged with the work of the day. ●● Set the agenda. The success of a meeting depends on the preparation of the participants. Distribute a carefully written agenda to participants, giving them enough time to prepare as needed (see Figure 2.4 on the next page). A productive agenda answers three key questions: (1) What do we need to do in this meeting to accomplish our goals? (2) What issues are of greatest importance to all participants? (3) What information must be available in order to discuss these issues?

Tips for Successful Virtual Meetings

•Establish well-defined task and goal-Make sure the meeting has a well-defined task so that it steadily moves toward a goal and discourages people to fill the time with unrelated tasks. •Provide pre-study materials in addition to agenda-Provide prestudy materials as needed, in addition to the agenda. Let participants know what will be expected of them. •Assign people to specific roles-For large meetings, assign people to specific roles, such as a facilitator who guides the discussion, a technical specialist who can help people if they experience difficulties with their connections without interrupting the meeting, and someone to record the minutes. •Ensure up-to-date software tools-Make sure everyone has up-to-date versions of whatever software tools you plan to use. •Introduce group members-If all the participants don't know each other, the facilitator should perform introductions or ask people in turn to introduce themselves. •Explain how to ask questions-If the system doesn't offer a way for people to virtually "raise their hands" to ask a question, the facilitator should explain how to pose questions. •Log in on time-Meeting systems often announce or signal as each person checks in, and it's highly disruptive when latecomers log in after the meeting has started. •Be present, mentally and emotionally-Staying present shows respect for others, and it could save you from embarrassment if you get called on unexpectedly. •Mute audio input when not speaking-Mute your audio input if you need to cough or otherwise make noise. Most systems have a microphone icon or mute button you can press. •Reduce noise from typing and keyboard use-If you type to take notes, make sure noise from your keyboard won't distract others. If necessary, mute your audio while typing. •Summarize agenda item before moving on-As you work through each agenda item, summarize what has been discussed and ask if anyone has questions or comments. •Periodically check and include each person in the group-As the facilitator, periodically check in with each person, if feasible. For instance, if someone hasn't spoken in a while, you might address a person by name and ask, "Does that work for you?" or "Do you have anything to add?"

Communicating in an Organizational Context (1 of 2)

•Every organization has a formal communication network -Downward communication-flows from executives to employees, conveying executive decisions and providing information that helps employees do their jobs. -Upward communication-flows from employees to executives, providing insight into problems, trends, opportunities, grievances, and performance, thus allowing executives to solve problems and make intelligent decisions. -Horizontal or lateral communication-flows between departments to help employees share information, coordinate tasks, and solve complex problems. •Every organization also has an informal communication network, often referred to as the grapevine or the rumor mill, which encompasses all communication that occurs outside the formal network. Some of this informal communication takes place naturally as a result of employee interaction on the job and in social settings, and some of it takes place when the formal network doesn't provide information that employees want. In fact, the inherent limitations of formal communication networks helped spur the growth of social media in the business environment. OR •Downward communication flows from top executives and conveys executive decisions and information that helps employees do their jobs. •Upward communication flows from employees to higher levels and provides insight into problems, trends and opportunities. •Horizontal or lateral communication flows between departments to help employees share information, coordinate tasks, and solve complex problems. •Information communication encompasses all communication that occurs outside of the formal network.

COMMUNICATING ACROSS CULTURES Whose Skin Is This, Anyway?

•Generational differences in the workplace: Few are quite as visible as body art: tattoos, piercings (other than ear lobes), & hair dyes in unconventional colors. Survey data from the Pew Research Center, people younger than 40 are much more inclined than those older than 40 to display some form of body art. People 26 to 40 yrs old are four times more likely to have tattoos than people who are 41 to 64 yrs old. •Profound Differences: No surprise that in many workplaces body art has become a contentious issue between employees wanting to express themselves & employers wanting to maintain particular standards of professional appearance. Employment law attorney Danielle S. Urban notes, the issue gets even more complicated when religious symbolism is involved. •So far: Most companies seem to be relying on the judgment of their employees & managers, rather than enforcing strict guidelines. Many seem to accept that tastes & norms are changing & that body art has become a widespread form of self-expression rather than a mode of rebellion. Starbucks, which used to require employees to hide tattoos under long sleeves, recently revised its policy to allow employees to display tattoos everywhere except on their faces. Semiconductor giant Intel even featured photos of employee tattoos in its online technology newsletter. However: Job seekers & active employees are still advised to be discreet, however, particularly with facial piercings & large, visible tattoos. One recent survey about 1/3 of employers said they'd be less likely to promote an employee with visible piercings or tattoos. The nonverbal signals you think you're sending might not be the signals a manager receives—or wants to receive.

How audiences respond to messages

•Must Remember Message •Must Be Able to Respond As You Wish •Must Be Motivated to Respond -First, the recipient has to remember the message long enough to act on it. Simplifying greatly, memory works in several stages: Sensory memory momentarily captures incoming data from the senses; then, whatever the recipient pays attention to is transferred to short-term memory. Info in short-term memory quickly disappears if it isn't transferred to long-term memory, which can be done either actively (such as when a person memorizes a list of items) or passively (such as when a new piece of info connects with something else the recipient already has stored in long-term memory). Finally, the info needs to be retrieved when the recipient wants to act on it. In general, people find it easier to remember and retrieve information that is important to them personally or professionally. Consequently, by communicating in ways that are sensitive to your audience's wants and needs, you greatly increase the chance that your messages will be remembered and retrieved. -Second, the recipient has to be able to respond as you wish. Obviously, if recipients simply cannot do what you want them to do, they will not respond according to your plan. By understanding your audience (you'll learn more about audience analysis in Chapter 4), you can work to minimize these unsuccessful outcomes. -Third, the recipient has to be motivated to respond. You'll encounter many situations in which your audience has the option of responding but isn't required to. For instance, a record company may or may not offer your band a contract, or your boss may or may not respond to your request for a raise.

Barriers in the Communication Environment

•Noise and distractions. External distractions range from uncomfortable meeting rooms to computer screens cluttered with instant messages and reminders popping up all over the place. Internal distractions are thoughts and emotions that prevent audiences from focusing on incoming messages. The common habit of multitasking—attempting more than one task at a time—is practically guaranteed to create communication distractions. Multitasking dramatically increases the workload on your brain because you're forcing it to constantly switch between sets of rules and contexts, which requires it to reorient each time. Rather than getting more done, research shows that chronic multitasking often reduces productivity and increases errors. As more communication takes place on mobile devices, the need to insulate yourself from noise and distractions will keep growing. •Competing messages. Having your audience's undivided attention is a rare luxury. In most cases you must compete with other messages that are trying to reach your audience at the same time. •Filters. Messages can be blocked or distorted by filters, any human or technological interventions between the sender and the receiver. Filtering can be both intentional (such as automatically filing incoming messages based on sender or content) or unintentional (such as an overly aggressive spam filter that deletes legitimate emails). As mentioned previously, the structure and culture of an organization can also inhibit the flow of vital messages. And in some cases the people or companies you rely on to deliver your message can distort it or filter it to meet their own needs. •Channel breakdowns. Sometimes the channel simply breaks down and fails to deliver your message. A colleague you were counting on to deliver a message to your boss might have forgotten to do so, or a computer server might have crashed and prevented your blog from updating. -Within any communication environment, messages can be disrupted by a variety of communication barriers. Minimizing barriers and distractions in the communication environment is everyone's responsibility.

What Makes Business Communication Effective?

•Provide practical info. Give recipients useful info, whether it's to help them perform a desired action or understand a new company policy. •Give facts rather than vague impressions. Use concrete language, specific detail, and info that is clear, convincing, accurate, and ethical. Even when an opinion is called for, present compelling evidence to support your conclusion. •Present info in a concise, efficient manner. Concise messages show respect for people's time, and they increase the chances of a positive response. Do your best to simplify complex subjects to help your readers, and make sure you don't inadvertently complicate simple subjects through careless writing. The ability to explain a complex subject in simple terms is immensely valuable, whether you're training new employees or pitching a business plan to investors. •Clarify expectations and responsibilities. Craft messages to generate a specific response from a specific audience. When appropriate, clearly state what you expect from audience members or what you can do for them. -Offer compelling, persuasive arguments and recommendations. Show your readers precisely how they will benefit by responding to your message in the way you want them to.

Virtual teams

•Pull together the best people for a task •Take advantage of the benefits of telecommuting •Increase engagement and productivity •Instant messaging (IM) and teleconferencing are the simplest forms of virtual meetings. Videoconferencing lets participants see and hear each other, demonstrate products, and transmit other visual information. Telepresence enables realistic conferences in which participants thousands of miles apart almost seem to be in the same room. •The most sophisticated web-based meeting systems combine the best of real-time communication, shared workspaces, and videoconferencing with other tools, such as virtual whiteboards, that let teams collaborate in real time. Such systems are used for everything from spontaneous discussions among small groups to carefully planned formal events such as press conferences, training sessions, sales presentations, and webinars (web-based seminars). One of the newest virtual tools is online brainstorming, in which a company can conduct "idea campaigns" to generate new ideas from people across the organization. •Conducting successful virtual meetings requires extra planning beforehand and more diligence during the meeting. Recognizing the limitations of the virtual meeting format is a key to using it successfully. Because virtual meetings offer less visual contact and nonverbal communication than in-person meetings, for example, leaders need to make sure everyone stays engaged and has the opportunity to contribute. Participants have a responsibility to pay attention and avoid the temptation to work on other tasks. To keep everyone focused, make sure the meeting time is dedicated to discussion and interaction, rather than getting everyone up to speed on the issues. Distribute background information before the meeting so that participants can join the meeting ready to collaborate. A virtual team is one in which members work in at least two different locations and rely on technology to communicate and collaborate. Professionals in a wide variety of situations work in virtual teams, including telecommuting (working from home or other off-site locations), collaborating with colleagues in other offices, and working as independent contractors from remote locations.

The Conventional Communication Model part 2

•The sender has an idea.-Whether a communication effort will ultimately be effective starts right here and depends on the nature of the idea and the motivation for sending it. •The sender encodes the idea as a message-When someone puts an idea into a message—which you can think of as the "container" for an idea—he or she is encoding it, or expressing it in words or images. •The sender produces the message in a transmittable medium-With the appropriate message to express an idea, the sender now needs a communication medium to present that message to the intended audience. •The sender transmits the message through a channel-Just as technology continues to increase the number of media options at your disposal, it continues to provide new communication channels you can use to transmit your messages. The distinction between medium and channel can get a bit murky, but think of the medium as the form a message takes (such as a Twitter update) and the channel as the system used to deliver the message (such as a mobile phone). •The audience receives the message-If the channel functions properly, the message reaches its intended audience. •The audience decodes the message-After a message is received, the receiver needs to extract the idea from the message, a step known as decoding. •The audience responds to the message-By crafting messages in ways that show the benefits of responding, senders can increase the chances that recipients will respond in positive ways. Whether a receiver responds as the sender hopes depends on the receiver (1) remembering the message long enough to act on it, (2) being able to act on it, and (3) being motivated to respond. •The audience provides feedback to the sender-In addition to responding (or not responding) to the message, audience members may give feedback that helps the sender evaluate the effectiveness of the communication effort. •The basic model presented in Figure 1.5 illustrates how a single idea moves from one sender to one receiver. In a larger sense, it also helps represent the traditional nature of much business communication, which was primarily defined by a publishing or broadcasting mindset. For external communication, a company issued carefully scripted messages to a mass audience that didn't have many options for responding to those messages or initiating messages of their own. Customers and other interested parties had few ways to connect with one another to ask questions, share information, or offer support. Internal communication tended to follow the same "we talk, you listen" model, with upper managers issuing directives to lower-level supervisors and employees.

Ensuring Ethical Communication

•Three Elements -Ethical individuals -Ethical company leadership -Appropriate policies and structures -Code of Ethics-A code is often part of a larger program of employee training and communication channels that allow employees to ask questions and report instances of questionable ethics. -Ethics Audits-To ensure ongoing compliance with their codes of ethics. -Questions to ask yourself: •Have you defined the situation fairly and accurately? •What is your intention in communicating this message? •What impact will this message have on the people who receive it or who might be affected by it? •Will the message achieve the greatest possible good while doing the least possible harm? •Will the assumptions you've made change over time? That is, will a decision that seems ethical now seem unethical in the future? •Are you comfortable with your decision? Would you be embarrassed if it were printed in tomorrow's newspaper or spread across the Internet? Think about a person whom you admire and ask yourself what he or she would think of your decision. These three elements need to work in harmony. If employees see company executives making unethical decisions and flouting company guidelines, they might conclude that the guidelines are meaningless and emulate their bosses' unethical behavior. A code is often part of a larger program of employee training and communication channels that allow employees to ask questions and report instances of questionable ethics. To ensure ongoing compliance with their codes of ethics, many companies also conduct ethics audits to monitor ethical progress and to point out any weaknesses that need to be addressed. In the absence of clear guidelines, ask yourself the following questions about your business communications: ●● Have you defined the situation fairly and accurately? ●● What is your intention in communicating this message? ●● What impact will this message have on the people who receive it or who might be affected by it? ●● Will the message achieve the greatest possible good while doing the least possible harm? ●● Will the assumptions you've made change over time? That is, will a decision that seems ethical now seem unethical in the future? ●● Are you comfortable with your decision? Would you be embarrassed if it were printed in tomorrow's newspaper or spread across the Internet? Think about a person whom you admire and ask yourself what he or she would think of your decision.

Forms of Unethical Communication

•Unethical communication- can distort the truth or manipulate audiences in a variety of ways: •Withholding or omitting essential info-Your audience must have all the information necessary to make an intelligent, objective decision. •Distorting information or visuals-Images can be manipulated in unethical ways, such as altering photos to deceive audiences or changing the scale of graphs and charts to exaggerate or conceal differences. •Plagiarizing-is presenting someone else's words or other creative product as your own. Note that plagiarism can be illegal if it violates a copyright, which is a form of legal protection for the expression of creative ideas. •Selective misquoting-Distorting or hiding the true intent of someone else's words is unethical. •Misrepresenting numbers-Statistics and other data can be unethically manipulated by increasing or decreasing numbers, exaggerating, altering statistics, or omitting numeric data. •Failing to respect privacy or information security needs-Failing to respect the privacy of others or failing to adequately protect information entrusted to your care can also be considered unethical (and is sometimes illegal). In short: •Withholding information, distorting information, and plagiarizing are all forms of unethical communication. •Transparency is a sense of openness that gives audience members access to all the information they need to process messages accurately. •Plagiarism is presenting someone else's words or other creative product as your own. •Copyright is a form of legal protection for the originators of creative content.

Table 5.5 (1 of 3)

(1 of 3)

Contextual Differences

-High-context cultures rely heavily on nonverbal actions and environmental setting to convey meaning; low-context cultures rely more on explicit verbal communication. -Contextual differences are apparent in the way businesspeople approach situations such as decision making, problem solving, negotiating, interacting among levels in the organizational hierarchy, and socializing outside the workplace. For instance, businesspeople in low-context cultures tend to focus on the results of the decisions they face, a reflection of the cultural emphasis on logic and progress (for example, "Will this be good for our company? For my career?"). In comparison, higher-context cultures emphasize the means or the method by which a decision will be made. Building or protecting relationships can be as important as the facts and info used in making the decisions. -High-Context cultures: For instance, a Chinese speaker often expects the receiver to discover the essence of a message & uses indirectness and metaphor to provide a web of meaning. High-context (Indirect). The rules of everyday life are rarely explicit; instead, as individuals grow up, they learn how to recognize situational cues (such as gestures and tone of voice) and how to respond as expected. The primary role of communication in high-context cultures is building relationships, not exchanging info. -Low-Context cultures: Low-context (Direct). For example, the U.S. Such cultures rules and expectations are usually spelled out through explicit statements. The primary task of communication in low-context cultures is exchanging info. -Consequently, negotiators working on business deals in such cultures may spend most of their time together building relationships rather than hammering out contractual details. The distinctions between high and low context are generalizations, of course, but they are important to keep in mind as guidelines. Communication tactics that work well in a high-context culture may backfire in a low-context culture and vice versa.

Analyzing the Situation

-L O 4.2 Explain why it's important to analyze a communication situation in order to define your purpose and profile your audience before writing a message. -Every communication effort takes place in a particular situation, meaning you have a specific message to send to a specific audience under a specific set of circumstances. Example: describing professional qualifications in an email to an exec in your own company vs describing your qualifications in a LinkedIn profile. The email message is likely to be focused on a single goal, such as explaining why you would be a good choice to head up a major project, and you have the luxury of focusing on the needs of a single, personally identifiable reader. In contrast, your social networking profile could have multiple goals, such as connecting with your peers at other companies and presenting your qualifications to potential employers, and it might be viewed by hundreds or thousands of readers, each with his or her own needs. -The underlying information for these two messages could be roughly the same, but the level of detail to include, the tone of the writing, the specific word choices—these and other decisions you need to make will differ from one situation to another. Making the right choices starts with clearly defining your purpose and understanding your audience's needs.

Gathering Information

-L O 4.3 Discuss information-gathering options for simple messages, and identify three attributes of quality information. -When you have a clear picture of your audience, your next step is to assemble the information to include in your message. For simple messages, you may already have all the information at hand, but for more complex messages, you may need to do considerable research and analysis before you're ready to begin writing.

Selecting the Best Combination of Media and Channels

-L O 4.4 List the factors to consider when choosing the most appropriate medium for a message. -With the necessary information in hand, your next decision involves the best combination of media and channels to reach your target audience. As you recall from Chapter 1, the medium is the form a message takes and the channel is the system used to deliver the message. The distinction between the two isn't always crystal clear, and some people use the terms in different ways, but these definitions are a useful way to think about the possibilities for business communication. Most media can be distributed through more than one channel, so whenever you have a choice, think through your options to select the optimum combination.

Adapting to Your Audience: Being Sensitive to Audience Needs

-L O 5.1 Identify the four aspects of being sensitive to audience needs when writing business messages. -Whether consciously or not, audiences greet most incoming messages with a selfish question: "What's in this for me?" If your readers or listeners don't think you understand or care about their needs, they won't pay attention, plain and simple. You can improve your audience sensitivity by adopting the "you" attitude, maintaining good standards of etiquette, emphasizing the positive, and using bias-free language.

Writing Messages for Mobile Devices

-L O 5.7 List five techniques for writing effective messages for mobile readers. -One obvious adaptation to make for audiences using mobile devices is to modify the design and layout of your messages to fit smaller screen sizes and different user interface features (see Chapter 6). However, modifying your approach to writing is also an important step. Reading is more difficult on small screens, and consequently users' ability to comprehend what they read on mobile devices is lower than it is on larger screens. -Research shows that comprehension can drop by 50% when users move from reading on a full-size screen to reading on a smartphone, and they can scroll right past vital info without noticing it. Use these five techniques to make your mobile messages more effective: -Use a linear organization. In a printed document or on a larger screen, readers can easily take in multiple elements on a page, such as preview or summary boxes, tables and other supporting visuals, and sidebars with related information. Using a touch screen momentarily obscures some of the information, so the more that users have to hunt and scroll, the more likely they will miss something. To simplify reading, organize with a linear flow from the top to the bottom of the message or article. -Prioritize information. Small screens make it difficult for readers to scan the page to find the information they want most. Prioritize the information based on what you know about their needs and put that information first. Use the inverted pyramid style favored by journalists, in which you reveal the most important information briefly at first and then provide successive layers of detail that readers can consume if they want. Note that you may need to avoid using the indirect approach if your message is complicated because it'll be more difficult for readers to follow your chain of reasoning. -Write shorter and more focused messages and documents. Mobile users often lack the patience or opportunity to read lengthy messages or documents, so keep it short. In some cases this could require you to write two documents, a shorter executive summary (see page 425) for mobile use and a longer supporting document that readers can access with their PCs if they want more details. -Use shorter subject lines and headings. Mobile devices, particularly phones, can't display as many characters in a single line of text as the typical computer screen can. Depending on the app or website, email subject lines and page headings will be truncated or will wrap around to take up multiple lines. Both formats make reading more difficult. A good rule of thumb is to keep subject lines and headlines to around 25 characters. -Use shorter paragraphs. In addition to structuring a message according to discrete blocks of information, paragraphs have a visual role in written communication as well. Shorter paragraphs are less intimidating and let readers take frequent "micro rests" as they move through a document. Because far less text is displayed at once on a mobile screen, keep paragraphs as short as possible so readers don't have to swipe through screen after screen before getting to paragraph breaks.

Cultural Influences Affect

-Language -Nonverbal signals -Word meaning -Time and space issues -Rules of human relationships -A company's cultural diversity affects how its business messages are conceived, composed, delivered, received, and interpreted. -The interaction of culture and communication is so pervasive that separating the two is virtually impossible. The way you communicate is deeply influenced by the culture in which you were raised. The meaning of words, the significance of gestures, the importance of time and space, the rules of human relationships—these and many other aspects of communication are defined by culture. To a large degree, your culture influences the way you think, which naturally affects the way you communicate as both a sender and a receiver. Intercultural communication is much more complicated than simply matching language between sender and receiver; it goes beyond mere words to beliefs, values, and emotions.

The Unique Challenges of Communication on Mobile Devices

-Mobile devices can be used to create and consume virtually every digital form of oral, written, and visual media. Thanks to the combination of portability and the flexibility enabled by a wide array of business-focused apps, mobile devices have become a primary tool in business communication. Consider these issues whenever your messages are likely to be viewed on mobile devices: -Screen size and resolution. The screen resolution of phones and tablets has improved considerably in recent years, but the limited size of these screens still presents a challenge simply because many messages are significantly larger than the screens they will be viewed on. This results in: -Dilemma pitting clarity against context. -Readers can zoom in to make text readable & visuals understandable, but the inability to see an entire document page or visual at once (particularly on phone screens) can limit a reader's ability to grasp its full meaning. -Can be particularly troublesome if you're collaborating on writing or presentation projects & team members need to review documents or slides. -Input technologies. Even for accomplished texters, typing on mobile keyboards can be a challenge. Voice recognition is one way around the keyboard limitation, but anyone using it in public areas or in communal offices runs the risk of sharing private message content and annoying anyone within earshot. Moreover, voice recognition software can make mistakes that require manual editing, particularly for users who don't enunciate clearly or when there is a lot of competing background noise. Effects: -A stylus is an option for many devices, but this can be a slow and laborious process. -If website content or other messages and materials require a significant amount of input activity from recipients, make it as easy as possible for them. -Simple steps such as increasing the size of buttons and text-entry fields can help. -Bandwidth, speed, and connectivity limitations. The speed and quality of mobile connectivity varies widely by device, carrier, service plan, and geographic location. Even users with high-bandwidth service don't always enjoy the advertised transfer speeds they are paying for. Moreover, mobile users can lose connectivity while traveling, passing through network "dead spots," or during peak-demand hours or events (trade shows and conventions are notorious for this). So: -Don't assume that your mobile recipients will be able to satisfactorily consume the content that you might be creating on a fast, reliable, in-office network. -Data usage and operational costs. As the amount of video traffic in particular increases (video requires much higher bandwidth than text or audio), data consumption is becoming a key concern for mobile carriers and customers alike. Many mobile users do not have unlimited data-usage plans and have to manage their data consumption carefully to avoid excess fees. Some carriers offer unlimited data plans, but even those can come with restrictions such as bandwidth throttling that reduces the speed of a user's connection. So: Given these factors, be careful about expecting or requiring mobile users to consume a lot of video or other data-intensive content.

Factors to Consider When Choosing Media and Channels

-Richness. Richness is a medium's ability to (1) convey a message through more than one informational cue (visual, verbal, vocal), (2) facilitate feedback, and (3) establish personal focus. Face-to-face communication is a rich medium because it delivers information both verbally and nonverbally, it allows immediate feedback through both verbal and nonverbal responses, and it has the potential to be intimate and personal, at least in one-on-one and small-group settings. In contrast, lean media are limited in one or more of these three aspects. For example, texting and IM allow rapid feedback and can easily be personalized. However, they usually deliver information through only one informational cue (words), which can lead to misinterpretation. Emoticons (see page 188), which attempt to add emotional nuances that might otherwise be conveyed through visual means such as facial expressions, are a response to the one-dimensional leanness of text-only messages. In general, use richer media to send nonroutine or complex messages, to humanize your presence throughout the organization, to communicate caring to employees, and to gain employee commitment to company goals. Use leaner media to send routine messages or to transfer information that doesn't require significant explanation. -Formality. Your media choice is a nonverbal signal that affects the style and tone of your message. For example, a printed memo or letter is likely to be perceived as a more formal gesture than an IM or email message. -Media and channel limitations. Every medium and channel has limitations. For instance, IM is perfect for communicating simple, straightforward messages between two people, but it is less effective for complex messages or conversations that involve three or more people. -Urgency. Some media establish a connection with the audience faster than others, so choose wisely if your message is urgent. However, be sure to respect audience members' time and workloads. If a message isn't urgent and doesn't require immediate feedback, choose a medium such as email or blogging that allows people to respond at their convenience. -Cost. Cost is both a real financial factor and a perceived nonverbal signal. For example, depending on the context, extravagant (and expensive) video or multimedia presentations can send a nonverbal signal of sophistication and professionalism—or careless disregard for company budgets. -Audience preferences. If you know that your audience prefers a particular media and channel combination, use that format if it works well for the message and the situation. Otherwise you risk annoying the audience or having your message missed or ignored. -Security and privacy. Your company may have restrictions on the media and channels that can be used for certain types of messages, but even if it doesn't, think carefully whenever your messages include sensitive information. Never assume that your email, IM, and other digital communications are private. Many companies monitor these channels, and there is always the risk that networks could get hacked or that messages will be forwarded beyond their original recipients. Summary-Media vary widely in terms of richness, which encompasses the number of information cues, feedback mechanisms, and opportunities for personalization. Many types of media/channel combinations offer instantaneous delivery, but take care not to interrupt people unnecessarily (for example, with IM or phone calls) if you don't need an immediate answer. Remember that media and channel choices can also send a nonverbal signal regarding costs; make sure your choices are financially appropriate. When choosing media and channels, don't forget to consider your audience's expectations and preferences.

Predicting the Effects of Audience Composition

-The attitudes and beliefs of individual audience members can have a significant impact on the success of a message. In this scenario, for instance, a seemingly positive message about employee benefits can generate a wide range of responses from employees with different beliefs and concerns. -Long description: The details of the illustration are as follows: The message from the person reads "Great news! We're starting an employee wellness program that will reward you with lower insurance cost for meeting various healthy living goals." The message leads to thought bubbles related to five people. The first thought bubble reads "Our profits are already down. Why are they adding another expensive perk?" The second thought bubble reads "This is an invasion of employee privacy! They have no right to monitor our personal lives." The third thought bubble reads "This is good news. This is my year to start eating right and working out." The fourth thought bubble reads "This will help the company long term by reducing health-care cost - great ideas!" The fifth thought bubble reads "We're about to adopt a baby with special needs. How will this program affect us?"

Choosing Between Direct and Indirect Approaches

-The direct approach starts with the main idea (such as a recommendation, a conclusion, or a request) and follows that with supporting points and evidence. -The indirect approach starts with reasoning, evidence, and background information and builds up to the main idea. -To choose between these two alternatives, analyze your audience's likely reaction to your purpose and message. Always consider the unique circumstances of each message and audience situation. The type of message also influences the choice of the direct or indirect approach. -Use direct approach when the audience is receptive or neutral. -Use indirect approach when the audience may react negatively or is uninterested or unwilling.

Using Words Correctly

-They/their have been used as singular pronouns by some of the greatest writers in the English language, and using them solves the problem of how to refer to one person when you don't know his or her gender or don't want to limit the reference to a particular individual. -The split infinitive rule (never putting an adverb between to and the verb) serves no logical purpose in terms of sentence structure or clarity, and following it can lead to phrasing that is clumsy or that distorts the writer's intended meaning. For example, "Intelligent systems learn how to correctly spot suspicious interbank transactions" splits the infinitive to "spot" with the adverb "correctly." -Similarly, avoiding prepositions at the end of sentences can create phrases that sound awkward or overly formal in today's usage. For example, "After Jessica dropped out of the task force, I had no one left to collaborate with" violates the rule because the preposition "with" is at the end of the sentence. -They/their as singular pronouns -Split infinitive rule -Avoiding prepositions at end of sentences

Six Types of Detail (2 of 2)

2 of 2

Chapt 5 vocab

Euphemisms-Words or phrases that express a thought in milder terms. Bias-Free Language-Language that avoids words & phrases that categorize or stigmatize people in ways related to gender, race, ethnicity, age, or disability. Credibility-A measure of your believability based on how reliable you are & how much trust you evoke in others. Style-The choices you make to express yourself: the words you select, the manner in which you use those words in sentences, & the way you build paragraphs from individual sentences. Tone-The overall impression in your messages, created by the style you use. Conversational Tone-The tone used in most business communication; it uses plain language that sounds businesslike, without being stuffy at one extreme or too laid-back & informal at the other extreme. Active voice-Sentence structure in which the subject performs the action & the object receives the action. Passive voice-Sentence structure in which the subject receives the action. Denotative meaning-The literal, or dictionary, meaning of a word. Connotative meaning-All the associations & feelings evoked by a word. Abstract word-Word that expresses a concept, quality, or characteristic; abstractions are usually broad. Concrete word-Word that represents something you can touch, see, or visualize; most concrete terms related to the tangible, material world. Simple sentence-Sentence with one main clause (a single subject & a single predicate). Compound sentence-Sentence with two or more main clauses that expresses two or more independent but related thoughts of equal importance, usually joined by a conjunction such as and, but, or or. Complex sentence-Sentence that expresses one main thought (the independent clause) & one or more subordinate, related thoughts (dependent clauses that can't stand alone as valid sentences). Compound-complex sentence-Sentence with two main clauses, at least one of which contains a subordinate clause. Topic sentence-Sentence that introduces the topic of a paragraph. Transitions-Words or phrases that tie ideas together by showing how one thought is related to another.

Generating Creative Ideas

For tough assignments, consider a variety of techniques to generate creative ideas: -Brainstorming. Working alone or with others, generate as many ideas and questions as you can, without stopping to criticize or organize. After you capture all these pieces, look for patterns and connections to help identify the main idea and the groups of supporting ideas. For example, if your main idea concerns whether to open a new restaurant in Denver, you'll probably find a group of ideas related to financial return, another related to competition, and so on. Identifying such groups helps you see the major issues that will lead you to a conclusion you can feel confident about. -Journalistic approach. The journalistic approach (see page 103) asks who, what, when, where, why, and how questions to distill major ideas from unorganized information. -Question-and-answer chain. Start with a key question, from the audience's perspective, and work back toward your message. You'll often find that each answer generates new questions until you identify the information that needs to be in your message. -Storyteller's tour. Some writers find it best to talk through a communication challenge before they try to write. Record yourself as you describe what you intend to write. Then listen to the playback, identify ways to tighten and clarify the message, and repeat the process until you distill the main idea down to a single concise message. -Mind mapping. You can generate and organize ideas using a graphic method called mind mapping (see Figure 4.5). Start with a main idea and then branch out to connect every other related idea that comes to mind. You can find a number of free mind-mapping tools online.

Elements of Professionalism

See Figure 1.3 - Elements of Professionalism. Pros strive to excel, and excelling at every level is how you build a great career. Pros keep their promises, meet their commitments, learn from their mistakes, and take responsibility for their errors. Pros know how to contribute to a larger cause and make others around them better. Good business etiquette is a sign of respect for those around you; respecting others is not only good—it's good for your career. Communication is the single most important business skill you can develop. Responsible pros work to avoid ethical lapses and weigh their options carefully when facing ethical dilemmas. Long description: The details of the 6 elements depicted in the chart are as follows: •Be the best: Pros strive to excel, and excelling at every level is how you build a great career. •Be dependable: Pros keep their promises, meet their commitments, learn from their mistakes, and take responsibility for their errors. •Be a team player: Pros know how to contribute to a larger cause and make others around them better. •Be respectful: Good business etiquette is a sign of respect for those around you; respecting others is not only good - it's good for your career. •Be positive: You owe it to yourself, your colleagues, and your company to maintain a positive outlook, even when the going gets tough. •Be ethical: Responsible pros work to avoid ethical lapses and weigh their options carefully when facing ethical dilemmas.

Figure 1.1 Sharing Information

These 3 exchanges between a software project manager (left) and his boss (right) illustrate the variety of ways in which info is shared between senders and receivers. In the top exchange, the sender's meaning is transmitted intact to the receiver, who accepts what the sender says at face value. In the middle exchange, the sender and receiver negotiate the meaning by discussing the situation. The negotiated meaning is that everything is fine so far, but the risk of a schedule slip is now higher than it was before. In the bottom exchange, the receiver has a negative emotional reaction to the word think and as a result creates her own meaning—that everything probably is not fine, despite what the sender says. -Long description: The details of the three exchanges are as follows: •In the 1st exchange, the software project manager says, "The new app is on schedule." The sender's meaning is transmitted to the boss whose thought bubble reads "Great! It's on schedule, and I don't need to worry." •In the 2nd exchange, the project manager says, "Everything is fine" to which the boss replies, "Are you worried about anything?" Then the project manager says, "Well, two designers quit, but I'm trying to replace them." In response, the boss says, "So you are still on schedule, but now there is some risk of a slip." As a result, the sender and receiver negotiate the meaning. •In the 3rd exchange, the project manager says, "I think everything is fine." The sender's meaning is recreated by the boss whose thought bubble reads "Uh oh. He doesn't sound confident or in control of the project."

Collaborating on Communication Efforts

•L O 2.2 Offer guidelines for collaborative communication, explain what it means to give constructive feedback, and identify major collaboration technologies. When a team collaborates on reports, websites, presentations, and other communication projects, the collective energy and expertise of the various members can produce results that transcend what each individual could do alone. However, collaborating on team messages requires special effort and planning.

Helping Others Adapt to Your Culture

•Look for Opportunities to Help •Offer Advice on Word Choice •Suggest Appropriate Communication Styles and Media •Help Simplify the Communication Process -Everyone can contribute to successful intercultural communication. Whether a younger person is unaccustomed to the formalities of a large corporation or a colleague from another country is working on a team with you, look for opportunities to help people fit in and adapt their communication style. For example, if a nonnative English speaker is making mistakes that could hurt his or her credibility, you can offer advice on the appropriate words and phrases to use. Most language learners truly appreciate this sort of assistance, as long as it is offered in a respectful manner. Moreover, chances are that while you're helping, you'll learn something about the other person's culture and language, too. -You can also take steps to simplify the communication process. For instance, oral communication in a second language is usually more difficult than written forms of communication, so instead of asking a foreign colleague to provide information in a conference call, you could ask for a written response instead of or in addition to the live conversation.

Understand the Concept of Culture

•We Each Belong to Several Cultures, each with its Own Special Language and/or Customs: -Ethnic group -Religious group -Professional group -You belong to several cultures, each of which affects the way you communicate. -Culture is a shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. Your cultural background influences the way you prioritize what is important in life, helps define your attitude toward what is appropriate in a given situation, and establishes rules of behavior. -Actually, you belong to several cultures. In addition to the culture you share with all the people who live in your own country, you belong to other cultural groups, including an ethnic group, possibly a religious group, and perhaps a profession that has its own special language and customs. With its large population and long history of immigration, the U.S is home to a vast array of cultures (see Figure 3.1). In contrast, Japan is much more homogeneous, having only a few distinct cultural groups. -Figure 3.1 Language is one of the distinguishing factors of population diversity. This chart shows the trend in the relative ranking of a number of languages other than English spoken in the U.S since 1980.

Understanding Denotation and Connotation

-A word may have both a denotative and a connotative meaning. The denotative meaning is the literal, or dictionary, meaning. The connotative meaning includes all the associations and feelings evoked by the word. -The denotative meaning of desk is "a piece of furniture with a flat work surface and various drawers for storage." The connotative meaning of desk may include thoughts associated with work or study, but the word desk has fairly neutral connotations—neither strong nor emotional. However, some words have much stronger connotations than others and should be used with care. For example, the connotations of the word fail are negative and can have a dramatic emotional impact. If you say the sales department failed to meet its annual quota, the connotative meaning suggests that the group is inferior, incompetent, or below some standard of performance. However, the reason for not achieving 100% might be an inferior product, incorrect pricing, or some other factor outside the control of the sales department. In contrast, by saying the sales department achieved 85% of its quota, you clearly communicate that the results were less than expected without triggering all the negative emotions associated with failure.

Be Sure the Information is Ethical

-Accurate Information: You have a responsibility to provide quality information to your readers. You can minimize mistakes by double-checking every piece of information you collect. If you are consulting sources outside the organization, ask yourself whether the information is current and reliable. The quality of the information you provide is every bit as important as the quantity. Inaccurate information in business messages can cause a host of problems, from embarrassment and lost productivity to serious safety and legal issues. -Remember: -Double-check every piece of info you collect. -If consulting sources outside the organization, ask yourself whether the info is current & reliable. -You must be particularly careful when using sources you find online. Reviewing any mathematical or financial calculations, check dates & schedules, be sure of your own assumptions & conclusions to be certain they're valid. -Ethical Information: By working hard to ensure the accuracy of the information you gather, you'll also avoid many ethical problems in your messages. If you do make an honest mistake, such as delivering information you initially thought to be true but later found to be false, contact the recipients of the message immediately and correct the error. No one can reasonably fault you in such circumstances, and people will respect your honesty. Remember ethics: -Messages can be unethical if important information is omitted. -As a business professional, you may have legal or other sound business reasons for not including every detail about every matter. -Include enough to avoid misleading your audience. -If unsure, offer as much as you believe best fits your definition of complete & then offer to provide more upon request. -Pertinent Information: When gathering information for your message, remember that some points will be more important to your audience than others. Audience members will appreciate your efforts to prioritize the information they need and filter out the information they don't. Moreover, by focusing on the information that concerns your audience the most, you increase your chances of accomplishing your own communication goals. -Finally: -If your audience is unknown or if communicating with a large group of people who have diverse interests, use common sense to identify points of interest. -Factors such as age, job, location, income, and education can give you clues. -Some messages necessarily reach audiences with a diverse mix of educational levels, subject awareness, and other variables. -When possible, provide each audience segment with its own targeted info, such as by using sections in a brochure or links on a webpage.

2.4 typical meeting agenda

The agenda title clearly identifies the scope of the meeting. The clear and concise outline format identifies the topics that will be addressed and the order of discussion, which helps participants plan questions and suggestions. Establishing a time limit for each section helps keep the meeting on track and ensures that time will be available for every topic.

Figure 1.7 The Social Communication Model part 2

•Potential problems include information overload, a lower level of engagement with tasks and other people, fragmented attention, information security risks, reduced productivity, and the difficulty of maintaining a healthy boundary between personal and professional lives. All business professionals and managers need to choose and use digital tools wisely to control the flow of information they receive. No company, no matter how enthusiastically it embraces the social communication model, is going to be run as a club in which everyone has a say in every business matter. Instead, a hybrid approach is emerging in which some communications (such as strategic plans and policy documents) follow the traditional approach, whereas others (such as project management updates and customer support messages) follow the social model.

Table 5.2 (1 of 2)

(1 of 2) You can achieve a tone that is conversational but still businesslike by following these guidelines: (found in Creating a Conversational Tone)

Selecting the Active or Passive Voice (1 of 2) Table 5.4

(1 of 2) Using the passive voice can help you demonstrate the "you" attitude in some situations: -When you want to be diplomatic when pointing out a problem or an error of some kind (the passive version seems less like an accusation) -When you want to point out what's being done without taking or attributing either the credit or the blame (the passive version shifts the spotlight away from the person or persons involved) -When you want to avoid personal pronouns in order to create an objective tone (the passive version may be used in a formal report, for example) -Use passive sentences to soften bad news, to put yourself in the background, or to create an impersonal tone when needed.

Choosing From the Four Types of Sentences (1 of 2)

(1 of 2) -Arranging your carefully chosen words in effective sentences is the next step in creating powerful messages. Start by selecting the best type of sentence to communicate each point you want to make.

Using Bias-Free Language (1 of 3) Table 5.1 (1 of 3)

(1 of 3) -Bias-free language avoids words and phrases that unfairly and even unethically categorize or stigmatize people in ways related to gender, race, ethnicity, age, disability, or other personal characteristics. Contrary to what some may think, biased language is not simply about "labels." To a significant degree, language reflects the way we think and what we believe, and biased language may well perpetuate the underlying stereotypes and prejudices it represents. Moreover, because communication is all about perception, simply being fair and objective isn't enough. To establish a good relationship with your audience, you must also appear to be fair. Good communicators make every effort to change biased language (see Table 5.1). Bias can come in a variety of forms: -Gender bias. Avoid sexist language by using the same labels for everyone, regardless of gender. Don't refer to a woman as chairperson and then to a man as chairman. Use chair, chairperson, or chairman consistently. (Note that it is not uncommon to use chairman when referring to a woman who heads a board of directors. Archer Daniels Midland's Patricia Woertz and Xerox's Ursula Burns, for example, both refer to themselves as "chairman.") Reword sentences to use they or to use no pronoun at all rather than refer to all individuals as he. Note that the preferred title for women in business is Ms. unless the individual asks to be addressed as Miss or Mrs. or has some other title, such as Dr. -Racial and ethnic bias. Avoid identifying people by race or ethnic origin unless such a label is relevant to the matter at hand—and it rarely is. -Age bias. Mention the age of a person only when it is relevant. Moreover, be careful of the context in which you use words that refer to age; such words carry a variety of positive and negative connotations. For example, young can imply energy, youthfulness, inexperience, or even immaturity, depending on how it's used. -Disability bias. Physical, mental, sensory, or emotional impairments should never be mentioned in business messages unless those conditions are directly relevant to the subject. If you must refer to someone's disability, put the person first and the disability second. For example, by saying "employees with physical handicaps," not "handicapped employees," you focus on the whole person, not the disability. Finally, never use outdated terminology such as crippled or retarded.

Emphasizing the Positive (1 of 3)

(1 of 3) -During your career, you will have many occasions in which you need to communicate bad news. However, there is a big difference between delivering negative news and being negative. When the tone of your message is negative, you put unnecessary strain on business relationships. Never try to hide negative news, but always be on the lookout for positive points that will foster a good relationship with your audience. If you find it necessary to criticize or correct, don't dwell on the other person's mistakes. -Avoid referring to failures, problems, or shortcomings. Focus instead on what the audience members can do to improve the situation. If you're trying to persuade audience members to buy a product, pay a bill, or perform a service, emphasize what's in it for them. When people recognize the benefits of doing so, they are more likely to respond positively to your appeal. -In general, try to state your message without using words that may hurt or offend your audience. Look for appropriate opportunities to use euphemisms—words or phrases that express a thought in milder terms—that convey your meaning without carrying negative or unpleasant connotations. For example, one common euphemism is referring to people beyond a certain age as "senior citizens" rather than "old people." Senior conveys respect in a way that old does not. Euphemisms can bring a tone of civility to unpleasant communication, but they must be used with great care because they are so easy—and so tempting—to misuse. Euphemisms can be annoying if they force readers to "read between the lines" to get the message, and they can be unethical if they obscure the truth. If you are considering using a euphemism, ask yourself this question: Are you trying to protect the reader's feelings or your own feelings? Even if it is unpleasant, people generally respond better to an honest message delivered with integrity than they do to a sugarcoated message that obscures the truth. Example Layoffs: This is a difficult situation for everyone involved, and managers can be tempted to resort to euphemisms such as streamlining, restructuring, improving efficiency, reducing layers, or eliminating redundancies to avoid using the word layoff. Doing so might ease the emotional burden on the writer and promote the illusion that the message isn't as negative as it really is. However, these euphemisms can fail the "you" attitude test, as well as the standards of ethical information, by failing to answer the question every reader in these situations has, which is simply, Am I going to lose my job?

Choosing From the Four Types of Sentences (2 of 2)

(2 of 2) -A complex sentence expresses one main thought (the independent clause) and one or more subordinate, related thoughts (dependent clauses that cannot stand alone as valid sentences). Independent and dependent clauses are usually separated by a comma: Although you may question Gerald's conclusions, you must admit that his research is thorough. In this example, "Although you may question Gerald's conclusions" is a subordinate thought expressed in a dependent clause. -A compound-complex sentence has two main clauses, at least one of which contains a subordinate clause: Profits increased 35% in the past year, so although the company faces long-term challenges, I agree that its short-term prospects look quite positive. -When constructing sentences, choose the form that matches the relationship of the ideas you want to express. If you have two ideas of equal importance, express them as two simple sentences or as one compound sentence. However, if one of the ideas is less important than the other, place it in a dependent clause to form a complex sentence. Example, although the following compound sentence uses a conjunction to join two ideas, they aren't truly equal: The chemical products division is the strongest in the company, and its management techniques should be adopted by the other divisions. -By making the first thought subordinate to the second, you establish a cause-and-effect relationship and emphasize the more important idea (that the other divisions should adopt the chemical division's management techniques): Because the chemical products division is the strongest in the company, its management techniques should be adopted by the other divisions. -Maintain some variety among the four sentence types to keep your writing from getting choppy (too many short, simple sentences) or exhausting (too many long sentences).

Selecting the Active or Passive Voice (2 of 2) table 5.4

(2 of 2) Your choice of the active or passive voice affects the tone of your message. In active voice, the subject performs the action and the object receives the action: "Jodi sent the email message." In passive voice, the subject receives the action: "The email message was sent by Jodi." As you can see, the passive voice combines the helping verb to be with a form of the verb that is usually similar to the past tense. Using the active voice helps make your writing more direct, livelier, and easier to read (see Table 5.4). In contrast, the passive voice is often cumbersome, can be unnecessarily vague, and can make sentences overly long. In most cases, the active voice is your best choice. Nevertheless, using the passive voice can help you demonstrate the "you" attitude in some situations: -When you want to be diplomatic about pointing out a problem or an error of some kind (the passive version seems less like an accusation) -When you want to point out what's being done without taking or attributing either the credit or the blame (the passive version shifts the spotlight away from the person or persons involved) -When you want to avoid personal pronouns in order to create an objective tone (the passive version may be used in a formal report, for example). The second half of Table 5.4 illustrates several other situations in which the passive voice helps you focus your message on your audience.

The Advantages of a Diverse Workforce

-A broader range of views and ideas -A better understanding of diverse, fragmented markets -A broader pool of talent from which to recruit -Smart business leaders recognize the competitive advantages of a diverse workforce that offers a broader spectrum of viewpoints and ideas, helps businesses understand and identify with diverse markets, and enables companies to benefit from a wider range of employee talents. -"It just makes good business sense," says Gord Nixon, the CEO of the Royal Bank of Canada. -U.S has been a nation of immigrants from the beginning, & that trend continues today. -The western & northern Europeans who made up the bulk of immigrants during the nation's early years now share space with people from across Asia, Africa, Eastern Europe, & other parts of the world. -Across the US, the term minority as it is traditionally applied to nonwhite residents makes less and less sense every year. Non-Hispanic white Americans now account for about 60% of the overall U.S. population, but that figure will drop below 50% in two or three decades. -Caucasian Americans already make up less than half the population in hundreds of cities & counties. -Even if you never visit another country or transact business on a global scale, you will interact with colleagues from a variety of cultures and with a wide range of characteristics and life experiences. Many innovative companies are changing the way they approach diversity, from seeing it as a legal requirement (providing equal opportunities for all) to seeing it as a strategic opportunity to connect with customers and take advantage of the broadest possible pool of talent. -Diversity is simply a fact of life for all companies. However, you and your colleagues don't need to be recent immigrants to constitute a diverse workforce. Differences in everything from age and gender identification to religion and ethnic heritage to geography and military experience enrich the workplace. Immigration and workforce diversity create advantages—and challenges—for business communicators throughout the world.

Creating the Elements of a Paragraph

-A topic sentence that reveals the subject of the paragraph. In business writing the topic sentence is generally explicit and is often the first sentence in the paragraph. The topic sentence gives readers a summary of the general idea that will be covered in the rest of the paragraph. In addition to helping your readers, topic sentences help you as a writer because they remind you of the purpose of each paragraph and thereby encourage you to stay focused. In fact, a good way to test the effectiveness of your writing is to prepare a summary version that consists of only the first sentences of all your paragraphs. If the summary communicates the essence of your message in a sensible, compelling way, you've probably done a good job of presenting your info. -Related (support) sentences that support and expand the topic. In most paragraphs, the topic sentence needs to be explained, justified, or extended with one or more support sentences. These related sentences must all have a bearing on the general subject and must provide enough specific details to make the topic clear. The support sentences are all more specific than the topic sentence. Each one provides another piece of evidence to demonstrate the general truth of the main thought. Also, each sentence is clearly related to the general idea being developed, which gives the paragraph unity. A paragraph is well developed if it contains enough information to make the topic sentence understood and convincing, and if it doesn't contain any extraneous, unrelated sentences. -Transitions that help readers move between sentences and paragraphs. Transitions connect ideas by showing how one thought is related to another. They also help alert the reader to what lies ahead so that shifts and changes don't cause confusion. In addition to helping readers understand the connections you're trying to make, transitions give your writing a smooth, even flow. Depending on the specific need within a document, transitional elements can range in length from a single word to an entire paragraph or more.You can establish transitions in a variety of ways: -Use connecting words. Use conjunctions such as and, but, or, nevertheless, however, in addition, and so on. -Echo a word or phrase from a previous paragraph or sentence. "A system should be established for monitoring inventory levels. This system will provide . . . " -Use a pronoun that refers to a noun used previously. "Ms. Arthur is the leading candidate for the president's position. She has excellent qualifications." -Use words that are frequently paired. "The machine has a minimum output of . . . Its maximum output is . . . "

Defining Your Purpose

-All business messages have a general purpose: to inform, to persuade, or to collaborate with the audience. This purpose helps define the overall approach you'll need to take, from gathering information to organizing your message. Within the scope of its general purpose, each message also has a specific purpose, which identifies what you hope to accomplish with your message and what your audience should do or think after receiving your message. For instance, is your goal simply to update your audience about some upcoming event, or do you want people to take immediate action? State your specific purpose as precisely as possible, even to the point of identifying which audience members should respond, how they should respond, and when.

Step 1:Planning Business Messages

-Analyze the Situation -Gather the Information -Choose Medium and Channel -Organize the Information -To plan any message, first analyze the situation by defining your purpose and developing a profile of your audience. -When you're sure of what you need to accomplish with your message, gather the information that will meet your audience's needs. -Next, select the best combination of medium and channel to deliver your message. -Then organize the information by defining your main idea, limiting your scope, selecting the direct or indirect approach, and outlining your content. Planning messages is the focus of this chapter.

Analyzing Your Purpose

-After you have defined your specific purpose, take a moment for a reality check. Decide whether that purpose merits the time and effort required for you to prepare and send the message—and for your audience to spend the time required to read it, view it, or listen to it. Test your purpose by asking these four questions: -Will anything change as a result of your message? Don't contribute to information overload by sending messages that won't change anything. For instance, if you don't like your company's latest advertising campaign but you're not in a position to influence it, sending a critical message to your colleagues won't change anything and won't benefit anyone. -Is your purpose realistic? Recognizing whether a goal is realistic is an important part of having good business sense. For example, if you request a raise while the company is struggling, you might send the message that you're not tuned in to the situation around you. -Is the time right? People who are busy or distracted when they receive your message are less likely to pay attention to it. Many professions and departments have recurring cycles in their workloads, for instance, and messages sent during peak times may be ignored. -Is your purpose acceptable to your organization? Your company's business objectives and policies, and even laws that apply to your particular industry, may dictate whether a particular purpose is acceptable. For example, if you work for a discount stock brokerage, one that doesn't offer investing advice, it would be inappropriate to write a newsletter article on the pros and cons of investing in a particular company. -When you are satisfied that you have a clear and meaningful purpose and that this is a smart time to proceed, your next step is to understand the members of your audience and their needs. Ask yourself some key questions about your audience: -Who are they? -How many people do you need to reach? -How much do they already know about the subject? -What is their probable reaction to your message?

Guidelines for Adapting to U.S. Business Culture

-Any nation of more than 300 million people will exhibit a wide variety of behaviors. -Here are some key points to remember as you become accustomed to business communication in this country: -Individualism. In contrast to cultures that value group harmony and group success, U.S. culture generally expects individuals to succeed by their own efforts, and it rewards individual success. Even though teamwork is emphasized in many companies, competition between individuals is often expected and even encouraged. -Equality. Although the country's historical record on equality has not always been positive and some inequalities still exist, equality is considered a core American value. This principle applies to race, gender, social background, and even age. To a greater degree than people in many other cultures, Americans believe that every person should be given the opportunity to pursue whatever dreams and goals he or she has in life. -Privacy and personal space. Although this seems to be changing somewhat with the popularity of social networking and other personal media, people in the U.S are accustomed to a fair amount of privacy. That also applies to their "personal space" at work. For example, they expect you to knock before entering a closed office and to avoid asking questions about personal beliefs or activities until they get to know you well. -Time and schedules. U.S. businesses value punctuality and the efficient use of time. For instance, meetings are expected to start and end at designated times. -Religion. The U.S doesn't have an official state religion. Many religions are practiced throughout the country, and people are expected to respect each other's beliefs. -Communication style. Communication tends to be direct and focus more on content and transactions than on relationships or group harmony.

Religious differences

-As one of the most personal and influential aspects of life, religion brings potential for controversy and conflict in the workplace setting—as evidenced by a significant rise in the number of religious discrimination lawsuits in recent years. Many employees believe they should be able to follow and express the tenets of their faith in the workplace. However, companies may need to accommodate employee behaviors that can conflict with each other and with the demands of operating the business. The situation is complicated, with no simple answers that apply to every situation. -As more companies work to establish inclusive workplaces, you can expect to see this issue being discussed more often in the coming years.

Establishing Your Credibility

-Audience responses to your messages depend heavily on your credibility, a measure of your believability based on how reliable you are and how much trust you evoke in others. With audiences who don't know you and trust you already, you need to establish credibility before they'll accept your messages (see Figure 5.2). On the other hand, when you do establish credibility, communication becomes much easier because you no longer have to spend time and energy convincing people that you are a trustworthy source of information and ideas. To build, maintain, or repair your credibility, emphasize the following characteristics: -Honesty. Demonstrating honesty and integrity will earn you the respect of your audiences, even if they don't always agree with or welcome your messages. -Objectivity. Show that you can distance yourself from emotional situations and look at all sides of an issue. -Awareness of audience needs. Let your audience members know, directly or indirectly, that you understand what's important to them. -Credentials, knowledge, and expertise. Audiences need to know that you have whatever it takes to back up your message, whether it's education, professional certification, special training, past successes, or simply the fact that you've done your research. -Endorsements. An endorsement is a statement on your behalf by someone who is accepted by your audience as an expert. -Performance. Demonstrating impressive communication skills is not enough; people need to know they can count on you to get the job done. -Sincerity. When you offer praise, don't use hyperbole, such as "you are the most fantastic employee I could ever imagine." Instead, point out specific qualities that warrant praise. -In addition, audiences need to know that you believe in yourself and your message. If you lack faith in yourself, you're likely to communicate an uncertain attitude that undermines your credibility. In contrast, if you are convinced that your message is sound, you can state your case with authority. Look out for phrases containing words such as hope and trust, which can drain the audience's confidence in your message. -Finally, keep in mind that credibility can take a long time to establish—and it can be wiped out in an instant. An occasional mistake or letdown is usually forgiven, but major lapses in honesty or integrity can destroy your reputation. Info on Figure 5.2: -Photography plays an important role because clients are essentially "buying" Fraley when they buy his services. These images show him to be friendly, engaging and confident. -The first paragraph summarizes his business background, which sends a strong message that he has the experience to back up the advice he gives. -Describing some of his career accomplishments provides persuasive support to his high-level message of being an innovator himself--not just somebody who knows how to talk about innovation. -Listing publications that have quoted him adds to his credibility as a respected expert in the field.

Outlining Your Content

-Basic Outline Creates Logical and Effective Organization of: -Major Points -Supporting Details -Visualization of Relationships Among Various Parts -Alternatives -Use Organizational Chart -Use Mind Mapping -After you have chosen the best approach, it's time to figure out the most logical and effective way to present your major points and supporting details. Get into the habit of creating outlines when you're preparing business messages. You'll save time, get better results, and do a better job of navigating through complicated business situations. Even if you're just jotting down three or four key points, making an outline will help you organize your thoughts for faster writing. When you're preparing a longer, more complex message, an outline is indispensable because it helps you visualize the relationships among the various parts. You're no doubt familiar with the basic outline formats that identify each point with a number or letter and that indent certain points to show which ones are of equal status. A good outline divides a topic into at least two parts, restricts each subdivision to one category, and ensures that each subdivision is separate and distinct (see Figure 4.7). Another way to visualize the outline of your message is to create an organization chart similar to the charts used to show a company's management structure. Put the main idea in the highest-level box to establish the big picture. The lower-level ideas, like lower-level employees, provide the details. All the ideas should be logically organized into divisions of thought, just as a company is organized into divisions and departments. Using a visual chart instead of a traditional outline has many benefits. Charts help you (1) see the various levels of ideas and how the parts fit together, (2) develop new ideas, and (3) restructure your information flow. The mind-mapping technique used to generate ideas works in a similar way. Whichever outlining or organizing scheme you use, start your message with the main idea, follow that with major supporting points, and then illustrate these points with evidence.

Developing An Audience Profile

-Before audience members will take the time to read or listen to your messages, they have to be interested in what you're saying. They need to know the message is relevant to their needs—even if they don't necessarily want to read or see it. The more you know about your audience members, their needs, and their expectations, the more effectively you'll be able to communicate with them. Follow these steps to conduct a thorough audience analysis (see Figure 4.2): -Identify your primary audience. For some messages, certain audience members may be more important than others. Don't ignore the needs of less influential members, but make sure you address the concerns of the key decision makers. -Determine audience size and geographic distribution. A message aimed at 10,000 people spread around the globe will probably require a different approach than one aimed at a dozen people down the hall. -Determine audience composition. Look for similarities and differences in culture, language, age, education, organizational rank and status, attitudes, experience, motivations, biases, beliefs, and any other factors that might affect the success of your message (see Figure 4.3 on slide 16). -Gauge audience members' level of understanding. If audience members share your general background, they'll probably understand your material without difficulty. If not, your message will need an element of education to help people understand it. -Understand audience expectations and preferences. For example, will members of your audience expect complete details or just a summary of the main points? In general, for internal communication, the higher up the organization your message goes, the fewer details people want to see. -Forecast probable audience reaction. As you'll read later in the chapter, potential audience reaction affects message organization. If you expect a favorable response, you can state conclusions and recommendations up front and offer minimal supporting evidence. If you expect skepticism, you can introduce conclusions gradually and provide more proof. If audience members have different levels of understanding of the topic, aim your message at the most influential decision makers.

Being dependable & accountable

-By any definition, a "pro" is somebody who gets the job done. -Develop a reputation as somebody people can count on. (meeting commitments, keeping on schedule, staying within budgets) -These skills take some time to develop as you discover how much time and money are required to accomplish various tasks and projects. -With experience, you'll learn to be conservative with your commitments. -Can't confidently predict how long a project will take or how much it'll cost? Be sure to let your client, colleagues, or supervisor know. -Changing circumstances threaten your ability to meet a previous commitment? Be sure to share that info with anyone who might be affected by your performance. -Being accountable (owning up to your mistakes and learning from failure so that you can continue to improve) -Owning up to your mistakes and learning from failure so that you can continue to improve.

Using Words Effectively

-Choose strong, precise words. Choose words that express your thoughts clearly and specifically. If you find yourself using a lot of adjectives and adverbs, you're probably trying to compensate for weak nouns and verbs. -Choose familiar words. You'll communicate best with words that are familiar to both you and your readers. Efforts to improve a situation certainly can be ameliorative, but saying they are helpful is more effective. -Avoid clichés, and use buzzwords carefully. Although familiar words are generally the best choice, avoid clichés—once-colorful terms and phrases so common that they have lost some of their power to communicate. Buzzwords, newly coined terms often associated with technology, business, or cultural changes, are more difficult to handle than clichés because in small doses and in the right situations, buzzwords can be useful. Buzzwords can signal that you're an insider, someone in the know. Can quickly become cliches. When people use clichés & overuse buzzwords, they often sound as though they don't know how to express themselves otherwise and don't invest the energy required for original writing. -Use jargon carefully. Jargon, the specialized language of a particular profession or industry, has a bad reputation, but it's not always bad. Using jargon is often an efficient way to communicate within the specific groups that understand these terms. -Choose strong, precise words -Choose familiar words -Avoid clichés, and use buzzwords carefully -Use jargon carefully

Writing Clearly (2 of 2)

-Cite numbers and dates in local formats. Various countries use different formats for numbers and dates, so it's important to know what your readers expect. In the U.S, for example, 12-05-22 refers to December 5 in the year 2022, but in many other countries, it means May 12. Dates in Japan and China are usually expressed with the year first, followed by the month and then the day; therefore, to write December 5, 2018, in Japan, write it as 2018-12-05. Similarly, in the U.S and Great Britain, 1.000 means one with three decimal places, but it means one thousand in many European countries. -Avoid slang and idiomatic phrases. Slang and idiomatic phrases—sayings that mean more than the sum of their literal parts—usually don't travel well across languages. For instance, complimenting someone for a "killer idea" makes sense to many U.S. English speakers, but it would make little sense to someone who knows only the literal meaning of the word killer. Similarly, your audience may have no idea what you're talking about if you use "knocked one out of the park," "more bang for the buck," and other idiomatic phrases. -Generally, avoid humor and references to popular culture. Jokes and references to popular entertainment often rely on culture-specific info that might be completely unknown to your audience.

The Challenges of Intercultural Communication

-Connecting with and Motivating Diverse Employees -Fostering Harmony in Diverse Teams -Ensuring that Messages are Sent, Received, and Properly Encoded. -Supervisors face the challenge of connecting with these diverse employees, motivating them, and fostering cooperation and harmony among them. Teams face the challenge of working together closely, and companies are challenged to coexist peacefully with business partners and with the community as a whole. -Elements of human diversity can affect every stage of the communication process, from the ideas a person deems important enough to share to the habits and expectations of giving feedback. In particular, your instinct is to encode your message using the assumptions of your culture. Members of your audience, however, decode your message according to the assumptions of their culture. The greater the difference between cultures, the greater the chance for misunderstanding.

Using Informal Techniques

-Consider the audience's perspective. Put yourself in the audience's position. What are these people thinking, feeling, or planning? What information do they need to move forward? If you are initiating a conversation in a social media context, what information will stimulate discussion among your target communities? -Listen to the community. For almost any subject related to business these days, chances are there is a community of customers, product enthusiasts, or other people who engage in online discussions. Find them and listen to what they have to say. -Read reports and other company documents. Annual reports, financial statements, news releases, blogs by industry experts, marketing reports, and customer surveys are just a few of the many potential information sources. Find out whether your company has a knowledge management system, a centralized database that collects the experiences and insights of employees throughout the organization. -Talk with supervisors, colleagues, or customers. Fellow workers and customers may have information you need, or they may have good insights into the needs of your target audience. -Ask your audience for input. If you're unsure what audience members need from your message, ask them, if possible. Admitting you don't know but want to meet their needs will impress an audience more than guessing and getting it wrong. If a project doesn't require formal research techniques, or if you need answers in a hurry, you can use a variety of informal techniques to gather the information your audience needs.

Finding Your Focus

-Discovery Techniques -Free Writing -Express Ideas as They Come -Sketching Think Visually You may encounter situations in which the assignment or objective is so vague that you have no idea how to get started in determining what the audience needs to know. In such cases you can use some discovery techniques to help generate ideas and uncover possible avenues to research. One popular technique is free writing, in which you write whatever comes to mind, without stopping to make any corrections, for a set period of time. -The big advantage of free writing is that you silence your "inner critic" and just express ideas as they come to you. You might end up with a rambling mess by any conventional measure, but that's not important. Within that tangle of expressions, you might also find some useful ideas and angles that hadn't occurred to you yet—perhaps the crucial idea that will jumpstart the entire project. The best discovery option in some cases might not be writing at all, but rather sketching. If you're unable to come up with any words, grab a sketchpad and start drawing. While you're thinking visually, your brain might release some great ideas that were trapped behind words.

Wolff Olins (www.wolffolins.com)

-Dramatic tension-the need to know how a story is going to turn out. If you care about the person in the story, chances are you'll want to stick around to the end. (watching a movie, reading a book, listening to a friend) -Storytelling is at the heart of some of the most-effective communication efforts. (TV commercials, speeches) Hot topic in business communication field. (More professionals see the power of storytelling) -Pakistani writer Mohsin Hamid (one of the most respected novelists & essayists of his generation) expert storyteller. 2nd career as chief storytelling officer (CSO) for Wolff Olins (international creativity consultancy based in London). He aids business professionals & execs use storytelling to engage with both external & internal audiences. -Company heard from many top execs about troubles conveying a clear sense of the companies' purpose to employees. Thus empowering them to apply their individual creative energies to reaching the purpose. Hamid's response, "It's unrealistic expecting execs to give everyone in the organization explicit task assignments. Instead execs can tell the company's story (where it came from, reasons for existing & its direction). This aids employees in aligning their efforts in the shared mission". -Hamid advises execs to engage in strategic storytelling at 3 key stages of a company's evolution: when it's first launched, so everyone knows where & how the company intends to grow; whenever major changes occur, so everyone understands how the narrative has changed; & whenever the company's growth trajectory stalls, to reiterate what the company stands for & how it can overcome the odds. Say it's facing new competition (the CEO could relate a story from the company's past about how people came together, finding better ways to satisfy customers & thereby protect the business. -Business storytelling has an important personal angle as well. Can map out your career using storytelling. When interviewing for jobs you should be prepared in case an interviewer pops the question, "So, what's your story?" By visualizing a satisfying ending to your own career story, you'll have a better idea of what it takes to get there. Narrative techniques can be an effective way to organize messages in a surprising number of business situations, from recruiting and training employees to enticing investors and customers. Storytelling is such a vital means of communicating that, in the words of the management consultant Steve Tobak, "It's hard to imagine your career going anywhere if you can't tell a story." Fortunately, you've been telling stories all your life, so narrative techniques already come naturally to you; now it's just a matter of adapting those techniques to business situations.

Benefits of Effective Organization

-Good organization helps your readers or listeners in three key ways. First, it helps them understand your message by making the main point clear at the outset, presenting additional points to support that main idea, and satisfying all their information needs. -Second, good organization helps receivers accept your message. If your writing appears confused and disorganized, people will likely conclude that the thinking behind the writing is also confused and disorganized. Moreover, effective messages often require a bit more than simple, clear logic. Example: A diplomatic approach helps receivers accept your message, even if it's not exactly what they want to hear. In contrast, a poorly organized message on an emotionally charged topic can alienate the audience before you have the chance to get your point across. -Third, good organization saves your audience time. Well-organized messages are efficient: They contain only relevant ideas, and they are brief. Moreover, each piece of information is located in a logical place in the overall flow; each section builds on the one before to create a coherent whole, without forcing people to look for missing pieces.

Guidelines for Adapting to Any Business Culture

-Here are four general guidelines that can help all business communicators improve their cultural competency: -Become aware of your own biases. Successful intercultural communication requires more than just an understanding of the other party's culture; you need to understand your own culture and the way it shapes your communication habits. For instance, knowing that you value independence and individual accomplishment will help you communicate more successfully in a culture that values consensus and group harmony. -Be careful about applying the "Golden Rule." You probably heard this growing up: "Treat people the way you want to be treated." The problem with the Golden Rule is that other people don't always want to be treated the same way you want to be treated, particularly across cultural boundaries. The best approach: Treat people the way they want to be treated. -Exercise tolerance, flexibility, and respect. As IBM's Ron Glover puts it, "To the greatest extent possible, we try to manage our people and our practices in ways that are respectful of the core principles of any given country or organization or culture." -Practice patience and maintain a sense of humor. Even the most committed and attuned business professionals can make mistakes in intercultural communication, so it is vital for all parties to be patient with one another. As business becomes ever more global, even people in the most tradition-bound cultures are learning to deal more patiently with outsiders and to overlook occasional cultural blunders. A sense of humor is a helpful asset as well, allowing people to move past awkward and embarrassing moments. When you make a mistake, simply apologize and, if appropriate, ask the other person to explain the accepted way; then move on.

Using Plain Language

-Helps Audience Easily Grasp Meaning -Supports the "You" Attitude -Shows Respect for Audience -Increases Productivity -Helps Diverse, Global Audiences -An important aspect of creating a conversational tone is using plain language (or plain English specifically when English is involved). Plain language presents information in a simple, unadorned style that allows your audience to easily grasp your meaning—language that recipients "can read, understand, and act upon the first time they read it." You can see how this definition supports using the "you" attitude and shows respect for your audience. In addition, plain language can make companies more productive and more profitable because people spend less time trying to figure out messages that are confusing or aren't written to meet their needs. Plain language is also easier for nonnative speakers to read, a major benefit when you're addressing diverse, global audiences. Example: -Creative Commons, a not-for-profit organization that provides content creators with an alternative to traditional copyright law, offers a great example of adapting to readers with plain language. Its licensing terms are available in three versions: a complete "legal code" document that spells out contractual details in specific legal terms that meet the needs of legal professionals, a "human readable" version that explains the licensing terms in nontechnical language that anyone can understand, and a "machine readable" version fine-tuned for search engines and other systems. -The introductory sentence expresses the main idea, that the licenses are built in three layers (note that "use" would be a simpler alternative to "incorporate"). -The paragraph on the "human readable version explains why it exists and whom it benefits. -The purpose and function of the "machine readable version are less obvious than in the other two versions, so this paragraph offers a more extensive explanation. -The notion of three layers is carried through the text and reinforced with the diagram.

Structuring the Message

-Identify the main idea: The main idea helps you establish the goals and general strategy of the message, and it summarizes two vital considerations: (1) what you want your audience members to do or think and (2) why they should do so. Everything in your message should either support the main idea or explain its implications. As discussed earlier, the direct approach states the main idea quickly and directly, whereas the indirect approach delays the main idea until after the evidence is presented. -Assemble major supporting points: You need to support your main idea with major points that clarify and explain the main idea in concrete terms. If your purpose is to inform and the material is factual, your major points may be based on something physical or financial—something you can visualize or measure, such as activities to be performed, functional units, spatial or chronological relationships, or parts of a whole. When describing a process: -Major points are almost inevitably steps in the process. When describing an object: -Major points often correspond to the parts of the object. When giving a historical account: -Major points represent episodes in the chronological chain of events. When persuading or collaborating: -Select major points that develop a line of reasoning or a logical argument that proves your central message & motivates your audience to act. -Gather compelling examples & evidence: After you've defined the main idea and identified major supporting points, think about examples and evidence that can confirm, illuminate, or expand your supporting points. Choose examples and evidence carefully so that these elements support your overall message without distracting or overwhelming your audience. One good example, particularly if it is conveyed through a compelling story, is usually more powerful than several weaker examples. Similarly, a few strong points of evidence are usually more persuasive than a large collection of minor details. Keep in mind that you can back up your major supporting points in a variety of ways, depending on the subject material and the available examples and evidence (see Table 4.3). If you can, put your outline aside for a day or two before you begin composing your first draft. Then review it with a fresh eye, looking for opportunities to improve the flow of ideas.

Limiting Your Scope

-Information You Present -Overall Length -Level of Detail -The scope of your message is the range of information you present, the overall length, and the level of detail—all of which need to correspond to your main idea. The length of some business messages has a preset limit, whether from a boss's instructions, the technology you're using, or a time frame such as individual speaker slots during a seminar. Even if you don't have a preset length, it's vital to limit yourself to the scope needed to convey your main idea—and no more. Whatever the length of your message, limit the number of major supporting points to half a dozen or so—and if you can get your idea across with fewer points, all the better. Offering a long list of supporting points might feel as though you're being thorough, but your audience is likely to view such detail as rambling and mind-numbing. -Instead, group your supporting points under major headings, such as finance, customers, competitors, employees, or whatever is appropriate for your subject. Look for ways to combine your supporting points so that you have a smaller number with greater impact. The ideal length of a message depends on your topic, your audience members' familiarity with the material, their receptivity to your conclusions, and your credibility. You'll need fewer words to present routine information to a knowledgeable audience that already knows and respects you. You'll need more words to build a consensus about a complex and controversial subject, especially if the members of your audience are skeptical or hostile strangers.

Adapting to Your Audience: Controlling Your Style and Tone

-L O 5.3 Explain how to achieve a tone that is conversational but businesslike, explain the value of using plain language, and define active voice and passive voice. -Your communication style involves the choices you make to express yourself: the words you select, the manner in which you use those words in sentences, and the way you build paragraphs from individual sentences. Your style creates a certain tone, or overall impression, in your messages. The right tone depends on the nature of your message and your relationship with the reader.

Developing Cultural Competency

-L O 3.2 Define cultural competency, and explain the influence of culture on business communication. -Cultural competency includes an appreciation for cultural differences that affect communication and the ability to adjust one's communication style to ensure that efforts to send and receive messages across cultural boundaries are successful. Cultural competency requires a combination of attitude, knowledge, and skills. -Achieving cultural competency can take time and effort, but the good news is you're already an expert in culture—at least the culture in which you grew up. The bad news is that because you're such an expert in your own culture, your communication is largely automatic; that is, you rarely stop to think about the communication rules you're following. An important step toward successful intercultural communication is becoming more aware of these rules and the way they influence your communication.

Improving Intercultural Communication Skills

-L O 3.5 Identify six steps you can take to improve your intercultural communication skills. -Communicating successfully between cultures requires a variety of skills (see Figure 3.2). You can improve your intercultural skills throughout your career by studying other cultures and languages, respecting preferences for communication styles, learning to write and speak clearly, listening carefully, knowing when to use interpreters and translators, and helping others adapt to your culture. -Understand social customs: How do people react to strangers? Are they friendly? Hostile? Reserved? How do people greet each other? Should you bow? Nod? Shake hands? How do you express appreciation for an invitation to lunch, dinner, or someone's home? Should you bring a gift? Send flowers? Write a thank-you note? Are any phrases, facial expressions, or hand gestures considered rude? How do you attract the attention of a waiter? Do you tip the waiter? When is it rude to refuse an invitation? How do you refuse politely? What topics may or may not be discussed in a social setting? In a business setting? How do social customs dictate interaction between men and women? Between younger people and older people? -Learn about clothing and food preferences: What occasions require special attire? What colors are associated with mourning? Love? Joy? Are some types of clothing considered taboo for one gender or the other? How many times a day do people eat? How are hands or utensils used when eating? Where is the seat of honor at a table? -Assess political patterns: How stable is the political situation? Does the political situation affect businesses in and out of the country? Is it appropriate to talk politics in social or business situations? -Understand religious and social beliefs: To which religious groups do people belong? Which places, objects, actions, and events are sacred? Do religious beliefs affect communication between men and women or between any other groups? Is there a tolerance for minority religions? How do religious holidays affect business and govt activities? Does religion require or prohibit eating specific foods? At specific times? -Learn about economic and business institutions: Is the society homogeneous or heterogeneous? What languages are spoken? What are the primary resources and principal products? Are businesses generally large? Family controlled? Govt controlled? What are the generally accepted working hours? How do people view scheduled appointments? Are people expected to socialize before conducting business? -Appraise the nature of ethics, values, and laws:Is money or a gift expected in exchange for arranging business transactions? Do people value competitiveness or cooperation? What are the attitudes toward work? Toward money? Is politeness more important than factual honesty?

Understanding the Three-Step Writing Process

-L O 4.1 Describe the three-step writing process. -Point of the 3-step writing process is to make sure your messages are both effective (meeting your audience's needs & getting your points across) & efficient (making the best use of your time & your audience's time). -The three-step writing process consists of planning, writing, and completing your messages. Writing process: 1.Planning 2. Writing 3.Completing messages

Organizing Your Information

-L O 4.5 Explain why good organization is important to both you and your audience, and list the tasks involved in organizing a message. -Organization can make the difference between success and failure. Good organization helps you by reducing the time and creative energy needed to create effective messages.

Adapting to Your Audience: Building Strong Relationships

-L O 5.2 Identify seven characteristics that build and maintain a communicator's credibility. -Successful communication relies on a positive relationship between sender and receiver. Establishing your credibility and projecting your company's image are two vital steps in building and fostering positive business relationships. People are more likely to react positively to your message when they have confidence in you.

Composing Your Message: Creating Effective Sentences

-L O 5.5 Define the four types of sentences, and explain how sentence style affects emphasis within a message. -Sentences come in four basic varieties: simple, compound, complex, and compound complex. -A simple sentence has one main clause (a single subject and a single predicate), although it may be expanded by nouns and pronouns that serve as objects of the action and by modifying phrases. Here's an example with the subject noun underlined once and the predicate verb underlined twice: Profits increased in the past year. -A compound sentence has two main clauses that express two or more independent but related thoughts of equal importance, usually joined by a conjunction (such as and, but, or or). In effect, a compound sentence is a merger of two or more simple sentences (independent clauses) that are related. For example: Wage rates have declined by 5%, and employee turnover has been high. -The independent clauses in a compound sentence are always separated by a comma or by a semicolon (in which case the conjunction—and, but, or—is dropped).

Composing Your Message: Crafting Unified, Coherent Paragraphs

-L O 5.6 Define the three key elements of a paragraph, and list five ways to develop unified, coherent paragraphs. -Paragraphs organize sentences related to the same general topic. Readers expect every paragraph to be unified—focusing on a single topic—and coherent—presenting ideas in a logically connected way. By carefully arranging the elements of each paragraph, you help your readers grasp the main idea of your document and understand how the specific pieces of support material back up that idea.

Composing Your Message: Choosing Powerful Words

-L O 5.4 Describe how to select words that are both correct and effective. -After you have decided how to adapt to your audience, you're ready to begin composing your message. As you write your first draft, let your creativity flow. Don't try to write and edit at the same time or worry about getting everything perfect. Make up words if you can't think of the right word, draw pictures, talk out loud—do whatever it takes to get the ideas out of your head and onto screen or paper. If you've scheduled carefully, you should have time to revise and refine the material later. In fact, many writers find it helpful to establish a personal rule of never showing a first draft to anyone. By working in this "safe zone," away from the critical eyes of others, your mind will stay free to think clearly and creatively. -If you get stuck and feel unable to write, try to overcome writer's block by jogging your brain in creative ways. The introduction is often the hardest part to write, so put it aside and work on whichever parts of the document you're most comfortable with at any given moment. In most cases you don't need to write the sections in any particular order. Work on nontext elements such as graphics or your cover page. Revisit your purpose and confirm your intent in writing the message. Give yourself a mental break by switching to a different project. Sometimes all you need to do is start writing without worrying about the words you're using or how they will sound to the audience. Words will start flowing, your mind will engage, and the writing will come easier. View writing at 3 levels: -Strong words (Start here, successful writers pay close attention to the correct word usage) -Effective sentences -Coherent paragraphs Grammar Matters: -Errors of grammar or usage (lose creditability with audience, even if your message is otherwise correct) -Suggest your unprofessional & people may not trust you as a result. -May imply that you don't respect your audience enough to get things right. Questions about proper usage: -Special reference books (@ libraries, bookstores, & internet) Words Correctly Vs Effectively: -Selecting & using words effectively is harder than using words correctly because doing so is a matter of judgment & experience.

Optimizing Your Writing Time

-Planning = 50% -Writing = 25% -Completing = 25% -The more you use the three-step writing process, the more intuitive and automatic it will become. You'll also get better at allotting time for each task during a writing project. Start by figuring out how much time you have. Then, as a general rule, set aside roughly 50% of that time for planning, 25% for writing, and 25% for completing. Reserving half your time for planning might seem excessive, but as the next section explains, careful planning usually saves time overall by focusing your writing and reducing the need for reworking. Of course, the ideal time allocation varies from project to project. Simpler and shorter messages require less planning than long reports, websites, and other complex projects. Also, the time required to produce and distribute messages can vary widely, depending on the media, the size of the audience, and other factors. Start with the 50-25-25 split as a guideline, and use your best judgment for each project.

Maintaining Standards of Etiquette

-Respect Your Audience -Minimize Negative Emotional Reactions -Use Diplomacy and Tact -Be Conscious of the Correct Level of Formality -Choose the Medium Best-Suited to Your Message -Good etiquette not only indicates respect for your audience but also helps foster a more successful environment for communication by minimizing negative emotional reactions. Of course, some situations require more diplomacy than others. If you know your audience well, a less formal approach may be more appropriate. However, when you are communicating with people who outrank you or with people outside your organization, an added measure of courtesy is usually needed. -Written communication and most forms of digital communication generally require more tact than oral communication does. When you're speaking, your words can be softened by your tone of voice and facial expression. Plus, you can adjust your approach according to the feedback you get. If you inadvertently offend someone in writing or in a podcast, for example, you don't usually get the immediate feedback you would need to resolve the situation. In fact, you may never know that you offended your audience.

Visual Medium

-Print Channel: Photographs and diagrams can be effective communication tools for conveying emotional content, spatial relationships, technical processes, and other content that can be difficult to describe using words alone. You may occasionally create visual printed messages as standalone items, but most will be used as supporting material in printed documents. -Business messages can come alive when conveyed by visual media in digital channels. Infographics, interactive diagrams, animation, and digital video have the potential to engage audiences in ways that other formats can't, which is why the use of visual elements in business communication continues to grow. Traditional business messages rely primarily on text, with occasional support from graphics such as charts, graphs, or diagrams to help illustrate points discussed in the text. However, many business communicators are discovering the power of messages in which the visual element is dominant and supported by small amounts of text. For the purposes of this discussion, think of visual media as formats in which one or more visual elements play a central role in conveying the message content. -The combo of the visual medium and a digital channel can be the most compelling and engaging choice for many messages, although it isn't always the easiest or cheapest format. -Messages combining powerful visuals with supporting text can be effective: -Audiences are pressed for time & bombarded with messages, quick (effective) communication is welcome. -Visuals are effective at describing complex ideas & processes because they can reduce the work required for an audience to identify the parts & relationships that make up the whole. -In a multilingual business world, diagrams, symbols, & other images can lower communication barriers by requiring less language processing. -Visual images can be easier to remember than purely textual descriptions or explanations.

Planning Effectively

-Provide the Right Information to the Right People -Deliver the Information Concisely -Write More Efficiently -Avoid Embarrassing Blunders -As soon as the need to create a message appears, inexperienced communicators are often tempted to dive directly into writing. However, skipping or shortchanging the planning stage often creates extra work and stress later in the process. -1st, thoughtful planning is necessary to make sure you provide the right information in the right format to the right people. Taking the time to understand your audience members and their needs helps you find and assemble the facts they're looking for and deliver that information in a concise and compelling way. -2nd, with careful planning, the writing stage is faster, easier, and much less stressful. -3rd, planning can save you from embarrassing blunders that could hurt your company or your career.

Step 3:Completing Business Messages

-Revise the Message -Produce the Message -Proofread the Message -Distribute the Message -After writing your first draft, revise your message by evaluating the content, reviewing readability, and editing and rewriting until your message comes across concisely and clearly, with correct grammar, proper punctuation, and effective format. Next, produce your message. Put it into the form that your audience will receive and review all design and layout decisions for an attractive, professional appearance. Proofread the final product to ensure high quality and then distribute your message. Completing business messages is discussed in Chapter 6.

Social Differences

-Some behavioral rules are formal & specifically articulated (like table manners), whereas others are informal & learned over time (such as the comfortable distance to stand from a colleague during a discussion). The combo of formal & informal rules influences the overall behavior of most people in a society most of the time. In addition to the factors already discussed, social norms can vary from culture to culture in the following areas: -Attitudes toward work and success: In the US, for instance, a widespread view is that people who attain success through individual effort and initiative are to be admired. -Roles and status: Culture influences the roles people play, including who communicates with whom, what they communicate, and in what way. Culture also dictates how people show respect and signify rank. For example, it would sound odd to address your boss in the US as "Manager Jones," but including a professional title is common in China. -Use of manners: What is polite in one culture may be considered rude in another. For instance, asking a colleague "How was your weekend?" is a common way of making small talk in the US, but the question sounds intrusive to people in cultures in which business and private lives are seen as separate spheres. -Concepts of time: People in low-context cultures see time as a way to plan the business day efficiently, often focusing on only one task during each scheduled period and viewing time as a limited resource. However, executives from high-context cultures often see time as more flexible. Meeting a deadline is less important than building a business relationship. -Future orientation: Successful companies tend to have a strong future orientation, planning for and investing in the future, but national cultures around the world vary widely in this viewpoint. Some societies encourage a long-term outlook that emphasizes planning and investing—making sacrifices in the short term for the promise of better outcomes in the future. Others are oriented more toward the present, even to the point of viewing the future as hopelessly remote and not worth planning for. -Openness and inclusiveness: At the national level as well as within smaller groups, cultures vary on how open they are to accepting people from other cultures and people who don't necessarily fit the prevailing norms within the culture. An unwillingness to accommodate others can range from outright exclusion to subtle pressure to conform to majority expectations. -Use of communication technologies: Don't assume that colleagues and customers around the world use the same communication tools you do. For example, although mobile phone usage is high in most countries around the world, the percentage of users with smartphones and the broadband service required for communication services such as video varies widely.

Providing Required Information

-The journalistic approach asks who, what, when, where, why, and how. Using this method, you can quickly tell whether a message fails to deliver. -For example, consider this message requesting information from employees: We are exploring ways to reduce our office space leasing costs and would like your input on a proposed plan in which employees who telecommute on alternate days could share offices. Please let me know what you think of this proposal. The message fails to tell employees everything they need to know to provide meaningful responses. The what could be improved by identifying the specific points of information the writer needs from employees (such as whether individual telecommuting patterns are predictable enough to allow scheduling of shared offices). The writer also doesn't specify when the responses are needed or how the employees should respond. -By failing to address such points, the request is likely to generate a variety of responses, some possibly helpful but some probably not.

Balancing Abstract and Concrete Words

-The more abstract a word is, the more it is removed from the tangible, objective world of things that can be perceived with the senses. Words vary dramatically in their degree of abstraction or concreteness. An abstract word expresses a concept, quality, or characteristic. Abstractions are usually broad, encompassing a category of ideas, and they are often intellectual, academic, or philosophical. Love, honor, progress, tradition, and beauty are abstractions, as are such important business concepts as productivity, profits, quality, and motivation. In contrast, a concrete word stands for something you can touch, see, or visualize. Most concrete terms are anchored in the tangible, material world. Chair, table, horse, rose, kick, kiss, red, green, and two are concrete words; they are direct, clear, and exact. Things don't need to have a physical presence to be considered concrete, by the way; software, database, and website are all concrete terms as well. -As you can imagine, abstractions tend to cause more trouble for writers and readers than concrete words. Abstractions tend to be "fuzzy" and can be interpreted differently, depending on the audience and the circumstances. The best way to minimize such problems is to blend abstract terms with concrete ones, the general with the specific. State the concept, and then pin it down with details expressed in more concrete terms. Save the abstractions for ideas that cannot be expressed any other way. In addition, abstract words such as small, numerous, sizable, near, soon, good, and fine are imprecise, so try to replace them with terms that are more accurate. Instead of referring to a sizable loss, give an exact number. Abstract Words: -Concepts -Quality -Characteristic Concrete: -Touch -See -Visualize

Oral Medium

-The oral medium, in-person combo involves talking with people who are in the same location, whether it's a one-on-one conversation over lunch or a more formal speech or presentation. Being in the same physical space is a key distinction because it enables the nuances of nonverbal communication more than any other media/channel combo. As Chapter 2 points out, these nonverbal signals can carry as much weight in the conversation as the words being spoken. By giving people the ability to see, hear, and react to each other, in-person communication is useful for encouraging people to ask questions, make comments, and work together to reach a consensus or decision. Face-to-face interaction is particularly helpful in complex, emotionally charged situations in which establishing or fostering a business relationship is important. Managers who engage in frequent "walk-arounds," chatting with employees face-to-face, can get input, answer questions, and interpret important business events and trends. -Oral media via digital channels include any transmission of voice via electronic means, both live and recorded, including telephone calls, podcasts, and voicemail messages. Live phone conversations offer the give-and-take of in-person conversations and can be the best alternative to talking in person. Without a video component, however, they can't provide the nuances of nonverbal communication. Podcasts can be a good way to share lectures, commentary, and other spoken content.

The Most Common Media and Channel Options

-The simplest way to categorize media choices is to divide them into oral (spoken), written, and visual. Each of these media can be delivered through digital and nondigital channels, which creates six basic combinations. By giving people the ability to see, hear, and react to each other, in-person communication encourages people to ask questions, make comments, and work together to reach a consensus or decision. Managers in particular should embrace face-to-face contact because it can foster a more open and trusting style of communication with employees. Table 4.1 -(For simplicity's sake, subsequent chapters occasionally use "digital media" to indicate any of the three media types delivered through digital channels.)

Creating a Conversational Tone

-The tone of your business messages can range from informal to conversational to formal. When you're communicating with your superiors or with customers, your tone may tend to be more formal and respectful. However, that formal tone might sound distant and cold if used with close colleagues. -Understand the difference between texting and writing. Texting can be an efficient way to communicate quickly, particularly on mobile devices with cramped keyboards. However, it's best to view texting as a mode of conversation, rather than as a mode of writing—and to keep the two modes clear in your mind when you are writing. Communication effectiveness and your personal credibility can suffer if you let texting habits (such as using sentence fragments, sloppy punctuation, and lots of acronyms) creep into your business writing. -Avoid stale and pompous language. Most companies now shy away from such dated phrases as "attached please find" and "please be advised that." Similarly, avoid using obscure words, stale or clichéd expressions, and overly complicated sentences designed only to impress others (see Table 5.3). -Avoid preaching and bragging. Readers tend to get irritated by know-it-alls who like to preach or brag. However, if you need to remind your audience of something that should be obvious, try to work in the information casually, perhaps in the middle of a paragraph, where it will sound like a secondary comment rather than a major revelation. -Be careful with intimacy. Business messages should generally avoid intimacy, such as sharing personal details or adopting a casual, unprofessional tone. However, when you have a close relationship with audience members, such as among the members of a close-knit team, a more intimate tone is sometimes appropriate and even expected. -Be careful with humor. Humor can easily backfire and divert attention from your message. If you don't know your audience well or you're not skilled at using humor in a business setting, don't use it at all. Avoid humor in formal messages and when you're communicating across cultural boundaries.

Defining Topic and Main Idea Table 4.2

-Topics vs. Main Ideas. The topic of your message is the overall subject, and your main idea is a specific statement about that topic (see Table 4.2). In longer documents and presentations, you often need to unify a mass of material with a main idea that encompasses all the individual points you want to make. Finding a common thread through all these points can be a challenge. Sometimes you won't even be sure what your main idea is until you sort through the information. The topic is the broad subject; the main idea makes a statement about the topic.

Using the "You" Attitude

-Use Second Person Pronouns -Show Interest in Your Audience -Respect Cultural Preferences -Adhere to Organizational Policies -Chapter 1 introduced the notion of audience-centered communication and the "you" attitude—speaking and writing in terms of your audience's wishes, interests, hopes, and preferences. On the simplest level, you can adopt the "you" attitude by replacing terms such as I, me, mine, we, us, and ours with you and yours. -However, the "you" attitude is more than simply using particular pronouns. It's a matter of demonstrating genuine interest in your readers and concern for their needs (see Figure 5.1). You can use you 25 times in a single page and still offend your audience or ignore readers' true concerns. If you're writing to a retailer, try to think like a retailer; if you're dealing with a production supervisor, put yourself in that position; if you're writing to a dissatisfied customer, imagine how you would feel at the other end of the transaction. Be aware that on some occasions it's better to avoid using you, particularly if doing so will sound overly authoritative or accusing. Or if it goes against your organization style. -As you practice using the "you" attitude, be sure to consider the attitudes of other cultures and the policies of your organization. In some cultures it is improper to single out one person's achievements because the whole team is responsible for the outcome; in that case, using the pronoun we or our (when you and your audience are part of the same team) would be more appropriate. Similarly, some companies have a tradition of avoiding references to you and I in most messages and reports. Avoid using you and your: -Makes you sound dictatorial -Makes someone else feel guilty -Goes against your organization's style

Projecting Your Company's Image

-When you communicate with anyone outside your organization, it is more than a conversation between two individuals. You represent your company and therefore play a vital role in helping the company build and maintain positive relationships with all its stakeholders. Most successful companies work hard to foster a specific public image, and your external communication efforts need to project that image. As part of this responsibility, the interests and preferred communication style of your company must take precedence over your own views and personal communication style. -Many organizations have specific communication guidelines that show everything from the correct use of the company name to preferred abbreviations and other grammatical details. Specifying a desired style of communication is more difficult, however. Observe more experienced colleagues, and never hesitate to ask for editorial help to make sure you're conveying the appropriate tone. Example: -Because clients entrust thousands or millions of dollars to an investment firm, it must communicate in a style quite different from that of a clothing retailer. -A clothing retailer specializing in high-quality business attire communicates in a different style than a store catering to the latest trends in casual wear. -Communication Style -Communication Guidelines

Written Medium

-Written, printed documents are the classic format of business communication. Memos are brief printed documents traditionally used for the routine, day-to-day exchange of information within an organization. Letters are brief written messages sent to customers and other recipients outside the organization. Reports and proposals are usually longer than memos and letters, although both can be created in memo or letter format. These documents come in a variety of lengths, ranging from a few pages to several hundred, and usually have a fairly formal tone. -printed documents are still a useful format, they've been replaced by digital alternatives in many instances. Here are several situations in which you should consider a printed message over electronic alternatives: -When you want to make a formal impression -When you are legally required to provide information in printed form -When you want to stand out from the flood of electronic messages -When you need a permanent, unchangeable, or secure record -Most of your business communication efforts will involve written digital messages, with everything from super-short tweets, to website content, to book-length reports distributed as portable document format (PDF) files (see Figure 4.4). Business uses of written digital messages keep evolving as companies look for ways to communicate more effectively. For example, email has been a primary business medium for several decades, but it is being replaced in many cases by a variety of other digital formats.

Figure 2.6 Effective Meeting Agenda: Condensed

Figure Caption: Agenda formats vary widely depending on the complexity of the meeting and the presentation technologies that will be used. One good approach is to first distribute a detailed planning agenda so that presenters know what they need in order to prepare, then create a simpler display agenda such as this PowerPoint slide to guide the progress of the meeting. Note how the agenda includes the time limit for each topic. Long description: The details of the agenda shown in the slide are as follows: •9:00 to 9:15: Introductions: Irene Belden •9:15 to 10:00: General transition costs: Kip Selbach •10:00 to 10:15: Break •10:15 to 11:00: Information systems: Summer Bowman •11:00 to 11:45: Marketing and sales: Ed Delahanty •11:45 to 12:00: Wrap-up: Irene Belden.

Figure 2.3 Collaboration on Mobile Devices

Figure Caption: Mobile connectivity is transforming collaboration activities, helping teams and work groups stay connected no matter where their work takes them. For example, this team was able to discuss and edit a press release using their tablets in different locations. An important aspect of mobile collaboration and mobile communication in general is unified communication.

Chapt 4 Vocab

General Purpose-The broad intent of a message-to inform, to persuade, or to collaborate with the audience. Specific Purpose-Identifies what you hope to accomplish with your message & what your audience do or think after receiving your message. Free writing-An exploratory technique in which you write whatever comes to mind, without stopping to make any corrections, for a set period of time. Journalist approach-Verifying the completeness of a message by making sure it answers the who, what, when, where, why & how questions. Memos-Brief printed documents traditionally used for the routine, day-to-day exchange of info within an organization. Letters-Brief written messages sent to customers & other recipients outside an organization. Topic-The overall subject of a message. Main Idea-A specific statement about the topic of a message. Scope-The range of info presented in a message, its overall length, & the level of detail provided. Direct approach-Message organization that starts with the main idea (such as a recommendation, a conclusion, or a request) & follows that with supporting evidence. Indirect approach-Message organization that starts with the evidence & builds a case before presenting the main idea.

Figure 1.7 The Social Communication Model part 1

In fact, one of the most common uses of social media among U.S. businesses is monitoring online discussions about a company and its brands. -Figure Caption: The social communication model differs from conventional communication strategies and practices in a number of significant ways. You're probably already an accomplished user of many new-media tools, and this experience will help you on the job. -In recent years, however, a variety of technologies have enabled and inspired a new approach to business communication. In contrast to the publishing mindset, this social communication model is interactive, conversational, and usually open to all who wish to participate. The social communication model can increase the speed of communication, reduce costs, improve access to expertise, and boost employee satisfaction. For all their advantages, social media tools also present a number of communication challenges. -Long description: The details of the illustration are as follows: Conventional Communication: "We talk, you listen" The related tendencies are listed as follows: •Publication, broadcast •Lecture •Intrusion •Unidirectional •One to many; mass audience •Control •Low message frequency •Few channels •Information hoarding •Static •Hierarchical •Structured •Isolated •Planned •Resistive -The Social Model: "Let's have a conversation" The related tendencies are listed as follows: •Conversation •Discussion •Permission •Bidirectional, multidirectional •One to one; many to many •Influence •High message frequency •Many channels •Information sharing •Dynamic •Egalitarian •Amorphous •Collaborative •Reactive Responsive.

Fig 4.8

Ineffective: -The vague subject line wastes an opportunity to begin building the message. -The opening has an irrelevant discussion, doesn't explain what research this refers to, and fails to introduce the topic of the message. -The beginning of this paragraph suggests it will discuss partnerships, but instead then digresses with another personal observation. -The main idea, that the pair should incorporate, is delayed until the middle of the message. -With the pros of partnerships in one paragraph and the cons of partnership, cons of incorporation, then pros of incorporation in the next paragraph. Effective: -The subject line conveys the topic (incorporation vs. partnership) and the main idea (incorporation is the better choice). -The opening provides some brief context by referencing their previous conversation, then immediately shares the main idea. -Avoiding any digressions, the message moves right into key support points. -With the main idea already expressed, the writer can devote the bulk of the message to supporting information. -The support points are clearly organized: pros and cons of partnerships, then pros and cons of corporations. This organization makes it easy for him to explain how incorporation overcomes all three key disadvantages of partnerships. He completes the comparison by identifying two disadvantages of incorporation but states that these are outweighed by the advantages. -This writer is following up on a conversation from the previous day, in which he and the recipient discussed which of two forms of ownership, a partnership or a corporation, they should use for their new company. (Partnership has a specific legal meaning in this context.) That question is the topic of the message; the main idea is the recommendation that they incorporate, rather than form a partnership. Notice how the Effective version uses the direct approach to quickly get to the main idea and then supports that by comparing the advantages and disadvantages of both forms of ownership. In contrast, the Ineffective version contains irrelevant information, makes the comparison difficult to follow, and buries the main idea in the middle of the message. -illustrates several of the key themes about organizing a message: helping readers get the information they need quickly, defining and conveying the main idea, limiting the scope of the message, choosing the approach, and outlining your information.

Leading and Contributing to Efficient Meetings

Keep the Discussion on Track-A good meeting draws out the best ideas and information the group has to offer. Good leaders occasionally need to guide, mediate, probe, stimulate, summarize, and redirect discussions that have gotten off track. Follow Agreed-on Rules-The larger the meeting, the more formal you need to be to maintain order. Formal meetings use parliamentary procedure, a time-tested method for planning and running effective meetings. The best-known guide to this procedure is Robert's Rules of Order. Encourage and Moderate Participation-You may discover that some participants are too quiet and others are too talkative. Draw out nonparticipants by asking for their input. For the overly talkative, you can say that time is limited and others need to be heard. Participate Actively-Make a point to contribute to the progress of the meeting and the smooth interaction of participants. Use your listening skills and powers of observation to size up the interpersonal dynamics of the group, then adapt your behavior to help the group achieve its goals. Speak up if you have something useful to say, but don't talk or ask questions just to demonstrate how much you know about the subject at hand. Don't Interrupt Use Mobile Devices Respectfully-Tweeting key points from a convention speech or using your phone or tablet to jot down essential ideas and follow-up questions can be productive and respectful ways to use a device during a meeting. Checking Facebook or working on unrelated tasks is not. If you intend to use your device to take notes during a meeting, consider letting the meeting leader know that's what you're doing. Close Effectively-At the conclusion of the meeting, verify that the objectives have been met or arrange for follow-up work, if needed. Summarize the general conclusion of the discussion and any actions that need to be taken. Make sure all participants have a chance to clear up any misunderstandings.

Overcoming Ethnocentrism and Stereotyping

Long description: The details of the flowchart are as follows: •From top, the flowchart shows two boxes labeled "Overcome ethnocentrism" and "Recognize cultural variations." The two boxes lead to "Enhance sensitivity to culture and diversity" which in turn leads to "Effective Communication across Cultures." •From bottom, the flowchart shows six boxes labeled "Study other cultures and languages," "Respect style preferences," "Use interpreters, translators, and translation software," "Help others adapt to your culture," "Listen carefully," and "Write and speak clearly." The six boxes lead to "Improve intercultural communication skills" which in turn leads to "Effective Communication across Cultures." -You can avoid ethnocentrism and stereotyping by avoiding assumptions, withholding judgment, and accepting differences. -Avoid assumptions. Don't assume that others will act the same way you do, use language and symbols the same way you do, or even operate from the same values and beliefs. For instance, in a comparison of the 10 most important values in three cultures, people from the U.S had no values in common with people from Japanese or Arab cultures. -Withhold judgment. When people act differently, don't conclude that they are in error or that their way is invalid or inferior. -Acknowledge distinctions. Don't ignore the differences between another person's culture and your own. -Unfortunately, overcoming ethnocentrism and stereotyping is not a simple task, even for people who are highly motivated to do so. -Moreover, research suggests that people often have beliefs and biases that they're not even aware of—and that may even conflict with the beliefs they think they have. Ethnocentrism is the tendency to judge all other groups according to the standards, behaviors, and customs of one's own group.

Figure 2.7 Effective Meeting Minutes

Meeting minutes should record all the information that participants may need to refer to later. Depending on the circumstances, you might want to include information that anyone who wasn't able to attend can review to get a summary of key discussion and decision points. Long description: The figure shows the following: Employee Onboarding Update March 16 2:00 p.m. to 3:00 p.m. Meeting called by: Alex Gardner Type of meeting: Status update Facilitator: Jessica Knowdell Note taker: Frank Isbell Attendees: Alex Gardner, Frank Isbell, Jessica Knowdell, Steve Ladew, Ally Lawson, Bill Swarback, Jessie Tannehill, Toni Von Fricken, Dale Williams Minutes Agenda item: New orientation presentation Presenter: Toni Von Fricken Discussion: Toni reports that the new slide presentation is complete and will be test-run with a group of volunteers from HR on March 30. Steve offered to convert the slides to a video and post on the intranet. Action items: Test-run new orientation presentation; fine-tune as needed. Person responsible: Toni VF; Deadline: April 2 Action items: Convert finished slides to video and post on employee intranet; Person responsible: Steve L; Deadline: April 10 Agenda item: Update employee handbook and improve access Presenter: Jessica Knowdell Discussion: Team reached agreement that a wiki is the best platform for hosting the handbook. We decided on a three-level access plan: Level 1: Access open to all HR employees, but new posts and edits must be approved by division HR directors to ensure compliance (for all policy-related documents and regulatory forms) Level 2: Access open to all HR employees, with immediate posting and editing allowed (for all non-policy documents, HR event updates, wellness bulletins, and similar items) Level 3: Access open to all employees, with immediate posting and editing allowed (for all employee social clubs, charity events, and similar items) Action items: Discuss wiki plan with intranet platform vendor; Person responsible: Jessica K; Deadline: April 5 Action items: Vendor to design access controls; Person responsible: Jessica K (vendor contact); Deadline: April 20 Action items: Announce new wiki to employee base; Person responsible: Dale W, Jessica K; Deadline: May 1 Agenda item: Brainstorm ideas for mentor matching program Presenter: Ally Lawson Discussion: Ally presented research on mentoring programs, including best practices and pitfalls. Alex will bring up issue of volunteer vs. mandatory mentoring at May executive council. The text in the footer reads: Meeting minutes, March 16, Employee Onboarding Update

Figure 1.6 How Shared Experience Affects Understanding

The more two people or two groups of people share experiences—personal, professional, and cultural—the more likely it is that receivers will extract the intended meanings senders encode into the messages. -Long description: The details of the three types of shared experience depicted with Venn diagrams are as follows: 1.Little shared experience: Meanings dissimilar; misunderstanding •The corresponding Venn diagram of two sets shows a small intersection. 2. Average amount of shared experience: Meanings similar; average degree of understanding •The corresponding Venn diagram of two sets shows a larger intersection. 3. Large amount of shared experience: Meanings very similar; high degree of understanding •The corresponding diagram shows two sets overlapping almost completely.

Figure 5.5

This sentence serves as both a topic sentence for this paragraph and as a statement about the main idea of the entire message. Note that because she is inviting her colleagues to have a brainstorming session, she doesn't try to impose a solution in this message. This sentence is an introduction to the Walmart web article that she would like her readers to review. This sentence functions as a transition from the discussion about Walmart and as a topic sentence for the paragraph. The request for action here is the topic sentence of this paragraph.

Using Sentence Style to Emphasize Key Thoughts

Wording Key Ideas: -Devoting More Words to Key Thoughts -Sentence Style -Characteristic Placing Key Ideas: -At the Beginning or End of a Sentence -Making Key Thoughts The Subject -In Dependent Clauses Emphasize specific parts of sentences by: -Devoting more words to them -Putting them at the beginning or at the end of the sentence -Making them the subject of the sentence -In every message of any length, some ideas are more important than others. You can emphasize these key ideas through your sentence style. One obvious technique is to give important points the most space. When you want to call attention to a thought, use extra words to describe it. -You can increase the emphasis even more by adding a separate, short sentence to augment the first. -You can also call attention to a thought by making it the subject of the sentence. -Another way to emphasize an idea (in this instance, the idea of stimulating demand) is to place it either at the beginning or at the end of a sentence: Less emphatic: We are cutting the price to stimulate demand. More emphatic: To stimulate demand, we are cutting the price. -In complex sentences the placement of the dependent clause hinges on the relationship between the ideas expressed. If you want to emphasize the subordinate idea, put the dependent clause at the end of the sentence (the most emphatic position) or at the beginning (the second most emphatic position). If you want to downplay the idea, put the dependent clause within the sentence: -Most emphatic: The electronic parts are manufactured in Mexico, which has lower wage rates than the US. -Emphatic: Because wage rates are lower in Mexico than in the US, the electronic parts are manufactured there. -Least emphatic: Mexico, which has lower wage rates than the US, was selected as the production site for the electronic parts.

Table 2.5 Five Elements of Active Listening

You may not be able to control some factors, such as conference room acoustics or poor phone reception. You can control other factors, however, such as not interrupting speakers and not creating distractions that make it difficult for others to pay attention. And don't think you're not interrupting just because you're not talking. Such actions as texting or checking your watch can interrupt a speaker and lead to communication breakdowns. Selective listening is one of the most common barriers to effective listening. If your mind wanders, you may stay tuned out until you hear a word or phrase that gets your attention again. But by that time, you're unable to recall what the speaker actually said; instead, you remember what you think the speaker probably said. Overcoming interpretation barriers can be difficult because you may not even be aware of them. As Chapter 1 notes, selective perception leads listeners to mold messages to fit their own conceptual frameworks. Listeners sometimes make up their minds before fully hearing the speaker's message, or they engage in defensive listening—protecting their egos by tuning out anything that doesn't confirm their beliefs or their view of themselves.

Communication is Important to Your Company

•Aside from personal benefits, communication should be important to you because it is important to your company in three essential areas: -Operations: Every company needs fast, effective communication between managers and staff, within departments, between departments, and between the company and its external business partners. -Intelligence: Companies need to keep a constant "ear to the ground" to be alerted to new opportunities, risks, and impending problems, both internally and externally. -Relationships: Just as in personal and social relationships, business relationships depend on communication with all stakeholders. •A stronger sense of trust between individuals and organizations •Closer ties with important communities in the marketplace •Opportunities to influence conversations, perceptions, and trends •Increased productivity and faster problem solving •Better financial results and higher return for investors •Earlier warning of potential problems, from increasing business costs to critical safety issues •Stronger decision making based on timely, reliable information •Clearer and more persuasive marketing messages •Greater employee engagement with their work, leading to higher employee satisfaction and lower employee turnover

Making Your Meetings More Productive

•L O 2.3 List the key steps needed to ensure productive meetings. Well-run meetings can help companies solve problems, develop ideas, and identify opportunities. Meetings can also be a great way to promote team building through the experience of social interaction. You can help ensure productive meetings by preparing carefully, conducting meetings efficiently, and using meeting technologies wisely.

Online Etiquette

•Avoid Personal Attacks-The anonymous and instantaneous nature of online communication can cause even level-headed people to strike out in blog postings, social networks, and other media. •Stay Focused on the Original Topic-If you want to change the subject of an email exchange, a forum discussion, or a blog comment thread, start a new message. •Follow Correct Grammar and Spelling-Sending careless, acronym-filled messages that look like you're texting your high school buddies makes you look like an amateur. •Use Virus Protection and Keep it Current-Sending or posting a file that contains a computer virus puts others at risk. •Watch your language and keep emotions under control-A single indiscretion could haunt you forever. •Avoid multitasking while using IM and other tools-You might think you're saving time by doing a dozen things at once, but you're probably making the other person wait while you bounce back and forth between IM and your other tasks. •Don't waste other's time with sloppy or incomplete messages-Doing so is disrespectful. •Never assume privacy-Assume that anything you type will be stored forever, could be forwarded to other people, and might be read by your boss or the company's security staff. •Be careful of online commenting mechanism-For example, many blogs and websites now use your Facebook login to let you comment on articles. If your Facebook profile includes your job title and company name, those could show up along with your comment. •Respect boundaries of time and virtual space-For instance, don't start using an employee's personal Facebook page for business messages unless you've discussed it beforehand, and don't assume people are available to discuss work matters around the clock, even if you do find them online in the middle of the night. •Don't present opinions as facts, and support facts with evidence-This guideline applies to all communication, of course, but online venues in particular seem to tempt people into presenting their beliefs and opinions as unassailable truths. •Use difficult-to-break passwords on email, Twitter, and other accounts-If someone hacks your account, it can create spam headaches—or worse—for your contacts and followers. •Ask if this is a good time for an IM chat-Don't assume that just because a person is showing as "available" on your IM system that he or she wants to chat at this moment. •Don't use "Reply All" in email unless everyone can benefit from your reply-If one or more recipients of an email message don't need the information in your reply, remove their addresses before you send.

Improving Your Listening Skills

•L O 2.4 Explain why listening is such a complex communication process, and describe three steps to becoming a better listener. Your long-term career prospects are closely tied to your ability to listen effectively. In fact, some 80 percent of top executives say listening is the most important skill needed to get things done in the workplace. Companies whose employees and managers listen effectively are able to stay informed, up to date, and out of trouble. Conversely, poor listening skills can cost companies millions of dollars per year as a result of lost opportunities, legal mistakes, and other errors.

Adopting an Audience-Centered Approach

•Focus on the "You" Attitude -Emotional Intelligence-try to project yourself into their position by using common sense and imagination. This ability to relate to the needs of others is a key part of emotional intelligence, a combination of emotional and social skills that is widely considered to be a vital characteristic of successful managers and leaders. -Business Etiquette -What is important to your audience? -Biases -Education, Age, and Status -Style -Personal and Professional Concerns -When executives hire and promote you, they expect your behavior to protect the company's reputation. The more you understand such expectations, the better chance you have of avoiding career-damaging mistakes. -If you're addressing people you don't know and you're unable to find out more about them, try to project yourself into their position by using common sense and imagination. This ability to relate to the needs of others is a key part of emotional intelligence, a combo of emotional and social skills that is widely considered to be a vital characteristic of successful managers and leaders. The more you know about the people you're communicating with, the easier it is to concentrate on their needs—which, in turn, makes it easier for them to hear your message, understand it, and respond positively. A vital element of audience-centered communication is etiquette, the expected norms of behavior in any particular situation. In today's hectic, competitive world, etiquette might seem a quaint and outdated notion. However, the way you conduct yourself and interact with others can have a profound influence on your company's success and your career.

Recognizing Nonverbal Communication

•Facial Expression-Your face is the primary vehicle for expressing your emotions; it reveals both the type and the intensity of your feelings. Your eyes are especially effective for indicating attention and interest, influencing others, regulating interaction, and establishing dominance. •Gesture and Posture-The way you position and move your body expresses both specific and general messages, some voluntary and some involuntary. Many gestures—a wave of the hand, for example—have specific and intentional meanings. Other types of body movement are unintentional and express more general messages. Slouching, leaning forward, fidgeting, and walking briskly are all unconscious signals that can reveal whether you feel confident or nervous, friendly or hostile, assertive or passive, powerful or powerless. •Vocal Characteristics-Voice carries both intentional and unintentional messages. A speaker can intentionally control pitch, pace, and stress to convey a specific message. For instance, compare "What are you doing?" and "What are you doing?" Unintentional vocal characteristics can convey happiness, surprise, fear, and other emotions (for example, fear often increases the pitch and pace of your speaking voice). •Personal Appearance-People respond to others on the basis of their physical appearance, sometimes fairly and other times unfairly. Although an individual's body type and facial features impose some limitations on appearance, you can control grooming, clothing, accessories, piercings, tattoos, and hairstyle. To make a good impression, adopt the style of the people you want to impress. Many employers also have guidelines concerning attire, body art, and other issues, so make sure you understand and follow them. •Touch-Touch is an important way to convey warmth, comfort, and reassurance—as well as control. Touch is so powerful, in fact, that it is governed by cultural customs that establish who can touch whom and how in various circumstances. Even within each culture's norms, however, individual attitudes toward touch vary widely. A manager might be comfortable using hugs to express support or congratulations, but his or her subordinates could interpret those hugs as a show of dominance or sexual interest. Touch is a complex subject. The best advice: When in doubt, don't touch. •Time and Space-Like touch, time and space can be used to assert authority, imply intimacy, and send other nonverbal messages. For instance, some people try to demonstrate their own importance or disregard for others by making other people wait; others show respect by being on time. Similarly, taking care not to invade private space, such as standing too close when talking, is a way to show respect for others. Keep in mind that expectations regarding both time and space vary by culture.

Gender differences

•General Perceptions of Gender Roles •Gender Representation in Management Roles •Different Communication Styles •Outdated Concepts of Gender and Sexual Orientation -1: The perception of gender roles in business varies from culture to culture, and gender bias can range from overt discrimination to subtle and even unconscious beliefs. -2: the share of management roles held by men increases steadily the further one looks up the corporate ladder. This imbalance can significantly affect communication in such areas as mentoring, which is a vital development opportunity for lower and middle managers who want to move into senior positions. In one survey, for example, some men in executive positions expressed reluctance to mentor women, partly because they find it easier to bond with other men and partly out of concerns over developing relationships that might seem inappropriate. -3: evidence suggests that men and women tend to have somewhat different communication styles. Broadly speaking, men emphasize content and outcomes in their communication efforts, whereas women place a higher premium on relationship maintenance. men are more likely than women to try to negotiate a pay raise. Moreover, according to research by Linda Babcock of Carnegie Mellon University, both men and women tend to accept this disparity, viewing assertiveness as a positive quality in men but a negative one in women. -4: outdated concepts of gender and sexual orientation continue to be a source of confusion, controversy, and discrimination. Many people do not fit or wish to be fit into a simplistic heterosexual, male/female categorization scheme, but discriminatory company policies and the behaviors and attitudes of supervisors and coworkers can deprive these individuals of a fair and satisfying work experience. In response, many companies have taken steps to ensure equal opportunities and fair treatment for lesbian, gay, bisexual, and transgender (LGBT) job applicants and employees. Companies can also take steps to make sure their nondiscrimination policies protect employees' right to gender expression based on personal gender identity. -Communication plays a critical role in all these efforts, from listening to the needs of diverse employee groups to providing clear policies and educating employees on important issues.

The Opportunities in a Global Marketplace

•International communication skills provide -Increased profits -Increased revenue -Increased market share -More valued employees Among the US's top 10 global trading partners, only Canada & Great Britain have English as an official language; Canada also has French as an official language. Thanks to communication and transportation technologies, natural boundaries and national borders are no longer the impassable barriers they once were. Local markets are opening to worldwide competition as businesses of all sizes look for new growth opportunities outside their own countries. Thousands of U.S. businesses depend on exports for significant portions of their revenues. Every year, these companies export hundreds of billions of dollars' worth of materials and merchandise, along with billions more in personal and professional services. If you work in one of these companies, you may well be called on to visit or at least communicate with a wide variety of people who speak languages other than English and who live in cultures quite different from what you're used to. Not surprisingly, effective communication is important to cross-cultural and global business. In a recent survey, nearly 90% of executives said their companies' profits, revenue, and market share would all improve with better international communication skills. In addition, half of these executives said communication or collaboration breakdowns had affected major international business efforts in their companies.

The Art Of Professionalism

•Just as in athletics and other team efforts, being a team player in business is something of a balancing act. You need to pay enough attention to your own efforts and skills to make sure you're pulling your own weight. You need to pay attention to the overall team effort to make sure the team succeeds. Remember that if the team fails, you fail, too. •Great team players know how to make those around them more effective, whether it's by lending a hand during crunch time, sharing resources, removing obstacles, making introductions, or offering expertise. The ability to help others improve their performance is one of the key attributes executives look for when they want to promote people into management. •Showing loyalty to your organization and protecting your employer's reputation—one of the most important assets any company has. Pros don't trash their employers in front of customers or in their personal blogs. When they have a problem, they solve it; they don't share it.

Understanding Why Communication Matters

•L O 1.1 Explain the importance of effective communication to your career and to the companies where you will work. -The internet of things: These "things" range from simple sensors that measure temp, location, and other parameters all the way up to robots and other complex systems. People and animals with Internet-capable sensors (such as implanted chips) or devices also qualify as things in this model. By relying on networked IoT devices for such communication functions as observing, measuring, and reporting, these enhanced systems can supplement or replace communication flows that were previously carried out by human participants. IoT is poised to reshape many business processes on a scale that some experts compare to the Industrial Revolution of the 19th century. It also seems likely to influence business communication as it takes over some routine tasks and brings the power of smart networking and computing to others. Basic communication skills will remain as essential as ever, but don't be surprised if some of the conversations you have in the future aren't with your fellow humans. -Communication is the process of transferring info and meaning between senders and receivers.

Communicating as a Professional

•L O 1.2 Explain what it means to communicate as a professional in a business context. •Professionalism can be broken down into six distinct traits: striving to excel, being dependable and accountable, being a team player, demonstrating a sense of etiquette, making ethical decisions, and maintaining a positive outlook. -Professionalism is the quality of performing at a high level and conducting oneself with purpose and pride. It means doing more than putting in the hours and collecting a paycheck: True professionals go beyond minimum expectations and commit to making meaningful contributions.

Exploring the Communication Process

•L O 1.3 Contrast the conventional communication process model with the social communication model. -Even with the best intentions, communication efforts can fail. Messages can get lost or simply ignored. The receiver of a message can interpret it in ways the sender never imagined. This section explores the communication process in two stages: first by following a message from one sender to one receiver in the basic communication model and then by expanding on that approach with multiple messages and participants in the social communication model.

Using Technology to Improve Communication

•L O 1.4 Identify five major benefits of business communication technology and three major innovations that are reshaping the practice of communication. -Companies recognize the value of integrating mobile technology, from communication platforms to banking to retail. Mobile apps and communication systems can boost employee productivity, help companies form closer relationships with customers and business partners, and spur innovation in products and services (see Figure 1.8). Given the advantages and the rising expectations of employees and customers, firms on the leading edge of the mobile revolution are working to integrate mobile technology throughout their organizations.

Committing to Ethical and Legal Communication

•L O 1.5 Define ethics, explain the difference between an ethical dilemma and an ethical lapse, and list five guidelines for making ethical communication choices. •Ethics are subjected to particularly rigorous scrutiny from regulators, legislators, investors, consumer groups, environmental groups, labor organizations, and anyone else affected by business activities. •Transparency- In addition to the info itself, audiences deserve to know when they are being marketed to and who is behind the messages they read or hear. •stealth marketing-companies recruit people to promote products to friends and other contacts in exchange for free samples or other rewards, without requiring them to disclose the true nature of the communication. Example-can range from paying consumers to give product samples as "gifts" to paying popular Vine contributors to work products and brand names into the segments they post on the popular video-sharing service. Critics-stealth marketing, including the U.S. Federal Trade Commission (FTC), assert that such techniques are deceptive because they don't give targets the opportunity to raise their instinctive defenses against the persuasive powers of marketing messages. Thoughts on it-As the LaSalle University communication professor Michael Smith puts it, "The public backlash can be long, deep, and damaging to a company's reputation." Example of an ethical dilemma-For instance, employees naturally want higher wages and more benefits, but investors who have risked their money in the company want management to keep costs low so that profits are strong enough to drive up the stock price. Both sides have a valid ethical position. Ethics are the accepted principles of conduct that govern behavior within a society. Ethical behavior is a companywide concern, but because communication efforts are the public face of a company, they are subjected to particularly rigorous scrutiny from regulators, legislators, investors, consumer groups, environmental groups, labor organizations, and anyone else affected by business activities.

Developing Your Business Etiquette

•L O 2.6 Explain the importance of business etiquette, and identify five key areas in which good etiquette is essential. •Etiquette expert Cindy Post Senning points out, "The principles of respect, consideration, and honesty are universal and timeless." •The financial industries tend to be more formal than high-tech firms, for instance, and sales and executive positions usually involve more formal expectations than positions in engineering or manufacturing. Etiquette is an essential element of every aspect of business communication. You can get by in almost every situation by remembering to be aware of your effect on others, treating everyone with respect, and keeping in mind that the impressions you leave behind can have a lasting effect on you and your company.

Understanding the Opportunities and Challenges of Communication in a Diverse World

•L O 3.1 Discuss the opportunities and challenges of intercultural communication. Although the concept is often framed in terms of ethnic background, a broader and more useful definition of diversity includes "all the characteristics and experiences that define each of us as individuals." As one example, the pharmaceutical company Merck identifies 19 separate dimensions of diversity, including race, age, military experience, parenting status, marital status, and thinking style. These characteristics and experiences can have a profound effect on the way businesspeople communicate. Intercultural communication is the process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal and nonverbal signs differently. Every attempt to send and receive messages is influenced by culture, so to communicate successfully, you need a basic understanding of the cultural differences you may encounter and how you should handle them. Your efforts to recognize and bridge cultural differences will open up business opportunities throughout the world and maximize the contributions of all the employees in a diverse workforce.

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•Maintaining a Confident, Positive Outlook -Successful people in any field, and chances are you'll notice how optimistic they are. -They believe in what they're doing, and they believe in themselves and their ability to solve problems and overcome obstacles. -Being positive doesn't mean displaying mindless optimism or spewing happy talk all the time. -It means acknowledging that things may be difficult but then buckling down and getting the job done anyway. -It means no whining and no slacking off, even when the going gets tough. -When you're a pro, you find a way to power through. -Your energy, positive or negative, is contagious. Both in person and online, you'll spend as much time with your colleagues as you spend with family and friends. -Personal demeanor is therefore a vital element of workplace harmony. No one expects (or wants) you to be artificially upbeat and bubbly every second of the day.

Becoming a Better Listener

•Minimize the Barriers to Effective Listening-External barriers to listening are any factors that impede physical hearing or concentration. External barriers are anything in the environment or communication channel that makes it difficult to hear the other party or focus on what is being said. Internal barriers are listener behaviors, thoughts, and emotions that hinder one's ability to understand, interpret, or accept what someone else is saying. •Adapt Your Listening Style to the Situation-You can use three distinct styles: content listening, critical listening, and empathic listening (see Table 2.4). Note that all three of these are forms of active listening. •Listen actively-Active listening is making a conscious effort to engage with other people and to turn off your internal filters and biases in order to truly hear and understand what they are saying. Put yourself in an open and positive state of mind. Keep yourself engaged. Respect silence, pay attention to nonverbal signals, take thoughtful notes.

Putting Meeting Results to Productive Use

•Minutes -Summary of important information presented and decisions made -Include responsibilities as assigned Aspects of the minutes: One person is usually assigned to keep notes as the meeting progresses and then shares them afterward. Specific format isn't important. What's important-Responsibilities assigned during the meeting. Typical Elements- A list of those present & invited but absent. Time meeting started & ended. All major decisions reached. All tasks assigned to meeting participants. All subjects that were deferred to a later meeting. Objective summary of important discussions. Names of those who contributed major points. Any handouts, slides, or supporting documents can be attached to the minutes when they are distributed.

Effective use of technology part 2

•Mobile communication, particularly text messaging, has put pressure on traditional standards of grammar, punctuation, & writing in general. •Mobile devices can serve as sensory & cognitive extensions. Example, they can help people experience more of their environment (such as augmented reality apps that superimpose info on a live camera view) & have instant access to info without relying on faulty & limited human memory. The addition of location-aware content, such as facility maps & property info, enhances the mobile experience. •Mobile devices create a host of security & privacy concerns for end users & corporate tech managers alike. Companies are wrestling with the "B(Bring) Y(Your) O(Own) D(Device)" phenomenon, in which employees want to be able to access company networks & files with their personal smartphones & tablets, both in the office & away from it. These devices don't always have the rigorous security controls that corporate networks need, however, & users don't always use the devices in secure ways. •Mobile tools can enhance productivity & collaboration by making it easier for employees to stay connected & giving them access to info & work tasks during forced gaps in the workday or while traveling. •Mobile apps can assist in a wide variety of business tasks, from research to presentations. Companies aren't restricted to commercially available apps, either. With digital publishing tools, companies can create custom apps with content & capabilities geared specifically toward their customers or employees. •Mobile connectivity can accelerate decision making & problem solving by putting the right info in the hands of the right people at the right time. For example, if the people in a decision-making meeting need more info, they can do the necessary research on the spot. Mobile communication also makes it easier to quickly tap into pockets of expertise within a company. Customer service can be improved by making sure technicians and other workers always have the info they need right at hand. Companies can also respond and communicate faster during crises. •With interactivity designed to take advantage of the capabilities of mobile devices (including cameras, accelerometers, compasses, and GPS), companies can create more engaging experiences for customers and other users. •Collaboration and problem solving are two key areas where mobile connectivity can boost productivity by enabling real-time interaction and access to vital information. The mobile revolution complicates business communication in some ways, but it can enhance communication in many other ways if done thoughtfully.

How audiences decode messages

•Perception •Selective Perception •Cultural Beliefs •Personal Beliefs •Individual Thinking Styles Decoding is a complex process; receivers often extract different meanings from messages than senders attempt to encode in them. Selective perception occurs when people ignore or distort incoming information to fit their preconceived notions of reality. Business strategy might distort or ignore evidence that suggests the strategy is failing. Differences in language and usage also influence received meaning. If you ask an employee to send you a report on sales figures "as soon as possible," does that mean within 10 seconds, 10 minutes, or 10 days? By clarifying expectations and resolving potential ambiguities in your messages, you can minimize such uncertainties. In general, the more experiences you share with another person, the more likely you are to share perception and thus share meaning (see Figure 1.6). Individual thinking styles are another important factor in message decoding. For example, someone who places a high value on objective analysis and clear logic might interpret a message differently than someone who values emotion or intuition (reaching conclusions without using rational processes).

Characteristics of effective teams

•Shared sense of purpose & compatible values •Clear and challenging goal •Belief in the value of efforts •Well-balanced mix of people and skills-along with the insights needed to achieve the goal. •Appropriate size-aligns well with the team's responsibilities. •Psychological safety-encouraging people to share information, propose unproven ideas, and express vulnerability without fear of repercussion. •Willingness to put team needs first-ahead of one's own. •Open and honest communication •Effective teams have a clear sense of purpose, open and honest communication, consensus-based decision making, creativity, and effective conflict resolution. The most effective teams have a clear objective and shared sense of purpose, have a strong sense of trust in each other, communicate openly and honestly, reach decisions by consensus, think creatively, know how to resolve conflict, and believe that their work matters. •Dysfunctional Teams- reasons for dysfunctional team efforts include management expectations that are either unclear or not accepted by all team members, a reluctance by team members to prioritize team goals over their personal goals, reward systems that don't recognize team contributions, and leadership that tolerates negative and counterproductive behaviors. Notice how all these traits rely on communication, both in the info that's shared and in the way people interact with one another.

Communication is Important to Your Career

•Your career will give you the opportunity to communicate, collab and share ideas with many people, both inside and outside your organization •You may be an employee, executive, consultant or freelancer to a company. •You may become an entrepreneur-you will need to communicate with a wide range of audiences—from investors, bankers, and government regulators to employees, customers, and business partners. •In all these roles, communication skills may be the single most important skill you possess -Employers sometimes express frustration at the poor communication skills of many employees—particularly recent college graduates who haven't yet learned how to adapt their communication styles to a professional business environment. If you learn to write well, speak well, listen well, and recognize the appropriate way to communicate in any situation, you'll gain a major advantage that'll serve you throughout your career.

Kaiser Permanente

•What makes delivering quality health care is difficult enough? •complexities of technology •govt regulations •evolving scientific & medical understanding • the variability of human performance •communication efforts are challenging enough in an environment where everyone speaks the same language & feels at home in a single cultural context. •What makes it even more daunting? •Challenges of communication among medical staff & between patients & their caregivers, often taking place under stressful circumstances. •infinitely more complex in the US, whose residents identify with dozens of different cultures & speak several hundred languages. •Oakland-based health-care system Kaiser Permanente: •embracing the challenges & opportunities of diversity since its founding in 1945. •made a strong statement with its very first hospital, refusing to follow the then-common practice of segregating patients by race. •Now, as the largest not-for-profit health system in the US, their client base includes more than 10 million members from over 100 distinct cultures. •core of their approach is culturally competent care, which it defines as "health care that acknowledges cultural diversity in the clinical setting, respects members' beliefs & practices, & ensures that cultural needs are considered & respected at every point of contact." These are woven into their organizational culture, structure, & business practices. •Their standard of care requires: •a mix of skills & knowledge. Ranging from an awareness of medical issues of concern to specific cultures to language fluency (& translation skills in more than 100 languages) to the awareness needed to handle cultural traditions & values in a sensitive manner. •Their Centers of Excellence in Culturally Competent Care (located around the country): •good example of the extent the company takes to serve its diverse clientele. •Each center focuses on one or more cultures prominent in a given locale, with a particular emphasis on improving care outcomes for population segments that have historically been underserved. •They believe: •serving a diverse client base requires an equally diverse staff. •Chairman & CEO Bernard J. Tyson explains: • "The rich diversity of our organization reflects the diversity of the people we serve each & every day." •Nearly half the executive team are women, •people of color make up nearly 60% of the company's workforce. •target market segments also happen to be among the country's fastest-growing demographic groups, & their ability to connect with these audiences gives it an important competitive advantage.

Nonverbal Communication

-Don't assume that the gestures you grew up with will translate to another culture; doing so could lead to embarrassing mistakes. When you have the opportunity to interact with people in another culture, the best advice is to study the culture in advance and then observe the way people behave in the following areas: -Greetings: Do people shake hands, bow, or kiss lightly (on one side of the face or both)? Do people shake hands only when first introduced or every time they say hello or goodbye? -Personal space: When people are conversing, do they stand closer together or farther apart than you are accustomed to? -Touching: Do people touch each other on the arm to emphasize a point or slap each other on the back to show congratulations? Or do they refrain from touching altogether? -Facial expressions: Do people shake their heads to indicate "no" and nod them to indicate "yes"? Though this is done in the US, it isn't universal. -Eye contact: Do people make frequent eye contact or avoid it? Frequent eye contact is often taken as a sign of honesty and openness in the U.S, but in other cultures it can be a sign of aggressiveness or disrespect. -Posture:Do people slouch and relax in the office and in public, or do they sit up and stand up straight? -Formality:In general, does the culture seem more or less formal than yours?

Uncovering Audience Needs

-Listen for Apparent Needs -Uncover Hidden Needs In many situations your audience's information needs will be obvious, or readers will be able to tell you what they need. In other situations, though, people may be unable to articulate exactly what they want. You may not even have a chance to ask them either. If someone makes a vague or broad request, ask questions to narrow the focus. Example: -Your boss says, "Find out everything you can about Interscope Records," narrow the investigation by asking which aspect of the organization & its business is most important. -Asking 1 or 2 questions often forces the person to think through the request and define more precisely what's required. In addition, try to think of relevant information needs that your audience may not have expressed. Suppose you've been asked to compare two health insurance plans for your firm's employees, but your research has uncovered a third alternative that might be even better. You could then expand your report to include a brief explanation of why the third plan should be considered and compare it with the two original plans. Use judgment, however; in some situations you need to provide only what the audience expects and nothing more.

Step 2:Writing Business Messages

Adapt to Your Audience: -Sensitivity -Relationship skills -Appropriate writing style Compose Your Message: -Choosing strong words -Creating effective sentences -Developing coherent paragraphs -After you've planned your message, adapt to your audience by using sensitivity, relationship skills, and an appropriate writing style. Then you're ready to compose your message by choosing strong words, creating effective sentences, and developing coherent paragraphs. Writing business messages is discussed in Chapter 5.

Respecting Preferences for Communication Style Figure 3.4c

An inside address is typically not used in Chinese correspondence. The salutation uses a colon rather than a comma. The revised opening gives the reader some helpful context and the assurance that this is a meaningful business opportunity. The phrase we are very willing to collaborate with you" shows respect for the reader and suggests the interest in forming a partner-ship. This paragraph has been shortened to eliminate the redundant request for information. This revised paragraph still conveys the seriousness of the writer's concerns without offending the reader. "Minimizing" is easier for a non•native speaker to understand than "mitigating." "Thank you" is a simple and adequately formal closing.

Choosing the Best Way to Develop Each Paragraph

Five ways to develop paragraphs: -Illustration -Comparison or contrast -Cause and effect -Classification -Problem and solution -You have a variety of options for developing paragraphs, each of which can convey a specific type of idea. Five of the most common approaches are illustration, comparison or contrast, cause and effect, classification, and problem and solution. -In some instances combining approaches in a single paragraph is an effective strategy. Notice how the example provided for "Problem and solution" in Table 5.6 also includes an element of illustration by listing some of the unique products that could be part of the proposed solution. When combining approaches, however, do so carefully so that you don't lose readers partway through the paragraph. -In addition, before settling for the first approach that comes to mind, consider alternatives. Think through various methods before committing yourself, or even write several test paragraphs to see which method works best. By avoiding the easy habit of repeating the same old paragraph pattern time after time, you can keep your writing fresh and interesting.

Figure 5.4

Instilling confidence that Slack can keep customer data safe is the specific purpose (see page 100) of this message. To help build this perception, the post uses variations on the word "confidence three times in the first two paragraphs. "Happy days" is a casual alternative to "Fortunately or similar wording. Note that this is at the casual extreme of conversational business style, and some companies would consider it too casual for a message such as this. This paragraph is devoted to the new executive's qualifications, which lend support to the "getting better" message conveyed in the headline and help bolster the confidence message that is the underlying purpose of the entire post. "Transformational" suggests a fundamental shift in the way the company approaches security, so it's stronger than something like we made numerous changes to improve security." Even though this is an announcement about company matters (the executive hire), the message starts with a strong "you" orientation. The opening uses "you" and "your" and addresses an important reader concern (data security). Uses third-party endorsements to help build the credibility of the message. The last two sentences in this paragraph have a whimsical tone but they convey an important message, which is that this person eats, sleeps, and breathes data security which in turn supports the specific purpose of the blog post. The article continues with a list of security-related accomplishments the company made in the previous year, which supports the claim of "busy and transformational."

Transitions

Transitional elements include -Connecting words (conjunctions) -Repeated words or phrases -Pronouns -Words that are frequently paired Some transitions serve as mood changers, alerting the reader to a change in mood from the previous material. Some announce a total contrast with what's come before, some announce a causal relationship, and some signal a change in time. Here is a list of transitions frequently used to move readers smoothly between clauses, sentences, and paragraphs: -Additional detail: moreover, furthermore, in addition, besides, first, second, third, finally -Cause-and-effect relationship: therefore, because, accordingly, thus, consequently, hence, as a result, so -Comparison: similarly, here again, likewise, in comparison, still -Contrast: yet, conversely, whereas, nevertheless, on the other hand, however, but, nonetheless -Condition: although, if -Illustration: for example, in particular, in this case, for instance -Time sequence: formerly, before, after, when, meanwhile, sometimes -Intensification: indeed, in fact, in any event -Summary: in brief, in short, to sum up -Repetition: that is, in other words, as mentioned previously Using Transitions: -Consider using a transition whenever it could help the reader better understand your ideas and follow you from point to point. -You can use transitions inside paragraphs to tie related points together and between paragraphs to ease the shift from one distinct thought to another. -In longer reports, a transition that links major sections or chapters may be a complete paragraph that serves as a mini intro to the next section or as a summary of the ideas presented in the section just ending. -Use connecting words -Echo a word or phrase from a previous paragraph or sentence -Use a pronoun that refers to a noun previously used -Use words that are frequently paired

Types of teams

A team is a unit of two or more people who share a mission and the responsibility for working to achieve a common goal. Team members have a shared mission and are collectively responsible for their work.

Ethical Communication

Ethics are the accepted principles of right and wrong that govern behavior and decision making within a society. •Includes all relevant information •Is true in every sense •Is not deceptive in any way Transparency gives audience members access to all the information they need to process messages accurately. The widespread adoption of social media has increased the attention given to the issue of transparency, which in this context refers to a sense of openness, of giving all participants in a conversation access to the information they need to accurately process the messages they are receiving. In addition to the information itself, audiences deserve to know when they are being marketed to and who is behind the messages they read or hear. For example, with stealth marketing, companies recruit people to promote products to friends and other contacts in exchange for free samples or other rewards, without requiring them to disclose the true nature of the communication. This can range from paying consumers to give product samples as "gifts" to paying popular Vine contributors to work products and brand names into the segments they post on the popular video sharing service. Critics of stealth marketing, including the U.S. Federal Trade Commission (FTC), assert that such techniques are deceptive because they don't give targets the opportunity to raise their instinctive defenses against the persuasive powers of marketing messages.

The Conventional Communication Model 1

Figure 1.5 The Conventional Communication Process -Figure Caption: This eight-step model is a simplified view of how communication works in real life; understanding this basic model is vital to improving your communication skills. -Considering the complexity of this process—and the barriers and distractions that often stand between sender and receiver—it should come as no surprise that communication efforts often fail to achieve the sender's objective. Fortunately, the better you understand the process, the more successful you'll be. -Long description: The eight steps depicted in the illustration are as follows: 1.Sender has an idea 2.Sender encodes that idea in a message 3.Sender produces that message in a medium 4.Sender transmits the message through a channel 5.Receiver receives the message 6.Receiver decodes the message 7.Receiver responds to the message 8.Receiver might also provide feedback to the sender.

Checklist of Improving Meeting Productivity

Prepare carefully. •Make sure the meeting is necessary •Decide on your purpose •Select participants carefully •Choose the venue and the time •Establish and distribute a clear agenda Lead effectively and participate fully. •Keep the meeting on track •Follow agreed-on rules •Encourage participation •Participate actively •Close effectively Put the results to effective use. •Distribute meeting minutes to participants and other interested parties •Make sure task assignments are clearly communicated.

Disadvantages of teams

Teams need to be aware of and work to counter the following potential disadvantages: •Groupthink- Teams afflicted with groupthink can be so focused on protecting group harmony that they oversimplify problems, ignore info that threatens consensus, and fail to consider risks and negative consequences. Like other social structures, business teams can generate tremendous pressure to conform. Occurs when peer pressure causes individual team members to withhold contrary opinions and to go along with decisions they don't really believe in. The consequences of groupthink can range from bland, unimaginative work to outright disasters. •Hidden Agendas-such as a desire to take control of the group, to undermine someone else on the team, or to pursue a business goal that runs counter to the team's mission, or to pursue an incompatible goal. •Cost- Aligning schedules, arranging meetings, and coordinating individual parts of a project can eat up a lot of time and money. Overload- Some companies have embraced collaborative work approaches to such an extent that they're overloading employees with team assignments. Moreover, as a company's best contributors gain a reputation for helping others and getting things done, they often find themselves assigned or invited to even more team efforts. As a result, team activities can take up so much of a person's day that individual responsibilities get pushed to nights and weekends, leading to exhaustion and lower productivity.