integrative analysis of Greyston Bakery
BBH0506
documents.zipdocuments/Human relation/Zaremba ch 2 Taylor Fayol Hawthorne McGregor Maslow.ppt
Chapter 2
Management Theory and Organizational Communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Chapter Preview
- Explain what is meant by a theory
- Discuss the practical relevance of examining theories
- Describe the four stages of the Hawthorne Studies
- Identify the principles of various organizational and management theories
- Explain the relevancy of human communication and psychological theories toward the evolution of organizational communication studies
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Demystifying Theories
- Theories provide us with a practical understanding about the nature of reality
- Theories explain why events happen a certain way
- Theories help us make predictions about the future
- Theories help guide us toward the future by giving us some level of control over it
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Symbiotic Theory
- Symbiosis suggests an intimate association between dissimilar organisms
- Organizational theories may appear to be unrelated to one another, but when viewed as a whole they can help us understand better how to research and understand organizational behavior
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Classical Theory of Management
- Looks at organizations as machines
- Figured that the best way to design an organization is to structure it in the most efficient manner
- Employees are considered “parts” of the machine
- Classical managers were concerned about the best process for production activities and how to best explain these tasks and the policies that govern work
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Frederick Taylor and Scientific Management
- Taylor wrote a famous book: The Principles of Scientific Management
- Argued that poor management results in wasted human effort
- Argued that any job could be completed scientifically and that through scientific management practices, human effort could be maximized
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Scientific Management:
Soldiering and Systematic Soldiering
- Workers are inherently lazy and will underperform without precise direction
- There are no additional monetary incentives for increasing productivity rather than hourly wage
- Q1: Why should someone work harder when they receive the same pay as slower workers?
- Hourly work discourages performance because employees fear “rate-busting” and are discouraged by peers
- Brought about “time and motion” studies as a means of discovering the “one best way” of doing things
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Scientific Management and Communication
- Employees need to be aware of their tasks
- Management needs to know the best way to do those tasks
- Management alone should articulate the best way to do a task and the rules that govern work
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Henri Fayol’s
Principles of Management
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Fayol wrote General and Industrial Management
- Believed that management had responsibilities other than managing and overseeing work practices
- Came up with a list of fourteen principles and five elements of management
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14 Principles of Management
Division of work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Subordination of individual interest to general interest
Remuneration of personnel
Centralization
Scalar chain
Order
Equity
Stability of tenure and personnel
Initiative
Esprit de corps
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Fayol’s Five Elements
of Management
Planning
Organizing
Command
Coordination
Control
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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The Scalar Chain and the Gangplank
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- The scalar chain refers to the hierarchical chain of command
- Fayol believed that the chain of command should be followed in most cases, but that the chain can sometimes be slow
- Argued that a gangplank could be used to link departments to remedy this problem (see Figure 2.1)
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The Scalar Chain and the Gangplank
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Fayol and Interdepartmental Communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Communication between departments is necessary as illustrated by the “gangplank”
- Organizational departments resist interdepartmental communication
- Each one is concerned about its own welfare and takes cover from responsibility
- Weekly meetings with department heads would remedy this problem by forcing departments to work together, especially in the presence of a “higher authority”
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Early Assumptions About Organizational Behavior
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Fayol argued that oral communication is more effective overall than written communication because it is quicker and allows for clarification more easily
- Fayol argued that “command” involved nonverbal elements of communication
- When managers act responsibly, they set examples about proper behavior; unfortunately, this works with improper behavior as well
- Taylor suggested that there are many “plums” that can be offered to increase motivation besides monetary improvements
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The Four Segments of the Hawthorne Studies
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Researchers varied lighting intensity in the first study
- The second segment, called the relay assembly studies, varied working conditions
- The third segment involved interviewing 21,000 workers about work conditions
- The final segment was called the bank wiring phase, which tested the employees’ ability to self-manage tasks.
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Conclusions from the Hawthorne Studies
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
The first two segments suggest that employees change behavior when observed, a notion now known as the Hawthorne Effect
Employees are capable of making their own decisions and desire making and regulating their own rules
Ultimately, there may be some value in allowing upward communication in the workplace
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Human Relations Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Created in the 1930s as a direct response to the Hawthorne Studies
Human relations theorists assumed that under the right conditions, work could be enjoyable
They argued that workers are motivated by needs other than money
There is ample evidence to support these notions, even today
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Criticisms of Human Relations Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Too much emphasis on the employee
Managers misunderstood and misused the theory
They manipulated employees by offering bogus praise
Misuses ultimately diluted the theory’s impact by offering superficial praise, causing it to be counterproductive
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Human Resources Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Resulted from a critical assessment of human relations theory by Raymond Miles
Miles argued that although many people touted human relations approaches, they were rarely meaningfully implemented
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Assumptions of Human Resources Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Employees are as capable as management in making meaningful contributions in the workplace
Managers have the responsibility to cultivate a climate that will facilitate employee contributions instead of just acknowledging the contributions as a way to gain cooperation
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Douglas McGregor
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Assumed managers look at employees in one of two ways similar to the classical theory approach and the human relations/human resource approaches of management
Labeled these perspectives Theory X and Theory Y
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Theory X Assumptions
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
People dislike work and will avoid it when possible
Workers are not ambitious and prefer direction
Workers do not seek responsibility and are not concerned with overall organizational needs
Workers must be directed and threatened with punishment to achieve organizational productivity
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Theory Y Assumptions
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Under the right conditions, work can be as natural as play
Workers are ambitious and prefer self-direction
Workers seek responsibility and feel rewarded through their achievements
Workers are self-motivated and require little direct supervision
Workers are creative and capable of organizational creativity
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Maslow’s Hierarchy of Needs
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Self-Actualization
Esteem Needs Recognition and Status
Social Needs
Sense of Belonging - Love
Safety Needs
Security - Protection
Physiological Needs
Hunger - Thirst
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Herzberg’s Motivation-Hygiene Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Two factors increase motivation
Hygiene factors include those necessary for health
Good pay and benefits, understandable organizational policies, and effective technical supervision
Motivation factors include those inherent to internal work satisfaction
Responsibility, challenging work, opportunity to advance, and recognition for distinctive performance
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Contingency Theorists
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
People are individuals and as such are motivated by different things
What is valued by one employee might not be valued similarly by another employee
Formal and informal relationships, personality styles, and varying needs of employees all contribute to a need for different motivational methods, thus defining contingency theory
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Problems with Theory Y
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Assumes that all people are the same and would enjoy work under the right circumstances
There are some who would ultimately enjoy a life of leisure
Assumes that it is possible to always have workers working “under the right conditions”
Not all jobs can be made interesting to all people
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documents/Human relation/Zaremba ch 3Peters and Waterman Systems Critical Feminism.ppt
Chapter 3
Theoretical Foundations: Systems, Culture, and Power
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Chapter Preview
- Explain systems theory
- Define key terms in the language of systems theory
- Explain cultural theory
- Explain the differences between functionalists and interpretivists
- Discuss critical theory and its key terms
- Discuss how to apply these theories to analyze organizational communication cases
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Systems Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Systems theorists argue that an organization must be viewed as a composite of interdependent units that must work cooperatively with one another to survive
They should be viewed as open systems, which means that they must allow communication with both their internal and external environments to thrive
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Systems Theory Terms
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Open and closed systems
Systems must allow input or resources from outside sources to survive
Hierarchical ordering
All systems are composed of subsystems that work within suprasystems
Relevant environment
The part of the external environment that is most relevant to the system’s environment
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Systems Theory Terms
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Permeability: Input/output and throughput
All systems must allow their boundaries to be permeable, meaning that they must allow for information flow between one subsystem and another and from the relevant environment to the focal system
Information processed through a system is called throughput, and that which is exported beyond the system is called output
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Systems Theory Terms
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Entropy and negative entropy
Systems are similar to living organisms: To survive, they must have permeable boundaries at which to exchange information with their outside environments
Entropy or breakdowns occur when the boundaries are not permeable
Negative entropy is a desired end
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Systems Theory Terms
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Requisite variety
Diverse and multiple sets of inputs cannot be addressed by a simple approach to dealing with that complexity
There must be a variety of resources available for inputs to be managed
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Systems Theory Terms
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Homeostasis
A system must respond to its communicated input so that it achieves a balanced state
Equifinality
Suggests that there are multiple methods that can result in the same outcome
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Learning Organizations
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Learning organization
One that is “continually expanding its capacity to create its future” (Peter Senge, The Fifth Discipline)
In other words, this type of organization allows information to be shared within its relevant environments, which allows it to grow qualitatively
*
Systems Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Cultural Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
A perspective that assumes that organizations create their own identities that affect organizational life and success
Functionalists consider organizational culture to be a function of communication messages generated by management
Interpretivists disagree, suggesting that organizational culture emerges from the communication activity of all organizational members
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Deal and Kennedy
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
1982 book Corporate Culture: Rites and Rituals of Corporate Life
Argued that an organizational culture is a composite of its environment, espoused values, identified heroes, established rites, and customary rituals
Maintained that informal communication systems promote and maintain corporate values
Work was important in that it helped identify and define organizational culture, explained elements of culture, and acknowledged the importance of communication as a factor that creates and maintains culture
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Peters and Waterman
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Wrote In Search of Excellence: Lessons from America’s Best Run Companies
Identified cultural trademarks that are shared by successful companies
Argued that organizations would be wise to instill these trademarks to help ensure success
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Peters and Waterman
Eight Trademarks of Successful Companies
- A bias for action
- Close relations to the customer
- Autonomy and entrepreneurship
- Productivity through people
- Hands-on, value driven
- Stick to the knitting
- Simple form, lean staff
- Simultaneous loose/tight properties
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Critical Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Critical theorists are concerned with the abuse of power and work to eliminate oppressive practices
They consider organizations as “sites of domination” and that communication can be used as a tool for abuse.
*
Critical Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Potential communication related abuses include:
Privileging certain members over others
Controlling access to technology and stipulating the rules for its use
Determining the communicative processes that are employed for decision making
Prescribing the chain of command, thereby legislating who should talk to whom
Using language as a means to debilitate employees
*
Terms Used by Critical Theorists
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Ideology
Beliefs of employees about the normal and natural order of things, which might not be normal or natural
Manufactured consent
Accepting and perhaps even buying into subjugating ideologies
Hegemony
The domination of one group by another, leading the oppressed group to accept or even support the ideology of the group in power
Emancipation
The goal of critical theorists to liberate those who are oppressed
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Multiple Stakeholder Theory
of Deetz and Cheney
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Organizations should reconfigure including employees and stakeholders both as stakeholders
Creation of a democratic workplace encourages people to contribute to the organization’s activities and to collaborate toward organizational goals
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Problems with Critical Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
It assumes that the critical theorists’ ideology is the correct one
Critical theory intimates that organizations can be divided into three distinct groups—oppressors, oppressed, and enlightened—which is not an accurate depiction of humankind
The objective of emancipation is challenging and may, in the final analysis, create other hegemonic abuses
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Feminism and Critical Theory
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Organizations have certain perceptions of appropriate roles for women and men
Feminist critics argue that male voices are privileged over others
This makes it harder for women and other minority groups to function and advance at work
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Summary
- Communication Theories should be as symbiotic
- Applications of Critical, Cultural, Systems, Human Resources, and Classical can all be elucidating when examining communication problems in organizations
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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documents/communications issue/Time & Distance Business Etiquette Guffy Ch11.pptx
Chapter 11
Professionalism at Work: Business Etiquette, Ethics, Teamwork, and Meetings
Mary Ellen Guffey & Dana Loewy
Essentials of
Business
Communication 9e
© 2013 Cengage Learning ● All Rights Reserved
© 2013 Cengage Learning ● All Rights Reserved
1
Defining Professional Behavior
Professionalism – the behavior or qualities that characterize a professional person
Civility – courteous, polite, respectful conduct
Polish – a state of high development or refinement
Manners – acceptable rules of professional and social conduct
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 2
© 2013 Cengage Learning ● All Rights Reserved
2
Defining Professional Behavior
Etiquette – acceptable behavior in professional and social situations
Social intelligence – ability to interact well with others
Soft skills – personal qualities, habits, attitudes, communication skills, social graces
Ethics – integrity, honesty, desire to treat others with respect and dignity
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 3
© 2013 Cengage Learning ● All Rights Reserved
3
Being Professional on the Job
Courtesy and Respect
Be punctual.
Speak and write clearly.
Apologize for errors or misunderstandings.
Accept constructive criticism.
Provide fair and gentle feedback.
Practice active listening.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 4
© 2013 Cengage Learning ● All Rights Reserved
4
Being Professional on the Job
Appearance and Appeal
Demonstrate good hygiene and grooming.
Choose attractive business attire.
Dress and behave to project professionalism and make a good first impression.
Display proper business and dining etiquette.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 5
© 2013 Cengage Learning ● All Rights Reserved
5
Being Professional on the Job
Tolerance and Tact
Demonstrate self-control.
Stay away from public arguments and disagreements.
Eliminate biases and prejudices.
Keep personal opinions about others to yourself.
Avoid making snap judgments.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 6
© 2013 Cengage Learning ● All Rights Reserved
6
Being Professional on the Job
Honesty and Ethics
Never lie.
Avoid conflicts of interest.
Pay for products and services promptly.
Don’t divulge confidential information.
Don’t badmouth competitors.
Take positive, appropriate actions at all times.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 7
© 2013 Cengage Learning ● All Rights Reserved
7
Being Professional on the Job
Reliability and Responsibility
Be dependable.
Follow through on commitments.
Keep promises and meet deadlines.
Perform work consistently and deliver effective results.
Make realistic promises.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 8
© 2013 Cengage Learning ● All Rights Reserved
8
Being Professional on the Job
Diligence and Collegiality
Deliver only work you are proud of.
Strive for excellence at all times.
Give customers more than they expect.
Be prepared for meetings and presentations.
Do what needs to be done.
Share your expertise.
Volunteer and network.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 9
© 2013 Cengage Learning ● All Rights Reserved
9
0
Use emphasis
to express
meaning.
Adjust your
volume
and rate.
Control
your
pitch.
Work on
your voice
quality.
Improve
your
pronunciation.
Your voice is a
communication
tool.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 10
© 2013 Cengage Learning ● All Rights Reserved
10
0
et cetera – not excetera
going to – not gonna
library – not library
supposedly – not supposably
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 11
Your voice is a
communication
tool.
Improve
your
pronunciation.
© 2013 Cengage Learning ● All Rights Reserved
11
0
Do you sound enthusiastic, friendly, alert, happy, or positive? OR
Do you sound controlling, frustrated, angry, slow-witted, bored, or negative?
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 12
Your voice is a
communication
tool.
Work on
your voice
quality.
© 2013 Cengage Learning ● All Rights Reserved
12
0
Avoid a flat, monotone voice.
Strive for a variety of pitch patterns.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 13
Control
your
pitch.
Your voice is a
communication
tool.
© 2013 Cengage Learning ● All Rights Reserved
13
Adjust your
volume
and rate.
0
Speak as loudly or softly as the occasion demands.
Don’t make your listeners strain to hear you.
Don’t speak too rapidly or too slowly.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 14
Your voice is a
communication
tool.
© 2013 Cengage Learning ● All Rights Reserved
14
Use emphasis
to express
meaning.
0
Stress those words that require emphasis.
A lower pitch and volume make you sound professional or reasonable.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 15
Your voice is a
communication
tool.
© 2013 Cengage Learning ● All Rights Reserved
15
Use correct names and titles.
Choose appropriate topics of conversation.
Avoid negative remarks.
Listen to learn.
Give sincere and specific praise.
Act professionally in social situations.
Positive Workplace Relations
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 16
© 2013 Cengage Learning ● All Rights Reserved
16
Responding to Workplace Criticism
Listen without interrupting.
Determine the speaker’s intent.
Acknowledge what you are hearing.
Paraphrase what was said.
Ask for more information if necessary.
Agree—if the comments are accurate.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 17
© 2013 Cengage Learning ● All Rights Reserved
17
Disagree respectfully and constructively— if you feel the comments made are unfair.
Look for a middle position.
Learn from criticism.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 18
Responding to Workplace Criticism
© 2013 Cengage Learning ● All Rights Reserved
18
Offering Constructive Criticism
Mentally outline your conversation.
Use face-to-face communication.
Focus on improvement. Offer to help.
Be specific. Avoid broad generalizations.
Discuss the behavior, not the person.
Use “we” rather than “you.”
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 19
© 2013 Cengage Learning ● All Rights Reserved
19
Offering Constructive Criticism
Encourage two-way communication.
Avoid anger, sarcasm, and a raised voice.
Keep it private.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 20
© 2013 Cengage Learning ● All Rights Reserved
20
Placing
Calls
Receiving
Calls
Telephone/Smartphone Etiquette
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 21
© 2013 Cengage Learning ● All Rights Reserved
21
Making Calls Professionally
Plan a mini agenda.
Use a three-point introduction.
Your name
Your affiliation
A brief explanation of why you are calling
Be brisk if you are rushed.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 22
© 2013 Cengage Learning ● All Rights Reserved
22
Making Calls Professionally
Be cheerful and accurate.
Be professional and courteous.
Bring it to a close.
Avoid telephone tag.
Leave complete voice-mail messages.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 23
© 2013 Cengage Learning ● All Rights Reserved
23
Receiving Calls Professionally
Answer promptly and courteously.
Identify yourself immediately.
Be responsive and helpful.
Be cautious when answering calls for others.
Take messages carefully.
Leave the line respectfully.
Explain when transferring calls.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 24
© 2013 Cengage Learning ● All Rights Reserved
24
Use good judgment in placing or receiving calls.
Initiate and answer calls only where it is appropriate and safe.
Be courteous to those around you.
Observe wireless-free quiet areas.
Don’t multitask while on your smartphone.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 25
Using Smartphones for Business
© 2013 Cengage Learning ● All Rights Reserved
25
Using Smartphones for Business
Speak in low, conversational tones.
Don’t take calls when you’re in a face-to-face conversation.
Don’t hold inappropriate conversations in public.
Don’t talk or text while driving.
Choose a professional ringtone.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 26
© 2013 Cengage Learning ● All Rights Reserved
26
On the
Receiver’s
End
On the
Caller’s
End
Using Voice Mail Professionally
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 27
© 2013 Cengage Learning ● All Rights Reserved
27
On the Receiver’s End
Don't overuse voice mail.
Set the number of rings appropriately.
Prepare a professional, concise, friendly greeting. Example: Hi! This is Jackie Young of PMP Associates, and I appreciate your call. You have reached my voice mailbox because I'm either working with clients or on another line at the moment. Please leave your name, number, and reason for calling so that I can be prepared when I return your call.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 28
© 2013 Cengage Learning ● All Rights Reserved
28
On the Receiver’s End
Test your message.
Change your message as necessary.
Respond to messages promptly.
Plan for vacations and other absences.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 29
© 2013 Cengage Learning ● All Rights Reserved
29
On the Caller’s End
Be prepared to leave a concise, complete message.
Use a professional, courteous tone.
Speak slowly; articulate your words.
Be careful with confidential information.
Don't make assumptions.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 30
© 2013 Cengage Learning ● All Rights Reserved
30
Professional Groups and Teams
Better decisions
Faster response
Increased productivity
Greater buy-in
Less resistance to change
Improved employee morale
Reduced risks
Why Businesses Form Teams
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 31
© 2013 Cengage Learning ● All Rights Reserved
31
Becoming a Valued Team Player
Blocking ideas and suggestions of others
Insulting and criticizing others
Wasting the group’s time
Making inappropriate jokes and comments
Failing to stay on task
Withdrawing, failing to participate
Negative Team Behaviors
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 32
© 2013 Cengage Learning ● All Rights Reserved
32
Becoming a Valued Team Player
Setting rules and abiding by them
Analyzing tasks and defining problems
Contributing information and ideas
Showing interest by listening actively
Helping to resolve differences
Synthesizing points of agreement
Positive Team Behaviors
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 33
© 2013 Cengage Learning ● All Rights Reserved
33
Characteristics: Successful Teams
Small size, diverse makeup
Agreement on purpose
Agreement on procedures
Ability to confront conflict
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 34
© 2013 Cengage Learning ● All Rights Reserved
34
Characteristics: Successful Teams
Use of good communication techniques
Ability to collaborate rather than compete
Shared leadership
Acceptance of ethical responsibilities
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 35
© 2013 Cengage Learning ● All Rights Reserved
35
Productive Business Meetings
During
the
meeting
Before
the
meeting
Ending the
meeting and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 36
© 2013 Cengage Learning ● All Rights Reserved
36
Productive Business Meetings
Determine your purpose.
Decide how and where to meet.
Organize an agenda:
During
Ending and
following up
Before
Date and place
Start and end times
Topics
People responsible
Time for each topic
Meeting preparation
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 37
© 2013 Cengage Learning ● All Rights Reserved
37
Typical Meeting Agenda
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 38
© 2013 Cengage Learning ● All Rights Reserved
38
Productive Business Meetings
Invite participants.
Prepare the meeting location and materials.
During
Ending and
following up
Before
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 39
© 2013 Cengage Learning ● All Rights Reserved
39
Productive Business Meetings
Start the meeting on time.
Introduce the meeting:
Before
Ending and
following up
During
Possible solutions
Tentative agenda
Ground rules
Meeting goals
Meeting length
Background
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 40
© 2013 Cengage Learning ● All Rights Reserved
40
Sample Ground Rules
Arrive on time.
Communicate openly.
Be supportive and keep an open mind.
Listen carefully and participate fully.
Don’t monopolize.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 41
© 2013 Cengage Learning ● All Rights Reserved
41
Sample Ground Rules
Confront conflict frankly.
Refrain from personal attacks or put-downs.
Follow the agenda.
Turn off cell phones.
Follow parliamentary procedure.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 42
© 2013 Cengage Learning ● All Rights Reserved
42
Productive Business Meetings
Move the meeting along.
Encourage all to participate.
Discourage monopolizers.
Avoid digressions.
When the group reaches consensus, summarize and ask for confirmation.
Before
Ending and
following up
During
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 43
© 2013 Cengage Learning ● All Rights Reserved
43
Productive Business Meetings
If conflict develops, encourage each person to speak and let groups decide on a direction to follow.
Control dysfunctional group members.
Before
Ending and
following up
During
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 44
© 2013 Cengage Learning ● All Rights Reserved
44
Controlling Dysfunctional Members
Lay down rules
Seat potentially dysfunctional members strategically
Avoid direct eye contact
Assign dysfunctional members specific tasks
Give praise and encouragement.
Before
Ending and
following up
During
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 45
© 2013 Cengage Learning ● All Rights Reserved
45
Productive Business Meetings
Conclude the meeting at the agreed time.
Summarize decisions.
Review deadlines and responsibilities for action items.
During
Before
Ending and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 46
© 2013 Cengage Learning ● All Rights Reserved
46
Productive Business Meetings
For small groups, try "once around the table."
Thank the group; establish a time for the next meeting.
Return the room to a neat appearance; vacate promptly.
During
Before
Ending and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 47
© 2013 Cengage Learning ● All Rights Reserved
47
Productive Business Meetings
Distribute minutes.
Check to see that all assigned tasks are completed by agreed-upon deadlines.
During
Before
Ending and
following up
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 48
© 2013 Cengage Learning ● All Rights Reserved
48
Meeting Minutes
Meeting minutes may include the following:
Date, time, location of meeting
List of participants and absentees
Details about each agenda item (main discussion points, outcomes, assignments, etc.)
Items to discuss at future meetings
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 11, Slide 49
© 2013 Cengage Learning ● All Rights Reserved
49
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
“Teamwork divides the task and multiplies the success.”
--Author unknown
Chapter 11, Slide 50
© 2013 Cengage Learning ● All Rights Reserved
50
END
Mary Ellen Guffey & Dana Loewy
Essentials of
Business
Communication 9e
© 2013 Cengage Learning ● All Rights Reserved
© 2013 Cengage Learning ● All Rights Reserved
51
documents/communications issue/communication culture (Ch 7 Zaremba).ppt
Chapter 7
Culture, Climate, and
Organizational Communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Chapter Preview
- Define and describe the phrases organizational culture and organizational climate and explain the relationship between them
- Explain the relationship between organizational culture and organizational communication
- Describe and discuss characteristics of supportive and defensive climates
- Describe what is meant by organizational assimilation, socialization, and identification
- Identify the factors that affect the evolution of organizational culture
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Organizational Climate
- The evolving organizational environment that either encourages or discourages communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Defensive Climates
Gibb characterized defensive communication as
- Evaluative
- Manipulative
- Indifferent to personal needs of others
- Superior (clear and intentional status and power demarcations)
- Certain (dogmatic and competitive)
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Supportive Climates
Gibb characterized supportive communication as
- Descriptive and nonjudgmental
- Spontaneous (as opposed to manipulative)
- Egalitarian (as opposed to superior)
- Empathic and concerned
- Provisional (nondogmatic; people aren’t “certain”)
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
Supportiveness
- Managers acknowledge the human needs of employees
- The climate is characterized by respect and constructive evaluation
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
2. Credibility, confidence, and trust
- Employees need confidence and trust in their superiors to explain problems, voice concerns, or make suggestions
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
Openness
- Able to relay information freely and being open to approach from employees
Participatory decision making
- Encourages employee input
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Redding’s Elements of the Ideal Supportive Climate (SCOPE)
5. Emphasis on high-performance goals
- High-performance goals increase employee self-worth and satisfaction
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Additional Factors and Features of Supportive Climates
The way employers attempt to motivate employees
The quality of decision making
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Pace and Faules argued that there are six additional factors that help foster a supportive climate:
*
Additional Factors and Features of Supportive Climates
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
The sense that employees are perceived as important
The quality of resources
The opportunities for upward communication
The overall quality of organizational communication
*
Organizational Culture
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Is concerned with the basic values, norms, and assumptions that guide organizational members
- Includes the values, myths, and symbols that are communicated by organizational members
- The pervasive, deep, and largely subconscious and tacit code that gives the “feel” of an organization and determines what variables to look at during unexpected crises
*
Distinctions Between Culture and Climate
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- The concepts of culture and climate are related
- Culture is foundational to climate the values shown through
- stories,
- rites,
- heroes,
- rituals,
- and processes foster the underlying beliefs that employees share
*
Distinctions Between Culture and Climate
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- The concepts of culture and climate are related
- Climate refers to the manifestations of these beliefs,
- namely how easy and supportive employees believe their systems are toward communication practices and policies
*
Culture, Climate, and Assimilation
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Questions regarding culture include:
- Can a desired culture be consciously seeded?
- If so, how?
- If not, how does culture come into being?
- What is the role of communication in the evolution of culture and climate?
*
Assimilation, Socialization, and Identification
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Assimilation is “the processes by which individuals join, become integrated into, and exit organizations” (Jablin)
- Organizational socialization is the processes by which people learn the values, norms, and behaviors to contribute as organizational members
*
Stages of Organizational Socialization
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Anticipatory socialization involves learning about a culture you are about to enter
- Encounter involves orientation as a new member
- Metamorphosis involves transformation as an active member; that is, becoming “one of them”
- Organizational identification refers to the extent to which one identifies with the goals and values of the organization
*
Seeds of Culture
- Formal statements of organizational philosophy
- Deliberate coaching and modeling by leaders
- Promotion and salary increment criteria
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Seeds of Culture
- Responses to crises
- Organizational structure
- Design of physical spaces
- Focus of attention
- Storytelling and legends
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Manufacturing Culture
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Cultures cannot necessarily be made to encompass certain values simply by discussing these values with employees
- Cultures are created through the expression of values in actions and take a long time to develop
- Many argue that culture is the amalgam of all communication behavior in the organization.
*
Illusory Cultures and Teams
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- A granfalloon is an illusion of substance, when no substance is actually there
- Many managers claim that their department is a team or family, yet they do so only to gain more work from workers; the actual values held are different than those expressed
- If management wants employees to “walk the walk,” they need to do more than “talk the talk”
*
Constitutive Communication and Emergent Cultures
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Culture is the “residual” of the communication processes within the organization
- Essentially, culture is not something that can be prescribed, but is something that emerges from all members of an organization as they interact in both formal and informal networks
*
Foundational Planks: Credibility, Leadership, and Perspective
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
- Organizational credibility is important towards successful cultures and climates.
- Trust is a key dimension to organizational credibility.
- Trust violations increase hostility and decrease organizational commitment.
Gaining Credibility
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
Bartolone’s suggestions for establishing credibility and trust:
Make communication two way.
Respect employees implicitly by delegating authority.
Punish and credit employees fairly and appropriately.
Be predictable, that is, react consistently to situations.
The Importance of Leadership
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Supportive leaders value and facilitate upward, downward, and horizontal communication
- They increase trust and credibility through their leadership style
- They respect and support employees
*
The Importance of Leadership
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
- Tyrannical leadership leads to mistrust.
- Employees become fearful of reprimand and are less likely to discuss problems or offer suggestions.
- Employees are less likely to feel valued and more likely to become anxious communicators.
(continued)
Emotional Intelligence
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- “The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions”
- People with high emotional intelligence know and manage their own emotions and self-motivation and can also recognize the emotions in others and effectively handle relationships
*
Summary
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Culture is shown through the rites, rituals, work practices, and artifacts that an organization possesses
- Culture is the residue of communication behavior of organizational women and men
- Climates are grounded in cultural practices and vary in levels of support for employees
- Organizational credibility is needed for supportive climates
- Leaders have power in fostering supportive or defensive climates
*
Central Concepts
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
- The Communication Climate is an important factor that affects the quality of communication in organizations.
Central Concepts
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
- Organization men and women have to understand
- what the climate is;
- how organizational culture affects the climate; and
- how the climate and organizational culture affects communication quality.
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
“Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice,
he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and
daring those ripples build a current which can sweep down the mightiest walls of oppression and resistance.”
Robert F. Kennedy, South Africa 1966
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documents/communications issue/teamwork Crisis Management (Ch 10 Zaremba 3rd edition).ppt
Chapter 10
Crisis Communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Chapter Preview
- Describe what is meant by proactive crisis communication
- Explain what is meant by stakeholder theory and image restoration theory
- Identify, evaluate, and apply image restoration approaches
- List the steps of a crisis communication plan
- Construct a plan that can be used for communicating during crises in an organization to which you belong
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
What Is a Crisis?
- Roemer defines a crisis as “any unanticipated event, incident, situation, or development that has the potential to damage or destroy your organization’s reputation.”
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Examples of Crises
- At a university
- An athletic director was found to have lied about his education
- A fraternity hazing ritual led to a student injury
- At a hospital
- A well-respected doctor has been found guilty of insurance fraud
- A doctor performs surgery on the wrong patient because of a mix-up in records
- For a city government
- A mayor is charged with sexual harassment
- Four policemen are videotaped beating an unarmed man
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Components of Crisis Communication
- Identifying internal and external receivers who must receive information during times of crisis
- Crisis communication is both reactive and proactive
- Involves “spinning” messages to make unattractive messages more attractive
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Why Study Crisis Communication?
- All organizations are at risk of crises
- Understanding the best way to react to potentially damaging situations can help decrease the problems associated with them
- Effective crisis communication can help an organization restore damaged employee and consumer confidence
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Theory and Practice
- Theory guides policies
- Understanding theories allows organizations to understand what causes crises and how to best work through them
- Two theories discussed are stakeholder theory and image restoration theory.
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Crisis Communication Planning
- Organizations should establish proactive planning procedures
- There will always be unanticipated crises, but having a plan to handle different types of crises helps an organization communicate effective messages more quickly and efficiently
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Steps to Crisis Communication Planning
Secure commitment from top management to be open and honest during crises
- “Trustbusting” behaviors include
- Stonewalling
- Arrogance
- Defensive threatening
- Delaying
- Disdain
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Steps to Crisis Communication Planning
Establish a crisis communication team
- Have a diverse set of members in terms of experience, expertise, and culture
- Make sure that your team has representatives to cover both internal and external constituencies and interested parties
Brainstorm potential crises
- Try to think of all potential internal and external crises
- Categories to evaluate crises include economic, informational, physical, human resources, reputational, psychopathic acts, and natural disasters (Mitroff).
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Steps to Crisis Communication Planning
Identify stakeholders and prepare appropriate messages
- A stakeholder is someone who has a need for information from the organization during a crisis or someone to whom the organization needs to give information
- Companies have both internal and external stakeholders
- Stakeholder theory suggests that each group of stakeholders needs different types of information during a crisis
- Messages need to be tailored for discrete populations, or the smallest units of people who need to receive targeted messages
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Steps to Crisis Communication Planning
Choose methods for communicating messages
Choose the best sequence for disseminating messages
- Typically, those most directly affected should be notified first, followed by internal stakeholders, those who are indirectly affected, and then the news media (Lukaszewski).
- Anticipate the need for follow-up messages
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Steps to Crisis Communication Planning
Identify spokespersons and establish a communication center
Record the plan
Coach and use simulations to see how well the plan operates
- This will allow you to see how effective the plan really is in terms of timeliness and effective use of resources
Update periodically
- Every three months the crisis team should review its plan and potential new threats and update contact information
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Theory
- Image restoration theory asserts that when an organization loses legitimacy, it can restore its image by the use of symbols
- The four Rs of restoration theory
- Reputation of the company
- The relationship that the organization has previously developed with stakeholders
- The perceived responsibility the organization has for the evolution of the particular crisis
- The quality of the response in terms of content and appropriate delivery
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Approaches
- Attack
- Attempts to restore legitimacy by attacking those who are accusing the organization of wrongdoing
- Bolstering
- When spokespeople identify the achievements of an organization in an attempt to deflect attention from the specific crisis and highlight the organizational attributes
- Compassion
- Attempts to restore legitimacy by expressing consideration and compassion for those affected by the crisis
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Approaches
- Compensation
- Compensating people who have lost something because of the crisis
- Corrective action
- Explaining to stakeholders that what the company is doing or will do will ensure that such a crisis will never happen again
- Defeasibility
- Sometimes organizations argue that blame should not be attributed to them because it does not make sense that they should be held responsible for actions that created a crisis
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Approaches
- Denial
- A common, but often counterproductive approach to image restoration is to deny allegations that your company is responsible for the crisis—or to deny that there is a crisis at all
- Differentiation
- A technique used to explain why what has occurred in your situation is different from a similar event that involved another organization
- Displacement
- A very common image restoration technique in which an organization or person attempts to place the blame elsewhere
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Approaches
- Ingratiation
- Involves identifying values that both the organization and stakeholders share and citing how the organization has upheld these values
- Intimidation
- An organization may employ intimidation to reduce charges that it has been delinquent
- Minimization
- An image restoration strategy used to downplay the significance and damage of a crisis
- An organization could claim that a problem might only appear to have powerful repercussions
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Approaches
- Mortification
- When an organization expresses its embarrassment or humiliation because of what has occurred
- Often accompanied by an apology
- Penitential and causal apologies
- A causal apology expresses remorse but explains why there is a need for an apology
- A penitential apology includes no causal explanation; it is simply a statement of remorse
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Image Restoration Approaches
- Suffering
- An organization suggests that it, too, has been victimized by a crisis
- Transcendence
- An organization juxtaposes the crisis with something more significant
- Essentially, this response suggests that other issues transcend the one that is current and render this event insignificant
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Recommendations for Crisis Communicators
- Respond quickly
- Use your plan
- Be accessible
- Remember your internal stakeholders
- Avoid silence and “no comment”
- Be truthful
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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documents/ethics theory/Zaremba Ch 4 Employing Ethical Yardsticks Four Rulers for Consideration and Strategic Ambiguity.ppt
Chapter 4
Ethics and Organizational Communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Chapter Preview
- Explain why ethical considerations are foundational for organizational communication study
- List several ethical decisions that communicators must make in organizational contexts
- Describe what is meant by normalization of deviance
- Explain what is meant by moral conflict
- Explain the concept of strategic ambiguity and the perspectives for and against it
- Identify methods that can be used to improve ethical decision making
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Ethics
- Honesty, credibility, and openness are important for effective organizational communication
- Unethical choices can have drastic effects on an organization
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Ethical Decision Making:
Is Honesty Overrated?
- W. Charles Redding suggested that credibility and openness are especially important for positive organizational climates
- Honest communication is needed for an organization to remain open and trusted
- A violation of trust can damage both the credibility of the organization and its open communication climate
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
The Normalization of Deviance
- Any behavior that deviates from the normal behavior of a person or institution may become unnoticed and normalized as acceptable over time
- This normalization can have corrosive effects on the quality of organizational communication, have debilitating effects on organization health, and may be seeds of organizational crises
- Honest and open communication should be the norm to ensure ethical behaviors through all levels of an organization
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Ethical Decision Making
- Eric Eisenberg argued that being clear is not always wise in organizational contexts
- He introduced the notion of strategic ambiguity, which has gained acceptance among many organizational researchers and practitioners
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Strategic Ambiguity
- Strategic ambiguity refers to messages that are purposely vague to increase organizational or individual benefits
- Strategically ambiguous message allow for multiple interpretations
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Purported Values of
Strategic Ambiguity
Eisenberg and Goodall Jr. list four advantages of strategic ambiguity
Promotes unified diversity
Facilitates organizational change and creativity
Preserves privileged positions
Is deniable
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Arguments Against
Strategic Ambiguity
- Complicates the task for message receivers
- Allows for the source to reveal and conceal, express and protect, should it be necessary to save face
- Allows harmful interpretations of policy to be denied
- Preserves privileged positions by shielding close scrutiny toward those in power
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Consequences of
Strategic Ambiguity
- Deception is dangerous for the organization
- Compromises transparency
- Advantages are short term and work for individuals, not organizations
- Leads to resentment, disappointment, and suspicion in future communication
- Can negatively affect the organizational climate and culture
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Assessing Attitudes: What Is Ethical Communication?
Personal values
Personal experience
Victimization
Perceptions of organizational responsibility
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
Conclusions of a survey given to respondents suggest that what is considered ethical depends on:
*
Making Ethical Decisions
An organization should have policies in place that help members make ethical decisions; specifically, organizations should:
Establish a code of ethics
Employ ethical yardsticks
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Requirements for Establishing a Code of Ethics
The code needs to be well thought out and functional
Guidelines need to be published or easily accessed by all employees
Top management needs to be committed to enforcing the code
There needs to be a method of enforcement
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Employing Ethical Yardsticks: Four Rulers for Consideration
The categorical imperative
- Assumes that there are universal absolutes regarding what is or is not ethical
Utilitarianism
- Determines ethics by looking at “collective happiness”
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Employing Ethical Yardsticks: Four Rulers for Consideration
Veil of ignorance
- Decisions should be made with no consideration of political, financial, or role influence
Aristotle’s golden mean
- For tough decisions, people weigh the extremes and make decisions that fall between both extremes
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
*
Conclusion
- Ensuring ethical communication is worth the effort
- It increases trust and loyalty to the organization
- It helps foster creativity and a supportive work environment
- It helps motivate employees to produce quality relationships
- It can positively affect the “bottom line”
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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documents/intercultural communications/Guffy 9e ch1.pptx
Chapter 1
Communication Skills as Career Filters
Mary Ellen Guffey & Dana Loewy
Essentials of
Business
Communication 9e
© 2013 Cengage Learning ● All Rights Reserved
© 2013 Cengage Learning ● All Rights Reserved
1
Your ticket to work...
OR
Your ticket out the door!
Communication Skills and Careers
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 2
© 2013 Cengage Learning ● All Rights Reserved
2
Good Communication Skills Needed
Job placement
Job performance
Career advancement
Success in a challenging world of work
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 3
© 2013 Cengage Learning ● All Rights Reserved
3
What Do Employers Want?
Communication Skills
Today’s workers communicate more because of technology, the Web, mobility, globalization, and the anytime-anywhere workplace.
Professionalism
Employers demand professionalism and other “soft skills” such as the ability to work with others.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 4
© 2013 Cengage Learning ● All Rights Reserved
4
Writing Skills Matter
"Businesses are crying out—they need to have people who write better.”
Gaston Caperton, business
executive and president,
College Board
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 5
© 2013 Cengage Learning ● All Rights Reserved
5
Your Guide
Build Your Communication Skills
Instructor
Your Coach
See
http://www.cengagebrain.com
Textbook
Bonus Resources
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 6
© 2013 Cengage Learning ● All Rights Reserved
6
0
Renewed emphasis on ethics
Anytime- anywhere and nonterritorial offices
Innovative communication technologies
Emphasis on
work groups and virtual teams
Flattened management hierarchies
Heightened global competition
Advancing in a Challenging World of Work
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 7
© 2013 Cengage Learning ● All Rights Reserved
7
The Communication Process
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 8
© 2013 Cengage Learning ● All Rights Reserved
8
The Communication Process
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 9
How may the sender encode a message?
Verbally or nonverbally
By speaking, writing, gesturing
What kinds of channels carry messages?
E-mail, texts, memos, letters, phone, body
Other?
© 2013 Cengage Learning ● All Rights Reserved
9
The Communication Process
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 10
How does a receiver decode a message?
Hearing, reading, observing
When is communication successful?
When a message is understood as the sender intended
How can a communicator provide for feedback?
Ask questions, check reactions, don’t dominate the exchange
© 2013 Cengage Learning ● All Rights Reserved
10
Why Good Listening Skills Count
“No man ever listened himself out of a job.”
--Calvin Coolidge 30th U.S. President (1923-1929)
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 11
© 2013 Cengage Learning ● All Rights Reserved
11
Barriers to Effective Listening
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 12
| Physical barriers | Hearing disabilities, noisy surroundings |
| Psychological barriers | Tuning out ideas that counter our values |
| Language problems | Unfamiliar or emotionally charged words |
| Nonverbal distractions | Clothing, mannerisms, radical hairstyle, appearance |
© 2013 Cengage Learning ● All Rights Reserved
12
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 13
| Thought speed | Minds processing thoughts faster than speakers say them |
| Faking attention | Pretending to listen |
| Grandstanding | Talking all the time or listening only for the next pause |
Barriers to Effective Listening
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13
Misconceptions About Listening
Listening is a matter of intelligence.
FACT: Careful listening is a learned behavior.
Speaking is more important than listening in the communication process.
FACT: Speaking and listening are equally important.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 14
© 2013 Cengage Learning ● All Rights Reserved
14
Listening is easy and requires little energy.
FACT: Active listeners undergo the same physiological changes as a person jogging.
Listening and hearing are the same process.
FACT: Listening is a conscious, selective process. Hearing is an involuntary act.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 15
Misconceptions About Listening
© 2013 Cengage Learning ● All Rights Reserved
15
Speakers are able to command listening.
FACT: Speakers cannot make a person really listen.
Hearing ability determines listening ability.
FACT: Listening happens mentally—between the ears.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 16
Misconceptions About Listening
© 2013 Cengage Learning ● All Rights Reserved
16
Speakers are totally responsible for communication success.
FACT: Communication is a two-way street.
Listening is only a matter of understanding a speaker’s words.
FACT: Nonverbal signals also help listeners gain understanding.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 17
Misconceptions About Listening
© 2013 Cengage Learning ● All Rights Reserved
17
Daily practice eliminates the need for listening training.
FACT: Without effective listening training, most practice merely reinforces negative behaviors.
Competence in listening develops naturally.
FACT: Untrained people listen at only 25 percent efficiency.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 18
Misconceptions About Listening
© 2013 Cengage Learning ● All Rights Reserved
18
Building Powerful Listening Skills
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 19
Stop talking.
Control your surroundings.
Establish a receptive mind-set.
Keep an open mind.
Listen for main points.
Capitalize on lag time.
© 2013 Cengage Learning ● All Rights Reserved
19
Listen between the lines.
Judge ideas, not appearances.
Hold your fire.
Take selective notes.
Provide feedback.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 20
Building Powerful Listening Skills
© 2013 Cengage Learning ● All Rights Reserved
20
Nonverbal Communication
Eye contact, facial expressions, and posture and gestures send silent messages.
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 21
© 2013 Cengage Learning ● All Rights Reserved
21
Nonverbal Communication
Time, space, and territory send silent messages.
Time (punctuality and structure)
Space (arrangement of objects)
Territory (privacy zones)
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 22
© 2013 Cengage Learning ● All Rights Reserved
22
Social Interaction in North America
Mary Ellen Guffey & Dana Loewy, Essentials of Business Communication, 9th Edition
Chapter 1, Slide 23
© 2013 Cengage Learning ● All Rights Reserved