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Basics of Business Communication
COURSE DESCRIPTION1
Communication plays an increasingly central role in todays business, which is in permanent change and
evolution. The course is intended to give students an overview of business communication and its role in
functioning effectively in English speaking environments, both outside and inside the company. The
various types of business communication are covered, from writing to speaking. In the first semester,
the course will focus on the fundamentals of communication as a two way process, both at
interpersonal and organisational level.
COURSE OBJECTIVES
By the end of this course (1st semester), students should:
understand the fundamentals of communication;
establish the similarities and differences between communication in general and business
communication in particular;
distinguish among various types of communication;
appreciate the nature and importance of effective communication within and beyond
organisations;
overcome communication barriers;
identify and explain various persuasion techniques used by organisations in relation to boththeir audience and their employees;
become familiar with the concept of emotional intelligence and its influence over the process
of communication;
be familiar with various types of organisational structures and hierarchies;
be aware of various challenges that interfere with the traditional concepts of organisation and
organisational communication.
METHODS OF EVALUATION
Homework: 25%
Test: 75%
1These lecture notes are not the scientific contribution of the lecturer. The teacher has the only merit of
organising the information.
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Lecture 1
OUTLINE:
WHAT IS COMMUNICATION?
COMPONENTS OF COMMUNICATION
JAKOBSONS MODEL OF COMMUNICATION
EFFECTIVE COMMUNICATION
BUSINESS COMMUNICATION
TYPES OF COMMUNICATION
o VERBAL COMMUNICATION
o NON-VERBAL COMMUNICATIONo WRITING
OVERCOMING COMMUNICATION BARRIERS
PERSUASIVE COMMUNICATION
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WHAT IS COMMUNICATION?I know that you believe that you understood what you think I said, but I am not sure yourealize that what you heard is not what I meant.
Robert J. McCloskey, former State Department spokesman
(taken from Business Communication for Success by Scott McLean)
Communication is the process of understanding and sharing meaning (Pearson & Nelson 2000:
6). People share ideas, information, opinions and feelings through speaking, writing and body
language. This sharing process may contribute to the operations of teams and the work of
individuals.
Communication is a two-way activity between two or more people. It is an encoding and
decoding process. Generally speaking, encoding is processing the information that the sender
(person/entity) wants to share with the receiver (someone else/other entity). After encoding,
the message is sent through a spoken or written channel to the other end, where it is
interpreted. The process of interpreting is called decoding. The receiver should confirm the
receipt of the message and respond to it in order to close the communication loop.
COMPONENTS OF COMMUNICATION
1. SENDER the addresser, the initiator of the communication process, encodes the
message.
2. MESSAGE the information meant to be transmitted.
3. CHANNEL spoken channels (face-to-face conversation, telephone conversation,
meetings, speeches, voice over Internet protocol VOIP etc.); written channels (letters,
memos, reports, e-mails, blogs etc.)
4. RECEIVER the addressee, the final point of the communication process, decodes the
message and gives feedback.
5. FEEDBACK the message(s) the receiver sends back to the sender. The feedback plays
two roles: on the one hand, shows if the message was received accurately or
inaccurately; on the other hand, gives the receiver the possibility to ask for clarification,to agree or disagree.
6. CONTEXT age, region, sex and intellectual abilities of the recipient + the setting of the
communication process. Context is of outmost importance in intercultural
communication.
7. INTERFERENCE anything that blocks or modifies the intended message (e.g. noises,
emotions, external conditions etc.).
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EFFECTIVE COMMUNICATION
Each and every communication process results in some effect. If the effect is the desiredand the expected one, than we can talk about effective communication. Effective
communication also ensures that the message is not distorted during the
communication process.
Effective communication takes preparation, practice, and persistence. It is also a
reciprocal process that includes active listening. Active listening requires eye contact,
objective processing and feedback to the speaker. It may also involve various strategies
(e.g. clarifying questions or restatements) in order to make sure that the message was
correctly and accurately understood.
The goals of effective communication range from transmitting and, respectively,acquiring information to creating a common perception and even changing perception
and behaviour.
EFFECTIVE COMMUNICATION SKILLS1. LISTENING SKILLS/ACTIVE LISTENING
Active listening is essential in effective communication. Listening skills show the
involvement of the recipient in the communication process and his/her
responses can improve/modify the content of communication. The responsesmay take the form of verbal and non-verbal reflections (the recipient indicate
message comprehension), attention feedback (minimal responses cues which
signal attention and comprehension, e.g. making eye contact) or commentary
(responses that communicate listeners own beliefs, opinions etc. about the
speakers utterances) (Trower, Bryant&Argyle 1978:200).
2. ASSERTIVENESS/I STATEMENTS
Assertiveness is a fundamental communication skill, which involves being direct
and respectful without being aggressive. It relies on mutual respect and the idea
that you have the right to express your opinions, feelings and needs. I
statements help a person sound direct, without being accusatory. Saying no in
a polite yet firm manner is another component of assertiveness.
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3. BODY LANGUAGE
Also called nonverbal communication, body language includes posture, position
of hands and arms, eye contact and facial expression.
4. OPEN-MINDEDNESS
Effectiveness in communication is accomplished when there is empathy and
tolerance, and judgements and criticism of communicated messages are
avoided. The recipient do not have to agree entirely with the other persons
opinions and beliefs, but he/she should respect them and should make the effort
of understanding the situation from the senders position.
5.
REFELECTION
The recipient validates the thoughts and feelings of the person speaking by
reflecting back what he/she has communicated. This can be accomplished by
summarising what has been said, e.g. You feel like you have tried several
options and are not sure about what step to take next. This communication skill
helps the speaker feel like he/she is being understood and gives him/her the
opportunity to clarify and add more detail if necessary.
6. COMPROMISE
When a problem exists, both parties involved must collaborate to formulate a listof potential solutions as well as trade-offs that they will agree to.
BUSINESS COMMUNICATIONBusiness communication can be looked at from two perspectives:
1. Type of communication that encompasses topics such as: marketing, brand
management, advertising, public relations, corporate communication etc.2. Type of professional communication that covers a wide range of specialised
communication forms, from oral performance (presentations, meetings,negotiations, video conferencing etc.) to written performance (reports, letters,
memos, notes, e-mails etc.)
Business communication may also refer to internal communication, which is vital in
company because a poorly transmitted message could lead to employees lack of trust
or even hostility.
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FORMS OF BUSINESS COMMUNICATION Presentations Meetings
Negotiations
Letters
Reports
Proposals
Memos
Emails
Etc.
TYPES OF COMMUNICATION
Verbal Com municationVerbal communication is when a person puts across a message by speaking. The message can
be sent to an individual, a team or a group.
The message can be sent in person, via an intercom, over the phone, email etc.
The person sending the message should express the message clearly so that the receiver is able
to understand and act, if required, on the message.
The receiver of the message should be able to understand what was said. Many times the
message may not be received as the sender intended, due to a range of factors including lack of
attention or interest.Verbal communication breakdownCommunication breakdown occurs when the sender's message does not get through to the
receiver or the receiver misunderstands the sender's message.
The following are examples of communication breakdown.
1. Inattention:
The receiver is not concentrating or is not interested in the sender's message.
2. Physical barriers:
The message is not received due to noise, poor eyesight / hearing etc.
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3. Poor expression:
The sender has expressed himself / herself poorly therefore the message has not been
interpreted as intended.
4. Premature evaluation
The receiver only hears part of the message, then jumps to a conclusion about the
remainder of the message rather than listening to it.
5. Emotions:
When the message is expressed with strong emotions, whether it be angry, fearful etc,
the meaning of the message may be misinterpreted
6. Gatekeeper:
The sender/receivers message is communicated through a third party which may result
in breakdown or misinterpretation of the message.
7.
Communication chain:The message is sent via a number of parties and relies on the message being unchanged
by these parties, e.g. A sends message to B, which sends it to C, which sends it to D.
8. Denial:
The receiver does not want to hear the message, therefore there could be a barrier to
the sender's message. The receiver may be fearful of change, they may not want to do a
task etc.
9. Lack of questioning:
The receiver does not understand the message and does not ask the sender for
clarification etc.
Non-verbal CommunicationThere are numerous ideas, thoughts and feelings that are communicated without words. Only
one third of a message is sent in a person-to-person exchange in words alone. People have the
ability to read non-verbal cues. These cues are learnt from the environment and through
culture and can therefore be misinterpreted.
The following are examples of non-verbal communication;
yawn
tears
frown
crossing arms
averting eyes
Silence can be a type of non-verbal communication.
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Types of non-verbal communicationThere are six types of non-verbal communication.
1. Body language
Body language is the way that we communicate by the use of the body.
The parts of the body associated with body language are the face and part of the
face, the whole head (with face expressions), hands/fingers/arms/ touching,
legs, feet and sitting position.
The face is the most commonly used channel of communication. A raised
eyebrow means surprise, lips pursed means anger. The face is used to encourage
or discourage feedback.
The whole head can be used to communicate. A nod means agreement, moving
the head up and down communicates interest to the speaker.
Legs are often crossed to communicated discomfort, feet may act as pointers to
the person we are communicating with.
2. Physical appearance
Body shape and size have influence on the way people are perceived by others
and can be inaccurate. Hair, clothing and personal style also send a message
about who we are and what we are.
3. Voice
The way words are said contribute to the message being sent. There are four
vocal cues
qualifiers - tone, rate, pitch and volume of speech
fillers - words used to fill conversations i.e. 'okay', 'well', 'um', 'ah'
differentiators - vocal sounds that help us communicate i.e, giggles,
yawn, sighs
qualities - the way the voice is used i.e. husky, firm, questioning etc.
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Whatever the reason for writing, the message will be more effectively sent if the text is clear,
readable and business like.
The following are six steps to help when writing workplace documents:
The purpose
Why is the text being written?
What does the reader need to know/do?
How does the reader need to feel?
The plan
Jot down key points to be made in logical sequence.Gather facts that will be included
Draft
Write the documents with particular people in mind
Natural language should be used
The text should be readable and flow naturally
Edit
Read through the document to make sure it is clearWords should be familiar and sentences should be short
Final draft
Arrange final draft on computer
Check
Check the document carefully and give it to others to read for
errors and readability
Make changes
Make sure the documents looks professional so that it is
appealing to read
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OVERCOMING COMMUNICATION BARRIERSPersonnel in a workplace communicate with peers, managers, supervisors, members of thepublic, suppliers and others.
Barriers to communication can cause problems and misunderstanding with effective
communication.
Some barriers to communication are:
jargon
disabilities
age
status
lack of empathy
stereotyping
unclear or incomplete messages
distance
lack of time
poor spelling - inaccurate sentence structure.
Steps to overcome communication barriers should be put in place.All personnel should be interested in overcoming barriers to effective work practices in anorganisation.
The following list outlines points to consider in relation to overcoming communication barriers.
feedback - enables communication to become a two way process with both the sender
and the receiver trying to achieve mutual understanding
consider the words used - long complicated sentences and unfamiliar words confuse
people. Communication should be clear, complete, concise, concrete, correct and
courteous.
use repetition - repeating messages several time using different examples can help
others to understand the messages being sent
use empathy - seeing a situation from another person's viewpoint and trying to
understand others opinions concerns and attitudes makes better communicators
timing - poor timing can result in messages not being received effectively
being positive rather than negative helps make communication more effective - what is
wanted not what isn't wanted
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select the best location - talk somewhere that will encourage open communication not a
noisy shop floor or a busy office
listening reduces communication
check written communication for spelling errors and ensure the sentences are clear,
concise and not ambiguous.
PERSUASIVE COMMUNICATION
Starting point: the receiver must have some freedom in responding to persuasive messages,
and an underlying ability to choose between alternative courses of action. Persuasion is an
interactive process, involving all parties in a negotiation of meanings.
Only free men can negotiate. Prisoners cannot enter into contracts
(Public statement by Nelson Mandela, Feb. 1985)
Ways in which persuasive communication operates in organisations:
Advertising
Public Relations and lobbying
Interviews
Business meetings and negotiations
AdvertisingPersuasive techniques are used to secure the attention of a target audience and to increase its
subsequent recall of the message.
Publi c Relations and lobbyingPublic relations is mainly concerned with managing the links between an organisation and the
people outside, including customers, local communities and journalists.
Lobbyingmeans presenting an organisations case to the key decision makers.
I nterviewsJob interviews involve persuasion efforts from both sides. Candidates are seeking to convince
the panel that they are the right person for the job, while the organisation is trying to attract
the strong candidates to accept job offers. Employers also want unsuccessful candidates to
leave with a positive impression of their organisation. Persuasion can also be a factor in other
types of interview, e.g. an employee performance appraisal.
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Business meetings and negotiationsPeople have to work very hard to persuade others to accept their novel or controversial ideas
and proposals.
Main issues to be addressed by a message that is intended to be persuasive:
1. The nature of the audience What previous experience do they have, either of you as an individual, or the
organisation that you represent?
What do they already know, and how do they feel about the subject matter of your
message?
What do you know about their personality and their current state of mind?
Are you trying to persuade one individual or a large number of people?
Are they able to act independently, or are they playing the role of representatives or
agents of another organisation?
What other factors that might be persuading them in the opposite direction?
2. The message Content:
Does it comprise facts, ideas, opinions or a mixture of all three?
Is it simple or complex?
Is it likely to be surprising, or unwelcome or threatening to your audience
or to those they represent?
+
The emotional aspects
Objectives:
Changing facts and ideas = if senders have access to relevant supporting evidence, which
they are capable of presenting in a straightforward manner, receivers will be persuaded to
change their minds.
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Changing beliefs and values= though they contain facts and ideas, a persons beliefs and
values are bolstered by other powerful factors, such as self-image, cultural background and
pressure exerted by a peer group.
Changing actions and behaviour= full-scale persuasion arises when the receiver has an in-
built resistance towards the proposed action or change in behaviour (e.g. efforts directed at
discouraging people from activities such as smoking or drug abuse).
3. The context Is it happening within an organisation or in the outside world?
The timescale
The activities of other parties
PERSUASIVE PRACTICES
Addressing people by name
Posing questions
Being provocative
Using different forms of persuasive communication (music, taste and smell, direct
action)
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Lecture 2
OUTLINE:
ORGANISATIONAL COMMUNICATION
o FORMAL STRUCTURES
o HIERARCHIES
o ORGANISATIONAL CULTURE
o INFORMATIONAL GRAPEVINE
EMERGING CHALLENGES
o DIGITAL TECHNOLOGIES
o BLURRED ORGANISATIONAL BOUNDARIESo THE RISE OF STAKEHOLDER THINKING
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ORGANISATIONAL COMMUNICATION
FORMAL STRUCTURES Help managers allocate tasks and responsibilities between defined functions
Provide the basis for a clear chain of command
Are presented in the form of an organisational chart, showing the upward, downward
and lateral connections between named individuals, job roles or departments.
Factors associated with the structures selected by organisations
Size of organisation
Technology used
Type of activity
Goals or objectives
Competitive environment
An organisations structure should fit the functions it carries out and the environment in which
it operates.
Types of structures:
a. The functional structure:
prioritises internal operations efficient ways of organising production
less flexible in responding to changes in the market
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2. a matrix structure, where functional and product reporting lines are
combined in a cross-hatched pattern.
The choice of formal structure contributes to distinctive patterns of internal and external
communication managers need to consider the potential trade-offs arising from their
structuring decisions.
HIERARCHIESDistances between people in organisations can be:
vertical: a measure of the degree of hierarchy, the number of levels in an organisation
structure
horizontal: relates to the number of groupings at a particular level in the hierarchy.
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a) Tall hierarchies: many layers of management and relatively few staffreporting to the managers at each level.
b) Flat hierarchies: few managerial levels
Delayering: cutting out levels of management with the aim ofreducing operating costs and
improving information flow.
Problems created by aggressive delayering: loss ofessential tacit knowledge, over-burdened
managers with too many lines of communication to subordinates.
ORGANISATIONAL CULTURE Organisations tend to develop distinctive cultures that are both signified and
reproduced through communication practices.
Organisational cultures cross-cut the national differences and are to a large extent
reflected in the companies operations around the world.
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Cultures include self-perpetuating structures, leading like-minded people to be recruited
into organisations, while encouraging those unsuited to move on.
Various departments and occupational groupings are also likely to display their own
distinctive norms, values and communication practices: sub-cultures.
Key-challenge: how to manage the interface between organisational cultures and
subcultures in order t facilitate better internal and external communication.
INFORMAL GRAPEVINE Unofficial communication channel
Consists of overlapping, informal networks of friends and colleagues who circulate
information around an organisation, often during lunch breaks or social events.
They are effective because: they are faster than conventional routes, are more likely to
gain the employees attention, require no investment in communications infrastructure
Managers sometimes make use of grapevines to release their official messages, byplacing rumours that prepare the ground for a subsequent formal, officially-sanctioned
announcement.
They can also be counter-productive, e.g. in a time of uncertainty, such as restructuring
or redundancy, harmless gossip is often replaced by misinformation. In these
conditions, grapevines tend to distort and exaggerate messages as they are passed
around.
EMERGING CHALLENGES
A. DIGITAL TECHNOLOGIES: e.g. mobile phones, iPhones, e-mails, iPods and other forms of datatransfers.
Benefits:
They created new and more flexible ways of working, which have suited particular
lifestyles
They increased managerial control over employees through computer-enabled
monitoring of work activities.
They intensified the pace of work in many situations
Employees can obtain real-time access to corporate intranets in many locations,
including their home-based offices.
It has also become cost-effective for organisations to provide their staff with theequipment needed to enable remote working; additional costs are more than offset by
the substantial reduction in corporate office overheads.
Home workers are able to spend more time with their families at important times of the
day.
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Communication challenges
Cultural change the traditional, hierarchical management systems found in many
large organisations are difficult to change.
Removing the employees from a managers line of sight can lead to a perceived loss of
power and status.
The remote workers can feel that they are distanced from the organisation and that
leads to loss of direction, motivation and of sense of belonging.
Informal face-to-face communication and networking cannot take place in the home
office.
There is no technologically-mediated substitute for face time (a term that is itself a
product of the virtual era).
How should organisations address these communication challenges?
A programme of training and cultural adjustment for managers and all those involved in
remote working that should include: time management, arrangements for supervision,
reporting progress, and obtaining additional support when needed; a code of conduct
an agreement of what is expected by both parties.
Regular visits to the office provide access to informal channels and help reinforce a
sense of belonging.
The communication issues become rather more complex in the case of virtual teams,
where there is a need for intensive multi-lateral communication, requiring co-ordination
of several people in different remote locations.
B.BLURRED ORGANISATIONAL BOUNDARIES
Examples of factors that lead to blurred boundaries:
The privatisation of public utilities
Outsourcing of non-core activities
Strategic alliances
Joint ventures
Various types of inter-organisational network
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C. THE RISE OF STAKEHOLDER THINKING
The concept ofstakeholder thinking was popularised by the North American writer, R.Edward Freeman, in a book calledStrategic Management: a Stakeholder Approach.
A stakeholder in an organisation is any group or individual who can affect or is affected by
the achievement of the organisations objectives (Freeman 1984:25)
Freemans central argument was that an exclusive focus on a corporations shareholder
value (i.e. a financial indicator based on the income yield and growth of its share
capital) provided an inadequate guide for determining strategic direction. It contributed
to negative outcomes for other stakeholders, including employees, consumers, local
communities and the natural environment (i.e. poor working conditions, sub-standard
products, damage to local economies, atmospheric pollution).
Increasing concern over these effects has been reflected in an intellectual debate
regarding the appropriate relationship between business and society.
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Leeds-Hurwitz, Wendy. 1992. Communication in Everyday Life. A Social Interpretation. New Jersey: Ablex
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http://www.livestrong.com/article/148322-list-of-effective-communication-skills/http://www.livestrong.com/article/148322-list-of-effective-communication-skills/http://www.livestrong.com/article/82418-examples-effective-communication-skills/http://www.livestrong.com/article/82418-examples-effective-communication-skills/http://en.wikipedia.org/wiki/Business_communicationhttp://en.wikipedia.org/wiki/Business_communicationhttp://en.wikipedia.org/wiki/Business_communicationhttp://www.livestrong.com/article/82418-examples-effective-communication-skills/http://www.livestrong.com/article/148322-list-of-effective-communication-skills/