Third Edition

MANAGING BUSINESS AND

PROFESSIONAL COMMUNICATION

Carley H. DoddAbilene Christian University

Allyn& Bacon

Boston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto

Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

CONTENTS

Preface xx

Unit 1 Foundations of Business and ProfessionalCommunication 1

Chapter 1 INTRODUCING BUSINESS AND PROFESSIONALCOMMUNICATION 1Communication Gaps in the Workplace 2

• CASE 1.1 Making Communication Adjustments 2

• SKILLS AT WORK 1.1 What Functions Does Communication Solve inOrganizations? 4

What General Competencies Are Needed in Organizations? 4

Communication Competencies Expected in Organizations 5

• SKILLS AT WORK 1.2 Self-Assessment of Communication Strengths andWeaknesses 7

Definition and Model of Business and ProfessionalCommunication 8

Defining Communication in Business and the Professions 8

A Briefing on Models 8

A Communication Model Focusing on Components in Business andthe Professions 9

Assumptions about Communication: A Word on Axioms 12

Communication Is Unavoidable 12

D WEB AT WORK 1.1 Business and Professional Communication 12

Communication Is Irreversible 13

Communication Involves Content and Relationship 13

Communication Is Rule Governed 13

Business and Professional Communication in Four Contexts 14

Organizational Culture 14

Interpersonal Communication 14

Groups and Teams 14

Public Presentations 14

In Perspective 15 • Discussion Questions 15Exercises 15 • References 16

VII

viii Contents

Chapter 2 MANAGING LEADERSHIP COMMUNICATIONIN ORGANIZATIONAL CULTURES 17

Organizational Culture as a Context for Communication 18

• CASE 2.1 A Clash of Cultures 19

Features of Organizational Culture 19

Mission and Goals 20

Values 20

• CASE 2.2 Accepting Company Values 21

Beliefs 21

Procedures and Rituals 21

Scope 21

• CASE 2.3 Taco Bell's Organizational Culture 22

Roles 22

Relationships 22

Reward and Recognition 23

Language and Communication Style 23

Stories/Narratives 24

• SKILLS AT WORK 2.1 Improving Communication Style in Organizations 25

Leadership Style 26

Organizational Identity and Image 26

Leadership in Organizational Cultures: Structures and Styles 27

• CASE 2.4 Developing Ethics in Communication Strategies 28

1 Scientific Management Perspective 29

Human Relations Perspective 32

Human Resources Perspective 32

• SKILLS AT WORK 2.2 Rethinking Herzberg and Applying Ethics 35

Systems Communication Perspective 35

• CASE 2.5 Incentives and Performance 36

Recap of Leadership Communication Perspectives 41

• SKILLS AT WORK 2.3 What Are Your Qualities as a Leader? 41

D WEB AT WORK 2.1 Organizational Culture and Leadership 42In Perspective 42 • Discussion Questions 42Exercises 43 • References 43

Unit 2 Interpersonal Communication in Business andProfessional Communication 44

Chapter 3 MANAGING INTERPERSONAL COMMUNICATIONIN THE WORKPLACE 44Interpersonal Communication Principles in the Workplace 44

Contents ix

The Pygmalion Effect and Self-Fulfilling Prophecy: ManagingExpectations 45

Interpersonal Attr ibut ion: I "Know" Why You Do That 45

Managing Interpersonal Perceptions: Impression Formation 46

• SKILLS AT WORK 3.1 Impression Formation in Action 47

Social Equity Theory 47

• SKILLS AT WORK 3.2 Social Equity Theory at Work 48

Managing Interpersonal Communication Skills 48

• CASE 3.1 The Effects of Unresolved Conflict 48

Focus on a Positive Communication Climate to Build and MaintainRelationships 49

Expand Awareness 51

Initiate Affinity-Seeking Communication 52

Develop Assertiveness Skills 52

Practice Communication Immediacy 53

• SKILLS AT WORK 3.3 Immediacy Assessment 54

Apply Improved Verbal and Language Style 55

• SKILLS AT WORK 3.4 Verbal Communication Skills Assessment 59

Improve Efficiency and Clarity 60

• SKILLS AT WORK 3.5 Improving Interpersonal Communication inLeadership 61

D WEB AT WORK 3.1 Interpersonal Communication 62

Managing Social Networking as Interpersonal Communication 62

^Organizations Seeking IT and Social Media 62

• CASE 3.2 Johnson and Johnson Want More of the Social;•; Media Pie 63

. Is There Harm in Unconnected Employees? 64

• CASE 3.3 Twitter Has Uses in Education and Organizations 65In Perspective 65 Discussion Questions 66Exercises 66 References 67

Chapter 4 MANAGING LISTENING COMMUNICATIONIN THE WORKPLACE 68

$ The Significance of Listening in Organizations 69

Managers' Use of Listening 69

Organizational Outcomes Associated with Listening 69

Concepts That Explain Listening Deficits 70

Selectivity in Listening to Information 70

• CASE 4.1 Separate Conversations 70

• CASE 4.2 Processing Bad News 71

Enhance Information Sharing 72

Contents

Avoid Communication Omission 72

• CASE 4.3 Overcoming Omission 72

• CASE 4.4 "Any Questions?" 73

• SKILLS AT WORK 4.1 Listening Skills Assessment 74

El WEB AT WORK 4.1 Listening Communication 75

How to Improve Listening Skills 75

Active Listening 76

Strategies for Active Listening 76

Steps in Effective Listening 77

Barriers to Effective Listening 78

• SKILLS AT WORK 4.2 Listening Evaluation for a Seminar or Workshop 79

Great Quotes on Listening 80In Perspective 80 • Discussion Questions 81Exercises 81 • References 81

Chapter 5 MANAGING NONVERBAL COMMUNICATIONIN THE WORKPLACE 82

Defining Nonverbal Communication 83

Importance of Nonverbal Communication in the Workplace 83

Conveying Meaning 83

Reflecting the Unspoken 84

• CASE 5.1 Reading a Troubled Coworker 85

Functions and Rules of Nonverbal Communication 85

Functions of Nonverbal Communication 85

Rules Governing Nonverbal Communication 85

- Elements of Nonverbal Communication 86

Personal and Organizational Space 86

Body Movements 89

• CASE 5.2 Sending Unintentional Messages 90

Facial Expressions 90

Eye Movements 90

Touch 91

Vocal Characteristics 93

Timing 93

Objects and Clothing 94

Using Nonverbal Communication in the Workplace 94

• SKILLS AT WORK 5.1 Nonverbal Communication and Sales 94

• SKILLS AT WORK 5.2 Monochronic and Polychronic Style Assessment 96

n WEB AT WORK 5.1 Nonverbal Communication 97In Perspective 97 • Discussion Questions 98Exercises 98 • References 98

Contents xi

Chapter 6 MANAGING COMMUNICATION CONFLICTIN THE WORKPLACE 100

Conflict in the Workplace 101

Defining Conflict 101

Causes of Conflict 101

• CASE 6.1 The Day the Committee Came 103

Types of Conflict 104

Levels of Conflict and Tension in Organizations 105

Theories of Conflict in the Workplace 106

D WEB AT WORK 6.1 Conflict at Work 106

Communication Skills in Managing Conflict 109

Understanding Conflict Communication Styles 109

Communication Skills for Handling Criticism 111

• SKILLS AT WORK 6.1 Conflict Style Assessment 111

• CASE 6.2 Running a Family Business 113

• CASE 6.3 Supportive and Defensive Climates 114

Communication Skills in Managing Negotiation 115Defining Negotiation 115

Approaches to Negotiation 115

• SKILLS AT WORK 6.2 Space Survival Exercise 118

Understanding Negotiation Styles 119

• CASE 6.4 The Jones Family Land Case 120

• SKILLS AT WORK 6.3 Negotiation-Style Assessment 121

•". CASE 6.5 Conflict at City Hospital 123In Perspective 125 ;• Discussion Questions 126

\J Exercises 126 • References 127

Chapter 7 MANAGING INTERCULTURAL COMMUNICATIONIN THE WORKPLACE 128

Definition and Model of InterculturalCommunication 129

D WEB AT WORK 7.1 Intercultural Communication 130

Understanding Cultural Diversity 131

& Ethnocentrism 131

^ Prejudice 131

Stereotyping 132

In-Groups and Out-Groups 132

Communication Style Expectations 132

Cultural Values 133

Language 134

Interaction Rituals 134

xii Contents

Gender Issues 135

Importance of Managing Cultural Diversity 136

Eliminating Potential Barriers 136

Eliminating the Costs of Discrimination 136

• CASE 7.1 Alleged Bias at General Motors 137

Accepting Cultural Diversity 137

Intercultural Communication Strategies for Promoting Unity 138

Searching for Common Ground 138

Adapting to Low- and High-Context Cultures 138

Adapting to Group and Individual Cultures 139

Adapting to Task and People Orientations 139

Adapting to Cultural Hierarchy 140

Adjusting Linearity 140

Understanding Nonverbal Interactions 140• SKILLS AT WORK 7.1 Cultural Differences in Nonverbal

Communication 141

Avoiding Hasty Generalizations 141

Engaging in Cultural Adaptation 141

• CASE 7.2 Hasty Generalization in the Workplace 142

Managing Cultural Adaptation 143• CASE 7.3 Negotiating Conflicts Caused by Diversity 144

In Perspective 146 • Discussion Questions 146Exercises 147 • References 147

1

Unit 3 Small Groups and Teams in Business and ProfessionalCommunication 148

Chapter 8 MANAGING GROUP COMMUNICATION ANDWORKPLACE TEAMS 148Defining Small-Group Communication 148

Group Outcomes 149

Task Outcomes 149

Satisfaction Outcomes 150

Communication Networks in Small Groups 150

• CASE 8.1 Communication and Control 151

Centralized Networks 151

• CASE 8.2 Communication and Low Morale 152

• CASE 8.3 Central Network Overload 153

Decentralized Networks 153

Virtual Teams and Groups 154

Contents xiii

Leadership in Teams and Small Groups 155

Highly Directive Leadership 155

Participatory Leadership 155

Negligent Leadership 155

• CASE 8.4 The Right Kind of Leadership 156

Conducting Results-Oriented Group Communication 156

The Initiating Phase of Group Discussions 156

The Problem-Solving Phase of Group Discussions 159

Concluding Group Discussions 161

• CASE 8.5 Overcoming Barriers to Quality Service 161

Achieving Group Satisfaction Outcomes 162

Overcoming Group Communication Barriers 163

• SKILLS AT WORK 8.1 Assessment of Small-Group Satisfaction Outcomes 164

• CASE 8.6 The Bay of Pigs Incident 165

Strategies for Conducting Large Group Meetings 165

Rules of Procedure 166

Brainstorming Techniques 167

• WEBATW0RK8.1 Small-Group Communication 167

Strategies for Team Building in the Workplace 168

Definition and Model of Teams 168

n WEB AT WORK 8.2 Building and Managing Teams 169

How to Facilitate High-Functioning Workplace Teams 170

Providing Information, Knowledge, and Innovation 170

Providing Self-Directed Management 170

Providing Achievement and Satisfaction 171

What Makes a Successful Team? 171

Communicating Vision and Mission 171

• CASE 8.7 Benefits of Employee Satisfaction 172

Communicating Strategic Goals and Activities 172

• CASE 8.8 A Bigger and Better Vision and Mission 173

Communicating Expectations 173

Communicating Commitment and Norms 174

Communicating with Senior Leadership 174

• SKILLS AT WORK 8.2 Assessment of Team Norms 175

Communicating Significant Amounts of Information 176

Outcomes of Successful Teams 176

• CASE 8.9 Documenting Successful Team Performance 177In Perspective 178 • Discussion Questions 179Exercises 179 • References 180

xiv Contents

Chapter 9 MANAGING INTERVIEWS IN THE WORKPLACE 181Importance of Interviewing 182

Types of Interviews 182

Employment Selection Interviews 182• SKILLS AT WORK 9.1 Finding Job Opportunities 184• CASE 9.1 Answering "Killer" Questions 185

Information-Gathering Interviews 186

Performance Appraisal Interviews 187

Complaint or Grievance Interviews 188

Disciplinary Interviews 188

Group Interviews 189

Exit Interviews 189

• CASE 9.2 Standing Out in a Group Interview 190

Telephone Interviews 191

Videoconference Interviews 191

Media Interviews 192

Structuring Effective Interviews 192

Introduction Phase 193

Question Phase 193

Closing Phase 194

Follow-Up Phase 195

Interview Questions 195

! Types of Questions 195

Organizing Questions 199

Communication Skills in Answering Interview Questions 202i In Perspective 205 • Discussion Questions 206

Exercises 206 • References 206

Unit 4 Public Presentations in Business and ProfessionalCommunication 207

Chapter 10 MANAGING PUBLIC PRESENTATIONSIN THE WORKPLACE 207Importance of Making Public Presentations 208

• CASE 10.1 The Power of Effective Presentations 208

Building Credibility 209

Competence 209

• CASE 10.2 Creating Credibility 209

• SKILLS AT WORK 10.1 Assessing Your Competence 210

Character 210

Contents XV

• SKILLS AT WORK 10.2 Assessing Your Character 210

Charisma 211

Co-Orientation 211

• CASE 10.3 The Power of Charisma 211

• SKILLS AT WORK 10.3 Assessing Your Charisma 212

Recap on Credibility 212

• CASE 10.4 Connecting with the Queen 212

• SKILLS AT WORK 10.4 Assessing Your Co-Orientation 213

Building Confidence 213

Symptoms of Communication Apprehension 213

Overcoming Communication Apprehension 213

Recap on Confidence 215

• SKILLS AT WORK 10.5 Assessment of Communication Apprehension 216

Confirming Audience Analysis 217

Audience Experience and Topic Knowledge 217

Audience Knowledge of the Presenter 218

Audience Motivation and Values 218

Occasion for the Presentation 219

• CASE 10.5 Speaking to the Sales Team 220

Audience Demographics 220

Conducting an Audience Profile 222

D WEB AT WORK 10.1 Audience Analysis 225

tt CASE 10.6 Conditions beyond Control 225• SKILLS AT WORK 10.6 Understanding Your Audience 226

,,, In Perspective 226 ' • Discussion Questions 227'-' Exercises 227 • References 227

Chapter 11 MANAGING PRESENTATIONAL SKILLSIN THE WORKPLACE 229Elements of Language Style 229

Vividness 230

• CASE 11.1 Improving upon "Dry" Language 230

4 Clarity 231

• CASE 11.2 Creating Effective Narratives 232

Relational Language 233

Words Have Feelings in Their Meaning 233

• CASE 11.3 Talking in Code 233

Elements of Delivery 234

Vocal Delivery 234

Bodily Delivery 235

xvi Contents

Methods of Delivery 235

• SKILLS AT WORK 11.1 Common Delivery Mistakes 236

Manuscript Delivery 236

Memorized Delivery 237

Impromptu Delivery 237

Extemporaneous Delivery 237

• SKILLS AT WORK 11.2 Guidelines for Extemporaneous Delivery 239

Presentation Technology and Communication 239

Integrating Presentational Skills w i th PresentationTechnology 241

Communicating When Using Technology 242

Communication Tips When Using Any Visual Aid 246

D WEB AT WORK 11.1 PowerPoint Presentations 246

Ethics and Presentations 249In Perspective 250 • Discussion Questions 251Exercises 251 • References 252

Chapter 12 MANAGING INFORMATIVE PRESENTATIONSIN THE WORKPLACE 253

Developing Informative Presentations 254

Step 1: Analyze the Audience 254

Step 2: Select the Topic 254

Principles for Topic Selection 254

, • SKILLS AT WORK 12.1 Topic Selection Worksheet 255

D WEB AT WORK 12.1 Topic Selection 256

Step 3: Select the Purpose 256

• SKILLS AT WORK 12.2 Evaluating a Purpose Statement 258

Step 4: Formulate a Thesis Statement 259

• SKILLS AT WORK 12.3 Evaluating a Thesis Statement 259

Step 5: Develop the Main Points 260

Step 6: Support the Main Points 260

• CASE 12.1 Using Analogies 262

D WEB AT WORK 12.2 Search Engines 263

Step 7: Develop an Organizational Design 263

Step 8: Develop the Introduction 269

Functions of Introductions 269

• SKILLS AT WORK 12.4 Evaluating an Introduction 273

Step 9: Construct the Conclusion 274

• SKILLS AT WORK 12.5 Evaluating a Conclusion 276

Step 10: Providing Connections and Transitions 277

Contents xvii

Types of Informative Presentations 278

Oral Reports and Briefings 278

Elevator Speech 279

Introductions of Speakers 280In Perspective 281 • Discussion Questions 282Exercises 282 • References 282

Chapter 13 MANAGING PERSUASIVE PRESENTATIONSIN THE WORKPLACE 283Persuasion Changes or Reinforces Attitudes, Values, Beliefs, andBehaviors 284

Attitudes 284

Values 284

Beliefs 284

Behaviors 284

• CASE 13.1 Bringing about Change 285

Beginning Theories Underlying Persuasion 285

Cognitive Dissonance 285

• CASE 13.2 Overcoming Cognitive Dissonance 286

Social Judgment Theory 287

Audience Commitment 288

Inoculation 289

Message Order 290

Fear Appeal 292• CASE 13.3 Alienating the Audience with Fear 292

• WEB AT WORK 13.1 Persuasive Speaking 293

Developing Persuasive Presentations 293

Selecting an Organizational Pattern 293

• CASE 13.4 Creating an Effective Visualization 297

Providing Support Material 297

Formulating an Argument 299

• SKILLS AT WORK 13.1 Evaluating an Argument 302

Ethics in Persuasion 304In Perspective 305 • Discussion Questions 305

,, Exercises 306 • References 306

Chapter 14 MANAGING CUSTOMERS AND CLIENTCOMMUNICATION AND SALES 307Definition and Model of Customer Service 308

Defining Customers and Customer Service 308

Models of Customer Service 308

xviii Contents

Communicating to Enhance Customer Service 309

Discovering Customer Needs 309

• CASE 14.1 Adding Lights in the Parking Lot 310

• CASE 14.2 Would You Buy a Used Car from This Company? 311

Developing Client-Centered Communication Skills 311

Developing Customer-Centered Messages 312

• SKILLS AT WORK 14.1 Customer Service Assessment 313

Recovering f rom Losses and Mistakes 314

Handling Requests 314

Dealing wi th Angry Customers 314

Talking on the Telephone 316

• CASE 14.3 The Real Cost of a Coke 316

• SKILLS AT WORK 14.2 Common Customer Service Myths 317

Changing the Organizational Culture to Enhance CustomerService 318

Creating a Cycle of Change 318

• WEB AT WORK 14.1 Customer Service Communication 318

Managing Sales Presentations in the Workplace 319

Principles of Sales Communication 320

Motivation 320

Adopting Innovations 320

Sales Communication with a Marketing Viewpoint 321

Relationship Selling 322

• CASE 14.4 The Benefits of Relationship Selling 324

Strategies for Effective Sales Communication 324

Establishing a Knowledge Basis 324

• WEB AT WORK 14.2 Sales Training 324

Finding Potential Customers and Clients 325

Time Management and Resilience 325

Conducting Sales Interviews 326

• SKILLS AT WORK 14.3 Handling Customer Objections and Questions 329In Perspective 329 • Discussion Questions 330Exercises 331 • References 331

Epilogue 333

What Can You Do with a Communication Major? 333

Contents xix

Appendices 337

Appendix A: Communication Style in the Workplace 337Appendix B: Changes in Organizational Cultures 345Appendix C: Communication Networks in the WorkplaceAppendix D: Written Communication in the Workplace:

Reports, Proposals, Resumes, Letters, andE-mail Etiquette 357

Appendix E: Speech Evaluation Forms 374

353

Glossary 376

Index 385

Photo Credits 397