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