Download Brainstorming: Oral and Written Communication

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Brainstorming: Oral and Written
Communication
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Can you name some forms of Oral and Written
communications in a company?
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Can you think of the advantages and
disadvantages of these two types of
communications?
4 Communicating in Organizations
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Internal and External Functions
Internal communication includes sharing ideas and
messages with superiors, coworkers and subordinates.
Some of the functions of internal communication are to
issue and clarify procedures and policies, inform
management of progress, persuade employees or
management to make changes or improvements, coordinate
activities, and evaluate and reward employees.
External functions are to answer inquires about products or
services, persuade customers to buy products or services,
clarify supplier specifications, issue credit, collect bills,
respond to government agencies, and promote a positive
image of the organization.
Oral Communication
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Advantages:
–
–
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–
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Minimizes misunderstandings
Enables communicators to pick up nonverbal cues
Develops consensus
Promotes friendships
Disadvantages:
–
–
–
Produces no written record
Wastes time
inconvenient
Written Communication
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Advantages:
–
–
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Provides a permanent record
Convenient
Disadvantages:
–
–
Requires preparation and sensitivity to audience
and anticipated effects
Difficult to prepare
Avoiding Information Overload and
Productivity Meltdown

How many emails and telephones do you send
and make everyday?
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Do you feel interrupted by the incoming
messages during the work? What’s your
solution?
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Although technology provides a myriad of
communication channel choices, the sheer
volume of messages is overwhelming many
employees.
Tech Talk
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Tips for Controlling the E-mail Monster
P33 1.8 Communicating in Organizations:
Reducing Information Overload
5. Improving the Flow of
Information in Organizations
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Formal Channels:
Downward Flow
Upward Flow
Horizontal Flow
Informal Channels
Formal Channels
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Information about policies and procedures
originates with executives and flows down
through managers to supervisors and finally to
lower-level employees.
Downward Flow
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Information flowing downward generally moves
from decision makers, including the CEO and
managers, through the chain of command to
workers. This information includes job plans,
policies, and procedures.
Obstacle: distortion resulting from long lines of
communication
Upward Flow
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Information flowing upward provides feedback
from nonmanagement employees to
management. Subordinate employees describe
progress in completing tasks, report roadblocks
encountered, and suggest methods for
improving efficiency.
Obstacles:
–
–
–
–
Distrust
Fear of reprisal
Lack of adequate communication skills
Differing frames of reference
Horizontal Flow
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Lateral channels transmit information
horizontally among workers at the same level.
Obstacles:
–
–
–
–
Poor communications skills
Prejudice
Ego involvement
Turf wars
Informal Channels
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Alert managers find the grapevine an excellent
source of information about employee morale
and problems. They have also used the
grapevine as a “break it to them gently” device,
planting “rumors”, for example, of future layoffs
or other changes.

Many companies today have moved away from
a rigid authoritarian management structure in
which only managers were privy to vital
information, such as product success and profit
figures.
Case study & Homework
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
Pillsbury Revisited
Critical Thinking
6 Facing Increasing Ethical
Challenges
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Many companies were primarily interested in
incorporating ethics into their organizations
because they wished to be more socially
responsible.
Most common violations
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Cutting corners on quality
Covering up incidents
Abusing or lying about sick days
Deceiving customers
Lying to a supervisor or underling
Taking credit for a colleague’s ideas
Five Common Ethical Traps
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The False Necessity Trap
The Doctrine-of-Relative Trap
The Rationalization Trap
The Self-Deception Trap
The Ends-Justify-the-Means Trap
Goals of Ethical Business
Communication
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Telling the Truth
Labeling Opinions
Being Objective
Communicating Clearly
Giving Credit
Tools for Doing the Right Thing
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Is the action you are considering legal?
How would you see the problem if you were on
the opposite side?
What are alternate solutions?
Can you discuss the problem with someone
whose advice you trust?
How would you feel if you family, friends,
employer, or coworkers learned of your action?