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MGT 3213 – Organizational Communications
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Process for Planning and Preparing Spoken and Written Messages
STEP1
STEP2
STEP3
STEP4
STEP5
STEP6
STEP7
Consider the applicable contextual forces
Determine the purpose & select an appropriate channel & medium
Envision the audience
Adapt the message to the audience’s needs & concerns
Organize the message
Prepare the first draft
Revise & proofread for accuracy & desired impact
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Step one: Consider the applicable contextual forcesOrganizational Culture
“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration and which has worked well enough to be taught to new members as the correct way to perceive, think, and feel in relation to these problems.”
SocializationNot just behaviors, communication too
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Step one: Consider the applicable contextual forcesCharacteristics of organizational culture
Innovation and risk takingAttention to detailOutcome orientationPeople orientationTeam orientationAggressivenessStability
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Step one: Consider the applicable contextual forcesPhysicalSocialChronologicalCulturalEnvironmental
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Step two: Determine the purpose & select the channel & medium
What is the central idea of your message?
WhatWhat do you hope to accomplish do you hope to accomplish with the message?with the message?
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Step two: Determine the purpose & select the channel & medium
Two-way, face-to-face(group meeting, one-on-one)
Two-way, not face-to-face(phone, email)
One-way, not face-to-face(letter, memo)
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Step two: Determine the purpose & select the channel & mediumSituation Channel/Justification
Tell a customer damaged merchandise will be replaced
Notify a sales rep of job termination
Inform employees of a new Internet usage policy
Telephone or face-to-face: Lends importance to the message; more personal
Telephone or face-to-face: Lends importance to the message; more personal
Email: Routine matter; mass distribution
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Step two: Determine the purpose & select the channel & medium
Considerationsrichness vs leannessneed for interpretationspeed of establishing contacttime required for feedbackcostamount of information conveyedneed for permanent recordcontrol over the message
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Step three: Envision the audienceAnticipating how the audience will interpret
and respond to your messagePut yourself “in their shoes”Why is this step important?
Allows you to avoid miscommunication!Maximizes the effectiveness of your message
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Step three: Envision the audience• Gather AS MUCH INFORMATION AS POSSIBLE
about the audience of your message• Age• Economic level• Education/occupational background• Needs and concerns of the audience• Culture• Rapport• Expectations
• If nothing else, imagine how you would react if you were the one receiving the message
If you can only choose one of these items, which one should you pick?
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Step three: Envision the audienceSituation
Tell a customer damaged merchandise will be replaced
Notify a sales rep of job termination
Inform employees of a new Internet usage policy
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Step three: Envision the audience• Also ask, what type of audience am I
addressing?• Managers: Just the facts, be as concise as
possible (or have good executive summaries)• Experts: Use standard technical terms, don’t
exaggerate or overstate your claims • Nonexperts: Avoid jargon, use lots of definitions
and explanations• International/multicultural: Avoid slang,
colloquialisms, culture-specific says (e.g. “under the weather”)
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Step four: Adapt the message to the audienceTry to be receiver-centered
Does the message address the receiver’s needs and concerns?
Will the receiver perceive the ideas to be fair, logical, and ethical?
Are the ideas expressed clearly and concisely (to avoid the embarrassment of miscommunication)?
Does the message promote positive relationships?
Is the message sent promptly?Is the message professional, high quality?
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“I” or Sender-centered “You” or Receiver-centered
I want to congratulate you on your award.
Congratulations! You are the Employee of the Year.
I am interested in ordering . . .
Please send me . . .(You is the understood subject.)
I give you permission to take an extra day of vacation.
You earned an extra day of vacation because of your performance.
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Why did Kentucky Fried Chicken change its name to “KFC”?
Why is the corn industry lobbying the FDA to change the name of high-fructose corn syrup to corn sugar?
Richard Weaver
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Communicating to convey goodwillWhat is goodwill?
The ability to create and maintain positive, productive relationships
An intangible asset arising from the reputation of its business and its relations with its customers
How do you do this?Be niceBe honestBe fairBe ethicalEstablish trust
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• Use euphemisms cautiously
• What are some examples of euphemisms?
• Sanitation worker = garbage collector
• Correctional facility = prison
• Double-speak, corporate speak
• Above-board = ?
• Peer management = ?
• Rightsize = ?
http://www.youtube.com/watch?v=ZIxcxfL5jasright
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• Avoid condescending or demeaning expressions
• Bean counter = ?
• Spin doctor = ?
• Ambulance chaser = ?
• Shrink = ?
• Use connotative tone cautiously
• “harped on” vs. discussed
• “dealt with” vs. handled or managed
• Use bias-free language
• Defamatory remarks
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Step five: Organize the message• Make an outline!
• Benefits of outlining your message:
• Encourages accuracy and brevity
• Permits concentration on one phase at a time
• Saves time in structuring ideas
• Provides a psychological lift
• Facilitates appropriate emphasis of ideas
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Step five: Organize the message• Sequence
• Time
• Space
• Familiarity
• Importance
• Value