COMMUNic ATION FOR WORK puRPOS HAPTER OVERVIEW kplace commu- ef on, flow of intraorgan- t nal communication, , a pevine communication, evince of feedback in the workplace, and v ‘place, and written communication materials faethe workplace Outcomes ‘atthe end of tl | giseuss the concepts of workplace communication, distinguish the importance of effective workplace communication: Grentify the skills needed for workplace success; and fonstract appropriate materials for the workplace. his chapter you are expected to: Waren felCom i amunication in the Workplace eee ematinication is kn Benue fora pe understood. Gow and Sancher expla maton of tora, be Mehange of thoughts, ideas, emotlons teat, communicat Mike des ao eee cation is the creation in building and maintaining ret tween senders and receivers. I lationships in the workplace. me essential Communication in the workplace transpin ites when there is transmission of information between one person an Examples of this kind of cornraceror ee a eee eee Piincident repor's letere sage aes Mines, memo, requests business hn , text messages, voicemails, notes, etc. Dunn (2000) reiterates that alth . at although manage: Gexchange. Once a memorandum, letter, fan, or email has been sen any ae inclined eo Salis that communication thas taken ee ee ot occur until information and und is jon does receiver: lerstanding have passed between sender and. What is Effective Communication in the Workplace? Communication plays a vital role in the success of eve i umunicatio ein the su svery organization. It can be effective if the intended message is indeed the same message received by the receiver. 'A workplace becomes a harmonious haven when every employee is giver the avenue to communicate well with each other in a more professional way, Tp many instances, communication in the workplace becomes unprofessional when ne fails to behave appropriately with courtesy and respect. Communication = be professional, yet ineffective, you can speak courteously but your ideas can be unclear. Employees Top 5 Skills and Qualities 1. Communication Skills 2. Strong work ethics 3, Teamwork skills 4, Analytical Skills peeve Communication Matters PieyK Fee) Pama erse| ' \1 Nonverbal Communication 2. Clarity and Concision 3. Friendliness 4. Picking the Right Medium Feedback form $ 6. Confidence © sion, ¢ 7. Respect eae & Open-mindedness sent th 9. Empathy 10. Listening 4. Think tion w 1. He 2. He B. He Note: of thei Se 15 according to major fiel Form groups according to major/ field of specialization (e.g, Nursing, Educa- tion, Criminology, Engineering, Business Administration: Martine eee pestaurant Management, etc.) “ : ' ' ' yt 1 ' 1 Elaborate on the following statement a ' ' ind choose a representative to orally pre- sent the idea in class. “Communication is the key to achieving our goals” 1, Think of a situation or problem (related to your major) in which communica- tion was critically important. Explain the following: 1. How will communication correct the situation or problem, 2, How communication is important in your jobs. 3, How communication played a critical role both in the cause and solution. Note: Allotted time for preparation and presentation depends upon the discretion. of the instructor. 2023.09.15 10:01agverything been said before, 5 z 8 all over again,” : ~André Gide (French author and winner of the Nobel Pr el Prize in tite ature in 1947) w of effective communic ‘the flow nication ge isnot properly channelled, There are varie cereal when the intended Various re intend essa vn occurs, and this m. senate Tees isons why communication bret or ambiguous language, and inconsistent oe id ‘erbal and nonverbal cues. All comp vay contribute to the dit oa may contribute to the distortion of message th nisunderstanding. It is therefore crucial for ohne Fesult in confusion what are barriers to communication in the workplace? AO) an OD ‘According to Leigh Richards there are many bamviers Leigl to commun 2 est in any organization, but some are more pervasive and mon ane et | hers. Bartiers can be environmental or personal and may inclade ake __jsnoise (real or internal), bias, cultural differences or even differenses i ln ee vels of authority, within the organization. : 1, Noise Noise can be either internal or external. Internal noise represents the internal self-talking that we all do. External noise can include other conversations, traffic noise or anything that interferes with our ability to maintain focus. 2 Culture Culture can represent a barrier to communication when it keeps communication from happening or when employees communicate the information and input they feel they are expected to communicate, and not what they really believe. 3. Role Role conflicts can create barrie particularly when they involve interactions between superiors. rg to communication in organizations, subordinates andsed on our preconce ved beliefs ¢@ icism) or based on imp . respond well to cri is interact with them, 5. Misinterpretation It is important to be sure that the meaning behing is clearly and accurately understood. When in doube out min, (http://smallbusiness.chron.com). ” ASK for Clay How does one overcome communication barriers inth le Barriers are inevitable; ‘hence, you need to listen Properly, cultural differences, Work Lac inorder to work wellin a team age . avoid jargons, keep an Open mind. ma and be Pay,Ke ere) Reg am -10 e707Fl f z low of Tatraorganizational 7 mmunication in the Workplace as, but if y leas won't @, get You any: Lee lacocca Longest (2000) explains that commu mication in the workplace can flow upwardly, downwardly, horizontally, and diagonally. 1. Upward Communication—provides feedback on how well the organization is functioning. Subordinates can use upward communication to convey their problems and performances to their superiors. It can also be used by employees to share their views and ideas and participate in the decision- making process. Upward communication can lead to a more committed and loyal workforce in an organization because the employees are given a chance to Taise and speak dissatisfaction issues to the higher levels. The managers on the other hand can get to know about the employees’ feelings towards their jobs, peers, supervisor and organization in general. The effectiveness of upward communication according to phen (1984) can be increased using the grievance procedure, open door policy, Counselling, questionnaixes, 09.1 xit incerviews, participative decision-Downward C toa lower level. work-related int require thi expectations of thei Grievance procedure ‘Employees ean make an appeal upward beyond their ul supervisor se protects the individu fom arbany atom supervisor. emesis ‘This encourages communication about complaints. Open door policy ‘This is an invit superior about things that tion for subordinates © come in and talk to the trouble them. Counselling, questionnaires, and exit interview Be he geeomet eoeee counselling, administer attitude questionnaires eeunteniers. Information obtained from. these forms of cor ‘used to make improvements. ve decision-making techn! informal involvement of subordinates, quality q union management committees ‘tributions to the organization as ymmunication can be Participati que ‘This technique wses improvement teams, 2% Employees can make valuable £¢P they participate in the Idecision-making process Ombudsperson ‘The use of an ombudsperson provides an outlet for persons who feel they have been treated unfairly. arts from a higher level in an organiza This communication flow is ‘used by managers to transmit formation to the employees at Jower levels. Employees information for performing heir jobs and for meeting ir managers: nati ie nication is used by following ommunication ~ st Downward comm the managers for the purposes: a. providing feedback on employees performance b. giving job instructions: c._ providing complete understanding of the employee job 2s well ie pe communicate ther, how their job is related to other jobs in organization; d. communicating the organization's mission and vision tothe employe and. e. highlighting areas of attention. ———PLOY S00) Pawnee el}ating Going, through each day demands awaren many that either disrupt one’s manevaie to mee is capabilities to even become productive. Given that circumstances inevitable, it is best to find means to cope with them. The a. one of the best venues where individuals are measured because ea.) personality is distinct. However, despite the differences, companies try, permonize employes through its vision, Quality services emanate fos efficient people, so working out difficulties in dealing with colleagues :, essential. ; Conflict Management Strategies As professional communicators, we can acknowledge and anticipate that conflict will be present in every context or environment where communication occurs. Joseph De Vito (2003) offers us several conflict management strategies that we have adapted and expanded for our use. 1, Avoidance. You may choose to change the subject, leave the room, or not even enter the room in the first place, but the conflict will remain and resurface when you least expect it. 2. Defensiveness versus Supportiveness. Defensive communication 's characterized by control, evaluation, and judgments, while supportive communication focuses on the points and not personalities. 3. Face-Detracting and Face-Saving-Face-detracting strategies. They involve messages or statements that take away from the respect, een: or credibility of a person. Face-saving strategies protect credibility an“ separate message from messenger. A id 4. Empathy ~Empathetic listening. It involves listening to both the fiteral an implied meanings within a message. 5. Gunnysacking. George Bach and Peter Wyden discus: (or backpacking) as the imaginary bag we all carry into ehings unresolved conflicts or grievances over tame. Holding onto the way i a ia lat nnweark_ and influence how } iharmonize employess through 1s vis ces emanate efficient people, so working out difficulties in dealing with collea essential. from IBUes i, Conflict Management Strategies As professional communicators, we can acknowledge and anticipate 4, conflict will be present in every context or environment where communic ation occurs. Joseph De Vito (2003) offers us several conflict management strategies 1. we have adapted and expanded for our use: 1. Avoidance. You may choose to change the subject, leave the room, or n, even enter the room in the first place, but the conflict will remain ang resurface when you least expect it. Defensiveness versus Supportiveness. Defensive communication characterized by control, evaluation, and judgments, while supportiy | communication focuses on the points and not personalities. 3. Face-Detracting and Face-Saving-Face-detracting strategies. They | involve messages or statements that take away from the respect, integrity, or credibility of a person. Face-saving strategies protect credibility and separate message from messenger. 4. Empathy —Empathetic listening. It involves listening to both the literal and implied meanings within a message. 5. Gunnysacking. George Bach and Peter Wyden discuss gunnysacking (or backpacking) as the imaginary bag we all carry into which we place unresolved conflicts or grievances over time. Holding onto the way things used to be can be like a stone in your gunnysack, and influence how you interpret your current context. 6. Managing Your Emotions. Your awareness of your emotion can help you clear your mind and choose to wait until the moment has passed to tackle the challenge. Grapevine Communication 1d SO tive e of Grapevine is an informal channel of business communication. It is calle because it stretches throughout the organization in all directions irrespec of the authority levels. Man as we know is a social animal. Despite oa yp when formal channels in an organization, the informal channels tend to develo iapo interacts With other people ation. organize a “ © at lower levels of 4 1. Grapevine channels carry infor mati | gets to Know some confidential nro” "Pidly. As soon | ; inform, as an employee Thus, itspreads hastily md who in turn passes it ty other s it to other. [2 The managers get to know the reg ie Ons of the . policies. Thus, the feedback obtsinen ick co stboratnates on thee of communication, ick compared to formal channel 3. Thegrapevine creates sense of uni, i ; a discuss their views with each other, Tha Bee e™PIOYees who share and us group cohesiveness, » 8rapevine helps in developing th - hy es 4, The grapevine serves as an emotional supportive value. T aan és hy 5. The grapevine is a supplement in those c “ " ESTER PP! those cases where formal communication Mini ri hi || Disadvantages of Grapevine Communication lle ny oy) 1. The grapevine carries partial information at times as it is more based on rumours. Thus, it does not clearly depicts the complete state of affairs, 2. The grapevine is not trustworthy always as it does not follows official path of communication and is spread more by gossips and unconfirmed report. 3. The productivity of employees may be hampered as they spend more time talking rather than working. . The grapevine leads to making hostility against the executives. 5. The §rapevine may hamper the goodwill of the organization as it may carry false negative information about the high level people of the organization. http://www. managementstudyguide.com What Research Shows about the Grapevineinteracts With other he People in oy, wrganization. 2 o Banization, It exists, ™ore at lower levels of Pirantages of Grapevine Communicat ion 1. Grapevine channels cary ares r Matioy ce Seca er dential intoon Pidly, pas Nen to hi: rae es Thus it spreads hastiy nnd who in tun a a M Passes it to gues 2, The managers get tg OW the react oe policies. Thus, the feedback Obtained ig gui their of communication, 'S Quick comp, 3, Thegrapevine creates a sense : ae of unity amo discuss their VieWS With each a, Thee em group cohesiveness, > Subordinates on their ered to formal channel The productivity of employees may be hampered as they spend more time talking rather than working, The grapevine leads to making hostility against the executives, The grapevine may hamper the goodwill of the organization asit may carry false negative information about the hi igh level people of the organization, hitp:/ howe. managementstudyguide.com into whit! - onto the What Research Shows about the GrapevineWhich would you t¢ there were big diffe deli din an official or print) or the grapevine?” * 51% favored the only 40% putting more ¢ grapevine. “Would you believe the grapevine or your most trusted co-worker if there were big differences in the messages from each?” © 89% reported they would believe their co-worker. Here again, trust was the key, as with the individual who repli “J don’t gossip with co-workers l dont trust.” When all is said and done, it comes down to accuracy, which led me to ask people, “Just - how accurate is the grapevine? 57% gave the grapevine favorable ratings. They supported — their response with such comments as, “Management communication usually confirms _ what the grapevine already knows,” and “The grapevine may not be wholly: aucuraie, put it tn — wae valiahle indicator that something isch would you teng big difference “Would you believe the most trusted co-worker differences in the messa Brapevine op if there were Bes from each» * 89% reported they would 7 co-worker. Here again, tn W2S the key, as with the individu: key, ‘al who replied don’t gossip with co-workers B ‘orkers I doni, When all is said and done, it comes down to accuracy, which led me to ask people, “Just how accurate is the grapevine? 57% gave the grapevine favorable ratings. They supported their response with such comments as, “Management communication usually confirms what the grapevine already knows,” and “The grapevine may not be wholly accurate, but it is a very reliable indicator that something is going on,” and “I believe the grapevine, but 1 validate it by checking with multiple sources.”2023.09.15 10:054. Among the si tratec think gies for man, are the most MND COnNMct dese Sfective? Why? Discnk your ope! UF Opinio, in thy NS wy MI. Imagining a Positive Outcome! Think of a time whena Conflict led t, nity, better understanding, or other positive result? If not, think of, a 4 i i . Write a 2- to 3 paragraphs Aescribing what a ld have happened, lat aon eS ae asurvey-ANSwer IN YOUF OWN Words «h, aston fs i more eredence In a speech, you Pu Rader oF In.a message heard ge oan oc ine?” ee ubelieve:a message delivered “a as or what you hear directly oe ect supervisor?” of direct SUP aJ (Read the article Below and give your Feaction, THE GRAPEVINEIS ALIVE AND weit eopelieve the grapevine nation channel very much 2” Mevit M, a natural ( h suggests thai » indeed, tend Organizational life. Its a commun, 7 {rons but not sanctioned by the | interacting. Researct be devastating. And, remember, the grapevine is not Formation Attp://www.amanet. org Tesponsible for errors My Reaction: 3. Prescri A comm Tour Leveace We all need people wh, feedback, according t© Keyton (2099 : : is a 1 their behavior. AS Lieb} RY inform 1 ive about the ebler and MeCato™Ation that indy in activities like market research, client geo"! (2004) rin nea } Wy juation. Feedback should not be viewed ay 402 2°°*editation, wry" also eva Sa negative es casoraategyTOeMhance gos avarenen eR instead it should 004). * forms of Feedback with Different intent (2000) identify the forms of feedback with ditterenes Fre peraliative feedback, and Prescriptive feed e nntent me as descriptive 1, Descriptive Feedback A feedback that identifies or describes how a person ‘communicates. 2, Evaluative Feedback A feedback that provides an assessment of the person who communicates. 43, Prescriptive Feedback A feedback that provides advice about how one should behave or communicate. a Levels of Feedback ir k: task or procedural According to Keyton (2000), there are four levels of feedbacl _teedback, relational feedback, individual feedback and group feedback. 1. Task or Procedural Feedback if This level involves issues of effectiveness and aperoprniaes iepecis issues include the quantity or quality of a group output. ma 2023.09.15 10:062s Relational Feedback This level provide: group 's information about inte; \ ‘ TPersonal dynamicg, i “ith, ' 3. Individual Feedback ‘= This level provides feedback that focuses ‘ona particular; ' a group. soo Mdividi 4 i 4. Group Feedback ; 2 . \ This level provides feedback that focuses on how Well th, : Performing. © er Pis i | | 2023.09.15 10:06situation B A manager evaluates another manager's performat , eae, oat ince using an ey ti a strument. The manager indicates in his conclusion that his fellow monacerchoran andiets his staff feel comfortable in the workplace. ynepagerisLelniat Situation C The manager asks his clients how he could change himself to become a better communicator to his staff. The client suggests that the manager should be more ap- proachable and friendly in dealing with his staff. POR. PERT1] q q ? i b i f pe “4 stre! i ee jece of writing or article from a website, ne i , select ast one sentence of feedback for each of the aforesnid maternal ne wi pieietypelstiiced/sack aforesaid materials. As- ea find one tYP ack easier to give than another. if a if Wor, how would you feal receiving this feedback? Sees view a website, article, or similar presentation of information. Focus on etths and weaknesses of your perception, and write a brief analysis and 9 post your results and compare with those of your classmates, 2 blog or online article with comments posted after the document. Please one example of feedback from the comments and share it with your review find choos’ trend or th classmates. Note any trend or theme as you explore the comments. yy created blog and post of an opinion or editorial article. What kinds of feed- | Creedo you get from your readers? Compare and contrast your experiences bi with those of your classmates.peter Communication rials for the Workplace “Lremind m: Nothing I say this ~Larry King 1, Minutes of the Meeting Minutes are written or recorded documentation that is used to inform attendees and non-attendees about what was discussed and what happened during a meeting. The meeting minutes are generally taken or recorded by a note taker/minute taker during the meeting. Who is the note taker/minute taker? a. An employee who takes the meeting minutes, he or she is usually a member of the team and takes the notes while participating in the meeting. b. The note taker must have an ear for details to record accurately. He or she must also multi-task effectively to participate in the meeting while recording the minutes. What does a minute taker need ? 1. Concise notes 2. Informative notes Elements of Meeting Minutes 1. Heading 'yself every morning: oth day will teach 1 So if I'm going to learn, I must me anything do it by listening.” INFO CORNER Meetings A meeting is a group communication in action around a defined agenda, at a set time, for an established duration. Meetings can be effective, ineffective, or a complete waste of time. If time is money and effectiveness and efficiency are your goals, then if you arrange a meeting, lead a meeting, or participate in one, you want it to be worth your time (Mosvick, R. K., 1996). Meetings: can occur face-to-face, but increasingly business and industry are turning to teleconferencing and videoconferencing ‘options as the technology improves, the cost to participate is reduced, and the cost of travel including time is considered. Regardless how you come together as a team, group, or committee, you will need to define your purpose in advance with an agenda (Deal, T., and Kennedy, A., 1982). Lbra converge to check on the antly of th F Dusinesgee, M2 . y onanization OF Rroup jy On y and effort if pe, to a meetingys P atte, Jetermined oie Cg, ny my uf time ante « a togte that contr te {if constituents ‘ INFO CORNER or Effective Meetings at an efficient and effective meeting, but recogniz, =: stion py definition can pe casita and unpredictabie, a me kx consider the following strategies: a «scr out the last meeting’s minutes one week before the nexy agenda for the current meeting at least eva a Strate wai Send out the vance ad out reminders for the meeting the day before ang the ne A meeting. * Schedule the meeting in Outlook or a similar Program so everyone receives a reminder. * Start and end your meetings on time: * Make sure the participants know their role and Tequirements priory } the meeting. * Make sure all participants know one another before discussion star's * Formal communication styles and reference to the agenda can hep reinforce the time frame and tasks. * Follow Robert’s Rules of Order when applicable, or at least be familt with them. ol Make sure notes taken at the meeting are legible and can be com to minutes for distribution later. 1782. Attendees 3. Approval of previous minutes: 4. Action items e Pn Kine a 1 Spee hhi0" Oe palit et nec Announcement em gat 6. Next meeting Details 7, Sign off signature jembers converge to check on th Amecting isa satusarera: Memb 8810 dheckonthemag that concern the deviopment most importantly of thelr busines Says are resolved it would be easier for any organization or group te por a ‘ith, ca is definitely a waste of time, money and effort if people areolar the states that contribute 10a meeting 8 accomplishments are gained if constituents are determined to Tear the pit in conducting a meeting. INFO CORNER Strategies for Effective Meetings You want an efficient and effective meeting, but recognize that communication by definition can be chaotic and unpredictable. To track, consider the following strategies: Broup Stay on, Send out the last meeting’s minutes one week before the next mee! ting. * Send out the agenda for the current meeting. at least One week i advance, * Send out reminders for the meeting the day before and the day of the meeting, * Schedule the meeting in Outlook or a similar program so everyone receives a reminder. Start and end your meetings on time. Make sure the participants know their role and requirements prior to the meeting. * Make sure all participants know one another before discussion starts. * Formal communication styles and refer rence to the agenda can help reinforce the time frame and tasks, * Follow Robert's Rules of Order when applicable, orat least be familiat with them. Make sure notes tioanmes taken at the meeting are legible and can be conte i ‘o minutes for distribution later. i,2023.09.15 10:07Aok te] Rea m1 Be 02ply, send a brief message acknow! 0 respond in full, ¢8Ing businesses use automated email, the public, or to remind associates qo fue. You may also be assigned to “popula agraphs are used, but you choose from a men ding suitable for a particular transaction. usiness E-mails suggests tips for effective Business E-mails in his book Essentis s Communication. Below are the said tips: Proper salutations should demonstrate respect and avoid mix- ups in case a message is accidentally sent to the wrong recipient For example, use a salutation like “Dear Ms. X” (external) or “Hi Barry” (internal). Subject lines should be clear, brief, and specific. This helps the recipient understand the essence of the message. For example, “Proposal, ‘ attached” or “Your question of 10/25.” -- Close with a signature. Identify yourself by creating a signature block that automatically contains your name and business contact information. Avoid abbreviations. An e-mail is not a text and the audience may not find your wit cause to ROTFLOL (roll on the floor laughing 0 loud). 7 Be brief. Omit unnecessary words, Use a good format. Include line breaks between sentences or divide you message into brief paragraphs for ease of reading. A good e-mail sh¢ get to the point and conclude in three small paragraphs or less. Reply promptly. Watch out for an emotional response anger—but make a habit of replying to all e-mails withinpmunication via Compute, 'S (EI, 8 (Ele, (0 tron; known fact that or al at most me H gnication than that of theres. of tre HY ‘Aditic alaitly x used medium is lect tional rang meee St compel iting nic mai wy Of ith e-mails plems ; pro Generally, complaints about mail are: 1, Itisa poor medium for comm. It relies mainly on facial o cues. 2, Itreduces politeness and respect, Messages are less diplomatic, i h though messages are written mut i faceto-facecommnicate” Cot Sty nage be 'a8 low so¢i, 3. Itis a poor medium for ambiguous, comple; , %, It limits communication channels they information; there is less feedback, r ‘, and novel situation, transmit larger volumes of 4, It contributes to information overload. Messages are created and copied to Many people without much effort Email Correspondence and Etiquette 2023.09.15 10:08 Hasset (2003) states that e-mail is appropriate for shor, rapid communication; therefore it is not effective for conveying large amount/complex information However, there are instances that emails become formal and professional, below are some points to consider when writing formal and professional email 1. Consider the audience and occasion. 2. Use a courteous tone in your message. 3. Indicate the subject of the message. 4. Greet the addressee appropriately. we 5. Organize your thoughts and communicate them clearly and concisely. 6 Keep email messages brief and to the point. eeeconite 7. Use proper English grammar and spelling: prapiies 8. Sign your name to the message. 9. Read messages you receive carefull 10. Sign your name to the message. y before responding:Avoid ui ‘ emphat Res Risconaanica 11. Test links. If 12. E-mail ahead of t files are : limit or tr ’ 13. Give feedback hours, e-ma your reciINFO CORNER Netiquette Some fifteen years 890, when the Internet was a new Phenomenon, Virginia Shea laid outs Series of eeu rules for communication online that continue to Serve us to- eo to. Virginia Shea's Rules of i= qiatis ‘Of Neti. Remember the human on the other side of the elec tronic communication, Adhere to the same Stand- ards of behavior ‘online that you follow in real life, Know where you are in cy berspace. ° Respect other People’s time and bandwidth. * Make yourself look good online. * Share expert knowledge. * Keep flame wars under control. * Respect other people's pri- vacy. * Don't abuse your power. * Be forgiving of other peo- ple’s mistakes (Shea, 1994). shea, V. (1994). Netiquette. San Fran- isco, CA: Albion Books. _] 188 see Why? NFO connen Tips for Effecti tive Business Tex * Know your Fecipient; 7 g whaetstandable way xo <% Loney be what the proper diseeog tocce aoc Customer, but ifyouare tinga 2 °tag Boss, it might be wiser te Ong Count does Murray get ON $1K order ts * Anticipate Unintentional inter Texting often uses SyMbolsand coy, resent thoughts, ideas, ann emotions o?- the complexity of commun notions Useful butlimited tool oftext 2 the its limitation and with brief messages, * Contacting someone too frequently canboe ler on harassment. Texting isa teat Use when appropriate but don't abuse it, * Unplug yourself once in awhile. bo you constantly connected? Do YOU feel lost op “out of it”if you don't have your cll phone and cannot connect to People, even for ff. teen minutes? Sometimes being unavailable for a time can be healthy—everything in moderation, including texting, * Don't text and drive. Research shows thatthe likelihood of an accident increases sae cally if the driver is texting bein 4 (Houston Chronicle, 2009). Being ny 3 cident while conducting ona would reflect poorly on your } well as on your employer. ves 18 Shea, V. (1994). Netiquette. San Frat Books.example of an Find an examp fate the characteristics that Email and post it below, | Rewrite here: ey 3 3 ry o fo) rd a Ss a Il, E-mail as a business communication 1. Choose at least three e-mails you have sent or received that are good examples of business communication. What makes them good examples? Could they be improved in any way? Share your suggestions with classmates.TASK #44 atext message in your normal use of language. It should use all your nor I pbreviations (e.g. FWIW, IMHO, LOL), even if not everyone understands Exchange with your classmate and lethim or her analyze the meaning of four text message. Share your ideas in class ‘text message is a brief written message sent and received using a digital device. It sgusetlforinformal, brief, and time-sensitive communication Poy R00) Pan eo60:OL SL°60°£707ul. Analyzing an online forum. Find a “flame war line forum and note how itis handled. Shae” In your experience, how do people behav your observations with your classmates. Viral Messages the message is attractive, relevant, dramatic, s bothers to pass along the message, or the tweet isn't very interesting it will get lost in the noise. What, then, makes a communication message yj ral? Let's look at the June 2009 death of Michael Jackson for an coe 2 Viral message and see what we can lear. According to Jocelyn Ni news of his death spread via Twitter, text messages, and Facebook before the traditional media could get the message out. People knew about the 911 calll from Jackson’s home before it hit the mainstream media, By the time the story broke, it was already old (Noveck, J, 2009). People may not have had all the facts, but the news was out. Communities, represented by families, groups of friends, employees at organizations, had been mobilized to spread the news. They were motivated to share the news, but why? Source: Noveck, J. (2009, June). Jackson death was twittered, texted, and Facebooked. Retrieved from http://news.yahoo.com/s/ap/20090627/ap_en_ot/usim- ___ chael_jackson_the_media_moment yeal tO emo yi a the audi 90T8 to provoke ” e the listening P, tigger is 2 0! erent OF interaction, the finalingredi yvcessible 10 116 typsmoking, gr4ph someone ike them \ tention. Attentive: is that Prochaska, 2 ar Source: Prochaska, J more integrative moc 198), 276-288,60:OL SL°60° £702Effective Viral Messages are rds, sounds, ssages are Wor’ OF images Wiel rsiong. They Prompt people to acy ves ha the ization has been studied in man a wnt design a message to go viral, you, nut want tO you hi Pr sit have an emotional appeal that peop} oes 2 Moto ‘ Ee relevant to the audience? le will feel com ithave a trigger (does it challenge, Pelle oes d to share? motivate interest)? novelty, Srincorporate hy. vappeal to emotion is a word, sound, u eurthe audience. Radio stations is a word, sound, or image that causes an activity, precipitates an ntorinteraction, OF provokes a reaction between ‘two or more People. "the final ingredient to a viral Message is relevance. It Must be immediate- ssible to the audience, salient, and important. If YOU want someone to ing, graphs and charts may not motivate them to action. Show them, elike them with postsurgery scars across their throat and it will get a. Attention is the first step toward preconter mplation in a change model (Prochaska, J. and DiClemente, C., 1982) may lead to action, 1aska, J., & DiClemente, C. (1982). Transtheoretical therapy foward a model of change. Psychotherapy: Theory, Research, and Practice, 2023.09.15 10:0960:01 SL°60°£2075 Letters pusines ‘i to Bovee & 1 Beside tome ett 201 algae side anization, " © brief me. ae siness or aHON. They Are Often pre aes Sent to recipients at represent te BUSINESS Or organization in one ¢ Wanted on letterhead = e-mails or memos, eithe Dr two men ad Paper, af include e-mai or memos, either hard copy or i Pages. 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