MGT 3213 – Organizational Communications

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

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

Step one: Consider the applicable contextual forcesCharacteristics of organizational culture

Innovation and risk takingAttention to detailOutcome orientationPeople orientationTeam orientationAggressivenessStability

Step one: Consider the applicable contextual forcesPhysicalSocialChronologicalCulturalEnvironmental

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?

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)

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

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

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

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?

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

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”)

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?

“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.

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

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

• 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

• 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

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

Step five: Organize the message• Sequence

• Time

• Space

• Familiarity

• Importance

• Value