BUS3003

Business Communications
 Course Teachers

u Dr. Shujun WANG

u Email: [email protected]
u Office: T1-302-R2.2

u Ms. Carol Feiran LI

u Email: [email protected]
u Office: T1-302-R3-H7
 SYLLABUS, STP & RUBRICS

COURSE
STP RUBRICS
SYLLABUS
 Textbook:
Excellence in
Business
Communication
 Communication is the process of
transferring information and meaning
between senders and receivers, using
one or more written, oral, visual, or
Why electronic channels.

Communication
Matters?
Successful communication involves a
transfer of understanding.
Sharing
Information
and
Understanding
What Makes Business Communication Effective?

u Tomake your communication efforts as

effective as possible, focus on making them
practical, factual, concise, and clear.
u Provide practical information.
u Give facts, not vague impressions.
u Present information in a concise, efficient manner.
u Clarify expectations and responsibilities.
u Offer compelling, persuasive arguments and
recommendations.
Communicating as a Professional

u Professionalism means going

beyond minimum expectations
and committing to making
meaningful contributions.
u Professionalism is the quality of
performing at a high level and
conducting oneself with
purpose and pride.
 Communicating in an
Organizational Context
u Everyorganization has a formal communication network in which ideas and
information flow along the lines of command.
u Downward communication flows from top executives to middle managers to
frontline employees.
u Upwardcommunication flows from employees to middle managers and from
middle managers to top executives.
u Horizontal
or lateral communication flows between departments to help
employees share information, coordinate tasks, and solve complex problems.
u Diagonal communication crosses department lines while moving up or down.
Formal Communication Network

Figure 1.4 Formal Communication Network

 Organizations also have an informal communication
network which encompasses all communication
that occurs outside of formal channels.

Informal communication is healthy and important

because the formal network can’t always capture

Communicating in and share all the information that helps people do

their jobs.

an Organizational
Context Communication efforts can fail. Messages can get
lost or be ignored.

By understanding communication as a process with

distinct stages, you can improve the odds that your
messages will reach their intended audiences and
produce their intended effects.
The Conventional Communication Model

Figure 1.5 The Conventional Communication Process

 The Conventional
Communication Model
u The sender has an idea.
u The sender encodes the idea as a message.
u The sender produces the message in a transmittable
medium.
u The sender transmits the message through a channel.
u The audience receives the message.
u The audience decodes the message.
u The audience responds to the message.
u The audience provides feedback to the sender.
Barriers in the Communication Environment

u Noise and distractions

• Examples: uncomfortable meeting rooms, computer screens,
multi-tasking
u Competing messages
u Filters
• Any human or technological intervention between the sender
and receiver
• Can be intentional or unintentional
u Channel breakdowns
Essential Business Communication Skills

u No matter the industry you work in,

practical business communication skills are
essential for supporting your career
development.
u Clear communication can affect your
interactions with others and help you make
an impact in the workplace.
u Additionally, developing your business
communication techniques is
advantageous for advancing in your job.
 Essential Business Communication Skills

u Business communication skills include traits

that help professionals convey
information in the workplace.
u These skills encompass primary forms of
communication, like active listening, and
communication techniques necessary to
build professional relationships, like
negotiation and networking skills.
u Communication skills in business are
essential for supporting team
collaboration, giving and receiving clear
feedback and encouraging creativity.
Examples of business communication skills

u Collaboration skills u Active listening

u Negotiation skills u Feedback and input
u Diplomacy skills u Delegation skills
u Written communication u Nonverbal communication
u Presentation skills u Conflict resolution
u Public speaking skills u Decision-making skills
How to improve business communication skills

u Learn to listen actively

u Use collaboration tools
u Improve your writing skills
u Motivate others in the workplace
u Ask for feedback
Interpersonal Communication Skills
 Effective listening is more
Improving difficult than it seems.
Your
Listening
There are positive steps you
Skills can take to become a
more effective listener.
 u Thereare several difficulties that
are unique to listening.
Understanding § Listening happens in real
Why Listening time.
Is Such a § Speech is invisible.
Complex § Listeners need to convert
Process incoming sounds into
recognizable words and
sentences.
Understanding Why Listening Is Such
a Complex Process

u Listener
patterns can also get in the way of
successful communication.
q Poor self-management
q Idle brain power
q Ineffective listening
q Barriers to physical reception
q Flawed recall
 Understanding Why Listening Is Such a
Complex Process
Unique Challenges of Listening Individual Choices and Behaviors
Real-time experience Poor self-management
Conversation is consumed as it is created; you can’t scroll back in time Listeners need to actively manage their own emotions during a
like you can with written communication. conversation; otherwise, these distractions will get in the way.
Invisibility Idle brain power
You can’t see spoken language, so you have no visual record to refer The mind can process information several times faster than people can
to if you get lost or confused. talk, and if listeners don’t harness that extra processing power, their minds
are likely to wander.
Sound-to-language conversion Ineffective listening style
Incoming sounds must be converted to language before your mind Different conversations call for different styles of listening, and using an
can begin to process what is being said. Mumbling, strong accents, inappropriate style can hamper a conversational exchange.
and ambient noise can all complicate this process.
Barriers
Listeners need to take steps to minimize barriers in their listening
environment in order to reduce interruptions and distractions.
Flawed recall
If listeners don’t record or actively memorize essential information during a
conversation, chances are they will forget or confuse important details.

Table 2.1 Factors That Complicate the Listening Process

 Becoming a Better Listener

u Three steps to becoming a better listener

1. Minimize the barriers to effective listening
u External barriers: Anything that impedes physical hearing or
concentration
u Internal barriers: Listener behaviors, thoughts, and emotions
that hinder understanding
2. Adapt your listening style to the situation
u Content listening: Understanding and retaining information
u Critical listening: Understanding and evaluating logically
u Empathetic listening: Understanding feelings, needs, wants
 Becoming a Better Listener

Table 2.2 Three Styles of Listening

Listening Style Goal
Content listening Understand and retain the information the other party is
sharing
Critical listening Understand and evaluate the information in terms of logical
arguments, strength of evidence, validity of conclusions,
implications, and any omissions; understanding the speaker’s
motives may be relevant as well
Empathic listening Understand the speaker’s feelings, needs, and wants,
regardless of whether you agree with his or her perspective
Becoming a Better Listener

3. Listen Actively
Ø Active listening is making a
conscious effort to engage with
other people and to turn off your
internal filters and biases in order to
truly hear and understand what
they are saying.
 Becoming a Better Listener

u Five ways to help you listen more actively:

1. Put yourself in an open and positive state of mind.
2. Keep yourself engaged.
▪ Vocalized listening
▪ Compartmentalizing
3. Respect silence.
4. Pay attention to nonverbal signals.
▪ Hand gestures, facial expressions, posture, eye contact
5. Take thoughtful notes.
 Becoming a Better Listener

Table 2.3 Five Elements of Active Listening

Element Why It’s Important

Open and positive state of This mindset makes you receptive to new information and positive about the
mind experience of listening to this person.
Active engagement If you don’t commit to being in and staying in the conversation, your mind
will wander, and the other person will sense that you aren’t fully engaged.
Respect for silence A moment of silence might be the speaker collecting or reconsidering his or
her thoughts; if you step in too soon, you could interrupt the flow.
Nonverbal awareness Intentional and unintentional nonverbal signals can explain and amplify the
speaker’s message.
Thoughtful note-taking If the information is important, don’t rely on your memory; it’s too easy to
forget key details.
 Table 2.4 Behavioral Differences Between Effective and
Ineffective Listeners

Effective Listeners Ineffective Listeners

Listen actively Listen passively
Put themselves in an open, positive frame of mind Switch to listening without consideration, continuing in whatever
emotional state they were in before
Stay focused on the speaker and the conversation Allow their minds to wander, are easily distracted, or work on
unrelated tasks
Take careful notes, when applicable Take no notes or ineffective notes

Make frequent eye contact with the speaker (depends on Make little or no eye contact—or inappropriate eye contact
culture to some extent)
Keep their emotions under control and don’t let their own Allow their emotions to negatively influence the conversation
anxieties poison the conversation
Mentally paraphrase key points to maintain attention level Fail to paraphrase
and ensure comprehension
Adjust listening style to the situation Listen with the same style, regardless of the situation
 Table 2.4 Behavioral Differences Between Effective and
Ineffective Listeners

Effective Listeners Ineffective Listeners

Give the speaker nonverbal feedback (such as Fail to give the speaker nonverbal feedback
nodding to show agreement or raising eyebrows to
show surprise or skepticism)
Save questions or points of disagreement until an Interrupt whenever they disagree or don’t understand
appropriate time
Engage the other person with questions or Fail to engage; offer no encouragement or expression
encouragement; validate the other person’s of understanding
feelings
Overlook stylistic differences and focus on the Are distracted by or unduly influenced by stylistic
speaker’s message differences; are judgmental
Make distinctions between main points and Are unable to distinguish main points from details
supporting details
Look for opportunities to learn Assume they already know everything that’s important
to know
 Checklist: Improving Your Listening Skills
v Recognize the unique challenges of listening and take steps to
overcome them.
v Lower external barriers to physical reception whenever you can,
such as minimizing ambient noise.
v Lower internal barriers to reception and understanding by
monitoring and managing your own emotions.
v Try not to slip into defensive listening; be open to what you are
hearing, even if you don’t agree.
v Adapt your listening style to each situation.
v Commit to listening actively—put yourself in an open and positive
frame of mind, keep yourself engaged, respect silence, be aware
of nonverbal signals, and take notes if appropriate.
v Don’t rely on your memory; write down or record important
information.
Improving Your Nonverbal Communication Skills

Nonverbal communication is the process of sending and receiving

information, both intentionally and unintentionally, without using language.

Nonverbal signals can convey a significant amount of information.

Recognizing Nonverbal Communication

uNonverbal communication is complex.

• Six types of nonverbal signals are:
1. Facial expressions
2. Vocal characteristics
3. Gesture and posture
4. Personal appearance
5. Touch
6. Time and space
Figure 2.1 The Face as a Nonverbal
Communicator
 Paying attention to nonverbal cues will make
you a better speaker and better listener.

Consider the nonverbal cues you send.

Using Nonverbal
Communication Pay attention to the speaker’s nonverbal cues.

Effectively
Be observant.

Ask the speaker honest and respectful

questions.
 Checklist: Improving Your Nonverbal
Communication Skills
u Understand the roles that nonverbal signals play in communication—
complementing verbal language by strengthening, weakening, or
replacing words.
u Note that facial expressions (especially eye contact) can reveal the
type and intensity of a speaker’s feelings.
u Watch for cues from gestures and posture.
u Listen for vocal characteristics that can signal the emotions
underlying the speaker’s words.
u Recognize that listeners are influenced by physical appearance.
u As a general workplace rule, avoid any physical contact; touch can
convey positive attributes but can also be interpreted as a show of
dominance or sexual interest.
u Pay attention to the use of time and space.
Developing Your Conversational Skills

u Goodlistening and an awareness of nonverbal

communication are the foundation of good
conversational skills.
u Planning the conversation
u Initiating the conversation
u Maintaining the conversation
u Concluding the conversation
Initiating Business Conversations

Ask the other person a question

Initiating unplanned about their work.
conversations Avoid gossip and complaining.

Predetermined topic and set time limit.

Initiating planned
Agenda defines the topics.
conversations Don’t get defensive.
 Maintaining a
DON’T TALK NONSTOP. DON’T INTERRUPT. EXPRESS STAY ENGAGED AND
DISAGREEMENT AND APPEAR ENGAGED.
CRITICISM INDIRECTLY.
Positive
Conversational
Flow

SUMMARIZE TO ASK DIRECT QUESTIONS. ASK INDIRECT PRACTICE EMPATHY.

REENERGIZE AND QUESTIONS.
REFOCUS.
 Gracefully Concluding a Conversation

This can sometimes be an You can say, “Well, I better get

awkward step. back to work.”
The final exchange is your opportunity to leave
a positive impression of yourself and the
conversation.
•Quickly summarize any action items
•End on a positive and respectful note
Checklist: Improving Your Conversational Skills

Ø Initiate an unplanned conversation by asking

the other person a question about work or an
issue that affects the company.
Ø For planned conversations, make sure you plan
thoroughly enough to make good use of the
other person’s time.
Ø Don’t talk nonstop; give the other person time
to ask questions or shift the conversation.
Ø Don’t interrupt.
Ø Express disagreement and criticism indirectly.
Checklist: Improving Your Conversational Skills

• Stay engaged, and make sure the other person

can see that you are engaged.
• If the energy drops, summarize what has been
said in order to reenergize and refocus.
• Ask direct or indirect questions, as appropriate to
the situation.
• If you know a conversation will be difficult or
uncomfortable, prepare thoroughly, visualize the
other person’s side, vent any anger beforehand,
and manage your own emotions carefully.
 Why Conflict Arises in the Workplace

uManaging Workplace Conflict

o Workplace conflict arises from structural, situational, and
interpersonal causes.
• Structural: more or less permanent aspects of being in business
• Situational: temporary forces within an industry or company
• Interpersonal: choices, behaviors, and personality traits of
people
 Table 2.5 Sources of Workplace Conflict

Type Examples
Structural: a permanent aspect of doing business Competition for opportunities, such as promotions into management
positions
Competition for resources, such as project budgets, equipment, or staff
Disagreements over fundamental values, such as the company’s
responsibilities to society or its workers

Situational: based on temporary forces Disagreements over project goals

Conflict between individual goals and team goals
Workload and work/life imbalances
Resistance to change
Interpersonal: stemming from personal choices, Poor communication
behaviors, and personality differences Personality clashes
Unprofessional behavior
Cultural differences
 Constructive versus Destructive Conflict

uConstructive
• Forces important issues into the open, increases the
involvement of team members, or generates ideas for
solving a problem.
uDestructive
• Saps productivity, damages morale, or threatens to
spread to other people in the organization.
 Steps to Resolve Conflict

1. Decide if the conflict warrants taking action.

2. Examine your own beliefs and behaviors.
3. Identify where the conflict originates.
4. Establish common ground.
5. Choose a strategy for resolving the differences.
 Table 2.6 Five Steps to Resolving Conflict

Step Summary

Decide if the conflict is worth resolving. Resolving conflict takes time and energy and can temporarily
disrupt activities and relationships; if the conflict is minor or will
disappear on its own (such as when a team disbands), it might
make more sense to live with it.
Examine your own beliefs and behaviors. Even if you are sure the problem lies with another person, examine
your own stance before taking any action; you might be
contributing to the conflict in ways you hadn’t considered.

Identify where the conflict originates. Conflicts aren’t always about what they appear to be about; the
real difference may lie below the surface.
Establish common ground. Find out the highest level (Figure 2.4) at which all parties agree or
are in harmony; the problem lies at the next level above that.
Choose a strategy for resolving the Four basic choices are avoidance, accommodation, compromise,
differences. and collaboration.
Figure 2.4 Levels of Conflict
 Choose a Strategy for Resolving Differences
u Strategies for resolving conflict include:
1) Avoidance
• Should only be used when a real solution isn’t possible
2) Accommodation
• One side sacrifices to maintain harmony in the relationship
3) Compromise
• Two sides can meet in the middle
4) Collaboration
• Both sides sacrifice to create a new solution that satisfies all
• Rewarding experience
 Checklist: Managing Workplace Conflicts
v Understand why conflict arises.
v Recognize the difference between constructive and destructive conflict.
v Before you decide to resolve a conflict, make sure it’s worth doing so.
v Examine your own beliefs and behaviors to see if you might be
contributing to the conflict.
v Identify where the conflict originates, at a shallow level such as language
or work methods or at a deeper level such as cultural priorities or values.
v Establish at what level the parties do agree, then work at the level above
that to resolve differences.
v Choose an appropriate resolution strategy: avoidance, accommodation,
compromise, or collaboration.
Developing Your Skills as a Negotiator

uNegotiation
• Interactive process
• Two parties with opposing or
competing goals
• Reach a mutually
acceptable outcome
 Understanding the Principles of Negotiation

uNegotiating errors occur due to a misunderstanding of what

negotiating is all about.
uHigher emotional intelligence makes better negotiators.
• Better able to monitor and manage their own emotions
• Cooperative spirit
• Win-win outcomes
 Understand and Clarify Your Position

uUnderstand what you hope to

achieve through negotiation:
• Establish your target.
• Figure out your best
alternative.
• Determine reservation
point.
 The other
Get as much party’s target
information as
Evaluate
Best alternative

you can about: Reservation

point
the Other
Party’s
Position Bargaining zone Room for
negotiation
 Assess the Situation

u Key questions:
u Is this a one-time deal or an episode in a long-term relationship?
u Can you walk away if you don’t get what you want?
u Is there a “ticking clock”?
u Is the amount of negotiable value fixed?
u Can you expand the range of negotiable value?
 Engaging in Negotiation

uNegotiation begins when one party makes the first offer.

• The anchor refers to the value of the first offer.
• A counteroffer signals that you are prepared to negotiate.
• A final offer is accepted or the other party walks away.
 Planning the
Negotiation
Process

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Checklist: Becoming a Successful Negotiator

• Recognize that negotiation should be an adaptable and

ethical process that combines cooperation and competition
in varying degrees, depending on the situation.
• Driving a hard bargain or being a ruthless negotiator is
generally less effective than being a respectful and
cooperative problem solver.
• Prepare for a negotiation by understanding and clarifying
your position, evaluating the other party’s position, and
assessing the situation.
• Identify your target (the sum of values you hope to achieve),
your best alternative to a negotiated agreement, and your
reservation point (the least-attractive deal you will accept).
Checklist: Becoming a Successful Negotiator

uMake sure your negotiation range overlaps with the other

party’s; if not, one or both parties need to reconsider their
offers or choose not to negotiate.
uRemember that the first offer establishes an anchor, the
point from which all subsequent negotiations take place.
uIf the other party makes the first offer, make a counteroffer
to signal that you are prepared to negotiate and to reset
the anchor.
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