Komunikasi Bisnis PT 1

UNDERSTAND CHAPTER
COMMUNICATION
PRACTICES
1
YOUR FORMS
verbal
LEARNING
1
nonverbal
graphic + FUNCTIONS
JOURNEY
ter informing
p
ha 1.1 persuading
C implementing
of Business
Communication
1.4
Looks at FACTORS
that IMPACT BUSINESS
COMMUNICATION
EXPLORE the
globalisation INTERACTIVE
workforce diversity COMMUNICATION
technology process of
organisation change INFORMATION FLOW
knowledge
Where to 1.2
now? encoding clear
messages
How can I
communicate
How can I be Next choosing the
ethically?
sensitive and DEVELOP right channel
EMOTIONAL CH2
inclusive? 1.3
INTELLEGENCE decoding messages to
+ INTERPERSONAL share understanding
1.5 INTELLIGENCE
overcoming barriers
to communication
communicating clearly in
formal and informal settings
3
Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
THE BUSINESS COMMUNICATION HANDBOOK
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1.1 discuss the main forms and functions of business communication
1.2 outline each element of the communication process
1.3 identify the characteristics of an ethical business communicator
1.4 outline factors impacting communication in business
1.5 discuss the role of cultural sensitivity and inclusive communication techniques in overcoming
cultural differences.
1.1 FORMS AND FUNCTIONS OF

COMMUNICATION
Employers within any type of enterprise realise effective communication creates connections that
build and foster relationships and enhance productivity. The term ‘communication’ implies verbal
interaction, but it can mean other things as well. In any industry, profession or occupation,
communication includes:
• the written word as conveyed in letters, emails, online reports, internet transactions and social media
• nonverbal signs such as body language and tone of voice, and recognising the appropriate way to
interact in various situations
• graphic communication such as in signs and video clips.
We tend to take these non-spoken forms for granted because we rarely consider them. Since
employers are looking for a broad range of communication skills as well as technical and related skills, it
is worth learning and improving your communication capabilities.
FORMS: VERBAL, NONVERBAL AND GRAPHIC

There are three forms of communication:
Differentiate three
1. verbal communication, either spoken or written
forms of workplace 2. nonverbal communication
communication. 3. graphic communication.
Skills in verbal communication (spoken and written), nonverbal and graphic communication are all
essential in the workplace. At work, verbal communication takes place between a variety of individuals
and groups, such as managers, team members, colleagues and customers. Examples of verbal
communication include written reports, emails and blogs, announcements, providing advice, asking for
clarification, assistance and feedback, acknowledging customer requests and complaints.
Nonverbal communication is sent by any means other than words or graphics. Nonverbal
components occur in oral, written and graphic communication. In oral communication, for example,
facial expressions, body movement, posture, dress and other nonverbal cues affect the message. Format
and layout are two of the nonverbal components of written and graphic communication.
Graphic communication represents ideas, relationships or connections visually with shapes,
Choose the form of diagrams and lines. It can have both verbal and nonverbal components – for example, signs such as
communication with
‘no smoking’, drawings, colour, illustrations, typography, graphic designs, and electronic and digital
the channel
richness appropriate resources.
for your message. Verbal (spoken and written), nonverbal and graphic communication have different strengths and
weaknesses. Spoken communication is a useful way to convey feelings and receive feedback, while written
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CHAPTER 1 / Understand communication practices
communication is a better way of conveying facts, particularly those that are complicated and need to be
held as records. Graphic communication is able to complement spoken and written communication.
Channel richness refers to the amount of information and understanding that can be transmitted by a
particular communication channel. For example, face-to-face conversations, Skype or FaceTime calls and
videoconferencing have high levels of information richness because as well as hearing the words the
sender and receiver can see the other person’s facial expressions and body language and sense their tone
of voice. Additional meaning flows from the other person’s body language, vocal intonation and feedback.
Medium-rich channels include emails, written letters, memos, blogs and other documents conveyed by
hand-held and desktop devices because they convey words and graphics such as pictures, graphs and
photos, but lack the immediate feedback and body language cues of the rich channels. The rigid and
standardised format of formal written reports, legal documents, spreadsheets and policies and procedures
manuals are the least rich because they depend on the written words with the accompanying graphs and
figures to convey meaning. The opportunity for immediate feedback is not available.
FUNCTIONS OF COMMUNICATION
The main functions of communication in any business enterprise are to inform and persuade internal and
external stakeholders and to make and implement
decisions. Refer to Exhibit 1.1.
EXHIBIT 1.1 Main functions of business communication
Informing COMMUNICATE COMMUNICATE
The primary purpose of informing within any organisation INTERNALLY WITH: EXTERNALLY WITH:
• Managers • Customers
is to provide data and information so employees can
• Supervisors • Suppliers
carry out their jobs. Information allows employees to
• Team leaders • Government agencies
understand what needs to be done, increases • Coworkers • The public
productivity and minimises job uncertainty. Information
about policies communicates standards: for example,
‘Smoking and drinking are strictly prohibited within the
company offices and grounds’. Procedures support
policies by describing who, what, how, when and why a FUNCTIONS:
process or task should be done. Refer to Chapters 5, 9 1. Inform
2. Persuade
and 11 for discussion of the role of information for those
3. Make and implement
external to the enterprise. decisions
Persuading
The purpose of persuasion is to change the attitude or
behaviour of employees, colleagues, customers, suppliers and others. The essential components of Use persuasion to
persuasion are the credibility of the source, emotional appeal (based on factual and emotional motivate others to
arguments) and a message conveyed along the right channel(s) to reach the intended receiver. change attitudes or
behaviour.
Information and persuasion help to build and maintain effective workplace relationships. A positive
communication climate builds a culture of trust and motivates individuals and work teams to work
towards common goals. The result is individuals and teams that value performance, improve productivity
and deliver high levels of customer service.
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Implementing decisions
Another essential function of communication is the making and implementation of decisions. Decisions
are the courses of action deliberately chosen from a range of alternatives to achieve an organisation’s
objectives. Decision making sustains the activities of all organisations and plays a crucial role in the
ongoing success of any organisation. Communication is a necessary component for making decisions in
any business interaction. It conveys information about the decision-making process: why, by whom, what
it involves, and how and when the decision will be implemented.
SUCCESSFUL BUSINESS COMMUNICATION

Successful business communicators are open, approachable and supportive of others. They are
adaptable and focus on what needs to be done in any situation. Openness to new ideas and adaptation
to changed situations, strategy, policies and procedures lead to enhanced productivity and growth of
the organisation.
Employees at every level in an organisation need the communication skills to understand and
respond to the formal and informal communication from their leaders, managers and supervisors. An
organisation’s culture and the way people behave at work are influenced by their formal and informal
interactions. Effective communicators are able to interact well in both formal and informal organisational
settings.
Formal, informal or unofficial messages will be conveyed along different channels. The choice of
channel will be influenced by the nature of the message, the channel’s richness or leanness and the
sensitivity and emotional content of the subject. Different communication channels are dealt with in
more detail later in this chapter in Section 1.2, The communication process.
Formal business communication

Formal communication deals with the information that flows through different lines and channels, from
management to employees, from employees to management and between peers.
Formal small-group communication occurs in project team meetings, working parties, committee
meetings and any other small group that meets and interacts in the workplace. Small groups meet face-
to-face or remotely via digital technology such as text, screen or voice.
Informal business communication

Informal communication flows in any direction and can occur across all levels and areas of an
organisation. In their informal interactions, effective interpersonal communicators match their body
language, facial expression, posture, movement and tone of voice to their words. For example, when a
colleague says, ‘That’s a great idea’ with a big smile on his face and a rising tone, you know that he is
happy with the idea. Without this interpersonal awareness of the person who is communicating, a great
deal of what the person is trying to communicate is missed. In addition to listening to words, people
watch and listen to all of the nonverbal communication (body language, tone of voice, facial expression)
parts of the message.
The importance of communication method

Successful communicators choose the appropriate method or channel to send a message. The wrong
communication channel is being used, for example, when an employee opens an email and reads she is
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being transferred to another state. A face-to-face meeting is a better channel because of the
opportunity for questions and answers and reading of the other person’s body language, facial
expressions and vocal characteristics.
Successful communicators know oral communication is suited to two situations. The first is
emotionally charged messages requiring a richer channel than written communication. The second is
simple, routine messages that are concise and clear and require a quick response.
Written communication such as emails, letters, reports and online messages conveys more complex
information that may be forwarded to one or more receivers. The written communication can be read at
any time and kept for future reference. Furthermore, email and online written messages are available
through smartphones, tablets and laptops at the office, at home, while travelling or at remote work
locations. Many more simple, routine messages can be sent using written communication rather than
face-to-face communication.
Effective communication outcomes

The outcome of effective formal and informal communication is more cohesive and effective
relationships and teams. Open communication ensures understanding of the organisation’s direction
and vision. Well-informed team members and other colleagues know how their achievements contribute
to the growth and success of the organisation. They are motivated to work productively towards
common goals. Effective informing and persuading results in job satisfaction, increased motivation and
productivity, less absenteeism and fewer accidents. (McGregor 1960, Rajhans 2012)
Successful business communication promotes positive attitudes and behaviours towards an
organisation from its internal and external stakeholders. The benefits are customer loyalty and an
increasing number of return customers.
A successful business communicator has the ability to analyse the process of communication and
understand how to use it effectively. They apply this understanding when they use each of the three
forms of communication (verbal, nonverbal and graphic) and apply the functions identified in Exhibit 1.1.
A successful business communicator provides information, offers constructive feedback and connects
positively with others. Feedback is dealt with in detail later in this chapter.
Successful business communication also requires managers, team members and colleagues to apply
emotional intelligence and interpersonal skills, as detailed in Chapter 2.
ADAPTABILITY AND FLEXIBILITY

Communication adaptability refers to a person’s readiness and ability to adjust their communication
based on the specific needs of the situation or relationship. As our experience widens, new learning
about ways to adapt in different situations and changing circumstances takes place. Adaptability enables
individuals to adjust their behaviour to make others feel more at ease with the situation. Relationships
are respectful, understanding, non-judgemental and cultivated in a way that allows everyone to win.
Trust and credibility increase when a person has the flexibility to adapt their emotions, thoughts and
behaviours to unfamiliar and varying circumstances or ideas. Adaptability in spoken and nonverbal
responses to changing or tense situations means interactions are more likely to be productive, because
the adjustments to communication are suited to the situation. For example, when a colleague tells you at
5.30 pm the night before tomorrow’s joint presentation that they haven’t finished their part of the
presentation, the ability to adapt from a ‘knee-jerk’ reaction of irritation or anger to a calm response that
focuses on positive ways to deal with the situation avoids misunderstanding and conflict. Adaptable
communication connects with others in a way that meets the needs of both and the needs of the situation.
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In the case of changed circumstances, adaptability allows a person to deal with changing priorities
and workloads, take on new challenges and improvise at short notice. Adaptability enhances persistence
and calmness in response to unexpected demands or difficulties, promotes an open mind and considers
the overall situation positively. The ability to communicate and adapt is acquired by learning skills from
others, from training and professional development programs and from experience. The communication
styles of individuals and organisations develop through using and adapting new techniques.
1. Communication:
CHECKPOINT a. Describe three forms of communication.
1.1 b. List the main functions of business communication.
c. What are the essential components of persuasion?
d. What does channel richness mean?
2. Name three ways in which communication flows in an organisation.
3. Communication adaptability:
a. Define the term ‘communication adaptability’.
b. How would you describe a person who has the flexibility to adapt to changing circumstances?
1.2 THE COMMUNICATION PROCESS

Communication is an intricate and interactive process. The interactions of several elements affect the
people who are communicating. Someone sends, someone receives, and the outcome is a message.
As information flows, people perceive meaning and structure in the messages received from others.
However, perception – the way individuals understand or give meaning to the same message – varies
according to how each individual is influenced by experience, attitudes and beliefs, and a range of acquired
skills or expectations. One person may, for example, perceive the colour blue as cool, peaceful and
comforting, while another person may see blue as old-fashioned or formal. The specific meaning is
influenced by past experience. Even the context or setting of the communication can affect perception.
The communication process takes place in various contexts and situations, for different reasons and
with the potential for many interpretations. It has seven main elements:
1. sender
Interact in the
communication 2. receiver
process. 3. message
4. channel
5. feedback
6. context or setting
7. noise or interference.
There are many models of the communication process. Exhibit 1.2 is a representation of how
communication works. It cannot be used as a complete guide; it simply places the most significant
elements of the process in a meaningful sequence.
A MODEL OF COMMUNICATION
The main action, as communication occurs, is that the sender and receiver interact by sending
Transfer meaning
through effective (encoding) and receiving (decoding) messages.
communication. Exhibit 1.2 shows seven elements of the communication process, which begins with the sender.
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EXHIBIT 1.2 The communication process

5. Receiver
Receive Send
SENDER provides RECEIVER
Feedback
Perception of Perception of
7. Noise or
sender receiver
1. Sender has interference
Self-concept Self-concept
a concept
Family Family
Culture Culture
4. Receiver
Skills decodes and Skills
Feelings 6. Context responds to Feelings
Attitudes 2. Encodes message Attitudes
Values (produces) Values
Gender concept into Gender
a Message 7. Noise or
Expectations interference Expectations
Physical and Physical and
emotional state emotional state
Send 3. Communication Receive

channel
Sender
Senders are individuals who respond to situations from a unique vantage point, interpreting ideas and Encode messages
filtering experiences through their own perception. Unique to individual senders, and integral to all the clearly to enhance
communication they engage in, is a background of accumulated attitudes, experiences, skills, cultural the receiver’s
understanding.
conditioning and differences that influence how they communicate. The sender encodes a concept or a
feeling in words or signs that the receiver will recognise and sends this message to the receiver.
However, the way the message is intended by the sender may be quite different from the way the
receiver perceives the message.
Receiver
The receiver decodes or interprets the message to achieve understanding. In doing this, the receiver is Consider how
also acting as an individual with a unique vantage point, interpreting the idea according to a particular perception
personal perception of the message. Perception can be described as a pair of spectacles through which influences
communication.
the receiver processes all the signals received from others. The lenses place a particular focus on what is
Decode the message
seen, heard and understood and they influence the way the receiver reacts to the message. Perception
in preparation for
is the result of the receiver’s unique background of experiences, beliefs, concerns and many other feedback.
factors.
Communication is successful when the sender and receiver share understanding. The shared
understanding motivates and influences behaviour. Communication is more than sending information.
As the receiver interprets the message, it may not be received with the interpretation the sender had
hoped for.
Connect the sender
Message to the receiver with
a clear message
The message is the concept or feeling transmitted from the sender to the receiver to achieve conveyed along the
understanding. It makes a connection between sender and receiver. appropriate channel.
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The message is the verbal, nonverbal or graphic content sent from sender to receiver. For example,
as you leave your doctor’s surgery you say, ‘Thank you’. The doctor receives the message and decodes
it as a courteous farewell.
Any message has content (verbal, nonverbal or graphic) that the sender transmits to the receiver.
The receiver decodes the message and responds or gives feedback to the sender. A business message
should be well structured and use a form of communication and channel appropriate to the needs of the
sender and receiver. A message that is understood and prompts the receiver to take the intended action
or to think in new ways is effective.
Communication channel
A communication channel is the means or technique used to signal or convey a message: for example,
a conversation, letter, telephone call, internet, email, media release, social media or radio/television
program. The Australian Tax Office, for example, is a proactive user of social media channels. As well as
using face-to-face, phone, paper and online channels, it engages with its stakeholders through different
social media including blogs, Facebook, Twitter, YouTube and LinkedIn.
The rise of digital communication and social media has seen the focus of business shift from written
Choose a channel
appropriate to your to oral communication and from text to visual communication. The shift to richer channels allows greater
communication amounts of information and understanding between senders and receivers. For example, the
purpose and the proliferation of mobile devices enables easy connectivity along a variety of channels with those inside
needs of the
receiver. and outside the physical workplace. Employees have easy access to workplace policies, procedures,
processes and other information. Digital streaming of information stored in virtual clouds and on hard
drives enables almost instant access. Software built into mobile phones, touch tablets, e-readers and
laptops provides seamless channels to information and entertainments.
Each channel is different, and understanding the way people interact in each channel enhances
engagement and understanding. Choose a channel that suits your communication purpose, your needs
as the sender of the message, the needs of the receiver and time constraints. Emotionally charged
messages require a rich channel, while simple, routine messages simply require a short, clear-cut
message. For example, while a quick email is sufficient to advise your team of tomorrow’s lunch in
acknowledgement and appreciation of reaching this month’s goals, it is not suitable for telling someone
their contract has been cancelled.
The flow of communication moves through the organisation along different lines or channels.
Horizontal channels operate between colleagues at the same level of the organisation’s structure, while
vertical channels move communication up and down between different levels.
Feedback
A constant feeding back of information occurs as people interact. As well as encouraging the speaker to
continue, listeners respond in a way that shows their comprehension and acceptance or non-acceptance
of the message.
Without feedback, there is uncertainty as to whether or not the message has been understood.
Asking a question, listening carefully and observing body language gives clues to the effectiveness of
communication. The facial expressions, tone of voice and gestures of the other person help you to work
out if they understand and are interested in the interaction. Feedback, particularly the nonverbal
component, lets you know if the receivers are being defensive, confident, truthful or evasive.
Feedback and interpreting the receiver’s body language allows the sender to ask questions,
and to adjust and expand their message. Feedback also works to allow the receiver to check their
understanding of the message.
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Feedback is a two-way process that is an essential part of successful communication. It is the

receiver’s response to the sender’s message, and can be intentional or unintentional. Feedback:
• gives the communication continuity
Respond to
• indicates understanding or misunderstanding of the message messages through
• stimulates further communication and discussion. feedback.
Both sender and receiver need feedback. As you communicate, check with your receivers to
establish that their understanding of the message is correct. Ask the receiver to rephrase what has been
said and acknowledge your agreement or disagreement. Feedback is important to determine how the
message is being received and helps receivers understand how their behaviour affects others.
Feedback can help or hinder your communication and the climate you create. In the workplace, most
people communicate face-to-face with their leaders, supervisors and colleagues, so providing
appropriate feedback can assist the development of good working relationships and the productivity of
the business or organisation.
Context
Context consists of the situation, circumstances or setting within which communication takes place.
Acknowledge the
Context plays an important part in how a message is encoded and decoded. The same message can impact of context on
carry a completely different meaning depending on the situation, since emotions and reactions to ideas the message.
and events vary in different situations – for example, communication at a conference, in the lunchroom
or at a formal meeting is taking place in different settings. It may use different language, and operate on
a different set of relationships and authority to achieve the communication purpose of each situation.
Noise or interference
The message received is not necessarily the same as the message sent. Something other than the Avoid or minimise
intended meaning may be received because of noise or interference, which interrupts and distorts the noise (barriers) that
intended message. Noise or interference creates a barrier that interrupts smooth communication flow interrupt the
communication.
between sender and receiver and is likely to lead to misunderstanding, or to confused or ambiguous
communication.
Communication barriers or noise can be caused by the sender, the receiver, lack of feedback, a poor Remove barriers to
choice of channel, the wrong context or any other element in the communication model. Even when communication.
communication barriers occur, something is communicated to the receiver, but the noise or interference
distorts the intended message.
Some of the factors that cause communication barriers are inappropriate choice of words,
Use empathy to
inappropriate channel, inappropriate message and receiver inattention. Lack of courtesy by the sender break down
or the receiver, nonverbal communication that does not support the words and different cultural communication
backgrounds may distort the message. Poor layout and presentation, inappropriate timing and barriers.
inadequate feedback may also cause problems. Recognising the causes of poor communication is an
important step towards avoiding them. Consider the possibilities shown in Exhibit 1.3.
To reduce the chance of communication barriers and associated problems, communicate with
empathy – a feeling for and awareness of your receivers and their points of view. Also, be willing to
provide appropriate and sufficient feedback to achieve understanding. Demonstrate
At any stage of the communication process – sender, message, channel, receiver, feedback or awareness of the
other person, their
context – there is the potential for misunderstanding and confusion. Effective communicators commit to feelings and point of
overcoming obstacles that may arise in any stage of the communication process. view.
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EXHIBIT 1.3 Communication barriers

Cause of barrier Outcome Strategies to avoid barrier
Differences in perception People often see and interpret • Listen carefully

the same event or action in a • Speak clearly and directly to
different way the other person
• Ask questions
• Give feedback
Different attitudes and People often form • Listen carefully

values different interpretations • Speak clearly and directly to
the other person
• Ask questions
• Give feedback
Inconsistency between Poor communication and confusion • Match the verbal and nonverbal
spoken and nonverbal due to an ambiguous message parts of the total message
communication
Withholding information Others operate with only part of • Plan and structure the message
the message, so mistakes are more to include all necessary
likely to occur information
Passing judgement by The receiver can become • Listen actively

telling people their angry and retaliate • Ask questions
reaction is foolish • Give feedback
Dismissing others’ The receiver may withdraw • Listen carefully

concerns or points • Show you are aware of the
of view other’s point of view
• Ask questions
Misinterpreting complex The receiver may misunderstand • Use visual images and graphics
language on equipment
• Post signs in employees’ first
language
1. List and briefly explain the seven elements in the communication model.
CHECKPOINT 2. Recall a situation in which you believe communication was successful. Give three reasons why
1.2 the communication worked well.
3. Identify six communication barriers that can arise in a workplace.
FROM Introductions: How do you communicate who you are and what you do?
THEORY TO In the business environment, introductions are how people communicate who they are and what
PRACTICE they do. They can be a shorthand for your role and contribution as well as a great opportunity to
set the foundations for future working relationships. So, if an introduction can be all these things,
what can you do to ensure it is?
According to Lisa B. Marshall, from The Public Speaker, there are three things to keep in mind
when introducing yourself in the business environment.
>
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> 1. Communicate your contribution – that is, let people know not just what it is that you do but
also where your strengths and skills lie.
For example:
My name’s Mimi Lee, I have extensive experience working in the digital communication
and content development fields. I’ve worked in publishing, state government and
education. What I do well is communication. My role in this team is to enable
communication and understanding between stakeholders. If you need to communicate
something to a stakeholder, I’m here to help you. I take information and make sure it’s
communicated in an understandable and relatable way, in the appropriate channel, for
each stakeholder.
This introduction not only explains Mimi’s experience and role but also tells people
what they can expect from her.
2. Be memorable – introductions can easily blur into each other for the listener, especially in a
situation where many people are introducing themselves. Keep in mind that what people
remember is often how what you do relates to them and their role.
In Mimi’s example, what would be memorable is what she does for the team. If someone
needs to communicate something to, or decode information from, a stakeholder, Mimi is the
person to help them.
3. Be culturally aware – this covers local as well as international culture. Be aware of the culture of
the workplace. Just as dress codes vary from place to place, so too do codes of conduct. Be
aware of what is considered appropriate to the people you are addressing. Is it a more formal
workplace? Would making a joke be appropriate? Is there a risk that making a joke could
offend? Always know your audience.
Source: https://www.quickanddirtytips.com/business-career/public-speaking/how-to-introduce-yourself-in-a-
meeting?page¼1, viewed 2 November 2018.
ASK YOURSELF: Think about when you last introduced yourself to a fellow student. Compare this
to how you introduced yourself to a teacher or in a job interview. Did you use any of the three
elements discussed? How might you have changed your introduction if you had?
1.3 ETHICS IN COMMUNICATION

Business decisions are made and actions taken by individuals or groups who are influenced by their view
of what is right and wrong and by the culture of their organisation. Ethical behaviour enables employees
to act with equity, fairness, impartiality and respect for the rights of others. The culture within an ethical
company expects individuals and groups to work in accordance with ethical principles such as respect,
honesty, transparency, objectivity, integrity, openness and inclusiveness.
Business communication is an integral part of any organisation’s activities. Ethical business
communication is legal, consistent, responsible and transparent. Ethical business communicators make
choices that enable them to:
• follow the organisation’s policies, procedures, guidelines and code of ethics
• communicate factual information objectively
• avoid using distortions of fact and misleading information
• respect the dignity of each person, irrespective of ethnic background, religion or gender.
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CODE OF ETHICS
Most organisations have a code of ethics, which is a statement of their primary values and the ethical
rules they expect their employees to follow. An ethical organisation requires its employees to fulfil their
duties in accordance with its code of ethics, contracts, laws and regulations. The ethical rules become
the norms of conduct that differentiate behaviour that is acceptable from behaviour that is not
acceptable.
A code of ethics benefits the company and the individual by:
• reinforcing the organisation’s standard of conduct
• reminding staff that management wants ethical issues considered in all decisions made
• identifying practices that are and are not permissible
• allowing leaders, managers and others to share experiences and ideas about what is and is not an
ethical position
• developing a shared culture based on ethics and accountability.
In a company without a code of ethics, people may be uncertain about how to deal with an issue or
problem.
Organisations with high ethical standards treat customers, staff and other stakeholders honestly and
fairly. Employees are expected to maintain confidentiality of information by using it carefully to ensure it
is not used without authorisation. High-quality products and services are delivered to customers and any
faults or poor service are corrected as soon as possible. Ethical behaviour builds a positive
organisational image and reputation, as well as good relationships.
Conflict of interest
A conflict of interest occurs when a situation that benefits an employee disadvantages their
Recognise a
situation as a organisation. Situations that could lead to a conflict of interest due to personal, financial or commercial
conflict of interest benefit must be avoided. For example, a purchasing officer accepts trips and gifts from a supplier and
when you sense a
then selects the supplier’s products for purchase, or a manager employs a relative or close friend and
clash between
different interests, then supervises the relative’s job responsibilities, salary and promotions.
points of view or Conflicts of interest weaken an organisation’s, group’s or individual’s reputation and call into
loyalties. question the manager and other employee’s integrity because other managers and colleagues will
criticise and doubt that the actions are in the best interests of the organisation.
Methods organisations use to deal with conflicts of interest are to:
• create a code of ethics
• establish clear company policies
• explain the code of ethics and policies when hiring and inducting employees
• communicate a code of ethics and policies in the employee handbook and collect signed and dated
acknowledgement forms
• have employees sign a noncompete and confidentiality agreement when they are employed
• decide if action needs to be taken when a conflict arises: for example, give a warning to the
employee, have a meeting with Human Resources or, in an extreme case, terminate an employee.
Conduct business with honesty and impartiality and work in accordance with professional and
organisational codes of conduct and ethics. Honest and impartial communicators avoid exaggeration,
false information, lies and deception that may mislead their receivers. They realise the importance of
knowing about and working in accordance with copyright, trademark, contract and liability laws relevant
to their industry and field of work.
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1. How does ethical behaviour benefit an organisation?

2. What is the purpose of a code of ethics? CHECKPOINT
3. Provide two examples of a conflict of interest at work. 1.3
4. How can organisations deal with conflicts of interest?
1.4 FACTORS IMPACTING EXHIBIT 1.4 Factors impacting

business communication
BUSINESS COMMUNICATION
Communication in any type of work environment, such as the finance,
health, transport, services, hospitality, manufacturing or any other
Globalisation
industry, is about connecting with others. While the situations in which
people communicate in different industries can vary, some of the factors
that impact communication are common to most work environments. Digital
These factors are shown in Exhibit 1.4. Workforce technology
diversity Factors and social
Many of the changes in the world of work make communication skills impacting media
the key to your success. These changes include the opportunities and on business
communication
challenges arising from globalisation and workforce diversity, evolving
social networks, the constant cycle of change and the growing importance
of knowledge management and intellectual ‘know-how’. Organisational Knowledge
change and management
sustainability
GLOBALISATION
Globalisation means that people around the world are more connected
to each other than ever before. The abundance of information technology
enables business transactions across borders. Goods, services and knowledge created in one economy
are exchanged with other economies around the world. More and more outsourcing of some functions –
for example, telemarketing and finance – requires employees to collaborate across national boundaries Meet the challenges
of globalisation.
via online and digital technology.
Continuing globalisation has led to larger markets, more technologies and a broader and deeper
knowledge base. The resulting increase in international competition is forcing organisations to interact
and collaborate with one another and across national boundaries.
Successful global communicators realise that differences in values, attitudes and expectations mean
collaborating across cultures is not always easy. However, they make the effort to learn about the different
ways of greeting, farewelling and interacting in business meetings and other situations. Knowing about the
culture and habits of other countries, and being willing to adapt and respond flexibly, means less
emotionalism and reaction and more reliance on facts and responses appropriate to the issue or situation.
Organisations are increasingly searching for emotionally competent leaders, managers and other
employees with the emotional competence to connect within teams and with others across and between
organisations and national borders. They realise that awareness and control of one’s own emotions, as
well as the ability to sense the feelings and perspectives of those from other cultures, builds strong
relationships. Cultural sensitivity and an active interest in the concerns of others creates a culture of
cooperation, trust, team commitment and a sense of purpose.
15
Emotionally competent leaders, senior managers and team members are able to adapt or even
Use big data: that is,
the dynamic, large change to match changed circumstances. Adaptable and flexible responses to challenges and new
and disparate opportunities empower and motivate employees to achieve mutually agreed outcomes.
volumes of data Successful global organisations apply a reality check using data and information to evaluate
being created by
people, tools and proposed solutions against workplace parameters such as legal and organisational requirements, budget
machines, as restraints, resource capability and time constraints. Traditional organisational information combined with
appropriate to the the volumes of big data collected on social media, data from internet-enabled devices (including
situation.
smartphones and tablets), machine data, video and voice recordings afford opportunities to improve
‘customer and product profitability, customer acquisition and retention strategies, customer satisfaction
strategies, marketing segmentation, operations and performance management, supply chain and
delivery channel strategy’ (EY 2014, p. 4).
A global organisation promotes good business interactions and relationships by sharing and
modelling standards for business interactions, social etiquette, and customs and rituals between
organisations and across cultures and national boundaries. Intercultural differences are respected and
people work together to fulfil responsibilities and accountabilities. In 2017, Johnson & Johnson was
recognised as one of the top five by DiversityInc Top 50 Companies for Diversity.
Key factors cited in the improvement included the diversity of our board of
Build an inclusive
culture by directors, which is 38.4% more diverse than the average among top-50
acknowledging and companies, as well as our best-in-class mentoring programs, which features
managing diversity
cross-gender, cross-functional, cross-segment, cross-generational and cross-
in the workplace.
regional mentoring.
Source: Johnson & Johnson, 2018.
WORKFORCE DIVERSITY
The strategies organisations use to recruit, supervise, promote, reward and use the skills of all
employees reflect a company’s approach to diversity and inclusiveness. Successful organisations are
able to embrace the differences in gender, age, language, sexual orientation, religious belief, family
responsibilities, ethnicity and cultural background within their workforce.
An inclusive organisational culture is built on leadership that promotes diversity as well as
conditions, systems and procedures that enable employees from different backgrounds to work
together harmoniously. The organisation’s management recognises the value of individual differences,
manages them constructively and removes barriers to opportunity. The reasons for companies to
address workforce diversity are detailed in Exhibit 1.5.
Dealing with differences is a key requirement for any sustainable organisation. Given that it is now
common to find four or five generations, multiple languages, many ethnicities and races, and differences
in gender, sexual orientation, religion, personalities and values in the workplace, it is imperative that
organisations are geared to work with and benefit from diversity. Intentional and unintentional messages
may lead to misunderstanding because of a message that is poorly constructed by the sender, or due to
the receiver’s perception and cultural background.
By bringing together many different perspectives, positive management of diversity provides an
opportunity to build an organisational culture that allows people to interact and communicate effectively
and learn from each other about how to better achieve their work tasks. Conversely, stereotyping and
discrimination lead to inequalities in access to education, training and promotion. The need to offer any
diverse population equality of access to opportunities in education, jobs and promotion makes
communication strategies such as Plain English and inclusive communication an essential part of workplace
communication. These two strategies are presented more fully in Chapter 14, Effective business writing.
16
EXHIBIT 1.5 Reasons for working with diversity

Purpose Outcomes
Business communication • Holds managers accountable for managing employees of the

strategy organisation ethically and fairly
• Enables the organisation to demonstrate compliance with harassment,
anti-discrimination and other legislative requirements
• Communicates effectively with the diverse range of suppliers,
customers and other stakeholders
• Fosters an attitude of openness and encourages employees to express
their ideas and opinions
Capacity-building strategy • Enhances the organisation’s employee profile at all levels within
the organisation
• Allows employees seeking flexible working arrangements to
contribute to an organisation
• Builds an inclusive culture to capture and retain talented employees
Resource imperative • Enables the company to select employees from a wider pool
• Allows consistent selection, advancement and treatment of
employees according to the principles of equal opportunity
employment
• Retains and maintains talent within an organisation (e.g. people
returning from maternity and paternity leave)
Marketing strategy • Increases market share because a diverse workforce has knowledge
of the different rules and patterns of behaviour across cultures served
by the organisation
• Helps an organisation to match its customer base
• Obtains a competitive advantage over organisations that have a
homogeneous view of the world in which they operate
Social responsibility • Provides the opportunity for people with appropriate qualifications to
enter the workforce regardless of race, gender, religious background
and other factors
• Treats employees with respect and dignity
• Avoids marginalising and excluding groups from opportunities
Legal requirement • Avoids direct or indirect discrimination

• Complies with legislation such as anti-discrimination and equal
employment opportunity legislation
DIGITAL TECHNOLOGY
Progressive organisations provide employees with a set of easy-to-use, productive and efficient digital
platforms and channels on which to perform work tasks. Four of the business functions supported by
digital and social media are:
• internal communication
• communication with customers and clients
• training and development
• internal process improvements.
Communication, data and processes are shared between operations in different locations in virtual
meeting spaces, on electronic whiteboards, through videoconference and telepresence, podcasts,
17
instant messaging and Facebook. Brainstorming sessions via digital channels allow a diverse range of
staff to contribute and share understanding. Online meetings facilitate the review of projects, plans and
business processes across all stakeholders in real time. Collaboration along these channels speeds up
interactions within the organisation and enables departments such as customer support and research
and development to benefit from a closer relationship.
Communication with customers and clients along the richer social media channels makes possible more
effective marketing campaigns, more interactive sales presentations to customers, extra online customer
support and additional interactions with suppliers and business partners. Social media, for example, is now
used extensively by the tourism industry to take bookings, answer queries and exchange information with
customers. Facebook and Twitter enable customers to interact immediately and directly. Customers ask
questions on Facebook and Twitter and expect a quick answer or fast resolution of a problem. Media-rich
websites, online video sharing and live streaming of major organisation announcements provide customers
with information and product support. Instead of simply trying to sell more and more products and services,
successful organisations now focus on creating mutual value as often as possible.
Training and development takes place through wikis, blogs, podcasts, Really Simple Syndication
(RSS) feeds, discussion forums, video clips, videoconferences, virtual meeting spaces and webinars.
Benefits from these channels include interacting with employees to manage knowledge, determining
training gaps and establishing the best method of delivery. An additional benefit is the opportunity for
senior, experienced managers to interact with junior team members at different locations. Digital
channels provide instant access to updated news headlines, blog posts or selected website content to
both in-house and remote workers.
Process improvements flow, for example, from global positioning systems (GPS), and location and
tracking technologies allow remote monitoring of trucking fleets. Supply management and warehousing
software support the reporting of stock levels and movements and help to forecast peak periods.
Administrative efficiencies include speech recognition technology for dictation and conversion into text
that can then be converted into a document purely by speaking. Efficiencies flowing from digital
communication improve operations and customer experiences.
Digital and social media channels enable users to develop productive business relationships outside
of their workgroup or team, encourage knowledge sharing across the organisation and allow employees
to contribute to long-term strategies and perform day-to-day operations in shared digital workspaces.
Digital technology and social media tools foster collaboration, alliances and partnerships within and
outside the organisation.
ORGANISATIONAL CHANGE AND SUSTAINABILITY

An organisation needs to be able to communicate at all levels to effectively manage and adapt to change.
Change is a continuing process or cycle within any successful organisation. A sustainable organisation
responds to change by planning for the long term, as well as managing day-to-day operations.
For an organisation to achieve sustainability, its leaders and senior management must communicate
a clear vision and purpose, enable strategies to meet objectives and be able to adapt flexibly to
disruptions in the market such as the entry of new competitors or creation of new competing products
Communicate at all
due to innovation. Sustaining an organisation over the long term takes time and requires good
levels within an
organisation to allow management, good planning and good communication along a variety of communication channels.
stakeholder The pressures for organisational change may be internal or external. Internal sources of change lead
involvement, to new or modified activities within the organisation. External sources outside the control of the
confidence in the
process and organisation – for example, a change in environmental protection regulations – may disrupt normal
commitment. operations and force change. Some of these changes are shown in Exhibit 1.6.
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EXHIBIT 1.6 Sources of change
Internal source of change External source of change
• new product lines • changes in customer demands

• end-of-product lines replaced • changes by an existing supplier or entry
• changes in the organisation’s vision or of a new competitor in the market
strategy and management decisions • different customer demands or customer
• changes in senior staff and new appointments requirements
• introduction of new processes and procedures • community demand for environmental care
• mergers or takeovers that change the • technological advancements
organisation’s structure and way it is run • new or changed legislation and regulations
Organisations must adapt to changing circumstances or face becoming irrelevant. Changing

circumstances can include external changes, such as changes to the markets an organisation aims to
reach, and also internal changes, such as a change in the range of products or services it offers or how
the company distributes its products or services. For example, if McCleish Real Estate Agency decided
to merge with Jamieson Agency, identical departments would be merged, employees from both
companies shifted to new positions or let go, duplicate management positions would be eliminated, old
policies and procedures replaced and job functions realigned to fit the new company structure.
Communicating how the change will occur, how the implementation will happen and why the change is
required would enable people within the real estate agencies to understand the implications for them,
the organisation and other stakeholders.
The current focus on an organisation’s long-term sustainability or viability requires organisations to
adapt and change to keep pace with the evolving business environment. Verbal, nonverbal and graphic
communication are used to explain the reasons for change. Effective communication and sharing of the
reasons for change enable the organisation to improve productivity and demonstrate accountability to
stakeholders such as government authorities, shareholders, customers and suppliers. As they plan and
organise work tasks and activities, managers, supervisors, team leaders and members must comply with
organisational policies and practices and relevant legislation and regulations.
KNOWLEDGE MANAGEMENT
The ‘knowledge age’ is the age of information and of the knowledge worker who specialises in acquiring
and transforming data into intellectual capital. Intellectual capital includes the skills and knowledge that an
organisation has developed about how to make its products or services. It also includes the individual
knowledge of employees or groups of employees and the documents about policies, processes, the
results of surveys and research, customers and other information of value. Intellectual capital is intangible,
covering an organisation’s employees, its relationships and information used to improve its operations,
create new products, and engage ongoing and new customers. Knowledge workers have a responsibility
to communicate how, why, what and who will use the intellectual capital in their workplace tasks.
Knowledge work is information-based rather than materials-based. The culture of a knowledge
Access and apply
management organisation recognises the efforts of its knowledge workers, empowers employees to intellectual capital –
make decisions relating to work activities, and values and applies knowledge to all its activities. that is the collective
Knowledge communication is key to knowledge management in an organisation. ‘Knowledge knowledge (whether
documented or not)
communication is defined as the (deliberate) activity of interactively conveying and co-constructing
of the individuals in
insights, assessments, experiences, or skills through verbal and nonverbal means.’ (Eppler 2006, p. 2). an organisation or
Knowledge communication is successful when an insight, experience or skill is transferred effectively to society.
19
those who need to apply the knowledge in the performance of their job. Knowledge is transferred along
a combination of channels, including face-to-face, written reports, meetings, video clips and virtual
interactions. Organisations with a knowledge-management culture utilise knowledge to build long-term
value into their operations.
Knowledge is widely shared and applied across the organisation through strong networks of
relationships and collaboration. Knowledge of the organisation’s vision, code of conduct and ethical
standards enables good corporate governance. Effective management of long- and short-term business
objectives, planning for contingencies and avoiding conflicts of interest flow from knowledge. Knowledge
of procedures, checks and balances enhances the detection and prevention of fraud and corrupt practices.
Knowledge about factors in the external environment such as stakeholders, competing businesses,
social, regulatory, cultural, competitive, financial and political factors enables an organisation to manage
external risks and opportunities. Senior, middle and first-line managers’ ability to ensure accountability,
fairness and transparency in the organisation’s relationships with its stakeholders – shareholders,
institutions, customers, management, employees, government and the community – is enhanced
through the strategic transfer of knowledge across the organisation. Refer to Chapter 5, Organise
workplace information, for a more detailed discussion of knowledge management.
1. Briefly describe the characteristics of a successful global communicator.

CHECKPOINT 2. What is an inclusive organisational culture built on?
1.4 3. Provide three reasons for working with diversity.
4. What are the benefits for an organisation of using digital and social media channels?
5. Internal and external sources of change:
a. List three internal sources of change.
b. List three external sources of change.
6. Knowledge communication and management:
a. Define the term ‘knowledge communication’.
b. List six types of knowledge managed within an organisation.
1.5 INTERCULTURAL COMMUNICATION

Acknowledge Culture is learned and expressed in language and symbols, and over time develops distinctive national
different cultural patterns of communication and social behaviour. These patterns are the customs and conventions
expectations and regarded as the characteristics of a particular culture. Customs and habits affect the way people
build shared
communicate and act as individuals or in groups. Cultures have different rules for who will communicate
understanding and
respect. the message, and to whom it will be communicated, dependent on the hierarchy and status within a
family, organisation or society.
Both culture and individual experience shape each person’s perception, style of communication and
interpretation of others’ intentional messages and unintentional messages. Some of the many aspects
of nonverbal communication influenced by culture are tone of voice, inflection, rate of speech, facial
expressions, touching and body movement.
Be willing to Intercultural communication is the interpersonal interactions between individuals from varying
acknowledge and backgrounds, cultures and experience. It occurs as people communicate across cultures and time
understand cultural
zones via face-to-face meetings (to cement relationships), podcasts (to convey information),
difference and
differences in web-based meetings (to interact with others in remote locations) and a variety of other
perception. communication channels.
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EXHIBIT 1.7 Levels of culture in a society
Comprises the patterns and behaviour visible in the culture, including

Visible
technology, buildings, artefacts and behaviour patterns
Less Comprises cultural communication and describes how people

visible communicate verbally and nonverbally as a society or group
Almost Comprises the ideas, basic assumptions, values and beliefs that have
visible evolved from the shared experiences of the members of a society
THREE LEVELS OF CULTURE

Culture derives from the interconnected assumptions, beliefs, values, attitudes, norms and rules shared
by a society or group. Culture is learnt social behaviours that develop over time. Within any society
there are three levels of culture, as shown in Exhibit 1.7.
Culture is transmitted and maintained through learning and group interaction. The interaction of a
country’s social structure, religion, political system, economic philosophy, language and education
system influence its norms and values. The way we speak and give nonverbal messages is learned from
family, friends, education and work colleagues.
CULTURAL ORIENTATION
Hofstede (1984, 1991, 2001) identified four main dimensions on which national cultures differ in terms of
their values:
1. Power distance describes the extent to which less-powerful members of a society accept inequality Consider the four
in power and status as normal. High-power-distance cultures tolerate inequality to a much greater cultural dimensions
degree than low-power-distance cultures. to gain insight into
different cultural
2. Individualism/collectivism describes cultures that are individualistic or collective in their approach.
expectations.
Individualistic societies focus on the ‘I’, while collectivist societies focus on the ‘we’. People from the
‘I’ societies look after their own interests and the immediate family, while the ‘we’ societies focus on
the group or extended family, organisation and nation.
3. Masculinity/femininity refers to the extent to which a society adopts male- or female-oriented work
values. High masculine values show a preference for assertiveness, achievement, ambition, material
acquisition and competition. Feminine cultures are more flexible, with a preference for nurturing,
caring for others, non-material values and quality of life.
4. Uncertainty avoidance defines the extent to which members of a culture feel threatened by
ambiguous, unclear or unstructured situations. Countries with high levels of uncertainty avoidance
are risk averse and have strict codes of behaviour and formal rules. Low-uncertainty cultures are
willing to accept change and require fewer structures and rules.
Hofstede’s four cultural dimensions provide insights into different cultural expectations. The
increasing diversity in the workplace and ongoing globalisation of Australian business highlights the
importance of recognising and understanding differing cultural expectations in our multicultural
society. Acknowledging these differences enables us to move beyond our cultural conditioning to
improve business communication and our understanding of others.
21
ETHNOCENTRISM
Ethnocentrism is the use of one’s own culture to interpret all other cultures. Ethnocentric people tend
Avoid ethnocentrism –
the belief that one’s to interpret the actions, customs, values, religion, codes and behaviours of other people using their own
cultural norms are culture as a guide. They view their own culture as the ‘central’ culture and, in interacting and
superior to those communicating with members of different cultures, use their own cultural norms as the central point of
of other social
groups – and reference. An ethnocentric person tends to see their own group, country and culture as the best.
promote Awareness and knowledge of the cultural norms of other racial, ethnic or social groups underpins
intercultural effective intercultural communication. Without awareness, an ethnocentric person may travel the world
communication.
making no effort to look beyond their own culture or try to understand other cultures. Ignorance
prevents interaction with another culture. Rather than interpreting the customs and behaviour of other
Recognise and apply
the symbols of the people by using our own culture as a benchmark, organisations and people have to recognise and apply
other culture and be the symbols of the other culture and be willing to adapt to a new environment. Ethnocentrism is a major
willing to adapt to a
barrier to intercultural communication and understanding.
new environment.
CULTURAL DIFFERENCES
Cultural rules determine what message is communicated, by which channels of communication and in
which context. When and why the message is sent are also affected by cultural rules. Some messages are
universal to all cultures. For example, an emergency warning about fire in the building will be immediately
conveyed by all concerned in any culture. On the other hand, notification about the appointment of a new
Chief Executive Officer will follow the specific culture’s rules for formal announcements. Exhibit 1.8 gives
examples of some of the ways in which cultures differ from one another.
RULES AND PATTERNS OF BEHAVIOUR

The common rules and patterns of behaviour of one country may be very different from those of
Develop awareness
of the different another. Cultural sensitivity leads to effective intercultural communication.
customs, rules and As part of our socialisation, or enculturation, we internalise the rules of interaction within our culture.
social behaviour in This is the third, almost invisible, level of culture. Our perception of what is being said in our
different cultures to
minimise the conversations is affected by our background experience, values, attitudes, life concerns, cultural
barriers caused by conditioning, skills and other factors.
prejudice, In Australia, people whose culture involves rigid rules on who speaks first or last in conversations, or
stereotypes and
discrimination.
the belief that to look down as someone speaks to you is courteous, would seem discourteous. This
impression might lead to their exclusion from the conversation without their knowing why. What we
assume and how we expect others to behave are affected by our cultural filter. Our cultural filter
influences our perceptions, according to our cultural background.
Some of these internalised rules relate to:
• courtesies in speech, such as when to say ‘please’, ‘thank you’ or ‘excuse me’
• the meaning of ‘yes’ and ‘no’
• rules of politeness – who can speak to whom, and who can begin a conversation
• humour and irony
• dress
• use of time
• deference to others
• drinking alcohol
• appropriate use of space in terms of proximity.
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EXHIBIT 1.8 Key cultural differences

Difference Description Example
Language Differences in the: In Western culture, ‘yes’ means

• nature of discourse, i.e. main point ‘agreement’. In other cultures, ‘yes’
first, followed by justification or can simply mean an acknowledge-
justification first, followed by main ment that the message was heard.
point
• degree of ambiguity or precision
conveyed by the words
• use of first or surnames –
Americans use first names during
business hours, whereas some
European countries use title and
surname.
Time Differences in time taken to: In traditional cultures, trust and

• build friendships friendship are more important than
• build business relationships time.
• make business decisions
• complete business transactions.
Space Differences in space send messages In Western societies intimate space is

about: 0 to 45 cm, personal is 45 cm to 1 m
• status, as shown in the size of an and social is 1 to 2 m.
office or location of a company’s
head office
• type of relationship, shown in use
of personal space, i.e. the use of
intimate, personal and social space
varies between cultures
• insiders and outsiders, i.e.
members of a profession, religion
or education group.
Business customs Differences in: In a Hindu country, gifts such as

• attitudes to gifts, i.e. what is the wallets or belts made of cow hide
difference between gifts and would be inappropriate because the
bribery? cow is a sacred animal.
• degree of formality or informality,
i.e. use of first names, relaxed
postures, use of personal space,
opening offices with or without
knocking
• attitudes towards alcohol
• appropriateness of gifts.
Business clothing Differences in perceptions of In China red is a lucky colour and

appropriateness: white is the colour of mourning –
• formal or casual wear a red rather than white tie to
• modest and loose-fitting make a positive first impression.
• stylish and high quality
• custom tailoring or mass produced
• men’s ties, bright or subdued
colours
• suits in black, grey or dark blue
• women in business suits with skirts
or slacks
23
Although people may live in the same country, their various cultural backgrounds and rules may
Communicate with
openness towards mean that they see the same event differently and place different interpretations on it. We are limited by
those from other the ‘baggage’ of background experience that we carry. Our perception is determined by a background
cultural consisting of values, attitudes, life concerns, cultural conditioning, skills and other factors.
backgrounds.
DISCRIMINATORY LANGUAGE
The language people employ to communicate can be used as a vehicle of discrimination or a vehicle of
Apply inclusive
communication inclusion. Effective communicators do more than acknowledge differences in perception. They also use
techniques and communication strategies that avoid the communication barriers caused by the ineffective intercultural
learn new ways to communication techniques shown in Exhibit 1.9.
communicate across
cultures.
EXHIBIT 1.9 Strategies for effective intercultural communication
Discriminatory Inclusive communication
Purpose
communication technique technique
Derogatory labelling of To put down people from another Refuse to use derogatory labels
another culture or group culture or group
Stereotyping people To isolate or exaggerate certain Recognise and avoid the use of
belonging to a particular factors and apply them to all people language that stereotypes groups
group in that group of people
Invisibility To subsume one group into another Use inclusive language and language
by label, name or term preferred by the minority group
Imposed labelling To reinforce the majority group’s Avoid the use of a single generic
view because the minority lacks the name for a number of different
power to define themselves groups of people
Extra visibility To emphasise a difference such as Avoid emphasis on differences such

sex, race or ethnic background as sex, race and ethnic background
If we are aware of our background and its impact on our perception, then we can choose more
appropriate messages or responses. Consequently, we can perform better in the workplace and become
more willing to adapt and learn new ways to communicate with people from different cultural
backgrounds.
1. Cultural differences:
CHECKPOINT a. How does an understanding of Hofstede’s four cultural differences help to improve business
1.5 communication?
b. What is ethnocentrism?
2. Briefly describe and provide examples of five key cultural differences.
3. Spoken factors and internalised rules:
a. Identify four factors that affect what is being said in our conversations.
b. List four internalised rules that affect our cultural filter.
4. Identify five techniques you can use to avoid communication barriers caused by ineffective
intercultural communication.
5. Quick quiz: Check your cross-cultural awareness by completing the True/False questions.
>
24
> Cultural beliefs: Naming systems and general etiquette

True False
The naming system in China places the surname first.
The Arabic naming system places the surname last.
In China, descent is traced through the female line.
In Vietnam, the naming system places the surname first.
Direct eye contact is a sign of discourtesy in Australia.
People in Asian cultures find it easy to say ‘No’.
Muslim people do not use the left hand to pass things to each other.
Sharing the cost of an outing is not accepted custom in Thailand.
In Asia, avoiding eye contact is a sign of respect.
To touch South-East Asians on the head is an act of extreme discourtesy.
LEARNING ACTIVITIES
SUMMARY
1.1 Discuss the different forms of communication. much information, withholding information or delivering
Communication is any behaviour, verbal or nonverbal, the information through an inappropriate channel all
that is perceived by another. Nonverbal communication result in barriers.
consists of the parts of a message that are not encoded in 1.3 Apply ethics to your workplace communication.
words – for example, tone of voice, facial expression or Ethical communicators give honest and accurate
gestures and movement. information. They let others know about matters or
Successful communication sends or transmits ideas, information that affect them and maintain the
values and attitudes to others through three different confidentiality of private information. They avoid
forms of communication: verbal, nonverbal and graphic. spreading malicious gossip, putting others down or taking
Meaning is derived from the message as the receiver the credit for someone else’s work. They communicate
perceives, structures and interprets it. openly to achieve mutual understanding.
Effective communicators take responsibility for their 1.4 Outline factors impacting communication in
actions, and are factually correct and accurate. They are business. Factors currently impacting business
sensitive to the receiver of the message and able to utilise communication are globalisation, workforce diversity,
traditional tools, such as written reports, as well as digital digital technology and social media tools, organisational
tools such as social media. In today’s workplace the change and sustainability work practices and the growing
communication channels have broadened due to the importance of knowledge management and intellectual
advancement of information technology. ‘know-how’ to any organisation. Understanding the
1.2 Outline each element of the communication process. impact and implications of these factors on business
The seven elements of the communication process are communication enables effective sharing and
the sender, message, channel, receiver, feedback, context connections across organisations and national
and noise (or interference). Effective communication boundaries.
often passes unnoticed, while poor communication is 1.5 Discuss the role of cultural sensitivity and inclusive
obvious – the message and its meaning are distorted or communication techniques in overcoming cultural
interrupted. Barriers interfere with the message. Too differences. Intercultural communication is impacted by
25
different cultural expectations and perceptions. A achieve successful intercultural communication by

willingness to acknowledge and understand cultural avoiding an ethnocentric view and being willing to adapt
difference enhances the flow of communication across your communication to accommodate different cultural
national boundaries and between culture groups. Aim to rules and patterns of behaviour.
KEY TERMS
big data enculturation intentional message persuasion
channel richness ethics intercultural communication receiver
communication barriers ethnocentrism knowledge communication sender
communication channel feedback message social media
conflict of interest globalisation multicultural society sustainability
context graphic communication noise unintentional message
cultural sensitivity horizontal channel nonverbal communication verbal communication
discrimination inclusion organisational culture vertical channel
empathy intellectual capital perception
LEARNING ACTIVITIES
1. Introduce yourself to the group 3. Verbal communication

To help introduce group members to each other, take turns Work in small groups to discuss this statement.
to tell the whole group the following information: ‘Verbal communication is part of the job and cannot be
a. your name separated from it.’
b. your job and position, and/or the course you are a. List as many verbal communication tasks performed at
enrolled in work as you can think of.
c. what springs to your mind when you think about b. Think about your job and decide approximately what
communication. This can be a brief explanation of, for proportion of work hours would be spent on verbal
example, good experiences or bad experiences (written, communication.
verbal or other); what you have learned (the hard way) c. Brainstorm a list of the communication channels
about communication; or who you admire (such as a members of your group have used in the past week.
politician, colleague, manager or media personality) for 4. Communication and adaptability
their communication skills, with an explanation of why. Work in small groups
2. Work in pairs for this exercise Reflect on the statement: ‘Australian employers are
a. Stand face-to-face, a comfortable distance apart for looking for job candidates with the employability skills of
conversation. communication – presentation skills, teamwork, building
b. Take turns to give a one-minute spiel about any topic to effective relationships – as well as adaptability to change,
your partner. Your partner must stand in front of you especially digital change.’
and not react in any way to what you are saying. No a. Brainstorm and list the characteristics of an adaptable
facial expressions, no body movement, no speaking. person.
c. When you have both had a turn, return to the whole b. Identify the reasons for employers to seek job candidates
group. with the employability skill of adaptability.
d. Discuss how it felt to talk to someone and get no c. Discuss and list on a flip chart the benefits adaptable
response at all. Which elements of the communication employees offer employers.
process were missing? d. Present your findings to the larger group.
26
5. Miscommunication b. Decide if Australia has high masculine or feminine

a. Identify the seven elements in the communication process. values. Give reasons for your answer.
b. Consider your own experience as a message receiver in a c. Decide if Australia is an individualistic or collectivist
situation where you misunderstood the message. What society. Give reasons for your answer.
caused the misunderstanding? Was it related to your d. List two factors that are essential for effective
perception as the receiver, the communication channel, communication in a multicultural workplace.
the context or interference? 9. Complete the communication quiz
c. Suggest ways the communication process could have a. Scoring
been improved to prevent the misunderstanding. Visit the MindTools site https://www.mindtools.com/
6. Ethical communication pages/article/newCS_99.htm to score your ability as a
a. Create a profile of an ethical business communicator. communicator. The score shows your overall ability to
b. How can you recognise a situation as a conflict of interest? communicate effectively.
7. Functions supported by digital communication b. Reflection
In a short information report: On completion of the quiz, reflect on your ability to:
• identify four business functions supported by digital and • plan and encode the messages you send
social media channels of communication • choose the appropriate channel
• discuss factors in the external environment an • decode and interpret messages
organisation needs knowledge of to facilitate • receive, decode and give feedback.
management of risks and opportunities. c. Planning
8. National cultures Develop an action plan you can use over the next
In a short written answer: week to improve any identified area(s) of weakness
a. Identify four dimensions on which national cultures to improve your overall ability to communicate
differ in terms of their values. effectively.
GROUP ACTIVITY
Part A: Communication and workplace success in society. For example, customs and conventions help to
As a trainee in a large national organisation, assume you are define various sporting cultures (e.g. cricket or lawn bowls),
part of a communication training program. Work in your group educational institutions, geographic locations (e.g. city or
to prepare a list of communication skills that you think are country), gender-based or generational cultures, and ethnicity.
important to workplace success and should be part of the a. Imagine you are making a movie and want to represent five
training program. What skills are important for teamwork? different cultures that exist in your community. How will
What skills are important for customer service? movie-goers know which cultural groups are being
Is it essential to deliver some communication skills off the portrayed? In other words, what characteristics will help
job? Give reasons for your response. Think about how these them to identify each cultural group?
skills can be taught on the job. b. For each of the five groups being featured in the movie,
Summarise your group’s conclusions and appoint one discuss the values that are perceived to be important to
representative to report to the whole class. each group (e.g. success, companionship, making money,
power or recognition).
Part B: Cultural diversity c. How might these values affect communication:
Explore the types of cultural diversity that exist in your i. within the group?
community. Emphasise how culture can relate to the customs ii. by the group with others?
or conventions regarded as characteristic of any specific group iii. by others with the group?
27
CASE STUDY
FEEDBACK MATTERS
Melanie is the owner of All About Food, a speciality Business and sales continue to decline and Melanie
food store supplying retail customers with kitchenware, notices that her regular commercial customers are
delicatessen items and speciality foods. All About Food becoming irregular. She decides to bring in a business
also has a commercial section that supplies equipment and consultant to assess the situation and make
bulk food to restaurants, cafes and coffee houses. As well recommendations for possible changes. The consultant
as retail and walk-in customers, the business has a constant interviews Melanie’s staff and observes interaction
number of regular commercial customers who require between Melanie, the customer service team,
professional advice about specialty kitchen equipment. administrative team and customers.
Melanie works in the business and manages its day-to- The consultant concludes that the staff feel they are
day running. All About Food employs 10 staff and, for the not being told anything except that there will be changes.
first time in the six years since Melanie established the Staff are unsure of the business approach as they have not
business, she is struggling to sort out sales and staff been consulted about the changes and All About Food’s
issues. The current economic downturn is easy to blame future plans. Consequently, insecurity is increasing, staff
for a decline in All About Food’s delicatessen and retail are underperforming and absenteeism is increasing.
kitchenware sales; however, Melanie decides to work
harder and longer hours and hopes staff will follow her Questions
example. 1. What advice do you think the consultant should give to
The longer hours mean she is unable to hold staff Melanie?
meetings or discussions with staff, and when she does 2. What forms of communication should the consultant
engage with them it is usually in a very direct and hurried recommend Melanie use to inform and persuade her
way. Rather than consulting about her plans and talking staff to accept and adapt to changes?
about issues with her staff, Melanie decides that she will 3. Why is it important for Melanie to seek feedback as
explain the changes to all when she has more time. she works with All About Food’s staff?
BIBLIOGRAPHY
Beebe, S.A., Beebe, S.J. & Redmond, M.V. 2016. Interpersonal EY. 2014. ‘Big data: Changing the way businesses compete
Communication Relating to Others, 8th edn, Pearson, and operate’, EYGM Limited, https://www.ey.com/
Upper Saddle River, NJ. Publication/vwLUAssets/EY_-_Big_data:_changing_the_
Centers for Disease Control and Prevention (CDC). 2011. way_businesses_operate/$FILE/EY-Insights-on-GRC-Big-
‘The Health Communicator’s Social Media Toolkit’, data.pdf, viewed 28 November 2018.
http://www.cdc.gov/healthcommunication/toolstemplates/ Hofstede, G. 1984. Culture’s Consequences: International
socialmediatoolkit_bm.pdf, viewed 10 January 2015. Differences in Work-Related Values, Sage Publications,
DeVito, J.A. 2016. Essentials of Human Communication, Newbury Park, CA.
9th edn, Pearson, Upper Saddle River, NJ. Hofstede, G. 1991. Cultures and Organisations: Software of the
Eppler, Martin. J. 2006. ‘The Concept of Knowledge Mind, McGraw-Hill, London.
Communication and Its Relevance to Management’, USI Hofstede, G. 2001. Culture’s Consequences: Comparing
Research Note Version 2.2, http://www.knowledge- Values, Behaviours, Institutions, and Organisations
communication.org/pdf/research-note-knowledge- across Nations, Sage Publications, Newbury
communication.pdf, viewed 27 January 2018. Park, CA.
28
Hootsuite and We Are Social. ‘2018 Global Digital Report’, MindTools. 2018. ‘How Good Are Your Communication
http://www.campaignbrief.com/2018/01/latest-global- Skills? Speaking, Listening, Writing, and Reading
digital-in-2018.html, viewed 1 February 2018. Effectively’, https://www.mindtools.com/pages/article/
International Association of Business Communicators. 2018. newCS_99.htm, viewed 5 February 2018.
‘IABC Code of Ethics for Professional Communicators’, National Association of Colleges and Employers (NACE).
https://www.iabc.com/about-us/governance/code-of-ethics/, 2018. ‘Job Outlook 2018’, http://www.naceweb.org/
viewed 27 January 2018. store/2017/job-outlook-2018/, viewed 14 February
Johnson & Johnson. 2018. ‘What Makes Johnson & 2018.
Johnson a Global Leader in Diversity & Inclusion?’, Rajhans, Kirti. 2012. ‘Effective Organizational
http://www.careers.jnj.com/careers/what-makes-johnson- Communication: a Key to Employee Motivation and
johnson-a-global-leader-in-diversity-inclusion, viewed Performance’, Interscience Management Review (IMR),
3 September 2018. Volume 2, Issue 2, 2012, pp. 81–85.
Klososky, S. 2010. Manager’s Guide to Social Media, McGraw- Samovar, L.A., Porter, R.E. & McDaniel, E.R. 2012.
Hill, Australia. Intercultural Communication: A Reader,
McGregor, D. 1960. The human side of enterprise, McGraw 13th edn, Wadsworth Cengage Learning,
Hill, Boston, MA. Boston, MA.
29

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UNDERSTAND CHAPTER

1.1 FORMS AND FUNCTIONS OF

FORMS: VERBAL, NONVERBAL AND GRAPHIC

SUCCESSFUL BUSINESS COMMUNICATION

Formal business communication

Informal business communication

The importance of communication method

Effective communication outcomes

ADAPTABILITY AND FLEXIBILITY

1.2 THE COMMUNICATION PROCESS

EXHIBIT 1.2 The communication process

Send 3. Communication Receive

Feedback is a two-way process that is an essential part of successful communication. It is the

EXHIBIT 1.3 Communication barriers

Differences in perception People often see and interpret • Listen carefully

Different attitudes and People often form • Listen carefully

Passing judgement by The receiver can become • Listen actively

Dismissing others’ The receiver may withdraw • Listen carefully

1.3 ETHICS IN COMMUNICATION

1. How does ethical behaviour benefit an organisation?

1.4 FACTORS IMPACTING EXHIBIT 1.4 Factors impacting

EXHIBIT 1.5 Reasons for working with diversity

Business communication • Holds managers accountable for managing employees of the

Legal requirement • Avoids direct or indirect discrimination

ORGANISATIONAL CHANGE AND SUSTAINABILITY

EXHIBIT 1.6 Sources of change

Internal source of change External source of change

• new product lines • changes in customer demands

Organisations must adapt to changing circumstances or face becoming irrelevant. Changing

1. Briefly describe the characteristics of a successful global communicator.

1.5 INTERCULTURAL COMMUNICATION

EXHIBIT 1.7 Levels of culture in a society

Comprises the patterns and behaviour visible in the culture, including

Less Comprises cultural communication and describes how people

THREE LEVELS OF CULTURE

RULES AND PATTERNS OF BEHAVIOUR

EXHIBIT 1.8 Key cultural differences

Language Differences in the: In Western culture, ‘yes’ means

Time Differences in time taken to: In traditional cultures, trust and

Space Differences in space send messages In Western societies intimate space is

Business customs Differences in: In a Hindu country, gifts such as

Business clothing Differences in perceptions of In China red is a lucky colour and

Extra visibility To emphasise a difference such as Avoid emphasis on differences such

> Cultural beliefs: Naming systems and general etiquette

different cultural expectations and perceptions. A achieve successful intercultural communication by

1. Introduce yourself to the group 3. Verbal communication

5. Miscommunication b. Decide if Australia has high masculine or feminine

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