COMMUNICATIONS IN BUSINESS

Communication, stated simply, is the act of conveying a message, through a channel, from one person to another; that is, connecting or sharing thoughts, opinions, emotions, and intelligence. Communication is a mechanism for all types of interaction and connectivity: communication can instantaneously bring people together, link ideas and things, deliver news and facts, and impart knowledge. Because communication can be expressed as words, letters, pictures, gestures, signals, colors, and so forth, it is credited with being the single element that has brought the world closer together.

People communicate for one of four reasons: to inform, influence, persuade, or entertain. In business, effective communication will influence outcomes and it is the critical backbone of an organization's ability to operate internally and externally as well as nationally and internationally.

COMMUNICATION BASICS

Communication, in its most basic definition, involves a sender (encoder) and a receiver (decoder). The sender encodes a message, deciding what content and relationship codes to use, and sends it via a communication channel such as face to face (verbal and nonverbal) and written (frequently using electronic technology). The receiver takes the message and, in the decoding process, attempts to understand its content and relationship meaning. After decoding, the receiver then may respond, via a communication channel, to the sender with a new message based on the receiver's perception of what the message imparted in terms of information and the relationship with the sender. It is at this point that one-way communication becomes two-way communication.

To be most effective, the feedback loop (the receiver's decoded interpretation of the original message) should go forward; that is, the receiver should respond to the sender. The feedback loop provides the sender with two vital pieces of information: (1) if the original message was correctly understood as sent and (2) the new message. The feedback loop allows for early correction of incorrectly decoded messages. The decoding, encoding, and feedback loop continue as the parties communicate.

In the decoding of a message, miscommunication and/or missed communication can occur. In the feedback loop, the receiver must clarify how that message was perceived. The greater the number of people involved in the message exchange process and the greater their differences in values, beliefs, attitudes, and knowledge of the subject matter, the greater are the chances that the message will be decoded improperly and a communication breakdown will occur.

Communication is most successful when it is understood by all persons involved in the process. That is, good communication is free from social colloquialisms, cultural mores, and gender biases. Because communication may be conveyed in many forms, it is frequently described in two general categories: verbal and nonverbal. Nonverbal communication includes body language, gestures, and signals. In general, successful communication depends on how well a sender conveys a message to a receiver relying on the six senses (seeing, speaking/hearing, intuition, smelling, touching, and tasting) and feedback.

COMMUNICATION RULES

Several rules facilitate successful communication. The following checklist provides a guide to creating successful communication:

Make messages clear, correct, comprehensive, and concise
In messages that require a response, include an action step with a deadline
Select correct channels of communication based on message content and relationship components
Structure the message so as not to overload the receiver with information
Develop sensitivity to the receiver's communication style and create the message accordingly
Be aware of how cultural patterns affect communication style and take this into consideration when sending and receiving messages
aware that people operating in a second language may still encode/decode messages based on their first culture's communication patterns

Enhance listening skills as an aspect of effective use of the feedback loop

Recognize that a positive attitude enhances the effectiveness of the communication process

COMMUNICATION TRANSMISSION MODES

Technology-mediated communication has become the norm in today's worldwide business environment. Messages are communicated regularly via easy access to a wide variety of sophisticated electronic technologies, including electronic mail (e-mail), fax, and phones. People still meet face to face, but they also use express mail and courier services, messaging and paging systems, caller identification and transfer/forwarding telephony systems, and many other combinations of message transfer and delivery methods. Signaling, biometrics, scanning, imagery, and holography also have a place in business communication.

Additionally, many professionals work in virtual groups using satellite uplink/downlinks, video streaming, videoconferencing, and computer groupware. In using these technologies, one should recognize the limits of the channel of communication selected. For example, e-mail is efficient but does not convey the nuances of a message that can be gained from facial expressions, gestures, or tone of voice. The use of multiple channels of communication may be critical if the content is quite complex; thus, an oral message may not be sufficient.

The importance of using the feedback loop becomes more critical as the content and/or relational aspects of the messages expand. Also, as more workgroups operate globally in a virtual medium, cultural patterns must be considered in the quest for clear and effective communication. The expansion of global business, combined with advances in technology, has created more cross-cultural opportunities. When working in a cross-cultural, multinational/multicultural environment, it is necessary to understand that culture influences people's behavior as well as their attitudes and beliefs. People encode and decode messages with perceptions learned from their cultural filters. In intercultural situations, the professional must use the feedback loop to clarify understanding of the received message. Just because a message has been received rapidly or with use of high-level technology does not mean that the receiver has decoded it properly.

TYPES OF COMMUNICATION

Written communication usually takes such forms as letters, memos, e-mails, reports, manuscripts, notes, forms, applications, résumés, and legal and medical documents. Spoken communication includes presentations, oral exchanges (e.g., one on one or to a group), and voice messaging. Speaking distinctly, with appropriate speed, as well as paying attention to voice inflection, tone, resonation, pitch clarity, and volume are important to the way a spoken message is received. Frequently, the way a spoken message is delivered is as important or even more important than the content of the message (a good example is a joke that has perfect timing). More than 90 percent of what a message conveys may actually be based on nonverbal elements; communicating a positive attitude also is helpful.

Nonverbal communication includes body language (e.g., facial expression, eye contact, posture, standing or sitting position, distance between sender and receiver, and gesturing), which can send signals to the receiver that may be much stronger than the message itself. If a picture truly speaks louder than a thousand words, communication by means other than the spoken and written word—such as clothing, signals or mannerisms reflecting personality or preferences, and gesturing—can make a big difference in the message that is conveyed.

COMMUNICATION CHANNELS

Communication in a society, whether it is personal or business communication, is essential. Individuals and organizations depend on it to function. Most businesses need both internal and external communication to be productive. Internal communication is communication that is exchanged within an organization. Usually it is less formal than communication that goes to those outside the business. Informal communication may range from chats in the hallway and lunchroom, team and group meetings, casual conversations over the phone or e-mail, and memos and preliminary reports to teleconferencing, brainstorming idea sessions, department or division meetings, and drafting documents. Informal communication also includes gossip, which relies on people passing on messages to coworkers, friends, and others outside of the organizational hierarchy.

External communication usually refers to messages that extend beyond the business organization. Because it reflects the organization's image, external communication is usually more formal. External communication is an extension of the organization and can be an important channel for marketing the company's image, mission, products, and/or services.

COMMUNICATION PARAMETERS

The selection or type of business communication takes many factors into consideration, including (1) the nature of the business (e.g., government, commerce, industry, private or public organization, manufacturing or marketing firm); (2) the mission and the philosophy of the organization (open versus limited or closed communication patterns); (3) the way the business is organized (small or large company, branch offices, subsidiaries); (4) the leadership styles of the organization's managers and supervisors (democratic, authoritarian, dictatorial, pragmatic); (5) the number and types of personnel as well as the levels of employees (hierarchy or status of positions, managerial or laborers, supervisors or team leaders); (6) the proximity of work units (closeness of departments, divisions, or groups that depend on information from each other); and (7) the need for communication (who needs to know what, when, why, where, and how for informed decision making to take place.

COMMUNICATION SYSTEMS

Every group (whether it is formal or informal, and regardless of its size) has a communication system or network. Some are very effective and efficient while others are just the opposite. Even if communication appears to be (or is) dysfunctional within an organization or group, the group has a communication system. That is, poor or dysfunctional communication still conveys a message. When dysfunctional communication is taking place, there is a lack of exchange of information or messages within the group.

COMMUNICATION STYLES

Without realizing it, most people communicate with others (verbally as well as nonverbally) according to a dominant style. Essentially, people communicate in one of four basic styles: (1) directly or authoritatively (an in-charge person or one who is a driving force to get things done); (2) analytically or as a fact finder (a person who plans, researches, and analyzes the facts and weighs the alternatives carefully); (3) amiably or as a coach (a supportive team builder who gets people to work together toward a common goal); or (4) expressively or flamboyantly (a cheerleader with a positive attitude who has an abundance of ideas and motivates others toward taking action).

Communication styles are developed over time and with practice, and they can be influenced by many environmental factors. They also may reflect cultural norms. It is important to understand one's own preferred communication style as well as those of others in order to maximize one's communication interactions.

BARRIERS TO COMMUNICATION

Effective communication relies in part on eliminating as many communication barriers as possible. Some ways to avoid common barriers to communication include the following:

Stay focused on the topic
Adhere to the deadline, when timing is important
Be willing to use a communication strategy appropriate to the situation; listen, negotiate, compromise, modify, and learn from feedback
Avoid relying on the grapevine as a source of facts, even though it may have been an accurate communication channel in the past
Be sincere, empathetic, and sensitive to others' feelings; one's voice, confidence, actions, and other nonverbal cues speak loudly
Seek out information about unknowns, especially when cultural and gender differences are involved
Be tactful, polite, clear, prepared, and, above all, strive to display a positive attitude with all communication

COMMUNICATION LEGISLATION

Professional communicators should review federal legislation that provides strict parameters for direct-marketing campaigns using unsolicited faxes, e-mail, and telephone calls. The Junk Fax Prevention Act, the Can Spam Act, and the Federal Trade Commission's Do Not Call Lists are all examples of such legislation. While direct marketing continues to be an effective sales tool, some consumers demand privacy protection from unwanted solicitors. Federal legislation of privacy protection also extends to employees who use company phones, computers, and Internet capabilities.

Businesses must be clear and upfront about how employees' internal and external communications are monitored. Equally, employees must realize that their e-mail correspondence, phone conversations, and other communications may be used as evidence in a court of law, pending legal action that involves their employer.