BBA 2026-09F, Organizational Communication

BBA 2026, Organizational Communication 1

Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to:

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2. Apply elements of the organizational communication process to enhance organizational communication events. 2.1 Identify the categories of communication competencies. 2.2 Classify elements of the organizational communication process. 2.3 Categorize factors that define the communications eras.

4. Formulate effective strategies in overcoming real or perceived communication barriers within an

organization. 4.1 Discuss the effect that shared meaning has on organizational communication interactions.

6. Interpret nonverbal communication practices within an organization.

6.1 Identify the role of nonverbal communication as it relates to creating shared meaning between speak and receiver.

Reading Assignment Chapter 1: Organizational Communication: A Competency-Based Approach Click here to access the Chapter 1 Presentation. Click here to access a PDF version of the Chapter 1 Presentation. In order to access the resources below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library. Emanoil, M., Ramona, T., & Lucia, F. (2013). Efficient organizational communication – A key to success.

Studies in Business & Economics, 8(2), 74-78. Gentry, W. A., & Kuhnert, K. W. (2007). Sending signals: Nonverbal communication can speak volumes.

Leadership in Action, 27(5), 3-7 Lucas, E. (2009). Check the label. Professional Manager, 18(6), 22-25. Tracy, B. (2014). Getting your ideas across. Supervision, 75(5), 14-16.

Unit Lesson “No man is an island unto himself” is a saying that holds true in the study of organizational communication. Think about the organizations in which people operate—businesses, civic groups, military, professional clubs, religious organizations, and family units. No matter a person’s role, there will be a need to connect with others to accomplish certain tasks and goals. In this unit, a foundation for understanding organizational communication is laid by introducing the communication process and fundamental concepts that will be built on throughout the course.

UNIT I STUDY GUIDE

Building a Solid Foundation for

Organizational Communication

https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter1_Presentation.ppsx
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter1_Presentation.pdf

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Organizational Communication Creating shared meaning is a result of effectively communicating with others (Shockley-Zalabak, 2015). Organizational communication can be understood as the interactions required in directing a group toward a common goal (Eisenberg, Goodall, & Trethewey, 2014). Those who can connect with others to create shared meaning will add value to an organization and become an indispensable asset as a competent communicator. Whether interacting in groups for work or play, it becomes more and more imperative to learn and apply the factors that can make a communication event successful to help group members succeed at reaching goals. According to Shockley-Zalabak (2015), “The information-rich conceptual world is a reality of our lives that places increasing importance on our individual communication competencies” (p. 20). Learning to communicate clearly in a variety of channels in this information-rich era can impact success within the organizations in which people operate. Organizational communication can be classified into one of two complex networks–-informal and formal (Lesikar, Flatley, & Rentz, 2008). From a friendly conversation at the copy machine or break room to a formal memorandum or email, each interaction can be an opportunity to build rapport and create shared meaning. Communication events, whether operational or personal, can be expressed in both networks and the impact that messages sent through these methods cannot be undervalued. Hence, understanding the role that communication competence plays on employee/member satisfaction within an organization is needed. Communication is the key to success when sharing policies, procedures, or even behavioral expectations with others. For example, high turnover rates, low employee morale, and even job performance issues can be attributed to lack of communication or failure to create shared meanings. If an employee or member of an organization does not understand their role or expectations, this can cause frustration. Most issues that surface in an organization can be the effects of miscommunication. Tracy (2014) purports, “Either the senders do not say what they mean clearly enough, or the receivers do not receive the message in the form in which it was intended” (p. 15). When such a breakdown in communication occurs in verbal or written channels, responsible members recognize and overcome these barriers as well as learn from each interaction to foresee and avoid possible issues in the future. When operating within an organization, successful members consistently work to build and maintain rapport with others by building bridges rather than putting up walls. Messmer (2005) offers several strategies to enhance communication efforts including: informing staff about upcoming changes, ensuring words and actions are consistent, being patient with those who may not have interpreted the messages clearly, and listening to feedback from employees. When employees of a business or members in an organization feel understood, positive relationships can develop and teams can become more productive to accomplish common goals. Nonverbal Communication Understanding the role that nonverbal communication plays between people and within organizations can help you to become a more competent communicator. Because 70-90% of all communication is nonverbal, it is realistic that how something is said versus what is said is often considered by the receiver (“Cut Through the Communication Clutter,” 2007). Nonverbal indicators are often sent and interpreted at every stage of the communication process, from how the speaker sends the message to the reaction of the listener when receiving the message. Each element in the process is important to consider. A speaker can enhance his or her effectiveness in an organization by paying attention to what they are communicating both nonverbally and verbally. Lucas (2009) offers several strategies to enhance one’s nonverbal communication efforts by monitoring one’s personal brand. Paying attention to how one dresses, communicates verbally, or in written format both on and off line all contribute to others’ perceptions of you as a professional (Lucas, 2009). To be an influential communicator, nonverbal signals should be consistent the verbal message being sent (Kello, 2007; Gentry & Kunhert, 2007). When it appears the receiver does not fully understand the message by a look of confusion or even by a failure to follow through with an assigned task, competent communicators will seek clarification and find the breach that occurred. Tracy (2014) reveals that effective communicators ask questions to “uncover real needs and concerns” (p. 16). When both speaker and receiver try to determine where the other person is coming from, what they really want, and work to understand the other to create shared meaning, then communicative events can be successful. Another important technique is to be aware of nonverbal indicators. “Both parties must be aware of possible misinterpretation of their own nonverbal messages” (“Cut Through the

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Communication Clutter,” 2007, p. 29). A competent communicator will be aware of nonverbal communication when creating a message from conceptualization of an idea to channel selection. When individuals bring their knowledge, sensitivity, skills, and values to interpret messages, organizational communication can be enhanced (Shockley-Zalabak, 2015). Not only is sending such signals important, but also crucial is learning how to read the signals sent by others. To connect with others and build rapport, nonverbal techniques such as facial expressions, feedback, or even gestures are helpful to demonstrate that the listener is paying attention and appropriately reacting to what the other is saying (“Crank Up Your Expressiveness,” 2010). Taking time to listen, understand the speaker’s meaning, and providing feedback that the speaker’s message is understood are skills that competent communicators use to create shared meaning and build rapport. Other techniques that can help build rapport include leaning forward, making direct eye contact, and focusing attention on the person (Tracy, 2014). In our multi-tasking society, it is easy to observe nonverbal distractions when a speaker is talking to a group or in a one-on-one interaction. Unfortunately, it is a common sight to see the listener scrolling through a cell phone or paying attention to another electronic device or person rather than focusing attention on the speaker. To enhance communication events, both speaker and listener must commit to creating shared meaning. Understanding the role nonverbal communication plays in interactions can enhance one’s effectiveness within an organization. Kello (2007) outlines three forms of nonverbal signaling that can affect the way messages are interpreted: kinesics (body language), paralanguage (how something is said), and proxemics (use of distance and space). These three factors can be important to recognize when communicating in groups or even in one-on-one interactions. First, a group setting can be a valuable place to observe nonverbal signaling. For instance, a facilitator can read the room in a meeting by interpreting the nonverbal signals participants are portraying in order to determine if the message is being received and understood by participants. Based on the signals, the facilitator can adjust the message being communicated to increase the likelihood of shared meaning. Next, nonverbal communication can even be used in one-on-one interpersonal interactions. Imagine that Sallie goes to Edward’s cubicle to discuss a customer issue that needs to be resolved. Sallie positions herself too close to Edward and does not notice that he tries to reposition his body back to put additional space between them. If Sallie is unaware of such factors as proxemics (personal distance and space), then her message may not be completely understood by Edward, who has a larger personal distance need. Edward could miss important details by focusing on how to gain more space in the interaction, rather than focusing on the message being communicated. Taking such factors as Kello (2007) outlined as kinesics, paralanguage, or proxemics can help a communicator improve interactions rather than impede them. What and how messages are communicated can build a certain image or reputation for an organization as a whole. Each message that is created and sent through various channels to internal or external stakeholders either reinforces or contradicts the mission and values of an organization. As a responsible member of an organization, it is imperative to understand that how something is communicated is just as important as what is communicated. Consider the internal and external messages sent by an organization internally and externally. What do these messages say about the value system of its leaders or members? If an organization publicly portrays a commitment to respect and integrity, is this reinforced through every communication that is sent? When an issue needs to be resolved, is the communication about next steps inspiring or condemning? The answers to such questions can influence an organization’s overall image to internal and external stakeholders. In order to uphold a professional tone, preserve the dignity of the receivers, and maintain an organization’s reputation for respecting its employees and clients, each message sent through verbal or vocal channels should be analyzed to ensure the message being sent is consistent with the values of the organization. Feuer (2009) suggestions treating “people as participants/partners in the process as a part of the solution, not the cause of the problem” (p. 22). Avoiding threats or blame in a communication can enhance morale and keep the receivers of messages engaged. As the course progresses, consider the interactions required to direct groups of people toward a common goal. Whether internal, external, informal, or formal interactions, both nonverbal and verbal factors play a role in how the message is interpreted. A deeper understanding of the elements involved in the communication process allows for more effective organizational communication efforts as the ability to adapt and improve is continually developed.

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References Crank up your expressiveness. (2010). Managing People at Work, (339), 8. Cut through the communication clutter. (2007). Global Cosmetic Industry, 175(4), 29. Eisenberg, E. M., Goodall, H. L., & Trethewey, A. (2014). Organizational communication: Balancing creativity

and constraint (7th ed.). Hamilton, NJ: Macmillian. Feuer, M. (2009). Sometimes it’s not what you say but how you say it. Smart Business Detroit, 5(4), 22. Gentry, W. A., & Kuhnert, K. W. (2007). Sending signals: Nonverbal communication can speak volumes.

Leadership in Action, 27(5), 3-7. Kello, J. (2007). Package & market your message: Nonverbal communication cues are critical. Industrial

Safety & Hygiene News, 41(2), 16. Lesikar, R. V., Flatley, M. E., & Rentz, K. (2008). Business communication: Making connections in a digital

world (11th ed.). Boston, MA: McGraw-Hill. Lucas, E. (2009). Check the label. Professional Manager, 18(6), 22-25. Messmer, M. (2005). Communicating effectively with employees. Strategic Finance, 86(8), 15-16. Shockley-Zalabak, P. S. (2015). Fundamentals of organizational communication: Knowledge, sensitivity,

skills, values (9th ed.). Upper Saddle River, NJ: Pearson. Tracy, B. (2014). Getting your ideas across. Supervision, 75(5), 14-16.

Suggested Reading In order to access the resources below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library. Crank up your expressiveness. (2010). Managing People at Work, (339), 8. Cut through the communication clutter. (2007). Global Cosmetic Industry, 175(4), 29. Kello, J. (2007). Package & market your message: Nonverbal communication cues are critical. Industrial

Safety & Hygiene News, 41(2), 16. Messmer, M. (2005). Communicating effectively with employees. Strategic Finance, 86(8), 15-16.

Learning Activities (Non-Graded) Before completing your graded work, consider completing the interactive tutorials included below: Introduction to Business Communications interactive tutorial: http://www.pearsoncustom.com/mct- enterprise/asset.php?isbn=1256689785&id=11572 Nonverbal Communication: http://www.pearsoncustom.com/mct- enterprise/asset.php?isbn=1256689785&id=11701 Non-graded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information.