Communication Skills for Business Professionals 2nd Edition By Celeste Lawson, Robert Gill, Angela Feekery, Mieke Witsel ISBN 1108859402 9781108859400

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ISBN 10: 1108859402
ISBN 13: 9781108859400
Author: Celeste Lawson, Robert Gill, Angela Feekery, Mieke Witsel

Communication Skills for Business Professionals is a student-friendly introduction to the principles and practice of effective communication in the workplace. Engagingly written, the text explains the key theories underpinning communication strategies and encourages students to consider how to apply them in a contemporary business environment. This new edition covers foundational topics such as audience, influence, channels, conflict and persuasion, before investigating more complex areas such as intercultural communication, communicating in a web-based world, the difficulty of research in the era of ‘fake news’ and strategies for successful written communication. Taking a broad and current approach to concepts of communication and workplaces, Communication Skills for Business Professionals explores situations from virtual meetings between indie creatives, to speeches given by politicians in parliament, while also containing information on more traditional forms of professional communication, such as pitching ideas to boards and writing memos. New pedagogical features for this edition include interactive questions and answers, end-of-chapter skill builder class activities, margin definitions and links to online content, making this book indispensable for teachers and students of communications alike.

Communication Skills for Business Professionals 2nd Table of contents:

Part One: Understanding Communication

Chapter 1: Introduction: Communication in Organisations

• Learning Objectives
• Introduction
• Vignette
• The Need for Communication Skills as a Business Professional
• Emotional Intelligence
• Technical Abilities
• Theory and the World Around Us
• Employer Expectations of New Business Graduates
• Different Age Groups: Baby Boomers to Digital Natives
• Critical Thinking
  • How to Think Critically
  • de Bono’s Six Hats
• Continuous Professional Development
  • Join Groups and Share Practice
  • Apply What You Learn
  • Ask Questions
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Activity 2
• Further Reading
• References

Chapter 2: Organisations: Structure and Culture

• Learning Objectives
• Introduction
• Vignette
• Definition of an Organisation
  • Profit-driven Organisations
  • Non-profit Organisations
  • Government Organisations
• Organisational Structure
  • Key Elements of an Organisational Structure
  • Formality
  • Specialisation of Tasks
  • Chain of Command
  • Span of Control
  • Centralisation
• Formal Organisations
  • Bureaucracy
  • Flat Organisations
  • Virtual Organisations
• Informal Organisations
  • Fluid Organisations
  • Team-based Organisations
  • Boundaryless Organisations
• How Organisational Structure Affects Communication
  • Downward Communication
  • Upward Communication
  • Horizontal Communication
• Organisational Cultures
  • Visual Culture
  • Organisational Values and Underlying Beliefs
  • Strong Culture
  • The Influence of Culture
• Leadership in Organisations
  • Laissez-faire Leadership
  • Autocratic Leadership
  • Democratic Leadership
  • The Style of Leadership Depends on the Organisation
• Extend Your Understanding: Interpreting Culture
  • Dress Codes
  • Rites, Rituals, and Symbols
  • Subcultures and Countercultures
  • Language and Jargon
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Activity 2
  • Activity 3
• Further Reading
• References

Chapter 3: Communication as a Process

• Learning Objectives
• Introduction
• Vignette
• The Communication Process
  • Sender
  • Receiver
  • Channel
  • Message
  • Noise
  • Feedback
• The Challenges of Context and Language in Communication
  • Language as a System
  • Cultural Context of Language
  • The Purpose or Goal of Communication
  • Information
  • Persuasion
  • Entertainment
• Communication Competence Revisited
• Extend Your Understanding: Comparison of Communication Models
  • Shannon and Weaver
  • Berlo
  • Schramm
  • Transactional Model
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Activity 2
  • Activity 3
  • Activity 4
• Further Reading
• References

Chapter 4: Understanding the Audience

• Learning Objectives
• Introduction
• Vignette
• The Audience and Business Communication
  • The Relationship Between the Audience and the Message
  • Primary and Secondary Audiences
    • Primary Audience
    • Secondary Audience
  • Linking the Audience and the Message
  • The Impact of Role Performance on Communication
• Extend Your Understanding: Audience Motivation and Knowledge
  • Audience Motivation – Making Messages Relevant
  • Audience Knowledge – Making Messages Reasonable
  • Crafting Relevant Messages
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Activity 2
  • Activity 3
• Further Reading
• References

Chapter 5: Persuasion, Conflict Management, and Negotiation

• Learning Objectives
• Introduction
• Vignette
• Persuasion
  • Defining Persuasion
  • Conviction and Actuation
  • Logical and Emotional
  • Influencing from Context: Professional, Social, or Personal
  • Assertiveness and Coercion
  • Techniques for Professional Persuasion
    • Rhetorical Mix
    • Feature–Benefit
    • Creating Desire
    • Building Credibility
  • Influence and Persuasion
  • Persuasion and Ethics
• Conflict in the Workplace
  • The Definition of Conflict
  • The Characteristics of Conflict
    • Destructive Conflict
    • Constructive Conflict
  • Types of Conflict
    • Intrapersonal
    • Interpersonal
    • Intragroup
    • Intergroup
  • Causes of Conflict in the Workplace
    • Conflicting Needs
    • Conflicting Goals
    • Conflicting Pressures or Priorities
    • Conflicting Roles
    • Unpredictable Policies
    • Different Personal Values
    • Conflicting Perceptions
    • Conflicting Styles
  • How We Handle and Respond to Conflict
    • Fight-or-Flight Response
  • Conflict Styles by Kilmann and Thomas
  • Conflict Management
    • Mediation
    • Arbitration
    • Adjudication
    • Negotiation
      • Positional Bargaining
      • Preparing
      • Exchanging Information
      • Bargaining
      • Committing and Concluding
    • Principled Negotiation
      • Separate People from the Problem
      • Focus on Interests, Not Positions
      • Invent Options for Mutual Gain
      • Use Objective Criteria
• Extend Your Understanding: Attitude, Values, Beliefs, and Behaviours
• Theories of Persuasion
• Additional Negotiation Elements to Consider
  • Culture
  • Non-verbal Signs and Signals
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Activity 2
  • Activity 3
  • Activity 4
• Further Reading
• References

Chapter 6: Working Collaboratively

• Learning Objectives
• Introduction
• Vignette
• What It Means to Work Collaboratively
• Groups vs Teams
• The Rise of Virtual Teams
• The Key Benefits and Challenges of Working Collaboratively
  • The Benefits of Working Collaboratively
    • Access to Different Ideas and Perspectives
    • A Shared Workload Enables Efficient Engagement in Larger Projects
    • Social Support and Networking for Future Opportunities
  • The Challenges of Working Collaboratively and How to Overcome Them
    • Differing Moods
    • Attitudes
    • Low Morale
    • Social Loafing
    • Personality Clashes
    • Building Trust
    • Cultural Challenges
    • Power and Leadership Conflicts
    • Decision-making Challenges
    • Groupthink
    • Differing or Unclear Expectations
    • Collaborative Writing Challenges
    • Communication Technology Challenges
    • Information Challenges
• Team Dynamics and the Life Cycle of Project Teams
  • Stage 1: Forming
  • Stage 2: Storming
  • Stage 3: Norming
  • Stage 4: Performing
  • Stage 5: Adjourning
• Team Norms
  • Understanding the Team: Roles, Responsibilities, and Leadership
    • Task and Process Roles
    • Emotional Roles
    • Dysfunctional Roles
    • Belbin Team Roles: Key Strengths and Allowable Weaknesses
• Keys to Team Success
  • Communicate Effectively
  • Set Up Team Expectations Early
  • Establish Clear Action Plans
  • Allocate Appropriate Roles to People with Relevant Skills
  • Recognise and Plan for Allowable Weaknesses
  • Focus on Positive Relationships
  • Manage and Overcome Conflict
  • Evaluating Individual and Team Performance
    • Accept Responsibility for Your Contribution
    • Offer Constructive Feedback
• Extend Your Understanding: Managing Team Conflict
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Activity 2
  • Activity 3
• Further Reading
• References

Chapter 7: Intercultural Communication

• Learning Objectives
• Introduction
• Vignette
• The Key Characteristics of Culture and Its Underlying Complexity
• Defining Culture
• The Deep Assumptions that Drive Culture
• The Need for Greater Awareness of Cross-Cultural Contexts
• The Globalisation of the Business World
• Approaches to Cultural Differences
  • Ethnocentrism
  • Acculturation
  • Relativism
• Which Approach to Cultural Difference Is Best?
• Situate Yourself within a Diversity Framework
• How Different Can Cultures Be?
  • Hofstede’s Dimensions of Culture Framework
• Key Concepts Surrounding Cultural Difference
  • Hall’s High- and Low-Context Cultures Theory
• Improving Your Intercultural Competence in Business Communication
  • Becoming a Better Intercultural Communicator
    • Values
    • Self-awareness
    • Generic Skills
    • Multicultural Knowledge
  • A Holistic Framework for Intercultural Communication
• Extend Your Understanding: Additional Resources for Intercultural Communication
  • Trompenaars and Hampden-Turner’s Dimensions of Culture
  • Empirical List for Effective Cross-cultural Competences
• Chapter Summary
• Key Terms
• Skill-builder Activities
  • Activity 1
  • Worksheet
  • Activity 2
• Further Reading
• References

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Celeste Lawson,Robert Gill,Angela Feekery,Mieke Witsel,Communication Skills,Business Professionals