Communicating for Results This page intentionally left blank CHAPTER CHAP HAPTE TTER E 13 OVERCOMING OVER O VER VE V ER E RC COM CO OM ING O G OBSTACLES OBSTA OB STA TA ACLE LES LE ES TO TO COMMUNICATION COMM OMM M UN UNI NII CA N CAT C A ION ION IN OR IO ORGAN ORGANIZATIONS GAN GA A N IZA AN Z ATI ZA TTIO IIONS N Tarrant County College—NE Campus Australia • Brazil • Canada • Mexico • Singapore • Spain • United Kingdom • United States iii iii ii Communicating for Results: A Guide for Business and the Professions, Ninth Edition Cheryl Hamilton © 2011, 2008, 2005 Wadsworth, Cengage Learning Developmental Editor: Rebecca von Gillern ALL RIGHTS RESERVED No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except 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States of America 14 13 12 11 10 Brief Contents Contents vii Preface xi CHAPTER The Communication Process: An Introduction CHAPTER Organizational Communication 28 CHAPTER Improving Interpersonal Relationships 61 CHAPTER Effective Listening 97 CHAPTER Nonverbal Communication in the Organization 121 CHAPTER Overcoming Obstacles to Communication in Organizations 148 CHAPTER Basic Information for All Types of Interviews 179 CHAPTER The Employment Interview 203 CHAPTER Small-Group Communication and Problem Solving 231 CHAPTER 10 Participation and Leadership in Teams 261 CHAPTER 11 Informative Presentations 286 CHAPTER 12 Researching, Supporting, and Delivering Your Ideas 314 CHAPTER 13 Professional Visual Aids 339 CHAPTER 14 Persuasive Presentations: Individual or Team 371 APPENDIX Written Communication 405 Answers to Awareness Check Quizzes 439 References 443 Credits 462 Author Index 463 Subject Index 470 To my many classroom, online, and seminar students for reading the materials, trying out the activities, and making such excellent suggestions Contents Conflict Strategies 85 Choosing the Best Conflict Strategies 88 Reaching Consensus in Conflict Management 90 Cultural Differences in Conflict Management 91 Brief Contents v Preface xi CHAPTER The Communication Process: An Introduction Communication Defined The Basic Model of Communication Person A/Person B Stimulus and Motivation Encoding and Decoding Frame of Reference Code 10 Channel 11 Feedback 15 Environment 19 Noise 19 Communication and Ethics 20 CHAPTER Organizational Communication CHAPTER 97 Effective Listening in Organizations 99 Listening to Customers 99 Listening to Employees 100 Listening to Supervisors 102 Listening to Coworkers 103 Signs of Poor Listening 104 Breaking the Chain of Command 104 Learning About Events Too Late 105 Always Putting Out Fires 105 Information Must Be Repeated 105 Tasks Given to Others 106 Increase in Written Communication 106 Increase in Poor Listening Habits 106 28 Communication Inside the Organization 30 Formal Communication 30 Informal Communication 33 Coordination of People and Groups 35 Organization Models 36 The Traditional (or Classical) Model 39 The Human Relations Model 43 The Human Resources Model 46 The Systems/Contingency Model 51 The Transformational Model 54 Communication Differences in the Organization Models 56 CHAPTER Effective Listening Improving Interpersonal Relationships 61 Interpersonal Relationships and Organizational Success 63 Building and Maintaining Relationships 64 Make Expectations Clear 64 Utilize the Reciprocal Nature of Relationships 65 Maintain Mutual Trust and Respect 66 Communication Styles and Business Relationships 67 The Closed Style 69 The Blind Style 71 The Hidden Style 73 The Open Style 75 Practical Tips for Relating to People of Different Styles 77 Becoming Flexible in Use of Styles 81 Using Feedback Effectively 82 Using Disclosure Effectively 82 Managing Conflicts in Business Relationships 84 Conflict Types 85 Barriers to Poor Listening 107 Physical Barriers 107 Personal Barriers 108 Gender Barriers 108 Semantic Barriers 110 Listening Skill: Improvements Lead to Payoffs 112 Understanding the Stages of Listening 112 Improving Your Listening—Key Points 116 Payoffs of Effective Listening 116 CHAPTER Nonverbal Communication in the Organization 121 Nonverbal Communication: Definition and Principles 123 Technical Level 124 Formal Level 124 Informal Level 124 Types of Nonverbal Communication and Their Effects on Business Communication 125 Facial Expressions and Eye Contact 125 Other Body Movements and Gestures 128 Clothing and Personal Appearance 130 Distance and Personal Space 133 Physical Environment 135 Time 137 Status Symbols 138 Nonverbal Messages and International Business Transactions 141 Mistakes and Culture Shock 141 Expectancy Violations Theory 142 Improving Nonverbal Skills 144 viii COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS CHAPTER Overcoming Obstacles to Communication in Organizations 148 Communicator Anxiety 149 Situational Anxiety 150 Trait Anxiety 152 Inadequate Preparation 156 Vague Instructions 157 Jumping to Conclusions 162 Bypassing 164 Sexual Harassment 166 Communication Technology 169 E-mail, Instant Messages, and Blogs 169 Electronic Meetings 171 CHAPTER CHAPTER The Employment Interview CHAPTER 10 Participation and Leadership in Teams 261 Effective Team Participants Have Good Communication Skills 263 Commitment and Preparation 263 Effective Team Participants Perform Needed Task and Maintenance Roles 265 Task and Maintenance Roles 266 Effective Team Leadership 268 Trait Theory of Leadership 269 Function Theory of Leadership 271 Leadership Styles or Three-Dimension Theory of Leadership 271 Situational Contingency Theory of Leadership 273 Situational Leadership Theory 276 Transformational Leadership 278 Leader Responsibilities 279 203 Interviewee: Preparing for the Job Hunt 205 Investigating the Employment Market 205 Locate Specific Jobs of Interest 207 Prepare a Resume 207 Check Resume Content for Accuracy and Honesty 210 Prepare a Letter of Application 211 Interviewee: Preparing for the Interview 212 Have a Positive Attitude 213 Communicate and Dress for the Occasion— Impression Management 213 Be Prepared for Any Type of Interview 215 Carefully Plan Answers to Probable Questions 217 Be Prepared with Questions to Ask the Interviewer 219 Be Prepared to Follow up the Interview 219 Send a Thank-You Card 219 Interviewer: Planning the Interview 220 Get to Know the Interviewee Ahead of Time 220 Small-Group Communication and Problem Solving 231 Definition of a Small Group 233 Use and Value of Teams in the Effective Organization 234 Characteristics of Effective Problem-Solving Teams 235 Effective Teams Are Well Organized 236 Effective Teams Receive Periodic Training 236 Effective Teams Examine Assumptions and Opinions 237 Effective Teams Evaluate Possible Solutions 237 Effective Teams Avoid Groupthink 238 Effective Teams Manage Cultural Diversity 239 Effective Teams Operate Virtually 240 The Basic Problem-Solving Procedure 242 Step 1: Define the Problem 243 Step 2: Research and Analyze the Problem 244 Step 3: Establish a Checklist of Criteria 247 Step 4: List Possible Alternatives 249 Step 5: Evaluate Each Alternative 253 Step 6: Select the Best Alternative 254 Selecting the Group Format 255 Basic Information for All Types of Interviews 179 Types of Interviews 182 Counseling Interview 182 Employment Interview 182 Exit Interview 183 Grievance or Confrontation Interview 183 Group Interview 183 Informational Interview 185 Interrogation Interview 185 Performance Review 186 Persuasive Interview 187 Telephone Interview 187 Basic Interview Organization 188 Opening Phase 188 Question-Response Phase 189 Closing Phase 190 Using Questions Effectively in the Interview 190 Determine the Types of Questions to Ask 190 Decide How to Best Organize Questions 194 Be Prepared to Answer Questions Effectively 198 CHAPTER Plan the Environment 220 Organize the Interview Carefully 220 Interviewer: Conducting the Interview 222 Ask Only Lawful Questions 223 Listen Carefully to the Interviewee 225 Clarify and Verify Responses; Avoid False Inferences 226 CHAPTER 11 Informative Presentations 286 Informative Presentations: Overview 288 Informative Versus Persuasive Presentations 289 Types of Informative Presentations 289 Characteristics of High-Quality Informative Presentations 290 Basic Outline for Informative Presentations 291 CONTENTS Informative Presentations: Preparation Steps 292 Step 1: Carefully Analyze Your Potential Listeners 292 Step 2: Identify the General Topic 293 Step 3: Write Your Exact Purpose in One Sentence 293 Step 4: Plan the Body of the Presentation 295 Step 5: Prepare the Conclusion and Introduction 301 Step 6: Practice Using Your Speaking Notes and Visual Aids 306 Informative Presentations: Delivery Methods 306 Speaking from Memory 307 Speaking Extemporaneously (With or Without Notes) 307 Speaking from Visual Aids 307 Speaking from a Manuscript 307 Impromptu Speaking 308 CHAPTER 12 Designing Your Visual Aids 353 Tips for Designing Text Visuals 353 Types of Graphic Visuals 356 Tips for Designing Graphic Visuals 357 General Design Principles 359 Tips for Using Color 362 Using Microsoft Powerpoint 364 CHAPTER 14 Persuasive Presentations: Theory 374 Evidence and Logic of the Message 376 Credibility of the Speaker 381 Psychological Needs of the Listeners 384 Opinions of Key Listeners 387 Researching, Supporting, and Delivering Your Ideas 314 Professional Visual Aids Persuasive Presentations: Preparation Steps 388 Step 1: Analyze Your Expected Listeners and Their Needs 388 Step 2: Write Your Exact Purpose as a Position Statement 389 Step 3: Determine Your Initial Credibility and Plan to Increase It If Necessary 390 Step 4: Research Your Topic and Choose the Best Method for Presenting Evidence to This Audience 391 Step 5: Decide How to Organize Your Presentation for the Best Effect 391 Step 6: Prepare an Outline or Storyboards to Check Your Verbal and Visual Supports, Introduction, and Conclusion 395 Step 7: Review Your Presentation to Ensure It Is Ethical 396 Step 8: Practice Your Presentation to Gain Confidence 397 Team Presentations 397 Effective Team Presentations 398 Adapting Team Presentations to the Media 399 339 BenefÏits and Types of Visual Aids 340 Benefits of Using Visuals 340 Types of Visual Aids 343 Selecting Your Visual Aids 347 Avoid Major Mistakes 347 Student and Faculty Text Visuals 348 Choose Text or Graphic Visuals 352 Decide How Many Visuals to Use 352 Using Appropriate Type Size and Typeface 352 Persuasive Presentations: Individual or Team 371 Persuasive Presentations: Definitions and Types 373 Persuasion Defined 373 Types of Persuasive Presentations 373 Persuasion in Business 374 Researching Your Topic 316 Printed Materials 316 Licensed Electronic Databases 317 The Internet 318 Blogs and Twitter 321 Personal Interviews 322 Avoiding Plagiarism 323 Verbal Supporting Materials 324 Explanations 324 Comparisons 325 Illustrations 326 Examples 327 Statistics 328 Expert Opinions 329 Improving Delivery 330 Delivery and Nonverbal Behavior 331 Delivery and Voice 332 Delivery and Language 333 Maintaining a Confident Delivery 335 CHAPTER 13 ix APPENDIX Written Communication 405 Answers to Awareness Check Quizzes 439 References 443 Credits 462 Author Index 463 Subject Index 470 464 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Carzo, R., Jr., 42 Cascio, W F., 182 Case, J., 46 Cash, W B., Jr., 182, 186, 187, 219, 223 Cashdan, E., 140 Caudron, S., 33 Cavanagh, G., 22 CBCNews, 204 Ceniza-Levine, C., 187 Chaiken, S., 382, 383, 432 Champy, C., 38, 55 Chao, E C., 325 Chaplin, W F., 128 Chell, E., 65, 66 Chemers, M M., 274 Chen, G., 85, 93 Chertoff, M., 262 Chesbrough, H W., 55 Chicago Tribune, 255 Choi, S H., 91 Chory-Assad, R M., 66 Cialdini, R B., 382, 384 Clampitt, P., 15 Clanton, J., 329 Clark, R C., 340 Clarke, R L., 304 Cleveland, J N., 186 Cody, M J., 376, 377 Coffman, C., 54 Cohen, A., 18 Cohen, A R., 31, 67, 68, 377 Cohen, R., 92, 93 Cohen, S G., 279 Cohen, W., 314 Coleman, M S., 328 Collins-Jarvis, L., 172 Columbia Accident Investigation Board, 231–233 Colvin, G., 45 Comer, L B., 112 Conditt, C M., 153 Conger, J A., 278 Conklin, F., 383 Conrad, C., 22, 28–29, 31–34, 39, 40, 42–44, 51, 52, 54, 56, 63, 75, 88, 100, 110, 166 Conway, J A., 363 Cook, K., 323 Cook, M., 134 Cooke, J., 371–372 Cooper, K., 129, 136 Cooper, L O., 99 Cooper, M D., 334, 373 Corporate Recruiters Survey, 205, 209 Coughlan, R., 23 Couric, K., 151, 391 Covey, S R., 54, 99 Cowan, N., 115 Cox, G., 302 Cozby, P., 83 Cravens, D W., 46, 49, 55, 56, 170 Crowder, R G., 114–115 C-SPAN Video, 287 Cupach, W R., 72 Currall, S C., 409 Customer Service Commitment, 45 Cypert, D., 347 D Daft, R L., 12, 24, 31, 33, 43, 46, 49, 51, 65, 75, 170, 197, 235, 255, 264, 265, 275 Dailey, P., 132 Daly, J A., 150, 151 Damer, T E., 381 Damhorst, M., 131, 132 Damp, D V., 206 Dartnell Corporation, 33 Davenport, T H., 172 Davidson, C., 111 Davidson, J., 392 Davis, D C., 234 Davis, K., 269 Davis, S., 53 Deal, T E., 15 Dean, J W., Jr., 236 Decker, B., 391 De Dreu, C K., 386 Deetz, S., 33, 56 De Janasz, S C., 215 Delbecq, A L., 251 Denney, J., 391 Dennis, A R., 251 Dentzer, S., 66 DeSantis, J., 61–62 Detz, J., 304 Deutschman, A., 167, 275, 280 DeVito, J., 397 Dewey, J., 243 Dickson, T., 63 Dickson, W J., 43 Diehl, L A., 167 Dikel, M., 422 Dillard, J P., 386 Dimmick, S., 123 Dindia, K., 83 Donaghy, W C., 165 Donahoe, J., 18 Douglas, J., Jr., 121 Downs, A., 32 Downs, C., 15 Drake, J D., 183 Drollinger, T., 112 Drucker, D., 240 Duck, S W., 83 Duff, D C., 156 DuFrene, D D., 210, 216, 217, 290, 406, 412, 421, 424 Dukakis, M., 127 Duncan, R., 100, 168, 203 Dunn, P., 387 Dunworth, J., 160 Du Pre, A., 83 Dusa, G., 154 Dwyer, K K., 156 E Eagly, A H., 382, 432 EdenAlt.org, 66 Edinger, J A., 139 Edmondson, D., 171, 203 Edmunds, H., 183, 216 Einhorn, L J., 214, 217 Eisenberg, C., 32 Eisenberg, E M., 34, 49, 56, 64 Eisner, M., 32 Ekman, P., 123, 125, 129 Elashmawi, F., Eldridge, C., 125 Elkind, P., 28, 29, 130, 280 Ellard, G., 324 Ellis, A., 156 Ellison, S., 65, 278 Elsea, J G., 293, 294 Eltahawy, M., 346 Enelow, W S., 416 Erickson, F., 128 Evangelista, B., 156 Ewing, S E., 302 Exline, R., 125 F Fanning, S., 156 FAQs, 197 Farivar, C., 387 Farrell, G M., 266 Fast, J., 128 Fastow, A., 280 Fayol, H., 40–41 Federal Emergency Management Agency, 262 Feeley, T H., 63 Fernandez-Araoz, C., 218, 220, 222 Ferraro, G P., 8, 104 Festinger, L., 375 Fiedler, F E., 52, 269, 274, 275 Fill, C., 123 Finder, A., 220 Finkelman, D., 72 Fiore, A M., 131, 132 Fiorina, C., 387, 391 Fishback, B W., 136 Fishbein, M., 375 Fisher, A., 63, 65 Fisher, A B., 108 Fisher, W R., 426 Fleisher, W L., 186 Floyd, K., 82 Ford, C H., 243 Forsythe, S., 131 AUTHOR INDEX Foss, K A., 375 Foster, J., 153 Fotheringham, W C., 373 Fox, S., 81 Frank, M S., 131 Frankel, R M., 100 Frantz, C., 85, 239 Fraser, B., 170 Freed, L., 240, 241 Fremouw, W J., 156 Frey, J., 186 Fried, I., 387 Friedman, R A., 89, 90, 409 Friedman, T L., 38–39 Friedrich, G W., 150 Frierson, J C., 224 Fry, R W., 217, 218 Frymier, A B., 151, 335 Fulk, J., 172 Fusaro, P C., 28–29, 130 G Galanes, G J., 235, 236, 249 Galbraith, J R., 276 Galle, W P., 102 Gallupe, R B., 251 Gates, Bill, 31 Gattiker, U E., 32 Gauvin, S., 251 Geddes, D., 109 Geoff, C., 388 Gibson, C B., 279 Gilbert, S., 84 Gilovich, T., 131 Ginossar, Z., 377 Gioia, D., 25 Gittell, J H., 45, 46 Giuliani, R W., 278 Gladwell, M., 123, 127, 136, 137, 206, 275, 303 Glanz, J., 232 Glatthorn, A A., 102, 103, 108 Goby, J., 99 Goland, T., 72 Golden, N., 138 Goldhaber, G M., 31, 33, 41, 43, 47, 48, 52, 63, 64 Goldstein, M., 339 Gonzalez, J L., 142 Goodall, H L., Jr., 49, 56 Goodson, J R., 141 Gordon, J., 386, 387 Gordon, N J., 186 Gore, B., 275 Gorham, J., 144 Goss, B., 113 Graceful Competitor, 153 Gray, J W., 109 Green, B., 371–372 Greenberg, J., 23, 24, 49, 53, 183, 277, 278 Green-Hernandez, C., 157 Greenleaf, C T., 131 Grieshaber, J., 353 Gronbeck, B E., 395 Grotz, J., 83 Groves, R M., 187 Gruner, C R., 304 Guffey, M E., 7, 211, 280, 412, 416, 424, 425 Gundersen, A., 142, 239 Gurak, L J., 382, 384 Gutek, B A., 167 Gutowski, C., 382 H Haber, R N., 342 Hachmann, R., 111 Hackman, M Z., 49, 304 Haddock, S M., 170 Haig, A., 334 Halkias, M., 16 Hall, B., 35 Hall, B J., 92, 93, 104 Hall, E T., 91–92, 124, 133, 134, 137, 143 Hall, J A., 68, 126, 129, 136 Hall, M R., 91–92 Hamilton, C., 158, 316, 324, 341, 362, 363 Hamilton, C R., 255 Hamilton, D., 152 Hamm, S., 55 Hammer, M., 38, 55 Haney, W V., 6, 163, 164, 166 Hanscom, M., 171 Hansen, K., 218 Hansson, T., 123 Harcourt, J., 34 Hare, R., 280 Harper, R G., 126 Harrell, M S., 372 Harrell, T W., 372 Harris, L., 63 Harris, R., Harris, T E., 128, 384 Haynes, J., 406 Heath, D., 110 Hechinger, J., 171 Heerden, I., 261–262 Heider, F., 113 Heller, R., 12–13 Hellweg, S A., 93 Hempel, J., Henley, N., 109 Hentz, M C., 187 Hersey, P., 269, 276 Hewitt, H., 171 Hirokawa, R., 245 Hirokawa, R Y., 236, 237–238, 255 Hishitani, S., 342 Hitt, M A., 34, 49, 100 Hoevemeyer, V A., 224 Hof, R D., 55 Hoffman, R., 104 Hofstede, G., 92, 93 Hogan, G W., 141 Holcombe, M W., 299, 353, 357 Hollenbeck, J R., 13, 15, 35–36, 54, 273 Hollingshead, A B., 241 Hollingsworth, J E., 290 Holm, J H., 19 Holmes, D., 45 Holsey, M., 131 Holt, K., 253 Hoobler, G D., 10–11, 122, 126, 134, 213, 214 Hopf, T S., 154 Horne, J., 261–262 Horton, T R., 99, 104 Hosman, L H., 383, 432 House, R., 52 House, R J., 269 Houston, J., 154 Hovland, C I., 375, 380 Howell, W S., 157, 176, 373, 383 Hsu, C., 150 Hubbell, A P., 66 Hudson, A., 261 Hylmö, A., 172 Hymowitz, C., 34, 246 I IABC News Centre, 23 Iacocca, L., 278, 330 Ideus, H., 214 Ilkka, R J., 214 Ingham, R., 126 Ingram, T N., 99, 167, 171 Isaacs, K., 422 Ishaya, T., 57 Issac, A R., 154 Ivancevich, J M., 39, 53, 239 J Jablin, F M., 32, 220, 223, 224 Jackson, C V., 149 Jackson, S E., 15 Jaffe, G., 339 Jago, A G., 269 James, D L., 123 Janis, I L., 238, 239 Janus, T., 140 Jarboe, S., 236 Jarvis, J., 111 Jen, M., 171 Jennings, P., 127 Jin, K., 85, 239 Job Outlook 2009, 425 Johnson, C., 49 Johnson, D D., 363 Johnson, D W., 83, 271 Johnson, F P., 271 465 466 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Johnson, K., 54, 378 Johnson, S., 54 Jones, B., 302 Jones, G R., 22, 32, 130, 217, 234, 236 Jones, J M., 22 Jones, S., 130 Jordan, M., 153, 333 Jourard, S M., 141 K Kacmar, K M., 213 Kagan, D., 262 Kahn, R L., 31, 51, 64 Kahneman, D., 386 Kameda, N., 165 Kamins, M A., 380 Kanter, D., 67 Kanter, R M., 100 Kaplan, D A., 387 Karlin, B E., 136 Karlins, M., 129, 147 Karsh, B., 421 Katz, D., 31, 51 Kazoleas, D C., 377 Keaten, J A., 156 Kedia, B L., 49 Kelleher, H., 45 Kellett, J B., 270 Kelly, G., 45 Kelly, L., 156 kelly, L., 156 Kelly, T., 275 Keltner, V., 131 Kendon, A., 129 Kennedy, A A., 15 Kennedy, J F., 288 Kennedy, J L., 210, 410, 415, 421 Kepner, C H., 245, 248 Ketcham, H., 136 Keyton, J., 237, 266, 267 Kidwell, R E., Jr., 211, 215, 371–372 Kiel, P., 286 Kiesler, S., 35 Kiewra, K A., 116 Killian, R., Killion, A., 197 Kilmann, R., 86 Kimble, G A., 153 Kincaid, C., 315 King, M L., Jr., 278 Kinnick, K N., 102 Kirk, D., 167 Kirkpatrick, S A., 270, 271 Kirkwood, W G., 182, 191, 214 Kite, T., 302 Klyukanov, I E., 240 Knapp, M L., 126, 129, 136 Koballa, T R., Jr., 377 Koehler, J W., 40 Kohut, A., 315 Koneya, M., 134 Konrad, M., 167 Korda, M., 138, 139 Kosslyn, S M., 115, 154 Kostner, J., 56 Kotchka, C., 340, 360 Kouzes, J M., 270 Kowinski, W., 136 Kramarae, C., 109 Kramer, M W., 251 Krames, J A., 32, 45, 99 Krannich, C., 211 Krannich, R., 211 Kreitner, R., 54 Kreps, G L., 65 Krewson, C., 136 Kristof, A L., 213 Kulhavy, R W., 14 Kunda, G., 56 Kursmark, L M., 416 L LaBarre, P., 33 LaFasto, F M J., 263, 264 Lamb, C W., 3, 6, 22, 220, 250, 251 Lancaster, H., 45 Lander, M S., 27 Landy, H., 203–204 Laroche, M., 100 Larson, C., 334 Larson, C E., 263, 264 Lashinsky, A., 18 Lawlor, M., 172 Lay, K., 22, 32 Lee, R A., 186 Leech, T., 306, 398 Lefton, R E., 68, 189, 386 Lehman, C M., 210, 216, 217, 290, 406, 412, 421, 424 LeMessurier, W J., 97–98, 118, 120 Lencioni, P., 85, 280 Lengel, R H., 12 Lenhart, A., 81 LePoire, B A., 134, 213 Lerner, M A., 11 Lesser, L M., 394 Levine, L R., 138 Lewicki, R J., 66 Lewis, H., 99 Lewis, K., 32 Ley, R G., 342 Liddy, E., 61, 63 Likert, R., 47, 49 Lincoln, A., 331 Lippitt, R., 269 Lipsman, A., 169, 322 Listen Up, 117 Litsky, F., 303 Littlejohn, S W., 375 Liu, C., 93 Liukin, N., 153 Locke, E A., 270, 271 Loehr, J., 153 Logan, C., 102 Lombardo, J P., 84 Louden, A., 376 Love, B., 333 Lublin, J S., 412 Luft, J., 68 Luntz, F I., Lurie, R., 211, 410 Lutz, B., 168 M Macaulay, L., 57 Machaver, W., 31 Mack, D., 133 Mackenzie, M L., 31 Madoff, B., 286 Magner, N., 86 Maher, K., 206 Malandro, L A., 126, 136 Maltz, M., 153 Maney, K., 339 Manz, C C., 273 Maraniss, D A., 372 March, J., 33 Marcic, D., 46, 49, 75, 170, 197, 235, 255, 264, 265, 275 Marcus, A., 363 Mark, R., 278 Markopolos, H., 286, 287, 308 Marks, D F., 153, 154 Marks, L J., 380 Marx, E., 142 Maslow, A., 48, 386 Masterson, J T , 233 Mastropieri, M A., 162 Matteson, M T., 39, 53, 239 Mattioli, D., 225 Mayer, R E., 340, 341, 345 Mayo, E., 44 Maysonave, S., 130, 131 McAllister, H A., 83 McCartney, W W., 107 McCaskey, M B., 145 McClendon, A., 32 McCroskey, J C., 137, 150–153, 156, 376–378, 382, 383 McCusker, C., 386 McFarlane, W., 302 McGarvey, R., 154 McGovern, T., 214 McGrath, J E., 241 McGregor, D., 47, 48 McGuire, W., 380 McKenzie, J., 347 McKnight, D H., 66 McLaughlin, B., 315 McLean, B., 28, 29, 130, 280 McPhail, T L., 169, 314, 315, 322 Mears, B., 130 AUTHOR INDEX Meer, J., 136 Mehrabian, A., 128, 134, 136 Merkel, J., 206 Merskin, D., Merx, K., 130 Meyerson, D., 67 Michelsen, M W., Jr., 129 Miell, D E., 83 Miles, R., 47 Miller, G A., 115 Miller, R M., 28–29, 130 Minter, R L., 224 Mirvis, P., 67 Mitchell, T., 52 Molloy, J T., 138 Mondale, W., 127 Monk, R., 138 Monroe, A., 395 Montgomery, B M., 83 Moore, J R., 99 Moore, M., 333 Moore, P., 296 Morgenstern, J., 97, 118 Morley, D D., 377 Morris, B., 296 Morris, W C., 32, 51, 158, 253, 276, 277 Moskowitz, M., 15 Mossberg, W S., 321 Motley, M T., 125, 150 Motowidlo, S J., 214 Mottet, T P., 144 Mouton, J S., 86 Muchinsky, P M., 186 Mudrack, P E., 266 Mulcahy, A., 296 Mullen, B., 127 Munter, M., 123 Murray, M., Murrow, E R., 151 Murtha, R., 84 Mutzabaugh, B., 148 N Nagin, R., 262 Naisbitt, J., 33 Nardelli, B., 32 Nasaw, D., 170 Navarro, J., 129, 147 NCAOnline.org, 66 Needleman, S E., 187 Nelson, K A., 23–25 Newman, P J., 165 Newsom, D., 406 Nichols, M., 99, 100 Nichols, R., 106 Nickerson, R S., 342 Nierenberg, G I., 128 Northouse, P G., 270 Norton, C., 323 Nothstine, W L., 334 Novak, W., 278, 330 O Oat, J S., 53 Obama, B., 391 O’Brian, B., 45 O’Hayre, J., 334 Oja, D., 356 O’Keefe, D J., 376, 376, 381, 382 Oliver, A., 314 Olson, J M., 377 O’Reilly, B., 16 O’Reilly, C A., 31, 34 Orlitzky, M., 245 Osborn, A F., 250 Ostermeier, T H., 377 Ouchi, W G., 52, 53 Overman, S., 142 P Pace, R., 237–238 Paivio, A., 342, 353 Palan, E., 81 Palmeri, C., 46 Papageogis, D., 377, 380 Paradi, D., 347 Parker, C., 158 Parks, M., 82 Parsons, J J., 356 Parton, S R., 102 Pastoor, S., 363 Patterson, M L., 139 Pearce, W B., 84, 383 Pearlson, K., 172 Penley, L E., 99 Peoples, D A., 353 Perecman, E., 342 Perez, J., 171 Perkins, N L., 224 Perkins, T., 387 Perry, K., 100 Peters, T J., 54 Peterson, R S., 90 Petit, C W., Petras, K., 185 Petras, R., 185 Petronio, S., 84 Petty, R E., 241, 375, 376, 381, 382, 384 Petzinger, T., Jr., 54 Pfau, M., 376, 380, 386 Pfeffer, J., 46, 236 Phelps, M., 153 Phillips, G M., 156 Philpott, J S., 10 Piercy, N F., 46, 49, 55, 56, 170 Pike, C., 421 Pimentel, B., 387 Pinel, J P J., 153 Pinsonneault, A., 251 Pippin, S., 333 Pitts, L., Jr., 34 Planty, E., 31 Platt, L., 425 Pletcher, B., 152 Pollock, T., 336 Poole, M S., 22, 28–29, 31–34, 39, 40, 42, 43, 51, 54, 56, 63, 75, 88, 100, 110, 166, 236 Porter, K., 153 Porter, R E., 93, 128 Posner, B Z., 270 Powell, G N., 167 Powell, J T., 99 Powers, V., 217 Pratkanis, A R., 238 Preston, P., 49, 243 Priester, J R., 384 Pulizzi, J., 63 Punyanunt-Carter, N M., 84 Purdy, M., 103 Q Quackenbush, R L., 109 Quinones, E., 426 R Rackleff, R B., 334 Radwanick, S., 169, 322 Rahim, M., 86 Rain, J S., 64 Rainey, D., 133 Ralston, S M., 182, 191, 214 Ramsey, R P., 99 Randolph, D A., 183 Rao, A., 213 Rather, D., 127 Ray, G B., 214 Reagan, R., 127 Reardon, K K., 126, 144 Redding, W C., 64 Reed, I., 315 Reed, J A P., 131 Reeves, E G., 205–207, 211 Reinard, J C., 377 Reingold, J., 341, 360 Reisner, R., 104 Reivity, L., 302 Remland, M S., 138–140 Reynolds, J L., 376 Reynolds, R., 377 Reynolds, R A., 376 Rice, R E., 32 Richmond, V P., 137, 150, 151, 156 Ricks, D A., Riger, S., 167 Riggio, R E., 278 Riggs, T., 353 Robbins, S P., 278 Robertson, A K., 112 Robey, D., 236, 279 Robinett, B., 116 Robinson, J., 101 Roch, S G., 241 467 468 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Rockwood, K., 235 Roehm, F., 422 Roethlisberger, F J., 43 Rogers, E M., 40, 52 Rogers, P., 255 Rokeach, M., 375 Roosevelt, E., 331 Roosevelt, F D., 144, 278, 333, 334 Rosaluk, W J., 206 Rosenberg, R S., 115 Rosenfeld, L B., 82 Rosenfeld, P., 213 Ross, J A., 63 Ross, L D., 113 Ross, R S., 327 Rost, K., 236 Roter, D L., 137 Roth, J., 236 Rothfeder, J., 32 Rouner, D., 377 Rowan, K E., 291, 426 Rowe, P M., 132, 214 Roy, M C., 251 Rozema, H J., 109 Ruettgers, M., 325 Rusch, J J., 384 Russell, P., 342 Ryfe, D M., 144 S Saad, L., 21 Salopek, J J., 99 Salter, C., 66 Samovar, L A., 93, 123, 128, 399 Sandberg, J., 339 Sandler, B., 167 Sashkin, M., 32, 51, 158, 253, 276, 277 Sawyer, C R., 151 Scaffidi, N M., 234 Schab, F R., 114–115 Schilling, C., 255 Schnake, M R., Schneider, A E., 165 Schnurman, M., 204 Schramm, W., Schumer, A A., 54 Schwartz, H., 53 Schwartz, J., 232 Schwartz, N H., 14 Scott, M D., 156 Scrimshaw, N S., 393 Scruggs, T E., 162 Segin, J L., 303 Segrin, C., 123, 138 Seiler, W J., 343 Selig, B., 255 Sellers, P., 279 Sevon, G., 33 Sewell, C., 99 Shannon, C., Sharp, S M., 84 Shea, S C., 182 Sheats, P., 266, 267, 269, 271, 272 Shelton, H., 339 Shephard, J M., 24 Sherif, M., 375 Sherman, S., 32, 49, 55 Shockley-Zalabak, P., 20, 234, 397 Sias, P M., 63, 65, 150 Sifry, D., 169 Simmons, D B., 34 Simon, A M., 108 Simons, T., 339, 340 Simons, T L., 90 Simonson, I., 18 Simpson, L., 248 Sims, H P., 236, 273 Singel, R., 81, 171 Sissors, J K., 355 Skilling, J., 22, 28–29 Skooglund, C., 24 Slater, M D., 377 Smeltzer, L R., 49, 214, 215 Smith, C., 25 Smith, M H., 425 Smith, P B., 137 Smith, R G., 382, 383 Smith, R V., 330, 387 Smith, T E., 151, 335 Smoak, R D., Jr., 327 Sohi, R S., 99 Solomon, D., 167 Sommer, R., 134 Sommerhoff, E W., 172 Sorenson, S., 237 Southwest Airlines, 45 Spencer, E E., 83 Sproull, L., 35 Stack, J., 46 Staw, B M., 18 Steele, F., 68, 75, 83 Stefani, L A., 92, 93 Steil, L K., 112, 113 Stein, J K., 299, 353, 357 Steiner, J L., 66 Steinfield, C W., 13, 170 Stelter, B., Stengel, J R., 102 Stepanek, M., 251 Stephan, K M., 154 Stephenson, H B., 390–391 Stettner, M., 116 Stevens, C K., 213 Stewart, C J., 182, 186, 187, 219, 223 Stewart, J., 102, 159 Stewart, M., 22 Still, D J., 182 Stogdill, R M., 269, 270, 284 Stolberg, S G., 130 Stone, B., 1, Stone, J., 308 Story, L., 61 Straczynski, S., 339 Stubbins, H., Jr., 97 Sullivan, J., 165 Swanson, S L., 382 Szabo, E A., 380 T Tamaki, J., 168 Tannen, D., 105, 329 Tapscott, D., 64 Taylor, F W., 39–40 Teece, D J., 55 Tengler, C D., 223, 224 Ter Horst, J F., 288 Teven, J., 382 Thayer, J., 330 Thomas, D C., 122, 126 Thomas, E., 315 Thomas, J., Thomas, K W., 86, 88, 90 Thomas, W H., 66 Thompson, L A., 10 Thompson, M., 314 Thompson, V A., 342, 353 Thorne, B., 109 Thourlby, W., 138 Tice, L., 153 Tichy, N., 55 Timm, P R., 12 Ting-Toomey, S., 88, 92, 93 Tjosvold, D., 93 Townsend, A M., 240 Tracey, P., 65, 66 Tregoe, B B., 245, 248 Treviño, L K., 23–25 Triandis, H C., 91, 239 Trope, Y., 377 Trottman, M., 45 Tubbs, S L., 265, 273 Tucker, R K., 377 Turco, J.-S., 131 Turner, M E., 238 Tversky, A., 386 U U.S Department of Labor, 108 U.S Equal Employment Opportunity Commission, 166, 167, 223 V Vaas, L., 240 Valacich, J S., 251 Van Gundy, A B., 251, 253 Van Maanen, J., 56 Varner, I., 104 Veiga, J F., 46, 236 Verschoor, C C., 23 Veruki, P., 215 Vicers, M., 216 Vistica, G L., 315 Vogel, D R., 341, 343, 362, 363 Volokh, E., 167 AUTHOR INDEX Von Bertalanfy, L., 51 Vroom, V., 269 W Wagner, J A., 13, 15, 35–36, 54, 273 Wagner, V A., 388 Walker, K B., 377 Wallack, T., 81 Walters, B., 193 Walters, F., 394 Walters, L., 151 Walton, D., 381 Walton, E., 33 Wang, H., 125 Wardell, C., 236 Waterman, R H., 54, 56 Watson, K W., 214, 215 Watts, F N., Weaver, G R., 24 Weaver, R L., II, 90 Weaver, W., Weber, H R., 32 Weber, J., 24 Weber, M., 40–42 Weddle, P D., 205–207, 419, 422 Weinstein, B., 206 Weitz, B., 99 Welch, J., 32 Welch, J F., 54 Welz, S., 211, 410 Whalen, D J., 380 Wheeless, L R., 83 Whitcomb, S B., 415, 419 White, R., 269 Whitehead, J R., 383 Whitman, M, 18 Whyte, W F., 143 Wiegand, R., 305 Wiemann, J M., 126 Wilcox, R P., 290, 381 Wilkins, B M., 109 Williams, A., 167 Williams, C., 24, 45, 46, 234, 253, 278, 280, 388 Williams, C C., 63 Williams, E A., 383 Williams, M R., 373 Williams, R., 353, 359 Wilson, B., 149, 170 Wilson, D O., 33 Wilson, G L., 223, 224 Wilson, J., 65 Wimbush, J C., 24 Winfrey, O., 193 Winikow, L., 328 Winn, P., 323 Wise, J M., 34 Wise, R., 154 Wolff, F I., 106, 114, 341 Wood, J T., 109, 128, 244, 254 Wood, R D., 84 Woods, T., 153 Woodward, J., 51 Wooldridge, E T., III, 339 Worthy, W., 83 Wright, J., 102, 171 Wright, P H., 82, 168 Wrobbel, E D., 192 Y Yager, J., 63 Yang, J L., 206 Yanouzas, J N., 42 Yate, M., 207, 211, 214, 216–219, 224, 410, 415, 416, 422 Yetton, P., 269 Young, D J., 170 Young, T J., 383 Yrle, A C., 102 Z Zagacki, K S., 153 Zayas-Baya, E P., 341 Zeiss, R A., 136 Zelazny, G., 345 Zhang, Y., 150 Zillmann, D., 85 Zima, J P., 194 Zuckerberg, M., 1–2 Zumwalt, E R., Jr., 132 Zunin, L., 188, 213 Zunin, N., 188, 213 469 Subject Index A Accommodating strategy choice of, 88–89 explanation of, 87 Accounting scandals, 22, 28–29 Active listening, 263 See also Listening Adaptors, 129 Ad hominem, 381 Ad ignoratam, 381 Ad populum, 381 Advanced Micro Devices (AMD), 240 Advertising, Agreeableness, 264 Alignment, 360 Aliteration, 335 Alternative search engines, 321 Amazon.com, 56 American International Group (AIG.), 61–63 American International Group Bailout Bonus Controversy (case study), 61–62 Anchors, 375 Antithesis, 335 Anxiety communicator, 149–150 methods to reduce, 152–156 situational, 150–152 trait, 152–156 Assonance, 335 Attitudes explanation of, 375 for interviews, 212–213 Attribution theory, 112, 113 A-type conflict, 85 Audience analysis of, 292–293, 388–389 involvement of, 386–387 opinions of, 387–388 psychological needs of, 384–387 speaker credibility and, 381–382 types of, 294 for written communication, 405–406 Audiovisual aids, 343–344 Authoritarian leadership style, 271–273 Autocratic leadership style, 276 Avoiding strategy, 86, 88 B Basic problem-solving procedure explanation of, 243 steps in, 243–255 Begging the question, 381 Behavioral questions, 218 Beliefs, 375 Big Five personality factors, 264–265 Blind communication style effects of, 73 explanation of, 71–72 neurotic, 72 relating to people using, 78–79 Blogs company, 100, 168, 171 ethical issues related to, 81 listening to, 111 research using, 321–322 warnings regarding, 171 Board interviews, 183, 184 Body movements, 128–129 Books, 316 Boolean operators, 319–321 Boomerang effect, 375 Brainstorming combined with nominal group technique, 252–253 electronic, 251 explanation of, 250–251 Brief notes, 116 Brochures, 316 Bureaucratic theory, 40–42 Business casual attire, 130 Bypassing, 164–166 C Case studies American International Group Bailout Bonus Controversy, 61–62 CNN’s Ethical Breach, 314–315 Dysfunction Persuasion, 371–372 An Engineer’s Experience With Listening, 97–98 Facebook Falters, 1–2 False Information on Resume Brings Down CEO, 203–204 FEMA Leadership in Hurricane Katrina Problematic, 261–262 Groupthink and the Columbia Space Shuttle Disaster, 231–233 Harry Markopolos: Why Didn’t Anyone Listen?, 286–287 Hook ᾿em Horns Gesture Causes Problems at 2005 Inauguration, 121–122 PowerPoint Poisoning?, 339–340 The Rise and Fall of Enron, 28–29 Technology, a Songwriter, and United Airlines, 148–149 A True Tale of a Case Interview Gone Bad, 179–180 Casual confusion syndrome (CCS), 130 Causal pattern of organization, 297–298, 392 Central route, 375 Chain of command, 41 Chalkboards, 345–346 Channel richness, 12 Channels explanation of, 11–12 selection of, 12–14 word choice and, 14–15 Charismatic leaders, 278, 280 Chief executive officers (CEOs), 32 Chronological pattern, 297 Chronological resume, 207 Cisco Systems, 55 Citigroup, 24 Citigroup Center, 97–98 Civil Rights Act Amendments (1991), 166 Civil Rights Act of 1964, 166 Claim pattern of organization, 392 Classical model See Traditional model Climate, 19, 64 Closed communication style explanation of, 69–71 hidden communication style vs., 74 relating to people using, 77 Closed questions, 190, 192–193 Closing statements for informative presentations, 302–303 for interviews, 190, 222 Clothing nonverbal communication and, 129–133 as status symbols, 138 CNN, 314–315 CNN’s Ethical Breach (case study), 314–315 Cognitive restructuring, 156 Coherence principle, 341 Collaborating strategy choice of, 89–90 explanation of, 87–88 SUBJECT INDEX Collectivistic cultures explanation of, 91, 93 nonverbal communication and, 124 Color responses to, 136 in visual aids, 362–364 Columbia Space Shuttle, 231–233 Combination resume, 207 Commitment, on teams, 263–265 Communibiology, 153 Communicate Clearly (Heller), 12–13 Communication See also Organizational communication; Written communication computer-mediated, 240–242 ethics and, 20–25 explanation of, face-to-face, 240–242 formal, 30–33 in human relations model, 57 in human resources model, 57 informal, 33–35 nonverbal, 122–145 (See also Nonverbal communication) relationships and, 63 (See also Interpersonal relationships) role of, 1, small-group, 233–258 (See also Problem-solving teams; Small-group communication) in systems/contingency model, 57 on teams, 263–265 in traditional model, 56–57 in transformational model, 57 Communication codes employment interviews and, 213 explanation of, 10–11 Communication model channel and, 11–15 codes and, 10–11 encoding and decoding and, environment and, 19 feedback and, 15–18 frame of reference and, 5–10 noise and, 19 sender and receiver and, stimulus and motivation and, 4–5 Communication obstacles anxiety as, 149–156 bypassing as, 164–166 inadequate preparation as, 156–157 jumping to conclusions as, 163–164 sample conversation illustrat- ing, 173–176 sexual harassment and, 166–168 technology as, 169–172 vague instructions as, 157–162 Communication styles blind, 71–73, 78–79 business relationships and, 67–69 closed, 69–71, 77 explanation of, 67 flexibility in use of, 81–84 hidden, 73–74, 79–80 open, 75–77, 80 relating to individuals with different, 77–80 survey on, 69 Communicator quiz, 19 Communicators anxiety in, 146–156 blind style, 71–73, 78–79 closed style, 69–71, 77 hidden style, 73–74, 79–80 open style, 75–77, 80 Comparative advantages pattern of organization, 393–394 Comparisons, as supporting material, 325–326 Compensation, for chief executive officers, 32 Competency, 383 Competing strategy, 87, 89 Comprehension, 341–342 Compromise explanation of, 254 procedures prior to, 90–91 Compromising strategy, 87, 89 Computer-mediated communication (CMC), 240–242 Conclusions for informative presentations, 302–303 jumping to, 163–164 Confidence, in speakers, 335–336 Conflict, 85 Conflict management choosing strategies for, 88–90 cultural differences in, 91–93 overview of, 84–85 types of strategies for, 85–88 Conflict strategies choosing effective, 88–90 explanation of, 85–86 outcome from, 90–91 types of, 86–88 Confrontational interviews, 183 Conscientiousness, 264 Consensus, 90 Consensus decisions, 254 Consistency theories, 375 Constant summary, 116 Container Store, 217 Content marketing, 63 Context, 91–92 Contiguity principle, 341 Contingency theory, 52 Contrast, 359 Controlling style of impression management, 213 Conventional paper resume, 207 Coordination, methods in organizations, 35–36 Counseling interviews, 182 Counterpersuasion, 378, 379 Cover letters, 211, 410–412 Coworkers, listening to, 103–104 Credibility determining your, 390–391 of speakers, 343, 381–384, 390–391 strategies to improve, 384 Criteria effective use of, 249 explanation of, 247 types of, 247–248 when to establish, 248–249 Criteria satisfaction pattern of organization, 394–395 C-type conflict, 85 Cultural diversity bypassing and, 165 in conflict management, 91–93 management of, 240 in nonverbal communication, 123–125, 141–145 on problem-solving teams, 239–240 in view of time, 137 Cultural values, Culture collectivistic, 91, 93, 124 explanation of, 52–53 high-context, 92–93, 104 importance of, 53–54 individualistic, 91, 93, 124 levels of, 124 low-context, 92, 104 monochromic, 137 polychromic, 137 Culture shock, 142 Custom bullets, 366 Customers, listening to, 99–100 D Decision making, 117 See Problem-solving procedures Decoding, Deductive reasoning, 392 Deep breathing, 152 Deere and Company, 56 Definition, 290 Democratic leadership style, 271, 273, 276 Description, 290 471 472 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Descriptive feedback, 17 Desktop videoconferencing systems (DVCS), 240–241 Diagrams, 356 Diamond sequence, 197–198 Dictionaries, 317 Direct questions, 192 Direct supervision, 35 Disclosure communication and, 67–68, 84 effective use of, 82–84 explanation of, 67 open communication style and, 75 Distance function of, 133 seating arrangements and, 134, 135 types of, 133–134 Distortion, 211 Diversity See Cultural diversity Division of labor, 41 Downward communication, 30–31 Dynamism, 383 Dysfunctional behaviors methods to handle, 267–268 in teams, 266–267 Dysfunction Persuasion (case study), 371–372 E EEOC guidelines, 223 Elaboration likelihood model (ELM), 241–242, 375, 376 Electronic aids, 344–345 Electronic brainstorming systems (EBS), 251 Electronic Communications Privacy Act, 170 Electronic databases, 317–318 Electronic meetings, 172, 173 E-mail advantages of, 170 in business settings, 408–409 disadvantages of, 170–171 persuasive messages in, 382 team use of, 240 E-mail resumes, 209–210, 421–425 Emblems, 129 Emotional stability, 264 Emphasis, voice, 332 Employees, listening to, 100–102 Employee teams, 49–50 Employment interviews See also Interviews attitude for, 212–213 case study of, 179–180 example of, 226–228 explanation of, 182 follow up to, 219–220 group, 216 hostile or stress, 216 impression management for, 213–215 motivational approach for, 189 nonstructured, 215 overview of, 204–205 personal appearance for, 132–133 planning answers to questions for, 217–219 planning question to ask during, 219 structured, 215–216 telephone, 187 video or virtual, 216–217 Employment search letter of application for, 211–212 locating specific jobs of interest during, 207 methods for, 205–207 resume preparation for, 207–211 Employment websites, 207 Encoding, Encyclopedias, 317 An Engineer’s Experience With Listening (case study), 97–98 Enron Corporation, 22, 28–29 Environment explanation of, 19 for interviews, 220 physical, 19, 135–136 social, 19 E-portfolio, 210, 425–426 Equal Employment Opportunity Commission (EEOC) lawful interview questions and, 223 sexual harassment and, 166–168 Ergonomics, 136–137 Esteem needs, 386 Ethical dilemmas advertising as, blogs as, 81 charismatic leadership as, 280 executive compensation as, 32 false resume information as, 225 file sharing as, 156 identity theft and, 387 misrepresentation of facts as, 186, 303 nonverbal messages as, 130 plagiarism as, 323 product use by physicians as, 100 steroid use as, 255 visuals and, 346 Ethics codes of, 23 explanation of, 20–21 organizational responses related to, 23–24 of persuasive presentations, 396–397 public opinion related to, 21–22 rules of, 22–23 traps to avoid and, 24–25 Ethics training programs, 24 Ethos, 374, 381 See also Credibility Evaluation stage of listening, 113–114 Evaluative feedback, 17 Evidence choosing method to present, 391 explanation of, 376–378 Exact purpose, of presentations, 293–295, 389–390 Exaggeration, 211 Examples, as supporting material, 327–328 Exit interviews, 183, 189 Expectancy violations theory, 143–144 Expectations, 64–65 Expert opinions, as supporting material, 329–330 Explanations explanation of, 291 as supporting material, 324–325 Extemporaneous speaking, 307 External stimulus, Extroversion, 264 Eye contact dysfunctional behaviors and, 267 explanation of, 125–128 during interviews, 214, 215 F Facebook Falters (case study), 1–2 Face-to-face (FTF) communication, teams and, 240–242 Face-to-face meetings, 280–281 Facial expressions explanation of, 125–128 during interviews, 214, 215 Factual illustrations, 326 Fallacious reasoning, 381 False inference, 226 False Information on Resume Brings Down CEO (case study), 203–204 Federal Emergency Management Agency (FEMA), 261–262, 268 Feedback advantages of, 15 SUBJECT INDEX communication styles and, 67, 82 descriptive, 17 disadvantages of, 15–16 effective use of, 16–18, 82 evaluative, 17 example of, 18 explanation of, 15 open communication style and, 75 FEMA Leadership in Hurricane Katrina Problematic (case study), 261–262 Figurative comparisons, 325–326 Flat organization, 41 Flexibility explanation of, 82 in use of communication styles, 81–84 Flip charts, 345 Flowcharts, 356 Follow-up letters, 413–414 Fonts, for visual aids, 352 Formal communication downward, 30–31 explanation of, 30 horizontal, 33 upward, 31–32 Formal level of culture, 124 Forums, 256 Four ethics rules, 22–23 Four Systems, 49 Frame of reference explanation of, 5–6 variations in, 6–10 Friendly audience, 294 Functional resume, 207 Function theory of leadership, 271 Funnel sequence, for questions, 195–196 G Gender See also Women personal appearance and, 131–132, 214 sexual harassment and, 167 Gender barriers, to listening, 108–110 General design principles, 359–362 General Electric, 55 General Motors, 100, 168, 171 Gestures explanation of, 128–129 of speakers, 332 Global business, nonverbal messages and, 141–145 Grapevine, 33–35 See also Informal communication Graphs, 357, 358 Grievance interviews, 183 Group interviews, 183–184, 216 Groups See also Teams categories of, 235 coordination of, 35–36 maintenance roles, task roles in, 266 opinion leaders in, 387–388 task roles in, 266 Groupthink, 238–239 Groupthink and the Columbia Space Shuttle Disaster (case study), 231–233 H Handouts, 346 Harassment See Sexual harassment Harry Markopolos: Why Didn’t Anyone Listen? (case study), 286–287 Hasty generalization, 381 Hawthorne studies (Western Electric), 43–44 Hewlett Packard (HP), 387 Hidden communication style explanation of, 73–74 relating to people using, 79–80 Hierarchical index, 321 Hierarchy of needs, 385–386 High-context cultures communication in, 104 explanation of, 92–93 Hook ᾿em Horns Gesture Causes Problems at 2005 Inauguration (case study), 121–122 Horizontal communication explanation of, 33 in transformational model, 57 Hostile audience, 294 Hostile interviews, 216 Hostile work environment, 166 See also Sexual harassment Hourglass sequence, for questions, 196–197 Hue, 364 Human relations managers, 37 Human relations model Chester Barnard and, 44–45 communication and, 57 Elton Mayo and, 44 explanation of, 43–44 human resources model vs., 47 in today’s world, 45–46 Human resources managers, 37–38 Human resources model communication and, 57 explanation of, 46–47, 50 Four Systems theory and, 49 human relations model vs., 47 Theory Y and, 47–48 in today’s world, 49–50 Humor, self-disparaging, 304 Hurricane Katrina, 261–262, 268 Hybrid resume, 207 Hyperbole, 335 Hypothetical illustrations, 326–327 Hypothetical open questions, 190–192 I Illustrations, as supporting material, 326–327 Illustrators, 129 Imagery, positive, 153–155 Immediacy behaviors, 144 Impression management, for interviews, 213–215 Impromptu speaking, 308–311 Individualistic cultures explanation of, 91, 93 nonverbal communication and, 124 Inductive reasoning, 392 Inference-observation confusion, 163–164 Inferences, false, 226 Informal communication advantages of, 34–35 explanation of, 33–34 Informal level of culture, 124 Informational interviews explanation of, 185, 206 motivational approach for, 189 Informational writing explanation of, 425–427 outlines as, 426–428 reports as, 428–429 Information-integration theory, 375 Information overload, 31 Information-seeking interviews, 185, 206 Informative outlines, 427–429 Informative presentations analysis of audience for, 292–293 body of, 296–301 characteristics of, 290–291 conclusion to, 301–303 delivery of, 306–311 explanation of, 288, 289, 425–425 introduction to, 303–306 notes and visual aids for, 306 outline for, 291–292, 300, 309–310, 427–428 persuasive vs., 289, 429 samples of, 309–310, 427–428 statement of purpose of, 304 topics for, 293–295 types of, 289–290 Informative reports, 428–429, 430, 431 Inoculation theory, 380–381 473 474 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Instant messages (IMs), 170–171 Instructions, vague, 157–162 Internet accuracy and reliability of information on, 318, 320–321 communication problems related to, 169–171 global use of, 169 grapevine and, 35 persuasive messages on, 382 research using, 318–321 Interpersonal relationships building and maintaining, 64–65 communication styles and, 67–80 conflict in, 84–93 between coworkers, 103–104 disclosure use to establish, 83 elderly individuals and, 66 flexibility in use of communication styles and, 81–84 listening skills and, 117 in organizations, 62–63 reciprocal nature of, 65 trust and respect in, 66–67 Interpreting stage of listening, 112–113 Interrogation interviews, 185–186 Interviewees See also Employment interviews attitude of, 212–213 getting to know, 220 impression management for, 213–215 listening to, 225–226 planning answers to questions for, 217–219 Interviews case study of, 179–180 counseling, 182 employment, 132–133, 179–180, 182, 204–228 (See also Employment interviews) exit, 183 explanation of, 181–182 grievance or confrontational, 183 group, 183–184, 216 hostile, 216 information-giving, 185 information-seeking, 185, 206 interrogation, 185–186 nonstructured, 215 nonverbal communication during, 214–215 performance review, 186, 199–200 personal, 322, 323 personal appearance for, 132–133 persuasive, 187 phases of, 188–189 questions for, 190–199 research use of, 322 stress, 216 structured, 215–216 telephone, 187 video or virtual, 216–217 Intimate distance, 133 Intranets, grapevine and, 35 Introductions, for informative presentations, 303–306 Inverted funnel sequence, for questions, 196 J J M Smucker, 388 Job interviews See Employment interviews Job Outlook 2009, 2–3 Job satisfaction, clear expectations and, 65 Johnson & Johnson, 23 Journals, 316 K Key words, 116 Keyword searches, 319–321 Keyword summary, 209 L Laissez-faire leadership style, 272, 273 Language code, 10 Language use, by speakers, 333–335 Latitude of acceptance, 375 Latitude of noncommitment, 375 Latitude of rejection, 375 Leadership authoritarian, 271–273 autocratic, 276 democratic, 271, 273, 276 explanation of, 271 laissez-faire, 272, 273 responsibilities of, 279–280 styles of, 271–272 on teams, 268 transformational, 278 Leadership theories function, 271 situational, 276–277 situational contingency, 273–276 three dimension, 271–273 trait, 269–270 transformational, 278 types of, 268–269 Leading questions, 193 Learning groups, 235 Least preferred coworker (LPC) measure, 274, 275 Letters of application, 211, 410–412 follow-up, 413–414 thank-you, 412, 413 types of, 409–410 Library resources, 316–317 Lighting, 136 Listeners See Audience Listening barriers to, 107–110 to coworkers, 103–104 to customers, 99–100 to employees, 100–102 explanation of, 99 guidelines to improve, 116 payoffs to effective, 116–117 signs of poor, 104–107 stages of, 112–115 to supervisors, 102–103 Literal comparisons, 325 Loaded questions, 193 Lockheed Martin, 24 Logic, 376–377 Logos, 374, 376 Lose-lose, 90 Low-context cultures communication in, 104 explanation of, 92, 93 M Magazines, 316 Maintenance roles, 266 Malcolm Baldrige National Quality Award, 50 Managers human relations, 37 human resources, 37–38 organization models and, 37–38 scientific, 39–40 systems/contingency, 38 traditional, 37 Manistique Papers, Inc., 170 Manuscripts, speaking from, 307–308 Maps, 356, 357 Markerboards, 345–346 Media, adapting team presentations to, 399–401 Medtronic, Inc., 100 Meetings electronic, 172, 173 face-to-face, 280–281 virtual, 279–280 Memory speaking from, 307 visual aids and, 341 Memory stage of listening, 114–115 Metaphors, 335 SUBJECT INDEX Metasearch engines, 321 Microsoft Corporation, 31–32 Models, as visual aids, 346 Monochromic cultures, 137 Motivated sequence, 394–395 Motivation, 5, 189 Multimedia aids, 344–345 Multiunit organizations explanation of, 54–55 interpersonal relationships in, 63–64 Must criteria, 248 Mutual adjustment, 35 N Napster, 156 Narration, 291 National Education for Assistance Dog Services (NEDS), 197 Needs of audience, 388–389 hierarchy of, 385–386 Networking, job search and, 205–206 Neurotic blind communicators, 72 Neutral audience, 294 Newspapers, 316–317 Noise, 19 Nominal group technique (NGT) combined with brainstorming, 252–253 explanation of, 251–252 Nonacceptance responses, 101 Nonstructured interviews, 215 Nonverbal communication body movements and gestures as, 128–129 clothing and personal appearance as, 129–133 culture and, 123–125, 141–145 distance and personal space as, 133–135 expectancy violations theory and, 142–144 explanation of, 123 facial expressions and eye contact as, 125–128 guidelines to improve, 144–145 immediacy behaviors and, 144 during interviews, 214–215 overview of, 122–123 physical environment and, 135–137 of speakers, 331–332 status symbols as, 138–140 time and, 137 Nonverbal cues, 10 Nonverbal imagery, 132 Nonverbal probes, 194 Notes, for informative presentations, 306 O Objectivity, 383 Objects, as visual aids, 346 Obstacles See Communication obstacles Odor, responses to, 136 Onomatopoeia, 335 Open communication style explanation of, 75–77 relating to people using, 80 Open-ended questions, 191 Opening phase, of interviews, 188–189, 221 Open-mindedness, 264 Openness, 265 Operational criteria, 247 Opinion leaders, 387–388 Opinions, 374 Oral briefing, 289–290 Oral reports, 290 Organizational communication See also Communication coordination of people and groups and, 35–36 formal, 30–33 informal, 33–35 organization models and, 36–57 role of, 1, Organizational rank, 383 Organizational structure, 41 Organization charts, 356 Organization models categories of, 36–39 communication differences in, 56–57 explanation of, 36 human relations, 43–46, 57 human resources, 46–50, 57 systems/contingency, 51–54, 57 traditional or classical, 39–43, 56–57 transformational, 54–56 Organization patterns causal, 297–298 chronological, 297 spatial, 297 topical, 296–297 Organizations listing in, 99–104 multiunit, 54–55, 63–64 standardization in, 35–36 virtual, 55–56, 63–64 Outlines informative, 291–292, 300, 426–428 outlining guidelines, 426–427 persuasive, 395–396, 432–433, 434 P Pacifying behaviors, 129 Pamphlets, 316 Panel discussions, 255 Panel interviews, 183, 184 Paralanguage, 10 Parallelism, 335 Paraphrase, Path-goal theory, 52 Pathos, 374, 384 Performance reviews example of, 199–200 explanation of, 186 Peripheral route, 375 Personal appearance interviews and, 214, 215 nonverbal communication and, 129–133 Personal barriers, to listening, 108 Personal distance, 133 Personal interviews, 322, 323 Personality types, 264–265 Personification, 335 personilization principle, 345 Persuasion audience opinions and, 387–388 in business, 374 evidence and logic of, 376–381 explanation of, 373 eye contact and facial expressions and, 126–127 psychological needs of audience and, 384–387 speaker credibility and, 381–384, 390–391 theories of, 374–381 Persuasive interviews, 187 Persuasive presentations audience analysis for, 388–389 explanation of, 289, 373 importance of, 372 organization of, 391–395, 407–408, 432–433 practice of, 397 purpose and position statement for, 389–390 research and evidence for, 391 samples of, 400–401, 434 speaker credibility and, 381–384, 390–391 supporting materials for, 395–396 team, 397–401 types of, 373–374 Persuasive reports, 433, 435 Persuasive writing function of, 430–433 outlines as, 429–435 reports as, 433, 435 Physical barriers, to listening, 107 475 476 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Physical environment explanation of, 19 nonverbal messages from, 135–137 Pitch, 332 Plagiarism, 323–324 Points, 352 Polychromic cultures, 137 Positive imagery, 153–155 Posters, 345 Post hoc, 381 Power, signs of, 139 PowerPoint (Microsoft), 339–340, 343–344, 364–367 PowerPoint Poisoning? (case study), 339–340 Preparation, inadequate, 156–157 Presentations See also Informative presentations; Persuasive presentations to actuate, 373 to convince, 373 evidence and logic in, 376–378 informative samples, 309–310, 427–428 organization of, 391–395, 407–408, 432–433 persuasive samples, 400–401, 434 team, 397–401 Print material persuasive messages in, 382 research using, 316–317 Probes, 194 Problem-solution pattern, of presentations, 393 Problem-solving procedures criteria checklist as, 247–249 evaluation of possible alternative solutions as, 253–254 explanation of, 242–243 listing possible alternatives as, 249–253 problem definition as, 243–244 research and analysis as, 244–247 selecting best alternative as, 254–255 Problem-solving teams assumptions and opinions examined by, 237 avoidance of groupthink in, 238–239 characteristics of, 235–236 cultural diversity in, 239–240 evaluation of possible solutions by, 237–238 explanation of, 235 organization of, 236 periodic training for, 236–237 virtual, 240–242 Proctor & Gamble, 102, 360 Proximity, 360 Psychological needs, 384–387 Public distance, 134 Public opinion, on ethics, 21–22 Purpose, exact, 293–294, 389–390 Q Qualifications summary, 209 Quality circles (QCs), 49 Question-response phase Question-response phase, for interviews, 189–190, 221–222 Questions to ask interviewers, 219 behavioral, 218 closed, 192–193 direct, 192 of fact, 244 hypothetical open, 191–192 for interviews, 190–191, 218–219 lawful, 223–225 leading, 193 loaded, 1193 open-ended, 191 organization of, 194–197 planning answers to, 217–219 of policy, 244 preparation for, 198–199, 217–219 standard, 218 third-person, 193 of value, 244 verbal and nonverbal prompts following, 194 Quid pro quo harassment, 166 See also Sexual harassment R Rapport, 188 Rate, of speech, 332 Reasonable person rule, 167 Reasoning, 381, 392 Receivers, Reciprocal, 65 Referrals, employee, 205–206 Regulators, 129 Relationships See also Interpersonal relationships elder, 66 explanation of, 63–64 Repetition, 335, 359–360 Reports informative, 428–429, 430, 431 persuasive, 433, 435 Research blogs and twitter for, 321–322 Internet for, 318–321 licensed electronic databases for, 317–318 personal interviews for, 322, 323 plagiarism and, 323–324 printed materials for, 316–317 Respect, mutual, 66–67 Responding stage of listening, 114 Resumes content and accuracy of, 210–211, 225 conventional paper, 415–419 e-mail, 209–210, 421–425 examples of, 208, 417–418, 420, 423–425 information on, 416, 418–419 organization of, 416 preparation of, 207, 209–210 scannable, 419–421 types of, 206–207, 209–210, 414 Web or e-portfolio, 425–426 The Rise and Fall of Enron (case study), 28–29 Risk, in disclosure, 83 Room size, responses to, 136 Roundtable, 255 S Safety needs, 386 Sans serif typeface, 352 SAR method, 218 Saturation, 364 Scannable resumes, 209, 419–421 Schematic drawings, 356 Scientific management, 39–40 Scientific managers, 39–40 Search engines, 321 Seating arrangements, 134, 135 Self-actualization needs, 386 Self-disparaging humor, 304 Self-fulfilling prophecy, 65, 67 Self-maintenance groups, 235 Semantic barriers, 110 Senders, Sensing stage of listening, 112 Serif typeface, 352–353 Sexual harassment explanation of, 166–167 policies and procedures to avoid, 167–168 through e-mail, 167 Simile, 335 Situational anxiety explanation of, 150–151 methods to control, 151–152 Situational contingency theory of leadership, 275–276 Situational leadership theory, 276–277 Skills training, 156 Slippery slope, 381 Small-group communication See also Problem-solving procedures; Problemsolving teams example of, 256–258 SUBJECT INDEX explanation of, 233–234 nature of, 234–235 selecting format for, 255–256 Small-group teams, nature of, 234–235 Social distance, 134 Social environment, 19 Social judgment theory, 375 Social needs, 386 Southwest Airlines, 45–46 Span of control, 41 Spatial pattern, 297 Speakers credibility of, 343, 381–384, 390–391 nonverbal behavior of, 331–332 Speakers᾿ bureau, 288 Speaking delivery issues for, 330–335 extemporaneous, 307 impromptu, 308–311 from manuscript, 307–308 from memory, 307 from visual aids, 307 Specific questions, 192, 196 Speech template, 363–364 Springfield ReManufacturing Corporation, 46, 56 Standardization, 35–36 Standard questions, 218 Standard search engines, 321 Starbucks Coffee Company, 100, 111 Statistics, as supporting material, 328–329 Status, methods to convey, 139–141 Status symbols, 138–139 Stimulus, 4–5 Storyboards explanation of, 299–300, 301 for persuasive presentations, 395–396 Stress interviews, 216 Structured interviews, 215–216 Stuttering, 333 Stylistic language devices, 334–335 Submissive style, of impression management, 213 Summaries, 302–303 Supervisors, listening to, 102–103 Supporting materials comparisons as, 325–326 description of, 324 examples as, 327–328 expert opinions as, 329–330 explanations as, 324–325 illustrations as, 326–327 for informative presentations, 300–301 for persuasive presentations, 395–396 statistics as, 328–329 Supreme Court, U S., 166 Symposiums, 256 System 1, 49 System 4, 49 Systematic desensitization, 156 Systems/contingency managers, 38, 57 Systems/contingency model contingency theory and, 52 explanation of, 51, 53 systems theory and, 51–52 in today’s world, 52–54 T Tall organization, 41–42 Task criteria, 247 Task roles, 266 Team presentations elements of, 398–399 explanation of, 397–398 for media, 399–401 Teams See also Groups; Problem-solving teams; Small-group teams active listening on, 263 commitment and preparation of, 263–265 example of interaction on, 281–283 leader responsibilities for, 279–280 leadership on, 268–279 task and management roles on, 265–268 virtual, 240–242 Technical level of culture, 124 Technology, as communication obstacle, 169–172 Technology, a Songwriter, and United Airlines (case study), 148–149 Telecommuters, 172 Telephone interviews, 187 Texas Instruments, 23 Thank-you cards, following interviews, 219–220 Thank-you letters, 412, 413 Theory X, 47–49 Theory Y, 48, 49 Theory Z, 52 Thesis statements, 304 Third-person questions, 193 Three-dimension theory of leadership, 271–273 Time as indicator of status, 139 as nonverbal communication factor, 137 Topical pattern, 296–297 Topics, for informative presentations, 293–295 Toys “R” Us, 56 Traditional managers, 37 Traditional model bureaucratic theorists and, 40–42 communication and, 56–57 explanation of, 39, 42 scientific managers and, 39–40 in today’s world, 43 Training programs ethics, 24 for problem-solving teams, 236–237 scientific management, 40 skills, 156 Trait anxiety explanation of, 152–153 methods to reduce, 153–156 Trait theory of leadership, 269–270 Transformational managers, 38 Transformational model communication and, 57 explanation of, 54, 55 multiunit organizations and, 54–55 in today’s world, 56 virtual organizations and, 55–56 A True Tale of a Case Interview Gone Bad (case studies), 179–180 Trust, mutual, 66–67 Trustworthiness, 382–383 Twitter, research using, 321–322 Typeface for visual aids, 352–353, 355 for written communication, 408 U Uninterested audience, 294 United Airlines, 148–149 United Parcel Service (UPS), 43 Upward communication, 31–32 V Valence, 375 Values, 375 Verbal probes, 194 Vertical search engines, 321 Videoconferencing, 172, 173 Video interviews, 216–217 Virtual interviews, 216–217 Virtual meetings, 279–280 Virtual organizations clear expectations in, 65 explanation of, 55–56 interpersonal relationships in, 63–64 Virtual teams, 240–242 477 478 COMMUNICATING FOR RESULTS: A GUIDE FOR BUSINESS AND THE PROFESSIONS Visual aids benefits of, 340–343 design of, 353–364 examples as, 348–351, 358 for informative presentations, 306 to reduce anxiety, 152 selection of, 347, 352–353 speaking from, 307 for team presentations, 398 types of, 343–347 Visualization See Positive imagery Voice, of speakers, 332 Volume, voice, 332 Voting, 254–255 W Wal-Mart, 167–168 Want criteria, 248 Weakness, signs of, 139–140 Web resumes, 210, 425–426 Websites See also Internet employment, 207, 410 research using, 318, 320–321 Weight, 375 Western Electric, 43–44 Wildcards, 320 Win-lose, 90 Win-win, 90 Women, sexual harassment and, 167 Words choice of, 14–15 identifying key, 116 reactions to, 336 Workplace clothing and personal appearance in, 129–133 conflict in, 84–93 (See also Conflict; Conflict management) cultural differences in, 91–93 reaching consensus in, 90–91 sexual harassment in, 166–168 WorldCom, 183 World Wide Web See Internet Written communication adapted to audience, 405–406 e-mail as, 408–409 first impressions on, 406–407 formatting and typeface for, 408 informational, 425–429 informative tools, 425–426 letters as, 409–414 organization of, 407–408 outlines, informative, 426–428 outlines, persuasive, 432–433, 434 persuasive, 429–435 reports, informative, 428–429, 430, 431 reports, persuasive, 433, 435 resumes as, 414–426 X Xerox Corporation, 170, 296 ... think that the only important code is the language code Researchers, however, have found that language is not as important to the meaning of a message as either the nonverbal or the paralanguage... have a large frame that gives a broad view of what is going on outside them; others have a small frame that limits what can be observed Some windows have clear glass, which allows for accurate... 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