(c) Auth K Fairweather 15/08/13 07802 250508 1 NVQ IN MANAGEMENT Workshop 3: Communications and Working Relationships Kate Fairweather CMCAust Marketing

(c) Auth K Fairweather 15/08/13 07802 250508 1 NVQ IN MANAGEMENT Workshop 3: Communications and Working Relationships Kate Fairweather CMCAust Marketing 07802 250508

(c) Auth K Fairweather 15/08/13 07802 250508 2 Session 3 Objectives By the end of this session you will be able to: Apply equal opportunities and diversity policy to developing working relationships Draw up flow diagrams to define the suppliers and customers of your team and stakeholders you need to take account of Identify key colleagues and stakeholders, and develop plans for effective communication with them Identify key barriers to communication and methods to communicate effectively verbally and in writing Develop plans for creating a common sense of purpose and an atmosphere of trust and mutual respect Research opinions and present information and arguments effectively Use negotiation and resolution methods for dealing with disagreements and conflicts of interest

(c) Auth K Fairweather 15/08/13 07802 250508 3 Links to other sessions Other sessions covered: Leadership and motivating people requires good communications Operational Planning and managing change requires negotiation and developing new ideas Team performance management and development requires fairness and conflict resolution Personal development and managing yourself communications and working relationships may need to be part of your own development plan This session looks at the need to develop good working relationships to put new ideas into practice, looking at colleagues and stakeholders as customers and suppliers, and how to communicate effectively, negotiate to achieve your goals and resolve conflicts

(c) Auth K Fairweather 15/08/13 07802 250508 4 Equal Opportunities and Diversity It is unlawful to discriminate on the grounds of: sex, including pregnancy and maternity marital status, including civil partnership status gender reassignment a person's disability race age sexual orientation religion/belief trade union membership or non- membership status as a fixed-term or part-time worker There are generally four types of discrimination: direct discrimination - treating somebody less favourably on the grounds of their sex, race, etc indirect discrimination - applying an apparently general rule which in practice disadvantages one sex, race, etc harassment bullying and other forms of harassment victimisation - treating someone unfairly because, for example, they plan to raise a discrimination-related grievance Most businesses have an equal opportunities policy governing recruitment, access to training and development, access to opportunities, flexible working, equal pay, support for people with disabilities. Some also have diversity policies promoting the value of a diverse workplace.

(c) Auth K Fairweather 15/08/13 07802 250508 5 Equal opportunities and diversity What is the importance of equal opportunities and diversity in your workplace? How do ensure you are upholding equal opportunities and diversity policies in your working relationships? Research your organisations Equality Discrimination and Diversity policies and write a report on your main obligations and responsibilities. Employment legislation is being updated all the time, so go to the ACAS website www.acas.org.uk (stands for the Advisory, Conciliation and Arbitration Service, the Government agency that advises on good work practice) to investigate furtherwww.acas.org.uk

Activity 1 Discrimination and supporting diversity Describe a situation where you felt that you or someone else were discriminated against in the workplace particularly in terms of a working relationship. Describe a situation where you felt that diversity was of real benefit in the workplace where people with backgrounds or ways of working that were different to yours made what you did at work better. Read the ACAS Model Workplace leaflet attached: In what ways could you improve your working relationships by paying more attention to diversity/equal opportunities? Produce a case study on how you have applied this in the workplace. (c) Auth K Fairweather 15/08/13 07802 250508 6

7 Who are the people you need good working relationships with? The workplace has a complex network of working relationships and people you need to influence Who are your customers, who are your suppliers? What other stakeholders do you need to take account of customers, board of directors, quality assurers, inspectors, agencies checking compliance with legislation (Data Protection, Environment, Health and Safety etc.) You can use a flow diagram to show who you deal with at each stage in the process put your team in the middle in a box, write other departments or organisations in boxes around your team, link into or out of your team with an arrow to show if they are people who provide things to you, or people you supply things to

Activity 2 Process diagram Draw a Flow Chart for the warehouse process below. The sales office sends the team a sales note which shows which items to put in the customer order. We check the warehouse for the items on the list. If we have them we put them in the parcel. If we dont have them we ask manufacturing to deliver another batch to us. Manufacturing will give us a timescale for supplying the items that are not in stock. Sometimes they tell us they cannot provide that product, and we have to tell sales that it is not available so they can contact the customer. We pack up the items that we have, list them on a dispatch note for the customer and ask the post room to mail them out for us. We copy the dispatch note to the sales team so they know what has been sent out, and to accounts so they can bill the customer. (c) Auth K Fairweather 15/08/13 07802 250508 8

Activity 2 Look at each stage of your teams job identify who provides you with a product or service and who do you provide products or services or information to? Use a flow diagram to show each stage of the process and who you get things from, who you hand things on to. List the key working relationships you have to develop, include the members of your own team! Write up actions for improving working relationships using the SMART format attached from the Leadership Workshop do you need regular formal communications with them, or just ensure you are in communication on a regular basis? Your Team Provider 1 Report results to Notify action to/ask for support from Provider 2 Customer 2 Customer 1 Stakeholder records/reporting (c) Auth K Fairweather 15/08/13 07802 250508 9

Objective and targetWho is responsible When must be complete MeasureHow to monitor E.g. Meet with Finance Manager to ensure all orders are allocated to the correct account Me By the 15 th of each month Meetings diaried annually, meeting took place Check monthly that reported income matches department results Activity 2 SMART Objectives Format Use this format to create your key or new objectives for developing working relationships: (c) Auth K Fairweather 15/08/13 07802 250508 10

(c) Auth K Fairweather 15/08/13 07802 250508 11 Communications Communication consists of: What can go wrong? Receiver not listening Transmitter does not communicate clearly Interference attitudes, environment, situations Body language Source/ transmitter Message/ content Receiver

Bernes Transaction Analysis Based on the idea that we all carry sets of communication responses based around: Parent: Behaviours, thoughts and feelings copied from parents and parent figures (controlling) Adult: Behaviours, thoughts and feelings which are direct responses from the here and now (rational) Child: Behaviours, thoughts and feelings replayed from childhood (impulsive, irresponsible) Parent mode words typically contain value judgments, Adult words are clear and definable, and Free Child mode words are direct and spontaneous Parent mode leaning forward, Adult mode stay upright, Child mode lean away (c) Auth K Fairweather 15/08/13 07802 250508 12

Ernsts OK Corral One-down Get away from Helpless Im to blame Hopeless Get nowhere with Were both to blame One-up Get rid of Angry Youre to blame Healthy Get on with Happy No fault, lets fix it Im not OK with me Im OK with me You are not OK with me You are OK with me (c) Auth K Fairweather 15/08/13 07802 250508 13

Effective Transactional Modes Effective Im OK, Youre OKIneffective - Youre not OK Structuring constructive criticismCriticising I can do this better than you Inconsistent Unpredictable reactions Supporting - affirmingInterfering Ill do that for you Co-creational co-operativeOver-adapting I dont know, are you sure you do? (Im not OK) Oppositional Whatever it is, the answers no! Playful - creativeReckless Who cares, Ill do my bit regardless Effective communications are rational reactions to whats in front of you, no baggage! You can choose how you react, if someone invites you into ineffective modes dont go there! (c) Auth K Fairweather 15/08/13 07802 250508 14

Activity 3 What modes of communication are being demonstrated in these situations? Make notes about your choice, and describe how you would respond effectively: You go to see the Office Manager about your expenses claim. Last month you checked with her on how to calculate your mileage allowance and she showed you the calculation, but this month she has rejected your claim saying you are trying it on. You meet with the HR Manager about a member of your team who has been late on several occasions. He tells you that you should have given them a verbal warning and says that he will see the person the next day to have it out with them. The Mail Room Manager calls you to say that none of your team are following the new rules about the last collection time, customers are complaining about getting their goods a day later than promised by your team and she is getting all the blame. You are in a monthly management meeting when the new Finance Manager is introduced. You present your monthly report with updates on three important projects and check for on-going support for them to proceed as agreed in the Business Plan. The Finance Manager says that she cannot agree to any of the projects going any further until one of her team has checked through them in detail and she has signed them off. A member of your team comes to you saying that a colleague has been telling everyone about a confidential issue that only you knew about and he feels everyone is laughing at him. A member of your team goes to see your manager to present her ideas about a new team structure which you only find out about when your manager mentions it to you as an odd thing to have happened. (c) Auth K Fairweather 15/08/13 07802 250508 15

Good Communications Clear communication exactly what do you want to say? Plain English Well argued introduction, concise explanation of the problem, possible solutions with pros and cons, your proposal for solving it, ask for feedback Accurate grammar, spelling, proof read Body language Mehrabians communication model 93% of emotional response to communication is how you say it and your body language/facial expression Choose the right method, tone, style, level of formality Assertiveness do your research, have the facts ready, discuss the issue with key people to see what they think and what support they will offer, anticipate objections and prepare reasoned responses, prepare open questions to ask to clarify issues others may have, have confidence in your proposal Get feedback and evaluate it, improve (c) Auth K Fairweather 15/08/13 07802 250508 16

Plan Communications AudienceCommunication ObjectivesMessageChannelTiming Current customers 20m radius Generate 15 customers visiting the launch event New local shop available for browsing, collections and to see wider range, get advice from expert team Website, Facebook, leaflet, email, telesales team January onwards All AB households in East Kent Generate 15 new customers visiting the launch event The Kitchen People are coming to you, launch event with special offers for new customers Local press advertising, internet advertising in housewares with vouchers February onwards 3 Local journalists Key local journalists to attend the launch event Prestigious brand launching outlet in East Kent, employment and regeneration Press release, phone callsMarch 1st WebmasterAchieve promotion of the launch on all web platforms Key priority update to the web platforms to promote the launch MeetingNovember 15th Telesales team Add launch information and voucher offers to all sales Make sure your customers are aware of the launch offers and vouchers at each sale Presentation to telesales team December 20th Communications Plan For New Shop Launch Overall Communication Objective: To make current internet and potential customers aware of the new shop and achieve 30 customers attending the launch event on April 1st, plus 3 local newspaper journalists (c) Auth K Fairweather 15/08/13 07802 250508 17

Activity 4 As a result of a business-wide Health and Safety review you are implementing a new health and safety risk assessment procedure which means that each department of your car repair company will be responsible for risk assessing on a quarterly basis and reporting the outcome to you. This change has been made because your team cannot visit every department often enough cover the whole business effectively. The reception and MOT departments have customers coming on site, in the repair and body shop areas the staff are using heavy machinery and chemicals which require training and protective clothing/equipment. The training of staff members and testing of equipment and processes will remain your responsibility, but the departments will need to ensure staff are put on courses and that they maintain a complete list of equipment and provide this to you quarterly. You have developed a simple risk assessment format and will train two people in each department to do this. You have also provided an online course for every member of staff to take which enable them to risk assess their own work on an informal basis and report any issues to you. You will make spot checks on each department over the year to ensure no risks are being underestimated. Using the communications planning tool below, plan how you will communicate this change to all concerned using abroad range of communication methods. Make notes on why you have selected specific communications methods and issues you anticipate, the language, tone and style you would choose. (c) Auth K Fairweather 15/08/13 07802 250508 18

Communications Plan For . Overall Communication Objective: AudienceCommunication ObjectivesMessageChannelTiming Develop a communications plan for two areas in your workplace and write case studies on how you implemented these, how they went and what you learned from this. (c) Auth K Fairweather 15/08/13 07802 250508 19

Developing an Atmosphere of Common Purpose, Trust and Mutual Respect Develop empathy and trust Coveys 7 Habits of Highly Effective People covers: Think Win-Win, work cooperatively Seek to understand then to be understood, listen, diagnose the issue and then find a solution Creative cooperation, always see the potential in the other persons contribution Active, empathetic and facilitative listening Fulfil agreements Set up agreed communication routes Develop a sense of common purpose - Consult about changes and issues Network with key people, check the grapevine, monitor reports and trends Track changes in the environment that mean you need to develop new relationships or change the ones you have (c) Auth K Fairweather 15/08/13 07802 250508 20

Activity 5 Go back to your communications actions in Activity 2 and review which relationships you need to work on in terms of developing a sense of common purpose and an atmosphere of trust and mutual respect: Add new objectives on the format below Objective and targetWho is responsible When must be complete MeasureHow to monitor E.g. Hold an informal weekly team meeting Me By the first week of next month Diary for Friday afternoons after last post has gone Full team attendance at each meeting (c) Auth K Fairweather 15/08/13 07802 250508 21

(c) Auth K Fairweather 15/08/13 07802 250508 22 Presenting at meetings Effective meeting behaviour: Prepare by researching your information, discussing the issue with your team, colleagues, key influencers before the meeting Prepare and practice your pitch, use diagrams or a short paper or presentation to support, be concise Prepare by being aware of other points of view and why you feel your view is the right one Be prepared to negotiate what would you give up for what concessions Present your information clearly and confidently to promote understanding, use open body language, do not be defensive Listen to other points of view, represent your view in another way often people say no because they do not understand what you meant Ask questions to find out what the persons issues are and give ideas how you can assist them Ensure you state what has been agreed and that the meeting agrees to it and make sure it is noted or minuted (paper does not forget)

Activity 6 Information Presentation Analyse the following information and prepare a brief presentation of the case with your recommendations to a managers meeting. Think about the different points of view you think people at the meeting might have and plan how to gain their support or allay their fears. Identify where you might be prepared to negotiate and where you would fight your corner. You work in the toy department of a department store. Your sales figures have been reducing over the last 6 months. A proposal has been made to move your department to the second floor with the china and glass sections and replace your ground floor space with a new DVD and CD section. Your department was moved 6 months ago from the front of the store to the back, and at the same time the store stopped advertising special offers for the toy section. The business was taken over eight months ago by a furniture retailer, and the new managing director is an accountant who has been trying to find ways to reduce costs from the department store to improve profits from the overall business. The furniture department tends to suffer from low cash flow because people only pay for their goods after the furniture has been delivered, which can take 4 weeks. Make notes covering the following: What are the negatives to the proposed move? What alternatives would you propose? Who could be your allies? Who will you need to convince? What would you be prepared to concede as part of a negotiation? What are your critical success factors as a toy department that you could not concede? Produce a case study from your workplace on how you have effectively presented to a meeting. (c) Auth K Fairweather 15/08/13 07802 250508 23

(c) Auth K Fairweather 15/08/13 07802 250508 24 Dealing with disagreements Disagreements happen we dont all see everything the same way Open up a dialogue early with an independent 3 rd party there if required Consider any personal or political issues that may be playing a part in the problem Ask for the other persons point of view and listen well active listening Explain your point of view See if you can negotiate a solution that suits both of you, give way on things that are easy for you to do but the other party values, ask for concessions in return Use an appropriate resolution approach Force your own view and defeat the other party Compromise between your and the other partys view and reach an agreement Accommodate the other partys view so they have their way Collaborate to solve the problem together so everyone feels the outcome is fair Be tough on the problem not the people, challenge inappropriate behaviour Empathise with different perspectives and show respect for the other point of view Maintain a balanced approach, dont make the issue personal, ensure the outcome meets your organisations overall objectives/goals and is fair

Activity 7 Communications assignment: You have been asked to meet with colleagues concerning a team member who unusually has been absent for four weeks. You know the people there have the following ways of working: The Finance Manager always follow the rules to the letter. The HR Manager is mainly concerned for staff welfare. The Sales Manager is responsible for achieving targets. You are seeking to find a compromise between the needs of the business and concern for the individual. Make notes covering the following: How would you go about finding a solution, what would you do before the meeting, how would you present to your colleagues at the meeting? What key points would you want to make, where would there need to be compromise, what concessions would you be prepared to make? What barriers to communication would you anticipate? How could you overcome these communications problems? Research your organisations policies about grievances, bullying, disciplinary action, discrimination and write a report on your responsibilities for applying these in your workplace Produce a case study from your workplace covering how you have handled two conflict situations. (c) Auth K Fairweather 15/08/13 07802 250508 25

(c) Auth K Fairweather 15/08/13 07802 250508 26 Review of this session What we have talked about Diversity issues in working relationships Identifying key people you need to develop good working relationships with How to communicate well, avoid problems Building a common sense of purpose, an atmosphere of trust and mutual respect How to be effective in meetings How to deal with disagreements Now choose from the notes you have made the specific actions you want to take. If you are taking a Management NVQ with CMC Aust then now email your work from Activities 1 to 7 to Kate Fairweather at [email protected] for assessment of learning and feedback [email protected] Places to find out more search internet on any subject or theorist, these web sites are useful: Equal opportunities and diversity www.acas.org.uk, communications skills http://www.mindtools.com, transaction analysis, body language, empathy and trust http://www.businessballs.com/ www.acas.org.ukhttp://www.mindtools.comhttp://www.businessballs.com/

Management NVQ This workshop provides the underpinning knowledge for Unit 4,20 of the Management NVQ Diploma at Level 5 and Unit 409, 428 of the Business Administration Diploma at Level 4 Management Option, plus NVQs at Level 3 and 2 in Management Business Skills and Business Administration For the Units you will need to produce for your NVQ Assessor: A copy of your organisations Equality, Diversity, Grievance and Disciplinary policies with a statement of how you were trained on these issues, how you have or would follow the policies A statement of who your key colleagues and stakeholders are and how you ensure you communicate effectively with them plus an evaluation of the working relationships you have with them and how you plan to improve these, support with an organisation chart showing where your job fits within this set of working relationships Several examples of a variety of written communications with explanations of what they were for, what you wanted to achieve, how you planned them to be effective Opportunities to observe you communicating verbally plus two written examples of your verbal communications/presentations/meetings supported by a witness statement to support your statements Two examples from your experience to demonstrate that you have developed a sense of common purpose, an atmosphere of trust and mutual respect Two examples of dealing with disagreements and negotiating solutions If you would like to take a Management NVQ please contact me, Kate Fairweather 07802 250508, email [email protected] or go to our website www.cmcaustmarketing.co.uk/nvq_qualifications.htm where you will find details [email protected]/nvq_qualifications.htm Auth K Fairweather 15/08/13 07802 250508 27

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(c) Auth K Fairweather 15/08/13 07802 250508 1 NVQ IN MANAGEMENT Workshop 3: Communications and Working Relationships Kate Fairweather CMCAust Marketing