Section One The Communication Process

Vocational Education and Training Training Toolbox Series

Student Manual ICA11v1.0 Information, Digital Media & Technology

Cert. 1, 2 & 3 ICA10111, ICA20111, ICA30111

Workplace Communication Section One

The Communication Process

Copyright 2011 EdSonic Publications Pty Ltd PO Box 975 COWES VICTORIA 3922 All rights reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the written permission of EdSonic or an authorised representative.

Authored by Robin Lick

PUBLISHED IN AUSTRALIA

INTRODUCTION This manual is designed to be used by the student as further learning materials in conjunction with any classroom presentation and supplemented by the classroom presentation handouts. The materials in this manual is cross referenced in the classroom presentation handouts by page numbers. This allows the student to source additional information to that which was presented in the classroom. Alternatively, the teacher may instruct the student during any presentation to review the materials in this manual by referring the relevant page numbers

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SELF ASSESSMENT

At the end of each section you, the student, will be asked a series of YES and NO questions. If any question is unclear our you have answered NO, then you are encouraged to review the materials in that section again. The Self Assessment section is indicated with an icon.

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s SECTION ONE THE COMMUNICATION PROCESS Section Learning Objectives Page 6 Section Introduction Page 6 The Need to Develop Communication Skills Page 7 Elements of the Communication Process Page 8 Roles in the Communication Process Page 9 Communication Channels Page 11 Verbal and Non-verbal Communication Page 12 Non-Verbal Pictorial Communicators Page 13 Communication Flows Page 14 Communication Breakdown Page 17 Communication Styles Page 18 Interpreting and Comprehending Information Page 24 Section Summary Page 28

SECTION 1—THE COMMUNICATION PROCESS

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6 SECTION 1 – THE COMMUNICATION PROCESS WHAT OUTCOME CAN YOU EXPECT FROM THIS SECTION? In this section you will learn why and how people communicate in the workplace. SECTION LEARNING OBJECTIVES On completion of this section you will learn:

Why you need good communication skills What the communication process is Types of communication – verbal and non-verbal Different styles of communication Interpreting and comprehending written/oral information

SECTION INTRODUCTION Understanding the communication process helps you to receive and broadcast information that will have an effect on the flow of communication in the workplace no matter the industry or role you may have. When working in any workplace environment, you will be in contact with a wide range of people daily, ranging from your work colleagues, through to customers. Many times you may be in contact with suppliers to the company, even visitors to the workplace. Developing effective communication skills is extremely important when you are in constant contact with people as you would be in most workplace environments. In this section we look at what developing effective workplace communication entails.


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7 THE NEED TO DEVELOP COMMUNICATION SKILLS Communication is essential for effective functioning in every part of an organisation. Although company departments may receive direction from the corporate goals and objectives, communication links them together and helps achieve company success. The importance of effective communication for managers cannot be overemphasised for one specific reason—’everything a manager does, involves communicating’. Communication is needed to increase efficiency, satisfy customers, improve quality, and create innovative products/services.

Effective communication is so important for organisational success that not only managers, but also their employees must be effective communicators. When all members of a team, department, or organisation are able to communicate effectively with each other and with people outside their group, they are much more likely to perform well leading to job satisfaction. The successful manager, therefore, needs effective communication skills.


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8 ELEMENTS OF THE COMMUNICATION PROCESS Claude Shannon, an engineer for the Bell Telephone Company, designed the most influential of all early communication models. Shannon and his associate Weaver from the Rockefeller Foundation attempted to do two things:

Reduce the communication process to a set of mathematical formulas Discuss problems that could be handled with the model.

The modern communication model today is based on the Shannon/Weaver model. The communication model has seven basic elements that are essential for effective interaction. Those elements are:

The setting The channel or mode The sender The message Interference, distractions, or noise The receiver The feedback


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9 ROLES IN THE COMMUNICATION PROCESS Both the sender and the receiver play an important role in the communication process. SENDER The sender will:

Gather information to send Encode the information (written or spoken) Select the appropriate channel Transmit the message

Along with the message would be:

The sender’s feelings The sender’s emotions The sender's values The sender’s attitudes

The sender would also:

Receive feedback from the receiver Clarifies the information Ensures that the information is understood

The sender would need to develop skills in speaking and writing so that the message was logically presented and clearly understood.


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10 RECEIVER The receiver must:

Receive the information from the sender Decode the information (read or listen) Indentifies what is not understood and seeks clarification Provides feedback to sender

This would require the receiver to develop skills in both reading and listening as well as effective questions skills. The receiver would need to be able to understand not only the spoken and written word but also non-verbal signals such as emotions, gestures and so on.


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11 COMMUNICATION CHANNELS As we now know communication can be split into two parts -- the message or content, and the channel it's transmitted on. For example, you may want to communicate something about your job. You can communicate that over a number of channels. You could write a letter. You could send email. You could communicate it non-verbally or verbally. Your company needs to communicate new products or services, so it uses an advertising medium. Those are all different channels. Communication channels are the different ways in which information is delivered. The channel, or medium, used to communicate a message affects how accurately the message will be received. They can include:

Personal conversations Telephone Various documents Electronic mediums such as facsimiles, email, websites, etc. Television Radio Meetings settings Brochures, newsletters or flyers Advertisements Newspapers, magazines or other types or printed media

It is very important to think about and choose the best channels for the specific message.


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12 VERBAL AND NON-VERBAL COMMUNICATION The prime purpose of communication is to create a flow of information between a sender and a receiver. Information can come in many forms, including:

Oral (or verbal) Non-verbal Written Pictorial

Not all communication is verbal or written. There are also non-verbal aspects to many types of communication that play an equally important role. Verbal is the expressing of words through spoken or written means. Non-verbal is communication articulated through facial expressions, body language, gestures and personal appearance.


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13 NON –VERBAL PICTORIAL COMMUNICATORS Pictorial communication is used to describe something without using words. The most common use is signage. Visual symbols can provide an instant message especially important in potential hazardous or dangerous situations. Signage examples include:

Road signs Danger/hazard signs or labels Directional signs Public places


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14 COMMUNICATION FLOWS In Dr Karen Collins’ book*—Exploring Business Chapter 8 Section 6, she speaks about the traditional flows of communication in a workplace. The author highlights using various communication modes, communication in the workplace flows in the following ways:

Internal and External Horizontal and Vertical Formal and Informal (Grapevine)

Internal - Within the company or social group Example: Employee to employee, or office manager to accounts manager External – Outside the company or other social groups Example: Business manager to customer, or assistant manager to suppliers Horizontal– Between staff at the same level or peers Example: Employee to employee, or customer account manager to customer account manager Vertical – Between staff or colleagues at different ranks in line with lines of authority Example: Part time staff member to area manager, or managing director to full time staff member Formal – Using formal written skills/formats/speaking ‘conventions’ appropriate to the receiver Example: Letter to management, formal letter to government department or telephone call to director of company Informal – Using colloquial (informal) written skills/formats/speaking skills. Also known as the ‘Grapevine’ Example: Written telephone message for staff member, or telephone call to other departments to enquire meeting schedules *Dr. Karen Collins is associate professor of accounting and business at Lehigh University in Bethlehem, Pennsylvania.


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15 An example of horizontal communication. Managing Director – Finance Manager – Purchasing Officer – Office Administrator

Tips that can help you develop better horizontal communication skills include the following:

Get to know as many people in the organisation as you can. View peer communication as a chance to establish relationships that work for both parties. Share information; nobody wants to talk to someone who doesn’t share in return. Constantly look for overlapping areas of responsibility or interests that might help improve your interaction with other

managers. Give sincere and positive feedback when asked. When appropriate, offer your help.


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16 Example of vertical communication: Vertical communication can go upward or downward.

Office staff are requesting pay increases and need to get this request up to the highest management level. The flow would look like this:

The Managing Director of a large business wants to inform all staff of new policies to be implemented. The flow would look like this:

Some tips to help you communicate better with the management include the following:

Be sure your message is important; management’s time is limited. Be sure the information is accurate and complete Be brief. Communicate both good and bad news Communicate regularly When you present a problem, suggest potential

solution. Make an agenda; some bosses appreciate

receiving a list of topics you will discuss in advance so that they, too, can be prepared Be sure your timing is right; trying to present

information to management; at wrong time can derail the communication process. Establish clear objective; know in advance what

you want to accomplish during your talk with management Don’t go over your manager’s head unless it is

absolutely necessary.


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17 COMMUNICATION BREAKDOWN Communication breakdown can occur for several reasons and can happen with written or oral delivery. Communication breakdown is a sign that the information communicated has been either misinterpreted or the meaning has been distorted. Communication breakdowns can occur when:

Sender and/or receiver lack communication skills Inappropriate channels are used Terms, jargon or wording unfamiliar with either the receiver or sender Technical expertise misunderstood or lacking Lack of feedback from either/or sender/receiver Cultural or language differences Equipment or service to transit messages broke down Poor listening skills on the part of either/or sender or receiver Distracting influences such as noise, environmental, personal appearance, etc.

Communication breakdowns can cause a stressful working atmosphere, tense relationships with product and/or service providers and in turn, quality problems, inefficiency and create unhappy customers/clients. Barriers to communication can be eliminated if:

There is an attempt to avoid situations or actions that would create a communication breakdown Create an environment conducive to open communication Encourage feedback Use non-verbal communication effectively Remember communication is two way, so use listening skills Avoid distractions that affect the communicating of a message Carefully consider timing and speed of delivery of messages


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18 COMMUNICATION STYLES Everyone communicates in a different way. The individual way in which you communicate is called your style. Everybody will fit into one or more of the nine different communication styles identified by experts. These are:

Relaxed Contentious Attentive Precise Dramatic Animated Open Dominant Friendly

In the textbook Workplace Communication by Jan Bendeich (Second Edition 2001—Toronto Canada), the author reviews each style. Over the next few pages we have summarised those styles.


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RELAXED COMMUNICATOR

Is calm and confident Is free of nervous speech mannerisms Is able to write with a relaxed, easy-to-follow style

CONTENTIOUS COMMUNICATOR

Challenges people Is argumentative Is difficult to stop when agitated Easily able to create negativity Is annoying and irritating Causes tension and unrest


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ATTENTIVE COMMUNICATOR

Constantly clarifies information for correctness Is a good listener Seems to enjoy listening to other people Offers constructive feedback Is empathetic

DRAMATIC COMMUNICATOR

Acts out what is being said Emphasises what is being said Speaks dramatically Uses a lot of physical gestures when speaking Writes dramatically Tends to be a story teller Is usually an attention-seeker


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ANIMATED COMMUNICATOR

Uses lots of gestures Emphasises what they are saying through the use of facial expressions Use highly expressive words and meanings Is enthusiastic, energetic, eager, lively and refreshing

OPEN COMMUNICATOR

Does not hide anything Openly expresses their feelings and emotions Tends to be extroverted Is conversational and unreserved Can be frank and outspoken Is approachable


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DOMINANT COMMUNICATOR

Takes charge in social situations Interrupts frequently during a conversations Likes to talk and hear themselves Is confident and self-assured Has high self-esteem Is competitive and sometimes conceited

FRIENDLY COMMUNICATOR

Always shows interest in others Avoids confrontation Is helpful and sociable Acknowledges the achievements of others Likes other people


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PRECISE COMMUNICATOR

Believes that everything needs to be defined Is pedantic about giving accurate information Uses traditional writing styles Likes documentation Requires proof Explains everything in clear detail Requires a high level of accuracy in what is said Tends to be a detailed person


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24 INTERPRETING AND COMPREHENDING INFORMATION

In the workplace environment, most persons will be presented with and will have access to a substantial amount of information, and will be communicated to them from numerous sources. A sender of information will require a receiver of information to interpret information or messages and comprehend it they have sent. In the textbook Workplace Communication by Jan Bendeich (Second Edition—Toronto NSW), the author provides and insight on how to ensure proper interpretation and comprehension of the spoken and written word. Some of the author's suggestions are reviewed on the following pages.

INTERPRETING AND COMPREHENDING SPOKEN INFORMATION *

In order to interpret and comprehend spoken information, it is suggested that the receiver:

Become an active listener Ask plenty of questions to gather/clarify information Give lots of feedback State their understanding of the message or information they have received

*Workplace Communication Bendeich (Second Edition) pg 11


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25 WRITTEN INFORMATION The workplace environment has several forms of written information that you will encounter, including:

Journals and newspaper articles Reports, memos, faxes, messages Manuals Forms/vouchers Financial documents – invoices, purchase orders, etc Graphic and pictorial information Directories, maps, timetables Advertising literature


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26 INTERPRETING AND COMPREHENDING WRITTEN INFORMATION * Written messages will be more accurately interpreted and comprehended if you:

Read the information carefully and if unsure of the content, re-read the information Use a dictionary for words you do not understand or do not know the meaning of Use research to help understand the information Try to imagine exactly what the writer is trying to say Determine in your own mind what the meaning is Do not base your interpretation on what your feelings, experiences or beliefs are Ask for help if required

Other good reading habits to acquire can include:

Reading column or side headings in articles, forms, manuals, vouchers and other written information Looking for captions and attempting to understand what they mean Watch for cross-referencing explanations with asterisks (*) or bullets (·) Watch for symbols and learn what they mean Look at the meanings and reasons why text is shaded or boxed

*Workplace Communication Bendeich (Second Edition) pg 11


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27 FORMS As part of your duties, there will be many instances where you will have to fill in a form or check a form that has been filled out. Here are some good habits to get into when working with forms: In the textbook Workplace Communication by Jan Bendeich (Second Edition—Toronto Canada), the author provides and insight on how to ensure proper interpretation and comprehension of any forms. The author suggests:

Look over the complete form before filling in any information. Read it thoroughly. Read and understand the instructions for ticking or crossing relevant boxes on printed material, and/or selecting options on

electronic forms. Find out what mandatory information is required. Make sure you delete/erase appropriate inapplicable or irrelevant

options.


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28 SECTION SUMMARY Everyone communicates, as it is an essential part of living in today’s society. Communication in the workplace has a special importance, due to the involvement of a wide range of people, including fellow employees, management, suppliers and customers (to name a few). You now know what the communication process is and the importance of effective communication in the workplace. You have learned how communication flows in a workplace environment and what can cause communication breakdown. Effective and clear communication in the workplace is essential for a thriving business.


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SECTION ONE THE NEED TO DEVELOP COMMUNICATION SKILLS Do you know some of the benefits of developing good communication skills? ELEMENTS OF THE COMMUNICATION PROCESS There are seven basic elements that are essential for effective interaction. Can you recall all of them? ROLES IN THE COMMUNICATION PROCESS Can you recall some of the important roles that both a sender and receiver play in the communication process? Do you know what the sender should avoid, to assist in making the information understandable to the receiver? VERBAL AND NON-VERBAL COMMUNICATION Non-verbal communication is expressed in a different way to verbal communication. Do you remember how this is done? COMMUNICATION CHANNELS Can you recall most of the different ways in which information is delivered? NON-VERBAL PICTORIAL COMMUNICATION Pictorial communication is used to describe something without using words. Do you know some of the common uses of this method?

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DID YOU LEARN? THE FOLLOWING QUESTIONS ARE YES AND NO QUESTIONS. IF YOU CANNOT ANSWER YES TO EACH QUESTION IT IS SUGGESTED YOU REVIEW THE MATERIAL AGAIN.


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DID YOU LEARN? THE FOLLOWING QUESTIONS ARE YES AND NO QUESTIONS. IF YOU CANNOT ANSWER YES TO EACH QUESTION IT IS SUGGESTED YOU REVIEW THE MATERIAL AGAIN.

COMMUNICATION FLOWS Do you know six different ways communication flows in the workplace? Can you describe an example of communication that flows “laterally” in the workplace? COMMUNICATION BREAKDOWN Can you give some reason how/why a communication breakdown can occur? There are several ways to avoid or help prevent communication breakdown in the workplace. Are you able to recall most of them? INTERPRETING AND COMPREHENDING INFORMATION Are you comfortable that you understand the many methods to ensure that information is properly interpreted and fully understood?

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Documents

Section One The Communication Process