ARDAITA ATVET COLLEGE

AGRICULTURAL Cooperative Accounting

LEVEL III
MODULE TITLE: LEADING WORKPLACE COMMUNICATION

set by: ABREHAM.M & CALII. K

This module contains three learning outcomes;
LO1. Communicate information about workplace processes
LO2. Lead workplace discussions
LO3. Identify & communicate issues arising in the work place
 
LO1. Communicate Information About Workplace Processes.
What is communication?
The word communication originates from the word "communis”,
which means common.
Communication, therefore, is an act by which a person shares
knowledge, feelings, ideas and information, in ways such that
each gains a common understanding of the meaning, intent and
use of the message.
Communication is a process through which two or more human
beings share each other’s thoughts, ideas, feelings, insights,
and information and exchange meanings.
 Types of Communication
Communication can be categorized into four different
types, depending on the nature of the interaction.
1. Intrapersonal communication: is a type of communication
whereby a person interacts with himself/herself. This type
of communication is intrinsic or reflective.
2. Interpersonal communication: is a type of communication
where there is one to-one interaction or interaction among
a small group. This is the most commonly used/practiced
from of communication.
3. Intergroup communication: is a type of communication
where interaction between different groups takes place.
4. Mass communication: is a type of communication where a
large body (millions of people) of people is addressed.
Forms of Communication
1. Verbal Communication ( written and oral communication)
Verbal communication is such which engages the use of words – whether written or
spoken. 
Written communication is such communication done through writing. 
Example; Letters, written news ,articles from magazines, newspapers, books and other
reading materials, literary pieces such as essays, short stories and the likes, song and
poems, billboard materials, bulletins and any other written forms comprise this kind.
Oral communication uses spoken words.  Thus, speeches-whether formal or informal,
discourses like debate, argumentation and open forum, dialogues, poetry readings, drama
presentation, singing or just common talks, all of these fall under the category of oral
communication.
2. Non-verbal Communication. 
This is the Sign communication or the Sign Language.
It uses the aids of the hands, the fingers, the eyes, and
other body mechanism as in the form of gestures.
Sign communication can be of two forms – the overt and
covert.
1.overt signs, we pertain to the signs, symbols or signals
which are visible and easily read. 
These are also referred to as the macro symbols. 
2. covert signs are such signs, symbols and signal which
are not easily seen. 
These are otherwise known as the micro symbols.
 Process of Workplace Communication
The process of communication always contains messages,
which are to be transmitted between the parties.
There are two parties - one is ‘Sender’, who sends the
message and the other ‘Receiver’, who receives it.
Sender (encoder) Message Channel
Receiver (decoder) Feedback
Communication involves through:
sender (source, transmitter, speaker, encoder)
A message (idea, thought, topic)
A channel and medium (face to face, telephone,
letter, forum)
a receiver (listener, decoder)
feedback (reaction /non-verbal)
Means or Methods of Communication
- Memos
- Internet, websites, faxes, emails
-Letters
- Work notes
- Order sheets
- SMS
- Magazines
- Telegram
- Telephone
- Audio-conferencing
LO2. Lead workplace discussions.
2. Methods/techniques of discussion
2.1. Discussion Methods
Panel: In a panel discussion, a small group of individuals
(from three to five) who are knowledgeable about a
particular subject discuss the topic among themselves in
front of an audience.
Panel participants make no formal presentations; they
exchange ideas through conversation.
Dialogue: This method is very similar to a panel discussion,
but only two individuals take part in discussing the subject
in front of an audience.
Symposium: In a symposium, a small number of speakers
who are knowledgeable about a particular subject make
short presentations in succession. These presentations
usually range from five to fifteen minutes each.
Forum: This form of discussion allows for participation
by the audience.
There are several types of forums.
1. Open forum: Members of the audience are allowed to
participate at any time during the meeting.
2. Panel-forum: Members of an audience hear a panel
discussion and are then allowed to ask questions or to
comment on the subject under discussion.
3. Dialogue-forum: Members of the audience are allowed to
question, discuss, or comment after the dialogue.
4.Symposium-forum: Members of the audience hear
presentations by invited speakers and are then allowed
to question, discuss, or comment.
5. Lecture-forum: After a formal presentation by a
knowledgeable speaker, audience members are given the
opportunity to question, comment, seek clarification, or
discuss the information presented.
Colloquy: This method combines a panel discussion with a
forum. During the course of a panel discussion, audience
members may be invited to comment or ask questions if
panel members or the chair perceive a need to clarify
points, avoid neglecting an issue, or assure that a
misperception is not allowed to stand.
Buzz Session. The audience is divided into groups of six to
eight persons for discussion of relevant questions posed by
the leader. One individual from each group may be asked
to summarize the group's discussion and report to the
entire audience.
Audience Reaction Team: Three to five members of the
audience are preselected to listen to a presentation and
respond by offering a brief summary and interpretation of
the information presented.
This discussion method can be used effectively in large
group settings and when time is limited.
Question Period. Members of the audience are provided
an opportunity to ask questions of program participants
after their formal presentations have been completed.
Usually, a time limit is set for each question and for the
entire question-and-answer period.
Brainstorming: Members of the audience are
encouraged to participate by sharing their ideas or
suggestions for solving a problem. No discussion of each
point is allowed until all ideas have been expressed.
Since the intent of this discussion method is to
generate a wide range of ideas, no contributor is allowed
to defend the information presented.
The atmosphere should be open and encouraging.
Discussion Group. A group of people meet informally to
discuss a topic of mutual concern.
Workshop: A small group of people (25 or fewer) with a
common interest meet to study, research, and discuss a
specific subject or to enhance their individual
knowledge and proficiency.
Seminar: A group of people who are studying a specific
subject meet for a discussion led by a recognized
authority.
Conference: Large or small groups of people having
similar interests meet to hear formal presentations to
the entire group; they also meet in smaller groups to
discuss specific aspects of the conference's general
topic.
What is good Discussion?
The term "discussion" is used to describe several forms of
communication: conversation, debate, argument, and informal
chat. It is very important to be clear about the type and
purpose of discussions, and we must ensure that our discussions
are safe, focused, and balanced.
Facilitators must provide an environment that permits
participants to express their points of view without fear of
humiliation.
Creating Trust: Society expects teachers to have answers.
Consequently, many educators are afraid to acknowledge that
they do not know.
Consequently, facilitators must work to create a trusting
environment where teachers can comfortably say,
"I do not understand."
"I am confused."
"I have trouble teaching that concept."
Encouraging Discussion: In summary, facilitators should
do the following to encourage meaningful discussion:
Be clear about the purpose of the discussion.
Clarify whether the questions should stimulate the
participants to synthesize, rate, or compare ideas.
* Identify key issues and formulate provocative
questions in advance of the professional development
sessions to achieve the stated objectives.
* Avoid answering their own questions.
* Wait for responses.
* Welcome disagreement.
* Challenge participants to provide evidence for their
statements.
* Identify the context the speakers are referencing.
Evaluation of Discussion: Sound evaluation begins with
the end in mind. Facilitators must clearly identify the
specific evidence that they will accept as indicators that
the professional development goals are achieved.
The facilitator must also delineate how this evidence will
be collected and what will be done if the participants do
not meet the expectations.
2.3 HOW TO SOLICIT RESPONSE
Every human resource professional knows that a company is
only as good as its employees. That’s why it’s so important
to get their feedback and respond to their needs, their
ideas, and their suggestions and fast.
2.3.1. EMPLOYEE SURVEYS
are the most effective way to tap into the thoughts of the
workplace. Soliciting feedback should be a regular part of
the HR function. While many HR professionals ask for
employee feedback when changes are being implemented,
few survey to check on the status quo. That’s a mistake.
2.3.2. Include Everyone
Survey everyone. You never know where good ideas will
come from. Leave no one out, not even a group of
employees that you think aren’t affected by a particular
issue or aspect of the company.
If you do, you risk overlooking a potentially fertile source
of information.
Include Everything
Annual employee surveys should be standard. They should
include all aspects of the company. Solicit feedback on
everything that goes on in your organization.
Analyzing Information
While individual employees can make good points, offer
productive suggestions and otherwise improve business,
the first thing you’re looking for when examining data
from the employee surveys is a theme.
Asking Counts
You won’t be able to address all concerns of all employees
all the time, and employees don’t expect you to.
Just asking employees what they think can help foster
good relations. Employees appreciate being heard.
They want to work for a company that cares about how
they’re faring. Surveying sets a tone of openness and
receptivity.
LO3. Identify and communicate issues arising
in the work place
3. Identifying problems & issues
There are a lot of problems and issues arising at
working area such as…
3.1. communicate issues top list of problems at work
place
If you ask people what the biggest people problem is at
work, they are likely to agree with one voice,
“Communication!”
Communication problems are at the heart of many
workplace problems and the end result is loss of trust,
teamwork and productivity. Here are some common
sense rules that are too often broken. (Yes, we should
know better but admit it, you’ve probably broken one or
two of these yourself.)
3.1.1 Criticizing one peer to another peer
It may be comforting to vent to a colleague when another
colleague gets your goat the other person may be smiling
and listening--perhaps even commiserating but secretly, he
or she is thinking, “she may be talking about me behind my
back, too.” peers will be cautious about telling you too
much and will emotionally distance themselves.
3.1.2. Talking about one employee’s performance to
another employee.
Even if you are emotionally closer to one employee, it is
still communication quacks and to discuss one employee
with his or her peer.
3.1.3. Socializing with one employee but not others:
“But I am totally objective when it comes to my employees’
performance,”
3.1.4. Discussing family matters at work: Revealing too
much about your private life is usually a mistake.
3.1.5. Expressing dissatisfaction about your employer:
Occasional frustration about your employer is inevitable, no
matter where you work.
3.1.6. Going over your boss’s head to complain to his or
her boss: Except in extreme situations such as, harassment
or evidence of unethical behavior, it’s always better to find
alternative methods to resolve a problem concerning your
supervisor.
3.1.7. Revealing departmental problems to people outside
the department: Sharing your department’s dirty laundry is
akin to discussing personal family problems with outsiders.
It only makes the situation worse. It is viewed as a form of
betrayal and will make you look politically naive.
3.2. Organizing information on problem & issues
Organizational effectiveness is no different with organizational
issues often adding unique complications to mix during the
communication process.
For the organization to be successful, it must have employees
capable of sending and receiving information quickly, clearly,
effectively as well as error free.
Thus, mistakes caused by miscommunication cost organizations
thousands of dollars due to missed deadlines, lost time and wasted
product.
In order to have effective organization in the workplace, one must
understand organizational communication structure and how that
communication structure facilitates internal communication, one will
be able to improve communication skills and recognize
communication problems that arise during employee communication
in the workplace.
3.3. RELATING PROBLEMS AND ISSUES
3.3.1 WHAT ARE THE MOST COMMON WORKPLACE ISSUES?
An unpleasant workplace can be a cause of major stress and
unhappiness for workers.
In addition to making the workweek unbearable, the inevitable
thought of Monday creeping closer can certainly follow stressed
workers home over the weekend and ruin relaxation time.
Understanding some common workplace issues can help give insight on
improving the atmosphere at work.
Gossip in the workplace is one of the most common and annoying
workplace issues. It's understandable to be interested in co-workers'
lives; with many workweeks stretching beyond 40 hours, a worker may
see their colleagues more than just about anyone else .
Communication between management and staff is the cause of a variety of
workplace issues.
If management is not open to listening or implementing solutions that would
make life easy or more efficient for workers, they can be perceived as cold-
hearted or uncaring, and lose respect.
If on the other hand, coworkers do not give a manager an honest chance to
lead the team and refuse to follow suggestions, the manager may become
resentful and angry.
In a workplace setting, it is vital that everyone feels that they have an arena
to be safely and fairly heard. Management can go a long way to preventing
communication breakdowns by setting team meetings and insisting on a
respectful atmosphere for all involved.
One of the most dangerous workplace issues is office
bullying. Workers may feel pressured by a group of
colleagues or one specific member to avoid reporting
issues or take part in illicit activities, or that their
career is at stake if they refuse.
Bullying can easily progress to sexual and physical
harassment, illegal work activities, and even violence.
Although workers may be afraid to look arrogant or be a
tattletale, it is important for the safety of everyone
that bullying be immediately reported and handled at
once.
If management is not listening or takes part in bullying,
speak to their supervisor or a vice-president, if
necessary
3.3.2.How to Gather Information Concerning Employee Conflict
One of the keys to successful conflict resolution in the workplace
is having all of the information you need, so the way of gathering
information for employee conflict list as the followings…
1. Know your intent.
Before you begin any conversations with your employees, know
what your intention for meeting is.
Determine whether you’re on a fact-finding mission and going to
HR for documentation, or you’re going to allow room for a
confidential conversation.
There’s nothing wrong with either course, but be sure to
communicate your intention so the employees don’t feel blindsided
after they open up.
Try to resolve the conflict at the lowest possible level. Plan a
resolution strategy that uses the least amount of escalation.
Start with the employees before you bring in anyone else.
Although your intention may be to act as an objective
facilitator, tell the employees upfront what your
organization requires you to report so they can determine
for themselves what they’re comfortable sharing with you.
2. Sort out the players.
Create a list for yourself that includes those directly
involved, and then add any other staff members who may be
impacted by the problem.
As you meet with each person, ask whom he or she sees as
key players in resolving the conflict.
3. Consider the meeting place.
Where you meet communicates a lot to other employees.
If everyone sees one closed-door meeting after another,
fear and stress can escalate. Your employees will be more
focused on what’s happening behind the door than on their
work.
4. Be consistent in your inquiries.
When you begin approaching employees to gather
information, be consistent with all parties. Communicate
the same message to each employee and demonstrate that
you’re not in this to take sides.
Prepare a simple statement that explains the approach
you’re taking to resolve the matter
5. Ask productive questions.
Keeping the questions open ended rather than asking
questions that only require a yes or no draws out more
information. For example:
What’s been happening for you in this situation?
What have you tried to do to resolve the conflict?
What do you think the next steps are to resolve this
situation?
Who do you believe needs to be involved to resolve it?
Is there any additional support I can offer you?
Is there any additional support I can offer you?
3.3.3. COMMUNICATION BARRIERS AFFECTING
WORKPLACE DISCUSSIONS
Communication barriers are anything that inhibits the process
of communication and causes a lack of understanding.
Barriers can arise at any stage of the communication process.
When communication is failing, it is of primary importance to
identify where the causes for failure are within the
communication process.
Take a few minutes and think about the barriers to effective
communication in your organization, division or department
3.3.3.1. Barriers of Communication
Communication plays a major role in developing a relationship.
It can also affect the relationship among family members or management in any
institute. More specifically, communication influences the effectiveness of
instruction, performance evaluation, & the handling of discipline problems, so
communication should be straightforward.
What can make it complex, difficult, and frustrating are the barriers.
Some barriers of communication are the following.
A. Physical Barriers
Physical barriers in the workplace include:
* Closed office doors, barrier screens, separate
areas for people of different status
* Large working areas or working in one unit that is
physically separate from others.
Study shows that one of the most important factors in
building cohesive teams is proximity. As long as people
still have a personal space that they can call their own,
nearness to others aids communication because it helps
us get to know one another.
Generally; Physical barriers are the physical things that
get in the way of communication.
Examples of such things include the telephone, an
uncomfortable meeting place, and noise etc…
B. Perceptual Barriers
The problem with communicating with others is that we all see the world
differently. If we didn't, we would have no need to communicates, so
something like extrasensory perception would take its place.
C. Emotional Barriers
It is comprised mainly of fear, mistrust and suspicion.
The emotional state of a person at a particular point of time affects
his/her communication with others
as it has an impact on the body language (nonverbal communication). If
the receiver feels that the sender is angry (emotional state), he/she can
easily infer that the information being obtained will be very terrible.
Emotional state causes some physiological changes in our
body that may affect the pronunciation, pressure of the
speech, and tone of the voice of the sender as well as the
perception, thinking process, and information
interpretation of the receiver during verbal
communication
D. Cultural Barriers
Cultural barrier to communication often arises when
individuals in one social group have developed different
norms, values, or behaviors to individuals associated with
another group. Cultural difference leads to difference in
interest, knowledge, value, and tradition.
Therefore, people of different cultures will experience
these culture factors as a barrier to communicate with
each other.
E. Language Barriers
Language that describes what we want to say in our terms
may present barriers to others who are not familiar with
our expressions, buzz-words and jargon. When we couch
our communication in such language, it is a way of excluding
others. In a global market place the greatest compliment
we can pay another person is to talk in their language.
F. Organizational Barriers
Unclear planning, structure, information overload, timing,
technology, and status difference are the organizational
factors that may act as barriers to communication.
G. Interpersonal barriers
There are six levels at which people can distance themselves
from one another:
Withdrawal is an absence of interpersonal contact.
It is both refusal to be in touch and time alone.
Rituals are meaningless, repetitive routines devoid of real
contact.
Pastimes fill up time with others in social but superficial
activities.
Working activities are those tasks which follow the rules and
procedures of contact but no more.
Games are subtle, manipulative interactions which are about
winning and losing.
They include "rackets" and "stamps".
Closeness is the aim of interpersonal contact where there is a
high level of honesty and acceptance of yourself and others.
3.4. UNDERSTAND AND CONVEY INTENDED
MEANING
3.4.1. CLEAR COMMUNICATION IN THE
WORKPLACE
If you want to make instant changes in the workplace
and improve effectiveness and productivity, clear
communication is the key. Poor communication results in
wasted time and money, interpersonal conflict, potential
legal exposure and low morale.
Being successful in the workplace is a direct result of
the way you put your message across. Communicating
effectively, with staff, managers or the public, is a vital
part of business communication.
Consolidating your skills and building on your knowledge
will enable you to improve your communication abilities
and achieve far greater results.
If you work with others there are basic rules of communication that
you must adhere to on a daily basis. Speaking, writing and listening all
combine to put your message across to other people.
Communicating clearly allows you to get things done effectively, obtain
information, make decisions and develop positive business relationships.
How to be come effective communicator in organization ?
A.The Rules of Success
Know what you want to say. Being clear in your mind .
Communicate clearly. Putting your message across with the minimum of
fuss will allow others to understand the meaning in your words –
whether written or spoken. Make sure that your message has been
clearly understood. Always match your communication medium to your
message carefully.
B.Asking Questions
When wanting to gather information why, what, how and
when are the most powerful words you can use.
Types of Questions:
Open questions invite open discussion and will allow
communication to flow.
Closed questions are specific and can generally be
answered with a yes or no.
A fact-finding question allows you to explore further
information.
Follow-up questions can elicit opinions and provide you
with further information.
Feedback guarantees particular information is received.
 C. Active Listening
The most important aspect of clear communication is
that both parties understand each other completely..
Listening intently will make the speaker feel more
confident, which in turn could help you achieve the
result you are after
Empathizing: allows you to draw out the speaker, in a
comfortable manner, and may help you uncover more
information. This is done by talking less, listening more
and offering encouragement and understanding.
Analyzing: enables you to explore statements further.
Asking further questions, paying attention to the other
person’s responses and picking up clues will help you
gather all the information you may require.
Synthesizing: allows you to work with the other person
so that you both achieve a desired result. This requires
an exchange of further ideas as you both respond to
statements and solutions.