BSBCOR0122A: Communicate

in the Workplace
By:
Kayon Reid
Objectives:
 Gather, convey and receive
information and ideas
 Complete Workplace Documentation
and Correspondence
 Communicate in a way that responds
positively to individual differences
Communication - Definition
 Communication is giving, receiving
or exchanging ideas, information,
signals or messages through
appropriate media, enabling
individuals or groups to persuade, to
seek information, to give information
or to express emotions.
Communication - Definition
 The process of sharing information and its
meaning knowingly and unknowingly
 Transmission of information and
understanding through the use of
common symbols. (Gibson etal 1994)
The Process - Elements
 The communicator/Sender – who
 The message – what
 The medium – how
 The receiver – to whom
 Feedback - effect
The Process - Elements
Purposes
 Sharing of  Fulfilment of social
Information needs

 Gaining  Facilitate problem-

Understanding solving

 Gaining  Facilitate
Acceptance instructions
Organizational Communiction
 Formal Communication: Alternatively
known as official communication, it
passes through predefined channels
which all the members of the
organization are bound to follow. In
every organization, a corporate ladder
is established, through which
communication flows
Organizational Communication
– Downward: Superior to subordinate
– Upward: Subordinate to superior
– Horizontal: Between employees of the
same level, but different areas of
responsibility (department).
– Diagonal: Between employees of different
levels and department.
Organizational Communication
Organizational Communication
 Informal Communication: The form of
communication which grows
spontaneously out of personal or social
needs, among members of the
organization, called as grapevine or
informal communication. It is a
secondary network of information in an
organization.
Organizational Communication
 Informal communication is the
fastest form of communication,
that rapidly transmits information
to various members of the
organization.
Benefits to Effective
Communication.
 It improves team  It increases
building loyalty
 It boosts growth  It reduces
 It improves mitigation conflict
productivity  It increases
 It increases employee
efficiency engagement
Standards of effective
Communication
• Complete:
Communicate all relevant information.
• Clear:
Convey information that is plainly understood.
• Brief:
Communicate the information in a concise manner.
• Timely:
Offer and request information in an appropriate timeframe.
•Verify authenticity.
Validate or acknowledge information.
Barriers
 Attitudinal - Status,  Selective Listening
bias, trust  Body Language
 Psychological-fear,
anxiety, shyness
 Time Pressures
 Information Overload  Physiological-
 Language- Accent, Hearing impaired,
meanings, jargons stuttering
Communication Styles
 First, a passive communicator tends
to put the rights of others before his or
her own. Passive communicators tend
to be apologetic or sound tentative
when they speak. They do not speak up
if they feel like they are being wronged.
Communication Styles
 An aggressive communicator, on the
other hand, will come across as
standing up for his or her rights while
possibly violating the rights of others.
This person tends to communicate in a
way that tells others they don’t matter or
their feelings don’t matter.
Communication Styles
 An assertive communicator respects his
rights and the rights of others when
communicating. This person tends to be
direct but not insulting or offensive. The
assertive communicator stands up for his
or her own rights but makes sure the rights
of others aren’t affected.
Listening to Aid Communication
in the workplace
 Competitive or combative listening happens
when we are focused on sharing our own point of
view instead of listening to someone else.
 In passive listening, we are interesting in hearing
the other person and assume we hear and
understand what the person says correctly without
verifying.
 In active listening, we are interested in what the
other person has to say and we are active in
checking our understanding with the speaker
Effective Listening
 Concentrate
 Observe
 Listen for feelings
 Give feedback
 Use pauses and silence
 Be on alert for own biases
Why People do not listen to you
 You talk too fast  You don’t look at
 You don’t speak people while talking to
loudly enough them
 You add too much  Your voice is not
unnecessary pauses pleasant
 You do annoying  You use your hands
things while talking too much when you
talk
 You appear like you
‘couldn’t care less’
Feedback - Definition
 Constructive feedback - information that helps
people decide whether their behaviour have had
the intended effects.
 Positive feedback - information that reinforces
desired behaviour and encourages repetition of
those behaviours by communicating that they
had the intended effects.
 Negative feedback – information that discourages
behaviours by communicating that they did not
have the intended effects.

(Bushardt, Fowler, 1989)

Principles of Giving Feedback
 Be sure that your  Check to make
intention is to be sure that the
helpful recipient
 Deal only with understand your
behaviours that message in the
can be change way you intended.
 Describe the  Encourage the
behaviour, do not recipient to check
evaluate it. the feedback with
other people.
Principles of Receiving Feedback
 Try not to act defensive
 Be specific in describing the
behaviour about which you want the
feedback
 Summarise your understanding of
the feedback that you receive
 Share your thoughts and feeling
about the feedback
Improving Communication
 Clarify your ideas  Follow up
before communication communication
 Examine the purpose  Show empathy
of the message  Communicate for
 Communicate tomorrow
something of value  Seek to be
 Be mindful of understood as well as
overtones and to understand
emotions
Improving Communication
 Keep language simple  Be a good listener
(no jargons)  Encourage mutual
 Be straight forward trust
about what, when,  Regulate information
where, how and why flow
 Make the process  Introduce repetition
simple and direct  Be sure that your
 Provide answers to actions support your
questions communication
 Provide feedback