Title: Communication in the Workplace
1Communication in the Workplace
- Ma. Lourdes V. Rodriguez, MBA
2SEMINAR Objectives
- To be able to define Communication.
- To be able to identify the two types of
Communication (verbal and non-verbal). - To be able to give suggestions and tips on how to
communicate in the workplace.
3Good communication is a key part of success in
the workplace.
4Without communication skills we are unable to
let others know what we think, feel, or want to
accomplish. We are unable to build partnerships,
motivate others, or resolve conflict.
5ACTIVITY
- GROUP YOURSELVES
- GIVE A NAME FOR YOUR GROUP NAME SHOULD RELATE
TO COMMUNICATION. - Example Bloggers
- WRITE DOWN THE DIFFERENT WORKPLACES THAT YOU CAN
THINK OF IN YOUR SCHOOL/COLLEGE/UNIVERSITY.
6What is a workplace?
- Dictionary definition - A place, such as an
office or factory, where people are employed.
7What is our workplace?
- Administration office
- Accounting office
- Human Resources Office
- Bookstore
- Maintenance office
- Engineering office
- General Services
- Clinic
- Registrar
- Security Guard office
- Student Services
- Discipline office
- Campus Ministry office
- Others
8Communication
- The exchange of thoughts, messages, or
information, as by speech, signals, writing, or
behavior. - The art and technique of using words effectively
to impart information or ideas. - Acceptable communication differs from company to
company, but many aspects are universal.
9 Tips to help us communicate effectively in the
workplace
- Listen - When you listen to others attentively it
makes them feel good. It also makes for a deeper
and more positive connection with others. - In turn, you form an understanding and they
will listen to you when its your turn to speak. - Poor listening happens often and resultsin
misunderstandings andmiscommunications.
10ACTIVITY
- HOW GOOD A LISTENER ARE YOU?
11- A well-liked college teacher had just
completed making up the final examinations and
had turned off the lights in the office. Just
then a tall, dark, broad figure appeared and
demanded the examination. The professor opened
the drawer. - Everything in the drawer was picked up and
the individual ran down the corridor. The Dean
was notified immediately.
12Answer the Questions
- 1. The thief was tall, dark, and broad.
- 2. The professor turned off the lights.
- 3. A tall figure demanded the examination.
- 4. The examination was picked up by someone
- 5. The examination was picked up by the
professor.
13Answer True or False
- 6. A tall, dark figure appeared after the
professor - turned off the lights in the office.
- 7. The man who opened the drawer was the
professor. - 8. The professor ran down the corridor.
- 9. The drawer was never actually opened.
- 10. In this report three persons are referred to.
14ANSWERS
- T
- T
- T
- T
- F
- 6. F
- 7. T
- 8. F
- 9. F
- 10. T
15INTERPRETATION OF SCORES
- 8PTS 10 PTS - ACTIVE LISTENER
- 5 PTS- 7 PTS AVERAGE
- BELOW 5 PTS NEEDS TO BE MORE ATTENTIVE.
- 1 POINT PER CORRECT ANSWER
16WHAT IS YOUR PURPOSE?
- Have Intention - Ask yourself what your intention
is before starting a project, going to a meeting,
or speaking to someone. - You can also ask others what their intentionsare
in similar situations. Knowing your intention
will help you be more conscious of what youre
doing or saying. - which means youll be able to be moreeffective
and skillful.
17SPEAK CLEARLY
- Speak Clearly - Take a deepbreath and remain
positive whentalking to people. - Try to cut outthe ums, uh-hmms and
ahhsthese make it difficult for peopleto
understand what youre tryingto communicate.
- Try to keep yourvoice steady and dont talk
tooquickly or too quietly. - Be confident in what youre sayingand others
will feel yourconfidence too.
18BE GENUINE
- Be Genuine - Being genuine can includespeaking
honestly, expressing excitementor sadness when
you feel like it, and beingfriendly. - There is nothing wrong withsaying, no, I dont
really agree with that,or you know, I think
youve changed mymind! However, dont be rude.
I wasjust being honest is not a good
excusefor being harsh. - Being genuine builds yourconfidence.
19Be Receptive
- Be open to whatothers are saying or offering.
- Often, people restrict the flow ofideas or
communication becausetheyre making too
manyassumptions or are being too quickto judge
and criticize.
20GROUP ACTIVITY
- LOOK AT THE LIST OF WORKPLACES IN YOUR SCHOOL.
RATE THEM FROM THE LEAST TO THE MOST NUMBER OF
TIMES IN A DAY THAT YOU COMMUNICATE WITH THAT
DEPARTMENT. - EX VPA- 2X, ACCTG- 5X, HR- 4 X, ETC.
21CommunicationFlow
22Downward communication, Upward communication,
Lateral communication, and the Grapevine.
23Downward Workplace Communication Enabling
- Let's focus first on downward communication in
the workplace, and a couple of its important
characteristics. Consider these common, downward
forms of workplace communication - A manager explains a task to an employee
- A customer gives an order to a supplier
- Shareholders instruct management.
24Enabling
- These forms have more than direction in common.
Each one also provides enabling information in
the workplace. When a manager instructs an
employee, she enables the employee to do his job,
and makes it possible for him to earn a living by
doing something that has value for the employer. - Another example senior management finds out from
shareholders, or the board of directors, how
owners want to apply the money they've invested.
25- And, as information moves downward in the
workplace, it grows increasingly detailed.
Make a Budget report
Make a Budget report for the month to include the
following
Make sure the report includes the exact amount
and the qty.
26- All organizations of more than one person must
use workplace communication in one way or
another. - One person must give another instructions before
any activity can occur.
27- At each stage in the downward flow of
communication, people in the organization receive
information to help them do their jobs. And, at
each stage the information become less abstract,
more specific, and more detailed.
28GROUP ACTIVITY
- ILLUSTRATE AN EXAMPLE OF A DOWNWARD COMMUNICATION
THAT YOU HAVE EXPERIENCED. - SHOW THAT IT BECOMES MORE DETAILED AS IT GOES
DOWN THE CHAIN OF COMMAND.
29Upward Communication Compliance
- A second major flow of communication is upward,
from employee to supervisor, supervisor to
department head, department head to vice
president, and so on.
30Less detail
- Now, turning to upward communication, we know
that the staff at the registrar or accounting
department will report back to the section head
on their number of enrolees. - The college account, in turn, will report, in
less detail, to the VPAA about enrollment
figures. - Finally, VPAA will report to the President on how
well the College is doing for SY 2008-2009.
31Group activity
- ILLUSTRATE AN EXAMPLE OF UPWARD COMMUNICATION
THAT YOU HAVE EXPERIENCED. - SHOW THAT IT BECOMES LESS DETAILED AS IT GOES UP
THE CHAIN OF COMMAND.
32Lateral communication Coordination
- Now, think of the information that flows back and
forth between you and your peers, whether you're
a front-line worker, a manager, or a member of
the board of directors. This is lateral
communication.
33Characteristics
- First, no superior/subordinate relationship
exists here it's strictly a case of two people
with roughly equal amounts of power and prestige.
That makes this form of communication voluntary
and discretionary. - Yes, the boss may tell us to communicate with
each other, but unless we both want to do it,
we're not going to exchange much information of
value.
34- That takes us to the second aspect, the idea of
reciprocating. - The quality and quantity of information we
provide to our peers generally reflects what we
get back from them. I may provide good
information to you when we start working
together, but I won't continue to provide it
unless you reciprocate in kind.
35Team Communication
- Team communication is a special form of lateral
communication, and an essential one. - For teamwork in the workplace, members must not
only communicate with each other, but will often
need to communicate with peers outside their
immediate group. - Leaders will need to keep these communication
flows in mind, as well as the upward and downward
flows that connect them directly to their
co-employees. - Communication for team building and just plain
teamwork and is many-faceted and requires
consistent attention.
36The Grapevine Filling the Gaps
- Its Tuesday morning, and John down the hall just
emptied out his desk and left the building.
Apparently for good. - Everyone wants an answer to the same question
"Why?" If there's no official answer, and
sometimes even if there is one, the people around
him begin speculating about possible reasons. - This is a communication channel that no one owns
and no one controls. And while we might complain
about gossips and busybodies, we all use it
sooner or later.
37It has a function
- Despite its many faults, though, the grapevine
does have a place, a function, in all
organizations. It fills in gaps left behind by
conventional and official communication. - As I've said, downward communication delivers
enabling information from superior to
subordinate, while upward communication involves
compliance information reported back to the
superior by the subordinate. And, lateral
communication takes place between peers, helping
us coordinate with each other.
38New tools
- Traditionally, the grapevine revolved around
mouth-to-mouth communication, with only
occasional bits of information written down or
put on paper. - But, new technologies mean change. The Internet
opened up all kinds of new opportunities for
unofficial communication. Email, it's true, may
be monitored, but that's easily circumvented. For
example, free, anonymous email accounts offered
all over the Net.
39- Then, there are photocopiers and fax machines,
both of which can be used to surreptitiously
maintain the grapevine. And how about cell
phones, which provide an alternate means of
mouth-to-mouth communication, even when you're at
the office. - While technologies enabling the grapevine may
change, the same human traits continue to fuel
this communication channel. They include our
natural curiosity and our desire to influence the
way others think and behave. Don't forget,
either, about the need to get even or to
belittle, which fuel many rumors that course
through grapevines.
40Speed
- Where downward, upward, and lateral communication
are structured and flow formally through specific
channels, the grapevine goes through multiple
channels and even multiple versions.
41Communication Flow
- downward, or enabling, communication that moves
instructions and other directive information down
or through a hierarchy - upward, or compliance, communication that
provides feedback to the people who originate
downward communication - lateral, or coordinating, communication that
moves between peers to maintain or improve
operational efficiency - the grapevine, which fills in gaps in official
communication and provides answers to unaddressed
questions.
42Why is effective communication essential in the
workplace?
- Communication we are constantly bombarded by it.
It may be in the form of spoken or written words,
pictures, gestures, symbols and (for an
interesting few) telepathic messages from a
variety of intriguing sources. But in the
workplace, effective communication is essential
to our progress and well being.
43What is your communicating style?
- Good communication skills require a high level of
self-awareness. Understanding your personal style
of communicating will go a long way toward
helping you to create good and lasting
impressions on others
44- By becoming more aware of how others perceive
you, you can adapt more readily to their styles
of communicating.
45Three basic communication styles
- Aggressive
- Passive
- Assertive
46Elements of the Aggressive Style
- Beliefs
- "Everyone should be like me."
- "I am never wrong."
- "I've got rights, but you don't."
- Communication Style
- Close minded
- Poor listener
- Has difficulty seeing the other person's point of
view - Interrupts
- Monopolizing
47- Behavior
- Puts others down
- Doesn't ever think they are wrong
- Bossy
- Moves into people's space, overpowers
- Jumps on others, pushes people around
- Know-it-all attitude
- Doesn't show appreciation
- Characteristics
- Achieves goals, often at others' expense
- Domineering, bullying
- Patronizing
- Condescending, sarcastic
48- Verbal Cues
- "You must (should, ought better)."
- "Don't ask why. Just do it."
- Verbal abuse
- Confrontation and Problem Solving
- Must win arguments, threatens, attacks
- Operates from win/lose position
- Nonverbal Cues
- Points, shakes finger
- Frowns
- Squints eyes critically
- Glares
- Stares
- Rigid posture
- Critical, loud, yelling tone of voice
- Fast, clipped speech
49- Effects
- Provokes counteraggression, alienation from
others, ill health - Wastes time and energy oversupervising others
- Pays high price in human relationships
- Fosters resistance, defiance, sabotaging,
striking back, forming alliances, lying, covering
up - Forces compliance with resentment
- Feelings Felt
- Anger
- Hostility
- Frustration
- Impatience
50Elements of the Passive Style
- Beliefs
- "Don't express your true feelings."
- "Don't make waves."
- "Don't disagree."
- "Others have more rights than I do."
- Communication Style
- Indirect
- Always agrees
- Doesn't speak up
- - Hesitant
51- Characteristics
- Apologetic, self-conscious
- Trusts others, but not self
- Doesn't express own wants and feelings
- Allows others to make decisions for self
- Doesn't get what he or she wants
- Behaviors
- Sighs a lot
- Tries to sit on both sides of the fence to avoid
conflict - Clams up when feeling treated unfairly
- Asks permission unnecessarily
- Complains instead of taking action
- Lets others make choices
- Has difficulty implementing plans
- Self-effacing
52- Nonverbal Cues
- Fidgets
- Nods head often comes across as pleading
- Lack of facial animation
- Smiles and nods in agreement
- Downcast eyes
- Slumped posture
- Low volume, meek
- Up talk
- Fast, when anxious slow, hesitant, when doubtful
53- Verbal Cues
- "You should do it."
- "You have more experience than I do."
- "I can't......"
- "This is probably wrong, but..."
- "I'll try..."
- Monotone, low energy
54- Confrontation and Problem Solving
- Avoids, ignores, leaves, postpones
- Withdraws, is sullen and silent
- Agrees externally, while disagreeing internally
- Expends energy to avoid conflicts that are
anxiety provoking - Spends too much time asking for advice,
supervision - Agrees too often
55- Feelings Felt
- Powerlessness
- Wonders why doesn't receive credit for good work
- Chalks lack of recognition to others' inabilities
- Effects
- Gives up being him or herself
- Builds dependency relationships
- Doesn't know where he or she stands
- Slowly loses self esteemPromotes others' causes
- Is not well-liked
56Elements of the Assertive Style
- Beliefs
- Believes self and others are valuable
- Knowing that assertiveness doesn't mean you
always win, but that you handled the situation as
effectively as possible - "I have rights and so do others."
- Communication Style
- Effective, active listener
- States limits, expectations
- States observations, no labels or judgments
- Expresses self directly, honestly, and as soon as
possible about feelings and wants - Checks on others feelings
57- Characteristics
- Non-judgmental
- Observes behavior rather than labeling it
- Trusts self and others
- Confident
- Self-aware
- Open, flexible, versatile
- Playful, sense of humor
- Decisive
- Proactive, initiating
58- Behavior
- Operates from choice
- Knows what it is needed and develops a plan to
get it - Action-oriented
- Firm
- Realistic in her expectations
- Fair, just
- Consistent
- Takes appropriate action toward getting what she
wants without denying rights of others
59- Nonverbal Cues
- Open, natural gestures
- Attentive, interested facial expression
- Direct eye contact
- Confident or relaxed posture
- Vocal volume appropriate, expressive
- Varied rate of speech
60- Verbal Cues
- "I choose to..."
- "What are my options?"
- "What alternatives do we have?"
- Confrontation and Problem Solving
- Negotiates, bargains, trades off, compromises
- Confronts problems at the time they happen
- Doesn't let negative feelings build up
61- Feelings Felt
- Enthusiasm
- Well being
- Even tempered
- Effects
- Increased self-esteem and self-confidence
- Increased self-esteem of others
- Feels motivated and understood
- Others know where they stand
62- Clearly, the assertive style is the one to strive
for. Keep in mind that very few people are all
one or another style. In fact, the aggressive
style is essential at certain times such as - when a decision has to be made quickly
- during emergencies
- when you know you're right and that fact is
crucial - stimulating creativity by designing competitions
destined for use in training or to increase
productivity
63- Passiveness also has its critical applications
- when an issue is minor
- when the problems caused by the conflict are
greater than the conflict itself - when emotions are running high and it makes sense
to take a break in order to calm down and regain
perspective - when your power is much lower than the other
party's - when the other's position is impossible to change
for all practical purposes (i.e., government
policies, etc.).
64Remaining aware of your own communication style
and fine-tuning it as time goes by gives you the
best chance of success in business and life.
65Thank you....
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