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MLVR-OCTOBER 24, 2008
SEMINAR 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.
MLVR-OCTOBER 24, 2008
Without 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.
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ACTIVITY 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.
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What is a workplace?
Dictionary definition - A place, such as an office or factory, where people are employed.
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What 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
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Communication
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.
MLVR-OCTOBER 24, 2008
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 it’s your turn to speak.
Poor listening happens often and resultsin misunderstandings andmiscommunications.
MLVR-OCTOBER 24, 2008
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.
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Answer 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.
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Answer 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.
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INTERPRETATION 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
MLVR-OCTOBER 24, 2008
WHAT 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 you’re doing or saying.
which means you’ll be able to be moreeffective and skillful.
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SPEAK CLEARLY Speak Clearly - Take
a deepbreath and remain positive whentalking to people.
Try to cut outthe “ums,” “uh-hmms” and “ahhs;”these make it difficult for peopleto understand what you’re tryingto communicate.
Try to keep yourvoice steady and don’t talk tooquickly or too quietly.
Be confident in what you’re sayingand others will feel yourconfidence too.
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BE GENUINE Be Genuine - Being genuine can include
speaking honestly, expressing excitementor sadness when you feel like it, and beingfriendly.
There is nothing wrong withsaying, “no, I don’t really agree with that,”or “you know, I think you’ve changed mymind!” However, don’t be rude. “I wasjust being honest” is not a good excusefor being harsh.
Being genuine builds yourconfidence.
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Be Receptive
Be open to whatothers are saying or offering.
Often, people restrict the flow ofideas or communication becausethey’re making too manyassumptions or are being too quickto judge and criticize.
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GROUP 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.
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Downward communication, Upward communication, Lateral communication, and the Grapevine.
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Downward 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.
MLVR-OCTOBER 24, 2008
Enabling 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.
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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.
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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.
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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.
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GROUP 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.
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Upward 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.
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Less 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.
MLVR-OCTOBER 24, 2008
Group 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.
MLVR-OCTOBER 24, 2008
Lateral 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.
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Characteristics
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.
MLVR-OCTOBER 24, 2008
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.
MLVR-OCTOBER 24, 2008
Team 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.
MLVR-OCTOBER 24, 2008
The Grapevine: Filling the Gaps
It’s 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.
MLVR-OCTOBER 24, 2008
It 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.
MLVR-OCTOBER 24, 2008
New 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.
MLVR-OCTOBER 24, 2008
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.
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Speed
Where downward, upward, and lateral communication are structured and flow formally through specific channels, the grapevine goes through multiple channels and even multiple versions.
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Communication 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.
MLVR-OCTOBER 24, 2008
Why 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.
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What 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
MLVR-OCTOBER 24, 2008
By becoming more aware of how others perceive you, you can adapt more readily to their styles of communicating.
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Elements 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
MLVR-OCTOBER 24, 2008
Characteristics Achieves goals, often
at others' expense Domineering, bullying Patronizing Condescending,
sarcastic
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
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Nonverbal Cues Points, shakes finger Frowns Squints eyes critically Glares Stares Rigid posture Critical, loud, yelling tone of
voice Fast, clipped speech
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
MLVR-OCTOBER 24, 2008
Feelings Felt Anger Hostility Frustration Impatience
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
MLVR-OCTOBER 24, 2008
Elements 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
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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
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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
MLVR-OCTOBER 24, 2008
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
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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
MLVR-OCTOBER 24, 2008
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
MLVR-OCTOBER 24, 2008
Elements 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
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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
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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
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Nonverbal Cues Open, natural gestures Attentive, interested facial expression Direct eye contact Confident or relaxed posture Vocal volume appropriate, expressive Varied rate of speech
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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
MLVR-OCTOBER 24, 2008
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
MLVR-OCTOBER 24, 2008
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
MLVR-OCTOBER 24, 2008
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.).
MLVR-OCTOBER 24, 2008
Remaining 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.