Lesson 7 Communication for Work Purposes I

Lesson 1: Workplace Communication

There is no denying the importance of communication in the workplace, considering the fact that in an
organization people belonging to different social and professional backgrounds come together to work for
the same goals. Often it is seen that administrators do not realize the importance of communication at work
and thus do not convey their ideas, organizational goals, vision, etc. very clearly. When administrators in an
organization are unable to create an environment which promotes open and clear communication, it can
have negative repercussions on the work culture and the employee productivity.

The importance of effective workplace communication are discussed below:

Creates job satisfaction- Organizations which encourage an open and easy correspondence between seniors
and subordinates face lesser employee turnover. If the work environment is friendly where the subordinates
are encouraged to communicate their ideas to their administrators regarding work- related issues, and their
feedback is given due consideration, it motivates the employees to work better and makes them feel valued
in the organization. Thus, effective communication in the workplace helps in building loyalty and trust which
eventually attributes to greater job satisfaction.

Lesser conflicts- Open communication in the workplace can help prevent and resolve many conflicts.
Workplace conflicts are easily resolved through open and clear communication and mutual discussions; this
can lead to personal and professional growth.

Increases productivity- Effective communication at work is the most important issue for the success and failure
of an organization. Every organization has a set of clearly defined goals, objectives and vision. If an
administrator is clear in his/her communication, the subordinates will know exactly what the organization
wants and thus, will be able to deliver the same to the best of their abilities. Thus, the importance of
communication skills can be judged from the fact that it leads to better deliverance of work, increasing
workplace productivity.

Formation of relationships- Open communication, whether between the employees and administrators or
between the management and employees, leads to the formation of better personal and professional
relationships. This makes the employees feel genuinely cared for and valued, and they are more likely to
remain loyal to the organization. This creates a friendly environment and promotes a better working
relationship which is conducive to the work.

Proper utilization of resources- If an organization faces problems, crisis and conflicts due to miscommunication
between the staff members, it causes unnecessary delays in the daily work. This leads to wastage of
resources and lowers the overall work productivity. Thus, an environment of good communication is a must
for any organization to better utilize its resources and increase productivity.

Each of us belongs to several different organizations. For example, you may belong to one or more business
organizations, perhaps as an employee, supervisor, or even investor. As a student you are a member of an
educational organization. You may also belong to a church, student club, and community service
organizations, and, of course, we are all members of local, state, and national government organizations.
In short, our workplace is one of many organizations to which we belong. In other words, organizations are
social collectives, or groups of people, in which activities are coordinated to achieve both individual and
collective goals.

Being communicatively competent in the workplace involves understanding how the context of the
organization influences communication processes and how the symbolic nature of communication
differentiates it from other forms of organizational behavior. We define organizational communication as the
ways in which groups of people both maintain structure and order through their symbolic interactions and
allow individual actors the freedom to accomplish their goals. This definition recognizes that communication
is the primary tool to influence organizations and gain access to organizational resources. To better
understand key characteristics of workplace communication, you should recognize that there are different
types of organizations and different types of communication networks within organizations. (Pearson,
Nelson& Harter (2011).

Communication Networks

Competent workplace communicators understand that the workplace comprises multiple communication
networks. Communication networks are patterns of relationships through which information flows in an
organization. Stohl (1995) describes communication networks as capturing ―the tapestry of relationships—
the complex web of affiliations among individuals and organizations as they are woven through the
collaborative threads of communication‖ (p. 18). Communication networks emerge in organizations based
on formal and informal communication (Stohl & Stohl, 2005).

Formal communication consists of messages that follow prescribed channels of communication throughout the
organization. The most common way of depicting formal communication networks is with organizational
charts. Organizational charts provide clear guidelines as to who is responsible for a given task and which
employees are responsible for others‘ performance. Organizational charts demonstrate that communication
can flow in several directions: downward, upward, and horizontally.

Downward communication occurs whenever superiors initiate messages to subordinates. Ideally, downward
communication should include such things as job instructions, job rationale, policy and procedures,
performance feedback, and motivational appeals. Messages flowing from subordinates to superiors are
labelled upward communication. Obviously, effective decision making depends on timely, accurate, and
complete information traveling upward from subordinates. Messages between members of an organization
with equal power are labelled horizontal communication.

Downward communication comes after upward communications have been successfully established. This
type of communication is needed in an organization to:

o Transmit vital information

o Give instructions
o Encourage 2-way discussion
o Announce decisions
o Seek cooperation
o Provide motivation
o Boost morale
o Increase efficiency
 Obtain feedback

Upward Communication
Upward communication is the flow of information from subordinates to superiors, or from employees to
management. Without upward communication, management works in a vacuum, not knowing if
messages have been received properly, or if other problems exist in the organization.
Upward Communication is a means for staff to:
O Exchange information
O Offer ideas
O Express enthusiasm
O Achieve job satisfaction
O Provide feedback
Horizontal communication is important to organizational success when used to coordinate tasks,
solve problems, share information, and resolve conflict. Horizontal communication receives much
more attention in participatory organizational structures in which employees have more opportunity
to formally participate in decision making (such as quality circles or autonomous work teams).
Horizontal communication normally involves coordinating information, and allows people with the
same or similar rank in an organization to cooperate or collaborate.
Horizontal Communication is essential for:
O Solving problems
O Accomplishing tasks
O Improving teamwork
O Building goodwill
O Boosting efficiency

Informal communication is generally considered to be any interaction that does not generally follow the
formal structure of the organization but emerges out of natural social interaction among organization
members. Whereas formal communication consists of messages the organization recognizes as official,
informal messages do no follow official lines. The concept of emergent organizational networks
represents th informal, naturally occurring patterns of communication relationships in organizations
(Susskind, Schwartz, Richards, & Johnson, 2005).

Competent Workplace Communication

Clearly, the ability to perceive accurately, use verbal and nonverbal symbols wit precision, and listen
carefully are skills that benefit workplace.

Immediacy

When people engage in communication behaviors intended to create perceptions of psychological

closeness with others, they are enacting immediacy.
Immediacy can be both verbal and nonverbal. Smiling, reducing physical distance and using animated
gestures and facial expressions are all examples of nonverbal immediate behaviors whereas calling
people by their first names, using ―we‖ language and telling stories are examples of verbal immediacy
behaviors. Although much research exploring the positive effects of immediacy has taken place in
classroom setting, Teven, McCroskey, and Richmond (2006) reason that immediacy also should
influence workplace relationships between supervisors and subordinates. In their stud they found that
supervisors who are immediate are perceived as more trustworthy higher in competence and goodwill,
and more socially attractive. Moreover employees working with immediate supervisors tend to be more
motivated and willing to work hard. They conclude that organizations should devote greater attention
helping their managers learn to use immediacy because of its positive effect o workplace
communication outcomes. Of course, as an entry-level employee you ca also use immediacy
behaviors to develop positive relationships with your co-worker and your supervisor.

Supportiveness

People engage in supportive communication when they listen with empathy, acknowledge the feelings
of others, and engage in dialogue to help others maintain sense of personal control. Of course,
supportive communication is an important skill I any context, including workplace settings. Research
reviewed by Hopkins (2001 suggests that supportive supervisor communication is one of the most
significant factor influencing employee morale.

To enhance your supportive communication skills, consider the following strategies adapted from
Albrecht and Bach‘s (1997) discussion of supportive communication:
1. Listen without judging. Being judgmental while listening to a co-worker‘ explanation of a problem
can cause you to lose focus of what she or he is really saying.

2. Validate feelings. Even if you disagree with something your co-workers say validating their
perceptions and feelings is an important step in building a trusting relationship.

3. Provide both informational and relational messages. Supportive communication involves both
helping and healing messages. Providing a metaphorical
―shoulder to cry on‖ is equally as important as providing suggestions and advice.

4. Be confidential. When co-workers share feelings and personal reflections with you, maintaining their
trust and confidence is essential. Telling others or gossiping about the issue will destroy your credibility
as a trustworthy co-worker.
Interaction Management

Workplace communication is somewhat different from other types of communication situations

because conversations tend to flow between the technical jargon associated with the workplace
setting and other topics brought up to relieve stress and pass time. Thus computer technicians might
talk about megabytes and megapixels one minute and speculate on who will be voted off Survivor the
next Competent workplace communicators engage in interaction management to establish a smooth
pattern of interaction that allows a clear flow between topics and ideas Using pauses, changing pitch,
carefully listening to topics being discussed, an responding appropriately are skills related to interaction
management.

Cross-Cultural Skills

If you speak English as a second language, you should emphasize cross cultural skills initially to aid
your transition to the workplace. First, you should ask more question to clarify instructions or
expectations. Because you have both a new language an potentially a new set of technical terms to
learn in your workplace, questioning is the most effective strategy for avoiding misunderstanding. In
addition, you should pa careful attention to your co-workers. By observing them and asking questions
if necessary, you can not only learn important vocabulary but also model interaction skills with
customers or clients.

Conflict Management Skills

Although the behavioral characteristics of competent communication are desirable in all

communication situations, they will not ensure that your workplace communication is free from
conflict. Workplace conflict can occur because of mundane issues conflict management skills are not
just desirable but necessary for effective workplace communication. People often view conflict
negatively because they associate conflict with anger. However, conflict occurs anytime two or more
people have goals that they perceive to be incompatible. When one employee wants to work late to
finish a project and another wants to go home to be with his or her family, conflict could occur. In short,
workplace conflict is a fact of life—the rule rather than the exception. A variety of techniques can be
used to manage conflict productively. Wilmot and Hocker (2005) suggest several approaches to
managing conflict:

Avoidance. With the avoidance style you deny the existence of conflict. Although avoidance can provide
you with time to think through a situation, continued avoidance allows conflict to simmer and flare up
with more intensity.
Competition. With the competition style you view conflict as a ―battle‖ and advance your own interests
over those of others. Although the competitive style can be necessary when quick decisions must be
made or when you are strongly committed to a position, this tactic can also be highly detrimental to
the relationships between you and your co-workers.

Compromise. With a compromising style you are willing to negotiate away some of your position as long
as the other party in the conflict is willing to do the same. Compromise can be an effective strategy
because it is a win-win proposition for both parties, but when used too often, it can become a
sophisticated form of conflict avoidance.

Accommodation. With the accommodating style you set aside your views and accept those of others.
Accommodation can maintain harmony in relationships, but this strategy is problematic in many
situations because tacit acceptance of others‘ views can stifle creative dialogue and decision making.

Collaboration. A collaborative style involves thoughtful negotiation and reasoned compromise whereby
both parties agree that the negotiated outcome is the best possible alternative under the
circumstance. Although collaboration takes more time and effort to enact as a conflict management
strategy, this approach typically results in the best possible outcome for all parties involved.

Lesson 2: Meetings and Minutes of Meetings

The most common reason to have a meeting is to discuss something face to face. It could be a new
idea, a new opportunity, a problem, to brainstorm something, reach a decision about something or
any number of things. But it all comes down to discussion and face to face interaction. A lot of work
communication is done via the phone, email, post, newsletters, company websites, intranets and
extranets. These methods of communication have made life easier and communication quicker;
however, they still cannot replace a face to face meeting. Discussing something face to face allows
you to not only hear what is being spoken; giving you access to clues hidden in the speaker's tone of
voice but it also allows you to see the speaker. The observation of body language and facial muscles is
very important as it allows you to read the person's reaction to what you are saying as well as what
they actually think about what they themselves are saying.

Keep in mind that the primary reasons to have a meeting are:

To gather and impart information;

To exchange ideas, views, opinions and suggestions;

To discuss options;

To solve problems;

To make decisions;

To devise plans.

Business meetings run smoothly when they follow an agenda written and distributed to attendees in
advance. An agenda outlines the specifics of a meeting. It is distributed to all attendees in advance.

Starkey (2003) gives a number of important purposes of agenda:

• notifies or reminds participants of the meeting date, time, and place

• focuses participants on the meeting‘s goal

• indicates the items to be discussed

• circulates any relevant documents for perusal before the meeting

• serves as a guide for the chairperson, helping maintain focus and time control

Minutes of Meetings

Minutes of meetings are written records of the proceedings in the meeting.

Informal minutes do not follow the rules of parliamentary procedure.

Formal meetings that follow the parliamentary procedure concentrate on the following:

1. Motions- formal proposals or suggestions determined or voted upon by the group

2. Resolutions - statement of the will or opinions of the participants or organizers subjected to
voting
3. Reports-reports to give information about routine activities, assessment, and achievements of
members

For a motion or a resolution, an exact word or a word-for-word recording is necessary. This holds true
also for the identity of the person coming out with such motion or resolution. However, as per
agreement of the body, this person‘s name need not be revealed in the minutes.

Whether the minutes result from a formal or an informal meeting, they present a summarized form of
discussion using quotation or reported speech. They are not supposed to include the writer‘s opinions
on what he/she recorded. Since they appear as the condensed form of things that transpired in the
meeting, these kinds of reports need to use concise, direct, and specific language.
Sample Informal Minutes of Meeting

ENGLISH DEPARTMENT MEETING

Minutes

Date: February 29, 2020

Location: CAS Conference Room

Presiding Officer : Ms. Rowena P. Fajardo

Present : Lina Lucas Tony Abad
Esther Bauzon Benjie Vargas
Fe Perez Eric Reyes
Roa Cortez Shella Ramos
Tina Paras Betty Lim
Absent : Vina Mayo Raul Goce
Cora Daza Eddie Legarda

After calling the February 29 meeting to order at 2 p.m., the head of the
Department introduced the newly hired members. She requested them to say something
about themselves.

The Head distributed copies of the outline of the activities of the Department for
the second semester. She said that everybody was free to give comments or
suggestions about the outline. Everybody studied the outline.

Miss Paras suggested that the seminar on Teaching Literature be moved to an

earlier schedule so that more professors could attend the seminar. Mr. Reyes added
that an earlier schedule of the seminar would give the Department more time to
prepare for the CAS Week.

The head said that the CAS Week this semester should be celebrated in just a
day, not a week, as the English Department used to do. After saying this, she
announced that the remaining 30 minutes of the meeting would be spent for fixing
teaching loads.

Mrs. Ramos inquired about the new policy of the school on distributing teaching
loads. The head advised her to consult the newly made Faculty Code to get a clearer
understanding of the new policy. She gave each member a copy of the Faculty Code,
and reminded the body of the schedule of the next Departmental meeting.

The meeting was adjourned at 3:00 p.m.

Prepared by:

Betty Lim
Secretary

Attested by:
Ms. Rowena P. Fajardo
Chair, English Department