Communitation at Work (week 4)

Communicating at work (week 7&8) - Part C

Verbal and Nonverbal Messages p. 98

Verbal Messages p. 100

• Clarity and Ambiguity
• Inflammatory Language 
• Masculine and Feminine Laguage Use
• Meeting Gender-Related Language Challenges

Nonverbal Communication p. 112

• Characteristics of Nonverbal Communication 
• Types of Nonverbal Communication
• Improving Nonverbal Effectiveness

What is Active Learning?

The Future of Learning

What is Blended Learning ?

The Need for Blended Learning Solutions in Higher Education

myUBISclass: Communication at work (week 7&8) - Part B - Interp...

myUBISclass: Communication at work (week 7&8) - Part B - Interp...: "Interpersonal Skills p. 136 Objectives Describe the communication climate in a working environment, identify the messages that have hel..."

Submission of Assignment

Dear All,
This is to remind that my deadline for submitting your grades is July 1st. This means that if I do not receive your submission by 30 June, this may affect your grade of graduation by half.
Thanks for your understanding.
Anh Tho Andres

Communication at work (week 7&8) - Part B - Interpersonal Skills

Interpersonal Skills p. 136


Objectives

• Describe the communication climate in a working environment, identify the messages that have helped create it, and suggest ways of communicating that can improve that climate.
• Use the guidelines in this chapter to give constructive feedback.
• Use the guidelines in this chapter to respond to criticism in a nondefensive manner.
• Identify various approaches to conflict and steps to conflict management.
• Describe four styles of negotiating solutions in work-related conflicts and predict likely consequences of using each style.
• Demonstrate how to seek a win-win solution in a work-related negotiation.

Building Positive Relationships 

• Communication Climate
• Use 'I' language: In contrast to "You" language, the I language or descriptive statements focus on the speaker instead of judging the other person. So less acusatory.
• Focus on solving problems, not controlling others: Use problem-oriented messages.
• Show concern for others: a genuine message of interest can make tremendous difference. A simple apology can do wonders.
• Demonstrate an attitude of equality:  respect is essential. Respect often comes from how we construct messages. Pay close attention not only to what you say but also to your nonverbal behaviour, including your vocal tone and facial expression, when expression yourself.
• Keep an open mind: listening with an open mind makes good sense and promote good relationship. 

• Giving Praise
• Make praise specific. Describe exactly what you appreciate makes it easier for the other person to continue that behaviour. Being specific does not mean that you have to avoid giving broad comments. Along with giving general praise, consider the value of adding enough particulars to help the other person understand exactly what you appreciate.
• Praise progress, not just perfection.
• Praise intermittently: Social scientist have discovered that occasional compliments have more effect. Praise others from time to time, when your remarks will have the best effect, but dont go overboard.
• Relay Praise: You can be the 'praise messenger' by letting people know that you've heard others saying complimentary things about them. They will feel better both about the person who praised them and about you for delivering the good news.
• Praise sincerely: Be sincere and respect local customs (praise group vs. individual in certain cultures).

Dealing with Criticism

• Offering Constructive Feedback
• Consider the content: 
• Limit the criticism to one topic
• Make sure the criticism is accurate
• Define the problem clearly
• Show how your criticism can benefit the recipient
• Consider the sender:
• Choose the most credible critic
• Make sure the criticism is appropriate to the critic's role
• Consider the relational climate
• Deliver remarks as part of a positive relationship
• Accept partial responsibility for the problem
• Accompany your criticism with an offer to help
• Consider the delivery
• Deliver criticism in a face-saving manner
• Avoide sounding and looking judgmental

• Responding to Criticism
• Seek more information
• Ask for examples or clarification
• Guess about details of the criticism
• Paraphrase the critic
• Ask what the critic wants
• Agree with the criticism
• Agree with the facts
• Agree with the critics right to his or her own perception
• Emphasize areas of common ground
• Work for a cooperative solution
• Ask for the chance to state your point of view
• Focus on a solution, not on finding fault

Managing Conflict

• What are Conflicts About?
• The Topic at hand
• Pay and other compensation
• Resources
• Scheduling
• Job assignments
• Quality of products and services
• Budgeting
• The Process: some disputes are more about 'how' to do something tant what to do. Some common issues are
• Labor and management - work contract disputes
• Distribution of task in a project team
• Choice of event for fundraising
• Relational Issues: how parties want to be treated by one another
• Among family members
• Employer vs. Employees
• Management and hierarchy
• Ego/Identity Issues
• Competence
• Commitment
• Fairness
• Honesty
• Reasonableness
• Professionalism

• Approaches to Conflict
• Avoiding: one way to deal with confliect is to avoir it whenever possible and withdraw when confronted. 
• Refusing to take phone call
• Staying barricaded in the office
• Psychological : denying that a problem exists or that it is serious, repressing emotional reactions
• Avoiding may have drawback  and may have unaceptable costs (loss of self-respect, frustration, problem 
• Consider Avoiding
• When an issue is genuinely trivial, or when more important issues are pressing.
• When you have no chance of winning.
• When the potential for disruption outweights the benefits of resolution.
• To let others cool down and regain perpective.
• When the long term costs of winning may outweigh short-term gains.
• When others can resolve the conflict more effectively.
• Consider Accommodating
• When you find you are wrong
• When the issue is important to the other party and not important to you
• To build social credit for later issues
• To minimize loss when you are outmatched and losing
• When harmony and stability are more imporant than the subject at hand
• To allow others to learn by making their own mistakes. 
• Consider Competing
• When quick, decisive action is vital (e.g. emergencies)
• On important issues where unpopular actions need implementing (e.g. Cost cutting, enforcing unpopular rules)
• When others will take advantage of your noncompetitive behaviour.
• Consider Collaborating
• To find solutions when both parties' concerns are too important to be compromised 
• When a long-term relationship between the parties is important
• To gain commitment of all parties by building consensus
• When the other party is willing to take a collaborative approach.
• Consider Compromising
• When goals are important but not worth the effort or potential disruption of more assertive modes
• When opponents with equal power are committed to mutually exclusive goals
• To achieve temporay settlements of complex issues
• To arrive at expedient solutions under time pressure
• As a backup when collaboration is unsuccessful

• Handling Conflicts Constructively 
• Negotiation strategies and outcomes: a common negotiating strategy is the competive win-lose approach. No one seeks lose-lose outcomes, but they can arise when competitors try to gain an advantage at one another's expense. Sometimes it seems better to compromise than to fight battles in a competitve manner and risk a lose-lose outcome. When negotiators collaborate, they can often - though not always - achieve a win-win outcome, in which everybody involved is satisfied. Examples of win-win solutions:
• Shorter working hours for teachers
• Increasing employee compensation
• Blending business goals and community beauty
• Preparing to negotiate
• Clarify your interests and needs
• Consider the best time to raise the issue
• Prepare your statement
• Conducting the negotiation
• Identify the ends both parties are seeking
• Brainstorm a list of possible solutions
• Evaluate the alternative solutions
• Implement and follwo up on the solution
• A Case Study of win-win problem solving
• Identify the needs of both parties
• Brainstorm a list of possible solutions
• Evaluate the alternative solutions
• Implement the solution
• Follow-up on the solution

Summary

People skills are an essential ingredient for success in any career. These skills create a positive communication climate in which people feel valued. The key to building a positive climate is confirming communication, which conveys respect for the other person, even during a conflict. Confirming messages are phrased in descriptive 'I' language. They focus on solving problems, not imposing solutions. They are honest, show concern for the other party, demonstrate an attitude of equality, and reflect the communicators's open-mindedness.

One way to create and maintain a positive communication climate is to offer praise. There are several guidelines for praising effectively: Make praise specific and sincere, praise progress, praise intermittently, and relay praise to others.

In the real world of business, however, praise is not always appropriate; sometimes criticism must be given. The climate of a relationship can be enhanced by offering criticism in the most constructive manner. The chances of acceptance of criticism are best when a critical message is framed in a way that considers the content by limiting remarkes to one topic, making sure they are accurate, defining the problem clearly, and showing how attending to the criticism can benefit the recipient. Choosing the most credible critic and making sure the remarks are appropriate to the context is another way to maximise the chances that criticism will be well received: delivering remarks as part of a positive relationship, accepting partial responsibility for the problem, and accompanying criticism with an offer to help. Finally delivering the criticism in a face-saving manner and a nonjudgmental tone can lead to a nondefensive response.

When on the receiving end of another person's cirticism, several responses can prevent defensiveness. One approach is to seek more information by asking for examples or clarification, guessing about details when necessary, paraphrasing the critic, and asking what the critic wants. Agreeing with the facts of the criticism or with the critic's perception are also potentially effective.

On-the-job conflicts are inevitable so it is important to handle them constructively. Understanding that conflicts are not all the same requires communicatiors to first explore whether the conflict is about a topic, a process, the relationship, or one's ego. Second, recognise that one can choose from five ways to handle conflict: avoiding, accomodating, competing, collaborating, or compromising. Each has both advantages and drawbacks, so situational factors will usually govern which one to use at a given time.

Next, consider how you will negotiate a mutually acceptable agreement. Negotiations can take four forms: competitive, lose-lose, compromise and win-win. The approach that parties take often determines the outcome. 

Successful negotiating includes these steps: Clarify your interests and needs by distinguishing between ends and means, pay attention to timing, and prepare nondefensive ways to begin. Then follow steps of a win-win approach by identifying each parties' ends, brainstorming, evaluating possible solutions, implementing and following up on a solution.


Further readings on Conflict and Conflict Management


'The Gentle Art of Verbal Self-Defence' - 
http://adrr.com provides a method of using words to deal with conflict situations.
'Work 911'
http://work911.com provides over 1000 articles organised into categories of communication, anger management, work-related issues, and stress.
'Workplace Solutions'
http://wps.org is a chock-full resources and links to articles that deal with conflict resolution and reducing violence in the workplace.
The International Association for Conflict Management
http://iacm-conflict.org brings scholars and practitioners together to study and develop conflict management skills in many settings. Find links to articles, research, and more organisations.

Happy Readings.

myUBISclass: Communication at Work (week 6b)

myUBISclass: Communication at Work (week 6b): "Working in Teams Objectives Diagnose a group and identify the kind of communication that can transform it into a true team; Analyze the ad..."

Communication at Work (week 6b)

Working in Teams

Objectives

• Diagnose a group and identify the kind of communication that can transform it into a true team;
• Analyze the advantages and drawbacks of whether a group should meet face-o-face or work as a virtual team;
• Compare various approaches to centralized leadership, self-directed teams, and power distribution;
• Identify the stages and characteristics of each stage of group problem solving and the roles that help groups function;
• Explain various decision-making methods and the circumstances in which each is most appropriate;
• Apply the guidelines for effective communication in groups and teams to a group to which you belong.

The Nature of Teams

• Teams Are Essential
• Characteristics of Work Groups
• Size
• Interaction
• Shared Purpose
• Interdependence
• Regular Interaction and Communication
• Identity

• Virtual Teams

Leadership and Influence in Groups and Teams

• Centralised Leadership
• Trait Approach
• Style Approach
• Contingency Approaches

• Becoming a Leader

• Power and Influence of Members
• Position  Power
• Coercive Power
• Reward Power
• Expert Power
• Referent Power
• Information Power
• Connection Power

Problem-Solving Communication

• Systematic Problem Solving
• Define the problem
• Analyse the problem
• Establish criteria for a solution
• Consider possible solutions to the problem
• Decide on a solution
• Implement the solution
• Follow up on the solution
• Stages in Group Problem Solving
• Orientation phase or forming
• Conflict phase or storming
• Emergence phase or norming
• Reinforcement phase or performing
• Functional Role Analysis
• Task functions
• Relational functions
• Dysfunctional Roles
• Decicion-Making Methods
• Conscensus
• Majority Vote
• Minority Decision
• Expert Opinion
• Authority Role
• Choice of a Decision-Making Method
• How important is the decision
• How much time is available
• What are the personal reltionships among members

Effective Communication in Groups and Teams

• Recognize Both Group and Personal Goals
• Promote Desirable Norms
• Promote an Optimal Level of Cohesiveness
• Avoid Excessive Conformity
• Encourage Creativity

Groups vs. individual performance

• Group superior to individuals
• Task requires braod range of talents and knowledge
• Complicated task (requires division, coordination of labor)
• Time available for deliberation
• Members are motivated to succeed
• High standards of performance

• Individuals superior to group
• Task requires limited knowledge, information (which individuals possess)
• Simple task (can be done by one personor individuals working separately)
• Little time available
• Members do not care about job
• Social loafing is the norm

myUBISclass: Communicating at work (week 6)

myUBISclass: Communicating at work (week 6): "Listening Objectives Identify how effective listening can contribute to your career success; Describe barriers to your listening effecti..."

Communicating at work (week 6)

Listening
Objectives

1. Identify how effective listening can contribute to your career success;
2. Describe barriers to your listening effectively and outline strategies for overcoming each barrier;
3. Identify your listening style(s), and describe how you might modify them as necessary;
4. Describe the best listening approaches you can use in a given situatiion to promote understanding, accomplish your goals, and enhance your relationship with others.

The Importance of Listening
Barriers to Effective Listening

• Physiological Barriers
• Hearing Problems
• Rapid Thought
• Environmental Barriers
• Physical Distractions
• Problems in the Communication Channel
• Message Overload
• Attitudinal Barriers and False Assumptions
• Preoccupation
• Egocentrism
• Fear of Appearing Ignorant
• Assuming That Effective communication is the Sender's Responsibility
• Assuming That Listening is Passive
• Assuming That Talking Has More Advantages Than Listening
• Sociocultural Differences
• Cultural Differences
• Gender Differences
• Lack of Training

Listening Styles

• People-Oriented
• Action-Oriented
• Content-Oriented
• Time-Oriented

Listening More Effectively

• Minimize Distractions and Take Time to Listen
• Talk and Interrupt Less
• Seek and Observe Feedback
• Ask Questions
• Paraphrase
• Attend to Nonverbal Cues
• Withhold Judgement
• Listen for Key Points
• Take Notes and Repeat Information
• Analyze the Speaker's Evidence
• Examine Emotional Appeals

Listen for Content
Are you understanding the speaker's words? Do you need to ask questions or paraphrase for clarification?
Are your won filters (e.g. your opinions, biases) interfering?
Listen for Feelings
What feelings are verbally expressed?
What feelings are expressed nonverbally?
What isn't being said that offers clues about the speaker's feelings?
Should you ask the speaker to express or clarify his/her feelings?
Listen for Intent
What does the speaker want to do?
What does the speaker want you to do?
Listen for Context 
How does the setting help you understand the message?
How do the speaker's remarks fit into the chronology of his/her life?
How does the speaker's sociocultural backgroun help you understand the message?

myUBISclass: Communicating at work (week 5)

myUBISclass: Communicating at work (week 5): "Principles of Interviewing p. 172 Objectives Prepare for each stage of an interview: opening, body, and closing. Demonstrate knowledge..."

to discuss in class today

Communicating at work (week 5)

Principles of Interviewing p. 172


Objectives

1. Prepare for each stage of an interview: opening, body, and closing.
2. Demonstrate knowledge of the uses and limitations of each type of inteview questions: open, closed, fact, opinion, primary, secondary, direct, indirect, hypothetical, and leading.
3. Describe and observe the ethical obligations of interviewers and interviewees.

Planning the Interview p.175

• Define the Goal
• Identify and Analyze the Other Party
• Knowledge Level
• The Ohter's Concept of Self
• Your Image
• Attitude
• Prepare a List of Topics
• For ex.To purchase affordable wireless laptops that will be secure, reliable, and compatible with current equipment. List of topics include: Atttitudes of the staff toward specific brands. Funds available. The general price range of the products. Whether vendors have fixed or negotiable prices and quantity discounts.
• Job seeker's objective to give an image as a bright, ambitious, articulate person who knows about and can serve the company's needs. List of topics include: discuss short term and long term career goals. Answer all questions completely and in an organized way. Share my knowledge of the company's products and financial condition.
• Choose the Best Interview Structure
• Highly Structured Interview 
• Usually takes less time
• Easier for interview to control
• Provides quantifiable results
• Requires less skill by interviewer
• Low flexibility in exploring responses
• Non Structured Interview
• Usually takes more time
• More difficult for interviewer to control
• Results more difficult to quantify
• Requires high degree of interviewer skill
• High flexibility in exploring responses
• Consider Possible Questions: Advantages of Open and Closed Questions
• When to Use Open Questions
• To relax the interviewee
• To discover the interviewee's opinions
• To evaluate the interviewee's communication skills
• To explore the interviewee's possession of information
• To discover the interviewee's feelings or values
• When to Use Closed Questions
• To maintain control over the conversation
• When specific information is needed and you are not interested in the interviewee's feelings or opinions
• When time is short
• When the interviewer is not highly skilled
• When a high degree of standardization between interviews is important
• Factual and Opinion Questions
• Primary and Secondary Questions
• Direct and Indirect Questions
• Hypothetical and Critical Incident Questions
• Leading Questions
• Arrange the Setting
• Time
• Place
• Environment

Conducting the Interview p. 184

• Opening
• Body
• Closing

The Ethics of Interviewing p. 191

• Obligations of the Interviewer 
• Obligations of the Interviewee

Communicating at work (week 4-b)

Type of Interviews p. 200

Objectives

1. Plan and conduct an information gathering interview that will help you clarify and/or achieve your career-related goals.
2. Identify and demonstrate the steps to prepare for, participate in, and follow up after an employment interview.
3. List various types of employement interviews and describe how you can prepare for each one.
4. Distinguish between legal and illegal employment interview questions and identify several methods of responding to illegal ones.
5. Describe how you can prepare for and effectively participate in a performance appraisal.

The Information-Gathering Interview

• Collecting Background Information
• Define Interview Goals and Questions
• Choose the Right Interviewee

The Career Research Interview p. 205

• The Value of Personal Contacts 
• Choosing Interviewees
• Contacting Prospective Interviewees
• Following Up

The Employment Interview p. 209

• Pre-Interview Steps
• During the Interview
• Post-Interview Follow-up
• Interviewing and the Law
• Sample Employment Interview

The Performance Appraisal Interview p. 241

• Definition and Importance
• Steps in the Appraisal Process

Communicating at Work (week 4)

Objectives

• Identify the cultures and co-cultures in a specific organisation, field or community and describe how their norms and values shape communication in the workplace.
• Use the guidelines on pages 58-61 to describe the ways you and others can communicate most effectively in a diverse work environment.
• Describe the culture in a specific organisation or field and explain how you can communicate most effectively within this culture.

Cultural Diversity and Communication p. 39

1. The Nature of Culture p. 40
2. Cultural Differences in Doing Business p. 43
3. Fundamental Dimensions of Cultural Diversity p. 46
4. Co-cultural Dimensions of a Diverse Society p. 51
5. Diversity and Ethical Issues p. 56
6. Communicating across Diversity p. 58

Cultural Differences in Doing Business p. 43

• Differences in Customs and Behavior 
• Formality (first name vs. family name, greetings)
• Social customs (handshake, bow, exchanging name cards, exchange gifts)
• Styles of dress (Muslim countries, western suits vs. traditional dress)
• Time (appointment, scheduled work, punctuality, vs. oriental accent of friendship first)
• Conflict styles (harmony, not saying no, choice of words, handling disagreement)
• Gender roles (women vs. men)

Fundamental Dimensions of Cultural Diversity p. 46

• High- vs. Low-Context (read p. 47-48)
• Individualism and Collectivism
• Power Distance
• Uncertainty Avoidance
• Task vs. Social Orientation
• Short- vs. Long-Term Orientation

Co-Cultural Dimensions of a Diverse Society p. 51

• Regional Differences
• Ethnicity
• Disabilities

Communicating across Diversity p. 58

• Become Culturally Literate
• View Diversity as an Opportunity
• Avoid Ethnocentrism
• Don't Condescend
• Create Dialogue

------------------------------------------------------------

Organisational Culture and Communication p. 61

1. The Importance of Organisational Culture p. 63
2. Dimensions of Organisational Culture p. 64
3. Creating and Maintaining Organisational Cultures p. 65
4. Organisational Culture and Career Planning p. 67

The Importance of Organisational Culture p. 63

• Theory X Organisations
• Theory Y Organisations

Dimensions of Organisational Culture p. 64

• Sociability
• Power Distribution and job autonomy
• Degree of structure
• Achievement rewards
• Opportunities for growth
• Tolerance for risk and change
• Conflict tolerance
• Emotional support

Creating and Maintaining Organisational Cultures p. 65

•  Mc Donald Fast food
• Swiss Bank
• French Cosmetics
• Asian Hotel & Resort

Organisational Culture and Career Planning p. 67

• Study the Physical Setting
• Read What the Company Says about Itself
• Test How the Company Greets Strangers
• Interview Company People
• Learn How People Spend Their Time

Table 2-2 Cultural Traits Influencing Communication on the Job in the US, Japan and Mexico p. 47

Table 2-3 Cultural Values in Selected Countries p.49

Table 2-4 Co-Cultural Differences Can Lead to Misunderstandings p. 52

Table 2-5 Attitudes and Behaviors that Block or Promote Intercultural Relations p. 59

Communicating at Work (week 3)

Objectives:
1. Explain the role of communication in career success, providing examples to support your claims.
2. Apply the basic elements, the process and key principles of communication to a specific situation, showing how each one affects the outcome of the interaction.
3. Apply the concepts of ethical communication discussed here to once or more ethically challenging situations.
4. Describe how formal and informal communication networks operate in a given situation, and how you can use the most effective channels to accomplish your goals within an organisation.
5. Analyse the advantages and disadvantages or various face-to-face and electronic communication channels and choose the most appropriate and effective one for a given situation.

-------------------------------
Top Ten Qualities / Skills Employers Want
Careers in Communication
Using Communication Networks - Formal - Informal - Personal

Types of Formal Communication in Organisations - Downward - Upward - Horizontal
------------------------------
Face-to-Face and Electronic Communication Channels
Face-to-Face Communication
Teleconferencing
Telephone and Voice Mail
Written Communication
------------------------------
Communication Network Inventory

myUBISclass: Organisational Communication - Winning Presentatio...

myUBISclass: Organisational Communication - Winning Presentatio...: "References: Communicating At Work, Principles and Practices for Business and the Professions, McGraw-Hill International, 9 th Edition, ..."

Organisational Communication - Winning Presentations (week 2)

References:

Communicating At Work, Principles and Practices for Business and the Professions, McGraw-Hill International,  9^th Edition, by Ronald B. Adler and Jeanne Marquardt Elmhorst.

 

Developing and Organising the Presentation

Objectives p.324

1. Develop an effective strategy for a specific presentation based on a complete analysis of the situation
2. Identify general and specific goals for a given speaking situation
3. Construct a clear thesis based on an analysis of a specific speaking situation
4. Choose and develop an organisational plan for the body of a presentation that best suits its goal and the audience
5. Create an effective introduction and conclusion for a presentation, following the guidelines in this chapter
6. Design a presentation that contains effective transitions between the introduction and body, between points in the body, and between the body and conclusion

Analysing the Situation p.328

Analysing the Audience

Who are the key audience members?

How much do they know?

What do they want to know?

What are their personal preferences?

What size is the group?

What are the listeners’ attitudes?

Analysing Yourself as the Speaker

Your goal

Your knowledge

Your feelings about the topic

Analysing the Occasion

Facilities

Time

Context