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  • 1. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 FACULTY OF COMMERCE AND MANAGEMENT SCHOOL OF MANAGEMENT COURSE OUTLINE - SEMESTER, 2002 2003MGT /7203MGT Advanced Business Communication COURSE CODE: 2003MGT /7203MGT COURSE TITLE: Advanced Business Communication PROGRAMS: Bachelor of Commerce Graduate Certificate in Human Resource Management Graduate Diploma in Human Resource Management and Industrial Relations STATUS OF COURSE: Supporting course CREDIT POINT VALUE: 10 CP SEMESTER(S) OFFERED: Semesters 1 and 3 RELATED COURSES Prerequisites: Nil Co-Requisites: Nil Prior Assumed: Assumed to have completed the first year of the B.Bus or B Com degree Incompatibles: Interpersonal Skills MGT 2003/MGT7203 CROSS REGISTRATION STATUS: Unrestricted INSTRUCTION MODE: Web Dependent: This course requires attendance on campus. The use of the web to access instructional material is mandatory in this course. TIMETABLING INFORMATION*: Offered Semester 1, 2002 - Night STAFFING Course Design Team: Ms Sheryl Ramsay, Dr Ashlea Troth, and Mr Paul McCarthy Course Convenor: Mr Paul McCarthy Other Members of Teaching Team: Ms Sheryl Ramsay, Dr Ashlea Troth, and expert guest lecturers to be advised. ACKNOWLEDGEMENTS: The design of this course is based on Interpersonal Skills (MGT2003/7203) as designed by Ms Sheryl Ramsay and Dr Ashlea Troth, and Business Communication (MGT 1016) as designed by Dr Ashlea Troth and Mr Paul McCarthy.
  • 2. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 BRIEF DESCRIPTION OF COURSE: The Advanced Business Communication course extends understanding and skills beyond those developed in the first year degree program towards skills levels required for competent performance in the work environment. In extending these skills, the course treats current research and practice in the disciplines of communication and social and organisational psychology and their applications in corporate communication in greater depth than is possible in the first year course. The course provides the opportunity for participants in the degree program to develop the communication skills indicative of employability and competency, as are rated highly by employers. AIMS AND OBJECTIVES: This course aims to develop and refine participant’s interpersonal, intercultural, speaking and writing skills to levels commensurate with indicators of effective communication practice in contemporary workplaces. The objectives of the course are to develop participant’s abilities to apply current theory and practice in communication in managing interactions, making business presentations and proposals, leading meetings, interviews, and appraisals, and in personal development planning. CONTENT: The content is organised around three modules, including thirteen topics, and six workshops, that address the issues listed below. Content modules and topics/weeks Experiential workshops/self directed learning Module A: Managing Interactions Module A Workshops for Assignment 1 1. Introduction: Understanding corporate • Workshop 1 (Week 2/3) communication today Face to face communication at work - non 2. What is communication: verbals, listening and assertion communication process models • Workshop 2 (Week 4/5) 3. Non verbals, listening and assertion Managing interactions in organisations - 4. Interaction management conflict mediation, difficult people, 5. Communicating with difficult people negotiation 1st Assessment item due Week 7 Module B: Presenting, Proposing and Leading Module B Workshops for Assignment 2 6. Understanding your international • Workshop 3 (Week 6/7) business partner Culture, identity and communication 7. Smart business proposals • Workshop 4 (Week 8/9) 8. Advanced business pitch techniques Business presentations and proposals 9. Leading effective meetings 2nd assessment item due Week 11 Module C: Interviewing, Appraising, and Personal Development Planning Module C: Workshops relevant to exam 10. Effective interviews • Workshop 5 (Week 10/11) 11. Performance management Effective meeting and interviewing 12. Mediation and negotiation • Workshop 6 (Week 12/13) 13. Communication skills audit and Performance management interviewing personal development planning 3rd Assessment item: Exam in Exam Week
  • 3. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 ORGANISATION AND TEACHING METHODS: The central question addressed in the course is: “How do I understand and apply communication skills in interacting, writing and speaking in the business environment at levels commensurate with indicators of good practice?” Participants will have web and hard copy access to a Student Guide that includes a detailed description of the learning process. The learning is organised around thirteen content sessions, six two hour workshops and self-directed learning. Participants have the choice of either face-to-face learning in facilitated content sessions or accessing materials via the web and working through readings and learning activities at their own time. Activities in the 6 two hour workshops and other self-directed learning provide an essential basis for completion of assessment items The content sessions and readings provide the introduction to theory and practice that enables participant's learning to proceed through interpreting and analysing experiences in the 6 two hour workshops. Thus, the learning process is organised so that the content sessions and the workshops provide the conceptual and experiential basis of reflective, analytical, and planning activities required for completion of course assessment items. In this manner, the assessment requirements drive the learning process in content sessions, workshops and in related self-directed learning activities. ASSESSMENT: The three assessment items in the course are detailed in the table outlined below. Assessment Format Marks Length Due item 1st Assignment Structured essay 40% 2,000 words Due Week 7 2nd Assignment Business proposal 30% 1,500 words Due Week 11 Examination Short and medium-length 30% 2 hours Exam period responses to questions and case analysis The 1st Assessment item is a structured essay based on the content of Module A, "Managing Interactions", and its application in activities and self-directed learning related to Workshops 1 and 2. It requires interpretation and analysis of workshop experiences as well as planning and reflecting on the application of communication theory and practice in real-life experiences, using concepts drawn from content sessions 1-5 The 2nd Assessment item is a report-style structured business proposal based on the content of Module B, "Presenting, Proposing and Leading", and its application in activities and self-directed learning related to Workshops 3 and 4. It requires the application of communication theory and practice introduced in Topics 6-9, as rehearsed in Workshops 3 and 4, in developing a business proposal and a business pitch. The 3rd Assessment item is an exam in exam period. It will require guided preparation for short and medium length responses to questions involving analysis and planning in respect of theory and practice introduced in Module C, "Interviewing, Appraising, and Personal Development Planning", and Workshops 5 and 6. A further element of the exam will allow participants to culminate and integrate their learning throughout the course in guided preparation for the critical analysis and planning concerning business communication case material. Recycling policy Students gaining less than 50% on the 1st and 2nd Assignments may recycle to meet requirements of the marker. The maximum mark gained in recycling will be in the pass range.
  • 4. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 ASSESSMENT RATIONALE/CRITERIA: The assessment process has been designed to drive the course learning process, and blends formative and summative assessment. In completing the three assessment items, participants will learn by reflection, interpretation, critical analysis and planning in respect of outcomes of activities in the Workshops and related real-life experiences. The application of concepts and skills drawn from course content will be a key requirement of this assignment. Participants will not be judged on qualities of their various workshop learning and related real-life experiences, but rather on qualities of analytical thought, analysis, and planning in respect of those experiences. They will be asked to think critically about their own communication skills, and how concepts and skills learned in the course may be applied in the business context. Detailed marking guides outlining the basis of marking of assessment items will be available in advance of the each assessment item. In completing the 1st assessment item, participants will learn to manage interactions in the work environment through reflection, interpretation, critical analysis and planning in respect of experiences in Workshops 1 and 2, and related real-life experiences. They will be assessed on qualities of their analyses and the extent they demonstrate understanding and application of concepts and skills from the content of Module A. Participants will learn to produce a structured business proposal in completing the 2nd assignment. They will be asked to further develop and refine outcomes of Workshops 3 and 4 into a proposal that meets specified learning objectives. Participants will be assessed on the quality of their presentation and the analytical thought it expresses, as well as the extent to which they demonstrate the application of concepts and practices from the content of Module B in completing prescribed elements of the proposal. The final assignment, the exam, will require participants to complete structured interpretations, critical analyses, and planning in respect of outcomes of Workshops 5 and 6 in respect of interviewing, appraising and personal developmental planning. They will be assessed on qualities of their analyses and planning, and the extent to which they demonstrate the application of concepts and practices from Module C content in responding to exam requirements. The exam will also offer participants the opportunity to demonstrate the extent of their development of an integrated, critical understanding of the course content through its application in critical analysis and planning in respect of business communication case material. Provision will be made for guided preparation for exam responses in a manner that encourages deeper learning. GRADING CRITERIA: High Distinction (HD) Excellent performance indicating complete and comprehensive understanding of the subject matter; extremely high abilities to reflect on, critically analyse, manage and plan interpersonal, oral and written communication; exceptional demonstration of abilities to interact and write in a business context; exceptional achievement of all major and minor objectives of the course. Distinction (D) Very good level of understanding of the subject matter; demonstrates excellent abilities to reflect on, critically analyse, manage, and plan interpersonal, oral and written communication; excellent demonstration of abilities to interact and write in a business context; excellent achievement of all major objectives and minor objectives of the course. Credit (C) Good level of understanding of subject matter; demonstrates above average abilities to reflect on, critically analyse, manage and plan interpersonal, oral and written communication; high level demonstration of abilities to interact and write in a business context; above average achievement of all major objectives of the course; some minor objectives not fully achieved. Pass (P)
  • 5. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 Satisfactory performance indicating an adequate understanding of most of the basic subject matter; satisfactory demonstration of abilities to reflect on, critically analyse, manage and plan interpersonal, oral and written communication; satisfactory demonstration of abilities to interact and write in a business context; basic achievement of all major objectives of the course; failure to achieve some minor objectives. Pass Conceded (PC) – awarded at the discretion of the Assessment Board Limited performance indicating partial understanding of basic subject matter; some evidence of abilities to reflect on, critically analyse, manage and plan interpersonal, oral and written communication; partial demonstration of abilities to interact and write in a business context; achievement of most major objectives of the course; failure to achieve some minor objectives. Fail (F) Unsatisfactory performance indicating an inadequate understanding of the basic subject matter; failure to reflect on, critically analyse, manage and plan interpersonal, oral and written communication; unsatisfactory demonstration of abilities to interact and write in a business context; and failure to achieve major and minor objectives of the course. Other grades which may be awarded are: Fail, No Submission (FNS) Did not present any work for assessment, to be counted as failure Withdrawal with failure (WF) Cancelled enrolment in the course after the final date for withdrawal without failure TEXT BOOKS AND SUPPORTING MATERIALS A Resources Kit will be prepared for sale to participants. The Kit will contain all prescribed basic readings. A copy will be included in the Library Reserve. Optional text: DeVito, J.A. (2001) The interpersonal communication book (9th Ed.). Sydney: Longman. Participants may choose to use this as a text that is optional to the Resources Kit. In this case they will need to access additional basic readings included in the Resources Kit. It is also possible participants may organise to share the Resources Kit and DeVito. Recommended Readings The following list is further recommended reading only. While it is not essential to passing this course some reference to this material could enhance your understanding of interpersonal communication. Appropriate reference to relevant readings could also contribute to your performance in assessment items. Other suitable references are found in the HM131/2, HM251, HF5548, HD58, BF637 sections of the university library. The following journals may also be of use: Human Communication Research, Journal of Personality and Social Relationships, Management Communication Quarterly, Human Relations, Journal of Language and Social Psychology, Journal of International and Intercultural Relations, Journal of Occupational and Organizational Psychology, The International Journal of Conflict Management, and The Australian Journal of Communication. Adler, R.B., Rosenfeld, L.B., & Towne, N. (1995) Interplay: The process of interpersonal communication. Fort Worth: Harcourt Brace College Publishers, 184-223. Chapter 6: Nonverbal communication. Allen, M. (2001) Smart Thinking: Skills for Critical Understanding and Writing. Melbourne: Oxford University Press. Allen, M.W., Gotcher, J.M. & Seibert, J.H. (1993) A decade of organizational communication research: Journal articles 1980-1991. In S.A. Deetz (Ed.), Communication yearbook 16 (pp. 252-330). Newbury Park: Sage.
  • 6. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 Anderson, P. (1998) Technical writing: a reader-centred approach (4th Ed.). New York: Harcourt Brace Jovanovich. Armstrong, F & Pearson, J. (Eds) (2000) Well Tuned Women: Growing Strong Through Voicework. London: the Women's Press. Beck, C. (1999) Managerial Communication: Bridging Theory and Practice. New Jersey: Prentice Hall. Bolton, R. (1987) People Skills. Brookvale, NSW: Simon & Schuster. Bovee, C., & Thill, J. (2000) Business Communication Today. London: Prentice Hall. Bramson, R. (1995) Coping with difficult bosses: Dealing effectively with bullies, schemers, stallers and know-alls. St Leonards: Allen & Unwin. Brinkman, R., & Kirschner, R. (1994) Dealing With People You Can't Stand: How to Bring Out the Best in People at People at their Worst. Sydney: McGraw-Hill. Bryan, A.E., & Gallois, C. (1992) Rules about assertion in the workplace: Effects of status and message type. Australian Journal of Psychology, 44, 51-59. Burgoon, J.K., Buller, D.B., & Woodall, W.G. (1996) Nonverbal communication. The unspoken dialogue. New York: McGraw-Hill Companies, 297-337. Chapter 11: Defining and managing relationships. Canary, D.J., & Spitzberg, B.H. (1990) Attribution biases and associations between conflict strategies and competence outcomes. Communication Monographs, 57, 139-151. Caputo, J.S., Hazel, H.C., & McMahon, C. (1994) Interpersonal communication: Competency through critical thinking. Needham Heights, MA: Allyn and Bacon. Caputo, J.S., Hazel, H.C., & McMahon, C. (1994) Interpersonal communication: Competency through critical thinking. Needham Heights, MA: Allyn and Bacon. Cleese, J. Meetings Bloody Meetings. London: Video Arts. (Video) Cleese, J. Moore Bloody Meetings. London: Video Arts. (Video) Daniels, T.D., & Spiker, B.K. (1991) Perspectives on organizational communication. Dubuque, IA: Wm.C.Brown Publishers. Downing, J. (1995) Finding Your Voice: Reclaiming Personal Power Through Communication. St Leonards: Allen & Unwin Egan, G. (1990) The skilled helper: A systematic approach to effective helping. CA: Brooks/ Cole. Eisenberg, E.M., & Goodall, H.L.Jr. (1993) Organizational communication: Balancing creativity and constraint. New York: St. Martin’s Press, 326-341. Forsyth, D.R. (1990) Group dynamics. (2nd ed). Pacific Grove, CA: Brooks /Cole. Furnham, A. (1997) The psychology of behaviour at work: The individual in the organization. East Sussex: Psychology Press. Galvin, K.M., & Cooper, P. (2000) Making connections: Readings in relational communication. Los Angeles: Roxbury Publishing Co. Goldhaber, G.M. (1990) Organizational communication (5th edition). Dubuque, IA: Wm. C. Brown Publishers. Gudyknust, W.B. & Kim. Y.Y. (1997). Communicating with strangers. An approach to intercultural communication (3rd ed.). Boston: McGraw-Hill. Gudykunst,W.B, Ting-Toomey, S., Sudweeks, S.W.,& Stewart, L.P. (1995) Building bridges. Interpersonal skills for a changing world. Boston; Houghton Mifflin Company. Chapter 1: The nature of interpersonal communication. Haas, J.W. & Arnold, C.L. (1995) ‘An examination of the role of listening in judgments of communication competence in co-workers’. The Journal of Business Communication, 32(2), 123-139.
  • 7. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 Hargie, O. (1997) The handbook of communication skills. London: Routledge. Hargie, O., Saunders, C., & Dickson, D. (1994) Social skills in interpersonal communication. (Third edition). London: Routledge. Harris, T.E. (1993) Applied organizational communication: Perspectives, priniciples and pragmatics. Hillsdale: Lawrence Erlbaum Associates, Inc. Hatcher, C & McCarthy, P. (1998) Speaking Strategically: Planning an effective speech. Brisbane, QLD: QUT. (CD) Johnson, D.W., & Johnson, F.P. (1994) Joining together. Englewood Cliffs, NJ: Prentice-Hall. Kaye, M. (1994) Communication management. Sydney: Prentice Hall of Australia. Knapp, M.L., & Vangelisti, A.L. (1996) Interpersonal communication and human relationships. Boston: Allyn and Bacon. Lewis, G., & Slade, C. (1994) Critical communication. Sydney: Prentice-Hall Australia Pty. Ltd., 97-119. Chapter 5: ‘Interpersonal communication’. Locker, K. (2000) Business and Administrative Communication. Sydney: McGraw-Hill. Mapstone, E. (1998) War of Words: Men and Women Arguing. Sydney: Random House. McCarthy, P., & Hatcher, C (1996) Speaking Persuasively: Making the most of your presentations. St Leonards, NSW: Allen & Unwin. Moore, D., & McDonald, J. (2000) Transforming Conflict: in workplaces and other communities. Sydney: Transformative Justice Australia. Morgan, G. (1998) Creating social reality (chapter 5). Images of organisation. Thousand Oaks: Sage. Munter, M. (2000) Guide to Managerial Communication: Effective Business Writing and Speaking. London: Prentice Hall. Myers, G.E., & Myers, M.T. (1992) The dynamics of interpersonal communication: A laboratory approach. (6th edition). New York: McGraw-Hill, 267-301. Chapter 11: ‘Managing interpersonal tensions’. Newton D.A., & Burgoon, J.K. (1990) The use and consequences of verbal influence strategies during interpersonal disagreements. Human Communication Research, 16, 477-518. Pearson, J.C., & Spitzberg, B.H. (1990) Interpersonal communication: Concepts, components, and contexts. (2nd edition). Dubuque, IA: W.C.Brown Publishers, 260-286. Chapter 11: ‘Conversational coordination’. Penrose, J., Rasberry, r., & Myers, R. ( 2001) Advanced Business Communication. (4th Ed.). United States: Southwestern Publishing, Thompson Learning. Putnis, P & Petlin, R. (1999) Professional Communication: Principles and applications. Sydney: Prentice Hall. Rahim, M.A. (Ed.) (1990) Theory and research in conflict management. New York; Praeger. Rakos, R.F. (1991) Assertive behaviour: Theory, research and training. London: Routledge. Ramsay, S. Social rules and attributions in the selection interview. Journal of Occupational and Organizational Psychology, 70, 189-203. Rodenberg, P. (1994) A Voice of Your Own. Bring Out the Best in Your Voice: How to Speak so that People Want to Listen". Norwich: Vanguard Productions. (Video) Rogers, E.M., & Allbritton, M.M. (1995) Interactive communication technologies in business organisations. The Journal of Business Communication, 32, 177-195. Schein, E. (1993) On dialogue, culture, and organizational learning. Organizational Dynamics, 22 (2), 40-51. Simmons, A. (1998) Territorial Games: Understanding & Ending Turf Wars at Work. New York: American Management Association.
  • 8. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 Spitzberg, B.H. (1993) The dialectics of (in)competence. Journal of Social and Interpersonal Relationships, 10, 137-158. Tannen, D. (1994) Talking from 9 to 5: How women’s and men’s conversational styles affect who gets heard, who gets credit, and what work gets done. New York; William Morrow and Company, Inc. Van der Molen, H., & Kluytmans, F. (1997) The appraisal interview and the performance evaluation interview. In O. Hargie (Ed.). The handbook of communication skills (pp.430-450). London: Routledge Wertheim, E., Love A., Peck, C., & Littlefield, L. (1998) Skills for Resolving Conflict. Emerald, Victoria: Eruditions Publishing. Whitaker, L. & Austin, E. (2001) The Good Girl's Guide to Negotiating: How to Negotiate Effectively without Being A Bitch. Sydney: Random House. Windschuttle, K., & Elliott, E. (1999) Writing, Researching, Communicating: Communication Skills for the Information Age. Roseville: McGraw- Hill. ADMINISTRATION: Course Evaluation This course will be evaluated through surveys run by the School in accordance with University and Faculty policy. Submission of Assignments Assignments should be submitted according to the Course Convenor’s instructions by the due date. All students should keep a copy of their assignment until it is marked and returned to them. Assignments should be kept until a final grade is awarded. Extensions Extensions may be obtained by consulting the course Convenor. Requests for extensions are usually made in writing, and accompanied by appropriate documentation to support the case for the extension. Late Submission of Assignments Requests for an extension of time for submission of an assessment item must be lodged before the due date for the assessment item. Requests received on or after the due date will only be considered in exceptional circumstances. Extension requests must be made in writing to the Course Convenor, and be accompanied by appropriate supporting documentation. Where an extension has not been granted, an assessment item submitted after the due date will be penalised as follows: the mark awarded to the item will be reduced by 5% of the maximum possible mark for each day that the assessment item is late. Each weekend (from Saturday and Sunday) will count as one day. Plagiarism / Academic Misconduct Students must conduct their studies at the University honestly, ethically and in accordance with accepted standards of academic conduct. Any form of academic conduct which is contrary to these standards is academic misconduct for which the University may penalise a student. Specifically it is academic misconduct for a student to:
  • 9. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002  present copied, falsified or improperly obtained data as if it were the result of laboratory work, field trips or other investigatory work;  include in the student's individual work material which is the result of significant assistance from another person if that assistance was unacceptable according to the instructions or guidelines for that work;  assist another student in the presentation of that student's individual work in a way that is unacceptable according to the instructions or guidelines for that work;  cheat; (Cheating is dishonest conduct in assessment);  plagiarise; (Plagiarism is knowingly presenting the work or property of another person as if it were one's own.) On determination that academic misconduct has taken place, the penalty which may be imposed on the student is one or more of the following: a. a reduced or nil result for the assessment item affected by the academic misconduct; b. a fail grade for the course in which academic misconduct occurred; c. exclusion from enrolment in the program for a specified period; d. exclusion from the program; readmission to the program is at the discretion of the Faculty based on consideration of the student's case for readmission. Where a student has been found guilty of academic misconduct on more than one occasion and has previously been penalised as set out in above a. - c., the penalty shall normally be exclusion from the program as set out in d., unless in the opinion of the relevant Assessment Board there are mitigating circumstances. Academic Committee Resolution 2/2000 Further Information Students are advised to consult the Griffith University Enrolment Guide for further information on the University’s administration of assessment. Learning Assistance Unit The Learning Assistance Unit (LAU) provides free learning assistance services to Griffith University students. This includes help with writing assignments, developing effective writing strategies, critical thinking, exam preparation, and much more. To find out more about the range of resources and study skills programs visit the website at http://www.gu.edu.au/ins/lils/lau/home.html or call in to the offices.
  • 10. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 Alternatively you can e-mail at lau@mailbox.gu.edu.au or phone a friendly learning adviser on any of the numbers listed on the web site.
  • 11. 2003/7203MGT Advanced Business Communication School of Management 190/01/MGT Semester 1, 2002 APPENDIX ONE 2003/7203MGT Advanced Business Communication Semester 1,2002 RESOURCE DOCUMENT. Is the course manageable within existing resources? Yes COURSE APPROVAL The course outline must be reviewed each semester. The resource implications of any changes should be considered and detailed in the above documentation. The course has been reviewed , and all changes have been indicated. _____________________Course Convenor date The changes to the course outline, and the resource documentation are approved / not approved _____________________Head of School date The changes to the course outline, and the resource documentation are approved / not approved _____________________Program Convenor date The changes to the course outline, and the resource documentation are approved / not approved _____________________ Dean, CAM date