2information sheet participating in work plce communication berhanu tadesse

Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November
21, 2017 By Information Sheet
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Trident Computer ICT Software Engineering and Business TVET Institution Tuesday
November 21, 2017 By Berhanu Tadesse Taye
Ethiopian TVET-System
BUSINESS AND FINANCE
CLERICAL Works Support
Level II
INFORMATION SHEET
Unit of Competence: Participate in Workplace Communication
Module Title: Participating in Workplace Communication
LG Code: BUF BCS2 10 0812
TTLM Code: BUF BCS2 10 0812 01
NOMINAL DURATION: 32 Hours

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Table of contain
NOMINAL DURATION: 32 Hours................... 1
Communication techniques.................................................................1
Eye Contact ..............................................................................................3
Posture......................................................................................................3
Time..........................................................................................................4
 Meetings.................................................................................................4
 Presentations and Lectures...................................................................5
 Workshops .............................................................................................5
 Conversations ........................................................................................5
In the Education Setting.............................................................................5
Manners .......................................................................................................5
In the Workplace.........................................................................................6
Online Communication..............................................................................6
Tips for discovering commonalities with your interviewer: ...............8
Documents..............................................................................................13

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Communication techniques
Communication is the key to success in the workplace. Communication occurs with vendors and
customers.
There are so many different communication techniques that it can be difficult recognizing them
if someone communicates differently than you.
No matter how you communicate, listening is one of the most important communication
techniques you can master.
Another important thing on the long list of communication techniques you need to master is your
nonverbal cues.
For example, if you’re nodding your head up and down while your wife is telling you about her
day, she’ll immediately see you as a good listener and a very supportive husband.
There are different communication techniques
Verbal Vs Non-verbal
Non-verbal
Nonverbal communication is critical to the success of any workplace. It starts from the moment
an employee applies for a job and continues through the employment of that particular employee.
Realizing the importance of nonverbal communication can promote teamwork, respect and
efficiency in any workplace.
Eye Contact
By looking someone in the eye, the speaker feels as though the message is being carried through
to the recipient. Eye contact promotes understanding and honesty.
Posture

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Slouching in the chair signifies a person who may not care about the message being sent. A
sloppy posture says that the recipient may not be paying attention or may be purposely trying to
distract the speaker.
Time
Respecting the time of other workers is also a nonverbal form of communication. For those that
attend meetings with co-workers, being on time is of utmost importance. Arriving on time shows
respect for others’ time and contributions. Employees who are continually late for meetings and
other appointments with co-workers signal that they may not respect their fellow employees’
time or jobs. For example, someone who is continually several minutes late for an 8 a.m.
production meeting shows other employees that it is okay to arrive late and that the employee
may not believe his or her time is as important as their time.
Nonverbal communication is critical to the success of any workplace. It starts from the moment
an employee applies for a job and continues through the employment of that particular employee.
Realizing the importance of nonverbal communication can promote teamwork, respect and
efficiency in any workplace
Verbal
Business professionals demonstrating effective verbal communication skills use spoken words to
convey a message clearly and concisely. To get a message across, the sender needs to ensure the
receiver correctly interprets the words. If not, confusion and conflict typically results. By
successfully delivering a message, business professionals describe ideas, thoughts and directives
that allow colleagues to work better together. Effective verbal communication begins by
acknowledging what the audience needs. By planning what he wants to say, how he wants to say
it and seeking feedback on how the message was received, a business professional ensures
successful communication.
Verbal Communication cab be
 Meetings

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 Presentations and Lectures
 Workshops
 Conversations
Personal Vs cultural factors
Individual differences
Communication skills are extremely important, because communication---whether it is verbal or
nonverbal---permeates almost every area of life. While diversity and differences can weaken and
cause issues in some areas of communication, these two components actually help to make
individual and group communication skills stronger in other ways. Use certain activities to help a
class or team understand and embrace diverse communication styles and skills.
In the Education Setting
Have children discuss the religious and cultural traditions that their families celebrate at home.
Create a chart on the blackboard that highlights the various ways in which each background is
communicating similar ideas. In a classroom with English as a Second Language students,
discuss the importance of body language and nonverbal communication for all students. Have the
students play charades or act out a scene from a play without using any words. The other
students must guess what the actors are doing.
Manners
Host a seminar or class on manners across various cultures at a local library or school. Have
group members brainstorm a list of communication behaviors that they see as appropriate. Once
the list is complete, explain (or have students from other cultures explain) which of those
behaviors is not appropriate in another culture. People in the United States often communicate

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directly, for instance, while in Asia, people employ implicitness. Show the group videos of
scenarios made awkward or confusing due to lack of understanding of one another's culture.
In the Workplace
When an adverse situation arises at work, hold meetings to discuss the issue whenever possible.
Have different team members suggest ways in which they would respond to the problems, but
also have them explain why they would respond in that manner. Doing so shows the group how
people communicate differently. Set up a meeting where the group makes rules for
communication, such as being aware of nonverbal gestures that could be offensive to people of
other cultures and speaking in clear, concise English at all times.
Online Communication
In a seminar or class on online communication, have students write a simple paragraph about
themselves. Assign each student a different type of outlet for which to write. Online forms of
communication include e-mail, blogs, wiki posts and instant messages. Have the students engage
in an open discussion about the different ways in which they convey similar facts, depending
upon which type of outlet they utilize. Present a lecture where you point out the problems
associated with using chat room lingo in professional messages.
Communication difficulties
Misunderstandings and communication problems remain one of the most common sources of
workplace strife, and interpersonal difficulties are magnified when conflicting work styles
coexist in one setting. Generational differences (baby boomers vs. GenX-ers), personal
management styles, educational background, and cultural diversity are all potential sources of
office misunderstandings.
While conflict is inevitable, it need not ruin your workday or cause unbearable stress. Try these
conflict resolution tips to make your work environment a less stressful, more productive place:

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1. Be specific in formulating your complaints. "I'm never invited to meetings" is not as
effective as "I believe I would have been able to contribute some ideas at last Thursday's
marketing meeting."
2. Resist the temptation to involve yourself in conflicts that do not directly involve you or
your responsibilities. Even if someone has clearly been wronged, allow him or her to
resolve the situation as he/she chooses.
3. Try to depersonalize conflicts. Instead of a "me versus you" mentality, visualize an "us
versus the problem" scenario. This is not only a more professional attitude, but it will also
improve productivity and is in the best interests of the company.
4. Be open and listen to another's point of view and reflect back to the person as to what
you think you heard. This important clarification skill leads to less misunderstanding,
with the other person feeling heard and understood. Before explaining your own position,
try to paraphrase and condense what the other is saying into one or two sentences. Start
with, "So you're saying that..." and see how much you really understand about your
rival's position. You may find that you're on the same wavelength but having problems
communicating your ideas.
5. Don't always involve your superiors in conflict resolution. You'll quickly make the
impression that you are unable to resolve the smallest difficulties.
6. If an extended discussion is necessary, agree first on a time and place to talk.
Confronting a co-worker who's with a client or working on a deadline is unfair and
unprofessional. Pick a time when you're both free to concentrate on the problem and its
resolution. Take it outside and away from the group of inquisitive co-workers if they're
not involved in the problem. Don't try to hold negotiations when the office gossip can
hear every word.
8. Limit your complaints to those directly involved in the workplace conflict. Character
assassination is unwarranted. Remember, you need to preserve a working relationship

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rather than a personal one, and your opinion of a co-worker’s character is generally
irrelevant. "He missed last week's deadline" is OK; "he's a total idiot" is not.
9. Know when conflict isn't just conflict. If conflict arises due to sexual, racial, or ethnic
issues, or if someone behaves inappropriately, that's not conflict, it's harassment. Take
action and discuss the problem with your supervisor or human resources department.
10. Consider a mediator if the problem gets out of control, or if the issue is too emotional to
resolve in a mutual discussion. At this step, your supervisor should be involved. You can
consider using a neutral third party mediator within your own company (human resources
if available) or hiring a professional counsellor.
11. Take home point: It's not all about you - You may think it's a personal attack, but
maybe your co-worker is just having a bad day. Take time to think BEFORE you speak
in response to an insensitive remark. It may be that saying nothing is the best response.
Techniques of interviewing and listening
To get to the motivations and working style of a potential employee, employers often turn to
behavioral interviewing, an interviewing style which consists of a series of probing, incisive
Tips for discovering commonalities with your interviewer:
 Do your research. Google every person you know you are going to meet or think you
might meet in the interview, especially senior executives. Learn what might be common
areas of interest in advance.
 Listen and pay attention
 Lead with your interests and passions. Introduce yourself and talk about yourself in the
interview matters.

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 Find common ground in the context. Where you are meeting, your
surroundings, and the purpose of your connection are all reference
points.
Listening
 Ten Commandments of Good Listening -
1. Stop talking. Obvious, but not easy.
2. Put the speaker at ease. Create a permissive, supportive climate in which
the speaker will feel free to express himself or herself.
3. Show a desire to listen. Act interested and mean it.
4. Remove distractions. External preoccupation is less likely if nothing
external is present to preoccupy you.
5. Empathize. Try to experience to some degree the feelings the speaker is
experiencing.
6. Be patient. Give the speaker time to finish; don't interrupt.
7. Hold your temper. Don't let your emotions obstruct your thoughts.
8. Go easy on argument and criticism. Suspend judgment.
9. Ask questions. If things are still unclear when a speaker has finished, ask
questions which serve to clarify the intended meanings.
10. Stop talking. In case you missed the first commandment.
[The principal barriers to effective communication are:
 noise,
 poor feedback,
 selection of inappropriate media,
 a wrong mental attitude,
 Insufficient or lack of attention to work selection,
 delay in message transmittal,
 physical separation of the sender and receiver,

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 And lack of empathy or a good relationship between the sender and receiver.
The Feedback Problem
Feedback is reaction, without it, the sender of the message cannot know whether the recipient
has received the entire message or grasped its intent.
The need for feedback should be clearly understood. Feedback is the return of a portion of the
message to the sender with new information. It regulates both the transmission and reception.
The whole process is straightforward: the sender transmits the message via the most suitable
communication media; the receiver gets the message, decodes it, and provides feedback.
The Problem of Media Selection
In any given situation the medium, or media, for communication must be selected. One medium
may work better than another. However, in many cases a combination of media may be used for
the communication process to function effectively.
The Mental Barrier
One principal barrier to effective communication is mental. It consists of noise in the mind of the
sender or receiver. Here are four examples:
The arrogance of the sender may impair the communication process. If the sender believes
he knows everything there is to know about the subject being transmitted, he expects acceptance
of his ideas or directions. If the receiver disagrees with the sender and so states, the sender will
not be attuned to the feedback or will find it a challenge to his stated position. Real
communication does not take place.

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The sender may assume the receiver will respond to his message in a logical and rational
manner. The receiver's priorities, problems, or assumptions may differ from the sender's. The
receiver's logic may even override that of the sender. In any of these instances, the sender might
judge the receiver to be incompetent or even an obstructionist. Communication will fail.
The sender may assume he is completely logical and rational - that his position is right and
must prevail. This assumption may be false and no communication takes place.
The sender may have some misconceptions, self-interests, or strong emotions about a
particular idea or approach, of which he is not aware. However, these traits may be readily
evident to the receiver, who may think the sender is hypocritical. This communication will fail,
as may all future communications between this sender and receiver.
The Problem of Word Selection
The words we use should be selected carefully. Dr. Rudolph Flesch, a specialist in words and
communication, suggests a way to break through the word barrier:
 Use familiar words in place of the unfamiliar
 Use concrete words in place of the abstract
 Use short words in place of long
 Use single words in place of several
The Time and Space Barriers
Both time and space (the physical separation between the sender and the receiver) may serve as
barriers to effective communication.
A problem may occur when you geographically separate departments or functions of an
organization. Quick eye-to-eye communication becomes difficult. The telephone may not
provide the answer. The line may be busy when the call is placed, or the person being called may
be out of the office.

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Empathy and Other Relationships
Lack of empathy can create a barrier between the sender and receiver. Empathy, as defined in the
Dictionary, is "understanding so intimate that the feelings, thoughts, and motives of one are
readily comprehended by another." You can transmit a better message if you can put yourself in
the receiver's place and analyze the message from his viewpoint.
Medium of communication
Communication medium can be divided in two different categories:
1. Physical media
2. Mechanical media
Physical media
With physical media we mean channels where the person who is talking can be seen and heard
by the audience. If a message is perceived as important to the receiver they expect to hear it live
from their manager.
 Large meetings, town hall meetings
 Department meetings (weekly meetings)
 Up close and personal (exclusive meetings)
 Video conferences
 Viral communication or word of mouth
Mechanical media

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With mechanical media we mean written or electronic channels. These channels can be used as
archives for messages or for giving the big picture and a deeper knowledge. But they can also be
very fast.
 E-mail
 Weekly letters or newsletters
 Personal letters
 Billboards
 Intranet
 Magazines or papers
 SMS
 Social media
Memorandum
A memorandum or memo is a document or other communication that helps the memory by
recording events or observations on a topic, such as may be used in a business office. The plural
form is either memoranda or memorandums.
2.2 Circular
Circular may also refer to:
Documents
 Circular note, a document request by a bank to its foreign correspondents to pay a
specified sum of money to a named person
 Flyer (pamphlet), sometimes referred to as a circular, is a notice sent out in large
quantities
 Government circular, a written statement of government policy
 Circular letter (disambiguation), multiple meanings
 List of circulars, multiple documents

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3.3 Notice
(1): warning or intimation of something: announcement
(2): the announcement of a party's intention to quit an agreement or relation at a specified time
(3): the condition of being warned or notified —usually used in the phrase on notice

2information sheet participating in work plce communication berhanu tadesse

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