Related literature

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Related literature
በስራ አካባቢ የሚከሰቱ ግጭቶች መንስኤዎች እና
መፍትሄ ሀሳብ ማሳያ ስልት በተግባራዊ ጥናትና
ምርምር
Conflicts occur in the workplace causes and solutions
to the display method Action research/
Practical Action Research on Work Place Conflict and
Strategy to solve the problem
Berhanu Tadesse Taye
ብርሃኑ ታደሰ ታዩ
በጉለሌ ክፍለ ከተማ የቴክኒከና ሙያ ትምህርትና ስልጠና ጽ/ቤት የተቋማት
ጥራት ማረጋገጥ ዋና የስራ ሂደት የተቋማት ጥራት ኦዲት ባለሙያ የተዘጋጀ
መጠይቅ
Jun 2017

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Table of Contents
1. Communication techniques..................................................................................................... 1
1.1. Verbal Vs Non-verbal ...................................................................................................... 1
1.1.1 Non-verbal ................................................................................................................ 1
1.1.2 Eye Contact............................................................................................................... 2
1.1.3 Posture....................................................................................................................... 2
1.1.4 Time.......................................................................................................................... 2
1.1.5 Verbal........................................................................................................................ 3
 Meetings............................................................................................................................... 3
 Presentations and Lectures................................................................................................... 3
 Workshops ........................................................................................................................... 3
 Conversations....................................................................................................................... 3
1.2 Personal Vs cultural factors.............................................................................................. 4
1.2.1 Individual differences ............................................................................................... 4
2. In the Education Setting....................................................................................................... 4
2.1 Manners............................................................................................................................ 5
2.1.1 In the Workplace....................................................................................................... 5
2.1.2 Online Communication............................................................................................. 6
2.2 Communication difficulties.............................................................................................. 6
2.3 Techniques of interviewing and listening ........................................................................ 9
2.4 Tips for discovering commonalities with your interviewer: ............................................ 9
2.4.1 Listening ................................................................................................................. 10
2.4.2 The Feedback Problem ........................................................................................... 11
2.4.3 The Problem of Media Selection ............................................................................ 12
2.4.4 The Mental Barrier.................................................................................................. 12

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2.4.5 The Problem of Word Selection ............................................................................. 13
2.4.6 The Time and Space Barriers.................................................................................. 14
2.4.7 Empathy and Other Relationships .......................................................................... 14
3 Medium of communication................................................................................................... 14
3.1 Physical media................................................................................................................ 15
3.2 Mechanical media .......................................................................................................... 15
3.2.1 Memorandum.......................................................................................................... 16
3.2.2 Circular ................................................................................................................... 16
3.3 Documents...................................................................................................................... 16
3.3.1 Notice...................................................................................................................... 16
4 Working with team environment .......................................................................................... 17
4.1 What is teamwork?......................................................................................................... 17
4.2 Why we Interest in Teamwork? ..................................................................................... 17
4.3 What is a team role?....................................................................................................... 18
4.3.1 Team role model (Belbin's Model) ......................................................................... 18
Action Oriented Roles........................................................................................................... 19
Thought Oriented Roles........................................................................................................ 19
4.3.2 Action Oriented Roles: ........................................................................................... 19
4.3.3 Completer-Finisher (CF)......................................................................................... 20
4.4 People Oriented Roles:................................................................................................... 20
1. Thought Oriented Roles: ............................................................................................ 22
4.4.1 Role and objective of team ..................................................................................... 23
1. To solve problems in unconventional ways.............................................................................. 23
2. To provide a logical eye, make neutral judgments where required and to weigh up the team’s
options in a dispassionate way...................................................................................................... 23

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3. To draw out team members and delegate work appropriately.................................................. 23
4.4.2 Individual role and responsibilities within the team............................................... 24
1. Members work interdependently and work towards both personal and team goals, and they
understand these goals are accomplished best by mutual support................................................ 24
2. Members should feel a sense of ownership towards their role in the team. ......................... 24
3. Members should work together and use their talent and experience to contribute to the
success of the team's objectives.................................................................................................... 24
4. Members base their success on trust and encourage all members to express their opinions,
varying views, and questions........................................................................................................ 25
5. Members make effort to be honest, respectful, and listen to every person's point of view.. 25
6. Members should offer their skill, knowledge, and in turn each member is able contribute to
the team success............................................................................................................................ 25
7. Members participate equally in decision-making, but each member understands that the
leader might need to make the final decision if the team cannot come to a consensus agreement.
25
4.4.3 Team structure ........................................................................................................ 25
Teams work best when there is a balance of primary roles and when team members know their
roles, work to their strengths and actively manage weaknesses. .................................................. 25
To achieve the best balance, there should be:............................................................................... 25
 One Co-coordinator .............................................................................................................. 25
 A Plant to stimulate ideas ..................................................................................................... 25
 A Monitor/evaluator to maintain honesty and clarity........................................................... 25
 One or more Implementer, Team worker, Resource investigator or Completer/finisher ..... 25
4.4.4 Questions to individuals in a team.......................................................................... 25
 What team role am I playing at work?.................................................................................. 26
 What contribution am I making to the team?........................................................................ 26

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 Does your team role match your personality preferences or stretch you?............................ 26
 Do I have a clear understanding of what is expected of me? Do I know my boundaries? ... 26
 Do the people around me understand my role? Do they understand the relationship between
my role and theirs?........................................................................................................................ 26
 Does each member of my team clearly understand their roles and responsibilities? ........... 26
4.4.5 The following are some of the points that a team must full fill.............................. 26
 The team must have a clear goal. Team goals should call for a specific performance
objective, expressed so concisely that everyone knows when the objective has been met. ......... 26
 The team must have a results-driven structure. The team should be allowed to operate in
a manner that produces results...................................................................................................... 26
 The team must have competent team members. In the education setting this can be taken
to mean that the problem given to the team should be one that the members can tackle given their
level of knowledge........................................................................................................................ 26
 The team must have unified commitment. This doesn't mean that team members must
agree on everything. It means that all individuals must be directing their efforts towards the goal
27
 The team must have a collaborative climate. It is a climate of trust produced by honest,
open, consistent and respectful behaviour. With this climate teams perform well...without it, they
fail. 27
 The team must have high standards that are understood by all. Team members must
know what is expected of them individually and collectively...................................................... 27
 The team must receive external support and encouragement. Encouragement and
admire works just as well in motivating teams as it does with individuals. ................................. 27
 The team must have principled leadership. Teams usually need someone to lead the
effort. Team members must know that the team leader has the position because they have good
leadership skills and are working for the good of the team. ......................................................... 27
4.5 Team report .................................................................................................................... 27

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4.5.1 Working with Team environment Tips................................................................... 29
 Form teams to solve real work issues and to improve real work processes. Provide
training in systematic methods so the team uses its energy on the project................................... 29
 Hold department meetings to review projects and progress, to obtain broad input, and to
coordinate shared work processes. If team members are not getting along examine the work
processes they mutually own. ....................................................................................................... 29
 Build fun and shared occasions into the organization’s agenda. Hold pot luck lunches;
take the team to a sporting event. Sponsor dinners at a local restaurant. Sponsor sports teams and
encourage team fans...................................................................................................................... 29
 Use ice breakers and teamwork exercises at meetings. Enables team workers to laugh
together and get to know each other. ............................................................................................ 30
 Celebrate team successes publicly. Example Buy everyone the same T-shirt or hat. Put
team member names in a drawing for company merchandise and gift certificates...................... 30
4.6 Legislation...................................................................................................................... 30
4.6.1 Company legislation ............................................................................................... 30
a) a list of tasks......................................................................................................................... 31
4.6.2 Work team communication..................................................................................... 32
4.7 Communication:............................................................................................................. 32
4.7.1 Teamwork goals, vision and mission...................................................................... 33
Teamwork is a work performed by a team towards a common goal........................................... 33
Teamwork goal: A job description need not be limited to explaining the current situation, or
work that is currently expected; it may also set out goals for what might be achieved in future. 33
4.7.2 The need of communication.................................................................................... 33
- To discuss problems.............................................................................................................. 33
- To get help ............................................................................................................................ 33
- To assist customers ............................................................................................................... 33

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- To receive or pass on information and instructions.............................................................. 33
4.7.3 Principles of constructive feedback ........................................................................ 33
 Prepare carefully for any formal feedback session regardless of whether you are the
recipient or the provider of the feedback. ..................................................................................... 33
 Think about the content of the information you are going to provide during the feedback
session. It should be specific and to the point............................................................................... 34
 The feedback should focus on the issue, not the person. Consider the timing of your
feedback session............................................................................................................................ 34
 Plan it so that you both have an opportunity to benefit from the experience ....................... 34
4.7.4 Steps to team work communication........................................................................ 34
1. Define the team task............................................................................................................ 34
The first order of business is to agree on the group's goal. This will sometimes be a fully
developed statement of the team's charge, but it can also be a simple sentence that defines the
project ........................................................................................................................................... 34
2. Define the membership....................................................................................................... 34
3. Determine Primary Roles................................................................................................... 34
4. Developing Team Cohesion................................................................................................... 35
4.8 Ethical Dimension.......................................................................................................... 35
4.8.1 Resolve Conflicts within team................................................................................ 35
The point of using good team communication skills is to prevent conflict from getting in the way
of success. ..................................................................................................................................... 35
4.8.2 Team Meeting......................................................................................................... 35
4.8.3 How to conduct meeting......................................................................................... 36
1. Purpose.................................................................................................................................. 36
2. Date, time, and place............................................................................................................. 36
3. Name of facilitator and recorders ......................................................................................... 36

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4. Attendee’s name.................................................................................................................... 36
4.8.4 Ways for an Effective Team Meeting..................................................................... 36
1. Make an Agenda ....................................................................................................................... 36
 During a team meeting, begin by stating the agenda............................................................ 36
 An agenda is an outline of all the points or topics that need to be discussed in the given
amount of time.............................................................................................................................. 36
 Agenda can be plain solicitation of ideas to resolution of conflicts to presentation of updates
to brainstorming............................................................................................................................ 36
2. Be Time Sensitive..................................................................................................................... 36
3. Assign Someone to Take Notes ................................................................................................ 36
4. Listen to the Team .................................................................................................................... 37
5. Assign Tasks and Responsibilities............................................................................................ 37
6. Ask Feedback............................................................................................................................ 37
7. Determine Frequency of Meeting............................................................................................. 37
Managers don’t need to organize team meetings to get updates from their team......................... 38
4.8.5 Planning a meeting.................................................................................................. 38
4.8.6 Conducting the meeting.......................................................................................... 38
4.8.7 Steps on How to Conduct Effective Meetings........................................................ 39
4.8.8 Follow up the meeting Minutes .............................................................................. 40

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1.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
1.1. Verbal Vs Non-verbal
1.1.1 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

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importance of nonverbal communication can promote teamwork, respect
and efficiency in any workplace.
1.1.2 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.
1.1.3 Posture
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.
1.1.4 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.

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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.
1.1.5 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.
1.1.5.1 Verbal Communication can be
 Meetings
 Presentations and Lectures
 Workshops
 Conversations

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1.2 Personal Vs cultural factors
1.2.1 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.
2.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

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out a scene from a play without using any words. The other students
must guess what the actors are doing.
2.1 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 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.
2.1.1 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.

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2.1.2 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.
2.2 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.

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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 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, its harassment. Take action and
discuss the problem with your supervisor or human resources
department.

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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.
2.3 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
2.4 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.

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 Listen and pay attention
 Lead with your interests and passions. Introduce yourself and
talk about yourself in the interview matters.
 Find common ground in the context. Where you
are meeting, your surroundings, and the purpose of
your connection are all reference points.
2.4.1 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.

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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,
 And lack of empathy or a good relationship between the sender
and receiver.
2.4.2 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.

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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.
2.4.3 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.
2.4.4 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.

13
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.
2.4.5 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

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 Use single words in place of several
2.4.6 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.
2.4.7 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.
3 Medium of communication
Communication medium can be divided in two different categories:
1. Physical media

15
2. Mechanical media
3.1 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
3.2 Mechanical media
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

16
 Magazines or papers
 SMS
 Social media
3.2.1 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.
3.2.2 Circular
Circular may also refer to:
3.3 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
3.3.1 Notice

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(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
4 Working with team environment
4.1 What is teamwork?
Teamwork is defined as "a joint action by a group of people, in which
each person subordinates his or her individual interests and opinions to
the unity and efficiency of the group." This does not mean that the
individual is no longer important; however, it does mean that effective
and efficient teamwork goes beyond individual accomplishments. The
most effective teamwork is produced when all the individuals involved
harmonize their contributions and work towards a common goal.
4.2 Why we Interest in Teamwork?
The most important element of team work is share information.
Teamwork has become an important part of the working culture and
many businesses now look at teamwork skills when evaluating a person
for employment. Most companies realize that teamwork is important
because either the product is sufficiently complex that it requires a team
with multiple skills to produce, and/or a better product will result when

18
a team approach is taken. Therefore, it is important that work in a team
environment
4.3 What is a team role?
A team role is a tendency to perform, contribute and interrelate with
others in a particular way. Team role shows the different types of
contribution that is make to the team.
Team role: describe your "soft product" contribution to team
discussions and interactions. For example, when a team meets to
resolve a team problem, each team member contributes a different type
of perspective to the discussion, and tries to achieve a different effect.
One person may want to clarify the problem being discussed; another
may suggest ideas for resolution; a third may try to analyse the situation
and produce an explanation of how the problem came about.
4.3.1 Team role model (Belbin's Model)
Belbin identified nine team roles and he categorized those roles into
three groups: Action Oriented, People Oriented, and Thought Oriented.
Each team role is associated with typical behavioral and interpersonal
strengths.
Table 1 the nine team roles are:
Shaper Challenges the team

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Action Oriented
Roles
to improve.
Implementer Puts ideas into action.
Completer Finisher
Ensures thorough,
timely completion.
People Oriented
Roles
Coordinator Acts as a chairperson.
Team Worker
Encourages
cooperation.
Resource Investigator
Explores outside
opportunities.
Thought
Oriented Roles
Plant
Presents new ideas
and approaches.
Monitor-Evaluator Analyzes the options.
Specialist
Provides specialized
skills.
4.3.2 Action Oriented Roles:
i. Shaper: Shapers are people who challenge the team to
improve. They are dynamic and usually demonstrative people
who enjoy stimulating others, questioning norms, and finding
the best approaches for solving problems.
ii. Implementer (IMP)
 Implementers are the people who get things done.

20
 They turn the team's ideas and concepts into practical actions and
plans.
4.3.3 Completer-Finisher (CF)
 Completer-Finishers are the people who see that projects are
completed thoroughly.
 They ensure there have been no errors or omissions and they pay
attention to the smallest of details.
 They are very concerned with deadlines and will push the team to
make sure the job is completed on time.
 They are described as perfectionists who are orderly, careful, and
concerned.
4.4 People Oriented Roles:
iii. Coordinator (CO)
 Coordinators are the ones who take on the traditional team-leader
role and have also been referred to as the chairmen.
 They guide the team to what they perceive are the objectives.
 They are often excellent listeners and they are naturally able to
recognize the value that each team members brings to the table.
 They are calm and good-natured and delegate tasks very
effectively.

21
 Their potential weaknesses are that they may delegate away too
much personal responsibility, and may tend to be manipulative.
iv. Team Worker (TW)
 Team Workers are the people who provide support and make sure
that people within the team are working together effectively.
 These people fill the role of negotiators within the team and they
are flexible, diplomatic, and perceptive.
 These tend to be popular people who are very capable in their own
right, but who prioritize team consistency and helping people
getting along.
 Their weaknesses may be a tendency to be unsure, and to maintain
uncommitted positions during discussions and decision-making.
v. Resource Investigator (RI)
 Resource Investigators are innovative and curious.
 They explore available options, develop contacts, and negotiate for
resources on behalf of the team.
 They are enthusiastic team members, who identify and work with
external stakeholders to help the team accomplish its objective.
 They are outgoing and are often demonstrative, meaning that
others are often interested to them and their ideas.

22
 On the downside, they may lose enthusiasm quickly, and are often
overly positive.
1. Thought Oriented Roles:
vi. Plant (PL)
 The Plant is the creative innovator who comes up with new ideas
and approaches.
 They succeed on admire but criticism is especially hard for them to
deal with.
 Plants are often introverted and prefer to work apart from the team.
Because their ideas are so novel, they can be impractical at times.
 They may also be poor communicators and can tend to ignore
given parameters and constraints.
vii. Monitor-Evaluator (ME)
 Monitor-Evaluators are best at analyzing and evaluating ideas that
other people (often Plants) come up with.
 These people are sharp and objective and they carefully weigh the
pros and cons of all the options before coming to a decision.
 Monitor-Evaluators are critical thinkers and very strategic in their
approach.
 They are often perceived as detached or unemotional.

23
 Sometimes they are poor motivators who react to events rather
than initiating them
viii. Specialist (SP)
 Specialists are people who have specialized knowledge that is
needed to get the job done.
 They pride themselves on their skills and abilities, and they work
to maintain their professional status.
 Their job within the team is to be an expert in the area, and they
commit themselves fully to their field of expertise.
 This may limit their contribution, and lead to a worry with
technicalities at the expense of the bigger picture.
4.4.1 Role and objective of team
1. To solve problems in unconventional ways
2. To provide a logical eye, make neutral judgments where
required and to weigh up the team’s options in a dispassionate way.
3. To draw out team members and delegate work appropriately.

24
When the team was at risk of becoming isolated and inwardly-
focused, Resource Investigators provided inside knowledge on the
opposition and make sure that the team’s idea will carry to the world
outside the team.
Implementers plan a practical, workable strategy and carry it out as
efficiently as possible.
Completer Finishers check errors, subjecting it to the highest
standards of quality control.
Team workers help the team to identify the work required and
complete it on behalf of the team.
4.4.2 Individual role and responsibilities within the team
1. Members work interdependently and work towards both personal
and team goals, and they understand these goals are accomplished
best by mutual support.
2. Members should feel a sense of ownership towards their role in
the team.
3. Members should work together and use their talent and experience
to contribute to the success of the team's objectives.

25
4. Members base their success on trust and encourage all members to
express their opinions, varying views, and questions.
5. Members make effort to be honest, respectful, and listen to every
person's point of view.
6. Members should offer their skill, knowledge, and in turn each
member is able contribute to the team success.
7. Members participate equally in decision-making, but each
member understands that the leader might need to make the final
decision if the team cannot come to a consensus agreement.
4.4.3 Team structure
Teams work best when there is a balance of primary roles and when
team members know their roles, work to their strengths and actively
manage weaknesses.
To achieve the best balance, there should be:
 One Co-coordinator
 A Plant to stimulate ideas
 A Monitor/evaluator to maintain honesty and clarity
 One or more Implementer, Team worker, Resource investigator
or Completer/finisher
4.4.4 Questions to individuals in a team

26
 What team role am I playing at work?
 What contribution am I making to the team?
 Does your team role match your personality preferences or
stretch you?
 Do I have a clear understanding of what is expected of me? Do I
know my boundaries?
 Do the people around me understand my role? Do they
understand the relationship between my role and theirs?
 Does each member of my team clearly understand their roles
and responsibilities?
4.4.5 The following are some of the points that a team must full fill
 The team must have a clear goal. Team goals should call for a
specific performance objective, expressed so concisely that
everyone knows when the objective has been met.
 The team must have a results-driven structure. The team
should be allowed to operate in a manner that produces results
 The team must have competent team members. In the
education setting this can be taken to mean that the problem given
to the team should be one that the members can tackle given their
level of knowledge.

27
 The team must have unified commitment. This doesn't mean
that team members must agree on everything. It means that all
individuals must be directing their efforts towards the goal
 The team must have a collaborative climate. It is a climate of
trust produced by honest, open, consistent and respectful
behaviour. With this climate teams perform well...without it, they
fail.
 The team must have high standards that are understood by
all. Team members must know what is expected of them
individually and collectively.
 The team must receive external support and encouragement.
Encouragement and admire works just as well in motivating teams
as it does with individuals.
 The team must have principled leadership. Teams usually need
someone to lead the effort. Team members must know that the
team leader has the position because they have good leadership
skills and are working for the good of the team.
4.5 Team report
The team manager is required to submit a weekly progress report for the
team. Follow the same general writing guidelines

28
1. Name:[ Manager Name and Date Submitted: ]
Put team manager/coordinator name and the submission date at the
top.
2. Team Accomplishments:
Summarize what the team accomplished in the last week.
3. Unfinished Tasks:
List things you were supposed to have finished but didn't.
4. Schedule Revisions:
Describe any changes that have been made to your teamwork
Project Schedule.
5. Group Problems:
Describe any difficulties your team is experiencing, whether
technical, personal, or interpersonal. Describe any ideas or plans
you have for addressing these problems.
6. Late Status Reports:

29
List any team members who did not submit their individual status
report on time.
7. Submission:
Submit the progress report to the concerned body via email or any
means of transmission by the due date stated in the Project Plan.
- Use as a subject line: Progress Report: team name
- In a separate message, forward all the individual status reports
(including your own).
- Use as a subject line: Status Reports: team name
4.5.1 Working with Team environment Tips
 Form teams to solve real work issues and to improve real work
processes. Provide training in systematic methods so the team uses
its energy on the project.
 Hold department meetings to review projects and progress, to
obtain broad input, and to coordinate shared work processes. If
team members are not getting along examine the work processes
they mutually own.
 Build fun and shared occasions into the organization’s agenda.
Hold pot luck lunches; take the team to a sporting event. Sponsor

30
dinners at a local restaurant. Sponsor sports teams and encourage
team fans.
 Use ice breakers and teamwork exercises at meetings. Enables
team workers to laugh together and get to know each other.
 Celebrate team successes publicly. Example Buy everyone the
same T-shirt or hat. Put team member names in a drawing for
company merchandise and gift certificates.
4.6 Legislation
--------------------------------------------------------------------------------------
-----------------------------
Legislation is defined as the processor act of making law or a set of
laws by the Legislative Body (Governing Body) in a country.
Legislation is usually available in print or electronic formats and one
can get their copy from any specified Government Information centres
or Agencies as well as from Government Websites. The various areas in
which there is a need of Legislation are Business, crimes, Contracts,
Stamp Duties, Health and Safety, Industrial Relations, Taxation and
many more.
4.6.1 Company legislation
 Legislation is always given a Specific Name and mainly consists
of collection of various written principles (in the form of Chapters

31
or Parts or Divisions or Subdivisions or Schedules) for guiding the
behavior of an individual or an organization in the society.
 In Legislation it is accepted that the words are used giving the
ordinary, natural and widely accepted meanings except in
technical areas.
Before any task begins, be sure the team knows exactly what it
needs to do the task. Two basic questions need to be answered:
What are the steps of accomplishing this particular task, and what
are the resources required to accomplish the task the team's task is
being further redefined at the level of operational detail.
In practical terms, that means to translate your group's assignment into a
specific work plan. The complexity of a work plan will depend on the
complexity of the project, but they all include a few key elements:
a) a list of tasks
A "task" is a thing that can be done by one person in one work
session. A task is something like "make a phone call" or "decide
the colour of tablecloths". A task is NOT a major responsibility or
a series of tasks that make up a larger goal.
b) A project calendar

32
A calendar must be created that includes all the dates by which the
tasks must be completed.
c) The assignment of resources
Once the team knows what work needs to be done, the resources
to do that work must be located and assigned.
4.6.2 Work team communication
4.7 Communication:
 communication is an active process in which information including
idea, goals, feelings, work orders and so on is exchanged among
team members. It gives an opportunity to send their thoughts and
feelings, and to have these thoughts and feelings received by
someone else.
 Team communication is any form of communication among
members of the same group or organization that is crucial for a
healthy and effective dynamic. Many frustrations,
misunderstandings and questions can easily be addressed with the
proper team communication.

33
 Team communication is essential for a healthy team
 Team communication is used to guide and direct the team as a
whole. It is used to address general questions, issues and agendas
in a group setting, either in a lecture or round-table format. Team
communication is used to keep potential issues from arising and to
avoid misunderstandings.
4.7.1 Teamwork goals, vision and mission
Teamwork is a work performed by a team towards a common goal.
Teamwork goal: A job description need not be limited to explaining
the current situation, or work that is currently expected; it may also set
out goals for what might be achieved in future.
4.7.2 The need of communication
- To discuss problems
- To get help
- To assist customers
- To receive or pass on information and instructions.
4.7.3 Principles of constructive feedback
 Prepare carefully for any formal feedback session regardless of
whether you are the recipient or the provider of the feedback.

34
 Think about the content of the information you are going to
provide during the feedback session. It should be specific and to
the point.
 The feedback should focus on the issue, not the person.
Consider the timing of your feedback session.
 Plan it so that you both have an opportunity to benefit from the
experience
4.7.4 Steps to team work communication
1. Define the team task
The first order of business is to agree on the group's goal. This will
sometimes be a fully developed statement of the team's charge, but it
can also be a simple sentence that defines the project
2. Define the membership
Being part of a productive team is not a matter of luck. Productive
teams are created by members who have the skills to make them
productive.
3. Determine Primary Roles

35
If the team has been formed in order to accomplish a task, the reason for
each person's membership will define that person's primary role in the
group. The IT specialist will be in charge of IT aspects of the task, for
instance, while the representative from Human Resources will bring job
analysis expertise to the group.
4. Developing Team Cohesion
A sense of team identity and cohesiveness among team members is a
key factor in group satisfaction and productivity.
4.8 Ethical Dimension
 The word "ethics" refers to how a person should behave.
 Ethics are a product of society that deals with the individual and
the group at large.
 Organization, at an event, or during a transaction.
4.8.1 Resolve Conflicts within team
The point of using good team communication skills is to prevent
conflict from getting in the way of success.
4.8.2 Team Meeting
---------------------------------------------------------------------------------------
--------------------------- What’s a meeting?

36
A meeting is any time two or more people come together to give or
gather Information, take action, plan, problem solve, and make
decisions.
4.8.3 How to conduct meeting
1. Purpose
2. Date, time, and place
3. Name of facilitator and recorders
4. Attendee’s name
4.8.4 Ways for an Effective Team Meeting
1. Make an Agenda
 During a team meeting, begin by stating the agenda.
 An agenda is an outline of all the points or topics that need to be
discussed in the given amount of time.
 Agenda can be plain solicitation of ideas to resolution of conflicts
to presentation of updates to brainstorming.
2. Be Time Sensitive
3. Assign Someone to Take Notes

37
A manager must assign someone from the team to take minutes of the
meeting and these should be sent to all members to remind them of their
tasks and responsibilities.
4. Listen to the Team
5. Assign Tasks and Responsibilities
Meetings are nothing if members don’t know their tasks and
responsibilities. Before a manager closes a meeting, he must assign all
the tasks required for the project and each member should have a role
to play. Every member must have a clear understanding of what he or
she must do.
6. Ask Feedback
Feedback is important in any team and managers must regularly get
feedback not only with the status of the projects but also in how
meetings are conducted.
7. Determine Frequency of Meeting
It may be an overkill to have daily meetings for just one project.
Managers must make efficient use of their time and make sure that their
team spends more time working on projects.

38
Managers don’t need to organize team meetings to get updates from
their team.
4.8.5 Planning a meeting
A clear understanding of objectives to be accomplished is essential to
an effective meeting. Once the purpose is apparent, questions as to who will
attend, and where (and when) the meeting will take place can be dealt with.
Agendas may include time for
A. review of notes from past business;
B. discussion of new issues; and
C. evaluation of progress toward goal achievement.
Supervisors are cautioned not to be overly optimistic about what
can be accomplished in a single meeting.
4.8.6 Conducting the meeting
The role of the individual conducting the meeting is to
(1) keep the discussion on target (task function) while at the same time
(2) making sure everyone gets heard and people’s needs are met
(maintenance function

39
4.8.7 Steps on How to Conduct Effective Meetings
Before you call your next meeting, the FIRST step is to decide if it is
really essential. To determine that, ask yourself the following:
· Is this meeting essential? · Can we do without it? · Can we
accomplish the task without a meeting? · Can it wait another week? · Can we
get things done with few meetings?
Then, if you have decided a meeting is the best way to accomplish your
objective, the following tips can help you conduct more effective meetings:
1. Start and end meetings on time. Make sure everyone knows what
time you are to start and to end. If you have an ending time, you will
find your time is more productive in the time allotted.
2. Have an open agenda on the chalkboard or flip chart. Participants
can add an item before the meeting. However, they must be prepared
to lead the discussion if they put an item on the agenda.
3. If an item isn’t on the open agenda, reschedule it for discussion at a
later time.

40
4. Give each item on the agenda a time limit. If action or discussion
cannot be completed during the allotted time, it must be delayed
until the end of the meeting.
5. After all agenda items have been discussed, address the delayed
items and estimate how long it will take to discuss them. Decide if
the item can be discussed today or needs further action before a
decision can be made.
6. Any delayed item should be the first item on the next open agenda.
7. Summarize and record action items before adjourning the meeting.
Identify who is responsible for which action.
4.8.8 Follow up the meeting Minutes
A. Minute
a. All meetings should have minutes. Minutes assist the group in
recording actions and preventing wasting time repeatedly
discussing the same issue.
b. Minutes should include:
i. Introduction
1. Name of the team
2. Purpose

41
3. Date, time and place
4. Name of facilitator and recorder
5. Attendees´ names
ii. Body
1. Brief summary of reports
2. Decision on any action items. Care should be taken in
the wording of the agreed-upon decision. If uncertain,
check with the team to be sure the wording of the
decision is accurate
3. Additional decisions
4. Assignments made include name of person assigned
an item needing follow up, its completion date, and
the expected reporting date
iii. Conclusion
1. Time meeting concluded
2. Date of next meeting, if known
iv. Minutes Should Not Include
1. An account of what was said at the meeting
2. Opinions, interpretations, or judgmental statements
by the person recording the minutes
B. Between meetings, make that sure that action items are being
completed
C. Immediately after the meeting, begin the agenda for the next meeting
using the Parking Lot

42
The role of effective Communication, honesty and
integrity for the purpose of team spirit
1. Small Business»
2. Business Communications & Etiquette»
3. Effective Team Communication»
Effective Communication & Team Work
by Samantha Gluck
Related Articles
 1 Importance of Team Communication Skills
 2 How Communication Affects Teamwork
 3 What Are the Benefits of Effective Team Communication?
 4 How to Communicate Effectively with a Team
Businesses often ask employees to complete projects that require they
work as a team. Working together has many benefits, including the
possibility to create new friendships, a sense of group accomplishment
and distribution of responsibilities. Conversely, teamwork also may
cause tension and anxiety among employees because of poor
communication. Effective communication can eliminate much of the
stress and negative feelings sometimes associated with working closely
as a team. Business owners should encourage their employees to

43
communicate with one another clearly when working together. This is
especially important for smaller companies, whose employees often
must work closely with one another.
Characteristics
To have effective communication in the work place, team members must
keep an open mind, engage in active listening and have a clear
understanding of project goals and requirements. Active listening is
perhaps the most important of these. Active listening involves note
taking, asking relevant questions and repeating what the other person
says to verify clarity.
Effects
Effective communication determines the success or failure of projects
requiring teamwork, and ultimately, the business itself. When team
members communicate with open minds, and by asking questions rather
than making assumptions, they build trust and harmony in the working
environment. These elements work together to create a business culture
of camaraderie and success.
Training
Companies interested in ensuring that their employees know how to
communicate effectively can purchase training materials through various

44
business consulting companies that specialize in interpersonal
communication. Alternatively, local organizations may offer training
seminars taught by experts that employees can attend. Here they can
engage in role-playing activities and communication games to enforce
newly learned skills and techniques.
Types
Employees at every level of an organization must communicate with
others in a variety of ways. Types of communications include e-mail,
traditional letter writing, phone conversation and face-to-face exchange
of ideas. Each platform has its own set of etiquette rules and skill sets.
With proper training in communication skills and techniques, employees
often improve their effectiveness across all communication platforms.
Warnings
Managers must have an awareness of the signs of poor communication
among employees. Missed project deadlines and slow progress toward
problem solving can indicate communication issues. Teams that spend
too much time discussing strategies rather than implementing them
could be lacking the communication skills necessary to delegate tasks
and get the job done. Other indications of poor communication skills
include no clear team direction or focus, team dissension and arguing
among team members. Taking steps to train employees to communicate

45
and work as a team can change the working environment in a positive
way, increasing productivity and revenue.
Hearst Newspapers © Copyright www.2017 Hearst Newspapers, LLC
Small Group Communication: Essence of Effective Team
Communication
Communication is about expressing and conveying your thoughts,
feelings, opinions, and ideas to another person or a group of people.
Good communication skills can help you keep your head up and
confidently take charge of unfamiliar situations. People are more likely
to listen to you if you can express yourself well, and this is particularly
useful in influencing and negotiating important personal, social, or
business matters.
Tagged Under: Workplace Communication Teamwork
Advertisement
John Powell quote about effective communication
Effective communication comes in handy while resolving conflicts and
dealing with difficult people. Some people are born with effective
communication skills, but others need to develop them. Developing
effective communication skills requires repeated practice, which you can
do by frequently putting yourself in situations where you have to interact

46
with a variety of people. Consider joining social clubs or public
speaking and debate clubs to polish your skills.
Communication in a Small Group
Small group communication is, of course, the communication that is
carried out within a small group. A small group is generally defined as a
group that consists of at least three members, or a maximum of around
twelve to fifteen members. A group that has just two members or more
than fifteen members would not come in the category of a small group.
A small group may be a professional group, an educational group, or a
social group. The members belonging to it will have a common bond, or
interest, or goal that brings them together. Even though the numbers of
members are less in a small group, effective communication between
them is still important.

Consider team communication with regard to the workplace. Most
companies and organizations have people working in small teams.
This has been found to be more effective and productive than a
single individual toiling away at a project. When you have three,
four or more people working on an issue, you have the advantage
of having access to more ideas and solutions for the project. Such
groups will have more checking safeguards against any flaws in

47
the plan and will be able to establish more network connections.
When compared to a single person, a group is also more likely to
take on and complete large-scale, complex projects, efficiently and
quickly. However, for the team to operate smoothly there must be
open and efficient communication between its members. Team
communication is important for the following reasons:
team communication
 Project-related information needs to be shared.
 Each member of the team needs to be acquainted with the team
goal and his/her role in the team.
 Each team member has specific skills and knowledge that must be
utilized and imparted to other members in the course of the work.
 Any question or issue about the project must be broached and
shared in order to resolve them.
 Any decision taken must be conveyed to all the members.
open communication
Effective and open communication creates a feeling of trust and a
sense of belonging to the team. The more the members feel valued,
the more dedicated they are likely to be, and this in turn makes it
easier for the team as a whole to achieve its goals. On the other

48
hand, poor group communication between team members can
unnecessarily botch up an entire project.
 Poor communication
 Members may not understand what is needed, and may waste
time and energy in doing what is not required.
 Members may misunderstand one another and develop
personal animosities. This can affect their desire to work
together, and thereby affect the quality of the work.
 Members may not be clear of the sequence of the things to be
done and this can either hold up the project or play havoc
with the deadlines.
 Members may not know what to change or how to make
themselves more efficient.
 small group
Effective team communication in a small group is a mix of
good manners, good attention, and open-mindedness. You
should think before you speak, and never raise your voice
unnecessarily. Listen carefully to what others speak.
thumbs up
 Ask if everyone understands what the team goals are. Ask
for inputs and feedback from all members.

49
 Listen carefully to what the other person is saying, and don't
interrupt until someone has finished talking.
 Give feedback on what they've said. Speak slowly and clearly
and make your points in a clear, logical manner.
 Include facts and details, and make sure they are all accurate.
Don't ramble on. Be concise. Stick to the matter at hand.
meeting
 Make sure every member of the group gets a chance to speak.
 Be opening minded. If you've come to the meeting with your
mind already made up, there's little point in having a
discussion.
 When responding to someone's question or statement, repeat
it to make sure you have heard and understood it correctly.
 If you are taking a certain stand, take full responsibility for it.
argument in a meeting
 Do not disparage anyone for their views and don't refute any
point by taking personal shots at the speaker. Address the

50
issue.
 Watch your body language. It is more effective than what
you say. So if you are angry and look angry, that is going to
convey itself to the other members in your small group.
 Don't make rash decisions or issue any statements when you
are angry. Give yourself time to cool down. If there are any
misunderstandings, clear them up in a calm manner.
effective communication
 If you don't understand any point, speak up and ask
questions. Get it clarified before you all move on.
 When considering the pros and cons of any issue, study the
exact pros and cons and not the opinion of the majority. If
you have an opinion, express it as such, with the reasons
behind it, not as an ironclad fact.
 Be polite always.
This is only a brief overview about effective team
communication in small groups. Indulging in group activities
is an effective method to build a good rapport between team

51
members. If you want to foster effective team communication
in a small group, you can resort to some team building
activities that can be conducted at the workplace. Occasional
classes and seminars are also beneficial for this purpose.
Read more at Buzzle: http://www.buzzle.com/articles/small-
group-communication-effective-team-communication.html
Useful Tips for More Effective Office Communication
Effective office communication is an essential constituent of the
corporate world. Here are some tips on how to make business
communication effective. Take a look.
Tips for effective office communication
Technically speaking, communication is the process of exchange of
information between two or more communicating entities. It includes the
sharing of views or opinions, conveying of information, and listening
with the intent of understanding each other. At the root of
communication is the human need of expression and good
communication results in healthy exchange of ideas or information.
Communicating is a daily activity; be it at home, with friends, socially,
or in office; we are in communication with someone or the other,
throughout the day.

52
The etiquette for communicating with friends is different from that
followed in office. The communication with seniors, colleagues, or
juniors in office, as well as that with business clients is of the formal
type, whereas we can be informal when interacting socially. The setting
and the people we are interacting with are determinants of the way we
communicate. This Buzzle article tells you what effective office
communication means, and its importance in business.
Office communication includes that between employees, the employer-
employee communication, that in management meetings and business
talks, and that with the company's clients. The interactions between co-
workers influence the work environment and organizational culture. The
communication with clients has a direct effect on the company's
business.
Office communication can be classified as verbal and non-verbal. The
former includes telephonic talks and direct conversations between two or
more people. The non-verbal type includes written communication;
mostly done via emails. Be it of any type and using any medium, the
bottom line is to make it effective. The clarity of thought and expression
of the speaker, and the listening and grasping abilities of the receiver,
contribute to making a communication effective. Here we look at two
common ways of verbal and written office communication; telephone
and email.

53
Communicating over the Telephone (Verbal)
Verbal communication
While conversing on phone, remember to start the conversation by
introducing yourself. Tell the receiver your name and the purpose of
your call. Don't forget that you are taking his time.
Keep your conversation brief and precise. Make your point without
wasting time, which is to say come to the main topic quickly.
A conversation over the phone does not involve face-to-face
communication because of which body language (hand gestures or facial
expressions) do not support it. The exception to this is a video call where
the people in conversation can see each other.
Respect the age and position of the person you are talking to. Even if
you are not seeing each other, your tone and volume should reflect your
respect.
And even when talking to someone younger or lower in position, you
should not be rude.
Do not end a call abruptly. Make your point, give the person on the other
side a chance to respond, and end the conversation with a suitable
farewell. Thank him for giving you his time.

54
If the person you want to communicate with isn't reachable, leave him a
message. Here again, be clear and crisp. If the point to be conveyed is
small, include it in the message itself. But it is always better to request
him to call you back. To make it easy for him to reply, leave your
contact number in the message.
If you are on the receiver's side, be prompt in replying to unattended
calls. It could be something important or urgent. So ensure that all the
unanswered calls are responded to.
Electronic Communication (Written)
Written communication
In case of a phone call, there is immediate feedback and it's almost like
communicating face to face. Many find it easier to communicate
verbally than in writing. Email communication lacks these attributes. Of
course, it has the advantages of written communication and people
sitting in different parts of the world (different time zones) can
communicate easily through emails. Also, accent problems that may be
faced in a telephonic communication are eliminated with emails.

55
Start the email with the right salutation. Considering the position and
age of the receiver, refer to him or her as Sir/Madam. Ensure that you
are spelling their name right.
Phone calls may or may not be recorded, but email communication is in
the written form. Words may be misinterpreted, and there is no chance
to explain what was perhaps misunderstood. For example, in a phone
call, the person on the other side can ask you to explain your points in
simpler words or quickly tell you if he is not getting your point. This
does not happen in case of emails. There is a time lag, and it is when the
other party replies to your email, that you know if he has understood
your point or not.
For written communication to be clear, be precise and make a thoughtful
use of words. If the email is long, give it a flow by distributing different
ideas across paragraphs or in separate points.
Remember to run a spell-check and proofread your writing. Do not make
grammatical mistakes. Errors in writing can spoil your impression.
Maintain a formal tone throughout the email. Be courteous in your
writing.
End your email in the right way. Thank the receiver for reading it, and if

56
you expect him to respond immediately or before a certain date, mention
that in a polite way.
When replying to emails, the same rules should be followed. If the email
needs you to respond within a certain time period, you should remember
to reply in time.
The 'forward', 'cc', and 'bcc' options should be used carefully. If you
need to keep someone in the loop about the communication, it is
recommended that you send him/her a copy of your email.
This may sound basic, but it is important that the email is sent to the
right people. The email address should be checked twice before sending
the email.
Communication within Office
Understand and accept the fact that people around you come from
different educational and/or family backgrounds, and belong to different
age groups. You might have to adopt different ways of communicating
with each of them.
Your way and tone of communication impacts your relations with the
co-workers. A healthy communication contributes to a positive office

57
environment.
In assigning work and getting it done, you may have to tackle different
people in different ways. Also, you will need to be clear about what
work needs to be done by them and in how much time.
The right use of words is essential. Strictly, no personal comments
should be made. During meetings too, discussions should be related to
work, and not people.
If you are given the responsibility of conveying a management decision
to the employees or your team members, you should be precise and
leave no scope for doubt in their minds. You should be clear in the
communication and also be ready to solve their queries.
Communication Outside Office
This mainly includes the communication with business clients, that
during business negotiations or in contracts, and that with vendors. In all
these, a third party is involved and you represent your organization.
Any communication involving a party outside office has to be handled
carefully, as it can affect the impression of your organization or the
business as a whole.
You may need to be extra-polite when dealing with clients, listen to their

58
concerns, and show the preparedness to address them. You should be
ready to listen to their complaints about your organization and keeps
your calm while doing so.
It should be remembered that you are communicating on behalf of your
organization and that you should reflect the ethics and culture of your
business.
Be it verbal or written, use of the right words and the right tone, coupled
with clarity of expression, go on to make any communication effective.
Manali Oak
Last Updated: August 22, 2016
Workplace Communication Skills That Everyone Should Definitely
Own
The 11 Most Common Barriers to Effective Communication
Why Effective Communication in the Workplace is Highly Important
Here are the Most Common Communication Styles in the Workplace
The Benefits and Importance of Communication in the Workplace
Out of Office Message Examples That is Really Very Useful
Small Group Communication: Essence of Effective Team
Communication
Problems at the Workplace

59
Smart Ways to Better Your Organizational Skills in the Workplace
Implement Some Great Tips for Assertiveness in the Workplace
Read more at Buzzle: http://www.buzzle.com/articles/effective-office-
communication.html
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rights reserved.
1
New skills will be needed. Uniquely human skills. Those skills, while
uniquely human, are not what we are typically trained to do and require
a deal of messy personal development. We will need to become better
thinkers, listeners, realtors, and collaborators, while working to
overcome our culture of obsessive individualism in order to thrive in the
SMA. Humility is the mindset that will make all of this possible.
Most of today’s adults have had no formal training in how to think, how
to listen, how to learn and experiment through inquiry, how to
emotionally engage, how to manage emotions, how to collaborate, or
how to embrace mistakes as learning opportunities.
In short, say the authors, we need to acquire and continually develop
four fundamental New Smart behaviors:
1
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60
Quieting Ego
Quieting Ego has always been the challenge for us humans. As they
observe, “Even if we don’t consider ourselves part of the ‘big me’
cultural phenomenon, for many of us to feel good about ourselves we
have to constantly be ‘right,’ self-enhance, self-promoter, and conceal
our weaknesses, all of which drive ego defensiveness and failure
intolerance that impedes higher-level thinking and relating.” This
tendency negatively affects our behavior, thinking, and ability to relate
to and engage with others.
Managing Self—Thinking and Emotions
We need to get above ourselves to see ourselves impartially. We all
struggle “to self-regulate our basic humanity—our biases, fears,
insecurities, and natural fight-flee-or-freeze response to stress and
anxiety.” We need to be willing to treat all of our “beliefs (not values) as
hypotheses subject to stress tests and modification by better data.”
Negative emotions cause narrow-mindedness. Positive emotions on the
other hand, have been scientifically linked to “broader attention, open-

61
mindedness, deeper focus, and more flexible thinking, all of which
underlie creativity and innovative thinking.”
Reflective Listening
Because we are limited by our own thinking, we need to listen to others
to “open our minds and, push past our biases and mental models, and
mitigate self-absorption in order to collaborate and build better
relationships.” The problem is “we’re just too wired to confirm what we
already believe, and we feel too comfortable having a cohesive simple
story of how our world works.” Listening to others helps to quiet our
ego.
Otherness
To create these new behaviors and mindsets, it should become obvious
that we need to enlist the help of others. “We can’t think, innovate, or
relate at our best alone.” As Barbara Fredrickson observed, “nobody
reaches his or her full potential in isolation.” Jane Dutton out it this
way: “It seems to be another fact that no man can come to know himself
except as the outcome of disclosing himself to another.”
The NewSmart Organization

62
Optimal human performance in the SMA will require an emphasis on the
emotional aspects of critical thinking, creativity, innovation and
engaging with others. “The work environment must be designed to
reduce fears, insecurities, and other negative emotions.”
To do this it means “providing people a feeling of being respected, held
in positive regard, and listened to. It means creating opportunities for
people to connect and build trust. “It means allocating time and
designing work environments that bring people together to relate about
nonwork matters.” Finally, it means getting to know employees and
helping them to get the “right training or opportunities to develop and
provide feedback.”
The New Smart organization needs to be a safe place to learn. “Feeling
safe means that you feel that your boss your employer and your
colleagues will do you no harm as you try to learn.”
9 Things Positive Leaders Do

63
J
ON GORDON is a prolific writer. He has written at least a dozen books
on leadership that I am aware of. The Power of Positive Leadership
summarizes much of his thinking and provides a great introduction to all
of his other work. As a result, it is full of good practices and thinking.
Positive leadership is grounded in reality. We must confront the
negativity we come across, but we shouldn’t dwell on it. We deal with it
and move on. It is because we will have to overcome negativity,
adversity and problems that we should be positive. “Positive
leadership is not about fake positivity. It is the real stuff that makes great
leaders great.” Positive leaders focus on solutions.
Gordon cites psychologist Barbara Fredrickson’s research that finds that
“people who experience more positive emotions than negative ones are

64
more likely to see the bigger picture, build relationships, and thrive
in their work and career, whereas people who experience mostly
negative emotions are more likely to have a narrower perspective and
tend to focus more on problems.” Positivity doesn’t guarantee you will
succeed, but it makes it much more likely. A positive mindset reveals
possibilities and gives you the courage to take the actions required to
move past negative situations.
Gordon explains nine things positive leaders do. Nine actions that will
enhance your leadership capabilities and positively impact all of your
relationship—your family, your friends and your team.
1. Positive Leaders Drive Positive Cultures
Culture is everything. A positive leader lives the culture because it is an
extension of who they are. “They understand that every day there are
forces seeking to sabotage their culture and success, and so they work
relentlessly to keep it strong.”
“When you create a culture worth fighting for and invest in your people
to the degree that they want to fight for your culture and for each other,
your organization will have grit and strength to overcome the challenges
you face and become an unstoppable and positive force.”

65
2. Positive Leaders Create and Share a Positive Vision
Former President and Chief Executive Officer of the Ford Motor
Company Alan Mulally, said, “Positive leadership—conveying the idea
that there is always a way forward—is so important because that is what
you are here for—to figure out how to move the organization forward.”
Positive leaders see and create a brighter and better future. They see
“what’s possible and then takes the next steps to rally and unite people
to create it. Every invention, project, creation, and transformation starts
with an idea, an imagination, and a vision of what’s possible.”
A positive leader needs a telescope and a microscope. The telescope
helps to keep your eyes on the big picture. The microscope helps the
leader to focus in on what needs to be accomplished in the short term to
realize the vision in the telescope. “If you only have a telescope, then
you’ll be thinking about your vision all the time and dreaming about the
future but not taking the necessary steps to realize it. If you only have a
microscope, then you’ll be working hard every day but set-backs and
challenges will likely frustrate and discourage you because you’ll lose
sight of the big picture.”

66
3. Positive Leaders Lead with Optimism, Positivity, and Belief
“Ultimately, being a positive leader is all about leading with faith in
a world filled with cynicism, negativity, and fear.” We all face this
battle between faith and fear. A leader’s job is to fill your people with
faith.
How respond to our world depends on the stories we tell ourselves.
When you face adversity you can tell a positive story and then work to
create a positive outcome. It’s always your state of mind and your
thinking that produces how you feel and respond. When you see that the
world has no power over you, you will lead more powerfully in the
world.”
4. Positive Leaders Confront, Transform, and Remove Negativity
“Positive leadership is not just about feeding the positive, but also about
weeding out the negative.” You must address negativity. Develop a
culture where negativity is not acceptable. People will either change or
leave.
A positive leader is more positive than the negativity they face. Every
negative situation is an opportunity the strengthen your positivity. Don’t

67
allow complaining unless one or two possible solutions are brought
forward also. “Complaining causes you and your team to focus on
everything but being your best.”
5. Positive Leaders Create United and Connected Teams
“Positive leaders unite instead of divide. They are able to create unity,
which is the difference between a great team and an average team.”
It starts at the top. “As a positive leader, you must be a unifier and
connector who fosters relationship between others.”
“You can be the smartest person in the room but if you fail to connect
with others you will fail as a leader.” Also, “You may not have the most
talented people on your team, but if you are a connected team, you will
outperform many talented teams who lack a close bond.”
6. Positive Leaders Build Great Relationships and Teams
People first follow who you are. “Leadership begins with love.” Love
your people. Build relationships first. Too many leaders share rules
before they have first built a relationship. I’ve had many leaders tell
me,” writes Gordon, “that when they focus less on rules and invest more

68
in their relationships they experience a dramatic increase in
performance, morale, and engagement.”
Positive leaders are also positive communicators. They smile. They
spread positive gossip. They listen and welcome ideas. They rely on
positive non-verbal communication. They encourage.
7. Positive Leaders Pursue Excellence
Not satisfied with the status quo, positive leaders pursue excellence.
“How can I get better to make the world better?”
Positive leaders are humble and never stop learning. Pablo Casals, one
of the greatest cellists of all time, was asked why he continued to
practice the cello at the age of 95. He said, “Because I think I’m making
progress.”
Positive leaders ask daily: “What do I need to know that I don’t know?”
and “What do I need to unlearn to learn?”
8. Positive Leaders Lead with Purpose
Purpose fuels positivity. “Hard work doesn’t make us tired. A lack of

69
purpose is what makes us tired. We don’t get burned out because of
what we do. We get burned out because we forget why we do it.”
Have purpose driven goals. “The truth is that numbers and goals don’t
drive people. People with a purpose drive the numbers and achieve
goals.”
9. Positive Leaders Have Grit
“When we look at successful companies and organizations, we see their
current success and prominence but what we don’t see is the leadership
and grit that powered them through all the failure and moments of doubt,
heartache, fear, and pain.”
Positive leaders embrace failure and trust the process. “Leadership is
knowing the critics will criticize you while still saying what needs to be
said and doing what needs to be done.”
Positive leadership is a choice. Through great stories, Gordon
encourages you to make a positive difference as a leader.

70
Michael Rogers Recognized as One of Inc. Magazines Top 101 Great
Leadership Speakers
Teamwork and Leadership Privacy Policy/Statement
11 Communication Skills of Effective Project Leaders
There are project managers and then there are highly effective
project leaders. Here are 11 traits that the great ones share.
By Moira Alexander
CIO | Feb 10, 2015 6:30 AM PT

71
Credit: Think stock
Project managers abound, but highly effective project leaders are much
harder to find. The latter are shaped not only by their technical
knowledge and capabilities, but by how effectively they communicate
with others at all levels.
Great project leaders are objective, trustworthy, focused and confident.
They lead by example, foster an energetic environment and are expert in
managing the expectations of key stakeholders. Here’s a deeper look at
these characteristics and more — plus the role communication plays in
project leaders’ success.
Trustworthiness: Most people want to work and do business with
leaders they trust. Trust is one of the most important qualities we look
for in a leader. If people are unsure whether they can trust someone, they
are less likely to want to embrace the leader’s vision and direction.
–– ADVERTISEMENT ––
[Related: 9 Ways to Improve Employee and Customer Communication]
Transparency: This goes hand-in-hand with trust. Strong leaders
choose to be transparent in their communications. They want their team
to trust not only what they say, but what they mean. There are no hidden
agendas or reading between the lines. Transparency tells people a lot
about your intentions. And unless the information is intended to be
confidential, transparency is more likely to help than hurt.

72
Focus and stability: In order to effectively lead, it’s imperative to focus
on key aspects of a project and remain calm under pressure. Not all
projects go as planned. In fact, most do not. But it’s during these times
that project teams look to their leaders to be rational and practice sound
judgment. Teams rely on you for the stability and levelheaded thinking
that shows clear focus and agility.
[Related: Project Management Definition and Solutions ]
Objectivity and fairness: Complex projects pose more risks to team
dynamics, for example when individual stakeholders or department
objectives clash. Strong leaders are inclusive in their communications
and seek to constructively overcome these differences. Effective project
leaders actively listen to more than one side without bias and work with
key stakeholders to prioritize ideas and find the right solutions that best
support the overall strategic goals.
BrandPost Sponsored by Atlassian
ITSM & DevOps: You Can’t Have One without the Other
Don’t choose between ITSM and DevOps; embrace both disciplines for
greater flexibility, agility, and control.
Confidence: Stakeholders and executives want project leaders that are
confident in their knowledge and abilities, but are not arrogant. There is
a big difference between the two: Arrogance tends to make team
members uncomfortable and reluctant, especially when sharing ideas

73
and voicing differing opinions. Confidence, on the other hand, allows
teams to work toward shared goals.
[Related: How to Create High-Performing Project Management
Teams ]
Leading by example: True leaders make every effort to live by the
same rules they expect of others and affirm to the team that they, too,
walk the talk. Strong project leaders foster participation by allowing
team members to utilize their strengths, they give credit where it is due
and remain professional and respectful of others at all times.
Energy and motivation: Let’s face it: No one wants a leader that is
pessimistic, negative or disengaged. With hectic schedules and projects
that don’t always going as planned, a project leader’s disposition and
motivational abilities can mean the difference between teams that work
cohesively or in complete dysfunction. Highly effective project leaders
boost team morale and motivate. This can influence buy-in at all levels
and keep support throughout the project.
[Related: 11 Project Management Tips for Setting and Managing
Expectations ]
According to Matt Barney, founder and CEO of LeaderAmp, persuasion
is an important quality:“Leaders must systematically influence others to
execute the project to achieve shared goals,” he says.
Consistency and flexibility: Flip-flopping is not a good strategy when it
comes to leadership. Great project leaders are reliable and consistent

74
with their communication quality, style, and frequency — yet still adapt
based on audience needs. Great project leaders establish themselves as
reliable communicators to develop credibility with project sponsors and
flex and adapt during change.
Accessibility: It is impossible for a project leader to be effective if he or
she is inaccessible. Team members and stakeholders need to know they
can easily access their project leader and communicate freely and
without barriers. Highly effective project leaders are never closed-off.
Clarity: Great project leaders gear their communication methods,
mediums and styles toward their audience. They also have the ability to
take something complex and make it simple in order to reach audiences
at different levels.
Mark Grimm of Mark Grimm Communications and former TV News
Anchor who has interviewed Presidents Bush and Clinton understands
the importance of leadership and simplicity and says, "Simplicity is not
simple. A leader's top communication quality is the ability to paint a
clear and vibrant picture of the company or group's true purpose."
Respect: Culture, age, gender, experience, education and
communication preferences can all impact communication methods.
Highly effective project leaders communicate in a clear and concise
manner while still demonstrating respect and value for the contributions
and opinions of others. They understand this is key in maintaining
positive working relationships.

75
This may seem like a lofty list, but these qualities make the difference
between simply managing projects and leading successful ones.
Next read this:
The hard truths of navigating ageism in IT
Related:
Moira Alexander is the author of "LEAD or LAG: Linking Strategic
Project Management & Thought Leadership" and founder of Lead-Her-
Ship Group. She's also a project management professional and former
contributor for the Price of Business Talk Radio 1110 KTEK (Home of
Bloomberg Radio). Moira has 20+ years in business (IS&T) and project
management for small to large businesses in the US and Canada.
Copyright © 2017 IDG Communications, Inc.
Explore the IDG Network descend
The Role of Effective Communication Skills
Communication is a part and parcel of
everyone life. All individuals need to communicate to share their
knowledge and information with others. However, the degree of its
effectiveness depends upon your personal communication skills. The
better are your communication skills, the better a person understands
you.
The purposes of communication could be many but the most important
part is to understand how to communicate effectively. Communication is

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