BUS214 Business Communication Lecture Notes

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BUS214 Business CommunicationLecture Notes

• Doç.Dr. Cem S. Sütcü
• M.Ü. Iletisim Fakültesi
• http//mimoza.marmara.edu.tr/csutcu

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Ch.1- Apply communication principles in workplace

• Communication is any behavior, verbal or
  nonverbal, that is perceived by another.
  Knowledge, feelings or thoughts are enclosed and
  sent from at least one person and received and
  decoded by another. Meaning is given to this
  message as the receiver interprets the message. A
  connection is made between the people
  communicating.

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Ch.1- Apply communication principles in workplace

• Forms of Communication Each of the channels of
  communication requires effective skills suited to
  the form of communication used to send the
  message. Communication is classified into three
  forms
• Verbal communication, either spoken or written
• Nonverbal
• Graphic.

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Ch.1- Apply communication principles in workplace

• Types of communication A person working in an
  organization uses four different types of
  communication.
• Intrapersonal communication
• Interpersonal communication
• Public communication
• Mass communication

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Ch.1- Ch.1- Apply communication principles in
workplace

• The communication process takes place in various
  situations for different reasons, with the
  potential for many interpretations. It has seven
  main elements
• Sender
• Message
• Receiver
• Feedback
• Channel
• Context or setting
• Noise or interference
• Perception influences communication . It is the
  way people understand or give meaning to their
  environment.

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Ch.1- Apply communication principles in workplace

• Causes of communication barriers Effective
  communication often passes unnoticed, while poor
  commuication is obvious. The compete message and
  its meaning are distorted and interrupted.
• Inappropriate choice of word
• Inappropriate channel
• Receiver inattention
• Lack of courtesy by the sender or the receiver
• Nonverbal communication that does not support the
  words
• Different cultural backgrounds
• Poor layout and presentation
• Inappropriate timing
• Inadequate feedback
• These barriers interrupt the flow of
  communication and lead to confusion and
  misunderstandings.

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Ch.1- Apply communication principles in workplace

• Communication within the workplace For business
  decisions to be effective and relevant, timely
  and appropriate information has to be obtained
  and communicated throughout the organization.
• The successful organization is the one that has
  effective communication both within the
  organization and with other companies and
  clients. In fact, information flow is crucial to
  any organization and the better the flow the more
  successful the company or organization.
• Being an effective communicator means being
  honest with yourself and others it meanshaving
  the ability to say what you want or feel, but not
  at the expense of others. It is not about getting
  your own way and winning every time. Nor is it a
  means to manipulate and manage other people so
  that you achieve your aim while appearing to be
  considering others. An effective communicatior
  avoids a series of quick-fix tricks or
  techniques.

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Ch.1- Apply communication principles in workplace

• Communication is one of the most important skills
  in the workplace. Effective communication
  establishes a connection between two or more
  people and leads to understanding. It allows
  individuals to be more effective at work and in
  their relationship with others.
• As well as allowing individuals to interact to
  satisfy their own needs and to develop their
  personal, social and work relationships,
  effective communication also enables leaders and
  managers to control work procedures motivate
  others and balance the needs and goals of
  individuals and the organization.

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Ch.1- Apply communication principles in workplace

• Intercultural communication between people living
  in the same country but from different cultural
  backgrounds. Over time, a culture develops
  distinctive national patterns of communication
  and social behavior. These patterns are the
  customs and the conventions regarded as the
  characteristics of a particular culture. They
  affect way people communicate and act as
  individuals or in groups.
• What information we take in, which part of the
  message we choose to remember and which response
  we give are all a result of our perception.
  Effective communicators acknowledge differences
  in perception. They also use communication
  strategies that avoid the communication barriers
  caused by the ineffective intercultural
  communication strategies.

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Ch.1- Apply communication principles in workplace

• Nonverbal communication consists of that part of
  a message that is not encoded in words. The
  nonverbal part of the message tends to be less
  conscious and reveals the senders feelings,
  likings and preferences more spontaneously and
  honestly than the verbal part.
• There are four types of nonverbal messages
• Personal (to the individual)
• Common to a group of people or culture
• Universal (to humankind)
• Unrelated to the message (random)

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Ch.1- Apply communication principles in workplace

• Analysing nonverbal communication People
  communicate nonverbally with the body movement
  and with personal relationship behaviors. This
  nonverbal communication modifies, changes or
  complements the verbal communication. Nonverbal
  communication always exists in a context, or
  framework. The context often determines the
  meaning of the nonverbal behavior.

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Ch.1- Apply communication principles in workplace

• We can classify nonverbal communication into
  seven main areas
• Body movement or kinesics
• Physical characteristics
• Touching behavior
• Vocal qualities, or paralanguage
• Use of space, or proximity
• Artefacts (e.g. Parfume, clothes, lipstick,
  glasses and hairpieces project the style or mood
  of the wearer.)
• Environment

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Ch.1- Apply communication principles in workplace

• Matching the nonverbal and verbal parts of the
  message The total message contains the spoken
  words and nonverbal communication. Nonverbal
  communication adds meaning, modifies or changes
  the spoken words in six ways.
• Repeating for example, pointing when giving
  directions.
• Contradicting for example, looking at your
  watch and backing away while telling someone,
  Im very interested in what you are saying.
• Substituting using facial expressions as a
  substitute for words, to show pleasure,
  disappointment and range of emotions, feelings
  and experiences.
• Complementing modifying, emphasizing or
  elaborating words in a way that conveys attitudes
  and intentions towards others for example,
  standing in a casual way or using a careless tone
  of voice that conveys a lack of respect for the
  listener.
• Accenting moving the head and hands to
  emphasize parts of the verbal message for
  example, shaking the head as you say No.
• Controlling the flow of information nodding
  your head or changing position can indicate that
  the speaker should continue or give you a turn.

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Ch.1- Apply communication principles in workplace

• How to check the meaning of nonverbal behavior
  When you are in doubt about the meaning of
  nonverbal behavior, check it out with the person
  sending the message raher than make assumptions
  or pass judgement. The total message is
  understood more easily when you follow the
  four-step process below.
• Hear the words.
• See the nonverbal behavior.
• Check out their meaning with the sender when the
  verbal and nonverbal messages are different.
• Consider the context or setting.
• Next time you are uncertain about the meaning of
  someones nonverbal behavior, simply check it out
  by completing these two steps.
• Describe the behavior.
• Ask the sender what the response means.
• In this way you avoid making wrong assumptions
  about the communication

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Ch.1- Apply communication principles in workplace

• The process of Listening Listening serves two
  broad purposes in this process.
• As the sender of the message, listening to your
  receivers answers provides feedback on how the
  other person has interpreted your message.
• As the receiver of the message, listening to the
  information from the other person allows you to
  understand the meaning.

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Ch.1- Apply communication principles in workplace

• There are four listening skills and their
  responses
• Attending listening to focus on the speaker
• Encourage listening to invite the speaker to
  continue
• Reflecting listening to mirror the feelings and
  content in the message
• Active listening to show empathy with the speaker

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Ch.1- Apply communication principles in workplace

• Focus on the speaker In attended listening, you
  focus on the speaker by giving your physical
  attention to the other person.
• You use your whole body and the environment you
  create to provide feedback that assures the
  speaker of your total attention.

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Ch.1- Apply communication principles in workplace

• There are four Listening Responses
• Focus on the speaker Eye contact, posture, body
  movement, personal space, environment, avoid
  distractions.
• Invite the speaker to continue Invitation to
  disclose, minimal and brief responses, pause, use
  encouraging questions.
• Mirror the content and feelings in the message
  Paraphrasing, reflecting statements, clarifying,
  summarizing.
• Show empathy with the speaker Active
  participation, feedback.

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Ch.1- Apply communication principles in workplace

• Barriers in the listener
• Boredom or lack of interest.
• The listeners dislikeof the personality or
  physical appearance of the speaker.
• A desire to change rather than accept the
  speaker.
• A tendency to make early conclusions or to listen
  only for the pause when the speaker can be
  interrupted. The intrusion of the listeners own
  values or attitudes.
• A willingness in the listener to hear only that
  part of the message they agree with.
• A perception by the listener that the speaker
  lack credibility.

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Ch.4- Implement maintain effective workplace
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• Creating a communication climate It is created
  by the way people feel about each other.
• Empathy is the ability to understand and feel as
  the other person feels.
• Win-win approach is concentrating on the needs
  and interests of other people communicating.
• Self-disclosure involves showing how you react
  and feel about the present situationand giving
  any information about the past that affects this
  reaction in this way you allow others to know
  more about you.

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Ch.4- Implement maintain effective workplace
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• Effective interpersonal communication techniques
• Expressing openness
• Showing empathy
• Use supportiveness
• Demonstrate equality
• Use I messages
• Listen
• Provide appropriate feedback (feedback is the
  receivers response to a senders message)
• Use appropriate self-disclosure
• Communicate assertively

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Ch.4- Implement maintain effective workplace
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• Giving and receiving instructions There are two
  types of instructions
• Direct instructions are to the point and indicate
  who, what, when, where and how a task will be
  completed.
• Conditional insitructions explain the objectives,
  provide background information and describe the
  intended outcome.

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Ch.4- Implement maintain effective workplace
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• When giving instructions follow these simple
  guides
• Determine what needs to be accomplished- the
  intended outcome.
• Give reasons for doing the job.
• Use concrete action words rather than abstract
  words.
• Have the other person paraphrase the instruction
  back to you.
• Demonstrate the skills in the task if your
  instructions involve machinery or equipment.
• Encourage questions.
• Ensure your timing is appropriate.
• Follow up as the person does the task on the job.
• Offer timely and specific feedback.

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Ch.4- Implement maintain effective workplace
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• When receiving and following instructions follow
  these simple guides
• Listen carefully.
• Focus on the person giving the instructions.
• Avoid thinking about something else or
  daydreaming.
• Avoid jumping to conclusions.
• Ask questions about the standards to be reached.
• Paraphrase to check your understanding.
• Double any safety issues.
• Ask for help if you feel you do not understand or
  are unable to follow the instructions.
• Ask general questions.

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Ch.4- Implement maintain effective workplace
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• Characteristics of an Interview Interviews
  involve two sides the interviewer and the
  interviewee. An interview is essentially an
  exchange of information What distinguishes it
  from a casual conversation, which is also an
  exchange of information, is that an interview
• Is planned
• Is prearranged
• Is structured
• Is controlled by the interviewer (it means
  knowing how to motivate the interviewee to reply
  fully to questions)
• Has a predetermined purpose
• Takes place between two or more people of
  different status

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Ch.4- Implement maintain effective workplace
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• Stages of an Interview Intervieiws may take
  place for a number of reasons. Their structure,
  however, will generally include five stages.
• The pre-interview stage
• The opening of the interview (p.35)
• The body of an interview (p.36)
• The close (p.37)
• The post-interview (p.38)

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Ch.4- Implement maintain effective workplace
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• There are three types of job Interview
• The single interview It is conducted by a single
  interviewer responsible for interviewing all
  applicants and selecting the new staff member.
• The series interview It is conducted by a number
  of interviewers in turn. Each interviewer is
  looking for a particular area of expertise and
  evaluates each applicant in this area of
  expertise.
• The panel interview It is conducted by a group
  of interviewers. Each member on the panel asks
  specific questions relevant to their specialized
  experience.

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Ch.4- Implement maintain effective workplace
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• Goals of a job interview In conducting a job
  interview, you want to attract and choose the
  best applicant for the position.
• Gather information from interviewees to help
  predict their future performance
• Inform applicants about the job and the
  organization
• Determine applicants ability to work with others
  and fit into the organizational culture

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Ch.4- Implement maintain effective workplace
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• Potential problems Interviews are not always
  effective in choosing the best person for the
  job.
• Poor planning
• Too much attention to negative or irrelevant
  information
• Lack of objectives
• Lack of structure
• Little knowledge of the job under discussion
• Judging the applicant inappropriate criteria
• Poor listening, which results in the interviewer
  hearing only part of the interviewees answer

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Ch.4- Implement maintain effective workplace
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• Pre-interview stage Undertake the analysis of
  the job. Identify the tasks performed on the job
  and the activities, skills and personal
  attributes necessary to carry out the job. Create
  a job specification or description if one does
  not exist. The job specification is the basis for
  the essential and desirable quantities listed in
  the adviertisement as well as the basis for your
  questions in the interview. Determine the style
  and the structure of the interview. Directive
  interviews are controlled and organized by the
  interviewer. Non-directive interviews involve the
  participants and the organization in setting the
  goals and process of the interview. Employment
  interviews are usually directive interviews.

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Ch.4- Implement maintain effective workplace
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• Preparing the questions Prepare a fixed set of
  questions that ask about the interviewees
  qualifications, previous job experience, carrier
  ambitions, goals, and attitudes towards the
  organizations products or policies. Aim to
  create clear, specific questions that will
  adequately establish the applicants capacity to
  meet the demands of the job. Questions should
  also be relevant, unambigous and free from bias,
  so that no one particular group in society is
  favoured or others disadvantaged.

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Ch.4- Implement maintain effective workplace
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• Four types of questions may be asked during the
  interviews.
• Open questions Encourage interviewees to speak
  freely and talk about themselves, while the
  interviewer listens, observes and makes notes.
• Closed questions These type of questions are
  designed to limit interviewees responses and to
  establish familiar facts such as their address,
  previous place of employment or qualifications.
• Mirror questions These type of questions restate
  the interviewees previous answers and invite
  them to add further information.
• Probing questions These type of questions follow
  on from the last response of the interviewee.
  They are spontaneous rather than planned.

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Ch.4- Implement maintain effective workplace
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• Short-Listing the candidates Usually you receive
  more applications for a position than the number
  of applicants you are willing to interview.
  Therefore, you prepare a short list and interview
  only those who best suit the position. Each
  application is assessed for suitability. This
  cull, or sorting, of applications into two gropus
  those to be called for an interview and those
  not to be interviewed is made by comparing the
  information in the applications against the
  essential and desirable qualifications for the
  position.

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Ch.4- Implement maintain effective workplace
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• Conducting an interview Once you prepared the
  content of the interview you are ready to conduct
  the interview. Non-directive techniques use
  minimal questions, creating a conversational
  rather than an interrogatory tone, and
  adoptpositive nonverbal cues such as pauses and
  head nods to encourage the applicant. Directive
  techniques include open-ended questions and
  specific probing questions to focus on a
  particular topic and gain further information or
  clarification.

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Ch.4- Implement maintain effective workplace
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• Open the interview Create an open, friendly and
  trusting environment and aim to put the
  interviewee at ease.
• Greet the applicant by name and introduce
  yourself and the panel by name and jpb
  designation.
• Show the interviewee to a chair and perhaps offer
  refreshments.
• Some interviewers like to talk about topics of
  general interest such as local events or sport to
  make the applicant feel at ease however take
  care not to side-track too far from the
  interviews purpose.
• State the interviews purpose and intended
  result. Be specific and avoid generalities.
• Let the interviewee know if you intend to take
  notes and explain the length of time alotted to
  the interview.

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Ch.4- Implement maintain effective workplace
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• The body of the interview Use simple questions
  initially to help the applicant build confidence.
  
• Progress further through the interview with
  questions on work experience, education and
  personal details.
• Throughout the interview, your purpose is
  twofold to obtain specific information from the
  applicant and to achieve an interview process
  that is comfortable for the applicant. So take
  notes to jog your memory.
• Some interviewee responses may be inadequate,
  irrelevant, poorly organized or inaccurate.
  Listen carefully and with empathy. On occasion,
  you may need to vary the type of question, to
  clarify information or to allow the applicant to
  elaborate.
• As an interviewer it is your resposibility to
  give applicants accurate job information, to
  answer their questions and to allow scope to
  discuss their abilities.

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Ch.4- Implement maintain effective workplace
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• Close the interview courteously.
• The interviewer should summarize what has taken
  place during the interview to avoid any
  misunderstandings or communication barriers.
• At the end of the interview, indicate any further
  action that needs to be completed. Indicate
  clearly that the interview is over and thank
  applicants for their application and for
  attending the interview.

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Ch.4- Implement maintain effective workplace
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• After the interview, the interviewer or the panel
  evaluates each applicant and the results of the
  interview.
• Maintain the confidentiality of the interview and
  the documents presented at the interview.
• Record or complete notes on all important points
  immediately after the interview.
• You are trying to form an objective opinion based
  on the information provided by the interviewee
  and any other information available. At this
  stage interview evaluation sheets or rating
  scales are very helpful.

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Ch.4- Implement maintain effective workplace
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• Other workplace interviews Apart from the job
  interview, a number of other interviews are
  regularly conducted at work.
• Data collection interviews They can take place
  daily within an organization as part of the
  problem-solving and decision-making process.Their
  aim is to obtain needed information and collect
  it in a form that can be analyzed and processed
  or order the information in a way that makes it
  easy to analyze.
• Persuasive interviews They aim to establish that
  a particular course of action or a new idea or
  change is acceptable. Plan the persuasive
  interview by knowing what you want to change or
  accomplish. Identify you objectives. They aim to
  influence the interviewee to change their
  attitude or bring them aroun a particular point
  of view.

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Ch.4- Implement maintain effective workplace
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• Performance interviews They seek to evaluate the
  employers performance and provide feedback on the
  organizations perception of the employers
  performance. The performance interview is often
  used for a promotion assessment. Plans to take
  action to change the behavior. Plan the interview
  carefully and choose a place free from
  interruptions.
• Discipline or reprimand (kinama-azarlama)
  interviews They aim to discuss unacceptable or
  undesirable behavior and to discuss plans to take
  action to change the behavior. Listen to the
  employee to determine reasons for the behavior.
  Deal with the facts rather than emplyees
  personal characteristics. This technique helps to
  reduce emotional reaction and defensiveness.

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Ch.4- Implement maintain effective workplace
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• Counseling (ögüt) interviews They aim to provide
  support for employees dealing with issues and
  problems to help them solve the problem.
  Conseling interviews may also deal with issues
  that affect work performance. It is important in
  a conseling interview to remain non-evaluative,
  to use a range of questions and to develop active
  and reflective listening skills. They should be
  conducted privately, and confidentiality should
  be respected. They aim to help the employee
  clarify the problem and assist the employee to
  select the solution that most suiits their needs.

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Ch.4- Implement maintain effective workplace
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• Common mistakes made by interviewers The aim in
  a selection interview is to choose the best
  person for the job. By removing these mistakes
  from interviews an interviewer is able to choose
  the best person more effectively. Some mistakes
  are
• Rely on first impressions
• Rating towards the average
• Relying on overall impression to give the halo
  effect. (The halo effect describes a decision
  made on an overall impression based on general
  characteristics, rather than the specific
  criteria for the job. )
• Placing too much emphasis on negative information
• Making a rushed decision

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Ch.5- Negotiation Conflict Management

• Negotiation is a process in which two or more
  parties try to resolve differences, solve
  problems and reach aggreement. Effective
  negotiation meets as many interests as possible
  in an agreement that is durable.
• Negotiation strategies Although negotiation has
  a specific aim to reach agreement not all
  negotiation achieves this aim.
• Win-win strategy
• Win-lose strategy
• Lose-win strategy
• Lose-lose strategy

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Ch.5- Negotiation Conflict Management

• Win-win strategy This gives a situation in which
  both parties are satisfied with the settlement
  negotiated. It is a process that seeks to meet
  the needs of both parties.
• Win-lose strategy This gives a situation in
  which one party is satisfied and one is
  dissatisfied. The focus is on the partys problem
  to the exclusion of the others, until one side
  gives in or is defeated. People who adopt this
  strategy often use a confusing presentation or a
  dominant speaking style and body movement.

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Ch.5- Negotiation Conflict Management

• Lose-win strategy This gives a situation in
  which a party is dissatisfied and the other is
  satisfied. In an extreme case, win-lose style of
  negotiation and the lose-win style of negotiation
  can lead to a deadlock followed by the lose-lose
  situation.
• Lose-lose strategy This results from a situation
  in which the objectives of both parties are too
  rigid, or when both parties are unable to
  collaborate, or unaware of the opportunity to do
  so. When agreement cannot be reached, a third
  party may mediate to help the parties reach their
  own solution.

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Ch.5- Negotiation Conflict Management

• Psychological barriers When you are negotiating,
  psychological barriers may arise. These may
  include
• Fear of being taken for a ride
• Waiting to be liked
• Guilt about wanting to be assertive
• Need to be nice
• Feeling intimidated by so-called powerful people
• Fear of conflict or confrontation
• Fear of losing face with the boss or colleagues
• Lack of self-confidence

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Ch.5- Negotiation Conflict Management

• A five step approach to negotiation
• Plan Create a set of clear objectives to steer
  you in the right direction to achieve the results
  you want.
• Discuss Identify areas of agreement and try to
  establish some rapport with the other party.
• Purpose Define the issues at a time. Attempt to
  stay with the issue rather than generalizing into
  other situations.
• Negotiate the issue Start by asking for what you
  want, but accept that your goals may have to be
  modified. Link compromises to other objectives.
• Check Ceck the agreement that you have just
  concluded and confirm that each party is
  committed to the agreement.

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Ch.5- Negotiation Conflict Management

• Another approach to negotiation is principled
  bargaining. To implement it you need to
• State your case clearly and persuasively
• Organize your facts well
• Be aware of the timing and speed of the talks
• Access the othersneeds properly
• Have patience
• Not be unduly worried by conflict
• Be committed to a win-win philosophy

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Ch.5- Negotiation Conflict Management

• BATNA stands for the Best Alternative to a
  Negotiated Agreement. If agreement cannot be
  achieved by negotiation, the alternative action
  to be taken is identified in the BATNA.
• WATNA stands for the Worst Alternative to a
  Negotiated Agreement. If the person you are
  negotiating with is your manager or supervisor
  you may have to think about WATNA. Becasue the
  other person has the legitimate power, or because
  because you want the relationship to continue as
  it is, you may decide on less than your preferred
  outcome.

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Ch.5- Negotiation Conflict Management

• Problem solving by negotiating It is necessary
  that the relationship is important to both
  parties and there is a genuine desire to solve
  the problem rather than to win.
• Select best time
• Define needs
• Brainstorm solutions
• Evaluate solutions
• Choose solutions
• Implement solutions

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Ch.5- Negotiation Conflict Management

• Negotiating options In the negotiation process,
  the parties involved may use different
  negotiation styles or options. A skillfull
  negotiator is able to identify each of the five
  options and recognize the style being used by
  other party.
• Compromise the settlement of differences through
  concessions by one or both parties.
• Collaboration it results when people cooperate
  to produce a solution satisfactory to both
  parties.
• Competition it leads to one party gaining the
  advantage over the other.
• Accomodation is a negotiation style where one
  party is willing to oblige or adapt to meet the
  needs of other party.
• Withdrawal or avoidance it is a negotiation
  style where both parties lose. In this style, one
  party retracts their point of view or backs away
  from the situation. (lose-lose)

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Ch.5- Negotiation Conflict Management

• Conflict occurs when two people, teams or groups
  have differing wants or goals and one party
  interferes with the others attempts to satisfy
  their wants or goals.
• Levels of Conflict Conflict moves through
  different levels before it reaches the crisis
  level.
• Discomfort
• Incidents
• Misunderstandings
• Tension
• Crisis

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Ch.5- Negotiation Conflict Management

• Discomforts Perhaps nothing is isaid yet. Things
  dont feel right. It may be difficult to identify
  what the problem is. Do you feel uncomfortable
  about a situaition, but not quite sure.
• Incidents Here a short, sharp exchange occurs
  without any lasting internal reaction. Has
  someting occured between you and someone else
  that has left you upset, irritated or with a
  result you did not want.
• Misunderstandings Here motives and facts are
  often confused or misperceived. Do your thoughts
  keep returning frequently to the problem.

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Ch.5- Negotiation Conflict Management

• Tension Here relationships are weighed down by
  negative attitudes and fixed opinions. Has the
  way you feel about and regard the other person
  significantly changed for the worse? Is the
  relationship a source of constant worry and
  concern?
• Crisis Behavior is affected, normal functioning
  becomes difficult, extreme gestures are
  contemplated or executed. Are you dealing with a
  major event like a possible rupture in a
  relationship, leaving a job, violence?

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Ch.5- Negotiation Conflict Management

• Constructive responses to conflict Responses to
  conflict are learnt early in our childhood. These
  responses become habits and reactions used
  without thought in our adult life.
• Assertion
• Nonverbal messages
• Listening with emphaty

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Ch.9- Coordinate and Manage Quality Customer
Service

• An organization that focuses on the customers
  point of view rather than its own point of view
  is well on the way to providing high quality
  customer service. It achieves this by clearly
  defining its customers needs and expectations,
  and by communicating regularly with them. An
  organizations customer service is designed
  around the things customers value, and is
  continually improved to meet their needs and
  expectations.

57
Ch.9- Coordinate and Manage Quality Customer
Service

• Establish working relationships with customers
• Customer Service Model Total Quality Management
  (TQM) approach to customer service is now being
  adopted by many organizations. TQM Involves
  everyone in the organization.
• Know your customers needs and expectations
• Plan to meet internal and external customer
  requirements
• Classify customer value Basic service, Expected
  service, Desired service, Unexpected service
• Internal and external customers

58
Ch.9- Coordinate and Manage Quality Customer
Service

• Ensure delivery of quality product and service
• Coach and mentor colleagues and team members
• Deal with customer needs and expectations
• Advertise
• Maintain customer records
• Inform customers

59
Ch.9- Coordinate and Manage Quality Customer
Service

• Monitor, adjust and report customer service
• Customer complaints policy respond to feedback
  from customers.
• Seek customer feedback
• Prepare a proposal that is to recommend and seek
  approval for modifications to customer service.
• Authorize, take action or refer on the complaints
  received from customers.
• Implemet proposed changes
• PDCA cycle (Plan-Do-Check-Act) for implementing
  proposed changes.

60
Ch.10- Organize and Manage Meetings

• Determining the purpose Meetings cover three
  main areas of resposibility.
• First, the organizations resposibility is to
  provide the policy and procedures.
• Second, the meetings executive is resposible for
  organizing and running the meeting according to
  its standing orders and formalities.
• Third, members are required to take part in
  decision making at the meeting and contribute to
  areas requiring their expertise.

61
Ch.10- Organize and Manage Meetings

• Formal meetings they have rules and regulations.
• Informal meetings they are less structured.
• Planning the seating arrengements
• Circular or oval seating arrangement This is the
  ideal arrangement. It allows everyone to see
  everyone else.
• Long rectangular seating arrangement It is less
  than ideal. It can lead to problems such as
  meetings within meetings the members farthest
  from the chairperson may talk among themselves.
• U-shaped seating arrangement It presents
  problems similar to those of the long rectangular
  table. The person on the immediate left of the
  chairperson tends to have trouble asserting their
  presence

62
Ch.10- Organize and Manage Meetings

• Conducting a structure meeting People at a
  meeting may take an executive role or a
  membership role.
• Duties of the chairperson Chairperson is either
  selected or appointed. The resposibility is
  twofold
• To prepare and set the scene for the meeting
• To conduct the meeting according to the standing
  orders or rules of the organization.

63
Ch.10- Organize and Manage Meetings

• Other duties of the chairperson
• C0nducting the meeting check that a quorum
  (minimum number needed to conduct meeting) is
  present, declare the meeting open, welcome
  people, state the aims of meeting, delegate when
  necessary, give feedback, encourage
  participation...
• Ruling on points of order The chairperson makes
  a decision on any points of order that are rised.
• Following procedures Chairpersons role is to
  ensure that correct procedures are followed, and
  maintain control of the meeting Allocating enogh
  time for adequate discussion, be objective and
  impartial, put forward the motion for the next
  meeting.

64
Ch.10- Organize and Manage Meetings

• Moving and seconding proposals, motions and
  amendments
• A motion is a specific proposal formally put by a
  member to the rest of the meeting. For example
  I move that a pay increase of 30 per week be
  accepted.
• An amendment to the motion can be suggested by
  any member. It is an alteration that aims to
  clarify the motion (or improve it some other way)
  by rearranging removing or adding words.

65
Ch.10- Organize and Manage Meetings

• Right of reply Once the general discussion on
  the motion is completed, the chairperson gives
  its mover the right of reply.
• Voting for the motion The chairperson then asks
  members to vote for or against the motion.
• Resolution A motion put to the meeting and
  carried becoms a resolution that is, the
  discussion about it has been resolved to
  everyones satisfaction.

66
Ch.10- Organize and Manage Meetings
67
Ch.10- Organize and Manage Meetings
68
Ch.10- Organize and Manage Meetings

• Duties of the secretary
• Agenda The secretary prepares the agenda in
  consultation with the chairperson.
• Documentation preparing enough copies, sending
  members the agenda for the next meeting and a
  copy of the minutes of the previous meeting.
• Apologies The secretary records the names of
  those present., reads apologies from absentees,
  records these apologies.
• Correspondence and minutes within 24 hours or
  sooner.

69
Ch.10- Organize and Manage Meetings

• Duties of participants at a meeting
• Task-related roles Before attending, read the
  agenda minutes, prepare and write proposalsor
  motions, and oral presentation.
• Maintenance-related roles Support and encourage
  others contributions.
• Defensive and dysfunctional roles Defensive
  roles such as tension reliever or scapegoat and
  dysfunctional roles such as show-off, blocker or
  rebel to achieve their own agendas prevent the
  meeting from achieving its goals.

70
Ch.10- Organize and Manage Meetings

• Communication skills that achieve results
• Practice courtesy and good meeting manners
• Express your ideas and give feedback
• Ask questions
• Listen
• Match the nonverbal messages to the spoken
• Follow up

71
Ch.10- Organize and Manage Meetings

• Communication barriers
• Poor verbal skills
• Inappropriate nonverbal skills
• Poor listening
• Unwillingness to participate

72
Ch.10- Organize and Manage Meetings

• Decision-making and problem solving in a meeting
• Nominal group technique It anables members of a
  group to work independently as individuals at the
  meeting, to think about and present new ideas.
• Discuss and clarify the situation or problem
• Work as individuals (think on your own)
• Present and record ideas
• Rate the ideas
• Choose the most preferred option

73
Ch.10- Organize and Manage Meetings

• Brainstorming It lets each person contribute
  ideas and feel part of the process that produces
  the results. It is a quick and easy method.
• Define the main issue
• Brief the meeting
• Encourage all members to participate
• Evaluate the ideas
• Choose the action

74
Ch.10- Organize and Manage Meetings

• Problem-solving process (by Dewey, 1933) It is
  creative, helps the participants understands the
  reasons for the final decision, and encourages
  them to discuss the results with others.
• Define the problem
• List all the possible alternatives
• Discuss an analyze the alternatives
• Choose a solution
• Plan the course of action

75
Ch.13- Organize Workplace Information

• Planning
• There are several ways you can tackle the task of
  planning a document. The following steps are a
  useful way of getting started and of ensuring
  that the result is appropriate, readable and
  clear.
• Identify your reason for writing the document.
• Consider the needs of yor receiver.
• Decide what points and ideas you need to include.
  
• Decide the best way to organize these points.

76
Ch.13- Organize Workplace Information

• Metods of organizing information
• Direct method Begins with the main points and/or
  conclusions, and then provides detailed evidence
  to support it and discussion about it. This
  method is often useful at work.
• Indirect method starts with the introduction,
  then provides the detailed evidence and
  discussion, and finishes with the conclusion or
  recommendation.
• Problem-solving method is used when you wish to
  focus the readers thoughts on a problem. Start
  with a detailed discussion of the factors that
  caused the problem and conclude with the
  solution.

77
Ch.13- Organize Workplace Information

• Strategies for sorting information During the
  planning stage of a complex document you will
  sort your materials before you decide what
  sequence or order to put it in.
• Traditional written outline
• Formal outline shows the main ideas, the
  supporting information, their position and the
  connections between them. It is useful for
  dealing with many complex ideas or details.
• Informal outline It lists the main ideas and
  their supporting information. It is one of the
  easiest ways of to orgainze simple, uncomplicated
  information.

78
Ch.13- Organize Workplace Information

• Tree diagram is a plannig strategy that groups
  particular points or ideas together. It is a
  technique suited to complicated ideas and it is
  best to use it after you have fully developed
  them. This is because it shows up any
  similarities, differences, overlaps or gaps in
  your ideas, and identifies their order of
  importance. The main topic or theme becomes the
  trunk of the tree. Then each idea that stems from
  this trunk becomes a branch.

79
Ch.13- Organize Workplace Information

• Triangle The shape of the triangle emphasises
  the lead-in or introduction to your topic and the
  conclusion. As a closed shape, it contains the
  main ideas in boxes along the bottom, as a
  unitConsequently, it helps you to limit your
  material to what is necessary.
• Mind Map Instead of the linear approach to
  note-taking, the Mind Map offers key concept
  overviews to which descriptive details can be
  added. It helps us to make associations between
  key concepts and relevant experiences. This way
  of sorting and selecting information is more
  efficiant than making the traditional kind of
  structured notes which contain unnecessary words
  that interrupt the key words.

80
Ch.15- Writing Business Letters

• At work we write letters for many different
  reasons to initiate a business contact, to reply
  to someone, to give directions, to make requests.
  Some are written to persuade a potential customer
  to buy something, or to encourage a customer to
  pay an overdue account.
• The four main types of business letters are
• Good news letters
• Bad news letters
• Neutral letters
• Persuasive letters

81
Ch.15- Writing Business Letters

• Layout of a business letter The layout of the
  letter provides the frame for the body of your
  letter.

82
Ch.15- Writing Business Letters

• Types of layout
• Full block layout
• Full block layout with centered letterhead
• Modified block layout

83
Ch.15- Writing Business Letters

• Planning the business letter
• Decide on the purpose of the letter
• Decide what you want to say
• Note down all the ideas in point form
• Order these ideas into a sequence appropriate to
  the type of letter
• Write the first draft, using plain English
• Read the letter to ensure that you have achieved
  your purpose
• Rewrite if necessary

84
Ch.15- Writing Business Letters

• Writing good news or neutral letters Direct
  order of information
• An inquiry
• A request
• An acknowledgement
• A letter of introduction to someone

85
Ch.15- Writing Business Letters

• Writing bad news letters Indirect order of
  information
• An order refusal
• A credit refusal
• An adjustment refusal
• Refusing an invitation or request

86
Ch.15- Writing Business Letters

• Persuasive letters to collect someting (money,
  cooperation etc.)
• The remainder
• The strong remainder
• Inquiry
• Urgency

87
Ch.16- Writing Memos and Short Reports
88
Ch.16- Writing Memos and Short Reports