1. LECTURE 1
By Tuan Thanh, Le – MBA
National Economics University 1

2. Objectives
Define and understand communication and the communication process
Discuss the various methods of communication
List and overcome the filters/barriers in a communication process
Discuss the advantages and disadvantages of different styles of communication
Discuss the telephone skills
Tips to improve verbal and non verbal communication

3. What is Communication? ITS ESSENCES :
COMMUNICATION IS THE ART OF TRANSMITTING INFORMATION, IDEAS AND ATTITUDES FROM ONE PERSON TO ANOTHER.COMMUNICATION IS THE PROCESS OF MEANINGFUL INTERACTION AMONG HUMAN BEINGS.
ITS ESSENCES :
PERSONAL PROCESS
OCCURS BETWEEN PEOPLE
INVOLVES CHANGE IN BEHAVIOUR
MEANS TO INFLUENCE OTHERS
EXPRESSION OF THOUGHTS AND
EMOTIONS THROUGH WORDS & ACTIONS.
TOOLS FOR CONTROLLING AND MOTIVATING PEOPLE.
IT IS A SOCIAL AND EMOTIONAL PROCESS.

4. Purposes of Communication
Provide factual information
Inform readers about or provide information
Clarify and condense information
State precise responsibilities
Persuade and make recommendations

5. What are the most common ways we communicate?
Visual Images
Spoken Word
Written Word
Body Language

6. Types of Communication
Nonverbal
Less structured, harder to classify
More spontaneous, less control
Verbal
More structured, easier to study
Conscious purpose, more control

7. Methods of Communication
Downwards Communication : Highly Directive, from Senior to subordinates, to assign duties, give instructions, to inform to offer feed back, approval to highlight problems etc.
Upwards Communications : It is non directive in nature from down below, to give feedback, to inform about progress/problems, seeking approvals.
Lateral or Horizontal
Communication : Among colleagues, peers at same level for information
level for information sharing for coordination, to save time.
In modern business environment communication extends beyond written or spoken
words to listened word.
Visual dimension added by T.V., computers has given to new meaning to
communication.
COMMUNICATION NETWORKS
Formal Network : Virtually vertical as per chain go command within the
hierarchy.
Informal Network : Free to move in any direction may skip formal chain of
command. Likely to satisfy social and emotional needs
and also can facilitate task accomplishment.

8. HIERARCHY LEVEL
Downward Comm.
Upward Comm.
Horizontal Comm.

9. The Communication Process
Medium
Barrier
SENDER
(encodes)
Barrier
RECEIVER
(decodes)
Feedback/Response

10. Nonverbal Communication
Is it possible to communicate without words?
Studies show that over half of your message is carried through nonverbal elements:
Your appearance
Your body language
The tone and
the pace of your voice.

11. Nonverbal Communication
We know the importance of “first impression”
But first impressions happen everytime we initiate the communication.
Before someone processes our verbal messages,
She has taken in our appearance,
Registered our enthusiasm and sincerety
Noted our tone of voice and processed all into nonverbal message.

12. Nonverbal Communication III
If this message reinforce the content of verbal one, it means we send a powerful message.
If the two messages do not match, they may cancel each other and that means nomessages delivered.
Nonverbal communication part of this training is for learning how to create a powerfull nonverbal message that will support your verbal content.

13. First Impression First impression includes: Dress & grooming Voice
Handshake
Eye contact
Body posture

14. First Impression
Positive first impression make communications much easier and more comfortable.
Negative first impressions can cut off a relationship before it gets started.
Many people give up rather than trying to reverse the other people’s negative impression.
Rejected sales candidate in multinational document comp.
esp.ecially interviewer..

15. First Impression Accent, Monotone and weak voice, poor vocabulary
Cold, limp handshake
Lower quality, with inappropriate coloures, messy dressing style, dirty shoes
Seldom eyecontact
Poor posture, bad hygiene creates a barrier.

16. Depth of Knowledge Depth of knowledge: in the area of expertise
This refers how well you know your subject?
How well do you know your company?
Does the depth of your knowledge project credibility and command respect from your employees or do they say “I could do her job as well as she can”
As a part of your image learn your job, company, industry, firm’s policies, personnel

17. Breadth of Knowledge Breadth of Knowledge:
This area deals with your ability to converse with others in fields of outside area of expertise.
The latest development in world events?
Popular books and movies?
Arts? Hobbies? Different interest areas?
Touristic experiences?

18. Breadth of Knowledge
By increasing the breadth of your knowledge, you will be able to develop rapport with others.
Research has shown that the more people have in common, the better they like each other.

19. Breadth of Knowledge
For increasing breadth of your knowledge it is recommended:
to spend the nonproductive time as driving, doing home responsibilities with listening radio, watching TV plus reading weekly magazines,
reading daily newspapers and min. 4 different books yearly and
interacting with others, listening to them

20. Enthusiasm
Most people like to work with others who are enthusiastic about their work.
Enthusiastic people seem to work harder, longer and more accurately than those who are not enthusiastic.
Enthusiasm is a projected behaviour to others and make the others enthusiastic.

21. Language of Gestures
Body language and nonverbal communication are transmitted through the eyes, face, hands, arms, legs and posture (sitting and walking)
Each individual, isolated gesture is like a word in sentence; it is difficult and isolated dangerous to interpret in and of itself.
Therefore consider the gesture in the light of everything else that is going on around you.

22. Eyes Windows of the soul, excellent are indicators of feelings.
Shifty eyes, beady eyes and look of steel demonstrate awareness.
Honest person has a tendency to look you straight in the eye when speaking.
At least listeners accept it like that.

23. Eyes
People avoid eye contact with other person when an uncomfortable question asked.
Try to reduce tension and build trust rather than increase tension.
The raising of one eyebrow shows disbelief and two shows surprise.
People are classified as right lookers and leftlookers. Right lookers are more influenced by logic and precision, left lookers are found to be more emotional, subjective and suggestible.

24. The Face
The face is one of the most reliable indicators of a person’s attitudes, emotions & feelings
By analysing facial expressions, interpersonal attitudes can be discerned and feedback obtained.
Some people try to hide their true emotions. The term Poker Face describes them.

25. The Face Common facial gestures are: Frowns: unhappiness, anger
Smiles: happiness
Sneers: dislike, disgust
Clenched jaws: tension, anger
Pouting lips: sadness.

26. The Hands
Tightly clenched hands usually indicate that the person is experiencing undue pressure.
It may be difficult to relate to this person because of his tension and disagreement.
Superiority and authority are usually indicated when you are standing and joining your hands behind your back.

27. The Hands
Rubing gently behind or beside the ear with the index finger or rubbing the eye usually means the other person is uncertain about what you are saying.
Leaning back with both hands supporting the head usually indicates a feeling of confidence or superiority.

28. Activity 1 How do we communicate?
How do you transfer information from yourself to another in the hope of achieving something? Think of at least five ways.
Why do we communicate?

29. Barriers to communication
Noise
Inappropriate medium
Assumptions/Misconceptions
Emotions
Language differences
Poor listening skills
Distractions
Poor vocabulary
Different culture (diversity)

30. You must choose to participate in the process of listening.
Hearing Vs Listening
Hearing – Physical process, natural, passive
Listening – Physical as well as mental process, active, learned process, a skill
Listening is hard.
You must choose to participate in the process of listening.

31. Advantages and disadvantages of different styles of communication
CHANEL
ADVANTAGES
DISADVANTAGES
Face to face
Gives immediate feedback
Enjoyable
Might dislike receiver
Discussing problems can get emotive
Costly in time and money
Telephone
Rapid
Overcomes distance between people
Confidential
Conference calls for groups
Messages can be misunderstood
Difficult to persuade people
People less tolerant of delay
Hangups, disconnects or call waiting
Written message
Time to compare messages
Permanent record
Can be copied, considered by several at once
Can reflect on message/contents
Delayed feedback
Can be mislaid
Can lack persuasive power
Graphic message
Understood quickly
Better than words with complex message
Transcends language and cultural barriers
Limited power as feedback
Needs support of words

32. Activity 2 How would you send each of the following messages?
Task
Message
Reason for selection
Telling someone in the team she is not performing the job satisfactorily
Applying for a job
Telling an interviewee that he was unsuccessful
Instructing a person who has a poor grasp of English language how to change a tyre
Asking for a salary increase from your manager

33. Giving and Receiving Feedback

34. about performance or behaviour
Feedback is:
information
about performance or behaviour
that leads to action to affirm or develop that performance or behaviour.
The first key word in this definition is information…ie hard facts, concrete data, observable examples of performance and behaviour etc. ………….. NOT personal hunches, NOT assumptions!
Second key point is the information is about performance or behaviour (ie what the person does and how they do it)…….NOT ABOUT WHO THEY ARE.
Third key point is that it has a very specific intention, that is, to lead to action. If this does not happen, then there is no point in giving it.
Fourth key point is that feedback is intended to affirm or develop performance or behaviour. This means that before delivering feedback, the deliverer must be clear as to the outcome they wish to see. If this is not clear to the deliverer, what hope has the recipient got??

35. Purpose of Feedback
How can we expect people to change and develop if they don’t know what they need to change?
Unless they get feedback, how do they know what they do well so they can continue doing it?

36. Feedback Reality vs Perceptions
Most people really want to know how they are doing. They want to know if other people like what they’re doing.
They also want to know if something could be done more effectively or if boundaries are being overstepped.

37. Feedback is NOT: an end in itself
a solution to performance problems or issues
praise or blame, approval or disapproval. Evaluation means to place value on a performance or piece of work. But feedback is value neutral. It merely describes what you did or did not accomplish, given a standard or intent.
Derived from tests, exercises or simulations. The activity being assessed is your normal work. You cannot get closer to real life than real life itself.

38. Brown & Leigh’s Feedback Rules (1996)
TIMELY
SELECTIVE
BALANCED
SUGGESTIONS rather than PRESCRIPTIONS
DESCRIPTIVE
SPECIFIC or focussed
Avoid personal comments
Avoid Mixed Messages
Avoid diffusion
DIRECTED towards behaviour that can be changed

39. Giving Feedback
TIMELY: given as close to the event as possible (taking account of the person’s readiness etc)
SELECTIVE: addressing one or two key issues rather than too many at once
BALANCED: good and the bad
SUGGESTIONS not PRESCRIPTIONS

40. Giving Feedback
DESCRIPTIVE, non-judgemental, based on behaviour not personality
"I notice that you don’t look at people when they are talking to you".
"I think your selfish in that you don’t listen to anyone else".
Both these comments can apply to the same situation, but
the first describes what is happening, whereas the second is judgmental.
The first gives information which the other person would find difficult to dispute, but relatively easy to take action on.
The second is more likely to provoke a defensive reaction, with little chance of any resultant improvement.

41. Avoid personal comments
Giving Feedback
SPECIFIC or focussed; In order to focus developmental feedback:-
Avoid personal comments
Avoid Mixed Messages
Avoid diffusion

42. Examples
‘you fool! Cant you remember that I needed these accounts for the meeting yesterday?’
“Shirley, I need the accounts for 2pm on Friday for the management meeting later in the afternoon.”
‘John, you always look as if you have just got out of bed but your work is good on the whole)
‘John, I would like you to take more care with your appearance in order to make a better impression’
‘Some of you are not achieving your performance goals. You have to improve.’
‘Richard, you have not achieved your performance goals this week. Can we talk about it & work out some plans to improve?’

43. Giving Feedback DIRECTED towards behaviour that can be changed
‘I really don’t like your face/your height/the fact that you are bald etc’
‘It would help me if you smiled more or looked at me when you speak’
Feed back on observed behaviour - what the individual has said or done; don't make subjective judgements. It is not likely to be helpful to give a person something over which they have no choice. Clear measurable outcomes make for good feedback.
‘I really don’t like your face/your height/the fact that you are bald etc’……offers no information about which a person can do very much.

44. But… before you give feedback
always ask yourself:
What is my intention behind giving this person feedback?
How am I feeling about giving it?
How is the other person feeling; if they have had a stressful day, might be best left for another occasion. It is important they are in the right frame of mind to accept it
BOTH PEOPLE SHOULD FEEL CALM

45. The Impact of Feedback
The person receiving the feedback can react with:
Anger – ‘I’ve had enough of this’
Denial – this reaction often accompanies the initial shock of feedback ‘I cant see any problem with that’
Blame – ‘It’s not my fault. What can you expect when the patient won’t listen?
Rationalisation – finding excuses to try and justify their behaviour ‘I’ve had a particularly bad week’ ‘Doesn’t everyone do this?’
Acceptance
Renewed Action

46. what type of feedback might you get?
written/verbal individualised eg a particular assignment
written/verbal general feedback to your class eg on most common errors/successes on an exam paper
checklists/proforma eg headings of assessment criteria, with comments below
assessment criteria grid, showing where you are placed against each criteria
model answers
computerised eg multiple-choice questions
"Off the cuff" comments from others eg "You're really good at…"

47. Rules for Receiving Feedback
Listen carefully to what is being said
People should be receptive to feedback and see it as helpful.
Don’t reject it!
Accept positive feedback…don’t reject it!
Accept negative feedback...don’t reject it!
Avoid arguing or being defensive.
Ask questions to clarify fully and seek examples is useful.
Acknowledge the giver of feedback and show his or her appreciation. The feedback may not have been easy to give.
Involve mutual good will
receiver should feel that the giver isn’t their enemy
giver needs to want to help receiver develop

48. what to do with the feedback?
It is up to you
Read or listen
Understand; Clarification: examples and alternatives; Keep notes
Give it time to sink in and get into perspective
Try to keep feedback sheets/information together
Address areas for improvement. Identify, Action Plan
Try not to
feel devastated by small criticisms and
try not to be defensive and make excuses
Read or listen to comments carefully and ensure you understand what is written/said. If not, ask. Ask for clarification, examples and alternatives. Keep notes of what is said to you.
Give it time to sink in and get into perspective
Try to keep feedback sheets/information together, so you can see common themes.
Build on your strengths
Address areas for improvement. Identify what you need to do to reach the higher standard. Produce an Action Plan based on feedback information and on your views of what is important to improve eg: areas to improve, actions to take, sources of help, when to tackle? (date)
Try not to
feel devastated by small criticisms and try not to be defensive and make excuses

49. Activity 3
What could you do to increase the flow of feedback where you study or work?
What could you do to improve the feedback process at home? 
What quality assurance system is there at your college or place of study or workplace? In what ways does it provide feedback?
If there isn’t a quality assurance system, does your organisation seek feedback from customers and staff? Does it actively ask for feedback, as with a customer satisfaction survey?

50. Activity 4
Scenario:
Your supervisor has told you that you are the appropriate
person to talk to another team member about constantly turning up late
for work and offering no excuse. This staff member is a friend of
yours; generally a good worker and a very good team member capable
of using his initiative but others are starting to make comments about
his late arrival.
 Write out a script for this scenario and focus on giving a range of feedback information as well as using good questioning skills.

51. Telephone Skills

52. Telephone Skills
How to answer the phone – project personality, be prompt, listen carefully and make relevant notes.
How to make calls – plan and organise, ask questions, make relevant notes.
Difficult calls – use appropriate strategies and conform to any workplace practices.

53. Fact The phone could become one of the most
powerful,
efficient
cost effective
tools you have at your disposal.

54. Fact Whether you use the phone:
for job applications
as part of your job when you’re employed
telephone manners are a crucial components of a professional image

55. Fact
Your voice is your personality over the telephone. It makes an immediate impression that can portray you as:
friendly or distant
confident or timid
spontaneous or mechanical
relaxed or nervous

56. Fact Many of us feel awkward about using the phone. WHY?
We can’t see facial expressions.
We can’t see what the other person is doing.
We can’t use illustrations to help them understand.

57. Do
Smile when you’re on the phone, the other person will hear it as it completely changes the sound of your voice!

58. Do Know what you want to say before making the call.
Practice the words out loud until they feel comfortable.

59. Do Listen and respond to the person on the other end of the line.
When you focus on them the phone call becomes much more conversational.

60. Don’t
Do things like doodle or read while on the phone, the person you’re talking to will know you’re distracted!
Answer the phone with food in your mouth, the other person will hear it!

61. The Telephone
A Business Tool

62. Answering The Phone Greet the caller State the company (or department)
Introduce yourself
Offer your help
“Good afternoon, Accounts,
Andrew Bat speaking.
How may I help you?”

63. Taking Messages The date and time of the call Who the message is for
The name of the caller
The company/dept of the caller
The telephone number of the caller
A brief message
Name of person who took the message

64. Ending The Call Thank the caller
Assure that promises will be fulfilled
Leave the caller with a positive feeling
“Thank you for calling.
I’m glad we were able to help.
Feel free to call us anytime”

65. Activity 5
Do some research into telephone skills and compile a list of relevant dot points using the three headings.
How to answer the phone – project personality, be prompt, listen carefully and make relevant notes.
How to make calls – plan and organise, ask questions, make relevant notes.
Difficult calls – use appropriate strategies and conform to any workplace practices.

66. TIPS

67. ESSENTIALS OF COMMUNICATION Dos
Always think ahead about what you are going to say.
Use simple words and phrases that are understood by every body.
Increase your knowledge on all subjects you are required to speak.
Speak clearly and audibly.
Check twice with the listener whether you have been understood accurately or not
In case of an interruption, always do a little recap of what has been already said.
Always pay undivided attention to the speaker while listening.
While listening, always make notes of important points.
Always ask for clarification if you have failed to grasp other’s point of view.
Repeat what the speaker has said to check whether you have understood accurately.

68. ESSENTIALS OF COMMUNICATION DON’Ts
Do not instantly react and mutter something in anger.
Do not use technical terms & terminologies not understood by majority of people.
Do not speak too fast or too slow.
Do not speak in inaudible surroundings, as you won’t be heard.
Do not assume that every body understands you.
While listening do not glance here and there as it might distract the speaker.
Do not interrupt the speaker.
Do not jump to the conclusion that you have understood every thing.

69. How to Improve Existing Level of COMMUNICATION?
IMPROVE LANGUAGE.
IMPROVE PRONUNCIATIOON.
WORK ON VOICE MODULATION.
WORK ON BODY LANGUAGE.
READ MORE
LISTEN MORE
AVOID READING OR WATCHING OR LISTENING UNWANTED LITERATURE, GOSSIP, MEDIA PRESENTATION ETC.
INTERACT WITH QUALITATIVE PEOPLE.
IMPROVE ON YOU TOPIC OF DISCUSSION,
PRACTICE MEDITATION & GOOD THOUGHTS.
THINK AND SPEAK.
DO NOT SPEAK TOO FAST.
USE SIMPLE VOCABULARY.
DO NOT SPEAK ONLY TO IMPRESS SOMEONE.
LOOK PRESENTABLE AND CONFIDENT.

70. Improving Body Language - Tips
Keep appropriate distance
Touch only when appropriate
Take care of your appearance
Be aware - people may give false cues
Maintain eye contact
Smile genuinely

71. Success for YOU…
…in the new global and diverse workplace requires excellent communication skills!

72. Questions