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• Module overview
• 1.Introduction to communication
  • 1.1 Overview of communication
  • 1.2 Forms & types of communication
  • 1.3 Communication models and theories
    • 1.3.1 The transmission model
    • 1.3.2 The process models
    • 1.3.3 More recent models and theories
  • 1.4 The role of perception in the communication process
  • 1.5 Communication barriers
  • 1.6 Communication in the workplace

• 2. Written communication: Business writing

  • 2.1 Overview of written communication
  • 2.2 Planning
  • 2.3 The components of a plain english writing style
    • 2.3.1 Language
    • 2.3.2 Sentence structure
    • 2.3.3 Paragraph structure
    • 2.3.4 Rhythm
  • 2.4 Evaluating your writing
  • 2.5 Letters, memoranda and reports
    • 2.5.1 Letters
    • 2.5.2 Memoranda
    • 2.5.3 Reports
  • 2.6 Applying written communication to business writing
    • 2.6.1 Good news letter/memo - eg granting a request
    • 2.6.2 Bad news letters/memos - eg declining a credit application
    • 2.6.3 Structure for persuasive messages eg sales letters
    • 2.6.4 Online writing

• 3. Written communication: research and academic writing

  • 3.1 Overview of academic writing
    • 3.1.1 The research process
    • 3.1.2 Notations
    • 3.1.3 Strategies for sorting information
  • 3.2 Clear and logical thinking in academic writing
  • 3.3 Structure and content of academic writing
  • 3.4 Writing techniques

• 4. Intercultural communication

  • 4.1 Overview of culture
  • 4.2 Intercultural, cross-cultural and intracultural communication
  • 4.3 Enculturation, acculturation, ethnocentrism and cultural relativism
  • 4.4 Globalisation and intercultural business communication
  • 4.5 Cultural variables
  • 4.6 Barriers to effective intercultural communication
  • 4.7 Intercultural communication competence

• 5. Interpersonal communication

  • 5.1 Overview of interpersonal communication
  • 5.2 Creating a positive communication climate
    • 5.2.1 Empathy
    • 5.2.2 Judgmental behaviour and stereotyping
    • 5.2.3 Self disclosure
    • 5.2.4 Interpersonal effectiveness
  • 5.3 Self-concept
    • 5.3.1 Developing a positive self-concept
  • 5.4 Techniques for effective communication
    • 5.4.1 Assertive behaviour
    • 5.4.2 'I' Statements
    • 5.4.3 Feedback
    • 5.4.4 Feedfoward
    • 5.4.5 Networking
    • 5.4.6 Delegating

• 6. Non-verbal communication

  • 6.1 Overview of non-verbal communication
  • 6.2 Types of non-verbal communication
  • 6.3 Aspects of non-verbal behaviour
    • 6.3.1 Kinesics
    • 6.3.2 Touch
    • 6.3.3 Paralanguage
    • 6.3.4 Proxemics
    • 6.3.5 Time
    • 6.3.6 Type
  • 6.4 The role of non-verbal communication
  • 6.5 Conflict between verbal and non-verbal

• 7. Listening

  • 7.1 Overview of listening
  • 7.2 The listening process
  • 7.3 Approaches to listening
    • 7.3.1 Active listening
    • 7.3.2 Informational listening
    • 7.3.3 Evaluative listening
    • 7.3.4 Conversational listening
  • 7.4 Barriers to listening
    • 7.4.1 Becoming an effective listener

• 8. Public presentations and visual aids

  • 8.1 Overview of public presentations
  • 8.2 Planning and delivering the presentation
    • 8.2.1 Planning
    • 8.2.2 Delivery
  • 8.3 Visual aids and technology in presentations
    • 8.3.1 Selecting the right visual aid
    • 8.3.2 Types of visual aids
    • 8.3.3 Modes of delivery

• 9. Conflict and negotiation skills

  • 9.1 Overview of conflict: types, approaches and levels
  • 9.2 Types of conflict
  • 9.3 How to deal with conflict
  • 9.4 The twelve skills of conflict resolution
  • 9.5 Overview of negotiation
  • 9.6 Negotiation styles and strategies
  • 9.7 Personal styles in negotiation
  • 9.8 Principled negotiation

• 10. Organisational communication

  • 10.1 Overview of organisational communication
  • 10.2 Formal communication channels and networks
    • 10.2.1 Formal communication: problems and solutions
  • 10.3 Informal communication
  • 10.4 Improving organisational communication
  • 10.5 Meetings
    • 10.5.1 The purpose of a meeting
    • 10.5.2 The stages of a meeting
    • 10.5.3 Communication skill for effective meetings
  • 10.6 Interviews
    • 10.6.1 The purposes of an interview
    • 10.6.1 The purposes of an interview

• 11. Groups and teams in organisations

  • 11.1 Overview of groups and teams
  • 11.2 The nature of groups
  • 11.3 Group development
  • 11.4 The advantages and disadvantages of groups
  • 11.5 Improving group performance
  • 11.6 Decision making in groups
  • 11.7 Communication in groups

• 12. Customer service and public relations

  • 12.1 Overview of customer service
  • 12.2 Developing a working relationship with clients
  • 12.3 Customer relations and communication skills
    • 12.3.1 Communication barriers in customer relations
    • 12.3.2 Your role in customer relations
  • 12.4 Handling difficult situations
  • 12.5 Public Relations

11.1.6 Communication in groups

Good communication in groups should hardly need to be stated at all: competent communication is what this whole subject is about! Communication in groups - such as a preparedness to listen, empathy, clear verbal and non-verbal communication, confidence and assertiveness - forms the foundation on which all teams operate. Poor communication leads to poor group work. See Table 11.5 on page 310 of the textbook for more detail on group communication skills.

Groups, including teams, are becoming an increasingly important component of organisational structure. However, communication in groups is complicated by the number of people involved. There only has to be more than one! An understanding of the group concepts such as group development, group roles and group effectiveness that have been presented in this chapter helps the members to appreciate the effort and commitment that is required to create an effective group or high performing team.

Summary activity

Complete the following questionnaire.

How do you behave in a group?

Instructions : Think of a typical group situation in which you often find yourself (eg. a club, study group, small work group), and answer the following items as accurately as possible.

		Never	Seldom	Fairly often	Frequently
In a group, how often do you:
1	Keep the group focused on the task at hand?	1	2	3	4
2	Help the group clarify the issues?	1	2	3	4
3	Pull the various ideas together?	1	2	3	4
4	Push the group to make a decision or complete a task?	1	2	3	4
5	Support and encourage other group members?	1	2	3	4
6	Try to reduce interpersonal conflicts?	1	2	3	4
7	Help the group reach a compromise	1	2	3	4
8	Assist in maintaining group harmony	1	2	3	4
9	Seek personal recognition from other group members	1	2	3	4
10	Try to dominate group activities	1	2	3	4
11	Avoid unpleasant or undesirable group activities?	1	2	3	4
12	Express your impatience or hostility with the group	1	2	3	4

 

Steers, R. M. & Black, J. S. 1994, Organizational Behaviour , Harper Collins, New York , p.248.

This questionnaire asks you to describe your own behaviour within a group setting. Add up your scores for the three categories of behaviour.

• task oriented behaviour-items 1-4
• relations oriented behaviour-items 5-8 and
• individual oriented behaviour-items 9-12

Examine the resulting patterns in your answers. There are no correct or incorrect answers. This is an opportunity for you to consider your group behaviour.

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