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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

Module overview - Communicate as a manager

Understanding how to communicate as a manager seeks to help you explore many of the fundamental models and theories used to analyse interactions in the workplace. If you take time to think about any interaction in the workplace you will discover the multitude of communication behaviours occurring at any one time. These may include verbal behaviour (the words used and the structure of the language), non-verbal behaviour (including body movement, eye contact and appearance) and listening. As you study the subject observe your own behaviour, and the behaviours of those around you, and determine for yourself what you find to be effective or ineffective. This is called experiential learning, that is, we observe and reflect on our own experiences and integrate these with the theories and models we learn from the literature. This becomes a continual cycle as pictured below (adapted from Kolb 1984).

This module is divided into 12 chapters as follows.

Chapter 1: Introduction to communication

Chapter 2: Written communication: business writing

Chapter 3: Written communication: research and academic writing

Chapter 4: Intercultural communication

Chapter 5: Interpersonal communication

Chapter 6: Non-verbal communication

Chapter 7: Listening

Chapter 8: Public presentations and visual aids

Chapter 9: Conflict and negotiation skills

Chapter 10: Organisational communication

Chapter 11: Groups and teams in organisations

Chapter 12: Customer service and public relations

 

Competency alignment

Module 2 covers BSBFLM503A E stablish effective workplace relationships from the Frontline Management component of the Business Services 2004 Training Package (BSB01).

BSBFLM503AE - stablish effective workplace relationships

Unit Descriptor	This unit is equivalent to the original unit BSXFMI503A Establish and manage effective workplace relationships. Frontline management plays an important role in developing and maintaining positive relationships in internal and external environments so that customers, suppliers and the organisation achieve planned outputs/outcomes. At this level, work will normally be carried out within complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem solving and decision making strategies. Consider co‑assessment with BSBFLM502A Provide leadership in the workplace, and BSBFLM504A Facilitate work teams.
Element	Performance Criteria
1. Gather, convey and receive information and ideas	1.1	Information to achieve work responsibilities is collected from appropriate sources
	1.2	The method(s) used to communicate ideas and information is appropriate to the audience
	1.3	Communication takes into account social and cultural diversity
	1.4	Input from internal and external sources is sought, and valued in developing and refining new ideas and approaches
2. Develop trust and confidence	2.1	People are treated with integrity, respect and empathy
	2.2	The organisation’s social, ethical and business standards are used to develop and maintain positive relationships
	2.3	Trust and confidence of colleagues, customers and suppliers is gained and maintained through competent performance
	2.4	Interpersonal styles and methods are adjusted to the social and cultural environment
3. Build and maintain networks and relationships	3.1 3.2	Networking is used to identify and build relationships Networks and other work relationships provide identifiable benefits for the team and organisation
	3.3	Action is taken to maintain the effectiveness of workplace relationships
4. Manage difficulties to achieve positive outcomes	4.1	Problems are identified and analysed, and action is taken to rectify the situation with minimal disruption to performance
	4.2	Colleagues receive guidance and support to resolve their work difficulties
	4.3	Poor work performance is managed within the organisation’s processes
	4.4	Conflict is managed constructively within the organisation’s processes
	4.5	Difficult situations are negotiated to achieve results acceptable to the participants, and which meet organisation’s and legislative requirements