Learning Guide: Accounts and Budget Support Level Iii

Training, Teaching and Learning Materials
ACCOUNTS AND BUDGET SUPPORT LEVEL III
Learning Guide
Unit of Competence: Lead Workplace Communication

Module Title: Lead Workplace Communication
LG Code: ASB 12 0921
TTLM Code: ASB HNS3 M12 09121
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TTLM Development Manual Date september,2021
Compiled by Accounting and Business Department
INTRODUCTION
Welcome to the module “Lead Workplace Communication”. This learner’s guide was
prepared to help you achieve the required competence in “Accounts and Budget Support Level
III ”. This will be the source of information for you to acquire knowledge attitude and skills in
this particular occupation with minimum supervision or help from your trainer.
Summary of Learning Outcomes
After completing this learning guide, you should be able to:

Lo1:- Communicate information about workplace processes
Lo2:- . Lead workplace discussion
Lo3:- Identify and communicate issues arising in the workplace
How to Use this TTLM
o Read through the Learning Guide carefully. It is divided into sections that cover
all the knowledge, skills and attitude that you need.
o Read Information Sheets and complete the Self-Check at the end of each section
to check your progress
o Read and make sure to Practice the activities in the Operation Sheets. Ask your
trainer to show you the correct way to do things or talk to more experienced
person for guidance.
o When you are ready, ask your trainer for institutional assessment and provide you
with feedback from your performance.
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Lo1:- Communicate information about workplace processes
INFORMATION SHEET 1: Obtain and convey workplace information

Communicating information
Workers must be able to communicate information to work effectively. Information is
communicated in two directions - sometimes you receive information and sometimes you convey
it. You communicate regularly with your employer or supervisor and your co-workers. You
might also communicate with customers and suppliers, contractors, local government employees,
or other people from outside your workplace.
Gathering information for work
Every day, you have to gather information that you need for your work. Some information comes
from your supervisor, co-workers, clients, suppliers and other people you speak with each day.
Some information, such as work rosters, vehicle logbooks, or telephone messages, comes in
written form. You might also gather information from your own observations by, for example,
looking at a rain gauge, or checking supplies of materials
Information sources
 Letters memos Plans
 internet websites
emails
 newsletters work notes order sheets
 SMS industry
magazines
Listening
Quite a lot of information is collected by listening to someone. You can listen to the other
person.
• face-to-face
• by telephone
• by radio.
Observing
-You can also collect information by observation. 'For instance you might:
 count items of stock
 check the condition of equipment or livestock
 check a thermometer, vermin traps, a fuel gauge
 watch a TV program or DVD.
Recording Information
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Workplaces rely on large amounts of information from many different sources to operate
effectively. Most of that information is recorded either manually (on paper) or electronically (on
computer). Work schedules, product catalogues, orders and receipts, time sheets and memos are
all examples of written information, or records, found in most workplaces.
Locating written information
Before you can use records, you need to know where to find them. Written information may be
located in:
• computer databases • filing cabinets
• shelving • drawers
• counters • pin boards or whiteboards.
Organising written information

Records need to be kept in the same place all the time so that everyone knows where to get them
when they want to use them. It would very frustrating to find that the vehicle logbook was not in
the truck as it should be, or that someone had moved the order book just when you needed it to
answer a customer inquiry.
Sometimes many records are kept together in one place, such as in a filing cabinet. They are
often organised in alphabetical order so that they are easy to find. There are many ways to
organise records, so you must use the method preferred in your workplace. Records stored
together must be replaced in the correct order to make it easy for everyone to find them. Some
records are only needed for a short time. Eg A message telling you to collect a parcel from the
post office can be thrown away afterwards, and the social club newsletter can be replaced on the
pin board when the new one arrives.
Recording information accurately and legibly

Written information is only useful if it is accurate and legible. A great deal of time and effort can
be saved in the longer term if you take care to check that the information is correct before you
write it down. If your handwriting is not very clear, it might be better to print the information so
that it can be easily read.
OPERATION SHEET 1: Describe team role and scope
Purpose:
This learning outcome aims to provide trainees with the knowledge, skill and attitude work with
others. Understanding the concept of work relationship helps to make easy the daily work
activity.
Equipment, Tools and Materials:

 Computer
 Projector
 White board
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 White board marker &Duster

 Lecture room
 Printer
Condition:
Students and trainer’s are legally required to lock the health and safety of trainer. This applies to
all organizations and including voluntary organizations.
 Students must provide safe working environment.
 Students must not put themselves or others at risk.
Procedure:
 Need to create good communication

 Identify the objective of workplace communication
 Prepare effective common plan
 Apply practically
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SELF-CHECK 1
Part I: Match each of the terms listed in Column A with the most closely related term in
Column B. Write your answers in the space provided.
Column A Column B
_____1. Communication A. First Impressions
_____2. Personal Appearance B. Enthusiastic
_____3. Dependability C. Faithfulness
_____4. Reliability D. Integrity
_____5. Initiative E. Team Player
_____6. Cooperative F. Additional Tasks
_____7. Honesty G. Always carry through
_____8. Loyalty H. Complete assigned daily tasks
_____9. Positive Attitude I. Good Grooming
_____10. Hygiene J. Ability to express yourself
Part II: Answer the following questions:

1. Describe in a complete paragraph your own positive personal traits. Be honest!
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_
________________________________________________________________________
_
2. Describe in a complete paragraph your top three negative personal traits with your plan of
action to eliminate them.
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_
________________________________________________________________________
_
3. Keep a journal for one week describing what you have done to try to eliminate your
negative traits
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TTLM Development Manual Date: November 12,2020
Compiled by: Accounting and Business Department
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_
________________________________________________________________________
_
Lo2:- . Lead workplace discussion

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INFORMATION SHEET 2: Participate in workplace meetings and discussions
Communicating courteously and clearly

An important part of your job is to pass on information to other people. Lots of messages and
instructions that you receive in person, or by telephone or radio, have to be passed on to someone
else. You could use the phone or a written note to pass on the information, or you could speak to
the other person face to face.
Much of the time you will be communicating with co-workers or your supervisor, but you might
also have to talk to clients. Anyone that you provide with a product or service is your client. You
can have both internal and external clients. Internal clients are the people you deal with in other
sections of your workplace. External clients are customers, suppliers, industry bodies,
government employees, contractors or anyone else in your industry network.
There is good reason for you to communicate courteously and clearly with all these people. You
have to get along with the people at your workplace, and you can do that better if you treat them
with respect and help them as much as you can. When you are dealing with people from outside
your workplace, you are representing your employer and you need to present a good image.
Communicating face to face

Communicating face to face with other people involves:
 speaking observing
 listening being observed
When you are face to face with another person, you don't just hear the words they say - you also
hear their tone of voice, see what they look like and watch how they behave. At the same time,
they can hear, see and watch you.
Observing and being observed

Would you be convinced by the advice of safety inspector who forgot
his hard hat and steel capped boots? Would you want a sandwich
made by a lunch bar attendant with filthy hands and clothes?
Your personal presentation dress and hygiene all contribute to the
impression you make on others. Appropriate personal presentation
demonstrates your respect for yourself, your employer, and the
people you interact with through your work.
Make sure your clothes are suitable for the work you do. If your work
calls for personal protective equipment, make sure you wear it. In
some jobs you will need to cover long hair and jewellery. You should
be neat, clean and well groomed for a job that involves personal
contact with others - especially the general public.
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People also notice 'body language'. The way you use your hands, your posture and the
expressions on your face are all examples of non-verbal behaviour that you can use to get your
message across. When you are face to face with someone, you pick up a lot of information from
their non-verbal communication. Some people can be very quiet, yet still show aggressive body
language. They might have a pained look on their face, they might look tense, or they might
shake with anger. You interpret as much from their mannerisms and gestures, tone of voice and
level of eye contact, as you do from their words
Choosing the right way to share information depends on the needs and interests of the other
person, not just on what you want to say. When sharing information:
DO DON'T
 stand or sit up straight • slouch
 make eye contact • look around
 smile and greet the other person read the newspaper & pretend you haven't
 listen and observe carefully noticed anyone
 speak clearly • interrupt or be distracted
 get straight to the point. • mumble
• waffle.
Listening
Listening is more than hearing, and it requires some effort. It involves nonverbal communication
as well. When people are giving you instructions, you need to listen
carefully so that the job is done safely and accurately. By being a good
listener, you will follow instructions more accurately and reduce the risk of
accidents.
As a listener you should:
 listen for people's feelings
 show you are listening by the answer you give
 Use non-verbal means to encourage the speaker to continue.
Speaking
A lot of workplace communication involves asking questions or responding to inquiries. To get
the answers you want, you have to ask the right questions. Be specific about what you need to
find out so that the other person understands clearly. If you need to ask a number of questions, it
will help you to remember them all if you write them down first. Speak slowly and clearly so
that you are heard and understood the first time. The other person must be able to pay full
attention to what you are saying, so choose a time that is mutually convenient. If you need to
know the answer urgently, you might have to interrupt. Just make sure you explain that it is
important. Before you ask a question of anyone, think about.
what exactly you want to What is the best way to ask what is the best time to ask.
know
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Responding to inquiries
Be sure to use your listening and observing skills when someone asks you a question. Pay
attention to the persons tone of voice, facial expression and gestures - your observations will help
you to decide what you need to explain.
For instance, if you are asked 'Where is the instruction manual? - should you explain:
 Where it is kept (the person doesn't know where to look)?
 Why it is not in its usual place (the person is angry that it is not where it should be)?
 Why you are not using the instruction manual (the person thinks you should be using
it)?
If you still don't understand what the person is asking, say so right away. Once you are sure
about the question, answer it promptly and concisely. Long, complicated answers waste time and
confuse the issue. If you need to supply more information, you will be asked for it.
Often your response will take the form of an explanation. For instance, you could be asked how
to do something, how to get somewhere or how something works. An explanation takes some
thought. You must not only provide the facts, but you must do so in a way the person can
understand. That could mean speaking slowly, using words that are familiar to the other person,
and perhaps making a drawing or map.
Communicating by telephone or radio

The procedures for telephone and radio communications are very similar because they both rely
solely on speech. It is more difficult to communicate when you can't see how the other person is
responding, so you need to be well prepared. You will feel much more confident if you are
prepared -especially if you have to speak to someone you don't know.
Because you are representing your workplace or section, you should know some basic facts
about it. You should know:
 what services or products you provide
 the main sections of your business and what they do
 the approximate number of people employed
 workplace guidelines and policies for matters you deal with.
Whenever YOU are speaking to clients you should:

 be discreet
 don't discuss internal workplace problems
 accept responsibility for handling the call
 if you can't help the caller, offer to find someone or some way to help
 don't blame someone else for problems or difficulties
 Stay calm and cool.
Making calls
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List the calls you have to make in order of importance and make a checklist for each one . The
check list should include items such as:
 the name of the person you are calling
 the section where the person works (in case there's another person with the same
name)
 the extension number
 the reason for calling
 how to address the person
 What you want to know
 What you want done
 When you want the information (or delivery etc)
 how you want the job done.
Receiving calls
You should also be prepared for receiving calls. Always:
 have a pen or sharpened pencil and a message pad ready
 answer the call promptly
 greet the caller with a pleasant voice
 identify your business and section, and yourself
 write down the caller's name
Find out all the information
Giving and following instructions
Good instructions are simple, logical and clear.
Learning a new skill

Instructions can be used to teach someone a new skill. These are the 5 steps to learning a new
skill:
 be introduced to the skill

 get to know it
 try it out
 get feedback on how you're going
 apply the skill.
Clarifying instructions
You will often have to follow instructions and then pass them on to someone else. Sometimes the
person giving the instructions doesn't follow the five steps described earlier. This is when you
should ask questions to find out how you are going or to clarify what the instructions are.
Written instructions
Written instructions should.
• 'be clear, exact and logical
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• be set out in the order in which they have to be done
• be set out in small, manageable steps
• have space between the steps to show that they are separate
• explain what to expect at each step
• be written to suit the person who will read them
• be free of jargon and unnecessary technical terms
• include advice on safety and troubleshooting.
Working in groups
Work groups
Many workplaces set up groups of workers to perform a certain
job or achieve a particular goal. The work group may be split up
afterwards or given a new job or goal. The people who make up
the group may all be from the one section of the business with
similar skills and qualifications, or they may be from different
sections.
Work groups can be set up for many different reasons. They
could work on:
 shutting down equipment for annual maintenance
 organising a revegetation program
 revising OHS guidelines
 planning a special event
Your group discussions

When people come together in groups they bring many different ideas, experiences and skills.
Working in groups fosters initiative, tolerance and trust.
Work groups can:
• share information
• solve problems
• make decisions
• accomplish tasks.
For work groups to be successful, people have to communicate and cooperate.
Here is an example of how a work group can communicate and cooperate effectively.
A group meets with the supervisor every Monday morning to work out the jobs for the coming
week. At the start of the meeting, the supervisor tells the Workers the goals for the week. He
encourages them to join in. As they prioritise the tasks and allocate them, they have a chance to
discuss any problems.
For more serious problems, he lets the group brainstorm possible solutions. They often come up
with quite novel solutions by working together. They feel more committed to these ideas too,
because they have discovered and discussed them as a group.
The supervisor encourages everyone to join in the discussion without letting anyone take it over.
He makes sure they keep on track and on time.
He listens to what the employees say and he encourages them to listen to each other. He accepts
their views and is concerned about their problems. He considers their ideas and gives them
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feedback on their suggestions. At the end of the meeting he asks one team member to write up
the decisions.
Structuring meetings
Meetings need a structure. Without structure, the discussion usually takes far too much time
without reaching any firm decisions. An agenda is used to give some structure to a group
discussion. An agenda lets people know what the meeting will be about so that they can think
about it before they come. It makes sure that everything necessary is included for discussion and
nothing gets forgotten at the meeting. During the meeting, it keeps the discussion on track.
Formal meetings
A typical agenda for a formal meeting includes the following items:
• opening
• welcome and apologies
• minutes from the previous meeting
• business arising from the minutes
• correspondence, inwards and outwards
• business arising from the correspondence
• 'reports - financial and subcommittees
• general business
• other business
• date, time and place of next meeting
• close.
OPERATION SHEET 2: Participate in workplace meetings and discussions
Purpose:
activity.

 Computer
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 Projector
 White board
 Lecture room
 Printer
Condition:
Procedure:

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SELF-CHECK 2
Part I: Answer the following questions:

1. List the methods of communication
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
_____________________________________________________________
2. A typical agenda for a formal meeting includes :
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
3. Keep a journal for one week describing what you have done to try to eliminate your
negative traits
___________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_
________________________________________________________________________
_
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Lo3:- Identify and communicate issues arising in the workplace
INFORMATION SHEET
Good communication practices are at the heart of every successful business. Without successful
internal communications, work processes slow down or grind to a halt and customers are not
served properly. When processes do break down, you'll more than likely find some common
communication issues at the root of the problem for managers and employees alike.
Wrong Audience or Methods
Effective communication begins with understanding the audience and the method of
communication that serves it best. Do your homework first to get to know the audience, the
questions that might be raised and any objections beforehand. Sound research can avoid issues
with communication before they arise. Use the communication method best suited to the
information being conveyed. Face-to-face meetings are better for important changes taking place
at work.
Mistaken or Confusing Information
Verify the information being conveyed before sharing it. If your information is unclear,
confusing or flat out incorrect, the message sent will be wrong. Double-check information you
plan to share in the workplace to ensure its authenticity, clarity and correctness. When you share
information that is wrong or confusing, people will not receive the intended message.
Too Much, Too Little, Too Late
One of the major communication problems at work is that there is usually not enough
information, there is too much information or it is delivered after-the-fact. For communication to
be helpful, it must be timely and in the amount needed for people to become knowledgeable
without causing them to overreact or misconstrue.
Misinterpretation or Application
When communication is vague or ambiguous, it can lead to misinterpretation or misapplication

in the workplace. To convey material effectively, it must be concise, clear and to the point. Have
a clear understanding of the facts, the order of information and its intended use before sending a
message that can't be retracted.
Listening Skills, Questions and Feedback
Verbal communication requires focused listening skills of the audience. When you don't have the
full attention of your audience, your message won't be received. For face-to-face meetings, a
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good practice is to avoid distractions during the meeting. Have people leave their cell phones at
their desks and hold the meeting in a conference room or other quiet location. Allow interaction
after the meeting to develop clarity and obtain feedback. Answering questions honestly can help
to clear up any confusion or misunderstandings.
Resolving Workplace Problems
Hopefully workplace conflicts will never arise, but if they do, it's important to remember two
things: workplace conflicts come in all sizes -- and one-size (in this case, the approach) doesn't
necessary fit all.
To tackle and effectively resolve a workplace problem, consider the following guidelines.
Contents:
How to Resolve Workplace Conflicts
___ 1. Identify the problem.
Be very specific in identifying the core of the problem. Consider these
examples:
A less qualified person got the promotion you desired.

You regularly have to work overtime.
You didn't get the expected pay raise.
A fellow employee is making harassing comments.
You didn't get the office you wanted.
The employer isn't providing an accommodation requested.
A fellow employee never refills the coffee pot after taking the
last cup.
___ 2. Determine the size and scope of the problem.
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How serious is the problem? How often does the problem occur?
Is it a big enough (or frequent enough) problem worth tackling?
___ 3. Determine the severity of the problem.
How serious or relevant is the problem to the work environment?

To you, the individual involved? Again, is it important enough and
worth tackling?
Less serious work-related problems might include minor inconveniences

and annoyances in the work environment, such as supplies needed are
out, the copy machine wasn't refilled with paper, and so on. Often these
types of problems can be easily addressed by communicating concerns
with the individual involved. Sometimes minor inconveniences and
annoyances are brushed aside and ignored -- and sometimes should be.
Work-related problems considered to be of a more serious nature would

include those that pose a risk to health and safety, violate federal or state
workplace laws, violate company policies or employee contracts, and so
on.
___ 4. Identify the easiest way to resolve the problem.
What specifically, and most simply, would resolve the conflict? What's
the easiest solution? A conversation to share concerns? An apology?
A meeting? Mediation? Try to keep it as simple as possible by
choosing the easiest route first.
As workplace conflicts vary in nature, no one approach may necessarily

work for every situation encountered. But, again, whenever possible,
start with the easiest approach first. Legal action, if applicable to the
particular situation, should be used only as a last resort after all other
attempts to solve the problem have been tried first.
___ 5. Arrange to meet with your employer.
Schedule an appointment to meet with your supervisor. In most situations,

discussing a problem with your supervisor can usually resolve most
conflicts. Perhaps there was a misunderstanding, an oversight, or a
lack of legal knowledge. Often bringing the problem to the employer's
attention will help resolve the problem. Given the opportunity, most
companies will work to address a problem, especially a problem that
could involve the company legally.
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___ 6. Prepare for the meeting with your employer.
To communicate concerns to an employer effectively, the following tips

are suggested:
Know the workplace laws. When applicable, it's wise to

become familiar with federal and state employment laws and
regulations that apply to the problem at hand. Knowing what
the laws say, what they do, and who's covered will enable you
to know what your rights are in the workplace.
Research company policies, employee contracts, and

employee handbooks. Review your copy of the company
policy manual, employee contract manual, and employee
handbook to become familiar with company policies and/or
negotiated contract agreements that relate to the problem.
Write a brief summary. Very simply...
1. State the concern or problem.

2. List the facts (only the facts) related to the problem.
3. State your recommendation for resolving the problem.
___ 7. Meet with your employer.
The following tips are suggested:
Meet with the employer in a private location away from

co-workers.
Take a copy of your written summary to the meeting to
share with the employer.
State the problem, facts, and your recommendation.
Stick to the facts.
Don't become overly emotional or lose your temper.
A calm presentation of a complaint is always more
effective than an emotional or hostile confrontation.
No matter how emotional or angry you may feel...
Stay calm.
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If the supervisor needs more time to address your

problem, try to establish a timeline with the supervisor
so you know when to expect a response or remedy to
the problem.
At this point, hopefully the problem will be resolved. However, if the
problem is not resolved and further action is needed, go to #8.
___ 8. Document the problem.
Set up a file and keep records of all relevant documents and
correspondence. Records should include factual written summaries
of incidents noting date, time, location, and persons involved; memos
and letters; relevant work documents; meeting notes; performance
evaluations; and any other relevant paperwork to document your
workplace problem. Keeping a paper trail is essential for providing
needed evidence should legal action be needed down the road.
How to Handle Mistakes
If you make a mistake of a more serious nature, consider these suggested steps:
___ 1. Admit responsibility.
___ 2. Determine who needs to know.
___ 3. Communicate the error to the appropriate person(s).
___ 4. Give only the facts.
___ 5. Don't make excuses. Only offer the person an explanation.
___ 6. State how you fixed the problem -- or how you plan to fix the problem.
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___ 7. Plan and communicate to the employer how you will prevent the mistake
from occurring again.
The following web site offers further help and advice!
This site offers advice about success at work and how to solve common
career and workplace problems.
How to Deal with Difficult Customers
Hopefully you won't encounter any difficult customers, but if you do, the following guidelines
are suggested.
What to Do When Encountering Difficult Customers:
___ 1. Stay calm and courteous at all times.
___ 2. Listen with understanding.
___ 3. Focus on the problem, not the person.
___ 4. Identify and target the problem.
___ 5. Agree on the problem -- make sure the customer and you agree on what
the problem is.
___ 6. Determine actions necessary to resolve the problem.
___ 7. Determine if you are the person to resolve the problem.
If you're not the right person, assist connecting the customer to the
appropriate person. Make sure the customer gets connected.
___ 8. Take necessary action.
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___ 9. Kindly apologize for the inconvenience, error, mistake, delay, defect,
or problem.
Let's look at a few sample scenarios to see how a difficult customer might be effectively
handled!
Example Scenario #1: Employee is able to resolve the problem.
Customer: Waiter! This isn't what I ordered! I ordered a pastrami on rye!

And I hate sprouts! What kind of @!&#! place is this?
Waiter: Yes, I see, sir. You ordered a pastrami, not a roast beef sandwich.
I'll get your correct order without sprouts right away.
Customer: I'm in a hurry! Speed it up!
Waiter: I'll be right back with your pastrami sandwich. (Waiter hurries off
to the cook and returns with the pastrami sandwich).
I apologize for the error and inconvenience. Is this sandwich okay?
Customer: Yeah. (grumbles)
Waiter: Can I get you anything else?
Customer: Yeah - more coffee.
Waiter: Right away, sir.
In this scenario, notice how the waiter: 1) remains calm and courteous at all times, 2) identifies
and verifies the problem, 3) takes quick and immediate action, and
4) apologizes for the error and inconvenience. The waiter focuses on the problem,
not the person.
Example Scenario #2: Employee is unable to resolve the problem.
Customer: I need to return this blouse.
Clerk: Do you have the receipt?
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Customer: No, my dog chewed it up.
Clerk: I'm sorry, but I need the receipt to give a refund.
Customer: I just bought it here last week! What kind of operation is this,
anyway? Is this any way to treat customers? Just give me a
#!@#&! refund!
Clerk: I can understand your frustration, but the company doesn't allow
me to take back return items without a receipt.
(Interpretation: It's the company's decision, not mine).
Customer: I DEMAND A REFUND!!! I'M NOT LEAVING UNTIL I GET MY

MONEY!
Clerk: I'm unable to help you, but let me have you speak with the assistant
manager. I'll be right back. (Clerk hurries off and returns).
I'm sorry, the assistant manager is out momentarily. I'll contact the
manager for you. (Clerk calls the manager, and the manager arrives
to assist).
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INFORMATION SHEET
How to Overcome Communication Problem in the Workplace
When you are working in a design company, you have to deal with your co-workers and bosses
so that things would be fine and in order. But there are instances when some problems arises
which causes conflict in the workplace. There are times when a communication problem in the
workplace takes place due to little misunderstandings and misinterpretations. This is due to the
fact that each and every one of us is different and has different view on things. Also, problems
might occur due to a very stressful environment at work. But you can overcome communication
problem in the workplace.
There are different nature and consequences for every communication problem. But whatever
that is, you have to find a way to get away from it for it can only cause workplace strife and
interpersonal difficulties. This can even affect your projects and designs and you might no longer
be efficient and effectives as a designer. Hence, here are some tips on how you can overcome
communication problem in the workplace. Read now so you can free yourself from stressful
situations.
1. Speak to them.
Image: shutterstock
If you think that there are problems with a certain co-worker, talk to that person. This way, you
will be able to determine the root of the gap of communication. It is always important to hear the
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voices of every person. That is why, conducting regular meetings is vital in order give each one a
chance to open up their ideas and thoughts.
2. Let them speak and you listen.
Image: shutterstock
If you want things to be good, then, you have to listen to that person. Do not speak while he is
speaking. Aside from looking for ways to convey information, there should also be ways to let
them express their own thoughts. You should pay heed to what other people will say and respond
to them in a respectful manner. This can make things a lot easier for everyone knowing that each
one has the chance to talk and be listened to. It is always vital for you to learn how to listen.
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3. Have a mediator.
Image: shutterstock
If you think that the problem cannot be settled if you are the only ones working on it, you might
consider a mediator. If the other party does not listen to your words and might even make up
stories which worsen the situation, then call someone to help you both understand the situation.
This could be a great help.
4. Do not make it too personal.
Image: shutterstock
11
When you are faced with a conflict in the workplace due to misunderstanding, do not treat in a
manner that you will ruin not just your work relationship but yourself as well. Look at it as a
problem between the persons involved and the situation, not as a problem between you and the
other person. Bear in mind that both of you are just victims of misunderstanding. Settle it in a
good way and do not take things personally.
5. Be open-minded.
Image: shutterstock
When you are open-minded, you have the ability to look at things in a wider perspective. This
makes things a lot easier for you. You can see angles that other people are not able to see. This
way, you will realize that what is happening is not really a big problem. Communication
problems can be solved by good communication. When you have good communication, you
need an open mind so that you will be able to listen to other people’s thoughts.
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6. Be specific in your words.
Image: shutterstock
A good way to get rid of communication problems is by saying things in a clear and specific
manner. When you say something, do not allow any misinterpretations by making it direct and
understandable. Do not leave messages that have double meanings. Make sure that you will say
exactly what you want to say. Also, do not generalize things. Just be specific with what you are
trying to tell someone. This can greatly contribute to easy communication.
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7. Do not generalize.
Image: shutterstock
When you are voicing out complaints or speaking about your thoughts, make sure that you are
only pointing towards a specific conflict. Also, do not involve other people to it and do not
pinpoint other aspects of a person’s character. Despite one misunderstanding, you still have to
keep a good relationship with co-workers. So, deal with it in a good manner without making
matters big.
14
8. Do not be involved in other’s problems.
Image: shutterstock
If you have co-workers who are having problems, let them deal with it. You do not have to join
them. If you are not directly involved to it, then keep quiet. Also, do not talk about it with other
co-workers. Just leave them alone and let them settle the problem themselves.
9. Have proper place and time for confrontation.
Image: shutterstock
15
If you want to discuss a problem with your co-worker, set a time and place to do that. Do not
confront that person while he or she is still working in the office. That would be inapt and
unprofessional. Do not discuss in front of many people who are not part of the problem. This will
only cause gossip in the office.
10. Communicate regularly.
OPERATION SHEET 1: Describe team role and scope
Purpose:
activity.

 Computer
 Projector
 White board
 Lecture room
 Printer
16
Axum poly technique college
Condition:
Procedure:

TTLM Development Manual Date: october 12,2020


Learning Guide: Accounts and Budget Support Level Iii

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Training, Teaching and Learning Materials

ACCOUNTS AND BUDGET SUPPORT LEVEL III

Unit of Competence: Lead Workplace Communication

Summary of Learning Outcomes

After completing this learning guide, you should be able to:

How to Use this TTLM

Lo1:- Communicate information about workplace processes

INFORMATION SHEET 1: Obtain and convey workplace information

Organising written information

Recording information accurately and legibly

OPERATION SHEET 1: Describe team role and scope

Equipment, Tools and Materials:

 White board marker &Duster

 Need to create good communication

Part II: Answer the following questions:

Lo2:- . Lead workplace discussion

Communicating courteously and clearly

Communicating face to face

Observing and being observed

Communicating by telephone or radio

Whenever YOU are speaking to clients you should:

Giving and following instructions

Good instructions are simple, logical and clear.

Learning a new skill

 be introduced to the skill

Your group discussions

OPERATION SHEET 2: Participate in workplace meetings and discussions

Equipment, Tools and Materials:

 Need to create good communication

Part I: Answer the following questions:

Lo3:- Identify and communicate issues arising in the workplace

Wrong Audience or Methods

Mistaken or Confusing Information

Too Much, Too Little, Too Late

When communication is vague or ambiguous, it can lead to misinterpretation or misapplication

Listening Skills, Questions and Feedback

Resolving Workplace Problems

How to Resolve Workplace Conflicts

___ 1. Identify the problem.

A less qualified person got the promotion you desired.

___ 2. Determine the size and scope of the problem.

___ 3. Determine the severity of the problem.

How serious or relevant is the problem to the work environment?

Less serious work-related problems might include minor inconveniences

Work-related problems considered to be of a more serious nature would

___ 4. Identify the easiest way to resolve the problem.

As workplace conflicts vary in nature, no one approach may necessarily

___ 5. Arrange to meet with your employer.

Schedule an appointment to meet with your supervisor. In most situations,

___ 6. Prepare for the meeting with your employer.

To communicate concerns to an employer effectively, the following tips

Know the workplace laws. When applicable, it's wise to

Research company policies, employee contracts, and

Write a brief summary. Very simply...

1. State the concern or problem.

___ 7. Meet with your employer.

The following tips are suggested:

Meet with the employer in a private location away from

If the supervisor needs more time to address your

___ 8. Document the problem.

How to Handle Mistakes

___ 1. Admit responsibility.