5th Exam Coverage SIM

College of Arts and Sciences Education
General Education – Language

2nd Floor, DPT Building, Matina Campus, Davao City
Phone No.: (082)300-5456/305-0647 Local 134
Week/s 10-13: Unit Learning Outcomes (ULO):
At the end of the unit, you are expected to:
a. Describe the Nature and Importance of Communication for Work Purposes
and apply it to Business, Health, Education, Science, and Social Media.
b. Employ the Character in the Workplace or Work Ethics.
Metalanguage
In this section, the essential terms relevant to the study of the nature of
Communication for Work Purposes and to demonstrate ULO-a will be operationally defined
to establish a common frame of reference as to how the texts work. You will encounter these
terms as we go through the study of the nature of Communication for Work Purposes. Please
refer to these definitions in case you will encounter difficulty in understanding some concepts.
1. Definitions and Descriptions of Communication for Work Purpose:

a. Work Communication is the procedural manner of giving and exchanging both
ideas and information; also, both verbal and non-verbal between one person or
group and another person or group within an organization.
b. Work Communication is immensely significant to various organizations
because, through this, efficiency and productivity tend to increase.
c. Communication in the Workplace plays a significant role in companies to
become efficient and productive.
d. Employers who love to spend time and energy in creating open
communication lines will quickly produce trust among employees, resulting in
productivity, performance, and overall self-esteem.
e. An Employee can experience increased morale, productivity, and
commitment if he/she can communicate up and down a company’s
communication chain.
f. Employee who communicate effectively with his/her colleagues, managers,
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and customers continue to be valuable assets to a company.
g. On the other hand, poor communication in the workplace will
unsurprisingly lead someone to non-motivated working staff that can begin to question
his/her confidence in his/her skills and organizations.
Source: http://www.incorp.asia › importance-of-good-communication-at-the-workplace
1. There are five (5) reasons why Communication in the Workplace are important
to reckon:
a. Innovation. This will manifest when employees may have the opportunities to
express themselves openly their ideas without the fear of being ridiculed or
retaliated. Thus, innovation depends highly on this, and an organization that
encourages communication is more likely to be advanced.
b. Growth. Communication can be seen internally and externally. By associating

himself/herself internally and by establishing strong communication lines,
he/she ensures the consistency of the externally delivered message. Each growth
project is based on solid communication, and the fact that all internal or external
stakeholders are on the same page.
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c. Effective Communication. If those in executive or administrative positions are

strong communicators, there’s no single reason why they can’t better manage
their teams. When you are a strong communicator, it is much simpler and easier
for you to delegate activities, manage conflicts, motivate, and build relationships.
Effective communication does not only define people but also give them the
opportunities to talk to each or one other. Strong communication channels are
indeed, very essential.
d. Team Building. The making of effective teams requires communication,

understanding, and mutual cooperation. He/she will be effective in building
effective teams by employing strategies that are effective such as those listed
below to improve communication. Obviously, this will increase the
determination and satisfaction of employees.
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e. Giving A Voice to All. When Employees have the voice to be listened to by
top management, this will give him/her assurance of being confident and
satisfied. To voice out his/her precious ideas, opinions, and suggestions, or
even complaints. Consolidated communication lines will give wondrous
opportunities for everyone to communicate freely with his/her colleagues,
peers, and superiors at any level. For example, in Corporation does an
Employee and Interdepartmental survey every year and tries to implement at
least 70% of the changes/recommendations are being suggested by the
employees.
2. Effective Ways How You Can Improve the Communication in Your Workplace:
Source: http://www.incorp.asia › importance-of-good-communication-at-the-workplace
Explanations of some of the key areas where organizations can increase and develop
communication between their teams.
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a. Include Everyone – to give assurance or guarantee that the communication
lines are always open. Always search and actively update and promote progress
reports and project updates. This will benefit remote personnel.
b. Listen and Show Empathy – Communication is a two-way process where
one speaks while the other listens or vice versa. If he/she doesn’t listen to
encourage dialogue with the other party, no job or person can survive for a long
time. This means listening shows respect and allows someone to become
familiar with the extraordinary problems that he/she may have to solve as an
employer.
c. Define Objectives and Expectations – Managers should provide clear,
manageable, and achievable goals for teams and individuals that define what is
exactly required for a particular project and that all of the team is aware of the
objectives of the project, the department, and the workplace as a whole. In so
doing this, will boost the confidence and potentials of workers or employees.
d. Send Your Message Clearly – Make sure his/her message intended is clear,
accessible, and, most of all, understandable to the desired audience. To do this,
it is important that he/she speaks clearly and respectfully. In other words, to
transmit his/her message clearly without misunderstanding or fault.
e. Choose Your Medium Carefully – After the message was made, he/she needs
to make sure if it’s in the best possible format or at his/her most convenient.
Nobody can deny the fact that face-to-face communication is the best way to
build trust with employees. It is not always a choice. Giving him/her ample time
to think and decide if the given information or data on a printed copy works better
than an email or whether a general note is satisfactory.
Source: https://www.business.qld.gov.au/running-business/marketing-sales/managing-relationships/communicating-effectively
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Communicating Effectively for Business
a. Effective communication is a vital tool for any business owner. Your success at getting
your point across can be the difference between sealing a deal and missing out on a
potential opportunity.
b. You should be able to clearly explain company policies to customers and clients and
answer their questions about your products or services. It is crucial to communicate
effectively in negotiations to ensure you achieve your goals.
c. Communication is also important within the business. Effective communication can
help to foster a good working relationship between you and your staff, which can, in
turn, improve morale and efficiency.
Understanding Communication
a. Success in any conversation is likely to be achieved through both parties listening to

and understanding each other. Practice the following skills in any business situation
where you communicate with others.
Key Communication Skills
Useful communication skills for building positive interpersonal relationships include:
a. Active listening.
b. Understanding non-verbal signals.
c. Maintaining eye contact.
d. Assertiveness.
e. Being mindful of people's individual space.
f. Using positive body language.
g. Dealing with different points of view.
Personal awareness skills that help with communication include:
 Understanding the benefits of a positive attitude

 Awareness of how others perceive you
 Self-confidence
 Presentation - dressing appropriately for different occasions.
It also helps to consider the circumstances surrounding your communications, such as the
situational and cultural context. Verbal Communication
a. Verbal communication can bring great rewards to your organization when carried out
successfully, but it can also be hazardous to your business when approached the
wrong way.
b. b. The words you use are important but equally important is the way you express
them.
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Using Positive Language
You are more likely to achieve positive outcomes when you use positive, rather than negative,
language.
Positive language is helpful and encouraging; it suggests alternatives and offers solutions to
problems. It is a language that stresses positive actions and consequences.
For example, if you are negotiating with a supplier who is not willing to budge on price, your
language should convey the desire for a 'win-win' scenario (i.e., a situation that both parties
can be happy with). This is likely to make your supplier more willing to negotiate (perhaps on
issues other than prices, such as delivery costs or payment terms) than if you also refuse to
budge and accuse them of being inflexible.
Using 'I' statements
'I' statements, rather than 'you' statements, often yield better results in verbal exchanges.
For example, 'I need more information to make a decision' sounds much better than, 'You
need to give me more information before I can make a decision.' The reason the 'I' statement
sounds better is that you are saying what you need rather telling someone what they should
do.
Assertiveness versus aggression
Assertiveness (often through the use of 'I' statements) is stating what you plan to do. Instead
of coming across as hostile, you are making a statement about something you feel or
perceive.
Aggression is completely different and is usually perceived as hostile or unfriendly behavior. It

often uses the word 'you.' People can become unhappy when you tell them what to do. Even
when talking to employees, it is wise to soften language when asking them to perform tasks,
as they are likely to respond better to requests than orders.
Consistent assertiveness shows others that you're confident and open to suggestion, but
won't be taken advantage of, leading to a mutually acceptable outcome.
Speaking Style
Speaking style means the tone, pitch, accent, volume, and pace of your voice.
The same sentence can be conveyed and understood in entirely different ways based on how
it is said. People you speak to can be motivated by a positive speaking style, just as a negative
style can put them off.
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You should always try to speak with a positive voice - avoid monotone responses or talking
too quickly or slowly. Be as clear as possible, and try to engage the listener, as this is far
more likely to promote the response you are after than if they leave the conversation deflated.
Asking Questions
The more you can find out about a person's needs, wants, interests, and situation, the easier
it is to reach win-win outcomes. You learn more about people by asking them the right
questions and by taking the time to listen to their answers.
People also tend to respond well when they feel their opinion is being sought genuinely by
another person, particularly in a business situation where conversations can have important
consequences for both parties.
Types of Questions
You can use the following types of questions in any business situation:
 Open questions - questions that require a person to elaborate or explain, helping to

build rapport and encouraging them to open up. Well-chosen open questions
encourage responses to questions you might not have thought to ask; for example,
'How has your business changed in the last few years?'
 Closed questions - questions that require only a short, specific answer, such as 'yes'
or 'no,' such as 'Are you happy with the proposal?' These are good for finding out
facts, limiting or guiding a discussion in a particular way, and gathering specific
information from which you can generate an open question.
 Probing questions - more targeted questions designed to develop a more specific
understanding of the other party's view on a matter. For example: 'How could I change
my offer so that this proposal will be a win-win for both of us?'
 Confirmation questions - used when you need to be sure the other party understands
your message. 'What benefits do you think this proposal will bring to your organization
in the next year?'
 Summary confirmation questions - used to clarify your understanding of the other
party's needs. For example: 'Could I summarize what you've just told me so I can
check I've understood you? You said that you want a computer system that will allow
you and your staff to complete their tasks in half the time and training for all your staff
on using this new system?'
Using Questions in a Conversation
Generally, you will have the most success when using a range of question types in a
conversation. Using open and closed questions together can help you guide a conversation
and encourage the other party to contribute.
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Using only open questions can result in digression - a conversation straying off course. Using
only closed questions can make it too easy for the answering party to say just yes or no.
Because they only encourage a basic response, closed questions are not good rapport
builders or conversation starters. It is, therefore, important to use both types of questions
for maximum success and engagement.
Question styles to avoid
Some types of questions do not lend themselves well to business situations. These include:
 Destructive questions - 'So you're saying it's my fault?'

 Leading or manipulative questions - 'You'll have that done by tomorrow, right?'
 Multiple questions at once - 'When will you want it? Or don't you want it? You can't
get it anywhere else, can you?'
Asking these kinds of questions does nothing for your credibility or your ability to negotiate
efficiently and effectively.
Listening Effectively
It's one thing to ask good questions - it's another to really take on board the answers. You can
often be distracted by your own thoughts, feelings, and opinions and so tend to hear what you
want to hear or, more usually, what you expect to hear.
You're often thinking about your next move or what you should say next, or you're trying to
second guess where the other party might be leading you. To listen effectively, you need to
suspend these internal thoughts and give your full attention to the speaker. Only then can you
really hear what they're saying?
Active Listening
Active listening means paying attention to the speaker – both to verbal and non-verbal cues.
For example, if you see them look down or appear uncomfortable in some way while saying
'That's all I can tell you at the moment,' you might deduce that they are withholding
information.
This type of active listening alerts you to the opportunity for a well-constructed open or
probing question to gather the missing information. If you're not listening actively, it can be
easy to miss signs like these.
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Paying Attention
It is vital to make sure you don't let your attention wander. Important pieces of information can
be missed if you are not alert and engaged. This can lead to misunderstandings later on, or
possibly embarrassing situations where you appear to have forgotten something you have
been told.
One way to help you concentrate during a business conversation is to ask the speaker
questions. Not only will this help you to guide the conversation where you want it to go, and at
the pace you want, it can also ensure your mind is focused on the subject at hand.
Confirm your Understanding
Active listening should ultimately lead to a complete understanding of what another person
has said. You can do this by feeding back to them, in your own words, your understanding of
what they've said.
An easy way to do this is to clarify, paraphrase, or summarise. Examples of a summary

question in these cases include:
 'So what you're saying is...?'

 'So what you need from me is...?'
 'So in summary what we've agreed is...?'
It's usually a good idea to check your understanding regularly during a conversation. You can
paraphrase or summarize:
 when the other party has provided a large chunk of information

 whenever something is unclear to you
 when moving to a new topic or area for discussion
 at the end of the discussion.
Clarification is also a useful tool when the other party seems to be asking for a lot of
information. If their questions are poorly structured, too broad, or ambiguous, you might give
away too much information by answering them straight away. It's often a good idea to clarify a
question before you answer it.
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What Is the Importance of Communication in Health Care?
Source: https://online.regiscollege.edu/blog/importance-communication-health-care/
For hospitals and health care institutions, ensuring that patients receive proper care takes
more than performing procedures and making diagnoses. Communication is a crucial
component in all steps of the health care process. Whether it be a clinic accurately sharing
patient information with another facility, or a group of doctors, nurses, specialists, and other
staff at a hospital discussing how to treat current and incoming patients, the need for concise,
effective communication is always present in the health field.
Organizations with strong communication policies can enrich their patients’ health, while those
that don’t have effective procedures in place can negatively impact patient well-being. Health
care professionals and institutions need to recognize the importance of communication in
health care to thrive.
How Better Communication Practices Are Beneficial
Poor communication has been a factor in 1,744 patient deaths and over $1.7 billion in
malpractice costs nationally in the past five years, according to a study published in Fierce
Healthcare. This shows that better communication methods would benefit both patients and
health care providers. Effective communication — both intrahospital and interhospital — is
important for health care providers to protect their patients, save on costs, and increase day-
to-day operating efficiency. Meanwhile, patients benefit from increased access to their
medical histories, which reduces the chances of medical errors.
A Focus on Patient Safety
When considering the importance of communication in health care, patient safety is one of the
top reasons to create an effective communication structure in any health care organization.
Inadequate communication is often a leading cause of in-hospital deaths. “In a retrospective
review of 14,000 in-hospital deaths, communication errors were found to be the lead cause,
twice as frequent as errors due to inadequate clinical skill,” notes a 2006 study in the Clinical
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Biochemist Review. While communication errors can have severe consequences, these
issues are often relatively easy to fix, meaning many patient deaths caused by communication
errors are preventable. That fact alone is one of the most important reasons why
communication is so important for patient safety.
Interhospital vs. Intrahospital Communications
There are two types of communication methods that health care institutions use that are
crucial to patient safety and well-being: interhospital and intrahospital.
Interhospital
Interhospital communications involve information sharing among multiple sites or institutions.

This includes transmissions between facilities owned by the same organization and between
completely separate health care entities. Moving patients from one facility to another, sending
medical records, and transporting vital medical equipment all require clear communication
between sites.
However, hospitals often encounter obstacles in communicating effectively with one another.
A study conducted by the Center for Health Information and Decision Systems (CHIDS) found
that poor interhospital communication costs the industry upward of $12 billion annually.
Inadequate communication drives up costs by preventing institutions from accessing patients’
medical files, which may create a need for duplicate tests and second opinions that would not
otherwise be necessary.
Intrahospital
Problems with communication also occur among personnel within the same hospital.
Intrahospital communication is any information sharing within a singular institution — whether
it involves coordinating room changes, scheduling surgeries, assigning further tests, or even
setting up appointments. When doctors, staff, and patients are not effectively sharing
information, the efficiency of each process may decrease, potentially resulting in unnecessary
costs or even danger to patients. Patient record delays, lack of procedural coordination, and
even serious medical errors may all be consequences of poor intrahospital communication.
Common Communication Methods
Each health care system has multiple forms of communication that administrators and staff
must be trained to use properly and efficiently. When even one of these communication
methods fails, patient safety can be put at risk. A minor printing mistake could lead to incorrect
dosages or incomplete information that may keep a doctor from knowing about a crucial
allergy.
Understand how standard communication methods work is the first step in ensuring that a
hospital is running as smoothly as possible, for both the patients’ and the hospital’s sake. To
that end, here are some of the most common ways that hospitals and other health care
systems communicate and share information.
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Transmitting Patient Data
Patient records are shared securely via inter- and intrahospital communications. Delays in
receiving records can cost hospitals millions of dollars each year in unnecessary expenses.
Patient data are used to create a thorough medical history and provide appropriate medical
care. When patient data aren’t shared between departments or other health care
organizations, there may be a much higher chance of practice errors and subsequent
increased costs.
Sharing Research Findings
The health care industry relies on research to create and improve tools and procedures.
However, some third-party researchers — such as those who work for private companies or
pharmaceutical labs — are reluctant to share their findings with providers because of
competitive pressures in their industries. Lack of access to the latest research can stall
medical advancement, waste funding, and negatively impact health outcomes, according to
an article published by Forbes. For health care techniques to evolve, providers must
implement communication systems that allow researchers to quickly and easily collaborate,
both within the same organization and across multiple organizations.
Collaborating with Colleagues
Intrahospital communication relies heavily on collaboration between colleagues. Patients, lab

technicians, doctors, and staff all need to be in constant communication to create a system
that operates as smoothly as possible. Inter-colleague collaboration also includes entering
information accurately into databases, especially shared ones. Inaccurate communication
between departments can lead to errors in database entry, which, in turn, can potentially risk
patient safety.
Coordinating Hospital Leadership
Whether publicly or privately funded, hospitals are businesses, and they need to operate as
such. Hospital managers and other leaders must frequently communicate with doctors, staff,
and patients. All hospital leaders and managers not only oversee administrative staff and
tasks but can also play a vital role in individual patient health care plans. To be effective, they
should maintain open lines of communication with those around them and also facilitate
information sharing between hospital departments and with other institutions.
Telemedicine Advancements
Health care professionals are increasingly embracing telemedicine, which involves using a
variety of internet-connected technologies to serve patients remotely. These technological
tools play essential roles in health care communications, according to the American
Telemedicine Association.
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Hospitals and other health care organizations use internal online networks, or intranets, to
create more efficient communication processes. This makes patient record sharing and cross-
departmental communications much easier. What once may have been
Communicated via printed files and memos can now be shared electronically within the
organization and sent to other organizations.
Telemedicine goes even further by allowing patients to receive medical care and advice from
the comfort of their own homes. Using state-of-the-art communication tools, patients and
health care providers can discuss health concerns via video chat, often eliminating the need
for the patient to visit the provider’s office. Not only does this cut down on costs for both the
provider and the patient, but it also creates a seamless communication experience for
everyone involved.
Source: http://www.educationalleaders.govt.nz/Managing-your-school/Guides-for-managing-your-school/Effective-communications
Education Working Communication
Leader's (Principal) Role
Managing effective communications is a crucial dimension of leadership. This is stressed in

Kiwi Leadership for Principals (Ministry of Education) and in Tātaiako: Cultural competencies
for teachers of Māori learners (Education Council). The cultural competencies of Wānanga
and Whanaungatanga contain useful behavioral indicators and outcomes specific to leaders
that can be applied in all situations.
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Effective communication underpins the knowledge, skills, and dispositions principals require
to have a direct and indirect influence on student outcomes, as identified in the Best Evidence
Synthesis on leadership.
Taking time to review your communications strategy and ideas will be time well spent. Many
problems, in and out of schools, can be directly traced to the effectiveness of your and your
school's communications – whether the information was communicated or not, what was
communicated, how it was communicated, and who communicated it.
Taking time to think about what you want to say will also ensure you maintain your integrity
and professionalism, that of your school, and the wider educational community.
Communication Planning
Principals apply a range of formal and informal communication skills every day.
Communications may be deliberately planned or ad hoc, face to face or virtual, written, video,
or verbal; digital or non-digital.
Use a Table like the one below to help you get an overview of your communications:
Who? Why? How?

Students
Leadership team
Teachers
Parents, whānau – current and Facebook, LMS, newsletters, face to face,
prospective presentations, phone, special events, learning
conferences, parent-teacher evenings
Support staff: office staff, learning
assistants, executive officer,
caretakers
Local iwi and hapū
Board chair
Board members
Local principals, other schools,
mentor, or supervisor
Outside agencies – for
example, the Ministry of
Education
Parent-Teacher Association,
alumni association
Media
Other
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Then Consider How Effective Your Existing Communication Strategies are:
 What are your key reasons for communicating with your audiences? What are your key
messages?
 Are your reasons for communicating helping you lead change or lead learning in your
school?
 How do you ensure your key messages are communicated clearly and consistently?
 How does the way you are communicating helps you to build trusting and
respectful relationships with your audiences?
 How do your communication strategies change over time? Are there two or three
aspects of communication that you should emphasize during the next year?
 When did you last review your strategies? What feedback on them do you have or
need?
It may be useful for the board to have a policy or a practice on who communicates formally on
behalf of the school, for example, if contacted by the media.
It is essential to understand the requirements of New Zealand's privacy and copyright laws.
In-school Communication
Internal communication is just as important as communicating outside the school. Elements of

good practice for internal communication include:
 championing and being a good role model for clear and consistent communication
 matching your words to your actions – this is part of developing integrity as a leader
 being committed to open, two-way communication
 face-to-face communication
 communicating with empathy – communicating bad news as effectively as good news
 seeing communication as an essential leadership capability, not as a set of techniques.
Things to try to Improve your Communication
External Feedback
Consider using an interviewer from outside the school, such as your mentor or principal’s
appraiser, to carry out a fact-finding review. The interviewer needs to be someone you can
rely on to give you honest and constructive feedback.
Prepare yourself to handle any criticism that may be brought up. Try to view any criticisms as
constructive. When you establish that you appreciate feedback and actively take it on board,
people will keep you well informed.
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You might ask an interviewer to:
 ask what the two or three most important school development actions and intentions
you have been communicating to staff are.
 ask a range of staff what they think you have been communicating about, and your
effectiveness in communicating about those topics. The interviewer simply takes notes
and does not comment on the descriptions, apart from seeking clarity. Four or five staff
from a range of contexts is plenty; in a small school, maybe one or two at most.
 interview five or six students across a range of year levels. Ask each to describe what
you have been communicating. This may be best done in small groups to assist the
flow of description and to bring out the range of views.
 write up what has been discovered and report back to you on the style and
effectiveness of your communication.
You may be able to identify gaps and issues with the interviewer. Check whether the choices
you've made about the methods you're using are the best ones to focus on.
After getting this snapshot of your communication, use it to help shape new communications.
Include this review and your reflections as part of your appraisal.
Internal Feedback
Ask a trusted and experienced colleague to provide honest and constructive feedback on any
presentations you make. Ask for feedback on a few specific aspects, such as the clarity of
your message, quality of your message, audience response, and presentation style. Or ask
for feedback on one thing you did well and one thing you could improve on or do differently
next time.
Use this feedback strategy several times a year and remember that this evidence of
professional growth and reflection can also feed into your appraisal.
Visiting Staff Workspaces
By recognizing the individual natures and circumstances of staff members, principals strengthen
trust and connectedness across the staff as a whole.
In any good communication, it is important to establish trust and confidence, without which
your message may be lost, misconstrued, or, worse, ignored.
Build understanding and rapport with staff by meeting with them in their own workspaces from
time to time. Staff talking in their own workspaces will be able to put their views across more
clearly in context and are more likely to tell you the reality of what is going on more quickly.
Consider informal walks through classrooms; or going along to faculty meetings in an informal
capacity.
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Conversely, reprimand, criticism, or any disciplinary communication should take place in your
office, where you set the stage and the level of formality you want. Remember praise in
public, correct in private.
Listening
Effective communication is a two-way process. Bear in mind that you will learn more when
you are listening than when you are speaking, and that people will not open up to those they
consider poor listeners.
Consider:
 Focusing on the moment and the person speaking – adopting a listening attitude
 Avoiding distractions, for example, move away from your computer and put away
your phone
 Asking questions instead of just giving answers
 Giving your full attention to what the other party is saying – not just thinking about what
you want to say next
 Focusing on what you might learn instead of what you want to teach or instruct
 Asking how you might help
 Seeking clarification and explanation, especially when the tone of the speaker is
somewhat critical
 Restating what you think they have said to seek clarity and agreement
 Checking whose voices are missing or underrepresented.
Adopt a listening approach for:
 'sounds' of learning at your school, such as evidence of curiosity, inquiry, earnest

endeavor, shared thinking and collaboration, and teacher facilitation
 'sounds' of teachers’ shared approach to teaching, such as team teaching,
collaborative planning, questioning, and supporting.
Adopt an analytical ear for the sounds:
 you want to hear that are absent

 you hear but would prefer not to hear.
Add all these sounds to your knowledge bank about the school and use them at appropriate
times to make progress on development.
Community Communication
Begin with the end in mind. Remember that principals strengthen partnerships and networks
to enhance student learning.
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Extend your knowledge so that you become an expert in your school community. Share so
that education becomes everyone’s business.
Have a broad and simple community communication goal that is appropriate to your school’s
setting. For example:
 a new principal in a small rural school may decide to 'develop and maintain strong
interactive communication patterns with each family about their children’s education.'
 a new principal in a large urban school may decide that 'during the first year, my
communications within and across the school community will help me gain a clear
understanding of how things are done around here.'
Check that you are listening and communicating with all of your school community: students,
staff, whanau, iwi and hapū, and the local community. Go to them as well as finding ways to
make them feel welcome at school.
Communication Methods
Personal
Your mood, actions, and demeanor
Your body language, moods, and actions convey powerful messages.
 Confidence in what you are saying and doing is essential. Studies suggest that if you
appear confident, others are more likely to agree to what you might propose.
Conversely, the less confidence you appear in your own message, the more
objections you are likely to meet.
 Failure to complete or carry out a routine task suggests the routine is not important.
Similarly, failure to follow through on a goal or promise will undermine your credibility.
Ensure the link between what you say and what you do remains close. If a disparity
develops between them for any reason, explain why.
 Remaining approachable while being regarded and consulted as a professional leader
with significant knowledge about teaching and learning requires principals to maintain a
cheerful demeanor even if the going is tough. The grumpiness of a principal can quickly
pervade their school.
 Remember that you are now a public figure and subject to much more scrutiny than
you were as a teacher. Be clear, consistent, and transparent so that all members of
the community know that what they see is what they get. Enjoy answering questions
and discussing the school vision and goals, and listen attentively to all community
members.
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Phone calls and emails
Treat calls and emails as an important part of the job. These are often the first experience
people have in your school.
 Have an enthusiastic phone voice and manner, even on the worst day.
 Clearly identify yourself.
 Use the email subject line to your advantage that is, as a short summary.
 Put aside time to answer phone calls and emails. This helps you with time
management. Perhaps publicize the best time to ring in newsletters.
 Answer phone messages and emails within 24 hours if possible, but don't rush
answers that you need longer to think about.
 Try for a balance of five calls home to praise students for everyone that is critical.
 Check that the school's answerphone messages, hold music, and so on are compatible
with school goals and context. Make them warm, welcoming, and inclusive.

 Face-to-face Communication
 Always listen carefully. Try not to interrupt – think about how much you would dislike it
yourself.
 Appreciate critics and thank them.
 Treat each conversation as being crucial.
 Ensure your agendas are applied; take advantage of face-to-face meetings to initiate
a new discussion about things of importance to you and your school.
 Make notes. In particular, record agreed times and dates. Tell the person you are
talking to what you are recording. Put follow-up actions in your calendar.
 Work on reducing your use of conversation dead-air fillers like ‘um’ and ‘er,’ as well as
clichés and phrases such as ‘you know,’ ‘basically,’ ‘to be honest,’ ‘at the end of the
day,’ ‘the fact of the matter is,’ ‘sort of thing,’ and so on.
 Difficult conversations with adults will occur. Don't become defensive – breathe and
count to 10.
Communication Channels
Internet Presence
What's your school's digital footprint like? You and the board of trustees have ultimate
responsibility for it.
 Decide whether you need to be closed or public access channels and for whom.
 Choose platforms that are easy to use for your school and the audience(s).
 Be clear, concise, professional, and safe in your content; for example, do not
post images of children without parental permission.
 Check content enhances your school's key messages, values, and beliefs.
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 Have protocols in place to manage the content.
 Have more than one person responsible for producing content, moderating content,
and monitoring for inappropriate responses.
School Events
Treat all events as great communication opportunities.
 Make events as culturally reflective and responsible as possible.

 Personally meet and greet as many parents and community members as possible.
 Try not to speak for too long. Keep the focus on student achievement and your school’s
current goals. Make it clear what the school’s core business is.
 Ensure students feel included and rewarded for their effort and achievement.
 Thank and acknowledge parents for their support in the learning of their children and
the school.
Newsletters
Newsletters may be digital or paper. Find out how parents and the local community wish to
receive news about the school and its events. Offer a range of options.
School community newsletters should provide the means to inform, promote, gather, and
educate. Decide on how you want the balance of these four tasks to work in each newsletter.
To get your intended audience to read your news, it’s best to make it brief, to the point, and
customized. Take into account the number of information people are dealing with today.
People have become very discerning information consumers.
 Ensure the newsletter provides the means to convey important messages about your
school’s vision, values, strategies, and plans.
 Align the messages to support your key leadership activities: leading change, leading
learning, and problem-solving.
 Establish and stick to a regular publication timetable.
 Use a template for the easy preparation of each edition.
 Enlist others as reporters to gather copy, for example, students and staff.
 Quality is important but stick to the budget. Establish the highest standards for
accuracy of detail and grammar. Have a neutral proofreader.
 Make sure the school has parental permission to use any photos of students included.
 Set aside a specific time to do your part of the newsletter, preferably several days
before publication is due.
 Make sure digital newsletters are easy to read online or to download and open.
Remember, you have overall responsibility for your newsletters. You must have the final
say on what is included and how it is said.
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Principals' Views on their Communication
Ash Main Donald – Principal
Communication is clearly key. I tried a couple of things at my previous school that seemed to make a
difference.
I visited all the classrooms and asked the children:
What do you love about our school? What

could make it cooler?
What do you expect of me? What
can I expect from you?
What ideas do you have to help us build a family here?
With staff, I prepared one hour My Education Life Journey presentation. I covered who I was, and why,
what I believed in, how I saw my role, the mistakes I'd made, and the joys and successes. I was very
open, honest, and spoke totally from the heart. They understood what they were to me, what they
were to the children and community, and what the possibilities were for our journey forward together.
I published a pretty awesome newsletter, lots of highest-possible quality photos of kids, and lots of
different ways of getting our core messages and beliefs through to families. It went out every week –
sometimes even twice a week.
The three focuses for our newsletter were to inform, to challenge, and to celebrate:
Inform – to keep you in touch with upcoming events, news, and information.
Challenge – we want to produce a new generation of thinkers. We will be teaching children

structured and systematic approaches to thinking and providing lots of opportunities to use these
skills. Look out for plenty of brain challenges in our newsletter.
Celebrate – our most precious resource is our people. We want to take every opportunity to share
with you the wonderful learning experiences that happen here each week.
The quality of our newsletter was very important to us. Board
meetings featured slideshows of the school in action.
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We welcomed and encouraged parents to come to our weekly whanau time – school assembly. The
purpose of whānau time was regularly shared: to share family time together, to celebrate the cool and
clever things our family members had achieved, to learn more about our family and ways we could be
a better family than before.
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Building Relationships with Parents
A principal has offered these comments about the importance of relationship-building:
I have found that establishing relationships with each parent who has a child at the school to be quite
beneficial. I always use the common ground that we, parents and teachers, have the best interests of
the child at heart. This has always been a great starting point.
Initially, the process used to be quite time-consuming. I try to make time for every parent, whether it is
5 or 10 minutes. I have found that it makes a huge difference for our parents that they are
acknowledged.
Even parents of children who regularly find themselves in some form of strife at school value this open
relationship with the school. They have said that they prefer being kept in the loop, even during the
tougher times for their children. As a result, I know that they are just a phone call away and are always
willing to support their child or other school initiatives.
Term gatherings help. Sometimes it is just a simple morning tea to say thanks. At other times it is a
whole school hang. Turnout at our last parent–the teacher-student interview was more than 90
percent. Parents want to make time for their children. I have told them that one way to do so is to
come and listen to their child report back on progress/student achievement at the p-t-s interview.
I think back to a few years ago ... things were a lot different. It was difficult to get most parents through
the school gate how things change! I put it largely down to relationship building.
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Source: https://blogs.scientificamerican.com/guest-blog/effective-communication-better-science/
Effective Communication, Better Science
Science communication is part of a scientist's everyday life. Scientists must give talks, write
papers and proposals, communicate with a variety of audiences, and educate others.
By Mónica I. Feliú-Mójer on February 24, 2015
Science communication is part of a scientist’s everyday life. Scientists must give talks, write
papers and proposals, communicate with a variety of audiences, and educate others. Thus to
be successful, regardless of field or career path, scientists must learn how to communicate.
Moreover, scientists must learn how to communicate effectively. In other words, to be a
successful scientist, you must be an effective communicator.
Before I go on, I should note that for the purpose of this post, I am defining science
communication broadly, meaning any activity that involves one person transmitting science-
related information to another, from peer-reviewed articles to tweets.
Effective communication means transmitting your message clearly and concisely so that it is
understood. It’s about engaging your audience – it’s about the ‘So what?’ and ‘Why does it
matter?’ of your message.
Advertisement
When scientists communicate more effectively, science thrives. Science is increasingly

interdisciplinary, and the ability to communicate more effectively across disciplines fosters
collaboration and innovation. Being able to communicate the relevance and impact of their
ideas and discoveries can enhance scientists’ ability to secure funding or find a job. It allows
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them to write better and more comprehensible research papers. It also allows them to be
better teachers and mentors for next-generation scientists.
When scientists can communicate effectively beyond their peers to broader, non- scientist
audiences, it builds support for science, promotes understanding of its wider relevance to
society, and encourages more informed decision-making at all levels, from the government to
communities to individuals. It can also make science accessible to audiences that traditionally
have been excluded from the process of science. It can help make science more diverse and
inclusive.
Although having more scientists who are effective communicators benefits science and
society greatly, there are still relatively few training opportunities for science students and
professionals to develop these skills.
Fortunately, effective communication skills are no longer perceived as soft skills. Increasingly,
they are becoming part of the core professional skills every science student and professional
should have.
Many science communication training programs and courses for scientists use the public
communication of science as a tool to develop effective communication skills. See, for
example, this list of training opportunities compiled by COMPASS, an organization dedicated
to improving science communication. Here are several other resources:
Social Media’s Impact on Workplace Communication
By Mark Craemer on March 24, 2017, at 12:06 PM
Source: ttps://blog.seattlepi.com/workplacewrangler/2017/03/24/social-medias-impact-on-workplace-communication/
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The Internet age has led to enormous changes in the way we communicate in virtually every
aspect of our lives. Social media lets us connect with others in a way that was previously
unheard of. With a smartphone in hand, we can now access anyone and anything around the
world at any time.
But do these technological innovations mean we are experiencing improved communication?
Wael Ghonim, aka the “Google guy,” who used Facebook to help launch the revolution
against the Egyptian government in 2011, said that “if you want to liberate a society, all you
need is the Internet.” Years later, he explained that while the Arab Spring revealed social
media’s greatest potential, it also exposed its greatest shortcomings. “The same tool that
united us to topple dictators eventually tore us apart.”
In his TED Talk, Ghonim discussed five critical challenges facing today’s social media in the
political arena. He explained the most critical of these is that our social media experiences are
designed in a way that favors broadcasting over engagements, posts over discussions, and
shallow comments over deep conversations.
“It’s as if we agreed to talk at each other instead of talking with each other,” Ghonim said.
While emailing, texting, posting, blogging, and tweeting enable us to send out messages, and
they don’t necessarily enable the opportunity for give-and-take conversations. Today’s social
media doesn’t encourage meaningful dialogue where we engage enough to bring about
greater understanding. It’s still, for the most part, one-way communication: sender to receiver.
Not that this is necessarily bad in and of itself, but it is limited and may undermine our ability
to connect and understand one another truly.
Workplace Communication
Today’s social media experiences can’t help but spill over from our personal and political lives
into the workplace, and this is where I am concerned. Without the exchange of meaningful
dialogue, we are unable to maximize our ability to solve problems and innovate with new
products and services collaboratively. Sending messages only in one direction isn’t effective
communication.
This degradation in communicating can show up every aspect of our lives, including the
workplace. Examples include:
 Failure to actively listening when the other person is speaking
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 Being too concerned with what we want to say rather than fully hearing and
understanding what the other person says, and what is left unspoken
 Not ensuring our overall physical behavior that includes tone of voice, facial
expressions, eye contact, etc. are congruent with and supportive of our message
 Not making our intention clear, so there is no misunderstanding in what we say
 Using the wrong medium to communicate our message (e.g., using email instead of
face-to-face; using the phone when video conferencing would be better; using text
messaging instead of a phone call, etc.)
 Demonstrating that we are listening, yet not ensuring the other person is feeling heard
Some research suggests that spoken words convey only 7 percent of communication. The
other 93 percent is conveyed by tone, inflection, and other elements of voice, as well as by
body language, movements, eye contact, etc. When communicating is conducted by any
other method than face-to-face, a serious drop-off in understanding and learning will result.
Knowing how little the words alone can enable proper communication should be a warning
sign that the medium does impact the effectiveness of the message.
Workgroup Effectiveness
Researchers from Google’s Project Aristotle concluded that understanding and influencing
group norms were the keys to improving Google teams. They determined that the right norms
could raise a group’s collective intelligence, whereas the wrong norms could hobble a team,
even if all the individual members were exceptionally bright.
The two behaviors all good teams generally shared were: 1) members spoke in roughly the
same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of
conversational turn-taking,” and 2) members had high ‘‘average social sensitivity,’’ or they
were skilled at intuiting how others felt based on their tone of voice, facial expressions, and
other nonverbal cues.
This means the group norms of taking turns speaking and listening with empathy were the
most important factors for improving team outcomes. These are also fundamental to
successful communication.
While social media continues to influence every aspect of our lives, it’s important to remember
the limitations of it concerning effective communication. In the workplace, this means choosing
the right medium to convey the message, ensuring there is an appropriate feedback loop, and
responding to the feedback in a way that results in true understanding.
With that, I encourage your thoughts on social media’s impact on your workplace.
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To perform the aforesaid big picture (unit learning outcomes) for the third three (3) weeks
of the course, you need to fully understand the following essential knowledge that will be laid
down in the succeeding pages. Please note that you are not limited to refer to these resources
exclusively. Thus, you are expected to utilize other books, research articles, and other
resources that are available in the university’s library, e.g., ebrary, search.proquest.com, etc.
1. Workplace Communication is vital to an organization's ability to be productive and

operate smoothly.
1.1 Workplace Communication improves worker productivity.
1.2 Research has shown that effective lateral and workgroup communication leads to an
improvement in overall company performance. It has also been discovered that employees
who were graded as highest in production had received the most effective communication
from their superiors. For example, Gertrude works in engineering, and her prototypes of toys
receive accolades. She is an effective communicator about her designs and how they will be
played in real life by kids. In addition, she receives specific guidance from her superiors,
allowing her to create designs quickly and efficiently.
1.3 Workplace communication can increase employee job satisfaction.
1.4 Employees feel empowered if they are able to have upward communication. This type of
communication is when information flows upward in an organization and usually consists of
feedback. If bosses or managers are able to listen to employees and respond, this leads to an
increase in employee job satisfaction.
1.5 In addition, employees are also happy if there is intense downward communication,
which is information flowing down from superiors or managers to direct reports. Gertrude
recently sent an email to her boss, recommending that her department upgrade its
design software. Her upward communication feedback was not just acknowledged but
also acted upon, resulting in a very happy design team.
1.6 Workplace Communication can also have a positive effect on absenteeism and turnover
rates.
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1.7 Communication flow is very important to workers. Employees have to feel secure that
they are receiving truthful and updated information from superiors. They also want to have the
ability to share ideas, thoughts, and concerns within the company. Studies have shown that
even after a layoff, companies that have excellent communication can retain the surviving
employees.
1.8 Regardless of the type of organization, communication is the element that maintains and
sustains relationships in it. What person A says to person B not only can have an impact on
those two people but, since organizations are systems, it also can have a meaningful impact on
the total system. His/her communication with his/her co-workers and supervisors in the
organization will be a major determinant of how satisfied he/she is with his/her work and how
satisfied others are with his/her work. For example, in one organization where he/she worked,
there was a very gossipy, control-oriented person who would subtly let others know what he/she
thought of his/her co-workers. Eventually, this type of communication made it impossible for
others to work with this individual. When asked to work with this person, others would find
excuses not to or would become "ill" when the time to do the work rolled around. This, of course,
had a negative impact on the work of the total unit. The communication behavior of individual
employee plays a more significant role in organizational life than some think. Organizational
communication is central to organizational success.
1.9 The Nature of Communication in the Organization’s system. Companies may
communicate as channels through television, radio, the Internet, the world wide web, film,
billboards, telephones, etc. In organizations, people often become the most important channels.
For example, supervisors function as channels between upper levels of management and lower-
level employees. Secretaries often serve as channels between people on different levels and/or
in different parts of the organization. People serving as channels make up the informal
communication network in organizations—the Receiver. Just as the source is the person who
originates a message, the receiver is the person who acquires the source's message. As the
source, the receiver can be an individual, a group, or an entire organization. Also, like the
source, the receiver has three functions: 1) receives the source's message, 2) decodes or
translates of messages into ideas or information or the message into some meaning, and 3)
responds to the message. Again, it is typical for one person to handle all three functions, but
not uncommon for more than one person to be involved. For example, a new employee might
receive the manager's message but have an older, more-experienced employee interprets it for
her/him and has another employee respond to the interpretation. For communication to become
effective, employees and managers need to consider the backgrounds and experiences of each
other or one another. This may require that they should "put themselves in the other person's
shoes." A manager needs to know the employees to have effective communication with him/her;
likewise, on the part of an employee.
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1. https://study.com/academy/lesson/workplace-communication-importance-strategies-
examples.html
2. http://www.incorp.asia › importance-of-good-communication-at-the-workplace
3. J. C. (2001). An introduction to rhetorical communication. (8thed.).Needham Heights,
MA: Allyn and Bacon.Richmond, V. P.
4. McCroskey, J.C., & Richmond, V. P. (1996). Human communication theory and
research: Traditions and models. In M.B.Salwen & D.W. Stacks (Eds.).An integrated approach
to communication theory and research.Mahwah, NJ: Lawrence Erlbaum Publishers, 233-242.
Let’s Check
Activity 1. Now that you know the most essential concepts in the study of the nature
of Communication for Work Purposes. Let us try to check your
understanding of these concepts. In the space provided, write the
term/s or concept/s being asked in the following statements:
_ 1. What are the benefits of creating open communication lines

of employers to their employees?
_ 2. How can employees become valuable assets to

Companies?
_ 3. What is the transparent effect of poor communication in the

Workplace among working staff?
Items 4-8: Give the Element that is being defined in each numbered item to have strong
Communication that will run deep within the Workplace
4. Consolidated communication lines should enable everyone

to communicate freely with his/her colleagues, peers, and superiors at any level.
5. When employees have the opportunity to express their

ideas openly, they are more likely to present their ideas without fear of ridicule or
retaliation.
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6. Creating effective teams requires communication and
mutual cooperation.
7. Communication can be seen internally and externally.
8. It does not only talk to people but give them the opportunity
to talk to each other or one another.
Items 9 & 10: Identify the key areas where organizations can enhance and improve
communication between their teams as being described in each number item.
9. Communication is a two-way process, and if he/she

doesn’t listen and encourage dialogue with the other party, no job or person can survive for a
long time.
_ 10. Make sure that the communication lines are always open.
Let’s Analyze
Activity 1.
Getting acquainted with the essential terms and concepts of the nature of Communication
for Work Purposes, what also matters is you should also be able to explain or articulate its
inter-relationships. Now, I will require you to explain your answers to the following questions
thoroughly.
1. In your own level of understanding, how will you define Communication in the
Workplace and state its significance between Employer and Employee?
__
_.
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2. State what are the Roles of Communication for Work Purposes and explain their
importance in the following Fields:
a. Business
b. Health
c. Education
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d. Science
__
__
.
e. Social Media
In a Nutshell
Activity 1.
Based on the definition and explanation of the essential terms and concepts in the study of
the nature of Communication for Work Purposes and the learning exercises that you
have done, please feel free to write your arguments, insights, or lessons learned below.
1.
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2.
3.
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Do You Have any Question for Clarification?
Questions / Issues Answers
1.
2.
3.
4.
5.
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Work Communication Open Communication Communicate

Effectively
Upward
Downward Workgroup
Communication
Communication Effectiveness
External Feedback
Internal Feedback Communication Lines
Metalanguage
In this section, the essential terms relevant to the study of the nature of Character in
the Workplace and to demonstrate ULO-b will be operationally defined to establish a
common frame of reference as to how the texts work. You will encounter these terms as we
go through the study of the nature of Character in the Workplace or Work Ethics. Please
refer to these definitions in case you will encounter difficulty in understanding some
concepts.
What is the Role of Character in the Workplace and how Important to Maintain Ethics in the
Workplace?
a. How is the character in your workplace? Is everyone in your workplace doing all they
can to make it a place of good ethics and great working conditions? Is it all
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wonderful, no gossips, no backstabbers, noPhone No.: (082)300-5456/305-0647
dishonesty, Local 134great
all just super
people
with good character. Being of good character (making ethical decisions) can be
difficult. In a world full of economic, professional, and social pressure, moral issues
can get buried. And, often workplace managers and employees do not have enough
experience with character/ethics to determine what or how to improve them.
b. People are not automatically born with good character, so someone like a parent, a
school teacher, or some kind person helped develop our individual character.
Just as in our individual lives, sometimes character issues arise in a workplace, views
can clash, and we are forced to rank the issues according to the consequences of our
choices.
c. It can be very, very difficult to make a decision that has consequences not agreeable
with what we want to do.
 Let’s try an experiment and see if those statements above are easier to
understand.
 Here’s a Story for You to make some choices.
THE STORY
Your car is rear-ended by another car, damaging your rear bumper. The other guy is insured.
When you go to the body shop for an estimate, the estimator suggests that he can fix a
rear fender dent that you had before the accident. He says you can claim that the
damages were caused by the same collision. Otherwise, fixing the fender will cost you
$350. He assures you that he has done it many times before and that you will have no
trouble with the insurance company. WHAT WOULD YOU DO?
Poster Board 4 suggestions:

1. Do It (Accept the offer).
2. Refuse politely.
3. Refuse angrily and tell him this is illegal.
4. Refuse, tell him this is illegal, and then report this to your insurance
company.
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Illustration (Modified)
STORYTIME
Accept the Deal.
Thank you but “No!”
Refuse and express

irritation at dishonesty.
Refuse, express irritation

& report to the insurance
company.
Source: http://www.academia.edu › CharacterInTheWorkplace
 What is the meaning of Ethics?
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 Ethics or moral Phone No.: (082)300-5456/305-0647
philosophy Local 134
is a branch of Philosophy that
“involves systemizing, defending, and recommending
concepts of right and wrong
behavior.
 Ethics seeks to resolve questions of human morality by
defining concepts such as good and evil, right and wrong,
virtue and vice,
Justice and crime.
 To contemplate further, Ethics means:
 Standards of duty and virtue that indicate how we should
behave.
 It is about right and wrong and how an honorable person
should behave.
 It is about being a good person.
 Is vs. Ought.
 When speaking about Ethics or character, what does it mean?

 Ethics refer to principles that define behavior as right, good, and proper.
 Ethics are non-partisan; they transcend political, cultural, or religious issues.
They are not about what some people call success. We do tend to
judge people by wealth,
position, education, and even beauty. Sometimes we evaluate
them by
their bank account, the care model they drive, or their possession
of the latest and greatest gadgets.
But how much can you really know about a person by looking
at these external things?
 Ethical principles do not always dictate a single “moral”
course of action, such as “this is right. This is wrong,” or this
is good; this is bad.”
but provide a means of evaluating and deciding among several
competing options.
 Ethics is not the same as values.
 Ethics is what you do when no one else is watching.
Imagine you were invisible and were able to do anything
without the consequences or repercussions.
 Most people have convictions about what is right and
wrong based on a variety of reasons. Some of them are
religious beliefs, cultural roots, family background,
personal experiences, law, organizational values, political
habits.
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 Character requires more than knowing right from
wrong—It also requires ethical sensitivity to the
outcome of decisions, and it requires a procedure
for applying these procedures to problems.
 Ethics and Character are the same, but VALUES are not
interchangeable with these two. Why? Because ethics
apply to how a person SHOULD behave, whereas values
are a personal inner judgment that determines how you
will behave.
 And values can change with time. Our values are what
we prize, and our VALUE SYSTEM is the order in which
we prize them. Because values rank our likes and
dislikes, our value system determines how we will behave
in certain situations and creates a lot of clashes in our
life. For instance, the desire to be rich may clash with our
desire, to be honest. A desire for personal independence
may clash with a desire for intimacy.
 WHY BE ETHICAL?
 It’s just good business.
 It’s the smart thing to do.
 People have a lot of reasons for being ethical:
 Inner benefit. Virtue is its
reward.
 It gives us a personal
advantage.
 It leads to approval, self-
esteem, admiration, and
respect of peers.
 Good behavior can please or
help you serve your GOD.
 Some people are ethical out of
habit; they were trained as
children.
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Illustration of Workplace Function (Modified)
OUR WORKPLACE
SKILLS CHARACTER SYSTEM

M
Source: http://www.coursehero.com › file › CharacterInTheWorkplace
Look at this chart. To make any workplace function properly, we know we need to have a skilled
staff, a system in place that works, and both leadership and staff with character.
Imagine a skilled employee without character---He/She just will not fit in. Character is a highly
respected trait. The most desirable employee is the selflessness one.
A selfless person is filled with humility, while a selfish person is filled with pride.
Selflessness people are healthy, and they know and practice the “It’s not about me” program.
Let’s look at the system; I feel that most of you have good systems in place. Past
performance proves that. But the system is set up in a way that rewards individuals. If
is given a 1,000 reward for work that was done by him that you could have or have done
in the past, how should you feel? If you are a person with character, your character should not
and is not affected by this.
In the war of competencies versus current behaviors, we need to work on all three, skills,
character, and system.
Somewhere out there, I bet there is s list, a policy, a directive that outlines the expectations
of an office. It might not be 100% perfect, but we can build it. Just skills training will not change
the results (if the character is lacking). The system may be great, but some people may not live
up to the expected and need a check. If the system is at fault, change it. If not, hold that person
accountable.
An example of the system needing a change is with a teenaged child who goes to the
library to work. The library closes at nine, but his curfew is 8:30. Every day he is late coming
home. Why, because he loses track of time until they announce the closing. So how can this
problem change? Change his time for curfew.
As the Pepsi slogan says, “If Wealth is lost, nothing is lost. If Health is lost, something is lost. But,
if Character is lost, everything is lost." And this is true.
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As a matter of fact,
In 1992, an eminent and diverse group of educators,

youth leaders, and ethicists from 30 segments of our nation
met in Aspen, Colorado, to formulate a national framework of
what character involves. They issued the Aspen
Declaration, a document asserting the importance of six
core ethical values that “transcend cultural, religious and
socioeconomic differences.”
These are the six
cores that everyone agreed would make any
person that practiced them a PERSON OF
CHARACTER>
So, what did they choose?
The Six Pillars of Character

(Diagram 1)
Source: http://www.powershow.com › view › CHARACTER_IN_THE WORKPLACE
(Diagram 2)
1. Trustworthiness is sometimes misunderstood as a personal value. The

majority of people believe themselves to be trustworthy, yet, their behavior does
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not match their belief. Generally, people believe trustworthiness is keeping your
word, taking care of your belongings, and returning that which you borrow from
others. However, trustworthiness embodies much more.
 Be Honest
 Keep Promises
 Integrity
 Don’t Deceive, Cheat or Steal
 Be Reliable,
 Do What You’ll Say You’ll Do
 Build a Good Reputation
 Be Loyal, Stand by your Family,
 Friends and Community
1. Respect. People are not things, and everyone has a right to be treated with
dignity. We are not expected to hold all people in high esteem, but we
should treat everyone with respect. We have a responsibility to be the best
we can be even when dealing with unpleasant people. Follow the Golden
Rule. Respect prohibits violence, humiliation, manipulation, and
exploitation. Be tolerant of differences. Use good manners, not bad
language. Be considerate of the feelings of others. Don’t threaten, hit, or
hurt anyone. Deal peacefully with anger, insults, and disagreements.
2. Responsibility. Your ability to reason and freedom to choose makes you

morally accountable for your choices.
You are bound by principles of morality to make choices that honor, rather
than degrade, universal ethical obligations to be trustworthy, respectful,
responsible, fair, caring, and a good citizen.
Your moral obligation is to choose attitudes, words, and actions and to
accept personal responsibility for the consequences of those actions.
Responsibility requires that you recognize what you do — and don’t do —
matters.
SOME THINGS WE CANNOT CHOOSE:
You can’t choose to be good looking, smart, or athletic. You can’t choose
your parents or the circumstances in which you grow up.
Responsibility isn’t about blame; it’s about accountability. The question for
the responsible person is: “Could I have done something that would have
mattered?”
Responsible people continually pursue excellence, exercise self-control,
restrain passions (lust, hatred, greed, fear) for the sake of a longer-term
vision. These are the people that realize they are as they choose to be,
every day, all the time.
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• Don’t make excuses

• Accept responsibility for decisions
• Fulfill all obligations
• DO NOT over-promise
“Life is full of choices—what you do and don’t do matters”
“Choosing not to choose is a choice.”
3. Fairness.
a. Process
The environment of your workplace is vital to employee satisfaction,
reduction of turnover, and productivity. It is also vital to the legal
stability of your business. A hostile work environment can be the basis
for many types of employee complaints and causes of legal action.
The Equal Employment Opportunity Commission lists as a basis for
employee complaints the existence of a "hostile work environment."
The creation or continuation of a hostile work environment can be the
beginning of a legal quagmire of lawsuits, wrongful termination suits,
and discrimination complaints.
The atmosphere of a harsh and antagonistic workplace can be a death
sentence for your business.
b. Impartiality and Equity
One of the most significant factors affecting hostility in the workplace is
inequity and selective discipline. Employees frequently site favoritism
and unfairness as their reasons for discomfort and intimidation at work.
Establish a written and clear code of employee conduct that must be
applied fairly and without bias. Failure to hold workers accountable to
employee standards of conduct and behavior in a consistent manner
will lead to accusations of bias and favoritism. The consequences of
such accusations are far-reaching and will affect management
credibility at all levels of your organization.
The perception of employees and fellow workers is the key to creating
a work environment that is neutral to the personalities and personal
preferences involved. Fairness is out the window when employees
perceive that they are being treated differently than others. When the
tardiness of one worker is excused because they have to take their
child to daycare, but the tardiness of another worker without such a
valid reason is cited with warnings that can cause the perception of
unfairness. Avoiding the impression of unfairness can go a long way to
maintaining an impartial workplace, the satisfaction of employees, and
the feeling that everyone is being treated in the same way. It also takes
the perception of bias out of the employee relations equation. Though
it means hard choices, it can mean the difference between a hostile
and hospitable work environment.
Able is your newest employee. He’s young, unmarried, and is
your best producer. He gets more work done effectively than any
other employee.
Nettie is a competent worker of four years, a single mother with three
small children at home. She needs the job the most.
Oldham has worked for the company the longest (18 years) and is two years
away from a pension.
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Tryhard is a good producer with Phone No.: (082)300-5456/305-0647
a terrific attitude. He’s the Localhardest
134
worker you have.
Nepo is a competent employee and the son of one of the owners of the
company.
4. Caring.
3 Golden Rules
a. Be Practical - "Instead of buying gifts for one another in our workplace
holiday gift exchange, we decided to exchange in-kind services," Karen
told me a few days ago. One person offered to get coffee for another
co-worker for a week. Another offered to take out someone trash daily.
Practical acts of service go a long way to plant positive feelings in
others and create great workplace morale.
b. Be Interested - When you stop trying to be interesting and start being
interested in others, you'll show others you care. Then you'll be
interesting. Guaranteed. It's all in how you see people, either as
enemies or as friends, as competition or as collaborators. See people
as friends and potential collaborators, and you'll be interested in
others. How do you see people?
c. Be Available - What if once a week, you asked one of your team
members, "How can I help you?" I know you've got enough on your
plate, and so does everyone else. But, as you help another team
member succeed, you'll both succeed. The entire workload will get
much lighter.
d. Bottom Line: Dare to care. Take a risk and invest in the lives of your
team members and watch how your team succeeds.
When dealing with others in your workplace:
* Talk about things that are upsetting you in your work relationship.
* Don’t avoid the real issues.
* Listen to each other’s point of view.
* Don’t try to convince the other person that you are right, and he
or she is wrong.
*Don’t take either/or, this, you/ me positions.
* Assume that maintaining a good working relationship is as important
as, if not more important than, anything happening at work.
If managers and their employees all conscientiously attempt to keep
the work environment clear of the competition, then many potentially
damaging relationship complications and crises will be more easily
handled, doing much less ultimate harm to all those involved than they
might otherwise do.
Quality relationships are what produce quality products and services.
• Compassion and Concern for others

• Kindness and Consideration
• Mercy and Forgiveness
• Empathy
• Gratitude and Expressed Thanks
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5. Citizenship.
A person of good character views the importance of being a good citizen
as an integral part of their core. Helping to improve the quality of life for
others makes them socially responsible and connected to the community.
Citizenship includes civic virtues and duties that prescribe how we ought
to behave as part of the workplace. A good citizen will know the rules and
obey them. But that’s not all. A good citizen will volunteer and stay
informed of issues of the day. She/he will execute her/his duties and
privileges. He/She will do more than the fair share to make the workplace
and society work. The good citizen will never have the “DO WHAT YOU
HAVE TO DO” or “DO WHAT YOU CAN GET AWAY WITH” attitude.
• Play by the Rules

• Respect Authority
• Do your Share
• Within the Workplace Keep Proper Records
• Follow Office Procedures
• Be a good office neighbor and pursue the common good
•
• Enhanced Ethical Commitment
Think of the most ethical person you know!
What characteristics do you associate with that person?
Do you think ethics are important to that person?
If someone asked that question about you, how many people would think
ethics were important to YOU?
How would it feel to know you are a role model for others?
When faced with a difficult decision, think about this person and the integrity and courage they
have. Think about why you admire this person. WHAT WOULD THEY DO> All our
words, our actions, and attitudes reflect choices.
1. We all have the power to decide what we do and what we say.
2. We are morally responsible for the consequences of our choices.
3. Reflect on your choice before you make it.
1. Could someone suffer physical harm?
2. Could someone suffer serious emotional pain?
3. Could the choice hurt your reputation, undermine your creditability,
or damage important relationships?
4. Could the decision impede the achievement of important goals?
THE GREATER THE POTENTIAL CONSEQUENCES, THE GREATER THE NEED
FOR CAREFUL DECISION MAKING.
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Take it to Work.
What Can the Business Community Do?
In just about any dictionary published, the definition of ethics is essential "a set of
principles concerning proper conduct." Unfortunately, for many people, this does not define the
word ethics enough for them to be able to operate a business - or live their lives - in an ethical
manner. So, what does the word 'ethics' really mean?
The chances are good that you live your life and operate your business, based on your
own moral code. You may do this without even realizing that you have your own moral code -
but everyone does. Even the worst people in the world have a moral code that they live by. It
comes down to what you are and are not willing to do to achieve or obtain that which you want.
So much for the definition of ethics, huh.
For example, there are some people in the world who are willing to kill other human
beings in order to obtain things that they want, but this is something that you would not even
consider. Some would not go as far as taking life to achieve what they want, but would not be
opposed to ruining someone else's life. Again, you may not be willing to go that far. Some are
perfectly willing to cause others pain or inconvenience in an attempt to get what they want, even
though that pain or inconvenience would not ruin a life, but again, you may not even be willing
to do that if you have a strong moral code.
Your moral code is essentially your sense of what is right and what is wrong, or what is
acceptable and what is not acceptable. Some think that this moral code should be the same for
everyone - but it simply cannot be, because we all think differently, and we all have different
upbringings, backgrounds, and experiences.
Because we all do have different views, there is a set of basic behaviors that most people
adhere to. Some of those behaviors have been made into law. For example, it is not only
ethically wrong to kill someone or to steal, but it is also against the law, which means that if you
are caught, you must pay the consequences of your actions. You won't just be told that such
actions are unethical, or have people look at you with disgust or disappointment - there is an
actual price to pay, which in most cases is financial restitution, time in prison, and
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depending on the crime - or unethical behavior - death in states where the death penalty plays
in.
So, as you can see, while there is a standard definition of the word 'ethics' for everyone,
your own definition of ethics may be different from others. The key to living an ethical life and
running an ethical business is not to do anything that will cause you not to be able to be proud
of what you have done, as well as not doing anything that will disappoint the people that matter
most to you in the world.
Expect all Employees to Maintain these Ethics

• Trustworthiness
• Respect
• Responsibility
• Fairness
• Caring
• Citizenship
(Diagram 3)
So let’s go over the 6 Ethic Character

needs that can make you proud.
Trustworthiness
• Try to be honest and ethical
in all business dealings.
• Never reveal proprietary
information.
• Do not tolerate lying,
stealing, or deception.
Respect
• Treat everyone with courtesy, politeness, and dignity, valuing individual and
cultural differences in our workplace and among those we serve.
• Listen to and communicate openly with each other and with the customers to build
mutual respect and long-term working relationships.
Responsibility
• Do not make excuses.
• Accept responsibility for our workplace decisions.
• Fulfill all obligations.
• Do not over-promise our customers.
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Fairness
• Listen intently to the concerns of the customers, employees, and vendors.
• Listen to the employees and make decisions that affect them only after careful and
appropriate consideration.
Caring
• Truly care about each and every customer, employee, and vendor.
• Commit to building long-lasting relationships to mutual benefit.
Citizenship
• Play by the rules.
• Keep proper records and follow financial reporting procedures.
• Follow all laws and regulations … to the tee.
To perform the aforesaid big picture (unit learning outcomes) for the first three (3)
weeks of the course, you need to fully understand the following essential knowledge that will
be laid down in the succeeding pages. Please note that you are not limited to refer to these
resources exclusively. Thus, you are expected to utilize other books, research articles, and
other resources that are available in the university’s library, e.g., ebrary,
search.proquest.com, etc.
1. Character in the Workplace or Company’s Ethics is its set of moral standards

in defining how the employer and his/her employees transact or conduct
business. Undoubtedly, Ethics is similar to "doing the right thing" in areas such
as making financial decisions and the treatment of employees towards their
customers or clients. Highly ethical organizations and companies display a
number of key characteristics, starting with the very head of the organization
and going down to the lowest-paid workers or employees. Again, let’s be guided
by these Characteristics that should be manifested in our respective
Businesses, Organizations, Companies, Establishments, or Corporations.
a. Honesty. An ethical workplace exhibits the characteristic of honesty. Honesty can occur
in the relationship between employees, such as when one admits a key mistake instead
of trying to blame it on another. Honesty means that employees refrain from stealing
company property, cheating on an expense report, or abusing sick days or lunch breaks.
Honesty can also take place in the customer relationship, such as when a salesperson
discovers he overcharged the customer for service and ensures a refund or credit is
issued.
b. Integrity. Ethical workplaces feature employees who demonstrate a high level of
integrity. Integrity involves treating others fairly and with dignity and respect. Supervisors
act with integrity when they treat all subordinates the same in areas such
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as issuing raises and promotions and when disciplining acts of misconduct. Employees
act with integrity when they put the organization's interest above their own or refrain from
potentially harmful behavior, like spreading false gossip or playing the game of company
politics to their own advantage.
c. Accountability. Ethical employees hold themselves accountable for their results and
actions. They complete their work assignments properly and on time and don't leave
"messes" for other employees to clean up. They have a clear understanding of what is
expected of them and make sure they have the information or resources they need to
get the job done. If a supervisor points out an area that needs improvement, accountable
employees take the necessary corrective actions instead of dismissing the criticism as
invalid.
d. Management Focus. Ethical organizations typically are characterized by top
management personnel, placing a high level of focus on ethical behavior. Ethics are
prominently mentioned in the company's mission statement, and the company
implements a written code of ethics or conduct that all employees must be trained on
and agree to make part of their daily activities. Top management in these organizations
set an example by adhering to the code of conduct when taking actions or making
decisions.
More so, these Characteristics should manifest and also be included from the lists above
between employers and employees or between employees and customers or clients.
e. Think Before Acting. Being an ethical person is sometimes defined as "doing the right
thing." But what about telling a white lie to avoid hurting someone's feelings? While two
employees are at a trade show and one employee asks her colleague what does she
think of the trade show booth that he put together? Her real feelings are that she thinks
he should have brought a larger monitor for the product video that's running. However,
there is no way to get a larger one now. She hesitates a moment so that she does not
bruise his confidence, and then answers that the monitor looks great. After the show,
she will suggest that he use a larger monitor the next time. The question is: Is her lie
unethical? Being ethical isn't a clear-cut, black or white answer, so ethical people often
stop to think before they decide what to do. They weigh the consequences of one action
against another until they decide what the "right thing to do" is in this case.
f. Feel a Sense of Duty. Naturally, you want to hire people who will be loyal, honest, and
who will give 100 percent to the company when they're at work. Loyalty doesn't
necessarily mean staying at one company for most of their career anymore, though. If
an applicant's resume shows short stays at most jobs, you can't expect that person to
show their loyalty by staying for years. In reality, you can never know how long an
employee will remain with the company. Instead, look for them to show loyalty by putting
in a good day's work every day and making decisions that are in the company's best
interests. Asking potential employees during their interview to give examples of difficult
decisions they made at their last job, and why they decided as they did, will give you
significant insight into how often ethics play a role in their decisions.
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g. Aren't Afraid to Speak Up. Often, the employees who speak their minds do so because
they feel that keeping quiet wouldn't be right. Often, they believe that if they don't speak
up, then others will think they agree with what's being said or done. Staying silent would
be akin to lying. Of course, you need to distinguish these people from those who complain
loudly about everything and always have something to say about everything. It's those
who speak up when asked their opinion, those you go to when you want an honest
answer instead of an obligatory pat on the back, who are the most ethical. It's easier to
say nothing than to rock the boat by speaking up. They're going out on a limb by saying
something, but they do it anyway.
h. Treat Vendors and Servers Well. Most people will naturally treat their customers well
because they want to please them and keep their business. The real test comes when
the customer has a problem or decides to go with a competitor. How they act at that point
can give your company a five-star reputation or ruin it. If you're at the interview stage,
take the applicant to lunch or the snack bar and watch how he treats the servers and
cashiers. Or, for current employees, see if they give vendors the same respect that they
give prospective customers.
This statement is powerful and striking that everyone commits mistakes now and then,
just as everyone can say and utter all the right, beautiful, and pleasing things during an
interview or when the Boss is around and looking and observing at you. But what is
important how people behave and handle or manage themselves when nobody is looking
and observing around. Always and consistently, ethical people model ethical behavior.
Pop into meetings unexpectedly, join a sales rep on a complaint call, or forego alcohol
at a happy hour get together or company party. Ethical people are always ethical, no
matter where they go.
1. https://smallbusiness.chron.com/ethical-characteristics-workplace-11934.html
2. https://smallbusiness.chron.com/characteristics-ethical-people-workplace-
15703.html
3. http://www.academia.edu › CharacterInTheWorkplace
4. http://www.coursehero.com › file › CharacterInTheWorkplace
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Let’s Check
Activity 1. Now that you know the most essential concepts in the study of the
Character in the Workplace or Work Ethics. Let us try to check your
understanding of these concepts. In the space provided, write the
term/s or concept/s being asked in the following statements:
_ 1. What branch of Philosophy that involves systemizing,

defending, and recommending concepts of right and wrong behavior?
_ 2. They deal with a personal inner judgment that determines

how you will actually behave.
_ 3. What document asserting the primacy of six core ethical

values that transcend cultural, religious, and socioeconomic differences in the year 1992
where an eminent and diverse group of educators, youth leaders, and ethicists from 30
segments of our nation met in Aspen, Colorado to formulate a national framework of
what should character involve?
Items 4-9: Identify the six (6) Pillars of Character being defined in the following numbers.
4. Helping to improve the quality of life for others makes

them socially responsible and connected to the community.
5. Showing compassion, concern, and kindness to others.
6. Treating people in a way that does not favor some over

others.
7. It isn’t about blame, but it’s about accountability.
8. It prohibits violence, humiliation, manipulation,

and exploitation.
_ 9. Able to be relied on to do or provide what is needed or right.
10. It requires more than knowing right from wrong—It also

requires ethical sensitivity to the outcome of decisions, and it requires a procedure for
applying these procedures to problems.
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Let’s Analyze
Activity 1.
Getting acquainted with the essential terms and concepts of the Character in the Workplace
or Work Ethics, what also matters is you should also be able to explain or articulate its
interrelationships. Now, I will require you to explain your answers to the following questions
thoroughly.
1. In your level of comprehension, why is it? The character of an employee is far

more important than skills, considering the system that governs the organization
or company?
_ _.
2. Explain the significance of the Six (6) Pillars of Character in the Workplace.
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In a Nutshell
Activity 1.
Based on the definition and explanation of the essential terms and concepts in the study of
the Character in the Workplace or Work Ethics and the learning exercises that you have
done, you are going to write a Reflective Essay with the Title below. Assuming that you are
already a Graduate or Professional in your chosen Course and handling a particular job,
position, or designation in a prestigious Company in line with your chosen Field. The Reflective
Essay should have a minimum of 150 words and a maximum of 200 words. Be guided with the
Grading Rubrics below.
“How Can I Become an Effective Employee in My Workplace?”
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Rubric
Reflective Essay
Criteria Description Points

Content is comprehensive,
accurate, and persuasive.
Major points are stated
clearly and are well
Content & Development 10
supported. Responses are
excellent, timely, and
address topics. Specific
examples are used.
The structure of the paper is

clear and easy to follow.
Transitions are logical and
maintain the flow of thought
Organization & Structure 10
throughout the paper. The
conclusion is logical and
flows from the body of the
paper.
Rules of Grammar, Usage,

Grammar, Punctuation, & and Punctuation are
15
Spelling followed; spelling is correct.
Adapted from https://www.rcampus.com/rubricshowc.cfm?sp=yes&code=N4AA82&retrievedApril13, 2020
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Activity 2.
Carefully watch, listen, and observe the Video Clip about Problem or Conflict in the
Workplace (Office Etiquette). After doing so, write a Synthesis Essay on what you’ve observed
based on the lesson that you’ve learned today. Your Synthesis Essay should have 150 to 200
words. Connect to the Link provided below. Enjoy Watching! Be guided by the Grading Rubric
below.
Video Clip: https://www.youtube.com/watch?v=vpAWMccWqso
_.
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Rubric
Synthesis Essay
Criteria Description Points
Introduction and Title Gains attention and clearly 20%

shows what the essay will
cover.
Thesis Statement The thesis is clear and

found at the beginning of the
opening or first paragraph. 20%
The thesis presents a clear
topic for the rest of the
paper plus an assertion.
Details & Examples The thesis statement is

supported with examples
from the appropriate 15%
resources. Insightful
connections are made
between the statement and
resources.
Organization & Structure Each paragraph flows to the

next paragraph using
transitions. Paragraphs follow 10%
a logical order. Ideas are
logically separated into
paragraphs.
Conclusion The closing paragraph

summarizes work. It mirrors
the thesis sentence and 20%
gives closure to the
paragraph.
Language & Mechanics No errors in punctuation,

spelling, grammar, or 15%
capitalization.
Total 100%
Adapted from https://www.rcampus.com/rubricshowc.cfm?sp=yes&code=W68BA6RetrievedApril13,2020
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Do You Have any Question for Clarification?
Questions / Issues Answers
1.
2.
3.
4.
5.
216
Trustworthiness Fairness Ethics
Respect
Caring Character
Citizenship
Responsibility Aspen Declaration
217

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College of Arts and Sciences Education

General Education – Language

1. Definitions and Descriptions of Communication for Work Purpose:

Source: http://www.incorp.asia › importance-of-good-communication-at-the-workplace

b. Growth. Communication can be seen internally and externally. By associating

c. Effective Communication. If those in executive or administrative positions are

d. Team Building. The making of effective teams requires communication,

Source: http://www.incorp.asia › importance-of-good-communication-at-the-workplace

a. Success in any conversation is likely to be achieved through both parties listening to

Useful communication skills for building positive interpersonal relationships include:

Personal awareness skills that help with communication include:

 Understanding the benefits of a positive attitude

Using 'I' statements

Assertiveness versus aggression

Aggression is completely different and is usually perceived as hostile or unfriendly behavior. It

 Open questions - questions that require a person to elaborate or explain, helping to

Using Questions in a Conversation

Question styles to avoid

 Destructive questions - 'So you're saying it's my fault?'

Confirm your Understanding

An easy way to do this is to clarify, paraphrase, or summarise. Examples of a summary

 'So what you're saying is...?'

 when the other party has provided a large chunk of information

How Better Communication Practices Are Beneficial

A Focus on Patient Safety

Interhospital vs. Intrahospital Communications

Interhospital communications involve information sharing among multiple sites or institutions.

Common Communication Methods

Sharing Research Findings

Collaborating with Colleagues

Intrahospital communication relies heavily on collaboration between colleagues. Patients, lab

Coordinating Hospital Leadership

Education Working Communication

Leader's (Principal) Role

Managing effective communications is a crucial dimension of leadership. This is stressed in

Who? Why? How?

Internal communication is just as important as communicating outside the school. Elements of

Things to try to Improve your Communication

Visiting Staff Workspaces

Adopt a listening approach for:

 'sounds' of learning at your school, such as evidence of curiosity, inquiry, earnest

Adopt an analytical ear for the sounds:

 you want to hear that are absent

Your mood, actions, and demeanor

Your body language, moods, and actions convey powerful messages.

Treat all events as great communication opportunities.

 Make events as culturally reflective and responsible as possible.

Ash Main Donald – Principal

I visited all the classrooms and asked the children:

What do you love about our school? What

Challenge – we want to produce a new generation of thinkers. We will be teaching children

The quality of our newsletter was very important to us. Board

meetings featured slideshows of the school in action.

A principal has offered these comments about the importance of relationship-building:

Effective Communication, Better Science

By Mónica I. Feliú-Mójer on February 24, 2015

When scientists communicate more effectively, science thrives. Science is increasingly

Social Media’s Impact on Workplace Communication

By Mark Craemer on March 24, 2017, at 12:06 PM

But do these technological innovations mean we are experiencing improved communication?

 Failure to actively listening when the other person is speaking

1. Workplace Communication is vital to an organization's ability to be productive and

1.1 Workplace Communication improves worker productivity.

1.3 Workplace communication can increase employee job satisfaction.