ASSIGNMENT COVER SHEET

STUDENT DETAILS
Student ID
Student name: Trần Phương Anh number: 31221023266

UNIT AND TUTORIAL DETAILS

Unit name: Business Communication Unit number: BC-DH48ISB-1
Tutorial/Lecture: Lecture Class day and time: Tuesday and Thursday
Lecturer or Tutor name: Dr. Stephen H Rowe

ASSIGNMENT DETAILS
Title: Assessment 3: Individual Proposal
Length: 1847 words Due date: 05/01/2023 Date submitted: 05/01/2023

DECLARATION

I hold a copy of this assignment if the original is lost or damaged.

 I hereby certify that no part of this assignment or product has been copied from any other
student’s work or from any other source except where due acknowledgement is made in the
assignment.
 I hereby certify that no part of this assignment or product has been submitted by me in
another (previous or current) assessment, except where appropriately referenced, and
with prior permission from the Lecturer / Tutor / Unit Coordinator for this unit.
 No part of the assignment/product has been written/ produced for me by any other person
except where collaboration has been authorized by the Lecturer / Tutor /Unit Coordinator
concerned.
 I am aware that this work may be reproduced and submitted to plagiarism detection software
programs for the purpose of detecting possible plagiarism (which may retain a copy on its
database for future plagiarism checking).

Student’s signature: Tran Phuong Anh

Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above
declaration has not been signed.

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ASSESSMENT 3: INDIVIDUAL PROPOSAL
THE SEAT COFFEE

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Table of Contents

Executive Summary................................................................................................................................

Analysis The Seat Cafe’s Communication Practices and Communication Issues..................................

Possible & Proposed Solutions.............................................................................................................

Appendices:..........................................................................................................................................

References:...........................................................................................................................................

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 I. Executive Summary:
The Seat Cafe was founded in August, 2019. With the location at 419/2 Le Van Sy Street, Ward 12, District
3, The Seat Cafe main vision is to provide its customers with a variety of delicious drink, desserts and an
eye-pleasing working and chatting place.

This proposal will analyze the communication practices at a small business – The Seat Café and the compare
them with the principles that have learned in module 1,2,3, and 4 during the Business Communication
course.

The purpose of this proposal is to identify the communication issues and recommend solutions to improve
organizational communication.

The recommended solutions include:

- Organize training sessions or workshops for all employees from the beginning.
- Provide get-to-know activities.

The information of this proposal is based on team report, studies on business communication principles and
individual observations.

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 II. Analysis of The Seat Cafe Communication Practices and Communications Issues:

The Seat Cafe have utilized a wide range of communication principles throughout their processes. The
theories will be applied differently by different people, leading to variable degrees of efficiency.

These tables demonstrate the Comparison between Communication Principles Applications.

Practice 1: Comparison between different Communication Media:

Types of Principles Applications

Communication Media
- Use various types of - In the coffee shop, staff members communicate
1. Telephone communication media. through a variety of methods.

- 5Cs communication
2. Face-to-Face principle: Clear, Concise, - All of them are easy to be noticed and understand.
Comprehensive, Complete,
Correct (Braun et al., 2016)
3. Interview

4. Social Media

The Staff of The Seat Cafe can communicate quickly and smoothly. However, instead of developing new
coordinating strategies, they just follow to the predetermined course of action. => Lack of Creativity

Practice 2: Comparison between Different Perceptions: (Appendix 1)

Different Principle Applications

Perceptions
(1) Recognize the Distinction between Fact and Opinion
Appendix 1.1 Do not apply principles (1)
(2) Acknowledge Differences in Perception are rooted in
(4)
Appendix 1.2 Individual Differences

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 (3) Express different perceptions in a respectful manner
Appendix 1.3
(4) Cultivate curiosity about other perception

Appendix 1.4 (Cheesebro, 2010) Do not apply principles (2)

(3)

These staff frequently jump to hasty judgments that simply satisfy them without considering whether they
actually make sense. Additionally, the manager is also young, and the majority of the employees is still a
student workforce working part-time, so they lack experience and a strong work ethic. Moreover, they lack
communication skills and interpersonal relations training. Due to differences that hinder work effectiveness,
employees frequently quarrel.

=> Lack of experience, management and interpersonal skills.

Practice 3: Comparison between Diversity principles application: (Appendix 2)

Type of Principle Applications

Diversity

Appendix 3: Do not apply

(1) The staff in the restaurant must know and understand each
principle (1) (3). They
1. Gender other to communicate effectively, which improves productivity
still harbor
Diversity at work.
preconceptions and

2. Generation (Braun et al., 2016) haven't completely

Diversity comprehended each

(2) Discover other groups' communication styles to have a better
other.
3. Hometown understanding of them.

Diversity
(3) Overcome personal biases such as: prejudice, stereotype,

4. Educational discrimination, sexism, etc.

Diversity
(Cheesebro et al., 2010)

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As can be seen, the manager and workers are still quite young, which means they lack communication
skills and experience.

Furthermore, because the majority of them come from diverse geographical locations, there are
occasionally differences in how they think and work. => Misunderstand each other.

Practice 4: Comparison between different Response Styles: (Appendix 3)

Type Principle Applications

Questioning and
Paraphrasing. Apply principle (4) (5)
(1) Evaluating response is normally ineffective
Appendix 3.3
unless the sender requests advice
Advising and Supporting
(2) Interpreting when the response aims to offer
Appendix 3.4 Apply principle (1) (3)
insight into the problem’s causes.
Evaluating and Advising (3) Supporting when the sender needs more
Appendix 3.1 encouragement from the response to officially
solve the problem.
(4) Paraphrasing response reveals a sincere
understanding of the sender’s ideas.

Supporting and Interpreting (5) Questioning response: When your need for Apply principle (1) (2)
Appendix 3.2 additional info is genuine.

(Cheesebro, 2010)

In order to examine the topic more closely and comprehensively, they combine several responses. These
kinds of responses are to summarize and have a deeper understanding of the needs of the customer and
advise or correct staff.

Practice 5: Comparison between different Communication Styles: (Appendix 4)

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 Type Principle Applications

Defensive Communication Inconsistent on principles

Situation 1 (Appendix 4.1) - Closed-minded to new views

Express in a Supportive rather

Situation 2 (Appendix 4.2) - Critical to blame others.
than Defensive way

Supportive Communication Consistent

(Cheesebro, 2010)

Situation 1 (Appendix 4.3)

Situation 2 (Appendix 4.4)

Practice 6: Comparison between Assertive, Non-assertive, Aggressive communications:

(Appendix 5)

Type Principle Applications

Assertive Consistent
Expressing thoughts, feelings, needs,
Appendix 5.1
wants
Aggressive
(1) Directly and Honestly
Appendix 5.2 Inconsistent on principles (2)
(2) Respectfully
Non-Assertive
(Cheesebro, 2010)
Appendix 5.3 Inconsistent on principles (1)

Most non-assertive individuals are young and low-level workers. They lack the self-assurance to express
their ideas and are frequently taken advantage of, feel helpless, and readily agree to improper demands or
pointless requests. Moreover, some of them work just part-time jobs; as a result, they simply care about
doing the task at hand as quickly as possible and always follow what their supervisor orders. =>
Unconfident.

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A person who is aggressive will advocate for their demands and express their feelings in a way that infringes
on other people's rights. As a result, aggressive communicators abuse others physically or verbally. => Very
emotional.

=> Lack of communication skills and confidence.

Practice 7: Comparison between Negative Information Deliveries: (Appendix 6)

Situations Principle Applications

Appendix 6.1 (1) Avoid negative words Apply all principles

(2) Place negative information in the

middle of conversations.
Appendix 6.2 Apply all principles
(3) Avoiding blaming “you” in negative
Do not apply principles (4)
Appendix 6.3 messages

Appendix 6.4 (4) Focus on what Can Do rather than

Limitations Do not apply principles (3)

(Braun et al., 2016)

They want to be in charge of the initial commitment with the client or They attempt to evade by not
providing a clear explanation.

Practice 8: Comparison between Audience-focused and Me-focused messages: (Appendix 7)

Type Principle Applications

Audience-focused: Consistent
(1) Prioritize “audience”, not “me”
Me-focused: (2) Use “You” or “We” rather than “I” Inconsistent
(Braun et al., 2016, p. 229)

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“Me-focused” is the biggest issue. Because the responders place such a high value on themselves, they view
other stories as insignificant.
- They de-motivate communication in the workplace.
- They lack awareness of Individual Differences
- They have little feedback on their communication styles
=> Lack of communication skills and have self-centered.

Practice 9: Comparison of Meetings: (Appendix 8)

Type Principle Applications

One-on-one Meeting (1) Identify Meeting Outcomes Apply principles (2), (4)

Appendix 8.1 (2) Let everyone speak at least once in small

meetings
Team Meeting
Excluding (5)
(3) Ask meeting participants to get ready in
Appendix 8.2
advance Apply all
Regular Employee principles
(4) Focus on evaluating, and providing
Meeting
information. Excluding (3)

Appendix 8.3
(5) Listen respectfully to others’ opinions and
Training session solutions.
Apply all principles
Appendix 8.4 (Braun et al., 2016)
=> Do not have a long-term training schedule for staff development.

Practice 10: Comparison between Conflict Types: (Appendix 9)

Fact Conflict Solve conflict as Collaborators

Appendix 9.1 (1) Identify your needs and others’ needs Apply all principles

Need Conflict (2) Listen attentively to other perspectives  Conflict solved

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Appendix 9.4 (3) View others as equal in conflicts

Value Conflict (4) Find solutions that can satisfy both needs
effectively.
Appendix 9.3 (5) See conflicts as opportunities

Ego Conflict (Cheesebro, 2010, p.164) Apply no principle

Appendix 9.2  Conflict is not solved.

Employees are egotistical, primarily concerned with their own benefits, and exhibit no regard for other
people or the group's efforts. Because one's pride, self-respect, self-esteem, or dignity are at stake, this type
of conflict is the most difficult to solve.

=> Lack of experience and communication skills.

III. Possible solutions and Proposed Solutions:

The analyses and comparisons mentioned above enable us to categorize the communication problems we
have found into two groups. The first group is knowledge and skills issues and the second one is human
issues.

1. The first group mainly includes inexperience, lacking management, emotional control, planning,
communication skills. The level of knowledge and skills is not equal among individuals, leading to
inconsistent working styles and different work efficiency.

There are three possible solutions for this group such as:

(1)Hire new experienced staff.

(2)Set up an EQ test for recruitment processes (passing score: 100).
(3)Organize training sessions or workshops for all employees from the beginning.
Proposed Solution: The third solution will be the most effective one because:
- Letting newcomers from the beginning be guided and learned from experience helps employees get used
to the work more accessible and avoid mistakes.
- Courses for training employees assist them gain the knowledge and skills they need to keep up with the
various changes occurring in the business. These innovations will have a favorable impact on employee
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productivity, which can boost business revenues and organizational effectiveness. Moreover, Staff may
receive training in a variety of topics, including safety, human relations, and work ethics.
=> As a result, the coffee shop also easily selects the right staff, which can help the coffee shop save more
time in recruiting.
=> This is also a strategy for the company's long-term growth, establishing a reliable and consistent
corporate communication environment going forward.

2. The second group primarily includes some human issues about low self-esteem, inflated ego, and lack of
interpersonal communication. => Teamwork is not really effective.

There are two possible solutions for this group such as:

(1) Provide get-to-know activities.

(2) Employees with poor attitudes and no desire to change their ways should be fired.

Proposed Solution: The first option will be the most successful solution. Provide get-to-know activities
about employees themselves and the organization’s relationship.

a. About employees themselves:

- They can do MBTI test to understanding their own communication style and social behaviors.
- The Manager should encourage disagreement, be open to receiving a variety of different ideas and
protect the rights of people who choose to disagree so they can feel confident enough to express their
ideas, because they want people who bring different views, perspectives and approaches to encourage
innovation.
- Try brainstorming for additional alternatives, attempt to look for better solutions and be ready to test out
possible assumptions to choose the best direction.
=> “Get-to-know activities” assist people in realizing their own value, which boosts their confidence and
productivity at work.

b. About the organization’s relationship:

- To bridge the gap and truly comprehend each other's personalities, the organization should organize
regular bonding events for both managers and staff.

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- The Manager should confide, politely remind staff of their behavior, and provide corrective directions for
that staff to improve his or her attitude to customers. Additionally, motivate employees by increasing
wages or giving bonuses if the employee has a positive attitude in making changes.
- These activities make them respect each other so that they can carry out their tasks smoothly.

IV. APPENDIES:

Appendix 1:
1. Different perceptions of the drink's visual presentation: Each staff has different perceptions in choosing
the glass and decorating a specific drink.

2. Different perceptions of the density of coffee in creating the recipe: When making up a new recipe
related to coffee, coffee drinkers typically prefer a strong coffee flavor when non-coffee drinkers prefer a
lighter one.

3. Different perceptions in choosing work schedules: Some staffs prefer working on weekdays to rest at the
weekend while others enjoy working on weekends because they want to distribute the workload evenly
throughout the week.
4. Different perceptions in decorating at Christmas: when discussing about decoration items, some
employees prefer to buy a Christmas tree, the symbol of Christmas to bring out the original Christmas vibe
while other employees would like to decorate with just Christmas bubbles, garlands, and wreaths to save
money.

Appendix 2:

 Gender diversity: there are four females and two males.

 Generation diversity: four employees of Generation Z and two Millennials employees.
 Hometown diversity: the workers are city dwellers comes from different provinces: three members
are from Ho Chi Minh City, two members from Hanoi and one from Hue.
 Educational diversity: the educational levels are different. While the owner and manager both
attended college and earned bachelor's degrees in management, all other employees are still in school.

Appendix 3:
1. The first situation:

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The Seat Coffee members arrange weekly meetings to evaluate themselves and others. Then, they offer
suggestions and counsel to others, for instance, "You should be more tactful while speaking with clients".
As a result, each person can identify their strengths and weaknesses to develop themselves.

=> Evaluating and Advising.

2. The second situation:

A new employee must go through training under the senior workers' guidance. Every time a task is
completed, the instructor will give comments and advice to help them improve the next time. Additionally,
they regularly encourage new employees in learning and inspire them to keep working: "Everything will get
better; you have tried and made a lot of progress."

=> Advising and Supporting.

3. The third situation:

When a customer made an order saying: “Three of us would like a guava tea, a hot chocolate and a
blueberry tea please”, the cashier asked: “How would you prefer the sugar level?”. Then after receiving
their responses, she quickly turned back and informed the barista: “Guava tea normal, blueberry tea and
hot chocolate half sugar please.” That way of saying, which is shorter and listing the drinks according to
their similarity make it easier for him to remember and make the drink.

=> Questioning and Paraphrasing.

4. The fourth situation:

Once, a staff who unintentionally spilled coffee on a customer's shirt received criticism. She was worried
then a member reassured her that everything would be fine and stated that the mishap occurred because
the coffee store was too busy at that time, and she had to dodge the child playing.

=> Supporting and Interpreting.

Appendix 4:

● Defensive:
1. When being called out for their mistakes, some employees rolled their eyes and went numb. They
completely went into defensive and victim mode.

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2. When the employee theft occurred in the coffee shop, the most unsuspected employee, who
pretended to be an all-time excellent worker, tried to manipulate the manager to avoid getting caught but
in the end, he turned out to be the thief.

● Supportive:
3. When one employee faces peer pressure in his university life, a colleague who experienced that before,
is willing to offer advice and listen to the stories.

4. When the manager asks about improving the menu, everyone expresses their ideas constructively
regarding the new design and recipe development.

Appendix 5:

1. An assertive style: Before being interviewed, the interviewee researched the coffee shop carefully
to see whether he was a good fit. On the interview day, he answered confidently by using mirroring
consciously, which shows that he is in tune with the company's values.
2. An aggressive style: When the coffee shop is overcrowded, the security guard reacts angrily and
throws tantrums. That happens occasionally, but he is the one who cannot remain calm when dealing
with crowds and rainy days.
3. A non-assertive: When an employee is required to point out who broke the coffee cup, she is too
scared to tell the truth.

Appendix 6:

1. An employee gently informed a customer that her order was out of stock: "I am sorry to say that your
order is out of stock. Could you consider an alternative beverage?"
2. An employee politely told customers before parking that all tables were full: "I am afraid that all the
tables are full. Would you please take your order away?"
3. An employee informed the manager about being absent due to sickness via telephone call: "I sincerely
apologize for not doing tomorrow's shift because I have had a fever. I will try to recover as soon as
possible."
4. An employee called a customer to announce that his seat reservation was canceled: " I apologize to tell
you that your seat reservation was canceled because you have not turned up within 15 minutes."

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Appendix 7:

● When welcoming and ordering drinks for customers, the staff asks:
+ Audience-focused message: "Where do you want to sit?", "Do you prefer a hot or cold drink?"
+ Me-focused message: "Let me bring the drink upstairs for you," "Please wait when I arrange the
seats."
● Most of the time, the staff tend to communicate with their audiences with a you-attitude. This way of
communicating puts the focus on the customers and makes them feel like their needs are met, so it's
highly used in the service industry.

Appendix 8:

1. One-on-one meeting: when an employee makes a mistake, the manager meets privately after work to
notify him and correct his mistake.
2. Team meeting: all the employees meet monthly to discuss about the ingredients used and financial
documents of the shop.
3. Regular staff meeting: the owner meets with the team once every two months to announce new
products on the menu and make adjustments to the policies if required.
4. Training session: when there is a new employee, the manager will offer a training course.

Appendix 9:

1. Fact conflict: an employee tells her co-worker that tea can make it difficult to fall asleep at night, but he
disagrees as he insists that he drinks tea every day and still sleeps well.
2. Ego conflict: an employee accused another of not tidying up their place before leaving, but the one
being accused, even though she knows that it is her fault, refused to admit it.
3. Value conflict: an employee is usually a few minutes late for work and does not take it seriously, but
the manager considers it a serious problem.
4. Need conflict: an employee suddenly wanted a day off because she was ill, but the manager required
her to work.

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 V. REFERENCES:

Braun, K., Locker, K. O., & Kaczmarek, S. K. (2016). Business communication: Building critical skills (6th
ed.).

McGraw-Hill Ryerson Limited. Cheesebro, T., O'Connor, L., & Rios, F. (2009). Communicating in the
workplace. Pearson College Division.

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