GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS

Student name: Lê Quang Bảo Student ID number: 31211022556

Student name: Phan Lê Khánh Duy Student ID number: 31211022220

Student name: Nguyễn Bảo Giang Student ID number: 31211022120

Student name: Lê Vũ Khôi Nguyên Student ID number: 31211023642

Student name: Student ID number:

UNIT AND TUTORIAL DETAILS

Unit name: Business Communication Unit number: BC14

Tutorial/Lecture: Business Project Report Class day and time: Thursday & Friday
Lecturer or Tutor name: Mr. Michael Saram & Ms. Tran Linh Nhi

ASSIGNMENT DETAILS

Title: Assessment 3: Business Project Report (Team)

Length: 930 words Due date: 13/03/2022 Date submitted: 13/03/2022

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 authorised 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: Le Quang Bao

Student’s signature: Phan Le Khanh Duy
Student’s signature: Nguyen Bao Giang
Student’s signature: Le Vu Khoi Nguyen
Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not been
signed.

TABLE OF CONTENT

BACKGROUND OF THE ORGANIZATION 3

COMMUNICATION PRACTICES 3

PRACTICE 1 3

PRACTICE 2 4

PRACTICE 3 4

PRACTICE 4 4

PRACTICE 5 4

PRACTICE 6 5

PRACTICE 7 5

PRACTICE 8 6

PRACTICE 9 6

PRACTICE 10 7

APPENDICES 7

APPENDIX A 7

APPENDIX B 8

APPENDIX C 9

APPENDIX D 11

APPENDIX E 12

APPENDIX F
13

APPENDIX G 14

APPENDIX H 15

APPENDIX I
16

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 APPENDIX J 17

APPENDIX K 18

APPENDIX L 19

APPENDIX M 20

APPENDIX N
21

REFERENCES 22

BACKGROUND OF THE ORGANIZATION

- B Spa is one of Ms.Bich's small business projects, including B Spa, B handmade, and other small
businesses.
- It has been in operation for more than 2 years and has a staff of 1 owner/manager and 8
employees.
- B Spa is committed to providing professional services at a reasonable price.

Address: 207/16a Nguyen Trong Tuyen, Ward 8, Phu Nhuan District, Ho Chi Minh City
B Spa Facebook page: https://www.facebook.com/Bspanguyentrongtuyen
Manager/Owner: Đoàn Thị Ngọc Bích
Gmail: ngocbich270780@gmail.com
Facebook: https://www.facebook.com/profile.php?id=100006864550970
Phone: 098 857 7840

COMMUNICATION PRACITCES

PRACTICE 1.
*See APPENDIX A*
a) Written notes between staff and manager.
b) Phone calls from different downstairs to give a heads-up.

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 c) Verbal communication between staff and manager.
d) Body language from the manager to reflect on staff.

PRACTICE 2
a) Having more male customers. (See APPENDIX B)
b) Luxury aspect of the Spa. (See APPENDIX C)
c) New methods for customer services. (See APPENDIX D)
d) Apply silent treatment into one of the services. (See APPENDIX E)

PRACTICE 3.
*See APPENDIX F*
a) Region
b) Gender
c) Age
d) Working attitude

PRACTICE 4
a) Evaluating - Judging style: One employee pointed out a new method of message that the spa
should apply in their service, but the manager responded thinking it is a waste of time. (See
APPENDIX D)
b) Supporting style: In the new staff training, the boss comforts every newbie. (See APPENDIX J)
c) Questioning style: The manager asked about the explanation for the bad feedback of an
employee. (See APPENDIX H)
d) Evaluating - solving style: The manager explains to the staff how to work effectively. (See
APPENDIX G)

PRACTICE 5

Supportive communication Defensive Communication

a) Listen and be open to opinion c) Disagree immediately

Team discussed whether they should apply the Employees tell the manager about the new
silence treatment when working. They freely method, but the manager does not consider that

4
point out their opinion and contribute how to use method (See APPENDIX D)
it effectively (See APPENDIX E)

b) Help each other in working d) Strongly blame about the attitude of staff
The former staff was dedicated to guiding the Because of a bad attitude, the staff was severely
new one on how to checklist of customers’ blamed by the manager. (See APPENDIX H)
appointments when he was asked.
(See APPENDIX G)

PRACTICE 6

Style People in Situation

conversation

Assertive one-on-one meeting Manager uses this style to explain to the employee and
(See APPENDIX B) kindly convince her that advertising for male
between Employee customers is a great idea but not suitable for the value
and Manager of the spa.

Aggressive one-on-one meeting Manager uses this style to strongly persuade

(See APPENDIX D) employees that training for a new spa method is not
between Employee needed, and employees should concentrate on the
and Manager current method and improve it.

Nonassertive one-on-one meeting Employee uses this style to reluctantly agree with the
(See APPENDIX C) manager that spa should change the scale and raise
between Employee the level of targeted audiences, instead of focusing on
and Manager old customers and changing spa methods.

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PRACTICE 7
a) One employee was having bad feedback from the customer which the negative information was
going around the business and reached the manager. → Negative information. (See APPENDIX
H)
b) A staff member got infected with Covid-19 and there is a risk that it could infect other staff. →
Negative information (See APPENDIX K)
c) A new candidate applies for a job and gets rejected for not meeting the requirements. →
Negative information (See APPENDIX L)
d) One of the staff members had an unexpected shift schedule on the weekend since the staff in
charge that day left the company without notice. → Negative position (See APPENDIX N)

PRACTICE 8
*See APPENDIX M*

Audience-focused Me-focused

“Be your best”: Customers can discover the best of “We make beauty easy”: The spa can make you
themselves. beautiful easily.

“Come to B Spa on Sunday to charge your “Customer isn’t always right”: Staff members are
batteries for Monday”: Customers can come to the ones with more knowledge and experience
relax and prepare themselves for a new week. than most customers.

- While consulting me as a customer, the masseuse consistently used you-attitude. I was told how
my health and physical state would improve after a sauna and massage session, the benefits
from its service. However, there wasn’t much usage of positive words.

PRACTICE 9

Informal, one-on-one meetings When there are complaints from customers

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 about employee service behavior.
(See APPENDIX H)

Team meetings When there are new ideas of manager about

(See APPENDIX C) upgrade spa to be more luxurious.

Regular staff meetings When an employee got Covid-19 and manager

(See APPENDIX K) want to announce other employees.

Sales, staff training, conventions, and retreats When there is a training for a new employee on
(See APPENDIX G) how to check customer booking.

PRACTICE 10
Types of conflict Example
a) Fact conflict The manager believed that customers want to be provided with luxurious
service. While focusing on health, the expectation of service was said by the
staff. (See APPENDIX C)
b) Ego conflict The manager inquired as to why the staff had a negative attitude about a client.
She did not provide a clear explanation, though, and she believed that she had
done nothing wrong or terrible with the consumer. (See APPENDIX H)
c) Need conflict The receptionist needed help from the employee who was doing a massage for
the customer to consult the customer about the acne treatment process. (See
APPENDIX I)
d) Pseudo conflict When the receptionist requires a massage from an employee doing massage. That
employee only sees a choice to solve the problem. (See APPENDIX I)

APPENDICES

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 APPENDIX A:
a) Written notes for employees
According to our observation, after meeting with customers with special and specific requests, the
manager writes down the treatment plan and directions on a sticky note and instructs the customer to
give it to their masseuse.

b) Phone calls
According to our observation, the manager makes phone calls from downstairs to the staff upstairs to
inform them about the incoming customers and the other way round if the staff need consulting or help.
- Manager: Alo em ơi có hai khách đang lên, một chị làm hút mụn, 1 anh massage lưng nha em.
- Staff: Dạ chị.

c) Verbal communication
According to our observation:
Small talks between the staff and manager about work and customers, happen every minute in a
busy workplace.
- Staff: Hôm nay có nhiều khách đặt trước không chị?
- Manager: có 4 bạn đặt trị mụn với 1 chị massage nha em, bảo mấy bạn chuẩn bị chỗ trước cho
chị.

d) Body language
According to our observation:
When the manager is going to check on the working progress of her staff, if the staff is doing
well, she nods her head for approval and if there is something wrong, she will tap on their shoulder and
point at what’s not right.

APPENDIX B:

Situation Verbal Tone-emphasis Non-verbal

Context: Should the spa - Staff: Em nghĩ là mình sẽ có Staff: Staff: Moving hand
pay more focus on male lợi hơn nếu quảng cáo thu Enthusiastically. around with

8
customers. hút thêm khách hàng nam excitement.
giới. (PRATICE 2a)
Duration: 5 minutes. - Manager: Tại chị muốn tiếp Manager: Calmly Manager: Having her
tục tập trung vào khách explained. hand crossed.
hàng nữ, nếu mà có nhiều
thêm khách hàng nam thì sẽ
có thể sẽ mất đi tính nữ giới
của cửa hàng với mất đi
nhiều khách hàng nữ của
mình á em. (PRATICE 2a -
PRATICE 6a)

Analysis Different perceptions of a particular subject or object related to the

organization’s business: The manager and the staff had two different views about
having more male customers. The staff thinks it would raise the sale while the
manager thinks it would lead to fewer female customers.
Assertive style: The manager kindly refused the idea of staff and reinforced her
meaning by the reason at the same time.

APPENDIX C

Situation Verbal Tone-emphasis Non-verbal

Context: Luxury aspect Manager: Chị cảm thấy dịch vụ hiện Manager: Calmly. Manager: Moving her
of the Spa. giờ chưa đáp ứng nhu cầu khách hand a lot showing
hàng nên chị đang muốn làm cho cái her idea.
Duration: 5 minutes. spa của tụi mình sang trọng lên một
chút, thì chắc là tốn rất nhiều thời
gian và tiền bạc. (PRATICE 2b -
PRATICE 10a)

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 Staff A: Nhưng mà em thấy là mình
nên bỏ thời gian cải thiện cái dịch vụ Staff: Confused. Staff: Showing
chăm sóc sức khỏe khách hàng á chị. confused and worried
Mà nếu thay đổi mình sẽ làm gì ạ? faces.
(PRATICE 2b - PRATICE 10a -
PRATICE 6c)

Manager: Mình sẽ nâng cấp ngoại

thất của spa, trang bị thêm nội thất,
mở rộng truyền thông tới những
khách hàng có khả năng chi trả tốt
hơn, ...

Staff B: Còn nhân viên và dịch vụ thì

sao ạ?

Manager: Chị sẽ suy nghĩ về việc có

tuyển thêm nhân viên hay không,
tạm thời các em cứ làm tốt công việc
và rèn luyện tay nghề mỗi ngày nhé.

Staff B: Mà mình nên khảo sát ý kiến

khách hàng trước chị nhỉ

Manager: Ý kiến hay đó

(PRATICE 9b)

Analysis Different perceptions of a particular subject or object related to the

organization’s business: The manager and the staff had two different views
about making the spa a more luxurious place. While the manager thinks it is

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 worth it to spend lots of money on this idea, the staff thinks it is not the ideal way
but wants to focus on the health aspect of the spa.
Fact conflict: Manager and staff A have a fact conflict about customers’
experience
Nonassertive style: The employee gave out her opinion but then asked for more
detail in the manager’s idea and not try to protect her own opinion.
Team meeting: This conversation brings people together to collect opinions and
decide whether to upgrade the spa or not.

APPENDIX D

Situation Verbal Tone-emphasis Non-verbal

Context: New methods Staff 1: Em mới học được cái Staff: Staff: Smiling and
for customer services. phương pháp trị liệu mới này, mà Enthusiastically. exciting.
em nghĩ có thể hỗ trợ cho trải
nghiệm của khách hàng. (PRATICE
Duration: 5 minutes. 2c)
Manager: Rough. Manager: Shaking her
Manager: Chị thấy là mấy cái đó chỉ head.
làm mình mất thời gian thôi em,
không nên bỏ thêm thời gian học về
những thứ không quan trọng.
(PRATICE 2c - PRATICE 5c - PRATICE
6b)

Analysis Different perceptions of a particular subject or object related to the

organization’s business: One staff thought about having a new method to
support the customer services, but the manager was not seeing the same view
and saw it as a waste of time.
Defensive communication: The manager had a characteristic of certainty in
communication. She thought that the service did not need to change or apply a

11
 new method which she does not have any knowledge about this
Evaluating - Judging style: The manager thinks the staff's idea was a waste of
time.
Aggressive style: The manager strongly refused the idea of staff and emphasized
that a new method is not needed, and the employee should not spend her time
on it.

APPENDIX E

Situation Verbal Tone-emphasis Non-verbal

Context: Apply silent Staff A: Em thấy có mấy khách hàng Staff A: Calmly Staff A: Not showing
treatment into one of không thích trò chuyện với mình, Em explained her many expressions.
the services. cũng không biết nên nói gì với khách idea.
cho hợp lý Tụi mình có nên im lặng
Duration: 3 minutes. vào một phần của dịch vụ không, khi
phục vụ khách không, vì một số
người sẽ thích được giao tiếp khi
làm dịch vụ và cũng sẽ có người
không á. (PRATICE 2d - PRATICE 5a)

Staff B: Chị thấy nếu cho vào một Staff B: Not Staff B: Having a
phần của dịch vụ sẽ rất khó để buying the idea. disbelieving look.
tương tác với xây dựng mối quan hệ
khách hàng, với không làm nổi bật
nơi của mình với những nơi khác.
(PRATICE 2d - PRATICE 5a)

Analysis Different perceptions of a particular subject or object related to the

12
 organization’s business: The two staff did not have the same idea about making
silent treatment an option in the business. Staff A thinks it is a good idea while
staff B thinks it would prevent having a connection with the customer.
Supportive Communication: The spontaneity strategy was applied in this
situation. Staff A and B freely point out their opinion about silence method with
honesty and openness

APPENDIX F:

According to our observation, there is diversity in

a) Region:
Number of staff have the accent from the:
- North: 2 staff
- South: 1 manager, 4 staff
- Middle: 2 staff

b) Gender:
- Male staff: 1 security, 2 staff.
- Female staff: 1 manager, 5 staff.

c) Age:
- The manager is in her 30s.
- The security guard is in his 50s.
- Staff age ranges from 22~25.

d) Working attitude:
According to our observation:

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 - Some older and experienced staff are quite short-tempered (Argue with other staff)
- Some are very enthusiastic (Consistently taking in customers)
- Some lack commitment to the job. (Using their phones in the middle of a session)

APPENDIX G:

Situation Verbal Tone-emphasis Non-verbal

Context: Asking how to Staff A: Chị ơi, chị quản lý mới Staff A: tremulous Staff A: worried and
work effectively. bảo em check lịch mà em chưa confused face
thạo này cho lắm. Mình làm sao
Duration: 10 minutes. cho nhanh?

Staff B: Để chị xem thử Staff B: enthusiastically Staff B: Confident and

smile to reassure A
1 minute later.

Staff B: Trên máy tính em lọc

theo ngày sau đó theo giờ xong
rồi ghi chú lại số điện thoại của
khách á. (PRATICE 4d - PRATICE
5b - PRATICE 9d)

Staff A: À em hiểu rồi. Cảm ơn

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 chị Staff A: Thankfully Staff A: Nod to say thank
you

Analysis Supportive communication: Staff A using the description approach to explain her needs
to staff B. And staff B is willing to guide A enthusiastically.
Evaluating - Solving response styles: Staff B gives staff A the solution to her issues.
Sales meetings, staff training sessions, conventions, and retreats: The manager required
staff A to do the task she did not know, so staff B had a training session for staff A on how
to do it.

APPENDIX H

Situation Verbal Tone-emphasis Non-verbal

Context: Asking about Manager: Em có thái độ không Manager: Rough and Manager: Angry face
the explanation for bad tốt với khách hàng đúng không? matter-of-fact voice and hit the table
feedback Chị mới bị phản ánh về thái độ
của em đó (PRATICE 5d)
S
Duration: 3 minutes. Staff: Đâu có đâu, em nói Staff: speak fast with taff: Stooped standing
chuyện bình thường với người trembling voice and shrug
ta mà. (PRATICE 4b - PRATICE
10b)

Manager: Họ bảo là em trả lời

không nhiệt tình, với báo em có
thái độ không hợp tác khi làm
việc. Có chuyện gì à?
(PRATICE 4b - PRATICE 5d)

Staff: Dạ không. Họ bảo sao em

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 làm vậy thôi em thấy bình
thường mà. Em đâu làm gì sai
(PRATICE 10b)

Manager: Ok. Chị sẽ xem xét lại Manager: Toneless Manager: disappointed
trường họp của em face and turned away
(PRATICE 9a)

Analysis Defensive communication: The manager used evaluation comment to criticize the
attitude of staff to the customer
Ego conflict: The staff did not give any clear explanation and she did not confess her
fault because of her big ego. She thought that her attitude is standard despite the
disappointment of the customer
Questioning response styles: The manager tried to gain information about how a staff
getting bad feed bad from the customer.
Informal, one-on-one meetings: This conversation is regarded as an opportunity to
exchange meaningful information

APPENDIX I

Situation Verbal Tone-emphasis Non-verbal

Context: Need help from Receptionist: Chị ơi. Ra tư vấn Receptionist: appealing Receptionist: confused
colleagues giùm em cái liệu pháp trị mụn này and scratching head
cho khách được không? Em
không có rành về cái này
Duration: 3 minutes. (PRATICE 10c)
Staff: orotund, quite Staff: hurry action
Staff: Chị đang làm cho khách mà rough focus on her work, and
em. Sao mà bỏ khách ra tư vấn make a gesture with
được. (PRATICE 10c)

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 the hand to say 'no'
Receptionist: Chết rồi giờ em phải
sao đây

Staff: Em tính đi. Chị đang bận rồi

(PRATICE 10d)

Analysis Need conflict: The receptionist needed help from her colleague, while the staff was
doing service for a customer. Therefore, they face need conflict because both need to
finish their task
Pseudo conflict: The staff faced the pseudo conflict which results from false dilemmas.
She only saw two choices: help the receptionist or continue the work. However, in this
situation, she can ask for someone who is doing the unimportant task and knows that
treatment to help the receptionist

APPENDIX J:

Situation Verbal Tone-emphasis Non-verbal

Context: Talk with the Manager: Trong số nhiều bạn ở Manager: Enthusiastically Manager: Confident
new crew. đây, phần lớn là không có kinh and smile to the whole
nghiệm nhiều trong lĩnh vực này. crew
Duration: 3 minutes Nhưng mà mấy đứa cũng đừng
quá lo lắng, mình làm nghề dịch vụ
thì tâm trạng mình thoải mái khách
người ta mới thích chỗ mình được.
Mọi vấn đề khó khăn gì thì mấy
đứa cứ liên lạc với chị, chị sẽ cố
gắng có thể hỗ trợ mấy đứa trong
khả năng của mình. Nhiều lúc mình
gặp khách họ hiền thì không nói,
lúc mà gặp khách hàng làm cho

17
 việc mình mệt thêm thì mấy đứa
cũng phải ráng. (PRATICE 4b).

Staffs: Dạ được ạ Staffs: Thankfully Staffs: Smile and show

appreciation

Analysis Supporting response style: In the new staff training, the boss comforts every
inexperienced newbie by showing her reliability and that they could count on her
whenever something out of control happens.

APPENDIX K:

Situation Verbal Tone-emphasis Non-verbal

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Context: A staff member Manager: Tình hình là trong công ty Manager: Worried and Manager: Shaking
got infected with Covid- mình có bạn bị dính Covid rồi. Tại sound exhausted. her head
19 and there is a risk chị không thể kiểm soát toàn bộ ra
that it could infect other vào được, cho nên là bây giờ chị sẽ
staff muốn mấy đứa đi lấy que thử kiểm
Duration: 7 minutes. tra đi. Với lại mấy bạn làm trong
cùng một ca với bạn A hôm thứ hai
á là có ai? Staff B: trembling Staff B: Nodding.
Staff B: Bữa đó là có em với bạn C.
(PRACTICE 7b)
Staff C: Trembling Staff C: Look down
Staff C: Dạ đúng ạ. on the floor.
Manager: Toneless, tired Manager: Signing.
Manager: Vậy thì mấy đứa ở nhà
một khoảng thời gian, nếu không
thấy có triệu chứng gì thì quyết định
quay lại làm việc sau. Còn nếu xui
rủi dính thì nhớ cố tự điều trị tại
nhà. (PRATICE 9c) Staff B&C: Tired Staff B&C: Nodding.
Staff B&C: Dạ được ạ
Staffs: Thankfully

Analysis Negative information: The boss gave out unfortunate news about a staff member who
got Covid to the rest of the crew.
Regular staff meetings: announce the Covid status information and bring out new policy
to staff who worked on Monday to stay at home.

APPENDIX L:

Situation Verbal Tone-emphasis Non-verbal

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Context: A new Manager: Chị xin lỗi nhưng chị đành Manager: Serious. Manager: Have her
candidate applies for a phải tự chối đơn vào làm của em. hand crossed.
job and gets rejected for (PRATICE 7c)
not meeting the Candidate: Confused.
requirements. Candidate: Tại sao ạ? Manager: Serious, slowly
Duration: 10 minutes increase her voice
Manager: Trong thời gian vừa rồi khi volume.
kiểm tra trình độ, chị thấy em thiếu
nặng kiến thức về những kỹ năng cơ
bản của ngành mình.
Candidate: Em thấy mình đủ những
gì cần thiết mà chị.
Manager: Nắm vững kiến thức hàn
lâm thôi vẫn chưa đủ, em cũng cần
phải biết thực hiện đúng thao tác và
đúng quy trình của các liệu pháp,
công nghệ. Lúc học việc, em hoàn
toàn không thể hiện rõ những tiêu
chuẩn cần thiết được có thể thực
hiện đúng các thao tác. Và vấn đề
lớn nhất là em không hề muốn học
thêm tí nào.

Analysis Negative information: The manager delivered bad news to the candidate about how she
does not meet the requirements of the job and told her that she will not get accepted.

APPENDIX M:

Audience-focused messages Me-focused messages

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 “Be your best”: Customers can discover the best “We make beauty easy”: The spa can make you
of themselves. beautiful easily.

“Come to B Spa on Sunday to charge your “Customer isn’t always right”: Staff members are
batteries for Monday”: Customers can come to the ones with more knowledge and experience
relax and prepare themselves for a new week. than most customers.

- While consulting me as a customer, the masseuse consistently used you-attitude. I was told how
my health and physical state would improve after a sauna and massage session, the benefits
from its service. However, there wasn’t much usage of positive words.

APPENDIX N:

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 Situation Verbal Tone-emphasis Non-verbal

Context: One of the Manager: Em ơi. Manager: Tired Manager: Waving.

staff members had an Staff A: Confused Staff A: Walk toward.
unexpected shift Staff A: Dạ? Manager: Calmly speaking Manager: Signing.
schedule on the Staff B: Confused and
weekend since the staff Manager: Chiều thứ bảy này em stuttering Staff A: Shaking her head.
in charge that day left làm thêm một ca nhan. Staff A: Calmly explained Manager: Put her hand on
the company without the desk.
notice. Staff A: Hả? Tại sao ạ? Staff A: Tired
Duration: 2 minutes Manager: Thankful Staff A: Signing
Manager: Ngày hôm đó là bạn B Manager: Leave out a
phụ trách, nhưng bạn đó đột small smile.
nhiên rời khỏi công ty mình. Và
hiện tại không có ai để thế chỗ
bạn đó hết.

Staff A: Em hiểu rồi ạ.

Manager: Ừ, cảm ơn em nhiều

nha.

Analysis Negative position: The staff member got put into a situation where she suddenly had to
cover a shift for her co-worker who left the company without any notice.

REFERENCES

Braun, K., Locker, K.O., & Kaczmarek, S.K. (2016). Business communication: Building critical skills. 6th ed.
New York, NY: McGraw-Hill HigherEd.

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Cheesebro, T., O’Connor, L., & Rios, F. (2010). Communicating in the Workplace. 1st ed. USA: Prentice
Hall

Information retrieved from: https://www.facebook.com/Bspanguyentrongtuyen

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