PERFORMANCE TASK (FINAL)

St. Rita’s College of Balingasag is holding a Creative

Career Visualization program in which all students
must render a speech about their own chosen career
path that they want to pursue in the future. With this,
you have to create your own script, memorize it and
deliver it accordingly. The speech should not be
shorter than 2 minutes and not longer than 3 minutes
wherein you have to wear an attire related to your
profession.
 Criterion Rating
Use of Language 1-20
Body Language 1-20
Clarity & Content 1-20
Time 1-20
Attire 1-20

Presentation: December 7-8

 Lesson 11
HOW DO I COMMUNICATE
WITH MYSELF?
Intrapersonal Communication-
Intrapersonal communication occurs
within the self, which means that
the sender of the message is also
the receiver of the message and the
provider of feedback.
Self-concept- also called self-
awareness, refers to how one
views oneself. How we perceive
ourselves affects how we interact
with other people.
Self-esteem or self-worth is
an element of self-concept
which refers to how we
evaluate ourselves or how we
feel about who we think we are.
 Lesson 12

HOW DO I COMMUNICATE
WITH OTHER PEOPLE
EFFECTIVELY?
Communication climates- refer to the
mood or the social tone in an
interpersonal relationship. A
communication climate can either be
defensive or supportive wherein the
kind of climate determines the success
of a communication act or productivity
in a group.
Guidelines for Building Supportive
Climates

Jack Gibb (1961) developed six

categories of communication styles
describing verbal and nonverbal
behaviors that promote defensiveness
rather than supportiveness.
He identified the six types of
communication behaviors to avoid—
evaluation, control, strategy, neutrality,
superiority, and certainty. In contrast,
the types of communication that build
supportive climates include description,
problem orientation, spontaneity,
empathy, equality, and provisionalism.
1. Description versus Evaluation
Evaluative communication involves
the use of judgmental language or
language that aims to judge or criticize
another person’s behavior. The
statement, “You are so uncooperative,”
is an example of an evaluation.
Description, on the other hand, focuses on
the speaker’s feelings or reaction towards
the behavior of the other person. Instead of
giving judgmental remarks to a group mate,
for instance, the statement, “I feel worried
about our presentation. I would appreciate
it if you could do this for the group,” would
more likely encourage cooperation.
2. Problem Orientation versus Control
Control involves controlling statements which
include those that disregard or contradict the
interlocutor’s ideas, feelings, or interests. For
instance, an individual who constantly tries to
tell you what you should and shouldn’t do
displays a controlling behavior.
On the other hand, problem orientation
focuses on communicating to solve a
problem, find a common ground, or reach
an understanding.
3. Spontaneity versus Strategy

A communicator who makes use of

strategy demonstrates a manipulative
behavior. For instance, a classmate who
acts friendly towards another to receive
favor and later communicates differently
once his or her needs have already been
met often provokes defensiveness.
By contrast, being spontaneous
means being genuine or natural.
Spontaneous or unrehearsed
statements generally come off as
sincere statements that do not have
hidden motives.
4. Empathy versus Neutrality

The term neutrality is used here to refer to

indifference or lack of empathy towards
an individual. This behavior is manifested
when a communicator fails to show
concern or even interest towards the
personal viewpoints, feelings, and well-
being of another.
On the other hand, showing empathy or
concern refers to putting oneself in
another’s shoes.
5. Equality versus Superiority

Superiority is illustrated by language that

conveys arrogance such as when one
boasts of being better than the rest.
Equality, on the other hand, promotes a
positive communication climate as it
promotes the fact that each individual is
special and is capable of doing great
things.
6. Provisionalism versus Certainty
Certainty is used to refer to
communication illustrated when one
believes his or her opinion is absolute,
communication loses its function.
Provisionalism, in contrast, is
communication characterized by the
acceptance that others’ opinions matter
as much as your own.
Interpersonal Conflict

The following are the principles

and features of interpersonal
conflict (Wood, 2008).
1. Conflict may be overt or covert.

Overt conflict happens when two

individuals openly express their
disagreement which is often high in
towards each other.
Covert conflicts are more difficult to
resolve as both parties refuse to
acknowledge the conflict and disclose the
reasons for their behavior.
2. Conflict is a process.

Clyde Feldman and Carl Ridley (2000)

identified the four components of conflict as:

conflict of interest or the differing opinions

and interests which constitute a conflict,
conflict orientations or an individual’s
attitude towards conflict,
conflict responses or the behaviors or
approaches to conflict that will determine its
resolution, and
conflict outcomes, which includes the
processes of resolving the conflict and the
effects of the conflict on the relationship.
3. Conflict reflects culture.

One’s way of thinking and

approaches to a conflict is influenced
by his or her upbringing, life scripts,
and cultural background.
4. Conflict may be constructive.

A conflict can either be constructive or

destructive. Conflicts are constructive
when they provide an opportunity for
improvement (e.g., conflicts of
circumstance or conflicts of interest). On
the other hand, a conflict is considered
destructive when it ruins relationships.
 Lesson 13

INTERVIEW
Interviewing is defined as a type
of oral communication between
two parties (interviewer and
interviewee), in which there is a
serious purpose, structure,
control, and balance (Adler &
Rodman,2006).
Interviewee- a person who
answers questions in an
interview.

Interviewer- a person who asks

questions in an interview.
Roles and Responsibilities of
Interviewee and Interviewer
(Adler & Rodman, 2006).
Interviewer’s Role

1.Identify the Purpose

2.Prepare the Questions
3.Arrange the Setting
Interviewee’s Role

1.Identify the interviewer’s

objectives
2.Identify own objectives
3. Prepare answers to
possible questions
 Types of
Interviews
1. I N F O R M A T I O N - G I V I N G
INTERVIEWS
Information-giving interviews
are interviews in which the
interviewer is the one giving the
information.
2. INFORMATION-GETTING
INTERVIEWS
Interviews where the interviewer
seeks to gather information from
the interviewee. These include
polls, surveys, and interviews
conducted by researchers, news
writers, and broadcasters.
3 . P E R S U A S I V E
INTERVIEWS
Aim to influence the
interviewee’s opinions or
preferences.
Example: Sales interviews
4. PROBLEM-SOLVING
INTERVIEWS
Conducted when the interviewer
and the interviewee work
together to solve a problem.
5. COUNSELING INTERVIEWS
Interviews in which the
interviewer, who is usually an
expert in the field (counselor,
lawyer, accountant, etc.),
provides information regarding
an interviewee’s or a client’s
problem.
6. JOB INTERVIEWS
Interviews conducted by
employers to assess the skills
and qualifications of a candidate
for employment. At the same
time, the job candidate also asks
queries regarding the job.
7. COMPLAINT INTERVIEWS
Interviews in which a company
representative (interviewer) seeks
to acquire information from a
complaining client or customer to
attempt to resolve the problem
about a product or service.
8. PERFORMANCE
REVIEWS
Performance reviews are
interviews that monitor the
performance of subordinates
in a professional setting.
9. REPRIMAND INTERVIEWS
Conducted when an
employee’s performance is
unsatisfactory o r w hen an
employee has committed
misconduct amongst other
employees.
10.STRESS INTERVIEWS
Conducted by police officers
and lawyers which put the
interviewee under pressure
through rapid-fire
questioning, and the use of
nonverbal gestures.
11. EXIT INTERVIEWS
Given when an individual
leaving the institution
provides and gives his or her
evaluation to improve the
institution’s environment,
practices, and policies.
 Lesson 14
Nature and Objectives
of Group Discussions
Nature and Objectives of Group
Discussions
Small group discussion, also
called group dynamics, is the “process
of cooperative thinking and sharing
between three or more persons for the
attainment of common interests, needs,
or goals” (Bulan & de Leon,
2002).
Alan Houston Monroe and Douglas
Ehninger (1974) identified two
objectives of group discussions.
These are:
1) to exchange or share ideas and,
information on a subject; and
2) to arrive at a decision or course of
action on a problem or difficulty.
Features of Small Groups
Wood (2011) identified five
important features of small
groups: cohesion, group size,
power structure, interaction
patterns, and group norms
Cohesion
This refers to the members’
degree of closeness. The
cohesiveness of a group
influences their commitment to
their shared objectives.
Group Size
The number of members in the
group may affect the
cohesiveness of the group and
the participation of the members.
Power Structure

Power structure may be hierarchical

or distributed. It is hierarchical if one
or more members have more
opportunities to influence others into
doing something. It is distributed if
members have relatively equal power.
Interaction Patterns

Interaction patterns may be centralized or

decentralized.
A centralized interaction pattern is
characterized by having one or two
members hold key roles and be in control of
the communication.
A decentralized interaction pattern
is a pattern in which members have
roughly the same power and
communication opportunities
Group Norms
These are guidelines that control
the group’s behavior. These
norms are established through
interaction.
ROLES OF GROUP LEADER AND
MEMBERS
•The group leader maintains neutrality
and does not take sides in the event
where two members of the group are
in conflict with each other.
•The group leader maintains order.
•The group leader is understanding.
 LESSON 15
ORGANIZATIONAL
COMMUNICATION
Organizational communication
is defined as “the process of
creating and exchanging
messages within a network of
interdependent relationships to
cope with environmental
uncertainty” (Goldhaber, 1990).
Organizational communication
is characterized by having
structure, communication
networks, and links to
external environments (Wood,
2011).
Features of Organizational
Communication
1.STRUCTURE
The structure of an organization
includes a set of rules,
procedures, and practices to
follow to make work efficient.
2. COMMUNICATION NETWORKS
A communication network is
composed of the members of an
organization linked together by a
common purpose. These may be a
social network, a task network, or a
virtual network.
3. LINKS TO EXTERNAL
ENVIRONMENTS
An organization is a system that is related
to other systems in the external
environment. For instance, an
organization who wants to market their
products on television must have contacts
with other organizations specializing in
advertising.
GUIDELINES FOR EFFECTIVE
ORGANIZATIONAL COMMUNICATION
(Wood, 2011).
1. Adjust to various people, situations,
and individual needs;
2. Expect to move in and out of teams;
and
3. Manage personal relationships.