1. finance
2. investing
3. funds
4. hedge fund

CHCCOM4B
Develop, Implement &
promote Effective
Communication Techniques
Tutor: Sally Dusting-Laird
EFFECTIVE MANAGERS
Effective managers have a range of:
 Skills
 Experience
 Backgrounds
 Ideas
 Contacts
EFFECTIVE MANAGERS
They liaise with:
 Members of the service
 Staff
 Clients
 The wider community
 Government Departments
 Other agencies
EFFECTIVE MANAGERS
They aim to provide services in a way that
reflect the philosophy of the organisation.
They also oversee the programs and the day-today operations offered in the organisation
EFFECTIVE MANAGERS
Managers are charged with an extensive range of
responsibilities.
They carry with them a complex range of
decision making powers and tasks.
EFFECTIVE MANAGERS
Effective communication is an essential skill in
the exchange of information, feedback and
development of effective workplace
relationships
Managers need to implement and promote
positive strategies for communication
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
Service managers need to be accountable to:
 The government
 The clients
 The wider community
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
The service needs to justify:
 Its programs
 The resources it provides
 The money it spends
 The number of people it employs
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
If information is sought from clients and staff it:
 Develops a sense of belonging
 Demonstrates respect for others ideas
 Demonstrates willingness to consider new
ideas
 Encourages others to contribute to the decision
making and problem solving process
 Helps others to feel that their contributions are
valued or worthwhile
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
It may also encourage:
 Others to become more involved in different
aspects of the service
 Staff to provide more support for managers
Decisions seem to be more effective if everyone
is involved. It develops a sense of
responsibility and commitment
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
An example:
If a staff member were to ask if they could purchase a new piece of equipment,
instead of responding with an immediate decision, provide them with
budget details and allow them to gain quotes and discuss the need with
other staff members
Regardless of the decision it is more likely that the staff members will be more
likely to accept a “no” if they understand the constraints
They may also be more willing to be involved in the purchase if the decision
was favourable
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
Strategies for the above may include:
 Informal or formal discussions
 Interviews
 Meetings where a larger number of people are
informed at one time
 Phone calls
 Questionnaire or interview
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
Follow up
 Formal or semi-formal letters
 Taking and distribution of minutes from a meeting
 Memos
 Reports
Information technology is also useful for disseminating
information
 Email
 Fax
 Internet
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
To ensure high standards of quality it will be
necessary to review:



Services
Policies
Practices
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
Managers will have to gather, record and provide
relevant information so that they are able to:
 Make decisions
 Manage and implement changes
 Demonstrate Accountability
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
If there is a lack of insufficient or incorrect
information, it is more likely that inappropriate
action will be taken
STRATEGIES FOR DEVELOPING AND
DISSEMINATING INFORMATION
To successfully review, organise, plan and
account for outcomes, information is required
from all participants at different levels of the
planning and implementations process.
BARRIERS TO COMMUNICATION
To promote effective communication it is
necessary to identify possible barriers being set
such as:
 Discrimination
 Disrespect for other points of view
 Lack of understanding of others feelings
To do this it is important to address the special communication
needs of individual or groups
BARRIERS TO COMMUNICATION
Gaining smooth relationships can be a difficult
task given barriers of:
 Language
 Cultural differences
 Personal beliefs of individuals
 Different skill levels, experience and
knowledge
BARRIERS TO COMMUNICATION
Managers need to ensure opportunities for the
development of positive relationships that are
without:
 Discrimination
 Criticism
 Blame
 Shame
 Judgement
 Embarrassment
ESTABLISHING & REVIEWING
CHANNELS OF COMMUNICATION
To ensure that the objectives of the
service/organisation are met the manager
should make sure that all staff and service
users have a say and have some control in the
provision of the service
ESTABLISHING & REVIEWING
CHANNELS OF COMMUNICATION
Management should aim to:
 Develop partnerships with their clients
 Staff
 Community
ESTABLISHING & REVIEWING
CHANNELS OF COMMUNICATION
They should provide
 Support
 Information
 Opportunities for open communication and cooperative decision-making
ESTABLISHING & REVIEWING
CHANNELS OF COMMUNICATION
In large organisations it is particularly important
for work teams to communicate and support
each other effectively
If information is not channelled through the
organisation it may cause confusion, doubt or
mistakes
ESTABLISHING & REVIEWING
CHANNELS OF COMMUNICATION
Channels of communication may include:
 Identifying those who are responsible for
particular information
 Establishing practices that consult or inform
appropriately
 Regular reviews to ensure all staff are aware of
the processes
COMMUNICATION POLICIES
Communication policies may include guidelines
and practices. They should outline the
organisation’s:
1.
Lines of communications or channels
2.
Responsibilities and expectations of how
staff gather, use and disseminate information
COMMUNICATION POLICIES
How can we encourage open communication?
 Staff representatives on management committees
 Makes sure that workers have a voice in management
issues
 It encourages staff attendance at meetings
 Provides an appropriate channel for gathering and
sharing information between staff and management
 Helps to break down barriers to communication
COMMUNICATION POLICIES
An open door policy shows that:


Information issues can be discussed openly
and honestly
You are approachable and supportive
COMMUNICATION POLICIES
Other policies may include:
 Regular staff meetings
 Feedback from staff meetings
 Distribution of newsletters
 Minutes from meetings
COACHING STAFF IN
EFFECTIVE COMMUNICATION
It is important for managers to continuously improve
their own performance, motivate people and provide
effective leadership
In our industry encouraging others to become multiskilled or more flexible in the workplace may be met
with resistance as workers often already feel
overworked and underpaid
Managing people in our industry requires a positive
approach that enables workers to solve new and
changing problems
COACHING STAFF IN
EFFECTIVE COMMUNICATION
It requires:
 Practices that promote effective communication
 Positive work environment
 Consultation
 Collaboration
 Feedback on all aspects of improvement to services
 Supportive attitude
 Being a good role model
NEGOTIATION AND CONFLICT
RESOLUTION STRATEGIES
Workplace conflict can occur in many forms. It
may be the result of different:
 Views, opinions or beliefs
 Personal circumstances/change of behaviour
e.g. separation, divorce, death etc
 The grapevine, when information is distorted
or misinterpreted
 Conflict of interests between different parties
NEGOTIATION AND CONFLICT
RESOLUTION STRATEGIES
Conflict is not always a bad thing. People should be
encouraged to differ in opinion in order to explore
difference.
 The effective organisation will have effective conflict
resolution
 People encouraged to accept difference without
personal attacks
 Enjoy listening to diverse ideas
 People feel safe to express and opinion
 Established strategies for negotiation
NEGOTIATION AND CONFLICT
RESOLUTION STRATEGIES

Sometimes information will be withheld deliberately
as a way of empowering those with decision making
authority. This causes conflict. It creates a sense of
power and control and avoids decisions being
contradicted.

If decisions are made without consultation with
relevant parties it is likely that decisions will be
ineffective and resented by those affected.
NEGOTIATION AND CONFLICT
RESOLUTION STRATEGIES

To ensure objectives of the service are acted
upon and implemented and issues are dealt
with, decision making and problem solving
strategies need to be in place.
NEGOTIATION AND CONFLICT
RESOLUTION STRATEGIES






What types of activities do you believe the
following groups should be involved in?
Staff
Clients
Volunteers
Managers
Community
NEGOTIATION AND DECISION
MAKING
Managers need to:
 Set up channels of communication
 Facilitate communication channels and consultative processes
 Develop policies that will establish and maintain relationships
and encourage open discussion
 Implement decision making strategies that promote positive
relationships
 Consult with client and staff
 Model trust and respect for individual expertise
 Encourage two way communication
 Show confidence in others abilities, skills and knowledge
NEGOTIATION AND DECISION
MAKING
Communication barriers such as lack of
information, individual differences, beliefs,
attitudes and values may interfere with the
negotiation process.
When discussions get out of hand due to
emotions (anger, fear) it is difficult to make
rational decisions or reach agreement
NEGOTIATION AND DECISION
MAKING
Managers must be aware of different levels of
perception
Where some may understand immediately others
may need to have issues clarified
If consultation occurs and sufficient time and
explanation is given those involved are less
likely to blame, complain or resist decisions or
action being taken by management
NEGOTIATION AND DECISION
MAKING
During negotiation it is important to ensure that all views are
heard and understood and feedback is given as soon as
possible to acknowledge contributions
 Actively listen and stay tuned to what others are saying
 Listen to all of what they are saying to avoid jumping to
conclusions
 Reflect what has been said by summarising or paraphrasing to
avoid misinterpretation
 Clearly identify and define the problem or issue
 Note (record) the relevant facts
 Discuss and note possible solutions
 Allow all those involved to have a say and encourage diversity
of opinions
MAINTAINING NETWORKS &
RELATIONSHIPS TO ENSURE
CLIENT NEEDS ARE MET
Managers of services are pivotal in gathering and disseminating
much of the information required to plan or implement and
organise a service to ensure client needs are met
Managers need skills, knowledge and abilities which will
contribute to and support the effective operation of the service
including:
 An understanding of objectives of the service
 A knowledge of general business principles and legislation
 Interpersonal skills
 A knowledge of the industry and community in which it
operates
MAINTAINING NETWORKS &
RELATIONSHIPS TO ENSURE
CLIENT NEEDS ARE MET
To achieve this they must access and obtain information
that enables them to plan:
 To meet the needs of the clients
 To meet the objectives of the organisation
They need to be aware of changing
 Requirement
 Regulations
 Standards
MAINTAINING NETWORKS &
RELATIONSHIPS TO ENSURE
CLIENT NEEDS ARE MET
This requires interaction with:




Networks or other services
Relationships within the community
Access to relevant government agencies
Peak bodies
COMMUNNICATION WITH
CLIENTS AND COLLEAGUES
Given the nurturing environment of our industry
and the importance of developing relationships
it seems important for managers to use an
approach that encourages all parties to interact
positively


Warm and friendly manner
Endeavour to understand their needs, goals and
desires
COMMUNNICATION WITH
CLIENTS AND COLLEAGUES

Managers will benefit from engaging in daily
activities and tasks to enhance their
understanding of the issues or challenges
clients and colleagues encounter on a day to
day basis
IN SUMMARY
A manager must demonstrate:
 The ability to work within a team
 Develop and maintain positive relationships with
clients, staff, peers and other professionals
 Understanding of the industry and changes affecting
their service
 Interpersonal skills – listening, conflict resolution,
negotiation, counselling and interview skills
IN SUMMARY





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Ability to gain information, identify needs and
develop relationships
Effective strategies to deal with situations that may
arise in planning or day to day operations
Flexibility, commitment, sensitivity and a sense of
humour. These are important attitudes to contribute to
performance
Liaising and consulting, motivating and encouraging
others
Helping to initiate and manage change
Time management and managing stress techniques