Question: Explain what factors are required for successful communication of a
quality project?
Phrase
Question:
Carefully
Use
L—
Open-Ended
Questions
Acknowledge
ee
Emotions
State
Your
Purpose:
A110
Asking
Questions
Effectively
Will
allow
the
receiver
to
focus
on
your
question
than
worrying
about
why
you
are
asking
it.
g)
Acknowledge
emotions.
Avoid
what
counselors
call
the
mployees.
Human
emotions
can
be
difficult
to
deal
h
As
a
result,
some
people
respond
by
ignoring
them.
this
is
like
walking
around
an
elephant
in
the
living
room
ind
pretending
you
don’t
see
it.
Ignoring
the
emotions
People
you
question
may
cause
them
to
close
up.
If
a
Beye
made
you
angry”
or
“You
seem
to
feel
strongly
Bout
this.”
Such
nonjudgmental
acknowledgments
will
n
draw
a
person
out.
e
open-ended
questions
and
phrase
questions
care-
&
Toleam
the
most
from
your
questions,
make
them
en
ended.
This
allows
the
person
being
questioned
to
lo’
most
of
the
talking,
and
in
turn,
you
to
do
most
of
elistening.
Counselors
feel
they
learn
more
when
lis-
ming
than
when
talking.
Closed-ended
questions
force
or
limited
responses.
For
example,
the
ques-
Can’
We
meet
our
deadline?”
will
probably
elicit
a
ever
mo
Tesponse,
However,
the
question
“What
do
you
inE
about
this
deadline?”
gives
the
responder
room
to
er
opinions
and
other
potentially
useful
information,
tice
using
these
questionin,
and
even
in
social
sett
nternalize
them
to
the
point
vever,
with
effort
managers
c.
nd,
as
a
result,
more
effect}
ig
techniques
at
home,
ings.
It
will
take
practice
that
they
become
natural,
an
become
skilled
question-
ive
communicators,
york
172
CHAPTER
ELEVEN
Effective
Communication
Zee
QUALITY
CASE
}
—
an
B
AtlantiCare
and
the
“Voice
of
the
Customey»
re
trouble
Located
|n
southeastern
New
Jersey,
Attanticgr,
5
decidin,
profit
organization
that
provides
acute
and
ctyogs
*
My
and
dri
care
services
in
the
following
areas:
cancer,
trauma
Ph
bee
cate,
stroke,
behavioral
health,
urgent
care,
hosp
Me
Oa
care,
family
medicine,
occupational
medicine,
ea
plar
ot
early
learning,
and
mission
care
for
the
homeless
Bae
of
the
nature
of
the
services
it
provides
quality
¢
oom
is
a
ma
‘AtlantiCare,
and
the
organization
delivers
it.
in
fac,
tn
B
what
y
applies
the
principles
of
total
quality
so
compreheng.
eae
will
he
consistently
that
the
organization
has
received
the
peep
Ta
Malcolm
Baldrige
National
Quality
Award
Sting
7
ensure
At
the
core
of
AllantiGare's
quality
programs
ae
the
organization
calls
the
“Voice
of
the
Customers
qr
0
oi
five;phase
process
used
to
make
the
orgaizetons
pa?
0
partners
in
its
continual-Improvement
efforts.
Voice
o¢
tee
the
tomer
identifies
patient
requternents
and
hen
makes
cya
AtlantiCare’s
services
satisfy
these
requirements.
These’
Be
Bi
pany’s
customer
focus
does
not
stop
with
external
cu
nology
Italo
includes
intemal
customers—employees,Alanjges
aan
employee
loyalty
index
score
from
an
Allegiance
Techagass
shorter
survey
sat
the
top
ofthe
health
care
industry.
Nusing
hase
Brees
of
the
highest
turnover
rates
of
any
occupation.
Hoveye
aNGri
focusing
on
the nieeds
of
is
internal
customers
Atanicaeta
W
been
abe
to
maintain
one
of
the
lowest
nurse
urcoer
res,
taal
the health
care
industry,
a
rate
that
continues
to
impos
beste
New
Jersey,
the
average
turnover
rate
for
nurses
is
mashes
WAI
12%.
AtiantiCare’s
nurse
turnover
rate
is
approximately
6
By
focusing
on
both
external
and
internal
customer
mg
being
responsive
to
their
needs
while
applying
the
various
one
principles
of
total
quality,
AtlantiCare
has
become
a
waiicus
health
care
provider.
Source:
www.nist.gov.
COMMUNICATING
IN
WRITING
The
ability
to
communicate
effectively
in
writing
is
import
for
managers
in
a
total
quality
setting.
The
types
of
writ
required
of
managers
can
be
mastered,
like
any
other
sil
with
the
appropriate
mix
of
coaching,
practice,
and
ge
ine
effort
to
improve.
This
section
provides
the
coast
Managers
must
provide
the
practice
and
effort
for
themsels
Helpful
Rules
Several
rules
of
thumb
that
can
enhance
the
ef
of
your
written
communication
are
shown
in
Figure
!
.
These
rules
of
thumb
are
explained
in
the
followings
Plan
before
you
write
Be
brief
Be
direct,
Be
accurate
Practice
self-editing.
FiGui
FIGURE
11.11
Strategies
for
Improyed
Written
Communication,
yn
congruent
With
desk.
ps
a
simply
be
trying
to
knock
Io
ee
stuck?
If
he
is
poundin,
on
bis
face
and
yelling
in
an
agi
ofanget
is
probably
correct.
He
his
desk
drawer
is
stuck,
but
he
ease
anger?
Or,
could
4
desk
drawer
th
‘a
at
has
Ee
the
desk
with
a
con
ao
tone,
your
assumption
ght
just
be
angry
because
Would
still
be
angry.
proximity
Factors
Proximity
involves
factors
ranging
from
wy
iti
yours
elf
when
talking
with
an
employee,
to
i
i
el
arranged,
to
the
color
of
the
walls,
to
the
types
of
fixtu
.
‘i
decorations.
A
manager
who
sits
next
to
an
employee
ae
&
a
different
message
than
one
who
sits
across
a
desk
from:
re
employee.
A
manager
who
goes
:
to
the
trouble
i
or
her
office
a
comfortable
place
to
visit
is
ae
sage
that
invites
communication.
A
manager
who
maintains
:
stark,
impersonal
office
sends
the
opposite
Message.
To
send
the
nonverbal
message
that
employees
are
wel-
come
to
stop
and
talk,
try
using
the
following
strategies:
«
Have
comfortable
chairs
available
for
visitors,
a
Arrange
chairs
so
that
you
can
sit
beside
visitors
rather
than
behind
your
desk.
a
Choose
soft,
soothing
colors
rather
than
harsh,
stark,
or
oyerly
bright
or
busy
colors.
a If
possible,
have
refreshments
such
as
coffee,
soda,
and
snacks
available
for
visitors
to
your
office.
COMMAJINICATING
VERBALLY
Verbal
communication
ranks
close
to
listening
in
its
impor-
tance
in
a
total
quality
setting.
Managers
can
improve
their
verbal
communication
skills
by
being
attentive
to
the
factors
shown
in
Figure
11.9.
These
factors
are
explained
in
the
fol-
lowing
paragraphs.
icati
ills.
Figure
119
Improvementof
Verbal
Communication
Sk
Cc
HAPTER
ELEVEN
Effective
Communication
171
"=
Show
interest.
When
speaking
with
employees,
show
an
interest
in
the
topic
of
conversation.
Show
that
you
are
Sincerely
interested
in
communicating
your
message
to
them.
Also
show
interest
in
the receivers
of
the
message.
Look
them
in
the
eye,
and
when
in
a
group, spread
your
€ye
contact
evenly
among
all
receivers.
Be
friendly.
A
positive,
friendly
attitude
will
enhance
ver-
bal
communication,
A
caustic,
superior,
condescending,
or
disinterested
attitude
will
shut
off
communication;
so
will
an
argumentative
attitude.
Be
patient,
be
friendly,
and
smile.
=
Be
flexible.
Flexibility
can
enhance
yerbal
communi-
cation.
For
example,
if
a
manager
calls
her
team
together
to
explain
a
new
company
policy
but
finds
they
are
uni-
formly
focused
on
a
problem
that
is
disrupting
their
work
schedule,
she
must
be
flexible
enough
to
put her
message
aside
for the
moment
and
deal
with
the
problem.
Until
the
employees
work
through
what
is
on
their
minds,
they
will
not
be
good
listeners.
=
Be
tactful.
Tact
is
an
important
ingredient
in
verbal
communication,
particularly
when
delivering
a
sensitive
or
potentially
controversial
message.
Tact
has
been
called
the
ability
to
“hammer
in
the
nail
without
breaking
the
board.”
The
key
to
tactful
verbal
communication
lies
in
thinking
before
talking.
=
Becourteous.
Courtesy
promotes
effective
verbal
com-
munication.
Being
courteous
means
showing
appropriate
concern
for the
receiver’s
needs.
For
example,
calling
a
meeting
10
minutes
before
the
quitting
time
is
discourte-
ous
and
will
inhibit
communication.
Courtesy
also
means
not
monopolizing.
When
communicating
verbally,
give
the
receiver
ample
opportunities
to
ask
questions,
seek
clarification,
and
state
his
or
her
point
of
view.
Asking
Questions
Effectively
In
addition
to
applying
the
strategies
just
explained,
manag-
ers
should
learn
to
be
skilled
questioners.
Knowing
how
and
when
to
question
is
an
important
verbal
communication
skill.
It
is
how
managers
get
at
what
employees
really
think
and
feel.
Some
general
rules
of
questioning
that
professional
counselors
use
to
draw
out
their
clients’
feelings
and
thoughts
can
be
listed.
Modern
managers
can
apply
these
same
rules
to
enhance
their
yerbal
communication
with
employees
(Figure
11.10).
=
Drop
your
defenses.
Human
interaction
is
emotional
in-
teraction.
There
is
no
such
thing
as
fully
objective
discourse
between
people.
All
people
have
their
public
and
private
faces; rarely
does
what
is
said
completely
match
what
is
felt.
People
learn
early
in
life
to
build
walls
and
put
up
de-
fenses.
To
communicate
effectively,
it
is
necessary
to
get
behind
the
walls
and
break
through
the
defenses.
A
strat-
egy
counselors
use
for
this
is
dropping
their
defenses
first.
When
employees
see
you
open
up,
they
will
be
more
likely
to
follow
suit
and
respond
more
openly
to
your
questions.
m
State
your
purpose.
The
silent
question
people
often
ask
themselyes
when
asked
a
question
is
“Why
is
he
ask-
ing
that—what
does he
really
want?”
You
will
learn
more
from
your
questions
by
stating
your
purpose
at
the
outset.
170
CHAPTER
ELEVEN
Eff
Practice
paraphrasing
and
re-
=
Understand
completely
ask
questions
for
clari-
i
has
been
said,
and
i
;
Se
ensure
complete
understanding
ne
:
an
a
conyersation
to
end
vaguely.
Managers
shou
ul
ion
sure
that
they
understand
the
message
and
oe
ee
i
:
know
they
understand
the
niessage
before
concluding
conyersation.
=
Clarify
expectations.
wise
manager
asks,
“What
woul
k
yen
if
the
message
is
clear,
it's
a
good
idea
to
:
question
rather
than
making
an
assumption.
A
mana
:
“hay
oF
may
not
be
able
to
fulfill
the
request.
However,
pefore
concluding
the
conversation,
the
manager
and
em-
ployce
should
both
know
exactly
what
is
going
to
hap-
‘pen,
and
when.
i
istening
Skills
_
Improv
ing
Listening
people
have
room
for
improvement
in
their
listening
Fortunately,
listening
skills
can
be
enhanced,
parti
‘When
there
is
an
awareness
of
the
need
to
improve.
ars
can
apply
the
following
strategies
for
improving
stening
skills:
n
more
and
talk
less.
Good
management
requires
anagers
listen
more
and
talk
less.
For
many
man-
this
will
require
a
concerted
and
conscious
effort
ess
the
natural
desire
to
talk.
This
is
the
verbal
Nt
Of
sitting
on
your
hands.
Another
strategy
is
to
Pa
conscious
effort
to
learn as
much
as
possible
from
mversation.
This
will
force
the
issue
of
listening
of
talking.
ifying
questions.
Two
managers
can
hear
the
Ords
but
receive
different
messages.
Consequently,
it
to
ask
questions
that
will
clarify
the
mes-
types
of
questions
can
be
helpful
in
this
re-
St
type of
question
is
used
to
move
the
speaker
or
her
Hext
point
(“I
understood
your
first
con-
@
a
second?”).
The
second
type
of
question
is
intermediate
summary
of
the
conversation
on
t0 a
new
point
(“Can
you
summarize
©
We
move
to
the
next
one?”).
The
third
is
used
to
obtain
a
summary
of
the
entire
fore
leaving,
can
you
summarize
your
‘me?”),
Before
ending
a
conversation,
the
id
you
like
me
to
do?”
ask
the
tly,
This
is
a
matter
of
listening
to
more
rds.
It
also
involves
observing
nonyer-
Speech,
tone
of
voice,
intensity
of
the
m
ora
lack
of
it,
and
context
clues,
[t
ond
what
is
said
to
why
itis
being
said,
ng
errors
include
failing
to
concen-
-
Biving
in
to
distractions,
and
interrupt-
te
these
ros,
Keep
tabs
on
how
fi
requently
After
every
Conversation
for
a
given
tening
errors
you
made
during
the
help
focus
your
efforts
On
correct-
you
make
most
frequent!
ye
tive
Communication
__
UNDERSTANDING
NONVep,
COMMUNICATION
FACTORAL
Much
of
communication
is
nonverbal,
Port
-
5
ey
(body
language),
voice
tone,
and
PYOXimity
spea
Se
as
words.
Table
11.1
lists
the
components
gp
“hy
.i
:
communication.
hi
Body
Factors
Posture,
body
poses,
facial
expressions,
gestures
a
can
convey
a
message.
Even
such
extras
as
Makey
lack
of
it,
well-groomed
or
unkempt
hair,
ang
3
m%
scruffy
shoes
can
convey
a
message.
Manager,
attentive
to
these
body
factors
and
how
they
adg
a
ul,
tract
from
the
verbal
message.
6
One
of
the
keys
to
understanding
nonverbal
cy,
in
the
concept
of
congruence.
Are
the
spoken
a
&
and
the
nonverbal
message
congruent?
They
sho
Incongruence
is
when
words
say
one
thing
but
th
yg
bal
cues
say
another.
When
the
verbal
and
nonvertylan
of
the
message
are
not
congruent,
managers
should
a
the
time
to
dig
a
little
deeper.
An
effective
way
to
dey
a
incongruence
is
to
confront
it
gently,
with
a
simple
a
ment
such
as
“Mary,
your
words
say
one
thing,
bt
yy
nonverbal
cues
say
something
else
Voice
Factors
Voice
factors
are
an
important
part
of
nonyerbal
communi
tion.
In
addition
to
listening
to
the
words,
managers
shay,
listen
for
such
factors
as
volume,
tone,
pitch
of
voice
rate
of
speech.
These
factors
can
indicate
anger,
fea,
inp
tience,
unsureness,
interest,
acceptance,
confidence,
ail:
variety
of
other
messages.
As
with
body
factors,
itis
impr
tant
to
look
for
congruence.
It
is
also
advisable
to look f
groups
of
nonverbal
cues.
Managers
can
mislead
themselves
by
attaching
i
much
meaning
to
isolated
nonverbal
cues.
A
sing
taken
out
of
context
might
haye
little
importance,
bul
asp
of
a
group
of
cues,
it
can
take
on
significant
meaning
fi
example,
if
you
look
through
the
office
window
ands
man
leaning
over
a
desk
pounding
his
fist
on
it,
it
be
tempting
to
interpret
this
as
a
gesture
of
anget
what
kind
of
look
does
he
have
on
his
face?
Is
tis
fi
ow
RRS
Ls)
eset]
Body
Factors
Voice
Factors
Proximity
Facto
postule
Volume
Relative
postions
a
Pitch
Physical
arrange
ments
Gestures
Tone
Color
of
the
roa”
vironment
Facial
expressions
Rate
of
speech
Fixtures
—
CHAPTER
ELEVEN
Effective
Communication
_
169
Remove
all
distractions,
Put the
speaker
at
ease.
Look
directly
at
the
speaker
Concentrate
‘on
what
is
being
saie
Watch
for
nonverbal
cues
Make
note
of
the
speaker's
tone
Be
patient
and
wait
Ask
clarifying
questions,
Paraphrase
and
repeat
HER
RARRARRAR
No
matter
what
is
said,
control
your
emotions.
(eee
FIGURE
11.7
Listening
Improvement
Checklist
concentrate,
wateh
for
nonverbal
cues,
and
apply
both
expe-
rience
and
intuition.
In
other
words,
people
need
to
learn
to
listen
assertively
There
is
another
aspect
of
assertive
leaming
that
deserves
its
own
explanation.
This
aspect
is
empathy.
When
empathy
is
added
to
the
mix,
the
chances
of
correctly
per-
ceiving
what
is
being
said
increase
markedly.
Empathetic
listening
amounts
to
listeners
putting
themselves
in
the
shoes
of
the
speaker,
trying
to
understand
not
just
what
is
being
said
but
the
speaker's
point
of
view
and
perspective—the
why
behind
what
is
being
said.
Empathetic
listening
is
the
highest
Jevel
of
listening.
It
can
move
the
listener
from
just
perceiving
what
is
said
to
understanding
what
the
speaker
felt
when
he
or
she
said
it.
Empathetic
listening
can
help
iderstand
not
just
the
message
but
the
motiva-
{the
message.
This
level
of
understanding
can
be
they
strive
to
continu-
listeners
tion
behi
invaluable
to
or
ally
improve
quality.
anizational
leaders
Listening
Responsively
Responsive
listening,
like
the
other
approaches
explained
in
this
chapter,
is
a
way
to
ensure
effective
listening.
Responsive
listening
involves
seeking
to
receive
and
affirm
the
messenger
as
well
as
the
message.
Figure
11.8
names
descriptors
associated
with
responsive
listening.
To
listen
responsively,
managers
and
employees
must
learn
to
simul-
taneously
use
their
ears,
eyes,
brains,
and
hearts.
-
Responsive
listening
can
pay
substantial
dividends
for
Managers
in
a
total
quality
setting.
Personal
benefits
to
man-
agers
include
these:
®
Barriers
are
broken
down.
®
Valuable
insights
are
gained.
®
Communication
is
encouraged
®
Misconceptions
are
cleared
up.
©
Learning
takes
place.
come
more
5 can
use
to
b
ers
that
managers
can
use
0
Some
pointers
that
manag
ane
Tsponsive
listeners
and
to
help
employees
Mclude
these:
"=
Slow
down,
Managers
who
respond,
“OK,
I
can
give
you
2
minutes,”
when
an
employee
needs
to talk
will
not
be
responsive
listeners.
Hurrying
an
employee
will
only
inhibit
effective
communication
Allocate
your
listening
time.
There
will
be
times
when
managers
do
not
have
time
to
listen.
This
is
to
be
expected.
As
important
as
listening
is,
there
is
more
to
management
than
listening.
If
an
employee
wants
to
talk
at
a
bad
time,
rather
than
rushing
him
or
begrudgingly
stopping
and
listening
halfheartedly,
set
up
a
time
that
is
More
conducive
to
responsive
listening.
Concentrate
fully.
on
both
the
verbal
and
the
nonverbal
aspects
of
the
mes-
sage.
Remove
all
distractions,
physical
and
mental
Focus
intently
and
simultaneously
Grant
a
fair
hearing.
ceived
notions,
biases,
and
prejudices.
Managers
should
be
especially
attentive
to
avoiding
the
tendency
to
let
an
employee’s
lack
of
speaking
ability
bias
them
against
the
e
may
have
value,
even
if
it
isn’t
de-
This
means
laying
aside
precon-
message,
A
messa
livered
well.
Make
it
easy
for
the
person
to
talk.
A
friendly
smile
a
warm
handshake,
a
relaxed
attitude,
a
comfortable
chair,
and
reassuring
nonverbal
cues
will
encourage
the
speaker,
These
efforts
are
especially
important
with
em-
ployees
who
are
reluctant
or
who
find
it
difficult
to
com-
municate.
This
strategy
applies
regardless
of
the
nature
of
the
message.
In
other
words,
managers
should
make
it
easy
for
employees
to
talk
even
when
they
bring an
unwelcome
message
Active
FIGURE
11.8
Descriptors
of
Responsive
Listening.
168.
GHAPTER
ELEVE!
GHAPTER
Interference
inter
FIGURE
11.6
Inhibitors
of
Effective
Listening.
ye
accurately,
listeners
must
con-
D
Poperceive
am
Centrate
on
what
is
being
said,
how
it
is
being
said,
and
Pin
what
tone
it
is
being
said.
Part
of
effective
listening
is
Properly
reading
nonyerbal
cues
(discussed
in
the
next
section).
BD)
Concentration
requires
the
listener
to
eliminate
as
many
extraneous
distractions
as
possible
and
to
mentally
shut
out
fe
rest.
J.
Lamar
Roberts,
chief
executive
officer
and
presi-
Ment of
a
successful
and
dynamic
community
bank,
requires
Managers
to
keep
their
desks
clear
of
all
projects
except
the
One
being
worked
on
at
the
moment.
In
this
way,
when
an
employee
enters
the
office,
this
project
can
be
easily
fpushed
aside,
leaving
a
clean
desk.
Work
left
on
the
desk
ian
distract
the
manager
and
make
the
employee
feel
like
an
inttider,
Managers
who
jump
to
preconceived
notions
don’t
Bive
themselves
a
chance
to
listen
effectively.
Preconceived
ideas
can
cause
them
to
make
premature
judgments
that
durn
out
to
be
wrong.
Even
the
most
experienced
managers
Detter
off
waiting
patiently
and
listening.
Managers
who
jump
ahead
to
where
they
think
the
Conversation
is
going
often
get
there
only
to
find
they
are
alone:
Thinking
ahead
is
typically
a
response
to
being
hur-
ried
‘but
managers
will
find
that
it
takes
less
time
to
hear
an
mployee
Out
than
it
does
to
start
over
after
jumping
ahead
to
the
wrong
conclusion,
&
Interruptions
not
only
inhibit
effective
listening.
but
valsojean
frustrate
and
confuse
the
speaker.
If
clarificati
“heeded
during
a
conversation.
‘ote
and
wait
for
the
speak
h
ation
is
,
it
is
best
to
make
a
mental
er
to
reach
an
interim
stopping
Preconceived
Ideas
-
ee
fl
rruptions
point.
Mental
notes
are
always
preferable
to
Written
The
act
of
writing
notes
may
distract
the
speaker
org
the
listener
to
miss
critical
point.
If
managers
findts
sary
to
make
written
notes,
they
should
keep
them
sh,
toa
minimum,
Tuning
out
inhibit
effective
listening.
Sone
p:
become
skilled
at
using
body
language
to
make
il
g
they
are
listening,
while,
in
reality,
their
minds
arf
on
other
areas
of
concern.
Managers
should
avoidtiee
tation
to
engage
in
such
ploys.
Skilled
speakers
ma)alt
manager
to
repeat
or
paraphrase
what
they
just
said
Interference
is
anything
that
distracts
the
lste
thereby
impeding
either
hearing
or
perception,
Background
noises,
a
telephone
ringing,
aid
walking
in
and
out
of
the
office
are
all
examples!
ference.
Such
distractions
should
be
eliminated
beginning
a
conversation.
If
they
can’t
be,
the
om
tion
should
be
moved
to
another
location.
Ft!
provides
a
checklist
managers
can
use
to
impr
listening
skills.
Listening
Assertively
It
is
important
to
properly
perceive
messte®'
received
from
others
in
an
organization.
OF
improve
perception
is
to
learn
to
listen
assertivel!
2
listening
is
not
a
passive
undertaking.
Rate’
°"
Perceive
what
is
being
said
in
a
conversation
™
People
focus
on
what
is
being
said,
block
08
i
wi
FIGU
cone
rien
liste
dese
emp
ceiv
liste
of
t
said
why
high
perc
felt
liste!
tion
inva
ally
List
Rest
ind
Res}
the
1
desc
resp
tane
man:
ager
B
Vy
resp
inclu
2.
When
talking
with
before
he
or
she
¢
someone,
do
‘OMpletes
a
statement?
3..|n
conversations,
do
response?
oi
In
a
typical
Conversation,
can,
Ss
When
talking,
do
You
frequently
state
D
.
Do
you
continue
doin,
with
you?
1
Do
you
ask
for
clarification
when
has
been
said?
ra
you
tune
out
and
think
ahead
to
your
Speaker
has
said
and
repeat
ie
oe
other
parties
have
made
their
caser
|
P10”
before
the
ig
other
tasks
when
Someone
is
talking
CHAPTER
ELEVEN
Effective
Communication
167
't
understand
what
Sy
Do
you
frequently
tune
out'and
daydream
during
meetings?
so
conversations?
Do
you
fidget
and
sneak
glances
at
your
watch
during
move
the
conversation
along
fast
enough?
10.
Do
you
find
yourself
finishing
statements
for
people
who
don’t
FIGURE
11.5
Listening
Skills
Assessment.
original
train
of
thought.
However,
if
it
is
critical
that
a
point
be
clarified
immediately,
stopping
the
speaker
by
raising
a
hand
in
a
gesture
that
says
“Hold
on
a
moment’
is
acceptable.
If
it
is
necessary
to
stop
a
speaker
in
this
Way,
make
a
mental
or
written
note of
where
he
or
she
left
off,
in
ca:
reminder
is
needed
to
get the
conversation
Started
again.
Daydreaming
during
meetings
and
sneakin
ata
watch
both
make
the
same
statement:
—
Something
better
to
be
doing
with
my
time.”
Time
Be
Sures
and
conflicting
demands
for
a
manager
S
ue
will
always
exist,
but
few
things
a
manageT
coe
sea
Important
as
listening
to
employees.
Managers
a
a
themselves
tuning out
at
meetings
and
stealing
©
ae
al
their
watches
during
conversations
should
give
ee
thought
to
how
they
are
organizing
and
mand®
their
time,
Finishing
sentences
for
people
W!
a
Conversation
along
fast
enough
sends
the
a
raiatt
N
loo
big
a
hurry
to
listen
to
you.
of
a
Piece
“gitimately
be
the
case.
When
it
is,
rather
a
r
results
-
ill
get
bettet
Mtences
for
an
employee,
managers
WH"
A
ontion
you
ig
glances
“Tye
got
ho
don’t
move
the
“Tam
*Y
Saying,
“I
don’t
have
time
to
giV@
YOU
"™
eg
a
time
“eserve
tight
now;
let’s
compare
schedules
@
“t
Works
for
both
of
us.”
What
Is
Listening?
Hearing
is
a
natural
process
but
listening
is
not.
A
person
with
highly
sensitive
hearing
abilities
can
be
a poor
listener.
Conversely,
a
person
with
impaired
hearing
can
be
an
excel-
lent
listener.
Hearing
is
the
physiological
decoding
of
sound
waves,
but
listening
involves
perception.
Listening
can
be
defined
in
numerous
different
ways.
In
this
book,
we
use
the
following
definition:
Effective
listening
means
receiving
the
message,
correctly
decoding
it,
and
accurately
perceiving
what
it
means.
Inhibitors
of
Effective
Listening
Effective
listening
occurs
when
the
receiver
accurately
per-
ceives
the
message.
Unfortunately,
several
inhibitors
can
prevent
this
from
happening.
These
inhibitors
include
the
following
(see
Figure
11.6):
=
Lack
of
concentration
Interruptions
Preconceived
ideas
Thinking
ahead
Interference
Tuning
out
FIGURE
11.4
Inhibitors
of
Communication
Can
Be
Overcome
Through
Cooperation
and
Collaboration.
«
Differences
in
meaning.
Differences
in
meaning
can
screening,
organizing,
summarizing,
and
simplifying
the
cause
problems
in
communication.
People have
differ-
information
they
convey
to
employees.
ent
backgrounds,
levels
of
education,
and
cultures.
Asa
Interference.
Interference
is
any
external
distraction
result,
words,
gestures,
and
facial
expressions
can
have
that
inhibits
effective
communication.
It
might
be
some-
altogether
different
meanings
to
different
people.
This
thing
as
simple
as
background
noise
or as
complex
as
is
why
managers
should
invest
time
getting
to
know
atmospheric
interference
with
satellite
communications.
employees.
Regardless
of
its
source,
interference
distorts
or
com-
«
Lack
of
trust.
A
lack
of
trust
can
inhibit
effective
com-
pletely
blocks
out
the
message.
This
is
why
managers
munication:
If
receiver§'do
not
trust
senders,
they
may
must
be
attentive
to
the
environment
in
which
they
plan
be
overly
sensitive
and
guarded.
They
might
concen-
eee
i
trate
so
hard
on
reading
between
the
lines
and
looking
.
Condescending
tone.
A
condescending
tone
when
con-
for
hidden
agendas
that
they
miss
the
message.
This
is
veying
information
can
inhibit
effective
communication.
People
do
not
like
to
be
talked
down
to,
and
they
typi-
cally
respond
to
tone
of
yoice
as
much
as
or
more
than
the
content
of
the
message.
It
is
a
mistake
to
talk
down
why
trust
building
between
managers
and
employees
is
So
important.
és
j
e
"
Information
overload.
\nformation
overload
is
mor
.
.
iodems,
to
employees.
of an
inhibitor
than
-
has
ever
peel
Cone
ea
and
@
Poorlistening
skills.
Poor
listening
skills
can
seriously
Satellite
communication,
Tacs
ae
veloped
to
pro-
{nhibit
effective
communication.
Problems
can
result
the
many
other
technological
devices
ie
actually
cause
when
the
sender
does
not
listen
to
the
receiver
and
vice
Mote
and
enhance
communications
can
versa.
communication
breakdown.
a
Premature
judgments.
Premature
judgments
by
ei-
ther
the
sender
or
the
receiver
can
inhibit
effective
communication,
This
is
primarily
because
such
judg-
ation
technology
sai
munication
‘
Because
of
advances
in
com
of
information,
and
the
rapid
and
continual
proliferation
3
ve
information
r
eae
pier
‘mployees
and
managers
often
receive
more
ae
“
ments
interfere
with
listening.
When
people
make
’an
they
can
deal
with
effectively.
This
is
info
oF
a
judgment,
they
are
prone
to
stop
listening
at
that
formation
over
0
i
pad,
Managers
can
guard
against
1n
v
ELEVE!
ince
of
Quality
sonnel
to
commit
to
quality
ice
of
quality.
Communicating
lone
in
a
number
of
Ways
that
a
core
value
in
the
organiza
quality
expectations
in
all
job
ria
about
quality
in
all
perfor-
(4)
posting
quality
benchmarks
ice,
(5)
making
decisions
on
the
quality,
and
(6)
talking
about
qual-
meets.
stomer
focus
(internal
and
external),
lvement
and
empowerment,
leadership,
making,
problem
prevention,
problem
t
resolution.
Each
of
these
elements
is
five
communication.
means
basing
decisions
and
actions
on
mers.
Determining
the
needs
of
custom-
asking,
observing,
and
probing,
while
mindful
of
not
just
what
is
said
but
‘and
additionally
what
isn’t
said.
Total
ment
and
empowerment
requires
the
yorkplace
environment
that
promotes
ication.
ship
by
definition
requires
effective
Effective
leaders
are
those
who
inspire
ill
and
willing
commitment
to
the
orga-
omplish
this,
managers
must
com-
ees
about
the
organization’s
goals
and
e
goals
will,
in
turn,
help
employees
personal
goals.
is
very
nature,
depends
on
communi-
team
must
be
comprised
of
employ-
|
concerning
team
goals,
how
they
are
‘who
is
responsible
for
what,
and
how
Means
that
team
members
must
ate
among
themselves,
with
manag-
ams,
and
their
communication
must
endence
on
communication
also
ig,
problem
prevention,
problem
resolution.
Clearly,
communication
total
quality.
The
role
it
plays
is
Sender
FIGURE
11.3
Communication
as
a
Process,
N
Effective
Communication
NDERSTANDING
SOMMUNICATION
‘AS
A
PROCESS
Communication
is
a
process
with
severa]
Com,
Figure
11.3).
These
components
are the
message
ia
the
receiver,
and
the
medium.
The
sender
is
the
5:
source
of
the
message.
The
receiver
is
the
Person
My,
|
for
whom
the
message
1S
intended.
The
message
ig
ey,
mation,
idea,
feeling,
or
intent
that
is
to
be
cone
the:
stood,
accepted,
and
acted
on.
The
medium
ig
the
used
to
convey
the
message.
i
There
are
four
basic
categories
of,
Media:
nonverbal,
written,
and
electronic.
The
yerpai
Veh
includes
face-to-face
conversations,
telephone
sations,
speeches,
public
address
announcemeny,
conferences,
and
other
approaches
for
convey)
spoken
word.
The
nonverbal
category
includes
be
facial
expressions,
and
body
language.
The
Written
egory
includes
letters,
memorandums,
billboards,
by
boards,
manuals,
books,
and
any
other
method
of
cn
ing
the
written
word.
The
electronic
Category
incu.
the
transmission
of
digital
data
as
well
as
any
othe
jp,
of
electronic
transmission
that
can
be
converted
iy,
message
understood
by
humans(e.g.,
the
dot
andj
impulses
of
a
telegraph).
Technological
developments
are
having
¢
my
impact
on
our
ability
to
convey
information.
These
de
opments
include
word
processing,
satellite
commu
tion,
computer
modems,
cordless
telephones,
cell
telephones,
telephone
answering
machines,
facsal
machines,
pocket-sized
dictation
machines,
and
elevwws
mail.
No
matter
how
advanced
these
communicitié
enhancing
devices
have
become,
as
many
inhibites!
effective
communication
as there
ever
were
stil
eu
maybe
even
more.
Modern
managers
should
be
fant
with
these
inhibitors
in
order
to
be
able
to
avoid
ort
come
them.
RECOGNIZING
INHIBITORS
OF
COMMUNICATION
Managers
should
be
familiar
with
the
various
fats
inhibit
effective
communication
in
the
workpl#*®
o
erly
handled,
these
inhibitors
can
be
overcome
:
(Figure
11.4).
The
most
common
inhibitors
°
communication
are
as
follows:
ef”
nication.
It
involves
receiving,
the
message.
This
means
that
effective
communi
require
persuasion,
motivation,
on
the
part
of
managers.
understanding,
and
acting
on
We cc
ication
may
monitoring,
and
leadership
Communication
Levels
Figure
11.2
shows
the
various
levels
at
which
communica-
tion
can
take
place
in
a
company.
These
levels
are
explained
as
follows:
i
=
One-on-one—level
communication
involves
one
person
communicating
with
one
other
person.
This
might
in-
volve
a
face-to-face
conversation,
a
telephone
call,
or
even
a
simple
gesture
or
facial
expression.
a
Team-
or
unit-level
communication
is
communication
within
a
peer group.
The
primary
difference
between
one-
on-one-level
and
team-level
communication
is
that,
with
the
FIGURE
11.2
Communication
Levels.
__
Message
Understood
latter,
all
team
members
are
involved
in
the
process
at
once.
A
team
meeting
called
to
solve
a
problem
or
to
set
goals
would
be an
opportunity
for
team-level
communication.
=
Company-level
communication
is
communication
among
groups.
A
meeting
involving
various
different
depart-
ments
within
a
company
is
an
opportunity
for
company-
level
communication.
=
Community-level
communication
occurs
among
groups
in-
side
a
company
and
groups
outside
the
company.
Perhaps
the
most
common
examples
of community-level
communica-
tion
are
a
company’s
sales
force
communicating
with
clients
and
its
purchasing
department
communicating
with
vendors.
UNDERSTANDING
THE
ROLE
OF
COMMUNICATION
IN
TOTAL
QUALITY
If
total
quality
is
the
engine,
communication
is
the
oil
that
keeps
it
running.
Much
of
what
total
quality
is
all
about
depends
on
effective
communication.
Withoutit,
total
qual-
ity
breaks
down.
Some
of
the
key
elements
of
the
total
yin
hi
gaudy
ER
ELEVEN
Effective
Communication
not
make
premature
judgments
and
.n
mind.
Therefore,
it
is
important
for
sten
nonjudgmentally
when
talking
with
imptions.
Our
perceptions
are
influ-
sumptions,
Consequently,
inaccurate
as-
to
shut
down
communication
before
it
to
get
started.
ersyndrome.
Inthe
days
when
gladia-
‘ome’s
Coliseum,
it
was common
practice
rer
of
bad
news.
A
more
civilized
version
of
‘Still
very
common,
particularly
in
the
work-
ers
who
“kill
the
messenger”
when
an
em-
hard
truth
will
eventually
hear only
what
‘management
wants
to
hear.
This dan-
quickly
leads
to
uninformed,
ill-advised
Want
effective
communication
must
that
is
conducive
to
communication.
So
are
expected
to
communicate.
The
Wis
(WO-way,
continual,
and
intended
to
give
tion
they
need
to
achieve
peak
perfor-
improyement
as
they
do
their
jobs.
A
climate
is
one
in
which
information
is
people
are
afraid
to
ask
questions,
and
organi-
ider
knowledge
as
power—hence
they
gies
will
help
organizational
lead-
n
a
climate
that
is
conducive
to
n
and
openly.
Avoid
the
knowledge-is-
nd
communicate
to
empower.
rmation
to
be
communicated
to
a
form
nmunication
occurs
when
ie
a
Using
stories
to
i|-
lake
iS
an
excellent
way
Id
what
is
being
said
ante
stories
more
attentively
than
to
how
children
will
gather
around,
an
adult
tells
a
story.
Adults
are
not
|attentively
to
a
story,
2
Communicate
with
everyone
who
can
baat
formation
in
question.
Avoid
leayj
it
info!
ng
People
toy
loop.
;
=
Encourage
questions,
comments,
different»
opposing
opinions,
and
better
ideas
ang
take
hy
ously.
Avoid
one-way
communication,
then
u
Listen
assertively
and
objectively.
Ayoig
shoos
messenger
when
the
news
being
communicate
unwelcome.
isk
|
These
strategies
will
help
organizational
lead
a
climate
in
which
effective
communication
js
toting
sible,
it
is
the
norm.
Np,
COMMUNICATING
BY
LISTENING
|
One
of
the
most
important
communication
skills
iS
liste.
|
It
is
also
the
skill
people
are
least
likely
to
have,
Ate
yy,
good
listener?
Complete
the
listening
skills
asse5smey,
Figure
11.5
to
find
out.
If
you
are
a
good
listener,
your
answers
to
the
questing
in
Figure
11.5
will
be
as
follows:
1,
no;
2,
no;
3,
10,4
5,
no;
6,
no;
7,
yes;
8,
no;
9,
no;
and
10,
no.
Good
listeners
typically
listen
more
than
they
taj)
one
of
the
reasons
they
are
good
listeners,
Interruptingye:
ple
before
they
complete
a
statement
is
a
sign
of
impatizie
and
lack
of
interest
in
what
is
being
said.
This
can
hav:
doubly
negative
effect
on
communication.
First,
intemp
ing a
speaker
lessens
the
listener’s
chances
of
properly
je
ceiving
what
is
being
said.
Second,
it
can
turn
the
sped
off
because
it
sends
the
message,
“I
don’t
have
time
tol
ten
to
you.”
People
who
tune
out
and
think
ahead
to
theit
resp®
have
more
interest
in
their
own
message
than
that
oft
speaker.
Accurate
perception
is
difficult
enough
when
wo
in,
It
is
impossible
when
tuned
out.
A
tuned-in
i
should
be
able
to
di
gest
a
speaker’s
message,
paraphss*
and
repeat
it
back.
Paraphrasing
does
not
mean
Pa”
back
the
speaker’s
exact
words:
it
means
summasZs
message
in
your
own
words.
This
lets
speakers
kn?"
have
been
heard
and
understood.
Stating
an
opinion
before
a
speaker
has
fim!
ad
her
message
and
continuing
to
do
other
tasks
while
ae
is
speaking
both
send
the
same
message:
“I
jon
hear
it.”
Managers
who
send
this
message
will
e¢t
Me
ask
for.
The
problem
with
this
is
that in
a
total
qual
Ung,
managers
need
to
hear
it.
esl”
Even
the
best
listeners
sometimes
must
5!
for
clarification.
When
the
message
isn’t
clea
a
vat
should
ask
questions.
Not
only
does
questioning
ii
Perception
but
also
it
shows
the
speaker
thi!
4
ve)
1s
tuned
in
and
wants
to
understand.
There
2
a
‘0
handle
questions.
The
first
is
to
wait
un!l
the
Pauses
or
begins
to
moye
on
to
another
ti
spit
This
is
an
appropri
sea
question
sath
at
this
point
will
n
ker
(0
Jose
seed
bil
finished
a
FIG
ori;
poi
rais
is
2
wa:
Sta
COMMUNICATION 1
Communication
Breanna F
COMMUNICATION 2
Communication
Communication is an inalienable element of human interaction. The significance of
communication is specified in the Scripture, according to which, “An unreliable messenger
stumbles into trouble, but a reliable messenger brings healing” (Proverbs 13:17). Inspired by this
verse, the thread elaborates on the factors that are needed for successful communication of a
quality project.
To discuss the factors for successful communication, it is first necessary to understand
the meaning invested in the notion. Goetsch and Davis (2021) in their book, define
communication as “the transfer of a message (information, idea, emotion, intent, feeling, or
something else) that is both received and understood” (p. 162). Hence, the ultimate goal of
effective communication is to make the message understandable for the parties involved.
Although the experts distinguish between a plethora of factors, the limited scope of this
response encourages taking a look into only some of them including active listening and absence
of any physical barriers. The significance of active listening for the effective communication can
be hardly underestimated. The positive effect is due to the essence of active listening as “the act
of hearing a speaker, avoiding premature judgment, reflecting understanding, clarifying
information through restating a paraphrased version of the speaker’s message and asking
questions, summarizing, and sharing” (Topornycky, Golparian, 2016, p. 176). Thus, active
listening helps the parties to reach some common ground by agreeing on the message invested in
a particular message. In project management, agreement is needed to avoid unproductive
conflicts and to sparingly use time and other scarce resources.
Also, there is the relationship between the absence of physical barriers and the
effectiveness of communication in a project. According to one source, physical barriers to
COMMUNICATION 3
quality communication can be divided into five groups, namely, time, space, place, noise, and
climate (Massa, Mengjo, 2016). For example, lack of time deprives the parties of an opportunity
to discuss an issue in sufficient detail, which is likely to result in errors and conflicts
undermining the quality of communication. Alternatively, noisy environment means that part, or
the whole, message remains unheard or misunderstood. Obviously, the message of the kind will
not contribute to the effective interaction in project management. However, the good news is that
awareness and acknowledgment of physical barriers help to plan an interaction in a way to
ensure the message is delivered and understood. In particular, a speaker is recommended to
schedule the meeting in a way to have enough time to articulate the main ideas, answer
questions, and discuss the obtained feedback. Also, the speaker can make sure that the meeting
room is clean, ventilated, and quiet, so nothing distracts the recipients.
In summary, effective communication is the cornerstone of a quality project
management. The communication is effective if the parties are aware of and control the factors
shaping an interaction. The factors include, but are not limited, to the use of active listening and
control over physical barriers to communication. The thread provided some considerations to
exercise control over the factors shaping communication in quality projects.
COMMUNICATION 4
References
Goetsch, D.L., Davis, S. (2021). Quality management for organizational excellence. Boston,
MA: Pearson.
Massa, M.E., Mengjo, L.K. (2016). Dynamics of communication barriers on public institutions;
the case of NDU Council, North West Region Cameroon. International Journal of
Humanities, Social Sciences and Education, 3(8), 14-30.
Topornycky, J., Golparian, S. (2016). Balancing openness and interpretation in active listening.
Collected Essays on Learning and Teaching, IX, 175-181.
DISCUSSION BOARD 5 1
Successful Communication Factors for Total Quality Management
William S
DISCUSSION BOARD 5 2
Successful Communication Factors for Total Quality Management
Communication is key to every endeavor undertaken by companies. Even more critical is
communication regarding quality projects as an acute level of detail is needed. It is important to
take quality issues seriously since it directly affects customers. 2 Timothy 1:14 says, “By the
Holy Spirit who dwells within us, guard the good deposits entrusted to you”. (English Standard
Version, 2001). Taking care of entrusted responsibilities is everyone’s concern, and in order to
meet this requirement, communication with all stakeholders is needed. Successful
communication is no easy accomplishment considering the number of stakeholders often
involved and the complicated nature of the information. Put another way, it is “fundamental to
leadership, decision making, problem solving, teamwork, training employee involvement and
empowerment, ethics, and all other areas of concern to modern managers” (Goetsch & Davis,
2021, p. 162). Trying to achieve total quality without any of these concepts would be
impossible, making communication a critical component of any organization.
Communication and Effective Leadership
Leadership is essential to guide a team through Total Quality Management. Leaders,
however, need to learn how to communicate both the problem and the necessary steps to achieve
a solution. As leaders, the example to be set starts with them. Thus, managers must
communicate with employees about the organization’s goals, and how accomplishing these goals
will further the employees’ own personal ones (Goetsch & Davis, 2021). By starting off with
this approach, it demonstrates to the workforce that their organization has a culture of
empowerment. Total Quality Management should be seen as an empowering method as opposed
to a controlling one, something leadership needs to remember (Talib & Rahman, 2015). The
only way this is going to be achieved, however, is through the previously mentioned
DISCUSSION BOARD 5 3
communication. Conversely, a lack of communication was the most significant barrier to
achieving Total Quality Management (Talib & Rahman, 2015). Effective leadership needs to
both rely on communication from the workforce as well as enforce its use. Opening up lanes for
effective communication to travel is paramount to a total quality organization and should be
pursued by leadership.
Necessary Ingredients
There are many ingredients necessary to achieve this level of communication. First, there
is a need to communicate often and openly (Goetsch & Davis, 2021). Withholding information
because of the perception that it will not be received openly does not drive the requisite culture.
Furthermore, if employees belong to a culture that prohibits cross-department communication,
innovation is unlikely to occur (Akgun et al., 2014). Second, the message must be translated to
an easily understood and memorable one. If the message fails to land a mark on the listener, it is
not likely to gain traction where needed. A third ingredient is ensuring pertinent stakeholders are
informed. For example, an email to the department head may not mean that individual will
forward it to the specific employee that needs to know. Fourth, encouraging questions and
avoiding one-way communication is required. There should be a free flow of information in
both directions as this is a cornerstone of innovation and by extension, Total Quality
Management. This level of open communication is a foremost sign of a positive total quality
culture (Akgun et al., 2014). All of these ingredients are necessary for a culture that values and
pursues effective leadership.
Verbal Versus Written Mediums
Since communication is key to successful total quality implementation, so to is the
method it is conducted. The first medium is written communication, which is deliberate and
DISCUSSION BOARD 5 4
meant to convey actionable ideas. This type of communication is best for general information
and anything that requires action from employees (Goetsch & Davis, 2021). Having goals or
tasks in written form allows the employees a chance to stay focused on them and leadership the
ability to hold them accountable. Written communication is also required when promoting
innovation and development (Akgun et al., 2014).
Alternatively, verbal communication is also a useful medium. Verbal is best when
reprimanding employees is necessary or to resolve conflicts (Goetsch & Davis, 2021). It is the
quickest method to the point of the matter.
The third method is a hybrid of the two and combines both positive qualities. Written,
followed by verbal, is best for communicating a message requiring future action (Goetsch &
Davis, 2021). Deliver the written message and then explain it verbally to add emphasis and
mitigate confusion. Regardless of the medium chosen, both forms of communication not only
communicate issues but also promote knowledge transfer and integration, which is needed for
continuous improvement (Akgun et al., 2014).
Communication is a cornerstone of Total Quality Management. In cultures that embrace
it, the potential is enormous. Conversely, it can provide the largest barrier to achieving Total
Quality Management. Whether using written or verbal means, organizations must endeavor to
master this concept in order to maximize its fullest potential.
DISCUSSION BOARD 5 5
References
Akgun, A. E., Ince, H., Imamoglu, S. Z., Keskin, H., & Kocoglu, I. (2014). The mediator role of
learning capability and business innovativeness between total quality management and
financial performance. International Journal of Production Research, 52(3), 888-901.
https://doi.org/10.1080/00207543.2013.843796
English Standard Version Bible. (2001). Crossway Bibles. https://openbible.info
Goetsch, D. L., & Davis, S. B. (2021). Quality Management for Organizational Excellence (9th
ed.). Pearson Education.
Talib, F., & Rahman, Z. (2015). Identification and prioritization of barriers to total quality
management implementation in service industry: An analytic hierarchy process approach.
TQM Journal, 27(5), 591-615. https://doi.org/10.1108/TQM-11-2013-0122
Outline
Topic: Communication
Format – Essay
Introduction
Background
Successful communication of quality projects is increasingly essential in the actualization
of the set project goals and deliverables. Effective communication contributes to the
success of the project in a variety of ways
One important factor to understand is that there are a variety of factors that influence the
successful communication of quality projects. Organizations and business enterprises are
increasingly encouraged to identify these factors and leverage them to achieve their set
targets
Overview
Body:
i. First, there is the proximity factor. Proximity factors comprise of a variety of things
including the position an individual takes when communicating to another, the office
arrangement, and the types of fixtures and decorations installed
ii. When it comes to successful communication, individuals are increasingly advised to take
into consideration proximity factors and how they influence the communication process
iii. Body factors also play a crucial role in influencing the successful communication of
quality projects. It is essential to understand that gestures, body posture, mode of
dressing, and facial expressions directly influence the communication process
Message
i. In this case, when a message is conveyed, employees are more likely to take it seriously.
Individuals are increasingly encouraged to consider body factors when conveying
messages.
ii. When successfully communicating on a quality project, the voice factors also need to be
considered. Voice factors play a critical role in influencing non-verbal communication
iii. These factors indicate things such as acceptance, anger, fear, impatience, interest, and
confidence. Consequently, when communicating on a quality project, it is necessary to
evaluate the message in order to decide on which non-verbal cues and voice factors to
employ
iv. This scripture emphasizes on the importance of using the right voice and body factors to
communicate. In this case, the context of the message and the audience should be
considered to identify the most effective techniques to leverage.
Conclusion
i. It is often advisable to employ a mix of active and empathetic listening skills when
communicating with people. This influences the creation of an environment where both
the speaker and the audience feel regarded and respected.
References
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
https://www.pearsonhighered.com/assets/preface/0/1/3/5/0135577322.pdf
Radovic Markovic, M., & Salamzadeh, A. (2018). The importance of communication in business
management. In Radovic Markovic, M., & Salamzadeh, A.(2018). The Importance of
Communication in Business Management, The 7th International Scientific Conference on
Employment, Education and Entrepreneurship, Belgrade, Serbia.
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3578378
Winbow, A. (2002, March). The importance of effective communication. In International
Seminar on Maritime English (pp. 20-22).
Running Head: COMMUNICATION 1
Communication
Institutional Affiliation
Name
Date
COMMUNICATION 2
Communication
Successful communication of quality projects is increasingly essential in the actualization
of the set project goals and deliverables. Effective communication contributes to the success of
the project in a variety of ways. It helps build the morale of employees while at the same time
ensuring satisfaction and engagement. It influences teamwork and collaboration which in turn,
influences the identification of a common vision and mission. One important factor to understand
is that there are a variety of factors that influence the successful communication of quality
projects. Organizations and business enterprises are increasingly encouraged to identify these
factors and leverage them to achieve their set targets (Goetsch & David, 2014). This paper is
purposed at providing an overview of the factors that influence the successful communication of
quality projects.
First, there is the proximity factor. Proximity factors comprise of a variety of things
including the position an individual takes when communicating to another, the office
arrangement, and the types of fixtures and decorations installed. A manager or leader who sits
next to an employee conveys a different message than the one who sits further up the corner.
Similarly, a manager or dealer that creates an office environment that is comfortable directly
sends a positive message that invites communication while a manager that portrays a stark and
impersonal office personality conveys a negative message (Radovic Markovic & Salamzadeh,
2018). When it comes to successful communication, individuals are increasingly advised to take
into consideration proximity factors and how they influence the communication process.
Body factors also play a crucial role in influencing the successful communication of
quality projects. It is essential to understand that gestures, body posture, mode of dressing, and
COMMUNICATION 3
facial expressions directly influence the communication process. For instance, a well-groomed
manager or leader inspires the employees and followers which in turn influence respect and
admiration. In this case, when a message is conveyed, employees are more likely to take it
seriously. Individuals are increasingly encouraged to consider body factors when conveying
messages. In this case, an assessment and evaluation of the message needs to be conducted to
identify the appropriate body factors to leverage. For example, when communicating to the
stakeholders, managers and leaders are advised to dress formally and leverage the use of formal
language.
When successfully communicating on a quality project, the voice factors also need to be
considered. Voice factors play a critical role in influencing non-verbal communication (Winbow,
2002). In addition to listening to the words conveyed, people listen for factors such as the tone,
pitch, volume, and rate of speech used. These factors indicate things such as acceptance, anger,
fear, impatience, interest, and confidence. Consequently, when communicating on a quality
project, it is necessary to evaluate the message in order to decide on which non-verbal cues and
voice factors to employ. For instance, according to Proverbs 6: 12-13; a worthless, or wicked
man uses crooked speech and signals to convey their message. This scripture emphasizes on the
importance of using the right voice and body factors to communicate. In this case, the context of
the message and the audience should be considered to identify the most effective techniques to
leverage.
One important factor to understand is that communication is two-way traffic. For
example, in the case of an organization, both employees and the management are involved in the
communication process. The management employs the identified factors to influence effective
communication while employees leverage good listening skills. In this case, they ask questions
COMMUNICATION 4
where clarification is needed or provide appropriate responses to the message conveyed. It is
often advisable to employ a mix of active and empathetic listening skills when communicating
with people. This influences the creation of an environment where both the speaker and the
audience feel regarded and respected.
COMMUNICATION 5
References
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
https://www.pearsonhighered.com/assets/preface/0/1/3/5/0135577322.pdf
Radovic Markovic, M., & Salamzadeh, A. (2018). The importance of communication in business
management. In Radovic Markovic, M., & Salamzadeh, A.(2018). The Importance of
Communication in Business Management, The 7th International Scientific Conference on
Employment, Education and Entrepreneurship, Belgrade, Serbia.
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3578378
Winbow, A. (2002, March). The importance of effective communication. In International
Seminar on Maritime English (pp. 20-22).
Outline
Topic: Communication
Format – Essay
Introduction
Background
Successful communication of quality projects is increasingly essential in the actualization
of the set project goals and deliverables. Effective communication contributes to the
success of the project in a variety of ways
One important factor to understand is that there are a variety of factors that influence the
successful communication of quality projects. Organizations and business enterprises are
increasingly encouraged to identify these factors and leverage them to achieve their set
targets
Overview
Body:
i. First, there is the proximity factor. Proximity factors comprise of a variety of things
including the position an individual takes when communicating to another, the office
arrangement, and the types of fixtures and decorations installed
ii. When it comes to successful communication, individuals are increasingly advised to take
into consideration proximity factors and how they influence the communication process
iii. Body factors also play a crucial role in influencing the successful communication of
quality projects. It is essential to understand that gestures, body posture, mode of
dressing, and facial expressions directly influence the communication process
Message
i. In this case, when a message is conveyed, employees are more likely to take it seriously.
Individuals are increasingly encouraged to consider body factors when conveying
messages.
ii. When successfully communicating on a quality project, the voice factors also need to be
considered. Voice factors play a critical role in influencing non-verbal communication
iii. These factors indicate things such as acceptance, anger, fear, impatience, interest, and
confidence. Consequently, when communicating on a quality project, it is necessary to
evaluate the message in order to decide on which non-verbal cues and voice factors to
employ
iv. This scripture emphasizes on the importance of using the right voice and body factors to
communicate. In this case, the context of the message and the audience should be
considered to identify the most effective techniques to leverage.
Conclusion
i. It is often advisable to employ a mix of active and empathetic listening skills when
communicating with people. This influences the creation of an environment where both
the speaker and the audience feel regarded and respected.
References
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
https://www.pearsonhighered.com/assets/preface/0/1/3/5/0135577322.pdf
Radovic Markovic, M., & Salamzadeh, A. (2018). The importance of communication in business
management. In Radovic Markovic, M., & Salamzadeh, A.(2018). The Importance of
Communication in Business Management, The 7th International Scientific Conference on
Employment, Education and Entrepreneurship, Belgrade, Serbia.
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3578378
Winbow, A. (2002, March). The importance of effective communication. In International
Seminar on Maritime English (pp. 20-22).
Running Head: RESPONSES 1
Responses
Institutional Affiliation
Name
Date
RESPONSES 2
Responses
Response to Breanna F.
I found your discussion post increasingly informative and insightful. I agree with your
discussion post that communication is an integral element in human interaction. Its importance is
captured in various biblical scriptures that emphasize the importance of having good
communication skills when conveying messages. In the business environment, successful
communication is essential in influencing the actualization of the set goals and objectives. As a
result, the management is increasingly encouraged to leverage good communication skills in
conveying their messages and information to the employees. This has led to the identification of
a plethora of factors that influence successful communication in quality projects.
The first factor identified is active listening. Active listening promotes the recognition of
other people’s feelings and perspectives. It assures the speaker that the message conveyed is
being understood clearly. In project management, active listening is integral in the management
of conflicts (Goetsch, 2021). It influences the creation of an environment where the perspective
of both parties is respected, whether it is agreeable or not. Active listening is also directly linked
to the formation of healthy workplace relationships. Research shows that there are two primary
types of listening; listening to understand and listening to respond. Individuals that listen to
understand often form better relationships with others and are more empathetic in their
approaches and responses.
Another factor that influences effective communication in the workplace is emotional
intelligence (Massa, 2016). Emotional intelligence is also referred to as the emotional quotient. It
pertains to the ability of an individual to understand, leverage, and manage their emotions in
RESPONSES 3
positive ways to communicate effectively, overcome challenges and obstacles and empathize
with others. It is essential to understand that emotional intelligence directly contributes to the
formation of stronger work relationships. In this case, the project members create an
environment characterized by trust and consideration which inherently influences increased
collaboration and cooperation.
Emotional intelligence is largely defined by four attributes including self-awareness, self-
management, social awareness, and relationship management. In the case of self-management,
the individual is capable of controlling their behaviors and feelings and following through with
commitments regardless of the obstacles or challenges faced. In quality projects, it is often
emphasized that the leader should possess strong self-management skills as this translates to the
management of employees. Self-awareness on the other hand involves the recognition of your
emotions and how they affect your behaviors and thoughts (Thompson, 2018). In this case, an
individual clearly understands their strengths and weakness. This is especially important when it
comes to quality project teams. Each of the project members clearly understands themselves,
which directly influences the roles they take. Needless to say, your discussion was really
informative. The above points will also provide more insight and information that can be
leveraged to influence your understanding and comprehension.
Response to William S.
I found your discussion post clearly organized and well-structured. Your first paragraph
presented information on the importance of effective and successful communication in quality
projects. It is essential to understand that communication directly influences the quality of the
products or services offered to the consumers. It influences the actualization of the set goals and
RESPONSES 4
objectives. Consequently, leveraging communication in project management is increasingly
essential towards achieving the set deliverables. With the importance of communication being
highlighted, it has become increasingly essential to study and understand the factors that
influence successful communication in quality project management (Topornycky, 2016). Your
discussion post also highlighted the relationship between effective communication and
leadership. It is vital to understand that leadership is increasingly vital when it comes to total
quality management. As a result, leaders need to learn skills that they can leverage in
communicating effectively. For instance, leaders can leverage both active and empathic listening.
This creates an environment where the employees feel respected and regarded which inherently
influences motivation. It unleashes a chain of events that consequently influence the
actualization of the set goals and objectives.
There are two types of communication; verbal and non-verbal communication. According
to the textbook, to communicate effectively and successfully, leaders need to learn how to
leverage both. For instance, when communicating verbally, it is advisable to use body language
and gestures to create emphasis in the message conveyed. Non-verbal communication can help
indicate feelings of anger, happiness, and joy (Goetsch, 2021). As a result, it can be leveraged
towards influencing successful communication, when paired up with verbal communication.
According to the research, effective communication in quality projects influences morale in
employees. One of the primary sources of low employee morale in the workplace is poor
communication. When employees experience low morale levels, it is often reflected in the lack
of productivity and mediocre work. This often leaves them with a sense of low self-esteem, guilt,
and embarrassment. According to research, transparency plays a vital role in influencing high
morale in the workplace. However, transparency is achieved through effective communication.
RESPONSES 5
Consequently, the management is encouraged to practice good communication skills as it
directly influences the productivity of employees which in turn, influences the actualization of
the set goals and objectives.
In conclusion, I agree with your discussion post that effective communication forms the
cornerstone of successful quality management. However, one important factor to understand is
that communication is only effective if the parties involved are aware of the factors that shape
the interaction and communication process (Turaga, 2016). Consequently, both parties should
leverage good communication skills and abilities for the communication process to be
successful. In the workplace, this emphasizes the role employees play in the communication
process. Previous works have been dedicated to building good communication skills in
management. With advancement and development, the focus has also been shifted to the role
employees and project members play in successful communication.
RESPONSES 6
References
Goetsch, D.L., Davis, S. (2021). Quality management for organizational excellence. Boston,
MA: Pearson.
Massa, M.E., Mengjo, L.K. (2016). Dynamics of communication barriers on public institutions;
the case of NDU Council, North West Region Cameroon. International Journal of
Humanities, Social Sciences and Education, 3(8), 14-30.
Thompson, N. (2018). Effective communication: A guide for the people professions. Macmillan
International Higher Education.
Topornycky, J., Golparian, S. (2016). Balancing openness and interpretation in active listening.
Collected Essays on Learning and Teaching, IX, 175-181.
Turaga, R. (2016). Organizational models of effective communication. IUP Journal of Soft
Skills, 10(2), 56.
