Giving and receiving information
Featured in the Partnerships at Work training manual
By Ken Birkett & Val Rowland
Category: Performance Management
Credit price: 4 download credits (Single user)
Relationships at work involve many forms of communication. Communication may be thought of as the sharing of information, attitudes and feelings by words, tones and behaviour. Reasons for communication include: gaining or passing on knowledge; getting or giving help; learning or teaching; changing ideas; persuading; and negotiating. The problem with communication is that there are many barriers. Things like people’s perceptions, their ability to make judgements and the inability to write clearly, affect the process. Those who are able to develop effective interpersonal skills will stand a greater chance of performing well and maintaining job satisfaction. Our success in a managerial role, with responsibility for others, depends on the impressions we made. Others continuously judge the way we behave. All people need a boss who provides them with basic requirements for a successful workplace relationship. Effective communication is one of the key means a boss can use to achieve a workplace relationship which is beneficial for both. Communication needs planning to be effective. People need to understand and pay attention to what is required, for them to perform effectively. A boss can assist this by proper communication. They should never hear a team member say, ‘My manager excludes me from important meetings and information.’
You being this training activity by asking participants to consider what a boss should provide for a subordinate, to allow the relationship to be successful in relation to both information and treatment. Participants report some of their ideas, and then you explain what a boss should provide. You then move on to communication problems. Participants think about communication problems they have experienced and then they discuss them in pairs. This is followed by feedback, and you present information considering how a message should be sent, the message itself, and the manner in which a message is received. You then organise participants to work in groups on a mini case-study exercise about a boss who excludes information. When they have finished, they report to the group as a whole. You summarise reasons for exclusion and emphasise the need for communication. You finish the training activity by asking participants to report on the main learning points for them, and ask them to record their behaviour as a boss or subordinate and to think of any means of improving this aspect of their work during their next week.
Who is it for: This training activity is intended for use by trainers to help participants understand the importance of giving and receiving information.
| Resource Type: | Activity |
| Min Group Size: | 6 |
| Max Group Size: | 12 |
| Typical Duration: | 01:35:00 |
| No of Pages: | 23 |
Resources: View standard resources for Fenman training activities
Purpose: This training activity is intended for use by trainers and can be used as part of a programme for people entering managerial roles, on any communication course, or as part of a personal development series.
Download the training activity, Giving and receiving information as featured in the Fenman training manual; Partnerships at Work