Importance of Open Communication
Your written report is almost completed! You will need to explain how you can implement and maintain communication channels and effectively liaise with management.
These are the aspects to cover for this section:
- Explain the importance and how you would maintain open communication with line manager
An open communication helps in a two-way conversation in an open, honest and respectable manner. This can help to improve the relation within the team.
Open communication can be maintained with line manager through frequent meetings, performance review and feedback sessions and using communication technologies. Open communication can also be supported by fostering a positive working environment, in which feedbacks from all levels would be encouraged and appreciated. A two-way feedback system can be used to support an open communication, where both the team members and the management can provide feedback on each other’s performances and understand each other’s views and objectives.
- Explain the concept of synergistic communication. Would you implement this within your work team?
Synergistic Communication is a communication strategy in a team setup, where any problems and challenges that is faced by the team is openly discussed, from various points of view to reach a solution. This can also help to develop a long-term relationship within the team as well as with the clients. This strategy can be useful to be implemented in the team and foster an environment of continuous improvement, and clarity in the teamwork, team performance and team objectives.In my team, would encourage synergistic communication in order to identify and analyse every problem from every direction.
- Are communication and reporting important for productivity and progress of your event? In what ways can the team report progress?
Communication and reporting are very vital to ensure progress and productivity of the team. Effective communication strategies can help in the effective sharing of team goals, performance and two-wayfeedbacks, and thus help to identify scope for further improvement. Similarly, good report can help in the assessment of the productivity, performance and orientation to team objectives.
Team reports can also be improved by following a well-structuredformat that is easy to understand and visualise. Reports can be effective strategy to monitor team progress, by identifying the achievements of key milestones of team performance, and showing the productivity of the team.
- How will you pass on information to your team from the management?
Team performance reports can be shared with the team members through team meetings, and using bulletin boards and online communication platforms such as whiteboards. Individual or one on one meetings can be used to share individual feedbacks with team members.The strategy used to share the information would however depend on the sensitivity of the information and how personal the information is. Information such as team performance and management policies can be put on team boards and bulletins, while specific individual feedbacks can be shared one on one. The team captain can also act as an additional interface for passing information.
- If there are any problems or issues, how will you follow them up with management?
In cases of challenges or problems, the management can be followed up through a systematic and timely approach, using professional modes of communication such as emails and memo, and other forms of digital communication. Setting up objectives for resolution is also useful, as it can help to focus on the key agendas that needs to be clarified with the management. Along with the agendas, a specific timeframe can also be used, that can ensure the agendas or problems are discussed within a specific timeframe. Meetings can be held for follow up sessions on a regular basis, to ensure the issues are being addressed.
Well done! You have completed your Written Report!
Make sure to submit your work to your trainer for marking purposes.
You only need to complete the following activity in PART E to check your knowledge!
Check your knowledge and understanding of how to provide support and encouragement within your team!
You are required to complete the following activity to be submitted to your trainer as assessment evidence.
Your organisation has been making some changes and you have been asked to take on the role of facilitator for a newly formed customer service team!
The team will be made up of some recently appointed employees and a number of long-term employees. You know some of them quite well.
From the list below, what actions, would you take in developing this team? Thick the right box!
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Action |
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No |
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Tell the group the results you want to see – and when you want to see them |
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Tell the group haw things will be done |
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Clarify goals and the group how best they can be achieved |
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Use I and You in your discussions with the group |
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Use We in your discussions |
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Tell the group what you need to do for them and with them |
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Ask the group what they would like you to plan and do |
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Communicate the rules and procedures you want followed |
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Enable the group to develop achievement objectives their way |
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Provide all the information the group requests to help in setting objectives |
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Restrict information to what you think is necessary |
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Criticise the group or members to colleagues or management |
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Champion the group to outsiders and strongly support them |
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Determine the individual skills, goals, personal values and feelings of group members |
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Determine the interest of individual group members |
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Tell the group about yourself and your ideas |
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Ask group members to reciprocate |
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Ask group members to share personal experiences and knowledge within a customer service setting |
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Keep and maintain professional working relationships within your team |
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Encourage competition between team members |
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Encourage cooperation and emphasise the need for constructive conflict resolution |
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Collectively determine group norms and values |
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State the norms and values the organisation requires |
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Explain to the group that the intention is for them to become a self-managing team and clarify what this means |
References
Bennett, Tia, and Megan Nelson. “The Effect of Coaching Styles and Athletes’ Goal: Orientation on Level of Enjoyment in Sport.” Journal of the Oklahoma Association for Health, Physical Education, Recreation, and Dance 52, no. 2 (2015).
Cassidy, Tony, Paul Cummins, and Ian O’Boyle. Leadership in sports coaching: a social identity approach. Routledge, 2017.
Cogburn, Mark, Rita Horton, and Shawn E. McNeil. “Considering a Relationship Between Dysfunctional Coaching Styles in Youth Sports and the Development of Hazardous Attitudes in Players.” Psychology 7, no. 8 (2017): 445-452.
Collins, Loel, and Dave Collins. “Integration of professional judgement and decision-making in high-level adventure sports coaching practice.” Journal of sports sciences 33, no. 6 (2015): 622-633.
Denison, Jim, Joseph P. Mills, and Timothy Konoval. “Sports’ disciplinary legacy and the challenge of ‘coaching differently’.” Sport, education and society 22, no. 6 (2017): 772-783.
Jones, Robyn L., Christian Edwards, and IA Tuim Viotto Filho. “Activity theory, complexity and sports coaching: An epistemology for a discipline.” Sport, education and society 21, no. 2 (2016): 200-216.
Nicholls, Adam R. Psychology in sports coaching: theory and practice. Routledge, 2017.
Ojala, Anna-Liisa, and Holly Thorpe. “The role of the coach in action sports: Using a problem-based learning approach.” International sport coaching journal 2, no. 1 (2015): 64-71.
Robinson, Paul E. Foundations of sports coaching. Routledge, 2014.
Townsend, Robert C., Brett Smith, and Christopher J. Cushion. “Disability sports coaching: towards a critical understanding.” Sports coaching review 4, no. 2 (2015): 80-98.
Turnnidge, Jennifer, M. Evans, Matthew Vierimaa, Veronica Allan, Jean Côté, and N. L. Holt. “Coaching for positive youth development.” Positive youth development through sport (2016): 137-150.
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