Module Title: Participating in Workplace Communication

TTLM Code: EIS CCS2 TTLM0919v1

This module includes the following Learning Guides
LG41: Obtain and convey workplace information
LG Code: EIS CCS2M13 LO1-LG-41
LG42:Participating in workplace meetings and discussions
LG Code: EIS CCS2M13 LO2-LG-42
LG43:Completing relevant work related documents
LG Code: EIS CCS2M13 LO3-LG-43
 INTRODUCTION

Welcome to the module ―Participating in Work Place Communication‖. This learner‘s guide was prepared
to help you achieve the required competence in ―Customers contact works support Level- II‖. This will be
the source of information for you to acquire knowledge attitude and skills in this particular occupation with
minimum supervision or help from your trainer.

LEARNING OUTCOMES

At the end of this module the Trainees will be able to:

LO1. Obtain and convey workplace information

LO2. Participate in workplace meetings and discussions
LO3. Complete relevant work related documents

Learning Instructions:

1. Read the specific objectives of this Learning Guide.

2. Follow the instructions described
3. Read the information written in the ―Information Sheet‖. Try to understand what are being discussed. Ask
you teacher for assistance if you have hard time understanding them.
4. Accomplish the ―Self-checks‖ .
5. Ask from your teacher the key to correction (key answers) or you can request your teacher to correct your
work. (You are to get the key answer only after you finished answering the Self-check).
6. Submit your accomplished Self-check. This will form part of your training portfolio.
 LG41: Obtain and convey workplace
Instruction Sheet
information

Information sheet-One Obtain and convey workplace information

I. Work place Information

1.1Sources of Information

A source of information is one of the basic concepts of communication and information

processing. Sources are objects which encode message data and transmit the information, via a
channel, to one or more receivers.

In the strictest sense of the word, particularly in information theory, a source is a process that
generates message data that one would like to communicate, or reproduce as exactly as possible
somewhere else in space or time.

In general it is possible to group sources in to two, i.e primary source and secondary sources.
Appropriate sources in the organization context include the following
 Team members
 Suppliers
 Trade personnel
 Local government
 Industry bodies

For a better communication it is very important to identify specific needs and relevant
information. It is also very important to find and accessed appropriate sources of information.

1.2 Communication Skills

Communication is a process of transferring information from one entity to another.
Communication processes are sign-mediated interactions between at least two agents which
share a repertoire of signs and semiotic rules. Communication is commonly defined as "the
imparting or interchange of thoughts, opinions, or information by speech, writing, or signs".
Although there is such a thing as one-way communication, communication can be perceived
better as a two-way process in which there is an exchange and progression of thoughts, feelings
or ideas (energy) towards a mutually accepted goal or direction (information).

Communication is a process whereby information is enclosed in a package and is channeled and

imparted by a sender to a receiver via some medium. The receiver then decodes the message and
gives the sender a feedback. All forms of communication require a sender, a message, and an
intended recipient; however the receiver need not be present or aware of the sender's intent to
communicate at the time of communication in order for the act of communication to occur.
Communication requires that all parties have an area of communicative commonality. There are
auditory means, such as speech, song, and tone of voice, and there are nonverbal means, such as
body language, sign language, paralanguage, touch, eye contact, through media, i.e., pictures,
graphics and sound, and writing.

There are numerous definitions of communications ranging from highly technical ones to
generalized versions that suggest all human activities as forms of communications. However the
following definition offered by William Scott in his organization theory appears
comprehensive and specially satisfying the students of business communication since it touches
all aspects of the process. Administrative communication is a process which involves the
transmission and accurate replication of ideas ensured by feedback for the purpose of eliciting
actions which will accomplish organizational goals.

1.2.1 Active listening

Active listening is an intent to "listen for meaning‖. Active listening requires the listener to
understand, interpret, and evaluate what he or she heard. The ability to listen actively can
improve personal relationships through reducing conflicts, strengthening cooperation and
fostering understanding.

When interacting, people often are not listening attentively to one another. They may be
distracted, thinking about other things, or thinking about what they are going to say next (the
latter case is particularly true in conflict situations or disagreements).

Active listening is a structured way of listening and responding to others. It focuses attention on
the speaker. Suspending one‗s own frame of reference and suspending judgment are important in
order to fully attend to the speaker. It is important to observe the other person's behavior and
body language. Having the ability to interpret a person's body language allows the listener to
develop a more accurate understanding of the speaker's words. Having heard, the listener may
then paraphrase the speaker‗s words. It is important to note that the listener is not necessarily
agreeing with the speaker—simply stating what was said. In emotionally charged
communications, the listener may listen for feelings. Thus, rather than merely repeating what the
speaker has said, the active listener might describe the underlying emotion (―you seem to feel
angry‖ or ―you seem to feel frustrated, is that because…?‖).

Individuals in conflict often contradict one another. This has the effect of denying the validity of
the other person‗s position. Either party may react defensively, and they may lash out or
withdraw. On the other hand, if one finds that the other party understands, an atmosphere of
cooperation can be created. This increases the possibility of collaborating and resolving the
conflict.

In the book Leader Effectiveness Training, Thomas Gordon, who coined the term "active
listening" states "Active listening is certainly not complex. Listeners need only restate, in their
own language, their impression of the expression of the sender. ... Still, learning to do Active
Listening well is a rather difficult task.

A four step process (termed "Nonviolent Communication" or "NVC") was conceived by

Marshall Rosenberg which can help facilitate the process of active listening. "When we focus on

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clarifying what is being observed, felt, and needed [and requested] rather than on diagnosing and
judging, we discover the depth of our own compassion. Through its emphasis on deep
Listening to ourselves as well as others NVC fosters respect, attentiveness, and empathy, and
engenders a mutual desire to give from the heart. Rosenberg further clarifies the intricacy of
perception and addictiveness of what he calls "deep listening" by saying; "While I conveniently
refer to NVC as a ―process‖ or ―language,‖ it is possible to express all four pieces of the model
without uttering a single word. The essence of NVC is to be found in our consciousness of these
four components, not in the actual words that are exchanged.

Becoming an Active Listener

There are five key elements of active listening. They all help you ensure that you hear the other
person, and that the other person knows you are hearing what they are saying.

1. Pay attention
Give the speaker your undivided attention and acknowledge the message. Recognize that
what is not said also speaks loudly.
o Look at the speaker directly.
o Put aside distracting thoughts. Don‗t mentally prepare a rebuttal!
o Avoid being distracted by environmental factors.
o ―Listen‖ to the speaker‗s body language.
o Refrain from side conversations when listening in a group setting.

2. Show that you are listening.

Use your own body language and gestures to convey your attention.
o Nod occasionally.
o Smile and use other facial expressions.
o Note your posture and make sure it is open and inviting.
o Encourage the speaker to continue with small verbal comments like yes, and uh
huh.

3. Provide feedback.
Our personal filters, assumptions, judgments, and beliefs can distort what we hear. As a
listener, your role is to understand what is being said. This may require you to reflect what
is being said and ask questions.
o Reflect what has been said by paraphrasing. ―What I‗m hearing is…‖ and Sounds
like you are saying…‖ are great ways to reflect back.
o Ask questions to clarify certain points. ―What do you mean when you say…‖ Is
this what you mean?
o Summarize the speaker‗s comments periodically.

4. Defer judgment.
Interrupting is a waste of time. It frustrates the speaker and limits full understanding of
the message.
o Allow the speaker to finish.
o Don‗t interrupt with counter-arguments.

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 5. Respond Appropriately.
Active listening is a model for respect and understanding. You are gaining information
and perspective. You add nothing by attacking the speaker or otherwise putting him or
her down.
o Be candid, open, and honest in your response.
o Assert your opinions respectfully.
o Treat the other person as he or she would want to be treated.

It takes a lot of concentration and determination to be an active listener. Old habits are hard to
break, and if your listening habits are as bad as many people‗s are, then there‗s a lot of habit-
breaking to do!

Be deliberate with your listening and remind yourself constantly that your goal is to truly hear
what the other person is saying. Set aside all other thoughts and behaviours and concentrate on the
Message. Ask question, reflect, and paraphrase to ensure you understand the message. If you
don‗t, then you‗ll find that what someone says to you and what you hear can be amazingly
different!

Start using active listening today to become a better communicator and improve your workplace
productivity and relationships.

1.2.2 Active Speaking

Sometimes the way we say something means more than the words we use. Here are some ways
You can demonstrate active speaking.

Respond Begin each customer interaction with an immediate

Quickly indication that you are ready to help. Use your
greeting as soon as you are connected to the
customer.

Tone of The only way a customer knows how you feel is by

Voice the way you sound. Even if you are feeling stressed
and angry, you can use your tone of voice to show
the customer that you are concerned about their
needs and eager to help. Be upbeat.

Speak The best way to represent your knowledge and

Clearly and professionalism is to be articulate. Don't assume that
Concisely the language you use is the customer's first, or best,
language. Use words that you are comfortable with,
and never use jargon.

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 Ask You may need to use probing questions to get all of
Questions the details you need to satisfy the customer's needs.

Provide There's nothing worse than silence during a phone

Progress conversation. Since the customer can't see you,
Reports always let them know that you are continuing to
address their concerns.

Summarize End all calls by making sure that the customer

the understands what we are doing to resolve their
Resolution problem. Summarize what we and the customer will
do next and the time frames involved. Make sure the
customer is in agreement.

End on a Remember, people are much more likely to tell

Positive others about negative experiences. Always assure
Note the customer that you will satisfy their needs, thank
them for using WinStar, and ask if there is anything
else you can help them with.

1.2.3 Effective Questioning

Effective questions are questions that are powerful and thought provoking. Effective questions
are open-ended and not leading questions. They are not "why" questions, but rather "what" or
"how" questions. "Why" questions are good for soliciting information, but can make people
defensive so be thoughtful in your use of them. When asking effective questions, it is important
to wait for the answer and not provide the answer.

When working with people to solve a problem, it is not enough to tell them what the problem is.
They need to find out or understand it for themselves. You help them do this by asking them
thought provoking questions. Rather than make assumptions find out what the person you are
Talking to knows about the problem. For example: "What do you think the problem is?"

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Behind effective questioning is also the ability to listen to the answer and suspend judgment.
This means being intent on understanding what the person who is talking is really saying. What
is behind their words? Let go of your opinions so that they don't block you from learning more
information. Pay attention to your gut for additional information.

"Asking good questions is productive, positive, creative, and can get us what we want". Most
people believe this to be true and yet people do not ask enough good questions. Perhaps one of
the reasons for this is that effective questioning requires it be combined with effective listening.

Effective questions help you:

 Connect with your clients in a more meaningful way

 Better and more fully understand your client's problem
 Have clients experience you as an understanding, competent lawyer
 Work with your staff more effectively
 Help your staffs take responsibility for their actions and solve problems within the workplace
 more easily
 Cross examine more effectively
 Take revealing depositions
 Gather better information
 Do more solution oriented problem solving
 Improve your negotiating skills
 Reduce mistakes
 Take the sting out of feedback
 Defuse volatile situations
 Get cooperation
 Plant your own ideas
 Persuade people
Powerful Questions

The following are examples of typical questions. These questions can help you improve your
communication and understanding of the client or staff member.

1. Identification of issue:
These questions can be used in client interviews and meetings, settlement
Negotiations and to work with others in solving problems.

2. Further information:
These questions can be used in depositions and to find out what someone has
already done to resolve a work problem.

What do you mean by __________?

Tell me more about _______________What else?

What other ways did you try so far?

What will you have to do to get the job done?

3. Outcomes:
These questions can be used in settlement negotiations or while working with
staff to plan how to do something.

How do you want ____________ to turn out?

What do you want?
What is your desired outcome?
What benefits would you like to get out of X?
What do you propose?
What is your plan?
If you do this, how will it affect ________ ?
What else do you need to consider?
 4. Taking Action:
These questions can be used in working with staff.

What will you do? When will you do it?

How will I know you did it?
What are your next steps?

Listening as Part of Effective Questioning

The client comes to you, not only for your ability to win a lawsuit, to negotiate a settlement, or
draft a document, but also for your wisdom. You evidence your understanding or wisdom by
listening to your client - not just asking questions or delivering the service.

When clients are listened to they feel understood and are more trusting of you. Effective listening
is a skill that requires nurturing and needs development. Since lawyers are smart, the temptation
is to get by with listening at a minimal level. To connect with your client and have them
experience you as an effective lawyer requires you to maintain superior listening skills along
with asking effective questions.

Factors that may work against effective listening include:

1.A desire to keep control of the conversation.

2. As highly trained professionals, lawyers want to demonstrate their intelligence
and skills so they often want to give the answer before they have fully heard the
question.
3. Listening may result in hearing the client express feelings and emotions and some
lawyers are uncomfortable with emotions and feelings being expressed. They think
it is not within a lawyer's role or that it is unprofessional to do so.

When we really listen to a client, we begin to hear different levels of communication. Getting to
a deeper level of understanding, rather than coming up with an immediate answer, is key to more
effective problem solving. Listening in this manner allows the client to come up with their own
solution or plan of action.
Consider the following different levels of listening:

Level 1 Listening:
When we are listening at level 1 our focus or attention is on how the words the other person is
saying affect ourselves with minimal concern for the person talking. We listen for the words of
the other person to see how they affect us. The attention is on me - what are my thoughts,
judgments, issues, conclusions and feelings. There is no room to let in the feelings of the person
being "listened" to. When listening at level 1 our opinions and judgments arise. Level 1 listening
is appropriate when you are gathering information for yourself like getting directions or ordering
in a restaurant or a store.

Level 2 Listening:
When we listen at level 2, there is a deeper focus on the person being listened to. This often
means not even being aware of the context. Our awareness is totally on the other person. We
notice what they say as well as how they say it and what they don't say. We listen for what they

value and what is important to them. We listen for what gives them energy or sadness or
resignation. We let go of judgment. We are no longer planning what we are going to say next.
We respond to what we actually hear.

Level 3 Listening:
When we listen more deeply than the two levels described above, in addition to the conversation
we take in all information that surrounds the conversation. We are aware of the context and the
impact of the context on all parties. We include all our senses, in particular our intuition. We
consider what is not being said and we notice the energy in the room and in the person we are
listening to. We use that information to ask more effective questions.
Listening Skills as part of Effective Questioning include:

Articulating
Attention and awareness result in articulation and succinctly describing what we have learned
from our client. Sharing our observation clearly but without judgment does this. We can repeat
back to our clients just what they said. We can expand on this by articulating back to them what
we believe they mean. This helps a person feel heard. For example: "What I hear you saying is .."

Clarifying
Clarifying is a combination of asking and clearly articulating what we have heard. By asking
questions our client knows we are listening and filling in the gaps. When our client is being
vague, it is important for us to clarify the circumstances. We can assist them to see what they
can't see themselves by making a suggestion. For example: "Here's what I hear you saying. Is
that right? "

Being Curious
Do not assume you know the answer or what your client is going to tell you. Wait and be curious
about what brings them to see you. What motivates them? What is really behind the meeting?
Use your curiosity so that your next question can go deeper.
Silence Giving the person we are listening to time to answer questions is an important aspect of listening.
Waiting for the client to talk rather than talking for them is imperative for an effective listener.

Effective Use of Questioning

Questioning can.....

 arouse curiosity
 stimulate interest in the topic
 clarify concepts
 emphasize key points
 enhance problem-solving ability
 encourage students to think at higher cognitive levels
 motivate student to search for new information
 ascertain students‗ knowledge level to aid in modifying instruction

1.3 Medium of Communication

What is the appropriate medium for any given message? Should it be communicated face-to-face
or on paper? The question of whether an oral or written channel (medium) should be used can be
practically answered by reviewing the following questions:

1. Is immediate feedback needed? Is it important to get the receiver‗s reaction to your

message? If so, then, oral communication provides the quickest feedback. Although
feedback can be gained from written communication, it generally comes slowly. For
many messages, there is a need for immediate feedback and oral communication provides
that opportunity.
2. Is there a question of acceptance? Frequently, there may be resistance to the message we
are attempting to communicate. If acceptance is likely to be a problem, oral
Communication, they feel they have had no chance for input. In face-to-face
communication, adapt your message to receiver to seek the receiver‗s feedback.
3. Is there a need for documented record of the communication? Many times in
Organizations, the messages we send may need to be verified or monitored at a latter date.

Frequently, the receiver of a message is expected to be accountable for information

contained in the message. In case where accountability is important, written
communication is superior to oral communication.

4. Is there a need for detailed accuracy? If the message being communicated contains
detailed or exacting information, or if it explains a complicated procedure, again, the
written method is a superior means of communication.
We should note that no one communication method is universally superior to another
method. In many cases, the message can best be communicated by a combination of
both written and oral communication media. Frequently, individuals will follow a
conversation with a written summary. In other cases, people will carry a written
communication so that they can provide a few words of explanation and ensure
acceptance of the written statement.
The choice should take into consideration the cost benefit of the media, time, money,
equipment/efficiency and effectiveness.
1.4 Non verbal communication

The several dimensions of non – verbal communication discussed in this chapter include the
following:
 Body Language
 Personal space
 Gesture and posture
 Facial Expressions
 Timings, Example and Behavior

Dimensions of Non – Verbal communication

Verbal communication refers to the communication which occurs with the help of words. A
verbal contact, therefore, suggests an oral contact and a verbal evidence denotes oral evidence.
Since non – verbal communication refers to the type of communication that does not use words,
it is the third type if communication as distinct from both oral communication and written
Communication.

None – verbal communication is very ancient and one of the earliest types of communications. It
developed much before oral communication developed and the languages came into being.
Gestures, signals, postures and facial expressions were obviously among the earliest means of
Communication used by the pre – literate man.

Another significant dimension of non – verbal communication is its universality unlike the
verbal communication which has the limitations interims of reach, the non – verbal
communication that does not use words transcends boundaries and barriers. The language of
love, compassion, etc. is widely recognized as a universal language mother Teresa, for example,
was a communicator par excellence who spoke the universal language of love and compassion
that was understood all over the world. When we refers to non – verbal communication, we refer to
various types of communication where the body,

the mannerisms and the behaviour tend to communicate these include:

 Body Language where several parts of the body communicate – face, eyes,
 voce, carriage leaning, walking etc .
 Postures and gestures
 Attire
 Appearance
 Space
 Timing
 Example
 Behaviour.
Non – verbal communication may be both intended and unintended. The communicator may try
to convey certain messages to his target group through conscious gestures, postures and body
language. There may also be occasions when his body language or posture or appearance is interpreted by
the receiver,
even though he himself is not doing so consciously.
A sloppy posture or casual attire may be interpreted as lack of seriousness, although the speaker is quite
earnest in intent.

The non – verbal communication is closely associated with the power of observation. The
receiver should be in a position to see and hear the communicator. He should be in a position to
clearly see the face, the gesture, the posture, the dress, the appearance and also hear the voice, its
tone, quality, pitch, pace and intensity.

Body Language
There are many ways in which the human body expresses itself. A skilful communicator can
Express him self in many ways and various parts of the body may intentionally or otherwise carry
a message. Similarly, a keen listener and observer tries to observe and make sense from the body
expressions as well. Facial expressions, eye movements and the state of the eyes and variety and
intensity of human voice can and do convey different meanings. Innocence, anger, wonder,
shock, grief, terror, indifference, seriousness, friendliness, approval, disapproval, exasperation,
and many other feelings can be expressed through the body language. In some professions where
the facial and other body expressions are important, they are consciously cultivated. Let us look
at drama artists, movie stars, actors and actresses. The success of their performance often
depends on their ability to cultivate and display a wide range of expressions which the situation
demands.

The head, the gait, the walk, the carriage are also various aspects of body language. Nodding of
the head to convey consent and vigorous shaking of the head to convey disapproval are also
Common.

Facial Expressions:- It is said that the face is the index of the mind. The thoughts of the mind and
the feelings of the heart often find expression on the face. There are people who are good at
interpreting facial expressions. One makes an attempt to read the facial expression when a person
uses the following expressions:
 Makes a face
 Smiles
 Has a wooden expression

Eyes:- The eyes are indeed the most expressive part of the human face. The eyes of a person are
Often said to tell a tale. In fact the eyes are the most commonly described part of the body. The
Feelings of the heart quite often find expression through the eyes. In the expression of love,
affection, sincerity, etc. the eye contact becomes crucial. A person who blinks a lot is considered
to be lying. Some of the words and expressions used while reading the eyes are as follows:

 Worried looks
 Sad eyes
 Furtive glance
 Eyes emitting fire
 Un setting stare
 Hurried glance
 Cold stare
Voice:- Human voices, through their variations, convey different meanings. The speech or oral
delivery reaches the audience better through voice regulation or what is specifically called voice
modulation voice modulation refers to the adjustment or variation of tone or pitch while
speaking. It is generally understood that voice has five distinct features, viz

 Tone – harsh, sort, whisper

 Pitch – high, low
 Quality – controlled, uncontrolled
 Pace – rapid, slow
 Force – intensity

Voice related features are particularly relevant in spoken communication, either face to face or
through telephone.

Attire
Attire or dress is another important aspect of non – verbal communication. The way a person
dresses is often subjected to much interpretation. In business organizations the world over, the
attire of a person has come to assume significance. Formal, informal or casual dressing convey
separate meanings. Important occasions and ceremonial functions normally call for a formal
dress. Organizations in fact very often have their own unwritten dress code that is well
understood and scrupulously followed. A person addressing an important meeting, making an
important announcement, receiving dignitaries or making an appearance in a high level
conference, court of justice etc. has to wear a formal dress or a dress that is not interpreted as a
casual wear. Any breach of this unwritten code is likely to dilute the effectiveness of the
communication.

Appearance

Physical and appearance of persons play a role in the process of communication, the way the
man or woman looks indicates the importance he or she attaches to his or her presence and
participation. A dishevelled look as evidenced by disordered hair, untidy, unruffled or unkempt
appearance, suggests indifference or casualness. Any person who is serious about what he wants
to convey especially in a formal setting makes it a point to appear so. In modern society, people
have the habit of judging others by their appearance. While there may be exceptions, generally
speaking, a person keen on conveying a serious, business related message has to make a positive
impression in terms of appearance. People tend to prejudge a speaker from his attire and
appearance even before he starts speaking. When people speak and interact in business and
organizational settings they speak not merely with the words appearance apart, many times eveu
the very presence or absence of a personally when he or she is a highly placed or highly regarded
person, conveys a change people tend to associate the presence of certain person with the
importance of the event or meeting or communication. The junior level faction or meeting or
forum depending on the participation of the chief executive or executives or people considered
important in the hierarchy.

Posture and Gestures

Another component of non verbal communication relates to postures and gestures. Refers to the
carriage, state, attitude of body or mind. Gesture refers to any significant movement of limb or
body and a deliberate use of such movements as an expression of feeling. Gesture can also be
under stood as a step or move calculated to make response from another or to convey intention.
Gesture includes gesticulation. The posture of an individual may be described as erect or upright
or reclining. Gestures in human interfaces are many and varied. People read and interpret
gestures and smiling, patting the back, putting the hand over his or her shoulders, clasping the
hands, shrugging, touching, frowning, scowling, yawning and crossing and un cussing of legs are
among the various types of physical actions and gestures that are called to convey meanings and
messages and are likewise interpreted by the others carving the message. The message conveyed
through these actions can be both positive and negative and therefore, the communicator has to
be quite conscious while doing so. Again, to be effective, these gestures, posture and actions
have to complement the spoken word. If not, communication results in contradiction and
confusion. A smile at the wrong time may be mistaken for a sneer and therefore, may irritate a
person. In the organizational context, leaders and effective communicators make effective use of
gestures like a smile, a touch and a pat on the back. They come in very handy for motivation,
morale building and clearing apprehensions.

Personal space

Personal space or the space between persons during their interactions with each other is another
segment of non – verbal communication. Physical distance between persons can indicate
familiarity, Closeness, etc. or otherwise. People who are very close to each other tend to keep
minimum distance where as strangers and people who are not on very friendly terms with each
other maintain physical distance. In a hierarchical relationship, physical space varies depending
up on hierarchical differences. While peers move close to each other, subordinates maintain a
certain distance from their superiors. Similarly the poor person refrains from going close to a rich
person. In ancient societies, besides economic factors constituted the basis for Physical space.
All these factors are also relevant in proper understanding of the special non – verbal language.
The English, particularly respect such special considerations. Not only the length of space, but
even the physical position has often its own significance. Front seats and special seats, as we all
know, are occupied by relatively senior and more important persons when peers are in

conversation, or speaking on the telephone, the subordinates normally wait at a distance a

waiting the signal to approach. On the contrary, when the subordinates are in conversation, or
speaking on the telephone, the superior move close and often shows his importance. Whether it
is in an organization, or in a society context, personal space as its own significance, which one
has to understand to make communication effective.

1.5 Lines of communications

This is the formal flows along prescribed channels, which all members desirous of
communicating with one another are obliged to follow. Formal channels are the chains and
networks that determine the direction and flow of official messages among all the different
members and units of an organization. They are an integral part of organizational structure. They
stem from the rules and customs that govern the distribution of authority, rank and type of work
within the organization. Official messages mostly pass along structural paths.

Formal channels/flow of communication may include vertical channel (as downward channels
and upward channels), horizontal and diagonal communication channels.

A. DOWNWARD CHANNEL OF COMMUNICTION

Downward Communication in an organization means that flow is from higher to lower authority.
This is usually considered to be from management to employees that much of it also is within the
management group. Downward communication is used more by theory X managers than Theory
Y managers. It also tends to dominate in mechanistic organization. In organic system, there is a
more open, multidirectional flow of information. People transmit and receive of information.
In downward communication, management has at its disposal a multitude of elaborate techniques
and skilled staff assistance. Even with all this help, it has done a poor job on many occasions.
Fancy booklets, expensive films, and nosily public-address systems often have failed to achieve
employee understanding.

Sometimes, these devices have become ends in themselves; they have been made more
expensive, prettier, or fancier without any evidence that they improved employee understanding.
The key to better employee communication is not fancier pieces of paper. It is more human-

oriented managers who communicate in human terms. Employees at lower levels have a number
of communication needs, such as:

Job instruction: mangers secure better results if they state their instructions in terms of
the objective requirements of the job.
Performance feedback: employees also need feedback about their performance. There
are many reasons. It helps them know how well they are meeting their own goals. It
Shows that others are interested in what they are doing. Assuming that performance is
satisfactory, it enhances one‗s self-image and feeling of success. Generally, performance
Feedback leads to both improved performance and improved attitudes.
News: downward messages should reach employees as news rather than as a state
Confirmation of what already has been learned from other sources
Indoctrination – to get employees support by convincing them, gain their will.
Downward communication is effected as oral or written communication.

Written Communication includes different forms as letters, circulars, manuals, bulletins,

reports, posters, magazines, etc.
Oral communication may include orders and instructions, meeting, face- to –face
Discussions, telephone.

Limitations of downward communications

1. Under communication, over communication, unclear, too little or too much information.
2. Delay.
3. Loss of information-(if particularly not completely written)
4. Distortion, exaggeration, unconscious twists, filtering, slanting, etc.
 5. Built in resistance: downward communication smacks of too much authoritarianism
Subordinates may not be allowed to participate, ask for clarifications, appropriateness or
validity etc.

Improving Downward Communication

1. Mangers should keep themselves well informed of the objectives, activities and
achievements of their organization. If they are themselves in possession of adequate
information, they will be able to transmit information in an effective manner.
2. Managers must work according to a communication plan. They must decide before hand
how much information is to be communicated and at what time. This will ensure that
there is neither a communication gap, nor over communication or under communication.
3. There should not exist over concentration of authority at the highest level. If an
organization is so structured that orders and instruction can originate at various levels, the
lines of communication will be shortened. Downward flow will gain momentum. Delays
will be eliminated. Loss of information and the possibility of distortion will be
minimized, if not fully checked.
4. The information must be passed on to the correct person in the hierarchy. Avoid
bypassing. Bypassing creates problems in downward communication. Do not forget unity
of command in the organization.
Chester Barnard said that people will accept the authority of downward communication only
when the following four conditions are met:

a) The employee must clearly understand the downward communication. A message

that cannot be understood carries no authority. A great deal of administrative time
is wasted interpreting and reinterpreting and trying to apply vaguely worded
orders to concrete situation. It must be written at the reader‗s level of
comprehension.
b) The employee must believe that the order is consistent with the purposes of the
organization. If orders are seen as incompatible with the organization‗s purposes,
they will not be carried out. Conflicting orders from different supervisor
personnel are not rare. If an employee is issued an order she or he must be given a
reasonable explanation or the order will not be accepted.
 c) The employee must also believe that an order is consistent with his or her
personal interests. If orders are issued that are believed to be incompatible with
personal interests, they will not be obeyed. Resignation, malingering and sabotage
are common responses to orders viewed as inconsistent with personal interests.
d) The employee must be able to comply with orders- mentally and physically.
Ordering someone to ―sink or swim‖ is a metaphor, but some orders fall just short
of that because they ask the impossible, orders that cannot be obeyed.

B. Upward Communication

If the managers have to transmit information down the line of authority, they have also to receive
information continuously emanating from levels below them. Upward communication occurs
when someone in a lower position in the organizational hierarchy communicates information,
ideas, suggestions, opinions, or grievance to someone in a higher position. It is a means of
getting information to higher organizational levels where important decisions are made.

The following types of messages are valuable when communicated upward:

1. What employees are doing (immediate subordinates and others down) and achievements,
progress, future plans etc.
2. What are employees‗ problems-personal, work-related, complaints, applications?
3. Doubts and confusions related to policies, procedures, rules, regulations, orders.
Importance of upward communication

1. Providing feedback: Upward communication provides the management with the necessary
feedback. The management is able to ascertain whether the directives issued to the lower
staff have been properly understood and followed. It also gets valuable information on
what the employees think of the organization.
2. Outlet for the pent-up emotions: Upward communication gives the employees an
opportunity to vent their problems and grievances. Although the management often thinks
it knows and realizes the grievances of the employees, the latter hardly feel convinced and
satisfied. In any case, it is of vital importance to look at the employees‗ problems as they
look at them. Their genuine and pressing grievances are redressed; a ground is prepared for
the solution of some other problems; and with regard to those problems which cannot be
 immediately solved, at least the employees feel light after having talked about them.

3. Constructive suggestions: Often employees offer constructive suggestions to promote to

the welfare of the organization. Some of these suggestions, when implemented, definitely
prove beneficial. If some perceptible change is felt in consequence of the suggestions made
by the employees, they feel highly encouraged. They develop a sense of participation in the
decision-making processes. It helps them to identify themselves with the organization and
to develop greater loyalty towards it.
4. Easier introduction of new schemes: Since the employees feel themselves to be a part to
the decision-making process, it helps the organization to introduce new schemes without
unduly antagonizing the employees. They not only willingly lend/ their concurrence and
support to any new schemes floated by the management but take extra pains to make a
success of it
5. Greater harmony and cohesion: Upward communication acts as a kind of lubricant. It
makes the atmosphere in the company congenial and creates greater harmony and cohesion
between the management and the employees.

Methods of Upward communication

Some of the more commonly used methods of upward communication are stated here:-

Reports: Oral and written, daily, weekly, etc. on performance, progress, problems, etc. are
very important matters to be communicated upward.
Social gatherings: informal, causal, recreational events furnish superb opportunities for
unplanned upward communication. The spontaneous information sharing reveals true
conditions better than most formal communications. They offer a very informal atmosphere
in which the employees shed their inhibitions and feel free to, they talk about their
problems. These include departmental parties, sport events, get-together, bowling groups,
picnics, hobby groups etc.
Direct correspondence: Letters and written questions from employees may be
encouraged. These methods are direct and personal. Questions and letters may be processed
 anonymously and if they are of general interest, the answers may be published in the
company‗s bulletins, newspapers, newsletters, etc.
4.
Employee meetings: Meetings with employees are useful practices to build upward
communication. In such meetings, employees are encouraged to talk about job problems,
needs, management problems etc.
5.
Open-door policy: An open-door policy is a statement that employees are encouraged to
come to their supervisor or higher managers with any matter that concerns them. Usually
employees are encouraged to see their supervisor first if any, then, higher management may
be approached. The goal is to remove blocks to upward communication. It is a worthy,
goal, but it is not easy to implement because there are psychological often barriers between
managers and employees. Although the manager‗s door physically is open, psychological
and social barriers exist that make employee reluctant to enter. Some employees hesitate to
be singled out as lacking information or having a problem. Others are afraid they will incur
Their mangers‗disfavour.

Sometimes an open-door policy is used to musk a manager‗s own hesitancy to make

contacts with those beyond the door. As one manager said, ―the open door is often a slogan
to hide closed minds.‖ on the other hand, a genuine open-door can be a real aid to upward
communication. The true test is whether the manger behind the door has an open-door
attitude and whether employees feel psychologically free to enter.

An ever more effective open-door policy is for mangers to walk through their own doors
and get out among their people. In this way, they will learn more than they ever will, sitting
in their offices. Use other techniques such as telephone calls, personal contacts, ―Operation
speak easy etc‖.
6.
Counselling: In some organizations, workers are encouraged to seek the counsel of their
superiors on their personal problems. As workers feel encouraged to talk about themselves
freely, they provide the managers with valuable information.
7.
Complaint and Suggestion Boxes: At some convenient place in the office or the factory,
complaint-and –suggestion boxes are installed. The employees are encouraged to drop their

23
 complaints or suggestions, if any, into these boxes. These boxes are opened at regular
intervals and the information is gathered secretly.
8. Employee Letters and Question-Answer programs: Some firms actively encourage
letters and written questions from employees. The firms fill that these methods are
personal, direct way for employees to put their ideas before management. Typically, the
questions are processed anonymously by a management representative who works with the
appropriate manager to prepare an informed reply. All letters and questions are answered.
If a reply is of a general interest, it may be published in the company newspaper or weekly
bulletin. In this way, management operates a type of written open-door policy to assure that
employees feel free to bring their questions all the way to the top if necessary.

Limitations of Upward Communication

Upward communication suffers from a number of limitations, more prominent of which are the
following:

1. Employees are usually reluctant to initiate upward communication. They do experience

an awe of authority and shy of contacting their superiors, become status conscious. They
feel that if they communicate their problems to their superiors, it may adversely reflect on
their own efficiency. For instance,
A supervisor reporting to his boss that he has got difficulties in getting
cooperation from workers.
A worker repeatedly asking for clarifications.
An employee complaining about his previous and present bosses. All may fear
being judged as incompetent, and uncooperative ultimately called as complaint
box.
2. Distortion/edition, filtering, slanting: Upward communication is more prone to
deliberate distortion. Information, particularly of unpalatable sort, is suitably edited
before it is passed on. While transmitting communication upwards, the transmitter is
always conscious of how it will be received and there is a temptation of sugar-coating.
This is true both for the rank and file employees and for superiors (mangers) at different
levels.
3. Delay: Upward messages tend to travel slowly. They are usually subject to delay. Each
level is reluctant to take a problem upward because to do so is considered an admission of
failure, so the information is delayed until it is decided how to solve it before passing on,
and time is required to edit, filter, or do any form of distortion before forwarding it
upward.
4. Bypassing /short-circuiting/: Sometimes, to avoid filtering, distortion or delay,
subordinates become bold, ignore their immediate supervisors, and directly approach the
top most authorities by short-circuiting the information chain (scalar chain). This proves
harmful in two ways;
a) The bypassed superiors feel slighted and get irritated. The high-ups get suspicious of both
the applicant (informant) and his boss.
b) The relationship between the subordinate who bypassed and his immediate superior gets
strained and work suffers.
5. Lack of response (negligence): Top level managers are either too busy or they do not
give much weight to information coming from subordinates and they don‗t respond to it.
Upward information is mostly overlooked. This makes workers cynical. They carry the
impression that the opportunity to communicate upward that the management claims to
have provided with is only an eye-wash. Then, subordinates refrain from communicating
upward, develop dissatisfaction and look for any other means to minimize their stress,
sabotage, indifference, malingering, etc.

Improving Upward Communication

1. Develop general policy guidelines: one way to build better upward communication is to
have a general policy stating what kinds of upward messages are desired. E.g. policy on
what employees shall keep their immediate supervisor informed about:
Any matter created to his accountability.
Any matter creating controversy between organizations or workers.
Any matter requiring supervisors authorize or knowledge.
Any matter requiring change, deviations form existing practices and policies.
 Any matter of particular importance to the organization etc.

2. Use decentralized management so as to facilitate timely communication and timely

response so also to minimized distortion.
3. Use upward communication such as counseling, grievance systems, consultative
genuine open door policy etc.

C. Horizontal Communication

Horizontal or lateral communication occurs when organization members or units at the same
level in the hierarchy of authority communicate with one another. It has a consultative,
persuasive or suggestive tone not directive. It serves the following purposes:

1. Coordination of tasks when mainly interdependence and interrelationship exists.

2. Problem solving-for problems requiring joint effort to reduce waste; adjust working
conditions, space, machine.
3. Information sharing-new developments, policy changes, etc. appointments, delegation,
plans and others.
4. Conflict resolution.
Horizontal communication may be carried out in the form of oral, face –to-face, telephone, etc.
or written as letters, memos reports, etc.

D. Diagonal Communication

While it is probably the least used channel of communications, diagonal communication is

important in situations where members cannot communicate effectively through other channels.
For example, the comptroller of a large organization may wish to conduct a distribution cost
analysis. One part of that task may involve having the sales force send a special report directly to
the comptroller rather than going through the traditional channels in the marketing department.
Another example may be a project team drawn from different departments that report to the
different departments. Thus, the flow of communication would be diagonal as opposed to
vertical (upward or downward) and horizontal. In this case, a diagonal channel would be the
most efficient in terms of time and effort for the organization
 Self-Check -1 Written Test

OPERATION SHEET 1: Obtaining and conveying workplace information

Directions: Answer all the questions listed below. Use the Answer sheet provided in
the Next page

Part I: Answer the following questions:

1: ________ is information one of the basic concepts of communication and information
Processing.(2 point)
2: ___________ refers to the communication which occurs with the help of words.(2 pont)

3: _____________ is very ancient and one of the earliest types of communications.(2 point)

4 ________________ communication occurs when organization members or units at the same level in the
hierarchy of Authority communicates with one another.(2 point )

5: write the five basic elements of Becoming an Active Listener(2 point)

___________________ _______________________ __________________

__________________ _____________________ ___________________

Note: Satisfactory rating - 3 and 5 points Unsatisfactory - below 3 and 5 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

LG42. Participating in workplace meetings and discussions

Information sheet-2 Participating in workplace meetings and discussions

2.3 Meeting
2.1.1 Agenda

The business executive spends a considerable amount of time in regular meetings, special
Committee meetings, small informal meetings, and annul meetings and conversations. Much of
today‗s business is transacted around the conference table or is through conference telephone
calls where opinions are exchanged, new ideas developed, reports made, and future action
Decisions made. Small committee meetings and conferences will not, of course, require the
Amount of preliminary work that a sizeable conversation or annual meetings of company
stock holders require. Nevertheless, almost any official gathering of businesspeople for the
Purposes, results of research, and so forth, will require thorough preparation.

2.1.2 Order

An understanding of parliamentary procedure is helpful in preparing for and conducting

meetings. The following order of business is one variant generally adhered to in meetings
conducted according to formal parliamentary procedure:

1. Calling the meeting to order.

2. Roll call.
3. Reading and approving the minutes of the previous meetings
4. Treasure‗s report.
5. Officer reports
6. Committee reports
a) Standing committees; b) Special committees;
7. Unfinished business.
8. New business.
9. Appointments of committees.
10. Nominations of officers.
11. Elections.
12. Announcements.
13. Adjustment.
2.1.3 Importance
Every meeting should follow a systematic schedule, and the agenda, which is a list of topics to
be covered, should be prepared well in advance of the meetings. The agenda may be prepared
just before the meeting if only the chairperson is to have a copy.

However, for regularly scheduled meetings, the presiding officer may send out a business that
should be included before the final agenda is prepared.

2.1.3 Arrangements for the meeting

Notice: Information that notifies a meeting should include:

 Whether the meeting is regular or special.

 The day, date, time, place, purpose of the meeting.
 The notice should be given a week or two-weeks in advance or even more.
 The notice may be type written or telephone if the group is small.
 Forms may be developed and used particularly for regular meetings. If small people,
Individual letters may be used.

2.2 Purpose and Protocols

Reserving meeting rooms.

Supplementary materials; special information, handouts, minutes of the previous
Meetings, special reports, etc. may be prepared and issued or put in order in which they
will be needed.
Equipment such as recording materials.
When conferences or large conventions are being prepared, the following are included

1. The locality
a. Selection of the site
b. Lodging facility
c. Meeting facility
 2.

Exhibit space
a. Floor plan
b. Contract
c. Decoration
3.
d. Guard services
Registration
a. Personnel
b. Equipment and supplies
c. Policies
d. Pre-registration
e. Registration process
4.

Meetings
a. Speakers
b. Pre-meeting check offs
5.
c. Follow-up
Equipment and supplies
a. Office equipment and supplies
b. Projection equipment
c. Other equipment
6.
d. Union regulations
a. Invitations
Guests and dignitaries
b. Registration procedures
c. Transportation and lodging
7. Meals
a. Head-table arrangements
b. Food
c. Tickets
d. Entertainment

29
2.4 Meeting Outcomes
We might be sceptical or cynical about the outcome of meetings but we cannot avoid them. Even
those mangers who are the most vehement critics of meetings spend a lot of their time in
attending them and are often required to hold them too. Meetings, if properly handled, can be a
useful means of group communication. The following points should be helpful in ensuring the
success of a meeting when you are conducting meetings:

1. Clearly define the purpose of the meeting. If the purpose is clearly defined, it will
Immediately help to decide whether it is at all necessary to call a meeting. It is quite
Possible that in certain cases it may suffice to circulate a note and individually ask for the
Opinion of the people concerned. Such a procedure will help to take a quick decision
without any avoidable loss of time or money. If it is necessary to call a meeting, the next
step is to determine who should attend the meeting and what items should be on the
Agenda.
2. Distribute the agenda among all the members. This is of utmost importance; for if
members are ignorant of agenda, they will not be able to make any advance preparation
and their participation in the meeting will be ineffective.
3. Provide all the facts. If the items on the agenda require the members to know some
important facts, the best thing is to provide them in advance. If a meeting has been called
to discuss the declining sales of a particular product, all the facts and figures having any
bearing on the subject should be collected, cyclostyled and circulated among the
members.
4. Restrict the number of invitees. The number of invitees to meeting should not be very
large, for large groups tend to be unproductive. Only those persons should be invited who
are closely concerned with the subject to be discussed and none else. The optimum
number of members attending a meeting is between five and ten.
 Self-Check -2 Written Test

Participating in workplace meetings and discussions

Directions: Answer all the questions listed below. Use the Answer sheet provided in
the Next page

Part I: Answer the following questions:

1: List the Purpose and Protocols of meeting (2 Point )
________________________ ______________________________ ___________________________
______________________ _____________________________ ____________________________

2: list the Notice of Information that notifies a meeting should include (4 point)

__________________ __________________________ _________________________________

__________________ __________________________ _________________________________

3: list at list the three outcome of one meeting (4 pont)

_______________________ _____________________________ ____________________

Note: Satisfactory rating - 3 and 5 points Unsatisfactory - below 3 and 5 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet Score = ___________

Rating: ____________
Name: _________________________ Date: _______________
LG43. Completing relevant work related documents

Information sheet-3 Completing relevant work related documents

3.1 Work place Data and Forms

Definition

The term form‖ has been aptly defined by little field‗as a piece of paper with fixed data and
Blank spaces for variable data.‖ John B. Love Chio, Director, procedures and records
Management programmers, RCA Corporation, Cherry Hill, New Jersey, defines a form as ―a
piece of paper or card containing constant information with space provided for the entry of
variable information on a prescribed formatted basis.‖

The nature of forms

The nature of forms varies according to the need. There is a form for almost every office activity.
An invoice, a receipt, a cash memo, a purchase order, an employment application a sales mans
report, a performance appraisal, a register, a checklist, even a cheque, a letterhead, or business
envelope, is a form. Each of these pieces of paper has certain fixed data printed on it and blanks
are left to fill in the variable data.

Take a simple receipt, the name and address of the vendor and the words ―Received from‖ which
are constant and known will be printed on it; so will and identifying number. These will be fixed
data. There will be blanks for filling in the date, the amount and the transaction in respect of
which the payment has been received, and space will be left for the variable data.
.
In providing space for filling in variable data, the method of data entry should be kept in mind.
For example, if the variable data is to be entered manually, hand writing spacing should be
provided but if the data entry is by typewriter or through any other machine such as and dressing
machine, teletypewriter, billing machine or computer, spacing suitable for such equipment
should be provided.
A form is not necessarily a single sheet of paper although this is the most commonly used type of
form, here are two such forms used by the consumer export department of a company a
Packing slip followed by an invoice.

Function of fixed and variable data -The function of fixed data is to provide information which
is constant and known in advance so that time and effort is not spent unnecessarily in repeating
the same standard and constant and on copies.

Information which varies with each transaction is labelled in a particular position with blanks or
dotted lines to indicate what type of information is to be filled in and where. This is the function
of variable data in a form.

3.2 Purposes of forms

The purposes of forms include:

1. To standardize records
2. To expedite office work by providing a certain position for each item of information.
3. To fix responsibility for the work done by providing space for signature or statements of
who did the work
4. To record necessary data repeatedly or as a matter of necessity
5. To identify records for future reference
6. To gather information
7. To give information or instruction
8. To simplify methods
9. To improve systems and procedures
10. To increase efficiency
11. To reduce costs by preventing mistakes and eliminating a great deal of time in writing, by
 hand or typewriting.

Classification of office forms- Office forms may be classified into various categories including
the following

1. According to function: accounting forms, purchase forms, sales forms, etc.

2. Internal or external use: internal use office forms such as memorandum forms,
Requisitions, register, etc., external use forms, such as order forms, invoices, statements,
Cheques, receipts, etc.
3. Single copy or multi – part forms
4. One or – two – wide forms
5. Carbonless or carbonized forms,
6. Plain or punched cards,
7. Unit sets partially or spot carbonized,
8. Continuous forms which may be fanfold or continuous separate strips. There are fanfold
Marginally punched forms for ensuring alignments when they are to be used on machines
Equipped with forms – feeding devices, and non – marginal punched fanfold forms.
Continuous forms are much quicker to operate than unassembled loose forms, because
the time spent in collecting, inserting, removing, etc. is saved.
9. Forms threat machines can read. These are the MICT (Magnetic Ink Character
Recognition) and OCR (Optical Character Recognition). MICT is a system mostly used
by banks to sort and process numeric data that have been entered on cheques etc., by a
special magnetic ink. In this system both alphabetic as well as numeric data can be read
from the forms and converted into electrical impels and transmitted to the computer for
Processing. These forms can only be printed by precision equipment on paper of a special
Quality.

Analyzing office system and procedures- In order to have a successful program of forms
control it is essential to analyze office systems and procedures, to study the flow of work through
flow charts etc., and to see whether the time required for completing the work can be reduced
without increasing costs. This is where a study of the forms used comes in making such a study
the possibility of reducing the number of forms should be kept in mind.

This can be done by eliminating obsolete forms and consolidating or simplifying other forms, and if feasible,
mechanizing the preparation, use and flow of the forms.

Forms files- A master file should be kept of all forms, whether currently being used or not, but
which have not been eliminated. This should be properly indexed.

Forms files are generally of the following types.

Numerical: - In the numerical file, samples of forms are arranged according to the identifying
Number of each form.

Functional or Subject wise: - In the functional or subject wise file, samples of forms are
Arranged alphabetically according to function or subject. This type of file is a very useful tool of
forms control as the possibility of eliminating or consolidating forms can be easily perceived
when the arrangement is subject wise.

Departmental: - Each department may also keep a file of the forms with which it is concerned.

3.3 Responsibility for forms Design and control

The responsibility for forms control should be centralized in a team selected from the relevant
Departments and preferably headed by the specialist trained and experienced in systems and
Procedures and forms design and control, who would be able to guide the team and coordinate
the programmer

The functions of such a team would include:

1. To collect and examine samples of all existing forms

2. To classify and keep an inventory of departments using them
3. To consider eliminating useless forms or parts of forms
4. To consider consolidating a number of forms into one
5. To examine whether the forms contain up – to – date titles, captions and information
 Requirements
6. To maintain a properly indexed master file of forms
7. To consider improvements or redesign of existing forms when the stock runs low
8. To consider requests for redesigning existing forms or replenishing stock
9. To consider the various reproduction processes and types to be used and whether the job
Should be done internally or through a reputable firm of forms manufactures
10. To lay down or improve procedures for handling forms and equipment for greater clerical
Efficiency.

REQUISITIONING AND REORDERING FORMS

Requisition for forms redesign, for new forms or for replenishment of inventory should be
Sanctioned by the forms control committee. This itself should be done on a form, namely, the
Requisition for Ordering Forms‗. The requisition, however, should be addressed to the forms
supervisor and should contain the name of the requesting officer and the names and approvals of
his department and division. It should also mention the date by which the forms are required. A
Sample of the required form should be attached to the requisition with detailed specifications of
size, colour and quality of paper.

Before, however, the requisition is sent to the forms control committee it should be checked by
the forms specialist or coordinator if there are other forms which serve the same purpose or
Whether a combination of forms would be advisable, etc, he should send the request with his
Suggestions and recommendations to the forms control committee.

After the forms control committee has made a decision on the request the specialist or co-
coordinator should take the necessary action and guide the person requesting the form with
Whatever further work that may be required.

PRINCIPLES OF FORMS DESIGN AND CONTROL

Whether there is a specialist or a forms control committee, the administrative manager should be
familiar with the basic principles of forms design and control. There are three basic principles.
They are:

Principle of use -a form should only be developed when there is a definite need for the use of
such a form. If this principle is not followed, there will be a profusion of forms leading to
confusion, overlapping and unnecessary effort and expense. It would be better to combine
several forms by creating flexible documents which can serve various purposes, thus simplifying
office procedures and increasing efficiency.

Principle of standardization- All forms should be standardized by size, quality and colour of
paper, and printing style. This will reduce cost and avoid confusion.

Principle of centralized control- There should be centralized control for the design, use and
Elimination of forms.

Guidelines for Forms Design and Control- To the above basic principles may be added the
Following guidelines.

1. Every form should serve a specific purpose so that it provides an independent source of
Information.
2. Every form should contain up-to-date headings, captions and information requirements.
3. An identifying number should be given to each form. This will facilitate sorting and
Filing. For example, each department may be identified by an alphabet, e.g. A for
Accounts Department, P for purchase department, S for sales Department, c for
Correspondence Department, and so on. A number should be given on each form
origination in a department. For example, A6 for the sixth form originating from the
Accounts Department.
4. The heading or title of the form should be descriptive and key words should be part of the
title. For example, Purchase Order‖, Forms Requisition‖, Receipt‖, Sales Report‖‗
Invoice‖, etc. such key words would help in classifying the forms by subject or function.
5. No item should be specified on the form unless a need exists for it. This is because only
necessary data should appear on the form.
6. On forms which are to be mailed, space should be provided for the mailing address so
that it can be seen through a window.
7. When forms are to be used as source material for data processing, the layout of such form
should correspond with the layout of the data processing cards.
8. When planning forms any equipment or device which will be involved in the procedure,
for example, typewriter, filing equipment, accounting and other machines must be listed
 and examined to see to the smooth and steady operation of the system.

9. Clear, complete and simple instructions, bearing in mind the people who will be reading
them, should be printed on the form to precede the items to which they apply. If the
Instructions are lengthy, the back of the form should be used. In such cases the paper
Should be
10. The printer should be given clear instructions regarding the paper, layout, types, etc.
11. Before the form is printed, the proof must be carefully checked with the original
Manuscript,
12. The items should be arranged in logical sequence so that the blanks can be filled in with
the minimum of delay and without going up and down the form.
13. Related items should be grouped together.
14. Items of greatest use should be higher up the form than those which will be less
Frequently used.
15. Adequate space should be provided for margins and for entering data. If a machine is to
be used the exact horizontal and vertical spacing required should be borne in mind.
16. In the case of carbonized multiple-copy forms the omission of undesired data should be
Provided for by uncoated portions or perforations for tearing off the unwanted
Information on certain copies.
17. When new employees are hired or employees are transferred from one department to
another they should be given training in the procedure of handling forms.
18. When new forms are introduced their purpose should be explained to those who will be
Handling them.
19. In designing forms, the corporate image should not be neglected if a corporate style has
already been established every document which goes out go the organization should be
standardized to project the corporate image. Such a document may be letterhead, a
receipt, an order form, a label, or even a signboard-each should be standardized to present
an aesthetic corporate image which whoever would se or receive can immediately
recognize, whether they are suppliers, customers, shareholders, or the general public.
 20. The number of copies to be distributed should be kept to a minimum. In determining the
number of copies. If this is not done, besides increased costs of paper, printing and
handling of the extra copies, the files will get cluttered.

21. Attention should be given to the size of the envelope in which the form will be filed, and to the size of
the envelope in which the form will be mailed.
22. It should be ascertained whether the cost of compiling the information is likely to be
more than the value of the information. If this is so then it is better to discard the idea of
having the form.
23. Finally, it should be determined whether the form is of sufficient importance to justify the
time, work and expense necessary to prepare it.
24. Before a final printing order is given, a checklist should be prepared, if it does not already
exist, and used to review the effectiveness and economy of the form.
 Self-Check -3 Written Test

OPERATION SHEET 3: Completing relevant work related documents

Directions: Answer all the questions listed below. Use the Answer sheet provided in
the Next page

Part I: Answer the following questions:

1: list the two types of forms of files (2 point)
____________________________________ _________________________________

2: Demonstrate the 5 principals of uses of forms (8 point)

____________________ ______________________ ________________
___________________ ______________________ ________________

Note: Satisfactory rating - 3 and 5 points Unsatisfactory - below 3 and 5 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet Score = ___________

Rating: ____________
Name: _________________________ Date: _______________