Admas University

Kality TVET College

Basic Clerical Works Level- I

Learning Guide
Unit of Competence: Receive and Respond to Workplace Communication

Module Title: Receiving and Responding to Workplace Communication

TTLM Code: EIS BCW1 03 0812

LO. 1 Follow routine spoken messages

LO. 2 Perform workplace duties following written notices

Occupational Standard: Basic Clerical Works Level I

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Unit Title Receive and Respond to Workplace Communication

Unit Code EIS BCW1 12 0812

Unit Descriptor This unit covers the knowledge, skills and attitudes required to receive,
respond and act on verbal and written communication.

Element Performance Criteria

1. Follow routine 1.1 Required information are gathered by listening attentively and
spoken correctly interpreting or understanding information/instructions
messages
1.2 Instructions/information are properly recorded
1.3 Instructions are acted upon immediately in accordance with
information received
1.4 Clarification is sought from workplace supervisor on all occasions
when any instruction/information is not clear
2. Perform 2.1 Written notices and instructions are read and interpreted
workplace duties correctly in accordance with organizational guidelines
following written
notices 2.2 Routine written instruction are followed in sequence
2.3 Feedback is given to workplace supervisor based on the
instructions/information received

Variable Range

Written notices and May include but not limited to:

instructions
 Handwritten and printed material
 Internal memos
 External communications
 Electronic mail
 Briefing notes
 General correspondence
 Marketing materials
 Journal articles
Organizational May include but not limited to:
guidelines
 Information documentation procedures
 Company policies and procedures
 Organization manuals
 Service manual

Evidence Guide

Critical Aspects of Demonstrates skills and knowledge in:

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Competence

 Demonstrated knowledge of organizational procedures for handling

verbal and written communications
 Received and acted on verbal messages and instructions
 Demonstrated competence in recording instructions/information
Underpinning Demonstrates knowledge of:
Knowledge and
 organizational policies/guidelines in regard to processing
Attitudes
internal/external information
 ethical work practices in handling communications
 communication process
Underpinning Skills Demonstrates skills to:

 receive and clarify conciseness

messages/information/communication
 record messages/information accurately
Resource Access is required to real or appropriately simulated situations,
Implications including work areas, materials and equipment, and to information on
workplace practices and OHS practices.

Methods of Competence may be assessed through:

Assessment
 Interview / Written Test
 Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

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LO. 1 Follow routine spoken messages

1.1 Required information is gathered by listening attentively and correctly interpreting or

understanding information/instructions
1.2 Instructions/information are properly recorded
1.3 Instructions are acted upon immediately in accordance with information received
1.4 Clarification is sought from workplace supervisor on all occasions when any
instruction/information is not clear
 What is communication?
 The transmission of information and understanding through the use of common symbols
is termed as communication.
 Communication is the exchange of information between people; it occurs when one
person understands the meaning of a message sent by another person, and responds to it.
 Employee communication processes and systems provide for ‘two-way
communication’. In one direction they enable organizations to inform employees about
matters that will interest them. In the other, they provide for upward communication by
giving employees a voice.
 Communication is the exchange of ideas, opinions and information through written or
spoken words, symbols or actions.
1.1. Types of communication
A. Personal and Business Communication

Business Communication is any communication used to promote a product, service, or

organization – with the objective of making sale.

In business communication, message is conveyed through various channels of communication

including internet, print (publications), radio, television, outdoor, and word of mouth.

There are also two types of business communication in an organization:

1. Internal Communication
2. External Communication

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1. Internal Communication

Communication within an organization is called “Internal Communication”. It includes all

communication within an organization. It may be informal or a formal function or department
providing communication in various forms to employees.

Effective internal communication is a vital mean of addressing organizational concerns. Good

communication may help to increase job satisfaction, safety, productivity, and profits and
decrease grievances and turnover.

Under Internal Business Communication types there come;

a) Upward Communication
b) Downward Communication
c) Horizontal/Literal communication
a) Upward Communication

Upward communication is the flow of information from subordinates to superiors, or from

employees to management. Without upward communication, management works in a vacuum,
not knowing if messages have been received properly, or if other problems exist in the
organization.

Upward Communication is a mean for staff to:

 Exchange information  Achieve job satisfaction

 Offer ideas  Provide feedback
 Express enthusiasm

b) Downward Communication
It is information flowing from the top of the organizational management hierarchy and telling
people in the organization what is important (mission) and what is valued (policies).
e.g.: Instructions on how to do a task.
Downward communication comes after upward communications have been successfully
established. This type of communication is needed in an organization to:

 Transmit vital information  Seek cooperation

 Give instructions  Provide motivation
 Encourage 2-way discussion  Boost morale
 Announce decisions  Increase efficiency
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  Obtain feedback

Both Downward & Upward Communications are collectively called “Vertical

Communication”.

b) Horizontal/Literal communication

Horizontal communication normally involves coordinating information, and allows people with
the same or similar rank in an organization to cooperate or collaborate. Communication among
employees at the same level is crucial for the accomplishment of work.

Horizontal Communication is essential for:

 Solving problems  Building goodwill

 Accomplishing tasks  Boosting efficiency
 Improving teamwork

2. External Communication

Communication with people outside the company is called “external communication”.

Supervisors communicate with sources outside the organization, such as vendors and customers.

It leads to better;

 Sales volume
 Public credibility

It should improve

 Overall performancee
 Public goodwill

Ultimately, it helps to achieve

 Organizational goals
 Customer satisfaction
 Operational efficiency
 Company profits
 Corporate image
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Process of Communication
As already discussed, communication is a process of transmitting and receiving message that
produce a response. The communication is considered effective when it achieves the desired
reaction or response from the receiver.
Communication, as a process, has got five (5) major elements. Normally
 Sender
 Message
 Medium (channel)
 Receiver, and
 Feedback
a) Sender:- is the one who transmits the intended message to the respective party.
- When you send a message, you are the writer or speaker, depending on whether
your communication is written or oral.
- The sender must try to choose words that will correctly express his message so
that the receiver can understand it and react with the response the sender desire.
b) Message:- is made up of ideas and feelings that the sender wants to communicate.
- Whenever the sender compose a message, he need to consider
 What contents to include
 How the receiver will interpret it
 How it may affect his relationship (sender’s relationship)
c) Medium (channel):- this is all about how the sender send his message
- We have various alternatives to choose our channel. Some of them are:
1. For internal communication, written communication media can be
- Memorandum - posters

- Reports - Notices

- Employee manuals

2. For external communication, written communication media can be:

- Letters - Fax - e-mails

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 - Proposals - Postcards - Reports - Brochures

3. For oral communication, possible media can be:

- Staff meetings - Teleconferences

- Speeches - Video tapes

- Telephones - Audio tapes etc

d) Receiver:- is the one who capture/ receive the message from the sender.

- the receiver of message is the sender’s reader or listener and also known as ‘decoder’.

e) Feedback:- is the response that the sender receives from the receiver about the transmitted
message.

. a feedback determines whether the message was received and clearly understood or not.
. The feedback to sender completes the process of communication.

1.2. Objectives of communication

Here are discussed some of the objectives of communication:

i. Information Sharing
The main purpose of communication is to transmit information form a source to target
individuals or groups. Various types of information’s are transmitted in the organization-
policies and rules and changes and development in the organization etc.
ii. Feedback
There is a need to give good feedback to the employees on their achievements, to the
departments on their performance and to the higher management of the fulfillment of
goals and difficulties encountered.
iii. Control
The management information system is well known as a control mechanism. Information
is transmitted to ensure that the plans are being carried out according to the original
design. Communication helps in ensuring such control, a monitoring mechanism.
iv. Influence

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 Information is power and one purpose of communication is to influence people. The
manager communicates to create a good climate, right attitude and congenial working
relationship.
v. Problem Solving
In many cases, communication aims at solving problems. Communication between
management and the union on some issues (negotiation) is aimed at finding a solution.
Many group meetings are held to discuss alternative solutions for a problem and to
evolve a solution.
vi. Decision Making
For arriving at a decision several kinds of communication are needed, e.g., exchange of
information, views available, alternatives, favorable points to each alternative,
Communication helps a great deal in decision making.
vii. Facilitating Change
The effectiveness of a change introduced in an organization depends to a large extent on
the clarity and spontaneity of the communication. Communication between the
consultants and the managers between the managers and the employees and amongst the
employees help in knowing the difficulties in the planned change and in taking corrective
action.
viii. Group Building
Communication helps to build linkages of the organization with the outside world. The
organization can use its environment to increase its effectiveness. It can also influence the
environment itself the government, client system, the resource system etc.
Communication plays a critical role in this respect.

In order to communicate effectively in the workplace, information needs to be gathered from a

variety of sources and passed on to other people. Sometimes the information will have to be
prepared in various ways before it is passed on.

Information can be gathered from many sources depending on the organization and the types of
information being dealt with:

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  A supervisor
 Co-workers
 Customers
 Telephone
 Message
 E-mail messages
 Diaries
 Calendars
 Databases
 Record systems
 Policy and procedure manuals
 Electronic and paper files
 Journals and newspapers

 Newsletters and magazines  the internet

Giving Information
It may be our duty to be as helpful as possible but this does not mean we can pass on any
explicit information of a confidential business or personal nature. This can only be done
with permission and in accordance with privacy law and with company policies and
procedures.
Taking Messages
 Have a printed message pad handy, with your notebook and pencil
 (If you type a message instead of writing, there is a risk of accidentally deleting
the information before it is passed on)
 Write the message as you take the call
 (If you write the message after the call it may not be accurate)
 Names and numbers should be verified
 Every message should include: date and time of call, caller’s name and name of
organization, telephone number, content or message, initials of person who took
the message
Conveying instructions accurately

If you need to give instructions, give them clearly and accurately. How you give the instructions
will depend on the workplace procedures of your worksite. You may give instructions to another

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person by: speaking t ƒ. o them in person or over the telephone writing the instructions down or
providing printed instructions.

Written instructions may be brief dot points or detailed information depending on the situation
and these may be faxed or emailed to the other person.

When conveying information or instructions you need to:

 know what you want to say before you start talking

 know the required outcome
 know any procedures or policies that need to be considered
 consider any communication problems the listener may have such as:
 English as a second language
 literacy and numeracy problems
 Physical problems such as hearing impairment.
Team members who have English as a second language may have a variety of communication
problems due to cultural differences. These differences need to be discussed with the person
involved. During this discussion, speak openly about the issues related to the person’s ability to
understand the instructions. Ask how you can improve your communication to assist the person
to understand. It may be something as simple as speaking more slowly or writing the instructions
down. If you are unsure if a team member has understood your instruction, ask questions until
you know the instruction has been understood. If necessary, write the instructions, so the person
can refer to them as necessary. You need to convey the information and instructions accurately to
ensure the task is completed correctly and safely.

Use the right listening techniques.

Active listening includes repeating words or phrases, and clarifying information to show you
have heard and understand the meaning.

Use the right tone of voice.

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This is not so much what is said, but how it is said. Using the wrong tone of voice, for example
speaking angrily, may result in others misunderstanding you as they try to work out why you are
angry rather than listening to what you say.

Revision

Gathering, receiving or responding to instructions is an everyday activity at all

Instructions must be given clearly and accurately to ensure the correct information is
understood.

Signs and safety requirements are governed by legislation, regulations and organizational
requirements.

English is the language used on worksites to convey written and verbal information.

Questions can be used to gain further information and clarify understanding of the information.

Listening and Clarifying

Listening and clarifying are also necessary for successful communication. It is just as important
as talking. Through listening it is possible to learn:

 the needs of the customer

 the most effective and efficient ways to assist the customer
 the knowledge level of the customer
Through clarifying it is possible to learn:

 Whether the other person has understood the message the way it was intended.
For example, Tony could have asked his customer questions like ‘Do you know what I mean by
SDRAM?’ or ‘Do you need me to explain what a mini tower chassis is?

Body Language

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Body language also helps with communication. Body language is using the body or facial
expressions when communicating. Sometimes, people use body language without being aware of
it.

For example:

 if a teller smiles at you while talking, it may communicate that they are happy to assist
you
 if the teller does other things while talking and / or does not look you in the eye, you may
think that they are not interested in helping you.
Following and clarifying instructions

Part of most people’s work will involve following instructions. The critical factors in being able
to follow instructions accurately are:

 Concentrated listening
 Clarifying anything you do not understand
 Make sure you know the what, why, when, where, with whom and how of the
instructions
 Skiing to be shown what to do if your are unsure
Asking someone to observe you and give you feedback on your performance in carrying out the
instructions

Making notes or drawing diagrams if it helps you remember gather any additional information
you may need to complete the task making sure you understand the meaning of any technical
terms

If the instructions are written, reading through all the instructions before you start and seeking
clarification on areas of uncertainty Seeking assistance if you encounter any difficulties

Checking your job after it has been completed.

It is also important to be sure that what you have been asked to do falls within your job role and
responsibilities. If you have some concerns about this seek clarification from your supervisor or
colleagues.

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 LO. 2 Perform workplace duties following written notices
2.1 Written notices and instructions are read and interpreted correctly in
accordance with organizational guidelines
2.2 Routine written instruction are followed in sequence
2.3 Feedback is given to workplace supervisor based on the
instructions/information received
Written notices and instructions refer to:

 Handwritten and printed material

 Internal memos
 External communications
 Electronic mail
 Briefing notes
 General correspondence
 Marketing materials
 Journal articles

Organizational Guidelines may include:

 Information documentation procedures
 Company policies and procedures
 Organization manuals
 Service manual

Work place duties

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 General duty of care’ and ‘general duties’ are terms used to refer to the duties that the

Act places upon people to ensure their own safety at work and that of others who are at the
workplace or who might be injured by the work. These general duties are aimed at
preventing anyone being killed, injured or contracting an illness because of work or
activities at a workplace, including using plant or equipment.

Examples of general duties

• Employers must provide a workplace where employees are not exposed to hazards.

• Employers must provide a safe system of work.

• Employees must take reasonable care for their own safety and health and that of others affected
by their work.

• Employers and self-employed people must, as far as practicable, look after their own safety and
health and ensure that their work does not affect the safety and health of others.

• Designers, manufacturers, importers and suppliers must provide plant which is safe to install,
maintain and use at workplaces.

• All plant must be installed or erected so it can be used safely.

• Safety and health information must be supplied with all plant and substances used at work.

• Employees and safety and health representatives must consult and co-operate in matters related
to safety and health at work.

• Employers must provide employees with information, instruction, training and supervision to
allow them to work in a safe manner.

Duties of employers (towards their employees)

General duties

Employers must, so far as is practicable, provide and maintain a working environment where
their employees are not exposed to hazards.

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General duties include:

• Safe systems of work;

• Information, instruction, training and supervision;
• Consultation and co-operation;
• Provision of personal protection; and
• Safe plant and substances.
• Reporting of fatalities, injuries and disease
Duties of employees

General duties

Employees must take reasonable care for their own safety and health at work and avoid harming
the safety and health of other people through any act or omission at work.

General duties include:

• following the employer’s safety and health instructions;

• using personal protective clothing and equipment;
• taking good care of equipment;
• reporting hazards;
• reporting work-related injuries or harm to health; and
• co-operating with employers so that employers are able to carry out their duties under the Act.
Duties of manufacturers, suppliers and others

General duties

Designers, manufacturers, importers and suppliers of plant for use at a workplace must comply,
so far as is practicable, with the following:

• design and construct plant so that people who install, maintain or use it are not exposed to
hazards;

• test and examine the plant before it is used;

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• provide information; and

• ensure plant is installed or erected so it can be used safely.

Manufacturers, importers and suppliers of substances for use at workplaces must, so far as is
practicable, provide information on the results of any testing and other safety and health
information relating to these products.

Designers or builders of any building or structure for use at a workplace must ensure, so far as is
practicable, that persons constructing, maintaining, repairing, servicing or using it are not
exposed to hazard

2.1 Written instruction

Writing is one of the most important forms of communication used in society. This also applies
in the industry. You need to be able to read and write at an appropriate level for your position
because:

 safety warnings and advice are often written

 instructions on how to mix things, what to do
in an emergency, prepare a quote for a customer, purchase a list of items, complete forms are all
things you may be required to do Other people may be required to read your writing so write or
print neatly and make what you are writing simple and easy for others to read and understand.

There are a lot of written documents on the worksite and in the industry. Written materials and
documents cover such things As Written instruction are also a form of legal protection because
what is written and signed is legally binding. Try to make it a common

Practice.

 plans specification
 materials safety
 orders
 time sheets
 safety information
 work instructions

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  accident reports
Interpretation of written instructions

 specifications, contracts, orders, installation instructions, safety warnings, mixing

instructions and operating instructions are just a few of the things you will be required to
read and interpret
 take your time, read one point at a time and make sure you understand before going on to
the next point
If you have problems with a word, sentence or meaning you must check with your Trainer or
Supervisor to see that what you think it says, is what it really means.

These could include, certificates, licences, union cards, references, sickness certificates,
schedules, qualifications, timesheets, etc.

Instructions

These often come with products detailing how to use them, install them, prepare them, dispose of
them mix them, protect yourself etc.

 ‘Safety instructions’ and ‘health warnings’ often accompany products, materials, tools
and equipment.
 ‘Instructions’ also come in the form of signs that warn of danger, the need to do
something or avoid something.
It is important that you read carefully all instructions and that you follow the instructions.

Work Schedules

Could be a:

• Timetable

• a plan of action

• a program

These are prepared in order to structure a job, activity or event. They are often attached to a
notice board for the information of all concerned.

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Bulletin

This is an official report, public news or progress report. Its usual purpose is one of
communication of information for all concerned. It could be related to work, personnel or safety
issues.

Time Sheets

These are a legal record showing when a worker was on the job. They are used to:

 Prove you were at work.

 Calculate weekly or fortnightly pay.
 Solve disputes over hours worked.
 Calculate sick leave or long service leave entitlements.
It is your responsibility to see that you complete them in the way required. It is for your benefit
as well as for the benefit of those who employ you.

Workplace Communication Techniques

Communication is the sending or exchanging of information between people. People exchange

information all the time. In its simplest form communication can be described as a process,
which is demonstrated in the following simple model:

Using this model, think about the different types of mediums with which you can communicate a
message to someone. Examples of different kinds of medium for communication

Conversation Demonstration
Telephone Observation
Fax Diagrams

Mail Symbols

Meetings Body language

Letters Video
Memos Audio tape
Reports Advertisement

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A receiver needs to understand what they are supposed to do with the information they are being
given. A sender needs to make sure they clearly explain the information that they are passing on.
This is all part of communicating effectively. Without effective communication, a team or an
organization would not be able to function.

Workplace communication can be:

 Internal – involving people who work within the organization

 external – involving people outside the organization
 oral/verbal- talking face-to-face or on the telephone
 non-verbal – body language, gestures and facial expressions
 Written – letters, forms, notes, reports, memoranda, faxes, and e-mails.
Working in any organization involves dealing with people and information. Communicate in the
Workplace.

Oral / Verbal Communication

When communicating verbally, the information is exchanged instantly. It is very efficient and
fast. The two people exchanging information respond to each other immediately. In contrast,
people communicating through writing don’t exchange information at the same time. An
exception is when e-mail is used; a response to an e-mail message can be almost immediate (if
the recipient is online at the time the message was sent). Common examples of when verbal
communication is used in the workplace:

 answering the telephone

 receiving visitors
 passing messages from one person to another
 receiving instructions from your supervisor and clarifying what you need to do
 making or confirming arrangements, for example phoning clients to confirm
appointments
 meetings
When communicating face to face, watch the speaker’s gestures and expressions. Listen to what
they are saying and listen to their tone of voice to help understand their message.

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Written Communication

When written information is received, the written words should convey the meaning of the
message. Words on the page must be prepared very carefully and thoughtfully. The writer must
think about the message and write it clearly so that it is easy for the reader to understand. This
saves everyone time and helps people avoid making mistakes. Most people have experienced
illegible writing in a handwritten message, or had difficulty understanding what the writer was
trying to say.

In business, written information can be used:

 to provide evidence of business activities, for example proof of telephone calls or letters
sent
 to act as a reminder, for example instructions to follow when preparing pay slips or due
dates for accounts payable
 to clarify or explain information, for example information about new working conditions
or policies and procedures
 to request information, for example requesting employee’s attendance at a meeting,
requesting a file or other information
 to publicize an event, activity or achievement, for example details of new training
opportunities, expected visitors or new staff appointments
 to report information, for example monthly sales figures, meeting minutes or meeting
outcomes
 To keep as a permanent record.
2.2 Workplace policies and guide lines

Policies and procedures may need to be developed and implemented, in consultation with
employees and the safety and health representative, if there is one. These require effective
planning and should include:

• Consultative mechanisms;

• Safe work practices;

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• Accident investigation procedures (including involvement of the safety and health
representative);

• Induction and training programs;

• Dealing with unique characteristics of the work;

• Policies and procedures to monitor performance and to review control measures;

• Resolution of issues procedures;

• Means of access to additional hazard specific information;

• Emergency evacuation procedures in the event of an accident, rescue or fire; and

• Record keeping.

The Act provides for a formal mechanism for consultation and co-operation through safety and
health representatives and committees. This workplace consultation is an

2.3 Feedback

How do you know that you have gathered the correct information, prepared it to the required
standard and used the appropriate equipment and methods to convey it to the required people?
How can you be sure that effective listening and speaking skills have been used to pass on
information? You need to ask for feedback from relevant people such as a supervisor, customers
and team members to know for sure.

Feedback can be verbal, such as comments, tips and helpful suggestions discussed while work is
being carried out, or written, such as notes, instructions or brief reports explaining where to make
changes and improvements.

Feedback should be used to improve work, refine ideas and establish new and better

Sometimes a message or correspondence should be drafted and shown to a supervisor before the
final version is prepared. This is particularly important if the information is to be sent outside the
organization. If the communication is verbal, it may be useful to check if the communication is
appropriate and if there is any way to improve the method of communication.

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To be effective, communication must allow opportunities for feedback.

Feedback can take several forms, each with a different intent.

There are three different forms of feedback:

 descriptive
 evaluative
 prescriptive
Descriptive feedback.

Feedback that identifies or describes how a person communicates. For instance, Manager A asks
Manager B to comment on her behaviour at a staff meeting. B indicates that A was specific,
clear, and instructive on introducing the staff to the computer database for managing patient
accounts. B provides a descriptive feedback of A’s behaviour at the staff meeting.

Evaluative feedback.

Feedback that provides an assessment of the person who communicates. In the above case, if
Manager B evaluates Manager A’s behaviour and concludes that she is instructive and helpful,
and that causes the staff to feel comfortable when going to A for help or asking questions, then B
has provided positive evaluative feedback of A’s interaction with the staff.

Prescriptive feedback

Feedback that provides advice about how one should behave or communicate. For example,
Manager A asks Manager B how she could have made changes to better communicate her
message to her staff. B suggests for A to be friendlier and more cooperative by giving the staff
specific times that A is available for help with the new computer database. This type of advice is
prescriptive feedback.

3.1. Effective Group Interaction

Group interaction means collaborating effectively with others. Groups are often able to achieve
more than individuals in time, expertise, and learning. Effective group interaction means that
employee /group members/ should be able to create shared understanding and expectations.

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Effective group interaction is when a group creates understanding and expectations, negotiate
agreement, cooperate and conflict. In an effective group interaction, the team is able to make
decisions and track their progress collaboratively and also they are able to choose roles and tasks
which will benefit them.

3.2. Meeting

A meeting is the coming together of three or more people who share common aims and
objectives, and who through the use of verbal and written communication contribute to the
objectives being achieved.

3.2.1 Purpose of Meetings

Meetings are an important organizational tool as they can be used to:

 Pool and develop ideas

 Plan
 Solve problems
 Make decisions
 Create understanding
 Encourage enthusiasm and initiative
 Provide a sense of direction
 Create a common purpose

While meetings may differ in size, content and approach, effective meetings all have the
following three elements in common:

1. A distinctive purpose or aim

2. Use of effective communication
3. A controlled situation

3.2.2 Types of Meetings

There are different types of meetings; here we focus on those used to:

i. Inform

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 ii. Consult
iii. Solve problems
iv. Make decisions

Informing Meetings
These are the most straightforward meetings where one member, usually the chairperson, has
factual information or a decision which affects all those present, which he/she wishes to
communicate. Such meetings tend to be formal as their aims are to give the members a real
understanding and to discuss any implications or how to put such information to best use.
Consulting Meetings
These are meetings used to discuss a specific policy or innovation and can be used to get
participants' views of such a policy or idea. An example could be:

 Review a current policy

 State its deficiencies
 Suggest change
 Stress the advantages of such change
 Admit any weaknesses
 Invite comments
Problem Solving Meetings
These meetings are dependent upon the chairperson describing the problem as clearly as
possible. Members should be selected according to their experience, expertise or interest and
then given as much information as possible to enable them to generate ideas, offer advice and
reach conclusions. (See also Problem Solving)
Decision Making Meetings
These types of meetings tend to follow an established method of procedure:

 Description of the problem

 Analysis of the problem
 Draw out ideas
 Decide which is best
 Reach conclusions

3.2.3 Agenda

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An agenda is a list of meeting activities in the order in which they are to be taken up, by
beginning with the call to order and ending with adjournment. It usually includes one or more
specific items of business to be discussed. It may, but is not required to, include specific times
for one or more activities. An agenda may also be called a docket. (www. Wikipedia.com)
A meeting agenda is the list of items that participants hope to accomplish at a meeting. The
agenda should be distributed to participants several days in advance of a meeting, minimally 24
hours, so that participants have the opportunity to prepare for the meeting.
3.2.4 Minutes
Minutes, also known as protocols or, informally, notes, are the instant written record of a
meeting or hearing. They typically describe the events of the meeting, starting with a list of
attendees, a statement of the issues considered by the participants, and related responses or
decisions for the issues.
Minutes are taken as a way of keeping a record of a business' or group's meeting. Minutes are
usually recorded by one nominated person, although this can change from meeting to meeting.
Meeting minutes are a useful reminder of agreements and decisions that are made.
Before each meeting an agenda should be drawn up, detailing the matters to be discussed at the
meeting. A set of minutes should normally include the following information:

 time, date and place of meeting;

 list of people attending;
 list of absent members of the group;
 approval of the previous meeting's minutes, and any matters arising from those minutes;
 for each item in the agenda, a record of the principal points discussed and decisions
taken;
 time, date and place of next meeting;
 name of person taking the minutes.
3.3. Role of chair person

Most meetings require a chairperson in order to control and direct the proceedings. They carry
the authority to keep order and maintain progress in line with the agenda. The role of the chair is
similar to that of an umpire or referee, aware of the rules of conduct and capable of enforcing

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these when necessary. However, the chair is also an important member of the group and may be
required to vote on the major issues and may even have to exercise a casting vote.
A good Chair helps the meeting to run smoothly and efficiently. They will make sure that:

 all the business is discussed

 everyone’s views are heard
 clear decisions are reached
 the meeting starts and finishes on time.

A good chair will also:

- always be thinking about the meeting overall, not just the topic under discussion. This
can make it more difficult for you to participate in the discussions.
- always aim to draw a balance between hearing everyone’s views and getting through the
business.
- never use their position as chair as an opportunity to put forward their views to the
exclusion of others, or to dominate the meeting.

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