Food-Service-Manual-for-Health-Care-Institutions

Food Service Manual for Health Care Institutions
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example, while leaning back in a chair and shuffling papers without looking up, a manager
might say to an employee, “I’m very interested in your suggestion.” The employee leaves the
office confused, having received two seemingly contradictory messages: Although the manager’s
words convey interest, the manager’s body language (absence of eye contact and preoccupation
with desk papers) conveys apathy.
Workers throughout an organization rely daily on each others’ nonverbal cues in gauging
intent, acceptance, and comprehension of messages. All groups must remain alert to the
information—verbal and nonverbal—that they send.
Methods of Communication
Direct communication can take two forms as determined by the medium used in the process.
Verbal communication uses the medium of the spoken word: in face-to-face conversations, telephone
conversations, and meetings. Written communication includes letters, reports, proposals,
e-mail messages, justifications, and memos.
Verbal Communication
Verbal communication involves face-to-face contact between people in conversations or group
discussions, sharing information through words, either written or spoken. Telephone calls are
also common forms of verbal communication. The central avenue of communication for most
managers, verbal communication is immediate in that it permits prompt feedback about the
message, and it does not require the technical skills of typing or word processing. However, verbal
communication is not always the best way to communicate messages in management situations.
Aside from the environmental distractions of noise and static mentioned earlier, verbal
exchanges provide no written record of conversations. Therefore, decisions and compromises
reached verbally could be subject to debate later on. Verbal communication also may not give
communicators time to reflect on their responses to questions raised and decisions discussed.
In organizations, verbal communication is used extensively when managers direct
employee work activities, give instructions to employees, conduct meetings, lead work or
process improvement teams, and make formal presentations. These formats are discussed in the
following subsections.
Directing or Instructing Employees
Managers’ verbal directions and instructions to employees should be thoughtfully prepared and
carefully delivered to keep misunderstandings to a minimum. Every verbal direction given to
an employee should be framed so that its meaning is clear, complete, and reasonable. The manager
should always keep the employee’s viewpoint in mind. New terms should be explained and
simple words and sentences used. The manager should ask employees regularly whether they
have any questions about the directions given.
When it is clear that the employees understand the directions, the manager should indicate
when the task is to be completed and how the employees are to report back after it is completed.
Complicated directions may require the manager to follow up and, if necessary, clarify
the instructions to ensure that tasks are completed as directed. However, it is important that
the manager show confidence in employees and allow them reasonable independence in performing
their regular duties.
New or particularly complex tasks should be described in written detail in addition to
being explained verbally. The manager should be careful to ensure that the written information
matches the information given verbally. Conflicting sets of instructions for the same task can
only cause misunderstanding and confusion.