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Communication and management skills seminars are highly effective short courses that focus on improving the participant's ability to use English in a specific context. They integrate confidence-building simulations, observation and feedback exercises.

Communication skills

'The two seminars .. developed and customized by TJ Taylor for the specific requirements of companies in our region have received very positive feedback. The participants were extremely satisfied with the professionalism and helpful approach of the teacher, who has the ability to communicate the technical and linguistic knowledge, applying it to relevant business scenarios in an expert and engaging manner.'
Claudia Carnevali
Head of Internationalisation
Chamber of Commerce of Aosta

Specialisations

The courses require a minimum English level of intermediate, and the content, structure and case studies covered can be customized according to the client's requirements.

Seminar format options

Lil wayne carter 1 tracklist. There are 3 format options - corporate group, individual and multi-channel:

• Individual intensive skills courses - these courses consist of eight hours of training per day. Attending the course over two or three consecutive days is usually recommended, but training can be organized according to your schedule. You are able to book these at any time, subject to availability.
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• Corporate closed group seminars - these are designed for small groups from the same company. The programme and objectives are agreed in advance and our native English skills trainers travel to you. You can book these at various times at a range of locations throughout Europe and the Middle East.
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• Multi-channel learning - you are able to break down the training into its separate components which includes learning, explanation sessions, reference materials and practice tasks. In addition, you have email and telephone contact with your skills trainer. You work at your own pace and have regular face-to-face sessions to practise, apply and develop your English communication skills.

'The information or message being sent is received, understood and acted upon in the way intended.'

• No Smoking (sign)
• You are fired because you are always late (letter)
• Do not touch (sign)
• There will be a fire drill 11:00 today (noticeboard)

• The transmitter/sender who sends the message. He has to choose the next two features carefully for effective communication.
• The medium of communication. It is the method of communication, e.g. noticeboard, letter, etc..
• The receiver who receives the message.
• Feedback means that the receiver has received the message and responds to it. This confirms that the message has been understood and acted upon if necessary.

• The sender can now know whether the receiver has understood and acted upon the message or not. If they have not, the message might have to be sent again or made clearer. Effective communication takes place only if the message is understood by the receiver.
• Both people are involved in the communication process. This makes the receiver feel more important which might motivate them to make better contributions to the topic discussed.

• The boss talking to his subordinates.
• A report sent to the CEO.

• Orders for goods from suppliers.
• Talking to customers.
• Advertising to the public.

• The Finance Manager writes to the tax office inquiring about the amount of tax that must be paid this year.
• The Sales Manager receives an order of 330 goods to be delivered on Wednesday.
• The business must contact thousands of customers because a product turned out to be dangerous. An add must be put into the newspaper so that customers can return the product for a refund.

• Verbal: Involves the sender speaking to the receiver.
• Written: The message is written to the receiver.
• Visual: Using charts, videos, images or diagrams to communicate a message.

• One-to-one talks.
• Telephone conversations.
• Video conferencing.
• Meetings.

• Information is transferred quickly. This is an efficient way to communicate in meeting to lots of people.
• There is opportunity for immediate feedback which results in two-way communication.
• The message might be enforced by seeing the speaker. Here the body language and facial expression could make the message easily understood.

• In big meetings, we do not know if everybody is listening or has understood the message.
• It can take longer for verbal feedback to occur than written feedback.
• Verbal communication is inappropriate for storing accurate and permanent information if a message. (e.g. warning to a worker)

• Letters: Used for both external and internal communication. Follows a set structure.
• Memos: Used only for internal communication.
• Reports: Detailed documents about any problem. They are done by specialists who send them to managers to analyse before meetings. These reports are often so detailed that they cannot be understood by all employees.
• Notices: Pinned to noticeboards that offer information to everyone. However, there is no certainty on whether they are read or not.
• Faxes: Written messages sent to other offices via telephone lines.
• E-mails: Messages sent between people with the same computing facilities. The message is printed if a hard copy is needed.
• Intranet: A network inside a business which lets all employees with a computer message each other.
• Internet: The global network for messaging anyone. (e.g. customers, suppliers)

• There is hard evidence of the message which can be referred to and help solve disputes in the future over the content of the message.
• It is needed when detailed information is transferred: it could be easily misunderstood. Some countries the law states that businesses need to put safety notices up because people could forget them.
• The written message can be copied and sent to many people.
• Electronic communication is a quick and cheap way to get to many people.

• Direct feedback is not always possible, unless electronic communication is used. However, this could result in too many emails sent (information overload). Direct feedback via other means of written communication is hard.
• It is not as easy to check whether the message has been understood or acted upon.
• The language used might be difficult to understand. The message might be too long and disinterest the reader.
• There is no opportunity for body language to be used to enforce the message.

• Films, videos, and PowerPoint displays: often to help train new staff or inform sales people about new products.
• Posters: can be used to explain a simple but important message. (e.g. propaganda poster)
• Charts and diagrams: Can be used in letters or reports to simplify and classify complicated data. Computer technology could help in the design of these charts or diagrams. A printed copy might be needed for hard data to add to reports and documents.

• Present information in an appealing and attractive way that encourages people to look at it.
• They can be used to make a written message clearer by adding a picture or a chart to illustrate the point being made.

• No feedback is possible. People need to checked via verbal or written communication to check that they have understood the message.
• Charts and graphs might be difficult for some people to understand. The message might be misunderstood if the receiver does not know how to interpret a technical diagram.

• The chain network is for communicating important business policies.
• The wheel network is used for sending different messages to different departments.
• The connected network is used to generate new ideas or solutions to problems where group discussion is the most effective.

• Arrow A (downwards communication):
• Used by managers to send important messages to subordinates.
• Does not allow feedback.
• The message might be altered after passing different levels.
• Arrow B (upwards communication):
• Used by subordinate send feedback to managers.
• Feedback from subordinates ensures that there is effective communication.
• Feedback results in higher morale and new ideas contributed to the business.
• Arrow C (horizontal/lateral communication):
• People at the same level of management communicate with each other.
• Information and ideas can be exchanged both formally and informally.
• Can cause conflict between departments. (e.g. Production department asks the Finance department for a budget to hire new staff but is rejected)

• Problem: Language is too difficult to understand. Technical jargon may not be understood.
  Solution: The sender should ensure that the receiver can understand the message.
• Problem:There are problems with verbal means of communication. (e.g speaking too quickly)
  Solution: The sender should make the message as clear as possible and ask for feedback.
• Problem:The sender sends the wrong message to the wrong receiver.
  Solution: The sender must ensure that the right person is receiving the right message.
• Problem: The message is too long with too much detail which prevents the main points from being understood.
  Solution: The message should be brief so that the main points are understood.

• Problem: The message may be lost.
  Solution: Check for feedback. Send the message again!
• Problem:The wrong channel has been used.
  Solution: Ensure the appropriate channel is selected.
• Problem:Message could be distorted after moving down a long chain of command.
  Solution: The shortest channel should be used to avoid this problem.
• Problem:No feedback is received.
  Solution:Ask for it! Use different methods of communication (e.g. meeting)
• Problem:Breakdown of the medium.
  Solution:Use other forms of communication.

• Problem: They might not be listening or paying attention.
  Solution: The importance of the message should be emphasised. Request feedback.
• Problem: The receiver might not like or trust the sender, and may be unwilling to act upon the message.
  Solution: Trust is needed for effective communication. Use another sender to communicate the message.

• Problem: There is no feedback.
  Solution:Ask for feedback. Use a different method of communication which allows feedback.
• Problem: The feedback is received too slowly and may be distorted.
  Solution: Direct lines of communication should be available between the subordinate and the manager.