Effective

Communication
For
Safety
By Estonido, Rico
A good supervisor is above all a good
leader of men. To be a good leader, he
must be able to persuade his followers to
abide by his decisions and actions. He can
achieve this through proper motivation.
Motivation, however, relies on an
indispensable tool:

COMMUNICATION
Communication
Defined
the transfer of ideas from one person to
another. It is the act of informing someone
or discriminating information.

Purposes of Communication in
an Organization
We communicate for the following reasons:
- To provide the necessary information about a job, a
machine, a decision, an action taken, etc.
- To recognize good performance
- To prevent misunderstandings due to misinformation
that may lessen a person’s working efficiency.
- To allay fears, worries, and suspicions an individual
may have in his work or toward his employer.
 Communication as a Tool

Communication is useful to relay management

thinking to the workers. Frequently, meanings are
distorted, and messages don’t get across at all. To
serve as a real tool of management, communication
must

- Not end with the transmission of orders downward

- Consider the rights and needs of people below to
communicate upwards
- Be a two-way exchange
 Types of Communication
We often speak of three-dimensional communication, that is, downward, upward, and lateral.

Downward communication Upward communication Lateral communication takes place

flows from upper levels of proceeds from the lower levels among employees of the same level. It
management to the next lower level, of the organization up to higher usually concerns the dissemination of
down to the rank-and file. This is used management. It is therefore the information pertaining to areas of
when management wants to inform supervisor’s responsibility to responsibility and/or reports of levels of
employees of policies, procedures, help his men express achievement in jobs involving more than one
directives is the supervisor’s themselves clearly and relay work group. Lateral communication, above
responsibility to make sure that he as exactly what they want to say. all, ensures avoidance of duplication of work
well as those below him understand effort in achieving management goals.
what is communicated.
 Essentials of Good Communication
Technically, communication involves three levels:

- The cognitive level, where the receiver of the

communication understands the message clearly and
accurately
- The effective level, where the receiver is properly
motivated to want to carry out the instruction, request,
etc.
- The behavioral level, where the receiver translates the
message into action.
 What to Communicate to Workers When to Communicate
Workers should be told everything that As a general rule, people should be informed
directly affects them. This may include: about any event well in advance of rumors,
gossips, conjectures.

- Work assignment - Vacation policy If the information deals with vacations,

- Workflow in offices - Company services shutdowns, etc. it should be released soon enough
- Machine repair - Recreation to be useful to individuals who will benefit from
- Materials - Management policy them.
- Methods of operation - Pay
All announcements should be so timed that the
- Overtime - Rules and regulations
reasons given for them would not conflict with
- Responsibilities - Acknowledgement of
other information fresh in the employee’s mind.
good performance
In all cases, a supervisor should receive the
information before his subordinates do.
 How to Communicate
- Give reasons meaningful to those being informed. This
is one of the best ways to gain acceptance.
Following are the six (6) common
situations in which supervisors have - Where persuasion is necessary, employ verbal
found much difficulty: communication. This is more effective than print since
- Face-to-face interview, i.e., for you see the other’s reaction and hence are able to
personnel selection, induction, adapt your presentation accordingly.
evaluation, counseling, etc.
- Job instruction, e.g., new techniques, - Invite response from the workers
alterations, etc.
- Transmitting information, e.g., policies - Use more than one medium of communication. A
procedures, etc. meeting may be good, but a meeting reinforced by a
- Giving instructions letter is more effective than an announcement which
- Obtaining information and reports gets only one treatment.
- Heading conferences and group
meetings

Situations in Communication
 To this end, the communicator makes
use of certain aids of devices:
Other Aspect of Communication
Words re precision instruments: Use the Communication is a very personal process involving at
right words for the purpose in hand least two persons: the sender and the receiver. For one
Tone sometimes conveys more than content to get through to the other.
does. It is how thing is said rather than what is - They must be turned in on the same wavelength
said that may get roadblocks and cause a - They must speak the “same language”
communication gap. - The sender must use the language the receiver
Letters can be made appealing to the understands
receiver’s self-interest.
Speeches and written reports must be well
organized and well presented.
Listening is an important aspect of
communication. In communicating, don’t do too
much of the talking yourself, listen to what the
other has to say.
CELESTIAL, BLAIR
Basically and in formal usage,
communication is the transfer of
ideas from one person to another.
It is the act of informing someone or
disseminating Information.

But effective communication must

not end at the time when ideas are
transferred from the source to the
receiver. An interchange of ideas.
THE BASIC ELEMENTS OF A
BASIC CYCLE OF
COMMUNICATION ARE:
1.) The Sender
2.) The Medium
3. The Receiver
Communication is perfected only when
there is interaction of ideas between
the sender and the receiver and vice
versa with the medium as integral part.
However, communication breakdown
will often occur in the process.
1.0
3.0
To provide necessary
To prevent
information about a job,
misunderstandings due
a machine, a product, a
to misinformation that 4.0
design, a decision, an
may lessen a person's To allay fears, worries,
action taken, rules
working efficiency. and suspicions an
policies, etc.
2.0 individual may have in
To recognize good his work or toward his
performance. employer.
 In transmitting ideas the sender
must bear in mind that certain
ingredients are necessary to
achieve effective communications
 INGREDIENTS OF
COMMUNICATION
2.0
1.0 Consider the rights and needs of
It must not end with transmission people below to communicate
of orders downward upwards. Be sensitive to the world
of the receiver

3.0
Be a two way exchange.
 TYPES OF COMMUNICATION
Because of the Top Management's
DOWNWARD
desire to improve effectiveness of
COMMUNICATION
communications they tend to:
flows from upper levels of
SHORT CIRCUIT THE LINES OF
management to the next COMMUNICATION through:
level, down to the rank-and-
BY PASSING
file. This is used when
PERSONAL CONTACTS
management wants to inform
employees of policies, MASS COMMUNICATION
procedures, directives, etc. It
is then, the supervisor's
responsibility to make sure
that he as well as those below
him understand what is
communicated.
 TYPES OF COMMUNICATION
SUMMARY REASONS FOR THE
UPWARD
NEEDS OF EFFECTIVE UPWARD
COMMUNICATION
COMMUNICATION
proceeds from the lower
levels of the organization up TO OBTAIN INFORMATION
to higher Management. This is TO MAINTAIN MORALE
necessary to improve
efficiency as well as to insure
that downward
communication from
Management is received and
understood.
 TYPES OF COMMUNICATION
LATERAL
COMMUNICATION
takes place among employees
of the same level. It usually
concerns the dissemination of
information:
PERTAINING TO AREA OF
RESPONSIBILITY

REPORTS OF LEVELS OF
ACHIEVEMENT IN JOBS
INVOLVING MORE THAN
ONE WORK GROUP
COGNITIVE
receiver understands the message
clearly and accurately

EFFECTIVE
receiver is properly motivated to want
to carry out the instructions, request,
etc.

BEHAVIORAL
receiver translates the message into
action
 WE HAVE DIFFERENT
PERCEPTION
■ The illustration emphasizes .the obvious
fact that people interpret the same
stimulus indifferent ways depending on
their own perceptions.

DAVIN, PATRICIA
WE EVALUATE THE SOURCE

■ This proves that when set ideas are

formed about-someone it is hard for the
receiver to view a communication partially.
■ In short, it is extremely difficult for us to
separate what we hear from our feelings
and opinions about the person who says
it.
 WE IGNORE INFORMATION THAT
CONFLICTS WITH WHAT WE
ALREADY KNOW.
■ For instance, when management insists
and urges everyone to work harder and
out big expenses to the bone to reduce
costs, some workers may shrug off the
announcement. Why?
■ Because, they know that salesman
receives lavish allowances for
entertainment expenses. These expenses
may be justified as a means of obtaining
order, but the workers can not understand
and appreciate the rational of it.
WORDS MEAN DIFFERENT
THINGS TO DIFFERENT PEOPLE
■ Wit can not convey meaning, all we can do
is convey words. And yet the same may
suggest quite different meaning for
different people. The meaning are in the
people, not in the words.
WORDS HAVE SYMBOLIC
MEANINGS
■ For some people a particular word may
have a symbolic meaning that others
overlook. We may find ourselves
communicating things we have no
intentions of saying.
 OUR EMOTIONAL STATE
CONDITIONS WHAT WE HEAR
■ When we are insecure, worried, fearful
and depressed, what we hear and see
seems more threatening than when we
are secure and peace with the world and
with ourselves.
 TECHNIQUES IN
OVERCOMING BARRIERS
TO COMMUNICATION
MAXIMIZE FEEDBACK BY USING MANY
CHANNELS OF COMMUNICATION THROUGH:
■ OBSERVATION
■ LISTEN – with a third ear –
■ CHECK ON RECEPTION
THE USE OF FACE TO FACE
COMMUNICATION
BE SENSITIVE TO THE WORD OF
THE RECEIVER
■ We must know the expectation of our
listener. We must be sensitive to the
private word of the receive and try to
predict the impact of what we say and
do on his feelings and attitude.
TIME YOUR MESSAGE
CAREFULLY
REINFORCE WORDS WITH
ACTIONS
■ Words by themselves are suspect,
employees are more likely to accept
new proposition when they see actual
change in behavior or when they
participate actually in the process of
change.
USE DIRECT, SIMPLE LANGUAGE

■ Every manager must insure that this

announcements, public statements, and
directives, are worded in simple, direct
language.
 LISTENING AS A
MANAGEMENT TOOL
USE DIRECT, SIMPLE LANGUAGE

■ Every manager must insure that this

announcements, public statements, and
directives, are worded in simple, direct
language.
USE DIRECT, SIMPLE LANGUAGE

■ Every manager must insure that this

announcements, public statements, and
directives, are worded in simple, direct
language.
STAGES IN LISTENING
■ FEELINGS - The person interviewing is
concerned with helping the interviewee
expresses himself
■ FACTS - In this stage the interviewer can
be more directive and probing so as to
bring out information that the
interviewee has not already volunteered.
■ SOLUTIONS - the interviewee can weigh
alternate solutions and pick the best
one.
Useful Hints in
Listening and
Interviewing
Regalado Jr, Wilbert
Encourage
interviewee to talk
The primary objective of an interviewer or
supervisor is to get the
interviewee/employee to talk freely and
for him to listen and convey to the
employee that he understands and is
interested in what the employee is saying.
“I understand”
“that explains it”
“Could you tell me more?”
 REFLECTIVE SUMMARY
Employee: “Yes, I am thinking
of quitting. I can’t seem to
get the hang of this job. I
don’t think I am fitted for it. I
am always making mistakes. I
am disgusted.”

Supervisor: “You feel you are CONSIDERATION TO

HIGHLIGHTS WHAT THE RESTATE AND ELABORATE
not making much progress?” WORKER HAS BEEN HIS (WORKER) ATTITUDE IDEAS AND IS
SAYING UNDERSTANDING

The reflective summary is effective if you reflect not only what the man has actually said, but can
somehow put into words what he has tried unsuccessfully to express.
 PROBES
A supervisor is interested in the
underlying feelings of his
subordinate in question. After
the Feeling Stage (as
discussed earlier) has passed
the interview to some extent
should be direct. Tactfully and
calmly, the supervisor should
steer the conversation, but
without forcing the worker into
an area he does not want to
“Could you tell me more about. . . . . . . . . . . . . . .?” enter.
“I am interested in what you said to me”
“I have not done that operation myself in years. Just how
does it run now?”
 Listening/Interviewing is a form of
communication and like other forms of
communication, it is most effective when it
is a two-way affair.
LISTENING
Communication as a
Tool
As a tool, Management Communication is
used in planning, instructing, checking, or
reporting to accomplish a desired result.
Communication serves management,
broadly speaking, in two ways:
a. By providing a necessary tool for
planning and directing business activities.
b. By furnishing means of reporting to
interested parties, what has been done
and why.
POOR COMMUNICATION
MANAGEMENT

AN UNEQUAL DISTRIBUTION OF
THE WORKLOAD

! GROWTH OF SUSPICION
AND DISTRUST

GRADUAL BREAKING DOWN

OF COOPERATIVE SPIRIT
 GOOD
COMMUNICATION

TIGHTENED UP OPERATION

BETTER MORALE AND KEENER

SPIRIT

ELIMINATION OF COSTLY ERRORS

DUE TO FAULTY COMMUNICATION
Communication with an Outside Group
 They are more interested in what the company’s
products and services can do for them. The
communication problem arises when the needs
of the customers are not fully satisfied. By
encouraging sales people to listen and be
sensitive to customers’ needs, communication

Customers problem could be minimized.

 Community goodwill pays dividends in terms:
a. of employee morale
b. of labor seeking job opportunities with the
Company.
c. in public support during periods of economic
hardship.

Community d. in the kind of cooperation a Company may

expect from his local government.
 WAYS A
COMPANY CAN
LISTEN
a. By attending public hearings
b. By sitting in on the business
meeting of community
organizations like community
chest.
c. By attending meetings of
public – spirited organizations like
Kiwanis, Rotary, SOPI, etc.
d. By reading newspapers and
other publications.
e. By being alert and aware of
community needs.
WAYS A COMPANY
GETS ITS STORY BEFORE
THE PUBLIC
a. What company does make more
interesting news than what company says.
The newspaper will only be glad to publish
the story.

b. Notify all newspapers, radio stations,

television studios and other public
communications media of the company’s
activities which affect the community, like
free seminars on first aids and safety
measures, etc.
 Two-way communication rests on a
foundation of mutual interest. Two-
way communication can only take
place in system where everyone
profits by each transaction.
Communication with a. Suppliers meet your
merchandise needs because they

suppliers and outside

can make profits.
b. Newspapers publish your story
because public interest in that story
groups may sell more copies.
c. Competitors join with you in
trade associations in order to
protect the industry.
The greatest obstacle to good communication is the fact d. In some taken customers do
not buy just the product you sell;
that most company executives become so absorbed in they buy an appealing means of
promoting the interests of their company that they tend satisfying certain of their needs and
to forget that all people they do business with are wants.
equally concerned with furthering the interest of their
own business.
PRINCIPLES AND
METHODS OF
INSTRUCTION
SOLITARIO, ABIGAIL JEANETTE S.
2014120906
 ▪ According to Webster; a comprehensive law or doctrine from which others
were derived or founded.
▪ According to Aver; the term is used to signify a generalized statement through
which otherwise unrelated data are systematized and interpreted.
▪ According to Hopkens; a rule for guiding the ship of education so that it will
reach the port designated by the philosophy of education. In short, it is the
compass by which the path of education is directed.

PRINCIPLE
METHOD OF INSTRUCTION
▪ The primary aim of the instructor is to give the participant the things he
must know, then the things he should know. When two aims have been
achieved, the topic can be embellished with the “like to know” and
“helpful to know” elements. It is important that the instructor
emphasizes the major points while at the same he stimulates the
participants to grasp the subject.
 4 BASIC STEPS OF INSTRUCTION
1. Prepare the worker 3. Try-Out Performance and Participation
▪ Start on schedule ▪ Have him do the job and correct errors outright
▪ Put him at ease ▪ Have him explain each key point to you as he
does the job again
▪ State the job and find out what he already
knows about it ▪ Make sure he understands
▪ Awaken his interest ▪ Continue until you know he knows
▪ Place in correct position all the materials and ▪ Ask “why”, “how”, “when”, “what”, “where”,
equipment needed “who”
2. Present the Operation 4. Follow-Up
▪ Tell, show and illustrate important step one at a ▪ Put him on his own; instill confidence
time
▪ Designate to whom he goes for help
▪ Stress each key point
▪ Check frequently at start
▪ Instruct clearly, completely and patiently, but no
more that he can master at one time ▪ Encourage questions
▪ Ask questions if instruction is understood ▪ Complement him on his efforts
 HOW TO GET BETTER RESULTS FROM
INSTRUCTING
BE PARTICULAR; Your instruction/order
must be the right one for the particular
situation
CHOOSE THE RIGHT PERSON; Select the
persons most likely to carry instruction
out well
CHECK AND FOLLOW-UP; Your instruction
will be well accomplished if there’s
checking and follow-ups. Be sure it is
carried out at the time and in the manner
you prescribe.
COMMAND WHEN SHOULD
▪ are causeries of resentment. It’s best to
avoid them until you really need them. If
COMMAND BE
you use commands only occasionally
your employees will know you are not
GIVEN TO
bossy. They will recognize your change in
approach as being necessary in case of
EMPLOYEES?
extreme need for it
▪ In case of accident or fire
▪ are dangerous but are necessary in
emergency situations. ▪ Supervising a crew that is
lowering a 100-ton machine into
its foundations
▪ Or starting and trying out a new
complex machine
 PIT FALLS TO BE AVOIDED IN GIVING
1.
ORDERS
Offhand Manner – If you want workers 5. Choosing Only the Willing Worker –
to take instruction seriously, then deliver Some people are naturally cooperative. Be
them that way. sure you don’t overwork the willing-horse and
let the hard-to-handle people get out of their
2. Assuming a Worker Understands – share of tough jobs.
Give him a chance to ask questions and
raise objections. 6. Picking On Anyone – Employees want
the work distributed fairly. Don’t take out of
gripe, or grudge against a particular worker by
3. Too Many Orders – Wait until one job giving him all the dirty work.
is done before asking that another be
started. Otherwise, you’ll be accused of 7. Too Much Detail – Tell the employees
“puro utos-utos”. enough about the assignment but not too
much. For an old hand, there’s nothing more
4. Conflicting Instructions – check to be tiresome than having details he already knows
sure you’re not telling your men one explained to him still.
thing, and other supervisors telling these
workers another. 8. Playing the Big Shot – New supervisors
are sometimes guilty of flaunting their authority.
Know that you don’t have to crack a whip to gain
employees respect and loyalty.
SIGNS OF EMPLOYEES OBJECTIONS
▪ GRIPES – When employees are not afraid to speak
up, a supervisor can quickly spot objections that
stand on the way of cooperations, and can take
them to remove the objections.

▪ SILENCE – This is a much harder sign of objection.

When morale in a shop is bad, workers tend to clam
up, thus closing the door to let you in and privy to
his reasons of resistance or objection
 AIDS IN REMOVING
1. TRY A SUCCESS EXAMPLE RESISTANCE
2. TRY MAKING A GUARANTEE How can you remedy the
situation?
3. TRY A DEMONSTRATION
4. TRY ASKING QUESTIONS
5. TRY JUST PLAIN LISTENING
THREE IMPORTANT INGREDIENT OF
INSTRUCTION GIVING
WHAT HOW WHY

•To •For •Gives the

identify safety employee
the and a reason
nature of efficiency wanting
the job to do it
TERMINOLOGIES
INSTRUCT – To furnish knowledge or
information in a disciplined systematic way
with the expectation of compliance
ORDER – To communicate authority with the
employees so as to arrange a more
systematic and productive sequence of
activity
COMMAND – To exercise authority forcefully
with the expectation of obedience
DIRECT – To guide or regulate in order to
achieve a smooth and effective operation
REQUEST – To ask courteously, to make
known your wishes without the implied
assurance they will be fulfilled