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| Question | Answer |
| Communications | Refers to the transfer of information between people e.g. verbal, written, visual, physical |
| Formal communications | Pass through approved channels of communication |
| Informal communication | Hearing something which may or may not be true e.g. gossip |
| Skills needed by a manager to communicate effectively | Speak clearly Listen carefully Give and receive Write clearly and concisely |
| Internal communication | Communicating within a business |
| External communication | communicating with someone outside the business |
| Communications channels | The routes in an organisation though which information flows between people |
| Upwards communication | Refers to staff reporting up the chain of command to their supervisors and managers |
| Downwards communication | Messages sent down the chain of command from managers to staff |
| Horizontal communication | Travel between people of the same rank and authority in the chain of command |
| Business meeting | Occurs when 2 or more people get together to communicate with each other |
| Formal meetings | Highly structured because they are planned and run according to agreed procedures. Usually involve a chairperson and secretary who takes minutes of the meeting |
| AGM (Annual General Meeting) | Meetings open to all shareholders of a company. Issues covered include directors giving reports concerning the previous years activities, shareholders asking questions and a board of directors for the next year being elected |
| EGM (Extraordinary General Meeting) | Called to discuss a very important or emergency matter that cannot wait until the next AGM |
| Ad hoc meetings | Take place at short notice to deal with a problem or issue that has arisen |
| Chairperson | Responsible for the correct running of a meeting |
| Duties of a chairperson | Set an agenda Open the meeting Follow the agenda Standing orders must be agreed Keep order among participants Call for votes |
| Quorum | Minimum number of people who must attend before an official meeting can begin |
| Standing orders | Agreed rules for running a meeting |
| Secretary | Responsible for notifying participants in advance about the meeting, take notes of decisions made during the meeting. |
| Minutes | Written record of what was discussed and decided at the meeting |
| Duties of a secretary | Give a notice calling all people who are supposed to attend, along with copies of the agenda. Read out the minutes of the previous meeting and take notes during the existing meeting. Write up the minutes of the previous meeting and arrange the next meeting |
| Agenda | Summary list of all the items to be dealt with at the meeting |
| Possible agenda headings | Minutes of last AGM Matters arising from minutes Financial Report Chairpersons Report AOB (Any Other Business) |
| Advantages of meetings | Clarity: Messages are clearer when people are face to face Rapport: Face to face meetings help to establish positive relationships Speed: Meetings can deal with issues more quickly than exchanging letters or emails Feedback: Easier to get a response |
| Disadvantages of meetings | Cost: Time involved can be more costly than if the information were exchanged by email Record: Easy to forget what was discussed if there's no written record Clarity: Information can be lost if people don't understand Accuracy: It can be easy to misunderstand something spoken if the speaker is not clear and precise |
| Memo | Short written note about one particular issue |
| Report | Written document about a specific topic or issue presenting information, evaluation and recommendations to the person that requested it |
| Reasons for writing a report | To investigate an incident and explain what happened To solve a problem To identify possible courses of action and implications |
| Advantages of reports | Can gather together all relevant information on an issue Can provide detailed research, information and analysis Helps managers to make informed decisions |
| Disadvantages of reports | They can be too long or badly laid out Requesting reports can take time Report recommendations can be ignored by the receivers |
| Elements of effective communication | SENDER: Timely - The sender must choose the correct time to send the message e.g. not phoning at 2am MESSAGE: Accurate, Brief, Clear MEDIUM USED: Appropriate, Fast, Low cost, Provide a record RECEIVER: Allow feedback |
| Barriers to effective communication | SENDER: Choosing an inappropriate time MESSAGE: Inaccurate information, Badly worded, Inappropriate message MEDIUM: Inappropriate method of communication, Using medium that is too slow or unreliable RECEIVER: Wrong receiver, Receiver misinterprets the message, Receiver not listening |
| ICT (Information and Communication Technology) | Refers to the use of computers, telecommunications and electronics to gather, store and process information |
| Internet | An international network of computers connected through the telephone/broadband network |
| E-mail (Electronic Mail) | Allows documents and audio-visual files to be sent instantaneously over the internet at practically no cost |
| Intranet (Internal computer networks) | Networks of computers within a business |
| Electronic Data Interchange | Automated stock ordering system that allows orders to be placed automatically from a computer in one business to a computer in another business, using the internet e.g. checking a size in a clothes shop |
| Video Conferencing | A type of virtual meeting where participants can see and hear each other through the use of video cameras, telephone links and monitors |
| Word-processing software | Professional quality reports, letters and other documents can be produced using word-processing software on a computer |
| Desk top Publishing | Software which is used to produce professional quality leaflets, brochures, websites, newsletters and other publications at a very low cost |
| Benefits of ICT to a business | Faster communications Advertising Reduced marketing costs Reduced staff travel costs |
| Risks of ICT | Information security E-crime Business disruption risks Can be expensive |
| Data Protection Acts 1988 & 2003 | Requires that any organisation storing information on other people on a computer or in manual files must ensure that the information is accurate and kept up to date |
| Data Subject | Anyone who has information held about them on someone else's computer or files |
| Data Controller | The people or organisations who keep information about other people on their computers |
| Rights of Data Subjects | Right of access to files: You have the right to know how much and what type of information is being kept on file about you by an organisation and what it's being used for. Right to correction of errors: You are entitled to have inaccurate data about yourself corrected or deleted. Right to compensation where inaccurate information causes harm, such as denying you a loan or a promotion Right of individuals not to be subjected to automated decision making: Instead, individuals are entitled to have human input into making important decisions relating to them |
| Responsibilities of the Data Controller | The information has been obtained fairly and openly The information is used only for the specific purpose for which it was given The information is stored securely and protected against unauthorised access or theft The information is accurate, kept up to date and is only held for as long as is necessary |
| Data Protection Commissioner | Responsible for ensuring that the Data Protection Acts 1988 and 2003 are obeyed |
| Functions of the Data Protection Commissioner | Providing information to the public about the acts Maintaining a register of all organisations e.g. banks Helping businesses develop codes of practice to help them keep within the law Investigating complaints from the public about businesses that may be breaking the law |
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