GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS
Student ID
Student name: Huỳnh Mai Phương number: 31231022926
Student ID
Student name: Phùng Hồ Gia Hân number: 31231027334
Student ID
Student name: Bùi Võ Khánh Nhi number: 31231026935
Student ID
Student name: Nguyễn Thị Quỳnh Hương number: 31231027751
Student ID
Student name: number:
UNIT AND TUTORIAL DETAILS

Unit name: Business Communication Unit number: BC-DH49ISB-09

Communication Business
Tutorial/Lecture: Project Class day and time: Wednesday 12:00 AM
Lecturer or Tutor name: Dr. Stephen H. Rowe
ASSIGNMENT DETAILS

Title: A4_Team7_BC-9
Length: 1998 words Due date: April 17, 2024 Date submitted: April 17, 2024

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Student’s
signature: Huỳnh Mai Phương
Student’s
signature: Phùng Hồ Gia Hân
Student’s
signature: Bùi Võ Khánh Nhi

0
Student’s
signature: Nguyễn Thị Quỳnh Hương
Note: An examiner or lecturer/tutor has the right to not mark this assignment if the above
declaration has not been signed.

BUSINESS COMMUNICATION

Team 7
Huynh Mai Phuong
Phung Ho Gia Han
Bui Vo Khanh Nhi
Nguyen Thi Quynh Huong
University of Economics Ho Chi Minh City –
International School of Business
Business Communication
Dr. Stephen H Rowe
April 16, 2024

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Executive summary:
Emerald is a bubble tea and coffee shop, founded in 2020. With the slogan “Enjoy it! Life’s too
short”, it provides exceptional beverages and delicate customer service. Its current aims are
building customer loyalty, remaining stable. In this proposal, we examine issues and propose
solutions to enhance Emerald's communication practices, vital for sustaining its reputation and
operational efficiency in a competitive market.

The analysis identifies several communication practices as well as issues including misalignment
in perceptions, diversity challenges, defensive communication patterns, aggressive
communication styles, and difficulties in delivering negative information effectively.

To address these issues, a range of possible solutions are proposed. These solutions emphasize
fostering inclusive communication environments, encouraging respectful dialogue, providing
support for employees, and implementing strategies to enhance audience-focused messages.

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 Table of Contents

I. Analysis of the organization’s communication practices..........................................................................................5

1. Communication media (Appendix B)................................................................................................5
2. Different perceptions........................................................................................................................5
3. Diversity............................................................................................................................................5
4. Response Styles................................................................................................................................6
5. Supportive and Defensive Communication.......................................................................................6
6. Communication Styles......................................................................................................................7
7. Delivering Negative Information.......................................................................................................8
8. Audience-focused messages and Me-focused messages..................................................................8
9. Meetings...........................................................................................................................................8
10. Conflicts (Appendix C).......................................................................................................................9
II. Communication issues...........................................................................................................................................................9
1. Communication media.....................................................................................................................9
2. Different perceptions........................................................................................................................9
3. Diversity..........................................................................................................................................10
4. Response Styles..............................................................................................................................10
5. Supportive and Defensive Communication.....................................................................................10
6. Styles of Communication................................................................................................................10
7. Delivering Negative Information.....................................................................................................10
8. Audience-focused messages and Me-focused messages................................................................10
9. Meetings.........................................................................................................................................10
10. Conflicts..........................................................................................................................................11
III. Analysis of communication issues................................................................................................................................11
1. Diverse perceptions........................................................................................................................11
2. Diversity..........................................................................................................................................11
3. Supportive and Defensive Communication.....................................................................................11
4. Styles of Communication................................................................................................................12
5. Delivering Negative Information.....................................................................................................12

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 6. Audience-focused messages and Me-focused messages................................................................12
7. Conflicts..........................................................................................................................................12
IV. Possible solutions................................................................................................................................................................13
1. Different perceptions......................................................................................................................13
2. Diversity..........................................................................................................................................13
3. Supportive and Defensive Communication.....................................................................................13
4. Styles of Communication................................................................................................................13
5. Delivering Negative Information.....................................................................................................13
6. Audience-focused messages and Me-focused messages................................................................14
7. Conflict...........................................................................................................................................14
V. Proposed solution................................................................................................................................................................ 14
1. Diverse perceptions........................................................................................................................14
2. Diversity..........................................................................................................................................15
3. Supportive and Defensive Communication.....................................................................................15
4. Communication Styles....................................................................................................................15
5. Delivering Negative Feedback........................................................................................................16
6. Audience-focused messages and Me-focused messages................................................................16
7. Conflict...........................................................................................................................................16
VI. References............................................................................................................................................................................. 18
VII. Appendix............................................................................................................................................................................... 19
Appendix A (Evidence of observation)...................................................................................................19
Appendix B (Communication Media).....................................................................................................20
Appendix C (Conflicts)............................................................................................................................22

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I. Analysis of the organization’s communication practices.

1. Communication media (Appendix B)

Effective business messages should be clear, concise, comprehensive, complete, and correct.
This applies to all forms of communication, whether verbal, nonverbal, or written (Braun,
Module 1, p4).
Concise social media posts of Emerald keep customers well-informed, texts provide real-time
updates for employees, and face-to-face meetings promote comprehensive discussions. The
business uses tailored media for each target group, ensuring all parties stay abreast of the latest
events.

2. Different perceptions

Perception is the process of assigning meaning to an object, message, or event, which can be
affected by past experiences, prior knowledge, and psychological state (Cheesebro, Chapter 2).

Decorating preferences and potential marketing platforms clash between seniors and
youngsters, which aligns with the psychological factor. In contrast, when discussing the
bestseller product, while sales data is interpreted by the manager based on his prior
experience, the bartender is affected by customer feedback, which is an external factor rather
than his own experience or knowledge.

3. Diversity

Diversity includes multiple characteristics such as age, language, sexual orientation, and
culture…, which can affect business communication (Cheesebro, Chapter 3).

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The example of the amount of sugar needed for strawberry tea demonstrates how the
difference in cultural preferences can influence communication.

Meanwhile, the age, gender, and educational gap does not negatively affect Emerald's
workplace since there is a set of required manners for all employees that serve as a solution to
overcome barriers.

4. Response Styles

There are 5 common types of responses: Interpreting, paraphrasing, evaluating, supporting, and
questioning. Your response can either encourage open communication or shut down further
discussion and understanding (Cheesebro, Chapter 5).

Four responding types are applied except for paraphrasing. The manager usually interprets
feedback, asks clarifying questions, and assesses situations by judging.
Manager: "Thank you for your feedback about the Chocolate Milk Tea. Perhaps the recipe needs
some adjusting. We'll look into this and strive to make it better!"

Manager: "I apologize for the mistake with your order. Can I ask if you ordered a more complex
drink with multiple ingredients? Perhaps there was a misunderstanding during preparation.
Let's remake one for you, on the house."

When a machine suddenly becomes out of use, colleagues help each other using supporting
responses.
Bartender: "Don't worry, I can take over brewing the manual orders while you handle customer
service. We'll get through this together."

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 5. Supportive and Defensive Communication

By learning to be supportive instead of defensive, you can create a positive communication

climate in all your relationships (Cheesebro, Chapter 6).

The team discussed solutions after a sales decline, demonstrating problem orientation which
fosters a collaborative environment.
Leader: "Let's brainstorm some ideas to get back on track. No blaming past strategies, just fresh
thinking."

Similarly, a waiter showing empathy to a customer who spilled their drink builds trust and
customer satisfaction.
Waiter: "Don't worry sir, accidents happen, let me get you some extra napkins."

By contrast, the senior bartender shut down a new recipe idea with certainty, which is not
aligned with the principle.
Senior bartender: "No, stick with the old recipe, kid. Been making it this way for fifteen years,
and it's always fine."

6. Communication Styles

Assertiveness is stating your opinion directly and respectfully. Non-assertiveness is doing so but
in an indirect way or not at all. Aggressiveness is being disrespectful to others to get your needs
met (Cheesebro, Chapter 6).

At Emerald, an assertive employee respectfully informs the customer about the unavailable
drink whereas a non-assertive employee accepts the extra-hour shift silently and fails to express
her feelings.

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Waitress: "Oh! I am so sorry that the ingredients needed for this flavor are currently out of
stock. But we have another flavor that resembles the one you like."

Manager: "Hey, Kim! You are free this Saturday, aren’t you? Can you assist Hung because he is a
newbie, I am worried that he will not be able to confront unexpected situations."
Waitress: "Hmm…(She was reluctant but kept remaining silent) Ok, I will go, let me help him."

Aggressiveness appears when the bartender confronts a waitress who spills a tray of tea in front
of customers.
Bartender: "What's going on, Thu? What is happening to you? Just stay home if you cannot
finish your job properly!"

7. Delivering Negative Information

When sending negative messages to the reader, be honest and focus on giving solutions rather
than just reporting the problem (Braun, Module 9, p187).

The supervisor at Emerald prioritizes solutions by giving feedback to an employee via text,
advising him how to behave appropriately with customers. However, he once reprimanded a
waiter publicly, contrasting with solution-oriented communication.

8. Audience-focused messages and Me-focused messages

Audience-focus means putting yourself in the other person’s shoes and communicating with
such a genuine you-attitude gets positive results (Braun, Module 12, p228).

Indeed, a Facebook post of Emerald during the COVID-19 pandemic showing gratitude towards
customers exemplifies this principle.

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 9. Meetings

There are various meeting types, including informal, team, and regular staff meetings, etc.
Organizations should use PAIBOC analysis to plan successful meetings (Braun, Module 21, p399-
400).

All kinds of meetings are conducted as needed at the organization in different contexts. They
meet at suitable venues and apply PAIBOC to create productive meeting plans.

10. Conflicts (Appendix C)

Conflict reveals problems and pushes for resolution, constructive or destructive, depending on
how it is handled (Cheesebro, Chapter 7).

When the marketing team and external relations department discuss their needs and goals,
they constructively reach common ground for a better budget allocation. Meanwhile, the ego
clash between two employees about their promotion is destructive because it focuses on
individual benefit, hindering communication and company progress.

II. Communication issues

1. Communication media

Diverse media are used to communicate in the organization: No issues.

2. Different perceptions

- Diverse perceptions about the decorations, best drink flavor in the bubble tea shop: No
issues.
- Diverse perceptions about the marketing strategy of the business:

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 The manager lacks provisionalism, he was constrained by his own experiences.
- Diverse perceptions about the behaviors towards customers:
Employees do not hold the same attitude towards servicing customers.

3. Diversity

- Diversity in age, gender, and educational gap: No issues

- Diversity in regional culture: a difference in regional preferences causes variables in
sweetness levels in drinks.

4. Response Styles

No issues.

5. Supportive and Defensive Communication

Defensive communication: The senior bartender in the coffee shop tried to control the
conversation.

6. Styles of Communication

- Aggressive style: the employee might have felt defended.

- Non-assertive style: the employee struggled to express their concerns.

7. Delivering Negative Information

Negative messages were not delivered appropriately, allowing both parties meeting
needs. Specifically, the employee receiving complaints from the manager was
embarrassed.

8. Audience-focused messages and Me-focused messages

The manager prioritizes boasting about the training process and the work environment
over highlighting the benefits for interns.

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 9. Meetings

Different ways of organizing meetings are applied to diverse situations, depending on

each situation’s demands. There are not any issues.

10. Conflicts

Tension in the communication process among employees can create havoc on

relationships and discourage cooperation, which could create a hostile and toxic
environment.

III. Analysis of communication issues

1. Diverse perceptions

a. Diverse perceptions about the marketing strategy of the business:

- The manager's limited view, shaped by the Halo Effect, past experience, and the
common hierarchical culture in Vietnam, could exert a negative impact on the whole
plan.
b. Diverse perceptions about the behaviors towards customers:
- Inconsistent employee attitudes towards customers might be problematic for a coffee
shop (Hurlbert, 2019). Different perspectives from waiters and waitresses in general
cause variable attitudes, which possibly create confusion and mixed feelings in
customers, thus, the organization might not be able to cultivate loyalty in customers.

2. Diversity

- Diversity in regional culture: People from Ho Chi Minh City tend to prefer sweeter
beverages compared to those from the North of Vietnam, both parties holding justifiable
reasons. Therefore, it is important to define the target audience and choose a single
sweetness level based on target demographics or market research.

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3. Supportive and Defensive Communication

- Defensive communication: The senior shut down a younger colleague's suggestion

without explanation because he relies on past success without considering changing
tastes. Such communication style might cause resistance, and paranoid responses in the
younger bartender (DEFENSIVE COMMUNICATION, n.d.).

4. Styles of Communication

- Aggressive style: Frustrated by the spilled bubble tea by one waiter, the bartender did
not want to leave a bad impression on customers so he was immediately angry at the
waiter.
- Non-assertive style: Fearing a bad impression from the manager, the new employee
hesitated to voice concerns
- However, holding such communication styles might leave both parties in a stressed
setting, resulting in communication breakdown, and as a result, unproductivity would
occur.

5. Delivering Negative Information

- The manager accusingly asked about order accuracy problems without considering
external factors, which makes employees feel embarrassed and workplace enthusiasm
may suffer.

6. Audience-focused messages and Me-focused messages

- The manager wanted to make an impression about the quality of the training course so
it could appeal to new applicants. However, the negligence of how the course could
benefit applicants can make potential interns may not be drawn to the program if they
don't understand the skills they'll develop.

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 7. Conflicts

- Need conflict: limited resources such as a lack of money created competition.

- Fact conflict: miscommunication or a lack of documented recipe confused the right
quantity of each ingredient.
- Value conflict: One employee values efficiency, while the other emphasizes customer
service quality. Both are important so striking a balance between two sides is desirable.
- Ego conflict: Ambitious employees craving for a limited position can create tension.
Overall, all types of conflicts except for value conflict in the company can create a hostile
environment and an environment of missed opportunities for continuous improvement.

IV. Possible solutions

1. Different perceptions

- Diverse perceptions about the marketing strategy of the business: Let the manager and
the employee have a private conversation discussing this problem.
- Diverse perceptions about the behaviors towards customers: The manager emphasizes
a unified attitude toward customers for employees.

2. Diversity

- Diversity in regional culture: Bartenders should agree on the sweetness level of the
drink to come up with a consistent mixing recipe.

3. Supportive and Defensive Communication

- Approach defensive communication with a positive and open attitude.

- The younger bartender asks for help from the manager to analyze the need to adjust the
original recipe as consumer taste changes over time.

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4. Styles of Communication

- Aggressive style: When witnessing aggressive communication, managers should

intervene immediately and address the behavior privately.
- Non-assertive style: The company organizes a role-playing activity where employees
practice giving presentations on a familiar topic to a small, supportive group. This helps
them build confidence in public speaking and expressing their ideas.

5. Delivering Negative Information

- Actively giving oral feedback to managers in regular staff meetings.

- State the situation and the urge to address it in online 3-month-period feedback.

6. Audience-focused messages and Me-focused messages

- Managers should pay attention to employees' needs.

- Highlight how the training course will directly benefit employees by improving their
skills, increasing their knowledge, or enhancing their career opportunities.

7. Conflict

- Need conflict: Two teams discuss the equal allocation for each department, based on
the number of activities of each team.
- Fact conflict: Implement standardized documentation procedures for all processes to
ensure clarity, consistency, and accuracy.
- Value conflict: The manager clearly defines customer service standards that balance
efficiency with quality.
- Ego conflict: Have regular career development discussions with ambitious employees.
Discuss their aspirations and explore alternative paths to career development to take
the pressure off them.

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V. Proposed solution

Our group suggests the following solutions for each problem:

1. Diverse perceptions

- Diverse perceptions about the marketing strategy

Solution: Organize brainstorming meetings where all team members can share their ideas to
reach the most reasonable conclusion.
By considering diverse perspectives, the team develops a comprehensive marketing strategy,
which helps reduce the bias and Halo effects.
- Diverse perceptions about the behaviors towards customers:
Solution: Develop a customer-centric framework that provides a uniform attitude.
This will enhance customer satisfaction because customers feel valued and receive personalized
attention, leading to increased satisfaction and loyalty.

2. Diversity

- Diversity in regional culture:

Solution: Two employees and the manager have a serious discussion about developing a
standard recipe with an exact amount of sugar, in which understanding of cultural differences
should be demonstrated.
Therefore, bartenders can achieve consistent sweetness levels to ensure customers get the
same delicious experience every time they order a drink.

3. Supportive and Defensive Communication

- Defensive communication:
Solution: The younger bartender should have a private conversation with his senior that shows
his willingness to listen. He should also acknowledge the past successes of seniors but
emphasize the value of fresh perspectives to adapt to changing tastes.
Understanding the conversation will help both parties gain a better understanding of each
other's perspectives, fostering empathy and collaboration.

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 4. Communication Styles

- Aggressive Communication:

Solution: The company holds workshops where employees practice active listening techniques
like maintaining eye contact, summarizing what they hear, and avoiding interrupting.

This helps them understand others' perspectives and reduces misunderstandings that can lead
to aggression.

- Non-Assertive Communication:

Solution: During team meetings, the manager encourages everyone to ask open-ended
questions and ensure all voices are heard, creating a safe space for communication.

This leads to a more engaged team, better marketing strategies, and a stronger overall business
performance.

5. Delivering Negative Feedback

Solution: Actively giving oral feedback to managers in regular staff meetings.

This is because regular feedback meetings allow for a more open discussion about challenges.
And through regular feedback discussions, the manager can clearly outline expectations for
communication within the team.

6. Audience-focused messages and Me-focused messages

Solution: Instead of simply stating the requirement, the announcement emphasizes how the
training will enhance employees' skills, and increase their knowledge of the latest industry
trends.
This fosters a more engaging and productive training environment where employees can gain
valuable skills and knowledge, while the business experiences improved performance.

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 7. Conflict

 Need conflict:

Solution: Analyze metrics relevant to their goals to allocate a higher budget to the team in
need.

By this method, the manager can identify which team is more effective in achieving its goals and
allocate a higher budget portion to support its continued success.

 Fact conflict:

Solution: Bartenders can hold a taste test and see which quantity gets the most votes, thereby
agreeing on the standard amount of white pearls for the tea.

By establishing a preferred amount based on votes, the bartenders have a consistent recipe to
follow, ensuring quality and taste across all cups served.

 Value conflict:

Solution: Encourage both employees to learn from each other. The efficiency-focused employee
can learn to provide exceptional service during slower periods, and vice versa.

This allows employees to contribute their strengths while also understanding the importance of
the other perspective.

 Ego conflict:

Solution: Managers should define clear and objective criteria for the promotion based on the
performance of both employees and clearly explain the rationale for the decision.

Clear criteria ensure a fair and objective selection process, minimizing bias, leading both
employees to feel convinced, and reducing conflict.

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 VI. References

- Braun, K., Locker, K. O., & Kaczmarek, S. K. (2016). Business communication: Building critical skills (3rd
ed.)

- Cheesebro, T., O’Connor, L., & Rios, F. (2010). Communicating in the Workplace. (1st ed.)

- Ethical leadership supports voice behavior: evidence from Vietnamese service firms. (2020,
May).ResearchGateLogo.https://www.researchgate.net/publication/341772569_Ethical_Leader
ship_Supports_Voice_Behavior_Evidence_from_Vietnamese_Service_Firms

- Hurlbert, J., Ph.D. (2019, August 6). The link between employee attitudes and customer satisfaction.
https://www.linkedin.com/pulse/link-between-employee-attitudes-customer-satisfaction-
hurlbert-phd/

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VII. Appendix

Appendix A (Evidence of observation)

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Appendix B (Communication Media)

 Social media:

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 Information about opening times, discounts, vouchers, etc.:

 Face-to-face meetings:

 Texts
Between the business and its clients:

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Between managers and employees:

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Appendix C (Conflicts)

a) Need conflict:
 Team Marketing: More budget needs to be allocated to our department so that we can
promote a more effective marketing campaign that can raise brand awareness.
 External Relations Department: No, we think more budget should be spent on our
operations. Because managing external relationships with our financial relations,
investors, and partnerships is more urgent. At the moment, we are not going to launch
any products or campaigns for special events, so that money should be allocated to our
department.

b) Fact conflict:

 Thu: "Alex, remember, for “Be a Peach”, we always fill the cup with ice first, then add the
tea and 5 ml of white pearls. That way, the drink stays colder for longer."
 Nam: "But the recipe sheet says to add the tea first, then 6 ml of white pearls, then ice.
That's how I've been doing it."

c) Value conflict:

 Thu: (Slamming down a latte with a generic milk design) "There you go! Next customer!"
 Nam: (Hurriedly wiping down the espresso machine) "Thu, slow down a little! We can't
sacrifice quality for speed. Didn't you see that the last latte had barely any foam, and the
customer wanted caramel drizzle, not chocolate?"
 Thu: (Rolling her eyes) "Look, Nam, the line is crazy! People just want their caffeine fix,
they don't care about fancy designs. We need to keep things moving or this line will
never go down."

d) Ego conflict:

 Khanh (to Han, in a loud voice): "This exec position is practically made for me! I'm the
face of this store, everyone knows me! My connections will bring in a whole new crowd

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 to the flagship." (He throws an arm around Hân’s shoulder, seemingly friendly but
clearly wanting to intimidate)
 Han (shrinking back slightly): "Connections are great, Khánh, but the flagship needs more
than just star power. My data analysis has helped us optimize operations across the
board. I can ensure efficiency and growth on a larger scale."

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