Understand How to Communicate

With Others Within The Building

Services Industry:

Presented By;
Michael Woodcock
Introduction
 Introduction
• There are many working relationships that exist
with the construction industry, between the
company and its customers, suppliers, between a
manager and the workforce And between the
different trades on site:

• How well these relationships function can play a

significant role in the overall effectiveness of how
any job or construction site is run with regards to
completion times, handovers and customer
satisfaction:
 Introduction
• There are some IMPORTANT factors that can
determine whether these relationships are healthy
and productive, or whether they WILL have a
harmful effect on the workplace:

• Good relationships are built on co-operation,

where each individual is working towards the
achievement of the common objective:
 Introduction
• In this unit we will look at ALL the various roles of
the people within the construction industry
hierarchy, from the Architect to the trades people
and apprentices on the site, as well as investigating
the roles of site visitors who can influence what
we do and the way in which we work:

• We will also learn about the various systems of

information and communication available to us to
ensure the smooth running of site operations:
 The Construction Industry Management
Hierarchy:
• The construction of any building is a complex process
that requires a group of professional's known as the
CONSTRUCTION TEAM:

• The team works together to produce what the CLIENT

wants and has requested:

• We will now take a close look at the construction

team, to consider the role that each individual in the
overall production project and their responsibilities
within the management structure:
• STRUCTURE OF THE SITE MANAGEMENT:

• Within each construction project there will be a site

management team:

• This usually follows a recognised structure by which

the team operates and communicates:

• It is important that ALL members know their roles

and responsibilities within the management
structure to ensure the smooth running of the
project and that any problems are dealt with as
quickly as possible:
• First, lets now look at the structure of the site
management team:

• Second, discuss their individual roles as part of

the team:
• THE KEY ROLES OF THE SITE MANAGEMENT
TEAM:

• Before we look at the individual roles of the team,

it is important to note, that the management of
construction projects requires a good
comprehension of modern management systems,
as well as expert knowledge of the design and
construction process:

• The programme will have a specific set of

objectives, which MUST be completed within a
given time frame (The timing and planning is key) :
• The Management of any large construction site
usually falls into TWO TIERS:

• 1- Those that visit the site occasionally (usually

senior management)

• 2 – Those that are PERMANENTLY site based to

oversee the day-to-day activities:

• We will now look at the roles of the FIRST TIER:

• FIRST TIER:

• THE CLIENT:

• Arguably the MOST IMPORTANT member of the team,

they are the reason the project is in progress:

• Remember from the Health and Safety Unit,

construction projects intending to be in progress for
more than 30 days will be subject to CDM
(Construction Design Management) 2007:

• The main points being:

• Appoint CDM co-ordinator:
• Provide information regarding health and safety:
• Welfare facilities:
• Ensure the competence of the management
team:
• Keep a Health and Safety File:

• To name a few:
• THE ARCHITECT: The Architect (or Designer) Is
considered to be the leader of the management
team:

• Responsible for turning the clients requirements

into a building design and provide working
drawings:

• To seek planning permission:

• Advise the client on materials and generally

supervise ALL aspects of the project from start to
• THE SURVEYOR (Building Surveyor)

• Position the building on the land plot and ensure

Building Regulations are adhered to:

• Surveyor will make site visits at different stages of

construction to ENSURE that the building process is
being properly carried out:
• THE QUANITY SURVEYOR;

• Known as the (QS) the role is that of an accountant and

advises how the building can be constructed within the
constraints of the clients finances:

• Measures the amount of labour and materials required

from information taken from the drawings:

• This information is collated into document which is known

as the ‘BILL OF QUANTITES’

• Will also advise the Architect on the cost of any

VARIATIONS to the original contract, or any additional
• SPECIALIST ENGINEERS:

• Hired as part of the Architects team to ASSIST in the design of

the building that requires specialist knowledge:

• They include:

• THE CIVIL ENGINEER: - Designer of roads, bridges, tunnels if

needed. Also. drainage and water requirements for the project:

• STRUCTURAL ENGINEER: - Calculates the load, required taking

into account wind and rain, and the weight of the building itself:

• From this information the actual frame and foundations can

• BUILDING SERVICES ENGINEERS: this specialist engineer
advises on, and designs ALL the mechanical and electrical
services which are going to be required for the building:

• These will include:

• Heating:
• Ventilation:
• Plumbing:
• Lighting/Power:
• Air conditioning:
• Refrigeration:
• Tele- communications:
• THE CLERK of WORKS:

• The Clerk of Works (CoW) MAY also be preferred to

as the PROJECT MANAGER:

• Appointed by the Architect the CoW is the

Architects representative on site:

• He or she ensures that the building is constructed

in accordance with the drawing while maintaining
quality at ALL times:
• The CoW will make regular reports back to the
Architect:

• He or she will also keep a log/diary of events in case

of any disputes, make any necessary notes delays
due to for example weather conditions and any
other stoppages in the build:

• On large projects the CoW will be resident at ALL

times:

• On smaller projects, the visits will be periodical:

• LOCAL AUTHORITY: The Local Authority has the
overall authority/responsibility of the relevant
planning and the Building Regulations:

• It may also show interest in site H&S MATTERS

with the H&S Executive:

• The L.A. employ TWO different people to carry the

following roles:

• THE PLANNING OFFICER:

• THE BUILDING CONTROL OFFICER:
• THE PLANNING OFFICER: Responsible for
processing planning applications and the
Building Regulations:

• Other duties include:

• Listed building application consent:
• Conservation area consent:
• Advising on planning issues:
• THE BUILDING CONTROL OFFICER: Is responsible for ensuring
that regulations on the following are met and comply with
regulations:

• Public H&S:
• Energy conservation:
• Disabled Access:
• Regular inspections of work in progress:
• Management of any demolition of derelict buildings:
• Guidance and advice on ALL types of buildings and
construction problems outside of the Building Regulations:

• Are met and comply with regulations:

• THE BUILDING CONTRACTOR AND EMPLOYEES:

• In this part of the unit, we will examine the role of the Building
Contractor and the members of the team directly employed by him or
her:

• THE BUILDING CONTRACTOR: The building contractor will enter into a

contract with the client to carry out the work in accordance with the
drawings, Bill of Quantities and the Specification:

• Every contractor develops their own methods of pricing and tendering

for the work and, depending on the size of the job this WILL determine
the company’s staff requirements:

• The contractor WILL employ specialists within the construction industry

to under take certain key roles/tasks
• The ESTIMATOR: Breaks the B o Q down into;

• LABOUR:
• MATERIALS:
• PLANT:

• This represents the amount it WILL cost the

contractor to complete each stage of the project.
Added to this will be a percentage for overheads
and profit:
• THE PLANNING ENGINEER: Is responsible for the
PRE-CONTRACT planning and identifying the MOST
economic and efficient way to use labour, plant and
materials:

• THE PLANT MANAGER: Is responsible for ALL the

items of mechanical plant used in by the Building
Contractor, or hired from a company to carry out a
specific task:

• The plant manager is also responsible for

maintenance and repair and the training of plant
operatives:
• THE SAFETY OFFICER: Responsible for:

• Carrying out safety inspections:

• Safety training:
• Site inductions:
• Investigation of incidents and accidents;

• Is accountable to Senior management for ALL

aspects of on-site H&S:
• THE CONTRACTS MANAGER: Supervises the
creation and management of:

• Planning and building operations contracts:

• Liaising with head office staff and site agents as

needed:
SECOND TIER:

• So far we have looked the members of the FIRST TIER of the site
operations team, now lets discuss the second tier:

• SUB-CONTRACTORS: - The sub-contractor is appointed by the Main

Contractor and enters into a contract to under take specialist works on site,
for example plumbing, electric etc.:

• Normally the sub-contractor supplies the labour only, all materials and
plant will be supplied by the Main Contractor:

• Alternatively the subcontractor may supply and fix (but this can be costly, if
anything happens financially and the project is put on hold or abandoned
(the subcontractor is liable initially for the payment of the materials):

• Occasionally the subcontractors may be specified by the Architect, and the

Main Contractor has NO SAY in the matter as it is drawn up in the contract:
• THE SITE SUPERVISOR: Can also be known as the
Construction Manager:

• Responsible for the day-to-day running of the site:

• Can include:

• Preparing budgets:
• Hiring team members:
• Handling deliveries:
• Over seeing construction duties:
• TRADE SUPERVISOR: Each of the different trades will have their own independent
supervisor:

• Trade supervisors will be responsible for the day-to-day running of their companies
on site operations:

• They are responsible for:

• Determining work requirements for their own operatives:

• Consulting with other managers to coordinate activities with other trades:

• Maintaining attendance records and rosters:

• Over seeing the work of their operatives and suggesting improvements and changes:

• Holding discussions with the workforce (TOOL BOX TALK) and sorting out grievances:

• Performing the task of their trade:

• THE ON-SITE TRADES:

• No construction site located anywhere in the world

cannot FUNCTION without the ON-SITE TRADES:

• Working to the Architects drawings, it is the ON-SITE-

TRADES that create the Architects VISION:

• The trades can be divided INTO TWO MAIN GROUPS:

• CRAFT OPERATIVES:

• BUILDING OPERATIVES:
• CRAFT OPERATIVES:

• Craft operatives are the SKILLED CRAFTSMEN/WOMEN who

perform specialist tasks, their roles include:

• BRICKLAYERS:
• CARPENTERS/JOINERS;
• PLUMBERS:
• ELECTRICIANS:
• HVAC ENGINEERS (Pipefitter/Welders)
• GAS ENGINEERS:
• PLASTERERS:
• PAINTER & DECORATORS:
• TILERS:
• ROOFERS:
• BUILDING OPERATIVES:

• Building operatives are the labourers who carry out

the practical tasks. These include:

• GENERAL BUILDING OPERATIVES AND

GROUNDWORKERS: Duties may include:

• Mixing concrete:
• Laying drains:
• Offload material:
• Generally assist the craft operatives: (Mates or
• SPECIALIST BUILDING OPERATIVES: These will
include:

• Scaffolders:

• Glaziers:

• Suspended ceiling installers:

A FEW OF THE CRAFT TRADES
• The next slide WILL illustrate the structure and
the roles of the Building Contractor and their
employees:
 The Site Inspectors
• There are others outside visitors to the construction
industry who’s sole focus is towards and regards to Health
and Safety:

• These are the INSPECTORS:

• Their role is to check that everyone involved in the

building project is COMPLYING with the rules and
regulations to ENSURE that the structure, the people who
work in it and on it, and the services that the eventual
occupiers will use ARE SAFE and WITHOUT RISK:

• There are FOUR TYPES of INSPECTORS:

• The HEALTH and SAFETY Inspector:

• The BUILDING CONTROL Inspector:

• The WATER inspector:

• The ELECTRIC SERVICES inspector:

• Lets look at the above roles individually:

• THE HEALTH and SAFETY INSPECTOR:

• The H&S Inspector usually works for the H&S

Executive, but can also be employed by the
Local Authority it is this inspector’s duty to
ensure that ALL H&S law is FULLY
IMPLEMENTED (No leeway) by the Building
Contractor:

• (We fully covered this role in the H&S Unit)

• THE BUILDING CONTROL OFFICER (INSPECTOR):

• The Building Control Inspector (Now more generally

known as the Building Control Surveyor) Works for the
Local Authority and makes sure that each of the
Building Regulations documents are observed in the
planning and construction stages of the new buildings:

• Building Control Surveyors need to know the Building

Regulations (In depth) and how to interpret them
ACCURATELY as they have the POWER to reject plans
that fail to meet the Regulations:
• They may ALSO have to use their professional
judgement and skill to offer advice on acceptable
solutions to meet statutory requirements should
any problems arise:

• They will make visits at different stages of

construction to ENSURE that ALL construction
work is being properly carried out:
• THE WATER INSPECTOR:

• Water inspectors are employed by the local water

undertaker:

• The key role/objective of the Water Inspectors work is

to reduce the risk of CONTAMINATION of the public
water supply from backflow of any fluid by providing
advice and guidance on regulation compliance in new
and existing premises:

• The water inspector enforces the Water Regulations by

inspecting a range of plumbing installations:
• The water inspector carries out hands-on inspections for
the following:

• In a percentage of new domestic properties:

• In ALL new non-domestic premises/connections:

• Based on potential risk in existing premises:

• He or she will also carry out reactive inspections following:

• Requests to inspect due to water quality problems:

• Requests from customers for advice and resolution of
plumbing problems with new or old systems:
• ELECTRICAL SERVICE INSPECTOR:

• Electrical inspections MUST BE made out on ALL NEW

installations. However, it is VERY IMPORTANT that they
are made on ALL new commercial and industrial
projects:

• These are undertaken by the local electrical supply

company, but because these companies are privately
owned, they usually employ private sub-contractors to
inspect the installation and issue test certificates on
their behalf:

• The fees for these services are paid for by the

• DOCUMENTATION and SOURCES OF INFORMATION
IN THE BUILDING SERVICES INDUSTRY:

• The relationship we have at work will vary, for

example the relationship we have with our
employer will be different from that with work
colleagues and customers:

• We will now look at the sources of information and

strategies YOU will need to adopt to make each of
these relationships as effective as possible:
• THE RELATIONSHIP BETWEEN YOU AND YOUR
EMPLOYER:

• One the most major points about running a

business, is the relationship between the employer
and employee:

• Businesses are successful partially because the

management and staff work together, are
motivated and engage in useful dialogue:
• In the past, pay and working conditions varied from
employee to employee, and the employer had the
power to hire and fire as they pleased. However,
these day employers and employees are actively
encouraged to engage and discuss about matters
across a whole spectrum of a business including their
respective rights:

• There are many forms of legislation that our

employer (and you, the employee) MUST be aware of
and follow with regards to employment:

• The main acts ARE SUMMARISED in the next few

• THE EQUALITY ACT 2010:

• This act came into force in October 2010 It sets out a

clear framework with clear simplified law to at tackling
DICRIMINATION and DISADVANTAGE:

• Implemented by the (EHRC) Equality and Human Rights

Commission: The EHRC was formed in October 2007
and has responsibility for the promotion and
enforcement of equality and discrimination laws in
England, Scotland and Wales:
• THE EMPLOYMENT RELATIONS ACT 2003:

• The provides a range of contracts rights for employees,

including:

• Entitlement to an itemised pay statement:

• Entitlement to the National Minimum Wage:

• Terms and conditions of work set out in writing:

• Protection against unfair dismissal at work:

• SEX DISCRIMINATION ACT:

• This act protects employees against discrimination on the

grounds of gender:

• For example:

• In job advertisements: (UNLESS IT IS SPECIFIC)

• In selection of employees for jobs:

• In promoting employees:

• In offering training and career development opportunities:

• THE RACE RELATIONS ACT 1976:

• This act makes discrimination on the grounds of

race illegal in the same way as the Sex
Discrimination Act discussed previously:
• THE DISABILTY DISCRIMINATION ACT 1995:

• This act applies to companies who employ 20 or

more people – These companies are obliged by law
to accommodate the needs of disabled people with
regards to accessibility and rights:
• THE DATA PROTECTION ACT 1998:

• The Data Protection Act gives EVERYONE the right

to know what information is held about them, and
sets out rules to make sure that this information is
handled properly:
• THE FREEDOM OF INFORMATION ACT 2000:

• This act gives you the right to ask any public body
for ALL the information they have for any subject
you choose, UNLESS there’s a good reason, THEY
HAVE TO PROVIDE IT WITHIN A MONTH OF YOUR
REQUEST:

• You can ALSO request personal information they

hold about you:
• KNOWLEDGE and UNDERSTANDING OF YOUR JOB:

• To be a successful plumber it is important you now and

have an understanding of your job well:

• This will include your understanding of where and how

to access information about ALL aspects of your work:

• Once you have accessed this information, you need to

know how to use it, so that you can install systems
CORRECTLY and WITHOUT risk to your customer:

• There are THREE MAIN TYPES OF INFORMATION that

you WILLNEED TO ACCESS :
• REGULATIONS:

• Plumbing is one of the most regulated trades within the

building services engineering sector:

• REGULATIONS in the plumbing industry include:

• 1- BRITISH STANDARDS and APPROVED CODES OF PRACTICE;

• Provides guidance on interpreting and following regulations:

• The B.S. ARE NOT force able, but set out a series of
recommendations so that the MINIMUM standards comply
with the recommendation
• It is IMPORTANT to note that the regulations and
the British Standards ARE NOT our primary source
of information when installing equipment and
appliances: (MANUFACTURERS INSTRUCTIONS
OVERIDES BOTH OF THESE EACH AND EVRY TIME)

• MANUFACTURERS GUIDEANCE:

• Manufacturers installation, service/maintenance

and end user instructions are the MOST
IMPORTANT documents you WILL have access to
when undertaking your job
• The guidance MUST BE FOLLOWED, otherwise:

• The terms of the warranty WILL BE VOID:

• The installation may be dangerous:

• The installer MAY be breaking the regulations:

• You may on occasions feel that the instructions contradict the

regulations, this is because the regulations are reviewed only
periodically, whereas manufacturers are moving forward all the time with
new and more efficient products, so their information may be more up to
date in these cases follow a simple but effective rule:

• ‘THE MANUFACTURERS GUIDEANCE MUST BE FOLLWED AT ALL TIMES’

even if it contradicts the regulations and British Standards:
• KNOWLEDGE and UNDERSTANDING OF ON-SITE
DOCUMENTATION:

• No construction project can function WITHOUT

certain amount of day-to-day paperwork:

• Each of these documents has an important

function:

• Lets now look at some of these documents:

• TIME SHEETS:

• A time sheet is complete by each employee (or

sometimes by the trade foreman on a weekly
basis):

• Gives details of hours worked and description of

the job carried out:

• Time sheets are used by employers to calculate

wages and provide information for planning future
estimates:
• DELIVERY NOTE:

• Also known as ADVICE NOTE:

• This is the document that lists the type and amount

of materials that are delivered to site:

• It should be checked against the actual material

delivered and ONLY signed if the materials on the
list/note, and the materials delivered match up:

• A copy should be retained for administration

• REMITTANCE ADVICE NOTE:

• Remittance advice is a letter sent by a customer to

a supplier, to inform the supplier that their invoice
has been paid. If the customer is paying by cheque
, the remittance advice often accompanies the
cheque.
• JOB SPECIFICATION:

• Job specification is a description of the installation

that is being quoted for, complete with the types of
materials and appliances that the installation
contains:

• Occasionally, it MAY specify the manufacturer or

British Standard of the materials if the installation
is to use:
• SITE PLAN:

• Give details of the site layout, position of building

in relation to the building site layout:
• WORKING DRAWINGS:

• These are plans, elevations and details needed by

the contractor (along with the job specification) so
that an estimate can be produced/obtained and the
building can be constructed:

• These need to show ALL dimensions and to be

accurately scaled:
• WORKS PROGRAMME:

• The works programme has a number of purposes:

• Establish dates for when work starts and finishes:

• Illustrates the required labour and plant during the

contract:

• Shows the order of operations:

• Provides information for monitoring works progress:

• ESTIMATE:

• An estimate is a price given to a customer, which

ALLOWS the person giving the estimate an
opportunity to alter the price (if hidden anomalies
present themselves prior to the job starting)

• QUOTATION:

• The quotation is the FINAL and FIXED Price issued

to the customer prior to the job starting (It is a
contractual Legal binding agreement)
• VARIATION ORDER:

• A V.O. is a written document which is issued to the

contractor by the management team instructing a
VARIATION OF THE WORK TO TAKE PLACE, from the
original contract programme (for example, additional
radiators to be fitted):

• You should NEVER undertake additional work on site on a

verbal instruction from the client, or building management
team. A V.O. must be issued (otherwise if the extra work is
completed and the client/team do not pay for that extra
work if will be difficult to obtain payment as you have no
LEGAL WRITTEN instructions to undertake the extra work)
• POLICY DOCUMENTS:

• This is a document held by the client in it, Health and

Safety information is recorded and kept for use at the
end of the construction project:

• It is a legal requirement under the CDM Regulations

2007:

• The type of information contained in the H&S file is

designed to help those in position of responsibility to
identify key H&S issues/risks that may be encountered
on site, and to provide operating and maintenance
manuals for the building and any equipment installed:
• CUSTOMER CARE POLICY:

• Also known as a customer service document/charter:

• Good customer care call for customer loyalty, and customers are a good
source of positive advertising:

• A customer care policy sets out the standard of service the company
aims to provide the customer with respect to:

• The response times to enquires and call outs:

• Reliability:
• Courtesy shown to the customer by the operative:
• Recording, monitoring and publishing compliments and complaints
• Consultation with customers on a regular basis:
• Periodic review of customer services and possible areas of
• ENVIRONMENTAL POLICY:

• This document is a written statement of intent to

manage human activates to PREVENT, REDUCE or
REMOVE any harmful effects on the
ENVIRONMENT and the earths natural resources:
• It also aims to ENSURE that any changes that are
made to the ENVIRONMENT by humans DO NOT
have harmful effects on the population or wildlife:

• Environmental statements often make several

commitments as follows:
• Lower pollution and waste:

• Use energy and resources efficiently:

• Minimise the environmental impact on natural habitats and

biodiversity of new developments:

• Minimise the environmental impact of raw material extraction:

• An environmental policy is implemented through

Environmental Management Systems (EMS)

• Writing an environmental policy is currently voluntary in the

U.K. and the structure and content ARE NOT yet regulated
under UK Legislation:
 Communication Between The Company and The
Customer
• Communication between the customer and the company takes place
at every stage of the contract:

• Written communication can take the for m of the following:

• QUOTATIONS & ESITMATES:

• Both of these documents show prices for the work to be completed:

• Quotation is A FIXED PRICE and CANNOT VARY:

• Estimate is NOT A FIXED PRICE and can go up or down (IT IS MORE

FLEXIBLE)
• INVOICE/STATEMENT:

• This is the document issued at the end of the

contract as a DEMAND FOR PAYMENT from the
supplier, or from the contractor:

• Usually an agreed period of time is allowed for

payment to be made:
• STATUTORY CANCELLATION RIGHTS:

• Legislation gives the customer the right to cancel

the contract(s) after signing the contract:

• There is usually NO PENALTY (payment) for

cancellation unless the work has started:

• The customer MUST receive rights for cancellation

at least seven days before the work commences:
• HANDOVER INFORMATION:

• At the end and on completion of the contract, the customer MUST

be given the handover information:

• This is to include:

• Manufacturers instructions:
• Warranties/Guarantees:
• Contractors contact details:
• Any Service Records:
• Letter of thank you for the custom:

• It is also good practice for the contractor to demonstrate to the

customer (for example) How the controls and appliances operate:
 Companies Policies and Procedures
• Company working policies are very important to a
lot of companies, for their image:

• Companies may have polices relating to the

following:

• BEHAVIOUR: Companies should demand certain

behaviour and professionalism towards their
customers, and a certain respect to the company
management and owners:
• TIMEKEEPING: Customers do not respect and will not
tolerate lateness (unless it is unavoidable) Most
customers may have to take time off work or other
activities to allow the company into their properties so
the job can be undertaken:

• DRESS CODE: Some companies provide their staff with

a uniform, show a professional image and also allows
the company to be advertised:

• CONTRACT of EMPLOYMENT: A C of E is a MUTUAL

agreement between the employer and employee which
is the basis of the employment relationship a contract
is made when an offer of employment is accepted:
 Site Meetings
• It is important that employers or site representatives
communicate to the employees on site:

• This is to pass on information regarding the project

progress for example, or potential changes in
working practice or company policies:

• These meetings are known as:

• ‘TOOL BOX TALKS’

 Formal and Informal Methods of Communication

• A company CANNOT function properly without

proper methods of communication, whether it is a
formal letter, email, memo, fax text, or verbal
instructions:

• Formal and informal communications take place in

the workplace every day:
• METHODS OF COMMUNICATION AT WORK: There
are a number of ways that companies
communicate with customers, staff and other
companies,

• Lets know look at the methods used:

• LETTERS:

• Formal method of communication, professional in

delivery and keeps a written record of what has
been said:

• Headed note paper allows for company advertising:

• Can be slow in delivery (A few days from sender to

receiver of the letter, Albeit can use recorded
delivery for speed and proof of receipt:
• EMAILS/TEXTS:

• Very popular, with the advent of new technology (even

the use of social networks):

• Popular because of the speed of delivery:

• Not ALL people understand the content due to the

sender (NOT ALL THE TIME) Using abbreviations and
text talk:

• Can save what was sent (If you need to refer to the
message at a later date)
• FAXES:

• Not as popular as it once was, usually a fax is sent if the

end user/receiver requires a formal hard copy of what is
being communicated (for example) an order for supplies
and goods:

• VERBAL COMMUNICATION:

• The spoken word, more often or not is our main source of

communication:

• You MUST consider what you are saying, your tone of voice,
body language and the response of your listener:
IMPORTANCE OF CLEAR COMMUNICATION

• FOUR CANDLES
• Verbal communication can take place one to one
or in a group of people, it is INSTANT. However, if
not recorded there is no way in which the
conversation taken place can ever be truly be
verified at a later date, or can it be misinterpreted
at the point of the discussion for example (FOUR
CANDLES /FORK HANDLES)
• OTHER FACTORS OF COMMUNICATION TO BE TAKEN INOT
CONSIDERATION:

• PHYSICAL DIFFICULTIES: You may have to communicate with

customers with hearing impairment, and may need to use
notes or sketches to explain yourself:

• SPECIAL LEARNING NEEDS: Customers may have learning

difficulties, so again you need to consider what you say and
how you present your views or information:

• LANGUAGE DIFFERENCES: Living in a diverse and multicultural

society, you will at times most likely be in a situation whereby
the person(s) you are communicating with English may not be
their first language, or who speak with a different accent or
 Conflicts in the Workplace
• In an ideal world everyone would get along
without any type of conflict, but unfortunately
this is not always the case:

• Conflicts in the workplace SHOULD NOT BE

ALLOWED to fester or grow and should be
dealt with immediately and effectively to
obtain some common ground:
• Conflicts may occur as follows:

• EMPLOYER and EMPLOYEE – This may need

involvement of some form of mediation:

• TWO or MORE EMPLOYEES – May need employer

intervention:

• CUSTOMER and EMPLOYER – May need

intervention of a professional body/organisation:

• CUSTOMER and EMPLOYEE – May need

• DEALING WITH WORKPLACE CONFLICTS:

• There are several ways in which the employers MAY deal

with disagreements the steps to follow are as follows:

• Identify the problem:

• Allow everybody involved to clarify their perspective
and opinions;
• Clarify and end result from each persons point of view:
• Work out what can reasonably be done and act upon
your decision:
• Find area of compromise:
• In the plumbing industry more serious workplace
conflicts can usually be resolved by the (JIB) JOINT
INDUSTRY BOARD:

• In cases where the matter CANNOT be resolved

then mediation or union involvement is required:

• This may then need the use of an IMPARTIAL

outside mediator for example (ACAS) ADVISORY,
CONCILIATION, and ARBRITRATION SERVICE:
• EFFECTS OF POOR COMMUNCATION AT WORK:

• Poor communication at work can be very harmful

both the business and the personnel can lead to:

• Demotivation of staff:
• Employees/Employers can become mistrustful of
each other:
• Time and money lost as instructions are not fully
understood:
• Frustration developing as people are not sure what
they should be doing;
• CONCLUSION;

• During this unit we have looked at the varied

personnel of the construction industry from the
client right through to the building contractor and
the workers on site:

• We have seen how the relationships between the

trades are interwoven with everyone working
towards a common objective – a successful quality
building and a satisfied client:
• We have also identified the IMPORTANCE of
sound, clear constructive communication between
ALL PARTIES involved:

• The importance of resolving conflicts in the

workplace, and working in harmony together for
the common good:

• REMEMBER CLEAR AND EFFECTIVE

COMMUNICATION IS KEY: