Poor communication of line managers in ascendas viet nam

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Pham Thi Hoang Van POOR COMMUNICATION OF LINE MANAGERS IN ASCENDAS VIETNAM ID: 221130095 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: PROF TRAN HA MINH QUAN DR NGUYEN THI NGUYET QUE POOR COMMUNICATION OF LINE MANAGERS IN ASCENDAS VIETNAM Poor Communication Of Line Managers In Ascendas Vietnam Pham Thi Hoang Van Mbus Final Thesis Prof Tran Ha Minh Quan and Dr Nguyen Thi Nguyet Que May 26, 2016 Contents Acknowledgements Executive Summary Chapter 1: Problem Identification Company Introduction Company Organization Chart General Symptoms Identifying and Diagnosing Problem 10 Verifying Problem Exsistences 11 The Importance Of The Problem 13 Potential Causes 16 Causes And Effects Map 18 Chapter 2: Alternative Solutions 20 Root Causes 20 Alternative Solutions 23 Chapter 3: Action Plan 26 Selected Solution 26 Implementation plan 27 Chapter 4: Supporting Information 32 Preliminary Interview Transcripts To Get Symptoms 32 Company Turnover Rate Figures 37 Survey To Verifying Problem Exsistence and Results 38 Survey To Verify Low Commitment at Ascendas Vietnam And Results 44 Factors Influencing Workplace Communication 47 Interview Transcript To Confirm The Root Cause Of The Problem 49 Evaluate and Compare The Alternative Solution Results 55 Implementation Plan 58 Conclusion 61 References 62 Acknowledgements Firstly, I will begin by expressing my gratitude to Prof Tran Ha Minh Quan and Dr Nguyen Thi Nguyet Que who are so enthusiasm to instruct me during the time of final thesis, I want to say thank them so much for their significant supports, valuable advices as well as detail revisions Secondly, my thank will be sent to Ascendas Vietnam, exspecially to Ms Pham – HR Manager and Mr Nguyen – General Administration Director, for all their support and helping me during my final thesis process Thank for provided valuable information and valuable advices to me so from that I can have the accuracy analysis for problem as well as build and propose the proper solution to Ascendas Vietnam Thirdly, I would also like to thank to entire of ISB and MBUS course as well as all the lectures who instruct, teach and give me and my classmates so many valuable knowledge and necessary soft skills to not only my work but also my life Finally, I want to dedicate my appreciate to evaluation committee who are working hard and from their valuable evaluations, I can see clearly the weakness also stength of my thesis for further improvements Executive Summary Although currently Ascendas Vietnam is developing and has good business results, however, low communication of line managers is creating the negative effects on employee spirit and company services So far, this issue also causes the potential consequences to the future developing status of the company when the employees and management cannot find the same voice Poor communication are step by step making the employees feel weary, stress and the certain results of this issue are low commitment and high turnover rate The main purpose of this thesis is identifying whether the poor communication line managers It includes collecting the symptoms, analysing the important of the problem, identifying the root causes of poor communication of line managers at Ascendas Vietnam which are cultural and emotional barrier In addition, based on the root causes of the problem, the potential strategies to improve manager communication skill are also found out: personnel replacement, organizing a regularly team building activities and applying the proper training and education programs From the potential solutions, the most efficient solution will be built and proposed to Ascendas Vietnam so that the corrective action can be conducted And from the results of the evaluating, analysing, comparing, and considering by Managers three alternative potential solutions, organizing the regular team building activities for Ascendas Vietnam is selected as the most appropriate solution Poor Communication Of Line Managers In Ascendas Vietnam Workplace communication is the process of exchanging information, both verbal and non-verbal, within an organization An organization may consist of employees from different parts of the society In order to unite the activities of all employees, communication is very important Communicating necessary information to the entire workforce becomes necessary Effective workplace communication ensures that all the organizational objectives are achieved (Henson & Baden, 2007) In nowadays modern social with the grant developing of multinational organization, many individuals from many countries bring the different backgrounds to their jobs in the organizations So in an organization of multiculture, besides the diversity in creating, working and managing, there is also negative effects that poor communication of line managers And Asendas Vietnam is not an exception, the purpose of the essay is analysing and finding the root causes of problem to understand clearly on what factors of poor communication of line managers at Asendas Vietnam and its important Finally, from root cause analysis, this study will dedicate the proper solutions for the problem of Ascendas Vietnam when communication is one of the most dominant and important activities in organizations (Harris & Nelson, 2008) and communication will help the company increase productivity and reduce misunderstandings between people so that all the company can reach a common goal For businesses to function as desired, managers and upperlevel employees must be able to interact clearly and effectively with each other through verbal communication and non-verbal communication to achieve specific business goals (Person, Sharon J Person & Steven M, 2007) Chapter 1: Problem Identification Problem identification chapter provides the general picture of Ascendas Vietnam as well as current company problem This chapter includes eight sections with the content focus on company background, general symptoms, identifying and verifying problem, the important, potential causes of the problem and causes and effects map Company Introduction Ascendas-Singbridge Group is Asia’s leading provider of sustainable urban solutions With the combined capabilities of Ascendas and Singbridge, the group is uniquely placed to undertake urbanisation projects spanning townships, mixed-use developments and business/industrial parks Headquartered in Singapore, Ascendas-Singbridge has projects in 29 cities across 10 countries in Asia, including Australia, China, India, Indonesia, Singapore, Vietnam and South Korea Ascendas with more than 30 years of experience, based in Singapore, Ascendas has built a strong regional presence and serves a global clientele of over 2,400 customers With deep experience in real estate, strong portfolio and financial statement, Ascendas operate with the mission “We create total business environments that inspire people to excel” Ascendas cooperated with a Vietnam state-own company to invest and develop real estate Our Science, Business & IT Parks, with their lushly landscaped grounds and integration of a wide range of retail and recreational amenities, are designed for companies that require a total work-live-play environment that inspires their employees They are broadband-enabled, and are ideal for IT & ITES, bioinformatics, software development, telecommunications, electronics and other hi-tech and R&D industries Ascendas Vietnam is investing and developing two big projects in Vietnam which are primarily serving multi-national companies and leading local companies and research institutions Parallel with the developing in business, Ascendas Vietnam day by day abstracts many intelligent staffs as well as experience managements over the Asia, becomes the developing global and multicultural company Company Organization Chart Ascendas Vietnam Organization Chart (Ascendas Vietnam 2015) Property Manager General Affair DirectorChief Financial Officer Business Development Manager Sales & Marketing Manager HR Manager Chief Accounting HR and Admin Staffs Accounting Staffs Project Manager Business Development Staffs Sales & Marketing Assistant Project Staffs Sales & Marketing Staffs General Symptoms To have the initial subjective and general information about current company personnel status of Ascendas Vietnam, the writer conduct two preliminary short interviews with HR manager and one company staff from Sales & Marketing Division Based on the interview results, following transcript - Preliminary interview with HR manger and staff from Sale & Marketing Division to get symptoms of problem in Chapter 4, initially, the writer can get some basic information on current status of the company Inspire of being a global and developing company running business in Vietnam, Ascendas Vietnam also encounters many personnel issues which are low commitment and high turnover rate The writer chooses to talk with HR Manager due to she is in charge of controlling and monitoring personnel and human resource of the company so she is the person know clearly about personnel issues at the company From talking with company HR Manager, she admits that low commitment is happening at the company when many personnel show that they not feel loyalty with company activities The staffs find the HR Manger to get her consultants when they not want to work more at the company Many staffs share that they are actually ambiguous, lack of information and sometimes they are not clear company goals, their managers not share information or any changing in the company to them, the managers think that the followers no need to know, just managers know about the targets and plans are enough The HR Manager also reveals that the low commitment at the company due to misunderstanding and low communication between staffs and their managers, the staffs face the difficulty to share their meaning and thinking to their managers, the managers not listen to them, they push their followers what they think right Sometimes the staffs cannot understand what their direct managers want in the jobs or the manager’s actions mean for what due to many differences in the sharing ways from managers Some of staffs said that they could not find the same voice with their supervisor and some of them feel conflict with their direct manager because they cannot understand what their manager really wants The result of these issues are worker not engage with their job, they not want to dedicate more as well as try more and shared their new ideas to their manager Additionally, one more current issue that the company have to face is high turnover rate, according to the table 1- Turnover rate of Ascendas Vietnam in 2014 and table - Turnover rate of Ascendas Vietnam in 2015 in Chapter 4, it shows that Ascendas Vietnam has the average turnover rate in the first eleven months in 2015 quite high – 8.58%, approximately double times when comparing with itself in 2014 Moreover, this year figure (2015) also more than when comparing with the same rate of Ascendas head office – Singapore just only 3.83% (HR division, Ascendas Vietnam, 2015) From the talking with HR Manager, the issues happen primarily in Sales & Marketing Division, Project Division and Business Development Division of Ascendas Vietnam, as those Divisions require the line managers and staffs have to work together and communicate continuously so much to share the personal ideas and get the desired targets The HR manager reveal that most of staffs feel low commitment and want to leave the company are come from above Divisions, especially, the Sales & Marketing Division So for typical, the writer chooses to talk more with one relevant Sales & Marketing staff She said that many staffs leave the company because they afraid of communicating with their managers and not want to dedicate more to the jobs She told the reasons of issue that employees see a clear distance between them and their direct managers and it is difficult for them to communicate and share the ideas with the managers The managers not make the chances for their staffs share their thinking As the result of issues, the employees not want to share more their opinions on the jobs or company to the direct managers They feel unsatisfied when they cannot share what their thinking or their opinions and ideas The employees also share that they see they and their direct managers have a gap in communication and they have the intent to leave the company The Writer: Thank you so much and how about the culture barrier? Do you think culture play a key role in communication? Ms Pham: I think it is the most important root cause of the problem The Writer: Would you please provide more evidence in case of Ascendas Vietnam Are there different customs and beliefs due to different cultures between staffs and managers? How are differences? Ms Pham: For example that, because the mangers of Ascendas Vietnam come from diversity counties with various backgrounds, so there are a big cultural barrier together in communication Chinese Manager always complain why Vietnamese staffs not bow their body to say hello with them while Vietnamese staffs say that the Chinese managers not believe in followers, they never give responsibilities for the follower And the India manager always thinks they are the central of issue, the tasks of India manager have to be priority firstly and the others are consider later Event that, there are so many ways to share the information in Ascendas Vietnam, the managers from China like to double-talk while Philippines manager like to talk straight, Indian and Vietnamese Manager are at moderate level The Writer: Does the different culture between participants cause of misunderstand? If yes, would you like to explain more the reasons why? Ms Pham: Yes, the staffs often cannot understand what their direct managers want in the jobs or the manager’s actions mean for what The Writer: And does emotion play a key role in communication? Ms Pham: For the emotional barrier, I think it also the root cause, but it is the consequence of culture barrier as most of Chinese managers cannot control their emotions If they have any angry or upset, they will go into a meeting with the same emotion and it usually effect on their follower The Writer: And besides above root causes, you think there is any more root cause of problem that I miss? Ms Pham: No, I think it is enough for the case of Ascendas Vietnam The Writer: Thank you so much for your detail and significant information I am so appreciate for the chance to talk with you today See you again Ms Pham: Do not hesitate to contact me if there are any further concerns General Affair Director The Writer: Hello Mr Nguyen, nice to meet you I think Ms Pham has already instructed me to you Mr Nguyen: Yes, certainly, not only you but also your survey about our Ascendas case Nice to have a chance help you from my hand The Writer: Like our communication via mobile phone this morning, today we will talk about the root cause of poor communication of line managers in Ascendas Vietnam I hope that you have already read the problem analysis and potential causes of the problem (literatures list) which Ms Pham has sent to you There are language barrier, cultural barrier and emotional barrier So the purpose of the talking with you today is confirming what real root causes is Mr Nguyen: Yes, I read it The Writer: Does culture plays a key role in communication? Does the different culture between participants cause of misunderstand? From my side, I think the cultural barrier is a key root cause As this cause will decide most of other aspects which happen in the relationship at the workplace This barrier will be cause of difficult for the people can understand and work with each other Details for the situation of Ascendas Vietnam, the staffs usually not know what their managers want/think and mean The Vietnam staffs said that if there are any changing information, the Chinese manager never tell them directly, they usually keep silent or talk with other colleague, and this colleague will share later The India manager compliance that if there are any dissatisfy feeling, Vietnamese staffs never talk directly to them for a straight discussion and solutions, instead of Vietnamese staffs often like to talk to their colleagues or the staffs in others departments The Writer: Are there different customs and beliefs due to different cultures between staffs and managers? How are differences? Mr Nguyen: Yes, the people will face with the challenges that conflicts due to difference customs and beliefs Besides that, cultural barrier also is the cause of lacking of sympathizing between the staffs and managers, so that result will be the emotional barrier The Writer: Very valuable information And how you think about language Do you think it is difficult to share the meaning when using other languages in communication? Mr Nguyen: Not many staffs in Ascendas Vietnam face this challenge when they want to share their feeling or opinion to their managers by other language Write: Do you think language play a key role in communication? Is difficult to understand each other when communicate in other language? Mr Nguyen: I think that communicating in other language maybe difficult to understand each other However, the language barrier is not the real root cause at Ascendas Vietnam when common English is enough for managers communicate and understand together The Writer: Thank you And besides cultural and emotional barrier, you think there is any more root cause of problem that I miss? Mr Nguyen: In my opinion, it is finished for Ascendas Vietnam The Writer: Thank you so much for your detail and significant information I am so appreciate for the chance to talk with you today See you again Mr Nguyen: Thank you and goodbye Evaluate and Compare The Alternative Solution Results To find out what the best appropriate solution for current conditions of Ascendas Vietnam, three alternative solutions are evaluated and compared based on using design requirements analysis with the assuming in case the company use each solution Design requirements analysis is an important part of the solution-related input, this part included four main contents are functional requirements (feasible and benefit), user requirement (people to operate the change system, new friend system), boundary conditions (compliance with legal requirements, company policies and fix with company culture) and design restrictions (time, cost and change level) (Van Aken, J., Berends, H., & Van der Bij, H 2012) To analysis and evaluate accurately the effects and results of each solution to Ascendas Vietnam’s problem, the writer interview deeply the HR manager and General Affair Director Three alternative solutions are analysed and evaluated based on many different aspects which include time, cost, advantages, disadvantages, benefit, risks and feasible The interview results are collected and synthesized in the table below Table - Evaluate and Compare The Alternative Solutions Result Personnel Replacement Team building Internal Training & Education - Provide the environment for practice and feedback - Easy to monitor and evaluate - Get result immediately - Improve the skills, knowledge and performance for participants External Training & Education - Improve the skills, knowledge and performance for participants Functional requireme nts - With the famous brand in the market so it is easy for Ascendas Vietnam conducted to recruit and attract many local talents - Exclude the improper staffs - No language and cultural barrier exist - Renew the personnel - Creating the environmental for participants can practice and get feedback - Participants have many chances to interact together - Break cultural and emotional barrier between employees, improve their relationship - Increase employee morals - Increase skills and knowledge of participants User requireme nt - Can be conducted by internal HR department - Need many resources to conduct - Need many resources to conduct - Easy to participate - The company is not professional in training & Education - Need many resources to conduct - Training by experts in each area - Company no need to spend their resources Boundary conditions - Compliance with legal requirements, company policies - Have to evaluate and consider very carefully due to it will effect on the culture and operation of the company - Compliance with legal requirements, company policies and fix with company culture - Compliance with legal requirements, company policies and fix with company culture - Compliance with legal requirements, company policies and fix with company culture Design restriction s - Long time to recruit the new candidate (at least month to recruit, months to training) - Long time to get and evaluate the result (at least six months to evaluate) - Time for whole company participate - Cost for preparation and conduction - Time for participate - Cost for preparation and conduction - Get result immediately - High cost - Difficult to monitor and evaluate - High cost for retrenchment, recruitment and training Risk - Cannot approach to international talents - Disorder human resource company - Cannot find out the appropriate candidates - Lost the old talents - Potential low commitment - Improper training program will not get the expect result - No environmental for practice and feedback To summary, there are three most proper potential solutions proposed to Ascendas Vietnam which included conducting the personnel replacement that recruiting, training and using only local talent to prevent from cultural barrier The second is organizing a regularly team building activities, and the final solution is applying the proper training and education programs for the manager to improve manager communication From the results of the evaluating, analysing, comparing, and confirming by HR Manager and General Director Affair via in-depth interview, organizing the regular team building activities for Ascendas Vietnam is selected as the most appropriate solution Team building activities promoted open communication and a positive working environment Effective team building activities can greatly increase and effect on productivity, morale, job satisfaction, and retention rates (Edmonds, N A 2009) Currently, this solution have adaption with many functional requirements such as creating the environment for participants can practice and get feedback, participants have many chances to interact together and easy to participate with no any barrier, breaking barrier between employees, improving the employee relationships, and also increasing employee morals, skills and knowledge Besides that, like many other solutions, this solution showed some certainly weaknesses are needing many resources to conduct, time for whole company participate and cost for preparation and conduction, however, if Ascendas Vietnam set up a good and detail plan, they will aware in advance the potential risks and have the methods to minimum them And especially, there is no risk of team building activities noted to the company up to now With many detail benefit and feasible above, apply organizing the regular team building activities will help the Ascendas Vietnam to breaking barriers between employees, help them to understand each other and increase mutual empathy Implementation Plan From the results of the evaluating, analysing, comparing, and confirming by HR Manager and General Director Affair via in-depth interview, organizing the regular team building activities for Ascendas Vietnam is selected as the most appropriate solution The contents of a change plan should be concluded steps are objectives (the major differences between the present business), actions (activities to conduct planned changes and timing), people (who execute and who get involved in the change process), change organization (temporary structure) and communication plan (informing to relevant party) (Van Aken, J., Berends, H., & Van der Bij, H 2012) Focus to the situation of Ascendas Vietnam with current condition and resources, the best solution proposed is team building includes both inside and outside team building activities Table 6: Implementation plan Objectives Actions Inside team building activities Outside team building activities - Breaking cultural and emotional barrier between employees, improve their relationship - Increasing the interaction between participants - Increasing employee morals - Increasing skills and knowledge of participants - The inside team building activities will focus - The outside team building activities will focus on special subjects such as company culture, on the outside activities, team games and cultural differences, cultural barrier, business entertainment activities… and will be communication in multicultural company, organized once per six months, this type should emotional intelligent…and will be organized be combined with company trip of relax travel monthly - Fix the time to conduct such as on beginning - Fix the time to conduct such as the Saturday morning of the third week in the month - The spent time for inside team building activity is hours - Cost estimating around VND 6, 000,000 per activity (for water, light buffet, material, and allowance for participants, powerful) The first week of month: - The General Administration Director and HR Manager will build and confirm the content based on the knowledge, experience, reference from the book, research, online training program, … - Assign the resource, especially the guider and leader The second week of month: - The HR team will write the scenario in advance - Preparing the material to provide for participants - Informing and explain to the whole company for they can understand the requirements and expectations - Informing the subjects in advance for participants can search and prepare before participating such as presentation, playing or building situations The third week of month: - The HR team will prepare the material facility such as room, chairs, table, projector… - Conducting on Saturday morning The last week of month: - The HR team will synthesize the results, monitoring the improvement and follow-up and General Administration Director will report the results to monthly meeting People Change organizati and central of the year - The spent time for inside team building activity is days and nights - Cost is VND 3,500,000 per person per time in the whole At the end of year: - The General Administration Director plan the external team building schedule of next year and get the confirming from head office At the beginning of May/ November in each year: - HR Manager search the appropriate team building parties based on the criteria brand, quality, price, experience, professional, trust, years of operate - Get the price quoting, program introduction, compare, and select the best - Propose to internal top manger meeting to fix the time, resources and plan - Discuss with third party for the content, activities, time, place, transportation method, resources, noted, price… - The General Administration Director and HR Manager discuss agreements and sign the contract At June/ December in each year: - HR team review the scenario in advance - Informing and explaining to the whole company for they can understand the requirements and expectations - Informing to the whole company for preparation and arrangement At beginning of July/ January in each year: - Participating - The HR team will synthesize the results, monitoring the improvement and follow-up and General Administration Director will report the results to monthly meeting - Executing: Third party - Executing: General Director Affair, HR - Participants: The whole company and relative Manager and HR team of company employees - Participants: The whole company - Mitigating the conflicts and differences between staffs and their direct managers - Creating the empathies between everyone on Communic ation plan - Enhancing the communication between staffs and their direct managers - Improving employee commitment - Reducing turnover rate - Informing the change plan to top manager meeting, discuss, get the feedback, comments, amending and improving plan - Sending the final plan and cost estimating to Ascendas head office in Singapore for proposing - After get the proposal from head office, informing the general team building plan of the company in future and the team building activity schedule for the whole year (12 months) (Send announcement to personal email, post on bulletin board and informing in the monthly reporting meeting.) - Informing and explain to the whole company for they can understand the requirements and expectations (Send announcement to personal email, post on bulletin board and informing in the monthly reporting meeting.) - Informing the detail plan, objects, schedule, preparation, arrangement and relevant resources of each team building activity before it happen at least week for employee awareness and preparation (Send announcement to personal email, post on bulletin board and informing in the monthly reporting meeting.) Conclusion Communication has become more and more important and necessary for every organization with every size, operating at every industry in everywhere Communication, or the provision of information, is one of the most important aspects of change in the workplace (Allen et al., 2007) Blidaru et al., (2015) asserted, “Communication within the organization is essential for the smooth running of things, for its continuous development, for the achievement of short, medium and long term plans” (p.43) However, nowadays with the great development of so many multicultural organizations, many companies face with poor workplace communication problem And Ascendas Vietnam is not an exception The main purpose of this thesis is identifying whether the poor communication of line managers in Ascendas Vietnam It includes collecting the symptoms, analysing the important of the problem, identify the root causes of poor communication of line managers at Ascendas Vietnam The thesis uses both quality and quantitative methods There is real a poor communication of line managers at Acendas Vietnam The root cause of the problem is due to cultural barrier and it causes of many issues that high turnover rate and low commitment The best appropriate solution for the Ascendas Vietnam current is organizing both inside and outside team building activities to break cultural and emotional barrier between employees so that the communication of line managers can be improved References Abbe, M., Simon, C., Angiolillo, A., Ruccione, K., & Kodish, E D (2006) A survey of language barriers from the perspective of pediatric oncologists, interpreters, and parents Pediatric blood & cancer, 47(6), 819824 Ascendas Vietnam (2014) Ascendas Vietnam Turnover Rate Report Turnover rate of Ascendas Vietnam in 2014 Hochiminh, Vietnam: HR Division Ascendas Vietnam (2014) Ascendas Vietnam Turnover Rate Report Turnover rate of Ascendas Vietnam in 2015 Hochiminh, Vietnam: HR Division Adams, B J (1998) An assessment of communication management in international relief organizations: Causes and existence of communication breakdowns (Order No 9910201) Allen, J., Jimmieson, N L., Bordia, P., & Irmer, B E (2007) Uncertainty during organizational change: Managing perceptions through communication Journal of change management, 7(2), 187-210 Blidaru, D M A., & Blidaru, G R A (2015) Organizational Communication Forms and Causes for Disruption of Organizational Communication and their Improvement Valahian Journal of Economic Studies, 6(1), 37 Cooper, R., & Sawaf, A (1997) Executive EQ: Emotional intelligence in leadership and organizations New York: The Berkley Publishing Group Corby, W J (2012) Personnel Replacement Planning in College Unions: Doing More with Less The Bulletin, Dawood, N., Akinsola, A., & Hobbs, B (2002) Development of automated communication of system for managing site information using internet technology Automation in Construction, 11(5), 557-572 Deal, T E., & Peterson, K D (1999) Shaping school culture San Francisco, CA: Jossey-Bass Dyer, S (2006) The root causes of poor communication Cost Engineering, 48(6), 8-1 Edmonds, N A (2009) Improving Teacher Morale with Team Building _(Doctoral dissertation, East Tennessee State University) Edwards, J E., Thomas, M D., Rosenfeld, P., & Booth-Kewley, S (1997) How to conduct organizational surveys: A step-by-step approach Effective workplace communication (2013, May 27) Papua New Guinea Post - Courier Retrieved from http://search.proquest.com/docview/1357342073?accountid=63189 Emotional barriers of communication… know the reasons of emotional barriers (2011, 31 10) Retrieved 12 5, 2015, from Wannareadyou: http://wannareadyou.com Finegold, D., & Soskice, D (1988) The failure of training in Britain: analysis and prescription Oxford review of economic policy, 21-53 Goh, C H., Sher, W., & Low, S P (2005) Factors affecting effective communication between building clients and maintenance contractors Corporate Communications, 10(3), 240-251 Hargie, 0., Tourish, D and Wilson, N (2002), " Communication audits and the effects of increased information: a follow-up study", Tim Journal of Business Communication, Vol 39 No 4, pp 414-36 Heathfield, S (2007) Twelve tips for team building: How to build successful work teams Henson, Baden (2007) Communication in the workplace Milton, Old: Wiley Hines, J (2000) Communication problems of hearing-impaired patients Nursing Standard, 14(19), 33-7 Imai, Y (2007) Collaborative learning for an EFL classroom: Emotions, language, and communication (Order No NR39433) Imberti, P (2007) Who resides behind the words? 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