BUSINESS COMMUNICATION

CHAPTER 9: Professional Dialogues — A Guide to Verbal

Communication
Meetings, Phone Etiquette, Group Discussions & Training | Pages 290–319

📋 CHAPTER 9 OVERVIEW
CHAPTER ROADMAP

9.1 Introduction
9.2 Key Terms & Definitions
9.3 The Role and Importance of Verbal Communication
9.4 Meetings
9.4.1 Formal vs. informal meetings
9.4.2 General meeting terminology
9.4.3 General meeting procedures
9.4.4 Best practice for communicating in meetings
9.4.5 Meeting correspondence (Notices, Agenda, Minutes)
9.5 Telephone and Cell Phone Etiquette
9.5.1 The importance of good phone call etiquette
9.5.2 Professional phone call procedures and protocols
9.5.3 Phone call etiquette
9.6 Communicating in Group-Based Discussions
9.6.1 Small group discussions
9.6.2 Large group discussions (Conferences, Seminars, Videoconferences, Webinars)
9.7 Training and Coaching
9.7.1 Communication as a trainer or coach
9.7.2 Communication as a trainee or coachee

📖 9.2 KEY TERMS & DEFINITIONS

TERM PLAIN MEANING
Aggressive Expressing thoughts and needs forcefully without considering others
communication
Assertive Expressing thoughts and needs confidently while respecting others
communication
Etiquette Polite behaviour practised within social groups
Interpersonal The exchange of information between two or more individuals
communication
Intrapersonal The process of talking to oneself internally (self-talk)
communication
Meeting A formal educational gathering centred around a specific agenda
Seminar A live meeting between people in a smaller audience
 TERM PLAIN MEANING
Videoconference A live meeting between people in different locations over the internet
using video and audio
Virtual Existing or happening in a digital or computer-based environment
Webinar An online seminar often available for viewing after the live event

🗣️ 9.3 THE ROLE AND IMPORTANCE OF VERBAL

COMMUNICATION
Effective verbal communication ensures misunderstandings are avoided, messages are received accurately,
employees understand their roles and responsibilities, and team members can collaborate to grow the
organisation.

Verbal Communication Elements

Verbal communication is not just about how you sound, but also what you say and the context in which the words
are used. Key elements include:
• Grammar and word choice — sentence structure, intended meaning, formal vs informal language
• Cultural background — words can mean different things across cultures; colloquialisms may be
misunderstood
• Symbolic meaning of words — words carry emotional meanings that affect how the message is received
• Word categorisation — grouping words into categories can lead to exclusive or biased communication

Assertive vs Aggressive Communication

Aspect Assertive Communication Aggressive Communication
Tone Calm and sincere Often accusatory or demanding
Expression Uses 'I' statements Uses 'you' statements to blame
Listener's Respected and acknowledged Dismissed or ignored
perspective
Goal Mutual understanding and respect Dominance or winning
Outcome Positive relationships and effective Silence or stifling of opposing opinions
conflict resolution

Pillars of assertive communication:

• Speaking calmly and sincerely
• Respecting the listener
• Acknowledging and exploring the listener's perspective
• Providing constructive feedback

★ EXAM TIP: Assertive = 'I feel frustrated when...' | Aggressive = 'You are always late.' Know the
difference and be able to identify examples in a scenario.
📅 9.4 MEETINGS
A meeting is a group thinking together — enabling decision-making, sharing knowledge, and solving problems.
For a meeting to be effective, the purpose must be clear, the right participants must be present, and an agenda
must be set.

9.4.1 Formal vs Informal Meetings

Aspect Formal Meetings Informal Meetings
Structure Highly structured with set procedures Relaxed and casual in nature
Agenda Always has a predefined agenda May not have a fixed agenda
Chairperson Required — manages discussion Not always required
Minutes Formally recorded Notes may be informal or absent
Examples Board meetings, annual general Team chats, brainstorming sessions
meetings, subcommittee meetings

Four types of meeting participants (Barker, 2011):

• Ideas people — creative and innovative, but tend to ignore reality of implementation
• Action people — proactive and goal-oriented, but often struggle to envision different
perspectives
• Administrators — detail-oriented and work carefully/precisely, but can become too reliant on
tried methods
• Carers — concerned with group well-being and cohesion, but reluctant to discuss difficult
topics

9.4.2 General Meeting Terminology

Term Definition
Agenda A plan that outlines the order of the meeting's discussion topics
Amendment A proposed change to a motion
Brainstorming A technique for generating ideas from group members
Chairperson The leader of the meeting who manages the discussion and decision-
making processes
Consensus General agreement among a meeting's participants
Minutes A formal written record of what was discussed and decided on in a meeting
Motion A formal proposal put forward for discussion and voting
Mover The person who proposes a motion
Quorum The minimum number of participants needed for a meeting to proceed
Resolution A decision reached by a majority vote
9.4.3 General Meeting Procedures
Before the Meeting
Role Key Responsibilities Preparation Tasks
Chairperson Oversees meeting; ensures goals are Set agenda; define objectives;
met mentally prepare for disagreements
Administrator Assists chairperson with logistics Confirm venue; distribute agenda;
compile background information
Participants Attend and contribute meaningfully Read agenda beforehand; prepare
briefing papers for task items

During the Meeting

• Start and end on time — stick to the agenda
• Chairperson opens by stating objectives and establishing ground rules
• Administrator and chairperson oversee discussion — keep on topic, no gossip or unfounded claims
• Participants balance listening and speaking time; treat speakers with respect

After the Meeting

• Chairperson presents a summary of discussions and decisions
• Participants' commitments and action plans are established
• Administrator writes up minutes within 24 hours and distributes them
• Chairperson follows up with participants on any outstanding tasks

9.4.4 Best Practices for Communicating in Meetings

✅ DO ❌ DON'T

Be prepared and ready to contribute Be late or unprepared

Be polite and respectful Interrupt others while they are speaking
Have good reasons and evidence for your points Make sweeping or generalised statements
Be aware of your body language Speak for too long or when it is not your turn
Ask questions and listen patiently Use unnecessary jargon or complex language
Speak clearly and confidently Try to contribute when you lack the necessary
knowledge
Have a relaxed attitude Become emotional, aggressive, or defensive
Be genuine, honest, logical, and passionate Check your phone or laptop during the meeting

9.4.5 Meeting Correspondence

Notices
A notice is sent before a meeting to inform all attendees of the meeting details: date, time, venue, topics to be
discussed, and who should attend. It is typically sent by the chairperson or administrator.

Agenda
An agenda is a list of topics or areas of discussion that will be covered during the meeting. It is sent out before the
meeting so participants can prepare. Key features:
• Lists discussion topics in order
• Shows who will speak on each item and for how long
• Can include a plus/delta analysis to see what went well and what to improve

Minutes
Minutes are the official record of actions, decisions, and discussions from a meeting. They serve several
purposes:
• Reference for individuals who could not attend
• Record of tasks and responsibilities assigned
• Legal protection in disputes or audits
• Starting point for creating the agenda of the next meeting

★ EXAM TIP: Know the difference between a notice, agenda, and minutes. You may be asked to
draft one or identify errors. Notice = before meeting (who/what/where/when). Agenda = order of
topics. Minutes = official record after.

📞 9.5 TELEPHONE AND CELL PHONE ETIQUETTE

Phone etiquette refers to the rules and guidelines that govern polite and professional behaviour when using
telephones or cell phones. Good phone etiquette creates a great first impression and enables smooth exchange
of information.

9.5.2 Professional Phone Call Procedures and Protocols

• Answer calls promptly — ideally within three rings
• Stop any other tasks to give your full attention to the caller
• Start with a friendly greeting and identify yourself
• Hold the phone correctly or use a headset for clear communication
• Provide complete details when leaving messages (name, contact number, reason for call)
• When taking messages, note the caller's name, organisation, contact number, and purpose of the call

9.5.3 Phone Call Etiquette Table

Aspect Description
Politeness and positivity Use polite language, avoid abruptness, speak sincerely
Active listening Pay careful attention; note names, numbers, key elements to avoid
miscommunication
 Aspect Description
Clear speech Speak slowly and clearly; avoid jargon; ensure the caller understands
the message
Conciseness Get to the point quickly and keep the message simple
Tone of voice Maintain a friendly, courteous, and professional tone
Ending the call Conclude with a positive note, expressing pleasure in having assisted
the caller
Smile Smile — it positively affects your tone and makes you sound friendlier

★ EXAM TIP: You may be given a dialogue and asked to identify poor phone etiquette. Key errors:
not greeting professionally, not identifying yourself, keeping someone on hold too long, being casual
or dismissive.

👥 9.6 COMMUNICATING IN GROUP-BASED DISCUSSIONS

9.6.1 Small Group Discussions
Small groups typically involve 3–8 participants. The intimate setting enables more personal interaction and
engagement. Types of small groups:
Type Purpose
Task-orientated groups Focus on achieving specific tasks or solving problems
Co-operative learning Work together to achieve a common goal; promote positive
groups interdependence
Problem-solving groups Address specific issues by testing different approaches and finding
solutions
Group investigation The main group breaks into subgroups to complete tasks, then shares
groups findings with the main group
Relational-orientated Foster interpersonal relationships and interactions
groups

9.6.2 Large Group Discussions

Format Description Key Features
Conferences Large gatherings of people from a Multiple events; Q&A sessions;
specific organisation or group — workshops; may last days
hundreds or thousands
Seminars Smaller, focused gatherings within a Interactive learning; in-depth
specific institution or organisation discussion; few hours or a day
Videoconferences Live video and audio meetings over Real-time collaboration; screen
the internet with participants in sharing; whiteboards; video clips
different locations
 Format Description Key Features
Webinars Web-based seminars streamed live; Must be a live event; online attendees
available for later viewing from anywhere; requires specific
software

Videoconference types (by number of participants):

• One-to-one — a single call between two individuals
• One-to-many — a single presenter or host broadcasting to multiple attendees
• Several-to-several — multiple participants engaging in a virtual group meeting
• Several-to-many — multiple presenters or hosts broadcasting to a large audience

Conditions for a webinar (Alscher, 2024):

• It must be a live event (although some are available to watch after)
• It must have online attendees who can join from anywhere
• It must have interaction and participation (depends on the software used)
• It must contain streamed video and audio, and may have visual aids

Videoconference and Webinar Best Practice

Best Practice Description
Eye contact Look into the camera to maintain a connection with the audience
Posture Sit upright and maintain good posture throughout the session
Practise Rehearse the presentation to ensure smooth delivery
Hand movements Use your hands to explain content, but avoid rapid movements that may
be distracting
Audio clarity Ensure clear audio by keeping a proper distance from the microphone
Timing Start and end the session on time; manage your time across agenda
items
Technology familiarity Become comfortable with the software and equipment before the session
begins
Audience engagement Use interactive features such as Q&A, polls, and case discussions to
keep the audience engaged

Virtual Etiquette — Key Points:

• Be punctual — join on time and respect everyone's schedule
• Test your technology before joining — check audio and video
• Use a headset or earbuds to minimise background noise
• Choose an appropriate, quiet, well-lit setting with a neutral background
• Dress appropriately — maintain a professional appearance
• Mute your microphone when not speaking
• Avoid multitasking — give the meeting your full attention
• Use the chat function appropriately — avoid irrelevant or disruptive messages
 • Be mindful of body language — maintain eye contact with the camera

🎓 9.7 TRAINING AND COACHING

Coaching and training are important procedures that help people and groups enhance their knowledge, skills, and
capacities. Effective coaches must be credible, knowledgeable, and able to teach with confidence.

Principles of Coaching (Flaherty, 2010)

• Relationship — built on trust, mutual respect, and freedom of expression
• Pragmatism — must be results-oriented and focused on ongoing improvement
• Mutual learning — the coachee and coach learn together; if one person fails, the other helps correct them
• Coachee perception — people are not empty vessels; they come with experience that must be respected
• Flexibility — coaching should be flexible to meet each client where they currently stand

9.7.1 Communication as a Trainer or Coach

Trainer/Coach Responsibilities Key Communication Skills Needed
Offer helpful criticism Communicate ideas effectively and clearly
Create a friendly, co-operative environment Active listening and open discussion
Ensure message is understood correctly Adapt communication style to suit the trainee
Adapt to different personalities and learning styles Use visuals, practice, and varied methods
Transform the coachee's behaviour Discover what drives behaviour; introduce new
practices

9.7.2 Communication as a Trainee or Coachee

• Be proactive — establish attainable goals and be receptive to feedback
• Stay motivated — motivated trainees are more likely to create time for coaching
• Be goal-orientated — continually look for opportunities to learn and grow
• Be receptive to change — open to change significantly influences the success of training
• Build positive communication — based on mutual trust, mutual respect, and mutual freedom of
expression
• Be a self-observer — ask yourself: What conversations did I initiate? What did I want to initiate but didn't?
What decisions did I make?

Flaherty's (2010) coaching model — the coach should:

• Be respectful of people, flexible to personal and cultural differences
• Enable the coachee to understand their own context
• Result in a self-correcting coachee whose behaviour leads to change
• Observe daily interactions and behavioural patterns
• Help coachees practise self-observation exercises throughout the programme
• Teach coachees to ask themselves reflective questions about their actions and decisions
★ EXAM TIP: Know the 5 principles of coaching (Relationship, Pragmatism, Mutual learning,
Coachee perception, Flexibility). Also know the difference between the trainer/coach role and the
trainee/coachee role.

⚡ QUICK REVISION SUMMARY — Chapter 9

EVERYTHING IN ONE BOX
VERBAL COMMUNICATION: Ensures clarity, direction, and productivity. Key elements: grammar,
cultural background, symbolic meaning, word categorisation.
ASSERTIVE vs AGGRESSIVE: Assertive = 'I' statements, calm, respectful. Aggressive = 'you'
accusations, dominance, silencing others.
MEETINGS: Formal = structured, agenda, chairperson, recorded minutes. Informal = relaxed, flexible,
no set procedures.
PARTICIPANT TYPES: Ideas people | Action people | Administrators | Carers
MEETING TERMINOLOGY: Agenda, Amendment, Brainstorming, Chairperson, Consensus, Minutes,
Motion, Mover, Quorum, Resolution
MEETING PROCEDURES: Before (prepare agenda/venue) → During (stick to agenda, manage time)
→ After (write minutes, follow up)
MEETING CORRESPONDENCE: Notice (inform about meeting) → Agenda (order of topics) →
Minutes (official record)
PHONE ETIQUETTE: Answer within 3 rings; identify yourself; active listening; clear speech; concise;
professional tone; smile; end positively.
GROUP DISCUSSIONS: Small (3–8): Task-orientated, Co-operative learning, Problem-solving,
Group investigation, Relational-orientated.
LARGE GROUP FORMATS: Conferences (hundreds/thousands, multiple events) | Seminars
(smaller, focused) | Videoconferences (real-time remote) | Webinars (live-streamed, interactive)
TRAINING & COACHING — 5 PRINCIPLES: Relationship | Pragmatism | Mutual learning | Coachee
perception | Flexibility
TRAINER ROLE: Communicate ideas clearly, adapt style, create co-operative environment, transform
coachee's behaviour.
TRAINEE ROLE: Be proactive, motivated, goal-orientated, receptive to change, self-observing.

Study notes compiled from Business Communication Chapter 9 (Pages 290–319) | STADIO 2025