Assignment Cover Sheet
Bachelor of Business (Talented)
Student Name
Dinh Le Chi Linh
Student Number
31211025295
Subject Name
Business Communication 6
Lecturer
Mr. Michael Saram
Title of Assignment
Business Project Report (Individual)
Length
1898
Due Date
26 December 2021
Date Submitted
25 December 2021
Declaration:
❑ I hold a copy of this assignment if the original is lost or damaged.
❑ I hereby certify that no part of this assignment or product has been copied from any other student’s
work or from any other source except where due acknowledgement is made in the assignment.
❑ No part of the assignment/product has been written/produced for me by any other person except where
collaboration has been authorised by the subject lecturer/tutor concerned
❑ I am aware that this work may be reproduced and submitted to plagiarism detection software programs
for the purpose of detecting possible plagiarism (which may retain a copy on its database for future
plagiarism checking)
Signature: …………………………DINH LE CHI LINH………………….
Note:
An examiner or lecturer/tutor has the right not to mark this assignment if the above declaration has not been
signed)
1
This page is intentionally left blank.
2
TABLE OF CONTENT
Excutive Sumary ............................................................................................................................................ 4
Body .............................................................................................................................................................. 5
Appendix ..................................................................................................................................................... 16
1. Appendix A .............................................................................................................................................. 16
2. Appendix B .............................................................................................................................................. 16
3. Appendix C .............................................................................................................................................. 17
4. Appendix D .............................................................................................................................................. 17
5. Appendix E .............................................................................................................................................. 18
6. Appendix F .............................................................................................................................................. 18
7. Appendix G .............................................................................................................................................. 19
8. Appendix H .............................................................................................................................................. 19
9. Appendix I ............................................................................................................................................... 20
10. Appendix J ............................................................................................................................................. 20
Reference .................................................................................................................................................... 22
3
Excutive Sumary
Individual reports are the continuation of the Group Project and provide further analysis. I compare the
firm's communication practices with the principles taught in Business Communication class in the report.
In the following steps, I will analyze these two practices and recognize issues associated with GS25
Becamex Tower. In conclusion, I present possible solutions for the problems I identified and share my
thoughts, recommending one method per issue that is most suitable, in my opinion, for the firm.
4
Body
Analysis of
Observation
Communication
Principles of
Compared and
practises
communication
contrast
Module 1
1.
Verbal
We
message
best when we
(1)
2.
Text message
3.
Social
consider
adapt
tone,
Advertisement needs
issues
Solutions
firm
1. Appendix A
Advertisement
on 1. GS25 Becamex
Youtube and Social Tower
Middle-aged
media
posts
run
an
to advertisements
the GS25 Becamex officers have a lot of promote and keep in on Television on
Tower
didn’t work to do, so they touch with potential the spare time
middle-
and customers
making
the
Becamex Tower a
campaign
our
better option than
nearby office in
(Braun,
other convenience
their lunch time
stores in the area
(Recommend)
to
of
p4)
Module 2
1.
Potential
content, suited with the ready-to-eat meal, aged officers from 2. Having
audience.
2
Communication
our use the style need a hot and customers,
style,
medium
4.
(3) , (4)
results we want and
media message
post
practices in the
communicate - Different:
(2)
1
- Similar: (1),(2)
communication
Similar: (1), (2), 2.Appendix B
Promotion
Perception: the way (3), (4)
within GS25.
in
which
GS25 nearby building
1.
5
The
staff
for
The quality of 1. Have a hotline
the
an GS25 Becamex ⚫
sampling
stable
app
isn’t system to help
the customer to
individual
2.
Quality
of meaning
GS25 app.
3.
Service
has
an variety
of
to
Taste
training
to
behave
event. Perception is
resolve
the
unprofessionally. and the staff, and
a process
problem
and
They
satisfy
the
work effectively when they need
to
get
staff their experience
about the app
doesn’t also guide them
customer.
and
The app didn’t
attitude toward 2. Training
receive enough
the
(1), (2), (3)
effort
to
doesn’t
Psychological state
update
by
the
(4)
GS25
a Prior
signature dish.
about
object, messages or perceptions
different perceptions
of
report
Some
⚫
Prior Knowledge
4.
lacked
experience and 2.
attitude of the Reason
staff.
gives Tower
Experiences
Perceptions model
their
the
customer staff to deal with
satisfy the work within
customer GS25
Becamex
due to lack of Tower
training
and
upgrade the app
Hallow effect
(Recommend)
Attribute Error
Projection
Module 2
1. Roles
Diversity “ in terms (3), (4)
of gender, sexual
3
2. Genders
Similar: (1), (2), 3.Appendix C
Employees in GS25 1. Setting up a
Becamex
There
Tower
are The heavy workload Diversity often have a staff
orientation, regional various
and the staff per difficult
beliefs, and so on.”
firm
day result in the each
(Cheesebro, p.55)
shortage
6
to
know
time more about each
affiliations, religious diversity in the shift changed day by empathizing
3. Ages
- team building for
other,
of communication
with other
so
2. Hiring
local
4. Regions
People from diverse
communication
breakdowns
are residents as a
ethnic and linguistic
among the staff to common.
part-time
backgrounds
also
overcom
employees
have made many
diversity
the
the
firm.
for
Just
people more aware
need one full-
of
time manager to
variations
in
communication
manage
the
styles.
work
(Cheesebro, p.57)
(Recommend)
Types of diversity:
1. Walking on eggs
2. Hot button
3. Stereotyping
4. Language,
Vernacular,
or
accent bias
A. Asking for the Module 3
4
Similar: (1), (2), 4.Appendix D
In the conversation 1. Open
some
phone
Whether you are (3), (4)
among the staff, they training session
(Questioning;
listening at school,
Most of them were still use evaluating about
Evaluating,
work, or home, your The
students and the respond which is not and responding
Advising)
choice of response appearance of convenience store constructive to the to help them to
becomes especially evaluating is a job seemed to be story and the speaker
B. Telling the story important
when lot
when their first job so
7
respond
correctly
listening
while
break someone shares a comparing with they didn’t adapt
(Paraphrasing;
personal
or the other ways
with it and have an
2. Encouraging
Evaluating, Judging professional
appropriate way to
the
)
respond
speak more in a
problem.
Responding style
C. Instruction
new
meeting
for 1. Evaluating
staff (Advising,
staff
the
Judging)
to
while
manager
have to guide
(Supporting;
(A), (B), (C), (D)
them to respond
Evaluating,
2. Interpreting (B)
constructively
Advising)
3. Supporting (C)
and
4. Questioning (A)
(Recommend)
correctly
D. 2 staff break due 5. Paraphrasing (B)
to finishing their
work,
the
other
staff blame them
for
being
lazy
(Interpreting;
Evaluating,
Advising)
5
1. Supportive
Communication:
Module 3
Similar: (1), (2), 5.Appendix E
The staff and the 1. Operating
(3), (4)
manager within GS25 bonding activity
8
a
A. Asking for the Elements
phone
of
supportive
defensive
B. Instruction
The
firm lack of Becamex
Tower for the staff in
and GS25 Becamex activity for the staff didn’t put them in the their holiday to
climates Tower's
to
interact
and shoes of the other improve
the
for are valid factors in communication know more about staff and easily blame relationship
new staff
determining
the climate
is each other
each other but they among
effectiveness of the generally
2. Defensive
communication:
communication.
them
didn’t try to explain (Recommend)
supportive
The staff changed for the reasons why
frequently.
(Cheesebro, p.133)
They the think like that
2. The manager
couldn’t be close in
need to observe
A. Two staff break Supportive climates
such a short time
and
due
like that.
himself and the
to
finishing - Description (1.B)
their work, the
Problem
other staff blame
orientation (1.A)
them for being lazy
other
of
communication
- Empathy
- Equality
assumed A as a lazy - Provisionalism
person who did not
focus on work
to
a
appropriate type
uncomfortable and
immediately
staff
have
- Spontaneity
B. A manager felt
remind
Defensive climates
- Evaluation
9
- Control (2.B)
- Strategy
- Neutrality
- Superiority
- Certainty (2.A)
1. Assertiveness:
customers
staffs
chose
Module 3
and -
Similar: (1), (2), 6.Appendix F
Assertiveness: (3)
to stating
what
Becamex
The manager and
you
staff only focus on
listen and settle think, feel, want, or
down the problem.
their
need in a way that is
so
direct, honest, and
2.Non6
thing
(1)
the respecting
manager said,
apologized
and thoughts,
even though it's wants,
are not proactive.
others
3.Aggressiveness:
manager
sometimes still used encourage every
non-assertive
staff
to
raise
communication style, their voices. And
aggressive
all of the ideas
communication style
are
evaluated
equally
2.Checking
interviewees’
feelings,
or
Tower the
up, especially if they
while stating your
not her fault.
inexperienced
hard time catching
The Staff followed - Non Assertiveness:
all
productivity,
employees have a
respectful of others.
Assertiveness:
The staff in GS25 1.In a meeting,
communication
needs
style
before
indirectly or not at
hiring
all. (2)
teamwork phase
-
or
Aggressiveness:
10
by
trial
the
time
The staff blamed stating
thoughts,
(Recommend)
the other without feelings, wants, or
listening
to needs directly and
explanation.
honestly but in a way
that is disrespectful
of others. (3)
(Cheesebro, p.135)
1.
Behaviors
of Module 3:
the staff in the Deliver
rush
didn’t
Similar: (1), (2), 7.Appendix G
the
news (3), (4)
satisfy and sensitive.
The way GS25
Straightforward
negatives
2.
was heavy
The
hour responsibly: be clear
the customers
Becamex
build Tower
The action of credibility.
violate
other drawbacks
dealt
with
customer
situation
privacy
motivation
of
the
3.
Dealing
was
increases good, but the
and problem
help frequently
it
shift.
Most of the staff
rules
GS25
11
within
Becamex
and
behaviors
is
for
customers
Staff
&
manager staff
in
and
GS25
cannot control all the Becamex Tower
thing occurred in the
firm
2. Assign
more
staff in a sam
shift to reduce
Tower
selling problem seriously.
them expired Although
customers per shift,
the
the customer people to take the
when
the work and all the
didn’t know about
occurred
with Negatives
employees was not
strict
rule
of
especially the night
a position
morale.
number
enough to handle
the customer Being honest about negative
7
Workload per staff 1. Set a
their
may
the
pressure
work
and
control
Recommend)
(
food
4.
Announcing
sometimes required
violate the rules and
to give bad news,
make other people
the bad news can be
be annoyed
the new rules still
during
be
delivered
the positively.
breakdown
(Braun,p.213)
a. Audience-focus:
Module 3
Similar:
(a.1), 8. Appendix H
Still have a situation 1.The
Communicating you- (a,2),(b,2)
1.
work carelessly and observe
recommending attitude
making a member card.
Look
The
at
the Consistently
audience’s point of with
food.
b. Firm-focus:
reminding
prepare
of customers.
sometimes 2.In a meeting,
purchasing the
more
manager
goods need
to
the audience wants
automatically
to know.
ignore thinking about better the GS25
- Treats the audience
customers’ need
to -
Respects
the
Protects
Becamex Tower,
more
advantages the
the audience’s
-
and empathize “The
the
staff
signature meal at intelligence.
GS25 carefully.
frequently
impact of their work
audiences with as well as the needs suggest
with courtesy.
1.
and
not affect to the firm remind
its on the firm's image, Cashiers
customer to buy - Emphasizes what you-attitude.
8
staff
understanding the image
situation from the communicates
2. convincing the view.
manager
have”
(Recommend)
the
audience’s ego.
12
2.
The (Braun, p.253)
advertisement for
recruitment
GS25
at Avoid “you” when it
Becamex criticizes the reader
Tower.
or limits the reader’s
freedom.
(Braun, p.258)
1. Informal,
on-one
one- Module 4:
Similar: (1), (2), 9.Appendix I
meetings: People meet in a (3), (4)
happened
It was due to a lack
in GS25 Becamex variety of venues.
Tower
Types of meetings:
→ The firm has
- Informal, one-on- many meetings
2. Regular
staff one meetings (1)
room
-
Regular
type.
Training -
Sessions:
in
head
GS25
quarter
Other
staff
frequent
of meetings:
sales
meetings,
staff
sessions,
conventions,
manager
at
offline to be flexible in
during epidemic, so operating
the
absent
staff regular
staff
cannot update the meeting
information
and
retreats (3), (4)
13
to
within inform to every
GS25 Becamex Tower
staff
(Recommend)
the organizational
training
part of the staff and
GS25.
meetings (2)
3. Staff
of flexibility on the
the
meetings: in staff - Team meetings
9
Regular staff meeting 1.The firm need
4. Sales meetings: -
Parliamentary
in the head quarter proceedings
of GS25
- Virtual meetings
(Braun, p.399)
1.Fact conflicts:
Module 4
Once I heard that 2 Conflict
staff
Similar: (1), (2), 10.Appendix J
is
the (3), (4)
members internal or external The
slightly
conflict
not
one combo set.
10
you really
meeting the firm
in
of
understanding each
They
prioritized
their own work over
Types of conflicts:
connections
manager - Pseudo conflict (2)
colleagues.
blamed the other - Fact conflict (1)
employee
underestimated the
Becamex
Tower to resolve the
wasn’t thorough
conflict
and
know each other
more
carefully
(Recommend)
the work as a team.
(Cheesebro, p.156)
The
staff
other to complete
important needs.
2.Pseudo conflicts:
The
importance
pieces of topbokki experience difficulty frequently
should be put in in
a
conflict within GS25 bonding activity
argued tension that occurs happen
about how many when
The resolution of the 1.Operating
for - Ego conflict (3)
with
2.Assigning
manager
a
from
head quarter to
resolve
the
conflicts among
making the floor - Value conflict (4)
staff
dirty but it was not - Need conflict
manager in the
the
firm
employee’s
fault.
14
and
3.Ego conflicts:
The manager put
her viewpoints to
the
problem
because
she
thought
her
position
was
higher.
4.Value conflicts
One employee was
complaining about
the other because
of
different
working styles and
personal
opinions about the
other’s
working
style
15
Appendix
1. Appendix A
Our observations show that 4 main types of business messages were used in Becamex Tower: verbal,
text, social media, and advertisement. In comparison to Module 1, I bring to your attention that GS25
Becamex Tower mainly used social media posts and advertisements on Youtube to advertise to customers,
and it was not appropriate for middle-aged officers, their potential customers. In addition, middle-aged
officers have a lot of work to do, so they need a hot and ready-to-eat meal, making GS25 Becamex Tower
a better option than other convenience stores in the area. However, advertise on Youtube or Social Media
isn't the best way to access them.
My potential solutions are running advertisements on Television prime time to attract them or
conducting a sampling campaign in nearby offices during their lunch break. The first solution might be
expensive for a small firm, and the outcome might not be apparent since TV advertisements somehow
can't reach the targeted group of customers. The second method, however, allows GS25 Becamex Tower
to reach out to local officers and attract more new customers, as well as be more affordable and more
effective. So I recommend setting up a sample stall during lunch.
2. Appendix B
Observation 2 stated that customers have different perceptions of GS25 Becamex Tower-related
subjects and objects: promotion within GS25, quality of the app, service attitude of staff, and taste of a
signature dish. Based on what I have learned in Module 2, I recognize the different perceptions of
customers come from the unstable app, and the unprofessional behaviour of the staff as they lack
experience and training to resolve the problem and satisfy the customer.
As far as I'm concerned, having a hotline system that helps the customer report about their use of the
app and the staff, as well as helping them when they need it; training the staff working or going to work
in GS25 Becamex Tower and upgrading the app would be beneficial. With the first solution, having a
particular hotline system is synonymous with paying more money, and time to train a new group of
employees. Yet the second method is an all-rounded method that is beneficial for the firm and that
16
improves the environment of the firm and the purchasing period of its clients. In the end, I believe that
the second solution will be a better choice.
3. Appendix C
Observation 3 indicated a variety of roles, genders, ages, and regions within the firm. From what I have
learned Module 2, Staff in GS25 Becamex Tower had different accents and habits due to the differences
between the regions they come from. It has been difficult to overcome these differences among the staff.
They rarely talk to each other or share something outside the work due to the heavy workload and the
staff per shift changed day by day.
The problem could be solved in two ways, according to me, by organizing a team-building for
employees to get to know one another, and hiring local residents as seasonal part-timers. Additionally, I
recommend hiring part-time employees from the local area and using one full-time manager to manage
the firm's workload. Here are some reasons. First, part-time employees are cheaper than full-time ones,
and Binh Duong Province has a high demand for work, especially among university students, so the firm
can easily find them. There isn't much interest in convenience store work as a career, so long-term
commissions, advanced training, or bonding activities are not necessary.
4. Appendix D
Observation 4 stated how the staff interacted in the GS25 Becamex Tower. There were a few ways to
respond within the firm: evaluating, advising; paraphrasing; evaluating, judging; supporting;
interpreting. Module 2 taught me that staff use evaluation responses in particular situations which are
not constructive to the story or the speaker. Because most of them were students and the convenience
store job seemed to be their first job so they didn’t adapt with it and have an appropriate way to respond
It might be a good idea to conduct training about listening and responding to help the employees to
respond correctly; encourage the staff to speak up in meetings while the manager guides them on how to
respond constructively. I maintain the same position as I did with my previous practices that advanced
training sessions are not necessary and not reasonable and that the firm has to conduct more than one
training session if they wish to have a significant change in the way the staff responds, which may also
derail the work within the firm or may even violate the personal schedule of the staff in GS25 Becamex
17
Tower. The second approach, my recommendation, is to gradually change the environment in the
company optimistically without ever adding any costs. In addition, that method can also be easily flexed
according to the company manager, who knows what is suitable for the company they work for for a long
time, and can adjust to suit each GS25.
5. Appendix E
At GS25 Becamex Tower, two types of communications were available through Observation 5. In
comparison to Module 3, I think at GS25 Becamex Tower, the staff and the manager did not put
themselves in the shoes of the other staff members and didn't try to explain why they think that way. And
that was the problem. The problem might come from the lack of activity for the staff to interact and know
more about each other àn the staff changed frequently. They couldn’t be close in such a short time like
that.
Possible solutions for that include operating a bonding activity for the staff during their holiday to
improve their relationship or having the manager observe and remind all staff members to communicate
properly. I recommend the first approach for these reasons. Afterward, the staff will be more familiar with
each other and the environment will change. A second benefit is that this activity helps to build up positive
memories in the minds of employees. This can spread to new employees, and GS25 Becamex Tower can
establish a positive image in the market. A second method is too subjective and the manager can abuse
his/her power to do the wrong thing and that doesn't improve the atmosphere within GS25 Becamex
Tower.
6. Appendix F
The staff at GS25 Becamex Tower has different communication styles ranging from assertive to nonassertive to aggressive. The employees in GS25 Becamex Tower sometimes used non-aggressive
communication styles, and that was the problem of the firm, I discovered through Module 3 about
communication styles. Maybe the manager and staff only focus on their productivity, so inexperienced
employees have a hard time catching up, especially if they are not proactive.
As my first solution, the manager should encourage everyone to speak up in meetings and all ideas
should be considered equally. The non-assertive staff is empowered to speak up and the aggressive ones
18
have a chance to listen to each other. Second, I would check interviewees' communication style during
the teamwork or trial period before hiring. By using this method, the firm saves time in training sessions.
Further, I believe that method is more suitable for a convenience store where the staff changes frequently.
From what GS25 Becamex Tower gives to new employees, the high requirement is still reasonable.
7. Appendix G
It is inevitable that some negative things will happen unexpectedly, including GS25 Becamex Tower.
GS25 Becamex Tower faced some negative positions. Upon completion of Module 3, I realized that the
firm's problem was the heavy workload per staff member. Staff & managers cannot control everything
that carries on in the company. There are a lot of customers at GS25 Becamex Tower. Additionally, the
number of employees was not enough to handle the work and all the customers per shift, especially the
night shift. Moreover, most of the staff didn’t know about the rules within GS25 Becamex Tower and their
behaviors may violate the rules and make other people be annoyed
The potential solutions are Setting a strict rule for customers and staff in GS25 Becamex Tower,
Assigning more staff in a sam shift to reduce the work pressure and control. If we choose the first option,
that may make it uncomfortable for customers to purchase in GS25 Becamex Tower and may affect the
profit of the store. This method may be more efficient since the work can be divided into smaller parts.
Therefore, the workload will be reduced, the staff won't feel tired, and the staff will be able to assist
customers in the store. The manager will need to work more to manage more staff, but that will be better
than a terrible purchasing experience
8. Appendix H
As noted in observation 8, the GS25 Becamex Tower used a you-attitude, an audience-focus, and a
firm focus while working: Recommending a membership card, Convincing the customer to buy food,
Reminding the customer to prepare the signature meal at GS25 carefully, etc. In addition, GS25 Becmex
Tower advertised recruitment at GS25 Becmex Tower. Comparing these examples to what I learned in
Module 4, I recognize that these examples show how workers work carelessly and reduce the firm's
reputation; Cashiers sometimes suggest purchasing more goods automatically without considering
19
customer needs. According to me, this is due to the staff not understanding the impact of their work on
the firm's image, as well as the needs of customers.
Understanding the customer's needs begins with the experience of the cashier, so choosing the cashier
properly is critical. In the second case, I suggest that the manager observe and remind frequently; In a
meeting, the manager should emphasize "the better the GS25 Becamex Tower, the more benefits the
staff will enjoy.". The first method is easier but that will make the staff feel unnatural while working under
observation. And the manager will take a lot of time to do that. In addition, the second one is better, with
the emphatic repetition that the staff is a part of the company and will do their best to do their job.
Managers can also be flexible, such as awarding the staff member who works hardest and helps the
company gain profit. What motivates the staff to work hard.
9. Appendix I
GS25 Becamex Tower used various ways of meeting within the firm: Informal, one-to-one meetings
Regular staff meetings, Staff Training Sessions, Sales meetings. My observations revealed that the
problem within GS25 Becamex Tower was that regular staff meetings occurred offline during epidemics,
preventing the absent staff from updating information within the tower. It was due to a lack of flexibility
on the part of the staff and the manager at GS25.
My suggestion is changing the format of the meeting into an online meeting or taking notes and
recording the meeting for the absent staff. With that method, the manager can do more things using
slides on the digital platform by making it easier for staff to access. Furthermore, the manager can use
that as an opportunity to create a game to encourage the absent staff during the lockdown. Online
meetings are not only a trend now but also the new and practical meeting type for every firm.
10. Appendix J
GS25 employees had conflicts with each other, just like every organization: fact conflict, pseudo conflict,
ego conflict, and value conflict, according to our observations. As I noted in Module 4, those conflicts were
not that frequent but the problem was the careless resolution of conflict amongst staff in GS25 Becamex
Tower. The staff underestimated the importance of understanding each other to complete the work as a
team. They prioritized their own work over connections with colleagues.
20
I suggest operating a bonding activity to resolve the conflict and know each other better, and assigning
a manager from the firm's headquarters to resolve the conflict among the firm's staff and management.
A first approach can improve relationships among staff, helping them to "put themselves in other's shoes"
and solve the problem from both perspectives. As a result of the activity, GS25 Becamex Tower is able to
improve the quality of life for its employees. Thus, profit for the firm will be better if the company uses
that method, but the company will have to spend some money, and it may take a while. The second
method can resolve conflicts immediately, but in the long run, it could increase conflicts in GS25 Becamex
Tower. This is because the headquarters do not have the right continuous approach. Hence, I believe the
first method is better.
21
Reference
⚫
Cheesebro, T., O’Connor, L., & Rios, F. (2010). Communicating in the Workplace. (1st ed.)Cheesebro,
T., O’Connor, L., & Rios, F. (2010). Communicating in the Workplace. (1st ed.)
⚫
Braun, K., Locker, K. O., & Kaczmarek, S. K. (2016). Business communication: Building critical skills
(3rd ed.)
⚫
GS25
Vietnam.
(2021,
November
14).
Facebook.
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Tuyendung.gs25. (2020, November 29). https://www.instagram.com/p/CIKKdwmJHQa/
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