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create a desired impression 
(smart dress, a smile, punctuality, a firm handshake). 
(c) It 
can 
establish a desired atmosphere 
or conditions (a friendly smile, informal dress, attentive 
posture, a respectful distance). 
(d) It 
can 
reinforce spoken messages 
with appropriate indications of how interest and feelings are 
engaged (an emphatic gesture, sparkling eyes, a disapproving frown). 
If we can learn to 
recognise
non-verbal messages, our ability to listen is improved. 
(a) 
When we are speaking, non-verbal 
feedback 
helps us to modify our message. 
(b) 
We may recognise people's 
real feelings
when their words are constrained by formal courtesies 
(an excited look, a nervous tic, close affectionate proximity). 
(c) We 
can 
recognise existing or potential personal problems
(the angry silence, the indifferent 
shrug, absenteeism or lateness at work, refusal to look someone in the eye). 
Non-verbal cues

Facial 
expression 

Movement and stillness 

Gesture 

Silence and sounds 

Posture and orientation 

Appearance and grooming 

Proximity and contact 

Response to norms and expectations 
BPP Tutor Toolkit Copy

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PART E: PERSONAL EFFECTIVENESS AND COMMUNICATION IN BUSINESS 
 
466
 
8.4 Observation 
While not really a form of communication, 
observation 
as a management skill is linked to topics in 
communication such as interviewing, so it is convenient to deal with it here. 
Observation is an important data-gathering technique. It can be used to measure the effectiveness of 
procedures, or, indeed, to establish just what procedures and processes are in use. It is perhaps most 
useful in establishing the nature of less formal aspects of the organisation, such as how the informal 
organisation works; how individuals perform their tasks; who interacts with whom; and how specified 
procedures are informally modified.