MC Notes RK-2018

MANAGERIAL COMMUNICATION 18MBA16
MANAGERIAL COMMUNICATION
Subject Code : 18MBA16 IA Marks : 50
No. of Lecture Hours / Week : 04 Exam Hours : 03
Total Number of Lecture Hours : 52 Exam Marks : 100
Practical Component : 01 Hour / Week
Objectives:
• To familiarize learners with the mechanics of writing.
• To enable learners to write in English precisely and effectively
UNIT 1: (6 Hours)
Introduction: Meaning & Definition, Role, Classification – Purpose of communication –
Communication Process – Characteristics of successful communication – Importance of
communication in management – Communication structure in organization – Communication in
conflict resolution - Communication in crisis. Communication and negotiation. Communication
in a cross-cultural setting
UNIT 2: (6 Hours)
Oral Communication: Meaning – Principles of successful oral communication – Barriers to
communication – Conversation control – Reflection and Empathy: two sides of effective oral
communication. Modes of Oral Communication. Listening as a Communication Skill, Non-
verbal communication.
UNIT 3: (8hours)
Written Communication: Purpose of writing – Clarity in writing – Principles of effective writing
– Approaching the writing process systematically: The 3X3 writing process for business
communication: Pre writing – Writing – Revising – Specific writing features – Coherence –
Electronic writing process.
UNIT 4: (12Hours)
Business Letters and Reports: Introduction to business letters – Types of Business Letters -
Writing routine and persuasive letters – Positive and Negative messages Writing
Reports:Purpose, Kinds and Objectives of reports – Organization & Preparing reports, short and
long reports Writing Proposals: Structure & preparation. Writing memos
Media management: The press release – Press conference – Media interviews
Group Communication: Meetings – Planning meetings – objectives – participants – timing –
venue of meetings.
Meeting Documentation: Notice, Agenda, and Resolution & Minutes.
Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 1

UNIT 5: (10 Hours)

Presentation skills: What is a presentation – Elements of presentation – Designing & Delivering
Business Presentations – Advanced Visual Support for Managers
Case Method of Learning: Understanding the case method of learning
Negotiation skills: What is negotiation – Nature and need for negotiation – Factors affecting
negotiation – Stages of negotiation process – Negotiation strategies
UNIT 6: (8 Hours)
Employment communication: Introduction – Composing Application Messages - Writing CVs
– Group discussions – Interview skills Impact of Technological Advancement on Business
Communication – Technology-enabled Communication - Communication networks – Intranet –
Internet – e mails – SMS –teleconferencing – videoconferencing
Practical Components:
• Demonstrate the effect of noise as a barrier to communication
• Make students enact and analyze the non-verbal cues
• Give exercises for clarity and conciseness in written communication.
• A suitable case is to be selected and administered in the class sticking to all the guidelines of
case administering and analysis.
• Demonstrating using Communication Equipments like Fax, Telex, Intercoms, etc,
• Demonstrating Video conferencing & teleconferencing in the class.
• Conduct a mock meeting of students in the class identifying an issue of their concern. The
students should prepare notice, agenda and minutes of the meeting.
• Each student to give presentation of 5 minutes (this can be spread throughout the
semester)and to be evaluated by the faculty
RECOMMENDED BOOKS:
• Business Communication : Concepts, Cases And Applications – Chaturvedi P. D, & Mukesh
Chaturvedi ,2/e, Pearson Education,2011
• Business Communication: Process and Product – Mary Ellen Guffey, 3/e, Cengage Learning,
2002.
• Communication – Rayudu C. S, HPH.
• Business Communication – Lesikar, Flatley, Rentz & Pande, 11/e, TMH, 2010

• Advanced Business Communication – Penrose, Rasberry, Myers, 5/e, Cengage Learning,

2004.
• BCOM – Lehman, DuFrene, Sinha, Cengage Learning, 2/e, 2012
• Business Communication – Madhukar R. K, 2/e, Vikas Publishing House.
MODULE Title PAGE NUMBER

NUMBER
REFERENCE BOOKS:
• Effective Technical Communication - Ashraf Rizvi M, TMH, 2005.
• Business Communication - Sehgal M. K & Khetrapal V, Excel BOOKS.
• Business Communication – Krizan, Merrier, Jones, 8/e, Cengage Learning, 2012.
• Basic Business Communication – Raj Kumar, Excel BOOKS, 2010.
TABLE OF CONTENTS
1 Introduction 05
2 Oral Communication 28
3 Written Communication 44
4 Business Letters and Reports 53
5 Presentation skills 86
Case Method of Learning
Negotiation
6 Employment communication 103
UNIT 1

Role of communication – defining and classifying communication – purpose of communication – process

of communication – characteristics of successful communication – importance of communication in
management– communication structure in organization – communication in crisis
Introduction
Communication is conveying of messages by exchanging thoughts or information via speech,
visuals, signals, writing, or behavior. Business communication is the transmission and exchange
of information between people in an organization to facilitate business activities.
Derived from “communis”(Latin) meaning “common”.

• It stands for natural activity of all human beings to convey opinions, feelings, information
and ideas to others through words (written or spoken),body language or signs.
―Any act by which one person gives to or receives from another person information about that
person‘s needs, desires, perceptions, knowledge, or affective states. Communication may be
intentional or unintentional; it may involve conventional or unconventional signals, may take
linguistic or non-linguistic forms, and may occur through spoken or other modes.‖
Or in simple words;
Communication is the exchange of ideas, opinions and information through written or spoken
words, symbols or actions.
Communication is a dialogue, not a monologue. In fact, communication is more concerned

with a dual listening process. For communication to be effective, the message must mean the
same thing to both the sender and the receiver. Communication is something we do all the time,
mostly without thinking about it. In business, though, thinking about it is very important because
all forms of interaction between people and companies are built and maintained through some
form of communication. It is, therefore, vital that communication is effective and the messages
between firms, their customers, clients, and those between workers in the same organization –
especially between management and staff – are clear and properly understood.
Role of communication
Communication plays a key role in the success of any workplace program or policy and serves
as the foundation for all five types of psychologically healthy workplace practices.
Communication about workplace practices helps achieve the desired outcomes for the employee
and the organization in a variety of ways:

 Bottom-up communication (from employees to management) provides information about

employee needs, values, perceptions and opinions. This helps organizations select and tailor
their programs and policies to meet the specific needs of their employees.
 Top-down communication (from management to employees) can increase utilization of
specific workplace programs by making employees aware of their availability, clearly
explaining how to access and use the services, and demonstrating that management supports
and values the programs.
George Vardman –book: Effective Communication of Ideas defines communication as

“Purposive interchange, resulting in workable understanding and agreement between the
sender and receiver of a message”
Robert Anderson:
―Communication is interchange of thoughts, opinions, or information by speech, writing or
signs.”
Allen Louis:
“Communication is the sum of all the things one person does when he wants to create
understanding in the mind of the another; it involves a systematic an d continuous process of
telling, listening, and understanding”
Keith Davis:
• “The transfer of information and understanding from one person to another person.
It is a way of reaching others with the facts, ideas,thoughts and values. It is a bridge
of meanings among people so that they can share what they feel and know. By using
this bridge a person can cross safely the river of misunderstanding that sometimes
separates people”.
What is business communication?

•Business communication is nothing but, the communication between the people in the
organisation for the purpose of carrying out the business activities. It may be oral, verbal,
written etc..,
• The exchange of ideas, understanding, within and outside the organization to achieve the
business goals is known as business communication.
• A business can flourish when all the targets of the organization are achieved effectively.
• For efficiency in an organization all the people (within and outside) of the organization
must be able to convey their message properly.
Purpose of communication
Broadly to -

• Inform, and
• Persuade
Communication to inform: to provide information to the reader eg., research publications
Communication to persuade: to provide information as well as to persuade the readers to
accept the offers eg., advertisements
Objectives of communication: To
• Convey the right message
• Coordinate the effort
• Educate
• Good Industrial Relations
• Motivate
• Development Of Managerial Skills
• Effectiveness Of Policies
• Integrate
• Promote
• Entertain
Principles of Communication
• Principle of clarity
Clarity of thought: communicator must be clear about these 3 pts.
· What is the objective of communication?
· What is to be communicated?
· Which medium will prove to be the most suitable for this purpose?
Clarity of expression: Most of the messages are transmitted with the help of words, the
transmitter should be careful about the meanings & organization of words for this.Use
Simple words:
• Principle of integrity
• Principle of informality
• Principle of attention
• Principle of consistency
• Principle of adequacy
• Principle of timeliness
• Principle of feedback
• Principle of communications network
Scope of Communication: in
• Information sharing
• Feedback

• Control
• Influence
• Problem solving
• Decision making
• Facilitating change
• Group building
Need for Communication in Management

 Increase job performance
 To effect changes
 Motivate
 Inform and convince
 Clear understanding of roles
 Empower employees with information
 Creates a sense of belonging
 Resolves disputes
 Develops sense of total situation.
Process of communication
A. The communication cycle
Communication may be defined as: ―The imparting, conveying or exchange of information, ideas
or opinions by the use of speech, writing or graphics.‖
Basic Elements of the Cycle
In any communication process there are three basic elements, though, as we shall see, there are
many other components within this, which go to make up the whole of the process. The three
fundamental ones are:
Figure 1.
Sender Message Receiver

A sender sends a message to a receiver in such a way that the receiver is able to understand it.
Note also the way in which the cycle is completed by the element of feedback from receiver to
sender. This element is not always there, but is a key part of the process since, at the very least; it
provides the means of acknowledging reception and understanding. This is rather a simple view
of the process, however, and the study of communication has identified a number of further
components within this basic cycle. These are crucial to its success or failure. The following
diagram outlines these additional components – look at it carefully before going any further.
Elements of Communication:
Probably the easiest way to understand how communication works is to define each of the key
terms shown in the diagram and build these definitions back into a complete picture of the
process as a whole.
i. Information/message
This is the raw material of the communication – the actual data which it is intended to convey to
the recipient or receiver. Although it is usually called ―information‖, it does not have to be
simply factual. It may be an opinion or an idea, or a combination of fact and opinion.
ii. The Sender
The sender is the body responsible for passing on the information. Although it is most usually an
individual, it can also be a group of people, such as a committee or a company.
iii. Encoding
This is the process by which the sender puts the information into a form suitable for sending.
• Usually, this will be a language, either spoken or written.
• In some cases, such as non-verbal communication or ―body language‖, it could be a gesture or
sign.

• In others, such as advertising, it could be a photograph or film with an accompanying slogan.

The way in which the information is encoded is crucial to the correct understanding of the
message by the recipient. Indeed, so important is this that the key element in encoding is working
out the best way for the receiver to understand the information and then putting it into that form.
iv. The message
Once the information is encoded, it is known as the message. It contains the meaning that the
sender wishes to convey to the receiver.
v. The medium
The medium is the larger group of communication instruments within which the message
belongs. Generally speaking, there are three main media:
• Written communication;
• Oral (spoken) communication; and
• Visual communication.
vi. The channel

This is the physical means by which the message is communicated:
• For written communication, a postal service or a notice-board;
• For oral communication, a personal interview or a telephone system:
• For visual communication, a drawing, a photograph or film.
vii. The aim
The aim is the main reason why the act of communication has been undertaken. There are
generally three chief aims:
• To inform
This is the desire to supply factual information, or an assessment or judgment of the value of
an item or product.
• To Influence
This is the desire to persuade the recipient to adopt a particular idea or possible course action.
• To initiate Action
This is the desire to persuade the recipient respond by performing a particular task.
Within an organisation, all three aims are often present as part of any individual act of
communication. It is important to be clear about the overall aim of the communication because
this can affect the way the information is encoded the media and channels used to convey the
message.
viii. The recipient
This is the object to which the message is directed. It may be an individual, a group (such as
committee or firm), or even – as in the case of an advertising campaign – a specific target group
among the general public.
ix. Decoding
This is the process by which the recipient interprets the meaning of the message. Note that this
may or may not be the same as the interpretation originally intended by the sender – the result of
this process is what the recipient understands the message to mean.
Some understanding of this part of the process by the sender is very helpful because it can
influence the way the information is encoded and the media and channels used to convey the
message.
x. Feedback
Feedback is the name given to the information the sender derives from the way in which the
recipient reacts to the message. From it, the sender can decide whether or not the message has
achieved its intended effect. However, feedback properly refers only to indirect reactions of the
recipient rather than any message sent in return. It is thus up to the sender to watch the
recipient‘s response carefully, to look out or ―scan‖ for such reactions when it is possible for
them to be directly observed, for example in a personal interview.
xi. Motivation
Although it is not shown in the diagram, motivation is a crucial element in communication. It is
the urge or desire to achieve a purpose, alter a given situation, or satisfy a need. If motivation is
strong, it is likely that communication will be effective.
These are the principal elements in the cycle of communication. They are completed when the
process is reversed and the recipient communicates in response to the sender‘s original message.
There are, then, many elements involved in the communication process and this makes it more
complex than you may initially have thought. The number of elements mean that there is a lot
that can go wrong.
Process of communication
• The linear concept
• Shannon-Weaver model

• Two-way communication process

The Linear concept
• Earliest conceptualization of communication
• It involves 5 basic questions
1. Who?
2. Says what?
3. On which channel?
4. To whom?
5. With what effect?
• Communication was considered a one-way process marked by the flow of information from a
sender to a receiver
According to the linear view,

• A receiver passively receives the message
• Acts as directed or desired by the sender
• Communication is intended to control/manipulate the receiver
• It is assumed that message while passing through the medium chosen by the sender, it
reaches the receiver without any distortion or change

• Shannon and Weaver's Communication Model has five basic factors, arranged in a linear
format. The components in this model are:
• Ideation- The information source selects a desired message out of a set of possible
messages.
• Encoding-The transmitter changes the message into a signal that is sent over the
communication channel to the receiver.
• Decoding -The receiver is a sort of inverse transmitter, changing the transmitted signal back
into a message, and interpreting this message.
• Action-This message is then sent to the destination. The destination may be another receiver
(i.e., the message is passed on to someone else), or the message may rest with the initial
receiver, and the transmission is achieved.
• Noise-In the process of transmitting a message, certain information that was not intended by
the information source is unavoidably added to the signal (or message). This "noise" can be
internal/filters (i.e., coming from the receiver's own knowledge, attitudes, or beliefs) or
external (i.e., coming from other sources). Such internal or external "noise" can either
strengthen the intended effect of a message (if the information confirms the message), or
weaken the intended effect (if the information in the "noise" contradicts the original
message).
Two-way communication process
Common Problems in Two-Way Communication

 No perceived benefit to the audience
 Noise, outside disturbance
 Variations in listening skills
 cultural differences
 Complexity of subject matter/message
 Time restraints real or perceived
 Personal biases, hostility or both
 Responding to difficult questions

 Sidestepping sensitive issues.
Characteristics of successful communication

1. Candidness (Credibility) builds trust Open, frank, honest
2. Completeness- Planned And Structured
3. Courtesy improves relationships
4. Clarity comprehension easier
5. Correctness builds confidence
6. Concreteness reinforces confidence
7. Conciseness saves time
1. CORRECTNESS:
 To be correct in communication
 Use correct level of language
 Include only accurate facts, words and figures .
 Maintain acceptable writing machines.
2. CONCISENESS:
 It makes the message more understandable and comprehensible. To achieve it

 Avoid unnecessary repetition and wordy expressions.
 Include only relevant facts with courtesy.
 Organize the message logically and efficiently.
3. CLARITY:
It demands that the message should be correct, concise, complete, concrete and with
consideration. To accomplish these:
 Choose precise, short and familiar words.

 Proper punctuations make the writing clear.
 Make the message readable and understandable.
 Make correct sentences, and derived the message in properly sized paragraphs
4. COMPLETENESS:
 The message should be complete, we should be able to know the reader‘s background,
viewpoints, needs, attitudes and emotions.
 The guidelines for completeness,

 The message should answer all the questions in the order , they were asked .
 Give some additional information if important.
6. CONCRETENESS :
 The business writing should be specific, definite and vivid. The guidelines use to
concreteness
 Use specific facts and figures.
 Avoid words like few, quick, soon etc.
 Use action verbs.
 The message should have building words.
7. COURTESY:
Courtesy is more important and advantageous in business writing then in face to face
communication. It is achieved;
 Be truly tactful, thoughtful and appreciative.

 Omit expression that annoy.
 Answer all your mail
 Grant and apologize candidly.
One more C -Consistency introduces stability

Characteristics of communication process
 A two-way traffic
 Continuous process
 A short-lived process
 Needs proper understanding
 Leads achievement of the organizational objective
 Dispels misunderstanding
Importance of communication in Management

Important functions of managing
 Forecasting-objectives and policies
 Planning- programs, procedures and budgets
 Organizing-sets the organizational structure
 Instructing-for organization performance
 Coordinating
 Controlling- checks results, receives feedback

Classification of communication
• Based on number of persons (receivers) to whom message is addressed
• Based on the medium employed
• Based on the type of organization
Number of receivers
• Intrapersonal communication: it is talking to oneself in one‘s own mind
• Interpersonal communication: it is the exchange of messages between two persons.eg.,

a conversation ,a dialogue or an interview in which two persons interact.
A letter too is an example of interpersonal communication between the writer and the person
to whom it is written
• Group communication: it can be among small or large groups, like an organization,
club, or classroom, in which all individuals retain their identity
• Mass communication: it occurs when the messages is sent to large groups of people, for
example, by newspaper, radio or television. In this process, each person becomes a
faceless individual with almost no opportunity for personal response or feed back
 Medium employed
o Verbal communication: communicating with words, written or spoken. It consists of
speaking, listening, writing, reading, and thinking.
o Non verbal communication: using pictures(object language), gestures(sign), movements
(action language) and facial expression for exchanging information between persons.
Meta communication
• Here the speaker‘s choice of words unintentionally communicates something more than
what the actual words state .
eg., ―I‘ve never seen you so smartly dressed‖
Communication Structure in Organisation:

Formal Network: Virtually vertical as per chain go command within the hierarchy.
• Downward Communication : Highly Directive, from Senior to subordinate to assign
duties, give instructions, to inform to offer feedback, approval to highlight problems etc.
• Upward Communications :It is non directive in nature from down below, to give
feedback, to inform about progress/ problems, seeking approvals.
• Lateral or Horizontal Communication :Among colleagues, peers at same level
communicate for information sharing ,for coordination to save time.

HIERARCHY LEVEL
Manager
Executive Director
Vice President
A.G.M. Supervisor 1 Supervisor 2 Supervisor 3
Manager
Supervisor
Forman
Informal Communication
•No formal organization chart is followed
•Not a planned channel
•Free from formalities
•Dynamic and reacts quickly
•May also supplement the formal channel.
Grapevine
 An informal channel of communication
 Primarily a channel of horizontal communication
 Can flow vertically and diagonally
Four types
Single strand- flows like a chain, in sequence-one tells one
•Gossip –one person tells everybody else, non-selective basis

•Probability( randomly according to the law of probability)
•Cluster moves through selected groups whom they trust.
•Cluster- most popular form.
Importance
•Emotional relief-A safety valve

•A fast channel- quick transmission- speed
•Creation of ideas
•Good personal relations

•Provides feedback
DEMERITS
•Distortion of information
•May transmit incomplete information
•Travels with destructive swiftness
•Rumors
•Inadequacy
•Changing interpretations
How to use the grapevine effectively

•Keep an eye on rumor –mongers
•Use it primarily for feedback
•Involve the workers in the decision-making process.
Rules of Five
Keith Davis- Guide the receiver
1. Receive
2. Understand
3. Accept
4. Use
5. Give Feedback
How We Communicate?
We communicate in several ways:
—letters, memos, reports, e-mail, faxes
—one-on-one meetings, phone conversations, speeches, video
conferencing, group meetings
—eye contact, facial expressions, body language, physical
appearance (see below)
—listening with a high level of concentration; listening for information
Some of the silent messages people convey through nonverbal communication consist of:
1. Eye contact—indifference, wandering

2. Facial expressions: smile (agreement), frowns (disagreement, surprise)

3. Body language: folded arms (closed to suggestions); sitting upright (confidence, pride)
4. Tone and volume of voice: emotions conveyed through pitch, etc.
5. Physical appearance: clean, well dressed; unkept looking
Types of Business Communication
There are two types of business communication in an organization:
1. Internal Communication
2. External Communication
1. Internal Communication
Communication within an organization is called ―Internal Communication‖.
It includes all communication within an organization. It may be informal or a formal

function or department providing communication in various forms to employees.
Effective internal communication is a vital mean of addressing organizational concerns.

Good communication may help to increase job satisfaction, safety, productivity, and
profits and decrease grievances and turnover.
Under Internal Business Communication types there come;
a) Upward Communication
b) Downward Communication
c) Horizontal/Literal communication
a) Upward Communication
Upward communication is the flow of information from subordinates to superiors, or

from employees to management. Without upward communication, management works in
a vacuum, not knowing if messages have been received properly, or if other problems
exist in the organization.
By definition, communication is a two-way affair. Yet for effective two-way

organizational communication to occur, it must begin from the bottom.
Upward Communication is a mean for staff to:
o Exchange information

o Offer ideas
o Express enthusiasm
o Achieve job satisfaction
o Provide feedback
b) Downward Communication
Information flowing from the top of the organizational management hierarchy and telling
people in the organization what is important (mission) and what is valued (policies).
Downward communication generally provides enabling information – which allows a

subordinate to do something.
e.g.: Instructions on how to do a task.
Downward communication comes after upward communications have been successfully

established. This type of communication is needed in an organization to:
o Transmit vital information

o Give instructions
o Encourage 2-way discussion
o Announce decisions
o Seek cooperation
o Provide motivation
o Boost morale
o Increase efficiency
o Obtain feedback
Both Downward & Upward Communications are collectively called ―Vertical

Communication‖

c) Horizontal/Literal communication
Horizontal communication normally involves coordinating information, and allows

people with the same or similar rank in an organization to cooperate or collaborate.
Communication among employees at the same level is crucial for the accomplishment of
work. Horizontal Communication is essential for:
o Solving problems
o Accomplishing tasks
o Improving teamwork
o Building goodwill
o Boosting efficiency
2. External Communication
Communication with people outside the company is called ―external communication‖.

Supervisors communicate with sources outside the organization, such as vendors and
customers.
It leads to better;
o Sales volume
o Public credibility
o Operational efficiency

o Company profits
It should improve
o Overall performance
o Public goodwill
o Corporate image
Ultimately, it helps to achieve
o Organizational goals
o Customer satisfaction
Communication
Communication is the exchange of ideas, opinions and information through written or spoken
words, symbols or actions. Communication is an important part of our world today. The ability
to communicate affectively is considered a prized quality. But people in the world are not alike.
These differences, however, can cause problems in sending/receiving messages. Simply these are
the hurdles in the way of communication and anything which blocks the meaning of a
communication is a barrier.
Communication in conflict resolution:
Communication has a big role to play in conflict management. It has been observed that
poor communication always results in misunderstandings and eventually conflicts.
Be very clear and straightforward what you expect from the other person. Don‘t always expect
the other person to understand everything on his own. Haphazard thoughts only add on to
confusions and result in displeasure and disagreements. If you want to meet your team member

at 9 in the morning at the conference hall, please remember to mention the correct timings along
with the venue as well as the agenda so that the participants come thoroughly prepared. Don‘t
just communicate for the sake of it.
Don’t merely depend on verbal communication, instead prefer communication through

email keeping each and every member in the loop. Never ignore anyone just because you do
not like him. It is generally observed that conflict among individuals arises when they feel
neglected or left out. Transparency is essential at all levels for better understanding and avoiding
conflicts.
Communication must not be done with members separately but must be on a common
platform so that everyone gets the same picture. Master the art of writing emails. Select the
correct font, style and be careful about the content such that the mail is self-explanatory.
Disagreements can arise anytime so make sure that the superiors are always available to the
subordinates. At workplaces, the hierarchy must not be too complicated as it only adds to the
confusions. People do not understand whom to contact and start fighting among themselves only.
At workplaces, employees must be demotivated to interfere in each other‘s works and criticize
others.
Never be loud and always be very careful about your pitch and tone. Be polite and
convincing. Make your point very clear but do not shout on others as he might feel bad and it
might go against you. Presentations, seminars, speeches must be delivered at a noise free zone so
that the information hits the eardrums of the recipients instantly and creates the desired impact.
Question answer round must be kept at the end in the presentations and people must not jump in
between with their questions. It seriously offends the speaker and might result in a fight. Be a
little patient and wait for your turn to speak. Be a good listener.
An individual must not assume things on his own and overreact on petty issues. Every
individual has the right to express his views and one must first listen to what the other person has
to say.
When two individuals are interacting with each other, try not to speak in between unless and
until required.Always meet the other person with a warm smile. Avoid being rude and harsh.
Don‘t just start shouting even if you do not agree to the other person, sit with him face to face
and make him understand his mistakes. Once you are through with your communication, do
cross check with the other person whether he has received the correct message or not. Wrong
messages lead to confusions and people lose their trust on each other. Make sure you are very
clear and transparent with your communication. Think twice before you speak and never offend
others.
Communication in crisis:
Communication in crisis refers to a special wing which deals with the reputation of the
individuals as well as the organization. Crisis communication is an initiative which aims at
protecting the reputation of the organization and maintaining its public image. Various

factors such as criminal attacks, government investigations, media enquiry can tarnish the image
of an organization.
Communication in Crisis specialists fight against several challenges which tend to harm the
reputation and image of the organization.
Communication in Crisis Process:
 Employees should not ignore any of the external parties and important clients Come
out, meet them and discuss the problem with them. There is nothing to be ashamed of.
If needed, seek their help. Media must not be ignored. Answer their questions. Avoiding
media makes situation all the more worse.
 Don’t criticize individuals. Show a feeling of care and concern for them. Share their
feelings and encourage them not to lose hope. Encourage them to deliver their level best.
Put yourself in their place. Respect them and avoid playing blame games.
 Effective communication must be encouraged at the workplace during emergency
situations. Employees should have an easy access to superior‘s cabins to discuss critical
issues with them and reach to a mutually acceptable solution.
 Information must flow across all departments in its desired form. One should not rely
on mere guess works or assumptions during crisis. Make sure the information you have is
accurate.
 Crisis communication specialists must learn to take quick decisions. Remember one
needs to respond quickly and effectively during unstable situations. Think out of the box
and devise alternate plans for the smooth functioning of organization.
 Make sure information is kept confidential. Serious action must be taken against
employees sharing information and data with external parties. Such things are considered
highly unprofessional and unethical and spoil the reputation of the organization.
 The superiors must evaluate performance of employees on a regular basis. Ask for
feedbacks and reports to know what they are up to. Conduct surprise audits to track
performance of employees.
Communication & Negotiation:
Communication plays an important role in negotiation. Negotiation is nothing but a

discussion among individuals to reach to an alternative which would satisfy all.
How is an effective discussion possible ? Only through communication.
An effective communication is directly proportional to an effective negotiation. The better

the communication is the better the negotiation would be. Discussion does not mean fighting and
shouting, instead it is simply the exchange of one‘s ideas, thoughts and opinions with each other.
One needs to have excellent communication skills for a healthy and an effective discussion.
Communication is an art and one should master it to excel in all kinds of negotiation. The other
person will never come to know about your thoughts and ideas unless and until you share it with
them. One can‘t see your grey matter. Lot depends on how you speak.

One should very sensibly convert his thoughts into a speech by carefully selecting relevant
words. Be careful about your words. One should never use derogatory sentences or fowl words
in his speech. Understand the power of speech. The way you present your thought matters a lot.
Don‘t speak just for the sake of it. Haphazard thoughts and abstract ideas only lead to confusions. One
must speak clearly what he expects from the other person. Don‘t eat your words and try to confuse others.
Be crisp and precise in your speech.
Communication in a cross-cultural setting:

Cross-cultural communication is imperative for companies that have a diverse workforce and
participate in the global economy. It is important for employees to understand the factors that are
part of an effective, diverse workforce.
Cross-Cultural Communication
Cross-cultural communication has become strategically important to companies due to the

growth of global business, technology and the Internet. Understanding cross-cultural
communication is important for any company that has a diverse workforce or plans on
conducting global business. This type of communication involves an understanding of how
people from different cultures speak, communicate and perceive the world around them.
Cross-cultural communication in an organization deals with understanding different business

customs, beliefs and communication strategies. Language differences, high-context vs. low-
context cultures, nonverbal differences and power distance are major factors that can affect
cross-cultural communication.
Let's take a look at how cross-cultural differences can cause potential issues within an
organization. Jack is a manager at a New Mexico-based retail conglomerate. He has flown to
Japan to discuss a potential partnership with a local Japanese company. His business contact,
Yamato, is his counterpart within the Japanese company. Jack has never been to Japan before,
and he's not familiar with their cultural norms. Let's look at some of the ways that a lack of
cultural understanding can create a barrier for business success by examining how Jack handles
his meeting with Yamato.
High- vs. Low-Context Culture

The concept of high- and low-context culture relates to how an employee's thoughts, opinions,
feelings and upbringing affect how they act within a given culture. North America and Western
Europe are generally considered to have low-context cultures. This means that businesses in
these places have direct, individualistic employees who tend to base decisions on facts. This type
of businessperson wants specifics noted in contracts and may have issues with trust.
High-context cultures are the opposite in that trust is the most important part of business
dealings. There are areas in the Middle East, Asia and Africa that can be considered high
context. Organizations that have high-context cultures are collectivist and focus on interpersonal
relationships. Individuals from high-context cultures might be interested in getting to know the

person they are conducting business with in order to get a gut feeling on decision making. They
may also be more concerned about business teams and group success rather than individual
achievement.

UNIT 2
ORAL COMMINICATION
What is oral Communication – principles of successful oral communication –barriers to
communication – what is conversation control – reflection and empathy: two sides of effective
oral communication – effective listening –non – verbal communication
Oral Communication
Oral communication is the process of expressing information or ideas by word of mouth.

Oral communication is the process of verbally transmitting information and ideas from
one individual or group to another. Oral communication can be either Formal or
Informal. Examples of informal oral communication include:
 Face-to-face conversations
 Telephone conversations
 Discussions that take place at business meetings
More formal types of oral communication include:
 Presentations at business meetings

 Classroom lectures
 Commencement speech given at a graduation ceremony
The principles of oral communication are discussed below:
1. Clear pronunciation: Clear pronunciation of message sender in the main factor or oral
communication. If it is not clear, the goal of the message may not be achieved.
2. Preparation: Before communicating orally the speaker should take preparation both
physically are mentally.
3. Unity and integration: The unity an integration of the speech of the message sender is a
must for successful oral communication.
4. Precision: Precision is needed to make oral communication effective. The meaning of
the words must be specific.
5. Natural voice: The speaker‘s must not be fluctuated at the time of oral communication.
On the other hand artificial voice must be avoided.
6. Planning: Organized plan is a must for effective oral communication. The speaker
should take proper plan for delivering speech.
7. Simplicity: The speaker should use simple an understandable words in oral
communication. It should be easy and simple.
8. Legality: The speaker‘s speech should be legal and logical at the time of oral
communication.
9. Avoiding emotions: At the time of oral discussion, excessive emotions can divert a
speaker from main subject. So, the speaker should be careful about emotion. The speech
must be emotionless.

10. Acting: Many people lose concentration after listening for a few minutes. So speech must
be emotionless.
11. Efficiency: Speakers efficiency and skill is necessary for effective oral communication.
12. Vocabulary: Words bear different meanings to different people in different situations. In
oral communication, a speaker should use the most familiar words to the receiver of the
message to avoid any confusion in the meaning of the words.
Barriers to oral communication

 Status
 Halo Effect
 Complexes
 Closed &all knowing mind
 Poor retention
 Premature evaluation, hurried conclusion
 Abstracting
 Slant
 Cognitive dissonance
 Language barrier
Any system which involves the exchange of information, especially when the information is
complex and the distance over which it is exchanged is large, has to overcome many barriers.
These may be divided into two kinds, i.e. those that are found within the sender and the recipient,
and result in part from a difference in attitude or experience between them; and those, which
result from outside influences in the communication process.
Barriers Caused by Sender and Recipient
i. Distortion
Distortion is a process which occurs either at the stage of encoding or decoding the message. It
comes about when the information is put into form, which does not express its true nature in a
way that the recipient can fully understand.
Language is shared by everyone, and that we all use the same words to express ideas; but this is
often far from true. I am sure that, like me, you may have succeeded, quite unintentionally, in
offending another person by saying something, which was ―taken the wrong way‖ or interpreted
as an insult instead of a compliment. Distortion in communication can lead to incorrect
understanding of the message, or only partial comprehension of its meaning by the recipient.
• Where the distortion arises at the encoding stage, the sender is responsible. This is by far the
most likely source of the problem, since every effort must be made to frame the message, in a
way in which the receiver can understand.
• Distortion at the decoding stage may arise where the recipient is not paying the necessary
attention interprets the message in a way, which the sender could not have anticipated. In such
cases, the failure to communicate is the responsibility of the receiver.

It could be due to lack of concentration in either party, or perhaps even that the ideas are so
complex than clear and a complete expression of them is very hard to achieve. The latter is often
the case when a specialist in a technical field tries to address a non-specialist audience: there is
no common language for discussing very complicated ideas, and so the communication fails.
However, there are ways in which barriers at encoding and decoding can be avoided, as a later
section will clear.
ii. Inadequate communication skills
Communication skills are the abilities to send and receive messages clearly and effectively, with
no possibility of misunderstanding. They include the ability to express ideas clearly in writing, in
language suitable to the intended recipient and the intended purpose of the communication. They
also include the ability to read – not only to read words on a page, but also to interpret signs and
symbols of all kinds – such as body language, which are presented in a communication
exchange. A major barrier to communication is created when one or the other party fails to
process the necessary communication skills. Messages are incorrectly encoded, or encoded in the
wrong medium: alternatively, they may be misread and fail to have intended effect.
iii. Lack of listening ability
The ability to listen is an essential ability for all of us. Unless we have it we are unable to
understand what is going on around us, with potentially disastrous results. In the study of
communication, however, it is even more important to be able to ―listen‖.
The term is used to include the ability to work out the way in which somebody is responding to
an item of communication, with the same meaning as the term to ―scan‖ for feedback.
• Unless the sender can listen, he or she will be unable to discover the real response of the
recipient.
• Unless the recipient can listen, he or she will fail to grasp the true significance of the message.
This then, is another cause of communication breakdown.
iv. Attitudes
All of us have certain attitudes towards daily life, which have been produced by our education,
environment and general experience. If they are extreme, they are called prejudices. Whatever
their form, they can distort our awareness of messages in communications and thus hamper the
communication process. Attitudes to moral questions, and those induced by different cultural
wishes to communicate effectively, therefore, one must try to be aware of both his or her own
attitudes and those of the intended recipient, otherwise a further barrier may appear.
v. Incorrect Information
As well as the more complex barriers discussed above, there is one, which is more
straightforward, but just as disruptive: the fact that the information may simply be wrong. You
could argue that, if incorrect information is successfully transmitted, a successful communication
exchange has been achieved. However, this is only a short-term view, since the mistake will

probably be discovered, and will have to be put right. This will undermine the recipient‘s trust in
the sender, and may create a barrier in attitude, which can hold up effective communication in
later exchanges.
i. Other Barriers
There are three more general elements, which can act as barriers to communication.
• Perceptual bias occurs where the recipient has ―selective hearing‖ and selects what they want to
hear. This can result in the wrong message being received. For example, smokers may see the
warning message on cigarette packets but the message may not be transmitted because a barrier
is created which enables smokers to select only favorable messages about smoking.
• Information overload can occur if the recipient of the message receives too much information,
or information, which is too technical. For example, if customers are given too much technical
information about a product the result is that they will probably not remember or understand the
key message being communicated.
Barriers Caused by Outside Influences (Noise)
Noise is the name given to the feature of the setting in which the communication takes place
which interfere with the accurate transfer of information. In literal terms, it can be physical noise,
such as heavy traffic, constantly ringing telephones or people talking to you while you are
reading a letter. It can also refer to other kinds of interference such as poor telephone connection
or unreadable photocopying.
The physical environment within which a communication takes place can be very significant,
depending on the circumstances. For example, shops take a lot of trouble over the right
decoration and lighting to ensure they make the right impression on potential customers and if
they get it wrong, it may affect sales. Similarly, the surroundings in the doctor‘s surgery may
affect the effectiveness of communication between doctor and patient. Think about the layout
and decoration of the reception area to your workplace or other firms‘ offices – how does it make
you feel even before any form of communication with the receptionist has begun?
CHARACTERISTICS OF ORAL COMMUNICATION:
i) Unplanned encounter
Oral communication in this situation tends to suffer from a lack of control, as we might expect.
This can lead to failure to communication the desired information or, at worst, to the creation of
anger or resentment in the recipient. In consequence, you should use unplanned encounters only
for the communication of routine or uncomplicated information, and leave more complex and
sensitive issues for transmission under circumstances over which the sender has more control.
ii. Planned informal talk

The advantage here is that the sender has more control over the encounter, which should ensure
more efficient transmission of information. An alternative would be telephone call, although this
would lack the essential directness of personal contact.

iii. Meeting of individuals

This is a slightly more formal encounter, which will often take place between members of
different organisations.
The advantages are those usually associated with personal encounters, such as flexibility of
response to the view of the other individual and the possibility of discussion leading towards a
clear conclusion.
Disadvantages include the lack of a record in writing, but this is usually supplied immediately
after the encounter by a letter or brief report.
iv. Interviews
Interviews may have various purposes – selection, appraisal, the disciplining of an employee or
persuasion, for example in an attempt to secure a contract or sale. Each needs careful and
thorough preparation from both participants.
The advantages of such encounters are the same as those given for meeting of individuals.
Disadvantages include the fact that, because a high degree of skill in scanning for feedback is
required in both parties for successful outcome to be achieved, totally effective interviews are
rarely accomplished.
Despite this, however, personal interviews remain very important element of business
communication, for which no real alternative has been found.
v. Telephone calls
These have the advantage of speed and immediacy.
They have the disadvantage that all the other signals, which form part of a personal encounter,
such as body language and gesture, are absent. There is also the problem that a call may come at
the wrong time for the recipient, which may interfere with the communications process.
Alternative include letters, memo (for internal communications) and personal encounters, all of
which have advantages and disadvantages as noted in the relevant sections.
vi. Group meetings

These have all the advantages and disadvantages of personal encounters, magnified by the
involvement of a larger number of people.
The main advantage is that several points of view can be brought together and a conclusion
evolved from them.
The main disadvantage is that too many different views may case confusion and uncertainty.
vii. Committee meetings

Committees are constituted in a very clear manner, and conduct their meetings in accordance
with formal procedures. This formality allows discussion of quite complicated matters in a way,
which is free from personal involvement while at the same time allowing several opinions to be
expressed. Although committees can become unwieldy, they can, when carefully directed by a
skilled chairman, be a most effective way of reaching decisions.
viii. Full staff/workers meetings

These have the advantage of making sure that everyone has the chance to air his or her views.
Disadvantages are that large meetings are unwieldy, and that many people are reluctant to speak
before their colleagues.

Alternatives include discovering opinions by forms or questionnaires.
ix. Formal lecture or presentation

This form of communication is becoming increasingly popular.Its advantage is that it allows one
person to present a clear view of a particular topic with considerable immediacy in a manner that
is more concise than a written report.
Disadvantages are that there is no guarantee that the information will be assimilated by the
recipients, especially where complex statistical data are involved. This deficiency can, however,
be remedied by the use of duplicated ―handout‖ or other printed material.
The use of visual aids in presentations should be regarded as almost essential, since visual media
make a greater impact than simply oral, and the two when used together reinforce each other to
make an overall effect, which is far greater than simple speech.
When to use oral communication
Clearly, the times and place where one can use oral communication is large in number and range.
Some of the more suitable occasions are as follows:
• When it is essential to meet the person involved evaluating his or her suitability for a particular
task. This is especially relevant to selection interviews, to ensure that you appoint the right
person for the job vacancy, but it is also important in other areas, such us deciding which
member of a group should be delegated to carry out a particular task.
• When it is important to pool the knowledge of several people to arrive at key decisions. This is
true of various aspects of a company‘s activities, from the board of directors downwards.
• Where a person is discussing a delicate or personal matter an individual employee or client.

He/she may wish to raise matters carefully, while being aware of the person‘s reaction, in a
manner which would be impossible in correspondence.
• Where one needs to persuade listeners of particular course of action, particularly if it involves
change. People need reassurance in these circumstances and find discussion comforting even if
they can‘t alter the outcome.
• For a process of negotiation, where a compromise has to be reached between alternative or rival
courses of action. This is particularly important in cases where possible issues of conflict are
involved, such as grievance or disciplinary producers, or discussion of conditions of work, rates
of pay and other similar matters.
• For informing members of a company or department about new developments in company

policy where a full staff meeting will provide the opportunity to pass on information and allow
employees to ask questions and discuss the matter.
• To convey information about training or other matter at training conference, which involve
formal presentations as well as smaller discussion sessions to exchange ideas and information.

Conversation Control
Refers to the skills of listening & talking in a positive & meaningful way at an appropriate time.
The essence of conversation control is ability to manage your own conversation - it does not
mean manipulating other people‘s conversation although it does imply giving it gentle pushes in
particular directions from time to time.
 Ability to listen
 Talk positively
 Change of direction smoothly
 Allow discussion
 Conclude with the note of satisfaction
 Encourage to respond
 Interaction in a convincing way
 Handle objection for proposals made
 Ability to react to criticism
 Learn to get information quickly
Applications of Conversation Control

 Meetings
 Agenda as a Control
 Advance circulation of Agenda papers
 Chair person
 Procedure
Cues and clues

 Cues: Key word/phrases a person uses when he wants to indicate that something is
important.
 Clues: Set of words someone else gives to us.
Parallel Communication
Fruitful Conversation
 Logical link b/w statements of speaker & listener.
 Carry forward conversation in a connected and sequential way.
 Ideas &thoughts developed in a structural form.
 Attach values to voice of the speaker.
Reflection and Empathy: 2 sides of effective oral communication
Reflection is the belief that the capacity for self-insight, problem-solving, and growth resides
primarily in the speaker. This means that the central questions for the listener are not 'What can I do for
this person? or even "How do I see this person" but rather "How does this person see themselves and their
situation?"
Empathy is trying to see things from the point-of-view of others. When communicating with
others, try not to be judgmental or biased by preconceived ideas or beliefs - instead view

situations and responses from the other person‘s perspective. Stay in tune with your own
emotions to help enable you to understand the emotions of others.
Body language
 Sense of time
 Clarity &Precision
 Equal importance
 Meetings –lively interaction
 Control-issue to issue
 Clarity-facts
 Analyze, evaluate
 Summarize-central thoughts
Modes of Oral Communication:

Intrapersonal communication : is self-talk or a conversation you hold with yourself under
certain circumstances – for example, when you need to make an important decision or learn
something about yourself. You may wonder whether intrapersonal communication is just another
way of describing the thinking process. In a way, that would be correct.
Intrapersonal communication is a form of thinking that goes on inside us which relies on

language to express itself. It is similar to the Shakespearean ―soliloquy‖ where the character in
question engages in self-talk to reflect on events that have transpired (please refer to Figure 1.6).
Intrapersonal communication often increases self-awareness and mindfulness, and hones critical
thinking skills.
Interpersonal communication : is communication between several people. This form of

communication may range from the impersonal to the very personal. Impersonal communication
is when you talk with a person you do not really care about – there is often a coldness or an
indifference in your attitude when you engage in this kind of communication.
Then, there is social communication where you engage in niceties with people you meet in a
social context. The most personal type of communication occurs when you talk with people who
are close to you, for example, your best friend, family members and colleagues. Such
relationships are interdependent, meaning that the actions of one party very often directly affects
the other party. Interpersonal communication can take place face to face as well as through
electronic channels like video-conferencing, chat rooms, e-mail and Twitter.
Small group communication : akes place in a group, usually comprising five to 10 people.
This form of communication serves relationship needs (like companionship, family bonding and
affection or support) as well as task-based needs, for example, deciding on disciplinary action or
resolving conflict in the workplace.
In academic institutions, students often form small groups which meet regularly for study
discussions or to work collaboratively on projects. At the workplace, small groups may meet to
discuss issues related to work, or for problem-solving or team-building purposes. Learning to
communicate effectively in teams contributes to success and advancement in many careers.

Small group communication allows you to interact with others, be it at home, in school, at the
workplace or in public. You learn to exchange ideas, solve problems and share experiences.
Public communication : also known as public speaking, involves communication between a speaker
and an audience. This audience may range from just a few people to thousands or even millions of people.
The aim of the speaker is usually to inform or to persuade the audience to act, buy, or think in a certain
way. A teacher may address an assembly of students on codes of behaviour or school rules. A politician
may make speeches on how he will be dealing with certain issues in order to win their votes. An
executive may give a business presentation to get more sales. It is important to understand some of the
basic principles of effective public speaking so that you are able to influence, persuade as well as
entertain your audience when you communicate with them
Mass communication : is communication that is sent out from a source to many receivers all over
the world. It takes place through media like films, radio, videos and television. Modern avenues of mass
communication like the Internet and blogs can be very powerful indeed as information is disseminated
instantly.
Corporate communication: is communication that takes place among members of an

organisation, within that organisation. Interacting in teams, conferencing with co-workers,
talking with a supervisor or manager, giving employees explanations and directions,
interviewing and making presentations are some examples of corporate communication.
Effective corporate communication skills enhance corporate image and impact positively on
morale, commitment, and productivity in corporations.
Intercultural communication: is communication between people of diverse cultures and

ethnicity. The world is increasingly becoming a global village and every country has people of
various ethnicities. Thus, it is important to note differences in the communication practices of
different cultures if intercultural harmony and understanding is to be maintained. For example, in
many Asian countries, students will seldom contradict or disagree with a teacher in the
classroom as this shows disrespect. In Western academic institutions, however, it is the norm for
students to think for themselves and engage their teachers in debate and discussion. It is important to
make efforts to recognise and respect the communication practices of people from different cultures and
nationalities.
Listening as a communication Skill:

Listening is the ability to accurately receive and interpret messages in the communication
process.
Listening is key to all effective communication, without the ability to listen effectively messages
are easily misunderstood – communication breaks down and the sender of the message can easily
become frustrated or irritated.

Effective Listening:
Meaning
It is positive activity. An intellectual activity. Listening Is With The Mind. Hearing

With The Senses. Listening Is Conscious. An Active Process Of Eliciting Information.
Ideas, Attitudes And Emotions. Interpersonal, Oral Exchange. Important type of on-the –
job communication. Active listening-most important crucial skill. Improves work quality
,boost productivity. Defined as the accurate perception of what is being communicated.
The process is two-fold. Decoding Giving an internal response to perceived message
includes Leveling Sharpening Assimilation
Effective Listening Skills
1. Discover your interests‘ field.

2. Grasp and understand the matter/content.
3. Remain calm. Do not loose your temper. Anger hampers and inhibits communication.
Angry people jam their minds to the words of others.
4. Be open to accept new ideas and information.
5. Jot down and take a note of important points.
6. Work upon listening. Analyze and evaluate the speech in spare time.
7. Rephrase and summarize the speaker‘s ideas.
8. Keep on asking questions. This demonstrates that how well you understand the speaker‘s
ideas and also that you are listening.
9. Avoid distractions.
10. ―Step into the shoes of others‖, i.e., put yourself in the position of the speaker and
observe things from his view point. This will help creating an atmosphere of mutual
understanding and improve the exchange of ideas in communication process.
POOR LISTENING HABITS

 Fake attention
 Listening only for facts
 Avoiding difficult and uninteresting material
 Focusing on delivery
Stages of the Listening Process

 Hearing
 Focusing on the message
 Comprehending and interpreting
 Analyzing and Evaluating
 Responding
 Remembering
How to Be an Effective Listener
 Understand the complexities of listening

 Prepare to listen
 Adjust to the situation
 Focus on ideas or key points
 Capitalize on the speed differential
 Organize material for learning
 Want to listen
 Delay judgment
 Admit your biases
 Don‘t tune out ―dry‖ subjects
 Accept responsibility for understanding
 Encourage others to talk
 Establish eye contact with the speaker
 Take notes effectively
 Be a physically involved listener
 Avoid negative mannerisms
 Exercise your listening muscles
 Follow the Golden Rule
Barriers to Active Listening
 Environmental barriers
 Physiological barriers
 Psychological barriers
 Selective Listening
 Negative Listening Attitudes
 Personal Reactions
 Poor Motivation
Non-verbal communication
What is non-verbal communication?

―Nonverbal communication involves those nonverbal stimuli in a communication setting that are
generated by both the source [speaker] and his or her use of the environment and that has
potential message value for the source or receiver [listener]. Basically it is sending and
receiving messages in a variety of ways without the use of verbal codes (words). It is both
intentional and unintentional. Most speakers / listeners are not conscious of this. It includes —
but is not limited to:
o touch
o glance
o eye contact (gaze)
o volume
o vocal nuance
o proximity

o gestures
o facial expression ? pause (silence)
o intonation
o dress
o posture
o smell
o word choice and syntax
o sounds (paralanguage)
Broadly speaking, there are two basic categories of non-verbal language:

- nonverbal messages produced by the body;
- nonverbal messages produced by the broad setting (time, space, silence)
The Importance of Non-Verbal Communication

Basically, it is one of the key aspects of communication (and especially important in a high-
context culture). It has multiple functions:
Used to repeat the verbal message (e.g. point in a direction while stating directions.
 Often used to accent a verbal message. (e.g. verbal tone indicates the actual meaning of
the specific words).
 Often complement the verbal message but also may contradict. E.g.: a nod reinforces a
positive message (among Americans); a ―wink‖ may contradict a stated positive message.
 Regulate interactions (non-verbal cues covey when the other person should speak or not
speak).
 May substitute for the verbal message (especially if it is blocked by noise, interruption,
etc) — i.e. gestures (finger to lips to indicate need for quiet), facial expressions (i.e. a nod
instead of a yes).
Note the implications of the proverb: ―Actions speak louder than words.‖ In essence, this
underscores the importance of non-verbal communication. Non-verbal communication is
especially significant in intercultural situations. Probably non-verbal differences account for
typical difficulties in communicating.
Non-verbal communication covers a range of factors.
• Body language – This is the main one and include gestures and mannerisms (particularly of the
hands, face and eyes), eye contact, body position, etc.
• Tone – the way one speaks or writes that conveys warmth or interest etc
• Appearance – this covers the way in which someone is dressed and generally present
themselves (their image); as well as style and presentation of any written communication.
• Physical surroundings – this is very much concerned with the layout, decoration, privacy/public
nature, etc of the environment within which the interaction takes place.

Characteristics of nonverbal communication
 Nonverbal messages primarily communicate emotions, attitudes

 Nonverbal cues substitute for, contradict, emphasize, or regulate verbal messages.
 Nonverbal cues are often ambiguous:
 Nonverbal cues are continuous
 Nonverbal cues are generally seen as more reliable
 Nonverbal cues are culture bound.
Components of Nonverbal communication
 PARALANGUAGE (the way we say what we say)

 KINESICS( study of body language and facial expression )
 PROXEMICS- Physical space
PARALANGUAGE
 The study focuses on how you say what you say.
 Tone of our voice
 Loudness
 Softness rate of speech
 Accent
 I NEVER SAID THAT
 WERE YOU THERE LAST NIGHT
 WHAT?
What is meant by paralanguage?

Refers to rate, volume, and quality that affect the meaning of the message.
 What does an increased rate of speech signify? impatience or anger

 What does an increased volume indicate? perhaps anger or a desire to be heard
Components of Paralanguage
Voice qualities, Voice qualifiers, Vocal characteristics, Vocal segregates,
Voice qualities
 Volume
 Rate of speech
 Voice pitch –high shrieking or low voice
 Rhythm-pattern of the voice-regular or irregular
 Pronunciation-correct oral delivery of a word
 and enunciation-correctness of how a word is pronounced
Voice qualifiers( temporary variations in pitch, volume and rate of speech)

 Vocal characteristics ( audible sounds -sighing, laughing, crying, clearing the throat,
whistling )
Vocal segregates ( er …um… okay? right?)
KINESICS
 Study of body movements and facial expressions

 Posture
 Gestures
 Emblems- OK ,zero
 Adaptors-learned behavior patterns
 Illustrators- depicting what is said
 Regulators-control the communication exchange
 Facial Expressions
 Eye brows, nose, eyes, lower face- convey attitudes and emotions
 Eyes- eye contact
Body Language (Kinesics)

 Body language includes facial expressions, gestures, posture and stance.
 To interpret facial expressions correctly, it is important to take the communication
context and culture into account.
 People in some cultures rarely show emotion (China); Asians will smile or laugh
softly when they are embarrassed.
Facial Expressions
 The face and eyes convey the most expressive types of body language, including
happiness, surprise, fear, anger, interest, determination, disgust and sadness
 Facial expressions must be controlled when inappropriate to the setting (yawning
during a presentation).
Gestures
 Emblems or symbols ("V" for victory)
 Illustrators (police officer's hand held up to stop traffic)
 Regulators (glancing at watch when in a hurry)
 Affect displays (a person's face turns red with embarrassment)
Space (Proxemics)
People in the U.S. tend to need more space than do persons of other cultures. We back away
when people stand too close. Standing too close is interpreted as being pushy or overbearing;
standing too close may also be interpreted as unwelcomed sexual advances.
PROXEMICS

 Study of how people use the physical space around them and what this use says about
them.
12-25
ft Public distance
4-12 ft
Social distance
18in-4 ft
Personal distance
18in
Intimate
distance
 Intimate zone (less than 18 inches) is reserved for very close friends.
 Personal zone (18 inches to 4 feet) is for giving instructions to others or working
closely with another person.
 Social zone (4 to 12 feet) is used in business situations in which people interact in a
more formal, impersonal way.
 Public distance is over 12 feet.
Time (Chronemics)
 Attitudes toward time vary from culture to culture.
 Countries that follow monochronic time perform only 1 major activity at a time (U.S.,
England, Switzerland, and Germany).
 Countries that follow polychronic time work on several activities simultaneously
(Latin America, the Mediterranean, and the Arabs).

UNIT 3:
Written Communication: Purpose of writing – Clarity in writing – Principles of effective writing –
Approaching the writing process systematically: The 3X3 writing process for business communication:
Pre writing – Writing – Revising – Specific writing features – Coherence – Electronic writing process.
WRITTEN COMMUNICATION:
Written communication implies transmission of message in black and white. It includes
diagrams, picture, graphs etc. Reports, polices, rules, procedures, orders instruction, agreements
etc, have to be transmitted in writing for efficient running of the organization. Written
communication ensure that everyone concerned has the same information. It provides a
permanent record of communication for future reference written instructions are essential when
the action called for vital and complicated. To be effective, written communication should be
clear, concise, cornet and completed. It may take the following terms
1. Reports
2. Circulars
3. Magazines
4. Memoranda
5. Newspapers
6. Pictures, diagram, graphs etc.
7. Instructions
8. Agreements
9. Notice board etc.
Advantages of written communication:

It ensures transmission of information of uniform manner i.e. everyone concerned has the same
information.
 It is an ideal way of transmitting lengthy message.
 It ensures little risk of authorized alteration in the messages.
 It is the only means of exchanging information at all places even beyond telephonic
range.
 It tends to be complete, clear, precise and correct
 It less be quoted as a legal evidence incase of any disputes
 It is suited to convey messages to a large number of persons at one and the same time.

Disadvantages of written communication

 It is expensive
 It is time consuming
 It becomes difficult to maintain secrecy about a written communication
 It is rigid and does not provide any scope for making alterations for in accuracies that
might have crept in.
 It encourages red 'tapism' and involves so many
 It may be interpreted in a different manner by different people.
 It oftenly becomes too lengthy, when message are conveyed in writing.
Purpose of writing:
There are 4 basic purposes for writing:

1.-Narrative
2.-Expository
3.-Descriptive
4.-Persuasive
Narrative Writing
Writing TELLS A STORY or relates a series of events.

example: A composition describing your explorations among rocks and tide pools along the
ocean shore.
Descriptive Writing
Writing DESCRIBES a person, place or thing.

Example: A brochure describing giant redwoods, a "Lost Kitten" poster that tells exactly what
the kitten looks like.
Expository Writing
Writing gives INFORMATION or EXPLAINS.

Example: An article entitled "How the Internet has Changed Our lives"
Persuasive Writing
Writing attempts to CONVINCE someone to do or believe something.

Example: An advertisement, an article about importance of water conservation,...

Clarity in writing:
Writing with clarity means providing enough context that the reader can make sense of the
message. Avoid the widespread tendency to capitalize nouns arbitrarily. Not everything deserves
special treatment. People routinely uppercase names of committees, projects, titles, departments
and assorted other things, usually for one of these three reasons. They copy what everyone else
does, without looking it up. Writers with expertise on a particular topic often are blind to the fact
that their audience is not as knowledgeable. When a person has extensive knowledge about a
particular topic, she becomes consumed by the details and nuances of the subject, which can lead
to what is called the curse of knowledge.
Seven simple rules for clear writing

1. State a fact or an idea directly.
2. Use concrete rather than abstract words.
3. Use short words, short sentences and short paragraphs.
4. Use the active voice rather than the passive voice. The active voice is action-oriented.
5. Avoid wordy sentences.
6. Use appropriate language.
7. Use verbs rather than nouns. Verbs are dynamic and action-oriented.
Principles of effective writing:
Accuracy: The writer should check & double-check all facts & figures, the choice of words, the
language & tone. Facts, figures, and words
 Language and tone

 Correctness of words
 Technical accuracy of language
Brevity: It is bad manners to waste [the reader's] time. Therefore brevity first, then, clarity.
Leave out unnecessary details
 Not at the cost of clarity

 Language and Tone
 Standard English
 Tone-feelings created by words used to communicate a message
Clarity: One has to be clear and specific in their letter. The words used should be unambiguous
and not vague. Avoid giving abstract information. Friendly, interesting, persuasive
 Flavor of easy conversation

 no complex construction

Eg. Instead of ‗visualize‘, use ‗see‘. Instead of ‗at the present time‘, write ‗now‘. Instead of using
‗the website is now fully operational with the e-commerce functionality setup‘, write ‗the
company has launched its website‘.
Approaching the writing process systematically:

1. First like any project you must have plan.
2. Then gather information, relevant to the topic.
3. Let the writing process be precise & simple.
4. Keep the text simple.
5. Let the writing style be according to the person to whom it‘s addressed.
The Three-Step Writing Process in Business communication:
Pre-writing
 Analyze: Ask what the purpose of the message is and how the message is to be delivered
(i.e. via email, letter, memo, presentation, etc.).
 Anticipate: Determine what type of audience will be receiving the message and how they
are likely to react to it in order to determine the tone of the message. For example, if a
message is being sent to a supervisor of some sort, the tone one one's writing will
necessarily be more formal than a message being sent to a fellow worker.
 Adapt: This step combines the analysis and anticipation stages. Guffey explains that
"adaptation is the process of creating a message that suits your audience" (109). When
adapting the message to a specific audience, try to imagine how the receiver will most
likely react to the message. By keeping the needs and interests of the receiver in mind,
business writers can help cultivate an empathetic relationship with the reader and, in turn,
are more likely to achieve their purpose.
Writing
 Research: This stage allows the writer to gather any information, data, and facts that are
needed to write the message. Research can involve search engines, books, personal
surveys and interviews, among other methods.
 Organize: Use diagrams and outlines to help group similar ideas together and narrow the
focus of the message. A good rule of thumb is to combine information into groups of
three to five categories which will ultimately become the main ideas or headings of the
message.
 Compose: First drafts are often written quickly and are in no way perfect, but they serve
as a way to initially lay thoughts down on paper for future refinement.
Revising
 Revise: Guffey describes revision as the stage where writers can "edit the message to be
sure it is clear, conversational, concise, and readable. Look for ways to highlight
important information" (125). Here, you'll want to read and re-read drafts to eliminate

wordiness ad redundancies and find places where bulleted lists, bold fonts, and other
visual aids would be helpful and appropriate.
 Proofread: Always check for spelling or grammatical errors. The sense of credibility and
professionalism could be quickly lost with a single mechanical error. See the Writer's
Web pages on Punctuation, Sentence Structure & Mechanics, and Clarity & Style for
more help.
 Evaluate: Ask if the final product ended up suiting both the purpose and the needs of the
audience. Writers will often have to go through the revision stage quite a few times
before feeling comfortable enough to actually send the message, so writers are
encouraged to do so.
Specific Writing features:

Focus
Focus is the topic/subject established by the writer in response to the writing task. The
writer must clearly establish a focus as he/she fulfills the assignment of the prompt. If the
writer retreats from the subject matter presented in the prompt or addresses it too broadly,
the focus is weakened. The writer may effectively use an inductive organizational plan
which does not actually identify the subject matter at the beginning and may not literally
identify the subject matter at all. The presence, therefore, of a focus must be determined
in light of the method of development chosen by the writer. If the reader is confused
about the subject matter, the writer has not effectively established a focus. If the reader is
engaged and not confused, the writer probably has been effective in establishing a focus.
Organization
Organization is the progression, relatedness, and completeness of ideas. The writer
establishes for the reader a well-organized composition, which exhibits a constancy of
purpose through the development of elements forming an effective beginning, middle,
and end. The response demonstrates a clear progression of related ideas and/or events and
is unified and complete.
Support and Elaboration
Support and Elaboration is the extension and development of the topic/subject. The writer
provides sufficient elaboration to present the ideas and/or events clearly. Two important
concepts in determining whether details are supportive are the concepts of relatedness
and sufficiency. To be supportive of the subject matter, details must be related to the
focus of the response. Relatedness has to do with the directness of the relationship that
the writer establishes between the information and the subject matter. Supporting details
should be relevant and clear. The writer must present his/her ideas with enough power
and clarity to cause the support to be sufficient. Effective use of concrete, specific details
strengthens the power of the response. Insufficiency is often characterized by
undeveloped details, redundancy, and the repetitious paraphrasing of the same point.
Sufficiency has less to do with amount than with the weight or power of the information
that is provided.
Style
Style is the control of language that is appropriate to the purpose, audience, and context
of the writing task. The writer‘s style is evident through word choice and sentence
fluency. Skillful use of precise, purposeful vocabulary enhances the effectiveness of the

composition through the use of appropriate words, phrases and descriptions that engage
the audience. Sentence fluency involves using a variety of sentence styles to establish
effective relationships between and among ideas, causes, and/or statements appropriate to
the task.
Conventions
Conventions involve correctness in sentence formation, usage, and mechanics. The writer
has control of grammatical conventions that are appropriate to the writing task. Errors, if
present, do not impede the reader‘s understanding of the ideas conveyed.
COHERENCE
 The quality which holds the parts together in a whole so that they resist separation
 Interrelation of parts is apparent
 Fit together naturally and consistently
 with suitable order proportion and similarity of tone
 Enables the writer to communicate clearly with the reader
Viewed at two levels
 Structural
 Textual
 Structural- contained in general
Thought pattern developed by the writer
Logical relationship among large blocks of material
 Textual Coherence
o Similar qualities on a smaller scale

o Coherence within paragraphs and sentences
 Two techniques Organization Review
 Organization- process of developing a logical pattern for the material presented in the
written analysis
 Arrangement of pieces or sections ,into an order so that each piece contributes to the
effectiveness of the whole
 Planning ahead ― aspect of preparing a written analysis
 Review
Constant evaluation necessary to achieve a thorough cohesive consistent analysis

 Structural coherence
Emerges from the basic organizational framework adapted by the writer, Nature of the
material, Nature of the writer‘s purpose, Clarity and purpose are essential ,Techniques of
organization and review are utilized to achieve clarity and purpose, Preparing a written plan

or outline prior to beginning to write, Plan- notes the topics to be discussed ,their sequence
and the existing reasons for the particular sequences ,Outline to be flexible most convenient
,An explicit statement of the chosen purpose of the paper, Brief notation of the steps
necessary to accomplish the purpose ,Helpful in clarifying the direction in which analysis
should proceed, Definitions of the relationships among various parts.
Technique of Review
 Is necessary to question whether the present form is effective and logical structure
available.
 Value of review- two fold
 Writer judges whether the reader will be able to comprehend and reasonably accept the
writer‘s line of reasoning.
 Has the opportunity to evaluate the soundness of his analysis himself
Transitions
 Structural coherence enhanced by judicial use of transitions
 To point out and make clear the connection between one point and another or one section
and another
 Transitions clarify logical relationships
 They do not provide them.
Transitional words
 However
 Moreover
 Consequently
 In addition
 Subsequently
 Can be of value
Textual Coherence
 effective relationship among sentences within a paragraph
 Clear ,grammatically correct
 Structural- overall relationship of thoughts
 Textual relationship of thoughts as expressed in sentences and paragraphs
 At the paragraph level is more difficult
 Organize around a central theme
 Central subject of a paragraph is stated in a sentence
Topic sentence
 Case Analysis – broaden to ― core sentence‖
 Core sentence- describes the central subject /theme
 Discussion of this subject will advance writer‘s analysis
 Call attention to the general pattern and development of the analysis as a whole
 Objective appraisal of each paragraph is necessary

 Significant degree of coherence should be achieved in individual sentence

 Sound English use and grammar
 Coherence at sentence level- basic rules of written English
 Coherence at both structural and textual level is an essential quality of a successful
written analysis
Electronic writing process:
Electronic writing refers to messages developed and transmitted via e-mail, instant messaging,
text messaging, blogging, websites, social network sites (e.g., Facebook, LinkedIn), and
tweeting. Speed and convenience are the two main reasons electronic communication has
become so popular in U.S. organizations and elsewhere. However, writing for these media
presents challenges.
1. Honing Traditional Writing Skills and Acquiring New Skills. Readers read differently online
than offline, thus, you must adapt your online copy to meet readers‘ needs. Specific writing
suggestions for to e-mail , instant messages , text messages,
blogs, websites, tweets, and social network sites appear throughout this chapter.
2. Merging the Writing Process with the Speed, Convenience, and Protocols of Electronic
Communication to Achieve Effective Documents. Popular electronic media
such as e-mail, text messaging, instant messaging, blogging, tweeting, websites, and social
network sites encourage the development of short messages and invite some to ignore grammar,
punctuation, and spelling rules. In addition, many writers do not edit
and revise their electronic messages before sending them. Too often the result is poorly written,
confusing memos and letters that contain too little detail to achieve clarity, leaving readers with a
poor perception of their communication partner‘s writing abilities. Be careful. Poorly written
communications can be career killers.
3. Being Realistic about the Importance of Building Relationships. Before expanding
on this challenge, understand that in the U.S. business place strong relationships with
stakeholders (e.g., colleagues, clients, suppliers) are crucial to job stability and career
growth. Building business relationships is best accomplished through face-to-face interaction.
Herein lies the challenge. Avoid doing so much of your communicating (written or otherwise)
electronically that you fail to build strong relationships with your stakeholders. Communicating
electronically is appealing and efficient on several levels. However, communicating too

frequently via e-mail, instant messages, text messages, blogs, and tweets can compromise your
ability to achieve your career goals.

UNIT 4:
Business Letters and Reports: Introduction to business letters – Types of Business Letters -
Writing routine and persuasive letters – Positive and Negative messages Writing Reports:
Purpose, Kinds and Objectives of reports – Organization & Preparing reports, short and long
reports Writing Proposals: Structure & preparation. Writing memos
Media management: The press release – Press conference – Media interviews
Group Communication: Meetings – Planning meetings – objectives – participants – timing –
venue of meetings.
Meeting Documentation: Notice, Agenda, and Resolution & Minutes.
Business Letters and Reports:

Introduction to business letters
A business letter is usually a letter from one company to another, or between such organizations
and their customers, clients and other external parties. The overall style of letter depends on the
relationship between the parties concerned. Business letters can have many types of contents, for
example to request direct information or action from another party, to order supplies from a
supplier, to point out a mistake by the letter's recipient, to reply directly to a request, to apologize
for a wrong, or to convey goodwill. A business letter is sometimes useful because it produces a
permanent written record, and may be taken more seriously by the recipient than other forms of
communication.
There are six parts to a business letter.
1. The Heading. This contains the return address (usually two or three lines) with the date on the
last line.
Sometimes it may be necessary to include a line after the address and before the date for a phone
number, fax number, E-mail address, or something similar.
Often a line is skipped between the address and date. That should always be done if the heading
is next to the left margin.
It is not necessary to type the return address if you are using stationery with the return address
already imprinted. Always include the date.
2. The Inside Address. This is the address you are sending your letter to. Make it as complete as
possible. Include titles and names if you know them.
This is always on the left margin. If an 8½" x 11" paper is folded in thirds to fit in a standard 9"
business envelope, the inside address can appear through the window in the envelope.
An inside address also helps the recipient route the letter properly and can help should the
envelope be damaged and the address become unreadable.

Skip a line after the heading before the inside address. Skip another line after the inside address
before the greeting.
3. The Greeting. Also called the salutation. The greeting in a business letter is always formal. It
normally begins with the word "Dear" and always includes the person's last name.
It normally has a title. Use a first name only if the title is unclear--for example, you are writing to
someone named "Leslie," but do not know whether the person is male or female. The greeting in
a business letter always ends in a colon. (You know you are in trouble if you get a letter from a
boyfriend or girlfriend and the greeting ends in a colon--it is not going to be friendly.)
4. The Body. The body is written as text. A business letter is never hand written. Depending on
the letter style you choose, paragraphs may be indented. Regardless of format, skip a line
between paragraphs.
Skip a line between the greeting and the body. Skip a line between the body and the close.
5. The Complimentary Close. This short, polite closing ends with a comma. It is either at the
left margin or its left edge is in the center, depending on the Business Letter Style that you use. It
begins at the same column the heading does.
The block style is becoming more widely used because there is no indenting to bother with in the
whole letter.
6. The Signature Line. Skip two lines (unless you have unusually wide or narrow lines) and
type out the name to be signed. This customarily includes a middle initial, but does not have to.
Women may indicate how they wish to be addressed by placing Miss, Mrs., Ms. or similar title
in parentheses before their name.
The signature line may include a second line for a title, if appropriate. The term "By direction" in
the second line means that a superior is authorizing the signer.
The signature should start directly above the first letter of the signature line in the space between
the close and the signature line. Use blue or black ink.
Business letters should not contain postscripts.
Types of Business Letters: These are the types of Business Letters:

- Letter of Inquiry
- Letter of Reply
- Letter of Order
- Letter of Acknowledgment
- Letter of Giving Instruction
- Letter of Claim
- Letter of Adjustment

- Letter of Sales
- Letter of Application
- Letter of Advertisement
Inquiry Letters: Purpose: Ask for information
• State clearly what information you are requesting and why
• Write specific, concise, to the point questions that are both easy to understand and easy to
answer
– Use bullets to highlight the questions
– Leave space for the readers to answer the questions
– Attach a questionnaire if you have more than 5 questions
• Specify when you need the answers by
• Thank the reader
Special Request Letters: Purpose: Make a special demand
• State clearly who you are and why you are writing
• Convince the reader to help
• Show you are hard working
• Discuss your reason for the request
• Show you understand the situation and have done research
• Discuss why the person you are writing to is the best person to help
• Write specific, concise, to the point questions that are both easy to understand and easy to
answer
– Use bullets to highlight the questions
– Leave space for the readers to answer the questions
– Attach a questionnaire if you have more than 5 questions
• Specify when you need the answers by
• Thank the reader
• Offer the reader a copy of the report or results
• Ask for necessary permissions
Sales Letters: Purpose: to persuade the readers to “buy” a product, service, idea, or point
of view

• Grab the reader‘s attention

• Highlight the product‘s appeal
• Show the product's use
• Conclude with a request for action (buy it!)
• Appeal to the reader with reader-centered issues (health, convenience, service, saving
money…)
• Use concrete words and colorful verbs
• Be ethical and truthful
• Don‘t brag or go on
Customer Relations Letters: Purpose: establish and maintain good relationships with the
customers
• Be diplomatic
• Be persuasive
• Write from and understand the reader‘s perspective
• There are several types…
Claim Letters: A Type of Customer Relations Letter..
Purpose: Express a complaint and request specific action (must have both)
• Choose a direct or indirect approach
– Direct is best for routine claim letters: claim is backed by guarantee, warrantee,
contract, reputation, or more
– Indirect is best for arguable claim letters: when the claim is debatable or unusual
• Use a professional, rational, if possible positive, tone, and not a hostile, negative, and/or
emotional tone
• Clearly describe product or service with necessary details
• Explain the problem with details
• Propose a fair, precise, and appropriate request/adjustment
• Present an explicit deadline
Adjustment Letters: A Type of Customer Relations Letter… Purpose: Respond to claim
letter with solution
• Work to reconcile the situation and restore the customer's trust in your company

• ―Be prompt, courteous, and decisive‖

• Use a positive or neutral tone without being begrudging or taking full blame
• Two types: ―Yes‖ or ―No‖
Writing routine and persuasive letters

Routine Letters and Goodwill Messages
Routine letters in the business sector are used for many tasks, for example: to inform, persuade,
complete a determinate action or ask for information and further. Letters are an important
knowledge either for business workers or for any customer.
Why letters and no emails?
As an employee or a subordinate, letters should be more used than email because of his
formality, his character prestigious and accord to the receiver a certain importance.
Also, when details need to be recorded in the files of an industry, like the terms of agreements
between two companies, letters are used to complete this function. Although emails seem more
efficient to arrive to its destination faster, emails are not confidential warranted? Letters have
less chance to be achieved to the wrong person or be forwarded to anyone.
Taking the time to think about the goal before writing a persuasive letter can be more efficient
than using Internet services. By taking this time, the ideas are more structured and the wanted
message can be diffused with more facility. As a customer, letters stress opinions with more
efficiency than a simple email and show how serious the claim is or the demand when it is
written in a good format.
 The Three-Step Writing Process for Routine Messages
Step 1: Plan messages
Step 2: Write messages
Step 3: Complete messages
1. Prewriting(Planning)
The very first step when writing a routine letter is analyzing the purpose, the objective of
the letter has to be clear for the writer. After having doing that, the writer has to imagine

his audience. For example, if the readers are young, what they need and with this
information, choose the right approach to reach them. Then, the writer can adapt his style
of writing according to the audience.
2. Writing
Before starting the write the routine letter, the writer has to be well prepared and do some
research. That is to say, he has to know which points have to be covered; the customer‘s
letter must be read again and again to be sure to not forget any point. This is why, the use
of an outline is important, the ideas have to be organized if the writer want to be efficient
in his written. After, another organization of the ideas and be sure to start with a positive
statement. Also, the letter has to answer very well the questions of the audience, if not,
the writer can expect a negative response and loose a customer. Moreover, to have a
better impact on the audience, the writer has to personalize his letter.
3.Revising(Completing)
After, having realized a draft of his letter, the writer has to revise it. He has to make sure
he has used warm tone and reduce the length of the paragraph when possible. Also, the
address of the receiver has to be the good one. After all, the writer have to imagine
himself in the situation of the receiver and asking himself how will he feels receiving this
letter.
Business –writing situations
 Routine claim letters and their ‗yes‘ replies
 Routine requests and ‗yes‘ replies
 Routine requests for credit information and ‗yes‘ replies
 Routine order letters and ‗yes‘ replies
Routine claim letters

 Claim-Demand or a request- refund, payment for damages, replacement, exchange
 Persuasive claims
 Routine claims
Persuasive Letters:
 Indirect approach is used when the audience resists the message.
 You must capture the audience‘s attention before writer can persuade them.
 The opening tells the reader of possible benefits.

 The body builds interest in the subject, creates a desire to comply, and introduces the
main idea.
 The cordial closing requests action.
Persuasive Letters:
Letters that arouse the reader‘s interest & induce him/her to act as directed are essentially letters
that sell ideas to others are called persuasive letters.
Writing Persuasive Messages
 Establishing Credibility
 Support your message with facts.
 Name your sources.
 Be an expert.
 Establish common ground.
 Show enthusiasm.
 Be objective.
 Show sincerity.
 Be trustworthy.
 Indicate good intentions.
 Most persuasive messages use the indirect approach – explaining reasons and building
interest before revealing the purpose.
 Your choice between the direct and the indirect approach is influenced by
 Your audience‘s probable reaction

 Your audience‘s and your organization‘s preferences
 Your authority, expertise, or power in the organization.
 Appeals for Persuasion
A balance between two types of appeals, the logical appeal and the emotional appeal, depends
on these factors:
 Actions you wish to motivate
 Reader‘s expectations
 Degree of resistance you must overcome
 Your authority in selling your point of view
Positive and Negative messages:
Positive messages are often the easiest to write because the audience is expected to be fairly
receptive of the presented information, thus they tend to follow the direct pattern by stating the
idea at the very beginning following with the explanation. In the explanation, writers will once
again want to consider using various highlighting tools to improve readability. Writers will
conclude the message courteously and with a request for action by a given date, if necessary.

While all positive writing messages follow a similar format, there are different types of positive
messages:
Requests for Information/Action
Requests for information or action do just that. Because they are a routine part of business
practices, Guffey offers a few helpful words of advice that summarize the most important
characteristics of request letters: "Maintain a courteous tone, spell out what needs to be done,
suggest reader benefits, and make it easy for the reader to respond". If there is a deadline, include
the date in the closing to ensure that it sticks in the reader's mind.
Claims
Claims are letters sent with the intention of correcting something that went wrong (a common
occurrence in the business world).
The format of claim letters follow the protocol of other positive messages, but because they are
intended to correct mistakes, it is important to maintain a calm tone and refrain from making
accusations or placing blame, and to avoid harsh language that will only impede the
effectiveness of the letter and may be regretted later on.
Replies
Begin by telling the reader what they want to hear and avoid long, drawn out openings. If there is
both good and bad news in a reply letter, always begin with the good, but refrain from
misleading the reader if you're intentions don't entirely meet their expectations. For example,
don't respond by saying "We think your request for donations is a great idea!" if you have no
intention of actually donating.
Writers should organize the information they are providing in a clear, coherent manner followed
by a courteous closing that refers back to the enclosed information.
Negative Writing/Massages
Negative messages are usually difficult to write because the audience is being told exactly what
they don't want to hear. Negative messages most often include refusing requests and delivering
bad news to a customer or to those within an organization. Certain techniques that help soften the
blow of bad news are applicable to all negative messages. Remember, when writing a negative
message, the audience is likely to be unreceptive so be sure to use the indirect approach.
Buffer the Opening
Buffers are the first tool business writers use to soften the blow of the message by doing things
such as presenting the best news first or complimenting the reader.

ex. Your company has my sincere admiration for the charitable effort you've put forth this
holiday season.
Cushion the Bad News
Place the bad news strategically after the buffer and before a positive closing to lessen the
impact. If the bad news is sandwiched between two positives, the reader is less likely to dwell on
the negative.
Be Empathetic
Understand where the reader is coming from and do so sincerely. This concept is also included in
the audience analysis stage of the 3X3 Writing Process, but it cannot be stressed enough.
Provide Reasons
When people are receiving bad news, they want to know why. By providing logical, clear
reasons for the negative news, readers are more likely to be agreeable and understanding of the
situation.
Avoid Negative Words
Choose words carefully to avoid losing the reader's attention and receptivity. Negative words
only add to overall negativity of the message, so use positive language that focuses on reader
benefits.
Words to avoid include cannot, regret, reject, fail, mistake, impossible, and the like.
Close Pleasantly
The closing serves as the writer's last chance to leave the reader with a positive thought. It's
appropriate to promote goodwill by looking ahead toward a brighter future, to offer an
alternative option if one exists, to provide the reader with promotional information, or simply to
close by wishing the reader well.
Writing Reports:
Report
Meaning:
Assigned communication for a purpose and for a specific reader or /receiver to give information.
Reports are documents designed to record and convey information to the reader. Reports are part
of any business or organization; from credit reports to police reports, they serve to document
specific information for specific audiences, goals, or functions.

―A business report conveys information to assist in business decision-making. The business

report is the medium in which to present this information. Some reports might present the actual
solution to solve a business problem; other reports might record past information that is used
toward future business planning. More traditional reports, such as Business Plans, serve to
communicate the Business Concept, business management model, commercial objectives,
operational procedures and the perceived viability of the enterprise. Many people consider
business reports as dry, uninteresting documents which take a great deal of time and effort to
prepare. The reality is that they are an essential part of doing business and one‘s ability to be
proficient in this area is critical to the ability to pursue commercial success.
The Purpose of Reports
The purpose of business reports is to enable management to have timely, factual information at
hand for planning and decision making.
 To make sound decisions and find effective solutions
 To provide a formal, verifiable link between people, places, and times
 To serve as permanent records
 To solve immediate problems
 To provide complete, accurate, objective information
 Information about company‘s activities, progress, plans, problems
 Specific Action
 Justify and Persuade
 Present facts
Components of a Business Report are:
 Title Page
Letter of authorization
Letter of transmittal
Table of contents
Synopsis or summary
 Introduction
Body of the report
Conclusions
Recommendations
 Bibliography
 Appendices
 Brief Guidelines for Sections
Kinds of Reports: The type of report is often identified by its primary purpose or function, as
in an accident report, a laboratory report, a sales report, or even a book report. Reports are often
analytical, or involve the rational analysis of information. Sometimes they simply ―report the
facts‖ with no analysis at all, but still need to communicate the information in a clear and concise
format. Other reports summarize past events, present current data, and forecast future trends.

While a report may have conclusions, propositions, or even a call to action, the demonstration of
the analysis is the primary function. A sales report, for example, is not designed to make an
individual sale. It is, however, supposed to report sales to date, and may forecast future sales
based on previous trends.
Formal Reports
Formal reports follow a methodical structure and communicate knowledge, results and findings
to a range of internal and external readers. Most formal reports contain a title page, cover letter,
table of contents, list of tables and illustrations, executive summary, an extensive body and
references. The title page lists the name of the report, date of completion and name of author or
company. The cover letter summarizes the purpose of the report, its importance and any required
follow-up action needed. The table of contents lists the major topics in the report along with their
page numbers. The executive summary highlights the report's main points, the report body also
may include conclusions and recommendations, and the references page notes the sources cited
in the report.
Semi-Formal Reports
A semi-formal report, also called a titled document, is a shorter, less complex version of a formal
report. Semi-formal reports typically have multiple pages including a title page, introduction
page, a body and references.
Memos
A memo, short for memorandum, is a type of routine report an organization prepares for internal
communication purposes. It is impersonal and objective in its tone, and its length ranges between
a sentence or two to several pages. Most memos begin with background information, including
information on the sender, receiver, the date, subject and location in case the memo refers to an
event. A memo is the most informal type of report format.
Letters
Letter reports are usually one-page documents used for external communication purposes. They
are in block form and include standard features of letters, such as the sender‘s address, receiver‘s
name and address, date, salutation, body, acknowledgment and sender‘s signature. Letter reports
normally are typed on a company letterhead.
Monthly Reports
Monthly Financial reports shall comprise one comprehensive statement. This statement is called
―Monthly Financial Statement‖ broken up into three parts in the standard statement, Parts ―A‖,
―B‖ and ―C‖.

Informational or Analytical Report?
There are two main categories for reports, regardless of their specific function or type. An
informational report informs or instructs and presents details of events, activities, individuals, or
conditions without analysis. An example of this type of ―just the facts‖ report is a police accident
report. The report will note the time, date, place, contributing factors like weather, and
identification information for the drivers involved in an automobile accident. It does not establish
fault or include judgmental statements. You should not see ―Driver was falling down drunk‖ in a
police accident report. Instead, you would see ―Driver failed sobriety tests and breathalyzer test
and was transported to the station for a blood sample.‖ The police officer is not a trained medical
doctor and is therefore not licensed to make definitive diagnoses, but can collect and present
relevant information that may contribute to that diagnosis.
The second type of report is called an analytical report. An analytical report presents information
with a comprehensive analysis to solve problems, demonstrate relationships, or make
recommendations. An example of this report may be a field report by a Center for Disease
Control (CDC) physician from the site of an outbreak of the H1N1 virus, noting symptoms,
disease progression, steps taken to arrest the spread of the disease, and to make recommendations
on the treatment and quarantine of subjects.
Routine Reports: reports made by filling in a printed form
Progress Reports: reports on the progress & status of the project
Types of Reports and Their Functions
Type Function
1. Laboratory Report Communicate the procedures and results of laboratory activities
Study problems scientifically by developing hypotheses, collecting data,
2. Research Report
analyzing data, and indicating findings or conclusions
Describe one-time events, such as trips, conferences, seminars, as well as
3. Field Study Report
reports from branch offices, industrial and manufacturing plants
Monitor and control production, sales, shipping, service, or related
4. Progress Report
business process
5. Technical Report Communication process and product from a technical perspective
6. Financial Report Communication status and trends from a finance perspective
Represent, analyze, and present lessons learned from a specific case or
7. Case Study
example
8. Needs Assessment
Assess the need for a service or product
Report
9. Comparative Discuss competing products or services with an analysis of relative
Advantage Report advantages and disadvantages
Analyze problems and predict whether current solutions or alternatives
10. Feasibility Study
will be practical, advisable, or produced the desired outcome(s)
11. Instruction
Communicate step-by-step instructions on the use of a product or service
Manuals

Type Function
12. Compliance Document and indicate the extent to which a product or service is within
Report established compliance parameters or standards
13. Cost-Benefit
Communicate costs and benefits of products or services.
Analysis Report
Make recommendations to management and become tools to solve
14. Decision Report
problems and make decisions
Establish criteria and evaluate alternatives by measuring against the
15. Benchmark Report
establish benchmark criteria
16. Examination Report or record data obtained from an examination of an item or
Report conditions, including accidents and natural disasters
17. Physical
Describe the physical characteristics of a machine, a device, or object
Description report
18. Literature Review Present summaries of the information available on a given subject
Objectives of report:
•To communicate the changes
•To inform about the progress
•To analyze the inputs against the outputs
•To share the lesson learns
•To inform others what you did against what you planned
•Analyze the recommendations
•Risk reduction preparation
•To plan accordingly for up-coming period

Organising & Preparing Reports:
Begin with a problem statement
Limit your scope
Outline issues to investigate
Develop a statement of purpose
Prepare work plan
Planning Research Presentatio

Organization
n
Secondary Information Resources in a Library

 Business books
 Almanacs
 Newspapers
 Periodicals
 Directories
 Electronic databases
 Government publications
Preparing Interview Questions

 Use the appropriate type of question to get the information you need.
 Think about the sequence of questions.
 Identify the questions you really need answers to.

 Ask smart questions.
 Use a mix of question types.
 Limit the number of your questions.
 Edit questions for neutrality and objectivity.
Processing Information Gathered:

 Read the material and take notes.
 Know when to quote and when to paraphrase.
 Document your sources so you can avoid plagiarism.
Revising Formal Reports and Proposals

 Revise by evaluating both content and organization.
 Review for style and readability.
 Edit and rewrite your message clearly and concisely.
Short & Long Reports:

A short report is also called informal report while a long report is sometimes referred to as
formal report. A short report is often no more than a single page of statement containing facts
and figures in the most concise manner. A short report is like a memorandum and does not need
a cover. This style of report is often casual and relaxed. The style of writing includes use of first
person such as I and We in sharp contrast to long report where full names of people are used.
A long report always has a title, introduction, body, and then conclusion. It is always more than
one page in length. It sometimes contains a covering letter that mentions all the details that are
included in the long report. At the end of the long report, there is bibliography and appendix. It is
common to have a long report printed and bound with hard cover. The tone in a long report is
restrained and somber in contrast to a short letter. The report is always a long one and consists of
all or only some of these parts: cover, title page, contents page, and letter of transmittal (covering
letter), summary, introduction, and the body of report, conclusion with or without
recommendations, appendix, bibliography, and index. It is even printed sometime and bound in
hard covers like a book. When it happens to be very long, a summary of its main points is given
after the introduction. In style, the long or formal report is impersonal and restrained in tone. The
writer or writers generally do not use the first person (I or WE), but used third-person reference
in some such ways. "It was found" and "the writers are of the opinion" etc.
Major differences
 Shorter reports most common

 Four major differences
 Short Reports- less need for introductory material
 Begin directly with conclusions and recommendations( predominance of direct order)
 More personal writing style
 Less need for a long formal coherence plan
Writing Proposals: Structure & preparation:
A business proposal is a written offer from a seller to a prospective buyer. Business proposals
are often a key step in the complex sales process—i.e., whenever a buyer considers more than
price in a purchase.
A proposal puts the buyer's requirements in a context that favors the sellers products and
services, and educates the buyer about the capabilities of the seller in satisfying their needs. A
successful proposal results in a sale, where both parties get what they want, a win-win situation
A proposal is a special type of analytical report that gets products, plans, or projects
accepted by outsiders. Proposals are legally binding and often compete for a client‘s
business. Clients request solicited proposals. Unsolicited proposals are initiated by
organizations to obtain business or funding.
Writing memos:
A memo is intended to inform a group of people about a specific issue, such as an event, policy,
or resource, and encourages them to take action. The word ―memorandum‖ means something
that should be remembered or kept in mind. [1] Here‘s a guide to writing readable, effective
memos.
A memo is:
 a hard-copy (sent on paper) document

 used for communicating inside an organisation
 usually short
 contains To, From, Date, Subject Headings and Message sections
 does not need to be signed, but sometimes has the sender's name at the bottom to be more
friendly, or the sender's full name to be more formal.
Ex for MEMO
To: Katherine Chu, Regional Manager

From: Stephen Yu, Sales
Date: 3 July 2015

Subject: Notification of My Resignation
I am writing to inform you of my intention to resign from G & S Holdings.

I have appreciated very much my four years working for the company. The training has
been excellent and I have gained valuable experience working within an efficient and
professional team environment. In particular, I have appreciated your personal guidance
during these first years of my career.
I feel now that it is time to further develop my knowledge and skills base in a different
environment.
I would like to leave, if possible, in a month's time on Saturday, 1 August. This will allow
me to complete my current workload. I hope that this suggested arrangement is
acceptable to the company.
Once again, thank you for your support.
Memos should have the following sections and content:
1. A 'To' section containing the name of the receiver. For informal memos, the receiver's
given name; e.g. 'To: Andy' is enough. For more formal memos, use the receiver's full
name. If the receiver is in another department, use the full name and the department
name. It is usually not necessary to use Mr., Mrs., Miss or Ms unless the memo is very
formal.
2. A 'From' section containing the name of the sender. For informal memos, the sender's
other name; e.g. 'From: Bill' is enough. For more formal memos, use the sender's full
name. If the receiver is in another department, use the full name and the department
name. It is usually not necessary to use Mr., Mrs., Miss or Ms unless the memo is very
formal.
3. A 'Date' section. To avoid confusion between the British and American date systems,
write the month as a word or an abbreviation; e.g. 'January' or 'Jan'.
4. A Subject Heading.
5. The message.
6. Unless the memo is a brief note, a well-organised memo message should contain the
following sections:
a. Situation - an Introduction or the purpose of the memo
b. Problem (optional) - for example: "Since the move to the new office in Kowloon
Bay, staff have difficulty in finding a nearby place to buy lunch."
c. Solution (optional) - for example: "Providing a microwave oven in the pantry
would enable staff to bring in their own lunchboxes and reheat their food."
d. Action - this may be the same as the solution, or be the part of the solution that
the receiver needs to carry out; e.g. "we would appreciate it if you could authorise
up to $3,000"
e. Politeness - to avoid the receiver refusing to take the action you want, it is
important to end with a polite expression; e.g. "Once again, thank you for your
support.", or more informally "Thanks".

7. Signature
Media management: The press release

Media management is a term used for several related tasks throughout post-production. In
general, any task that relates to processing your media is considered to be media management,
such as capturing, compressing, copying, moving, or deleting media files.
The press release:
A press release, news release, media release, press statement or video release is a written or
recorded communication directed at members of the news media for the purpose of announcing
something ostensibly newsworthy.
Press releases should also include the following key components:
1. Letterhead/Logo
It‘s a good idea to place your organization‘s logo or letterhead at the top of your press release.
This makes it easy for press staff to identify where the press release is coming from and it lends
credibility to your news. Press release format is something you should consider when developing
your brand standards. You will need to decide where and how big your logo should be placed,
what size and type of font to use, margin widths, and line spacing to avoid variation in the way
your press releases look.
2. Contact Information
Once the press staff read your release, they may want to reach out to you or your organization for
further information. Include contact information of the person on your team who can most
effectively field media calls and emails.
3. “For Immediate Release”
Most of the time, you‘ll want your news to go public as soon as possible. In this case, you should
include ―For immediate release‖ toward the top of your document. This indicates to the press that
there is no holding period for publication. If you decide to embargo, or request a stay of
publication until a specific date, you must also indicate that as well.
4. Headline and sub-headline
A headline is the opportunity to grab the reader‘s attention. It should summarize what your news
is about and encourage the reader keep reading. The sub-headline should describe the headline in
more detail. Both are typically written in the subject-verb-object format and should be around 70
characters at most. For example:
Headline: County Health Department Launches Childhood Obesity Program

Subhead: Community grant keeps kids on playgrounds, off couches
5. Dateline
The dateline includes the date as well as the city and state (see AP Style guide) where the press
release is being issued, and it precedes the first paragraph of the release.
6. Body
The body is where the news story is written. The first paragraph should succinctly summarize the
entire story, clearly articulating who, what, when, where, why, and how the story happened (or
will happen). Subsequent paragraphs describe those same elements in further detail. Though
there are ways to frame these details to provide a certain angle to the story, it is important to
write facts only. The body is not a place for inserting opinions on an issue—this portion should
be easy for media to publish directly.
7. Quote
Press releases should be fact-driven, but you will often want to include some formal opinion
about the issues from your organization. A quote from an organizational representative (usually a
director or lead on a project) is a good way to achieve this editorial edge. You may also consider
including a quote from a third party who can add credibility to your story. This may be a content
expert, a community leader, or a constituent affected by your story. Make sure your titles are
formatted properly, and don‘t let quotes overshadow the facts—instead use them to highlight and
support the narrative you‘ve written.
8. Boilerplate
The boilerplate is a few sentences at the end of your press release that describes your
organization. This should be used consistently on press materials and written strategically, to
properly reflect your organization.
9. ###
This indicates the end of the press release so that the journalist or editor doesn‘t miss any
information. If your release is longer than one page, insert ―--more--‖ at the bottom of each page
preceding the last.
To better understand what the pieces of a press release look like altogether, check out these
examples from the CDC, Public Health - Seattle & King County, and Whatcom County Health
Department.
It‘s a good idea to have an approval process in place for media relations and press release
distribution. All quotes need to be approved by the person being quoted, and all facts should be
checked. You may also consider preparing your release for ethnic media, which may require

translation. This involves extra work on the front-end, but can be essential to spreading a
message within specific communities.
Characteristics of successful press releases:
1. It’s nimble. Successful messages are built to fit multiple formats. They feature tweetable
headlines and factoids, search engine-friendly elements (e.g. keywords, links, etc.), compelling
visuals, and an easy-to-share landing page that renders nicely across LinkedIn, Facebook,
Google+, and other networks.
2. It’s atomized. Your audience doesn‘t live in one place, and neither should your press releases
and other content. Derive one piece of content from another, such as turning a webinar into a
series of blog posts, a podcast or video, a PowerPoint presentation or pdf, an infographic – and
distribute each accordingly. Likewise, a simple press release can be similarly atomized. You can
tweet a variety of key points, upload accompanying multimedia to YouTube, Flickr, Tumblr,
SlideShare, and any number of other sites, and you can offer an insider, engineering, or customer
perspective on the company blog. In this case, more is truly more.
3. It’s useful. Content needs to interest, inform, or entertain the audience...period. When
determining how to communicate with your audiences and what vehicles to employ, take into
account the outcomes you need to generate, the actions you want to encourage, and where your
intended audiences live. As you do so, be willing to re-think press releases and other content.
You may find some unusual opportunities.
4. It Should be newsworthy.
5. It should be brief & precise.
6. Simple language, suitable for publication.
Press Conference:
A news conference or press conference is a media event in which newsmakers invite journalists
to hear them speak and, most often, ask questions. A joint press conference instead is held
between two or more talking sides.
Advantages
The main advantage of a press conference to the person calling it is that they do not have to
repeat themselves to several different reporters at separate interviews. It also means that their
announcement will have maximum impact by being in all the media at the same time (assuming
that all the reporters think it is newsworthy).
The main advantage to the journalist is that it reduces the chance of individual newspapers or
broadcast stations missing the story. It also allows them to share the workload of questioning the
interviewee. If one reporter forgets or overlooks something, another reporter will probably think
of it.

Disadvantages
There are disadvantages to the media in press conference, the major of which is that it is more
difficult to get an exclusive story from press conferences. When every reporter hears the same
words from the interviewee, they cannot keep secrets from each other. There are ways of getting
round this problem which we will discuss later.
Press conferences can also give false importance to the topic being promoted. Promoters try to
convince journalists that by getting them all in the same place at the same time the topic is of
great importance, when often it is nothing more than free publicity or advertising.
Why should you hold a press conference?

Press releases, interviews, and informal media contacts are excellent ways of getting your
message across. They are the bread and butter of your media relations, and often of your entire
outreach effort. A press conference is an additional media technique, for special occasions, when
you really want to make an impression. More specifically, why hold a press conference?
Because:
 You can give more information than in a press release.

 A press conference is interactive; you can answer questions from the press, and
emphasize points you might not otherwise have a chance to make.
 You can announce an important development, and explain its significant local and wider
implications.
 You can set the record straight if your group received negative publicity.
 You can often generate the kind of notice or publicity – a spot on the 6:00 TV news, for
instance – that you‘d otherwise have to pay a large amount for.
 When many media representatives are present, it makes your conference seem really
newsworthy -- the media presence itself adds to the importance.
 A successful media conference can not only generate news, but can also boost the morale
of your own group -- that is, your group can take pride in knowing that the press will
really turn out to hear what you have to say.
How do you hold a press conference?

Before the press conference:
As we‘ve discussed, you may have to schedule a press conference on short notice. If you do
have lead time, however, you and your group will want to start planning at least a week or two
before the press conference is to take place. The following steps should help you plan for your
press conference:
Define the message.
Define the key message(s) that you and your group are trying to get out to the community. Your
goal may be to introduce or shed more light on your issue, to announce a new program or event,
to react to a news story or to a criticism of or attack on your effort, or to draw attention to an
honor or award your effort has earned. Whatever the message, it should be summarized in clear
3-5 key points to the press. If a date, a time, an address or phone number, or other specific
information is part of the message – if the purpose of the press conference is to announce an
upcoming event, for example – make sure to give it more than once, and to have it displayed
prominently in your press kit. Double- or triple-check any such information to make sure you
have it right, both in speech and in print.
Schedule the date and time.
You and your group will need to determine a date and time for the press conference, and make
sure it doesn't conflict with other press events or media deadlines. One way to find this out is to
check with the local media and the wire services, who will know if your press conference
conflicts with another. Here are some other tips for scheduling your press conference:
 Tuesdays, Wednesdays and Thursdays are the best days for press conferences, as they are
considered slower news days. Try to have your press conference on one of these days if
at all possible.
 The best time to schedule your press conference is between 10:00 a.m. and 11:00 a.m, to
ensure maximum coverage by the media. If you schedule it later, you risk missing the
afternoon paper or evening news.
 Remember, you are competing with all the other news of the day; so don't be too worried
if everyone doesn't show up.
Pick the site.
Make sure you pick a location for the press conference that has adequate parking and is not too
far away for reporters to travel. Also, pick a site that provides visual interest and relationship to
each topic--such as the state capitol building, city courthouse, or a local clinic or other site where
the activities you‘re talking about are actually going on. Other considerations include picking a
location relatively free from high levels of background noise (e.g., traffic, telephones, aircraft),
and one which has adequate electrical outlets and extension cords for lighting, etc.
Select and train your participants.
At this stage of your planning process, you probably won't want to have just anyone from your
group participate in the press conference. You will want your participants to be knowledgeable
and articulate about the issue. They should be able to handle press questioning and scrutiny as
well. People with high credibility, such as local politicians, the director of a local health
promotion organization, or a physician may make effective spokespeople. Firsthand testimony
from people from the community affected by the issue can be extremely powerful and
convincing.
Here are a few tips for participants:

 Be clear and concise – avoid using jargon, rhetoric, or inflammatory language, and stifle
"ums" and "ahs." You want to draw attention to the issue, not distract the audience with
your words.
 Assume the audience is intelligent – avoid sounding patronizing.
 Don't fiddle with or clutch anything -- it's distracting and makes you appear nervous.
 Appearance counts – participants should be dressed neatly and appropriately for the
occasion.
 Always tell the truth. If you don't know the answer to a question, say so. Don‘t
exaggerate or give figures that aren‘t backed up by evidence, and don‘t state opinions as
fact, or make charges that can‘t be proven.
In addition to the press conference participants, you will need to find a moderator who is
experienced with the press and the issue. He or she will be in charge of convening the press
conference by introducing the issue and participants. The moderator also answers questions or
directs them to the appropriate participants.
If you and your group are new at this, you may want to attend at least one other press conference
to get a feeling for what they are like. Even if you are very experienced in this area, it may be a
good idea to conduct a dress rehearsal. Speakers should have scripts to memorize the 3-5 key
points, and to make sure to speak no longer than 3-5 minutes each. A dress rehearsal is very
helpful in training new participants, and a good time to try to anticipate tough or hostile
questions. Have someone from your group play devil's advocate and see how participants
respond.
For example, a suitable response to a tough or misguided question might be, "That's a good
question, but it is not within the scope of this press conference. Our focus today is on...‖ If the
question is legitimate but you don't know the answer to it, it's okay to call on someone else from
your group who might know, or check out the answer and get back to that reporter later.
Contact the media.
The first step in contacting the media is to create a comprehensive mailing list of assignment
editors at television stations, news directors at radio stations, and at major newspapers, and
editors at weekly newspapers. You may even want to include the wire services (AP, UPI). Others
you'll want to be sure to include on your list are reporters you have worked with before, contacts
in the media you may have, and reporters who may have covered the issue in recent months.
If your organization has had occasion to work with the media before, you should have personal
contacts with a number of media people. If you haven‘t made those contacts, this is a good time
to start. The media aren‘t things – they‘re made up of human beings doing their jobs. If you can
make human contact with those folks, and especially if you can make their jobs easier, they‘ll
return the favor.
You will also want to have a press advisory prepared and mailed about one week ahead of time
to inform the media about the press conference. A press advisory is similar to a press release,
with the difference being that press advisories can be used for background information to your

media contacts. The format is basically the same as that of a press release. For an example of a
press advisory, see the Tools section.
Follow up with the media.
After you and your group have mailed the press advisories to the media, you will want to follow
up your press advisory with phone contact to the major media outlets. Give your press advisory
three days to arrive, then begin your telephone follow-ups with the people you sent your press
advisory to (if they say they never got one, offer to bring or FAX one to them). Also, follow up a
second time the morning of the press conference.
Develop a press kit.
A press kit is a folder of information to give reporters background information about your issue
or program. Press kits are very useful, if your group can afford it. If a press kit is beyond your
budget, a press advisory will do. Your press kit should contain the following:
 A list of press conference participants.

 A press release, which should state your group's position on the issue, highlights of the
press conference, and a few quotes from participants (for more, see Preparing Press
Releases).
 Background information about the issue (i.e., statistics, historical background, case
histories, or reprints of news stories).
 A few black & white glossy photographs (action photos are most interesting).
 Short (less than a page) biographies of participants.
 Related news stories from prestigious national publications (e.g., New York Times, Wall
Street Journal, etc.).
Putting the kit together: The press release goes in the right side of the folder, and the other
information goes in the left side of the folder.
Prepare the room.
There are a number of things you can do to prepare the room you're holding the press conference
in. Here are some tips:
 Check the location of electrical outlets for microphones and lights.

 Set up the room with a table long enough to seat all your spokespeople, with name cards.
 Provide enough seating in the room for reporters, and enough room for their supporting
equipment (e.g., cameras, microphone).
 Display visuals as a backdrop to your speaker's table: charts, posters, etc.
 Have a sign-in pad for attendance.
 Provide a podium for the moderator, perhaps with your organization's logo on it.
 Have coffee, tea,water, and any other refreshments set up.
At the Press Conference:

When the big day finally arrives, there are a number of things you and your group can do to help
your press conference run as smoothly as possible. We will go through these, step by step:
 Welcome members of the press as they arrive.

 Have members of the press sign in, with their affiliation, and give each of them a press
kit.
 Seat the press conference participants behind the table facing the seated reporters.
 Check the sign in pad to see which media outlets are represented. You may also want to
make personal contact with major media representatives before or after the press
conference.
 Start approximately on time -- no later than 5 minutes after the scheduled time.
 Tape record the event, for your own records, and for possible media use.
 Have the moderator welcome the press, and introduce the issue and participants.
 Each participant should present for no more than 3-5 minutes, making his/her 3-5 key
points.
 After all the presentations, the moderator should entertain any questions from the press,
and direct questions to the appropriate participants.
 After about 45 minutes, bring the formal conference to an end. Thank the participants for
presenting, and the media for attending. In many cases, you may want to encourage the
media to stay for further informal conversation with the participants.
After the Press Conference
To the extent that you can, make personal contact with representatives at least of the major
media outlets represented. In a small town, this could mean one or two people; in a big city,
there might be 20 or more. If you can have a short, pleasant conversation with these folks and
make a good impression, they‘ll remember you when they need information or a story about your
issue, and they‘ll respond when you contact them.
By looking through your attendance register, you should be able to determine which major media
were not represented. Not everyone may arrive, as your conference may be preempted by some
late breaking news story elsewhere. You may want to hand deliver a press release and press
packet to these people, send a tape feed, or, try to schedule an interview with a reporter and one
of the press conference participants.
You might also review the press conference with others from your organization that
attended. What went well? What could you have done better? And how will you improve the
next press conference you hold?
Media interviews:
It is a recorded conversation, usually conducted by a reporter, in which an individual provides
information & expertise on a certain subject for use in the reporter‘s article. Media interviews
provide an effective way to promote products, services, organizations, personalities and causes.
However, effective interviews require careful planning and preparation. Interviewees also should
adhere to commonly accepted (best) practices

Print Media Interviews. If you are doing an interview in person with a reporter from the print
media, wear what you normally would to work. If the interview is over the phone, you may find
it helpful to jot down a few notes before you begin, but don't read off your responses.
Radio Interviews. For a radio interview, listeners will know you only by your voice, so avoid
speaking in a monotone. Professionals recommend smiling to animate the voice. You may be
interviewed over the phone or a mobile device, in the studio at a radio station, or in UD‘s studio
at University Media Services. In a studio situation, the sound engineer will do a voice check
before the interview begins. Be sure to maintain the same distance from the microphone
throughout the interview to keep the volume consistent.
TV Interviews. For a TV interview, the crew might want to interview you in your lab, in the
field, or in their studio. TV crews typically film several stories in a day, so they likely will be
moving quickly to set up cameras and prepare you with a microphone that can be threaded
underneath your shirt or blouse.
Group Communication:
Communication in small groups is interpersonal communication within groups of between 3
and 20 individuals. Groups generally work in a context that is both relational and social. Quality
communication such as helping behaviors and information-sharing causes groups to be superior
to the average individual in terms of the quality of decisions and effectiveness of decisions made
or actions taken. However, quality decision-making requires that members both identify with the
group and have an attitude of commitment to participation in interaction.
Meeting
Meeting is a gathering of two or more people that has been convened for the purpose of
achieving a common goal through verbal interaction, such as sharing information or reaching
agreement. Meetings may occur face to face or virtually, as mediated by communications
technology, such as a telephone conference call, a skyped conference call or a videoconference.
Thus, a meeting may be distinguished from other gatherings, such as a chance encounter (not
convened), a sports game or a concert (verbal interaction is incidental), a party or the company of
friends (no common goal is to be achieved) and a demonstration (whose common goal is
achieved mainly through the number of demonstrators present, not verbal interaction).
Meeting purposes include:
 giving information
 training
 discussion (leading to an objective)
 generating ideas
 planning
 workshops
 consulting and getting feedback
 finding solutions/solving problems

 crisis management
 performance reporting/assessment
 setting targets and objectives
 setting tasks and delegating
 making decisions
 conveying /clarifying policy issues
 team building
 motivating
 special subjects - guest speakers
 inter-departmental - process improvement
Types of meetings
Meetings are often held in conference rooms, First staff meeting of a new executive
Training meeting about sustainable design. The photo shows a training meeting with factory
workers in a stainless steel ecodesign company from Rio de Janeiro, Brazil.
Common types of meeting include:
 Ad hoc meeting, a meeting called for a special purpose

 Board meeting, a meeting of the Board of directors of an organization
 Investigative Meeting, generally when conducting a pre-interview, exit interview or a
meeting among the investigator and representative
 Kickoff meeting, the first meeting with the project team and the client of the project to
discuss the role of each team member
 Management meeting, a meeting among managers
 Off-site meeting, also called "offsite retreat" and known as an Awayday meeting in the
UK
 One-on-one meeting, between two individuals
 Pre-Bid Meeting, a meeting of various competitors and or contractors to visually inspect
a jobsite for a future project. The meeting is normally hosted by the future customer or
engineer who wrote the project specification to ensure all bidders are aware of the details
and services expected of them. Attendance at the Pre-Bid Meeting may be mandatory.
Failure to attend usually results in a rejected bid
 Staff meeting, typically a meeting between a manager and those that report to the
manager

 Stand-up meeting, a meeting with attendees typically standing. The discomfort of

standing for long periods helps to keep the meetings short.
 Team meeting, a meeting among colleagues working on various aspects of a team project
 Work Meeting, which produces a product or intangible result such as a decision
How to Conduct an Effective Planning Meeting
Only invite as many key participants as are necessary to be productive.
An effective planning meeting is a product of preparation, leadership, group participation, open

communication, time management and a clear understanding by everyone of what the meeting is
supposed to accomplish. Its process and effectiveness are further measured by feedback during
and after the meeting as well as by how the assignments made and decisions reached are
implemented.
Step 1
Prepare an agenda for the meeting that defines its purpose, lists topics for discussion in order of
their importance and time-sensitivity, and identifies who is expected to attend and contribute
content. Establish time estimates to address each topic. If supplemental documents such as
reports, charts, maps, floor plans or media materials need to be studied before the meeting,
distribute them along with the agenda. Otherwise, have them available when everyone arrives.
Arrange for someone to take notes or record the meeting.
Step 2
Start the meeting on time and briefly review your expectations of what you would like the
meeting to accomplish within the time allocated. Clarify your role in the group -- team leader,
facilitator, trainer, arbitrator. If new faces are in attendance, have participants introduce
themselves. Establish the ground rules that will prevail in moving the agenda forward. These can
include issues such as timed presentations, respect and courtesy toward participants who have the
floor, maintaining focus and momentum, requesting reasonable extensions, seeking closure,
voting on recommendations and adhering to company policies regarding confidentiality.
Step 3
Write down every idea that is proposed even if, on the surface, it doesn't seem feasible. Effective
planning meetings encourage brainstorming and two-way communication to arrive at innovative
solutions. Stay firmly on message by not allowing participants to deviate from the agenda or
keep revisiting issues that have already been temporarily tabled or resolved. Provide everyone
with the opportunity to express opinions and articulate concerns. At the close of the meeting,
designate specific courses of action based on recommendations and decisions that have been
made. This includes assigning personnel to perform research, develop strategies, disseminate
information and implement policies, establishing time frames and benchmark goals, and defining
qualitative and quantitative measurement tools to gauge effectiveness. Always follow up on
actionable items in advance of their due dates.

Planning meetings - basic rules
Here is a solid basic structure for most types of meetings. This assumes you have considered
properly and decided that the meeting is necessary, and also that you have decided (via
consultation with those affected if necessary or helpful) what sort of meeting to hold.
1. plan - use the agenda as a planning tool

2. circulate the meeting agenda in advance
3. run the meeting - keep control, agree outcomes, actions and responsibilities, take notes
4. write and circulate notes - especially actions and accountabilities
5. follow up agreed actions and responsibilities
Meeting participants:
It's often obvious who should attend; but sometimes it isn't. Consider inviting representatives
from other departments to your own department meetings - if relationships are not great they will
often appreciate being asked, and it will help their understanding of your issues, and your
understanding of theirs.
Having outside guests from internal and external suppliers helps build relationships and
strengthen the chain of supply, and they can often also shed new light on difficult issues too. Use
your discretion though - certain sensitive issues should obviously not be aired with 'outsiders'
present.
Avoid and resist senior managers and directors attending your meetings unless you can be sure
that their presence will be positive, and certainly not intimidating. Senior people are often quick
to criticise and pressurise without knowing the facts, which can damage team relationships,
morale, motivation and trust.
If you must have the boss at your meeting, try to limit their involvement to lunch only, or
presenting the awards at the end of the meeting. In any event, tell your boss what you are trying
to achieve at the meeting and how - this gives you more chance in controlling possible
interference.
Meeting timings (of agenda items)
Consider the time required for the various items rather than habitually or arbitrarily decide the
length of the meeting. Allocate a realistic time slot for each item. Keep the timings realistic -
usually things take longer than you think.
Long meetings involving travel for delegates require pre-meeting refreshments 30 minutes prior
to the actual meeting start time.
Put plenty of breaks into long meetings. Unless people are participating and fully involved, their
concentration begins to drop after just 45 minutes. Breaks don't all need to be 20 minutes for

coffee and cigarettes. Five minutes every 45-60 minutes for a quick breath of fresh air and leg-
stretch will help keep people attentive.
Unless you have a specific reason for arranging one, avoid formal sit-down restaurant lunches -
they'll add at least 30 minutes unnecessarily to the lunch break, and the whole thing makes
people drowsy. Working lunches are great, but make sure you give people 10-15 minutes to get
some fresh air and move about outside the meeting room. If the venue is only able to provide
lunch in the restaurant, arrange a buffet, or if a sit-down meal is unavoidable save some time by
the giving delegates' menu choices to the restaurant earlier in the day.
Meeting venue
Many meetings are relatively informal, held in meeting rooms 'on-site' and do not warrant
extensive planning of the venue as such. On the other hand, big important meetings held off-site
at unfamiliar venues very definitely require a lot of careful planning of the venue layout and
facilities. Plan the venue according to the situation - leave nothing to chance.
Venue choice is critical for certain sensitive meetings, but far less so for routine, in-house
gatherings. Whatever, there are certain preparations that are essential, and never leave it all to the
hotel conference organiser or your own facilities department unless you trust them implicitly.
Other people will do their best but they're not you, and they can't know exactly what you want.
You must ensure the room is right - mainly, that it is big enough with all relevant equipment and
services. It's too late to start hunting for a 20ft power extension lead five minutes before the
meeting starts.
Other aspects that you need to check or even set up personally are:
 table and seating layout

 top-table (if relevant) position
 tables for demonstration items, paperwork, hand-outs, etc
 electricity power points and extensions
 heating and lighting controls
 projection and flip chart equipment positioning and correct operation
 whereabouts of toilets and emergency exits - fire drill
 confirm reception and catering arrangements
 back-up equipment contingency
All of the above can and will go wrong unless you check and confirm - when you book the venue
and then again a few days before the meeting.
meetings notes or meetings minutes
Who takes the meeting notes or minutes, keeps command (minutes is a more traditional term,
and today describes more formal meetings notes).

You must take the notes yourself, unless the meeting format dictates a formal secretary, in which
case ensure the secretary is on your side. Normally you'll be able to take the notes. They are your
instrument of control, so don't shirk it or give them to someone else as the 'short straw'.
If you are seen to take the notes, two things happen:
 people respect you for not forcing them to do it

 people see that you are recording agreed actions, so there's no escaping them
Meeting notes are essential for managing meeting actions and outcomes. They also cement
agreements and clarify confusions. They also prevent old chestnuts reappearing. A meeting
without notes is mostly pointless. Actions go unrecorded and therefore forgotten. Attendees feel
that the meeting was largely pointless because there's no published record.
After the meeting, type the notes (it's usually quicker for you to do it), and circulate them straight
away, copy to all attendees, including date of next meeting if applicable, and copy to anyone else
who should see the notes.
The final crucial element is following up the agreed actions (your own included). If you run a
great meeting, issue great notes, and then fail to ensure the actions are completed, all is lost, not
least your credibility. You must follow up agreed actions and hold people to them. If you don't
they will very soon learn that they can ignore these agreements every time - negative
conditioning - it's the death of managing teams and results. By following up agreed actions, at
future meetings particularly, (when there is an eager audience waiting to see who's delivered and
who hasn't), you will positively condition your people to respond and perform, and you will
make meetings work for you and your team.
Meeting Documentation: Notice: A notice of meeting is an official requirement of many

organisations. It is a public notice that an important meeting is happening soon, and must be
circulated well before the set date of the meeting (usually 5 to 7 days). A notification sent to
shareholders of a company, informing them of a time, date, and location of a shareholder
meeting. Because shareholder meetings are a venue for disclosing company information to
holders of company stock in accordance with certain regulations, the notice of meeting may
represent a legal obligation on the part of the company.
Meeting agenda
Produce the meeting agenda. This is the tool with which you control the meeting. Include all the
relevant information and circulate it in advance. If you want to avoid having the ubiquitous and
time-wasting 'Any Other Business' on your agenda, circulate the agenda well in advance and ask
for additional items to be submitted for consideration.

Formal agendas for board meetings and committees will normally have an established fixed
format, which applies for every meeting. This type of formal agenda normally begins with:
1. apologies for absence

2. approval of previous meeting's minutes (notes)
3. matters arising (from last meeting)
and then the main agenda, finishing with 'any other business'.
For more common, informal meetings (departmental, sales teams, projects, ad-hoc issues, etc),
try to avoid the formality and concentrate on practicality. For each item, explain the purpose, and
if a decision is required, say so. If it's a creative item, say so. If it's for information, say so. Put
timings, or time-per-item, or both (having both is helpful for you as the chairman). If you have
guest speakers or presenters for items, name them. Plan coffee breaks and a lunch break if
relevant, and ensure the caterers are informed. Aside from these formal breaks you should allow
natural 'comfort' breaks every 45-60 minutes, or people lose concentration and the meeting
becomes less productive.
An example of an agenda might be:
 Apologies for absence.

 Minutes of last meeting.
 Matters arising (from minutes of last meeting).
 Item 1 -Training & Development.
 Item 2 - Report on Funding.
 Item 3 - Finance & Equipment.
 A.O.B. (Any Other Business).
 Time and date of next meeting.
Meeting resolution & Minutes:
Here is a simple structure for formal meeting notes involving a group of people within an
organisation:
 Heading: for example - Notes of Management Meeting (if a one-off meeting to consider a
specific issue then include purpose in the heading as appropriate)
 Date and Time:
 Venue:
 Present:
 Apologies for absence:
 In attendance: (if appropriate - guests not normally present at regular meetings, for
instance speakers or non-board-members at board meetings)
Followed by numbered agenda items, typically:
 1. Approval of previous meeting notes/minutes:

 2. Matters arising: (items arising from meeting or continued from previous meeting
which would not be covered by normal agenda items)
And then other items as per agenda, for example (these are some of the many possible typical
reports and meeting items discussed within a business or board meeting; other types of meetings
would have different item headings):
 3. Finance/financial performance
 4. Sales
 5. Marketing and Business Development
 6. Operations or Divisional Activities
 7. Manufacturing
 8. Distribution
 9. Environmental
 10. Quality Assurance, etc
 11. Human Resources
 12. Projects
 13. Communications and Team Briefing Core Brief
 14. Any other business (AOB - issues not covered under other agenda items)
 15. Date of next meeting
 Time meeting finished (normally for formal meetings only)
 Signed and dated as a true record (signed by the chair-person - normally for formal
meetings only)
 Writer's initials, file reference and date (useful on all types of meeting notes)
Normally the items and points within each item are numbered 1.1, 1.2, 1.3, etc., then 2.1, 2.2,
2.3, 2.4, etc.
Importantly, all actions agreed in the meeting need to be allocated to persons present at the
meeting. It is not normally appropriate or good practice to allocate an action to someone who is
not present at the meeting. Actions that are agreed but not allocated to anyone will rarely be
implemented.
Responsibility for actions can be identified with a person's name or initials as appropriate.
Action points and persons responsible can be highlighted or detailed in a right-margin column if
helpful.
These days verbatim minutes (precise word-for-word records) are only used in the most formal
situations. Modern meeting notes should ideally concentrate on actions and agreements.
Reports should if possible be circulated in advance of meetings giving delegates adequate time to
read and formulate reactions and answers to any queries raised. It is not good practice to table a
report at a meeting if opportunity exists to circulate the report beforehand.
Reports can be appended to the meeting notes or minutes to which they relate.

UNIT 5:
Presentation skills: What is a presentation – Elements of presentation – Designing & Delivering
Business Presentations – Advanced Visual Support for Managers
Negotiation skills: What is negotiation – Nature and need for negotiation – Factors affecting
negotiation – Stages of negotiation process – Negotiation strategies
What is a presentation
A presentation is the process of presenting a topic to an audience. It is typically a
demonstration, lecture, or speech meant to inform, persuade, or build good will. The term can
also be used for a formal or ritualized introduction or offering, as with the presentation of a
debutante.
How does a presentation differ from a lecture?
 Lectures- classrooms-well defined educational objectives
 Two way communication
 Imparting information
 Question-answer
 Presentation-one way
 Presenter acts as an advocate
 Persuading the listeners to buy the ideas
Essential Characteristics
 Introduction, discussion, end
 Facts and figures- tables, graphs, charts
 Different colors
 Understanding of the audience
 Humor and anecdotes
 Questions as part of the presentation
Elements of a Presentation
Three major elements:
 Presenter
 Audience
 Specific Content-definite Objective
Presenter: A high level presentation planner may decide that a user needs or wants to know how
to, for instance, make espresso with a particular coffee maker. It makes this decision on the basis
of input from a variety of sources, including perhaps, a model of the user and of the world

around it. It decides that a presentation designed to illustrate the use of the coffee machine is in
order, subject to a set of constraints and to be elaborated by other qualified agents. The speaker is
generating a high level of energy and it‘s energizing the audience. He's holding their attention
all the way to the end of the presentation.
Audience: The audience buys what the speaker‘s saying because they understand its payoff for
them. An audience won't do anything or believe anything unless there‘s a what's-in-it-for-me
there.
Specific content- definite objective: Finally, curate your content. Make sure you only use what
you need, what‘s relevant and what you can support. Too much information is worse than too
little. Better to engage your audience and leave them with questions than to bore or overload
them so they tune out. If you have lots of data, pick the most compelling or most relevant. If you
have a great personal story, whittle it down to its essentials so you can tell it concisely.
Designing & Delivering Business Presentations:

The normal order of any exposition is to first list the main ideas & then elaborate on each of
them. With presentation design, there is often a confusion between beautiful design and effective
design. While beautiful design is nice to have, it‘s not essential to a great presentation. Effective
design is essential. Effective design makes your content clear, leads viewers along the path of
your argument or story and reinforces your brand. Effective design looks great, but you don‘t
need to be an artist to create it. You just need to have a clear idea of your message, your audience
and your delivery. Just as you need to curate your content, you need to curate your visuals. Too
much visual information is just as bad as too much data or a story that goes on and on. Eliminate
any visual elements that don‘t reinforce your message.
The sequence & timing of each part in a 30-minute presentation should be:
 Introduction: 3 min
 Main Body: 15 min
 Conclusion: 2 min
 Question-Answer session: 10 min
Advanced Visual Support for Managers: If visual aids are used well they will enhance a
presentation by adding impact and strengthening audience involvement, yet if they are managed
badly they can ruin a presentation.
Decide visual aids to be used
 To make audience see what they hear
 Numerical statistical data
 Topics related to art, design
 New data or plan, which the audience is not aware. The information will be better
understood when seen
 Comparative statements of facts and figures in graphic and diagrammatic forms

 New interpretation of old data
The following common visual aids:
 Whiteboards and Interactive Whiteboards

 Flip chart
 Over-head projector (OHP)
 Slides
 Video
 PowerPoint or other presentation software
 Handouts
Whiteboards and Interactive Whiteboards
If available, whiteboards are good for developing an explanation, diagrams and simple headings,
and for recording interaction with, and comments from, the audience during brainstorming
sessions.
Remember that writing on a whiteboard takes time and that you will have to turn your back to
the audience to do so. If using a whiteboard, you should ensure that your handwriting is legible,
aligned horizontally, and is sufficiently large to be seen by all the audience. Also ensure that you
use non-permanent pens (sometimes referred to as dry-wipe pens) rather than permanent markers
so that your writing can be erased later.
Bear in mind that white background of a whiteboard can cause contrast problems for people with
vision impairment.
If you have access to an interactive whiteboard, you should make sure you know how this works,
and practice using it, before your presentation.
Flip Charts
A flip chart is a popular, low cost, low tech solution to recording interactive meetings and
brainstorming sessions.
A flip chart can be prepared in advance and is portable, it requires no power source and no
technical expertise. Flip charts are ideal for collecting ideas and responses from the audience
and are good for spontaneous summaries. However, if the audience is large, a flip chart will be
too small to be seen by everyone.
Video
Videos are excellent for training purposes, but can be difficult to fit into a presentation structure.

If a computer connected to a projector is available then videos can be played as files, from a
DVD or with an Internet connection via YouTube or other online sources.
Videos can also be built into a presentation using PowerPoint or other presentation software.
PowerPoint
Use of PowerPoint and other presentation software is very common when presenting today.
Care should be taken, however, that visual effects do not detract from the presentation itself. If
you do choose to use PowerPoint try to have a practice run well in advance of a presentation so
that you are confident when giving the presentation itself.
Older Visual Aids That May Still Be Effective:

Over-Head Projector (OHP)
Displays can be prepared on acetates, both in written and graphic form.
They command attention but, as with other visual aids, care must be taken to talk to the audience
and not the screen. OHPs are suitable for both large and small groups although the machines can
be noisy and unreliable and the projector can obscure the screen. OHPs as a method of
presenting have now largely been replaced by presentations projected from a computer onto a
whiteboard or other screen.
Slides
Slides of excellent visual quality can have great impact on any size of group.
However, a good blackout is required for the images to be seen clearly and this causes eye
contact with the audience to be lost. Unlike with other methods of presentation, you will not be
able to add any spontaneous notes or records to the slides. If you are using slides, ensure that
they are prepared in the correct order, ideally numbering the slides so that if the carousel is
dropped the slides can quickly be reordered.
Like OHPs, the use of slides has largely been replaced by digital photography projected using
PowerPoint or other presentation software in professional situations.
Handouts
Handouts summarising or including the main points of a presentation are an excellent addition
but must be relevant. Presentation software packages such as PowerPoint can automatically
generate handouts from your presentation slides.
However, think carefully about when to distribute your handouts. Giving out handouts at the start
of a talk will take time and the audience may start to read these rather than listen to what the

speaker is saying. However, if your presentation contains complex graphs or charts, the audience
will appreciate receiving the handout before the presentation starts since they may find it easier
to view these on paper than on the projection screen. The audience may also appreciate being
able to make their own notes on the printed handout during the presentation.
Consider the best time and method to distribute any handouts, including either placing them on
seats prior to the start or giving them out at the end of your presentation. You may also consider
emailing copies of handouts to participants after the event. If your talk includes questions or
discussion this will give to time to summarise this and communicate it back to the attendees.
How to use visual aids?
 Limit the number of visuals to avoid overload(do not use too many visuals)
 Include one major idea with a descriptive title highlighting it
 Compose concise, targeted statements that you want audience to remember
 Keep it displayed for sufficient time to allow the audience to read it
 Proofread to ensure visual is error-free
How should you deliver the presentation?

 Do not read
 Use ―You attitude‖ to ensure audience involvement
 Give the outline of the content
 Tell them what next
Advanced visual support for business presentation- types of visual aid

• Principles of graphic excellence.
• Types of visuals:-
 Tables
 Graphs
 Charts, Drawings, Diagrams
 Maps and Photographs
Why should you use Graphics?

• Effective and Accurate.
• Eye catching.
• To simplify the information
• To emphasize
• Supports verbal communication

Case Method of Learning: Understanding the case method of learning
Case Method of Learning:

The case method is a teaching approach that uses decision-forcing cases to put students in the
role of people who were faced with difficult decisions at sometime in the past. In sharp contrast
to many other teaching methods, the case method requires that instructors refrain from providing
their own opinions about the decisions in question. Rather, the chief task of instructors who use
the case method is asking students to devise and defend solutions to the problems at the heart of
each case.
The case method helps you to develop the skills necessary for becoming an effective manager. It
helps to discover your strength and weakness in thinking , decision making and refine the ability
to take risk.
The Purpose of the Case Method
The case method gives students the ability to quickly make sense of a complex problem, rapidly
arrive at a reasonable solution, and communicate that solution to others in a succinct and
effective manner. In the course of doing this, the case method also accomplishes a number of
other things, each of which is valuable in its own right. By exciting the interest of students, the
case method fosters interest in professional matters. By placing such things in a lively context,
the case method facilitates the learning of facts, nomenclature, conventions, techniques, and
procedures. By providing both a forum for discussion and concrete topics to discuss, the case
method encourages professional dialogue. By providing challenging practice in the art of
decision-making, the case method refines professional judgement. By asking difficult questions,
the case method empowers students to reflect upon the peculiar demands of their profession.
The case system, properly used, initiates students into the ways of independent thought and
responsible judgement.
Understanding the case method of learning
Stages in the case analysis process could be as follows:
1. Gaining familiarity with the case situation (critical case facts, persons, activities, contexts)
2. Recognizing the symptoms (what are the things that are not as expected, or as they should be?)
3. Identifying goals/objectives
4. Conducting the analysis
5. Making the diagnosis (identifying problems, i.e.,
discrepancies between goals and performance, prioritizing problems etc.)
6. Preparing the action plan (identifying feasible action alternatives, selecting a course of action,
implementation planning, plan for monitoring implementation)

Understanding the case method of learning

While there is no one definitive "Case Method" or approach, there are common steps that most
approaches recommend be followed in tackling a case study. It is inevitable that different
Instructors will tell to do things differently; this is part of life and will also be part of working for
others. This variety is beneficial since it will show you different ways of approaching decision
making. What follows is intended to be a rather general approach, portions of which have been
taken from an excellent book entitled, Learning with Cases.
It helps to have a system when sitting down to prepare a case study as the amount of information
and issues to be resolved can initially seem quite overwhelming. The following is a good way to
start.
Different types of cases –
Under the more generalized category of case study exist several subdivisions, each of which is
custom selected for use depending upon the goals and/or objectives of the investigator. These
types of case study include the following:
1. Illustrative Case Studies
These are primarily descriptive studies. They typically utilize one or two instances of an
event to show what a situation is like. Illustrative case studies serve primarily to make the
unfamiliar familiar and to give readers a common language about the topic in question.
2. Exploratory (or pilot) Case Studies
These are condensed case studies performed before implementing a large scale investigation.
Their basic function is to help identify questions and select types of measurement prior to the
main investigation. The primary pitfall of this type of study is that initial findings may seem
convincing enough to be released prematurely as conclusions.
3. Cumulative Case Studies
These serve to aggregate information from several sites collected at different times. The idea
behind these studies is the collection of past studies will allow for greater generalization
without additional cost or time being expended on new, possibly repetitive studies.
4. Critical Instance Case Studies
These examine one or more sites for either the purpose of examining a situation of unique
interest with little to no interest in generalizability, or to call into question or challenge a
highly generalized or universal assertion. This method is useful for answering cause and
effect questions. Gives little background information and usually presents a scenario in
which the impact is greater on the interpersonal relationships than on the organization itself It

involves more immediate issues. ―What should we do now?‖ Usually opening paragraph
throws you into the middle of a dilemma ―A chemical manufacturing company had an
explosion at a local plant‖ Short (2-3 pages), which gives many of the possible solutions that
can be developed. Usually it is used in company training program.
Difficulties and overcoming the difficulties of the case method:
 Overcoming the Fear of Writing and Speaking Command on speaking

 Ability to present your problems statements or solutions either on paper or orally Command on
writing, Reading the case.
 Preparing a list of the major opportunities before the company & the problems faced by
the company.
 Multiple solutions might be possible, so analyze.
 Telling how to implement the solution.
 Note the important points.
 Environment.
 Competitors
 Economic Conditions.
 Internal problems.

Limitations of case Method

1. In an actual situation, a person must live with the problem, but the same does not pertain to
case method.
2. Case method has a realism, but it is no way a live reality.
3. A lot of time and thought is often required to develop a case study.
4. Trained faculty members are not always available to lead the cases and help the students to
inculcate the skills of analyzing the cases.
5. A case is designed to focus on certain category of problems e.g financial, behavioural,

marketing etc.., hence it may overlook other issues present in the organization.
6. It lacks realism in one final aspect, i.e implementation of the decision.
7. One should not forget that decision making is easier said than done.
8. The participants using the case study method as a pedagogical tool wish to know the right
answer to the case.
9. Many a time, students without putting in any effort, copy from previous analysis of the case
and take an unearned benefit.
Six-Step Problem Solving Model:

 STEP 1: Define the case problem.
 STEP 2: Consider the relevant information and underlying assumptions.
 STEP 3: List the possible solutions.
 STEP 4: Select a solution and prepare it to defend.
 STEP 5: Decide how to implement the solution.
 STEP 6: Decide how to communicate your analysis.
Reading a case properly(previewing, skimming, reading, scanning)

• Previewing: Previewing is to learn as much about the case as possible before actually
reading it. Look at the title, subtitle, headings and subheadings. Resist the temptation to
mark any items on the case.Merely size up the case how you are going to read and disect
it.

Skimming: is used to quickly identify the main ideas of a text. When you read the newspaper,
you're probably not reading it word-by-word, instead you're scanning the text. Skimming is done
at a speed three to four times faster than normal reading. People often skim when they have lots
of material to read in a limited amount of time. Use skimming when you want to see if an article
may be of interest in your research. Skimming is not for situations where a high level of
comprehension is required, but is very useful when it may be appropriate to accept a level
of comprehension somewhat lower than that obtained at average reading speeds.
READING: Read at a comfortable pace. Look for answers to questions or specific details that you will
need in deciding on solutions. Make brief penciled notations to yourself, later make them bolder with ink.
Scanning: is a technique you often use when looking up a word in the telephone book or dictionary. You
search for key words or ideas. In most cases, you know what you're looking for, so you're concentrating
on finding a particular answer. Scanning involves moving your eyes quickly down the page seeking
specific words and phrases. Scanning is also used when you first find a resource to determine whether it
will answer your questions. Once you've scanned the document, you might go back and skim it.
Case analysis approaches (Systems, Behavioural, Decision, Strategy)

Systems approach:
A line of thought in the management field which stresses the interactive nature and interdependence of
external and internal factors in an organization. A systems approach is commonly used to evaluate market
elements which affect the profitability of a business.
The systems approach integrates the analytic and the synthetic method, encompassing both holism and
reductionism. It was first proposed under the name of "General System Theory" by the biologist Ludwig
von Bertalanffy. von Bertalanffy noted that all systems studied by physicists are closed: they do not
interact with the outside world. When a physicist makes a model of the solar system, of an atom, or of a
pendulum, he or she assumes that all masses, particles, forces that affect the system are included in the
model. It is as if the rest of the universe does not exist. This makes it possible to calculate future states
with perfect accuracy, since all necessary information is known.

Behavioral Approach:
Human behavior is learned, thus all behavior can be unlearned and new behaviors learned in its
place. Behaviorism is concerned primarily with the observable and measurable aspects of human
behavior. The analysis of employees' actions to identify behavior patterns that (for a specific job
or function) separate an effective employee from a less effective or nonperforming employee.
The behaviorist approach is deterministic: people‘s behaviour is assumed to be entirely
controlled by their environment and their prior learning, so they do not play any part in choosing
their own actions. The approach takes the nurture side of the nature-nurture debate, believing that
apart from a few innate reflexes and the capacity for learning, all complex behavior is learned
from the environment. Their insistence that all learning can be accounted for in terms of law-
governed processes like classical and operant conditioning, reflects a homological approach to
studying human behaviour (although behaviorists never ignore individual differences, since
every person‘s history of learning is unique). The behaviourists‘ view that all behaviour, no
matter how complex, can be broken down into the fundamental processes of conditioning makes
it a highly reductionist approach to psychology.
Decision Approach:
To improve decision , following steps should be followed:
 Identification
 Inventory
 Intervention
Strategic Approach:
Analyzing the case – dos and don’ts for case preparation
Do’s
 Learn to slice through the stuff and make decisions.

 Identify personality and behavioral characteristics of your Professors and then Conduct
different type of analyses, how they want.
 Follow a logical, clear and consistent path through the case analysis.
 Recognize the difference between facts and inferences or suppositions, strive to base your
analysis on facts whenever possible.
 Take a stand in your analysis and support it. The stronger and better supported your
stand, the better you will look.
Dont’s
1. Don‘t expect a right conclusion to be available following the study of a case.
2. Don‘t tell the instructor that you lack information before arriving at a decision.
3. Don‘t expect cases to cover a single discipline.
4. Don‘t expect your instructor to give you clear instructions.
5. Don‘t decide on a conclusion early in the analysis and become locked into that
conclusion
6. Don‘t feel that you have to solve all the problems in the cases.
NEGOTIATIONS SKILLS
What is negotiation?
Negotiation is a method by which people settle differences. It is a process by which compromise

or agreement is reached while avoiding argument and dispute.
In any disagreement, individuals understandably aim to achieve the best possible outcome for
their position (or perhaps an organisation they represent). However, the principles of fairness,
seeking mutual benefit and maintaining a relationship are the keys to a successful outcome.
Nature of Negotiation
 Takes place between two parties
 Agreement through discussion not through- instruction, orders or power
/influence/authority.
 Negotiation is a form of communication where the objective is agreement.
 Involves 2 or more parties, there is a desire or need between 2 or more parties, they
negotiate by choice, who can get the better deal we expect a give an take prefer to
negotiate and search for agreement rather then to fight openly
successful negotiations involve the management of tangibles and also the resolution
of intangibles
Need to Negotiate

• Situations requiring negotiation

• An issue involving more persons than one
• Only when both the parties are willing to meet and discuss
Formal situations- a preannounced meeting of two parties
• The agenda is fixed
• More than two persons are involved
• Time to prepare and fix roles
• Simpler to handle
Informal Situations
• Unannounced and casual meetings
• Involves just two persons
• Appears casual
• No time to prepare
• Friendly approach- influences on final decision making
• Strength or weakness of the other side is not known
Situations not requiring Negotiation
1. When one of the two parties – immediately accepts
2. Refuses to even consider or discuss the suggestion.
Factors affecting Negotiation
• Place- influences the level of confidence- own office
• Information/material, extend social courtesies
• Time-fixed ,adequate for smooth exchange of ideas
• Exchanging initial views
• Exploring possible compromises
• Searching for common ground
• Securing agreement
Subjective factors –influence and persuasion
• Personal relationship
• Fear-power, authority, higher connections, capacity to harm
• Future considerations
• Mutual obligation
• Practical wisdom
• Categories of influence- personal relationship, status difference, work pressures, personal
likes and dislikes, information and expertise.
Stages of Negotiation
In order to achieve a desirable outcome, it may be useful to follow a structured approach to

negotiation. For example, in a work situation a meeting may need to be arranged in which all
parties involved can come together.
The process of negotiation includes the following stages:

1. Preparation
2. Discussion
3. Clarification of goals
4. Negotiate towards a Win-Win outcome
5. Agreement
6. Implementation of a course of action
1. Preparation
Before any negotiation takes place, a decision needs to be taken as to when and where a meeting
will take place to discuss the problem and who will attend. Setting a limited time-scale can also
be helpful to prevent the disagreement continuing.
This stage involves ensuring all the pertinent facts of the situation are known in order to clarify
your own position. In the work example above, this would include knowing the ‗rules‘ of your
organisation, to whom help is given, when help is not felt appropriate and the grounds for such
refusals. Your organisation may well have policies to which you can refer in preparation for the
negotiation.
Undertaking preparation before discussing the disagreement will help to avoid further conflict
and unnecessarily wasting time during the meeting.
2. Discussion
During this stage, individuals or members of each side put forward the case as they see it, i.e.
their understanding of the situation.
Key skills during this stage include questioning, listening and clarifying.
Sometimes it is helpful to take notes during the discussion stage to record all points put forward
in case there is need for further clarification. It is extremely important to listen, as when
disagreement takes place it is easy to make the mistake of saying too much and listening too
little. Each side should have an equal opportunity to present their case.
3. Clarifying Goals
From the discussion, the goals, interests and viewpoints of both sides of the disagreement need to
be clarified.
It is helpful to list these factors in order of priority. Through this clarification it is often possible
to identify or establish some common ground. Clarification is an essential part of the negotiation
process, without it misunderstandings are likely to occur which may cause problems and barriers
to reaching a beneficial outcome.

4. Negotiate Towards a Win-Win Outcome
This stage focuses on what is termed a 'win-win' outcome where both sides feel they have gained
something positive through the process of negotiation and both sides feel their point of view has
been taken into consideration.
A win-win outcome is usually the best result. Although this may not always be possible, through
negotiation, it should be the ultimate goal.
Suggestions of alternative strategies and compromises need to be considered at this

point. Compromises are often positive alternatives which can often achieve greater benefit for
all concerned compared to holding to the original positions.
5. Agreement
Agreement can be achieved once understanding of both sides‘ viewpoints and interests have
been considered.
It is essential to for everybody involved to keep an open mind in order to achieve an acceptable
solution. Any agreement needs to be made perfectly clear so that both sides know what has been
decided.
6. Implementing a Course of Action
From the agreement, a course of action has to be implemented to carry through the decision.
Negotiation strategies:
Here are six important strategies that may be used for negotiations in business or life in general,
but pertain especially to the negotiating process:
1. The negotiating process is continual, not an individual event. Good negotiating outcomes
are a result of good relationships and relationships must be developed over time. Because of
that, good negotiators are constantly looking for opportunities to enhance the relationship and
strengthen their position. In some cases, the result of the negotiation is determined even before
the individuals meet for discussion.
2. Think positive. Many negotiators underestimate themselves because they don‘t perceive the
power they have inside of themselves accurately. In most negotiating situations, you have more
power than you think. You must believe that the other party needs what you bring to the table as
much as you want the negotiation to be a success. Also, be sure that that positivity is visible
during the negotiation. Be aware of the tone of your voice and non-verbal body language while
interacting with the other party.
3. Prepare. Information is crucial for negotiation. Research the history, past problems or any
sensitive points of the other party. The more knowledge you have about the situation of the other

party, the better position you‘ll be in to negotiate. The most important part of preparation is
Practice! The study of negotiation is like golf or karate. You have to practice to execute well.
4. Think about the best & worst outcome before the negotiations begin. Don‘t be upset if
things don‘t go your way. In these instances, it‘s a good time to reevaluate all positions and
return to the table. In most cases, as long as you know the highest and lowest expectations of
each party a middle ground can usually be reached in the overlapping areas.
5. Be articulate & build value. This is key, and it‘s what separates the good negotiators from
the masters. When you have a strong belief in what you‘re negotiating for, you will
shine. Become a master at presenting your thoughts and ideas so that others see the value.
A tip on how to do that well:
 Be direct when presenting a situation. Be clear about what is expected. Discuss ways to
apply how it can happen.
 Don‘t simply talk about what needs to happen. Discuss the consequences – how your
solution will be beneficial to the other party.
6. Give & Take. When a person gives something up or concedes on part of a negotiation,
always make sure to get something in return. Otherwise, you‘re conditioning the other party to
ask for more while reducing your position and value. Maintaining a balance will establish that
both parties are equal.

UNIT 6:
Employment communication: Introduction – Composing Application Messages - Writing CVs
– Group discussions – Interview skills
Impact of Technological Advancement on Business Communication – Technology-enabled
Communication - Communication networks – Intranet – Internet – e mails – SMS –
teleconferencing – videoconferencing
Employment communication:
Introduction:
Employment communication plays an important role between an applicant and the employer, the
question what is employment communication? Employment communication is a conversation
you have with an employer. For example you have an interview for a job you have applied, you
show up, the interview starts by asking several basic questions such as what is your age, name,
history, etc.
Later the employer approaches you with more profound questions such as what qualities do you
have that will be suitable for the job position you have applied? And why should I hire you?
From the beginning of the communication to the end is what is considered an employment
communication.
Types of Employment Communication
You want to let the employer know that you are the best for the job, first you take in deep
consideration and work on the following skill an employer will seek for employment.
• Strong work Ethic

• Time management skills
• Problem solving skills
• Communication skills
• Computer skills (familiar with programs and software)
Strong Work Ethic: Are you reliable? Can an employer depend on you? And are you self
motivated? These are by any means what are considered to be strong work ethic. You want to be
reliable as you want to be dependable, you also want to push yourself to always improve your
work, and such motivation will certainly help you achieve goal and progress with the company.
Time management skills: Time management skill is how well you manage your schedule, ask
yourself can I plan and follow a schedule? Remember that a management skill is very important
and critical for any profession.

For instance, a doctor performing surgery must follow a schedule in order to accomplish the
surgery, if not the results can be drastic and can lead to an unfortunate tragedy. A company who
depends a lot on production, managing a schedule is very critical. Imagine if the company‘s
employees did not follow the schedule, it is for certain that the sales would drop.
Problem solving skills: Remember solving math equations in algebra class? Well this is where
all those assignments pay off. Problem solving is very critical in business, an employer will want
someone who can be independent, capability to detect a problem, brainstorm a solution in a
timed matter and have the skill to implement them.
This will definitely prove to the employer that you are dependable no matter the circumstances
since the having the ability to solve problem is a big plus in a business.
Communication Skills: In business, communication is always used, from working with a

customer to speaking to your supervisor. Thus is important the applicant haves good
communication skills. In communication skills, an employer will see if you have the skill to
persuade a customer into purchase a product, or the skill to satisfy the customer‘s needs, such as
implementing useful information that will satisfy the customer.
Also an employer will see if you are capable of explaining in a manner that will not cause any
misunderstandings. Explaining things clearly is a necessary skill since the information you offer
may be important but it is even more important that it is understood.
Computer Skills: Ever since the computer was invented, the computer has been the primary tool
to many companies. Computers have simplified the work and with the internet the computer has
help reduce time spent to make a search, as to help communicate with others from a distant.
Since the computer is now the modern and most significant tool in our century it is important to
be familiar with a computer and its function. The knowledge of working with a computer is an
extremely important skill that an employer will seek for in an applicant.
Composing Application Messages:

Writing a cover letter can seem like a difficult task. After all, cover letters makes some sort of a
request - whether for an interview or more information - and are generally addressed to someone
you haven't met before.
Here are three general types of cover letters:
 The application letter which responds to a known job opening

 The prospecting letter which inquires about possible positions
 The networking letter which requests information and assistance in your job search
 A job application letter, also known as a cover letter, should be sent or uploaded with
your resume when applying for jobs.

 The job application letters you send explain to the employer why you are qualified for the
position and why you should be selected for an interview. Use the letter to highlight
relevant information from your resume, without duplicating it.
Addressing job application letters:
The style you choose is not important, there are many different styles of job applications and
professional letters, this comes down to personal preference. However somewhere on the top,
whether it is on the right or left hand sides, there should be your address and the date. Following
this, on the left hand side you should address it. Ensure you include the name of the person, their
title, company name, address and any position reference number. This is probably obvious, but
ensure that you spell their name correctly, there is nothing worse than receiving a letter
incorrectly addressed or misspelled. It gives a poor first impression.
The Introductory Paragraph:
The first paragraph should simply state why you are writing to them. If it is an advertised
position, mention the position title and where it was advertised. If you are "cold calling" a
company then you should specify that you are applying for any current or future employment
opportunities.
An easy way to start this paragraph is with the following statement: "Please find enclosed my
CV, which I am forwarding to you as an application for the position of......."
The main body of job application letters:
The main body of an application letter should be two to three paragraphs at the most, if it is too
long it may be skipped. When I reader begins to skip text, it is hard to get them to re-
focus. Here is where you tell them what you have to offer and why they should read your
CV. This is a good time to read the job advertisement again. In one paragraph (two at the most)
you need to summarise your experience and skills, at the same time, you need to respond to the
position requirements as per the advertisement.
Analyse your career and summarise it in a few sentences, highlight what you specialise in, or
how many years in the industry you might have, or even the level that you have reached. This
paragraph should direct the reader to your CV and should sell you on some unique points that
you might have.
A good way to start this paragraph is with a statement like this: "You will see from my enclosed
CV...." then go ahead and tell them something about your career which will immediately get
their interest.
The next part of the body of the letter should be a brief description of your personal skills. Again
read the advertisement and respond to their needs. If they are asking for someone with good co-
ordination skills, then ensure you mention something to that effect. If it is communication or

perhaps leadership skills they value, then tell them that you have these. Use adjectives like
"demonstrated ability", "well developed", "strong".
Job Application Letters Closing Paragraph:
The closing paragraph should ask for some action from the recipient. This is where you ask for
an interview. It should also state where and how they can reach you, and it should thank the
recipient for giving you the opportunity to apply. You can include things like "should you
require further information....." .
Finish the letter by adding a closing remark, either "yours sincerely", "yours faithfully' or
whatever you feel comfortable with and obeying general letter writing etiquette. Leave a few
spaces for your signature and then place your full name.
Before you mail the application letter, read it over again, making sure that it is perfect. Special
attention should be placed to ensure the job application letter:
 Is not too long.

 Has no grammar or spelling errors.
 Answers the job requirements.
 Flows and is easy to read.
 Is easy to load into recruitment software.
You might have to type and edit the letter many times before you are happy with it, but just
remember that the job application letter is just as important as the CV itself. The letter should
invite the recipient to read the resume, in turn the resume should raise enough interest for them to
want to interview you. The Interview is where you will demonstrate your skills and abilities.
Sample Email Job Application Letter
Subject Line of Email Message: Assistant Director Position - Your Name
Email Message:
Dear Hiring Manager,
I read your job posting on Craigslist for an Assistant Director with interest.
In my position as an Assistant Communications Director for ABC Company, I wrote articles for
the company website, managed contributing articles, and wrote and sent a weekly email
newsletter to subscribers.
While Assistant Communications Director for Assemblyperson Janet Brown, I researched,

drafted and amended legislation, wrote press releases, and was responsible for office
communications and correspondence.

My resume is attached. If I can provide you with any further information on my background and
qualifications, please let me know.
I look forward to hearing from you. Thank you for your consideration.
John Doe
Address
Email
Home Phone
Cell Phone
Note:
Attach your resume to your email message in the format requested by the employer. If a specific
format isn't required, send as a PDF
Writing CVs:
Curriculum Vitae: an outline of a person's educational and professional history, usually

prepared for job applications (L, lit.: the course of one's life). Another name for a CV is a
résumé.
A CV is the most flexible and convenient way to make applications. It conveys your personal details
in the way that presents you in the best possible light. A CV is a marketing document in which you are
marketing something: yourself! You need to "sell" your skills, abilities, qualifications and experience to
employers. It can be used to make multiple applications to employers in a specific career area. For this
reason, many large graduate recruiters will not accept CVs and instead use their own application form.
An application form is designed to bring out the essential information and personal qualities that the
employer requires and does not allow you to gloss over your weaker points as a CV does. In addition, the
time needed to fill out these forms is seen as a reflection of your commitment to the career.
Purpose of CV
 To apply for a job within the same field.
 To apply for a job within a different field.
 To summarize your life achievements.
 To apply for a particular job vacancy.
When should a CV be used?

 When an employer asks for applications to be received in this format.
 When an employer simply states "apply to ..." without specifying the format.
 When making speculative applications (when writing to an employer who has not
advertised a vacancy but who you hope may have one).
Typical CV categories or headings may include some or all of the following:

 Personal/Contact Information
--name
--address
--phone number(s)
--email
 Academic Background
--postgraduate work
--graduate work/degree(s), major/minors, thesis/dissertation titles, honors
--undergraduate degree(s), majors/minors, honors
 Professional Licenses/Certifications
 Academic/Teaching Experience
--courses taught, courses introduced

--innovations in teaching
--teaching evaluations
 Technical and Specialized Skills

 Related/Other Experience
--other work experience
 Professional/Academic Honors and Awards

 Professional Development
--conferences/workshops attended, other activities
 Research/Scholarly Activities
--journal articles
--conference proceedings
--books
--chapters in books
--magazine articles
--papers presented/workshops
--ezine articles
--work currently under submission
--work in progress
 Grants
 Service

--academic
--professional
--community
 Academic/Research Interests
 Affiliations/Memberships
 Foreign Language Abilities/Skills
 Consulting
 Volunteer Work
 References
Points of Evaluation
 Verbal communication
 Interpersonal skills
 Quality of contribution
 Teamwork
 Leadership ability
Difference between resume, cv and biodata
In general thinking the meaning of word, Resume, CV and Biodata are same. So nobody care
using of any word when they are applyig for a job. But these three words are different with
different job category. One must be aware of using these word to avoid negative impression to
the interviewer. Resume, CV and Biodata are the proverbial foot in the door. Done correctly, it
can give you the opportunity to move beyond.
RESUME
Resume means "SUMMARY" in which one document background and skillset details for an
employment. A simple resume may not longer than two or three pages of size A4. A good
Resume may contain academic and professional qualifications, professional and voluntary
experiences, achievements, acomplishments etc. Most applicants just highlight the experiences
and the skillsets with project works in the resume. There are generally two types of resume
(i) Reverse chronological resume, the work experience is sorted chronologically on basis of
number of years served in an organization. And
(ii) Functional resume, the main focus is given on the require skill sets for an organization.
Resume is more applicable for middle and senior level job where experiences and skill sets get
more preference than acedemic qualifications.

CV (CURRICULUMVITAE)
CV means "course of life" i.e; the course of one's life. A curriculum vitae is more specifically
focused on academic achievements than resume. CV's are longer than resume as it more
emphasis on completeness of one details. A CV documents career objective, educational and
academic details, technical skilsets, strengths and weaknesses, academic honours and awards
etc. A curriculum vitae should always be accompanied by a cover letter. A CV is preferred
option for fresh graduates, people looking for a career change, and those applying for academic
positions.
BIODATA
Biodata means "Biographical data" is defined as one's life and work experiences. The main focus
on personal attributes like date of birth, religion, sex, race, nationality, PAN, passport, permanent
and temporary residence, martial status, hobbies, height, weight, hair/skin/eye color, and a photo
etc. One can not expect to predict all future behaviours from Biographical information, but it
helps in individual selection in that it can give an image of most likely future behaviours based
on an individual‘s prior learning history. Biodata is generally used in south asia like India,
Pakisatan, Bangladesh etc. In India biodata is used for defence jobs, government jobs, or when
applying for research grants etc.
Group discussions:
A discussion group is a group of individuals with similar interest who gather either formally or
informally to bring up ideas, solve problems or give comments. The major approaches are in
person, via conference call or website. People respond comments and post forum in established
mailing list, news group or ICR. Other group members could choose to respond by posting text
or image. In short, the GD panel is testing whether you know the topic well, are able to present
your point of view in a logical manner, are interested in understanding what others feel about the
same subject and are able to conduct yourself with grace in a group situation.
Group Discussion:
1. Train yourself to be a good listener. Develop the patience to listen attentively.

2. Acknowledge that everyone has something valuable to say.
3. When speaking in a GD, your job is to articulate your point of view in a way that is easy
for others to comprehend.
4. Inculcate the good habit of structuring your thoughts and presenting them logically.
5. Writing essays on a variety of topics is good practice developing thought structure.
6. The only way to prepare is to read more, develop a keen interest in current affairs.
7. Seek opportunities to discuss these in groups.

8. Learn to respect others for what they are.

9. Learn to be open-minded and recognize the fact that people think differently about issues.
10. Train your mind to think analytically.
11. Your GD arguments should have ‗meat‘.
Interview skills
There are some easy steps that you can take that will increase your chances of success at
interviews. First, remember that job interviews should be a process of two-way communication.
Not only are they a tool for employers to use to evaluate you, but they are also an opportunity for
you to assess the job, the organization, and to see if there is a "fit." The keys to a successful
interview are preparation and practice.
Self-evaluation
It is important for you to think about yourself and your past experiences in order to be ready to
articulate what you have to offer an employer.
Consider the following topics:
• How your present and past experience relate to the position
• Your current and future career goals
• What skills and expertise you have to offer
•The skills that you would like to develop or improve
• Location, salary, and lifestyle priorities
• Kinds of people and environments you prefer
• Past experiences you want to highlight such as volunteer work, hobbies, travel
Three-Step Interview Process

1. Warm-Up Phase
2. Question-and Answer Stage
3. The Close
I. The Warm-Up Phase

• First impressions
• Body language
Of the three stages, the warm-up is the most important; even though it may account for only a
small fraction of the time a candidate spend in the interview. Psychologists say that 50 percent of
an interviewer's decision is made within the first 30 to 60 seconds, and another 25 percent is
made within 15 minutes. If you get off to a bad start, it's extremely difficult to turn the interview
around.
Body language is important at this point. Because they won't have time to say much in the first
minute or two, they must sell themselves nonverbally. Begin by using the interviewer's name if
they are sure they can pronounce it correctly. If the interviewer extends a hand, respond with a
firm but gentle handshake, and wait until they are asked to be seated. Let the interviewer start the
discussion, and listen for cues that tell them what he or she is interested in knowing about them
as a potential employee.
II. Questions and Answers
1. Answering Questions
2. Asking Questions
3. Listening to the Interviewer
4. Dealing with Personal Questions
Questions and answers will consume the greatest part of the interview. The interviewer will ask
the candidate about their qualifications and discuss many of the points mentioned in their
résumé. They will also be asking questions of their own.
Let the interviewer lead the conversation, and never answer a question before he or she has
finished asking it. Tailor the answers to make a favorable impression
Paying attention when the interviewer speaks can be as important as giving good answers or
asking good questions. Listening should make up about half the time they spend in an interview.
The interviewer's facial expressions, eye movements, gestures, and posture may tell the real
meaning of what is being said.
Employers cannot legally discriminate against a job candidate on the basis of race, color, gender,
age (from 40 to 70), marital status, religion, national origin, or disability. If the candidates are
asked personal questions, how they respond depends on how badly they want the job, how they
feel about revealing the information asked for, what they think the interviewer will do with the
information, and whether they want to work for a company that asks such questions.
III. The Close of the Interview
1. Concluding Gracefully
2. Discussing Salary
3. Reviewing Notes
Like the opening, the end of the interview is more important than its duration would indicate. In
the last few minutes, candidates need to evaluate how well they've done. They also need to
correct any misconceptions the interviewer might have.
He or she may ask if they have any more questions, sum up the discussion, change position, or
indicate with a gesture that the interview is over. When they get the signal, respond promptly,
without rushing. Thanking the interviewer for the opportunity and expressing an interest in the
organization.
If he/she receives an offer during the interview, they will naturally want to discuss salary.
However, let the interviewer raise the subject. If asked the salary requirements, saying that
would expect to receive the standard salary for the job in question. If they don't like the offer,

might try to negotiate, provided they're in a good bargaining position and the organization has
the flexibility to accommodate them.
During the Interview
First impressions- First impressions take only thirty seconds. Establishing rapport, direct and
sustained eye contact, a firm handshake, a warm smile, good posture, and introducing yourself in
a confident manner are important ingredients. A well-groomed, professional appearance is
critical. Greet the interviewer with a firm handshake, whether it is a woman or a man. (No one
likes a weak handshake.) Always maintain eye contact while shaking hands.
Smile- A smile denotes confidence in a candidate. Try to smile often. Also, don't be afraid to use
some hand animation while answering questions. This suggests enthusiasm in a candidate.
Body Language- Use good posture, and look the interviewer right in the eye. Sit up straight.
Never slouch.
Speak Clearly- Don't mumble. It portrays a lack of confidence. Speak with assurance. This
indicates confidence.
Listen Before Answering- Allow the employer to begin the interview, but be prepared with
some opening statements or questions such as, "I understand that this position involves...," or
"What are you looking for in a job candidate?" Make sure you understand the question. If not,
ask the interviewer to clarify it. Don't be afraid to take some time to think before answering.
Interviewers
are impressed with someone who thinks out an answer before speaking.
Give Brief Answers

- Make your answer concise and to the point. Rambling tends to
suggest that you really don't have the answer to the question(s) asked.
Previous Employers
- Never, ever say anything negative about your present or
previous employers. No matter how much you may have disliked someone, find a way to give
your experiences a positive spin.
Be Truthful
- Don't lie when asked about something you haven't done. The next
question will be "tell us about it."
Know Your Resume

- Be prepared to talk about every fact that is on your resume. Many people embellish their
accomplishments on their resumes. Avoid this, since the
only point of reference an interviewer has about you is the resume you provide to him/her
beforehand.

Keep things at a professional level

- Sometimes near the end of an interview, the two parties start feeling comfortable with each
other. Don't let this comfortable feeling lead you to telling them something about yourself that
they really shouldn't know. Always keep things at a professional level.
Impact of Technological Advancement on Business Communication

Communication Network in Business organization
A communication network refers to how information flows within the organization. Information
within an organization generally flows through a system, rather than being a free flow. In the
words of Adler, ―Communication networks are regular patterns of person-to-person relationships
through which information flows in an organization.‖
This means that the flow of information is managed, regulated. And structured.
Communication networks may be formal or informal.
Internet
The internet is a global collection of interconnected networks of computers - including your own
when you are online. It could be argued that the internet's primary function is to be a medium
for communication. Communication online can be in the form of e-mails, Tweets, instant
messages, video conferences, blogs, websites, PDF documents, photographs, word documents -
pretty much anything that can be digitized.
INTRANET
An intranet is a private computer network that uses Internet protocols, network
connectivity to securely share part of an organization's information or operations with its
employees. The same concepts and technologies of the Internet such as clients and
servers running on the Internet protocol suite are used to build an intranet.
ADVANTAGES
 Workforce productivity improves.
 Connectivity with other systems.
 Increases collaboration and coordination.
 Cost-effective.
 Can capture and share knowledge.
DISADVANTAGES
 New evolving technology.
 Lack of security features.
 May require network upgrades.

E-MAIL
E-mail, short for electronic mail and often abbreviated to e-mail, email or simply mail, is
a store and forward method of composing, sending, storing, and receiving messages over
electronic communication systems. It requires a computer, a telephone line and a modem.
The connection is given by ISP.
E-MAIL ETIQUETTE
 Use the subject line.
 Be brief and concise.
 Keep it personal.
 Reply quickly.
 Don‘t over punctuate.
 Don‘t use all capitals.
 Read it, out loud, before you send it.
 Don‘t write when you‘re angry.
 Keep the symbols to a minimum.
 Minimize abbreviated phrases.
ADVANTAGES
 Eliminates ―telephone tag‘‘.
 Saves time.
 Facilitates fast decisions.
 Is cheap.
 Provides a written Record.
DISADVANTAGES
 It is not confidential.
 Security Threat.
 Doesn‘t show emotions.
May be ignored or delayed.

SMS
The Short Message Service (SMS), often called text messaging, is a means of sending
short messages to and from mobile phones. SMS was originally defined as part of the
GSM series of standards in 1985 as a means of sending messages of up to 160 characters,
to and from GSM mobile handsets.

ADVANTAGES
 It is Less Disturbing While You can Still Stay in Touch.
 It is often less time-consuming.
 Sent to an Offline Mobile Phone.
 It is also a convenient way for deaf and hearing-impaired people to communicate.
 You can get reminders.
DISADVANTAGES
 Impersonal in nature.
 It's strictly for sending text messages.
 You have to pay for it.
 It is promoting poor spelling in young people.
 It may happen received virus sms from unknown sender.
 Speed inconsistency.
Teleconferencing:
Teleconferencing means meeting through a telecommunications medium. It is a generic
term for linking people between two or more locations by electronics. There are at least
six types of teleconferencing: audio, audiographic, computer, video, business television
(BTV), and distance education.
ADVANTAGES
 Easy to use.
 Easily available.
 Easy to participate from any telephone line in the world.
 Takes only few minutes to set up a conference call.
 Costs little.
DISADVANTAGES
 Technical failures.
 Unsatisfactory for complex interpersonal communication.
 Impersonal, less easy to create an atmosphere of group rapport.
 Difficulty in determining Participant speaking order.
VIDEOCONFERENCING
A videoconference (also known as a video teleconference) is a set of interactive
telecommunication technologies which allow two or more locations to interact via two-
way video and audio transmissions simultaneously.

ADVANTAGES
 Communicating face- to- face.
 It saves the time and cost of traveling.
 It makes discussion more meaningful.
DISADVANTAGES
 Low resolution and frame rate of the video and the low quality of the audio.
 Eye Contact.
 Appearance Consciousness.

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MANAGERIAL COMMUNICATION 18MBA16

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 1

UNIT 5: (10 Hours)

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 2

• Advanced Business Communication – Penrose, Rasberry, Myers, 5/e, Cengage Learning,

MODULE Title PAGE NUMBER

4 Business Letters and Reports 53

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 4

Role of communication – defining and classifying communication – purpose of communication – process

Derived from “communis”(Latin) meaning “common”.

Communication is a dialogue, not a monologue. In fact, communication is more concerned

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 5

 Bottom-up communication (from employees to management) provides information about

George Vardman –book: Effective Communication of Ideas defines communication as

What is business communication?

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 6

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 7

Need for Communication in Management

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 8

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 9

• In others, such as advertising, it could be a photograph or film with an accompanying slogan.

vi. The channel

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 11

• Two-way communication process

According to the linear view,

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 12

Two-way communication process

Common Problems in Two-Way Communication

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 13

 Sidestepping sensitive issues.

Characteristics of successful communication

 It makes the message more understandable and comprehensible. To achieve it

 Choose precise, short and familiar words.

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 14

 Be truly tactful, thoughtful and appreciative.

One more C -Consistency introduces stability

Importance of communication in Management

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 15

• Interpersonal communication: it is the exchange of messages between two persons.eg.,

Communication Structure in Organisation:

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 16

A.G.M. Supervisor 1 Supervisor 2 Supervisor 3

•Gossip –one person tells everybody else, non-selective basis

•Emotional relief-A safety valve

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 17

How to use the grapevine effectively

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 18

2. Facial expressions: smile (agreement), frowns (disagreement, surprise)

Types of Business Communication

There are two types of business communication in an organization:

It includes all communication within an organization. It may be informal or a formal

Effective internal communication is a vital mean of addressing organizational concerns.

Under Internal Business Communication types there come;

Upward communication is the flow of information from subordinates to superiors, or

By definition, communication is a two-way affair. Yet for effective two-way

Upward Communication is a mean for staff to:

Mrs. ROOPA KARNAM, Dept of MBA,SJBIT Page 19

Downward communication generally provides enabling information – which allows a

e.g.: Instructions on how to do a task.