UNIT 3: COMMUNICATIONS - ORAL/SPEAKING

7. FACE TO FACE COMMUNICATION, CONDUCTING AND

PARTICIPATING IN MEETINGS, PUBLIC SPEAKING -
PRESENTATION SKILLS.................................................................... 99

8. TRANSACTIONAL ANALYSIS IN COMMUNICATION AND

INTERVIEWS TECHNIQUES FOR SUCCESS ............................... 121

9. USES OF TELEPHONE, CELL PHONES, VOICE MAIL AND

COLLABORATIVE TOOLS FOR VIRTUAL MEETINGS ................... 137
MBM 303 Unit III, Lesson 7

LESSON 7 FACE TO FACE COMMUNICATION,

CONDUCTING AND PARTICIPATING IN
MEETINGS, PUBLIC SPEAKING
PRESENTATION SKILLS

7.0 OBJECTIVES ..................................................................................................99

7.1 INTRODUCTION ...............................................................................................99
7.2 ELEMENTS OF GOOD TALKING .........................................................................99
7.3 FACE-TO-FACE COMMUNICATION...................................................................100
7.3.1 Advantages of Face-to-Face Communication.........................................101
7.3.2 Disadvantages of Face-to-Face Communication ....................................101
7.4 CONDUCTING AND PARTICIPATING IN PRODUCTIVE BUSINESS MEETINGS ..........101
7.4.1 Before the Meeting .................................................................................102
7.4.2 During the Meeting .................................................................................103
7.4.3 Handling Conflict ....................................................................................104
7.4.4 Concluding the Meeting ..........................................................................105
7.5 DISTRIBUTING MINUTES ................................................................................105
7.6 USING COMMUNICATION SKILLS WITH SUPERIORS, COLLEAGUES, SUBORDINATES
AND OTHERS AT THE W ORKPLACE ...........................................................................106

7.7 COMMUNICATION AMONGST INTERCULTURAL AUDIENCE ..................................108

7.8 PUBLIC SPEAKING PRESENTATION SKILLS ...................................................109
7.8.1 What is a Presentation? .........................................................................109
7.8.2 Some Typical Reasons for a Presentation..............................................109
7.8.3 Elements of a Presentation.....................................................................109
7.8.4 Styles of presentation .............................................................................110
7.8.5 Hone your personality traits: ...................................................................110
7.9 GETTING READY FOR AN ORAL PRESENTATION ...............................................110
7.9.1 Designing Your Presentation ..................................................................111
7.9.2 Planning Visual Aids ...............................................................................112
7.9.3 Delivery Skills .........................................................................................113
7.9.4 Handling the Questions ..........................................................................116
7.9.5 End with a Summary and Appreciation ...................................................116
MBM 303 Unit III, Lesson 7

7.10 DIFFERENCE BETWEEN ORAL AND W RITTEN REPORTS .................................... 116

7.11 CONCLUSION ............................................................................................... 117
7.12 ANSWERS TO SELF-CHECK QUESTIONS ......................................................... 117
7.13 ASSIGNMENTS ............................................................................................. 117
7.13.1 Class Assignment ............................................................................... 117
7.13.2 Home Assignment ............................................................................... 118
MBM 303 Unit III, Lesson 7

7. Face to Face Communication, Conducting

and Participating in Meetings,
Public Speaking - Presentation Skills

7.0 Objectives

By the end of this lesson you will know about:

Speaking and its key elements.

The importance and advantages of face-to- face communication.
The need for business meetings.
The purpose, planning and execution of business meetings.
Participation in business meetings.
Promoting positive workplace relations.
How presentation skills help management.
The chief principles of delivering an effective presentation.
The proper usage of audio-visual skills.
The difference between oral and written reports.

7.1 Introduction
As you know, your work will involve oral as well as written communication.
You are likely to spend more time in oral communication than in any other
work activity. Most of your oral communication will be informal but some of it
will be formal as in meetings, phone calls, dictation, speeches and oral
reports. In oral communication, we learn words to control ourselves and the
world around us. Talking, then, is the oral expression of knowledge,
viewpoints, and emotions through words.

7.2 Elements of Good Talking

The techniques of good talking use four basic elements:

Voice quality
Style
Word choice
Adaptation

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Voice Quality: Good voice quality helps one communicate effectively. It

involves pitch, delivery speed, and volume. Although we have to accept the
voice that is given to us, we can work on it for improvement. Study the quality
of your voice and compare it with what experience tells you is good. Then
correct the shortcomings.

Style: Style is the blending of pitch, speed, and volume to form a unique
speaking personality. A self-analysis of your speaking should show you your
speaking style and the image it projects. Determine your style deficiencies
and work to improve.

Word Choice: Word choice is related to ones vocabulary. The larger the
vocabulary, the more choices one has. Nevertheless, to successfully get your
message across, you should choose words within your listeners vocabulary.
Select those that appropriately convey the morality and courtesy you desire
and respect the listeners knowledge of the subject matter.

Adaptation: Adaptation means fitting the message to the intended listener. It

includes word selection, the effect produced on the listener, voice and style.
This may vary in messages delivered in different cultures and in different
social and work situations.

Good speakers are courteous and dont attempt to dominate. They are
assertive and treat others as they want to be treated.

7.3 Face-to-Face Communication

One dimensional communication technologies cannot replace the richness or
effectiveness of face to face communication. According to Theo Haimann,
The human voice can impart a message with a meaning and shading which
even long pages of written words simply cannot convey. Different studies on
communication have clearly shown that face-to-face communication carries
the message better than any printed medium. Daily contact between superiors
and subordinates is the most important and frequently used method in
effective communication. Louis A. Allen points out that, Most companies
agree that people listen and understand better if information is imparted to
them by their boss on the job.

Face-to-face conversation or interpersonal (dyadic) interaction has many

advantages. It allows you to be persuasive and expressive because you can
use your voice and body language to make a point. You are less likely to be
misunderstood because you can read feedback and make needed
adjustments. In conflict resolution, you can reach a solution more efficiently
and cooperate to create greater levels of mutual benefit when communicating
face-to-face. Moreover, people want to see each other to satisfy a deep
human need for social interaction. For numerous reasons, communicating in
person remains the most effective of all communication channels.

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7.3.1 Advantages of Face-to-Face Communication

It is suitable for the communication of confidential matters.

It is immediate and helps in projecting the urgency of the matter.
It is flexible. Decisions can be modified on the spot and without delay.
It allows for a personal approach and hence matters can be discussed and
differences resolved.
It provides an immediate response and feedback.
It allows the employees to know their relation with their own jobs and also the
organization they serve.
As Louis Allen points out, face-to-face conversation gives the communication
the stamp of authority since the boss himself explains problems to his
subordinates.

7.3.2 Disadvantages of Face-to-Face Communication

It is unfit to convey plans and policy decisions requiring lengthy explanations.

It is very difficult to get a message across to a large gathering.
It may be a total failure where certain information is to be transmitted to
various parts of an organization and at different levels which are not located at
one place.
It may be less accurate and being informal, may carry less weight.
On many occasions it tends to be loose and vague and thus the message
may lose its character.

7.4 Conducting and Participating in Productive Business

Meetings
As business becomes more team oriented and management becomes more
participatory along with people attending meetings more than ever. We find
that despite the heavy reliance on e-mails and the growing use of wireless
devices to stay connected, meetings are still the most comfortable way to
exchange information.

Meetings consist of three or more individuals who gather to pool information,

solicit feedback, clarify policy, seek consensus, and solve problems. Meetings
represent opportunities as they are prime tools for developing staff as well as
being career-critical for many employees. The inability to run an effective
meeting can sink a career, warns The Wall Street Journal. The head of a
leadership training firm echoed this warning when he said, If you cant
orchestrate a meeting, you are of little use to the corporation. At meetings,
judgments are formed and careers are made, hence, they are to be viewed as
golden opportunities to demonstrate leadership, communication, and problem-
solving skills.

Here are some time-tested techniques for planning and conducting successful
meetings. You will also learn how to be a valuable participant in a meeting. In

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order to effect this in-house cross-fertilization of ideas, meticulous planning is

required.

7.4.1 Before the Meeting

Benjamin Franklin once said, By failing to prepare, you are preparing to fail.
If you are in charge of a meeting, give yourself plenty of preparation time to
guarantee the meetings success. Before the meeting, determine your
purpose, decide how and where to meet, organize an agenda, decide who to
invite, and prepare the meeting location and materials.

Determine the Purpose: At the outset, you must decide the purpose of your
meeting and whether a meeting is even necessary. No meeting should be
called unless the topic is important, cant wait, and requires an exchange of
ideas. If the flow of information is strictly one way and no immediate feedback
will result, then a meeting should not be scheduled. If people are merely being
advised or informed, send an e-mail, memo, letter or telephone/ voice mail
message. To decide whether the purpose of the meeting is valid, it is a good
idea to consult the key people who will be attending the meeting. Ask them
what outcomes are desired and how to achieve them. This consultation also
sets a collaborative tone and encourages full participation.

Once you have determined that a meeting is necessary, you must decide
whether to meet face-to-face or virtually. If you decide to meet face-to-face,
reserve a suitable venue. If you decide to meet virtually, make any
necessary advance arrangements for your voice conference, video
conference, or Web conference.

Planning and Executing a Meeting

The task of planning and coordinating a meeting is a demanding role that can
be rewarding at the completion of the event. The following are the steps
required in the planning of a meeting:

Organizing a Notice and an Agenda. Prepare an agenda of topics to be

discussed during the meeting. Also include any reports or materials that
participants should read in advance. For continuing groups, you might also
include a copy of the minutes of the previous meeting. To keep meetings
productive, limit the number of agenda items. Remember, the narrower the
focus, the greater the chances for success. Consider putting items that will be
completed quickly near the beginning of the agenda to give the group a sense
of accomplishment. Save emotional topics for the end. You should distribute
the agenda at least two days in advance of the meeting. A good notice and
agenda covers the following information:

Heading

Date and place of meeting.

Start time and end time.

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Brief description of each topic, in order of priority, including names of

individuals who are responsible for performing some action?
Proposed allotment of time for each topic.
Any pre-meeting preparation expected of participants.

Inviting participants: The number of meeting participants is determined by the

purpose of the meeting. If the meeting purpose is motivational, such as an
awards ceremony then the number of participants is unlimited. But to make
decisions, the best number is five or fewer participants. Ideally, those
attending should be people who will make the decision and people possessing
the information necessary to make the decision. Also attending should be
people who will be responsible for implementing the decision and
representatives of groups who will benefit from the decision. It is important to
note that brainstorming sessions may help employees look at problems from
different angles and find creative solutions.

Preparing the venue and materials: If you are meeting face-to-face, decide the
layout of the room. To maximize collaboration and participation, try to arrange
tables and chairs in a circle or a square so that all participants can see one
another. Moreover, where you sit at the table or stand in the room signals
whether you wish to be in charge or are willing to share leadership.
Inspect the venue for facilities- mikes, audio-visual aids, screens, boards,
flipcharts, catering, seating, lighting, break-up rooms for workshops, writing
and handout material proximity (nearness to the airport/station), and capacity
for accommodating different sizes of groups etc.

Corporate meetings: In case the purpose is to hold corporate meetings, then

business executives have to plan the following: Who are the invitees? Where
will they stay? Will the meeting take place in the head office or at some
resort/hotel/hall? What accessories will be needed? (name
tag/folders/stationery/corporate gifts etc.), and also plan their food according
to national and international preferences and other entertainment
arrangements. Business managers should remember to send invitations and
brief memos of the agenda of the meeting, to all concerned, well in advance.
Participating members have to be informed about making presentations or to
organize workshops.

Other needs: In case of a day-long meeting, then some team building

activities or entertainment activities during recess should be planned. Finally,
managers should keep an eye on the cost-effectiveness of holding such
meetings, i.e. if the expenses are covered within the budget allocated.

7.4.2 During the Meeting

Meetings can be less boring, more efficient, and more productive if leaders
and participants recognize how to get the meeting started, move it along,
handle conflict, and deal with dysfunctional participants. Whether you are
the leader or a participant, it is important to act professionally during the
meeting.

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Etiquette Tips for both Leader and Participants

Leaders:

Start and end the meeting on time.

Introduce yourself and urge participants to introduce themselves.
Make everyone feel welcome and valued.
Maintain control of the group members and discussion.
Conduct an interactive and lively session
Make sure that everyone participates.
Stick to the agenda.
Encourage everyone to follow the ground rules.
Schedule breaks for longer meetings.

Participants:

Arrive on time and stay until the meeting ends, unless you have made prior
arrangements to arrive late or leave early.
Leave the meeting only for breaks and emergencies.
Come to the meeting prepared.
Turn off cell phones and pagers.
Follow the ground rules.
If you are on the agenda as a presenter, do not go over your allotted time.
Do not exhibit nonverbal behavior that suggests you are bored, frustrated,
angry, or negative in any way.
Do not interrupt others or cut anyone off.
Make sure your comments, especially negative ones, are about ideas, not
people.
Listen carefully to what other participants are saying.
Participate fully. Do not digress or engage in side conversations.
Complete in a timely manner any follow-up work that you are assigned.
The next step is to assign one attendee to write down the minutes and
one to act as a recorder. The recorder stands at a flipchart or whiteboard
and lists the main ideas being discussed and agreements reached.

7.4.3 Handling Conflict

Conflict is a normal part of every workplace. When individuals are performing

in a dysfunctional role (such as blocking discussion, monopolizing the
conversation, attacking other speakers, joking excessively, not paying
attention, or withdrawing), they should be handled with care and tact. The
following specific techniques can help a leader control some group members
and draw others out.

Lay down the rules in an opening statement. Give a specific overall summary
of topics, time allotment, and expected behavior. Warn that speakers who
digress will be interrupted.

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Seat potentially dysfunctional members strategically. Experts suggest seating

a difficult group member immediately next to the leader. It is easier to control
a person in this position.
Assign dysfunctional members specific tasks. Ask a potentially disruptive
person, for example, to be the group recorder.
Interrupt members who monopolize.
Encourage reticent members to participate.

Rather than the leader curtailing disruptive behavior all the time (the disruptive
member feels attacked and becomes even more difficult), one may adopt a
more psychological approach wherein the group as a whole is encouraged to
nudge the disruptive member back into congenial behavior. You may do this
by reiterating an objection of his by saying well, Dhavan feels this activity is
useless, how do the rest of you feel about it

7.4.4 Concluding the Meeting

It is important to adhere to the agenda and the time schedule. When the
group seems to have reached a consensus, it is equally important to
summarize the groups position and check to see whether everyone
agrees. To show respect for participants, the leader should be sure that the
meeting stops at the promised time. It may be necessary to table (postpone
for another meeting) some unfinished agenda items. Concluding a meeting
effectively helps participants recognize what was accomplished so that they
feel the meeting was worthwhile. Effective leaders perform a number of
activities in ending a meeting and following up.

When the objectives have been met, the discussion should stop. Deadlines for
future action plans should also be established. It may be necessary to ask
people to volunteer to take responsibility for completing action plans agreed to
in the meeting. No one should leave the meeting without a full understanding
of what was accomplished.

An effective leader concludes by asking the group to set a time for the next
meeting. The leader should also assure the group that a report will follow and
thank participants for attending the meeting. The room should be returned to a
neat and orderly appearance.

7.5 Distributing Minutes

If minutes were taken during the meeting, they should be keyed in an
appropriate format and distributed within a couple of days after the meeting to
all participants and to anyone else who needs to know what was
accomplished and discussed during the meeting.

Minutes of Meeting

Brief reports of the proceedings of a meeting and the decisions taken are
presented at the next meeting of the same body. These reports are called

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minutes. Minutes are an authentic record of what happened at the meeting;

they are also a means of informing those members who were absent about
the discussions and the decisions that took place.. The two important qualities
of good minutes are accuracy and brevity. The Secretary or any other person
assigned to the job prepares the minutes of the meeting. It contains the
following components:

Components of Minutes of the Meeting

Heading, place, date and time of the meeting are mentioned

A list mentioning the name of the Chairman, members and the people present
is included Letters or messages of apologies for absence are read out in the
meeting
Minutes of the last meeting are read, confirmed and signed.
Subjects are discussed and a summary of discussions and decisions taken
topic wise are listed
The date of the next meeting is announced.

7.6 Using Communication Skills with Superiors, Colleagues,

Subordinates and Others at the Workplace
In todays fiercely competitive business arenas, etiquette and protocol
intelligence will distinguish you from the crowd. Business conversations are
interactions with a purpose. The degree of success that you achieve in
business is directly related to the proficiency of your communication skills.
Whether it is called professionalism, business etiquette, ethical conduct, social
intelligence, or soft skills, we are referring to a whole range of desirable
workplace behaviour. In order to maintain a stress-free atmosphere at the
workplace a few steps are essential.

Express gratitude and appreciation: Most informal communication arises

due to the social relationships and personal needs of the members of an
organization and is not routed through the lines of authority, as is the case of
formal communication. Regardless of the outcome of the interaction, it is a
good practice to express your gratitude and appreciation for the other
persons time and intention as it will pave the way for future dialogue. To be
most effective in workplace conversations, use correct names and titles,
choose appropriate topics, avoid negative and judgmental remarks, and give
sincere praise.

Be polite: While interacting with people, it is essential to be polite. Modifying

your language is a very effective approach when you are trying to establish a
friendly and cooperative atmosphere, especially when negotiating in meetings
or asking for assistance from colleagues. Whatever your relationship with the
listener is boss, colleague or subordinate, everyone likes to be spoken to
with respect and courtesy.

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Choose positive responses: Workplace communication is not meant to

harness animosity or create misunderstandings but to have a functional
exchange between people to advance common goals. The main challenge is
to ward off heated and baseless accusations that come your way. The best
solution is to make good choices about how to respond. Choosing to respond
rather than react is to be aware that we can be calm, civil and gracious in our
reaction. Staying positive will help to validate the beliefs and concerns behind
baseless remarks.

Convey with clarity: Everyone at their workplace at some point of time or the
other has faced an interaction with the boss or colleague that has caused
embarrassment, confusion, anger and pain. In such difficult situations,
business executives can improve the situation by applying certain time-tested
communication techniques. Conveying a message skillfully with clarity, even
if it contains bad news, can mitigate the effect on the listener and he can
begin to process the information.

Use temperate phrasing: While interacting, it is best to avoid words that

create a heated argument. Temperate phrasing helps you to put across very
sensitive issues to others without making them feel wrong or uninformed. This
way people who are geographically separated and who do not know each
other very well work more effectively together.

Maintain protocol: Communication must be structured, i.e. guided by

protocols for listening and speaking. These steps may include presentation of
a focusing question, close examination of work, description of work, clarifying
questions, feedback to the person(s) observed, and reflection on the process.
Communication should be collective and public, i.e., several levels of
management across important functions have to be engaged and senior
managers need to keep juniors informed about what has been learned and
any changes in strategies. Interactions must also allow the employees to
voice their opinions without fear of upsetting higher level personnel or risking
their jobs.

Use non-verbal cues: Using non-verbal cues along with verbal cues will help to
convey ideas effectively, promote goodwill and invite future contributions.
Use your voice as a communication tool. Adopt the right pronunciation, tone,
pitch and variation. Pleasant facial expressions, eye-contact, appropriate hand
and body movements will support verbal language. Verbal cues like
encouraging one to speak, acknowledging ideas, questioning to gain
additional information or clarity; directing and informing will ensure a good
rapport with the members.

Listen intently: Active listening is as important as effective speaking in

communication. When you carefully listen to others, you will be listened to. By
careful listening, you can interpret, understand, and paraphrase the message
so as to fully comprehend it without any distortions. Any request,
expectations, promises will be very clearly understood.

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Handle criticism positively: Tact and care should be taken while criticizing.
Avoid the blame-game and be certain that the members understand the
motive behind the corrective action and the consequences. Learn what you
can from workplace criticism to improve your performance on the job. When
being criticized, you should listen, paraphrase, and clarify what is said; if you
agree, apologize or explain what you will do differently. If you feel you are
being criticized unfairly, disagree respectfully and constructively; look for a
middle position.

Respect silence: Many communicators are afraid of silence because they

interpret it as a signal that the communication has failed. This is not true.
There are silences that are golden, such as reflective, peaceful, or respectful
silences. Such silences can be helpful tools to enhance communication and to
promote and maintain the existing relationships. Besides generating focus and
concentration, it conveys deep feelings that words cannot express.
Communication between people may be covered even by a simple glance,
gesture or smile.

Be helpful: In unannounced and casual meetings, your colleague might have

planned to approach you for help and this gives you no time for discussion or
allows no time to study the strength or weakness of the request. Its friendly
approach is meant to act as an influence on your final decision making. You
can extend social courtesies as a token of goodwill. Could not really
understand this point

7.7 Communication amongst Intercultural Audience

When you have a conversation with someone from another culture, you can
reduce misunderstandings by following these tips:

Use simple English. Speak in short sentences (under 20 words) with familiar
short words. Eliminate puns, slang and jargon.
Speak slowly and enunciate clearly. Avoid fast speech and dont raise your
voice. Always write numbers for all to see.
Encourage accurate feedback. Ask probing questions, and encourage the
listener to paraphrase what you say. Dont assume that a yes, a nod, or a
smile indicates comprehension or assent.
Check frequently for comprehension. Avoid waiting until you finish a long
explanation to request feedback. Instead, make one point at a time, pausing
to check for comprehension.
Observe eye messages. Be alert to a glazed expression or wandering eyes.
These tell you the listener is lost.
Accept blame. If a misunderstanding results, graciously accept the blame for
not making your meaning clear.
Listen without interrupting. Curb your desire to finish sentences or to fill out
ideas for the speaker.
Smile when appropriate. Roger Axtell, international behavioral expert, calls
the smile the single most understood and most useful form of communication

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in either personal or business transactions. However, excessive smiling may

seem insincere.

Business communication culminates all these factors that ultimately result in

an efficient interpersonal work relationship.

7.8 Public Speaking Presentation Skills

Organizations today are increasingly interested in hiring people with good
presentation skills. The business world is changing and technical skills arent
enough to guarantee success. You also need to be able to communicate
ideas effectively in presentations to customers, vendors, members of your
team, and management. Your presentations will probably be made to inform,
influence, or motivate action.

7.8.1 What is a Presentation?

A presentation is a live mode of sharing information and discussing new ideas

with a select audience using visual electronic aids. Being able to express
information and ideas clearly and in a well-organized way in front of a group of
people is a useful skill. Along with computer literacy, professional presentation
skills are becoming a new survival skill in the workplace. People enjoy
presenters who are inviting, engaging, and informative. Your confidence,
fluency and readiness of mind in conducting discussions and debates stand
out as attributes of your personality.

7.8.2 Some Typical Reasons for a Presentation

Today, it is necessary for you as a student, researcher, job-seeker or a

manager to make a presentation on a specific subject to a select audience. In
an organization, whether you present to internal or external audiences, your
presentation basics remain the same. Sales managers and financial
managers deliver presentations to potential customers. Brand managers
propose new ideas to the management and present the new product line to
the sales force. Division heads and shop floor supervisors brief senior
managers on recent developments in their respective divisions. They also
explain new policies and procedural changes to their subordinates. Besides
these, there are presentations from the engineers and scientists involved in
the research and development activities of their companies.

7.8.3 Elements of a Presentation

A presentation has a well-defined format. As a normal practice the audience

sits through the presentation without interrupting the presenter and on
completion is invited to ask questions or seek clarification.

Presentations have three major elements:

Presenter

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Audience
Specific content with a definite objective to be achieved.

7.8.4 Styles of presentation

There are three methods of presentation:

Extemporaneous
Memorizing
Reading.

The extemporaneous method is preferred and is popular.

7.8.5 Hone your personality traits:

Confidence: Having confidence in yourself is important. To earn the

confidence of your audience, project the right image, and talk in a strong,
clear voice.
Sincerity: Sincerity is vital. Your listeners are quick to detect insincerity. You
convey an image of sincerity by being sincere.
Thoroughness: Achieve integrity in your presentation by giving your listeners
all they need to know - the correct information and necessary details.
Friendliness: Projecting an image of friendliness helps your communication
effort as audience will be receptive to what you say. Be an enthusiastic
speaker.

7.9 Getting Ready for an Oral Presentation

In getting ready for an oral presentation, focus on these five areas:
preparation, organization, audience rapport, visual aids, and delivery.

A trained presenter approaches a presentation with an awareness of all its

elements and a fully planned strategy. As a presenter, plan the following
before delivering the presentation.

Identify your purpose and its achievement

Analyze your audience
Identify the need
Collate your information
Design your communication
Time your presentation
Decide on the visual aids to be used
Study the location.

Know Your Purpose

The most important part of your preparation is deciding your purpose. What
do you want to accomplish? Whether your goal is to persuade, to inform, or to

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entertain, you must have a clear idea of where you are going. At the end of
your presentation, what do you want your listeners to believe, remember, or
do?

Know Your Audience

A second key element in preparation is analyzing your audience, anticipating

its reactions, and making appropriate adaptations. Whatever type of audience
you will have, remember that the most important thing to do is to plan your
presentation so that it focuses on audience benefits. The members of your
audience will want to know whats in it for them. Other elements, such as age,
gender, education, experience, professional background, and audience size
will affect your style and message content. Analyze the following questions to
help you determine your organizational pattern, delivery, style, and supporting
material.

How will this topic appeal to this audience?

How can I relate this information to my listeners needs?
What is their background and level of knowledge?
What is their likely attitude towards the subject and you?
What would be most effective in making my point? Facts, Statistics, Personal
experiences, Expert opinion, Humour, Cartoons, Graphic illustrations,
Demonstrations, Case histories or Analogies.
What will be the outcome of your presentation?

7.9.1 Designing Your Presentation

Plan your introduction: Structure your presentation in such a way that it is

logical, clear and complete in 30 minutes. The normal order of any exposition
is to first list the main ideas and then elaborate your points. Your introduction
indicates the main idea of your presentation. This helps the audience to know
the subject and focus on your presentation. Good organization and intentional
repetition help your audience understand and retain what you say. Attention-
grabbing openers include questions, startling facts, jokes, anecdotes, and
quotations. After capturing attention, introducing yourself, and establishing
your credibility, you will want to preview the main points of your topic, perhaps
with a visual aid.

Organizing the Body: The biggest problem with most oral presentations is a
failure to focus on a few principal ideas. Therefore, the body of your short
presentation (20 or fewer minutes) should include a limited number of main
points. Develop each main point with adequate, but not excessive,
explanation and details. Too many details can obscure the main message,
so keep your presentation simple and logical. Organize your content by time,
geography, topic/ function, importance, comparison/contrast or some other
method that is logical to the receiver.

Summarizing in the conclusion: Effective conclusions summarize main

points and allow the speaker to exit gracefully.

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Strive to achieve these three goals:

Summarize the main themes of the presentation.

Leave the audience with a specific and memorable takeaway.
Include a statement that allows you to leave the podium gracefully.

When it is time to end your presentation, be careful not to introduce any new
material. Anything important should have been included in the body of your
presentation. A conclusion is like a punch line and must be memorable. Think
of it as the high point of your presentation, a valuable nugget of information to
take away. The valuable piece of information, or takeaway, should tie in with
the opening and present a forward-looking idea. In your conclusion you might
want to use an anecdote, an inspiring quotation, or a statement that connects
with the beginning and offers a new insight. Whatever you choose, be sure to
include a closing thought that indicates you have completed your
presentation. So if your presentation is on creating a better society to live in,
you may end your presentation by saying:

Remember dont wait for the change Be the change!

7.9.2 Planning Visual Aids

Good visual aids have many purposes. They emphasize and clarify main
points, thus improving comprehension and retention. They increase audience
interest, and they make the presenter appear more professional, better
prepared, and more persuasive. Good visuals also serve to jog the memory
of a speaker, thus improving self confidence, poise, and delivery. Fortunately
for todays speakers, many forms of visual media are available to
enhance a presentation. The commonly used aids are Flip-charts, Overhead
projectors, power point software, speakers handouts and notes etc.

Multimedia slides: Create a professional appearance with many color, art,

graphic, and font options in your multimedia slides. They are easy to use and
can be transported via removable storage media, Web download, or as an e-
mail attachment. They are also inexpensive to update.

Flip charts or white boards: These provide inexpensive options available at

most sites. They are easy to (a) create, (b) modify or customize on the spot,
(c) record comments from the audience, and (d) combine with more high-tech
visuals in the same presentation.

Overhead Projectors: Students and professional speakers alike still rely on

the overhead projectors for many reasons. Most meeting areas are equipped
with projectors and screens. The presentation slides in a pre-set order are fed
directly in a lap top and with the help of an LCD projector; the image projected
is impressive and absorbing.

Handouts or speakers notes: Encourage audience participation. They are

easy to maintain and update. They enhance recall because the audience
keeps the reference material.

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Visual aids should not be many. It will lessen the impact. Visuals should be
prepared in bold, clear letters that can be seen from any side of the room. The
visual slide should not be filled with too many words. Use different colours to
distinguish different points. Number the sequence of the slides and rehearse
the presentation with them. Keep the slide displayed for a sufficient time till
the audience reads it.

7.9.3 Delivery Skills

Building Rapport

Good speakers are adept at building audience rapport. They form a bond with
the audience; they entertain as well as inform. They keep their audience
involved throughout the presentation. How do they do it? From observations
of successful and unsuccessful speakers, we learn that the good speakers
use a number of verbal and non-verbal techniques to connect with the
audience. Some of their helpful techniques include providing effective
imagery, supplying verbal signposts, and using body language strategically.

Verbal Signposts

Speakers must remember that listeners, unlike readers of a report, cannot

control the rate of a presentation or flip back through pages to review
main points. As a result, listeners get lost easily. Knowledgeable speakers
help the audience recognize the organization and main points in an oral
message with verbal signposts. They keep listeners on track by including
helpful previews, summaries, and transitions, such as these:

Previewing
The next segment of my talk presents three reasons for . . . .
Lets now consider two causes of . . . .

Summarizing
Let me review with you the major problems I have just discussed
You see, then, that the most significant factors are . . . .

Switching directions
Thus far we have talked solely about . . . ; now lets move to . . . .
I have argued that . . . and . . . , but an alternate view holds that . . . .

You can further improve any oral presentation by including appropriate

transitional expressions such as first, second, next, then, therefore,
moreover, on the other hand, on the contrary, and in conclusion. These
transitional expressions build coherence, lend emphasis, and tell listeners
where you are headed to. Presentations should use simple English. Its
language should be clear, free of jargon, complex and passive words and
phrases, and concise.

Non-Verbal Messages

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Although what you say is most important, the nonverbal messages you send
can also have a powerful effect on how well your message is received. Body
language, facial expressions, eye contact and voice modulation can make or
break your presentation. The following suggestions focus on non-verbal tips to
ensure that your verbal message is well received.

Use Your Voice as a Communication Tool

You can pick up useful tips for using your voice most effectively by learning
how to control such elements as pronunciation, voice quality, pitch, volume,
pace and emphasis.

Pronunciation: Proper pronunciation involves saying words correctly and

clearly with the accepted sounds and accented syllables. To learn correct
pronunciation, listen carefully to people who speak correctly and consult a
speaking dictionary (if you are not comfortable with the phonetic symbols used
in dictionaries. A speaking dictionary is easily found on the net) for help in
exact pronunciation.

Voice quality: The quality of your voice sends a nonverbal message to

listeners. It identifies your personality and your mood. Some voices sound
enthusiastic and friendly, conveying the impression of an upbeat person who
is happy to be with the listener. But voices can also sound controlling,
patronizing, slow-witted, angry, bored, and childish. To check your voice
quality, record your voice and listen to it critically.

Pitch: Effective speakers use a relaxed, controlled, well-pitched voice to

attract listeners to their message. Pitch refers to sound vibration frequency;
that is, the highness or lowness of a sound. Voices are most engaging when
they rise and fall in conversational tones. Flat, monotone voices are
considered boring and ineffectual.

Volume and pace: This refers to the loudness and speed at which you
speak. The volume of your voice is the degree of loudness or the intensity of
sound. With pace, if you speak too slowly, listeners are bored and their
attention wanders. If you speak too quickly, listeners may not be able to
understand you. Most people normally talk at about 125 words a minute.
Monitor the nonverbal signs of your listeners and adjust your volume and pace
as needed.

Emphasis: By emphasizing or stressing certain words, you can change

the meaning you are expressing. To make your message interesting and
natural, use emphasis appropriately.

Appearance: Dress professionally to build credibility. Maintain a good

posture to show confidence. Leaning excessively on the podium or a sloppy
posture does not give a good impression.

Use appropriate eye contact: Maintaining eye contact with your audience
shows that you are confident and prepared. In addition, looking at audience

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members, rather than looking at your notes or your computer screen, helps
them feel more involved.

Vary your facial expression: Begin with a smile, but change your
expressions to correspond with the thoughts you are voicing. You can shake
your head to show disagreement, roll your eyes to show disdain, look
heavenward for guidance, or wrinkle your brow to show concern or dismay.
Smile and look relaxed when answering questions.

Gestures: Use positive gestures and hand movements to reinforce your

argument. Avoid staying fixed behind the podium. Movement makes you look
natural and comfortable and helps you connect more with your audience as
well as subtly asserting dominance. Even if you have to stay close to your
visual aids, move about so that you are fully visible to the audience.

Speak extempore: Do not read from notes or a manuscript, but speak

extemporaneously. Use your presentation slides to guide your talk. Use note
cards or a paper outline only when presenting without an electronic slideshow.
Throw interesting questions at the audience. Invite the audience to role-play.

Make the presentation sound well researched and enthusiastically presented.

Rehearsal

To give a good performance, you should rehearse your full performance to be

able to:

Coordinate speech and visual projections.

Know if information has been properly edited.
Time the presentation.
Minimize stage fright.

Rehearse your presentation before experienced speakers and inculcate their

valuable tips. A video recording of your presentation rehearsal would be most
useful to help you improve your body language.

Techniques for Conquering Stage Fright

Everyone feels some form of apprehension before speaking, it is impossible to

eliminate the physiological symptoms altogether. However, you can reduce
their effects with the following techniques:

Breathe deeply
Know your topic and come prepared
Convert your fear to feelings of excitement/enthusiasm
Use positive self-talk
Take a sip of water
Shift the spotlight to your visuals or the audience rather than being self
absorbed

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Ignore any stumbles

Dont admit that you are nervous
A tip is to keep a paper clip in your hand, you can toy with it to release
nervous energy and your audience will never notice
Feel proud when you finish

7.9.4 Handling the Questions

Treat questions as an important and necessary part of your presentation. If

your presentation is followed by a series of questions, it shows that the
presentation was able to involve the audience. You should consider every
question as an opportunity to further explain your point. You can add new
evidence or examples to support your point. Relate each question to your
theme and base your arguments in view of your presentation.

7.9.5 End with a Summary and Appreciation

To signal the end of the session, as you answer the last question, try to work it
into a summary of your main points. Then, express appreciation to the
audience for the opportunity to talk with them.

7.10 Difference between Oral and Written Reports

Oral reports differ from written reports in the following ways:

Written Oral
Greater use of visuals Use of non-verbal cues
Paragraphing and punctuation
heighten effect
Reader controls the pace of a written Speaker controls the pace
report
Greater stress on correctness. Rules Meaning should be highlighted
of grammar, structure need to be through use of paralanguage
followed

Self-Check Questions
1. Before a meeting, ------------------- of it has to be decided.
2. ----------- is a normal part of every workplace.
3. Within a couple of days after the meeting ---------- are distributed to the members.
4. Mention any three essentials for amicable communication at the workplace.

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5. What are the two key elements you need to clarify before you begin creating your
presentation?
6. Mention three ways for a speaker to use verbal signposts in a presentation.
7. List some visual aids that would make your presentation effective.

7.11 Conclusion
In this lesson, you have learnt about the significance of face-to-face
interactions. You have also understood the technicalities of conducting an
efficient meeting and to make an impressive presentation.

7.12 Answers to Self-Check Questions

1. The purpose
2. Conflict
3. The Minutes
4. Politeness, Clarity of content and positive Non-verbal cues.
5. Know your purpose and your audience.
6. Previewing, Summarizing and Switching directions.
7. Multimedia slides, Overhead Projector and Flip charts/white boards.

7.13 Assignments
7.13.1 Class Assignment

1. Why is professionalism, business etiquette, or soft skills so important in the

workplace?
2. In what ways can conflict be a positive force in meetings and how should it
be addressed?
3. List the guidelines for leaders and participants in a meeting.
4. Name the elements that you control in using your voice as a
communication tool.
5. What techniques are most effective for reducing stage fright?
6. How can business professionals create and maintain positive
workplace relations in face-to-face contact?
7. Mention some ways callers can practice courteous and responsible cell
phone use.
8. Why is it important to analyze your audience when preparing your
presentation?

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7.13.2 Home Assignment

1. Is face-to-face communication always preferable to one-dimensional

channels of communication such as e-mail and fax? Why or why not?
2. How can you respond and benefit professionally when criticized at work?
3. List the ways that non-verbal cues can help in making a presentation
effective.
4. What role should a leader and a participant adopt in a meeting?
5. Bring out the difference between oral and written reports.

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LESSON 8 TRANSACTIONAL ANALYSIS IN

COMMUNICATION AND INTERVIEWS
TECHNIQUES FOR SUCCESS

8.0 OBJECTIVES ................................................................................................121

8.1 INTRODUCTION .............................................................................................121
8.2 TRANSACTIONAL ANALYSIS ...........................................................................121
8.2.1 The Three Ego States ............................................................................122
8.2.2 Types of Transactions ............................................................................123
8.2.3 Life Positions ..........................................................................................123
8.3 OBJECTIVES OF TRANSACTIONAL ANALYSIS ....................................................124
8.3.1 Transactional analysis helps people to develop interpersonal relationships
through four stages ..........................................................................................124
8.3.2 Benefits of Transactional Analysis ..........................................................125
8.4 INTERVIEWS .................................................................................................126
8.4.1 Purpose of Interview ...............................................................................126
8.4.2 Common Types of Interviews .................................................................126
8.4.3 Interview Media ......................................................................................127
8.4.4 Choosing a Career Path .........................................................................128
8.5 INTERVIEW SKILLS CREATING AN IMPACT .....................................................128
8.5.1 Identifying Your Interests ........................................................................128
8.5.2 Evaluating Your Qualifications ................................................................129
8.6 PRE-EMPLOYMENT TESTING .........................................................................129
8.6.1 Preparing for a Job Interview ..................................................................130
8.7 STRATEGIES FOR SUCCESS...........................................................................131
8.8 INTERVIEWERS RESPONSIBILITY....................................................................132
8.8.1 Conducting an Ideal Interview ................................................................133
8.9 ANSWERS TO SELF-CHECK QUESTIONS .........................................................134
8.10 CONCLUSION ...............................................................................................134
8.11 ASSIGNMENTS ..............................................................................................134
8.11.1 Class Assignment................................................................................134
8.11.2 Home Assignment ...............................................................................134
MBM 303 Unit III, Lesson 8

8. Transactional Analysis in Communication

and Interviews Techniques for Success

8.0 Objectives
By the end of this lesson, you will learn:

To understand the concept Transactional Analysis.

To comprehend the application of Transactional Analysis in management.
About the role and benefits of Transactional Analysis in Organizations.
To understand the purpose of job interviews.
To differentiate the various types of interviews.
To prepare for employment interviews/ fight interview fears.
About the role of the interviewer/conducting an ideal interview.
Strategies for success and follow-up activities.

8.1 Introduction
Transactional Analysis is an essential theory to learn about the responses of
an individual to various stimuli. It empowers a person to make a choice about
his reactions thereby, providing a good scope for developing trustworthy
interpersonal skills and mutually beneficial relationships.

An interview reveals the views, ideas and attitudes of the person being
interviewed as well as the skills of the interviewer. Both, the interviewer and
the interviewee must be well prepared for an interview.

While the interview for publication is confined to outstanding personalities and

journalists, the interview for employment is an inevitable experience for
everyone. It is one of the most important dyadic communications. The
employment interview needs a good deal of preparation by both the
interviewer and the candidate, and is discussed in detail.

8.2 Transactional Analysis

A transaction is a unit of social intercourse. When two or more people
encounter each other, sooner or later one of them will speak or give some
indications of acknowledging the presence of the other. This is called
transactional stimulus. The other person will say or do something, which is in
some way related to the stimulus and that is called transactional response.

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Transactional analysis is a technique used to help people to understand better

their own and others behaviour especially in interpersonal relationships.
Transactional analysis helps in finding out, Why people do as they do, by
determining which part of the multiple nature of an individual is being activated
in any transaction.

8.2.1 The Three Ego States

The parts of the multiple nature of an individual which are recorded in the
brain and are replayed in the course of a transaction are described as Parent,
Child and Adult ego states. Dr. Eric Berne has been credited with developing
the basic concepts and theory of transactional analysis.

Ego States: An ego state is a pattern of behaviour that a person develops as

he or she grows up, based on his or her accumulated network of feelings and
experiences. There are three ego states, Parent, Adult and Child as shown
below:

Parent
P
(Taught Concept of Life)
Adult
A
(Thought Concept of Life)
Child
C
(Felt Concept of Life)

Parent: The child records all that he witnesses and hears from his parents
and their actions in his mind in his early five years. The hostility of parents is
recorded with terror and the love with pleasure. Thousands of instructions and
repeated donts are recorded in this set and these impressions are available
for replay throughout the life. It is thus, the taught concept of life. They are
reflected in such words as dont worry, work hard, everything will be O.K.,
well done, and never do so again and in such actions as hugging, blessing,
beating etc.

Adult: When the child is about ten years, the recording of adult starts. An
important function of adult is to examine the data in parent whether or not it is
true and to examine the child to see whether or not the feelings are
appropriate to the present. This is then seen as the thought concept of life.
Adult is reflected in such words as why, who, what and such actions as
listening, thinking, pondering, reflecting etc.

Child: The recordings of all that the child sees and hears. It is done with the
recordings of external and imposed events which we have described as
parent. Most of the reactions of the child are feelings; he is small, he is
dependent, he is clumsy, and so on. When a person is in a grip of feelings,
we say that his child has taken over. It is thus, the felt concept of life. It is
reflected in such words as, do not leave me, I would not do so again, I

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wish, I want, and in such actions as tearful eyes, surprise on face, anger,
pleasure, being playful etc.

8.2.2 Types of Transactions

Any social intercourse may be parallel or crossed. The parent-parent, child-

child or adult-adult transactions may be parallel. These are complementary
and can go on indefinitely (except child-child transactions are few as child is a
get stroke rather than give stroke creature). Parent-child, child-parent, parent-
adult, adult-parent etc. are examples of crossed transactions.

Illustrations

Stimulus : I wish you were better educated.

Response : I am not so lucky (child-child)

Stimulus : You have presented a good report

Response : Thank you (adult adult)

Stimulus : You are always late

Response : Sorry Sir! (parent child)

Stimulus : Support staff is undisciplined

Response : It is a sign of the times (parent parent)

Stimulus : I have to finish the report tonight as it is due tomorrow

Response : You always leave things to the last minute. (adult-
parent)

These kinds of transactions give rise to assertive, aggressive and passive

responses.

8.2.3 Life Positions

In the process of growing up, people make basic assumptions about their own
self-worth as well as about the worth of significant people in their environment.
This may or may not be generalized to other people later in life. Harris called
the combination of assumptions about oneself and another person, a life
position. Life position tends to be more permanent than ego states.
Transactional analysis constructs the following classification of the four
possible life positions held with respect to oneself and others.

I am not O.K. ---- You are O.K.

I am not O.K. ---- You are not O.K.
I am O.K. ---- You are not O.K.
I am O.K. ----- You are O.K.

Very early in life every child concludes I am not O.K. --- You are O.K.
because of his imperative need to depend on others. By the end of the second
year in life, the child decides about one of the first three positions and once
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finalized, he stays in that position and it governs everything he does. It stays

with him for the rest of his life. The decision is based on stroking and non-
stroking. When the mother is old and non-stroking, the child may conclude I
am not O.K. - You are not O.K. When the child is brutalized long enough by
the parents, he may switch over to the position: I am O.K. --- You are not
O.K.,: You have hurt me, you are not O.K., and I am O.K.

The child sees toughness and becomes tough. The fourth position, I am O.K.
You are O.K. is a conscious and verbal decision. The first three positions
are based on feelings/emotions; the fourth is based on thought, faith and ways
of action.

The goal of Transactional analysis is to enable a person to change at will, to

change the responses to recurring and new stimuli. It helps in regaining the
freedom of choice, which is lost by most of the people in early childhood by
building a strong adult.

Transactional analysis offers an excellent model for improving organizational

health. The traditional parent-child relationship between the managers and
subordinates might be changed to adult adult relationships. New
organizational scripts might be formed and practiced. The unique talent of
each person will be appreciated and utilized when people within the
organization increase the number of I am O.K. You are O.K. transactions.
This will promote decentralization of authority is; confidence in the individual
and motivation to contribute his optimal effort for the accomplishment of the
objective.

8.3 Objectives of Transactional Analysis

Developing Interpersonal skills by way of taking interpersonal risks and
developing cooperative relationships helps in successful working
relationships.

Interpersonal risks: Nothing happens in a relationship until the participants

learn to trust each other. However, trusting another person is not simple
because it involves the risk of being exploited. Any relationship cannot
continue if there is a violation of trust. However, we do not know if we can
trust another person until such an opportunity of violation of trust arises.

Developing cooperative relationships: A relationship can be maintained

and can prosper only when it satisfies the participants needs and expectation.
In organizations, people compete for promotions, power and recognition. In a
mutually helpful relationship, the participants tend to cooperate rather than
compete in sharing limited resources or rewards.

8.3.1 Transactional analysis helps people to develop interpersonal

relationships through four stages

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Forming first impressions: First impressions are lasting and important

because they create favourable impressions and are necessary for entering
into enduring relationships with others.

Developing mutual expectations: People develop certain expectations

about each other. In organizations, the manager may expect new employees
to be competent, productive, reliable and loyal and to conform to
organizational norms. New employees on the other hand, expect their
superiors to be fair, supportive and considerate of their needs.

Honouring psychological contracts: A set of mutual expectations that is

worked out and understood by the parties is called a psychological contract.
Each party expects the other to be faithful in relationships, not to take arbitrary
actions and to be honest with him or her. Though this contract is not formally
stated or legally valid, it reassures one that the other is acting in good faith.

Developing trust and influence: The result of meeting the psychological

contract leads to an increased level of trust and influence on each other.
Since the relationship is fulfilling, the parties will continually rely on it to satisfy
their needs.

8.3.2 Benefits of Transactional Analysis

1. Transactional analysis is useful where success depends on interpersonal

effectiveness, such as, sales, employee counseling, etc.
2. Transactional analysis is an important method of executive development. It is
used in business and industry as a way to increase the capability of the
executives to cope with problems and deal more sensibly with people.
3. Training can give workers fresh insights into our own psychological make-up
and it can help them understand why others respond as they do.
4. Transactional analysis reinforces and implements other management
development activities including leadership, communication, management by
objectives, conflict resolution etc.
5. Transactional analysis helps in developing leadership skills among the people.

Self-Check Questions
1. The need for ____________ refers to the need to exercise power and authority.
2. In the child ego state, the person acts in an impulsive and ____________ way.
3. According to Berne, a transaction may be complementary or ____________.
4. Any social intercourse may be ______________.
5. A set of mutual expectations that is worked out by the parties is called
__________.

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8.4 Interviews

8.4.1 Purpose of Interview

Interviews are held for various purposes:

Job or employment interviews are conducted for the selection of suitable

persons on the basis of their qualification and experience.
Interviews are held by some companies for the periodic evaluation of
workers.
Exit interviews are held to determine a persons reasons for leaving the
organization.
Interviews are conducted by company personnel to gather information on
matters like workers attitudes, working conditions, managerial effectiveness
etc.
A meeting or conversation between a journalist or a media presenter and a
person whose views/ideas are sought for broadcasting.
An admission interview of a candidate for admission to a course in
professional training/ higher education.
The interrogation of a person by the police.
An interview given by a celebrity in a question-and-answer session for a select
audience.

8.4.2 Common Types of Interviews

Organizations use various types of interviews to discover quite a bit about the
applicants.

Structured interview: This is mostly used at the screening stage. The

employer controls the interview by asking a series of prepared questions in a
set order, within an allotted time-period. Although useful for gathering facts, it
is generally regarded as a poor measure of an applicants personal qualities.
This type is used by employers to create uniformity in the hiring process.

Open-ended interview: This is less formal and unstructured. The interviewer

poses broad, open-ended questions and encourages the applicant to talk
freely. It helps in bringing out the personality of the candidate and for testing
professional judgment. However, some candidates reveal too much or ramble
on about personal matters. Caution has to be exercised by striking a balance
between gathering personal and professional information.

Group interview: Some organizations perform group interviews, meeting with

several candidates simultaneously to see how they interact. Companies use
this method to assess interpersonal skills and the ability to work in teams.

Stress interview: The most unnerving type of interview is the stress

interview, during which you might be asked questions to unsettle you, or you
might be subjected to long periods of silence, criticism of your appearance,

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deliberate interruptions, or even hostile reactions by the interviewer. Stress

interviews help recruiters see how you handle yourself under pressure.

Situational interview: In this type of interview, you are asked to explain how
you would handle a specific set of circumstances.

Behavioral interview: Candidates are asked to describe real situations in the

past and explain how they responded to them.

Working interview: The most realistic approach is the working interview, in

which the candidate is asked to perform the actual work.

Panel interview: There is a panel of three or four persons who interview the
candidate. They belong to different fields of expertise; one may be a technical
or a subject expert. Assessment is made by the panel together, using rating
scales or other assessment tools. The candidate has to communicate with all
members of the panel

Telephonic Interview: Preliminary assessment may be conducted by holding

a telephone conversation. While it is possible to make a fairly good
assessment by telephone, a face-to-face interview is then essential for taking
a final decision on recruitment. For jobs in which the interviewee's telephone
voice, skills and etiquette are the most important, as in a BPO, the final
decision may be taken on the basis of the telephonic interview.

8.4.3 Interview Media

In addition to a variety of interview formats, you should expect to be

interviewed through a variety of media. Employers trying to cut costs and the
demands on staff time, interview candidates via telephone, e-mail, instant
messaging, virtual online systems, and videoconferencing. These alternative
media options are used more frequently in the screening stage. The following
hints should be helpful:

Treat a telephonic interview as seriously as you would an in-person interview.

A positive, alert tone of voice is vital. Beware of time zones when it is an
international call.

When interviewing via e-mail or IM, take a second to review your responses
before sending them. Maintain a professional style and be sure to ask
questions that demonstrate your knowledge of the company and the position.

Computer- based virtual interviews range from simple structured interviews to

realistic job simulations. The latest innovation in simulators, use prerecorded
videos of real people asking questions and records the candidates answers
on video as well.

Many large companies use videoconferencing systems to screen and

interview candidates. A few tips should be useful:

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Ask for a preliminary phone conversation to establish rapport with the

interviewer.
Dress conservatively, as if the interview is being conducted in person Arrive
early to get used to the equipment. Try it out beforehand.
During the interview, speak clearly but not slower than normal
Sit straight and talk to the camera.
Avoid excessive movements and keep your mannerisms natural and try to
relax.

8.4.4 Choosing a Career Path

In choosing an area, you will make the best decisions when you can match
your interests and qualifications with the requirements and rewards in specific
career fields.

Searching for a job

Finding the perfect job requires an early start and a determined effort.
Whether you use traditional or online job-search techniques, you should
be prepared to launch an aggressive campaign. You cannot afford to be
passive. Those with proactive personalities were the most successful in
securing interviews and jobs.

Using traditional techniques: Career information can be obtained at campus

career centers and libraries, in classied ads, career fairs, and from
professional organizations. Summer jobs, part-time employment, and
internships are good opportunities to learn about various careers and to
establish a professional network.

Searching on-line: Job prospects may be more promising on the Web sites
of corporations, professional organizations, niche elds, and most recently,
professional networking sites.

8.5 Interview Skills Creating an Impact

Today, the Internet has changed the way we look for jobs. Though it has
made job searching easier it has become more challenging. As hundreds of
candidates apply for an advertised position, you must do everything possible
to be noticed and to outshine the competition. To find a satisfying career, you
must invest time and effort getting ready. You cannot hope to find the position
of your dreams without (a) knowing yourself, (b) knowing the job market, and
(c) knowing the employment process. One of the first things you should do is
obtain career information and choose a specific job objective. At the same
time, you should be studying the job market and becoming aware of
substantial changes in the nature of work.

8.5.1 Identifying Your Interests

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The employment process begins with introspection. This means looking within
you to analyze what you like and dislike so that you can make good
employment choices. If you have already chosen a field, think carefully about
how your answers relate to that choice.

Do you enjoy working with people, data or things?

Would you like to work for someone else or be your own boss?
How important are salary, benefits, technology support and job stability?
How important are working environment, colleagues and job stimulation?
Would you rather work for a large or a small company?
Must you work in a specific city, geographical area or climate?
Are you looking for security, travel opportunities, money, power or prestige?
How would you describe the perfect job, boss and coworkers?

To aid you with appraising your abilities, many college career centers offer
skills assessment and personality type testing. Be sure to explore resources
available on campus, including one-on-one sessions with career counselors,
job-search and etiquette workshops, internships, and more.

8.5.2 Evaluating Your Qualifications

In addition to your interests, assess your qualifications. Employers today want

to know what assets you have to offer them. Your responses to the following
questions will target your thinking as well as prepare a foundation for your
rsum. You should realize that employers seek more than empty
assurances; they will want proof of your qualifications.

What technology skills can you offer? Employers are often interested in
specific computer software programs and your level of expertise.
What other skills have you acquired in school, on the job, or through
activities? How can you demonstrate these skills?
Do you work well with people? Do you enjoy teamwork? What proof can you
offer? Consider extracurricular activities, clubs, class projects, and jobs.
Are you a leader, self-starter, or manager? What evidence can you offer?
Do you speak, write, or understand another language?
Do you learn quickly? Are you creative? Do you take initiative? Are you
flexible? How can you demonstrate these characteristics?
Do you communicate well in speech and in writing? How can you verify these
talents?

8.6 Pre-Employment Testing

Pre-employment tests attempt to provide objective, quantitative information
about a candidates skills attitudes and habits. This also helps to reduce the
reliance on the brief interaction that an interview allows. These tests attempt
to assess such factors as integrity, personality, job skills, substance use
(drugs/alcohol) and background checks.

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Common interview questions are based on:

Questions about college, about past employers and jobs, personal attitudes
and preferences, work habits, specific subject questions and questions testing
general knowledge and current affairs.

Some questioning techniques

Open-ended questions and statements are preferred to gather information.

Questions beginning with Why, What, How, or Tell me.

Which courses were the most useful in your degree programme? Why?
Please describe yourself in comparison with other members of your class.

Closed questions: To elicit Yes or No or other one word answers.

How many foreign students majored in Accountancy?

Did you enjoy college? Which course was most difficult?

Negative questions: Applicants may be reluctant to answer unfair questions.

One of the things I have supported for years is .. What is your opinion on
that?
Your school has an out-dated syllabus. Would you agree with me?

Questions could be neutral such as:

What have you learnt from the jobs you have held?
Are you looking for a permanent or a temporary job?
Do you like regular hours?
How would you describe the ideal job for you?
What criteria do you use to evaluate the company you want to work in?
Can you take correction without getting upset? How do you know?

8.6.1 Preparing for a Job Interview

The more prepared you are, the less nervous youll be about the interviewing
process. The following steps should be helpful:

Learn about the organization, including its operations, markets and

challenges. Plan for the employers questions and rehearse them. Include
questions about tough decisions that you have made, your weaknesses, your
impression about your previous job, and your career plans. Current events,
important current issues in the country and in the world will be subjects at the
interview. The regular reading of newspapers, listening to TV news and
discussions on current issues are useful in being well informed. Some
personal views and opinions on current issues may be asked for; candidates
must be able to discuss issues intelligently and support their opinions with
well-considered reasons.

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Strengthen your confidence by removing as many sources of apprehension as

you can.
Polish your interview style by staging mock interviews. Plan to look good with
appropriate attire and grooming.
Carry a pen, paper, a list of questions, two resume`s, a port-folio containing
performance reviews/ certificates of achievement, an outline of your research
on the company, and any correspondence you have had regarding the
position.
Double-check the location and time of the interview and map out the route
beforehand.
Relax and be flexible; the schedule and interview arrangements may change
when you arrive.

8.7 Strategies for Success

Every interview proceeds through three stages - The warm-up; question-and-
answer session and the close.

The Warm-Up

Of the three stages, the warm-up is the most important because those who
are new in interviewing techniques make up their minds about the candidate
within the first 20 seconds. Even when the interviewer indulges in small talk,
dont let your guard down. Body language at this state is very important as
you might not have much to say in the first minute or two. If the interviewer
extends his hand, respond with a firm handshake but not an overpowering
one and wait until you have been asked to be seated Take care while
handling the chair; it should not be dragged noisily or clumsily. Do not put
elbows or hands on the table. Practice keeping hands comfortably when you
are not using them. If you have a large brief case, put it down on the floor
near the chair, if you have a small hand bag, keep it on your lap. Be
comfortable and well practiced in handling your bag or brief case. Maintain a
comfortable posture throughout the interview.

The Question-andAnswer Stage

Let the interviewer lead the conversation. Never answer a question before the
interviewer finishes asking it. Questions range from details of education and
experience, special abilities, personal interests, family background and
circumstances, to any problems faced and handled in the past. The questions
are meant to test the candidate's information and knowledge as well as
personal qualities, character, attitude to work and life, career goals,
motivation, and circumstances. As questions are asked, tailor your answers
to emphasis your strengths. Pause to think and respond. Dont limit yourself to
yes or no answers. Listen carefully to the interviewer and observe his non-
verbal signs. It will make you aware of how your answers are received.
Honesty in answering questions is the best policy. Dishonesty generally
shows up, and makes a bad impression. It is better to admit inability to answer

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a question than to pretend and guess answers. Being able to admit lack of
information on a topic without loss of face is a strong point Interviewers are
trained not to ask unethical questions. So think about how you might respond
if you are asked a potentially unlawful question. Keep the discussion to the
point. Seek clarification where necessary.

The Close

Watch and listen for signs that the interview is coming to a close. When you
get the signal that the interview is coming to an end, you can ask questions
about the company and the position. Quickly evaluate how well you have
done and correct any misconceptions the interviewer may have. Let the
interviewer raise the subject about your salary. You can say that your salary
requirements are open or negotiable or that you would expect a competitive
compensation package. If you are asked to provide any additional information,
gather the information and offer it to the interviewer. End with a warm smile
and thank the interviewer for the opportunity and express an interest to be
part of the organization. You may tactfully ask when you can expect to know
the decision. Collect and pack all papers and files quickly and neatly. Get up
gracefully, without scraping the chair. You could also send a thank you card
within a day or so. Keep a written record of your job interviews, and keep
them organized so that you can compare companies and opportunities.

Certain actions are to be strictly avoided while attending an interview

Dont be rude or criticize your previous employers or anything.

You should not be desperate and ask for the job.
Do not bring anyone along for the interview.
Avoid focusing on your imperfections.
Do not be a threat to the interviewer.

8.8 Interviewers Responsibility

Since the interviewer is in charge of the event, he has to follow certain time-
honoured conventions as guidelines. In order to make an interview fruitful, the
interviewer must be adequately prepared. He must have a clear idea of the
qualities and skills required for the particular job. Interviewers have the dual
role of attracting candidates and selecting candidates. The impression that an
organization makes on candidates is important. The manner in which the
candidates are treated influences the public image of the organization.

A panel of interviewers is selected on the basis of requirements of the job and

the assessment which has to be made at the interview. A date for the
interview is fixed, and the interviewers as well as the selected candidates are
sent letters informing them of the date, time and place of the interview.
Interviewers may be sent copies of the candidates' bio-data, job descriptions,
etc. The candidates' names and other details are tabulated for use during the

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interview. A copy of the tabulation is provided to each member of the interview

panel.

8.8.1 Conducting an Ideal Interview

The interviewer requires several social and interpersonal communication

skills.

Warm-up period of the interview: The interviewer must welcome the

candidate, offer him a seat and make him comfortable. A relaxed atmosphere
can be created by having a brief conversation unrelated to the interview by
showing interest in the interviewees family background and hobbies and by
using the candidate's name. A social question like, Did you have difficulty
reaching here? You have come a long way for this interview; are you
comfortable? can encourage the candidate to be communicative. These can
be pre-planned on the basis of each one's bio-data.

Main content of the interview: This is the most important and longest part of
the interview. A good strategy will help to obtain valid and accurate
information. The strategy includes these steps:

Develop rapport to encourage the candidate to feel involved; a candidate is

more willing to speak openly if the interviewer shows respect and
understanding of his/her needs.

Focus attention and show interest in the candidate's answers and any
questions he/ she may ask.

Note non-verbal and verbal indications of the candidate's emotional state such
as defensiveness or resistance to open communication.

Friendly responses to what the candidate says enable the candidate to feel
comfortable and encourages him to speak. While some of the communication
at an interview is discussion (not just question-and-answer) the interviewers
must take care to see that the candidate speaks the most; if the interview
panel begins to discuss amongst themselves, assessment opportunities are
reduced.

It is important not to be sneering or sarcastic; a candidate must never be

humiliated even if it is obvious that he is unsuitable. Humiliated candidates
speak badly about the organization.

If a candidate is subjected to a "stress" interview to judge his stress tolerance,

the candidate should be told at the end of it that it was stress interviewing and
that he need not feel anxious about it. The candidate should never be made to
leave with a stressed or anxious feeling.

Concluding the interview: When required information has been satisfactorily

exchanged the interviewer must conclude the interview with a suitable

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indication to the applicant. Leave taking must be pleasant and sociable, with a
positive response to the candidate.

Evaluation after the interview: This is a continuous process during an

interview. Every candidate is assessed individually for personal ability and
performance and also in comparison with other candidates. Members of the
panel discuss each candidate and also grade him or her according to their
suitability for the job. The assessment and grading is constantly reviewed as
more candidates are assessed. At the end, a final ranking is made.

8.9 Answers to Self-Check Questions

1. Control
2. Emotional
3. Crossed
4. Parallel
5. A psychological contract

8.10 Conclusion
In this lesson, you have successfully learnt about Transactional analysis and
its uses in organizations. You have also understood about the purpose, types
and media of interviews. You have also learnt how to effectively attend
interviews as well as conduct them. You are also exposed to the various
questioning techniques adopted by interviewers so as to enable you to attend
interviews confidently.

8.11 Assignments
8.11.1 Class Assignment

1. Describe the type of placement interviews you may encounter.

2. Name some behavior you can exhibit in an interview that sends positive non-
verbal messages.
3. How should you overcome your fears during an employment interview?
4. Transactional analysis helps build better interpersonal relations at the
workplace. Explain.
5. What is Transactional analysis? Explain the three different ego states.

8.11.2 Home Assignment

1. You have scheduled an interview with a large local company. What kind of
information would you seek about this company and where could you expect
to find it.
2. Name the main purposes of interviews.
3. What steps should a boss take with his subordinate to build his capability?
Assume that the subordinate is predominantly a child due to critical parenting.

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LESSON 9 USES OF TELEPHONE, CELL PHONES,

VOICE MAIL AND COLLABORATIVE
TOOLS FOR VIRTUAL MEETINGS

9.0 OBJECTIVES ................................................................................................137

9.1 INTRODUCTION .............................................................................................137
9.2 TELEPHONE .................................................................................................137
9.2.1 Making Telephone Calls .........................................................................137
9.2.2 Receiving Telephone Calls .....................................................................138
9.3 USING CELL PHONES FOR BUSINESS .............................................................139
9.4 VOICE MAIL .................................................................................................140
9.4.1 Receiver .................................................................................................140
9.4.2 Caller ......................................................................................................140
9.5 VIRTUAL MEETINGS ......................................................................................141
9.5.1 Virtual Teams May be Local or Global. ...................................................141
9.6 VIDEO CONFERENCING .................................................................................141
9.7 WEB CONFERENCING ...................................................................................142
9.8 CONCLUSION ...............................................................................................144
9.9 ANSWERS TO SELF-CHECK QUESTIONS .........................................................144
9.10 ASSIGNMENTS ..............................................................................................144
9.10.1 Class Assignment................................................................................144
9.10.2 Home Assignment ...............................................................................144
MBM 303 Unit III, Lesson 9

9. Uses of Telephone, Cell Phones, Voice Mail

and Collaborative Tools for Virtual Meetings

9.0 Objectives
By the end of this lesson, you will:

Be able to understand the importance of telephones, cell phones and voice

mail in business communication.
Be able to use modern technological tools with etiquette and responsibility.
Learn about virtual meetings.
Learn the usage of Video-Conferencing and Web-Conferencing.

9.1 Introduction
Today's workplace is changing dramatically as a result of innovative software,
superfast wireless networks, and numerous technologies that allow
professionals to share information, work from remote locations, and be more
productive in or away from the office. There is a gradual progression from
basic capabilities, such as e-mailing, instant messaging, to deeper
functionality, such as remote database access, multifunctional devices, and
Web-based collaborative applications. Becoming familiar with modern office
and collaboration technologies can help you be successful in today's digital
workplace.

9.2 Telephone
Despite the heavy reliance on e-mailing, the telephone is still an extremely
important piece of equipment in offices. With a little forethought you can
project a professional image and make your telephone a productive, efficient
work tool. Developing good telephone manners also reflects well on you and
on your organization. You will be most successful on the job if you practice the
following etiquette guidelines.

9.2.1 Making Telephone Calls

Decide before calling: Before making a telephone call, decide whether the
intended call is really necessary. Could you find the information yourself?
Some companies have found that telephone calls are often less important
than the work they interrupt. Alternatives to telephone calls include instant
messaging, e-mailing, memos, or calls to voice mail systems.

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Plan a mini-agenda: Before placing a call, jot down notes regarding all the
topics you need to discuss. Following an agenda guarantees not only a
complete call but also a quick one. You will be less likely to wander from the
business at hand while rummaging through your mind trying to remember
everything.
Use a three-point introduction: When placing a call, immediately (a) name
the person you are calling, (b) identify yourself and your affiliation, and (c) give
a brief explanation of your reason for calling. This kind of introduction enables
the receiving individual to respond immediately without asking further
questions.
Be cheerful and accurate: Let your voice show the same kind of animation
that you radiate when you greet people in person. In your mind, try to visualize
the individual answering the telephone. Speak with a tone that is enthusiastic,
respectful and attentive.
Be professional and courteous: Remember that you are representing
yourself and your company when you make phone calls. Use professional
vocabulary and courteous language. Dont eat, drink, or chew gum while
talking on the phone, which can often be heard on the other end. Articulate
your words clearly so that the receiver can understand you. Avoid doing other
work during the phone call so that you can focus entirely on the conversation.
Bring it to a close: The responsibility for ending a call lies with the caller.
This is sometimes difficult to do if the other person rambles on. You may need
to use suggestive closing language, such as the following: (a) I have certainly
enjoyed talking with you, (b) I have learned what I needed to know, and now I
can proceed with
Avoid a telephone tag: If you call someone who is not in, ask when it would
be best for you to call again. State that you will call at a specific timeand do
it. If you ask a person to call you, give a time when you can be reachedand
then be sure you are in at that time.
Leave complete voice mail messages: Remember that there is no rush
when you leave a voice mail message. Always enunciate clearly. And be sure
to provide a complete message, including your name, telephone number, and
the time and date of your call. Explain your purpose so that the receiver can
be ready with the required information when returning your call.

9.2.2 Receiving Telephone Calls

Answer promptly and courteously. Try to answer the phone on the first or
second ring if possible. Identify yourself immediately with a greeting. Force
yourself to speak clearly and slowly. Remember that the caller may be
unfamiliar with what you are saying and fail to recognize slurred syllables.
Be responsive and helpful. If you are in a support role, be sympathetic to the
callers needs and show that you understand their situations. Avoid saying
no at the beginning of a sentence. It sounds especially abrasive and
displeasing because it suggests total rejection.
Be cautious when answering calls for others. Be courteous and helpful, but
dont give out confidential information or the exact whereabouts of your
colleagues. Also be tight lipped about sharing company information with
strangers.

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Take messages carefully. A few things are as frustrating as receiving a

potentially important phone message that is illegible. Repeat the spelling of
names and verify telephone numbers. Write messages legibly and record their
time and date. Promise to give the messages to the intended recipients, but
dont guarantee return calls.
Leave the line respectfully. If you must put a call on hold, let the caller know
and give an estimate of how long you expect the call to be on hold. Give the
caller the option to call back. Check periodically so that the caller doesnt think
that he or she has been forgotten or that the call has been disconnected.
Explain when transferring calls. Give a reason for transferring, and identify the
extension to which you are directing the call in case the caller gets
disconnected.

9.3 Using Cell Phones for Business

Cell phones enable you to conduct business from virtually anywhere at any
time and have become an essential part of communication in todays
workplace and highly capable smart phones are used for purposes other than
making and receiving calls.

High-end cell phones and personal digital assistants (PDAs) can be used to
store contact information, make to-do lists, keep track of appointments and
important dates, send and receive e-mails, send and receive text and
multimedia messages, search the Web, get news and stock quotes from the
Internet, take pictures and videos, synchronize with other software
applications, and many other functions.

Business communicators find cell phones to be convenient and real time-

savers. But rude users have generated a backlash against inconsiderate
callers. Here are specific suggestions for using cell phones safely and
responsibly.

Observe wireless-free quiet areas: Dont allow your cell phone to ring in
theaters, restaurants, museums, classrooms, important meetings, and similar
places. Use the cell phones silent/vibrating ring option. Dont carry on a cell
phone conversation while someone is waiting on you. Think first of those in
close proximity instead of those on the other end of the phone. Apologize and
make amends gracefully for occasional cell phone blunders.
Speak in low, conversational tones: Microphones on cell phones are quite
sensitive, thus making it unnecessary to talk loudly.
Dont drive and talk: Pull over if you must make a call as talking while driving
increases the chance of accidents. Some companies are implementing cell
phone policies that prohibit employees from using cell phones while driving for
company business.
Choose a professional ringtone: These days you can download a variety of
ringtones. Choose a ringtone that will sound professional.

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9.4 Voice Mail

Today, professionals are making extensive use of a voice mail to intercept

and screen incoming calls. The voice mail links a telephone system to a
computer that digitizes and stores incoming messages. Some systems also
provide functions such as automated attendant menus, allowing callers to
reach any associated extension by pushing specific buttons on a touch-tone
telephone. The voice mail is quite efficient for message storage and can take
care of calls that dont need discussion or feedback. Incoming information is
delivered without interrupting receivers and without all the niceties that most
two-way conversations require. Stripped of superfluous chitchat, voice mail
messages allow communicators to focus on essentials. Both receivers and
callers can use etiquette guidelines to make a voice mail work most effectively
for them.

9.4.1 Receiver

Your voice mail should project professionalism and should provide an efficient
mechanism for your callers to leave messages for you.

Dont overuse the voice mail. Dont use the voice mail as a means to avoid
taking phone calls. It is better to answer calls yourself than to let voice mail
messages build up.
Set the number of rings appropriately. Set your voice mail to ring as few times
as possible before picking up. This shows respect for your callers time.
Prepare a professional, concise, friendly greeting. Make your mechanical
greeting sound warm and inviting, both in tone and content. Your greeting
should be in your own voice, not a computer-generated voice. Identify yourself
and your organization so that callers know they have reached the right
number. Thank the caller and briefly explain that you are unavailable. Invite
the caller to leave a message or, if appropriate call back.
Respond to messages promptly. Check your messages regularly, and try to
return all voice mail messages as soon as possible.
Long absences. If you will not be picking up voice mail messages for an
extended period, let callers know how they can reach someone else if
needed.

9.4.2 Caller

When leaving a voice mail message, you should follow these tips:

Be prepared to leave a message. Before calling someone, be prepared for a

voice mail. Decide what information you are going to include in your message.
If necessary, write your message down before calling.
Leave a concise, thorough message. When leaving a message, always
identify yourself using your complete name and affiliation. Mention the date
and time you called and a brief explanation of your reason for calling.
Always leave a complete phone number, including the area code, even if you
think the receiver already has it. Tell the receiver the best time to return your
call. Dont ramble.
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Use a professional and courteous tone. When leaving a message, make sure
that your tone is professional, enthusiastic, and respectful.
Speak slowly and articulate. Make sure that your receiver will be able to
understand your message. Speak slowly and pronounce your words carefully,
especially when providing your phone number. The receiver should be able to
write information down without having to replay your message.
Be careful with confidential information. Dont leave confidential or private
information in a voice mail message. Remember that anyone could gain
access to this information.
Dont make assumptions. If you dont receive a call back within a day or two
after leaving a message, dont get angry or frustrated. Assume that the
message wasnt delivered or that it couldnt be understood. Call back and
leave another message, or send the person an e-mail message.

9.5 Virtual Meetings

To connect with distant team members across borders and time zones, many
organizations are creating virtual teams. These are groups of people who
work inter-dependently with a shared purpose across space, time, and
organization boundaries using technology. Although they work in different time
zones and rarely see each other, team members use e-mail and
teleconferencing to exchange ideas, make decisions, and stay connected.

9.5.1 Virtual Teams May be Local or Global.

Certain employees are allowed to work anywhere and anytime, as long as

they successfully complete their assignments on time. They can decide
how, when, and where they work. Although few other organizations are
engaging in such a radical restructuring of work, many workers today
complete their tasks from remote locations, thus creating local virtual teams.
In some organizations, remote co-workers may be permanent employees of
the same company or may be specialists called together for temporary
projects. Regardless of the assignment, virtual teams can benefit from shared
views and skills.

9.6 Video Conferencing

Videoconferencing uses telecommunications of audio and video to bring
people at different sites together for a meeting. This can be as simple as a
conversation between two people in private offices (point-to-point) or involve
several sites (multi-point) with more than one person in large rooms at
different sites. Besides the audio and visual transmission of meeting activities,
videoconferencing can be used to share documents and computer-displayed
information. Many organizations and institutions prefer this technology as
cost- effective to share limited resources, reduce travel expenses and
increase overall productivity. In order to maximize their return on this
investment, the end users need to be trained on the usage of this technology.

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Placement of the camera: If you are making your presentation from the front
of the room, the camera should be placed at eye-level with the seated
participants (at the end of the conference table or the back of the classroom).
That way, when you are looking at the people in your local room, you
automatically maintain good eye contact with the people at the far end. You
should place a display monitor with the camera so that when you look at the
people on the monitor, it appears you are looking them directly in the eye.
This keeps people at the far side connected with you and helps them feel as if
they are part of the presentation.
Practice: Be familiar with the equipment you will be using, including the
placement and operation of the cameras, microphones, and remote controls.
Make sure there are fresh batteries in all devices that require them. Practice
using the audiovisual devices you will be using during the meeting. Be fluent
and confident.
Use your voice and body as tools: Vary the pitch and tone of your voice to
add emphasis and meaning. Use appropriate facial expressions and gestures.
Remember, the camera does not like rapid or 'throw away' gestures, so hold
the gesture a little longer than you may be used to for local presentations. Do
not rock or sway. These gestures get amplified over video and become
annoying in a short time.
Appearance: Be careful how you dress. Avoid busy patterns and narrow
stripes. Stay away from green and yellow.
Slides can make or break a virtual meeting: If you are using information
from a computerized slide show, such as PowerPoint, the minimum font size
to be used is 36-40 points. Anything smaller will be illegible on the far side.
Avoid saturated colours, such as deep reds, blues, and greens. They smear
and bleed over the video. Use graphics to help illustrate your ideas. Minimize
the amount of words actually put on the slide. Encapsulate the idea and then
expand on it verbally.
Maintain face-to-face connection: If you use other sources of visual
information, such as a PowerPoint slide show, a whiteboard, or a videotape,
remember to switch back to your face as often as possible. Maintaining face-
to-face connection is critical for effective communication.
Use proper lights: The space used for video conferencing should be lit with
indirect light sources as it causes less fatigue for the participants.

9.7 Web Conferencing

Web conferencing refers to a service that allows conferencing events to be
shared with remote locations. Most vendors also provide either a recorded
copy of an event or a means for a subscriber to record an event. The service
allows information to be shared simultaneously, across geographically
dispersed locations in nearly real-time. Applications for Web conferencing
include meetings, training events, lectures, or short presentations from any
computer. A participant can be either an individual person or a group. Web
conferencing may share characteristics with other media, such as
teleconferencing and live multimedia presentations, but ultimately it requires
specific techniques for maximum effectiveness. Some ideas for creating more
successful online events are given below:

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Keep it simple: It is easy to become enamored with all the features that
todays Web conferencing systems offer. Avoid the temptation to try all the
features if you are just starting out or if you are trying a new system. Master
the basics of slide con143roll, polling and messaging. Once you and your
audience are comfortable with these elements, you can gradually introduce
more sophisticated features, such as streaming audio and application sharing.
Keep it short: Live events of 60 to 90 minutes are most effective. If your pro-
gramme requires more time, consider breaking it into segments delivered over
days or weeks. Build the presentation around three or four key messages to
leave with your audience. Ninety minutes is enough time to interact with the
audienceasking them questions for polls and answering their questions.
Get off to a fast start: Spend no more than two minutes introducing the event
and covering the features of the Web conferencing system. Then let the main
presenter begin. This will give the event a fast-paced feel that will keep
participants tuned in.
Ask good questions: Do not use a live event to ask pointless demographic
questions, such as From where are you attending? That kind of information
can be determined in pre-event registration. Use the time in front of the
audience to ask questions that collect critical feedback and measure the
effectiveness of your message.
Use a specialist: For live events involving more than 20 participants, use one
or more specialists in addition to the presenter to answer audience questions.
The barriers to participation are low in an online event, so expect to receive
more questions via the instant-messaging feature common to most Web
conferences than a typical face-to-face presentation. Using a specialist means
that everyone who asks a question will get a personal response while the
presenter stays focused to delivering his/her key points.
Keep slides simple: Web conferencing works best when slides are formatted
with simple designs and a few consistent colors. Do not use full-screen photos
in slides. These images will take too long to display for participants. If you
have made Web read for the event - flat colours and simple graphics will
display quickly on the screen.
Test and retest: Once the event is staged and ready to go, make sure to test
the links that will be sent to your registered participants. If the correct link is
not sent, the audience will not be able to find the event. Also, double-check
the phone number for the teleconference for participants and presenters.
Problems like these are completely preventable with a little diligence.

Self-Check Questions
1. Mention 2 collaborative tools for virtual meetings.
2. Virtual meetings can be __________________ or ___________________.
3. Calls that dont require ________ and __________ can be handled by voice mail.

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MBM 303 Unit III, Lesson 9

9.8 Conclusion

In this lesson, you have learnt the importance of telephones, cell phones and
voice mail and how to use them with proper etiquette and responsibility. You
have also understood how significant virtual meetings are to promote
business and the usage of video and Web conferencing.

9.9 Answers to Self-Check Questions

1. Video conferencing and Web conferencing
2. Local or Global
3. Discussion and feedback.

9.10 Assignments
9.10.1 Class Assignment

1. What are the guidelines a receiver must follow for using voice mail?
2. Mention some steps for the effective usage of the telephone.
3. Describe the use of video conferencing in business.

9.10.2 Home Assignment

1. What is the right etiquette for using cell phones?

2. How does Web conferencing help in virtual meetings.

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