MANMOHAN JOSHI

Business Communication Methods

Business Communication Methods

1st edition

© 2016 Manmohan Joshi & bookboon.com

ISBN 978-87-403-1368-0

Contents
1 Introduction 6

1.1 Meaning Of Communication 6

1.2 Purpose Of Communication 6

1.3 Process Of Communication 7

1.4 Key Elements In Communication 7

1.5 Characterstics Of Effective Communication 8

1.6 Communication In Management 9

1.7 Types Of Administrative Communication 10

1.8 Types Of Internal Communication 10

1.9 Dealing With Conflict 17

1.10 Negotiation, Persuation, Mediation 18

2 Verbal And Non-Verbal Communication 19

2.1 Meaning Of Verbal Communication 19

2.2 Modes Of Verbal Communication 19

2.3 Listening Skills 20

2.4 Speaking Skills 21

2.5 Non-Verbal Communication 22

2.6 Barriers To Communication 24

2.7 Overcoming Barriers 26

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3 Written Communication 28

3.1 Principles Of Effective Writing 28

3.2 Business Letters 29

3.3 Writing Reports 36

3.4 Writing Proposals 38

3.5 Writing Business Emails 39

3.6 Writing Memos 40

4 Group Communication 41

4.1 Meetings 41

4.2 Minutes Of The Meeting 44

4.3 Impact Of Technology 46

4.4 Media Management 47

5 Employment Communication 49

5.1 Introduction 49

5.2 Writing Cv (Curriculum Vitae) 49

5.3 Interview 53

6 Presentation Skills 56

6.1 Process 56

6.2 Examples Of Presentation Language 58

References 59About The Author 60

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1 Introduction
All of us use interpersonal communication skills when we use them at home with our families, in
the workplace with our bosses and co-workers, on our computers when we answer emails, and on
the telephone when we order pizza. In fact, communication is the lifeblood of social as well as
business world.

1.1 Meaning Of Communication

Communication is the process by which we give, receive or exchange information with others.
Communication means interacting with others:

• To promote understanding;
• To achieve a result of some kind;
• To pass information to another person so that he/she can take action.

It can involve speaking, listening or writing. This information does not necessarily need to be hard
facts. Sometimes just a shrug of the shoulder can act as our means of communication.

1.2 Purpose Of Communication

One might think we could all live quite happily without communicating at all, but no – we all need
to communicate throughout our life. Communication is a fundamental part of human life. Even a
new born baby crying to attract its mother’s attention to the fact that it is hungry is
communicating, usually very effectively! Since we spend a lot of our daily life communicating in
one way or another, we should be very good at it, but unfortunately, this is not the case. Life would
be a lot easier if we always knew exactly what others were trying to say. Quite often people fail to
communicate in a way that you could understand. According to Ann Dobson (2000), “nowhere is
effective communication more important than at work. Vital information needs to be given,
received, exchanged and understood hundreds of times in every working day. Many business
transactions go wrong simply because of poor communication between the people concerned.”

1.3 Process Of Communication

When a person has an idea or thought which he/she wants to communicate to the other person,
he/she sends the message through a carefully selected medium. He/she encodes the message i.e.
written, spoken, or through body language. The sender transmits this message to the receiver
through an appropriate channel i.e. telephone, letter, memo, email, face-to-face etc. When the
receiver gets the message, he/she decodes it and understands the message. He/she might provide
feedback by acknowledging the message. In this reverse process the receiver now becomes the
sender and the sender becomes the receiver.

1.4 Key Elements In Communication

There are three elements in the communication process. They are:

• You
• Your message
• Your audience

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YOU bring professional experience, education and training to the communication process. You
have earned credibility with your employees, your board members, the public, the media, and your
colleagues.

In order to be an effective communicator, you need to know who your AUDIENCE is. If your
audience is a highway crew, then you can talk effectively about cracks, rutting, pavement
deflection, caterpillars, etc. If your audience is the public or your board members, you need to
switch from transportation jargon to ‘plain English.’ The principles of effective interpersonal
communication are the same whether your audience is one person, ten people or one thousand.

The MESSAGE element is equally important. What do you want to say? What is the best way to
communicate the message? There is a basic rule used by journalists for writing a newspaper story
that can help you form your message. A well-written story should contain who, what, when, where,
why, and how of the story in the first paragraph or two. If it does not, it will not hold our attention

The same principle applies to your message in the process of interpersonal communication. If you
do not let your audience know quickly who, what, when, where, why, and how of your message,
you risk their losing interest, being inattentive, and not being able to understand the true and
complete meaning of your message.

1.4.1 HOW WE GET AND USE INFORMATION

How much information we retain in the communication process depends on several factors. It is
important for each of us to recognize how we learn best. Do we remember most of what we read?
Most of what we hear? Do we learn more if someone shows us? Do we learn still more if we do it?

Typically, we retain information at these rates:

10 per cent of what we read

20 per cent of what we hear

30 per cent of what we see

50 per cent of what we see and hear

70 per cent of what we see and discuss

90 per cent of what we do

Another way to think about how we retain information is this adage:

Tell me and I will probably forget,

Show me and I might remember,

Involve me and I will learn.

1.5 Characterstics Of Effective Communication

Effective business messages have the following characteristics:

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 • Clear: Business communication should be clear and self-explanatory about why it has been
written.
• Complete: The information given should be complete and should not have any scope for
questions.
• Correct: The information provided should be correct and based on facts. Facts should be
given rather than impressions.
• Save reader’s time: The communication should be such that the reader saves time in
understanding the message.
• Create goodwill: The pleasant, correct and clear message will result in creating goodwill
for the sender of the message.
• Clarify and condense information: Business messages should frequently use tables,
charts, photos or diagrams to clarify or condense information, to explain a process, or to
emphasise important information.
• State precise responsibilities: Business messages are directed to specific audience.
Therefore, you must clearly state what is expected of, or what you can do for, that particular
audience.
• Persuade and recommend: Business messages are frequently given to customers,
clients, management or subordinates to accept the suggestions and recommendations given.

1.6 Communication In Management

Communication, in the context of management, can be defined thus:

“It is the conveying of a message or an idea from one party to another in such a manner that
both parties understand the identical meaning.”

Let us also understand that:

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 • By ‘conveying’ we mean passing on! This is usually done by speaking or writing. Managers
and supervisors need to spend much of their time talking to people, and at least some of
their time, listening to other people, including their subordinates.
• Communication does not merely involve ‘giving instructions.’ Even within the same
workgroup ‘messages’ – which can include facts and information, reports, suggestions,
advice and guidance, and even ideas, as well as instructions – will need to be passed from
one person to another.
• ‘Identical meaning’: Not only must information or instruction or ideas be passed from one
party to another, but the ‘receiving’ party also must understand exactly what the ‘sending’ or
‘transmitting’ party had in mind. If one party does not clearly understand the meaning of a
message – or misunderstands or misinterprets its meaning – errors and mistakes,
disagreements and disputes, and even accidents, can occur. With a little care and thought
such problems can easily be avoided by using effective communication. It is, therefore,
important for managers and supervisors to know not only when to communicate, but also:

• How to communicate properly and effectively with other people;

• How to remove or overcome any ‘barriers’ which might hinder clear and effective
communication and understanding.

1.6.1 IMPORTANCE OF GOOD COMMUNICATION

Effective and rapid communication is a vital ‘tool’ of management:

• Without communication, nothing could happen in an organisation;

• No information or instructions could be given or received;
• There could be no contact between members of management and their subordinates;
• There could be no contact with customers, clients or suppliers.

1.7 Types Of Administrative Communication

There are two types of administrative communication:

• Internal communication – communication between the employees of an

organisation – from managers to subordinates, between managers, from subordinates to
supervisors/managers, between members of a workgroup.

• External communication – communication with contacts outside the

organisation – with existing or potential clients, customers, suppliers etc.

1.8 Types Of Internal Communication

Basically, there are following types of internal communication in management:

• Vertical – downward and upward

• Horizontal – sideways

These can be achieved through two methods:

• Oral
• Written

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Effective internal communication will ensure the following:

• With effective communication, every member of management and every other employee
should receive precise and accurate information, to ensure that every person working for
the organisation knows exactly what they are expected to do, when and where, for what and
for whom, they are responsible. Misunderstandings and misinterpretations – which can
result in wastage of time, effort, labour or money and/or loss of profit – can therefore be
greatly reduced or even eliminated.

• No organisation exists in a ‘vacuum;’ change in trading conditions, in economy, in law and

in attitudes, and in fashions and consumer demand, as well as technological developments,
occur continuously. For an organisation to prosper – and indeed to survive – its
management must not only be able to react quickly in the right way to change, but must also
be able to pass clear instructions to all those people concerned. Instructions and
information must get quickly from managers to supervisors to their subordinates, so that
the changes and new methods can be interpreted and implemented without delay,
particularly if new or existing employees need training or retraining.

• Effective two-way communication will help to promote good understanding between

management and other employees, and that in turn can help to reduce disputes. Effective
communication should not concentrate only on passing instructions ‘down the line’ and on
receiving reports at higher levels; it should also be concerned with a two-way flow of needed
information. The modern workforce (both managerial and non-managerial) is no longer
content to blindly accept ‘instructions’ from above; employees want – and need – to know
how decisions taken and instructions given might affect their livelihood and job security.

• Readily available and accurate information about the organisation, its prospects and
achievements and any problems it faces, generate a healthy interest in the organisation
among its personnel – which is by itself a form of motivation.
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1.8.2 VERTICAL COMMUNICATION

In an organisation communication must work in both directions – ‘upwards’ as well as

‘downwards.’ When managers pass on information or instructions to subordinates, they are
engaged in ‘downward’ communication. When subordinates are giving suggestions, feedback or
complaints to managers or supervisors, they are engaged in ‘upward’ communication. This up and
down communication is the vertical communication.

The following points are significant:

• It is important for employees to be able to make known quickly to those of their seniors
concerned any complaints or grievances they might have, and of course, to have faith that
attention will be paid to them and that action will be quickly taken. In this way, minor
grievances will not grow into major ones because of resentment about management’s
apparent lack of interest.
• There is usually personal contact at the lower end of the communication network – that is,
between junior managers, supervisors, foremen and their subordinates – and therefore with
goodwill and understanding from both sides many minor grievances should be quickly
resolved. However, if circumstances require it, managers, supervisors and foremen must
not hesitate to communicate problems ‘upwards’ to those of their seniors who have
theauthority to make decisions and to take the action necessary in the circumstances.

• To enable top management to coordinate the activities of the entire organisation and to
react quickly to circumstances which arise, what are called ‘lines of communication’ must be
established, and operated efficiently. Such actions will ensure that not only regular and
accurate reports, statistics etc. are received, but that information on matters requiring
immediate attention will be received without delay. That, in turn, will enable decisions to be
reached quickly and any necessary changes to plans, work schedules etc. to be implemented
as early as possible.
• Another very important reason for establishing lines of communication ‘upwards’ is that
they encourage a flow of ideas and suggestions on a wide range of matters, which might be
beneficial to the organisation, ‘up’ to those who are able to discuss and consider them, and
make decisions concerning them. After all, it is those personnel who are in intimate, day to
day contact with the operational activities of an organisation and who are more likely to be
able to make suggestions on better methods of working, time saving, cost reductions, the
elimination of duplicated effort or waste etc. than top management, which is remote from
day to day ‘details.’
• It is not sufficient to merely establish lines of communication; they must be examined from
time to time to ensure:

• That they are being used as they were planned to be used; and
• That they are still adequate; circumstances and personnel change, and so the lines of
communication might have to be modified. Outmoded lines of communication can quickly
lead to ineffective communication. Delays and misunderstandings simply lead to action not
being taken.

• Whenever possible or feasible, a system of ‘feedback’ should be built into the

communication network so that the senders of communications can check that they are
being received, understood and acted upon.

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1.8.3 HORIZONTAL COMMUNICATION

In addition to vertical communication, there must also be

‘horizontal’ – sideways – communication within an organisation. By this we mean a flow of
information between personnel of about equivalent status in different departments of an
organisation, for example, between its sales manager and its production manager.

The following points are significant:

• Horizontal communication can only be effective if there is cooperation between the various
departments and their senior executives (whose attitudes are likely to affect the attitudes of
all their subordinates). Top management must encourage the spirit of cooperation and
coordination among executives to avoid loss of efficiency in the organisation as a whole.

• If there are personality clashes and jealousies among departmental (or even sectional)
managers, cooperation might be minimal and there might be a reluctance to pass on
information, or the deliberate withholding or delaying of information.
• It is important to note that horizontal communication is concerned with the flow of
information, and NOT with the flow of instructions or authority. For example, a salesperson
could perhaps ‘request’ a member of the accounts department to make a check on a
customer’s creditworthiness, but he/she would have NO authority to instruct the person to
make the check, or to demand that it be made.
• It would be most tactless for the manager of one department to communicate directly with a
subordinate in another department without the knowledge and consent of that
subordinate’s departmental head. And it could cause trouble if there were an attempt by a
manager to give instructions to an employee of another department.

1.8.4 EFFECTIVE EXTERNAL COMMUNICATION

An organisation needs to have a very effective system of external communication in order to deal
with clients/customers – existing as well as potential – and various other agencies, organisations,
individuals etc.

• Without external communication, an organisation would be isolated from its potential and
existing clients and/or customers and its suppliers. Effective and efficient two-way
communication is important:

• In maintaining good public relations;

• In ensuring that customers/clients are satisfied with the standard of the goods or services
provided;
• In ascertaining that what is being produced or provided is what customers/clients really
want;
• In ensuring that any consumer/client complaints are readily and satisfactorily dealt with;
• In ensuring that consumers/clients are kept apprised of new and/or improved products or
services (e.g. through advertising and publicity).

In short, we can say external communication is largely concerned with keeping the ‘buying public’
happy, and endeavouring to enlarge the size of it.

• Good, regular communication by an organisation with its suppliers is also essential to

ensure the continuous availability of all necessary items and services. It is also not simply a
matter of placing orders, but also of ensuring receipt of requirements at the right times and
places on the most advantageous terms. Up to date information is necessary on changes in

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 prices, discounts offered, credit terms allowed, promotional campaigns etc. In addition,
contact must be maintained with alternative suppliers, and their terms of supply need to be
known.

• Accurate and up to date information is also necessary about the activities of competitors,
about new technological developments, about buying trends and consumer demands, about
changes in fashions etc. Communication might also have to be maintained with
shareholders, with training establishments, trade associations, government departments,
professional firms, banks and other financial institutions, and with a wide variety of other
people and/or organisations.

1.8.5 SELECTING THE BEST METHOD OF CHANNEL

Obviously there must be a method for transmitting the communication to the intended receiver(s).
What method needs to be depends on the nature of the communication, its urgency, where the
sender and receiver are located, and so on.

There are a variety of channels of communication, although not all might be available to a
particular sender.

• The most common channels are:

• Orally – the spoken word in face-to-face communication, by telephone;

• Written – letter, memo, report;
• Transmission by electronic means – fax, email, text message.

• It is necessary to select the appropriate channel. For example, simple routine instructions
can be given to a subordinate orally, but important or new instructions are best put ‘in
writing’ for future reference and to avoid any future dispute.
• It is quicker, cheaper and convenient to send a message by fax or email rather than by
telephone. Fax and email in particular have the advantage of providing a record of the
communication, while a telephone conversation might be forgotten or misunderstood.
Email communication is increasingly being used by organisations of all sizes.
• Communications containing figures or amounts or technical terms should be set down in
writing or, if given orally initially, should be ‘backed up’ by written communication for
future reference and avoidance of later dispute. The use of oral communications which have
to be passed on to others can be dangerous, because messages passed on by ‘word of mouth’
are often distorted or unconsciously altered at each repeating; it is safer to put such
communications in writing for all concerned to read.

1.8.6 ENSURING THE CORRECT INTERPRETATION BY THE RECEIVER(S)

It is essential that the receiver gets and understands the message in the same manner as it was
intended to be understood. The following points need to be considered:

• The problem of sending communication to other countries, where different languages are
used, is obvious. In the modern world of business, employees often move from country to
country and move even more frequently from area to area in the same country. Therefore,
even managers and supervisors and their subordinates working closely together might have
different ‘mother tongues’ or national languages, or might speak different dialects of the
same language. Due allowance must be made for such differences, and communications
must be framed in clear easy to understand language – and tactfully, so that the receiver
does not take offence at being ‘talked down to.’

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 • Some words or phrases might have different connotation in different countries or parts of
countries. One has to be careful about such usage.
• Some managers forget that some of their subordinates might not have had the benefit of an
education equivalent to their own, and therefore, might not be able to grasp new concepts,
innovations or changes as quickly as they themselves can. Allowances for differences in
education, experience etc. must be made.

1.9 Dealing With Conflict

Every human being experiences conflict. It is a factor of human interaction. Whenever two or more
people are involved in communication, there is potential for misunderstanding, and hence,
conflict. How we handle conflict is the key to our own well-being and to developing and
maintaining good relationships.

There are three basic ways to deal effectively with conflict situations:

• Listen carefully to determine the nature of the conflict;

• Identify areas of agreement;
• Allow the other person a way out.

1.10 Negotiation, Persuation, Mediation

The starting point for negotiating in conflict situation is to realise who the distressed, unhappy or
concerned individual is. Human nature often causes us to assume it is ‘the other person.’ We say to
ourselves, “It’s their problem.” In the meantime, we actually are the distressed party in the conflict.
Once we realise we have control over only our own behaviour, we have taken the first step in
resolving conflict. Remember, your behaviour is in your control. You cannot control the other
person’s behaviour, except by changing your own actions toward that individual.

There are at least three tools to use to effect behaviour change:

• Negotiation: Arranging or managing through discussion or compromise;

• Persuasion: To move your argument to a new position or belief;
• Mediation: Intervening in conflict with intent to resolve through discussion.

All three tools require you to present information in the form of facts. Information involves
identifying who, what, where, when, why, and how. Agreement or at least presentation of
information can lead to discovering ways to persuade individuals involved in conflict. Persuasion
involves using information to convince others that there is more than one way to look at an issue.
Mediation usually introduces a third party to the conflict in an effort to resolve problems.

There are a variety of negotiation solutions to conflict. One that is easy to learn and use is the ‘one-
point’ solution. This technique involves getting feedback in the communication process, and
involves open-ended questions.

The one-point solution is the difference between asking for general feedback like “What is it you
really want?” and asking for a specific response like “What is the one thing that will make you
change your mind?” If you get only one response, it is usually something specific to use as the basis
for negotiating a solution.

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In order to resolve conflict, we must:

• Seek agreement on common ground;

• Refuse to argue;
• Seek commitment and action to change;
• Plot the follow-up; and
• Deliver on promise.

2 Verbal And Non-Verbal Communication

2.1 Meaning Of Verbal Communication

When you listen and speak, you create an impression on the speaker and the listener. This
phenomenon creates a situation wherein you can either be understood or misunderstood
depending upon your particular mode of listening or speaking.

Did you know that?

• You have 4 minutes to be either received or rejected when you first meet someone.
• A person speaks 150 words per minute but thinks 600 words per minute.

Hence verbal communication is responsible for setting the tone of our relationship with others.

Remember that:

“There is a difference between what we say and what we have said.”

and between

“How we feel we have handled people and how they think they have been treated.”

2.2 Modes Of Verbal Communication

Verbal communication can be classified into the following modes:

2.2.1 FACE-TO-FACE COMMUNICATION

It is the easiest. You can explain what you mean. If the person doesn’t understand, ask yourself:

• Are you using the language they understand – not difficult but simple words?
• Are your ideas going over their heads?
• Three areas that matter in communication:
• Words: what we say
• Tone: how we say it
• Body language: how we look when we are saying it
• Advantages of face-to-face communication:
• People can see what you mean.
• Eye contact helps you establish if the other person is listening and understanding.
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 • Your body language can help them believe what you are saying.
• Disadvantages of face-to-face communication:
• You can give away your true feelings.
• You might wear your heart out on your sleeve.
• The other person may not understand the words you say.
• They may not like the way you are saying words.

2.2.2 USING TELEPHONE

Communicating by telephone is yet another way your profile and that of your organisation is
perceived. For the person on the other end of the phone you are that organisation.

While on telephone:

• Listen carefully and concentrate on what is being said.

• Do not allow disturbances in the room to interfere with your listening abilities.

Use words and your tone of voice to communicate your understanding of what is being said. Let
your caller know you are listening by making verbal indications such as ‘Oh,’ ‘OK.’

2.3 Listening Skills

Trying to understand the difference between what is said and what is heard can be frustrating.
Listening is really where all good communication begins. Misunderstanding what the other person
is saying is one of the biggest obstacles to communication. Each of us sees the world in a different
way, and we usually assume that everyone sees it the same way we do.

Most people are born with good hearing, but not good listening skills. Listening is a mental process
requiring effort, and we can learn how to be good listeners. There are some simple steps to
becoming a better listener, but they take practice to achieve results.

Here are some ways to listen better whether in a large group or one-to-one:

• Give your full attention.

• Do not assume what the other person is going to say.
• Do not waste listening time formulating what your reply will be.
• Show by eye contact and an interested expression that you are paying attention.
• Make notes if appropriate.
• Be patient for the entire message.
• Be aware of speech cues (who, what, where, when, why, how).
• Listen for ideas, not just facts. (Stories, reasons, goals help us remember facts.)
• Verify: “So you’re saying that…”
• Question: “What do you mean when you say…? ”
• Acknowledge: Look at the speaker and nod.
• Silence: This allows you to give your undivided attention to the other person. This method is
especially useful when people come to you with strong feelings, either positive or negative.
Their first need is simply to share the feelings and to have someone listen.
• Encourage: “Tell me more.” “Would you like to talk about it?”

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2.4 Speaking Skills

Before speaking it is necessary for the speaker to know what to say and how to say it. Both the
content and manner are important. A wrong word here and there and/or an unpleasant tone could
cause irreparable damage.

You should not only know what and how you are going to say something but also know your
audience – their level of knowledge, age-group, interest level, goals, hierarchy etc. This will enable
you to reach out to them irrespective of the fact that you are speaking to a single individual, a small
group of people, or even a large audience.

Another approach is to ask questions in order to be able to respond in an effective manner. Asking
questions is part of being both a good listener and an effective speaker. There are many ways to ask
questions. Some are designed to clarify the message you are receiving. Others are designed to get
more information.

• Close-ended questions: They are designed to clarify and can be answered with a ‘Yes’ or
‘No’ response. Here are some examples:

“Did you complete the assignment?”

“Do you require a little more time to do it?”

• Open-ended questions: They are designed to get more information, and cannot be
answered with a simple ‘Yes’ or ‘No.’ Here are some examples:

“How will you explain the law of Demand and Supply?”

“How can we assure you of our commitment to the project?”

Another questioning technique is called the one-point solution. This technique:

• Identifies an urgent concern;

• Focuses on one issue at a time;
• Forces a choice; and
• Leads to a specific solution.

Here are some examples:

“What is the one thing that will make you agree to this proposal?”

“What is the best strategy to increase sales?”

You must avoid asking a ‘loaded’ question – which means that the person asking the question
‘loads’ the expected answer into the question (or forces the other person to accept what he/she had
no intention of doing).

Here are some examples:

“When did you stop quarreling with your wife?”

(It assumes that you quarrel with your wife!)

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“Don’t you agree we should consult the General Manager before we decide on this matter?”

(Obviously the other person cannot disagree!)

2.5 Non-Verbal Communication

2.5.1 MEANING

Approximately 75 per cent of our day to day communication is non-verbal. We communicate a lot
without saying a word. The success of verbal communication also depends to a large extent on our
non-verbal communication, as ‘actions’ speak louder than words.

2.5.2 ATTITUDE

You have the choice of how to approach an issue. You might come across situations that may
discourage or disrupt you. You can choose to face such obstacles either with optimism and
cheerfulness or with stubbornness and pessimism. It has been medically proved that the power of
positive thinking does help the healing process even in the face of heavy odds. Your attitude with
co-workers works the same way. If you say, “We won’t,” you are making a decision. If you say, “We
can’t,” you are conveying a sense of defeat and a lack of power. Rather you can encourage yourself
and others to seek alternative solutions to a problem by saying, “How can we?” or “Why don’t we
try it?”

2.5.3 BEHAVIOUR

Our attitudes lead us to certain behaviour. If we have positive attitudes we tend to act positively,
look for options, and seek solutions to problems. On the other hand, negative attitudes lead to a
feeling of defeat.

Public officials, teachers, supervisors, managers, parents, and even co-workers can be role models
because of their positive attitude and behaviour. You need to learn from them and ignore those
who demonstrate negative attitudes.

2.5.4 BODY LANGUAGE

We almost always express ourselves using what is known as body language. Body language can be
as simple as a frown on your face, a smile, crossing your arms, or tapping your feet. Some convey
hostility, others show open friendliness.

Body language includes our gestures, facial expressions, dress, and grooming style. Researchers
have documented some non-verbal expressions common to all cultures. However, various cultures
show these common expressions in different ways. These common expressions are: joy, sorrow,
fear, anger, surprise, and disgust.

It has generally been observed that North Americans tend to make less eye contact than Arabs.
Africans are taught to avoid eye contact with people of higher stature. Physical contact is natural
for Italians, French, Latin Americans, and some Arabs. It is less common for Asians, Germans, and
Scots.

2.5.5 SPACE

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In order to communicate effectively with people, we need to understand acceptable boundaries of
space. Given below is an indication of how we generally use space in the communication process:

• Public space: It ranges from 10 to 20 feet between the audience and the speaker, such as
at a press conference or an election meeting.
• Social space: It ranges from 4 to 10 feet, for example, communication among business
associates, meeting strangers in public places.
• Personal space: It ranges from 2 to 4 feet, for example, among friends and family
members, waiting in a queue at ATMs.
• Intimate space: There is no minimum range for contact with parents, spouses, children
and close friends.

2.6 Barriers To Communication

There are several barriers to effective communication.

2.6.1 BARRIERS TO EFFECTIVE LISTENING

Here are some barriers to effective listening:

• We can think faster than a speaker can talk, and jump to conclusion without first completely
listening to him/her.
• We may become distracted and not pay attention to the speaker.
• If the speaker continues talking at length, we may lose patience, and show disinterest in
what the speaker is saying.
• We react emotionally to the speaker.
• We tend to interrupt and don’t allow the speaker to have his/her complete say.
• We set limits and respond: “It won’t work,” or “We have always been doing it this way.”

2.6.2 BARRIERS TO RESOLVING CONFLICT

Sometimes we do not confront the problem immediately, and let it simmer, though at times
unintentionally. Other obstacles to conflict resolution may include the following:

• Judging the problem at its surface value before analyzing its root cause;
• Searching for a single solution without looking at various alternatives;
• Assuming and asserting that ‘our’ solution is the only viable solution without giving a
thought to options presented by others;
• Deciding not to involve ourselves as “it’s their problem!”

2.6.3 HOW TO OVERCOME BARRIERS TO RESOLVING CONFLICT

We often create obstacles to resolving conflict when solutions are simple. If we determine that the
conflict could be negotiated, and we are willing to do so, then it will be useful to list some options
toward resolution. This ‘brainstorming’ technique provides the basis for negotiating. Often ‘crazy’
ideas lead to acceptable ones.

From this point you decide what you can give up, and you find out what the other person can
concede. Negotiating a conflict need not be an ‘either/or’ solution. Both parties in the conflict can
win something if there is real effort to resolve the problem. Ask yourself these questions as you
move toward resolution:

• Is it worth fighting for?

16
 • Can it be negotiated?
• Do I want to win the argument more than win a relationship?

2.7 Overcoming Barriers

In order to overcome barriers to effective communication and understand the true meaning of the
message that comes through a particular communication, we need to filter the messages.

2.7.1 IDENTIFYING COMMUNICATION FILTERS

There are three types of filters which only allow a portion of the message to get through. As a
result, we only receive part of the message, and often, only the part that we want to hear.

• Attention filters:
• Noise: other people talking, telephones ringing, traffic, music
• Environment: too hot or cold, poor lighting
• Interruptions: people, telephones
• Timing: trying to talk to someone when they are about to go somewhere or are in the
middle of a job
• Emotional filters: These are inherent in the speaker and probably unknown to the other
person:
• Prejudice: dislike of the other person, the way they are dressed, the message itself
• Status: the other person is higher or lower in the organisation hierarchy, which can affect
the way in which you speak and listen to them.
• Experience: If previous communication with a person resulted in an unpleasant
experience, you will be wary when approaching them the next time, not wishing to repeat
the same experience.
• Assumptions: assuming what the message will be and thus not listening properly
• Values and beliefs: We all have our own codes regarding morals, religion, politics, and so
on. If the message transgresses these standards, we are likely to switch off.
• Word filters:
• Criticism: “That was the wrong way to deal with the problem!”
• Moralizing: “You shouldn’t have done that!”
• Ordering: “The report must be on my table by tomorrow without fail.”
• Threatening: “If you don’t change your ways, you will face disciplinary action.”
• Advising: “I suggest that you…”
• Logical argument: You cannot argue with logic.
• Reassuring: “Don’t worry; you’ll be able to manage.”
• Diverting: “It is OK, but as I said…”
• Jargon: If the listener is not familiar with the jargon (unfamiliar words or phrases), they
will not be interested in listening to the entire message.

2.7.2 REDUCING THE FILTERS

Even one filter can distort communication. However, being aware that they exist is half the battle
won in reducing the effect of filters.

Even if it is not possible to eliminate attention filters, it is possible to reduce them. If the proposed
conversation is likely to take more than a few minutes, find somewhere quiet to hold it and ensure
that there are no interruptions. If someone approaches you at an inconvenient time, politely tell
them so and suggest meeting later.

17
You cannot control others’ emotions but you can curb your own when conversing with them. If you
feel emotional filters are likely to become barriers, have a brief conversation and stick to the point.
Be careful in choosing your words. Try to put yourself in the other person’s position and think how
you would feel if the other party were using words that could hurt you.

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3 Written Communication
Written communication is an integral part of managing an organisation’s work. It has the
following features:

• It provides record for future reference.

• It is more structured than verbal communication.
• It has the ability to provide any number of details.
• It can be sent to multiple people at the same time.
• It may consist of diagrams, pictures, graphs, reports, rules, orders, instructions,
agreements, etc.
• It is comprehensive and accurate.

3.1 Principles Of Effective Writing

Before attempting written business communication you need to keep the following in mind.

3.1.1 ADAPTATION AND SELECTION OF WORDS

Adaptation means that you need to fit the message to the reader. In writing to less educated
workers you may need to simplify your message. On the other hand, for highly educated people
you may have to write differently. If you are writing to multiple readers, you may have to adapt to
the average reader in the group. You need to take care of the following:

• Use familiar words that most of us use in everyday conversation. It is not necessary to avoid
all difficult words. If you use them to fit your needs, they are likely to be understood.
• Use of slang words and clichés is to be avoided in formal written communication.
• Use short words. Use a long word only when you think your reader might know it.
• Use technical words and acronyms with caution. They are useful when you are
communicating with people in your own field. If you have to use them for technical reasons,
define them so that everyone can understand your message.
• Use concrete language. The words should be sharp and clear. Such words stand for things
that exist in the real world.
• Prefer active voice rather than passive. Active voice is stronger and shorter.
• Select words for their precise meaning and not for abstract notions.
• Avoid words that discriminate against sex, race, nationality, age, religion, disability etc. You
can refer to people as ‘he/she.’
• Avoid words suggesting male dominance (e.g. businessman to business person, salesman to
sales executive, chairman/chairwoman to chairperson, etc.).

3.2 Business Letters

Business letters are written to communicate with other organisations and people – customers,
clients, suppliers, government departments, companies, factories etc. Letters that are written in
simple and correct language are very effective.

3.2.1 PROCESS OF WRITING BUSINESS LETTERS

• Planning: This is very important. A good planning is necessary for writing an effective
business letter. Decide:

• Why are you writing this letter?

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 • To collect information?
• To give information?
• To solicit business?
• To make a proposal?

• Collecting information: Collect all the information – from internal/external

sources – about the points you are to include in your letter.
• Organizing information: It is important to organise information in the order of its
priority and importance. The main idea or point is to be included first.
• Writing the letter: The next step is writing the actual letter. The message of the letter
should satisfy the conditions that the information is accurate, the length is brief, and the
language is clear to understand.
• Reviewing and revising: After writing the first draft of the letter, it needs to be reviewed
carefully. It may be ensured that all the points have been covered, the information is
accurate, the language is grammatically correct and polite, the name of the official and/or
organisation is spelt correctly, and the format of the letter is appropriate. If some changes
are required, they can be made at this stage.

3.2.2 LETTER STRUCTURE

Most business letters are typed in standard format. These are the standard parts of a letter:

• Letter head (heading): The letter head is printed at the top of the sheet (along with the
logo, if any). It includes the name of the organisation, address, telephone/fax number(s),
email address etc. Sometimes details other than the name of the organisation are printed at
the bottom or left margin of the sheet.
• Reference: It is a number given to the letter and/or file number of the correspondence
related to the subject.
• Date: All the letters should have the date of writing the letter. It should be written in full,
for example, 25 April 2016 (British style) or April 25, 2016 (American style).
• Receiver’s address: It includes the name/title of the official, and the full address of the
organisation to which the letter is being sent. It should be written on top left.
• Salutation: It is a phrase of greeting at the beginning of the letter. ‘Dear Mr…,’ ‘Dear Ms…’
If you don’t know the person to whom the letter is addressed, you should use ‘Dear
Sir/Madam.’
• Subject line: The subject of the letter is to be written after the salutation. It should be an
apt brief phrase.
• Body: It includes all the points needed to be written. If there are multiple points, separate
paragraphs are to be written. Numbers (e.g. 1, 2, 3 or a, b, c, etc.) or bullet points can be
used to separate the points.
• Close: It is used to close the letter in a polite manner, e.g. ‘Sincerely.’
• Enclosures: If some documents are required to be enclosed, it should be typed at the
bottom left of the letter (e.g. Encl: Catalogue).

3.2.3 TYPES OF BUSINESS LETTERS

Business letters are of several types and are written for a specific purpose. Here are some of the
categories:

• Requesting/providing information
• Requesting payment
• Promotional letter
• Letter of interest

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 • Complaint letter
• Cover letter
• Business apology letter
• Business invitation letter

Here are some sample letters:

Sample letter – Requesting information

Universal Movies LLP
20 Oxford Street, London SK3 4RG
Tel: +44 223 134 4698 Fax: +44 223 137 1457
Email: [email protected]
Ref: 270/16
25 April 2016
The Manager
Language Services
65 Milk Street
London SW7 6AW
Dear Sir,
Subject: Translation Brochure
We are in the process of developing our sales literature and updating our website. We are
interested in translating them into four languages.
I’ll be grateful if you send us your brochure and price list about your translation services.
I look forward to hearing from you.
Sincerely,
Celia Patterson
Marketing Manager
Sample letter – Sending Information
Language Services
65 Milk Street, London SW7 6AW
Tel: +44 201 248 5926 Fax: +44 201 249 5867
Email: [email protected]
Ref: 165/16
30 April 2016
Ms. Celia Patterson
Marketing Manager
Universal Movies LLP
20 Oxford Street
London SK3 4RG
Dear Ms. Patterson,
Subject: Translation services and fees
Thank you for your letter of 25 April enquiring about our translation services.
We can offer you a full range of translation services for the development of sales literature and
updating the website.
I’m enclosing our brochure and price list.
I’d like to assure you that our services are excellent and prices highly competitive.
I look forward to meeting you shortly in order to discuss your requirements.
Sincerely,
John Philips
Sales Manager
Encl: Brochure and price list

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Sample letter – Invitation and Promotion
Modern Fashion House
36 Featherstone Street, London EC1Y 8SY
Tel: +44 416 244 7800
Email: [email protected]
Ref: 455/16
15 April 2016
Dear Customer,
Subject: Sales Promotion Day
Our records show that you have been our valued customer for quite a long time. We would like to
thank you for your patronage by inviting you to our Sales Promotion Days for 15 days starting this
Saturday. Saturday’s sales event is by invitation only. All our dresses will be marked down from
50–75 per cent off. Complimentary tea and sandwiches will be served.
We are enclosing £25 gift certificate which you may use with your purchase of £70 or more.
We look forward to seeing you this Saturday. Please bring this invitation with you.
Sincerely,
Eva Johnson
Store Manager
Encl: Gift Certificate #240 (Not redeemable for cash)

Sample letter – Payment Request

Brown’s Stationery Supplies
56 Kings Road, London SW3 5EJ
Tel: +44 213 164 5960
Email: [email protected]
Ref: 279/5
20 April 2016
Mr. Martin Smith
The Bridge School
Mere Close, Leicester LE5 3H4
Dear Mr. Smith,
Subject: Outstanding Invoice
Our records show an outstanding balance of £560 dating back to January 2014, and we have yet
to receive this payment. Enclosed please find a copy of the invoice.
Please forward us the amount due to us.
Please disregard this communication if payment has already been made.
While thanking you in advance for your cooperation, we hope to continue doing business with you
in future.
Sincerely,
Alice Walker
Accountant
Encl: Invoice

Sample task

Given below is part of the letter from Karen Peters, the Sales Manager of a company that produces
screens for computer monitors.
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We produce screens to fit in front of computer monitors. This protects computer operators’ eyes
against strong light. This is a new product and the price is £20 per screen. We would be glad to
arrange a demonstration at your premises. I’m sure your staff will welcome the comfort they will
experience.

• Write a letter to Ms. Peters:

• Explaining what your company does;

• Saying why you could be interested in the product;
• Enquiring about the possibility of a discount on a large order;
• Requesting a date for a demonstration.

• Write 60–80 words.

Suggested reply

Dear Ms. Peters,

Thanks for your letter.
I’d like to inform you that our company is involved in software development. We’d like to offer our
employees a better comfort.
Would there be a possibility of discount on a large order?
I’d appreciate if you depute your representative to visit our office and give a demonstration. Please
ensure that he/she visits us on any working day next week between 11 am and 1 pm.
Sincerely,
Sophia Davis
Human Resource Manager

3.3 Writing Reports

Business reports are vital to organisations. Quite often you may have to prepare a report on the
progress of work, an ongoing project, or a planned activity of your department/organisation. It is
necessary to understand that people want a report that is well thought of, well prepared and is
effective.

• The first thing you need to think of:

• Who is my reader?
• What does he/she already know about this subject?
• What are the objectives of this report?
• Consider why you have to write:
• Are you an expert in this subject?
• Are you the best report writer in the organisation?
• Have you been asked because you were there?
• Is it a part of your job profile? (Mostly it is!)

3.3.1 PROCESS OF REPORT WRITING

Reports can be very effective if they are prepared well after a lot of thought and preparation.

Here is the process of writing them:

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 • Preliminary investigation: Collect data from various sources e.g. company files,
discussion with colleagues, Internet search etc.
• Statement of the problem: Write the problem statement in clear terms.
• Determination of factors: You should determine what needs to be done to address the
problem.
• Basis of comparison in evaluation: If the problem concerns evaluation of something,
you should determine what characteristics you will evaluate.
• Interpretation of findings: Interpret your findings by maintaining a judicial attitude,
consulting with others, and testing your interpretations. Data used should be simplified. For
this purpose you may use various statistical tools available.
• Planning the report:

• Consider how long it is until the report is required.

• How long do you have to work on gathering the information?
• How long on structuring and writing the report?
• How long on checking, revising, and perhaps typing/re-typing the report?

• Structure of the report (suggested):

• Title
• Contents
• Summary/Abstract
• Introduction
• Findings
• Conclusion
• Recommendation
• Appendices, acknowledgements, references etc.
• Index

• Presentation/Typing:

• Wide margins
• Double spacing
• Paragraphs
• Heading in different type face
• Consistency in numbering system

3.3.2 SHORT AND LONG REPORTS

The length of the report depends on the needs of the situation. The longer the problem the more
detailed the report structure is likely to be. The shorter the problem the less detailed the report
structure is likely to be. Such adjustments of report structure to length help meet the reader’s
needs in each situation. The short report is a popular form in business for dealing with day to day
affairs. Such adjustments of report structure to length help meet the reader’s needs in each
situation. The short report is a popular form in business for dealing with day to day affairs.

The following forms of reports are usually written in organisations:

• Staff report
• Minutes of Meetings
• Progress report (of work under process)
• Audit report
• Sales report

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 • Marketing report
• Conference report
• Financial position

3.4 Writing Proposals

Proposals are written for individuals and/or organisations such as government agencies,
foundations, businesses. They can even be made internally for one part of the organisation or to
the top management.

Proposals are of two types:

• Invited proposals: An organisation – government or private – advertises that it is

soliciting proposals e.g. setting up a plant, supply of raw material or finished/semi-finished
goods, research project etc.
• Prospecting proposals: They are much like sales letters. They are descriptions of what
the writer’s organisation could do if given an award of business by the reader’s organisation.

3.4.1 FORMAT OF PROPOSAL

The organisation of proposals varies widely. The simplest proposal resembles formal email report.
Internal proposals usually fall in this category, though there are exceptions. The complex proposals
may take the form of long reports.

You may determine the contents of a proposal by reviewing the needs of the case. For invited
proposal, review the invitation. For prospecting proposal, use your judgment in determining the
reader’s needs.

In general, the following guidelines may be considered for writing the content of the proposal:

• Writer’s purpose and the reader’s need: An effective way of doing this is by briefly
summarizing the highlights of the proposal with emphasis on its benefits.
• Background: Background information should be provided in order to justify your
statement of the need mentioned in the proposal. Based on the background information, the
need of the proposal is determined.
• Description of the plan: This is a description of what the writer proposes to do. It should
be presented in a clear, concise and orderly manner.
• Particulars: Specifics should be provided e.g. time schedules, costs, performance
standards, equipment needed, guarantees, personnel requirements etc.
• Evidence of ability to deliver: It includes presenting information on such matters as
qualifications of personnel, success rate in similar cases, adequacy of facilities, operating
procedures, financial status etc.
• Benefits of proposals: Benefits of the proposal should be clearly outlined in order to
convince the reader about the proposal’s viability.
• Concluding comments: These could include proposed further action, summary review of
the highlights, or additional information, if any.

3.5 Writing Business Emails

Email has become an important part of our life. It has almost become the lifeline of business on
account of its versatility and ease of use.

The following guidelines for sending emails will help you:

25
 • Use a descriptive subject line. Do not leave it blank. It helps the receiver to get an idea of the
subject you are writing about.
• Use simple formatting. Keep everything flush with the left margin. Avoid special formatting
and tabs. They might get distorted during transmission.
• Address the recipient by name to add a personal touch.
• Do not use all caps.
• Avoid using abbreviations unless you know that the receiver is aware of them.
• Skip a line when starting a new paragraph.
• Avoid using HTML as not everyone can view it.
• Keep your email concise.
• Have a signature line in your mail.
• Avoid writing confidential data as most emails are never completely private.

3.6 Writing Memos

Writing memos for internal communication in an organisation is an integral part of modern

business. These memos are meant for communication between:

• One person in the department and another in the same department;

• One department and another department;
• Managers and subordinates.

Memos are written for:

• Giving instructions;
• Giving reminders;
• Asking for information;
• Providing information;
• Clarifying a point.

Sample memo
Phoenix International
Inter-office Memo
To: Marketing ManagerFrom: General Manager
Subject: Under-performance of departmentDate: 20.5.2016
It is a matter of great concern that the sales targets for the last quarter have not been achieved.
Under the circumstances, you are requested to take necessary steps to ensure achievement of
targets for the next quarter.
(Signature)
Flavian Howard

26
4 Group Communication
Modern business houses function on the basis of team work because of which group
communication has gained immense importance. In addition to general communication at the
intra-group level, there are always situations when effective group communication becomes a
necessity.

Here are some of these situations.

4.1 Meetings

Departmental meetings are normally organized at frequent intervals for various purposes.
Generally all types of meetings follow similar rules. The following points will be helpful in
arranging and managing meetings.

4.1.1 PLAN THE MEETING

You must prepare an ‘agenda’ (list of topics to be discussed in the meeting) by including the items
that need to be discussed to achieve the purpose of the meeting. You must arrange the topics in the
order of priority.

• Why, who, when, and where: Successful meetings are the result of careful preparation.
Although it may take some time, it is necessary because only then the meeting will serve a
constructive purpose.

• Why: The purpose of the meeting is to be so clear that all the participants understand it
before attending the same. So the agenda is to be prepared in such a way that the aims of
the meeting are clear to everyone.
• Who: It needs to be clear who will attend and participate.
• When: The time fixed for meeting must be suitable for all those who are supposed to
attend.
• Where: Venue of the meeting also needs to be intimated.

4.1.2 PREPARING THE AGENDA

Agenda for a meeting is to be prepared carefully. It should include the following:

• Name of the department/organisation

• Date and time of meeting
• Venue
• Items to be discussed

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Sample of Agenda
Radiant Stationery Supplies LLP
35 Bow Street, London
Agenda for Meeting
Department: Marketing and Sales
Date: Friday, 22 April 2016
Time: 10.30 am
Venue: Conference Room
Chair: Marketing Manager
Sl. No. Items for discussion Time allotted
1 Approval of the Minutes of the last meeting 5 mints.
2 Sales figures for the 1st quarter 20 mints.
3 Report on marketing activities for the 1st quarter 20 mints.
4 Sales forecast for the 2nd quarter 20 mints.
5 Marketing strategy for the 2nd quarter 20 mints.
6 Any other item with the permission of the Chair 10 mints.
Laura Stafford
Secretary to Marketing Manager

4.1.3 MEETING NOTICE

Notice for the meeting should be prepared well in advance. It should be brief and concise, and
should contain relevant information. It should be circulated to all those who are supposed to
attend the meeting well in advance. Agenda for the meeting should be enclosed.

Sample of Notice for the Meeting

Radiant Stationery Supplies LLP
35 Bow Street, London
Meeting Notice
15 April 2016
A meeting of the Marketing and Sales Department will be held on Friday, 22 April 2016 at 10.30
am in the Conference Room.
All personnel of the Department are expected to attend.
Agenda for the meeting is enclosed.
Andrew George
Marketing Manager
Encl: Agenda
For circulation to: Marketing and Sales Department

4.1.4 DISTRIBUTION OF AGENDA

Agenda should be distributed to all those who are to attend the meeting. This will help them to
come prepared for discussion on the topics of the agenda.

4.1.5 FOLLOW THE PLAN

You must follow the plan item by item. Discussion about the items should be done one after
another. The next topic should be taken up for discussion only after the previous one has been
discussed and decisions made. You should also control repetition of points and discussion of
unnecessary details.
28
4.1.6 ENCOURAGE PARTICIPATION

You should encourage everyone to participate and present their ideas and suggestions. You must
listen to their suggestions even if they are not very much related to the topic under discussion.

4.1.7 CONTROL TIME

When the meeting has time limit, you should decide in advance how much time is needed for
discussion on each topic, and write the time in the agenda itself. You can announce the time limit
for each item during the meeting also.

4.1.8 SUMMARIZE THE DISCUSSION

After an item has been discussed, you should summarize the discussion. At the end of the meeting
you should document the discussion and decisions in the form of ‘Minutes of the Meeting.’

4.2 Minutes Of The Meeting

Minutes of the meeting should be prepared as soon as possible after the meeting and circulated to
all concerned.

There are several types of Minutes. Some are written in detail while others are in concise form. It is
not necessary to write what was said by whom, but what was discussed and decided. In modern
management, Minutes of the Meeting are usually written in tabular format, which makes it
convenient to comprehend, and are a reminder of what was discussed and decided.

29
Sample of Minutes of Meeting
Radiant Stationery Supply LLP
35 Bow Street, London
Minutes of the Meeting
(Marketing and Sales Department)
Date of Meeting: 22 April 2016
Time: 10.30 am
Venue: Conference Room
Attendees: Andrew George, Martin Ward, Laura Stafford, Joe Edwards, Graeme Smith, Celia John
Absentees: Peter Gomes (Reported sick)

Discussions and actions:

Person
Topic discussed Action By when?
responsible
Approval of the
Laura
Minutes of the Approved unanimously 22 April
Stafford
last meeting
Documents containing sales figures were presented. It
was observed that the actual sales figures were below
Sales figures for
the target figures. It was agreed that concerted efforts Martin Ward 2nd quarter
the 1st quarter
were needed to raise these figures during the
2nd quarter.
Report on
marketing Information provided. It was felt that new and
Celia John 1 week
activities during improved marketing strategy was required.
the 1st quarter
Discussed. Target should be at least 10% higher than
Sales forecast for
what was achieved in the 1st quarter. Sales department Joe Edwards 1 week
the 2nd quarter
to prepare revised forecast.
Marketing Discussed. Decided to enhance and improve
Graeme
strategy for the marketing activities. Marketing department to prepare 1 week
Smith
2 quarter
nd
revised strategy.
Discussed about bonus to staff. It was felt that in
order to receive higher bonus it was necessary that the
Any other item All 2nd quarter
sales targets were not only to be achieved but also to
be exceeded.
Meeting was adjourned at 12.30 pm with vote of thanks to the Chair. The next meeting will be
held on Friday, 30 April 2016.
Prepared by: Approved by:
Laura Stafford Andrew George
Secretary to Marketing Manager Marketing Manager
4.3 Impact Of Technology

Technology has changed business in several ways, but its effect on communication is the most
significant. It has provided expanded communication opportunities by allowing people to carry on
business relationships without ever meeting face to face. It has facilitated effective communication
between individuals and groups that are physically distant from each other.
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The rapid technological developments have resulted in the evolution of emails, video-conferencing,
social networking, websites etc. The integration of new technology in business processes has
contributed to long term growth of organisations.

4.3.1 USE OF TECHNOLOGY IN BUSINESS

Communication technology in its various forms is being used by businesses for a wide range of
purposes.

Some of these are:

• Maintaining effective level of communication among the workforce;

• Keeping in touch with existing and potential customers, clients, suppliers, government and
private agencies etc.;
• Getting customer feedback;
• Engaging in team building initiatives;
• Increasing the level of employee morale;

• Enabling the practice of working from home and other locations, which has been made
possible by Internet, emailing, Skype, instant messaging, WhatsApp and other related
technologies;
• Using video-conferencing, which results in saving of cost and time
associated with travelling.

4.4 Media Management

Media plays a significant role in modern business. Depending on the nature and the amount of
media coverage the situation can be made better or worse. It is therefore necessary for business
organisations to use media carefully to their advantage. Several methods can be adopted in order
to manage media coverage.

4.4.1 PRESS RELEASE

An effective press release should have the following key elements:

• Release only what is really newsworthy and will draw public attention favourably;
• Have a caption line that will attract the readers’ attention;
• Include the key features of your product or service, and its benefits to users;
• Include a customer quote if possible (should be verifiable);
• Include a message from top management;
• Include pricing, availability etc.

4.4.2 PRESS CONFERENCE

Press conference may be organized but not too frequently, otherwise it doesn’t attract people.

Care is to be taken with regard to the following:

• Identify brand objectives you want to communicate. Use words and phrases carefully to
describe your product or service.
• Select one main point which is really noteworthy. When you are announcing a new product
or service, stick to it rather than talking about the old products or services.

31
 • Make a list of anticipated questions and keep answers ready. Still you have to be prepared to
answer tough questions with confidence.
• Start with a ‘friendly’ reporter. It sets the ball rolling in a positive manner.
• Address the press conference along with one or two colleagues who are experienced in
dealing with the press. Having experts available to answer some types of questions is likely
to give you a lot of credibility.
• Be careful about your verbal as well as non-verbal messages. Body language often reveals
more than the words.
• Choose the right time and place. Early morning press conferences generally go better.

• You must be ready to welcome reporters before the conference, and start the conference on
time.
• Press conference should not drag on. Keep it within reasonable time limit.
• After you have made your prepared statement, ask for questions, and then conclude with
thanks.
• Review your press conference afterward. Discuss with colleagues about the types of
questions that were asked and how you might have answered differently. Learn from your
experience.

4.4.3 MEDIA INTERVIEWS

Sometimes media want to interview you, and at other times you discretely arrange for an interview
with a TV or newspaper reporter. When you are planning for an interview, you need to take care of
the following:

• Insist on having a set of questions the interviewer is going to ask.

• Prepare your answers with facts and figures.
• No reporter will let you know in advance all the questions he/she is going to ask you. There
might also be supplementary questions arising out of your answers. Be prepared to answer
them with confidence.
• Do not get agitated on being asked some uncomfortable questions. Keep your cool and
answer. Do not avoid answering by saying “No comment.” Sometimes you may
diplomatically sidetrack the issue with a little humour.
• Do not bad mouth any person or organisation. A tactful answer goes a long way in
maintaining a positive and affable attitude.
• If you refer to competitors as fellow business people rather than as opponents, you will be
able to create a good image of yourself and your organisation.
• Conclude the interview with obvious happiness and gratitude to the reporter and his/her TV
channel, newspaper or magazine.

5 Employment Communication
5.1 Introduction

Communication for seeking employment is one of the most important aspects of life. Though it is
extremely significant at the start of the career, it is equally relevant at any stage of career change.
Hence you must go about it in a systematic and logical manner.

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5.2 Writing Cv (Curriculum Vitae)

Writing an effective CV goes a long way in ensuring that the prospective employer gets to know
about you in a positive manner. Your CV is your first introduction, and it shows what you are and
what you can do for your employing organisation.

Here are some guidelines for you:

• What to include in CV?

• Name and contact details
• Education
• Skills
• Work experience
• Interests
• References
• Photograph
• How to write a great CV?
• Grammar: There should be no grammatical mistakes or spelling errors. Complete
sentences should be used only where necessary.
• Layout: Most attractive skills should be kept on top. Education and experience should be
written from the most recent ones to the earliest.
• Presentation: It should be typed neatly. Use font size not higher than 12 point. Sub-
headings can be made bold. Use an attractive and business like type face e.g. Times New
Roman or Ariel. Use bullet points rather than numbers.
• Style: There is no single style, but skill-based (to be put on top after the name) CV is very
effective as the recruiters are able to focus on your skills. In today’s business world a
potential employer decides to engage your services not for what you did but what your
current skills are.
• Size: It should preferably be not more than two pages.

Sample template of CV

Your name and contact detailsPhoto

Career objective
(Keep it brief – maximum 200 words)
Key competencies and skills
(Here list those professional abilities you think are most relevant to the vacancy you are applying
for.)
Personal skills
(Here list those personal abilities you think are most relevant to the vacancy you are applying for.)
Career history
Your job title, employer’s name, employment dates, duties etc.
(Give details of your work duties. Try to keep them as relevant as possible to the job you are
applying for)
Academic qualifications
(Qualifications gained and grades, dates attended, school/college/university attended)
Personal data
(Date of Birth, place of residence, driving license, passport etc.)
References
(Name, job title, address, telephone, email)
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5.2.1 WRITING A COVERING LETTER

Some organisations require a covering letter also. In this case, you should prepare a brief covering
letter which may include:

• Designation of the recruiter

• Name and address of the organisation
• Reference to the advertisement
• Your qualifications, skills and experience. (Use only a few sentences to describe them.)
• Mention that you are enclosing your CV.

Sample of Covering Letter in response to an advertisement

There may be an advertisement like this:

Cottonwoods Computer Systems

London, Britain
Wanted a Marketing Executive

• Are you a management graduate?

• Do you like working with people?
• Can you speak two foreign languages?
• Can you use a computer?
• Do you know London well?

Please write to:

Julie Anderson
Human Resource Manager
20 College Street, London SW2 J4
Or email: [email protected]
Sample of your Covering Letter
5 Oxford Street
London
15 April 2016
Ms. Julie Anderson
Human Resource Manager
Cottonwood Computer Systems
20 College Street,
London SW2 J4
Dear Ms. Anderson,
Subject: Marketing Executive
Reference your advertisement for the position of Marketing Executive I’d like to offer my services
for the same.
I am 26 years old and live in Oxford. I am working as a Marketing Executive in a small
organisation. I like working with people, and can speak two foreign languages – French and
Spanish. I can also use a computer well.
I was born in London, so I know it very well.
I look forward to hearing from you.
Yours sincerely,
Rebecca David
Encl: CV

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5.3 Interview

5.3.1 PRE-INTERVIEW PREPARATION

Before you proceed for the interview you should prepare yourself well for the same.

• Research on potential employing organisation: You should do a thorough research

on the organisation by talking to friends who know about the organisation, and browsing
through the Internet. You should look for the following:

• Size of the organisation

• Business of the organisation – manufacturing, distributing, marketing, providing services
etc.
• Approximate number of employees
• Salary and other perks being given (if feasible)
• Location
• Employee turnover
• Reputation in the market
• Potential for career growth etc.

• Preparation for interview: Some organisations have a series of recruitment process

such as written test, Aptitude Test, group discussion, demonstration, presentation, face-to-
face interview etc. Ensure that you are aware of the whole process and prepare yourself
accordingly.

5.3.2 INTERVIEW SKILLS

• Group discussion: Sometimes you may have to go through the process of group
discussion with other applicants. Here are some points to remember:
• Try to take lead by initiating the discussion. It gives a good impression.
• Do not continue talking at length. Stop after you have made a point. You may ask others by
saying “What do you think?”
• Do not interrupt others while they are talking. Wait for a suitable moment to enter the
discussion.
• Do not use phrases like “According to me…”, or “In my opinion…”, or “In my personal
opinion…” Rather use “I think…”, or “I feel….”
• Do not be adamant about your opinions and thoughts. Others may think differently. Find a
way out or a compromising solution.
• Do not raise your voice. Talk normally.
• Your body language must be positive even if you don’t like the other person’s view point.
Negative body language (raised eyebrows, smirking etc.) shows you in a bad light.
• Create an impression of team discussion and group decision. It goes a long way in creating a
good image of you as a potential team worker.
• Face-to-face interview: It is the most important part of the recruitment process. You
need to be fully prepared for the same. Here are some guidelines:
• Dress formally. Do not wear flashy clothes. Good grooming is very important as it gives the
first impression about your personality.
• Look confident even if there are butterflies fluttering in your stomach. (This usually
happens for your first interview.)
• Greet the interviewer(s) with appropriate greeting, and sit only when asked to do so. You
may be carrying a briefcase or portfolio or a handbag. Never keep it on the interviewers’
table. Rather put it on the floor standing against your chair leg. (You may need to pick it up
later when asked to show some documents such as education and experience certificates.)
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 • Carry a spare copy of your CV and certificates in original as well photocopies. You may be
asked to show the originals and/or to submit the copies. Do carry a couple of passport size
photographs also (in case you are asked to submit the same).
• Answer the questions with confidence. Your answers should be of average length
(depending on the type of question) – neither too short nor too long.
• Do not fabricate answers. Stick to facts. If you tell lies, or you are vague, you are likely to be
caught – later if not at the time of interview. Nobody likes to employ liars.
• Never bad mouth your previous boss or organisation. Talking ill of them creates a negative
impression about you.
• Always look positive. Uncomfortable questions can be answered in a diplomatic way.
• At the end of the interview, the interviewer(s) may invite questions from you. If not, request
them to answer a couple of questions.
• Ask relevant questions but never ask about salary and/or working hours. Nobody likes to
answer them. You may rather try to get clarification regarding the job profile.
• If offered the job immediately after or during the interview, do not accept or reject it
outright. Politely say that you need to think about it and will get back to them shortly, say,
within 2–3 days or a week at the most.
• Do not forget to thank the interviewer(s) before leaving the interview room.

6 Presentation Skills
Presentation is a method of communicating your ideas and thoughts on a given topic. Doing a
business presentation can be a difficult task, particularly when you are doing it for the first time,
but once you practice, it will come easily to you. Presentations can be very effective in making your
point clear. It may be just an internal presentation – perhaps to your colleagues, or to your boss or
it may be a marketing or technical presentation. Perhaps it may be to a large group.

6.1 Process

You must organise yourself well before you can even think of making a presentation.

6.1.1 PLAN YOUR PRESENTATION

When you decide to make a presentation, take care of the following:

• Subject: You must be thoroughly conversant with the subject of your presentation.
• Collect information: Collect all the information required – from your knowledge and
experience, colleagues, books and journals, Internet etc.
• Size and type of audience: You must know in advance who your audience is going to be.
Are they your co-workers? Or people you don’t know? What is their level of knowledge of
the subject? How many people will be present? You should analyse audience needs
beforehand. Answers to these questions will enable you to plan accordingly.
• Aids to be used: Decide what aids you will use – PowerPoint? White Board and marker?
Flipchart? Just speak? These days almost all presentations are made with the aid of
PowerPoint.

6.1.2 PREPARE YOUR PRESENTATION

• Write the script in points:

• Introduction
• Main body – points you want to discuss
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 • Prepare notes on small index cards for you to use when making a presentation (if you are
not using PowerPoint).
• Prepare PowerPoint presentation. Do not write paragraphs. Write points only, and click
point by point instead of the whole screen. This will help the audience to concentrate on the
point you are talking about.

6.1.3 PRACTISE YOUR PRESENTATION

• Practise either by yourself or in front of a small audience – may be a friend or a family

member. You can do so in front of a mirror also if nobody is available.
• Check your timing. Quite often you may have to keep to time limit. Hence it is better to
check whether you conform to it – neither less nor more.

6.1.4 MAKE YOUR PRESENTATION

• Get rid of stage fear.

• Be confident.
• Talk normally.
• Preferably start with a simple and appropriate ice-breaker.
• Maintain proper and regular eye contact with the audience.
• Look at the points only. Then speak from memory.
• Always stand while making a presentation. Sitting presentations lose their effectiveness as
the invisible thread of contact with the audience is lost.
• Correct body language is important. Use hand movements and gestures to emphasise your
points.
• Make your presentation interactive. You may elicit some information instead of giving out
all of it by yourself.
• You may break the monotony with a small game relevant to the subject of your presentation
(depending on the length of your presentation).
• At the end, ask if there are any questions. Answer them with confidence.
• Give your contact details. (Someone may want to contact you for clarifications.)
• Thank the audience for their patience.

6.2 Examples Of Presentation Language

Function Language
Good morning (afternoon/evening),
Greeting the audience
Ladies and Gentlemen
Introducing the topic I would like to begin with…
Sequencing Firstly, Secondly, Thirdly
Moving on to the next point Next
Giving an example For example
Checking understanding Am I clear?
Summarizing In summary / Finally / To conclude
Finishing Thank you very much

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References
• Dobson, Ann, Communicate at work, Jaico Publishing House, New Delhi, 2006.
• Hargie, Owen (ed.), the Handbook of communication skills, Routlege, New York, 2006.
• Jones, Daniel, Advanced communication skills for business professionals,
www.lulu.com (2006)
• Joshi, Manmohan, Managing People, www.bookboon.com (2015)
• McIntosh, Perry, Richard Luecke & Jeffery H. Davis, Interpersonal communication skills in
the workplace, American Management Association, Florida, 2008.
• Neilson, John, Effective communication skills, Xlibris Corporation, 2008.
• Schwartz, Andrew E., Communication and listening skills, A.E. Schwartz & Associates, MA
(USA), 2006.
• Worth, Richard, Communication skills, Ferguson, New York, 2004.

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About The Author
Manmohan Joshi, M.A., M.Ed., Cert. EA, Dip. HRD, Dip. Mgmt. (UK) has over 40 years’ teaching,
training and administrative experience. He has worked as Principal of large and reputed schools in
India, Kuwait and the Sultanate of Oman.

For his work on Innovative Practices in Value Education he was awarded by the National Council
of Educational Research and Training, India.

He is also the recipient of the Best Teacher Award from the Govt. of Tamilnadu, India, as well as
the Central Board of Secondary Education, India.

He has presented papers at various national and international conferences under the auspices of
UNESCO. He has also conducted various workshops for teachers, students, parents and
administrators. The topics covered a wide area viz., Leadership and Team Building, Value
Education, Administration Skills, Choosing a Career, Effective Decision Making in Administration,
Effective Communication Skills, Interpersonal Relationships, Continuous Comprehensive
Evaluation, Skills in Dealing with Managers, Secretarial Skills. He has also authored several books
on different subjects.

He has also worked as Acting Chief Executive & Consultant for a reputed Training Institute in the
Sultanate of Oman.

He is now Management & Education Consultant, Author, and Training Facilitator, and conducts
workshops for college teachers, educational administrators, managers, supervisors and marketing
personnel. He also teaches MBA students.

He can be contacted through e-mail: [email protected]

Website: http://manmohan-joshi.webs.com

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