Fundamentals of

Communication and
Interview Preparation
 C HAPTER 1 - COMMUNIC ATION - THE ROLE

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Characteristics of all forms of communication
✓ The attributes of communication
✓ Communication process and its main phases.
✓ One way and two way communication
✓ Importance of feedback in communication process.
✓ Intra and interpersonal communication
✓ Features of Group Communication
✓ Public communication

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Structure
1.01 Elements of communication
1.1.01 Introduction
1.1.02 Message
1.1.03 Feedback
1.02 Essential of communication.
1.2.01 Approach
1.2.02 Development
1.2.03 Clarity
1.2.04 Style
1.2.05 Correctness
1.03 Attributes of Communication
1.3.01 Qualities
1.3.02 Features
1.3.03 Attributes
1.04 Definitions of Communication
1.05 Process of Communication
1.5.01 Context
1.5.02 Sender
1.5.03 Medium
1.5.04 Recipient
1.5.05 Feedback
1.06 Levels of Communication
1.6.01 Intrapersonal Communication
1.6.02 Interpersonal Communication
1.6.03 Group Communication
1.6.04 Public Communication
1.07 Importance of Communication
1.08 Summary
1.09 Self-Assessment Questions

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1.01 Elements of Communication

1.1.01 Introduction:
Effective communication plays a vital role in the success of every professional
and personal relationship. Becoming a skilled communicator requires you to learn
the roles of every element of communication. You can use these elements in many
ways, including public speaking, interpersonal relationships, media development
and business relations. The basic communication model consists of five elements
of communication: the sender, the receiver, the message, the channel and
feedback.
The sender plays the specific role of initiating communication. To
communicate effectively, the sender must use effective verbal as well as nonverbal
techniques. Speaking or writing clearly, organizing your points to make them easy
to follow and understand, maintaining eye contact, using proper grammar and
giving accurate information are all essential in the effectiveness of your message.
You will lose your audience if it becomes aware of obvious oversights on your
part. The sender should have some understanding of who the receiver is in order
to modify the message to make it more relevant. In the basic communication
model, the sender is Point A in the diagram.
The receiver means the party to whom the sender transmits the message. A
receiver can be one person or an entire audience of people. In the basic
communication model, the receiver, labeled Point B, is directly across from the
speaker. The receiver can also communicate verbally and nonverbally. The best
way to receive a message is to listen carefully, sitting up straight and making eye
contact. Do not get distracted or try to do something else while you're listening.
Nodding and smiling as you listen to the sender speak demonstrate that you
understand the message.

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1.1.02 Message:
The message could be the most crucial element of effective communication. A
message can come in many different forms, such as an oral presentation, a written
document, an advertisement or just a comment. In the basic communication
model, the arrow from Point A to Point B represents the sender's message traveling
to the receiver. The message is not necessarily what the sender intends it to be.
Rather, the message is what the receiver perceives the message to be. As a result,
the sender must not only compose the message carefully, but also evaluate the
ways in which the message can be interpreted.
The message travels from one point to another via a channel of
communication. Many channels, or types, of communication exist, from the
spoken word to radio, television, an Internet site or something written, like a book,
letter or magazine. Every channel of communication has its advantages and
disadvantages. For example, one disadvantage of the written word, on a computer
screen or in a book, is that the receiver cannot evaluate the tone of the message.
For this reason, effective communicators word written communications clearly so
they do not rely on a specific tone of voice to convey the message accurately. The
advantages of television as a channel for communication include its expansive
reach to a wide audience and the sender's ability to further manipulate the
message using editing and special effects.

1.1.03 FEEDBACK:
The last element of effective communication, feedback, describes the receiver's
response or reaction to the sender's message. The receiver can transmit feedback

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through asking questions, making comments or just supporting the message that
was delivered. Feedback helps the sender to determine how the receiver
interpreted the message and how it can be improved. In the basic communication
model, the receiver transmits feedback from Point B back to the sender at Point A.
As a result the model has a cyclical appearance, as the original receiver becomes
the sender and vice versa.

1.02 Essentials of Communication

1.2.01 Approach:
Timing of communication; choice of medium; tone and point of view
(perspective, attitude, and relationship regarding audience, purpose, and material);
recognition of audience (reader vs. writer orientation); direct vs. indirect
presentation (ordering of evidence and conclusions); persuasive strategies and
rhetorical appeals (logos, pathos, ethos) are all essentials of effective
communication. At this stage you have to ensure that the timing and choice of
medium are appropriate to the purpose, audience, and material. Your tone is
appropriate to the purpose, audience, and material. You have checked that the
material you plan to use in your communication is made relevant to the reader
(reader’s interests and concerns are recognized). You have taken necessary
precautions and are certain that conclusions are presented directly (conclusion
first, evidence last) to a sympathetic audience, indirectly (evidence first, conclusion
last) to an unsympathetic or hostile audience. You further need to check that
persuasive strategy you wish to adopt incorporates a mixture of rhetorical
approaches (appeals to logic, feelings, and ethics or credibility).

1.2.02 Development:
Organization (logical arrangement and sequence); evidence and support
(relevance, specificity, accuracy and sufficiency of detail); knowledge of subject
and material; quality of perception, analysis, and insight will assist you to develop
your message and ensure it is clear and complete. Please check that material is
arranged in a logical and coherent sequence; conclusion or closing restates the
argument and identifies the action to be taken; examples are relevant, specific,
detailed, sufficient, and persuasive. You have to provide adequate references and
quotations in support of the argument. The entire material of the message has to
be handled to demonstrate your knowledge and insight into the subject matter.

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1.2.03 Clarity:
Presentation of thesis or central argument (statement of purpose, delineation
or narrowing of topic, relevance of subordinate or secondary arguments); word
choice; technical language and jargon; structure (sentence, paragraph, document);
coherence devices (organizational statement, repetition of words and phrases,
progression from familiar to unfamiliar, topic and transitional sentences); textual
markers (headings, highlighting, formatting features) are essential components to
add clarity to the message. Please check that purpose or central idea is sufficiently
limited for meaningful discussion; purpose or central idea is stated clearly, usually
in the opening; organizational statement is offered, usually at the end of the
opening. Plus you have to identify and relate subordinate ideas are effectively
clearly to the main purpose or central idea. Please make the language clear,
specific, accurate, and appropriate to the audience, purpose, and material and
choose words that are clear, specific, accurate, unassuming, and free of clichés and
misused jargon.

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Activity 1.01 Rewrite the message to improve communication (see box after
summary 1.08)
I was jogging one day and I noticed a person in front of me, some distance away. I
could tell he was running a little slower than me and I thought, well, I shall try to
catch him. I had about a mile to go my path before I needed to turn off.

So I started running faster and faster. Every block, I was gaining on him just a little
bit. After just some time I was only little distance behind him, so I really picked up
the pace and push myself. You would have thought I was running in the last leg of
international competition. I was running, running and running to catch him.

On the inside I felt so good. "I beat him" of course, he didn't even knew we were
racing. Finally, I did it! I caught and passed him by.

After I passed him, I realized I had been so focused on competing against him that I
had missed my turn. I had gone nearly six blocks past it. I had to turn around and go
all back.

Is not that what happens in life when we focus on competing with others, people we
meet, those around us, trying to do something more, larger than them or trying to
prove that we are more successful or more important? We spend our time and energy
running after them and we miss out on what we were thinking of doing since
morning. We thought we had done. The problem with unhealthy competition is that
its a never ending bicycle.

There will always be somebody ahead of you, someone with bigger job, better car,
large money in the bank, fast education, a prettier woman, a more handsome boy,
better behaved children, etc. But realize that "You can be the good that you can be;
you are not competing with no one." Some people are not thinking, they understand,
because they pay much attention 2 what others are doing for so many hours, where
others are going, wearing & driving.

Take what God has given you, the body, its shape, clothes and what not. Dress well
and wear it proudly! You'll be blessed by it. Stay focused and lives a healthy life.
There's no running about in DESTINY, walk your own RACE and say others
WELL!!!

To bring in clarity to your message you double check that technical language
and terms are defined and explained as needed (depending on knowledge of the
audience); sentences are free of ambiguity; text is coherent, with new information
linked to previously discussed information (ordered within sentences as

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“something old/something new”) and transitions between paragraphs are clear

and helpful. It helps to appropriately highlight text with bullets, paragraphing,
boldface, italics, underlining, etc. to engage the reader and reinforce the main
points.

1.2.04 Style:
Word choice (economy, precision, and specificity of language and detail;
abstract vs. concrete language; action verbs vs. linking or weak verbs with
nominalizations; figures of speech: schemes and tropes); tone (personality and
humor); active vs. passive voice; sentence variety are all fundamental for the style
you deploy to convey the message effectively. Here you have to be careful about
word choice that is economical, clear, specific, accurate, unassuming, and free of
clichés and misused jargon ; action verbs are preferred over weak verbs with
nominalizations (as in recommend over make a recommendation) ; language is
appropriately concrete or abstract (signifying or not signifying things that can be
perceived by the senses). It is well worth to remember here, that figurative
language (metaphors and similes, as well as other tropes and schemes) enriches
and deepens the argument. For effective communication active voice is preferred
over passive voice (active voice is used to emphasize the performer of the action;
passive voice is used to emphasize the receiver of the action). Your sentences are
free of wordiness and unnecessarily complex constructions. There should be
variety in sentence structure and sentence length to create desired emphasis. You
may highlight author’s values, personality and – when appropriate – humor in a
way that reinforces the message.

1.2.05 Correctness:
Rules and conventions of spelling, grammar, punctuation, usage, and idiom;
style (appropriateness of word choice and level of formality to audience, purpose,
and material); social and cultural appropriateness; accuracy in proofreading all go
long way to add accuracy to the message you deliver. Written communication
should be invariably spell-checked and the latest edition of dictionary referred
whenever there is an iota of doubt about correct meaning of a term or word.

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1.03 Attributes of Communication

1.3.01 Qualities:
Effective communication involves accuracy in the sending and receiving
processes and no type of barriers to encumber that accuracy. The seven qualities
of effective communication are
Communication Attributes
Complete
Concise
Considerate
Correct
Clear
Courteous
Correct
1) Completeness: A message is complete when it contains all the facts that are
needed by the listener or reader for the response you desire.
2) Conciseness: Getting your message through in the fewest possible words,
keeping in mind all the other qualities of effective communication. Remember a
concise message is more often complete without being wordy.
3) Consideration: Keeping the receiver in mind while preparing the message is
what defines the quality of consideration. Putting oneself in the place of the
receiver (empathy) is the key to effective communication.
4) Concreteness: Being concrete is being vivid, definite and specific rather than
obscure, vague and general. This turns your message intense and then it glows.
5) Clarity: Getting the message through in an accurate manner is the purpose of
clarity. Precision is the crux of any message. In chapter A 7 we discuss barriers to
effective communication and techniques to overcome them.
6) Courtesy: Courtesy means not only to think about the receiver’s reaction but
also his / her feelings. It not only involves usage of polite words and gestures but
also pure politeness that grows out of respect and concern for others. Remember
it does not cost to be polite, but courtesy fetches rich dividends every time your
message is read by each individual.
Last but not the least

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7) Correctness: This quality means to correct use of grammar, spelling and

punctuation. In terms of verbal communication, this refers to accuracy in
pronunciation.
Figure A1 01

1.3.02 CHARACTERISTICS:
Effective business communication is critical in today’s workforce; more than
ever before. Business communicators have a variety of tools to choose from and
must use those tools carefully and with consideration of their audience and their
intended communication goals. Effective business communicators will find that
their efforts pay off in better relationships and business success. To be a successful
communicator you need to digest these eight characteristics.

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Communication Characteristics
Segmented
Specific
Accurate
Timely
Frequent
Multi-Channel
Face-to-Face
Two-Way

1. Segmented: Even in small organizations, it is wrong to assume that all

employees will have the same needs, interests and desires when it comes to
business communication. Effective business communication is segmented to meet
the needs of specific audiences. Employees working in an administrative setting,
for instance, will have different needs--and different access to information--than
employees working in a manufacturing environment. The principle equally applies
in non-business communication. You find that each group you have to
communicate with has its own need, interest and desires.
2. Specific: As a result of such segmentation, generic business or any other
communication does not meet the needs of anyone. Effective business
communication is specific. The more specific communication is, the more it meets
the needs of its audience, effectively delivers the intended message.
3. Accurate: When information is inaccurate it loses its credibility. The sender
of the information also loses credibility. Effective business communication is
accurate in terms of the content conveyed and in terms of simple things that
include grammar, spelling and punctuation.
4. Timely: Information has to be passed on without loss of time; otherwise it
loses its purpose. Employees need to know what is going on in their organizations--
and in the external environment--that impacts them. Today’s technology-driven
environment makes it more challenging than ever before for businesses to
communicate with employees in a timely manner, but it is critical for effectiveness
business communication.
5. Frequent: It cannot be assumed that a message has gotten across if it is sent
just one time. If you want to ensure action on the message you convey, then it has
to be repeated until you are certain it has reached and absorbed by the listeners.
Effective business communication occurs frequently to ensure that it has been

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received by all employees. Employees leave, new employees join the company and
employees transfer from one role to another, requiring new and updated
information.
6. Multi-Channel: Effective business communication needs to be sent through a
broad variety of channels to ensure that it is received by persons in different
settings. Businesses, as well all of us, fortunately have a variety of channels to
choose from-- from the traditional (print, bulletin boards, meetings) to the new-
technology (email, blogs, social media sites).
7. Face-to-Face: Face-to-face communication is still the most effective, and
should be used whenever possible and practical. Distances and convenience of the
two parties always make face to face communication impossible. And, in very
large organizations this can be challenging, but even then, alternatives may
include videoconferencing or the use of webinars which offer visual feedback
during communication.
8. Two-Way: All communication is always two-way – one person has to deliver a
message and another one/s needs to accept it. Employees need the opportunity to
share their feedback, opinions and thoughts with managers and employers.
Effective business communication offers the opportunity for two-way
communication to benefit employees and employers.

1.3.03 Features:

Communication Features
Intentional and unintentional
Communication is a dynamic process
Communication is systematic
Communication is both exchange and sharing

There are four features of communication which have to be understood by you in

order to improve your competence and skills in communication. Let us examine
them one by one.
1. Intentional and unintentional
We do not always convey exactly what we want to, the targeted receiver may
receive less or more than what we intended to convey. A casual observer who is
not the target audience, unintentional receiver, may receive information or idea

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which we did not intend for her/him. Our nonverbal behaviour conveys
something about us; what we speak or write is accompanied by nonverbal
behaviour. We cannot “not communicate”; even our non-communication in words
communicates some meaning. It may convey that we wish to be left alone. We do
not want to be disturbed. Communication takes place even when we do not plan
it and we are not conscious about it, then we may communicate something that we
had not intended at all.
2. Communication is a dynamic process.
A process is ongoing, non-static activity. Communication being a process is
always changing, always in the motion. A process is a series of actions that has
neither the beginning nor end. The notion of process involves a time dimension;
which means that the characteristics, causes, and consequences of an act of
communication are subject to change while the communication act takes place.
An important element in communication is the concept of “change”.
Communication grows and develops; even if the same two persons exchange
the same ideas again, the communication is not exactly the same as it was the first
time, because the two persons have grown and developed and changed since then.
Every time we consciously engage in the act of communication, we bring to it all
our previous experience, feelings, thoughts, attitudes which have been formed by
previous communication events.
3. Communication is systematic
Every component of the process is affected by every other component. The
source, the environment, the goal, the medium, the nature of the message, the
receiver, the feedback, all affect each other. If the audience is inattentive,
uninterested, the source is not able to speak / convey effectively. If a wrong
medium is chosen, a particular message may fail to have the intended result. If the
goal is not clear, the message will be confused. Disturbance at any stage in the
communication process affects the results of the entire process.
4. Communication is both exchange and sharing
The two participants, the source and the recipient, exchange ideas and
information and influence each other during the process of communication. They
also come to a shared and common meaning as a result of the communication.
They share as well as exchange thoughts and meanings. Communication thus is a
meeting two minds.

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1.04 Definitions of Communication

“Communication is transfer of information from one person to another, whether

or not it elicits confidence. But the information transferred must be
understandable to the receiver – G.G. Brown.
“Communication is the intercourse by words, letters or messages”- Fred G.
Meyer.
“Communication is a process of passing information and understanding from
one person to another” - Keith Davis
"In dyadic communication or public speaking, the channel, or a means of
sending or receiving information, is both verbal communication (the spoken word)
and nonverbal communication (gestures and one's appearance)." - W. A. Kelly
Huff
A wider and more comprehensive definition is provided by national Joint
Committee for the Communicative Needs of Persons with Severe Disabilities. It
states, “Any act by which one person gives to or receives from another person
information about that person’s needs, desires, perceptions, knowledge or affective
states. Communication may be intentional or unintentional, may involve
conventional or unconventional signals, may take linguistic or nonlinguistic forms,
and may occur through spoken or other modes.” – Dr. Julia Sheba de Valenzuela
We can now proceed to define communication from what we have seen above.
To define means to give the precise and exact meaning of a word. The exact
meaning of the word communicate is ‘to share’ or ‘to participate’. The
dictionaries say that communication is the transmission of a message or
information by speaking or writing. Another dictionary declares that
communication is giving or exchanging information, signals, messages by talk or
gestures or writing. Yet another definition says that communication is social
intercourse. Communication is all this and much more. A good definition should
not only give the precise meaning but also throw light on the scope of the word /
expression.
Communication is giving, receiving or exchanging ideas, information, signals
or messages through appropriate media, enabling individuals or groups to
persuade, to seek information, to give information or to express emotions. This
broad definition includes body-language, skills of speaking and writing. It outlines
the objectives of communication. It emphasizes listening as an important aspect
of communication.

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Communication (from Latin commūnicāre, meaning "to share") is the activity

of conveying information through the exchange of thoughts, messages, or
information, as by speech, visuals, signals, writing, or behavior. It is the meaningful
exchange of information between two or more living creatures.
Communication requires a sender, a message, and a recipient, although the
receiver does not have to be present or aware of the sender's intent to
communicate at the time of communication; thus communication can occur
across vast distances in time and space. Communication requires that the
communicating parties share an area of communicative commonality. The
communication process is complete once the receiver understands the sender's
message.
Figure A1 02

Communicating with others involves three primary steps

Thought: First, information exists in the mind of the sender. This can be a
concept, idea, information, or feelings.
Encoding: Next, a message is sent to a receiver in words or other symbols.
Decoding: Lastly, the receiver translates the words or symbols into a concept or
information that a person can understand.
Communication can also be expressed by terms such as transmission,
imparting, conveying, reporting, presenting, passing on, handing on, relay,

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conveyance, divulgence, divulgation, disclosure; spreading, dissemination,

promulgation, broadcasting, circulation and circulating.
1.05 Process of Communication

Communication is a process of exchanging verbal and nonverbal messages. It

is a continuous process. It involves decisions and activities by the two persons
involved, the sender and the receiver. Pre-requisite of communication is a
message. This message must be conveyed through some medium to the recipient.
It is essential that this message must be understood by the recipient in same terms
as intended by the sender. He/ she must respond within a time frame. Thus,
communication is a two way process and is incomplete without a feedback from
the recipient to the sender on how well the message is understood by him/her.
Figure A1 03

The main components of communication process are as follows:

1.5.01 Context
Communication is affected by the context in which it takes place. This context
may be physical, social, chronological or cultural. Every communication proceeds
with context. The sender chooses the message to communicate within a context.
Context refers to the idea that every act of communication must happen in some
sort of surroundings. . . . Most obviously there is the physical context – whether
we are talking to someone in our living room or on the terraces or at a conference.
But then there is the social context, which is to do with the occasion involved and
the people in it. This might be a group of friends in a club or a family meal or a
group of mourners at a funeral or members of the Board of Directors. And then
there is the cultural context, which refers to an even broader set of circumstances

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and beliefs, which still may affect how we talk. For example, it would matter if the
funeral was in a Hindu or an Anglican context. It is particularly important to see
that the media are part of the cultural context in which we operate. How we talk,
what we talk about, what music we listen to, has a lot to do with the influence of
the cultural context of the media.
The circumstances of each participant in the process of communication, their
position in the organization, the duties and responsibilities they shoulder, their
authority, the present state of mind can all influence this important process. Time
is another element to be considered here. The time of the communication – start
of the work day, just before lunch, at the end of the working day, affects the
communication. The length of time required for the communication event
influences the quality of communication. Longer the communication greater are
the chances for boredom, misinterpretations, failure to achieve planned results.
Too short a communication can result in inadequacy and a feeling among one of
them of being ignored.

1.5.02 Sender / Encoder - Sender / Encoder are a person who sends the
message. A sender makes use of symbols (words or graphic or visual aids) to
convey the message and produce the required response. For instance - a training
manager conducting training for new batch of employees is a sender wanting to
pass on training message to the learners... Sender may be an individual or a group
or an organization. The views, background, approach, skills, competencies, and
knowledge of the sender have a great impact on the message. The verbal and
nonverbal symbols chosen are essential in ascertaining interpretation of the
message by the recipient in the same terms as intended by the sender.
Since the sender initiates the process of communication, he/she has to be very
clear about the purpose, goal or objective of the communication and the
target audience, or the receiver, who is to receive the Message, is a key idea that
the sender wants to communicate. It is a sign that elicits the response of recipient.
Communication process begins with deciding about the message to be conveyed.
It must be ensured that the main objective of the message is clear. Sender’s
functions account for half of the process of communication. They include:
i. Establish the goal / purpose of the communication.
ii. Determine the understanding and needs of the receiver of the
communication, the target audience.

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iii. Encode the required information and ideas with symbols (text) to create the
message to suit the intended audience.
iv. Select the appropriate medium to transmit the message to the receiver.
v. Make the necessary arrangements to obtain the feedback, the response of the
target audience to the message sent.
vi. Because communication is interaction, participants take turns 'sending' and
'receiving. This turn-taking is even true for mass-mediated communication, for
instance, the process whereby an entertainment program is created, programmed,
and aired for an audience's enjoyment. If the audience watches and enjoys the
program, it is likely to continue to be aired. If the audience is not amused, the
program is cancelled. . . .
Interaction means that both parties--persons or entities--can affect the other. In
this way, both parties are senders and receivers. They are also co-persuaders in
that they may take turns trying to affect one another by sharing symbols.
1.5.03 Medium
Medium is a means used to exchange / transmit the message. The sender must
choose an appropriate medium for transmitting the message else the message
might not be conveyed to the desired recipients. The choice of appropriate
medium of communication is essential for making the message effective and
correctly interpreted by the recipient. This choice of communication medium
varies depending upon the features of communication. For instance - Written
medium is chosen when a message has to be conveyed to a small group of people,
while an oral medium is chosen when spontaneous feedback is required from the
recipient as misunderstandings are cleared then and there.
1.5.04 Recipient / Decoder
Recipient or Decoder is a person for whom the message is intended / aimed /
targeted. The receiver becomes aware that the message has arrived when he/she
perceives it with the senses (hear, feel, see etc.). The receiver after receiving the
message has to interpret it. This phase in the process is termed decoding. The
receiver translates the symbols into ideas and interprets the message. The degree
to which the decoder understands the message is dependent upon various factors
such as knowledge of recipient, their responsiveness to the message, and the
reliance of encoder on decoder.
The receiver also feels a reaction to the message; this reaction may be
conscious or unconscious; it may cause some change in the receiver’s facial

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expression. It definitely leads the receiver to think and arrange for some action, if
required. A response also may be initiated at this stage. This is known as feedback.
Receiver’s functions account for the other half of the process of
communication. They include:
i. Attend to the received message, listen, read or observe.
ii. Decode the message received.
iii. Interpret and understand the meaning of the message, what information is
being conveyed and why?
iv. Respond to the message, if called for.
v. Provide feedback to the sender of the message
An interesting manifestation of the attention paid to the receiver in the study
of the communication process is the concept of 'co-orientation,' which has
become popular in the United States recently. The idea behind this concept is that
two persons i.e. the sender and the receiver, can have similar perceptions and
interpretations of the same object, and the greater the similarity (co-orientation),
the more efficient will be the flow of communication between the persons.
Conversely, an intense flow of communication may increase co-orientation."
1.5.05 Feedback
Feedback is the main component of communication process as it permits the
sender to analyse the efficacy of the message. It helps the sender in confirming the
correct interpretation of message by the decoder. Receivers are not just passive
absorbers of messages; they receive the message and respond to them. This
response of a receiver to sender’s message is called Feedback. Sometimes a
feedback could be a non-verbal smiles, sighs etc. Sometimes it is oral, as when you
react to a colleague’s ideas with questions or comments. Feedback can also be
written like - replying to an e-mail, etc. Feedback is your audience’s response; it
enables you to evaluate the effectiveness of your message. If your audience does
not understand what you mean, you can tell by the response and then refine the
message accordingly.
Feedback may be verbal (through words) or non-verbal (in form of smiles,
sighs, etc.). It may take written form also in form of memos, reports, etc.
Feedback is the final link in the chain of the communication process. After
receiving a message, the receiver responds in some way and signals that response
to the sender. The signal may take the form of a spoken comment, a long sigh, a

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written message, a smile or some other action. Even a lack of response, is in a

sense, a form of response. Without feedback, the sender cannot confirm that the
receiver has interpreted the message correctly. Feedback is a key component in the
communication process because it allows the sender to evaluate the effectiveness
of the message . . . [and] take corrective action to clarify a misunderstood
message.
Figure A1 04 - Earlier Means of Feedback

Figure A1 04 - Modern Means of Feedback

A manger should ensure that a feedback should:

1. Focus on a particular behaviour - It should be specific rather than being
general.
2. Impersonal - Feedback should be job related, the manager should not
criticize anyone personally.

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3. Goal oriented - If we have something negative to say about the person, we

should always direct it to the recipient’s goal and not towards the recipient.
4. Well timed - Feedback is most effective when there is a short gap between the
recipient’s behaviour and the receipt of that feedback.
5. Use “I” statements - Manager should make use of statements with the words
like “I”, “However” etc. For example instead of saying “You were absent from
work yesterday”, manager should say “I was annoyed when you missed your work
yesterday”.
6. Ensure understanding - For feedback to be effective, the manager should
make sure that the recipients understands the feedback properly.
7. While giving negative feedback to the recipient, the manager should not
mention the factors which are not in control of the recipient. It should focus on
matters within the control of the recipient.
To summarise the one way communication process runs like

1.06 Levels of Communication

1.6.01 Intrapersonal communication

Intrapersonal communication is language used or thought internal to the
communicator. Intrapersonal communication is the active internal involvement of
the individual in symbolic processing of messages. The individual becomes his or
her own sender and receiver, providing feedback to him or herself in an ongoing

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internal process. It can be useful to envision intrapersonal communication

occurring in the mind of the individual in a model which contains a sender,
receiver, and feedback loop.
Although successful communication is generally defined as being between two
or more individuals, issues concerning the useful nature of communicating with
oneself and problems concerning communication with non-sentient entities such
as computers have made some argue that this definition is too narrow.
Intrapersonal communication can encompass:
• Day-dreaming
• Nocturnal dreaming, including and especially lucid dreaming
• Speaking aloud (talking to oneself), reading aloud, repeating what one hears;
the additional activities of speaking and hearing (in the third case of hearing
again) what one thinks, reads or hears may increase concentration and retention.
This is considered normal, and the extent to which it occurs varies from person to
person. The time when there should be concern is when talking to oneself occurs
outside of socially acceptable situations.[1]
• Writing (by hand, or with a word processor, etc.) one's thoughts or
observations: the additional activities, on top of thinking, of writing and reading
back may again increase self-understanding ("How do I know what I mean until I
see what I say?") and concentration. It aids ordering one's thoughts; in addition it
produces a record that can be used later again. Copying text to aid memorizing
also falls in this category.
• Making gestures while thinking: the additional activity, on top of thinking, of
body motions, may again increase concentration, assist in problem solving, and
assist memory.
• Sense-making, e.g. interpreting maps, texts, signs, and symbols
• Interpreting non-verbal communication e.g. gestures, eye contact
• Communication between body parts; e.g. "My stomach is telling me it's time
for lunch."


1.6.02 Interpersonal communication

Interpersonal communication is defined by communication scholars in numerous
ways, though most definitions involve participants who are interdependent on one

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 Chapter 1 - Communication - The Role

another, have a shared history. Communication channels are the medium chosen
to convey the message from sender to receiver. Communication channels can be
categorized into two main categories: Direct and Indirect channels of
communication. 

Direct channels are those that are obvious and can be easily recognized by the
receiver. They are also under direct control of the sender. In this category are the
verbal and non-verbal channels of communication. Verbal communication
channels are those that use words in some manner, such as written communication
or spoken communication. Non-verbal communication channels are those that do
not require silly words, such as certain overt facial expressions, controllable body
movements (such as that made by a traffic police to control traffic at an
intersection), color (red for danger, green means go).
Indirect channels are those channels that are usually recognized subliminally or
subconsciously by the receiver, and not under direct control of the sender. This
includes kinesics or body language that reflects the inner emotions and
motivations rather than the actual delivered message. It also includes such vague
terms as "gut feeling", "hunches" or "premonitions".
Interpersonal communication encompasses:
• Speech communication
• Nonverbal communication
• Unconscious communication
• Summarizing
• Paraphrasing
• Listening
• Questioning
• Initiating: Declaring one's conversational intent and inviting consent from
one's prospective conversation partner
• Turn-taking: Managing the flow of information back and forth between
partners in a conversation by alternating roles of speaker and listener.


Having good interpersonal communication skills support such processes as:
• parenting
• intimate relationship

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 Chapter 1 - Communication - The Role

• management
• selling
• counseling
• coaching
• mentoring and co-mentoring, which is mentoring in groups
• conflict management


Interpersonal communication is the subject of a number of disciplines in the field
of psychology, notably Transactional analysis.

1.6.03 Group communication

Group communication refers to the nature of communication that occurs in
groups that are between 3 and 12 individuals. Small group communication
generally takes place in a context that mixes interpersonal communication
interactions with social clustering. This is quite common when you are engaged in
meetings with employees in your team, function or with other managers in the
organization.
Group communication is both a science and an art. Behavioral scientists and
management theorists have attempted to discern patterns in group
communication and prescribe methods of increasing communication effectiveness
for years. Although the merging of diverse cultures around the world makes this
an ever-evolving topic, there are a number of elements that have been proven to
encourage effective group communication processes.
Figure A1 05

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 Chapter 1 - Communication - The Role

Groups, or work teams, can accomplish great things in small and large
businesses alike. A group's overall effectiveness, however, hinges to a great extent
on the effectiveness of the participants' communication abilities. Without positive
flows of communication, misunderstandings can occur between groups, creating a
fractious work environment. Without clear communication between group leaders
and workers, productivity can slow as workers struggle to understand their specific
job functions. Communication styles can vary according to group dynamics.
Geographically dispersed groups connected via the Internet, for example, are
likely to communicate much differently than individuals who work in the same
room with each other every day. Whatever the setting, the way groups
communicate in your company (or for that matter, your family) can directly
influence the success of your strategic goals.
Instilling a culture of openness, honesty and trust among co-workers is vital to
effective group communication. All group participants must feel that they are free
to contribute to the best of their ability without the fear of rejection, insult or
political repercussions. Groups must be able to pool their intellectual resources to
reach their full effectiveness, and that can only be accomplished when all members
are ready and able to tackle new challenges in innovative ways. Individual respect
is key to effective group communication. Clear hierarchical boundaries in
meetings can stifle ideas and insights from lower-ranking employees. Every
individual must truly believe that their input will be valued and considered,
without undue clout given to the input of managers and executives. This kind of
respect for group members' individuality cannot come to fruition through formal
policies; executives and managers must lead by example in this area by first
encouraging employees to contribute in meetings, then recognizing and
considering input from all participants.
1.6.04 Public Communications
Public communication is the sending and receiving of messages on a large scale
that impacts groups of people. For the communication to be considered effective,
the messages must be clearly and accurately sent and received with full
comprehension. Public communication is at the heart of our economy, society, and
politics. Studios use it to promote their films. Politicians use it to get elected.
Businesses use it to burnish their image. The purpose of effective public
communication differs based on the intention of the message. For example, a
public relations representative might use mass media to repair a company’s public
image after an alleged scandal breaks out. In this situation, effective public

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 Chapter 1 - Communication - The Role

communication is intended to inform the public. On the other hand, a billboard's

intention is to entice an audience to buy a product or service. Effective public
communication is used to inform, educate, persuade and inspire the audience.
Advocates use it to promote social causes. It's a field built on ideas and images,
persuasion and information, strategy and tactics. No policy or product can
succeed without a smart message targeted to the right audience in creative and
innovative. In public speaking, as in any form of communication, there are five
basic elements, often expressed as "who is saying what to whom using what
medium with what effects?" The purpose of public speaking can range from
simply transmitting information, to motivating people to act, to simply telling a
story. Good orators should be able to change the emotions of their listeners, not
just inform them. Public speaking can also be considered a discourse community.
Interpersonal communication and public speaking have several components that
embrace such things as motivational speaking, leadership/personal development,
business, customer service, large group communication, and mass communication.
Public speaking can be a powerful tool to use for purposes such as motivation,
influence, persuasion, informing, translation, or simply ethos.
The purpose of effective public communication differs based on the intention
of the message. For example, a public relations representative might use mass
media to repair a company’s public image after an alleged scandal breaks out. In
this situation, effective public communication is intended to inform the public. On
the other hand, a billboard's intention is to entice an audience to buy a product or
service. Effective public communication is used to inform, educate, persuade and
inspire the audience.

1.07 Importance of Communication

The importance of communication in an organization can be summarized as

follows:-
a. Communication is considered to be the core of an organization; its structure;
scope and effectiveness depend entirely on its communication techniques. For
managers, communication is crucial for their work. Managers spend over 90% of
their time on communication, about 75% being on face to face oral
communication with peers, subordinates, superiors, customers.
b. Communication promotes motivation by informing and clarifying the
employees about the task to be performed by them, the manner they are

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performing the task, and how to improve their performance if it is not up to the
mark.
c. Communication is a source of information to the organizational members
for decision-making process as it helps identifying and assessing alternative course
of actions.
d. Communication also plays a crucial role in altering individual’s attitudes, i.e.,
a well-informed individual will have better and positive attitude than a less-
informed individual. Organizational magazines, journals, meetings and various
other forms of oral and written communication help in moulding employee’s
attitudes.
e. Communication also helps in socializing. In creating and establishing team
spirit. In today’s life the only presence of another individual fosters
communication. It is also said that one cannot survive without communication.
f. Communication also assists in controlling process. It helps controlling
organizational member’s behaviour in various ways. There are various levels of
hierarchy and certain principles and guidelines that employees must follow in an
organization. They must comply with organizational policies, perform their job
role efficiently and communicate any work problem and grievance to their
superiors. Thus, communication helps in controlling function of management.
An effective and efficient communication system requires managerial
proficiency in delivering and receiving messages. A manager must discover various
barriers to communication, analyze the reasons for their occurrence and take
preventive steps to avoid those barriers. Thus, the primary responsibility of a
manager is to develop and maintain an effective communication system in the
organization.

1.08 Summary
Effective communication plays a vital role in the success of every professional and
personal relationship. The basic communication model consists of five elements of
communication: the sender, the receiver, the message, the channel and feedback.
The message may be the most crucial element of effective communication. A
message can come in many different forms, such as an oral presentation, a written
document, an advertisement. The last element of effective communication,
feedback, describes the receiver's response or reaction to the sender's message or

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just a comment. The message travels from one point to another via a channel of
communication.
Timing of communication; choice of medium; tone and point of view are all
essentials of effective communication. Organization; evidence and support
(relevance, specificity, accuracy and sufficiency of detail); knowledge of subject
and material; quality of perception, analysis, and insight will assist you to develop
your message and ensure it is clear and complete.
The simplest definition of communication is: - “Communication is a process of
passing information and understanding from one person to another” - Keith
Davis. The seven qualities of effective communication are 1) Completeness; 2)
Conciseness; 3) Consideration; 4) Concreteness; 5) Clarity; 6) Courtesy; and 7)
Correctness. To be a successful communicator you need to digest eight
characteristics of communication namely: - segmented; specific, timely, accurate,
frequent, multi-channel, face-to-face and two way. Communication is a process of
exchanging verbal and nonverbal messages. It is a continuous process.
Communication takes place at different levels. It can be intrapersonal. Then it
is language used or thought internal to the communicator. Interpersonal
communication is defined by communication scholars in numerous ways, though
most definitions involve participants who are interdependent on one another, have
a shared history. Communication channels are the medium chosen to convey the
message from sender to receiver. Communication channels can be categorized into
two main categories: Direct and Indirect channels of communication. Group
communication- refers to the nature of communication that occurs in groups like
when you are engaged in meetings with employees in your team, function or with
other managers in the organization. Public communication, the last level, is the
sending and receiving of messages on a large scale that impacts groups of people
Public communication is at the heart of our economy, society, and politics.

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Improved communication [Refer Activity 1.01]

I was jogging one day and I noticed a person in front of me, about half a
kilometer. I could tell he was running a little slower than me and I thought, well, I
shall try to catch him. I had about one and half kilometer to go my path before I
needed to turn off.

So I started running faster and faster. Every block, I was gaining on him just a little
bit. After just a few minutes I was only about 30 meters behind him, so I really
picked up the pace and push myself. You would have thought I was running in the
last leg of London Olympic competition. I was determined to catch him.

Finally, I did it! I caught and passed him by. On the inside I felt so good. "I beat
him" of course, he didn't even know we were racing.

After I passed him, I realized I had been so focused on competing against him that
I had missed my turn. I had gone nearly six blocks past it. I had to turn around
and go all back.

Is not that what happens in life when we focus on competing with co-workers,
neighbors, friends, family, trying to outdo them or trying to prove that we are more
successful or more important? We spend our time and energy running after them
and we miss out on our own paths to our God given destinies. The problem with
unhealthy competition is that it’s a never ending cycle.

There will always be somebody ahead of you, someone with better job, nicer car,
more money in the bank, more education, a prettier wife, a more handsome
husband, better behaved children, etc. But realize that "You can be the best that
you can be; you are not competing with no one." Some people are insecure
because they pay too much attention to what others are doing, where others are
going, wearing and driving.

Take what God has given you, the height, weight and personality. Dress well and
wear it proudly! You'll be blessed by it. Stay focused and live a healthy life.
There's no competition in DESTINY, run your own RACE and wish others
WELL!!!

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1.09 Self-Assessment Questions

1. What are main attributes of communication?

2. List factors that can make communication effective.
3. How does environment affect communication?
4. Describe the entire process of communication.
5. Stress importance of feedback in effective communication.

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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 C HAPTER 2 - VERBAL COMMUNIC ATION

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ The nature of oral and written communication
✓ The advantages and disadvantages of oral and written communication
✓ Media used for oral and written communication
✓ Office grapevine
✓ Selecting appropriate medium for delivery of your messages.

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Structure
2.01 Nature of Oral Communication
2.02 Advantages of Oral Communication
2.2.01 Thorough Understanding
2.2.02 Flexibility
2.2.03 Spontaneity
2.2.04 Economy
2.2.05 Secrecy
2.2.06 Team and morale building:
2.03 Disadvantages of Oral Communication
2.3.01 Lack of formality
2.3.02 Time consuming
2.3.03 Lack of clarity
2.04 Media for of Oral Communication
2.4.01 Face to Face Communication
2.4.02 Telephone Conversation
2.4.03 Texting
2.4.04 Teleconferencing
2.05 Grapevine – a Variant of Oral Communication
2.5.01 Grapevine Communication
2.5.02 Grapevine Communication – Advantages
2.5.03 Grapevine Communication - Disadvantages
2.06 Nature of Written Communication
2.07 Advantages of Written Communication
2.7.01 Ease
2.7.02 Formal
2.7.03 Record and evidence
2.7.04 Precision and accuracy
2.7.05 Image building
2.08 Disadvantages of Written Communication
2.8.01 Expense
2.8.02 Delay in delivery and receipt of feedback
2.09 Media for Written Communication
2.9.01 Postal Mail

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 Chapter 2 - Verbal Communication

2.9.02 Courier
2.9.03 Fax messages
2.9.04 E-mail – Popular Media
2.09 The choice of medium
2.10 Summary
2.11 Self-Assessment Questions

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 Chapter 2 - Verbal Communication

Communication is generated by verbal or non-verbal channels. Nonverbal

communication is critical and sometimes carries more meaning and information
than verbal one. But larger volume of communication is verbal. And it is either
oral or written.

2. 01 Nature of Oral Communication

Oral communication implies communication through mouth. It includes

individuals conversing with each other, be it direct conversation or telephonic
conversation. Speeches, presentations, discussions are all forms of oral
communication. Oral communication is generally recommended when the
communication matter is of temporary kind or where a direct interaction is
required. Face to face communication (meetings, lectures, conferences, interviews,
etc.) is significant so as to build a rapport and trust.
Oral communication is more natural and immediate. We speak to
communicate in informal situations. We also speak to communicate in formal and
official situations like interviews, speeches, meetings or presentations. Many
persons feel nervous and ill at ease while enraging in oral communication
especially when environment is new or unfriendly, or persons you have to speak to
hold a senior position or, many a times, belongs to opposite sex.
Oral communication is possible when both the parties are available at the same
location – you have a direct conversation – or at different locations, but at the
same time – as is the case with telephonic conversation. In case the other party is

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not available, you have to substitute oral communication with the written one ( or
shall we term it recorded communication?) .
Since oral communication is spontaneous, it is not possible to be precise in
choice of words nor is there time to hunt for the most appropriate and accurate
words. But you have an opportunity to seek clarification on the spot by raising
your doubts and queries – an alternative that is absent in case of written
communication. While oral communication cannot boast of best of the words, it
has the support of vocal tone, expressions and gestures which can enrich the
meaning of the words. Some individuals are effective orators others effective
writers. To succeed in your organization, you need to have high command on both
these alternatives.

2.02 Advantages of Oral Communication

2.2.01 Thorough Understanding:
There is high level of understanding and transparency in oral communication as it
is interpersonal. This is more so in face to face conversations. It is not necessary
for parties to worry about how a particular message is to be interpreted, as there is
ample scope to seek clarifications and explanations, whenever in doubt. At the end
of every oral communication both the parties are clear about the message under
discussion. Question answer session that takes place before the closure of any
conversation adds clarity to reception and understanding of the subject matter
under discussion.
Many a times, this opportunity to seek total understanding of the subject
matter is lost by the participants. This happens when a party is reticent and
unwilling to break silence and seek clarifications. When there is upward or
downward communication, differences in the positions held by the participants
can prevent a junior or younger person from asking for the required clarifications.

2.2.02 Flexibility:
There is no element of rigidity in oral communication. There is flexibility for
allowing changes in the decisions previously taken. Based on immediate feedback
received, either party can change its position after hearing the other side of the
story. There is adequate scope to get your ideas cleared by seeking immediate
clarifications, a facility not available in written communication. It is quite possible

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that both parties to the conversation have a better perception of the subject matter
at the end of the dialogue.
Unlike in written communication, you do not need any stuff or material to
converse. Just the availability of two (or more) individuals is adequate.

2.2.03 Spontaneity:
The feedback is spontaneous in case of oral communication. The pros and cons
of a subject matter can be thoroughly discussed and examined from all angles,
and required material for decision making can be easily and completely collected
during oral communication. Thus, decisions can be made quickly without any
delay. In the current competitive business environment, oral communication is
critical for effective decision making process. Here we must mention that with
availability of fast and reliable communication alternatives, oral communication is
feasible 24:7 all over the globe paving way for the exchange of ideas among two
persons located anywhere in the world in a matter of a few minutes.

2.2.04 Economy:
Oral communication is not only time saving, but it also saves upon money and
efforts. Unlike written communication, you do not need to spend on writing
material like paper and pen /pencil; nor is it necessary to pay for typing, printing
and posting. Similarly the total time required for the communication process is
shorter as both the sender and receiver are there together at the same time. When
you write a message, sender spends time in writing it and then later, receiver has to
devote time to read it; such duplication is not there in oral exchanges and costly
time of the parties involved is saved.

2.2.05 Secrecy:
Oral communication can be best used to transfer private and confidential
information/matter. The information is shared by the two parties in their privacy
in face-to-face communication and otherwise by private telephones. Here we do
not consider eaves dropping by secretaries or telephone operators when you get
connected through telephone exchanges. Nor do we recognize the possibility of
your phone connection being tapped by secret agents or tax authorities! Thus you
have an advantage in exchanging secret important data and decisions without any
third party holding you responsible for the same.

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2.2.06 Team and morale building:

Oral communication is best in case of problem resolution. In day to day
operations of a business or any other organization differences arise among the
members, especially when they are handling diverse function or regions. Such
conflicts, disputes and many issues/differences can be put to an end by talking
them over. When a person gets an opportunity to express his/her opinions, ideas,
on the matters under dispute and has an assurance that others have understood, if
not accepted, them, bad feelings created by the conflict diminish, if not disappear.
The participants, on hearing all sides of the story, are more amenable to arrive at
a solution that benefits all. If you were to engage in written communication to
arrive at such decisions, it would take a long interval if at all possible.
You will thus observe that oral communication is an essential ingredient for
teamwork and group synergy. It brings team members together to share their
difficulties and seek solutions without any serious damage is caused. Such quick
resolution of conflicts promotes a receptive and encouraging morale among
organizational employees. This is a major contributor to organizations placing a
very high priority for clean, quick and effective communication among their
employees. And also for interviewers’ placing such high weightage to your
communication skills at the job interviews.

2.03 Disadvantages of Oral Communication

2.3.01 Lack of formality:
Relying only on oral communication may not be sufficient in associations and
offices as business communication is formal and very organized. We have a
tendency to believe in what we see in black and white. For clarity and ease in
implementation all financial and business decisions are written and duly approved.
Oral communication is less authentic than written communication as it is always
informal and not as organized as written communication. In case of disputes oral
communication cannot be produced before authorities as a piece of evidence to
check its authenticity (unless it was previously recorded). Any communication
requiring a stamp of approval cannot be in oral format.

2.3.02 Time consuming:

Oral communication is time-saving as far as daily interactions are concerned,
but in case of meetings, long speeches consume lot of time and are unproductive

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at times. On many occasions persons who have no direct connection with the
matter under discussion are invited for a meeting and until it is over they are
unable to carry their jobs. Oral communication requires attentiveness and great
receptivity on part of the receivers who, therefor, have no option to carry any
other activity. . This means they have to keep all their other, important, and
sometimes critical, assignments aside, just to participate in exchange of ideas.
Employees invariably complain that they are prevented from completing their
tasks and have to stay late into night at their place of work, because they had a
series of work related meetings to attend.
Oral communications are not easy to maintain and thus they are unsteady. You
need a very strong knowledgeable person as a coordinator to keep conversations
on track and concentrated on the subject matter. Every person has to be given an
opportunity to talk. You cannot ask anyone to just shut up. And when provided a
chance to speak, in their anxiety to uphold their ideas and position, the
participants enter into verbal outpourings and mislead the audience away from the
matter on hand. More time is devoted to minor, unrelated matters at the cost of
the major critical issue.

2.3.03 Lack of clarity:

There may be misunderstandings in oral communication as the information is
not complete and may lack essentials. Since ideas are not written down and
prioritized, the speakers have not spent time in studying the subject and collecting
their thoughts, there are gaps in decision making process. It is often observed that
each person has materially different interpretation as to what was unanimously
agreed at the end of the conversation. Well written minutes of the meeting can
only resolve the misunderstandings.
Hence for all important business matters there is no option but to communicate
them through clear and precise written communication.

2. 04 Media for Oral Communication

2.4.01 Face to Face Communication

Conventional wisdom tells us that face to face communication is more effective

than other types of communication such as telephone or email. The argument in
favor of face time is that telephone or email communication lacks important

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nonverbal cues to help us understand the message. What are those nonverbal cues
and how important they are in communication? Even though we lack an all-
encompassing nonverbal communication study, all the individual studies point to a
common finding. Nonverbal cues play a significant role in understanding a verbal
message. Nonverbal communication either confirms or contradicts verbal
messages. Body language is a powerful enrichment of communication. While
appointing persons to the important positions in marketing and sales, face to face
interviews offer a richer communication experience owing to the close presence of
the living personality whose voice, tone, expression, eye contact and movements
add significance to the words.

Your face-to-face communication can be very effective if you remember to

follow the simple rules below. Do give people honest, direct, and comprehensive
information. Do not hold back bad news. The people you're working with are
intelligent adults. Treat them that way. Do put messages into context, so that
recipients come away with insights as well as facts. Do not just tell people "what";
tell them "why, how, and where their job fits into the larger picture", too. Do not
make communication a one-way street. The more interaction you can build into
your communications, the better. Develop group involvement mechanisms. Invite
response. Discuss and debate, too. Do communicate first through action, then
words. What you do in the hallways is even more important than what you say in
the meeting. Do not assume that one communication channel fits all. While email
may be the perfect way to transmit some messages, and the Internet may be ideal
for others, many messages require a more "high touch" approach. Sort through
your communications and decide which channel fits which message. (Hint: the
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 Chapter 2 - Verbal Communication

more emotional the message - or the reaction to the message - the more likely it is
that face-to-face will be the best communication strategy.)
Table 02.01

Do remember that effective communication also includes body language. Finger-

pointing, fist-pounding, and making grandiose gestures are perceived as aggressive.
On the other hand, smiling too much, speaking too softly, looking at the floor, and
wringing your hands can make you seem uncertain and indecisive. Do not forget
that one of the most important parts of communication is listening. And you must
really listen -- giving people your full attention, asking for clarification about things
you don't understand, and treating people's ideas and concerns as crucial to the
organization's success. Do stay aware that the message sent isn't always the one
received. George Bernard Shaw once said that the problem with communication
is "the illusion that it has been accomplished." As communicators, you must be
careful not to suffer that illusion. While managing at the speed of business today,
you can't afford to find that what you thought had been clearly communicated
was, in reality, never understood or believed by employees. Do not wait too long to
ask for feedback. The greatest advantages come when organizational feedback is
gathered immediately after the delivery of every important message. One
manager uses this short questionnaire to query her audiences before they leave the
meeting room:

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• What in your view are the most important points we just covered?
• What didn't you understand?
• With what do you disagree?
• What else do you want to know?
Do realize that in the information era, communication becomes a part of
everyone's job. And, like any critical skill, it is one you can and need to improve
with training, practice, and coaching.

2.4.02 Telephone Conversation

It is a personal and immediate means of oral communication. Short of talking
with someone face-to-face, a phone call is the best way to get a personal response.
If the person you called is available, you can take care of business on the spot.
With other forms of communication, such as texting or email, you leave a message
and hope for a quick response. Phone calls have a vocal backup in the form of
voice mail. The caller can leave a detailed voice message, without the restriction
of a certain number of characters or typing a text message on a tiny cell-phone
keypad. In effective communications as we noticed earlier, : body language
accounts for 55 percent, voice tone for 38 percent and spoken words for 7 percent.
On the telephone, voice tone give dimension and emotion to words, increasing the
effectiveness of the communication. Certain body language, such as smiling and
standing while talking, may come through in the conversation. Texting and emails
are simply words open to interpretation by the receiver, without the benefit of
voice tone or body language.

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Some communications, such as condolences, disciplinary issues, sensitive and

confidential issues, should be handled with a personal phone call. Taking the time
to make a phone call carries more weight than an impersonal text or email.
Without the opportunity for two-way communication, sensitive issues may be
misinterpreted. Text messages and emails become legal documents and can be
retrieved as evidence long after deletion. Some businesses monitor and record
phone conversations between employees and customers for training purposes.
Deleted voice-mail messages may not be retrieved and do not leave a record of the
conversation.
Telephone communication involves a combination of effective speaking and
listening skills. You must be able to speak clearly and use the correct tone of voice;
you must also know when to be quiet and listen. Your behavior on the telephone
can determine a degree of success in life, whether it is as a business person, an
employee for someone else or as a person seeking to improve his personal
relationships.
Always address the other party on the line by his/her name. This makes the
individual feel that you think the contact is important. What name to address the
party by, depends on how she/he introduces himself to you over the phone. For
example, if the individual introduces himself as Mukund Shah, call him Mukund
Shah over the phone. If he introduces himself as Mukund that is the name you
should use when you call him next. While on phone avoid negative tone/language.
It is not only essential that you avoid negative words or phrases such as "I can't, "I
won't" or "you're wrong"; it also befits you to avoid implying that you won't or that
the other party is wrong by the tone of your voice. Remember, a person on the
other end of a phone line can't see you. All he has to go by is your tone of voice.
Use a soft tone of voice; allow the other individual to hear a smile. Project the
demeanor of a person who is eager to seek a solution to a problem.
When taking messages for other people, accuracy is always important. Take the
name, telephone number, the time of the call, and what they wanted. Also ask
questions such as, "What is the best way to get in touch with you?" and "What is
the best time to call?" Ask only the important questions; avoid making the caller
feel uncomfortable by asking questions that may be too personal.
Always be ready to listen. Pay attention to what the other party is saying. Do
not interrupt. Do not try to finish the other individual's sentences for them.
Keeping quiet and letting the person express himself in his own words makes that
person feel more comfortable telling you what his perception of the problem is,

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rather than causing him to feel that only your perception of his problem is
important. Let the other party speak at his own pace.
2.4.03 Texting
This service is also known as Instant Messaging Communication. When we text
each other using a phone or a PDA, we only have words to send our message and
to receive it. We are missing tone of voice, facial expressions, body language and
presence to help us decode the message. To complicate matters, when we text we
use shorthand (e.g. LOL for laughing out loud). We also misspell or shorten words
because we don't want to use a tiny thumboard to write long messages, and
because we are in a rush to send the messages out. After all, it’s instant messaging.

2.4.04 Teleconferencing
In the past few years, corporations have gotten bigger and more spread out.
Several busy employees all over the world also do at least some of their work from
home.. Since offices and employees can be quite apart, getting everyone into the
same room for business, meetings or training has become decidedly impractical for
a lot of companies.
That's why teleconferencing -- the real-time exchange of information between
people who are not in the same physical space -- has become such a big industry
running into billions of dollars in revenue. Through teleconferencing, companies
can conduct meetings, customer briefs, training, demonstrations and workshops by
phone or online instead of in person.
The simplest phone teleconference is a three-way call, available in many
homes as a service from the telephone company. Another very simple (but not
necessarily effective) method is to have two groups of people talk to one another
via speakerphone. The limits of three-way calling and the sound quality of
speakerphones make both of these options impractical for most businesses.
Conference calls let groups of people -- from a few to hundreds --
communicate by phone. Banks and brokerages often use conference calls to give
status reports to large numbers of listeners. Other businesses use conference calls
to help coworkers communicate, plan and brainstorm. To connect to the call,
attendees call a designated number (MeetMe conferencing), or an operator or
moderator calls each participant (ad hoc conferencing).

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Figure 02.01

Conference calls connect people through a conference bridge, which is essentially

a server that acts like a telephone and can answer multiple calls simultaneously.
Software plays a large role in the bridge's capabilities beyond simply connecting
multiple callers.
A company can have its own bridge or can contract with a service provider for
conference call hosting. Providers frequently offer add-on features for conference
calls, such as:
• Attendee polling
• Call recording
• In-call operators or attendants

Companies using Voice over IP (VoIP) telephones can also host conference calls
themselves if the VoIP software supports them. Many phone conferencing systems
require a login and personal identification number (PIN) to access the system. This
helps protect confidential and proprietary information during the call. Video
phones can add a visual element to conference calls, but businesses often need to
share other visual information.
Web conferencing allows people to communicate through text and video in
addition to audio. The simplest web conferencing methods use chat and instant
messaging programs to host text-based group discussions. More sophisticated

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programs exchange visual information with webcams and streaming video. Some
allow people to share documents online.
Companies can either purchase conferencing software and host their meetings
themselves or use a hosting service. Hosting services provide the software and
server space on which to conduct meetings. Either way, the company or the
hosting service must have software to coordinate the meeting and ample server
space and bandwidth to accommodate it.
Web conferencing programs combine tools already common to web pages and
Internet communication. They bundle these tools into one interface to create an
interactive meeting environment. These tools include: HTML, XML and ASP
markup; Java scripts; Flash animation; Instant messaging; Streaming audio and
video. Some programs are entirely computer- and Internet-based. Others use the
telephone system to distribute audio content.
To participate in the online meetings, participants must have:
• A computer
• An Internet connection
• A telephone, if audio content is not provided online

To participate in the online meetings, participants must have:

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If the conferencing program relies on Internet-based audio chat and webcam

feeds, the participants' PCs should have:
• Microphones
• Webcams
• Video capture cards
In general, every online presentation or meeting has a moderator and
attendees. The moderator sets the time and date of the meeting, prepares the
content and makes sure everything works properly before the meeting begins.
Attendees can either view the presentation without giving feedback or can
collaborate, based on the settings and capabilities of the programs. Often,
moderators can record the presentation for later viewing and can pass their
moderator capabilities to attendees during the meeting.
Web conferences are not just for businesses. Hospitals can use audio and video
conferencing to supplement their emergency room staff. For example, some high
tech hospitals use video conferencing to allow neurologists to confer with stroke
patients. Web conferencing has also allowed deployed soldiers to communicate
with their families and even get married.
Web conferencing programs come with a tremendous variety of features and
capabilities. Some can merge with a company's existing e-mail, calendar,
messaging and office productivity applications. Some allow attendees to view the
presentation in their regular web browser without installing any additional
software.
Depending on the software, people can:
1. View slide presentations from programs like PowerPoint
2. Draw or write on a common whiteboard by using their computer mice or
typing
3. Annotate images and diagrams using the same whiteboard principle

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4. Transmit still pictures or video to other attendees via a webcam (This

increases the required bandwidth and can sometimes slow the transfer of the
presentation.)
5. View information from the moderator's computer desktop using screen
sharing
6. Share documents, often even if attendees don't have the software that
created them, using application sharing
7. Hold interactive question-and-answer sessions that integrate video and audio
8. Send public or private messages through instant messaging
9. Annotate or modify documents and spreadsheets from compatible
applications
10. Transfer files between attendees
11. Ask and answer questions through audio chat (as an integrated part of the
software) or by phone
Since these meetings take place over the Internet, programs include options for
security and encryption. Most programs require moderators and attendees to use
a login name and password to access the meeting. Some use SSL or TLS
encryption to protect data. Some companies also host web conferences on internal
servers so that the data stays behind the corporate firewall. The moderator or host
can monitor who is participating in the conference through sign-in logs and roll
calls.

Table 02.02
Communication Media - A Comparison
Body
Words Voice Visuals Face Presence
Language
Face to Face √ √ √ √ √ √
Video Conference √ √ √ √ √
Telephone √ √
Texting √ √

2.05 Grapevine – a Variant of Oral Communication

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2.5.01 Grapevine Communication

Grapevine communication is the informal communication network within an

organization. The grapevine is used to spread information bypassing the formal
communication structure. Just like the grapevine plant: it spreads in random ways
and it goes where it can. The grapevine is formed by individuals and groups in an
organization. The people in the groups have something in common that links
them together. A person can belong to one or more groups. As an example, a
manager can belong to a group of women that go to lunch together every Friday.
She can also belong to a group of managers in her department that engage into
frequent telephone calls about work in both formal and informal ways. She could
have a third group of people scattered throughout the organization from which
she receives periodic progress reports about the work.
The manager in this example is likely to pass information across her three
main, informal networks. In some ways, she is verifying the accuracy of the
rumors she hears. When more than one of her networks is in agreement about a
given rumor, she is bound to believe it’s true. Grapevine thus is an informal
channel of business communication. It is called so because it stretches throughout
the organization in all directions irrespective of the authority levels. Man as we
know is a social animal. Despite existence of formal channels in an organization,
the informal channels tend to develop when he interacts with other people in
organization. It exists at all but more at lower levels of organization
Generally during breaks in cafeteria, the subordinates talk about their
superior’s attitude and behaviour and exchange views with their peers. They
discuss rumours about promotion and transfer of other employees. Thus,
grapevine spreads like fire and it is not easy to trace the cause of such
communication at times.
Figure 02.02

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2.5.02 Grapevine Communication - Advantages

Grapevine communication creates a social bond where none existed. People
like to talk to one another; whether they talk about work or family, or anything
else. Teams become more cohesive when members talk to one another outside of
the project or assignment they may be working on. Informal communication lends
itself to bonding. The grapevine fills in a gap that is left when official information
is missing, especially in chaotic or changing times. Even in organizations where
management is very proactive about communicating change and keeping
employees informed, grapevine exists to help fill in the blanks.
Grapevine channels carry information rapidly. As soon as an employee gets to
know some confidential information, she/he becomes inquisitive and passes the
details then to her/his closest friend who in turn passes it to other. Thus, it spreads
hastily. The managers get to know the reactions of their subordinates on their
policies. Thus, the feedback obtained is quick compared to formal channel of
communication. As said earlier, the grapevine creates a sense of unity among the
employees who share and discuss their views with each other. Thus, grapevine
helps in developing group cohesiveness.
Table 02.03

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2.5.03 Grapevine Communication - Disadvantages

There are some intrinsic dangers in bypassing the organizational channels to
get to the facts of the matter. The main danger is that much of the information
that gets spread through the grapevine is not verified. Some of the information is
likely false and difficult, if not impossible, to verify. We discount information when
the source is a known gossiper. But not completely... Even when the source is
someone known to spread rumors, we believe that where there's smoke... Since we
don’t know what part is fire and what is smoke, we accept the whole rumor. To
justify our participation in spreading the rumor, we tell ourselves that part of it
must be true.
The main reason why we give credence to a rumor is that it seems to match
what we think about the situation or person that the rumor is about. We also tend
to believe the person sharing the rumor with us. Another main disadvantage of
grapevine communication is that it's often used to spread more than rumors; it's
used to spread gossip. The terms rumors and gossip are used sometimes
interchangeably, but rumors are not quite the same as gossip. Both are pieces of
information that can't be verified, but rumors tend to affect organizations or
groups of people, while gossip refers to more personal matters.

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When gossip is being spread through the grapevine, people's reputations,

careers, and lives can get destroyed very rapidly.
Despite its disadvantages, the grapevine can serve a purpose. The grapevine in
many ways helps keep people honest; it can dissuade people from engaging on
behavior that they don’t want others to know about. This is a two edge sword. On
one hand, people will think twice about taking what they know is a wrong course
of action. On the other hand, they may also think twice about taking a necessary
risk and doing the right thing, fearful that the action may give rise to rumors.
Bottom Line is that grapevine communication is part of the workplace, it can't
be eliminated. Recognizing its pros and cons can help you use it to your
advantage. A smart manager should take care of all the disadvantages of the
grapevine and try to minimize them. At the same time, he should make best
possible use of advantages of grapevine.

GRAPEVINE
• Learn to live with it. It’s here to stay.
• Tune into it. Pay attention to the information that’s circulating and try to
learn something from it. Remember: The more you know about grapevine
information, the better you can interact with employees (who, in turn, will
probably come to regard you as someone who keeps in touch with the things that
concern them).
• Don’t participate in rumors. Resist the temptation to add your two cents’
worth, and don’t make matters worse.
• Check out what you hear. Because it’s your job to replace bad information
with good information, you need to find out what’s really going on.
• Take advantage of the grapevine. Its only function is to carry information, so
there’s no reason why you can’t pump some useful information through it.
Perhaps most importantly, when alert managers notice that the grapevine is
particularly active, they tend to reach a sensible twofold conclusion:
1. The organization’s formal lines of communication aren’t working as well as
they should be.
2. The best way to minimize informal communication and its potential damage
is to provide better formal communication from the outset—or, failing that, to

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provide whatever formal communication will counteract misinformation as

thoroughly as possible.

2.06 Nature of Written Communication

Written Communication Figure 02.03

Written communication involves any type of interaction that makes use of the
written word. Communication is a key to any endeavor involving more than one
person. Communicating through writing is essential in the modern world and is
becoming ever more so as we participate in what is now commonly called the
information age. In fact, written communication is the most common form of
business communication. It is essential for small business owners and managers to
develop effective written communication skills and to encourage the same in all
employees. The information age has altered the ways in which we communicate
and placed an increasing emphasis on written versus oral communications.
Written communication has great significance in today’s business world. It is an
innovative activity of the mind. Effective written communication is essential for
preparing worthy promotional materials for business development. Speech came
before writing. But writing is more unique and formal than speech. Effective
writing involves careful choice of words, their organization in correct order in
sentences formation as well as cohesive composition of sentences. Also, writing is
more valid and reliable than speech.
The ever-increasing use of computers and computer networks to organize and
transmit information means the need for competent writing skills is rising. Many
inquiries float each month from managers and executives requesting help with
improving their own and their employees' writing skills. It is observed that that

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millions of people previously not required to do a lot of writing on the job are
now expected to write frequently and rapidly. And, unfortunately, many of them
are not up to the task. The need to develop good writing skills is only highlighted
by the fact that in the information age, it is not uncommon to have business
relationships with customers and suppliers that are established and maintained
exclusively through the use of written communications. In this environment, the
words we write are very real representations of our companies and ourselves.

2.7 Advantages of written communication

2.7.01 Ease
Written communication does not need presence of receiver of the message.
The sender can prepare the message at her/his convenience, in privacy and over a
time required to think, visualize the message and form it in clear-cut manner and
format. This peace of mind is not there when message is to be conveyed to the
receiver orally in presence of the two parties.
2.7.02 Formal
Written communication helps in laying down formal principles, policies and
rules for running of an organization. These are prepared by function heads and
approved by the top management. Both workers and supervisors now know
exactly what is expected of them, there is no inconsistency and no chance for
misinterpretation of the instructions issued. Unlike oral instructions, they cannot
be changed from time to time to create confusion.
It assists in proper delegation of responsibilities. While in case of oral
communication, it is impossible to fix and delegate responsibilities on the grounds
of speech as it can be taken back by the speaker or he may refuse to acknowledge.

2.7.03 Record and evidence
It is a permanent means of communication. Thus, it is useful for legal and
official communication where record maintenance for evidence is required. In case
of disagreements and disputes, not oral, but written communication available in
the form of records and documents can only provide proof for resolution and
correct decisions. Recorded oral communication does not carry the degree of
acceptance and reliability that is associated with written communication. Once the

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communication is written it cannot be altered surreptitiously. Any alterations

arranged later on are always visible.
2.7.04 Precision and accuracy
Written communication is more precise and explicit especially when words and
phrases are chosen with utmost care. In writing messages caution has to be
exercised to make the meaning very clear because the receiver of the message is
not present to seek clarifications. Clarity is possible because the writer can spend
required time to phrase and rephrase the sentences until they convey the correct
message. There is no time pressure for its delivery and required time can be
provided to bring in required accuracy to the satisfaction of the sender of the
message.
2.7.05 Image building
Effective written communication develops and enhances an organization’s
image. The benefits commonly associated with good writing skills include
increased customer/client satisfaction through well drafted letters, product
brochures, operating manual that are routinely couriered to the customers.
Written communication improves inter-organizational efficiency and enhances
the image of the company in the community and industry.
Table 02.04

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2.8 Disadvantages of written communication

2.8.01 Expense
Written communication does not save upon the costs. It costs substantially in
terms of stationery and the manpower employed in composing and writing/
typing/copying the message. Unlike oral communication delivery of message is
not immediate here. The communication has to be delivered to the receiver
through post, courier or some other intermediary. This involves both loss of time
and cost.
2.8.02 Delay in delivery and receipt of feedback
The written messages often take more time to compose, both because of their
information-packed nature and the difficulty that many individuals have in
composing such correspondence. Also, if the receivers of the written message are
separated by distance and if they need to clear their doubts, the response is not
spontaneous. For instance, unlike oral communication, wherein impressions and
reactions are exchanged instantaneously, the sender of written communication
does not generally receive immediate feedback to his or her message. This can be

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a source of frustration and uncertainty in business situations in which a swift

response is desired.
Written communication is time-consuming as the feedback is not immediate.
The encoding and sending of message takes time. In addition, Effective written
communication requires great skills and competencies in language and vocabulary
use. Poor writing skills and quality have a negative impact on organization’s
reputation.

2.9 Media for written communication

Written communication is has to be conveyed both within the organization and

externally outside the organization. Internal written communication is delivered
through mail boys/girls or electronically by intranet. Electronic mail has emerged
as a highly popular business communication tool in recent years. Indeed, its
capacity to convey important corporate communications swiftly and easily has
transformed it into a communications workhorse for business enterprises of all
sizes and orientations. For external communication various alternatives are
available to suit the urgency of the message, the distance over which it is to be
delivered.
2.9.01 Postal Mail
The primary function of post office is collection, processing, transmission and
delivery of mails. All postal articles whose contents are in the nature of message
can be classified as mails which include letters, postcard, Inland letter card,
packets, ordinary, registered, insured, value payable articles, speed post. These are
classified as first class and second class mails. First class mails get free Air mail
transmission within India; whereas second class mails get air lift only if prepaid
with air surcharge. Automated Mail processing centre at major locations in the
country has been set up to create an Automated Mail grid. Dedicated transport
arrangements both road and air are made for expeditious transmission of mails.
For overseas destinations documents are delivered via air mail and cost here is
substantial and it may take a week for documents to reach.

2.9.02 Courier

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A "courier" delivers messages, packages, and mail. Couriers are distinguished

from ordinary mail services by features such as speed, security, tracking, signature,
specialization and individualization of express services, and swift delivery times,
which are optional for most everyday mail services. As a premium service, couriers
are usually more expensive than standard mail services, and their use is typically
restricted to packages where one or more of these features are considered
important enough to warrant the cost. Courier services operate on all scales, from
within specific towns or cities, to regional, national and global services. Large
courier companies include DHL, FedEx, EMS International, TNT, UPS, and
Aramex. These offer services worldwide, typically via a hub and spoke model.
Documents Delivered through Courier
Figure 02.04

2.9.03 Fax messages

Fax (short for facsimile), sometimes called telecopying or telefax, is the
telephonic transmission of scanned printed material (both text and images),
normally to a telephone number connected to a printer or other output device.
The original document is scanned with a fax machine (or a telecopier), which
processes the contents (text or images) as a single fixed graphic image, converting it
into a bitmap, and then transmitting it through the telephone system. The
receiving fax machine reconverts the coded image, printing a paper copy. For
many decades before digital technology became widespread, the scanned data was
transmitted as analogue.
Although businesses usually maintain some kind of fax capability, the
technology has faced increasing competition from Internet-based alternatives. Fax

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machines still retain some advantages, particularly in the transmission of sensitive

material which, if sent over the Internet unencrypted, may be vulnerable to
interception, without the need for telephone tapping. In some countries, because
electronic signatures on contracts are not recognized by law while faxed contracts
with copies of signatures are, fax machines enjoy continuing support in business.]
In Japan, faxes are still used extensively for cultural reasons
In many corporate environments, freestanding fax machines have been
replaced by fax servers and other computerized systems capable of receiving and
storing incoming faxes electronically, and then routing them to users on paper or
via an email (which may be secured). Such systems have the advantage of
reducing costs by eliminating unnecessary printouts and reducing the number of
inbound analog phone lines needed by an office.
The once ubiquitous fax machine has also begun to disappear from the small
office and home office environments.
2.9.04 E-mail – Popular Media
Electronic mail, most commonly referred to as email or e-mail since the year
1993, is a method of exchanging digital messages from an author to one or more
recipients. Modern email operates across the Internet or other computer networks.
Some early email systems required that the author and the recipient both be
online at the same time, in common with instant messaging. Today's email systems
are based on a store-and-forward model. Email servers accept, forward, deliver,
and store messages. Neither the users nor their computers are required to be
online simultaneously; they need connect only briefly, typically to a mail server, for
as long as it takes to send or receive messages.
Despite its name implying that its use is faster than either postal (physical) mail
or telephone calls, correspondence over email often varies incredibly steeply —
ranging from communication that is indeed semi-instant (often the fastest when a
person is already sitting in front of a computer with their email program open, or
when the person has email services automatically set up to speedily check for new
messages on their mobile phone) to communication that can quite literally take
weeks if the receiver does not decide to check the incoming messages.
In the case of the latter, it often proves much more rapid to call the person via
telephone or via some other means of audio. Therefore, as a rule, unless one's
workplace or social circle already communicates heavily via email in a rapid
manner, a person should assume that email runs a perpetual risk of actually being

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slower as a communication mode than either mobile phone or text messaging

communication
Earlier there used to be limitations on the size of the message to be conveyed as
attachments. With current technological advances vast amount of written data
can be transmitted all over the world at very reasonable costs. The usefulness of
email is being threatened by four phenomena: email bombardment, spamming,
phishing, and email worms. Spamming is unsolicited commercial (or bulk) email.
Because of the minuscule cost of sending email, spammers can send hundreds of
millions of email messages each day over an inexpensive Internet connection.
Hundreds of active spammers sending this volume of mail results in information
overload for many computer users who receive voluminous unsolicited email each
day. Email worms use email as a way of replicating themselves into vulnerable
computers. Although the first email worm affected UNIX computers, the problem
is most common today on the Microsoft Windows operating system. The
combination of spam and worm programs results in users receiving a constant
drizzle of junk email, which reduces the usefulness of email as a practical tool.
However a number of anti-spam techniques mitigate the impact of spam. The
users have to be cautious and employ all the anti-virus facilities available every
time they use this message transfer facility.

2.09 The choice of medium

The choice of media available to the present generation is quite wide from
traditional oral and written channels to the latest electronic media. You have to do
best to match your selection to the message and your intentions. Every medium
has its benefits and limitations. The choice influences receiver’s perception of the
sender’s intentions. Different cultures favor one medium over the other. The
choice of appropriate media for transmission of messages depends upon several
associated factors.
Speed: The pressure of time and the distance between the sender and receiver
influence the choice of medium. Telephone, email are faster and have the
advantage of person to person contact.
Confidentiality: all media do not ensure the same secrecy of the message.
When you want to issue warning, or comment on a person’s credit standing or
wish to demand overdue payment, you cannot use fax which can be seen by
others.

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Reliability: when you wish to 100% certain about the delivery of the message
instead of relying on post office, you would prefer to hand deliver the message at
an extra cost.
Cost: when the message is a routine and not of an urgent or critical nature,
cost would be the sole determinant of a suitable media.
Feedback: when it is necessary to seek immediate feedback, you would like to
use telephone, make a person to person contact and seek the response.
Formality: A letter of gratitude or congratulations would be more effective if
delivered formally through mail or a courier. The recipient would wish to show it
his/her friends and acquaintances. The message would lose the impact if
conveyed over the telephone.
And then there are some tough messages that need to be handed personally.
Change in the well-established practice, a message withdrawing a facility enjoyed
by an individual over a period of time, a notice advising that a person’s services
are no more required; are the typical cases where you would prefer to call a person
and deliver the message personally.

2.10 Summary

Messages can be delivered orally or through written communication. Oral

communication is generally recommended when the communication matter is of
temporary kind or where a direct interaction is required. Face to face
communication (meetings, lectures, conferences, interviews, etc.) is significant so as
to build a rapport and trust. Oral communication is flexible, assures thorough
understanding and does not involve expenses. You receive immediate feedback so
that you act without delay. Secrecy is maintained as no third party is involved.
Teleconferencing is widely used to interact with employees of different
departments working in offices located all over the world.
Grapevine communication creates a social bond where none existed. People
like to talk to one another; whether they talk about work or family, or anything
else. Teams become more cohesive when members talk to one another outside of
the project or assignment they may be working on. Informal communication lends
itself to bonding. However, when gossip is being spread through the grapevine,
people's reputations, careers, and lives can get destroyed very rapidly.

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The written communication is widely used for formal messages which create
records that can be used in future for reference as evidence. All financial and legal
communication, therefore, is always in writing.
Alternative media is available for both oral and verbal communication. The
selection of appropriate media depends upon urgency of the matter and sender’s
intentions. Telephones and emails are most widely used media thanks to
technological advances.

2.11 Self-Assessment Questions

1. What are the factors you will consider in selecting oral communication to
deliver your message?
2. Why is oral communication not in use for messages dealing with financial and
legal matters?
3. List disadvantages you face when you decide to communicate in writing
4. ‘Office grapevine’ is a mixed blessing. Why?
5. Enumerate factors that affect the choice of media for delivery of any
communication.
6. Teleconferencing is a boon to every MNC. How?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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 C HAPTER 3 - N ONVERBAL COMMUNIC ATION

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Understand nonverbal communication or how can you communicate
without using words.
✓ Importance of nonverbal communication.
✓ In how many ways can you communicate without use of words?
✓ Use of signs, charts, maps to communicate.

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Structure
3.01 What is nonverbal communication?
3.02 Importance of nonverbal communication
3.03 Components of nonverbal communication
3.3.01 Gestures (Kinesics)
3.3.02 Eye Contact (Oculesics)
3.3.03 Touching (Haptics)
3.3.04 Distance (Proxemics)
3.3.05 Use of Time (Chronemics)
3.3.06 Physical Appearance, Clothing:
3.04 Paralanguage
3.05 Nonverbal aspects in written communication.
3.06 Summary
3.07 Self-Assessment Questions

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3.01 What is nonverbal communication?

Nonverbal communication is the process of communication through sending and

receiving wordless (mostly visual) cues between people. It does not utilize any
words. Only signs, gestures, body movements are used by the person to convey
messages which otherwise would have been expressed in words.

Nonverbal communication is sometimes mistakenly referred to as body

language, but nonverbal communication encompasses much more, such as use of
voice, touch, distance and physical environments/appearance.
Typically overlooked in nonverbal communication is the informal space
around the body and in such nonverbal interaction is the use of time as well as the
eye contact, which comprises the actions of looking while talking and listening,
frequency of glances, patterns of fixation, pupil dilation, and blink rate.

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Even speech contains nonverbal elements known as paralanguage, including

voice quality, rate, pitch, volume, and speaking style, as well as underlying features
such as rhythm, intonation, and stress. Likewise, written texts have nonverbal
elements such as handwriting style, spatial arrangement of words, or the physical
layout of a page. However, much of the study of nonverbal communication has
focused on interaction between individuals, where it can be classified into three
principal areas: environmental conditions where communication takes place,
physical characteristics of the communicators, and behaviors of communicators
during interaction.
Nonverbal communication involves the processes of encoding and decoding.
Encoding is the act of generating the information such as facial expressions,
gestures, and postures. Decoding is the interpretation of information from word
less signals sent by the person wishing to communicate. Here the person receiving
messages has to use earlier sensations to interpret signs, gestures, sounds etc. and
understand the message.
Only a small percentage of the brain processes verbal communication. Not so
with nonverbal communication. Normally eyes, ears, nose, each organ is put to
work by the brain to digest the messages passed on nonverbally. As infants,
nonverbal communication is learned from social-emotional communication,
making the face rather than words the major organ of communication. As
children become verbal communicators, they begin to look at facial expressions,
vocal tones, and other nonverbal elements more subconsciously.
If such full attention is not directed towards nonverbal communication, there is
vast scope for the message to be misinterpreted or lost totally or in parts.

3. 02 Importance of nonverbal communication

Nonverbal communication represents two-thirds of all communication. Studies

have concluded that your body language is responsible for 55% of the impression
you make on the other person, how you speak makes 38% and balance seven per
cent only is through verbal communication or words.

Figure 03.01

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Nonverbal communication can portray a message both verbally and with the
correct body signals. Body signals comprise physical features, conscious and
unconscious gestures and signals, and the mediation of personal space. The
wrong message can be established if the body language conveyed does not match
a verbal message. Nonverbal communication strengthens a first impression in
common situations like attracting a partner or in a business interview: impressions
are on average formed within the first four seconds of contact. First encounters or
interactions with another person strongly affect a person's perception. When the
other person or group is absorbing the message, they are focused on the entire
environment around them, meaning the other person uses all five senses in the
interaction: 83% sight, 11% hearing, 3% smell, 2% touch and 1% taste.
Someone once said, “To know a language and not the culture is to make a
fluent fool of yourself ”. Culture in this sense, includes all of the nonverbal
communication, customs, thought, speech and artifacts that make a group of
people unique. Whoever said this statement knew of the significant role that
communication plays besides language. While most of the nonverbal
communication is conveyed subconsciously, there are cultural similarities that
enable us to understand the difference between what is being said and what is
actually meant. But generalizing between nonverbal communication between
cultures can be tricky since there are as many cultural differences in nonverbal
communication as there are languages in the world.
While it may take a child a couple of years to speak understandably in a
certain language, it is important to remember that the child is also learning the

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idiosyncrasies of nonverbal communication at the same time. In fact, the first

couple of years of a child’s life are spent learning most of these nonverbals. The
differences between cultures are thus ingrained at the very earliest points of
development.
The effect that eye movement has on human behavior has been widely
studied. In some cultures, however, this study actually allows for insights into
individuals whose only way of communication is by nonverbal means. Studies
show that eye behavior shows special patterns with mental patients, autistic
children, and persons from diverse cultures. In some countries, doctors use the
study of oculesics to test stimulation among patients and interest levels in children
who are not as expressive verbally. Normally, lack of eye contact in many cultures
can signal either disinterest or respect, depending on the culture.

People can typically tell individuals who are angry from those who are nervous
from those who are confident by what they do with their eyes. Furrowed brows or
rolling of the eyes typically constitute impatience, anger or defiance. Looking
down or batting the eyes typifies nervousness, while continuing to look at someone
and simultaneously shutting the mouth signals compliance with self-confidence.
Squarely looking someone in the eye connotes self-confidence. A confident,
engaging public speaker instills confidence in his audience. Continually looking
down while speaking either one-on-one or publicly, often purveys a feeling of
nervousness, or lack of confidence. Notice how uncomfortable a person who won't
make eye-contact with you makes you feel. It conveys a feeling of disquiet, or even
distrust.
Politicians who lie while looking straight into the camera cause many
individuals to almost believe them -- up until the teary-eyed truthful press
conference. Oculesics not only studies the person communicating, but the person
listening as well. Eye contact of the person listening helps gauge the response.
Remember, “What we say” is less important than “how we say it” as words are
only 7% of our communication. Understand and enjoy nonverbal communication
as it helps forming better first impressions. Good luck!

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3. 03 Components of nonverbal communication

Nonverbal communication can happen when the person wanting to convey a

message decides to employ gestures, eye contact, body touch, time interval, charts
and body language instead of or in addition to words.
Chart 03.01

3.3.01 Gestures (Kinesics)

It is the study of facial expressions, postures & gestures. Did you know that
while in Argentina to raise a fist in the air with knuckles pointing outwards
expresses victory, in Lebanon, raising a closed fist is considered rude? The term
was first used (in 1952) by Ray Birdwhistell, an anthropologist who wished to study
how people communicate through posture, gesture, stance, and movement, and
later popularized during the late 1960s by members of the counter-culture seeking
to de-verbalize human communication.
Drawing heavily on descriptive linguistics, Birdwhistell argued that all
movements of the body have meaning (i.e. are not accidental), and that these non-
verbal forms of language (or paralanguage) have a grammar that can be analyzed
in similar terms to spoken language. Thus, a "kineme" is "similar to a phoneme

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because it consists of a group of movements which are not identical, but which
may be used interchangeably without affecting social meaning".
One research estimated that "no more than 30 to 35 percent of the social
meaning of a conversation or an interaction is carried by the words." He also
concluded that there were no universals in these kinesics displays - a claim
disproved by Paul Ekman's analysis of universals in facial expression
In a current application, kinesics is used as signs of deception by interviewers.
Interviewers look for clusters of movements to determine the veracity of the
statement being uttered. Some related words may be:
1. Emblems - Substitute for words and phrases
2. Illustrators - Accompany or reinforce verbal messages
3. Affect Displays - Show emotion
4. Regulators - Control the flow and pace of communication
5. Adaptors - Release physical or emotional tension
Kinesics is an important part of non-verbal communication behavior. The
movement of the body, or separate parts, conveys many specific meanings and the
interpretations may be culture bound. As many movements are carried out at a
subconscious or at least a low-awareness level, kinesic movements carry a
significant risk of being misinterpreted, especially, in an intercultural
communications situation.
A cheerful face or a gloomy face influences most people. A cheerful or
appreciative smile, a displeased frown, a look of surprise, turning of the nose, and
many such expressions on the face can convey, with or without words, tonnes of
information about attitude, feelings, and reaction of the communicants.

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An ode to ‘Smile’

“A smile costs nothing, but offers plenty. It enriches those who receive it, without
making poorer, those who provide it. It takes only a moment, but the memory of it
may last forever.
No one is that rich or mighty who can do without it, and none is so poor
that he cannot be enriched by it.
A smile creates happiness in the schools, fosters goodwill in business and enhances
relationships.
Yet it cannot be purchased, begged, borrowed, or stolen
for it is something that is of no value to anyone until it is given away.
If some people are too tired to give you a smile, please, give them one of yours,
as none needs a smile so much as one who has no more to give.”

Unknown Author

When you have a responsibility to deliver a message, your expressions

accompany your words and they are being watched. Similarly you also get
listeners reactions through their facial expressions which provide you with a
continuous feedback. You have to be alert enough to analyze and digest them.
Raised eyebrows convey disbelief or surprise, a frown reflects displeasure, pursed
lips certainly indicate that your talk is not being accepted in a friendly manner.
A smile, on the other hand, is universal welcome gesture. It clears the
atmosphere, believed to release chemical that generate feeling of happiness and
bliss. And beware of involuntary, one sided, smile either on your own face or the
other’s face. It can be sarcasm, derision and certainly not conducive to good
relationship
A big warm smile is an asset. But only when it comes a little slower, because
then it has more credibility. Slower smile gives your personality a richer, deeper,
more sincere cachet, status.

3.3.02 Eye Contact (Oculesics)

It is the study of the role of eye contact in nonverbal communication. Did you
know that in the first 90 sec - 4 min you decide that you are interested in someone
or not. Studies reveal that 50% of this first impression comes from non-verbal
communication which includes oculesics. Only 7% of comes from words - that we
actually say. As a social or behavioral science, oculesics is a form of nonverbal

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communication focusing on deriving meaning from eye behavior. It can also deal
with the medical care of eyes, such as optometry and ophthalmology. The term
"oculist" usually applies to a doctor of one of these medical specialties.
There are three levels of eye contact:
1. Direct eye contact
2. Indirect eye contact
3. Duration of eye contact
A complete definition of emotion must take into account all three of these
aspects or components: (a) the experience or conscious feeling of emotion, (b) the
processes that occur in the brain and nervous system, and (c) the observable
expressive patterns of emotion, particularly those on the face. This third
component is where oculesics plays a role in nonverbal communication of
emotion.
Oculesics is a primary form of communicating emotion. According to this
science, oculesics can show which type of thinking someone is using when they are
communicating. A person thinking visually might physically turn their eyes away,
as if to look at an imagined presentation of what they are thinking, even to the
point of changing the focus of their eyes. Someone thinking in terms of hearing
might turn their eyes as much as possible to one of their ears. A person thinking in
terms of what they feel could look downwards, as if looking toward their emotion
coming from their body.
Whether or not someone intends to send a particular meaning, or someone else
perceives meaning correctly, the exchange of communication happens and can
initiate emotion. It is important to understand these dynamics, because we often
establish relationships (on small and grand scales) with oculesics. Dr. Ekman states
there are 15 basic emotions- amusement, anger, contempt, contentment, disgust,
embarrassment, excitement, fear, guilt, pride in achievement, relief, sadness/
distress, satisfaction, sensory pleasure, and shame- with each of these fifteen
stemming out to similar and related sub-emotions.
Perceptions and displays of emotions vary across time and culture. Some
theorists say that even with these differences, there can be generally-accepted
"truths" about oculesics, such as the theory that constant eye contact between two
people is physically and mentally uncomfortable.

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The following emotions and their associated eye behaviors need your attention.
i. Anxiety - wetness or moisture in the eyes
ii. Anger - eyes glaring and wide open
iii. Boredom - eyes not focused, or focused on something else
iv. Desire - eyes wide, dilation of pupils
v. Disgust - rapid turning away of eyes
vi. Envy - glaring
vii. Fear - eyes could be wide, or looking downward (could also be closed)
viii. Happiness - "glittery" look to eyes, wrinkled at the sides
ix. Interest - intense focus, perhaps squinting
x. Pity - heavy gaze to eyes, moisture in eyes
xi. Sadness - tears in eyes, looking downward (also possible sleepless
appearance[35])
xii. Shame - eyes looking down while head is turned down
xiii. Surprise - eyes wide open.

We studied how emotions are expressed by communicator’s eye movements. Now

let us learn how to interpret communicator’s eye movement.

i. Eyes up - Different people look up for different reasons. Some look up when
they are thinking. Others perform that action in an effort to recall something from
their memory. It may also be a way for people to subconsciously display boredom.
The head position can also come into play, however, as an upwards look with a
lowered head can be a coy, suggestive action.

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ii. Eyes down - Avoiding eye contact, or looking down, can be a sign of
submission or fear. It may also indicate that someone feels guilt. However,
depending on the culture of the person, it may also just be a sign of respect.
iii. Lateral movement of eyes - Looking away from the person to whom one
is speaking could be a sign that something else has taken their interest. It may also
mean that a person is easily distracted. Looking to the left can mean that a person
is trying to remember sound, while the right can mean that the person is actually
imagining the sound. Side to side movement, however, can indicate that a person
is lying.
iv. Gazing - Staring at someone means that a person shows sincere interest.
Staring at a person's lips can indicate that someone wants to kiss another person.
In general, staring means, "I want that."
v. Glancing - Glancing can show a person's true desires. For instance, glancing
at a door might mean that someone wants to leave. Glancing at a glass of water
might mean that a person is thirsty.
vi. Eye contact - Eye contact is powerful and shows sincere interest if it is
unbroken. A softening of the stare can indicate sexual desire. Breaking that eye
contact can be threatening to the person who does not break the eye contact.
vii. Staring - Staring is more than just eye contact, it usually involves eyes
wider than normal. A lack of blinking may indicate more interest, but it also may
indicate a stronger feeling than a person may intend to portray. Prolonged eye
contact can be aggressive, affectionate, or deceptive.
viii. Following with the eyes - Eyes follow movement naturally. If a person is
interested in someone, than their eyes will follow that person naturally.
ix. Squinting - Squinting of the eyes may mean a person is trying to obtain
a closer look. It may also mean that a person is considering whether something is
true or not. Liars may use squinting as a tool to keep others from detecting their
dishonesty. Of course, squinting may also just be a result of a bright sun.
x. Blinking - Blinking is also a natural response that can occur for no other
reason than having dry eyes. It can also be the result of a person feeling greater
levels of stress. Rapid blinking can indicate arrogance while reduced blinking can
move towards a stare.
xi. Winking - Winking can indicate that two people understand something
without using words. It can mean "hello" or it can be a sign of flirtation.

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xii. Closing of eyes - Closing the eyes serves to shut out the world. It can be a
reaction to fear or embarrassment. Others may close their eyes as a way to think
more sincerely about a particular subject.
xiii. Eye moisture - Tears obviously indicate sadness, but moisture also has a
more practical purpose to wash and clean the eyes. Damp eyes can be suppressed
crying or an expression of extreme happiness or laughter. Men, in many cultures,
are not expected to cry but may experience damp eyes in place of crying.
xiv. Pupil dilation - Pupil dilation may be harder to detect by most people.
Sexual desire may be a cause of such dilation. It may also be an indication of
attraction. Physiologically, eyes dilate when it is darker to let in more light.
xv. Rubbing of eyes - Eyes may water, causing a person to rub their own
eyes. This can happen when a person feels uncomfortable or tired. It may also
happen when a person simply has something in their eyes.
While all nonverbal communication differs greatly among cultures, perhaps
none is so obviously different than the movement and study of eye contact. A
particular nonverbal interaction between two individuals can have completely
different meaning in different cultures. Even within that same culture, oculesics
plays a tremendous role in obtaining meaning from other nonverbal cues. This is
why, even among the same culture, humans still have trouble sometimes
understanding each other because of their varying eye behavior, nonverbal cues,
and cultural and personal differences.
People can typically tell individuals who are angry from those who are nervous
from those who are confident by what they do with their eyes. Furrowed brows or
rolling of the eyes typically constitute impatience, anger or defiance. Looking
down or batting the eyes typifies nervousness, while continuing to look at someone
and simultaneously shutting the mouth signals compliance with self-confidence.
Squarely looking someone in the eye connotes self-confidence. A confident,
engaging public speaker instills confidence in his audience. Continually looking
down while speaking either one-on-one or publicly, purveys a feeling of
nervousness, or lack of confidence. Notice how uncomfortable a person who won't
make eye-contact with you makes you feel. It conveys a feeling of disquiet, or even
distrust. Politicians who lie while looking straight into the camera cause many
individuals to almost believe them -- up until the teary-eyed truthful press
conference. Oculesics not only studies the person communicating, but the person
listening as well. Eye contact of the person listening helps gauge the response.

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3.3.03 Touching (Haptics)

It is the study of touching. Did you know that acceptable level of touching vary
from one culture to another? In Thailand, touching someone's head may be
considered as rude. In many Spanish-speaking countries of Latin America,
people greet each other with one kiss on the cheek, for example in Argentina. In
Spain, people greet each other with two kisses on the cheek. In Colombia, shaking
hands or verbal greeting is common and probably without hugging. In Peru, when
men greet one another, they usually do so shaking hands or with a verbal greeting,
otherwise, whenever a woman is involved, greeting involves kissing on the cheek or
verbal greeting. In Brazil, kisses when greeting women can vary from one to three,
and be fake (kissing the air) or on the cheek; men can salute by shaking hands or
demonstrate camaraderie by slapping one another’s shoulders or backs. In the
United States, the main form of greeting is shaking hands, though when greeting
friends it is not uncommon for them to hug
Haptic communication is a form of nonverbal communication and the way by
which people and other animals communicate via touching. Touch, or the haptic
sense, is extremely important for humans; as well as providing information about
surfaces and textures it is a component of nonverbal communication in
interpersonal relationships, and vital in conveying physical intimacy. There are six
different kinds of "touch". These include: positive, playful, control, ritualistic, task-
related and unintentional. It can be both sexual (kissing is one such example that is
sometimes sexual) and platonic (such as hugging or tickling). Touch is the earliest
sense to develop in the fetus. The development of an infant's haptic senses and
how it relates to the development of the other senses such as vision has been the
target of much research. Hearing tends to fare much better.
Striking, pushing, pulling, pinching, kicking, strangling and hand-to-hand
fighting are forms of touch in the context of physical abuse. In a sentence like "I
never touched him/her" or "Don't you dare to touch him/her" the term touch
may be meant as euphemism for either physical abuse or sexual touching.

There are five haptic categories:

1. Functional/ professional: expresses task-orientation.
2. Social/polite: expresses ritual interaction.
3. Friendship/warmth : expresses idiosyncratic relationship
4. Love/intimacy : expresses emotional attachment

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5. Sexual/arousal : expresses sexual intent

6. The intent of a touch is not always exclusive and touching can evolve to
each one of above six categories.

Managers should know the effectiveness of using touch while communicating

to subordinates, but need to be cautious and understand how touch can be
misunderstood. A hand on the shoulder for one person may mean a supportive
gesture, while it could mean a sexual advance to another person. Working with
others and using touch to communicate, a manager needs to be aware of each
person’s touch tolerance. It is believed that a person in power is more likely to
touch a subordinate, but the subordinate is not free to touch in kind. Touch is a
powerful nonverbal communication tool and this different standard between a
superior and subordinate can lead to confusion whether the touch is motivated by
dominance or intimacy.
Always remember, if a word of praise is accompanied by a touch on the
shoulder, it will carry more weight.

3.3.04 Distance (Proxemics)

It is the study of measurable distance between people as they interact. Did you
know that the amount of personal space when having an informal conversation
should vary between forty centimeters (18 inches) - one and a quarter meter (4
feet) while, the personal distance needed when speaking to a crowd of people
should be around three to four meters ( 10-12 feet). Proxemics can be defined as
"the interrelated observations and theories of man's use of space as a specialized
elaboration of culture". A person's personal space is carried with them everywhere
they go. It is the most inviolate form of territory. Much research in the fields of
Communication, Psychology, and Sociology, especially under the category of
Organizational Behavior, has shown that physical proximity enhances peoples'
ability to work together. Face-to-face interaction is often used as a tool to maintain
the culture, authority, and norms of an organization or workplace.

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Chart 03.02

In developing new communication technologies, the theory of proxemics is often

considered. While physical proximity cannot be achieved when people are
connected virtually, perceived proximity can be attempted, and several studies
have shown that it is a crucial indicator in the effectiveness of virtual
communication technologies. These studies suggest that various individual and
situational factors influence how close we feel to another person, regardless of
distance. The mere-exposure effect originally referred to the tendency of a person
to positively favor those who they have been physically exposed to most often.
However, recent research has extended this effect to virtual communication. This
work suggests that the more someone communicates virtually with another person,
the more he is able to envision that person's appearance and workspace, therefore
fostering a sense of personal connection.[9] Increased communication has also
been seen to foster common ground, or the feeling of identification with another,
which leads to positive attributions about that person. Some studies emphasize the
importance of shared physical territory in achieving common ground, while
others find that common ground can be achieved virtually, by communicating
often.

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3.3.05 Use of Time (Chronemics)

It is the study of the use of time in nonverbal communication. The way we
perceive time, structure our time and react to time is a powerful communication
tool, and helps set the stage for the communication process. Across cultures, time
perception plays a large role in the nonverbal communication process. Time
perceptions include punctuality, willingness to wait, and interactions. The use of
time can affect lifestyles, daily agendas, speed of speech, movements and how long
people are willing to listen.
Time can also be used as an indicator of status. For example, the boss in most
companies can interrupt progress to hold an impromptu meeting during the
middle of the work day, yet the average worker would have to make an
appointment to see the boss. The way different cultures perceive time can
influence communication as well. For example, most Americans will schedule a
meeting for a specific time such as 2:15 p.m., and expect all involved parties to be
punctual at the specified time. In many cultures in other countries, however, they
may set a time to meet "sometime in the afternoon" and on many occasions the
schedule is broken, changed or deadline unmet.
Monochronic and Polychronic time systems are two systems commonly used to
refer time and its influence on society. A monochronic time system means that
things are done one at a time and time is segmented into precise, small units.
Under this system time is scheduled, arranged and managed.
The United States, like other western countries, is considered a monochromic
society. This perception of time is learned and rooted in the Industrial Revolution,
where "factory life required the labor force to be on hand and in place at an
appointed hour". For Westerners, time is a precious resource not to be wasted or
taken lightly. They claim that "We buy time, save time, spend time and make time.
Our time can be broken down into years, months, days, hours, minutes, seconds
and even milliseconds. We use time to structure both our daily lives and events
that we are planning for the future. We have schedules that we must follow:
appointments that we must go to at a certain time, classes that start and end at
certain times, work schedules that start and end at certain times, and even our
favorite TV shows, that start and end at a certain time.”
In the Monochronic business world, “the schedule is sacred.” “Time is
tangible” and viewed as a commodity where “time is money” or “time is wasted.”
The result of this perspective is that Americans and other monochronic cultures

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such as the German and Swiss, place a paramount value on schedules, tasks and
“getting the job done.” These cultures are committed to regimented schedules and
may view those who do not subscribe to the same perception of time as
disrespectful.
A polychronic time system is a system where several things can be done at
once, and a more fluid approach is taken to scheduling time. Unlike Americans
and most northern and western European cultures, Latin American, Asian and
Arabic cultures use the polychronic system of time. These cultures are much less
focused on the preciseness of accounting for each and every moment. These
cultures are deeply steeped in tradition rather than in tasks -- a clear difference
from their monochronic counterparts. "Traditional societies have all the time in
the world. The arbitrary divisions of the clock face have little saliency in cultures
grounded in the cycle of the seasons, the invariant pattern of rural life, and the
calendar of religious festivities"
Instead, their culture is more focused on relationships, rather than watching the
clock. They have no problem being “late” for an event if they are with family or
friends, because the relationship is what really matters. As a result, polychronic
cultures have a much less formal perception of time. They are not ruled by precise
calendars and schedules. Rather, “cultures that use the polychronic time system
often schedule multiple appointments simultaneously so keeping on schedule is an
impossibility.”
In the workplace, those in a leadership or management position treat time –
and by virtue of position – have their time treated differently than those who are
of a lower stature position. There exist three specific examples of how chronemics
and power converge in the workplace – waiting time, talk time and work time.
Waiting Time
The act of making an individual of a lower stature wait is a sign of dominance.
They note that one who “is in the position to cause another to wait has power over
him. To be kept waiting is to imply that one’s time is less valuable than that of the
one who imposes the wait.” Employees of equal stature will not worry about
whether they are running a few minutes behind schedule to meet with one
another. On the other hand, for a mid-level manager who has a meeting with the
company president, a late arrival might be a nonverbal cue that you do not respect
the authority of your superior.
Talk Time

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There is a direct correlation between the power of an individual in an

organization and conversation. This includes both length of conversation, turn-
taking and who initiates and ends a conversation. Extensive research indicates that
those with more power in an organization will speak more often and for a greater
length of time. Meetings between superiors and subordinates provide an
opportunity to illustrate this concept. A superior – regardless of whether or not
they are running the actual meeting – lead discussions, ask questions and have the
ability to speak for longer periods of time without interruption. Likewise, research
shows that turn-taking is also influenced by power. “Subordinates are expected to
yield to superiors and there is a cultural expectation that a subordinate will not
interrupt a superior” The length of response follows the same pattern. While the
superior can speak for as long as they want, the responses of the subordinate are
shorter in length. A deviation from this pattern can lead to negative perceptions of
the subordinate by the superior. Beginning and ending a communication
interaction in the workplace is also controlled by the higher-status individual in an
organization.
Work Time
It is not likely that you will ever see a president or a high level executive
punching a time clock. Their time is perceived as more valuable and they control
their own time. On the other hand, a subordinate with less power has their time
controlled by a higher status individual and are in less control of their time –
making them likely to report their time to a higher authority. Such practices are
more associated with those in non-supervisory roles or in blue collar rather than
white collar professions. Instead, as power and status in an organization increases,
the flexibility of the work schedule also increases. For instance, while
administrative professionals might keep a 9 to 5 work schedule, their superiors
may keep less structured hours. This does not mean that the superior works less.
They may work longer, but the structure of their work environment is not strictly
dictated by the traditional work day. Instead, as Koehler and their associates note
“individuals who spend more time, especially spare time, to meetings, to
committees, and to developing contacts, are more likely to be influential decision
makers”

3.3.06 Physical Appearance, Clothing

Your physical appearance always contributes towards how people perceive you.
Neatly combed hair, ironed clothes and a lively smile will always carry more

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weight than words. While selecting clothes, appropriateness for the occasion is
essential; the formality of the occasion, the time of the day, the season, the
cultural background of the people who will be present, and conventions of your
own organization should provide you good guidance. Dress code is enforced by
some companies in order to create a brand image. Do not wear anything that
distracts listener from what you are trying to convey.
Activity: 03.01

Neeta, your group salesperson has just returned from an important sales meet with
one of your major clients. She is reporting the progress at the meeting to you as her
supervisor.

Even though she advises that the meeting was a great success, from her nonverbal
communication you know, that is not the case. How did you decide? Because, during
the conversation

Her hands: were folded and on her lap throughout the conversation.
Her eyes: ___________________________________________________________
Her tone: __________________________________________________________
Her breathing: ______________________________________________________

(Fill in the blanks)

3. 04 Paralanguage

Paralanguage is a component of meta-communication that may modify or

nuance meaning, or convey emotion, such as prosody, pitch, volume, intonation
etc. It is sometimes defined as relating to nonphonemic properties only.
Paralanguage may be expressed consciously or unconsciously. The study of
paralanguage is known as paralinguistics. While the term 'paralanguage' is often
used to refer to non-verbal elements of speech, it should not be confused with
kinesics, or the study of body language. While kinesics is non-linguistic, it is not
necessarily related to vocal or written language. Paralinguistic information,
because it is phenomenal, belongs to the external speech signal. The paralinguistic
properties of speech play an important role in human speech communication.
There are no utterances or speech signals that lack paralinguistic properties, since
speech requires the presence of a voice that can be modulated. This voice must
have some properties, and all the properties of a voice as such are paralinguistic.
However, the distinction linguistic vs. paralinguistic applies not only to speech but
to writing and sign language as well, and it is not bound to any sensory modality.

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Even vocal language has some paralinguistic as well as linguistic properties that
can be seen (lip reading)

Speech signals arrive at a listener’s ears with acoustic properties that may allow
listeners to identify location of the speaker (sensing distance and direction, for
example). Sound localization functions in a similar way also for non-speech
sounds. The perspectival aspects of lip reading are more obvious and have more
drastic effects when head turning is involved.
The speech organs of different speakers differ in size. As children grow up,
their organs of speech become larger and there are differences between male and
female adults. The differences concern not only size, but also proportions. They
affect the pitch of the voice and to a substantial extent also the formant
frequencies, which characterize the different speech sounds. The organic quality
of speech has a communicative function in a restricted sense, since it is merely
informative about the speaker. It will be expressed independently of the speaker’s
intention.
Paralinguistic cues such as loudness, rate, pitch, pitch contour, and to some
extent formant frequencies of an utterance, contribute to the emotive or
attitudinal quality of an utterance. Typically, attitudes are expressed intentionally

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and emotions without intention, but attempts to fake or to hide emotions are not
unusual
That is, a message may be made more or less coherent by adjusting its
expressive presentation. For instance, upon hearing an utterance such as "I drink a
glass of wine every night before I go to sleep" is coherent when made by a speaker
identified as an adult, but registers a small semantic anomaly when made by a
speaker identified as a child
Emotional tone of voice, itself paralinguistic information, has been shown to
affect the resolution of lexical ambiguity. Some words have homophonous
partners; some of these homophones appear to have an implicit emotive quality,
for instance the sad "die" contrasted with the neutral "dye"; uttering the sound /
dai/ in a sad tone of voice can result in a listener writing that word significantly
more often than if the word is uttered in a neutral tone. Like other aspects of body
language, the tone cannot be disguised; even if you choose your words carefully,
your tone may sound defensive or angry. Mixed messages caused by mismatch
between words and tone of voice cause misunderstanding. While learning a new
language it is more difficult to learn the stresses than to learn pronunciation.
A gasp is a kind of paralinguistic respiration in the form of a sudden and
sharp inhalation of air through the mouth. A gasp may indicate difficulty
breathing, and a panicked effort to draw air into the lungs. Gasps also occur from
an emotion of surprise, shock or disgust. Like a sigh, a yawn, or a moan, a gasp is
often an automatic and unintentional act.[ Gasping is closely related to sighing,
and the inhalation characterizing a gasp induced by shock or surprise may be
released as a sigh if the event causing the initial emotional reaction is determined
to be less shocking or surprising than the observer first believed
A sigh is a kind of paralinguistic respiration in the form of a deep and
especially audible, single exhalation of air out of the mouth or nose that humans
use to communicate emotion. It is voiced pharyngeal fricative, sometimes
associated with a guttural glottal breath exuded in a low tone. It often arises from
a negative emotion, such as dismay, dissatisfaction, boredom, or futility. A sigh can
also arise from positive emotions such as relief, particularly in response to some
negative situation ending or being avoided. Like a gasp, a yawn, or a moan, a sigh
is often an automatic and unintentional act.
Non-fluencies and hesitation form a part of the spoken language. Sounds like
er-er; mm-um – indicate that speaker is hesitant or not convinced about what is
being said. Sounds like Ahem, Ouch, oh-oh can convey various ideas and

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emotions. To get the complete picture attention has to be paid to facial expressions
accompanying these hesitations.
Silence and long pauses too can be very effective means of nonverbal
communication. Please remember this is not a negative absence of speech, but a
deliberate positive withdrawal or suspension of speech. This very difficult means
of communication as silence is not easy as it takes a good deal of self-control and
self-confidence to be able to hold one’s tongue for required interval. Silence in
such situations can mean any of the following – sympathy with someone who has
suffered a loss, inability to formulate feelings, flood of emotions that make speech
impossible, or uncontrollable anger that cannot or should not be expressed in
words.

For listeners, silence and long pauses are difficult to handle and as indicated
earlier, they must interpret body language like eye contact, facial expressions and
posture to understand its meaning and continue dialog. If such pause or silence
occurs during a telephone conversation absence of such physical clues obstructs
flow of communication. Pauses in the form of short silences, however, are very
effective in providing emphasis to what is being conveyed. A pause before or after
a word, results in the word stand out from the rest. A skillfully placed pause
succeeds in making a listener more alert. On many occasions a pause at correct
juncture is more effective than wild gestures or table-thumping. Such pauses and
silence must be distinguished from unforced ones caused by speaker’s inability to
express the thoughts or find words to express them. This is a sign of weakness. On
the other hand, keeping silent, holding one’s peace and deliberately not
responding while having a confident and peaceful expression on the face, is a sign
of strength and power.

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Enthusiasm and energy with which we talk or listen inspire respect and esteem.
A lively, vigorous colleague is far more communicative than a weary, exhausted
one. This energy that enables the speaker to dominate over the audience can come
from physical good health and spirit, mental strength and intellectual power and
spiritual control. Whichever the source enthusiasm and energy are very influential
and contagious.
Activity: 03.02

It is necessary to ‘read’ the eyes of the person with whom you are communicating.

If you notice It indicates

Wetness / moisture in eyes Anxiety

xxxx Sadness
Rapid turning away of eyes xxxxx
xxxx Desire
xxxx Boredom
Pity xxxx
Shame xxxx

Fill the data against xxxx

3. 05 Nonverbal aspects in written communication

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Written communication can be enhanced by using various symbols and

graphics. Even the font size selected, margins allowed or spacing of written
communication can add to or reduce the value of communication. Drawings,
pictures, symbols or pictographs often convey a message succinctly which
hundreds of words may not be able to convey. Plus such visuals are universally
understood, more easily remembered and make an immediate impact as they are
easy to ‘take-in’; digest. Usually processes are effectively conveyed using diagrams
rather than words.
Put up a graph or a chart, and suddenly everything you're saying makes sense!
Graphs or charts help people understand data quickly. Whether you want to make
a comparison, show a relationship, or highlight a trend, they help your audience
"see" what you are talking about. The trouble is there are so many different types
of charts and graphs that it's difficult to know which one to choose. Click on the
chart option in your spreadsheet program and you're presented with many styles.
They all look smart, but which one is appropriate for the data you've collected?
A Line Graph - Chart 3.03

A line graph compares two variables say sales of vehicles by types over a period of
say four years. It allows a comparison, e.g. sales of four wheelers are growing at

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faster rate than those of two wheelers. Since it reflects the trend it also allows you
to predict possible future results.
A pie chart is a circular diagram that shows percentages or share of say each
company in total market of automobiles sold in New Delhi in the year 2013.
A Pie Chart - Chart 3.04

The circle of the chart represents 100%. Each portion that takes up the space in
this circle stands for a part of that 100% In this way it is possible to know how a
particular quantity (vehicles sold per year) of a group ( Indian manufacturers of
automobiles) is divided over its members.
Flow charts are used to indicate procedures in which alternative actions have to
be taken depending on the result of the previous step. Maps convey geographical
information like transport routes, climatic conditions, distribution of population
etc.
Flow Chart - Chart 3.05

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Signs and signals are other non-verbal means to communicate express

Smile or
☞ Direction or

♨ Heat etc.

Use of signs and signals help you break the monotony of the text and keep the
reader interested in your message.
However, it is necessary to remember that overuse of signs and signals can
distract the reader from your main message.

3. 06 Summary

We communicate by exchanging symbols to describe our ideas and experience.

Language is a common symbol system which we use for sharing our experience
with others. Communication through words is termed verbal communication;
communication through other symbols is called nonverbal communication.
Nonverbal communication has almost instant effect because of the quicker
grasp by the receiver. Nonverbal communication enhances the value of normal
verbal communication.

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Nonverbal communication can be conducted through gestures, eye contact,

touch, sound, pause and silence and even by clothing and appearance. Each
means has its own impact. Charts, signs, pictographs, flow diagrams are also used
to convey data effectively.
Body language includes all the movements and changes that occur in the body
position. Listeners often rely more on the message conveyed by the body language
rather than that conveyed by mere words.
It is always possible to gain a good deal of control on body language and
paralanguage and use them effectively as actors and other communicators do.

3. 07 Self - Assessment Questions

1. What is the significance of nonverbal communication?

2. List different components of nonverbal communication and how do they en
hance the impact of the message a speaker is intending to convey?
3. Can body language convey different messages? How? Provide an example.
4. How will you ensure that your body language is positive when you prepare for
a job interview?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

Video4

Video5

Video6

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 C HAPTER 4 - INFORMAL COMMUNIC ATION

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Characteristics of informal communication.
✓ Significance of face to face communication
✓ Significance of telephone communication
✓ Listening skills improve clear communication
✓ Significance of written messages in communication
✓ Emails – their increasing role in communication
✓ Tips for effective email communication

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Structure
4.01 Introduction
4.02 Face to Face Communication
4.2.01 Daily Staff Meet
4.2.02 Reporting to the boss
4.2.03 Tour of area of your operations
4.03 Telephone Communication
4.3.01 Live contact
4.3.02 Voice and tone
4.3.03 Attitude
4.3.04 Speed and clarity
4.3.05 Professionalism
4.3.06 Listening
4.3.07 Ending Call
4.3.08 Telephone messages
4.3.09 Voice Mail
4.04 Written Messages
4.04.01 Necessity
4.04.02 Planning a Message
4.4.03 Writing a Message
4.4.04 Completing a Message
4.05 Communication via Emails
4.5.01 Subject Lines are Headlines
4.5.02 Make One Point per Email
4.5.03 Specify the Response You Want
4.5.04 Using EOM Headlines
4.5.05 Be a Good Correspondent
4.5.06 Misuse
4.5.07 PASS – a preventive measure against misuse
4.5.08 Seventeen Do’s and Don’ts
4.06 Advantages & Disadvantages
4.6.01 Advantages of informal communication
4.6.02 Disadvantages of informal communication
4.07 Summary
4.08 Self-Assessment Questions

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4.01 Introduction

If formal communication is viewed like dressing for an important engagement

wearing a jacket and tie (or a thick five meter silk sari) at a function, informal
communication is like dressing casually and wearing T shirt and jeans ( a cotton
top and jeans) around the house. Much informal communication occurs on a
person-to-person basis, in a face-to-face manner, without ceremony or fanfare. It is
both verbal and nonverbal Other ways to communicate in an informal manner
may include texting, post-it notes, emails and an informal drop in visit to another
person, or a quick and spontaneous meeting.
Informal communication includes all the various methods of relaying
information or messages between people. There are none of the trappings of
formal messages, such as company letterhead, planned meetings or specific
introductions of guests. Everyone is relaxed and casual, eager to chat about many
things, as there are no compulsions to stick to a specific agenda to follow.
This type of communication frequently is oral, and works easily for small
groups. The scope of the conversation may be broader than a formal presentation,
and include topics that are diverse in nature, free flowing and loose rather than
scripted carefully. This format is suitable for handling day today routines,
answering letter, providing and obtaining advice, exchanging information etc.
Most of the communication that takes place in business or any other sphere;
except for colleges and educational or research institutes; is of informal nature.
Informal communication also may take a non-verbal form as facial expressions,
sign language, or manner of dress. In spoken language, the informal
communicative style incorporates the use of the second and first voices. This is in
contrast to the use of the third person voice in formal communications.
One of the visible signs of informal communication is its natural and easy
style, as opposed to being formally regimented. There may be the use of
colloquialisms and local slang in the course of speech. It is unconventional and
without rules, which is just the opposite of formal.
In the past, informal communication (generally associated with interpersonal,
horizontal communication) was primarily seen as a potential hindrance to effective
organizational performance. This is no longer the case. Informal communication
has become more important to ensuring the effective conduct of work in modern
organizations. Unfortunately, informal communication is subject to creating
rumors and misinformation due to its loose nature and in many cases, lack of

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substantiating evidence. On some occasions it assumes the character of grapevine.

(Please refer to chapter 2.05 for more on Grapevine).

4.02 Face to Face Communication

Present day managers spend large part of their work life in face to face
conversation with their internal and external customers. When you talk to
someone face to face, only 7% is conveyed by the words you use, 38% is conveyed
by the tone of voice. The remaining 55% is conveyed by body language, and that
is missing in other forms of communication.
Figure 04.01 - Face to Face Communication

These encounters can take forms of i) daily staff meetings, ii) reporting to the
supervisor; iii) a tour around the operational area under your control.

4.2.01 Daily Staff Meet

In fact many successful managers start their working day with a face to face
meeting with the employees reporting to them. Here they exchange accounts on
the activities completed the previous working day, problems encountered and
solved, as well as problems remaining unresolved which would be the first item for

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discussion in the face to face meet. The manager will solicit suggestions from
members for settling these pending issues and with his own inputs agree upon a
plan of action.
Next members will discuss the issues to be handled on that day, assistance
required from each other, guidance and decisions from the manager regarding
matters on which there is a difference of opinions. Such meetings usually end with
exchange of the latest news and a cup of tea/coffee.
Time spent in this exercise pays well as this meet eliminates interruptions
caused by frequent visits or call to the manager, exchange of notes and messages
throughout the day and generates healthy team spirit so essential to gain
competitive advantage.

4.2.02 Reporting to the Boss

All the routine matters get resolved with the least expenditure of time when the
boss and employee meet face to face, share details and arrive at mutually approved
plan of action for implementation until the next such meeting. It is no more
necessary to keep matters on hold anymore. This shared responsibility saves time
and stimulates quick action
Figure 04.02
Face to Face Communication - Reporting to the Boss

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4.2.03 Tour of area of your operations

When the manager takes such tour he gets a chance to get firsthand
information on the activities under his responsibility. He observes that, employees,
who are otherwise reticent, open up when greeted by their boss, and often, bring
up conflict, if any, hidden under the carpet or a suggestion or two for
improvements in operations. In the former case manager is in a better position to
resolve the conflict as it has been reported to him/her at an early stage and before
any concrete damage has taken place. In the latter case if the suggestion is
practical, it can be implemented to reap early benefits.
Such rounds have a positive effect on general housekeeping. Employees stay
alert as they expect the boss to land anytime and talk to them. The clean
environment, in which employees operate, provides welcome boost to their
productivity.

4.2.04 Advantages of face to face communication

It is believed that face-to-face communication is much better than other types
of communication, such as a letter, email or telephone calls. But it means you have
to spare your precious time to reap the benefits. The advantages of face-to-face
communication are:
4.2.4.01 Rich experience
A face to face setting offers a richer communication experience owing to the
presence of the living personality whose voice, tone, expression and movement
and moods add significance to the words. As we studied earlier voice tone which
contributes 38% and body language which contributes 55% to face to face
communication are fully effective in these situations.
4.2.4.02 Immediate responses
When people communicate each other in person, they can get a response
immediately without misunderstanding. During the conversation, people can, not
only hear a response from others, they also see how they are feeling; people can
guess what will take place next. How the conversation flows is very important for
any successful talk.
4.2.4.03 Freedom of expression
It is said that people carry more than seventy percent communication through
body or nonverbal language. Face to face communication allows full use of such

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nonverbal dialogue for exchange of thoughts, suggestions and ideas. A twist of the
lips, a frown on the forehead, and a contraction of the facial muscles point out
that the message is not welcomed and provide an important input to the speaker.
Such crucial feedback is not available to the sender of a message in other forms of
communication.
4.2.4.04 Faster resolution of conflicts
The open dialog during face to face communication is conducive to conflict
resolution as the parties to the conflict can present their views, receive immediate
feedback as well as arrive at mutually acceptable solution. In informal atmosphere
it is easy to withdraw from your earlier position on understanding the other side of
the picture. This is possible because no records are maintained of conversations
and there is no chance of deliberations being known to anyone outside the group
present. Naturally participants feel safe to open themselves.

4.2.05 Disadvantages of face to face communication

While there are several advantages to be reaped from face to face
communication, we must not ignore, certain limitations associated with face to
face communication. They are:
4.2.5.01 Difficult to practice
Face-to-face communication is extremely difficult to practice in large-sized
organizations, particularly if their various units or departments are situated at
different places. All employees are not at one location. Even those in a single
location, cannot offer themselves to meet at a place and time that is suitable for
both the parties to the communication. Video conferring option is available and
can be adopted if expected benefits outweigh the high costs.
4.2.5.02 Difficult to seek attention
So many times when you meet a person and engage into conversation, you find
that the other person is pre-occupied and not in a position to pay attention to your
message. This could be because of personal reasons that do not allow the other
person to concentrate or work pressures that have grabbed the focus of the other
person. Under these circumstances, you may not get any feedback or may get
incorrect feedback. In both cases your decision making strength is weakened. You
may be required to schedule the meet at some other time suitable to both. In other
forms of communication, the sender selects time convenient to him/her so that
full concentration can be placed on message to be communicated. The receiver of

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the message also attends to the message at time suitable to her/him so that the
message receives attention it deserves.

4.03 Telephone Communication

4.3.01 Live Contact

When face to face communication is not possible, a live contact with a person
who is not present, telephone conversation is the next best method. In order to
make a positive impact by telephone talk, you need to pay close attention to all
aspects of oral communication.
Effective telephone skills are important in business and private settings.
Pleasant greetings are important in creating positive first impressions. Voices carry
messages of professional and personal interest, and callers can make judgments in
seconds based on an individual's tone and voice inflections. First intuitions are
critical to initial images and perceptions a caller may have. The importance of
efficient professional phone skills should not be underestimated.
4.3.02 Voice and tone
Your voice is all you have got for making a telephone conversation lively and
effective. Unlike face to face communication you cannot use your body language
to substantiate your message. You have to make up for this loss by using your voice
for the desired positive impact.
Tone is expressiveness of the voice. A great deal of tone depends upon the
speaker’s attitude and the state of mind. Respectful / impertinent; interested /
bored; energetic / tired; sincere / false; these are the terms we use to describe tone
of the voice of the caller.

Figure 04.03 - Impact of Voice & Tone

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4.3.03 Attitude
Though the caller cannot be seen, he/she can definitely hear attitude in the
recipient's voice. Telephone calls should be answered with warm, positive
greetings. Constructive language, thinking and enthusiasm can all be perceived in
your phone etiquette. Knowledge of telephone etiquette is necessary for everyone.
In today’s world, most of our initial contact with anyone is through the telephone.
Recruiters, therefore, insist that the job applicants contact them over the phone
first, so that they can judge the candidate for the vacancy. When you receive a
phone call, be courteous and pleasant, and let the caller feel important. Do
everything to assist caller complete his work without wasting any time which is
precious for both of you.
4.3.04 Speed and clarity
Clarity of speech is very important. Clear articulation and correct
pronunciation are necessary never try to put on an artificial or borrowed accent.
English is spoken all over the world, in varying accents; it is sufficient to
pronounce correctly and clearly.
Speed of speech can affect clarity to some extent, talking very fast affects clarity
and may give an impression that you are in a hurry to finish conversation. High
pitched and loud voice is unpleasant and sounds uncultured.

Figure 04.04 - Unclear Communication

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4.3.05 Professionalism
Professionalism should be present in all business phone calls. Identify the
organization and yourself when answering the phone. A conversation should be
held only with the caller. Do not talk to others who may be in the immediate area
while you are on the phone with someone else. Be professional when addressing
the caller, never defensive. Use the caller's name frequently. Return calls when
indicated and on that occasion, be well-prepared for the conversation with any
necessary files, notes or materials ready when required.
Figure 04.05 - Clear Communication

4.3.06 Listening
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When individuals are not meeting face to face and cannot see each other's
body language, effective listening is very important. Listen objectively to the caller
without interrupting, keeping an open mind. Take notes, ask questions and do not
make any quick judgments about the caller, the subject being discussed or its
relative importance. Concentrate on the call, putting aside other work,
distractions, interruptions and background noise
4.3.07 Ending Call
A telephone call should have a warm, positive close. Repeat the caller's name,
company and phone number, and summarize the conversation and what actions
or needs are to be addressed. Any meeting arrangements should be confirmed and
followed with an email affirmation. Thank the caller for contacting the
organization, and let the caller hang up first. Courtesy counts, certainly.
4.3.08 Telephone messages
When you are unable to reach the person you wish to contact, you may be
asked to leave a message on an answering machine. Make certain your messages
are clear, concise and cover what you really want to say! Speak slowly and
enunciate clearly. If the recipient cannot understand your message, it will be
useless and frustrating. Hence try not to ramble, mumble, hesitate or whisper.
Prepare, at least in your mind, what you want to say beforehand. Be businesslike
for a business connection. State your name, your company and your reason for the
call in nutshell. Never feel compelled to tell all to the machine. Phrases such as,
"Call me back for details" or "I'd prefer to tell you this news in person" are
welcome.
Cut off ? Then call back and leave your message again, explaining why. Include
a time when you can be reached for a return call
4.3.09 Voice Mail
Voice-mail greeting messages should be positive, professional and include an
individual's name, company and a request that the caller to leave a name, number
and short message regarding the purpose of the call. Callers not wanting to leave
a voice-mail message should have the option of "escaping" to a live person. Do not
use voice mail to screen calls or to avoid answering the phone. Leave an extended-
absence message when away from the office on vacation or a business trip.

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4.04 Written Messages

4.04.01 Necessity

In certain business situations, it is necessary convey your message in writing

written messages are required when the receiver has to refer to it while taking
action upon it. If you want your secretary to call three new contacts, to provide
you an example, it is better you write names and contact number on a piece of
paper and pass it on to her. Any possibility of an error is eliminated. Or when
equipment is down and the foreman wants the mechanic to replace three specific
components, written message serves the purpose. Messages are very important
when it comes to business communication. The sender must know how to
structure the message to give the reader a sense of professionalism and being
treated well.

4.04.02 Planning a Message

When planning on how to write a message, one should ask the following
questions; i) who is the person from whom the message is designed for? Is it for a
client, a service provider, a creditor, or an employee? It is important to identify
who is the recipient of the message so that certain terms, forms can be adopted
to make it clear to the receiver. Second question is for what purpose is this message
written for? Is it to give appreciation, a constructive criticism or to persuade the
reader? If the purpose is identified then the contents of the message will be
designed in relation to the purpose.

4.4.03 Writing a Message

After planning, comes the actual writing stage of a message. This is most the
crucial stage, since one mistake of a word may give a wrong impression to the
reader and you may not get the results you wanted from the message.. Make sure
that the reader will read the message and understand its purpose. Always be sure
that the name of the recipient is correctly spelled. The message should contain
brief and concise instructions with regard to the job to be carried. Also, check the
message for grammar and spelling mistakes. It is very important that the message
is proof-read so that the message will convey the correct meaning to the reader.
Use actionable verbs, vivid descriptions and specific, concrete language to evoke

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interest. Use facts and figures rather than vague generalizations. Be as descriptive
and definite as possible without sacrificing conciseness.
4.4.04 Completing a Message
A message does not end at the writing stage; it needs to be sent to the correct
recipient in order to serve the purpose for which it was written. If it is a post mail,
the address of the recipient should be clearly written and double checked. Also
ascertain there have been no revisions to it since you used it last. If it is through e-
mail, be sure the e-mail address is correctly entered and the subject is properly
designated. Whether communicated by telephone or email, a message should
have a casual, pleasant and conversational tone. It's important that you speak in a
friendly and inviting manner that encourages a response from the recipient.
Refrain from sounding emotional, confrontational or complaining.
You may want the receiver of the written message to return the same to you
after the action is completed.

4.05 Communication via Emails

Emails are now most frequently used medium of communication.

But do people respond to your emails in the way you want them to? Or do they
seem to ignore them, or miss important information? And are you sure that you're
making the best possible impression with your emails? When you compose an
email message, there are some simple rules that you can follow to ensure that your
emails make a positive impression, and get you the response you want. We shall
look at them here, and we'll illustrate the points we are talking about with both
good and bad examples at the end of each section.

4.5.01 Subject Lines are Headlines

A newspaper headline has two functions: It grabs your attention, and it tells
you what the article is about, so that you can decide if you want to read further.
Email subject lines need to do exactly the same thing! Use a few well-chosen
words, so that the recipient knows at a glance what the email is about.
If your message is one of a repetitive nature, include the date or some other
specifics in the subject line. e.g. ‘Client query product abc’ or ‘stock status
3.09.14’. And for a message that needs a response, you might want to include a

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call to action, such as "Please reply by November 7". Remember that everyone
tries to reduce the amount of "spam" email messages they receive. If you make
appropriate use of the subject line, you increase the chances that your email will
be read, rather than mistaken for spam and deleted without so much as a glance.
Emails with blank subject lines are usually spam!
“Subject: Reminder of 10 am Meeting Scheduled 10/05 on PASS Process.
Hi Ram,
I just wanted to remind you about the meeting we have scheduled for Monday,
October 5, at 10:00am. It's being held in conference room A, and we'll be
discussing the new PASS Process. Please attend with product information file 604 I
provided to you last Friday.
Best Wishes,
HARI – 98222 33233 ”
--- are you not clear with this one?

4.5.02 Make One Point per Email

One of the advantages of email compared with traditional letters is that it
does not cost any more to send several emails than it does to send one. So, if you
need to communicate with a colleague about a number of different things,
consider writing a separate email on each subject. That way, your correspondent
can reply to each one individually and in the appropriate time frame. One topic
might only require a short reply that he or she can send straight away. Similarly as
an action is completed on one by one as requested; feedback can be provided by
responding to each individual email. Another topic might require more research.
By writing separate messages, you should get clearer answers, while helping other
people manage their inboxes better. If you do want to put several points in an
email – perhaps because they relate to the same project – consider presenting each
point in a separate, numbered paragraph. This makes each point stand out,
significantly increasing the likelihood that each point will be addressed.
Bad Example:
“Subject: Sales Report
Hi Nalini,

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Thanks for sending in that report last week. I read through it yesterday and feel
that you need more specific information regarding our sales figures in para 2. I
also felt that the tone could be a bit more formal. The report is going to be read by
our Executive Team, and needs to reflect our professionalism.
Also, I wanted to let you know that I've scheduled a meeting with the PR
department for this Friday, regarding the new ad campaign. It's in the morning,
and will be in the small conference room.
Please let me know if you can make that time.
Thanks!
Monica”
Good Example
“Subject: Revisions for Sales Report of 10.10.14 on PASS system.
Hi Nalini,
Thanks for sending in that report last week. I read through it yesterday and feel
that you need more specific information regarding our sales figures in Pune
district. I also felt that the tone could be bits more formal hence relook. Please
remove casual remarks of our Pune manager. The report is going to be read by
our Executive Team in the last week of October in Mumbai, and needs to reflect
our professionalism.
Thanks for your hard work on this!
Monica”
& 2nd email
“Subject: Friday 10/9, 11am Meeting w/PR Dept.
Hi Nalini,
I wanted to let you know that I've scheduled a meeting with Shri Dalal of PR
department with his staff, for this Friday, 10/9, regarding the new ad campaign on
Pass in Kanpur.
It's at 11:00am, and will be in the finance conference room. Please let me know
by tomorrow if you can make that time. Thanks!
Monica”
By separating those two important communications, Nalini will be able to find
what she needs to do by quickly looking into her inbox. As well as this, separating
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the two topics helps her keep her saved emails relevant. Once she has done with
the revisions email she can delete it, but keep the meeting reminder email until the
end of the week.

4.5.03 Specify the Response You Want

Make sure to include any call to action or feedback you want, such as a phone
call, a report or follow-up appointment. Then, make sure you include your contact
information, including your name, title, and phone numbers. Do this even with
internal messages. Remember, the easier you make it for someone else to respond,
the more likely they are to do so!

4.5.04 Using EOM Headlines

When you have a very short message to convey, you can use the EOM, or End
of Message, technique. This is possible when you can put all the relevant
information in the subject line, followed by the letters "EOM". This lets the
recipient know that he or she does not even have to open the email; all the
information is right there. The subject line is the message!
Example : Subject: 10/5 Meeting, 10am, Conf. Rm. 203, On PASS Procedure.
EOM

4.5.05 Be a Good Correspondent

Make sure that you go through your inbox regularly and respond as
appropriate. This is a simple act of courtesy and will also serve to encourage
others to reply to your emails in a timely manner. If a detailed response is required
to an email, and you don't have the time to pull together the information straight
away, send a holding reply saying that you have received the message, and
indicating when you will respond fully.
How frequently you should check your mail will depend on the nature of your
work, but try to avoid interrupting a task you're working on to check your mail,
simply because you wonder if something interesting has come in. Always set your
Out of Office option when you're going to be away from your email for a day or
more, whether on leave or because you're at meetings.

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Figure 04.06 - Email Screen

Activity 04.01 You have received the following email:

“Sub: Visit to Hyderabad

Dear Harish,

Just returned from Hyderabad after a tiring journey. Met Seetha. They want
truckload of the Fixit chemical next month. She said their factory Manager wants
better quality Fixit from the next consignment onwards. How do we manage it? I
was advised that the two pending bills will be paid in the latter half of the next
month.
Please inform Accounts.

Regards
Motilal.”

If you were Motilal, how would you re-word it to make it more

sensible?
For one such attempt refer to the draft appearing after 4.07 Summary.

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4.5.06 Misuse
Most organizations believe email is one of their biggest productivity snags even
though email is probably the most important office communication tool available.
The technology has eliminated many of our personal boundaries. Some of us
have even allowed email to drive our actions when in reality, our communications
should be driven by our goals and the tasks required accomplishing them. What
we have forgotten is the fact that email is a communication tool.
Think about the number of times you have received an email message that
made you wonder what the sending person meant — or why you even got the
message in the first place. Now on the opposite end of the spectrum, think about
the times you’ve sent an email that returned to you with a bunch of questions
because you didn’t take the time to write it clearly. This is where productive
communication breaks down with office email. This is the snag.

4.5.07 PASS – a preventive measure against misuse

Productive communication can be greatly improved by implementing a simple
mental checklist that you can run through before you hit the “send” button for
each and every email that you write. This simple set of rules will grade your email
(so to speak) and let you know whether it has passed or failed the test. The process
is designed to help you think about what it is you are trying to communicate
before sending the email off, ensuring that the recipient will understand what you
are striving to communicate. In addition, by writing more effective email messages
you will greatly reduce the quantity of emails you receive each day.
The four questions the PASS process asks are:
P - Purpose – What is the purpose of your email? First, does your email
correlate with a meaningful objective or task? If it does not, you may need to ask
yourself whether the email needs sending at all. After concluding that the message
is vital to something of importance, you need to read your email message and
ensure that its purpose is clearly communicated through the message body. Try to
summarize what you’re striving to accomplish through the communication in the
first paragraph. That way, the reader is able to read the remaining content of your
email from the right context.
A - Action – What action needs to result from your email? Does it have a due
date? In many of our communications, we clearly state the purpose of our email
but we do not make clear what our expectations are of the email’s recipient. By

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clearly stating what we need accomplished, we have a much better chance of it

getting done.
S - Support – What supporting documentation needs to be attached to your
communication? You need to ensure that you have identified and attached any
and all supportive documentation required by your communications purpose or
needed by the recipient to perform any of the actions you have requested. You
cannot expect somebody to read the monthly sales report if you have not attached
the monthly sales report to the email message.
S - Summary – Have you successfully summarized your email message in the
subject line? This step is critical to improving your email communication
standards — and a great trick is to write your subject line after composing the
body of your email message, not before the body.
Pressing “Send”: Your email message is ready to send only after you have asked
— and it has passed — these four simple questions. It may have taken you a little
more time to prepare the email, but there are many benefits that far outweigh the
little bit of extra time and effort you invested.
Unlike verbal communication, effective email communication is not hard to
learn and does not require any exceptional skills or knowledge, keep in mind this
guide to writing professional emails and you should have no trouble.
4.5.08 Seventeen Do’s and Don’ts
1. Do personalize your emails – address the person by name versus dear recipient.
2. Do use the correct construction for your emails, they should have:
a. A subject line; b. A greeting; c. A header;
d. The body; e. The closing; f. A signature.
3. Do spell check, Spell check, Spell check.
4. Do communicate the crux of the email in 35 – 50 characters. Many emails are
deleted on account of poor subject lines.
5. Do not use ‘hi’ as a subject line, this is often automatically sent to SPAM by
your email provider.
6. Do use high importance only when it is indeed important
7. Do not be careless about when using the TO | CC | BCC fields.
8. Do remember to attach the files you want to send, many emails are often resent
because the sender forgot to attach the files.

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9. Do not ever write an email in anger, wait till you are calmer, else you will always
regret it.
10. Font: Choose from one of the following three styles, Arial, Times New Roman
and Verdana. Size: The best font size for the human eye is 10 – 12. As with pens,
stick to blue and black for font colors.
11. Left align your emails always.
12. Do use bullets, or numbered lists when describing a process or listing
something.
13. Do use adequate spacing between paragraphs to make it easier to read.
14. Do remember to include all your important contact details in your signature.
15. Do not use emoticons as these are viewed as unprofessional.
16. Do not use Bold, Underline or Italics unless you want to highlight something
in the body of the email.
17. Do avoid all capitals it is the equivalent of SHOUTING on an email.
Keeping these seventeen tips in mind, you should be on your way to writing
crisp, professional and effective emails. Effective email communication is an art
and like all arts it takes time and practice to become a true master.

4.06 Advantages and Disadvantages

Informal communication is personal, unofficial and mostly oral. It is based on the

realization that personal interaction among employees is healthy for an
organization. The purposes of informal communication are to educate through
information sharing, to motivate through personal contacts and to resolve conflicts
through participation and camaraderie. It maintains enthusiasm. Loyalty, and
commitment by involving employees in organizational matters
4.6.01 Advantages
1. It is less official and less intimidating. It encourages the flow of new ideas.
2. It is personal and carries the enthusiasm of the participants rather than dry,
bureaucratic logic.
3. Since it is usually oral, it allows two-way communication and both parties can
discuss and explore organizational matters.

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4. It promotes a more open climate and reduces rumours that sprout in a formal
environment filled with unanswered questions.
5. It can foster harmonious relationships and cooperation based on shared
concerns and interests.

4.6.02 Disadvantages
1. It is too flexible and difficult to apply systematically.
2. It can lead to spreading of inaccurate information and also to indiscriminate
disclosure of confidential information.
3. It is often colored by emotion and can distort the meaning.
4. It is difficult to trace when an enquiry has to be made.
5. It has little use in case of legal proceedings.
An appropriate mixture of formal and informal communication is what a
successful manager needs to employ for effective communication. There is no
magic formula for finding this mixture, intelligent leaders who understand the
culture of the work place and needs of its employees can find the suitable blend.

4.07 Summary

Most of the communication that takes place in business or any other sphere;
except for colleges and educational or research institutes; is of informal nature.
Present day managers spend large part of their work life in face to face
conversation with their internal and external customers. When you talk to
someone face to face, only 7% is conveyed by the words you use, 38% is conveyed
by the tone of voice. The remaining 55% is conveyed by body language, and that
is missing in other forms of communication. This form of communication is put
to the best use by managers during their daily staff meetings, reporting to the boss
and a tour of area of their operations
Advantages of face to face communication include rich experience, immediate
responses, freedom of expression and faster resolution of conflicts. However, this
form is difficult to practice and speaker often fails to get the desired attention from
the other party.

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Telephone communication is the next best form of informal communication as

it offers you live contact. While communications on phones you must have a
positive attitude, make the best use of your voice and tone, control the speed and
ensure clarity of message.
When sender has to transmit information that has to be used by receiver
frequently, or if it contains technical details, it is better to communicate it through
written messages. These messages need to be planned and written correctly as well
as completely
Emails are now most frequently used medium of communication. When you
compose an email message, there are some simple rules that you can follow to
ensure that your emails make a positive impression, and get you the response you
want. Remember subject lines are like headlines of a newspaper, use them
diligently. Cover a single subject per email. Specify action you desire from the
recipient. Check the purpose, action, supporting materials before writing any
email and summarize the message in the subject line.
Activity 04.01

“To : Harish
CC: Manish; Mala;
Sub: Visit to Jayant Chemicals, Hyderabad - April 10 and 11, 2014.

Hi Harish,
Minutes of the meeting with Ms. Seetha, Purchase Manager, Jayant Chemicals.
1. The customer has placed PO 123 JK dated 08.04.14 for 10.5 tonnes of Fixit FT
0506K for delivery by 10.05.14.

2. For the supply l to be delivered from June onwards they want another variety of
Fixit FT 0506K which will dry up in 10 minutes instead of present 15 minutes.
Please check with Manish from our Laboratory and arrange. Email confirmation to
Ms Seetha, Jayant Chemicals with cc to me.

3. Accountant Mala had asked me follow up on overdues. Payment against our

invoices 496/58/03 dated 15.02.14 and 516/58/03 dated 25.02.14 will be
arranged by their Credit Manager, Shrikant to reach us by 21.05.14.

Thanks
Motilal
cc: Manish ( refer para 02); Mala (refer para 03)

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4.08 Self-Assessment Questions

1. Why is informal communication assuming greater importance in business

environment?
2. ‘Managers are using face to face communication more effectively.’ How?
3. Under certain circumstances it is necessary to pass on a message in writing.
Write any one such situation.
4. Enumerate precautions you exercise to make your telephone call effective.
5. Importance of message is lost when an email sent is faulty. What are common
errors?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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 C HAPTER 5 - FORMAL COMMUNIC ATION

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Characteristics of formal communication
✓ Structure of formal communication
✓ Style of formal communication
✓ Language of formal communication
✓ Directions of communication
✓ Their unique applications
✓ Their advantages and disadvantages
✓ Advantages of formal communication
✓ Disadvantages of formal communication

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Structure
5.01 Introduction
5.02 Features of formal communication
5.2.01 Language
5.2.02 Style
5.2.03 Structure
5.03 Direction of communication
5.3.01 Upward communication
5.3.02 Downward communication
5.3.03 Horizontal communication
5.3.04 3600 Communication
5.04 Advantages and disadvantages
5.05 Summary
5.06 Self-Assessment Questions

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5.01 Introduction

The difference between “formal” and “informal” communication is not the same
as the difference between “common” and “uncommon.” The difference is in the
“register” which includes tone of voice, vocabulary and syntax. In writing as well
as in speaking we use a variety of registers. We use different registers for writing an
assignment, for writing to a friend, for writing to a prospective employer, for
conversation with a friend and for making presentations. Writing is usually more
formal than speaking.
The messages which are circulating on regulated, preset channels of an
organization create the formal communication. The content of the
communication is related to the organization’s activity, to the work. The formal
communication can consist in verbal messages, written under the shape of letters,
telephone messages, radio messages, and printed internal notes. The messages
are transmitted by the authorized personnel, on official channels; these arrive to
the ones who need to react, to people or machines which need to know the
content of these messages.
Some of the common functions of formal communication are to obtain or
provide information, to ask or deliver information, to ask for and supply
instructions, advice or suggestions, to make requests, to persuade others to agree
with you. Teachers, training managers communicate formally with an objective of
educating and training.
The formal communication messages are considered as true and authentic
versions of official policies by the recipients. Hence usually, all formal
communications are recorded and kept in the organization’s offices as evidence.
Examples of formal communications are available in work commands, reports
and financial evidence, reports over sells / inventory, statements referring to the
company’s policies, post descriptions, etc. The speed of formal communication is
generally slow as it flows through predetermined channels. The formal
communication network is formed out of formal channels, created by setting a
formal system of responsibilities according to the hierarchical structure of the
organization. The perfect network is the one which contains communication
channel from bottom up, downwards and horizontally.

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Figure 05.01

5.02 Features of formal communication

Formal communication follows certain conventions related to language, style,

timing, etc. formal communication is needed in organizations since it is official, it
is binding and more likely to be obeyed. It mostly written and hence it is precise
and less likely to be misunderstood. It can be preserved and traced at any time;
you can copy it for more than one use. It saves time and effort that would be spent
in informal talks and discussions. Next, face to face contact, especially when the
subject matter for communication is sensitive or painful, is avoided by
communicating formally, through a written document. However formal
communication often gets rigid, uses bureaucratic language and sounds cold. This
channel of communication is not established automatically but effort has to be
made for its creation.
Is more rigidly structured
Has a more formal tone
Uses more standard language
Places higher importance on correct grammar and spelling
Is used mainly with non-peers & people you don’t know well
Is more likely to be needed in business, career, or educational situations

5.2.01 Language
Rules for language to be used in formal writing are quite strict, though often
unstated. Formal writing is used in business, academic and scientific settings
whenever you want to convey your ideas to a wide audience, with many possible
backgrounds and assumptions. Unlike casual conversation or emails to friends,
formal writing needs to be clear, unambiguous, literal, and well structured.

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Formal writing is not just dictated conversation. In general, it is inappropriate

simply to write as you would speak. Formal writing must instead stand on its own,
conveying the author's message clearly through words alone. As a result, formal
writing requires substantial effort to construct meaningful sentences, paragraphs,
and arguments relevant to a well-defined message that is to be communicated..
The best formal writing will be difficult to write but very easy to read. The writer’s
time and effort spent on writing will be repaid with the time and effort saved by
the (many) readers.
Each sentence in your message should follow smoothly from the preceding
sentence, and each paragraph should follow smoothly from the preceding
paragraph. The world is arguably an unstructured jumble of ideas, but anything
that you expect the reader to read from start to finish needs to be a linear
progression along one single path.
Write what you mean, mean what you write. Speakers use many informal,
colloquial phrases in casual conversation, usually intending to convey meanings
other than what the words literally indicate. For instance, we often speak
informally of "going the extra mile", "at the end of the day", "hard facts", things
being "crystal clear" or "pretty" convincing, someone "sticking to" a topic, readers
being "turned off", something "really" being the case, etc. Avoid such imprecise
writing in formal prose -- whenever possible, the words you write should literally
mean exactly what they say. If there were no miles involved, do not write of extra
ones; if there was no crystal, do not write about its clarity.
Avoid redundancy. When two words will do, there is no need to use twenty.
Whenever you finish a sentence or paragraph, read over it to see if any words or
sentences can be eliminated -- often your point will get much stronger when you
do so.
Each paragraph is one relevant sub-topic. Each paragraph in a document
should have one topic that is clearly evident early in the paragraph. Every
paragraph should have a clear relationship to the main topic of your document; if
not, either the paragraph should be eliminated, or the main topic should be
revised. Use complete sentences. Except in extraordinary circumstances, sentences
in the main text must be complete, i.e., they must have a subject and a verb, so
that they express an entire thought, not just a fragment or the beginning of a
thought. Put appropriate punctuation between sentences. Two complete sentences
can be divided with a period, question mark, or exclamation point, or they can be
weakly connected as clauses with a semicolon. However, they can never be
connected with a comma in formal writing! To see if your writing has this

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problem, consider each of your commas in turn. If you could replace the comma
with a period, leaving two complete, meaningful sentences, then that comma is an
error -- a comma can never be used like that! Instead, replace the comma with a
semicolon, in case you have two sentences that need to be linked in some generic
way, or make the linkage explicit with a conjunction, or simply use a period, to
leave two complete and independent sentences.
Most messages are short compositions and you must make the most effective
use of every sentence and every word. Careful planning can help you write a good
message.
5.2.02 Style
Informal writing style is colloquial, simple with short sentences and employs
Contractions and Abbreviations. It is often meant to express empathy and
emotion Formal writing style is usually complex. Longer sentences are likely to be
more prevalent in formal writing. You need to be as thorough as possible with your
approach to each topic when you are using a formal style. Each main point needs
to be introduced, elaborated and concluded.
It has to be objective. So state main points confidently and offer full support
arguments. A formal writing style shows a limited range of emotions and avoids
emotive punctuation such as exclamation points, ellipsis, etc., unless they are being
cited from another source. You are compelled to use full words. No contractions
should be used to simplify words (in other words use "It is" rather than "It's"). 
Abbreviations must be spelt out in full when first used, the only exceptions being
when the acronym is better known than the full name (MNC, RBI or UNO for
example). Formal writing is not a personal writing style.  The formal writer is
disconnected from the topic and does not use the first person point of view (I or
we) or second person (you).
A formal writing style is not necessarily “better” than an informal style, rather
each style serves a different purpose and care should be taken in choosing which
style to use in each case.  Writing for professional purposes is likely to require the
formal style, although individual communications can use the informal style in
exceptional cases once you are familiar with the recipient.
Note that emails tend to lend themselves to a less formal style than paper-based
communications, but you should still avoid the use of "text talk".
If in doubt as to how formal your writing should be, it is usually better to err
on the side of caution and be formal rather than informal.

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Activity 05.01

While engaging in formal communication you have to be careful about the language
you employ to convey the message. List precautions you will exercise when you write
a report to your supervisor on completion of your sales visit to a customer in
Chennai.

5.2.03 Structure
An organization’s structure influences the communication patterns within the
organization. The structure of an organization should provide for communication
in three distinct directions: downward, upward, and horizontal. These three
directions establish the framework within which communication in an
organization takes place. Examining each one (which we plan to accomplish in
5.03 Direction of communication) will enable us to better appreciate the barriers
to effective organizational communication and the means to overcome these
barriers.
Structure of communication in an organization exists in the four kinds of
communication networks; wheel network, chain network, circle network and all-
channel network. There is also a larger formal network called the organizational
communication network, which represents communication within the hierarchical
structure of an organization.
Wheel Network
If you are in a wheel network, information flows from one central member of
the group (say, your function head) to the rest of the members. Other group
members may not have to communicate with each other to perform well. An
example would be a group of independent sales girls who report to one floor
manager in a departmental store. The independent sales girls do not need to
interact with one another in order to perform. Wheel networks do not exist in
teams, since teams signify intense interaction between all members of a group.
Chain Network
If you are a part of a chain network, members communicate with each other
in a pre-planned sequence. An example of a chain network is an assembly-line
group. In an assembly line, employees only communicate with that whose work
precedes or follows their own. Like wheel networks, chain networks do not exist in
teams as team members are multi skilled and perform the given task together.

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Circle Network
If you are in a circle network, members communicate if they share something
in common, such as experiences, beliefs, areas of expertise, background or office
location. For example, the people who you may informally socialize with in your
office area may be a part of your circle network. Circle networks are not described
as teamwork. Communication among employees working in say accounts
department would communicate in a circle network.
All-Channel Network
An all-channel network is found in teams. Teamwork is characterized with high
levels of intense communication. Each team member communicates with every
other team member. Information flows in all directions. Computer programs are
often utilized to maintain effective communication in teams due to their efficiency.
Communication is also described as moving upward, downward or horizontally
within the hierarchical communication structure.

5.03 Direction of communication

Communication flows in all directions. Each direction has its unique applications
advantages and disadvantages. It moves horizontally, upwards, downwards and
even in 3600 .
Figure 05.02

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5.3.01 Upward communication

The behaviorists have emphasized the establishment of upward
communication flows. In a school organization, this refers to communication that
travels from staff to the Principal. In offices upward communication flows from
employees to supervisors, and then further to the managers ending up at the level
of the CEO. This is necessary not only to determine if staff members have
understood information sent downward but also to meet the ego needs of staff.
Such communication consists of
1. Problems and exceptions. These messages describe serious problems and
exceptions to routine performance in order to make the leader aware of
difficulties. Based on this communication, the leader can arrange for required
corrective action.
2. Suggestions for improvement. These messages are ideas for improving task-
related procedures to increase the quality or efficiency of organization members.
Valuable suggestions are often received from diligent employees who know the
intricacies of the job they have been performing for long. They relate to
simplification of processes, savings in cycle time or use of better and cheaper
materials. They also cover ideas for improvement of working environment.
Management engages in keeping this communication as open as possible to reap
benefits from employee ideas.
3. Performance reports. These messages include periodic reports that inform
the leader how individual organization members and departments are performing.
e.g. daily sales / production reports, machine idle time or resolution of customer
complaints.
4. Grievances and disputes. These messages are employee complaints and
conflicts that travel up the organization hierarchy for a hearing and possible
resolution. If the grievance procedure is backed up by the presence of a collective
bargaining agreement, organization members are even more encouraged to
express true feelings.
5. Financial and accounting information. These messages pertain to costs,
accounts receivable, interest on investments, tax levies, and other matters of
interest to managers, the CEO and even the board.

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Figure 05.03

Management engages in keeping this direction of communication as open as

possible to reap benefits from employee ideas. Yet on many occasions:
a) Supervisors fail to respond when staff members bring up information or
problems. Failure to respond will ultimately result in no communication.
b) Management tends to be defensive about less-than-perfect actions. When
staff members see this defensiveness, information will be withheld.
c) The administrator's attitude plays a critical role in the upward
communication flow. If the administrator is really concerned and really listens,
then upward communication improves.
d) Physical barriers can also inhibit upward communication flow.
Separating an administrator from her staff members creates common problems.
e) Time lags between the communication and the action can inhibit
upward communication. If it takes months for the various levels of administration
to approve a staff member's suggestion, upward communication is hindered.
Progressive managements attack this problem with manifold action.
• The open-door policy. Taken literally, this means that the supervisor's door is
always open to staff members. It is an invitation for staff to come in and talk
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about any problem they may have. Open office layout promotes upward
communication.
• Counseling, attitude questionnaires, and exit interviews. The manager can
greatly facilitate upward communication by conducting nondirective, confidential
counseling sessions; periodically administering attitude surveys; and holding exit
interviews for those who leave the organization. Much valuable information can
be gained from these forms of communication.
• Participative techniques. Group decision making can generate a great deal of
upward communication. This may be accomplished by the use of union-
management committees, quality circles, suggestion boxes, site-based councils, and
the like.
• The ombudsperson. The use of an ombudsperson has been utilized primarily
in Europe and Canada to provide an outlet for persons who have been treated
unfairly or in a depersonalized manner by large, bureaucratic government. A
senior experienced manager can be assigned this additional responsibility of
handling employee grievances uniformly. This trend is gaining popularity in
some Indian organizations in recent times. If developed and maintained
properly, it may work where the open-door policy has failed.
Figure 05.04

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Upward communication helps to bring about co-operation,

1. Fosters Friendly
goodwill and understanding among employers and employees.
Relations
This stimulates friendly relations.
Upward communication provides a valuable feedback. The
2. Provides Valuable
superiors come to know how their plans and policies; orders
Feedback
and instructions are being received and executed.
By encouraging employees to make suggestion, upward
3. Encourages
communication helps to bring in elements of participative
Participation
management in the organization.
Upward communication is a part of a two-way process which
4. Two-Way Process promotes better understanding between management and
employees.
The employees are encouraged to make suggestions in the
5. Making
interest of the organization. Some of these suggestions prove
Suggestions
useful, and the employees are suitably rewarded.
Upward communication creates a healthy relationship between
6. Introducing New the management and the employees and this in turn makes it
Projects convenient for the management to introduce new schemes or
projects.
Upward communication develops and improves employer-
7. Employee Morale
employee relations and promotes employee morale.

Figure 05.05

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Employees rarely initiate upward communication as they are

1. Resistance from
afraid of being ignored. Such communication often meets with
Employees
improper recognition, so they hesitate to initiate it again.
The subordinates communicating with the superiors fear that
2. Fear of
their colleagues or work may be regarded by their superior as a
Incompetence
reflection on their own competence.
If the superiors do not take any decision in the light of upward
3. Indecisive
communication, the employees lose confidence in their
Superiors
superiors.
Often messages do not travel upwards; they merely rest with the
4. Messages Not
inactive or indifferent supervisor. Some managers are poor
Heard
listeners; some simply 'hear' messages without taking any action.
Many employees in lower hierarchy are insecure about their
5. Unwillingness to jobs and uncertain about their future prospects. They, therefore,
Admit Failure feel unwilling to discuss their on-the-job problems with their
superiors.
5.3.02 Downward communication
Communication which moves from supervisors/ seniors to staff/ juniors is
known as downward communication. Traditional views of the communication
process in training organizations have been dominated by downward
communication flows. Such flows transmit information from higher to lower levels
of the organization. It serves seven specific objectives
01. Instructions and orders:
Supervisors are responsible for performance of the staff reporting to them.
They have to issue instructions to their staff on the work they are supposed to
perform and how for repetitive jibs Work Instructions are prepared and issued to
employees or displayed at the work place. Work orders are issued to assign tasks to
workers for completion in specified manner on or before completion date
indicated in such orders.
02. Education and training:
Education and training are imparted to employees to develop their skills to
perform current jobs effectively and to undertake new jobs as and when they are
developed. Education is for developing general abilities of the mind and training is
practical education or practice in some skill. It is imparted a under supervision.
This process is continuous and carried through training sessions, lectures,
demonstrations, video films and project work.

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In addition to job related training, employees are provided with training in

social behaviour, attitude building or motivation. The objective here is to build
effective team of workers who can handle their job responsibilities effectively and
with minimum supervision.
On-the-job training is provided to the new employees after they are placed.
Such training is also arranged whenever a new process or product is introduced.
Supervisors with ability to instruct are selected to impart such training. Sometimes
assistance of outside trainers is obtained to ensure effectiveness of such training.
Customer education has assumed importance lately. Customers who buy
consumer durables are provided with presentations and demonstration in using
the equipment correctly and safely. As a part of image building a few
organizations provide education on computers, personal fitness, healthy diet etc. to
the general public. This too constitutes a part and parcel of downward
communication
03. Motivation
Motivation means providing employees an incentive, an inner urge to make
efforts to do their best. Managers continuously try to improve employee
performance through motivation. They use communication to generate sense of
employee’s self-worth by providing recognition, displaying appreciation of their
good work, and providing general sense of support.
This is achieved by listening to them, ensuring that credit is given immediately
where it is due, and avoiding any type of criticism. If there are any differences
they need to be discussed in one to one communication in privacy of supervisor’s
office and not in front of all. Maintaining an open communication climate is very
useful for motivation. People should feel free to voice their view even if they have
complaints and criticism to express.
04. Raising Morale
Morale is the individual and collective spirit and moral condition of employees
with regard to discipline and confidence. Confidence in oneself and in the
organization’s management is an important factor that affects morale. Raising
morale can be achieved through a single powerful communication; you need
continuous communication of right nature and style. Information about
organization’s plans, policies, progress, must be circulated in a routine manner.
There must be consultations on proposed changes and assurances of job security
before any major change is to be implemented.
05. Advices

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Supervisors provide advice on matters related to work or on personal matters.

if the relationship permits. A supervisor may find it necessary to advise an
employee who is troubled and showing signs of anxiety. Advice is effective when it
is oral, face to face, informal and confidential.
06. Counseling
Counseling is a special kind of organized advice. Specialist in psychiatry,
medicine and law advice their clients on matters related to their field of
specialization. Companies which are concerned with employee welfare organize
counseling centres for their employees. Services of specialist are enrolled for this
purpose at fixed interval during the working week. Employees receive, free of
charge, advice on their health, career and personal problems if any.
07. Warning
Warning means urging someone to be careful. It is intended to caution the
employee of possible danger. It is an authoritative or formal notice of something
unfavourable. Such warning is a first step in case any disciplinary action is
contemplated against an employee. Warnings and legal notices are issued after
milder methods (like advice, request, instruction or order) to improve the situation
has yielded no results.
Differences between downward and upward communication: Downward
communication is the communication where information or messages flows from
the top of the organizational structure to the bottom of the organizational
structure. The differences between downward and upward communication are as
follows:
Figure 05.06

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Downward communication is the backbone of an organization.

1. Useful for
The management finds it useful to communicate necessary official
management
information or plan of work to employees.
In downward communication, there is a clear-cut division of
2. Good
responsibility and accountability. Discipline, satisfaction, harmony
organization
and co-operation follow automatically.
Downward communication is useful for employees as they are well
3. Useful for
informed about their work from time to time. It gives them
employees
motivation and raises the morale of employees.
Downward communication keeps the superiors well informed
4. Superiors well
about the development of the work as communication takes place
informed
along the well-defined lines.
In downward communication, the employees carry a strong feeling
5. A Sense of
of participation in the management of the organization. They
belonging
regard themselves as important employees.

Figure 05.07

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Downward communication is time consuming communication

1. Time
because it moves along the line of command of the hierarchy. It
consuming
results in waste of time as the line of communication is long.
Downward communication has to pass through many levels of
2. Distortion
authority, so there is a delay as well as distortion of the message.
In downward communication, there is too much concentration of
3. Authoritarian authority at the higher level. As people in the lower levels are
approach merely receivers of decisions. So they unconsciously receive such
message and miscommunication results.
Downward communication suffers from over communication or
under-communication. In over-communication supervisors talk
too much and merely waste the time of his subordinates. Due to
4. Over and under
this, the juniors are not respecting the seniors and there is
Communication
indiscipline among the juniors. In under-communication, the
supervisor does not talk enough and leaves his subordinates to his
guessing about what he wants them to do.
In downward communication, the employees seek information
about job security, salary, promotion and other beneficial schemes,
5. Different
but the management prefers to pass down orders and directions
priorities
only. The gap between their priorities leaves the employees and
employers dissatisfied.
6. No confidential In downward communication, confidential matter cannot be
matter disclosed at lower levels

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Downward Communication Upward Communication

Top to bottom or superiors to Workers to supervisors/
Direction:
subordinates managers/ CEO
Nature: Directive in nature Participative in nature.
Providing feedback, opinions,
Subject Issuing orders, instructions, advices
suggestions, requests etc. to
Matter: etc. to subordinate
superiors.
To communicate organizational
To covey complaints, feedback,
Purpose: goals, plans, procedures, orders,
opinions, suggestions, requests etc.
instructions, advices etc.
Autocratic and authoritarian Democratic and participative
Application:
situations situations.
Little or no possibility of distortion Every possibility of distortion in
Distortion:
of messages messages.
Frequent in performing
Frequency: Less frequent.
organizational activities.
Use: On most occasions. Used if prompted by seniors.

5.3.03 Horizontal communication

Upward and downward communication flows generally follow the formal
hierarchy within the organization. However, greater size and complexity of
organizations increase the need for communication laterally or diagonally across
the lines of the formal chain of command. This is referred to as horizontal
communication. These communications are informational too, but in a different
way than downward and upward communication. Here information is basically
for coordination — to tie together activities within or across departments in the
existing organizational system
This communication among persons of the same status is very important for
coordination and planning. Managers need to meet at regular intervals to ensure
that the organization’s activities are in harmony. Requests, suggestions, advice are
exchanged through horizontal communication. It serves seven specific objectives.
01 Exchange of information
Data about activities, processes, and progress among head of departments is
essential for the organization’s work. This data is often conveyed through reports
prepared by a department for use by others. A daily sales report will convey to the
Stores and Production details of items need to be ordered and produced. A

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purchase order advises Stores details of materials that have to be received and
stored.
02 Discussions
Common problems and plans are discussed by managers of different
departments for arriving at an agreed solution for implementation. Reviews of
sales or production plans also call for such communication among related
managers.
03 Coordination
This is the most important objective of horizontal communication. Members
of departments meet periodically to discuss each department’s contribution to the
organization’s goals and to draw a plan of action. Minutes of the meeting are
maintained by each member to record progress and record additional assistance
that may be required from elsewhere. This coordination contributes to continuous
improvement in the organization.
04 Conflict resolutions
Lateral communication plays a decisive role in restricting and resolving
conflicts. Members study the causes for the conflict and work together to eliminate
them.
05 problem solving
When any employee facing a problem is unable to resolve it on her/his own, it
is communicated to other member to seek advice for its resolution. Such group
inputs are essential if the problem is to be resolved before any damage is caused.
06 Social and emotional support
Peers working under the same roof quite often act as a friend, guide and
philosopher when any employee seeks moral support. It could very well be not
relevant to organization’s official work and could be totally personal in nature.

5.3.04 360° Communication

This communication is used by HR department for employee assessment. In
human resources department or industrial psychology, 360-degree feedback, also
known as multi-rater feedback, multi-source feedback, or multi-source assessment,
is feedback that comes from members of an employee's immediate work circle.
Most often, 360-degree feedback will include direct feedback from an employee's

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subordinates, peers, and supervisor(s), as well as a self-evaluation. It can also

include, in some cases, feedback from external sources, such as customers and
suppliers or other interested stakeholders. It may be contrasted with "upward
(communication) feedback," where managers are given feedback only by their
direct reports, or a "traditional performance appraisal," where the employees are
most often reviewed only by their managers ; a case of downward
communication..
The results from a 360-degree evaluation are often used by the person
receiving the feedback to plan and map specific paths in their development.
Results are also used by some organizations in making administrative decisions
related to pay and promotions. When this is the case, the 360 assessment is for
evaluation purposes, and is sometimes called a "360-degree review." However,
there is a great deal of controversy as to whether 360-degree feedback should be
used exclusively for development purpose or should be used for appraisal purposes
as well.
However, due to the rise of the Internet and the ability to conduct evaluations
online with surveys, Multi-rater feedback use steadily increased in popularity.[5]
Today, studies suggest that over one-third of U.S. companies use some type of
multi-source feedback.[6] Others claim that this estimate is closer to 90% of all
Fortune 500 firms.[7] In recent years, Internet-based services have become
standard in corporate development, with a growing menu of useful features (e.g.,
multi languages, comparative reporting, and aggregate reporting).
This communication is also utilized in brainstorming sessions among
employees of different departments to
• List all possible solutions to resolve a problem or to bring in a specific
improvement.
• Analyze them.
• Arrive at the best one for implementation.

5.04 Advantages and disadvantages

The communication which follows established systems, rules, regulation,

procedures or any other prescribed ways and means is known as formal

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communication. Formal communication is required for any organization because

it provides following advantages:
a. Smooth Communication: Lines of communication whether upwards or
downwards are well established. Employees know exactly how and where messages
are to be forwarded. This eliminates any confusion in sender’s mind.
b. Increase in Efficiency: Such Communication increases overall efficiency of
the management as organizational rules and procedures are established and
followed; always. Whenever employees undertake any task they have written down
procedures available that provide them detailed instructions as to how the job is to
be carried by them. Do’s and Don’ts included in documentation encourages them
to operate confidently and efficiently.
c. Permanent Record: All formal communication like letters, report and memos
are recorded and stored permanently for future reference. These records can be
accessed for future decision making.
d. Discipline: This formal communication creates the discipline in the mind of
employees in any organization. If there is any digression on the part of an
employee, the concerned supervisor can immediately establish it by referring to
records with him/her.
e. Less Errors and Mistakes: Formal communication requires careful
preparation (and sometimes approval) before it is released. This initial effort
brings in accuracy in communication and leaves no scope for errors or confusion.
f. Co-ordination of Work: Formal communication provides scope for co-
ordination among various functions and departments of an organization as
written data is available with each member for analysis and decision. The group
works on the identical information which has been verified prior to its release.
g. Reliability: Formal communication is more credible and more reliable for
handling important issues like objectives, orders and directions etc. The fact that it
can be any time retrieved and produced for discussions ensures that due care is
exercised and veracity checked prior to its release.
h. Consciousness of communicator: Formal communication is performed in a
conscious way by a sender. He/she utilizes his/her merits, knowledge and
experience in such communication to make it a perfect one. As a result it is more
effective and success is increased.
Because of its prescribed structure formal communication attracts certain
disadvantages which are enumerated below.

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a. Authoritarian System: Formal communication states clear relationship

between upper level management and lower level management. When there is a
downward communication, there is an authoritarian tone to dominate junior
employees. This authoritarian tone emerges as more orders and instructions often
come down than reports and feedback go up. Social matters are seldom
mentioned.
b. Inflexibility: It is a rigid form of communication with its rules and
regulations. It limits information within the department to what has been
sanctioned by its head. This builds inflexibility into formal communication and on
many occasions when there are any changes to existing arrangements or some new
data is created, they take long to get incorporated into formal communication.
When employees refer to formal communication, there are occasions when it does
not reflect the reality on the shop floor.
c. Complexity: It is worded in in bureaucratic jargon, with excessively cautious
phraseology and as a result meaning routinely becomes obscure. The whole
objective of communication is lost.
d. Costly and time consuming: Formal communication has to be prepared,
written, checked and sometimes approved before it can be released. It then has to
be recorded and stored for future reference. This makes the whole process
strenuous, time consuming and costly.
e. Cold: formal communication is impersonal and final. It fails to motivate
employees as it lacks warmth of informal communication.

Activity 05.02

What types of messages have to be communicated formally? Provide titles for five
such messages conveyed using formal communication

1. _______________________________________________
2. _______________________________________________
3. _______________________________________________
4. _______________________________________________
5. _______________________________________________

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5.05 Summary

The difference between “formal” and “informal” communication is not the same
as the difference between “common” and “uncommon.” The difference is in the
“register” which includes tone of voice, vocabulary and syntax. The messages
which are circulating on regulated, preset channels of an organization create the
formal communication.
Formal communication is more rigidly structured, has a more formal tone, uses
standard language, places higher importance on correct grammar and spelling, is
used mainly with non-peers and people you do not know well and, lastly, is more
likely to be needed in business, career, or educational situations. Rules for language
to be used in formal writing are quite strict, though often unstated. Most messages
are short compositions and you must make the most effective use of every
sentence and every word. Careful planning can help you write a good message.
Formal writing style is usually complex. Longer sentences are likely to be more
prevalent in formal writing. You need to be as thorough as possible with your
approach to each topic when you are using a formal style. Each main point needs
to be introduced, elaborated and concluded.
Structure of communication in an organization exists in the four kinds of
communication networks; wheel network, chain network, circle network and all-
channel network. There is also a larger formal network called the organizational
communication network, which represents communication within the hierarchical
structure of an organization.
Communication flows in all directions. Each direction has its unique
applications, advantages and disadvantages. It moves horizontally, upwards,
downwards and even in 360°.

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5.06 Self-Assessment Questions

1. How does formal communication differ from informal communication?

2. List down major characteristics of formal communication.
3. What are the advantages of upward communication?
4. In what way downward communication has its own limitations?
5. Do modern organizations use horizontal communication? Under what
circumstances?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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 C HAPTER 6 - EFFECTIVE COMMUNIC ATION

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Seven Cs that enhance effective communication
✓ Skills to be acquired to become effective communicator
✓ Importance of feedback and listening in communication
✓ Johari window
✓ Levels of communication

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Structure
6.01 Effective Communication
6.02 Eloquent Message
6.2.01 Clarity
6.2.02 Completeness
6.2.03 Conciseness
6.2.04 Consideration (You attitude)
6.2.05 Correct
6.2.06 Concrete
6.2.07 Courtesy
6.03 Suitable Skills
6.3.01 Language skill
6.3.02 Self-awareness
6.3.03 Self-Control
6.3.04 Ability to be pleasant and clear
6.3.05 Development of good manners and etiquette
6.3.06 Listening skills
6.3.07 Ability to understand nonverbal behaviour
6.3.08 Art of asking questions.
6.04 Feedback – Key to Communication
6.05 Johari Window – a tool for enhancing communication
6.06 Appropriate Levels
6.6.01 Verbal Level of Communication
6.6.02 Physical Level of Communication
6.6.03 Auditory Level of Communication
6.6.04 Emotional Level of Communication
6.6.05 Energetic Level of Communication
6.6.06 Bringing all the Levels of Communication Together
6.07 Summary
6.08 Self-Assessment Questions

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6.01 Effective Communication

Effective communication is a two way information sharing process which involves

one party sending a message that is easily and clearly understood by the receiving
party. Successful people who seem to ‘have it all’, are there, not because they were
lucky, but because they captured the hearts and conquered the minds of hundreds
of others who helped boost them rung by rung, to the top of the social or
corporate ladder. Persons in all professions need to cultivate communication skills.
They could be doctors, engineers, chartered accountants, actors and others in
entertainment industry, managers of all kinds of organizations, educators as well
as persons engaged in business, all need to communicate effectively to succeed in
their professions. Effective communication by business managers facilitates
information sharing among company employees and can substantially contribute
to maintenance of motivated workforce, increase in productivity and its
commercial success. To communicate effectively you must have a message that is
well thought, skills to deliver it, approach to establish rapport and desire to listen.
Let us have a look at all these elements to master the art of effective
communication.

6.02 Eloquent Message

When you communicate, if you have with you a message that is articulate, then
chances of receiver understanding it fully and easily are bright. You need to
exercise a lot caution in composing the message that expresses clearly what you
intend to communicate.
Chart 6.01

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6.2.01 Clarity
Clarity implies emphasizing on a specific message or goal at a time, rather than
trying to achieve too much at once. The clarity in communication makes
understanding easier. Complete clarity of thoughts and ideas enhances the
meaning of message. Clear message makes use of exact, appropriate and concrete
words. The words chosen for the message should convey your ideas without any
ambiguity. If the word you choose has two meanings, the chances of receiver
interpreting it by using the wrong meaning are very high. Do not use short forms
as your reader may not be familiar with them. In case you are using any technical
terms, they will be correctly understood if you define each of them. Try to avoid
jargon. The ideas you wish to convey have to be logically presented as per their
significance. Important among them need to appear first. Clarity assumes more
importance when the message is conveyed in writing. Here the receiver does not
have the option to seek clarification on matters that were not fully understood by
the receiver.
6.2.02 Completeness
The communication must be complete. It should convey all facts required by
the audience. This will happen only if you assign required time to collect data and
present it in a comprehensive manner. The claims included in your message have
to be supported by fact and figures. Provide the sources from where the data was
collected by you. Introductory paragraph should explain the objective of your
communication in clear terms. The receiver now knows what to expect and gets
into mood that is receptive to the message that follows. After you finish your
message, you can summarize critical points once again to add its correct
understanding.
6.2.03 Conciseness
In your attempt to convey the complete message, do not fall into the trap of
verbosity. Do not let the receiver drown in the jungle of unfamiliar words and
terminology and in the process lose track of what is being conveyed. Stick to the
main theme of your message. Use few but relevant words and phrases to convey
your ideas. Numbers speak volumes which mere words cannot. Spend time to
select appropriate word and phrases so that full message can be conveyed in
manageable length. Short message has greater chances of being read by the
receiver. Busy managers have a tendency to postpone attending to long messages
and to set them aside for reading at a later stage.
6.2.04 Consideration (You attitude)

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 Chapter 6 - Effective Communication

Consideration implies “stepping into the shoes of others”. Effective

communication must take the audience into consideration, the receivers’ view
points, background, mind-set, education level, etc. Make an attempt to envisage
your audience, their requirements, emotions as well as problems being faced by
them and compose your message accordingly. Ensure that the self-respect of the
audience is maintained and their emotions are not ignored. Modify your words in
message to suit the audience’s needs while ensuring that your message is both
complete as well as clear. In short, emphasize on “you” approach, exhibit your
interest in the audience, and show optimism. Talk about “what is possible” rather
than “what is impossible”. Lay stress on positive words such as glad to, committed,
thanks, warm, healthy, help, etc. Consider replacing, “We wish to advise you” by
“You will be pleased to know”
6.2.05 Correct
Any inaccuracy in your message is bound to cause confusion and ruin effective
communication. If inaccuracy is noticed by the receiver, corrective action has to
be arranged involving time and money. But if it is not noticed, the damage caused
would be much more. If the message is exact, correct and well-timed it goes a long
way and boosts up the confidence level. Accuracy can be built in by using correct
language, facts and figures and rechecking the message before delivery. Time spent
in this last activity of proof reading pays for itself in multiples.
Always use proper spelling and follow grammar rules. Slang language is not
acceptable in any form of business writing. Spell checks every document.
6.2.06 Concrete
Concrete communication implies being particular and clear rather than fuzzy
and general. Concreteness strengthens the confidence. Concrete message has
following features: It is supported with specific facts and figures; it makes use of
words that are clear and spell your message in specific terms and the words are
chosen in a way that leaves no scope for misinterpretation. Use of statistical data
helps make your ideas clear and concrete. Vague, philosophical language has to be
avoided in favour of crisp, simple self-explanatory terminology
6.2.07 Courtesy
Courtesy implies taking into consideration both viewpoints as well as feelings
of the receiver of the message. Courteous message is positive and focused at the
audience. It makes use of terms showing respect for the receiver of message. It is
not at all biased. In business, no one can afford to be impolite or discourteous.

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Discourteous people will be elbowed out of business. We often confuse “business

like” as though it means a curt approach. A business-like person is an efficient
person. Efficiency involves genuine and sincere courtesy. A business letter should
have tact, sincerity and politeness. It is not the mechanical use of “Thank you”,”
Please” etc. that show courtesy. It should reflect an inner feeling tactfully without
embarrassing the recipient. A business letter should have the proper salutation and
apt closing. Do not hesitate to compliment or congratulate the receiver if he
deserves it. Compare the two sentences in each pair and see how the second
sentence is more courteous than the first one.
We are amazed at your inability to assess the damage due to this mishap.
We request you to reassess the\is mishap to identify the extent of damage.
Courtesy also means avoiding gender bias in writing. “Man” for a long time
meant men as well as women. Women resent the gender bias in words like man-
power, man-made, best-man for the job. There is an increasing use of the word
chairperson for chairman. Instead of saying “Each customer is expected to pay his
bill”, say ‘all customers should pay their bills’.

6.03 Suitable Skills

6.3.01 Language skill

Two suitable communication encoding skills are required for speaking and
writing and another two decoding skills are required for listening and reading.
There is a fifth skill crucial to both encoding and decoding that is: thought or
reasoning and competence in dealing with emotion or feeling. This is
intrapersonal. Language skill affects a person’s ability to express oneself. Most of
us have experienced the frustration of not being able to find the ‘right word’ to
express what we want to say. Finding the ‘right word’ is not just a matter of
finding a word that expresses what we want to say. The word should also have an
approximately the same meaning for the receiver as it has for the sender.
Language skills involve knowing and applying the conventions of the language
and adapting the use of the language to the audience. Our communication skills
deficiencies also limit the ideas that are available to us and limit our ability to think
6.3.02 Self-awareness
Knowledge of one’s own attitudes, prejudices, and perceptions on one hand,
and competent handling of one’s interpersonal communication on the other, is

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required for effective communication. Many persons are not aware of the attitudes
that they have. If you are aware of an attitude that might arouse hostility in a
particular receiver, you are likely to take care not to let it be reflected in what you
communicate. But if you are unaware of the attitude, you will not make conscious
effort to keep it under control and to that extent your communication may fail in
spite of your other communication skills.
6.3.03 Self-Control
Gaining self-control is important and it takes time and requires patience.
Effective communication is not there on some occasions because the
communicator has not thought about effects the words used can have on others.
The receivers are offended by these badly selected words when the communicator
had no such intention in passing on the message. On other occasions, when the
receivers are not in agreement with what the communicator is conveying, they
interrupt and disturb the flow of communication. Especially in business
environment such interruptions can prove costly and it is necessary that parties
exercise self-control. Self-control can be maintained by building your self-
confidence. When you feel confident, you maintain your cool and do not get
excited when your views are challenged.
Use breathing and pauses to your advantage. There is power in pausing. One
research concluded that pausing causes an audience to lean in and listen. It helps
you to emphasize your points and allow the listener time to digest what has been
said. It also helps to make your communication come across as more compelling
and it makes your speech easier to listen to.
Take deep breaths to steady yourself before you begin communicating. Get
into the habit of solid, regular breathing during a conversation that will help you
to keep a steady, calm voice. It will also keep you more relaxed.
Keeping silence during communication is difficult but necessary for efficacy of
communication. You can control yourself, but you cannot prevent other party to
communication from conveying messages that are untrue, hurting or even
insulting. Holding one’s tongue is difficult, but if you have the ability to maintain
peace, and keep silent until you reach the right moment to express yourself, the
inter personal communication is bound to be more effective. At the same time you
will be in a position to conserve your energy.
Do not let other people trigger a response from you. You and only you should
choose how and when you want to communicate.

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6.3.04 Ability to be pleasant and clear

This is another skill that is suitable for effective communication. It is also a
primary requirement of successful interpersonal communication. It takes practice
to be clear in one’s purpose and ideas and to state them coherently. For a
scheduled meeting or a written message, you can think through the points and
prepare what you want to convey. With practice, it should be possible to speak
clearly without prior preparation.
Figure 06.01
Think through the points and prepare what you want to convey.

For oral effective communication it may take time to develop a pleasant, cheerful,
congenial way of speaking. Pleasant appearance and friendly body language
provide head start to effective communication. To achieve this objective:
• Make eye contact.
• Vary the voice and avoid monotone.
• Be brief and to the point. Do not wander.
• Ask questions. It keeps listeners involved, ensures their attention

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At the start of the encounter, move and speak slower, lower and less. Let the
other person get comfortable and familiarize with the environment. Do not talk
loud, fast or move frequently or engage into any gestures. This way the other party
accepts you and then, later, is ready for your more quick delivery, body language
including warm gestures.
Next show that part of you, which is most like them. People instinctively like
those who are somehow like themselves. Towards this end it will be a bright idea
to refer to common experiences, background or places. Adjust your voice level,
rate and amount; and body motion to become more like theirs.
Last, bring out the other person’s best side. Remember, everyone is hungry of
praise and appreciation. If a person feels comfortable and good about him /
herself in your presence, he / she will see in you the qualities that he / she most
admires. The opposite is also true; if he / she uncomfortable and embarrassed
about him / herself in your presence, he / she will see in you qualities he / she
likes the least. Pick the moments when the other person feels most at ease and
happy, to move the relationship forward. Do not make suggestions or requests
when they are acting in an inappropriate way.
6.3.05 Development of good manners and etiquette
Knowledge and practice of good manners make communication more
effective. You need be well mannered right from the start. Introductions are the
few moments in which critical first impressions are created on all sides. In both
business and social situations, you should always introduce:
• Younger people to older people;
• Junior ranking professionals to senior ranking professionals;
• Business contacts and staff to clients;
• Personal acquaintances and family members to business professionals when
attending a business function; and
• Guests to their hosts.
In other words, as a show of respect, introduce those of a lower status to those
of a higher status (whether social or professional). As antiquated and unfair as this
may sound, this protocol for introducing people is still considered socially
acceptable (and often expected) in India and many other countries
When someone has just been introduced to you, your response should be
genuine, short, and simple. You should also repeat the person’s name at the end of

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your greeting. Repeating the name of the person you were just introduced to,
serves two purposes: it shows polite respect and it helps you to remember the
person’s name. You can also add a brief comment about the person (not about
yourself):
A genuine compliment will suffuse the recipient with positive feelings, and oils
the wheels of social intercourse. Only offer genuine compliments. Don't over-
compliment - you will look like an insincere flatterer. In a business meeting a firm
and short hand shake among two men is in order.
Figure 06.02
A firm and short hand shake is in order.

Stick to specifics; vague, over-generalised compliments are easily devalued. Never

damn with faint praise, or give a compliment with one hand and take away with
the other; "You look great - have you lost weight?" is a classic example of the
double-edged compliment (only appropriate if the recipient has openly
acknowledged a weight problem/diet etc.). Try and give the compliment in a
timely manner; don't wait until you are leaving a dinner party to praise the food,
for example, do so when you first taste it. A spontaneous response always feels
more genuine.
In case you have not been, do so yourself. In business meetings, earlier you
were supposed to use both your name and surname. These days it looks like your
name alone can serve the purpose. Retuen comploments you received with a
polite thank you graciously. Never say, “ it’s nothing” , “ your too kind to me” or
any such expresson.
The way you stand, walk and sit all make a big impression. Good posture
makes you appear taller and slimmer and you will seem more confident and
positive. Hold your head high, keep your back straight and pull your shoulders
back. Tread lightly (no clumping, thundering footsteps), and don't drag your feet

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or shuffle. How you sit is also very important. Women should keep their knees
together when seated (preferably with their ankles crossed). Men should avoid
sitting with their legs excessively wide apart, and should never tap their feet or
repeatedly jiggle their leg up and down. Body language is a series of silent signals
that play a vitally important part in the impression you give to the world. Good
body language creates an air of confidence and positivity. It puts others at ease
and simplifies further conversation. Negative signals include crossed arms,
hunched shoulders and fidgeting. Fiddling with fingers and hair or nibbling your
nails will make a thoroughly bad impression. Avoid them at all cost as they ruin
effective communication. Do provide positive signals.
Positive signals include good posture (naturally sitting up straight), appropriate
eye contact (don't stare) and confident hand gestures (no pointing). During
conversation, gently leaning towards the other person and nodding occasionally to
acknowledge agreement conveys interest. A (genuine) smile is always a winner.
Never forget, however, the simple power of the small facial gesture; lifting an
eyebrow to express everything from contempt to conspiratorialism, pursing one's
lip to suggest disapproval - these are minute movements that can crush or uplift
those around you.
6.3.06 Listening skills
Remember, listening is also an active component of effective communication.
You cannot multi-task speaking and listening. More time you allot to listening,
more effectively you will be able to communicate. Create a physical space. Focus
on reacting and responding to the speaker. Create, too, a space in your mind for
what the speaker has to say. Create a space between your thoughts. Think of
listening as a form of meditation. Quiet your mind and focus your attention on
listening.
A good listener concentrates on speaker’s line of interest, tries to understand
the speaker’s framework and then uses of nouns and verbs in the same
constructions and in the same tenses using the same terminology. This strategy
always wins the goodwill of the other party.
Listen actively. Communication is a two-way street. Remember that while you
are talking, you are not learning. In listening, you will be able to gauge how much
of your message is getting through to your listeners and whether or not it is being
received correctly. It can be helpful to ask listeners to rephrase some of what you
have said in their own words if they appear to be returning confused or mistaken
views to you. How often you have passionately expressed a gut reaction only to
become turned around and regret what you said after hearing more of the facts?

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Allow for a thoughtful pause between reacting, a space in which to ask yourself,
"Do I have the whole story?"
Visualization is a technique that can enhance listening: a picture is worth a
thousand words. One way to achieve this is to visualize what you are being told.
Some people are more visual than others. If visualization is more a chore than a
help, you may not be a visual person. But anything new takes some adjustment
and might take a few tries before feeling natural. Do practice.
Students also need to be reminded that emotions play a large part in
determining how much information is retained. One emotional area to
concentrate on is listening to understand rather than refute.
6.3.07 Ability to understand nonverbal behavior
When people exchange ideas they say a great deal by body language. The
research has concluded that 65% of the communication is nonverbal, with use of
facial expressions, tone of voice, eye contact, gestures as well as postures. Hence
you must listen not only with your ears but also with your eyes.
Figure 06.03
Listen not only with your ears but also with your eyes.

A great deal can be added to the conversation without adding a word. A smile,
for example can encourage (or discourage) the other person. If you smile and nod,

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the other person is likely to continue speaking; if you stop doing it the
communication can come to an abrupt end.
And, we need to be aware that our own body language is being observed by
other parties to the communication. It is possible to control and train one’s body
language to portray the desired image. Good orators, you will observe, always do
this Watch for wandering eyes, hands picking at fluff on your clothing and
constant sniffling. These small gestures add up and are all guaranteed to dampen
the effectiveness of your message. Words and body language must match so that
you present authentic image. Dialogs like negotiations, interviews benefit from
pleasant and comfortable environment.
6.3.08 Art of asking questions
How you ask questions is very important in establishing a basis for effective
communication. Effective questions open the door to knowledge and
understanding. The art of questioning lies in knowing which questions to ask
when. "Address your first question to yourself: if you could press a magic button
and get every piece of information you want, what would you want to know? The
answer will immediately help you compose the right questions." The question is a
powerful tool in effective dialogue. The style and way of asking questions must be
carefully cultivated.
Questions define tasks, express problems, and delineate issues. They drive
thinking forward. Answers, on the other hand, often signal a full stop in thought.
Only when an answer generates further questions, does thought continue as
inquiry. A mind with no questions is a mind that is not intellectually alive. No
questions (asked) is no understanding (achieved). Superficial questions equal
superficial understanding, unclear questions equal unclear understanding. If your
mind is not actively generating questions, you are not engaged in effective
communication.
Remember, questions can make people uncomfortable. Think of all the tones
of voice in which the question can be put up. A simple question, “What way can I
help”, may be interpreted as shrugging off the responsibility, a request for advice
or a genuine offer to assist; depending on how the question is put up; the tone and
body language employed.
When you question you;

✓Establish rapport: don't try to impress people with your ideas, rather establish
rapport and trust by eliciting ideas from them and thus expressing how much
you care about them.

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✓Listen better, understand deeper: all too often, while you are talking, your
prospect is not listening but thinking about what he/she is going to say. When
you ask questions, you make your prospect think in the direction you propose.
✓Generate higher motivation, better follow-up: the right answer will not be
imposed by you, it will be found and owned by your prospect, who, thus, will be
more motivated to follow it up
To summarize
• Evaluate your current “questioning” skills... ...then systematically improve
them.
• Choose better questions......and ask them the right way.
• Ask tough questions more effectively.
• Get at the truth; uncover the real problem, so that you all can solve it.
• Master the crucial nonverbal aspects of asking questions finding your best
style and the right body language.

6.04 Seeking and handling Feedback

Chart 6.02

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Feedback is essential in communication so as to know whether the recipient has

understood the message in the same terms as intended by the sender and whether
he agrees to that message or not. Giving your audience a chance to provide
feedback is crucial for maintaining an open communication climate. As a manager
you must create an environment that encourages feedback. For example after
explaining the job to the subordinated you need to ask them whether they have
understood it or not. You should ask questions like “Do you understand?”; “Do
you have any doubts?” etc. At the same time you have to allow his subordinated to
express their views also.
For effective communication, you can provide your feedback and ensure that
your own understanding is clear and complete. This can be achieved by offering to
summarize at intervals, asking for clarifications and whenever possible, by stating
your own views and feelings. It requires skill and practice to express your response
honestly and without getting emotionally involved. To be effective feedback should
be provided immediately after the event. It should be directed at the message and
not at the person. Feedback should also be specific and not vague so the person
receiving it can arrange necessary action. Avoid, “You were not listening,” instead
say “I feel you were not listening when I described how our sales in the West
Division are below the target this month.”
You can assert yourself, but do not ever be aggressive, remember you want
communication to be effective. Similarly when you disagree be sure that you are
not offensive. Summarizing what the other person has conveyed first and then
expressing your agreement or disagreement is very effective. You can use the
phrase like “Can I state an alternate view on the matter?” with great advantage.
When the other party refuses to agree with you, always react with the question, “Is
there anything more you wish to add?” And when the person has nothing to add,
pose a question, “What will make things better?” Do not attempt to solve the
problems that are being raised by others.
When it comes to receiving feedback you have to be more careful. Receive it
with calm and quiet and without any emotional outbreak. Receive it with desire to
make corrections and improve. You need have to defensive. You often make a
mistake of not listening with full attention when you feel the feedback is not
pleasant. Unless you listen carefully, you will not benefit from the feedback you
receive. If you feel the feedback received is vague, seek clarifications, ask questions,
admit you are unable to act on the feedback unless specific instances are provided.
Then use the valid points for bringing about an improvement.

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For better communication between a manager and his employees, a manger

should ensure continuous feedback that should:
1. Focus on a particular behaviour - It should be specific rather than being
general.
2. Impersonal - Feedback should be job related, the manager should not
criticize anyone personally.
3. Goal oriented - If we have something negative to say about the person, we
should always direct it to the recipient’s goal and not towards the recipient.
4. Well timed - Feedback is most effective when there is a short gap between the
recipients’ behaviour and the receipt of that feedback.
5. Use “I” statements - Manager should make use of statements with the words
like “I”, “However” etc. For example instead of saying “You were absent from
work yesterday”, manager should say “I was annoyed when you missed your work
yesterday”.
6. Ensure understanding - For feedback to be effective, the manager should
make sure that the recipients understands the feedback properly.
While giving negative feedback to the recipient, the manager should not
mention the factors which are not in control of the recipient. Feedback is essential
in communication so as to know whether the recipient has understood the
message in the same terms as intended by the sender and whether he agrees to
that message or not.
Figure 06.04
The organization should be receptive to their employee’s feedback.

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There are lot of ways in which company takes feedback from their employees,
such as: employee surveys, memos, emails, open-door policies, company newsletter
etc. Employees are not always willing to provide feedback. The organization has to
work a lot to get the accurate feedback. The managers encourage feedback by
asking specific questions, allowing their employees to express general views, etc.
The organization should be receptive to their employee’s feedback.

6.05 Johari Window – a tool for enhancing communication

It is necessary to improve self-awareness and personal development among

individuals when they are in a group. The ‘Johari’ window model is a convenient
method used to achieve this task of understanding and enhancing communication
between the members in a group. American psychologists Joseph Luft and Harry
Ingham developed this model in 1955. The idea was derived as the upshot of the
group dynamics in University of California and was later improved by Joseph
Luft. The name ‘Johari’ came from joining their first two names. This model is
also denoted as feedback/disclosure model of self-awareness.
The Johari window model is used to enhance the individual’s perception on
others. This model is based on two ideas- trust can be acquired by revealing
information about you to others and learning yourselves from their feedbacks.
Each person is represented by the Johari model through four quadrants or window
pane. Each four window panes signifies personal information, feelings, motivation
and whether that information is known or unknown to oneself or others in four
viewpoints

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Figure 06.05 - Johari Model

The method of conveying and accepting feedback is interpreted in this model. A

Johari is represented as a common window with four panes. Two of these panes
represent self and the other two represent the part unknown to self but to others.
The information transfers from one pane to the other as the result of mutual trust
which can be achieved through socializing and the feedback got from other
members of the group.
1. Open/self-area or Arena - Here the information about the person his
attitudes, behaviour, emotions, feelings, skills and views will be known by the
person as well as by others. This is mainly the area where all the communications
occur and the larger the arena becomes the more effectual and dynamic the
relationship will be. ‘Feedback solicitation’ is a process which occurs by
understanding and listening to the feedback from another person. Through this
way the open area can be increased horizontally decreasing the blind spot. The
size of the arena can also be increased downwards and thus by reducing the
hidden and unknown areas through revealing one’s feelings to other person. Here
the person provides or discloses feedback to the group.
2. Blind self or blind spot – Information about yourselves that others know in a
group but you will be unaware of it. Others may interpret yourselves differently

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than you expect. The blind spot is reduced for an efficient communication through
seeking feedback from others. Your mastery over an art of asking questions will be
very useful for this purpose.
3. Hidden area or façade – Information that is known to you but will be kept
unknown from others. This can be any personal information which you feel
reluctant to reveal. This includes feelings, past experiences, fears, secrets etc. we
keep some of our feelings and information as private as it affects the relationships
and thus the hidden area must be reduced by moving the information to the open
areas. As the acquaintance and trust among the members of the group grows,
there will be more disclosures about personal details and the area of the façade
will be smaller.
4. Unknown area - The Information which are unaware to yourselves as well as
others. This includes the information, feelings, capabilities, talents etc. This can be
due to traumatic past experiences or events which can be unknown for a lifetime.
The person will be unaware till he discovers his hidden qualities and capabilities
or through observation of others. Open communication is also an effective way to
decrease the unknown area and thus to communicate effectively.
An example
Seetha got a job in an organization. Her co-workers knew a little about her and
in this context the unknown and hidden areas will be larger and the open area will
be small. As the others don’t know much about her the blind spot also will be
smaller and the model will be as shown in Figure 06.06

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Figure 06.06
Small Arena – When Seetha just joined the company.

Seetha, being new, spent most of her free time sketching in the office which was
her preferred pastime and her co-workers found her very shy and elusive. The
situation would have remained the same if there was no feedback from the group
how it was finding her elusive. With that evaluation / feedback she got the idea
how she was and tried to be more talkative and interacted more with other co-
workers. There was an open communication as the days passed by and memebers
of the group started knowing mor about each other. This helped her to increase
her open area of knowledge and thus making the hidden and unknown areas
smaller.
Through the feedback Seetha got from her co-workers she could perform well
in the office and her real capacity could be obtained as a result of an effective
interaction among the colleagues. (Please note larger open are or Arena in figures
06.07)

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Figure 06.07
Larger Arena – When Seetha asked and received feedback

One can significantly influence the size of the Arena in relating to others by the
behavioral processes you choose to use in your relationships. To the extent that
you make others aware of relevant information which you have and they do not
through communication, you enlarge the Arena in a downward direction reducing
the hidden area or Facade. The process employed toward this end has been called
by Luft and Ingham the Exposure process. It entails the open and candid
expression of feelings and factual knowledge.
If you ask for and take note of feedback, then things people know about you
will become part of your self -knowledge, moving from your 'blind' area to your
'open' area.

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Here are two examples:

Example
You get frustrated in teams when they want to brainstorm ideas and you just want to
get on with the task. Your fellow team members see you as impatient. But when you
explain where you are coming from, they understand you better and realise that you
play a vital role in getting things done. In sharing your self- knowledge with others,
you move it from your 'hidden' area to your 'open' area.

Example
You try a new task that you have previously shied away from. You discover new skills
and expand your self-knowledge. Your friends see you performing the task well and
their view of you changes. They report their observations back to you, and this
expands your self-knowledge again.

Yet it takes two to communicate and the other party must also expose in order for
communication to be productive. Therefore, active solicitation by you of the
information of others must also be employed. This process is known as Feedback
Solicitation. As one solicits feedback, the Arena extends to the right reducing your
Blind spot.
You can establish truly effective relationships if you will engage in optimum
Exposure and Feedback soliciting behaviors. The fact is, you have the primary
responsibility for the productivity of, and the interpersonal rewards which can be
derived from, your relationships with others.

6.06 Appropriate levels

Communication between two people occurs on numerous levels simultaneously,

each with its own nuances and complexities. These levels include verbal, physical,
auditory, emotional, and energetic communication:
6.6.01 Verbal Level of Communication
Although this is perhaps the most gross and fundamental level of human
communication, people can spend a lifetime trying to master it.  This level
includes our selection of words based an understanding of meaning held by the
recipient: there are multiple definitions for most words and few of us hold the
exact same meaning for each word. Different words evoke different images,

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memories, and meaning for different people. The logic and reasoning of a
statement or argument influences the effectiveness of the message being received.
To communicate more effectively, select the “right” words and usage. Be clear
and concise. When possible, formulate your thoughts to avoid rambling. This is an
art in itself.
6.6.02 Physical Level of Communication
Neuro-linguistic programming (NLP) brought to our attention the importance
of visual cues: eye contact, gestures, movements, stances, breathing, posture, facial
expressions, and so on. When used with integrity, techniques like “matching and
mirroring” a person’s stance and movements (and words too) can increase his or
her receptivity of your message.
To communicate more effectively, it’s helpful to physically align with others,
connecting with them in form and movement.
6.6.03 Auditory Level of Communication
The sound of our voice, including the tone, range, and speed effects how our
messages are received and interpreted by others. For example, fast talkers will find
it beneficial to slow their speech when speaking to a thoughtful, introverted person
or risk being unheard. Also, how we enunciate, inflect, and place emphasis on
certain words affects how others interpret the meaning of what we say.
To communicate more effectively, become aware of various auditory cues,
speaking to others in a manner more akin to their own ways (another form of
“matching and mirroring”).
6.6.04 Emotional Level of Communication
Few people fully appreciate how our emotional states affect what we
communicate and how the message is interpreted by the recipient. In rhetoric,
Aristotle’s pathos represents an appeal to the audience’s emotions. Are you more
receptive to someone who is positive and up-beat or someone who is somber and
critical? Who is passionate and enthusiastic or flat and boring? The speaker’s
emotions put the recipient in a particular state of mind and influence how the
listener interprets what is said.
To communicate more effectively, become aware of your emotional state,
learning to pause and release negative emotions before attempting to
communicate with others. Words spoken in pride, anger, or fear are rarely well
received.

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6.6.05 Energetic Level of Communication

Also called the psychic level, this level of communication encompasses a vast
range of unseen factors including a person’s level of consciousness, the frequency
or harmonics of the message, and other subtle energies. Some people seem to
have an “X-factor”—a unique presence—that naturally imparts their messages to
others with greater meaning.
To communicate more effectively, hold the highest intention for the other
person’s wellbeing. This requires a unique level of mindfulness that is generally
cultivated through practice. When we are centered within ourselves, we’re more
likely to access this psychic dimension that holds great treasures of insights into
others, helping us communicate with greater ease.
6.6.06 Bringing all the Levels of Communication Together
The verbal level is the content; it’s what we say. The physical, auditory,
emotional, and energetic levels represent how we convey a message. These levels
are interdependent, as each level affects the other. For example, our emotional
state affects our body language and our overall field influences our emotional state.
Simply becoming aware of these various levels can be beneficial. When we see
the complexities inherent in human communication, we can become more patient
in our speech and more compassionate towards others and ourselves.

6.07 Summary

Effective communication is a two way information sharing process which involves

one party sending a message that is easily and clearly understood by the receiving
party. When you communicate, if you have with you a message that is articulate,
then chances of receiver understanding it fully and easily are bright. You need to
exercise a lot caution in composing the message that expresses clearly what you
intend to communicate. Effective communication depends upon its 7C’s: clarity,
completeness, conciseness, consideration, correctness (accuracy), concreteness and
courtesy.
To be an effective communicator you need to possess language skills, self-
awareness, self-control, ability to be pleasant and clear, good manners and
etiquette, listening skills, an ability to understand nonverbal behaviour, art of
asking questions and knack for seeking and handling feedback, Johari window is
a potent tool to enhance effective communication

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Effective communication is carried at verbal levels, physical levels, auditory

levels, emotional levels and energetic levels. The verbal level is the content; it’s
what we say. The physical, auditory, emotional, and energetic levels represent how
we convey a message. These levels are interdependent, as each level affects the
other. For example, our emotional state affects our body language and our overall
field influences our emotional state.
Simply becoming aware of these various levels can be beneficial. When we see
the complexities inherent in human communication, we can become more patient
in our speech and more compassionate towards others and ourselves.

6.08 Self-Assessment Questions

1. Explain 7 Cs of effective communication. How can effective communication

be complete as well as concise?
2. How does self-control add to efficacy of your communication?
3. Body language conveys more than 60% of the message. How?
4. What role does feedback play in any effective communication?
5. Explain the concept behind Johari window.
6. What are the rules to be followed when you have to introduce persons to a
group?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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 C HAPTER 7 - REMOVIN G BARRIERS TO COMMUNIC ATION

Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Different factors – both physical and psychological – that obstruct free and
complete flow of communication among individuals
✓ How can you ensure your communication is clear and complete
✓ Office environment impact on communication
✓ What are the steps needed to ensure that organizational communication is
clear and complete
✓ Channels of communication
✓ Feedback is an effective instrument to detect and improve flaws in
communication
✓ Characteristics of cross cultural communication

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Structure
7.01 Introduction
7.02 Barriers to Individual Communication
7.2.01 Perceptual and Language Differences
7.2.02 Information Overload
7.2.03 Inattention
7.2.04 Time Pressure
7.2.05 Emotions
7.2.06 Poor retention
7.2.07 Gender differences
7.03 Barriers to Organizational Communication
7.3.01 Complexity in Organizational Structure:
7.3.02 Distraction / Noise:
7.3.03 Media used for communication
7.3.04 Channels of communication
7.04 Overcoming Barriers to Communication
7.4.01 Personal communication: ability to speak effectively
7.4.02 Personal communication: ability to listen effectively
7.4.03 Feedback – a major component in effective communication
7.4.04 Providing feedback
7.4.05 Receiving feedback:
7.4.06 Suggestion Scheme
7.05 Cross Cultural Communication
7.5.01 Introduction:
7.5.02 Six Fundamental Patterns of Cultural Differences
7.5.03 Respecting Our Differences and Working Together
7.06 Summary
7.07 Self-Assessment Questions

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7.01 Introduction

We have understood how free flow of meaningful communication enhances our

personal as well as organizational wellbeing. Constant efforts are called for to
ensure that the flow of information is not interrupted and messages transferred are
not misunderstood by the receiver on any occasion. Unfortunately there are
several factors present in our day to day life that create barriers to effective
communication. It is, therefore, prudent for you to, first, understand the nature of
such barriers; and then, explore ways and means to successfully overcome them.
This way you get ready to traverse a route that avoids communication barriers
and, by chance, if you do hit any, you already know how to overcome it. Once you
master the techniques to control communication barriers, you will be in a position
to handle any form of communication with desired effects.
7.02 Barriers to Individual Communication

First let us consider the barriers that exist when one is engaged in one to one
conversation.
7.2.01 Perceptual and Language Differences
Perception is generally how each individual interprets the world around him.
All generally want to receive messages which are significant to them. But any
message which is against their values is not accepted. A same event may be taken
differently by different individuals. For example: A person is on leave for a month
due to personal reasons (family member being critical). The HR Manager might
be in confusion whether to retain that employee or not, the immediate manager
might think of replacement because his team’s productivity is being hampered, the
family members want to offer him required emotional support.
Or you are selling a product; you are impressing upon the prospective customer
how you have priced your product economically so that it is within the reach of
the customer. But if the message is not carefully delivered, the receiver may
misinterpret it to mean that you are treating him /her as a poor person. While
delivering the message have a good grasp of the way your message is being
perceived by the receiver.
The linguistic differences also lead to communication breakdown. Same word
may mean different to different individuals. For example: consider a word “value”.
a. What is the value of this Laptop?
b. Do you value our relation?

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c. What is the value of learning technical skills?

“Value” has different meaning in three sentences. Communication breakdown
occurs if there is wrong perception of the word value by the receiver.
In case of the laptop, ‘value’ means the price at which laptop can be bought by
the customer. In case of relations the term ‘value’ denotes the importance,
sincerity, depth with which a person is behaving with the other over a period of
time. When you turn to technical skills, the word ‘value’ means the benefits that
can accrue to an individual who acquires those skills.
Figure 07.01

7.2.02 Information Overload

Managers are surrounded with a pool of information. It is essential to control
this information flow else the information is likely to be misinterpreted or
forgotten or overlooked. As a result communication is less effective. At given time a
person can hold only a certain quantum of data in his brain. If you shower n
number of statements on the listener, there is certainty that some of them will not
be correctly interpreted and hence understood by the listener in the way you

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intended. Like when you are feeding a baby, the information has to be passed on
in little pieces with patience.
7.2.03 Inattention
Effective communication cannot happen if the receiver is mentally
preoccupied. At times we just not listen, but only hear. For example a traveler may
pay attention to one “NO PARKING” sign, but if such sign is put all over the city,
he no longer listens to it. Thus, repetitive messages should be ignored for effective
communication. Similarly if a superior is engrossed in his paper work and his
subordinate explains him his problem, the superior may not get what he is saying
and it leads to disappointment of subordinate. That is the reason we emphasized
the importance of eye contact in communication, in the third chapter on
nonverbal communication. Is the listener looking squarely at you when you talk?
If so, there is a good chance your message will be received in the right spirit.
Priti wanted to go through the complete budget of the sales, marketing and the
operations team. She passed on this information to Jay at his workstation around
which lots of other employees were shouting, the base phone was constantly
ringing and the room air-conditioner machine was making a terrible noise. At the
end of the day, Jay submitted the report but the budget for the operations team
was missing in the report. Jay actually had heard only about sales and marketing
department and thus skipped the report of the operations team. Priti fired Jay and
even stopped his appraisal. Unwanted distractions, noise, chit chats of the other
employees etc. played the culprit and poor Jay missed out on his promotion. Noise
reduces the chances of the correct flow of information from the sender to the
receiver. If the surroundings are noisy, errors are bound to happen and thus
increasing conflicts among the team members and decreasing the efficiency of the
employees.
7.2.04 Time Pressures
Often in organization and in daily life the targets have to be achieved within a
specified time period, the appointments to be kept, and children to be picked up
from schools, the failure of which has adverse consequences. In a haste to meet
deadlines, the formal channels of communication are shortened, or messages are
partially given, i.e., not completely transferred. Listeners in such situations are not
tuned to listen to you; naturally communication is incomplete, incoherent, and
unsuccessful. Select convenient time for effective communication; sufficient time
should be given for effective communication. Remember effective communication
demands mandatory time considerations.

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7.2.05 Emotions
Figure 07.02

Emotional state at a particular point of time also affects communication. If the

receiver feels that communicator is angry he interprets that the information being
sent is very bad. While he takes it differently if the communicator is happy and
jovial (in that case the message is interpreted to be good and interesting). Many
times a person is under tension, worried and therefore, unable to concentrate on
what is being communicated. In such emotional situations a message can neither
be received fully nor correctly.
7.2.06 Poor retention
Human memory cannot function beyond a limit. One cannot always retain
what is being told specially if one is not interested or not attentive. This could be
situation at the end of a session or the work day. This leads to communication

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breakdown. And this is the reason why effective speakers prioritize their messages
and start with material points first when human memory is fresh and alert. Many
organizations start a work day with morning meetings when individuals are fresh
and their minds are not pre-occupied. Any communication passed at this juncture
has maximum chances of being retained by the listeners all throughout the day.
Japan has such morning meetings for all its work groups throughout the
organization and credits them for clear communication that increased their
national productivity.
7.2.07 Gender differences
Figure 07.03

7.03 Barriers to Organizational Communication

In addition to roadblocks to individual communication, there exist a few barriers

to organizational communication which we explore now.
7.3.01 Complexity in Organizational Structure
Greater the hierarchy in an organization (i.e. more the number of managerial
levels), more is the chances of communication getting destroyed. Only the people
at the top level can see the overall picture while the people at low level just have
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knowledge about their own area and a little knowledge about other areas. In many
organizations these managerial levels are not formally established. And if
established are not defined with any degree of clarity. As a result some members
receive same information repeatedly while others are dark about it, even though it
relates to their day to day activities and responsibilities. As a result their
performance is impaired.
For the successful running of an organization, it is important that transparency
is maintained among the employees at all levels. Communication barriers must be
overcome in organizations to ensure the free flow of information between the
sender and the recipient and for an effective communication among the
employees. Effective communication reduces the error rate, reduces conflicts and
mi understandings and in turn increases the profitability of the organization. All
employees must try their level best to avoid the communication barriers in
organizations for an effective business communication.

7.3.02 Distraction / Noise

Communication is also affected a lot by noise and distractions. Physical
distractions are also there such as, poor lighting, uncomfortable sitting, even
unhygienic room also affects communication in a meeting. When such distractions
are present, employees have to raise their voices to get heard, these results in
overall high noise levels and inability of listeners to receive messages completely
and clearly. Office layout is initially checked to avoid all barriers and
implemented. But as the organization grows, additional employees are appointed
and located without reference to principles and assumptions of the original layout.
This haphazard seating arrangement is often not conducive to smooth
communication.
Many offices are overcrowded and do not reserve any space for visitors’ room
away from the main office where the staff is working. In absence of such separate
room for them, visitors move in and out of the office to realize their task and in
the process cause disturbance to nearby staff members. Noise acts as a devil in
business communication. Any information downloaded at a noisy place is bound
to get distorted and result in a complete mess.
During any business meeting, presentation or seminar, the speaker has to be
very careful about his pitch and tone. It has been observed that during seminars or
presentations only the front benchers are attentive, the last benchers are almost
lost in their own sweet world. The person who chairs the meeting has to speak

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very clearly, has to be very confident and must maintain a tone audible to
everyone, even to the individuals sitting on the last row.
Figure 07.04

Information must pass to them also to expect the best out of them and increase
their efficiency. Many speakers fail to try to make the seminar or the meeting
interactive. They just speak, and never invite questions from the team. Any mis-
communication gets resolved if there is a question answer session after every
meeting. Similarly coordinator of any seminar or meeting must prepare and
circulate the minutes of the meeting through e mail to all the required recipients
to avoid last minute confusions and discrepancies.
7.3.03 Media used for communication
Many organizations use notice and bulletin boards to disseminate information
that affects all employees working together in a group. These need to be placed at
easily visible and approachable location so that each employee has access to them.
It is not uncommon to come across notices that are poorly drafted, and run into
many pages. Words selected are also complex. In such situations readers fail to
read the documents fully and the purpose behind the bulletins is thus lost.
Use of mobile phones is a boon as well as a curse. Instead of intercoms,
employees can use them for instant passage of a piece of information. Answering
customer queries at the front desk by seeking information from those in the know,
or getting a product from store room for a customer at the counter, are speeded up
when the employees have mobile phones. But personal calls from outside the

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organization and frequent calls from colleagues on non-business matters obstruct

efficiency and sometimes compel employers to ask employees to leave their mobile
phones in the individual lockers allotted to them.
The intranet is the most modern way of having all members of an
organization to communicate with each other with speed and ease and thus
exchange information throughout the company all over the world. However, use
of the electronic communication within the organization requires careful planning
and staff training. The use of email internally has caused many offices to have an
overload of information because people develop the tendency to send copies to
everyone in their anxiety to keep others informed. Since it is very easy to post
copies by email, many persons do not take the time and precaution to consider
who needs to be kept informed and simply send it to all. Internal communication
policy, therefore, has to be drafted and subsequently implemented to prevent such
spread of needless communication.

7.3.04 Channels of communication

‘Who received what information through whom’ is an important aspect of
communication in an organization. The information in an organization has to
pass through official channels no one would like to receive major company
information from anybody other than one’s supervisor. A senior expects that such
information should be provided to him /her first before it is known to his /her
juniors.
Hence Human Resource function in an organization ensures that such
communication channels are scientifically established and utilized without
exception by all employees working there. Towards this objective, the HR
manager often formulates a formal communication policy for the company. This
policy guides managers as to what information has to be provided, to whom and
through which channels. Some data, especially about performance of the
company, changes in its manpower, etc. have to be released per time table
provided in the communication policy.
To be effective, communication channels must be short to ensure quick
movement of information so essential in competitive environment that prevails in
modern organizations. Most channels use electronic media to cover wide area
without loss of even a minute. In some organization managers follow ‘open door
policy’ so that an employee can pass on information without waiting for
formalities of appointments etc.

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If management does not succeed in formulating and implementing

communication channels in an effective manner, there are good chances that
information would flow through ‘company grapevine’ and this would undermine
the initiative and prestige of company executives. Ultimately company
performance too would deteriorate.

7.04 Overcoming Barriers to Communication

7.4.01 Personal communication: ability to speak effectively

As earlier we first study the techniques to overcome communication barriers in
personal communication. Persons in responsible positions need to overcome their
barriers in order to be able to manage their work. Having effective
communication skills is imperative for your success. Positive communication will
certainly increase the opportunities you find in your career and business. Having
good communication skills will enable you to get ahead in certain areas where
others who are less assertive may not succeed. A few things to keep your eyes on
while practicing the fine art of communication are:
1) Body Language
Do not shy away from the person with whom you are speaking. Be sure to
maintain a relaxed, but not slouching posture, regardless whether you are the one
speaking or listening. Other things that ensure your body is communicating your
attentiveness to the conversation can include:
• Making eye contact.
• Nodding occasionally to acknowledge a strong point in the conversation.
• Standing with hands clasped in front of you, never crossing your arms.
• Not displaying nervous ticks such as wringing hands, picking at your nails, or
anything that the person communicating with you will view as a distraction from
their conversation.

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Table 07.01

2) Speech and Attentiveness

When speaking, you need to be clear and concise. Speak on important matters
directly and do not waste time with long drawn out stories that will cause your
listener’s mind to wander. Make sure you ask whether they understand, and be
willing to further explain any of your points. Do not expect someone to just
“know” what you are saying, even if it is crystal clear in your own mind.
In addition, one of the most important aspects of verbal communication is the
ability to practice active listening. This is not just actively waiting to talk. Always
make mental notes of key points when someone is speaking to you. That way once
you are given a chance to speak, you can respond to the most vital issues being
dealt with. When others are speaking, try to think about the exact words that they
are saying. If you practice this, you will comprehend and contain 75 percent more
of the information that you hear.
3) Communication Consistency
Maybe your weakness is in the quality or quantity with which you
communicate to your employees. Communication seems to have dwindled to
superficial small talk. Great communicators practice the ability of consistent
communication by remaining available. Do not be afraid to be the one who voices
any concerns or difficulties. However, ensure that you are practicing open and
honest communication with those who may depend on you. Be available and
handle your staff with tact.
Be sure to leave communication lines open to those who may need to address
problems with you. You will find that you prevent the small issues that normally
have the habit of becoming large ones by making those in your life aware that you
are open to discussing issues at any time.

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4) Patience
During your communications with others always give them time to
communicate their issues as well. Remaining focused on what they are trying to
communicate will show them that you are indeed open to assisting with their
issues. Many of people’s communication lines tend to break down on the side
where impatience is in a rush to get out of the conversation. Since you cannot
control the other side, do yourself a favor and take a breath. The conversation
you’re involved in is important.
If you are confused as to what someone may be requesting, than repeat back to
him or her what you think they said and ask if that is correct. Often this will
inspire the speaker to be more in-depth about their needs, which will help you to
understand them fully.
5) Practicing Effective Communication Skills
If someone has communicated a need or an issue to you, then your main
priority should be to aid him or her in repairing the problem. Following up on an
issue is the only way to convince others whom you need to communicate with that
you have listened to them and that their problems or issues are important to you as
well.
Practicing strong follow-up will also leave the impression that you are involved
in the bigger picture. When people see this commitment, they will know you are
open to future communications. This creates a loyal and discerning surrounding
that cultivates positive movement and communication. This will develop a strong
sense of confidence in those with whom you communicate.
Since the world is so incredibly diverse and communications come in such a
wide variety of forms, it is important to know many appropriate and helpful
interpersonal skills. By practicing the few suggestions found here, you will find
yourself understanding more of what people say and repeating yourself less to
other people. Your co-workers and friends will have the confidence to come to you
when they find themselves in need. Remember, great communication skills take
practice. Do not give up on Day One. Your ability to express yourself will grow
almost daily as long as you apply yourself in improving communication skills.
7.4.02 Personal communication: ability to listen effectively
1) What is listening? Listening is the ability to accurately receive and interpret
messages in the communication process. Listening is key to all effective
communication, without the ability to listen effectively messages are easily
misunderstood – communication breaks down and the sender of the message can

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easily become frustrated or irritated. Listening is so important that many top

employers provide listening skills training for their employees. This is not
surprising when you consider that good listening skills can lead to: better customer
satisfaction, greater productivity with fewer mistakes, increased sharing of
information that in turn can lead to more creative and innovative work.
Many successful leaders and entrepreneurs credit their success to effective
listening skills. Effective listening is a skill that underpins all positive human
relationships, spend some time thinking about and developing your listening skills
– they are the building blocks of success. Good listening skills also have benefits in
our personal lives, including: A greater number of friends and social networks,
improved self-esteem and confidence, higher grades at school and in academic
work and even better health and general well-being. Studies have shown that,
whereas speaking raises blood pressure, listening brings it down.
2) Listening is not the same as hearing
Hearing refers to the sounds that you hear, whereas listening requires more
than that: it requires focus. Listening means paying attention not only to the story,
but how it is told, the use of language and voice, and how the other person uses
his or her body. In other words, it means being aware of both verbal and non-
verbal messages. Your ability to listen effectively depends on the degree to which
you perceive and understand these messages. The most basic and powerful way to
connect to another person is to listen. Just listen. Perhaps the most important
thing we ever give each other is our attention.
3) We Spend a lot of Time Listening
Adults spend an average of 70% of their time engaged in some sort of
communication, of this an average of 45% is spent listening compared to 30%
speaking, 16% reading and 9% writing. Effective listening requires concentration
and the use of your other senses - not just hearing the words spoken. Listening is
not the same as hearing and in order to listen effectively you need to use more
than just your ears.
4) Principles of listening:
a) You need to pay attention not only to what is being said, but also to what is
left unsaid or only partially said. Effective listening involves observing body
language and noticing inconsistencies between verbal and non-verbal messages.
For example, if someone tells you that they are happy with your service or
product, but through gritted teeth or straight face, you should consider that the

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verbal and non-verbal messages are in conflict, they maybe don't mean what they
say.
b) Stop talking: “If we were supposed to talk more than we listen, we would
have two tongues and one ear,” said Mark Twain. Don't talk, listen. When
somebody else is talking listen to what they are saying, do not interrupt, talk over
them or finish their sentences for them. Stop, just listen. When the other person
has finished talking you may need to clarify to ensure you have received their
message accurately.
c) Prepare Yourself to Listen: Relax. Focus on the speaker. Put other things
out of mind. The human mind is easily distracted by other thoughts – what’s for
lunch, what time do I need to meet the boss, is the long pending big sales order
going to realize – try to put other thoughts out of mind and concentrate on the
messages that are being communicated.
d) Put the speaker at ease: Help the speaker to feel free to speak. Remember
their needs and concerns. Nod or use other gestures or words to encourage them
to continue. Maintain eye contact but don’t stare – show you are listening and
understanding what is being said. If called for seek clarification.
e) Remove distractions: Focus on what is being said: don’t doodle, shuffle
papers, look out the window, and pick your fingernails or similar. Avoid
unnecessary interruptions. These behaviours disrupt the listening process and
send messages to the speaker that you are bored or distracted. Keep you mobile
phone on the silence mode.
f) Empathise: Try to understand the other person’s point of view. Look at
issues from their perspective. Let go of preconceived ideas. Don’t hasten to judge
on half cooked ideas. By having an open mind we can more fully empathise with
the speaker. If the speaker says something that you disagree with then wait and
construct an argument to counter what is said but keep an open mind to the views
and opinions of others.
g) Be patient: A pause, even a long pause, does not necessarily mean that the
speaker has finished. Be patient and let the speaker continue in their own time,
sometimes it takes time to formulate what to say and how to say it. The speaker
has the ideas and she needs some time to articulate them. Never interrupt or finish
a sentence for someone.
h) Avoid personal prejudice: Try to be impartial. Don't become irritated and
don't let the person’s habits or mannerisms distract you from what they are really
saying. Everybody has a different way of speaking - some people are for example

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more nervous or shy than others, some have regional accents or make excessive
arm movements, some people like to pace whilst talking - others like to sit still.
Focus on what is being said and try to ignore styles of delivery.
i) Listen to the tone: Volume and tone both add to what someone is saying. A
good speaker will use both volume and tone to their advantage to keep an
audience attentive; everybody will use pitch, tone and volume of voice in certain
situations – let these help you to understand the emphasis of what is being said.

j) Listen for ideas – Not just words: You need to get the whole picture, not just
isolated bits and pieces. Maybe one of the most difficult aspects of listening is
the ability to link together pieces of information to reveal the ideas of others.
With proper concentration, letting go of distractions, and focus getting to the
core of what is being said and grasping it becomes easier.
k) Wait and watch for non-verbal communication: Gestures, facial expressions,
and eye-movements can all be important. We don’t just listen with our ears but
also with our eyes – watch and pick up the additional information being
transmitted via non-verbal communication. Refer earlier chapter a – 3. Do not
jump to conclusions about what you see and hear. You should always seek
clarification to ensure that your understanding is correct. One way to do that is
arranging for a feedback.

7.4.03 Feedback – a major component in effective communication

Feedback is helpful information or criticism that is given to someone to say
what can be done to improve a performance, product, etc. In human resources or
industrial psychology, 360-degree feedback, also known as multi-rater feedback,

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multi-source feedback, or multi source assessment, is feedback that comes from

members of an employee's immediate work circle. Most often, 360-degree
feedback will include direct feedback from an employee's subordinates, peers, and
supervisor(s), as well as a self-evaluation. It can also include, in some cases,
feedback from external sources, such as customers and suppliers or other
interested stakeholders. It may be contrasted with "upward feedback," where
managers are given feedback only by their direct reports, or a "traditional
performance appraisal," where the employees are most often reviewed only by
their managers.
The results from a 360-degree evaluation can often be used by communicators
receiving the feedback to plan and map specific paths in their methods of
communication. Results are also used by some organizations in making
administrative decisions related to corporate communication program. . When
this is the case, the 360 assessment is for evaluation purposes, and is sometimes
called a "360-degree review." However, there is a great deal of controversy as to
whether 360-degree feedback should be used exclusively for development purposes
or should be used for appraisal purposes as well.
Figure 07.05

Both giving and receiving feedback needs all skills of communication, especially
listening and great degree self-control. Those who cultivate feedback skills reap
rich benefits. Seek and arrange for feedback by allocating adequate time and
opportunity. Inviting questions from the receiver is a common method of getting
feedback. But this method may not prove effective if the receiver has not
understood your message to ask you intelligent questions. Many a times receiver/s

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have no courage to admit that they have failed to absorb what was being
explained.
In which case, it can be a good idea to ask questions on the key points so that a
lucid summary is provided for all in the process of answering all the questions put
up by the speaker. But asking questions without hurting the feelings of the persons
towards whom you are directing the questions is crucial. Under no circumstances
there should be a feeling that a person is being examined or judged. Open
questions solicit better responses.
One more means of seeking feedback is to request tactfully someone in the
group to summarize what has been said until then. You can say this exercise will
allow you to check whether You had missed any important element while
communication with them. Thus the feeling that a person’s understanding is
being questioned is eliminated and audience is eager to respond. Obtaining
feedback on physical contents of your message is not as difficult as finding out
receivers’ emotional response and critical evaluation. A simple, open question,”
how do you feel about this?” or for that matter,” how do you think you (your team)
will be affected by this?” may succeed in eliciting a home’s response.
It is neither easy to seek feedback from your juniors. They are smart enough to
tell you what you always want to hear. They will listen to you but will seldom
provide you their emotional response. For this you have to build an environment
of mutual trust and open communications as a long term goal. But honest
feedback from juniors is of much value first as they know the subject matter
thoroughly; and second, decisions arrived at by you on the data collected has to be
implemented by them. When they know their feedback is considered and reflected
in organizational decisions, they are bound to be willing to execute them, quickly
and efficiently.
Listening skills count very much for getting correct feedback. An impatient,
inattentive person cannot get a good feedback. You must be willing to maintain
silence and interested while others speak. Be alert to note their non-verbal
feedback which is provided unconsciously and indicates real emotional reactions.
In the role of receiver of communication, you have the responsibility to
provide feedback. You can check your own understanding by offering to
summarize, by asking for clarifications, and whenever possible by stating your own
views and feelings and responses to the communication. Managers are duty-bound
to provide their feedback to their direct reports, especially during appraisal
meetings. Skill in providing this feedback can turn the appraisal interview less
stressful for both the appraiser and the person being appraised. Correcting and

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training subordinates is the prime function of managers, ability to provide

feedback proves an asset in performing these two tasks.
7.4.04 Providing feedback
Some points to be remembered while providing meaningful feedback include:
a) Provide feedback on a timely basis. Feedback delayed is feedback denied.
Delayed feedback appears as grudges held by you for something that happened
long ago. Delayed feedback is another form of fault finding exercise. People relate
to what happened recently than to what happened long ago. Past is history.
b) Provide feedback in a positive manner so that a person feels mentally
prepared for it; untimely and negative feedback always puts the person on
defensive thereby losing the whole purpose of the feedback exercise.
c) Always be specific, not general nor vague. A comment “you never listen” is
too general to have any impact. It is much more preferable to say, “You were not
listening when our customer was here after lunch hours, with a complaint about
the way we handled his order for product xx we launched in April this year.”
d) Be descriptive, not evaluative. Correcting someone by saying, “you made a
serious mistake, it is not correct to scold the saleswoman we appointed last week
like that, others present there were also shocked,” is evaluative and puts the other
person on defensive. Descriptive feedback would be to say, “ you were rather
blunt with the saleswoman and did not provide her with adequate evidence, it
upset the young lady and also drew the attention of others present at the
workplace.” Here the wrong doer knows exactly what mistakes were made and
thus how to correct them. The person is in a position to understand impropriety
of his/her conduct and arrange for appropriate improvements.
e) Your feedback should be on what and how the other person said or did
something. Not on why was it done. When you ask why; you are challenging the
motives or intent of a person and that can generate resentment, suspicion or
distrust.
f) Be certain your feedback relates to things that are under control of the
person and, therefore, there is scope for their improvement. Providing feedback on
items not under control serves no purpose. Similarly provide feedback on a few
items at a time, overload confuses and depresses the person.

7.4.05 Receiving feedback

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1. Welcome constructive feedback Your attempts to find out how your

communication has been received by the audience are equally important in
improving the quality of communication. Your powers of self-perception only go
so far. People around you notice things, both good and bad, which you don’t and
you might learn from their input. There is a “virtuous circle” of feedback whereby
the more you actively seek it out, the less you can hide bad behaviour, and
generally your feedback is better. E-bay seller feedback is an excellent example of
a transparent feedback process, encouraging positive behaviours.
2. Do not Justify Your Position Telling the person why their feedback is wrong
will not work. Ever. Arguing, justifying your position or denial are all powerful
negative emotions, making the conversation more challenging than it need be.
The only way for the conversation to go is downhill, with tempers flaring and
insults flying.
3. Do Accept Feedback At Face Value Although the feedback might feel like a
personal insult challenging your whole identity, keep some perspective. The
feedback relates to specific instances, in your talk or message and now you know
about it, you have the opportunity to do something about it.
4. Do not Ruminate on Feedback Only cows need ruminate before they digest.
Chewing over feedback again and again will not make it clearer or easier to
understand, particularly if the feedback is less than glowing. Avoid the temptation
to re-enact the conversation to a friend as this only makes you feel ten times worse.
Do talk about it with someone else, but make sure you’re emotionally detached
first.
5. Do Evaluate Feedback Before Responding For example, you receive internal
customer feedback saying you don’t do “x” and they think you should. You’ve
actually spent some time considering “x”, and it’s simply not cost effective. How
about thanking them for the feedback, letting them know the history and asking
how else you could meet their needs. Chances are they will be happy enough, and
go off not noticing that you didn’t respond directly to their feedback. Slick!
Giving or receiving feedback, in particular job performance feedback, can be
an emotional roller-coaster if you let it be. Learn how to receive feedback
gracefully, giving you the emotional headspace to learn and grow from the
experience.
a) Summarize and reflect what you hear. Your feedback provider will
appreciate that you are really hearing what they are saying. You are ascertaining
that you 'are' really hearing.

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b) Ask questions to clarify. Focus on questions to make sure you understand the
feedback.
c) Ask for examples and stories that illustrate the feedback, so you know you
share meaning with the person providing feedback.
d) Just because a person gives you feedback, doesn't mean their feedback is
right. They see your actions but interpret them through their own perceptual
screen and life experiences.
e) Be approachable. People avoid giving feedback to grumpies. Your openness
to feedback is obvious through your body language, facial expressions, and
welcoming manner.
f) Check with others to determine the reliability of the feedback. If only one
person believes it about you, it may be just him or her, not you.
g) Remember, only you have the right and the ability to decide what to do with
the feedback.
Remember these tips when you provide or receive a feedback
1. Try to show your appreciation to the person providing the feedback. They'll
feel encouraged and believe it or not, you do want to encourage feedback.
2. Even your manager or supervisor finds providing feedback scary. They never
know how the person receiving feedback is going to react.
3. If you find yourself becoming defensive or hostile, practice stress
management techniques such as taking a deep breath and letting it out slowly.
4. Focusing on understanding the feedback by questioning and restating usually
defuses any feelings you have of hostility or anger.
5. If you really disagree, are angry or upset, and want to dissuade the other
person of their opinion, wait until your emotions are under control to reopen the
discussion
What you do with the feedback and how you react is your choice. Rather, than
argue individual points, respect that what has been presented to you was presented
with the intention of helping you. Choose which parts, if any, of the feedback you
will implement or explore further. Thank the provider and act accordingly.
But always finish feedback session with a Thank You.

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Activity 07.01

From nine feedbacks below, identify negative feedback. Convert them into positive
ones
1. You were a much better worker before your family member got cancer.
2. Shirish. Great job. Excellent presentation. Save it on the company data board.…
But that’s not what I was looking for…
3. You need to become a dynamic speaker!!
4. Your growth is like a tree branching out in all directions.
5. Your sense of urgency does not go unnoticed. Your passion is exemplary.
6. Thanks for taking the load while I travel around — you’re the best. Always in a
good mood even when more tasks are heaped on you!
7. We value you!
8. You always provide great service to both fellow employees and the public. They
always walk away with a smile.
9. Your review skills are good, but try to limit your conversation and let your
employees have a chance to speak. It is supposed to be a tool to open up
communication.

You can see one solution after Summary 07.06

7.4.06 Suggestion Scheme
Suggestion scheme is one more means of establishing constructive
communication in an organization.
It is a recognized programme through which employees can formally submit
their ideas for improvement for consideration by management. A suggestion
scheme helps to ensure that good ideas are not lost. Employees need to know that
they can put forward ideas, which will be evaluated objectively, and that they are a
vital and valued part of the organization. Such schemes will generate cost savings,
improvements to customer service, increased efficiencies and will improve
employee morale in the workplace. Further they provide a vital communication
channel between employees and management within the organization. Normally
suggestion scheme is an integral part of total quality and ensures that everyone in
the organization has the opportunity to be involved in continuous improvement.
The employee suggestion scheme is next to the continuous improvement
process (CIP) and employee inventions a part of innovation or idea management.
The continual corrective procedure represents guided brainstorming with a
moderator and a regularly recurrent process, whereby the suggestions of

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improvement are distinguished by spontaneous brainstorming. Remember the

employee suggestion scheme is not an instrument for giving feedback or to express
employee satisfaction.
The scheme is operated by a committee specially appointed for handling
suggestion is headed by a very senior executive of the organization.

7.05 Cross Cultural Communication

7.5.01 Introduction
We all communicate with others all the time -- in our homes, in our
workplaces, in the groups we belong to, and in the community. No matter how
well we think we understand each other, communication is hard. Just think, for
example, how often we hear things like, "He doesn't get it," or "She didn't really
hear what I meant to say." "Culture" is often at the root of communication
challenges. Our culture influences how we approach problems, and how we
participate in groups and in communities. When we participate in groups we are
often surprised at how differently people approach their work together.
Culture is a complex concept, with many different definitions. But, simply put,
"culture" refers to a group or community with which we share common
experiences that shape the way we understand the world. It includes groups that
we are born into, such as gender, race, or national origin. It also includes groups
we join or become part of. For example, we can acquire a new culture by moving
to a new region, by a change in our economic status, or by becoming disabled.
When we think of culture this broadly, we realize we all belong to many cultures at
once.
Our histories are a critical piece of our cultures. Historical experiences --
whether of five years ago or of ten generations back -- shape who we are.
Knowledge of our history can help us understand ourselves and one another
better. Exploring the ways in which various groups within our society have related
to each other is key to opening channels for cross-cultural communication.
7.5.02 Six Fundamental Patterns of Cultural Differences
In a world as complex as ours, each of us is shaped by many factors, and
culture is one of the powerful forces that acts on us. The culture is important.
One's own culture provides the "lens" through which we view the world; the
"logic"... by which we order it; the "grammar" ... by which it makes sense. In other

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words, culture is central to what we see, how we make sense of what we see, and
how we express ourselves.
As people from different cultural groups take on the exciting challenge of
working together, cultural values sometimes conflict. We can misunderstand each
other, and react in ways that can hinder what are otherwise promising
partnerships. Oftentimes, we aren't aware that culture is acting upon us.
Sometimes, we are not even aware that we have cultural values or assumptions
that are different from others.
Six fundamental patterns of cultural differences -- ways in which cultures, as a
whole, tend to vary from one another -- are described below. The descriptions
point out some of the recurring causes of cross-cultural communication
difficulties. As you enter into multicultural dialogue or collaboration, keep these
generalized differences in mind. Next time you find yourself in a confusing
situation, and you suspect that cross-cultural differences are at play, try reviewing
this list. Ask yourself how culture may be shaping your own reactions, and try to
see the world from others' points of view.
Figure 07.06

1) Different Communication Styles

The way people communicate varies widely between, and even within,
cultures. One aspect of communication style is language usage. Across cultures,
some words and phrases are used in different ways. For example, even in countries

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that share the English language, the meaning of "yes" varies from "maybe, I'll
consider it" to "definitely so," with many shades in between.
Another major aspect of communication style is the degree of importance
given to non-verbal communication. Non-verbal communication includes not only
facial expressions and gestures; it also involves seating arrangements, personal
distance, and sense of time. In addition, different norms regarding the appropriate
degree of assertiveness in communicating can add to cultural misunderstandings.
For instance, some white Americans typically consider raised voices to be a sign
that a fight has begun, while some black, Jewish and Italian Americans often feel
that an increase in volume is a sign of an exciting conversation among friends.
Thus, some white Americans may react with greater alarm to a loud discussion
than would members of some American ethnic or non-white racial groups.
2) Different Attitudes Toward Conflict
Some cultures view conflict as a positive thing, while others view it as
something to be avoided. In the U.S., conflict is not usually desirable; but people
often are encouraged to deal directly with conflicts that do arise. In fact, face-to-
face meetings customarily are recommended as the way to work through whatever
problems exist. In contrast, in many Eastern countries, open conflict is
experienced as embarrassing or demeaning; as a rule, differences are best worked
out quietly. A written exchange might be the favored means to address the conflict.
3) Different Approaches to Completing Tasks
From culture to culture, there are different ways that people move toward
completing tasks. Some reasons include different access to resources; different
judgments of the rewards associated with task completion, different notions of
time, and varied ideas about how relationship-building and task-oriented work
should go together.
When it comes to working together effectively on a task, cultures differ with
respect to the importance placed on establishing relationships early on in the
collaboration. A case in point, Asian and Hispanic cultures tend to attach more
value to developing relationships at the beginning of a shared project and more
emphasis on task completion toward the end as compared with European-
Americans. European-Americans tend to focus immediately on the task at hand,
and let relationships develop as they work on the task. This does not mean that
people from any one of these cultural backgrounds are more or less committed to
accomplishing the task or value relationships more or less; it means they may
pursue them differently.

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4) Different Decision-Making Styles

The roles individuals play in decision-making vary widely from culture to
culture. For example, in the U.S., decisions are frequently delegated -- that is, an
official assigns responsibility for a particular matter to a subordinate. In many
Southern European and Latin American countries, as well as in India, there is a
strong value placed on holding decision-making responsibilities to oneself. When
decisions are made by groups of people, majority rule is a common approach in
the U.S.; in Japan consensus is the preferred mode. Be aware that individuals'
expectations about their own roles in shaping a decision may be influenced by
their cultural frame of reference.
5) Different Attitudes Toward Disclosure
In some cultures, it is not appropriate to be frank about emotions, about the
reasons behind a conflict or a misunderstanding, or about personal information.
Keep this in mind when you are in a dialogue or when you are working with
others. When you are dealing with a conflict, be mindful that people may differ in
what they feel comfortable revealing. Questions that may seem natural to you --
What was the conflict about? What was your role in the conflict? What was the
sequence of events? -- may seem intrusive to others. The variation among cultures
in attitudes toward disclosure is also something to consider before you conclude
that you have an accurate reading of the views, experiences, and goals of the
people with whom you are working.
6) Different Approaches to Knowing
Notable differences occur among cultural groups when it comes to
epistemologies -- that is, the ways people come to know things. European cultures
tend to consider information acquired through cognitive means, such as counting
and measuring, more valid than other ways of coming to know things. Compare
that to African cultures' preference for affective ways of knowing, including
symbolic imagery and rhythm. Asian cultures' epistemologies tend to emphasize
the validity of knowledge gained through striving toward transcendence.
Recent popular works demonstrate that our own society is paying more
attention to previously overlooked ways of knowing. Indeed, these different
approaches to knowing could affect ways of analyzing a community problem or
finding ways to resolve it. Some members of your group may want to do library
research to understand a shared problem better and identify possible solutions.
Others may prefer to visit places and people who have experienced challenges like
the ones you are facing, and get a feeling for what has worked elsewhere.

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7.5.03 Respecting Our Differences and Working Together

In addition to helping us to understand ourselves and our own cultural frames
of reference, knowledge of these six patterns of cultural difference can help us to
understand the people who are different from us. An appreciation of patterns of
cultural difference can assist us in processing what it means to be different in ways
that are respectful of others, not faultfinding or damaging.
It is often noticed that, when faced by an interaction that we do not
understand, people tend to interpret the others involved as "abnormal," "weird,"
or "wrong." This tendency, if indulged, gives rise on the individual level to
prejudice. If this propensity is either consciously or unconsciously integrated into
organizational structures, then prejudice takes root in our institutions -- in the
structures, laws, policies, and procedures that shape our lives. Consequently, it is
vital that we learn to control the human tendency to translate "different from me"
into "less than me." We can learn to do this.
We can also learn to collaborate across cultural lines as individuals and as a
society. Awareness of cultural differences doesn't have to divide us from each
other. It doesn't have to paralyze us either, for fear of not saying the "right thing."
In fact, becoming more aware of our cultural differences, as well as exploring our
similarities, can help us communicate with each other more effectively.
Recognizing where cultural differences are at work is the first step toward
understanding and respecting each other.
Learning about different ways that people communicate can enrich our lives.
People's different communication styles reflect deeper philosophies and world
views which are the foundation of their culture. Understanding these deeper
philosophies gives us a broader picture of what the world has to offer us.
Learning about people's cultures has the potential to give us a mirror image of
our own. We have the opportunity to challenge our assumptions about the "right"
way of doing things, and consider a variety of approaches. We have a chance to
learn new ways to solve problems that we had previously given up on, accepting
the difficulties as "just the way things are."
Lastly, if we are open to learning about people from other cultures, we become
less lonely. Prejudice and stereotypes separate us from whole groups of people who
could be friends and partners in working for change. Many of us long for real
contact. Talking with people different from ourselves gives us hope and energizes
us to take on the challenge of improving our communities and worlds.

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7.06 Summary

Open, clear and complete communication is a must for any organization striving
to improve its performance, Individual communication is often hampered by
perceptual and language differences; information overload, listeners’ inattention,
time pressures under which employees have to operate in this competitive world,
employee emotions and other psychological factors and poor retention of
information, especially when surrounded by phones, emails, reports and
appointments.
Complexity in organizational structure, distractions / noise, media used for
communication and channels of communication can cause barriers to
organizational communication. These could be overcome by: improving personal
communication by building an ability to speak effectively as well as the ability to
listen effectively. Feedback is a major component in effective communication and
employees must know the art of providing feedback and receiving feedback.
Feedback skills is most wanted requirement in senior employees of an organization
these days with greater importance that is being placed on corporate
communication. Suggestion Scheme is considered to be an excellent means to
generate healthy and productive communication among employees.
Cross cultural communication has assumed importance with globalization of
business and growth of e-commerce. Extra care and caution has to be exercised
while dealing with persons from other cultures in the course of work.
Activity 07.01: one solution

Negative feedbacks: 1, 2, 3, and 9.

After converting them to positive feedbacks

1. You are a much better worker in spite of the fact that your family member got
cancer.

2. Shirish. Great job. Excellent presentation. Save it on the company data

board… it was what I was looking for…

3. You have now become a dynamic speaker!!

9. Your review skills are good, plus you let your employees have a chance to speak.
It is supposed to be a tool to open up communication.

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7.07 Self-Assessment Questions

1. What are major barriers to effective personal communication?

2. List down the factors that obstruct smooth flow of organizational
communication.
3. What is the role of feedback in removing obstacles to clear and complete
communication?
4. Receiving feedback is more complex that providing one. Do you agree? Why?
5. What are major considerations to be handled when engaged in cross cultural
communication?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

Video4

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Unit A - Fundamentals of Communication

Learning Objectives
After studying this chapter you should be able to understand
✓ Business communication – its origins and objectives
✓ Networks for flow of communication.
✓ Various directions of communication in an organization.
✓ Why and when to use communication in a particular direction.
✓ Employee morale and channels of communication.
✓ Company websites and 1-800 phone lines for customer satisfaction.
✓ Importance of external communication in attracting talent pool

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Structure
8.01 History of organizational communication.
8.02 Business communication networks.
8.03 Direction of business communication
8.3.01 One versus two way communication
8.3.02 Downward communication
8.3.03 Upward communication
8.3.04 lateral communication - horizontal communication
8.3.05 Diagonal communication
8.04 External communication
8.4.01 Objectives of external communication
8.4.02 Media used for external communication
8.4.03 Importance of external communication
8.05 Summary
8.06 Self-Assessment Questions

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8.01 History of Organizational Communication

Business Communication is goal oriented. The rules, regulations and policies of a

company have to be communicated to people within and outside the organization.
Business Communication is regulated by certain rules and norms. In early times,
business communication was limited to paper-work, telephone calls etc. But now
with advent of technology, we have cell phones, video conferencing, emails, and
satellite communication to support business communication. Effective business
communication helps in building goodwill of an organization.
Until 1930s, organizational communication as a discipline consisted of a few
professors within speech departments who had a particular interest in speaking
and writing in business settings. The current field is well established with its own
theories and empirical concerns distinct from other fields.
Several seminal publications stand out as works broadening the scope and
recognizing the importance of communication in the organizing process, and in
using the term "organizational communication". Nobel Laureate Herbert A.
Simon wrote in 1947 about "organization communications systems", saying
communication is "absolutely essential to organizations".
In the 1950s, organizational communication focused largely on the role of
communication in improving organizational life and organizational output. In the
1980s, the field turned away from a business-oriented approach to communication
and became concerned more with the constitutive role of communication in
organizing. In the 1990s, critical theory influence on the field was felt as
organizational communication scholars focused more on communication's
possibilities to oppress and liberate organizational members.

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Through the 1960s, 1970s and 1980s the field expanded greatly in parallel with
several other academic disciplines, looking at communication as more than an
intentional act designed to transfer an idea. Research expanded beyond the issue
of "how to make people understand what I am saying" to tackle questions such as
"how does the act of communicating change, or even define, who I am?", "why do
organizations that seem to be saying similar things achieve very different results?"
and "to what extent are my relationships with others affected by our various
organizational contexts?"
8.02 Business communication networks

Networks are another aspect of direction and flow of communication. It has been
proved that communication patterns, or networks, influence groups in several
important ways. Communication networks may affect the group's completion of
the assigned task on time, the position of the de facto leader in the group, or they
may affect the group members' satisfaction from occupying certain positions in the
network. Although these findings are based on laboratory experiments, they have
important implications for the dynamics of communication in formal
organizations.
There are several patterns of communication network: 1) Chain, 2) Wheel, 3)
Star, and 4) All-Channel.
The Chain can readily be seen to represent the hierarchical pattern that
characterizes strictly formal information flow, "from the top down," in military
and some types of business organizations. If you are a part of a chain network,
members communicate with each other in a pre-planned sequence. An example
of a chain network is an assembly-line group. In an assembly line, employees only
communicate with those whose work precede or follow their own. Like wheel
networks, chain networks do not exist in teams.
The Wheel can be compared with a typical autocratic organization, meaning
one-man rule and limited employee participation. If you are in a wheel network,
information flows from one central member of the group to the rest of the
members. Other group members may not have to communicate with each other
to perform well. An example would be a group of independent makeup
consultants who report to one regional mentor. The independent makeup
consultants do not need to interact with one another in order to perform. Wheel
networks do not exist in teams, since teams signify intense interaction between all
members of a group. The Star is similar to the basic formal structure of many
organizations. The All-Channel network is analogous to the free-flow of

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communication in a group that encourages all of its members to become involved

in group decision processes.

The Wheel can be compared with a typical autocratic organization

The All-Channel network may also be compared to some of the informal
communication networks. All progressive organizations promote this all channel
network as it pools talents of everybody who matters into decision making and
implementation process. An all-channel network is found in teams. Teamwork is
characterized with high levels of intense communication. Each team member
communicates with every other team member. Information flows in all directions.
Computer programs are often utilized to maintain effective communication in
teams due to their efficiency.
If it's assumed that messages may move in both directions between stations in
the networks, it is easy to see that some individuals occupy key positions with
regard to the number of messages they handle and the degree to which they
exercise control over the flow of information. For example, the person represented
by the central dot in the "Star” (a head of a department or a function) handles all
messages in the group. In contrast, individuals who occupy stations at the edges of

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the pattern (a machine operator in a factory or a sales representative in the field)

handle fewer messages and have little or no control over the flow of information.
These "peripheral" individuals can communicate with only one or two other
persons and must depend entirely on others to relay their messages if they wish to
extend their range.
In patterns with positions located centrally, such as the Wheel and the Star, an
organization quickly develops around the people occupying these central positions.
In such patterns, the organization is more stable and errors in performance are
lower than in patterns having a lower degree of centrality, such as the Circle.
Decisions once taken are implemented without any resistance by employees on the
periphery.
However, it was also found that the morale of members in high centrality
patterns is relatively low. The reason being only persons occupying central
positions were responsible for organizational decisions and others did not
participate. Their views were neither expressed nor considered. It was speculated
that this lower morale could, in the long run, lower the accuracy and speed of
such networks. A possibility that is not acceptable to any progressive organizations
operating in a competitive environment.
In problem solving requiring the pooling of data and judgments, or "insight," it
is suggested that the ability to evaluate partial results, to look at alternatives, and to
restructure problems fell off rapidly when one person was able to assume a more
central (that is, more controlling) position in the information flow. For example,
insight into a problem requiring change would be less in the Wheel and the Star
than in the Circle or the Chain because of the "bottlenecking" effect of data
control by central members.
It may be concluded that the structure of communications within an
organization will have a significant influence on the accuracy of decisions, the
speed with which they can be reached, and the satisfaction of the people involved.
Consequently, in networks in which the responsibility for initiating and passing
along messages is shared more evenly among the members, the group's morale in
the long run will be better.
8.03 Direction of business communication

8.3.01 One versus two way communication

One way communication is considered formal communication as it occurs in
traditional military organizations, messages have a "one-way" directional
characteristic. In the military organization, the formal communication proceeds

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from superior to subordinate, and its content is presumably clear because it

originates at a higher level of expertise and experience. Military communications
also carry the additional assumption that the superior is responsible for making his
communication clear and understandable to his subordinates. This type of
organization assumes that there is little need for two-way exchanges between
organizational levels except as they are initiated by a higher level. Because
messages from superiors are considered to be more important than those from
subordinates, the implicit rule is that communication channels, except for
prescribed information flows, should not be cluttered by messages from
subordinates but should remain open and free for messages moving down the
chain of command. "Juniors should be seen and not heard," is still an unwritten, if
not explicit, law of military protocol.
Vestiges of one-way flows of communication still exist in many formal
organizations outside the military, and for many of the same reasons as described
above. Although management recognizes that prescribed information must flow
both downward and upward, managers may not always be convinced that two-
ways should be encouraged. For example, to what extent is a subordinate free to
communicate to his superior that he understands or does not understand a
message? Is it possible for him to question the superior, ask for clarification,
suggest modifications to instructions he has received, or transmit unsolicited
messages to his superior, which are not prescribed by the rules? To what extent
does the one-way rule of direction affect the efficiency of communication in the
organization, in addition to the morale and motivation of subordinates?
These are not merely procedural matters but include questions about the
organizational climate, or psychological atmosphere in which communication
takes place. Several experiments conducted over a period of time arrived at
following conclusions:
1. One-way communication is faster than two-way communication. A reason it
is common in combat ready military organization where speed is crucial for
survival.
2. Two-way communication is more accurate than one-way communication. A
reason it is used by all competitive organizations. Traditional organizations relying
upon downward communication along the organization charts are finding it
difficult to meet competition and survive.
3. Receivers are surer of themselves and make more correct judgments of how
right or wrong they are in the two-way system. Build confidence and team spirit so
essential for organizations to prosper on all fronts.

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4. The sender feels psychologically under attack in the two-way system, because
his receivers pick up his mistakes and oversights and point them out to him. As a
result each manager is alert, consults his juniors before taking business decisions.
5. The two-way method is relatively noisier and looks more disorderly. The
one-way method, on the other hand, appears neat and efficient to an outside
observer. It has its own discipline.
Thus, if speed is necessary, if a businesslike appearance is important, if a
manager does not want his mistakes recognized, and if he wants to protect his
power, then one-way communication seems preferable. In contrast, if the manager
wants to get his message across, or if he is concerned about his receivers' feeling
that they are participating and are making a contribution, the two-way system is
better.
8.3.02 Downward communication

8.3.2.01 Characteristics: Communication that flows from a higher level in an

organization to a lower level is a downward communication. In other words,
communication from superiors to subordinates in a chain of command is a
downward communication. This communication flow is used by the managers to
transmit work-related information to the employees at lower levels. Employees
require this information for performing their jobs and for meeting the expectations
of their managers. Downward communication is used by the managers for the
following purposes -
a) Providing feedback on employees performance,
b) Giving job instructions,
c) Providing a complete understanding of the employees job,
d) Communicate them how their job is related to other jobs in the
organization,
e) Communicating the organizations mission and vision to the employees,
f) Highlighting the areas requiring employees’ attention and immediate action.
In order to have effective and error-free downward communication, managers
must:

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• Specify communication objective. Juniors immediately know what their

manager wants to convey and get into receptive mood. Both sender and receivers
stay focused on the end result to be achieved.
• Ensure that the message is accurate, specific and unambiguous. Juniors at
lower levels may not have desired level of understanding and may misunderstand
the contents. Hence need for absolute clarity.
• Utilize the best communication technique to convey the message to the
receivers in right form acceptable to them, the one with which they are familiar.
There should not be any distortions in the message during the transmission to the
receivers.
• If the instruction calls for simple task, it can be issued orally; but for other
than simple tasks all instructions better be provided in writing – it is clear, the
receiver can refer to it every step while carrying the task.
Organizational publications, circulars, letter to employees, group meetings etc.
are all examples of downward communication.
8.3.2.02 For education and training: Downward communication is
commonly used by management for education and training of its workforce.
Education is the development of general and special abilities of the mind.
Training is practical education or practice, usually under supervision, in some skill.
For the technical training in house resources are, generally employed by
management. On-the-job training is provided to apprentices and freshers. When
new employees are placed on the job, the supervisor or a senior employee in the
department watches, supervises, assists, and correct the employees till they learn
their jobs. Most of this training is informal and the amount of instruction needed
depends on the complexity of the job and capacity of employees to learn.
Impatience or lack of skill in instructing may become a barrier in such downward
communication.
When training for social skills, outside expert consultants are often employed by
most organizations and specific time bound training sessions, conferences etc. are
scheduled. Subjects like hygiene, safety, quality, pollution, noise menace,
conservation of environment, cost reduction, productivity improvement appear in
such training exercises.
Customer education has acquired priority lately. Customers who buy consumer
durables need training in using the most effectively. Companies selling products

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like Photo copy machines, computers, sewing machines, cellular phones, etc.
arrange for training of buyers. User manuals provide instructions on using the
product and some educative information about company policies and procedures.
8.3.2.03 For advice and counseling: Supervisors provide advice on matters
related to work or on personal matters if their relationship permits. A supervisor
may find it necessary to advise an errant employee on how to be more professional
and productive; such advice is effective when provided through face to face oral
communication in a confidential manner. Supervisors need tact, skill and
sympathy to be able to provide useful advice, especially when the junior person is
in high position or quite experienced.
Counseling is an organized and specialized form of advice. Specialists in
psychiatry, medicine, law advise their clients on matters in their field of
specialization. Companies concerned with their employees’ welfare, establish
counseling centres for their employees within or outside the work premises.
Services of specialists are engaged for this purpose and employees receive free
medical advice, legal advice and career guidance. Maladjustment, tension and
other problems; whether related to their job or not, can be sorted out, treated and
corrected at these company centres.
8.3.2.04 For Disciplinary action: When all reconciliatory alternatives for
correcting and improving employee behaviour fail, organizations have to resort to
disciplinary action on their employees. In view of the critical nature of the
process, communication here has always to be in writing. The process starts with a
warning letter, show cause notice, suspension and at the worst dismissal of the
employee. When employees are unionized, their union has to be involved in
communication. Opportunities have to be offered to employees to defend
themselves so that disciplinary action is taken only on just grounds. The head of
the employee’s department, Human Resource Manager and, sometimes,
company’s legal department, all together, represent the management in
disciplinary action.
8.3.03 Upward communication
Even though most of the communication in an organization is from seniors in
the organization to the juniors as observed above, some communication also
moves from lower levels in management to upper levels. In fact, progressive

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organizations encourage flow of communication upward to the management.

Upward communication is the information going from subordinates to their
supervisor or manager. The information could be reports, notifications, statuses,
complaints, rumors, concerns, questions and information in general.

8.3.3.01 One time oral or written reports

In you working life, one of your goals may be to give reports that are complete,
clear and useful. Reports that make you look competent and professional. The key
to a good report (whether it’s a verbal report or a written one) is that it addresses
the concerns of the people receiving the report. You can have the greatest
presentation and content, but if the report doesn’t answer the specific questions
and concerns of your readers or audience, the report will be lacking. The best way
to ensure your report is on track is to have a preliminary discussion with your
manager, half way between start and completion of the report, to ensure that you
have understood the concerns of the people asking for the report. This is crucial.
The conversation needs to be at the half way point, because at the start you may
not have enough insight to ask the right questions and your boss may not have all
the information to answer them.
Whenever any rare incident happens during normal working (fire, theft,
breakdown, accident etc.), you are required to submit a ‘First Information Report’
to your supervisor and heads of concerned function / department – Human
resource department in case of accident involving workers. This report is based
on you investigation into the incident. Such report state in details what happened,
when, how was it noticed, by whom, the extent of damage caused and what steps
were taken immediately to contain damage to persons and property. This report is
prepared and written by an individual.
Subsequently an investigation report has to be prepared usually by a group or
committee of concerned knowledgeable supervisors for submission to the
management so that required corrective action is arranged. This report provides
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that facts about the incident, probable causes and recommendations on corrective
action. This report is also written and approved by the group.
8.3.3.02 Periodic reports
On some occasions management entrusts you with a task that requires a few
months to complete. Naturally it expects a report from you as to how the task will
be completed by you. The report contains different stages through which the job
will be taken to completion, funds required at each stage and time schedule for
completion. Once the project is approved, it is necessary to report progress to your
supervisor at predetermined intervals.
These days most managers are too busy to receive periodic status updates,
unless the updates are significant. If not much has happened since the last time
you provided a status report, it’s best not to spend too much time preparing and
giving one. A simple NTR (nothing to report) is enough so that manager is certain
you are on the job. This is assuming you are on schedule against a completion
date. If there is nothing to report because you have not completed what needed to
be done, then you do need to provide a full report as to the reasons why you are
delaying the work. So, do not give statuses for the sake of giving them. Give them
when it’s needed. If your boss insists that you provide a status on a periodic basis,
follow the rule above.
Another periodic, usually annual, report you are required to prepare is on the
performance of employees working under your supervision. This appraisal report
is in a format prepared in advance by your Human Resource Department. Here
you report on productivity, attendance, behaviour of the employee during the
period under review. Sometimes you are also asked to recommend how employee
is to be rewarded when performance is above normal and how employee is to be
disciplined if performance is not to your satisfaction.
8.3.3.03 Asking for something
You may want to ask for a raise for yourself or one of your employees. You
may need additional resources (money, staff, authority, access to information) to
complete your project. This is perhaps the most difficult area of upward
communication: To ask your manager for something. Some people prefer to skip
the exercise altogether and live with the consequences of not asking (and not
getting) what they want.
While it may not be possible to do justice here to the subject of making
requests of your manager, let's touch on some of the basics dos:

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1. Prepare what you are going to say frankly and sincerely.

2. Describe with clarity what you need. Is it a promotion, a housing loan or
some break to pursue studies?
3. Describe why you need it. Is it for personal reasons, for your family, or as a
part of career development?
4. Describe the consequences of not getting it. This has to be handled very
delicately. If you are not promoted, you may wish to quit the job. But certainly you
cannot say so openly. May be you want to just hint at it.
5. Describe the cost, both one time and ongoing in details available with you.
8.3.3.04 Reporting Problems, Concerns and Complaints
This seems very straightforward, but there are potential pitfalls about reporting
problems:
1. To describe problems in detail and skip providing any possible solutions.
2. To report the problem to other than your supervisor, especially when you get
excited by what you wish to report. This creates “went around his /her boss”
awkwardness.
3. To report the problem in the wrong place or the wrong time, e.g. one
employee reports his need for additional training at a full departmental staff
meeting. In that example, the employee's training is an individual matter, not a
group issue.
4. Try to avoid these no-nos, instead, bring problems to the attention of your
boss and bring up also the potential solutions; share your concerns privately unless
is a group concern. Do it when your supervisor is available to talk, not when he is
a rush out to some meeting. Avoid adopting a powerless attitude, have confidence
in your approach, it will come through and make a big difference on how your
message is received. Such reports need not be necessarily written.
8.3.3.05 Floating Suggestions and Ideas
Lots of people have great ideas, but few get to see their ideas accepted and
implemented. Most organizational cultures don’t welcome change, and even when
the culture fosters innovation, people as individuals resist change. It’s just human
nature.
1. To up the odds of your idea getting considered by your manager, make sure
that you describe:

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2. How the solution will benefit the company

3. How the proposed solution is more cost effective than the existing solution.
If possible attach cost calculations to support your claim.
4. The likelihood of a successful transition from the existing solution to the new
one. Here also you can add stages by which the change can be brought about.
5. How to pull it off with the least amount of pain during the transition
6. Include a plan B, should the solution doesn’t work as planned
Most progressive companies operate an approved suggestion scheme to
welcome such communication from employees and reap harvest from their ideas
borne out of their long firsthand experience. You may have a company format in
which you communicate your ideas and become eligible for financial award if they
get implemented.
Figure 08.01

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8.3.3.06 Advantages of upward communication

To conclude we can summarize the advantages of upward communication as
follows:
1. Fosters friendly relations among the workgroups. Upward communication
helps to bring about co-operation, goodwill and understanding among employers
and employees. This stimulates friendly relations.
2. Provides valuable feedback. Upward communication provides a valuable
feedback. The superiors come to know how their plans and policies; orders and
instructions are being received and executed
3. Encourages participation and thereby motivates the workforce. By
encouraging employees to make suggestion, upward communication helps to bring
in elements of participative management in the organization.
4. Two-Way Process – seniors get a chance to respond to positive feedback
received from lower rungs of organizational hierarchy. Upward communication is
a part of a two-way process which promotes better understanding between
management and employees
5. Paves way for valuable suggestions that can add to company’s profits. The
employees are encouraged to make suggestions in the interest of the organization.
Some of these suggestions prove useful, and the employees are suitably rewarded.
6. Introducing new projects and transforming the organization. Upward
communication creates a healthy relationship between the management and the
employees and this in turn makes it convenient for the management to introduce
new schemes or projects. There is lesser resistance to change.
7. Employee morale is boosted Upward communication develops and improves
employer-employee relations and promotes employee morale.
8.3.3.07 Disadvantages of upward communication
Upward communication has a few disadvantages that need to be taken into
consideration:
1. Resistance from employees. Employees rarely initiate upward
communication as they are afraid of being ignored. Such communication often
meets with improper recognition, so they hesitate to initiate it again. The
organization needs to sensitize its supervisors to encourage upward
communication.

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2. Fear of Incompetence. The subordinates communicating upwards and

opening way to improve performance sometimes results in superiors fearing that
their managers may regard it as a reflection on their own competence (or rather
incompetence.)
3. Indecisive superiors. If the superiors do not take any decision in the light of
upward communication, the employee's lose confidence in their superiors. This
can have a negative impact on employee morale.
4. Messages not heard. Often messages do not travel upwards; they merely rest
with the inactive or indifferent superior. Some managers are poor listeners; some
simply 'hear' messages without taking any action. This defeats the whole purpose
of such communication.
5. Unwillingness to Admit Failure. Many employees in lower hierarchy are
insecure about their jobs and uncertain about their future prospects. They,
therefore, feel unwilling to discuss their on-the-job problems with their superiors.
This factor limits flow and volume of upward communication.

8.3.04 Lateral Communication - Horizontal Communication

Lateral or horizontal communication is defined as the exchange, imparting or
sharing of information, ideas or feeling between people within a community, peer
groups, departments or units of an organization who are at or about the same
hierarchical level as each other for the purpose of coordinating activities, efforts or
fulfilling a common purpose or goal.

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Horizontal communication is one of the essential communication skills we

need in life. This communication helps to promote teamwork and facilitates
coordinated group effort within a group or organization. It usually is less
structured and informal compared to vertical communication. This is true if the
communication is coming from or going to upper management or from the group
down to end consumers.
This communication may take place as telephone calls, e-mails, memos, letters,
informal discussions, gossip, teleconferencing, videoconferencing, Second Life
conferencing, and meetings set up by the group.
Lateral communication is the grease that makes the machinery of a business
operates smoothly. If the horizontal communication is effective, the potential to
improve and grow is high.
In one study in the US, it was found that how the members of a group get and
deal with information can affect the performance of the group as a whole.
Within any organization there are differences in the way groups or
departments within that organization communicate. The more complex the
organization, group or even community; the more scope for such differences. In
any IT company, there are strategists, managers, programmers, developers, client
owners, secretaries, mail runners, office boys, lift operators, cleaners and more.
Each has their unique language. Failure to meet the audience needs (the audience
being anyone outside your group) will result in ineffective communication.
To improve horizontal communication, knowing the audience is essential for
speakers. When speaking laterally to a group outside the speakers knowledge base
requires making adjustments so as to best reach the audience. Avoiding unfamiliar
terms; that does not mean dumbing down your speech. It does mean to say it in
the simplest way with the greatest economy of words to end up with the same
meaning as a more scientific or technological expression. Audiences on the whole
cannot absorb as much information as we can spew out. To give more than can be
retained is like giving a drink of water to someone from a full five gallon bucket
and you, the speaker are holding the bucket.
Proper pronunciation is not only a courtesy to extend, without it; you could
lose the respect of your audience. Do not just say "whatever the pronunciation is"
or in some other way gloss over it. If you do not know, simply ask and learn how
to say it. That is, if you are a professional. Learn how to say it right.
Coherence is essential because this is how our minds work. To jump around or
jump in with an audience that does not speak the same technical language will

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only serve to frustrate and confuse. Each thought needs to connect with the next
coherently to have good lateral communication. Clear Speech, Fluency, Pausing,
and Gestures all can play a part in improving lateral communication. Mastering
the speaker skills is one of the best ways to master lateral communication.
To conclude here are the functions that can be effectively carried through
lateral / horizontal communication.
1. Exchange of information.
2. Discussions, reviews, decision making.
3. Coordination of activities.
4. Conflict resolution.
5. Day to day problem solving.
6. Advice and counseling.
7. Social and emotional support.

8.3.05 Diagonal communication

Communication that takes place between a manager and employees of other
workgroups is called diagonal communication. It generally does not appear on
organizational chart. For instance - To design a training module a training
manager interacts with operations personnel to enquire about the way they
perform their task. New entrants to the organization communicate with managers
of other departments when they are deputed on a familiarization training
program before they take up their regular work.

8.04 External communication

Businesses thrive on communication. External communications is a field that

covers the wide variety of methods that a company may use to catch the public’s
attention. In certain cases, companies utilize interactive external communication
methods, allowing the public to voice opinions and concerns. Companies may hire
public relation firms or develop special internal departments to handle these
communications and improve the supplier’s relationship with the consumer.
8.4.01 Objectives of external communication
1. Building public image: an organization projects an image of itself upon
public, through its communication as its conduct. People develop and hold a

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collective opinion about the services, credibility, integrity, and dependability of an

organization. This public opinion is formed by the perception of people about the
behaviour of the organization as a whole and of the individuals who are its
members. Through external communication the organization builds its corporate
image.
2. Creating positive customer perception: external communication is also
utilized to create positive impression in the minds of customers about the
organizations products and services. This objective is achieved by adopting
required publicity strategy. In addition to supply of quality products and service
at reasonable prices, customer demand for organization’s products and services is
nurtured through external communication, publicity and advertising.
3. Attracting potential employees: the more people know about the
organization, its policies with regard to employees and customers better the public
response to its recruitment drives and advertisements. The organization can draw
best talent through positive external communication
4. Securing finance at preferred terms: external communication in the form of
press conferences assists organizations in establishing their sound financial position
with banks and other financial institutions.

8.4.02 Media used for external communication

8.4.2.01 Company website: This is a common form of external
communication. A professionally designed website may add to a company’s
credibility, while a poor design may negatively influence the consumer’s faith. A
website can keep the public up to date on a company’s activities and events such as
launching of new products and services, important orders secured, periodic
financial results, change, if any, in management structure. In addition, message
boards and contact information provide consumers with an opportunity to
respond to the company. Sometimes, companies will develop in house facility
specifically devoted to managing websites. Otherwise the job is entrusted to
specialists in the field.
Each business web site has critical pages on:
• Contact Us
• Request a Quote

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• Location
• Home Page
• Splash Page
• About Us
• Products
• Testimonials
• News
• Events
• Partners
• Distributors
• Solutions
• Markets
• FAQs
• Company Outline
• Knowledge Base
• Management Team 
• ...and so on.
You will notice that all the data your customers, employees need is available
here.
Each business web site carries following critical website functions:
• Search Function
• Secure Web Pages
• Banner Types 
• RSS and ATOM Feeds
• Blog
• Forums
• Contact Forms

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• Workflow Forms 
• Live Chat
• Calendar 
• File Download and Uploads
• Galleries
• Website Skin / Theme
• Site Maps
• Google Maps
• Calendar / Events 
• Guestbook 
• Google Analytics
• Google Business Location
• Google Ad words
• Newsletters
• Tabs
• User Website Roles
• Customer Profiling
• ...and so on. 

8.4.2.02 Press releases: They are written or recorded statements that a

company distributes to media outlets such as newspapers and radio stations. In
most cases, these releases are required to contain strictly newsworthy information
regarding company services and products. Companies may include press releases
in full press kits. A press release, news release, media release, press statement or
video release is a written or recorded communication directed at members of the
news media for the purpose of announcing something ostensibly newsworthy.
Typically, they are mailed, faxed, or e-mailed to assignment editors at newspapers,
magazines, radio stations, television stations, or television networks.

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Websites have changed the way press releases are submitted. Commercial, fee-
based press release distribution services, such as news wire services, or free website
services co-exist, making news distribution more affordable and leveling the
playing field for smaller businesses. Such websites hold a repository of press
releases and claim to make a company's news more prominent on the web and
searchable via major search engines.
Press Release
Some Key Things to Remember

•Stay away from hype-bloated phrases like "breakthrough", "unique", "state-of-the-

art", etc.
• Always write it from a journalist's perspective. Never use "I" or "we" unless it's in a
quote.
• Read lots of good newspaper writing, such as the Economic Times or the Financial
Express to get a feel for the style.
• Shorter is better. If you can say it in two pages, great. If you can say it in one page,
better.

The use of press releases is common in the field of public relations (PR). Typically,
the aim is to attract favorable media attention to the PR professional's client and/
or provide publicity for products or events marketed by those clients. A press
release provides reporters with an information subsidy containing the basics
needed to develop a news story. Press releases can announce a range of news
items, such as scheduled events, personal promotions, awards, new products and
services, sales and other financial data, accomplishments, etc. They are often used
in generating a feature story or are sent for the purpose of announcing news
conferences, upcoming events or a change in corporation.
A press statement is information supplied to reporters. This is an official
announcement or account of a news story that is specially prepared and issued to
newspapers and other news media for them to make known to the public.
Technically, anything deliberately sent to a reporter or media source is
considered a press release: it is information released by the act of being sent to the
media. However, public relations professionals often follow a standard format that
they believe is efficient and increases their odds of getting the publicity they desire.
The format is supposed to help journalists separate press releases from other PR

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communication methods, such as pitch letters or media advisories. Generally, a PR

body consists of 4 to 5 paragraphs with word limit ranging from 400 to 500.

Headline – used to grab the attention of journalists and briefly summarize the
news.
Dateline – contains the release date and usually the originating city of the press
release. If the date listed is after the date that the information was actually sent to
the media, then the sender is requesting a news embargo, which journalists are
under no obligation to honor.
Introduction – first paragraph in a press release, that generally gives basic
answers to the questions of who, what, when, where and why.
Body – further explanation, statistics, background, or other details relevant to
the news.
Boilerplate – it is a general a short "about" section, providing independent
background on the issuing company, organization, or individual.
Media contact information – name, phone number, email address, mailing
address, or other contact information for the PR or other media relations contact
person.
As the Internet has assumed growing prominence in the news cycle, press
release writing styles have necessarily evolved. Editors of online newsletters, for
instance, often lack the staff to convert traditional press release prose into more
readable, print-ready copy. Today's press releases are therefore often written as
finished articles which deliver more than just bare facts. A stylish, journalistic
format along with perhaps a provocative story line and quotes from principals can
help ensure wider distribution among Internet-only publications looking for
suitable material.
8.4.2.03 Email and newsletters: A company can release mass emails to a
target audience such as consumers or shareholders. These emails can also take the
form of electronic newsletters that the company distributes on a regular basis. In
most cases, individuals can choose to subscribe to these newsletter notices through
company websites. Subscribers are then free to cancel their subscription if the
newsletters fail to meet expectations
8.4.2.04 Telephone Calls: A company can use telephone calls to reach
individuals in its target audience. These calls may consist of prerecorded messages
offering sales information and opportunities. This strategy may cross into the field

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of telemarketing, in which services are offered directly through telephone calls.

These days progressive organizations use 1-800 live phone service to attend on
their customers. Whether on a support call or a sales pitch, no business owner
wants their clients hanging up the phone in frustration. Between long waits on
hold, busy signals and endless mazes of automated answering machines,
consumers get fed up with the lack of professionalism in the customer service
arena. With customers expecting less and less from their support channels,
modern organizations use the opportunity to make a lasting impression by hiring a
live answering service from 1-800. This service treats each caller like a valued
customer over the phone
These days, phone support offers the bare minimum for customers with
questions and concerns. Businesses that sacrifice quality customer service risk
losing loyal customers and failing to hook first-time buyers. By giving callers a
memorable experience on the phone, your brand has the advantage of standing
out against a backdrop of mediocre customer service that has sadly become the
industry standard.
You can give your customers what they really want by hiring a live answering
service that will work to solve problems as quickly as possible. Who has the
patience to wait on hold when they have a simple question that could quickly be
addressed by a live answering service.
Customer retention is crucial for every successful brand, and a live answering
service is one of the best ways a company can ensure that its clients stay satisfied.
Not only will your customers appreciate the speed and ease of speaking to a real
person on the phone, they will likely recommend your brand to others while
emphasizing their excellent support experiences. Hiring a live answering service is
an investment in both your loyal customers and new callers.
8.4.2.05 Media Interviews and Press Conferences: A company can
arrange media interviews and press conferences to make announcements or to
respond to emergency issues. Journalists attend these media events so they can ask
questions, make comments and record data for later reports. A company often
chooses an experienced spokesperson to head the event. A poorly prepared
spokesperson may cost the company credibility. This media is popular whenever
the organization has any major event to announce to the public like those
connected with product line, acquisitions, major management or ownership shifts
etc. Organizations also maintain business communication with customers and
public via newspaper, magazine advertisements and insertions.

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8.4.03 Importance of external communication

1. Creates a Strong Identity
Consistent external communication helps businesses create a unique and
desirable public identity, both to consumers and other professionals. By facilitating
constant communication among customers and other businesses, the public will
relate positively to your organization. In return, you will begin building a positive
brand and reputation in the community.
2. Establishes Thought Leadership
External communication also establishes your organization as a leading light in
your business sector. By positioning yourself as thought leader in your industry,
potential employees, clients and business partners will look up to your company for
guidance in case of problems in the industry or shifts in market dynamics.
3. Beats competition
When you start a business, you’re a small fish in a big pond. Whichever sector
you’re in, there will be a lot of competitors who are both more established than
you, and who are already using PR. You need an external communications
strategy to compete with them and to communicate effectively with the market.
You need to be able to bestow legitimacy among target markets, investors and
stakeholders.
8.05 Summary

Business Communication is goal oriented. The rules, regulations and policies of a

company have to be communicated to people within and outside the organization.
Business Communication is regulated by certain rules and norms. In early times,
business communication was limited to paper-work, telephone calls etc. But now
with advent of technology, we have cell phones, video conferencing, emails, and
satellite communication to support business communication. Effective business
communication helps in building goodwill of an organization.

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Communication networks may affect the group's completion of the assigned

task on time, the position of the de facto leader in the group, or they may affect
the group members' satisfaction from occupying certain positions in the network.
There are several patterns of communication network: 1) Chain, 2) Wheel, 3) Star,
and 4) All-Channel.
The Chain can readily be seen to represent the hierarchical pattern that
characterizes strictly formal information flow, "from the top down," in military
and some types of business organizations. The Wheel can be compared with a
typical autocratic organization, meaning one-man rule and limited employee
participation. If you are in a wheel network, information flows from one central
member of the group to the rest of the members. The All-Channel network may
also be compared to some of the informal communication networks. All
progressive organizations promote this all channel network as it pools talents of
everybody who matters into decision making and implementation process. One
way communication is considered formal communication as it occurs in
traditional military organizations, messages have a "one-way" directional
characteristic. Because messages from superiors are considered to be more
important than those from subordinates, the implicit rule is that communication
channels, except for prescribed information flows, should not be cluttered by
messages from subordinates but should remain open and free for messages moving
down the chain of command. Two-way communication is more accurate than
one-way communication. A reason it is used by all competitive organizations.
Traditional organizations relying upon downward communication along the
organization charts are finding it difficult to meet competition and survive.
Communication that flows from a higher level in an organization to a lower
level is a downward communication. This communication flow is used by the
managers to transmit work-related information to the employees at lower levels.
Employees require this information for performing their jobs and for meeting the
expectations of their managers. It is very useful for education and training; advice
and counseling and for disciplinary action.
Even though most of the communication in an organization is from seniors in
the organization to the juniors as observed above, some communication also
moves from lower levels in management to upper levels. In fact, progressive
organizations encourage flow of communication upward to the management.
This upward communication is valuable for one time oral or written reports;
periodic reports; asking for something, reporting problems, concerns and
complaints as well as for floating suggestions and ideas. It fosters friendly relations
among the workgroups; provides valuable feedback. Upward communication

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provides a valuable feedback and encourages participation and thereby motivates

the workforce. For building employee morale effective upward communication is
an absolute.
Lateral or horizontal communication is defined as the exchange, imparting or
sharing of information, ideas or feeling between people within a community, peer
groups, departments or units of an organization who are at or about the same
hierarchical level as each other for the purpose of coordinating activities, efforts or
fulfilling a common purpose or goal.
Communication that takes place between a manager and employees of other
workgroups is called diagonal communication. It generally does not appear on
organizational chart. External communication creates a strong identity, establishes
thought leadership and helps beat competition.

8.06 Self-Assessment Questions

1. Describe different networks used for communication within an organization.

Which one is effective in competitive environment? Why?
2. In which business communication morale of employees is generally low?
Why?
3. In which circumstances downward communication is effective?
4. Upward communication builds employee morale. Do you agree? Provide
reasons.
5. Lateral business communication has its own advantages, what are they?
6. Write a short note on company websites

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

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Unit A - Fundamentals of Communication

Figure 09.01 - Listening Tool Box

Learning Objectives
After studying this chapter you should be able to understand

✓ Listening – an art and science

✓ Factors affecting good listening
✓ Four stages in the process of listening
✓ How to be a good listener?
✓ How will you ensure you are being listened to?
✓ Barriers to effective listening
✓ Strategies to remove these barriers.

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Structure
9.01 Listening – an art and science
9.1.01 Sensing
9.1.02 Understanding
9.1.03 Evaluating
9.1.04 Responding
9.02 How to be a good listener?
9.2.01 Hear
9.2.02 Be attentive
9.2.03 Stay away from distractions
9.2.04 Wait before you respond
9.2.05 Concentrate
9.2.06 Visualize
9.2.07 Hear nonverbal messages
9.2.08 Observe. Listen. Ask.
9.03 Ensure they are listening to you - safeguards
9.3.01 Choose the right time.
9.3.02 Choose the right place
9.3.03 Remove distractions
9.3.04 Organize and clarify ideas in your mind.
9.3.05 Be clear.
9.3.06 Stay on topic.
9.3.07 Make use of time.
9.3.08 Thank your listener(s).
9.04 Barriers to effective listening
9.4.01 Knowing the answer
9.4.02 Trying to be helpful
9.4.03 Treating discussion as competition
9.4.04 Trying to influence or impress
9.4.05 - Reacting to red flag words
9.4.06 Believing in language
9.4.07 Mixing up the forest and the trees
9.4.08 Over-splitting or over-lumping
9.05 Summary
9.06 Self-Assessment Questions

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9.01 Listening - an art and science

The Art of Listening. Learn How to Develop Your Listening Skills

In 2014 the art of listening is a lost art. A magazine article published as back as in
1960, notes how people in conversations are often not good listeners. It indicated
that people keep talking when they should be listening. When they do have a
chance to listen, their thoughts are elsewhere, and perhaps even thinking of what

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they will say next. With all our communication advances, it is something we may
have neglected over last 54 years.
Learning the art of listening is vital for successful managers. To be a great
speaker, you need to be a great listener. For your message to reach the ears of
those you speak to, you need to know what they want to hear. Everyone has a job
to be done. You can only find out what that is by listening to what your audience is
saying prior to preparing your speech.
Listening is defined as applying oneself to hearing something. In verbal
communication it is to hear while giving attention to what is being said. It is an
ability that can be cultivated and practiced into a skill. From this standpoint it can
be viewed as an art. Our listening efficiency can be affected by numerous factors.
How much we have on our minds, recently hearing distressing event in the market
or office, and even culture can affect our listening efficiency.
Of all kinds of skills of communication, listening is the most important of all.
Communication process succeeds the moment the message has been clearly
understood by the receiver. This can happen only when the receiver listens and
digests your message. Although listening is such a critical part in our daily life, it is
never taught in schools or colleges. In these all the focus is on writing, reading and
speaking only.
Figure 09 . 02
How does a manager engage in communication

While in reality, as per one study, managers in all organization spend their
communication time as under:-
Writing 9%
Reading 16%
Speaking 30% and balance 45% in listening.

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The higher your position in the organization, the greater is your listening
responsibility.
Effective Listening or science of listening is knowing the difference between
what is said, what you hear, and what is meant. Effective listening involves four
stages.
9.1.01 Sensing
The sense of hearing is being employed to take in the message. Our minds
have the ability to listen four times faster than a person can talk. One challenge to
effective listening would be focusing our minds on hearing what is said rather than
the several other things going on in our lives at any given moment. To improve the
skill, look directly at the person talking. As you hear the words said, also start
reading the body language. Listen for tone and intonation. With advancement in
the art, you will be able to notice even more subtle body language such as pupil
movement. On the flip side, if your taking part in public speaking, your audience
will face the same challenge you do with the art of listening. Understanding this
will be an aid to developing and improving your public speaking skills. If you can
repeat the speaker’s words, you have heard the message. This stage may fail if
there is a great deal of noise (unfavorable physical environment) or if the listener is
occupied in some other activity (unfavorable psychological environment).
9.1.02 Understanding
Understanding means processing and interpreting of the message. Rather than
thinking what you are going to say next, try to think of what is being said from the
standpoint of the communicator. Think of yourself as their advocate and your
purpose is to help everyone understand what the speaker is trying to
communicate. If the listener fails to interpret correctly the words heard, the
message is misunderstood. This happens because of varying levels of knowledge,
vocabulary, experience, attitudes, culture and background. Such failure occurs
often because listener has not paid required attention towards speaker’s nonverbal
communication through body language.
9.1.03 Evaluating
Evaluation requires appraising the message. Tap into the filing cabinet of your
little gray box on conveniently mounted on the top of your body. First sort and
classify what you are hearing. What are the implications, the applications, benefit
or damage of the information? You will have plenty of time to draw a conclusion.
You will only have a few seconds to quickly make a fool of yourself however. So

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put prejudices aside. Stifle any desire to respond emotionally. The cliché, consider
the source is not only outdated, it could be costly advise to follow. I have worked
with numerous supervisors who for whatever reason choose not to progress beyond
their station in the organization. Some have developed their knowledge and
assessment skills beyond that of many others and built successful careers. For me
personally, when they bring a bit of information to me I take heed. I cannot tell
how many times mishaps, expenses have been saved because of listening to their
input. For future public speaking jobs, it is vital you not only learn about your
audience, you need to practice the art of listening on them. Find out what floats
their boats. Find out how best to reach them.
Or if you happen to listen to a sales talk, you may believe or not believe in
benefits being claimed by sales person, your judgment to buy or not to buy is
crucial part of the listening process.
9.1.04 Responding
Response is acting on the message. You will benefit little if you do not act on
the direction or advice. A simple credo in this regard, there are three things a true
professional does not do when being given counsel or advice - justify, minimize or
shift the blame. Reasonableness in the art of listening dictates that there is always
more to learn on a subject. This response allows speaker to know whether the
message was correctly delivered and communication was successful. If your public
speaking is reasonable, it will be easy for the audience to be reasonable in listening
to you.
Not only will improved communication help your relationships, it will help
your bottom line. What is the foundation of the information age? Is it not
communicating information? Improvement in listening to the wants and needs of
customers will increase the ability to meet and satisfy those needs thereby
increasing sales volumes. More importantly however, it will enrich your life. How
many problems could be solved if we practiced good communication?
Thus process of hearing to listening travels through getting ready to listen,
listening to understand and no to refute (at this stage), maintain emotional
balance, focus on main ideas, avoid day dreaming and final get the message – you
may make notes if necessary.

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Figure 09.03 - The process of hearing to listening.

9.02 How to be a good listener

9.2.01 Hear
Here is a trick question for you, reader. What do you hear right now? If your
home is like mine, you hear the humming sound of a your computer / printer, the
low throbbing of traffic from the nearby highway and the noise created by the
cartoon characters on the TV next door being watched by your kids at home.
The slight trick in the question is that, by asking you what you were hearing, I
prompted your brain to take control of the sensory experience — and made you
listen rather than just hear. That, in effect, is what happens when an event jumps
out of the background enough to be perceived consciously rather than just being
part of your auditory surroundings. The difference between the sense of hearing
and the skill of listening is attention.
Hearing is a vastly underrated sense. We tend to think of the world as a place
that we see, interacting with things and people based on how they look. Studies
have shown that conscious thought takes place at about the same rate as visual

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recognition, requiring a significant fraction of a second per event. But hearing is a

quantitatively faster sense. While it might take you a full second to notice
something out of the corner of your eye, turn your head toward it, recognize it
and respond to it, the same reaction to a new or sudden sound happens at least 10
times as fast.
This is because hearing has evolved as our alarm system — it operates out of
line of sight and works even while you are asleep. And because there is no place in
the universe that is totally silent, your auditory system has evolved a complex and
automatic “volume control,” fine-tuned by development and experience, to keep
most sounds off your cognitive radar unless they might be of use as a signal that
something dangerous or wonderful is somewhere within the kilometer or so that
your ears can detect.
9.2.02 Be attentive
This is where attention kicks in. Attention is not some monolithic brain process.
There are different types of attention, and they use different parts of the brain.
The sudden loud noise that makes you jump activates the simplest type: the startle.
A chain of five neurons from your ears to your spine takes that noise and converts
it into a defensive response in a mere tenth of a second — elevating your heart
rate, hunching your shoulders and making you cast around to see if whatever you
heard is going to pounce and eat you. This simplest form of attention requires
almost no brains at all and has been observed in every studied vertebrate.
More complex attention kicks in when you hear your name called from across a
room or hear an unexpected birdcall from inside a subway station. This stimulus-
directed attention is controlled by pathways through the temporo-parietal and
inferior frontal cortex regions, mostly in the right hemisphere — areas that process
the raw, sensory input, but don’t concern themselves with what you should make
of that sound. (Neuroscientists call this a “bottom-up” response.)
But when you actually pay attention to something you are listening to, whether
it is your favorite song or the cat meowing at dinnertime, a separate “top-down”
pathway comes into play. Here, the signals are conveyed through a dorsal pathway
in your cortex, part of the brain that does more computation, which lets you
actively focus on what you’re hearing and tune out sights and sounds that aren’t as
immediately important.
In this case, your brain works like a set of noise-suppressing headphones, with
the bottom-up pathways acting as a switch to interrupt if something more urgent
— say, an airplane engine dropping through your bathroom ceiling — grabs your

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attention. Hearing, in short, is easy. You and every other vertebrate that hasn’t
suffered some genetic, developmental or environmental accident have been doing
it for hundreds of millions of years. It’s your life line, your alarm system, and your
way to escape danger and pass on your genes.
9.2.03 Stay away from distractions
But listening, really listening is hard when potential distractions are leaping into
your ears every fifty-thousandth of a second — and pathways in your brain are
just waiting to interrupt your focus to warn you of any potential dangers.
Listening is a skill that we’re in danger of losing in a world of digital distraction
and information overload.
And yet we dare not lose it. Because listening tunes our brain to the patterns of
our environment faster than any other sense, and paying attention to the nonvisual
parts of our world feeds into everything from our intellectual sharpness to our
dance skills. Luckily, we can train our listening just as with any other skill. Listen to
new music when jogging rather than familiar tunes. Listen to your dog’s whines
and barks: he is trying to tell you something isn’t right. Listen to your supervisor’s
or colleague’s voice — not only to the words, which after a few years may repeat,
but to the sounds under them, the emotions carried in the harmonics. Stop
Talking! You can't multi-task speaking and listening. If you're talking, you're not
listening. This rule also applies to the talking inside your head. If you're thinking
intently about what you want to say, you're not listening to what is being said.
“Our boss never listens to us” is not just the complaint of a problematic
relationship; it has also become an epidemic in an organization that is exchanging
convenience for content, speed for meaning. The richness of life doesn’t lie in the
loudness and the beat, but in the timbres and the variations that you can discern if
you simply pay attention. After all by not listening it is the boss who is at a loss not
the workers who talk to him.
9.2.04 Wait before you respond
Do not be in hurry to form your opinion How often we have passionately
expressed a gut reaction only to become turned around and regret what we said
after hearing more of the facts? Hearing the ‘complete’ story? Allow for a
thoughtful pause between reacting, a space in which to ask yourself, "Do I have
the whole story?" People are unique. We tend to create labels like Liberal, Dead
Head, Wise Guy, and think we know what's inside. Suddenly, we believe we know
everything about someone, but they are not really all alike. More you listen, more
do you realize this fact. While we may not consciously feel the need to be right, we

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tend to have certain ideas about reality and feel groundless when they're
threatened. Groundless now and then isn't a bad thing. Without it we can't break
new ground or find common ground; it's okay to be unsure.
9.2.05 Concentrate
When someone is speaking, stay focused. If you're paying attention, you are
likely be showing signs of focus – such as making eye contact – without thinking
about it at all. Below are some of the ways we show we're listening. Maintain eye
contact. In the US, not making eye contact has the connotation of someone
untrustworthy. But realize, too, that steady eye contact in some cultures is
considered impolite or aggressive. Give non-verbal clues. Nod, lean toward the
speaker, take on the general demeanor of someone who is interested. Encourage
the speaker to go on. Especially over the phone, hearing no response feels like no
one is listening. Do not be a verbal trespasser. A verbal trespasser is one who
interrupts or finishes the speaker's sentences. Allow speaker to complete in his /
her own words.
9.2.06 Visualize
Visualization is a technique that can enhance listening: a picture is worth a
thousand words. One way to use visualization is to visualize what you are being
told. Some people are more visual than others. If visualization is more a chore
than a help, you may not be a visual person. But anything new takes some
adjustment and might take a few tries before feeling natural. The first step in
remembering names is deciding that they are important to remember. Listen when
you're told about someone prior to introductions. Repeat the names when you are
introduced. Make associations to remember names.
9.2.07 Hear nonverbal messages
Do you know, you need your eyes as well as ears to listen? Nonverbal message
can only be seen, and not heard. A spoken message does not come only through
words. And nonverbal message can occupy as much as 90% of the contents in a
message. In order to get the message from the speaker, you have to pay attention
to body language which carries 55% of the meaning and the tone of voice which
carries 35% of the meaning. The speaker’s body language and voice can tell about
speaker’s state of mind and feelings. How many times have been influenced by the
way a person looks at you? And by someone’s tone of voice?
Facial expressions, gestures, and posture are important carriers of meaning.
Over-enthusiasm or excitement can be seen in a person’s face and gestures.

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Posture shows the level of interest a person feels in the current activity. Lack of eye
contact, looking away, and turning the corners of mouth downward all show that
the speaker is unhappy. To be a good listener, you have to be aware of your own
body language also. Your body language can affect the speaker. Remember, you
can stay silent but you can hardly disguise your body language.
9.2.08 Observe. Listen. Ask.
Ask open questions. Open questions encourage the speaker. They elicit a more
detailed response than closed questions. "What" and "Why" are usually helpful
starts to open questions. Going into a listening situation with questions in your
mind will help you remember and, often, put information into the framework of
your existing knowledge. Listen to body language and be quick to clarify
assumptions if you are unsure or are getting a negative message. Observe. Listen.
Ask. Also summarize what you understood and check with the speaker.
Summarizing is often helpful, especially if you have had a misunderstanding, are
unsure of expectations, or have just reached an agreement. Ensure that everyone
is coming away with the same idea. In case you have missed something, it is likely
that it could be the case with other listeners too. All of you get a chance to clear
your understanding when the speaker comments on your summary. We must be
aware of the speaker, aware of verbal and non-verbal cues, and aware of our own
listening strengths and challenges.

9.03 Ensure they are listening to you - safeguards

Here are the eight steps to ensure your audience is listening to you
9.3.01 Choose the right time. As the cliché states, there is a time and a place
for everything, and communicating is no different. Avoid leaving discussions about
heavy topics such as finances or weekly planning until late evening. Few people will
be thrilled to be faced with sorting out major issues when they're at their most
tired. Instead, leave heavy topics for mornings and afternoons when people are
alert, available, and more likely to be able to respond with clarity. Successful
managers have observed that if they wish to discuss a matter which can evoke
strong reactions, bringing them up during coffee or lunch breaks brings good
results. Listeners being in casual environment are more cordial and less aggressive
to ideas being presented to them. Many a times a solution that has support of all
participants has been arrived at during such communications.

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9.3.02 Choose the right place. If you need to tell someone something that
isn't going to be well received (such as news of loss of a customer or delay in
promotion), do not say it in public, around colleagues or near other people. Be
respectful and mindful of the person receiving the communication and
communicate to them in a private secluded place. This will also enable you to
provide space to open dialog with them about the communication, and helps to
ensure that the two-way process is occurring properly. If you are presenting to a
group of people, be sure to check the acoustics beforehand and practice projecting
your voice clearly. Use a microphone if needed to ensure that your audience can
hear you.
9.3.03 Remove distractions. Turn off ALL electronics that could go off
during the conversation. You can request the participants to switch off their
mobile phones or keep them on silent (not vibration – as it will distract the
particular listener) mode If the phone rings, laugh it off the first time, then
request to turn it off immediately and continue talking. Do not allow external
distractions to act as crutches that keep sidetracking your concentration. They will
distract both you and your listener, and effectively kill the communication.
9.3.04 Organize and clarify ideas in your mind. This should be done
before you attempt to communicate these ideas. If you are feeling passionate
about a topic, you may become garbled if you haven't already thought of some
key points to stick to when communicating it. A good rule of thumb is to choose
three main points and keep your communication focused on those. That way, if
the topic wanders off course, you will be able to return to one or more of these
three key points without feeling flustered. Writing these key points down (if
appropriate) can also help.
9.3.05 Be clear. Make it clear what you are wishing to convey from the outset.
For example, your purpose could be to inform others, obtain information or
initiate action. People need to know in advance what you expect from your
communication.
9.3.06 Stay on topic. Once you start addressing your three main points, make
sure everything you're saying adds to the conversation or debate. If you have
already thought through the issues and the essence of the ideas that you wish to
put across, it is likely that some pertinent phrases will stick in your mind. Do not
be afraid to use these to underline your points. Even very confident and well-
known speakers reuse their key lines again and again for major effect.

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9.3.07 Make use of time. Every now and then take a breather. Look into the
eyes of the listeners to understand whether the message is being received the way
you wished. If not use the technique of questioning.
9.3.08 Thank your listener(s). Thank the person or group for the time
taken to listen and respond. No matter what the outcome of your communication,
even if the response to your talk or discussion has been negative, it is good
manners to end it politely and with respect for everyone's input and time.

9.04 Barriers to effective listening

The following are eight common barriers to good listening, with suggestions for
overcoming each.
9.4.01 Knowing the answer
"Knowing the answer" means that you think you already know what the
speaker wants to say, before she actually finishes saying it. You might then
impatiently cut her off or try to complete the sentence for her. Even more
disruptive is interrupting her by saying that you disagree with her, but without
letting her finish saying what it is that you think you disagree with. That's a
common problem when a discussion gets heated, and which causes the discussion
to degrade quickly. By interrupting the speaker before letting her finish, you're
essentially saying that you don't value what she's saying. Showing respect to the
speaker is a crucial element of good listening. The "knowing the answer" barrier
also causes the listener to pre-judge what the speaker is saying -- a kind of closed-
mindedness. A good listener tries to keep an open, receptive mind. He looks for
opportunities to stretch his mind when listening, and to acquire new ideas or
insights, rather than reinforcing existing points of view.
Strategy for overcoming this barrier
A simple strategy for overcoming the "knowing the answer" barrier is to wait
for three seconds after the speaker finishes before beginning your reply. Three
seconds can seem like a very long time during a heated discussion, and following
this rule also means that you might have to listen for a long time before the other
person finally stops speaking. That's usually a good thing, because it gives the
speaker a chance to fully vent his or her feelings. Another strategy is to schedule a
structured session during which only one person speaks while the other listens. You
then switch roles in the next session. It's worth emphasizing that the goal of good
listening is simply to listen -- nothing more and nothing less.
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During the session when you play the role of listener, you are only allowed to
ask supportive questions or seek clarification of the speaker's points. You may not
make any points of your own during this session. That can be tricky, because some
people's "questions" tend to be more like statements. Keeping the mind open
during conversation requires discipline and practice. One strategy is to make a
commitment to learn at least one unexpected, worthwhile thing during every
conversation. The decision to look for something new and interesting helps make
your mind more open and receptive while listening. Using this strategy, most
people will probably discover at least one gem -- and often more than one -- no
matter whom the conversation is with.
9.4.02 Trying to be helpful
Another significant barrier to good listening is "trying to be helpful". Although
trying to be helpful may seem beneficial, it interferes with listening because the
listener is thinking about how to solve what he perceives to be the speaker's
problem. Consequently, he misses what the speaker is actually saying. An old Zen
proverb says, "When walking, walk. When eating, eat." In other words, give your
whole attention to whatever you're doing. It's worth emphasizing that the goal of
good listening is simply to listen -- nothing more and nothing less. Interrupting the
speaker in order to offer advice disrupts the flow of conversation, and impairs the
listener's ability to understand the speaker's experience. Many people have a
"messiah complex" and try to fix or rescue other people as a way of feeling
fulfilled. Such people usually get a kick out of being problem-solvers, perhaps
because it gives them a sense of importance. However, that behavior can be a
huge hurdle to good listening.
Trying to be helpful while listening also implies that you have made certain
judgments about the speaker. That can raise emotional barriers to
communication, as judgments can mean that the listener doesn't have complete
understanding or respect for the speaker. In a sense, giving a person your
undivided attention while listening is the purest act of respect you can offer.
Because human beings are such social animals, simply knowing that another
person has listened and understood is empowering. Often that's all a person needs
in order to solve the problems on his or her own.
If you as a listener step in and heroically offer your solution, you're implying
that you're more capable of seeing the solution than the speaker is. If the speaker
is describing a difficult or long-term problem, and you offer a facile, off-the-cuff
solution, you're probably forgetting that he or she may have already considered
your instant solution long before.

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Strategy for overcoming this barrier

Schedule a separate session for giving advice. Many people forget that it is rude
to offer advice when the speaker is not asking for it. This applies even if the advice
is good. In any case, a person can give better advice if he first listens carefully and
understands the speaker's complete situation before trying to offer advice. If you
believe you have valuable advice that the speaker is not likely to know, and then
first politely ask if you may offer what you see as a possible solution. Wait for the
speaker to clearly invite you to go ahead before you offer your advice.
9.4.03 Treating discussion as competition
Some people feel that agreeing with the speaker during a heated discussion is a
sign of weakness. They feel compelled to challenge every point the speaker makes,
even if they inwardly agree. Discussion then becomes a contest, with a score being
kept for who wins the most points by arguing. Treating discussion as competition is
one of the most serious barriers to good listening. It greatly inhibits the listener
from stretching and seeing a different point of view. It can also be frustrating for
the speaker.
Strategy for overcoming this barrier
Although competitive debate serves many useful purposes, and can be great
fun, debating should be scheduled for a separate session of its own, where it won't
interfere with good listening. Except in a very rare case where you truly disagree
with absolutely everything the speaker is saying, you should avoid dismissing her
statements completely. Instead, affirm the points of agreement. Try to voice active
agreement whenever you do agree, and be very specific about what you disagree
with. A good overall listening principle is to be generous with the speaker. Offer
affirmative feedback as often as you feel comfortable doing so. Generosity also
entails clearly voicing exactly where you disagree, as well as where you agree.
9.4.04 Trying to influence or impress
Because good listening depends on listening just for the sake of listening, any
ulterior motive will diminish the effectiveness of the listener. Examples of ulterior
motives are trying to impress or to influence the speaker. A person who has an
agenda other than simply to understand what the speaker is thinking and feeling
will not be able to pay complete attention while listening.
Psychologists have pointed out that people can understand language about two
or three times faster than they can speak. That implies that a listener has a lot of
extra mental "bandwidth" for thinking about other things while listening. A good

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listener knows how to use that spare capacity to think about what the speaker is
talking about.
A listener with an ulterior motive, such as to influence or impress the speaker,
will probably use the spare capacity to think about his "next move" in the
conversation -- his rebuttal or what he will say next when the speaker is finished --
instead of focusing on understanding the speaker.
Strategy for overcoming this barrier
"Trying to influence or impress" is a difficult barrier to overcome, because
motives usually cannot just be willed away. Deciding not to have a motive usually
only drives it beneath your awareness so that it becomes a hidden motive. One
strategy is to make note of your internal motives while you're listening. As you
notice your motives in progressively closer and finer detail, you will eventually
become more fully conscious of ulterior motives, and they may even unravel,
allowing you to let go and listen just for the sake of listening.
9.4.05 Reacting to red flag words
Words can provoke a reaction in the listener that was not necessarily what the
speaker intended. When that happens the listener won't be able to hear or pay full
attention to what the speaker is saying. Red flag words or expressions trigger an
unexpectedly strong association in the listener's mind, often because of the
listener's private beliefs or experiences.
Technology is often seen as the driver of improved
communications, but technology, in itself, creates noise and discord
as much as it melds minds.
Good listeners have learned how to minimize the distraction caused by red flag
words, but a red flag word will make almost any listener momentarily unable to
hear with full attention.
An important point is that the speaker may not have actually meant the word
in the way that the listener understood. However, the listener will be so distracted
by the red flag that she will not notice what the speaker actually did mean to say.
Red flag words don't always provoke emotional reactions. Sometimes they just
cause slight disagreements or misunderstandings. Whenever a listener finds
himself disagreeing or reacting, he should be on the lookout for red flag words or
expressions.
Strategy for overcoming this barrier

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When a speaker uses a word or expression that triggers a reflexive association,

you as a good listener can ask the speaker to confirm whether she meant to say
what you think she said.
When you hear a word or expression that raises a red flag, try to stop the
conversation, if possible, so that you don't miss anything that the speaker says.
Then ask the speaker to clarify and explain the point in a different way.
9.4.06 Believing in language
One of the trickiest barriers is "believing in language" -- a misplaced trust in
the precision of words. Language is a guessing game. Speaker and listener use
language to predict what each other is thinking. Meaning must always be actively
negotiated.
It is a fallacy to think that a word's dictionary definition can be transmitted
directly through using the word. An example of that fallacy is revealed in the
statement, "I said it perfectly clearly, so why didn't you understand?" Of course,
the naive assumption here is that words that are clear to one person are clear to
another, as if the words themselves contained absolute meaning.
Words have a unique effect in the mind of each person, because each person's
experience is unique. Those differences can be small, but the overall effect of the
differences can become large enough to cause misunderstanding. A worse problem
is that words work by pointing at experiences shared by speaker and listener.
If the listener never had the experience that the speaker is using the word to
point at, then the word points at nothing. Worse still, the listener may quietly
substitute a different experience to match the word.
Strategy for overcoming this barrier
You as a good listener ought to practice mistrusting the meaning of words. Ask
the speaker supporting questions to cross-verify what the words mean to him.
Don't assume that words or expressions mean exactly the same to you as they do
to the speaker. You can stop the speaker and question the meaning of a word.
Doing that too often also becomes an impediment, of course, but if you suspect
that the speaker's usage of the word might be slightly different, you ought to take
time to explore that, before the difference leads to misunderstanding.
9.4.07 Mixing up the forest and the trees
A common saying refers to an inability "to see the forest for the trees".
Sometimes people pay such close attention to detail, that they miss the overall

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meaning or context of a situation. Some speakers are what we will call "trees"
people. They prefer concrete, detailed explanations. They might explain a
complex situation just by naming or describing its characteristics in no particular
order.
Other speakers are "forest" people. When they have to explain complex
situations, they prefer to begin by giving a sweeping, abstract, bird's-eye view.
Good explanations usually involve both types, with the big-picture "forest" view
providing context and overall meaning, and the specific "trees" view providing
illuminating examples.
When trying to communicate complex information, the speaker needs to
accurately shift between forest and trees in order to show how the details fit into
the big picture. However, speakers often forget to use "turn indicators" to signal
that they are shifting from one to another, which can cause confusion or
misunderstanding for the listener. Each style is prone to weaknesses in
communication. For example, "trees" people often have trouble telling their
listener which of the details are more important and how those details fit into the
overall context. They can also fail to tell their listener that they are making a
transition from one thought to another -- a problem that quickly shows up in their
writing, as well.
"Forest" people, on the other hand, often baffle their listeners with obscure
abstractions. They tend to prefer using concepts, but sometimes those concepts are
so removed from the world of the senses that their listeners get lost.
"Trees" people commonly accuse "forest" people of going off on tangents or
speaking in unwarranted generalities. "Forest" people commonly feel that "trees"
people are too narrow and literal.
Strategy for overcoming this barrier
You as a good listener can explicitly ask the speaker for overall context or for
specific exemplary details, as needed. You should cross-verify by asking the speaker
how the trees fit together to form the forest. Having an accurate picture of how
the details fit together is crucial to understanding the speaker's thoughts. You
questions can be put up with speaker’s consent, either during or after the message
being passed on to you.
An important point to remember is that a "trees" speaker may become
confused or irritated if you as the listener try to supply missing context, and a
"forest" speaker may become impatient or annoyed if you try to supply missing
examples.

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A more effective approach is to encourage the speaker to supply missing

context or examples by asking him open-ended questions.
Asking open-ended questions when listening is generally more effective than
asking closed-ended ones.
For example, an open-ended question such as "Can you give me a concrete
example of that?" is less likely to cause confusion or disagreement than a more
closed-ended one such as "Would such-and-such be an example of what you're
talking about?"
Some speakers may even fail to notice that a closed-ended question is actually a
question. They may then disagree with what they thought was a statement of
opinion, and that will cause distracting friction or confusion.
The strategy of asking open-ended questions, instead of closed-ended or
leading questions is an important overall component of good listening.
9.4.08 Over-splitting or over-lumping
Speakers have different styles of organizing thoughts when explaining complex
situations. Some speakers, "splitters", tend to pay more attention to how things are
different. Other speakers, "lumpers", tend to look for how things are alike. Perhaps
this is a matter of temperament.
If the speaker and listener are on opposite sides of the splitter-lumper
spectrum, the different mental styles can cause confusion or lack of understanding.
A listener who is an over-splitter can inadvertently signal that he disagrees with the
speaker over everything, even if he actually agrees with most of what the speaker
says and only disagrees with a nuance or point of emphasis.
That can cause "noise" and interfere with the flow of conversation. Likewise, a
listener who is an over-lumper can let crucial differences of opinion go
unchallenged, which can lead to a serious misunderstanding later. The speaker will
mistakenly assume that the listener has understood and agreed.
It's important to achieve a good balance between splitting (critical thinking) and
lumping (metaphorical thinking). Even more important is for the listener to
recognize when the speaker is splitting and when she is lumping.
Strategy for overcoming this barrier
An approach to overcoming this barrier when listening is to ask questions to
determine more precisely where you agree or disagree with what the speaker is
saying, and then to explicitly point that out, when appropriate.

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For example, you might say, "I think we have differing views on several points
here, but do we at least agree that ...?" or "We agree with each other on most of
this, but I think we have different views in the area of ...."
By actively voicing the points of convergence and divergence, the listener can
create a more accurate mental model of the speaker's mind. That reduces the
conversational noise that can arise when speaker and listener fail to realize how
their minds are aligned or unaligned.
Figure 09.04
Quadrant of cognitive/explanatory styles

More than one barrier may often be present at once. For example, a speaker might
be an over-splitter who has trouble seeing the forest, while the listener is an over-
lumper who can see only the forest and never the trees. They will have even more
difficulty communicating if one or both also has the habit of "knowing the
answer" or "treating discussion as competition".
Conclusion:
Good listening is arguably one of the most important skills to have in today's
complex world. Families need good listening to face complicated stresses together.
Corporate employees need it to solve complex problems quickly and stay
competitive. Students need it to understand complex issues in their fields. Much
can be gained by improving listening skills.
When the question of how to improve communication comes up, most
attention is paid to making people better speakers or writers (the "supply side" of
the communication chain) rather than on making them better listeners or readers
(the "demand side").

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More depends on listening than on speaking. An especially skillful listener will

know how to overcome many of the deficiencies of a vague or disorganized
speaker. On the other hand, it won't matter how eloquent or cogent a speaker is if
the listener isn't paying attention.
The listener arguably bears more responsibility than the speaker for the quality
of communication.

9.05 Summary

Listening is defined as applying oneself to hearing something. In verbal

communication it is to hear while giving attention to what is being said. It is an
ability that can be cultivated and practiced into a skill. From this standpoint it can
be viewed as an art. Our listening efficiency can be affected by numerous factors.
How much we have on our minds, recently hearing distressing event in the market
or office, and even culture can affect our listening efficiency.
Effective Listening or science of listening is knowing the difference between
what is said, what you hear, and what is meant. Effective listening involves four
stages namely: Sensing, Understanding, Evaluating, and Responding.
To be a good listener you need to hear the message as it is being delivered, be
attentive all throughout, focus and attempt to stay away from distractions, wait
before you respond and not rush in with your queries, concentrate on the speaker,
visualize in your mind what is being conveyed, pay attention to nonverbal
messages and always observe. Listen and ask until you have grasped the message
in total.
Here are the eight steps to ensure your audience is listening to you
1. Choose the right time
2. Choose the right place
3. Remove distractions
4. Organize and clarify ideas in your mind
5. Be clear.
6. Stay on topic.
7. Make use of time
8. And do not forget to thank your listener(s).
The following are eight common barriers to good listening, with suggestions for
overcoming each. Listeners feel they know what the speaker is going to say. They

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know the answer and fail to listen. A simple strategy for overcoming the "knowing
the answer" barrier is to wait for three seconds after the speaker finishes before
beginning your reply. Use that interval to understand, again, what was said,
Another significant barrier to good listening is "trying to be helpful". Schedule a
separate session for giving advice and do not interrupt immediately. Some people
feel that agreeing with the speaker during a heated discussion is a sign of
weakness. Although competitive debate serves many useful purposes, and can be
great fun, debating should be scheduled for a separate session of its own, where it
will not interfere with good listening. Because good listening depends on listening
just for the sake of listening, any ulterior motive will diminish the effectiveness of
the listener. "Trying to influence or impress" is a difficult barrier to overcome,
because motives usually cannot just be willed away. Reacting to red flag words;
words can provoke a reaction in the listener that was not necessarily what the
speaker intended. When a speaker uses a word or expression that triggers a
reflexive association, you as a good listener can ask the speaker to confirm whether
she meant to say what you think she said. A common saying refers to an inability
"to see the forest for the trees". Sometimes people pay such close attention to
detail, that they miss the overall meaning or context of a situation. You as a good
listener can explicitly ask the speaker for overall context or for specific exemplary
details, as needed.

9.06 Self-Assessment Questions

1. Is listening an art or a science? Why?

2. How will you ensure that your message is being listened to?
3. Enumerate barriers to listening.
4. A common saying refers to an inability "to see the forest for the trees". How
does it apply to listening?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

Video4

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Unit B - Preparing for Interview

Figure 10.01

Learning Objectives
After studying this chapter you should be able to understand

✓ Employee recruitment process

✓ What is Job requisition.
✓ What is Job analysis
✓ What is Job description.
✓ What is Job specification
✓ Internal recruitment channel
✓ External recruitment channel
✓ Shortlisting applicants
✓ Job interviews
✓ Job orientation

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Structure
10.01 Job description
10.1.01 Overview
10.1.02 Proper Language in the Job Description
10.1.03 Job analysis
10.1.04 Job Specification
10.1.05 Job Specification Example
10.1.06 Job description example
10.02 Channels for recruitment
10.2.01 Internal recruitment
10.2.02 External Recruitment
10.2.03 Pros and Cons of Internal and External Recruiting
10.03 Short Listing Applicants
10.04 Job Interviews
10.05 Employee Orientation
10.06 Summary
10.07 Self-Assessment Questions

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Interview preparation is a critical component of the important game of

employee recruitment and selection process. The recruitment and selection
process for regular staff positions involves identifying vacancies or new positions,
posting these positions, recruiting for them, and selecting, hiring, promoting, and
transferring staff employees. Usually all recruitment and selection efforts are
coordinated through Human Resource function / department. HR provides
guidance and assistance throughout the process. . The unit manager (marketing
manager or finance manager to quote a few) have to collaborate with the Human
Resource department but has primary responsibility for overseeing the recruitment
and selection process. He/she further has to ensure the development of a
comprehensive position description, completion and retention of information and
documentation. The hiring manager has primary responsibility for ensuring
employment decisions are in compliance with the corporate policies and
procedures. HR will review the selection process and employment decisions for
compliance with such corporate policy as well as applicable local laws.
To post and fill a position, the unit manager where a vacancy has arisen, along
with HR manager is required to complete a requisition that identifies the job
classification, duties, specific qualifications, working conditions, and physical and
mental requirements. This document initiates the process of employee recruitment
and selection.
Figure 10.01

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10.01 Job description

The manager who wishes to hire a new employee has adequate knowledge of
the type of individual needed to perform the job. This data has to be crystalized as
it is to be utilized by other managers within the organization as well as recruitment
agencies and the prospective candidates. Otherwise the manager may not get
suitable person to do the job envisaged.
This crystallization of the job requirements is carried through a document
known as job description. A job description is a list that a person might use for
general tasks, or functions, and responsibilities of a position. It may often include
to whom the position reports, specifications such as the qualifications or skills
needed by the person in the job, or a salary range. Job descriptions are usually
narrative, but some may instead comprise a simple list of competencies; for
instance, strategic human resource planning methodologies may be used to
develop competency architecture for an organization, from which job descriptions
are built as a shortlist of competencies.
Job descriptions are an essential part of hiring and managing your employees.
These written summaries ensure your applicants and employees understand their
roles and what they need to do to be held accountable. Job descriptions also:
• Help attract the right job candidates
• Describe the major areas of an employee’s job or position
• Serve as a major basis for outlining performance expectations, job training,
job evaluation and career advancement
• Provide a reference point for compensation decisions and unfair hiring
practices.
10.1.01 Overview
A job description should be practical, clear and accurate to effectively define
your needs. Good job descriptions typically begin with a careful analysis of the
important facts about a job such as:
• Individual tasks involved
• The methods used to complete the tasks
• The purpose and responsibilities of the job
• The relationship of the job to other jobs

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• Qualifications needed for the job

What to Avoid: Don’t be inflexible with your job description. Jobs are subject
to change for personal growth, organizational development and/or evolution of
new technologies. A flexible job description encourages employees to grow within
their position and contribute over time to your overall business.
What to include: Job descriptions typically include:
• Job title
• Job objective or overall purpose statement
• Summary of the general nature and level of the job
• Description of the broad function and scope of the position
• List of duties or tasks performed critical to success
• Key functional and relational responsibilities in order of significance
• Description of the relationships and roles within the company, including
supervisory positions, subordinating roles and other working relationships
Additional Items for Job Descriptions for Recruiting Situations
• Job specifications, standards, and requirements
• Job location where the work will be performed
• Equipment to be used in the performance of the job
• Collective Bargaining Agreements if your company's employees are members
of a union
• Salary range
Limitations
• Prescriptive job descriptions may be seen as a hindrance in certain
circumstances]
• Job descriptions may not be suitable for some senior managers as they should
have the freedom to take the initiative and find fruitful new directions;
• Job descriptions may be too inflexible in a rapidly-changing organization, for
instance in an area subject to rapid technological change;
• Other changes in job content may lead to the job description being out of
date;

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• The process that an organization uses to create job descriptions may not be
optimal.
10.1.02 Proper Language in the Job Description
Keep each statement in the job description crisp and clear:
• Structure your sentences in classic verb/object and explanatory phrases.
Since the occupant of the job is the subject of your sentence, it may be eliminated.
For example, a sentence pertaining to the description of a receptionist position
might read: "Greets office visitors and personnel in a friendly and sincere
manner."
• Always use the present tense of verbs.
• If necessary, use explanatory phrases telling why, how, where, or how often to
add meaning and clarity (e.g. "Collects all employee time sheets on a bi-weekly
basis for payroll purposes.")
• Omit any unnecessary articles such as "a," "an," "the," or other words for an
easy-to-understand description.
• Use unbiased terminology. For example, use the he/she approach or
construct sentences in such a way that gender pronouns are not required.
• Avoid using adverbs or adjectives that are subject to interpretation such as
"frequently," "some," "complex," "occasional," and "several."
10.1.03 Job analysis
A job description is usually developed by conducting a job analysis, which
includes examining the tasks and sequences of tasks necessary to perform the job.
The analysis considers the areas of knowledge and skills needed for the job. A job
usually includes several roles. The job description might be broadened to form a
person specification. The person/job specification can be presented as a
standalone document though in practice, it is usually included within the job
description. The first step that we take while writing a Job Description is Job
Analysis. It’s a process of doing an In-Depth analysis of a job and gathering
information about the general tasks, or functions, duties, responsibilities and the
outcome of a particular job. It’s a process where we actually develop the content
for the job which further share with the employee to make him aware about his
duties & responsibilities.

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Chart 10.01

As can be observed from above, there are two outcomes of a Job Analysis
1. Job Description 2. Job Specification
The Job Analysis process includes the following tasks
• To review the job responsibilities of current employees and also gather the
information about job responsibilities & duties from external sources like Internet.
• To analyze the tasks required to be done by hiring the employee and duties &
responsibilities of the employee
• And finally verbalization of the outcome or contributions needed from the
position.
An effective job description can only be written if you analyze the job properly.
Try to gather as much information as you can while doing a job analysis.
10.1.04 Job Specification
Job Specification is a statement which tells us minimum acceptable human
qualities which are needed to perform a job. It is a written statement of
educational qualifications, specific qualities, level of experience, communication
skills required to perform a job. It is a very important document used by HR
professionals to communicate the desired people requirement in the organization.
Job seekers generally respond to a particular job after reading to a job
specification. By just looking at Job Specification, job seekers can understand
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whether the job is suitable for him or not. A clear written job spec makes HR task
easy because clear written job specification attract only targeted talent pool.
A job specification has the following components
• Total Experience: It includes the total number of years of experience
required to perform the job. Generally it is written in a range e.g 5-7 years etc.
• Education Qualification: It includes what degree, training or certification
required for the job.
• Required Skills: This section includes physical, emotional, technical, and
communication skills required performing a job and also including responsibilities
involved in a job.
Job description and job specification are two integral parts of job analysis.
They are the written documents that help both employer & employee to
understand the job requirement. These documents are very important to find the
best fit for the available job.
10.1.05 Job Specification Example
Sales Executive’s sample job specification.
• Experience
• A minimum 2 years of experience is required in corporate sales or
channel sales with a renowned IT company.
• Experience selling ERP products is a plus point.

• Education Qualification
• Candidate must have a bachelor degree in Sales & Marketing.
• The candidate must have a regular MBA degree from a reputed college.
Specialization in Sales & Marketing is desirable but not mandatory.
• Skills & Knowledge Required
• Candidate must have strong communication skills.
• Candidate must be very confident.
• Ability to make a presentation in front of a large audience.
• Ability to perform under high pressure.

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• Experience in cold calling & lead generation.

• Ability to work in an environment of constant change.
• Experience in global marketplace is must.
• Experience in working flexible environment.
• Should have a ‘go getter’ attitude.
• Experience is making quotes, negotiation & deal closing.
• Can handle the whole sales cycle.
• Knowledge about ERP products is a plus.
• Must be tech savvy.

• High Level Overview of Job Requirement

• Creating demand of the product in the market.
• Working as a key point between customer and organization.
• Demonstrating product to the clients.
• Ensuring high quality customer satisfaction.
• Self-analysis.
• Ensuring 100% of targets achievement.
• Managing distribution channel of products.

10.1.06 Job description example

The job of a communications manager is to oversee all communication related
activities such as public addresses, press conferences, addressing the employees,
releasing press notes and all other incoming and outgoing communications from
the company. He has a responsibility to uphold the brand value and reputation of
the company in the market.
Communications Manager Duties and Responsibilities
1. Developing and formulating communication channels of the company

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2. Recognizing the target audience and formulating communications with

regard to them
3. Playing a major role in marketing and advertising activities by writing press
releases and notes
4. Formulating speeches for public addresses within and outside the company
5. Playing a major role in recruitments
6. Training staff in order to improve their communication skills
7. Formulating speeches for senior executives that are to be used in high level
meetings
8. Proofreading and editing all communication articles emanating from the
company
9. Formulating write ups to be used in presentations in corporate events
10. Training junior staff in writing and developing content for company’s use
Communications Manager Education, Training and Qualifications
A college degree is the basic requirement. The most important factor is
experience in formulating high level corporate communications. He needs to
upgrade his skills by attending workshops on communications.

Communications Manager Degrees, Courses & Certification

Although any college degree is accepted for the job if the applicant has good
experience in corporate sales and marketing content development, the most
preferred degree is a bachelor’s degree in communications, business
administration and literature. A business administration graduate with experience
in sales and marketing and excellent writing skills is the most preferred
combination. Experience in content development or in publicity department is
useful.
Communications Manager Skills and Specifications
1. Excellent communication skills
2. Excellent writing skills
3. A basic knowledge about publicity campaigns and other commercial
activities

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4. Ability to tap into the pulse of target audience in order to customize content
and make it more effective
5. Excellent analytical and observation skills
6. A strong grasp on grammar, proactive writing, language and powerful
writing
7. Good leadership qualities
8. An excellent eye for detail in order to spot mistakes in written drafts
9. Must be alert and quick to grasp the requirements of the piece to be written
10. Good computer knowledge in word processors

Activity 10.01

Prepare a detailed job description for appointment of a cashier required for the new
branch your Bank is opening in a suburb of Mumbai.

Cashier: Duties and Responsibilities:

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

Cashier: Degrees, Courses & Certification:

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

Cashier: Skills and Specifications

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

10.02 Channels for recruitment

Now that we are clear as to what type of person do we want to recruit, we can
start the recruitment process. We have two channels to achieve our objective.

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10.2.01 Internal recruitment

Internal recruitment is a process of recruiting people internally within the
organization. Candidates can be selected from four different sources. They are
• Present permanent employees (based on programs of career development).
• Present temporary / casual employees.
• Retired employees.
• Dependents of deceased disabled, retired and present employees.
Methods of internal recruitment the vacancy with or without job description
can be posted through
• Intranets.
• Staff notice boards.
• In-house magazines / newsletters.
• Internal notices.
• Meetings.
Personal recommendation – often referred to as ‘word of mouth’ is another
popular method to recruit candidates internally. At companies large and small, the
hunt for top talent never ends. Lately, amid efforts to cut costs and increase the
odds of employees being successful in their positions, many businesses are finding
talent in a place that may have been overlooked in the past — within the company
itself.
In the past, external hiring was in many ways the preferred norm. Rather than
hire from within, companies seemed to prefer the idea of stealing talent away from
the competition, thereby bringing in new perspectives and bit of
intelligence, among other benefits. Major companies had sizable advertising and
recruiting budgets, and assumed that a larger applicant pool would result in better
hires.
What’s more, one research shows that between 40% and 60% of external hires
are not successful compared to only 25% for internal hires. This is good news for
employees who typically leave firms due to lack of career opportunities, yet it is
bad news for job seekers who may have fewer jobs to apply for as internal hiring
rises. Companies arrange leadership development programs to build efficient
employee pool from here recruits can be hired.

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There are four reasons why companies are concentrating on internal hiring
these days
It’s Cheaper. Companies who hire internally save money on recruiting fees,
training, the opportunity cost of not having the position filled, advertising (on job
boards), referral bonuses (at some companies), travel and relocation costs.
It’s Quicker. The entire process from reviewing a job description to
advertising to potentially paying a recruiter to interviewing several candidates to
completing an actual hire easily takes months for external hires. For an internal
hire, the process can be over and done with, in a few weeks. Internal hires are
already in HR databases. They usually have the backing of managers, and their
performance reviews are already accounted for. Managers should have a good
sense of the strength of the candidate within the corporate environment. External
hires, on the other hand, can be a risk because of the many unknowns. If nothing
else, it is difficult to tell how well (or how poorly) they will fit into the corporate
culture.
It Works Out Better. It’s easier for employees to succeed at a new job in the
same company because they already have connections and knowledge about how
work gets done. A study conducted by the University of Pennsylvania’s Wharton
School found that while external hires were paid 18% more than internal hires,
the outsiders brought in had worse performance reviews during their first two
years on the job. “We have found that internal candidates get to peak performance
faster than do externals, the study noted. “They need less infrastructure and
support to be successful.”
It’s Good for Employee Morale. Employees are frustrated when a new
role is taken by someone from the outside. If they feel as if they can’t move up in
their own company, they are far more likely to move on. “Promoting internally
encourages employees and shows them that they have a future at the company,
therefore serving as a retention tool”
10.2.02 External Recruitment
External recruitment is the assessment of an available pool of job candidates,
other than existing staff, to see if there are any sufficiently skilled or qualified to fill
and perform existing job vacancies. It is the process of searching outside of the
current employee pool to fill open positions in an organization.
Recruitment Methods: external recruitment methods are the different ways in
which a potential employee is attracted to an organization. There are various ways

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organization can recruit candidates externally. They can communicate their

employment opportunities through media such as
1. Newspapers,
2. Radio, television,
3. Internet.
4. Career or college job fairs and
5. Outside employment agencies.
When a business engages in external recruitment, a head hunter might also be
used to facilitate the search, contact and recruitment process. The recruiting
method an organization chooses can be based on how much money it has to spend
on the recruiting process, how many applicants it is trying to reach out to, and
how much exposure it wants this position to have.
There are three main reasons why organizations wish to recruit candidates
externally.
Larger pool of applicants: When an organization recruits externally, it
opens the organization up to a larger pool of applicants, which increases its
chance to find the right person for the job.
Fresh outlook: External recruitment provides an opportunity for a fresh
outlook on the industry that a company may need to stay competitive.
Competitive advantage: Looking outside the organization also allows a
company to target the key players that may make its competition successful.
Hiring a candidate with a proven track record for the competition allows the
company to get an insider's view as to what the competition is doing to be
successful. This gives the organization a chance to stay a step ahead of the
competition.
Hiring an external candidate also opens up many opportunities to find
experienced and highly qualified and skilled candidates who will help a company
meet its diversity requirements. But there are some potential disadvantages of
hiring an external candidate:
1. It can take longer and also cost more than hiring from within the
organization.

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2. It can also damage employee morale because current employees may feel
this lessens their chances for promotion. When employee morale decreases,
productivity can also decrease.
3. It also takes more time to train an external candidate on the systems the
organization uses, therefore taking the candidate a little longer to get up and
running.
4. It can be difficult to tell by a candidate's information whether or not he or
she will fit in with the company and its employees. While a new employee may
bring a fresh outlook and ideas, this can also be considered a disadvantage,
because these ideas may produce conflict with current employees.
The unit manager and HR manager have to weigh the advantages and
disadvantages of both these channels of recruitment and arrive at a joint decision.
The type of the job (for a junior position internal sourcing is preferable), criticality
of the job (for critical jobs external sourcing is preferable), how quick the position
needs to be filled (if immediately , go in for internal recruitment) are factors that
assume importance in such decisions.
10.2.03 Pros and Cons of Internal and External Recruiting

Promoting from Within Hiring Externally

Potential Advantages Provides new ideas / fresh perspectives
- Easier to assess applicants since more May bring new insights from other
information is available industries
- Less costly and quicker than an external
Initiate a turnaround
search
Promoted employee is already familiar Hiring experienced employee can reduce
with organization policies, culture, etc. training needed
Internal politics may be avoided (e.g., less
Signals to employees that career
upsetting to present organizational
opportunities exist in organization
hierarchy)
Improve employee morale and
Allows rapid growth
organization loyalty
Lower costs for some jobs Increase diversity
Less likely to make major changes and
Only hire at one level
“upset the apple cart”
Bigger talent pool / more applicants

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Potential Disadvantages Potential Disadvantages

Narrowing of thinking and stale ideas
Less information available on applicants
(inbreeding)
May not help turn company around Search takes longer and costs more
Outsider takes time to become familiar
Training will be needed and learning
with current systems and organization
curve will occur for the job duties
culture
Internal politics will occur (e.g., possible
discontent of rejected applicants; new
Destroys incentive of present employees to
subordinates discount new boss’
strive for promotion
knowledge and expect special treatment;
etc.)
Difficult to do with rapid growth Can hurt employee morale and loyalty
Affirmative action goals may be more
May have to pay more for the job
difficult to achieve
Current organization members may fight
Ripple effect
new ideas
Smaller talent pool / fewer applicants

10.03 Short Listing Applicants

Whether you adopt internal or external recruitment channel, for any given
opening, you receive a number of job applications. For junior and middle level
job openings the number of applications is large, especially if external channel is
used. You need not interview all of them; hence you short list them to a
manageable number.
The criteria that you look for will depend on the nature of the job but it is
important to define exactly what you really want from your ideal candidate before
you start the short listing process. Before you start, you need to have two lists, the
absolutely essential criteria and the desirable criteria. These applications are then
checked against the job specifications and in the first round applications that do
not include “must have” job requirements are rejected. From the balance, HR
personnel short list applications to the desired number by checking into
“desirable” qualifications. Sometimes assistance of the unit manager for whom
the vacancy exists, is also solicited by HR at this stage. Short listed applicants are
thereafter considered for technical and HR interviews. The basic goal of short
listing is to exclude as many unsuitable candidates as quickly as possible.
Some of the common qualities that you can check are as follows:

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• Educational qualifications - This can be college education and/or university

education.
• Professional qualifications - Only relevant for some roles and can include on
the job training
• Professional experience - How many years of relevant experience does the
candidate have.
• Evidence of competencies - Is there any evidence from the CV that the
applicant has some or all of the competencies you are looking for.
To make the process easier you can use the following steps:
1. Start with an idea about the number of candidates that you want to
interview - This will tell you how much you need to deviate from your ideal
criteria within your available applicant pool.
2. Conduct your shortlist in stages - Do an initial shortlist based on easy to
identify essential criteria. If you have a large volume this can be delegated to
another team member. Once the first shortlist is complete then carry out
additional stages to refine the list further based on desirable criteria.
3. Set minimum criteria as stage 1 - Set your Educational, Professional
qualifications and Experience minimums and produce a list of all the candidates
who meet your minimum criteria first. This will save a lot of time. As you go
through this list, rank each candidate based on your essential factors and record
the results in a spreadsheet. This will help you later should you need to add more
applicants back into the shortlist.
4. Exclude the inconsistent applications as stage 2 - For example, if you are
looking to fill a permanent role and you want the job holder to commit for the
long term, you can ignore candidates with vague employment history and
frequent job changes straightaway. Obviously this wouldn't apply for short term
contract roles and you may even want to reverse the criteria for these types of job.
5. .Last stage filtering - If there are still too many interview candidates in
your shortlist after stages one and two, you can begin to filter them through the
'desirable' non-essential qualities for the job. These can be things like sector
exposure (have they worked in the same environment before), recent highly
relevant training, experience with the company's main systems, directly applicable
technical knowledge, etc.

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6. Interview - Once you have shortlisted as much as possible the interview

should be designed to affirm your shortlist criteria and also to look into personality
fit, expectations and other checks to evaluate the applicant's compatibility.
7. Be flexible but stick to your criteria - It is impossible to expect that a
candidate will satisfy ALL the requirements while having perfect education,
professional qualifications and experience. Recognize that you may have to deviate
slightly, but to eliminate bias, try to make the decision based on the person who
most closely matches the criteria you have specified for the job.
8. By following these points you will be able to shortlist applicants for your
positions in a highly effective way, making sure to eliminate personal bias and keep
the process as fair as possible.

10.04 Job Interviews

After short listing applicants for job interviews as above, the next stage in
recruitment process is to conduct the interviews. And how will you come to this
stage is the subject of our assignment here.
A job interview typically precedes the hiring decision, and is used to evaluate
the candidate. The interview is usually preceded by the shortlisting process for
evaluation of submitted résumés from interested candidates, then selecting a small
number of candidates for interviews. Potential job interview opportunities also
include networking events and career fairs. The job interview is considered one of
the most useful tools for evaluating potential employees. It also demands
significant resources from the employer, yet has been demonstrated to be
notoriously unreliable in identifying the optimal person for the job. An interview
also allows the candidate to assess the corporate culture and demands of the job.
Multiple rounds of job interviews may be used where there are many
candidates or the job is particularly challenging or desirable. Earlier rounds may
involve fewer staff from the employers and will typically be much shorter and less
in-depth. A common initial interview form is the phone interview, a job interview
conducted over the telephone. This is especially common when the candidates do
not live near the employer and has the advantage of keeping costs low for both
sides.
Interview constructs: In light of its popularity, a stream of research has
attempted to identify the constructs (ideas or concepts) that are measured during
the interview to understand why interviews might help us pick the right people for

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the job. Several reviews of the research on interview constructs revealed that the
interview captures a wide variety of applicant attributes. These constructs can be
classified into three categories: job-relevant interview content (constructs interview
questions are designed to assess), interviewee performance (applicant behaviors
unrelated to the applicant characteristics the interview questions are designed to
assess but nevertheless influence interviewer evaluations of interviewee responses),
and potentially job-irrelevant interviewer biases (personal and demographic
characteristics of applicants that may influence interviewer evaluations of
interviewee responses in an illegal, discriminatory way).
Once all candidates have been interviewed, the employer typically selects the
most desirable candidate and begins the negotiation of a job offer.

10.05 Employee Orientation

After employees are selected they are provided with orientation prior to starting on
their own job. All employees are provided with training cum experience on
organization’s policies, procedures, company history, goals, culture, punching in
and work rules. Employees are taken on a company tour and introduced to senior
personnel. In our virtual world it is easy to forget the importance of face-to-face
introductions. Sending out an email announcement about the newest team
member is nice. Introducing them to department members and others in the
organization is essential. A tour and organization chart completes this task.
Mission, vision and values are also items that require in-person training. This
can be in a group setting or one-on-one with key team members. Examples and
live demonstrations will reinforce these workplace culture identifiers. Providing
time in a variety of departments and functions reinforces the concepts and
enhances understanding across teams.
Thereafter, unskilled or semi-skilled hourly workers are allowed to train and
cross-train on the job.
Managerial and salaried (exempt) employees participate in a new employee
orientation that is custom-designed for them. It includes the above information
that is received by all employees. Additionally, their orientation may last one to
two weeks and it enables them to meet the whole organization, their direct reports
and more. They should leave this orientation with a clear picture of the
organization, its challenges, its goals and their opportunity to assist with progress.

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It is challenging to make sure salaried employees have the chance to do the

orientation while also beginning their new job. Neither can be put on hold. It
provides fundamental information employee needs to succeed in this organization.
From an HR perspective, this may not be ideal for making sure he gets the
organization overview, but it is ideal for helping him integrate quickly into the
working business of the company - and that's the point.
Once the employee starts performing on the assigned job, the recruitment
process gets completed.

10.06 Summary

To post and fill a position, the unit manager where a vacancy has arisen, along
with HR manager is required to complete a requisition that identifies the job
classification, duties, specific qualifications, working conditions, and physical and
mental requirements. This document initiates the process of employee recruitment
and selection The manager who wishes to hire a new employee has adequate
knowledge of the type of individual needed to perform the job. This data has to
be crystalized as it is to be utilized by other managers within the organization as
well as recruitment agencies and the prospective candidates. Otherwise the
manager may not get suitable person to do the job envisaged.
This crystallization of the job requirements is carried through a document
known as job description. A job description is usually developed by conducting a
job analysis, which includes examining the tasks and sequences of tasks necessary
to perform the job. The analysis considers the areas of knowledge and skills
needed for the job.
An effective job description can only be written if you analyze the job properly
Job Specification is a statement which tells us minimum acceptable human
qualities are needed to perform a job. It is a written statement of educational
qualifications, specific qualities, level of experience, communication skills required
to perform a job. Now that we are clear as to what type of person do we want to
recruit, we can start the recruitment process either through internal or external
recruitment.
Internal recruitment is a process of recruiting people internally within the
organization. There are four reasons why companies are concentrating on internal
hiring these days; it is cheaper; it is quicker ; it works out better and it builds
employee morale.

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External recruitment is the assessment of an available pool of job candidates,

other than existing staff, to see if there are any sufficiently skilled or qualified to fill
and perform existing job vacancies. It is the process of searching outside of the
current employee pool to fill open positions in an organization.
There are three main reasons why organizations wish to recruit candidates
externally; larger pool of applicants; fresh outlook and competitive advantage.
Whether you adopt internal or external recruitment channel, for any given
opening, you receive a number of job applications. For junior and middle level
job openings the number of applications is large, especially if external channel is
used. You need not interview all of them; hence you short list them to a
manageable number.
After short listing applicants for job interviews as above, the next stage in
recruitment process is to conduct the job interviews. And how you will come to
this stage is the subject of our assignment here. A job interview typically precedes
the hiring decision, and is used to evaluate the candidate. Once all candidates
have been interviewed, the employer typically selects the most desirable candidate
and begins the negotiation of a job offer. After employees are selected they are
provided with orientation prior to starting on their own job.

10.07 Self-Assessment Questions

1. How does recruitment process start?

2. What are essential contents of job description?
3. Describe the role played by Job Specification in the recruitment process.
4. What are advantages of internal recruitment method to select candidates?
5. What are the disadvantages of using external recruitment alternative to fill
vacancies?
6. Why have HR department to shortlist applications received for job
interviews? How is this completed?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

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MCQ

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Unit B - Preparing for Interview

Learning Objectives
After studying this chapter you should be able to understand

✓ Relevance of your education in the job search.

✓ Internship is the first step towards job hunting.
✓ How to locate jobs available in the employment market
✓ Means to access available jobs
✓ Networking is necessary for job search
✓ Tasks involved in the desired job
✓ Skills required to perform them
✓ Mapping your skills
✓ Mistakes to avoid in the job search

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Structure

11.01 Introduction
11.02 Start the journey
11.2.01 Have Ambition
11.2.02 Your Major is Relevant
11.2.03 Internships are Your One Foot in the Door
11.2.04 Networking is the Key
11.2.05 Censor Your Facebook Profile
11.2.06 Use Social Networking Sites
11.03 Jobs available in the employment market
11.3.01 Getting information about jobs
11.3.02 Internet
11.3.03 Newspapers and magazines
11.04 Building contacts for jobs
11.4.01 Networking is important
11.4.02 Organizations
11.4.03 Events
11.05 Three ways of job hunting
11.5.01 Browsing
11.5.02 Broadcasting
11.5.03 Targeting
11.06 Mapping your skills
11.6.01 Skills, abilities your job requires.
11.6.02 Your skills, knowledge and abilities
11.6.03 Key tasks
11.6.04 List your skills, knowledge and abilities
11.07 The 10 Skills That Will Get You Hired
11.08 Mistakes you must avoid when you get ready
11.09 Summary
11.10 Self-Assessment Questions

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11.01 Introduction

Finding a suitable job that provides you work satisfaction as well as takes care of
your financial responsibilities is quite a stressful experience. But how can you eat
an elephant? –and answer always is ‘piece by piece.’ This logic is equally
applicable to your task of job hunting. How can you make the most of each job
move, ensuring you get the job you want, rather than one that will just about do?
Just go step by step.
These days work takes up more than half of one’s available active time,
certainly you do not wish to spend it in unfulfilled and unhappy way in a job you
do not like. Being unhappy at work also adversely affects your domestic life and
health. Get rid of your lethargy and go in for a job that provides you full
satisfaction. If you adopt a scientific approach, be certain, you can do it! And that
is what we are trying to study here.
Remember, we are not trying to provide you with the technical skills or training
you need for your job. For that you need to attend a college or join appropriate
vocational course. What we provide you here is the job-search skills and
techniques that make the task of job hunting stress free. You job application gets a
positive response. You learn to impress your interviewers.
You only look for a job a few times in your working life. But you spend a lot of
time in actually performing the job that you accept. Hence investing time and
energy in an effective job search repays the effort many times over. First find out
from the several jobs that are there in employment market which ones suit your
personality. How do you prepare for them? How do you improve your chances of
landing upon them?

11.02 Start the Journey

Job hunting for the recent or soon-to-be college graduate can seem formidable.
Most students know about crafting superb resumes and cover letters and often take
workshops at their colleges to make these even better. The problem is, however,
that many students do not even know where to begin or where to even look for
that entry-level position they want. The good news is that even in this less-than-
stellar economy, students are not left up - creek without a paddle. There are
definitive ways to increase your chances of landing that job after graduation. This
logic applies also to those who are either unhappy with their present job, or have
concluded that there is no further job progression.

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11.2.01 Have Ambition

No, you do not have to aspire to become the new crorepati on your street. You
just need a vision for yourself before you set out on your journey. It is also
perfectly normal to be not sure what you want to do. There are many people in
their 40s who change careers or still have not decided just yet what they want to be
when they grow up. An ambition can be that you want to find an entry-level
position that can leave you enough money to live on or landing another job that
allows you to advance in your chosen career. If you want something directly
related to your major subject, your specialization, then set out on acquiring
internships in those areas to increase your marketability. It is also prudent to find a
professional mentor who can give you sound career advice. The basic idea is to set
a vision for yourself and go after it.

11.2.02 Your Major is Relevant

If your major was anything other than basket-weaving, your major can help
you to build a successful career. Be it arts, science, commerce or even a theatre
major. As theater major, your oratory or performance skills could help you be an
effective teacher. It could also help you to nail that interview or to knock out an
effective meeting that leaves everyone raving. People skills are always important.
Or let us say you were a history major. The ability to write effectively, to conduct
meaningful research, and to give critical analysis is valuable in marketing, news
organizations, and many other industries. The bottom line is that whatever you
learned in college can help you in your professional career. Explain to your
interviewer how the skills (whatever they may be) you learned in college can be
applied to the job opening at hand.

11.2.03 Internships are Your One Foot in the Door

Do not underestimate the importance of college internships. They can often
lead to job opportunities that you did not even imagine. If you were a good intern
before graduation and you come back for employment, they just might hire you
for the job. Even if you are not hired at the company you interned at, it still serves
as valuable job experience. It is certainly more impressive on a resume and may
open doors to a good job in that industry.

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Go to your college career development center and see what internships they
have or what alumnae connections they have.

11.2.04 Networking is the Key

You will often hear from your colleagues in multinational companies that,
“80% of people in here got a job because a friend recommended them.” That is
still absolutely true today. Apart from information that is in public domain, it
would be helpful to try to get some information from people who may be working
in that organization. Here you can leverage social media/technology (LinkedIn,
Facebook, etc.) to identify and get in touch with someone whom you may know or
could reach out to for useful and authentic information.
Not sure if you have an adequate network? Build one! The way to do that is to
always be kind and courteous to everyone, even if they are not your best buddies.
Also, try to go to career fairs sponsored by your college to meet representatives
from different companies. See if your college has an alumnae database of former
students who are connected in certain companies or industries that you are
interested in. Those already employed can join business or management
associations, rotary or lions clubs, where like-minded people meet on a regular
basis.

11.2.05 Censor Your Facebook Profile

If you have any compromising pictures or wall posts of any kind, REMOVE
THEM PRONTO. If you have friends that leave you messages on your wall about
getting wasted, partying, etc., delete them. You do not want a prospective boss

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reading about all the fun you has when in college or at your friends’ bashes. You
never know who will see it.
Be professional, even on your Facebook page. Let it show your right side. Your
studies, college you attended, attitudes, hobbies, prizes- everything that, if seen by
a prospective employer will create a good support to the CV you want to prepare
and submit.

11.2.06 Use Social Networking Sites

More job recruiters are taking advantage of Facebook and LinkedIn to find
potential employees. Learn where your friends are working or whatever
connections they might have. This can be hard right out of college but it becomes
easier once more people get hired over time. Create a snazzy profile on both
websites that markets yourself for whatever career you are interested in.
LinkedIn’s Events application allows users to peruse events highlighted by the
professionals in their network. It also includes information about conferences,
speaking gigs, or programs that people are attending. Both sites offer the
opportunity to engage with people in a way that increases your professional
network.
Figure 11.01

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11.2.07 Find a Hobby and Meet People

If you have musical talents, try to put together a band and organize shows in
your community. If art is your passion, try volunteering at a local gallery so that
you can make inroads with the local artistic community. If you love the outdoors,
try and find an outdoorsy group that goes on weekend outings. Or if you are
sporty, try to join a recreational adult sports league. The point is to try to meet
new people, which is not always easy after you finish college. These people may
know all sorts of people who could be looking for someone with your skills and
talents. It certainly doesn’t hurt your odds of finding a good job.
These are all just some preliminary ideas and suggestions to help you to get a
job after college. Remember that many people have to try for years before they get
that dream job or even an adequate one. Do not despair and keep up the good
fight! If you’ve got education and ambition on your side, you’re sure to make it
eventually. It just may not be right after graduation.

11.03 Jobs available in the employment market

Job market research is vital to job hunting. The better informed you are, the more
likely you are to pick up on opportunities and openings. The two key avenues you
need are information and contacts. More efficiently you explore these avenues
larger will be your horizon from where you pick up jobs you like. You have a real
choice, you do not have to settle for a job, because it is available, whether you
desire it or not.
11.3.01 Getting information about jobs
Information helps you build a bigger picture, increases your confidence, and
helps you to be in right place at the right time. It makes difference between the job
you love, and grabbing what is available. It assists you find out who to contact,
how to contact them. And what to say as well as what to include in your CV,
letters and what to say at the time of job interview.
Such useful information includes:-
a. What is happening in your field of work.
b. What is changing in this field.
c. What is new, what is expected in the future.

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d. Organizations that need the talents you possess, who they are, their
background, financial status and reputation.
e. Who is expending, who is getting new contract
f. Who is launching new products; etc. etc.
And all this information is available from a wide variety of sources.

11.3.02 Internet
You can look up company websites, news, and chat groups, professional
organization and society websites, college and university career pages, career
guidance sites and recruitment agencies.

Various job sites available on the internet provide detailed information as well a
background data for both your own country and abroad. They also provide useful
links to other site you might not have considered. Career guidance and
recruitment sites might have, or link you to, information about labour market
trends, employment profiles, recruitment events, and so on. It is worth Googling
the name of the company or a job title of your choice and seeing what comes up.

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11.3.03 Newspapers and magazines

Newspapers are a great resource if the new job you desire needs to be in a
specific geographic location. The "Sunday classifieds" in all major newspapers
carry hundreds of listings from local companies. Most of these newspapers also
have a website which often includes a searchable classified section. If you have a
specific geographic need, use the resource links on the right to locate a major
newspaper in that region. Alternatively, there are websites that let you search the
current classifieds from major newspapers like the Times of India, Economic
Times, Indian Express, Financials Express and many more. Regions like the
silicon-valley also have job-specific newspapers which are excellent resources for
up-to-date job listings.
Business magazines carry features on the local and national economy, business
reports and profiles, product and service launches, exhibitions and trade fairs,
company relocations and expansions, building and site development etc. which
can be used to locate available jobs.

11.04 Building contacts for jobs

The more people you contact, the more likely you are to find a job. Even if people
cannot help you directly, they will often put you in touch with someone who can,
and they will help you to build a more comprehensive picture of what is
happening. To manage your career you need to develop a network. The idea of
networking might make you cringe. It sounds formal and complicated. But you
will agree with me that it does not have to be; once you understand what
networking is and how to go about it. Networking is simple. Just keep track of
people you know in your personal and work life. Especially people who might be a
resource for you later when you think about or make job changes.
More than 70% of today’s job opportunities come through the “hidden job
market”: they are never advertised, assigned to search firms or internal recruiters,
or displayed at job fairs. What’s more, as employers cut recruiting costs, the
proportion of “hidden” job opportunities is actually growing. And, since most
jobseekers know practically nothing about it, those who do understand it have a
powerful inside advantage. Develop contacts.

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11.4.01 Networking is important

Why? Networking is a source of information, help and support that will stand
you in good stead for the whole of your life. . It is even more important when
looking for specialized work or higher level positions. Networking can also help
you find jobs that are not widely advertised. Anyone you meet or know can be part
of your network. When you are looking for jobs or changing career paths you
never know who will have what you are looking for. How well you know your
contacts will influence how often and in what way you stay connected. Sometimes
a casual conversation is OK and sometimes a formal meeting or business letter is
appropriate. Stay connected with contacts even when you are not job searching by
offering to help with their career goals or sharing industry information.
To expand your networks follow these golden rules:-
i. Treat others with the same respect and kindness that you would hope to have
them treat you.
ii. Show enthusiasm and interest in all of your job duties.
iii. Maintain an appearance that is appropriate for your workplace and shows
that you take pride in yourself.
iv. Pay your attention to your telephone and email etiquette. Use grammar and
style appropriate for business communications.
v. When talking with employers and other professionals remember to speak
clearly and don't use slang. Talking to an employer the same way you speak to
your friends might be seen as a lack of respect.
vi. Have realistic expectations and timelines for your career goals.
vii. Recognize opportunities to increase your skills or take on new projects.
viii. Learn from your mistakes but do not dwell on them.
ix. Do not blame others or let outside circumstances keep you from trying new
things.
x. Take responsibility for your actions but don't take things too personally.
xi. Find one or more people to support and assist you with your career goals.
xii. Do not be afraid to ask for help.
xiii. Know what is expected of you and how your job performance will be
monitored or measured.

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xiv. Know the priorities of your department or company and find ways to help.
xv. Do more than what is expected, instead of just doing enough to get by.
11.4.02 Organizations
Organizations and associations are readymade sources for job information.
The sorts of organizations that could help you to get to know people that you do
not meet through social contacts are many. To list a few
1. Professional associations.
2. Trade associations.
3. Trade unions.
4. Chartered institutes.
5. Community organizations.
6. Special interest groups. Women in business, graduate associations,
7. Health clubs, sports teams, arts groups
8. Voluntary
11.4.03 Events
Events are good places to meet people. Do request for business cards when you
are introduced to new contacts. Good job search contacts are available at
a) Business conferences.
b) Trade fairs and exhibitions.
c) Company social events.
d) Training courses, conferences, and seminars.
e) Corporate annual general body meetings.
When you participate in such events held in your city, also contact any
company carrying the work you want to do. Talk to the staff and ask
a. The sort of positions and opportunities available in the company.
b. What they foresee in the future; for their company and their industry.
c. General economy of the industry.

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d. Company’s own development plans, increasing capacities or adding new

locations etc.
Keeping an active network increases your awareness of what opportunities are
available; it is like adding an extra pair of eyes and ears. Getting to know people
means they get to know you too. Networking involves telling people about yourself,
increasing your visibility and getting your name and face known.it is also about
giving as well as taking and it is a favour you will be able to return some other day.

11.05 Three ways of job hunting

There are three approaches you can select to job hunting:

• Browsing.
• Broadcasting.
• Targeting.

11.5.01 Browsing
This is the most widely used job search strategy, and the easiest and least
demanding. It involves browsing internet sites, newspapers, journals and trade
magazines looking for advertised vacancies that suit your requirements. You have
a clear idea what the advertiser wants and hence you can respond suitably. You are
certain that there is a job opening. You have a choice which one to respond to.
Unfortunately not all jobs available are advertised. Many organizations use
internal channels for recruitment. Others appoint a recruitment agency for this
purpose. Usually there is a wide response to such advertisements and you are in
competition with a very large number of other applicants. If you do not possess all
the requirements indicated in the advertisement, your application may not be
considered.
Browsing approach is fit for you if there are plenty of vacancies advertised in
your particular profession or locality. It is a valuable approach if you have widely
used skills for which there is strong demand. Or you are confident you can beat
the competition!

11.5.02 Broadcasting

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This approach involves sending your CV by post or email to as many

companies as possible and hope that it lands on the right desk at the right time. It
relies on the employer noticing you are a good fit for the job they have got coming
up and asking you to attend interview. Another way is to lodge your CV in a CV
bank. Here scanning software processes selection and if there is a matching job
available you get intimation. Once you have a good CV with you, this alternative
is easy and allows you to reach a large number of corporations. You could get
lucky and land on the right desk at the right time.
I must warn you here, about the extreme low rate of response – do not be
surprised if you get one or two replies from a hundred posted or emailed CVs. If
you have inserted your CV in a CV bank, you do not know whether your CV was
seen by anybody and will there be any response. If you mail CVs you spend
money. Very little feedback is the main disadvantage of this approach.
For those possessing standard skills and qualifications broadcasting still can be
the best approach. If you are willing to relocate anywhere, you can get a response
from overseas employers to your CV in the CV bank.
11.5.03 Targeting
This is a selective approach that involves deciding
a) The work you want to do.
b) The type of organization you want to work for.
c) Who, what, where these organizations are located.
d) Whom to contact in each organization.
Once you have sent CVs. A variety of job search strategies can be used to
contact these companies and set up interviews with them. This is the most active
approach, but it takes a lot of time and efforts; but for some it is the most effective.
Here you are in control of the job search and you can build on your efforts
with follow up calls and letters. However, you need planning and research to be
effective. You have to be persistent and stay motivated all throughout. If you have
specific skills and strengths you want to use in your work, this approach suits you
well. This is the approach for those of you who have a firm career plan.
At this stage you are ready with the jobs that can be available in the
employment market. Now you need to match the skills, qualities and abilities the
job requires with those skills, qualities and abilities you own.

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11.06 Mapping your skills

Most students, when making career choices, will say ‘‘I want something
interesting’’. Your interests have already influenced many of the choices made in
your life: your choice of college and degree subjects; the ways in which you spend
your spare time; the holidays, and perhaps the jobs, which you have taken during
vacations. They may have been responsible for many of the friends you have made
and helped you to develop your personal skills. These interests are likely to have a
similar influence on your career. For some people, an interest is of such
importance in their life that it is the main influence on their career choice. A gifted
athlete, for example, may be able to use their interest and ability to succeed in a
sporting career. Make a note of the activities you most enjoy and why you find
them interesting.
First of all, identify a few organizations that you would like to work for – in a
way you could call them “your dream jobs!” One important element in selecting
your dream jobs should be that the organization (whatever you know of its culture)
and the role (whatever you know about it) personally resonate with you. They play
to your strengths, your aspirations, your values.
What are your values? Your values are those things in your life that you
consider to be important. In relation to work, values are what provide purpose to a
job in the eyes of the individual who does it. The effort, commitment and
motivation that a person brings to a job are usually in direct proportion to the
values that they perceive in it. Another name sometimes used for values is
motivators. Your values are likely to be the main factor in deciding on a career, or
a career path within a particular field of employment. An accountant working in a
large private company may value his prestige, material benefits and security. What
then are YOUR values?
Your skills do determine your chances of success in a career and your interests
and values will help you decide where to apply these skills: but do you need to also
consider your personality? Some characteristics are widely applicable. Resilience
can be equally valuable to a police officer, a television producer, or anybody who
commutes to work! Tact and sensitivity are not just for social workers but help
anybody to get on with their colleagues.

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Figure 11.03 - Determine Your Strengths

These personal characteristics can have a strong influence on your career

choice. Anybody who feels that terms like ‘‘outgoing'', and ‘‘independent'' are the
complete antithesis of their personality is unlikely to be happy, for example, in
sales or at the Bar.
You may think that certain personal styles, such as being careful have negative
connotations, but it is a valuable attribute in financial jobs and crucial for medical
occupations (imagine the surgeon who isn't careful!). Similarly, being reserved may
be linked to powers of concentration and attention to detail: important in the
science and computing fields.
You need to also make sure that you know what a particular career demands. If
you are methodical, meticulous and reliable you may do well as an accountant:
but you also need to be adaptable and confident to deal with the customers.
If by now if you have succeeded in choosing the next wonderful job you plan
to have, then you first need to
1. Understand what skills, qualities and abilities the job requires.
2. Match those skills, qualities and abilities with your own.
3. Prepare examples of how, when and where you have demonstrated them
in the past.
Present those skills, qualities and abilities clearly and confidently both in
writing and in person at the interview.

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Activity 11.01

Look at the values listed below. Make a note of the three values which are most like
you and the two that are least like you.

1. INDEPENDENCE: Freedom to work alone, make your own decisions, plan your
own work.
2. HELPING: Helping, advising or caring for others in face-to-face work situations.
3. RISK-TAKING: The sense of excitement, adventure and challenge that comes
from taking risks, whether personal, physical or to an organization.
4. VARIETY: Change and diversity in work content, personal contacts or location.
5. PRESTIGE: The status, recognition and importance of a job, either within your
own organization or that accorded by the general public.
6. LEADERSHIP: Work in close co-operation with others to achieve a common
goal.
7. TEAM MEMBERSHIP: Working in close co-operation with others to achieve a
common goal.
8. ADVANCEMENT: Promotion, career progression and upward mobility.
9. MATERIAL BENEFITS. The financial or other material rewards that ensure a
comfortable lifestyle.
10. SECURITY. Stability of employment and assured salary.
11. ARTISTIC CREATIVITY. Engage in creative work in any art form.

11.6.01 Skills, abilities your job requires

Start by listing all the tasks your job involves, then go through them and list the
skills, knowledge and abilities you use to accomplish each one. Include specific
qualifications and training where appropriate. Here is a list of skills required by
three jobs.
TEACHERS
Obviously need to be good at teaching, instructing and making presentations,
but they also need to have good listening skills to understand the problems a pupil
may be having. They need to be able to analyze (for example) the reasons why a
potentially bright student is not making progress, to have good writing skills, and
be able to plan the next terms work.

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BANK MANAGERS
Also need good writing skills, for example, when drafting a letter to reply to the
complaint of a customer. They need to be good listeners to be able to sort the
wheat from the chaff when a customer is asking for a large loan. They have to be
persuasive when trying to persuade a local company to bank with them rather
than a competitor bank, and to be able to both direct and co-operate with their
staff. They need to be good at analyzing information and making decisions when,
as above, deciding whether or not to make a loan, and of course they need to be
numerate, but basic maths is probably sufficient here.
CHARTERED ACCOUNTANTS
Must be logical and able to research when they prepare and audit accounts as
well as being good at questioning and advising clients when they provide a
consultancy service. They should also have strong numeracy, decision-making,
planning and oral communication skills. While being socially confident and able to
persuade and negotiate with their clients they must also be good at listening to
what others have to say.
So far we have a clear as to what are jobs-skills relationships. However for the
job chosen by you, greater mapping is necessary. Let us take a case of someone
who wanted to go for a simple job of a Personal Assistant. The advertisement for
this job would run more or less like the one below:

Personal Assistant

A small city based environmental charity requires an experienced, mature assistant to

provide administrative and secretarial support. Must have excellent organizational
abilities and key board skills. God communications kills and telephone manner
essential as will be dealing with enquiries from the public. Knowledge of
bookkeeping and familiarity with spreadsheets would be an advantage, but training
will be provided. Understanding of the environmental issues desirable. Must be able
to work on own initiative without supervision.

It is obvious that they want:

• Administrative and secretarial experience.
• Computer skills.
• Maturity – either in age or attitude.

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• The ability to organize.

• Good communication skills.
• Confident telephone manner.
• Ability to work on own initiative without supervision
• Some book keeping experience
• Familiarity with spreadsheets.
• Experience of dealing with public.
• Understanding of and sympathy with environmental issues.
From your own knowledge and experience of working for a small organization,
for example, you can also that they want someone who is:-
• Dependable and supportive.
• Willing to learn – they offer extra training if needed.
• Flexible and adaptable.
• Helpful.
• Able to do routine office work efficiently but able to cope up with
responsibility as and when need arises.
A good match of these requirements – do not forget to dig through all your
skills, abilities and experience- should put you on the interview for this job.

11.6.02 Your skills, knowledge and abilities

Start by listing all the tasks your chosen job involves using the Personal
Assistant example above. The go through them and list the skills, knowledge and
abilities you use to accomplish each one. Include specific qualifications and
training where appropriate and add your achievements, too.
Think of this as thorough warming-up exercise. Only the relevant parts are to
be inserted into your final CV that will be discussed in your job interview. But
thinking about what you do and the skills you use to do it will often uncover things
you had not really thought about before. Most importantly it provides you with a
rich tapestry to pick and choose from when you match your skills to the
requirements of the job you are trying for.

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You need to carry this exercise for once and the effort is well worth it.

11.6.03 Key tasks

When defining your key tasks, think about everything you have to deal with in
your job, including parts such as:-
• People
• Clients and customers.
• Colleagues.
• Supervisors
• Subordinates.
• Money and financial procedures.
• Products and merchandize.
• Technical processes.
• Procedures.
• Ideas.
• Facts and figures.
• Communication.
• Legal requirements.

11.6.04 List your skills, knowledge and abilities

Think about all the activities you carry to fulfill each of these tasks – the skills
and abilities you have developed, along with the knowledge you have gained.
What specific skills have you gained through training and what have you acquired
through experience.
Here you ought to consider:-
• Learnt skills such as
• Technical skills.
• Professional skills.

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• Communication skills.
• IT skills
• Natural abilities such as
• Interpersonal and people skills.
• Creative talent
• Problem solving and analytical abilities
• Knowledge and experience such as
• Knowledge of processes and procedures
• Industry knowledge.
• Experience with specific situations and requirements.
Qualifications and training: Consider everything that is relevant to the job you
want to do. Do not stop at academic qualifications include all the vocational
training you have had, on the job training, short courses, evening classes, and
workshops, distance and correspondence courses, certification of prior learning. If
it has increased your skills, abilities or knowledge, include it. If it means an outside
body has passed you as competent to do something, include that, too.
Results and achievements: Think about the results of what you have done in
each of these tasks and what you have achieved. Consider the positive effect you
have had in your job and include anything that you might have:-
• Increased, such as:
• Profits.
• Turnover.
• Sales.
• Efficiency.
• Customer satisfaction
• Market opportunities
• Decreased, such as:
• Staff turnover.
• Risk.

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• Complaints or returns.
• Time taken.
• Problems.
• Waste.
• Improved, such as:
• Competitive advantage.
• Appearance and marketability.
• Organization
• Information flow.
• Staff performance
• Teamwork
• Relationships, external or internal.
Do an honest self-assessment about your areas of strength in totality and the
ones that seem to you most relevant for being able to perform the role well.
It is as important do an honest self-assessment of your strengths as well as your
areas of opportunity/development/improvement/deficiency whatever you may
choose to call them.
If you can get someone who knows you well to review with you yourself
assessment quite dispassionately, it would become more accurate and realistic, and
that would help you plan your strategy to face interviews.
Here are some ways to assess your areas of strength:
a. First of all, strength areas are things that you love to do. You naturally tend
to gravitate towards them and like to learn more and more about. Strengths have
relevance and have their impact not only in professional sphere, but in personal
life. For instance, if you are genuinely empathic listener, you will demonstrate that
behaviour naturally, in any context, with family, friends, neighbours as with
colleagues, clients/customers.
b. Strength areas represent skills and behaviours that you can learn very
quickly and well, when compared with the rate and extent of learning that you
achieve vs. other persons.

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c. What you learn easily, quickly and well vs. areas/aspects/subjects/skills

where your learning is not that swift, without facing too many hurdles and
thoroughgoing
d. To reemphasize a point, your true strengths (repetitive patterns of naturally
occurring thoughts, perception or behaviours) straddle your entire existence. For
example, if planning on how to carry out a task and then executing it flawlessly is
something you really do well, this will hold true for your professional work, your
academic projects as well as anything you do in your personal life.

11.07 The 10 Skills That Will Get You Hired

The experts agree: anyone can take a degree in a subject but it is not going to
land you the job. The most in-demand jobs these days might be rooted in the
booming computer industry, but it is not only technical and programming chops
that prospective hires should be showcasing.
“The most sought-after skill-sets for recruiters are becoming less and less about
proficiency in specific processes and coding languages,” says a major recruiter in
Bengaluru, “And more about how you think systems through and work within the
context of the team. Learning a technology is the easy part. Having the mindset to
apply it, having the mindset and logic to process it, being thorough and detail-
oriented while doing so, these are the critical skills.”
Highlighting skills on resumes may be critical, but it is in the interview setting
where a prospective hire can really let them shine. It’s critical to show how you
put those skills into action and contributed to the success of previous employers.
Providing specific examples of how these skills spelled success can mean the
difference between an offer letter and being shown the door.
Here, the 10 most important job skills that can land you in your dream job.
No. 1 Critical Thinking: Using logic and reasoning to identify the strengths
and weaknesses of alternative solutions, conclusions or approaches to problems.
No. 2 Complex Problem Solving: Identifying complex problems and
reviewing related information to develop and evaluate options and implement
solutions.
No. 3 Judgment and Decision-Making: Considering the relative costs and
benefits of potential actions to choose the most appropriate ones. Did you gather
information about something, weighed up the pros and cons and made a decision

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based on your research? Did you weighed up the facts about a situation and
arrived at an appropriate judgment?
No. 4 Active Listening: Giving full attention to what other people are
saying, taking time to understand the points being made, asking questions as
appropriate and not interrupting.
No. 5 Team work and Monitoring: Monitoring and assessing performance
of yourself, other individuals or organizations to make improvement or take
corrective action. Contributing to a team effort. Negotiating with other colleagues.
Resolving conflict or arguments within a team.
No 6 Communicating with others. Can you a) influence, motivate and
persuade people? Negotiate with them? Receive and present information and
ideas clearly and accurately? Have you ever, for example, a) handled complaints or
dealt with other demanding circumstances? b) put your point of view to others
successfully?
No 7 Organizing and planning. Prioritizing tasks to achieve a target or
meet a deadline. Planning a project or event through completion, delegating tasks
to others and get them done.
No 8 Positive outlook: Working with conviction and confidence. Looking at
brighter side of every situation. Never thinking of giving up, in spite of all odds.
No 9 Flexibility and adaptability. This includes the ability to a) adapt to
the demands of the job, b) change and develop and c) multitask. Here you ought
to adapt successfully to a changing situation, become proficient at a task or skill
quickly and effectively, handle several tasks at a time with success or react sensibly
to unexpected situations as they arise.
No 10 Drive and determination: an ability to recover from a setback or
disappointment, overcome obstacles or achieve results over and above the set
targets.
These ten are your real comrades. Master them to get ready to meet your next
employer.

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Not sure if your self-talk is positive or negative? Here are some common forms of
negative self-talk:

Filtering:
You magnify the negative aspects of a situation and filter out all of the positive ones.
For example, you had a great day at work. You completed your tasks ahead of time
and were complimented for doing a speedy and thorough job. That evening, you
focus only on your plan to do even more tasks and forget about the compliments you
received.

Personalizing:
When something bad occurs, you automatically blame yourself. For example, you
hear that an evening out with friends is canceled, and you assume that the change in
plans is because no one wanted to be around you.

Catastrophizing;
You automatically anticipate the worst. The drive-through coffee shop gets your
order wrong and you automatically think that the rest of your day will be a disaster.

Polarizing:
You see things only as either good or bad. There is no middle ground. You feel that
you have to be perfect or you're a total failure.

11.08 Mistakes you must avoid when you get ready

No matter how qualified you are or what field you are entering, there are certain
actions that can help facilitate quick employment. These we studied in details so
far. On the other hand, there are definite mistakes that can ensure you are
unemployed for a long time. Avoid these common mistakes when looking for a job:
Looking for work before you are ready.
Many people peruse the job market before they are out of college, and this is a
great way to get a feel for the state of the job market. However; do not apply for a
job until you are ready to start working. Doing so will waste your time, and the
time of your potential employer.
Doing nothing while you are unemployed.
The first few weeks after college should be spent enjoying time with friends and
family. However, if you’re unemployed you should start looking for a job sooner

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rather than later. Not only is it financially irresponsible to not look for work, but
long lapses of unemployment can look suspicious on your resume.
Applying for everything.
Sure, you need a job. Yet, applying for every job that comes your way will do
nothing but exhaust and frustrate you. Only apply to the jobs that you are
qualified for. Taking the first job that comes your way may result in boredom if
you’re overqualified, or stress if you’re under qualified.
Sending the same cover letter and resume.
Cover letters and resumes are not one size fits all. You should look at the job
listing and tailor your resume to that specific job. Accentuate assets you know the
employer is looking for. Look at the website of the company you are applying to,
and pull out specific facts of interest in your cover letter and resume. Doing so will
set you apart from the crowd and increase your likelihood of getting an interview.
Sending an outdated resume.
Sending a resume that hasn’t been updated in the last few months or years tells
a potential employer that you’re not serious about your job search. What’s worse,
sending a resume and/or cover letter riddled with grammatical errors will
communicate that you are incompetent or lazy. Update your resume every three
months, and be sure that all contact information and employment history is
accurate. Have a friend or career advisor proofread your resume and make sure it
is completely free of typos.
Making it all about you.
You are the one who is unemployed and the one applying for a job, but that
doesn’t mean the interview and job application is about you. In fact, employers are
looking for candidates that are team players, and that are willing to put their needs
aside to do what’s best for their company. Communicate your unselfishness, and
ask questions about the interviewer, job, and the company. Explain that you are
excited about the possibility of working for that company and pull specific facts
about the company from their website.
Making demands.
As the candidate, it is your job to make the interviewer like you, and want to
work with you. A surefire way to turn off an interviewer is to demand to leave
work early, or have a specific working hours or an odd job designation. It is

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important you show an interviewer that you are likeable and easy to work with, so
keep the demands to yourself.
Giving up.
Looking for a job takes time and it is easy to get frustrated. Do not get
discouraged if you are unemployed for longer than you expected. Take time to
reward yourself, and remind yourself that you are a college educated professional.
In the meantime, do things that will make you more hirable, like taking a
computer course or volunteering. As the economy recuperates, new opportunities
will arise, allowing your career to start.
Now that so much background efforts are completed, let us really get ready
with materials you ought to prepare, prior to the big job interview day. Learn
about it in the next Chapter 12.

11.09 Summary

These days work takes up more than half of one’s available active time, certainly
you do not wish to spend it in unfulfilled and unhappy way in a job you do not
like. Being unhappy at work also adversely affects your domestic life and health.
Get rid of your lethargy and go in for a job that provides you full satisfaction. If
you adopt a scientific approach, be certain, you can do it! And that is what we are
trying to study here. You just need a vision for yourself before you set out on your
journey. Remember whatever you learned in college can help you in your
professional career. Explain to your interviewer how the skills (whatever they may
be) you learned in college can be applied to the job opening at hand.
You will often hear from your colleagues in multinational companies that,
“80% of people in here got a job because a friend recommended them.” That is
still absolutely true today. Not sure if you have an adequate network? Build one!
More job recruiters are taking advantage of Facebook and LinkedIn to find
potential employees Job market research is vital to job hunting. The better
informed you are, the more likely you are to pick up on opportunities and
openings. The two key avenues you need are information and contacts. More
efficiently you explore these avenues larger will be your horizon from where you
pick up jobs you like. You have a real choice, you do not have to settle for a job,
because it is available, whether you desire it or not.
You can look up company websites, news, and chat groups, professional
organization and society websites, college and university career pages, career

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guidance sites and recruitment agencies. Newspapers are a great resource if the
new job you desire needs to be in a specific geographic location. The "Sunday
classifieds" in all major newspapers carry hundreds of listings from local
companies. More people you contact, the more likely you are to find a job. Even if
people cannot help you directly, they will often put you in touch with someone
who can, and they will help you to build a more comprehensive picture of what is
happening. Organizations and associations are readymade sources for job
information. The sorts of organizations that could help you to get to know people
that you do not meet through social contacts are many. Events are good places to
meet people. Do request for business cards when you are introduced to new
contacts.
There are three approaches you can select to job hunting: Browsing,
Broadcasting and Targeting. Browsing is the most widely used job search strategy,
and the easiest and least demanding. It involves browsing internet sites,
newspapers, journals and trade magazines looking for advertised vacancies that
suit your requirements. Broadcasting approach involves sending your CV by post
or email to as many companies as possible and hope that it lands on the right desk
at the right time. And targeting is a selective approach that involves deciding the
work you want to do; the type of organization you want to work for; who, what,
where these organizations are located; and whom to contact in each organization.
Your skills do determine your chances of success in a career and your interests
and values will help you decide where to apply these skills: but do you need to also
consider your personality? Some characteristics are widely applicable. Resilience
can be equally valuable to a police officer, a television producer, or anybody who
commutes to work! Tact and sensitivity are not just for social workers but help
anybody to get on with their colleagues
Start by listing all the tasks your ideal job involves, then go through them and
list the skills, knowledge and abilities you use to accomplish each one. Include
specific qualifications and training where appropriate. Then go through them
and list the skills, knowledge and abilities you use to accomplish each one. Include
specific qualifications and training where appropriate and add your achievements,
too. Think of this as thorough warming-up exercise. You need to carry this
exercise for once and the effort is well worth it.

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11.10 Self-Assessment Questions

1. How the subject chosen by you for graduation affects your job search?
2. Your social network assists you in your job search. Explain.
3. How will you get to know about jobs available in the employment market?
4. For job search you need to map your skills. Why?
5. Explain three approaches to job hunting.
6. List a few important common skills that all employers want in their new
recruits?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

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GAME? A SELF - APPRAISAL

Unit B - Preparing for Interview

Learning Objectives
After studying this chapter you should be able to understand

✓ Place of your CV in the recruitment process.

✓ How to prepare your CV so that you are selected for the job interview.
✓ Layout of your CV
✓ Common errors and how to avoid them
✓ Filling application form
✓ Writing a covering letter for your CV
✓ How to attend a telephone interview successfully
✓ Preparation for the job interview day.

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Structure
12.01 Prepare your CV
12.1.01 What is a CV?
12.1.02 What should your CV contain?
12.1.2.01 Parameters
12.1.2.02 Personal details
12.1.2.03 A personal profile
12.1.2.04 Key Skills
12.1.2.05 Work experience or career history
12.1.2.06 Education
12.1.2.07 Interests and Activities
12.1.2.08 References
12.1.03 What your CV cannot have.
12.1.04 Your CV layout
12.02 Application forms
12.03 Covering letter
12.04 Telephone interviews
12.4.01 More Do’s
12.4.02 More Don’ts
12.4.03 Body language
12.05 Preparation for job interview
12.5.01 How to dress
12.5.02 What will you carry to the interview
12.5.03 Punctuality
12.06 Summary
12.07 Self-Assessment Questions

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12.01 Prepare your CV

12.1.01 What is a CV?

Curriculum Vitae: an outline of a person's educational and professional history,
usually prepared for job applications (L, lit.: the course of one's life). Another
name for a CV is a résumé. A CV is the most flexible and convenient way to make
applications. It conveys your personal details in the way that presents you in the
best possible light. A CV is a marketing document in which you are marketing
something: yourself ! You need to "sell" your skills, abilities, qualifications and
experience to employers. It can be used to make multiple applications to
employers in a specific career area. For this reason, many large graduate recruiters
will not accept CVs and instead use their own application form.
An application form is designed to bring out the essential information and
personal qualities that the employer requires and does not allow you to gloss over
your weaker points as a CV does. In addition, the time needed to fill out these
forms is seen as a reflection of your commitment to the career.
Often selectors read CVs outside working hours. They may have a pile of 50
CVs from which to select five interviewees. It is evening and they would rather be
in the pub with friends. If your CV is hard work to read: unclear, badly laid out
and containing irrelevant information, they will just move on to the next CV. Treat
the selector like a child eating a meal. Chop your CV up into easily digestible
morsels (bullets, short paragraphs and note form) and give it a clear logical layout,
with just the relevant information to make it easy for the selector to read. If you
do this, you will have a much greater chance of interview.
Your needs to
★ Attract attention out of hundreds of other CVs
★ Create a good impression, as professional and businesslike.
★ Present your skills and qualities clearly and concisely
When should a CV be used?
• When an employer asks for applications to be received in this format
• When an employer simply states "apply to ..." without specifying the format
• When making speculative applications (when writing to an employer who has
not advertised a vacancy but who you hope my have one)

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12.1.02 What should your CV contain?

12.1.2.01 Parameters:
What are the most important aspects of CV that you should be careful about.
One survey of employers found that the following aspects were most looked for in
the CVs they processed.
i. Previous related work experience
ii. Qualifications and skills needed for the job
iii. Easy to read
iv. Accomplishments
v. Spelling and grammar
vi. Education (these were not just graduate recruiters for whom this parameter
would be much higher!)
vii. Intangibles: individuality/desire to succeed
viii. Clear objective
ix. Keywords added
x. Contact information
xi. Personal experiences
xii. Computer skills.

12.1.2.02 Personal details:

Normally these would be your name (your formal one and not the nickname),
address (long enough to ensure safe delivery, in case there is a response by post to
your application), date of birth, contact telephone number (the one that will be
attended to during working hours), email address, and marital status. In case the

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CV has more than one page, include name and telephone numbers on top of each
sheet. There are arguments for and against pasting your photograph on your CV.
In the UK and the USA photographs are frowned upon as this may contravene
equal opportunity legislation - a photograph makes it easier to reject a candidate
on grounds of ethnicity, sex or age. Not so in India, hence if you wish to do so,
select recent pleasing photo and preferably scan it so that it becomes an
inseparable part of the CV. A smiling head and shoulder shot would do the job.

12.1.2.03 A personal profile:

A personal profile at the start of the CV can work for jobs in competitive
industries such as the media or advertising, to help you to stand out from the
crowd. If used, it needs to be original and well written. Do not just use the usual
hackneyed expressions: “I am an excellent communicator who works well in a
team……”
To prepare a crisp personal profile you need to determine:
Who I am and what I do: Computer software trainer.
Significant skills /strengths: Fully qualified Microsoft engineer.
Essential experience: Data analysis and information management,
knowledge of business and financial environments and their training needs.
Key personal qualities: Mature, competent.

Final personal profile:

Microsoft approved trainer for PC spreadsheets, data management and graphics
presentation software.. a mature, competent professional with prior experience in in
information management and data analysis acquired in a range of business and
financial environments with engineering and pharmaceutical MNCs

12.1.2.04 Key Skills

The section that highlights your key skills is the most important part of your
CV. Anyone can see at a glance what you have to offer. Use it to emphasize the
most critical points in your favour keeping the actual job requirements in mind.

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The usual ones to mention are languages (good conversational local language
or French), computing (e.g. "good working knowledge of MS Access and Excel,
plus basic web page design skills" and driving ("full current clean driving licence").
Example
• Supervising staff.
• Implementing standard procedures accurately and efficiently.
• Prioritizing the workload.
• Analyzing and rectifying errors.
• Computer skills-
• Microsoft Word
• Excel spreadsheets.
• Outlook and Explorer e-mail and internet facilities
If you are a mature candidate or have lots of relevant skills to offer, a skills-based
CV may work for you.
Example
• Determined marketing objectives and preparing annual budgets.
• Planned marketing activities in conjunction with company’s growth plan and
working out strategies to execute the plan.
• Media Planning as per the budget.
• Developed marketing reports to be presented at the meeting of top
management.
• Lead the marketing programs for branding and lead generation.
• Getting marketing collaterals, advertisements developed to help the company
meet its target.
• Overall responsible for designing, running and promoting the company’s
website and intranet which includes SEO techniques, managing PPC programs,
podcasts, getting webinars delivered for visitors.
• Dealing with print, online and television media.
• Overall responsibility of running various marketing campaigns – like getting
newsletters, e-mail blasts sent to the customers.

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12.1.2.05 Work experience or career history

Use action words such as developed, planned and organized. Even work in a
shop, bar or restaurant will involve working in a team, providing a quality service
to customers, and dealing tactfully with complaints. Try to relate the skills to the
job. A finance job will involve numeracy, analytical and problem solving skills so
focus on these whereas for a marketing role you would place a bit more emphasis
on persuading and negotiating skills.
Example:
XYZ Corp, Mumbai: All of my work experiences have involved working within
a team-based culture. This involved planning, organization, coordination and
commitment e.g., in retail, this ensured daily sales targets were met, a fair
distribution of tasks and effective communication amongst all staff members.
Joined 20xx as a Sales Supervisor and promoted to Floor Head in 20xx.
You can also opt for a detailed narration of your work experience by including
Career Summary in you CV for senior openings.
Example:
• More than 8 years of work experience in the field of marketing with various
ATL and BTL activities.
• Experienced in planning marketing campaigns, getting collaterals developed
and promoting the products and services through online and print media.
• Experienced in forging and maintaining relationship with online, print and
television media.
• Experienced in dealing with Ad Agencies.
• Good analytical and communication skills.
• Experienced in handling national and international exhibitions & organizing
events.
• Good experience of Search Engine Optimization.
• Well versed with Drupal and Joomla – the content management systems.
• Well versed with MS Office, Windows XP and Vista. Ensuring successful
participation in national and international tradeshows, exhibitions & organizing
other events like conferences, seminars etc.

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• Developing systems and procedures to ensure that the leads generated are
optimally utilized.
• Managing the team of marketing executives.
• Developing training programs for the people in marketing team.
While providing employment record start with your current position, state your
employer’s name and short address, the dates you worked there, your job title and
brief description of your duties. Match the duties with the job for which you are
applying.

12.1.2.06 Education
In this section you provide details of courses completed and examinations
passed. If you have adequate experience, this section is not of real significance to
employers. But for fresher educational and professional qualifications assume
decisive factor in your CV
Example:
• MBA – Marketing from Pune University in the year 2001.
• Four Week Marketing Workshop at IIM, Ahmedabad in 2005.
• Attended conferences on Search Engine Optimization in 2008.

12.1.2.07 Interests and Activities

a. Keep this section short and to the point. As you grow older, your
employment record will take precedence and interests will typically diminish
greatly in length and importance.
b. Bullets can be used to separate interests into different types: sporting,
creative etc.
c. Do not use the old boring clichés here: "socializing with friends".
d. Do not put many passive, solitary hobbies (reading, watching TV, stamp
collecting) or you may be perceived as lacking people skills. If you do put these,
then say what you read or watch: "I particularly enjoy Dickens, for the vivid
insights you get into life in Victorian times".

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e. Show a range of interests to avoid coming across as narrow: if everything

centres around sport they may wonder if you could hold a conversation with a
client who was not interested in sport.
f. Hobbies that are a little out of the ordinary can help you to stand out from
the crowd: skydiving or mountaineering can show a sense of wanting to stretch
yourself and an ability to rely on yourself in demanding situations
g. Any interests relevant to the job are worth mentioning: current affairs if you
wish to be a journalist; a fantasy share portfolio such as Bull bearings if you want
to work in finance.
h. Any evidence of leadership is important to mention: captain or coach of a
sports team, course representative, chair of a student society, scout leader: "As
captain of the school cricket team, I had to set a positive example, motivate and
coach players and think on my feet when making bowling and field position
changes, often in tense situations"
i. Anything showing evidence of employability skills such as team working,
organizing, planning, persuading, negotiating etc.
Much has been written about hobbies that are considered as “good’ and others
which put employers off. While processing CVs, little or no attention is provided to
this section. But during the job interview, recruiters want you to be in a relaxed
and positive mood, and questions on your interests and hobbies just achieve this
objective.

12.1.2.08 References
Many employers don’t check references at the application stage so unless the
vacancy specifically requests referees it's fine to omit this section completely if you
are running short of space or to say "References are available on request."
Normally two referees are sufficient: one academic (perhaps your tutor or a
project supervisor) and one from an employer (perhaps your last part-time or
summer job).
Before you put their names on your CV, please, ensure that
1. You have sought their permission.
2. Provided them with a copy of your CV

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so that there is no scope for any confusion if your prospective employer decides
to get in touch with them.
A sample template for your CV

NAME
Write your contact details across the page (saving space)
Include your landline, mobile and email.

OBJECTIVE
Briefly state exactly what it is you want – what job are you applying for. Do not
elaborate.

PERSONAL PROFILE
This is the key element of your CV. The rest of your CV content will be based on
this section. You can write this information using either bullet points or sentences.
Use words which reflect skills and experiences which match the opportunity you are
applying for but keep it short as you will have the opportunity to expand on these
basic themes later in your CV.

EDUCATION
Write in reverse chronological order. Do not forget to include your degree(s)
including the institution where you studied, your degree title(s) and the passes you
achieved. If you are applying for your first post after graduating, then this section can
do more than just list your educational achievements: you can highlight units,
modules and projects from your degree course which are relevant to the post you are
applying for. For instance, final year projects area useful to promote as they provide
evidence of project management skills. You may want to add information about your
secondary education especially if it shows skills such as languages, distinctions.

EMPLOYMENT
This is the section which raises more questions at interview. Again, write in reverse
chronological order including your job title, the organization you worked for and
dates (just the year is sufficient). You could add relevant jobs you did as a student.
Only add those which add to your experience and skill base relevant to the job you
are applying for. Be careful that you do not write a job description but write about
what you achieved in that job starting each statement with an action/power word.
This is where you can link your work experience to the skills you highlighted in your
Personal Profile.

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ACHIEVEMENTS
Did you win any prizes or awards, have a position of responsibility, captained a team,
organized an event or were recognized for anything else you have done? What about
any other extra-curricular activities. You should include those which support your
CV. If you have limited achievements to offer then leave this heading out and
replace it with another heading more relevant to your experience.

SKILLS/QUALIFICATIONS
If you speak any languages, play an instrument, have achieved recognized IT or any
other non-academic qualifications, have a driving licence, or any qualification related
to your extra-curricular activities, include them here. Both this section and the
achievement section of your CV are where you can demonstrate your broader skills
and activities, which make you a better employee/team player.

FURTHER INFORMATION
Perhaps you play/played a sport, have volunteering experience, were an active
member of a university club or have an interesting hobby?

REFEREES
If you need the space just write ‘References available on request’. If the individual
reading your CV is interested in, you will be contacted for references anyway. If you
have space, give all contact details including title if appropriate.

12.1.3 What your CV cannot have.

In a recent study conducted by placement agency in the US, when asked what
would make them automatically reject a candidate, employers said:

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CVs with spelling mistakes and grammar or typos 61%

CVs that copied large amounts of wording from the job posting 41%
CVs with an inappropriate email address ([email protected]) 35%
CVs that do not include a list of skills 30%
CVs that are more than two pages long 22%
CVS not tailored to the job 21%
CVs printed on decorative paper 20%
CVs that detail more tasks than results for previous positions 16%
CVS with length not right and poor work history 16%
The good news is just by avoiding them you get into CVs that receive your future
employers’ attention.

12.1.4 Your CV Layout

Arrangement: Your CV should be carefully and clearly laid out - not too
cramped but not with large empty spaces either. Use bold and italic typefaces for
headings and important information
Never back a CV - each page should be on a separate sheet of paper. It is a
good idea to put your name in the footer area so that it appears on each sheet.
Be concise: a CV is an appetizer and should not give the reader indigestion.
Do not feel that you have to list every examination you have ever taken, or every
activity you have ever been involved in - consider which are the most relevant
and/or impressive. The best CVs tend to be fairly economical with words,
selecting the most important information and leaving a little something for the
interview: they are like a trailer rather than the main movie. Good business
communications tend to be short and to the point, focusing on key facts and your
CV should to some extent emulate this. The longer and more dense your CV is,
the harder it is for an employer to comprehend your achievements.

As Mark Twain said: “If only I had more time, I would write you a shorter letter”.

Be positive - put yourself over confidently and highlight your strong points. For
example, when listing your interests start with where you won medals / certificates
first.

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Be honest: although a CV does allow you to omit details (such as examination

not passed at the first attempt) which you would prefer the employer not to know
about, you should never state inaccurate or misleading information. CVs are not
legal documents and you cannot be held liable for anything within, but if a
recruiter picks up a suggestion of falsehoods you will be rapidly rejected. An
application form which you have signed to confirm that the contents are true is
however a legal document and forms part of your contract of employment if you
are recruited.
If posting CV: If you are posting your CV, do not fold it - put it in a full-size
A4 envelope so that it does not arrive creased. [Note the Lucinda font used here
for your CV layout , does it look more readable?]

How NOT to do it

♨ One graduate had emailed out over 80 CVs without getting a single reply and
was puzzled as to why.
♨I asked him to show me what he had sent out. He had sent identical CVs and
letters to all the companies in one mass email. Recruiters opening the email could
see the names of the 80 companies he had applied to in the "To: " box of the
email!

Activity 12.01
Vijaya Shah, graduated from Pune University in 2005 and secured a job in a fashion
designing company in public relations. With two years of experience shifted to
Mumbai and was recruited as a customer services supervisor, where she handled
significant sales volume. Performed consistently and effectively. Shifted to another
(bigger) company to become a manager. Handled higher volumes and generated
more profits.

Vijaya now wishes to respond to the ‘Wanted’ advertisement for a Customer Service
Director’s post.

Prepare her CV by adding the missing details in above data.

Note: One such attempt is available before 12.06 Summary.

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12.02 Application forms

Some organizations prefer to use a standard application form for recruitment

rather than receive CVs. There are several reasons for the preference:-
i. The standard format allows quick screening.
ii. Key requirements are covered for all candidates.
iii. Only responsible candidates fill them up. Others find it difficult to provide
all the data asked for.
iv. Inconsistencies and omissions are evident.
v. Analysis simplified and speeded up.
vi. No favors to those who write clever CVs
You can use your CV to fill in such application forms without any difficulty as
content is similar. Read the application form through before writing anything.
Make a photocopy to start writing/filling data in it. Only finalized data is to be
entered in the form received by you from the company. If you are to fill in this
application online; then first fill it offline, check, finalize, then only send online.
Standard application forms used by corporates usually have a box where
candidate has option to provide any additional data not asked for in the
application. You can write / fill any information in your CV which could not be
included into the application so far. This ensures that any important data in your
CV is not lost but considered in the application form.

12.03 Covering letter

Always forward your CV to your prospective employer with a covering letter. It is

an opportunity to headline your key points and highlight your suitability for the
job. If you are forwarding the CV in response to any job posting by the employer,
refer to it first. If not, do not make the reader guess what you are asking for; be
specific about the opening you want in the organization.
Tell specifically how you learned about the position or the organization — a
flyer posted in your department, a web site, a family friend who works at the
organization. It is appropriate to mention the name of someone who suggested
that you write.

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The cover letter will be seen first. Therefore, it must be very well written and
targeted to that employer. Call attention to elements of your background —
education, leadership, experience — that are relevant to a position you are
seeking. Be as specific as possible, using examples. Reflect your attitude,
personality, motivation, enthusiasm, and communication skills.
Provide or refer to any information specifically requested in a job
advertisement that might not be covered in your resume, such as availability date,
or reference to an attached writing sample.
Indicate what you will do to follow-up. You can say "I look forward to hearing
from you." Or "I will contact you in the next two weeks to see if you require any
additional information regarding my qualifications."
Your covering letter has to be in single page. If you are having trouble fitting a
document on one page, sometimes a slight margin and/or font adjustment can be
the solution.

12.4 Telephone interviews

On receipt of your application / CV employers analyze them and shortlist those

applicants who meet the main job requirements. Many times employers arrange
for a telephone interview as a second stage in recruitment process. They have
already seen your CV or application form, now they use the telephone to check
whether you are as good as you portrayed in your CV. This way they can a] bring
down the number of applicants to be called for job interview, b] cross check the
data in the CV and c] check your telephone manners, if that is a part of the job
requirement.

If you are serious about your job hunt, you must have submitted CV /
applications to many organizations, you must be ready for such telephone
interviews. Organize yourself. Be ready with a paper and pen, your CV (the one
you forwarded to THAT employer. Hence on receipt of a call, find out who is
calling you and from where. That way you will be able to grab the correct
documents immediately. Write the caller’s name first. Let the caller ask you
questions and respond to them positively and truthfully. Always ask a few
questions yourself. Talk about your positives which you could not add in your CV
in order to restrict it just two pages.

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12.4.01 More Do’s

Do
• Be polite and friendly.
• Call the interviewer by name every so often; easy when it is written down in
front of you.
• Make notes. Anything the caller tell you which you think could be useful
ammunition for the next stages of the recruitment process, write it down. The
more you know, the more prepared you will be later.

12.4.02 More Don’ts

Do not
• Interrupt. Wait until it is your turn to speak.
• Answer with just ‘yes’ or ‘no’ all the time. try and provide a full answer every
time; it is the only way to turn the an ‘interview’ into a meaningful conversation to
which both are party
• Get flustered if you do not understand a question. Saying ‘would you mind
repeating that again?’ or ‘Could you explain what you mean?’ is perfectly
acceptable.
• Mention salary. This is not the time to bring up any of the ‘what’s in it for
me’ questions. Remember your objective is to secure face-to-face meeting.

12.4.03 Body language

Most of the body language we automatically use when talking to someone face-
to-face, is completely missing on the telephone. The person on the other side of
the line can only hear you and cannot see you. (Good. You need not be dressed
up.) But there are ways to improve your ‘telephone body language’
Smile. Smiling helps you to relax and makes your voice sound pleasant. You
can always make out when someone is smiling. Just try it out.
1. Speak directly into the telephone mouthpiece

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2. Give the call your 100% attention. Switch off TV, radio or your gas burner.
Your interviewer does not know what you are doing, but knows you are not
concentrating.
3. Do not eat / chew during the conversation. Nor can you smoke, a non-
smoker on the other side will always make out.
Before the interview comes near a close, you should either have an invitation
for the job interview or an answer to your question ‘From our talk, I can see that
this is a challenging opening for me. I would really like to meet you. Can we fix up
the time?’ Remember your interviewer at this stage is looking for someone who is
enthusiastic, sounds like the person who wants the job. Make certain it is you.

12.05 Preparation for job interview

1. How can you ensure in an interview that you would be able to effectively put
forth your capabilities which are relevant for the job? Study the organization
where you have been invited for the job interview. Use the unique qualities you
noticed about this company.
Be well versed with the CV you had submitted for this interview. What you say
in the interview should 100% be in consonance with this CV.
2. How do you communicate to the interviewer(s) that you are a good fit for
the role and the organization? Relate your skills and experience to the demands of
the job you have applied for. Show that if provided a chance, you will ensure the
employer’s expectations are going to be delivered.
3. How do you avoid getting caught in a barrage of (random) questions
that only show what you do not know; what you cannot do well? This can happen
pretty often unless as a candidate you do not work to avoid this. Agree with the
interviewer, but immediately proceed with your strengths and achievement at the
first opportunity. Here you ought to use your tact and human relationships.
4. While preparation for an interview is done with a view to effectively
showcase your talent and accomplishments, it is not a substitute for regular
disciplined hard work, building effective habits and achieving some significant
goals in your earlier endeavors. It is not about trying to trick the interviewer into
finding you suitable, when actually you may not be. If you get selected for a
position you are not really suitable for, it is most likely you will not last there for
long. Be confident that you can deliver and then only proceed to the interview.

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5. As a candidate, your best bet is to find a way to guide the questions of

the interviewer to areas of your strength and talent. These should be relevant for
the role/job, so that interviewer is also interested there. You should be in a
position to provide evidence, which is based on your past behaviours, actions and
accomplishments rather than let the interview dwell on aspects that are not your
strengths.

12.5.01 How to dress

The best advice for both the men and women is to wear something you feel
comfortable and confident in, and go as yourself. If you are still unsure, ring the
receptionist and she will be happy to advise if there is any sort of ‘dress code’ in
operation. Check your nails are clean, if nor be sure that will go agents you when
you do the customary hand shake. Women candidates should wear a jacket over
their dress or skirt. And men should dress businesslike.
More do’s
Be well pressed, clean, fresh and tidy.
Dress as if going to an important meeting or presentation (rather than for your
average day).
• Quality shows. Well cut, well finished clothes in natural fibres provide the
right impression, whether formal or business casual.
• Dark colors convey authority better than light ones.
• Plain colors are less distraction than patterns.
• If you are planning to wear a new set; try it once or twice earlier at home,
• Check you are comfortable.
More don’ts
• Anything too short or tight
• Extremes; go for natural styles and colors.
• Fussy, distracting, accessories.
• Novelty ties, ear rings, bags or brief cases anything that undermines your
professionalism.
This may not apply if you are attending interview as a fashion designer!

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12.5.02 What will you carry to the interview

Take with you:
• Enough number of additional copies of your CV (the one you forwarded
earlier).
• A notebook for writing down notes during the interview, with a good pen to
fill forms, if any.
• Examples of your work, if this would be useful.
• Your pair of reading glasses, a nice smart brief case, (ladies you can opt for
hand bag but, remember, never both.). Make sure it looks new.
You need not take original of your certificates; these can be shown later when you
get selected. Do not carry a newspaper either. Instead read employer’s brochures
or other marketing reading materials when you wait for your turn for the
interview. If you mention some characteristic contents from there in your
interview to follow, you can certainly, make a mark.

12.5.03 Punctuality
Never be late for interview. Allow enough time to get where you are going,
allowing for possible hold ups, traffic jams etc. In spite all the caution you

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exercise,, if you are likely to get late beyond five minutes, let the receptionist know.
Advise her about when you can reach their office, and find out if they can
accommodate you or reschedule the interview. Offer to her call back after next ten
minutes.
Arriving five minutes early is very good. But any more than that is as bad as
arriving late. Aim to arrive just a little before the interview is scheduled to begin.
Thus you have time to look around, visit the bathroom if you need to,, take deep
breaths and be fresh when your name is announced.
Activity 12.01 A typical CV ( Refer 12.1.04)

Vijaya Shah
123 Anywhere Lane • Two Ville, Mumbai 400001 

22 7775 3333 • [email protected]
 
Customer Service Manager
Seasoned, results-oriented manager with extensive experience in the retail industry
with a 10-year track record of success. Effective leader skilled in developing a results-
oriented, productive team with customer-focused training and support. Exceptional
ability to build rapport with customers and direct-reports to create customer and
employee loyalty.
 
 
• Maintain Consistent Demeanor • Fluent in Hindi / Marathi


• “Business-friendly” Personality • Well-Organized and Highly Efficient


• Sales Training and Team Building • Problem Resolutions


• Client Relationship Development • Customer-Focused

  
PROFESSIONAL EXPERIENCE
Green Clothiers, Fort, Mumbai

Customer Service Manager • 2010 - Present

Charged with managing a range of key operational functions in support of eco-
friendly clothing retailer with two locations and ` 115 crores in annual revenue.
Recruited, trained and managed 15-member team, ensuring continuous delivery of
outstanding customer service generating over ` 15 crores in annual revenue.

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Selected Achievements:
• Awarded Employee of the Month for a total of 12 quarters for outstanding
customer service, problem resolution and customer-focused orientation

• In 2011 and 2013, awarded Manager of the Year for exemplary staff management 

• Redesigned, developed and implemented employee training program which
increased sales revenues by 22% for the first year and 30% for each successive year

Fine Sports Wear, Santa Cruz, Mumbai

Customer Service Supervisor • 2007 - 2010

Charged with managing a range of key operational functions in support of
sportswear retailer with 5 locations across the state and ` 31 crores in annual revenue.
Recruited, trained and managed 35-member team, ensuring continuous delivery of
outstanding customer service generating over ` 6.5 crores in annual revenue.

Selected Achievements:

• Awarded Manager of the Year for 3 consecutive years of exemplary staff

management and team member motivation

• Designed, developed and implemented employee training program which increased
sales revenues by 14% for the first year and 25% for the following two years

• Consistently exceeded annual goals by more than 10% in key metrics including
profit, sales, employee retention and customer service

Fashions India Ltd, Pune

Customer Relations Supervisor 2005 – 2007

Attended Front Desk and promoted new designs developed for each season.
Arranged personal demos. Built sales team from five members to fifteen. Managed
each design from initial offerings to standard off the rack item.

EDUCATIONAL BACKGROUND

Bachelor of Arts in Communications • University of Pune, 2005

PROFESSIONAL ASSOCIATIONS
National Retail Foundation (2007 – Present) 

Mumbai Markets Fellowship (2008 – Present)

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12.06 Summary

Curriculum Vitae CV is an outline of a person's educational and professional

history, usually prepared for job applications. An application form is designed to
bring out the essential information and personal qualities that the employer
requires and does not allow you to gloss over your weaker points as a CV does. In
addition, the time needed to fill out these forms is seen as a reflection of your
commitment to the career.
What are the most important aspects of CV that you should be careful about.
One survey of employers found that the following aspects were most looked for in
the CVs as they are processed; Personal details, A personal profile, key skills, work
experience or career history, education, interests and activities, and references.
In another study conducted by placement agency in the US, when asked what
would make them automatically reject a candidate, employers said grammatical
and spelling errors, unnecessary details, failure to mention skills, bad layout etc.
are main factors. Hence your CV should be carefully and clearly laid out - not too
cramped but not with large empty spaces either. Use bold and italic typefaces for
headings and important information.
Always forward your CV to your prospective employer with a covering letter. It
is an opportunity to headline your key points and highlight your suitability for the
job. If you are forwarding the CV in response to any job posting by the employer,
refer to it first. If not, do not make the reader guess what you are asking for; be
specific about the opening you want in the organization.
Many times employers arrange for a telephone interview as a second stage in
recruitment process. They have already seen your CV or application form, now
they use the telephone to check whether you are as good as you portrayed in your
CV. This way they can a] bring down the number of applicants to be called for
job interview, b] cross check the data in the CV and c] check your telephone
manners, if that is a part of the job requirement.
Plan your travel to the interview site so that you arrive on time, dressed in
professional manner, with you brief case carrying your pen, note book, relevant
CV copies, reading glasses – in short all you need at the time of interview.

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12.07 Self-Assessment Questions

1. Your CV is a decisive factor in you being selected for job interview. Why?
2. What matter you will include in your CV? How will it impress your prospective
employer?
3. List common errors candidates make in their CVs.
4. Telephone interview is the second stage in the recruitment process. How is it
carried?
5. How will you get ready for the job interview on the appointed day?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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Unit B - Preparing for Interview

Learning Objectives
After studying this chapter you should be able to understand

✓ Job interviews – the process

✓ Three stages of job interviews
✓ Job interview constructs / theories
✓ Different types of job interviews
✓ How would you know about your performance

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The Structure

13.01 Introduction
13.02 Interview constructs / concepts
13.2.01 Job-relevant interview content
13.2.02 Interviewee performance
13.2.03 Job-irrelevant interviewer biases
13.03 The Process.
13.3.01 Normal interview
13.3.02 Presentation
13.04 Three phases of the normal process
13.4.01 Pre-interview phase
13.4.02 Interview phase
13.4.03 Post-interview phase
13.05 Types of interviews
13.5.01 Behavioral interview
13.5.02 Situational interview
13.5.03 Puzzle interview
13.5.04 Case interview
13.5.05 Panel interview
13.5.06 Stress interview
13.5.07 Telephone / Video interview
13.06 Landing the job
13.07 Summary
13.08 Self-Assessment Questions

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13.01 Introduction

We were required to prepare for the job interview and now we have understood
how to get ready for it. Now let us just understand the job interview process.
When called by the prospective employer, the topic of how to face the job
interview successfully is covered in the book “Mastering the Interview Process”
A job interview typically precedes the hiring decision, and is used to evaluate
candidates. The interview is usually preceded by the evaluation of submitted
résumés/ CVs from interested candidates, then selecting a small number of
candidates for interviews. Potential job interview opportunities also include
networking events and career fairs. The job interview is considered one of the
most useful tools for evaluating potential employees. It also demands significant
resources from the employer, yet has been demonstrated to be notoriously
unreliable in identifying the optimal person for the job. An interview also allows
the candidate to assess the corporate culture and demands of the job.
Multiple rounds of job interviews may be used where there are many
candidates or the job is particularly challenging or desirable. Earlier rounds may
involve fewer staff from the employers and will typically be much shorter and less
in-depth. A common initial interview form is the phone interview, a job interview
conducted over the telephone. This is especially common when the candidates do
not live near the employer and has the advantage of keeping costs low for both
sides.
Once all candidates have been interviewed, the employer typically selects the
most desirable candidate and begins the negotiation of a job offer.

13.02 Interview constructs / concepts

In light of its popularity, a stream of research has attempted to identify the

constructs (ideas or concepts) that are measured during the interview to
understand why interviews might help us pick the right people for the job. Several
reviews of the research on interview constructs revealed that the interview
captures a wide variety of applicant attributes. These constructs can be classified
into three categories:
⊙ Job-relevant interview content (constructs interview questions are designed to
assess),

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⊙ Interviewee performance (applicant behaviors unrelated to the applicant

characteristics the interview questions are designed to assess but nevertheless
influence interviewer evaluations of interviewee responses), and
⊙ Potentially job-irrelevant interviewer biases (personal and demographic
characteristics of applicants that may influence interviewer evaluations of
interviewee responses that will finally result in a decision).

13.2.01 Job-relevant interview content

Interview questions are generally designed to tap applicant attributes that are
specifically relevant to the job for which the person is applying. The job-relevant
applicant attributes that the questions purportedly assess are thought to be
necessary for one to successfully perform on the job. The job-relevant concepts
that have been assessed in the interview can be classified into three categories:
general traits, empirical factors, and core job elements. The first category refers to
relatively stable applicant traits. The second category refers to job knowledge that
the applicant has acquired over time. The third category refers to the knowledge,
skills, and abilities associated with the job.
A. General traits:
1. Mental ability: Applicants' capacity to learn and process information[3]
2. Personality: Conscientiousness, agreeableness, emotional stability,
extroversion, openness to new experiences.
3. Interest, goals, and values: Applicant motives, goals, and person-
organization fit.
B. Empirical factors:
1. Experience: Job-relevant knowledge derived from prior experience.
2. Education: Job-relevant knowledge derived from prior education
3. Training: Job-relevant knowledge derived from prior training.
C. Core job elements:
1. Declarative knowledge: Applicants' learned knowledge.
2. Procedural skills and abilities: Applicants' ability to complete the tasks
required to do the job.
3. Motivation: Applicants' willingness to exert the effort required to do the job.

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4. Interviewee performance
5.
13.2.02 Interviewee performance
Interviewer evaluations of applicant responses also tend to be colored by how
an applicant behaves in the interview. These behaviors may not be directly related
to the constructs the interview questions were designed to assess, but can be
related to aspects of the job for which they are applying. Applicants without
realizing it may engage in a number of behaviors that influence ratings of their
performance. The applicant may have acquired these behaviors during training or
from previous interview experience. These interviewee performance theories can
also be classified into three categories:
i. social effectiveness skills,
ii. interpersonal presentation, and
iii. personal / contextual factors.

i. Social effectiveness skills:

a. Impression management: Applicants' attempt to make sure the interviewer
forms a positive impression of them
b. Social skills: Applicants' ability to adapt his/her behavior according to the
demands of the situation to positively influence the interviewer
c. Self-monitoring: Applicants' regulation of behaviors to control the image
presented to the interviewer.
d. Relational control: Applicants' attempt to control the flow of the
conversation.

ii. Interpersonal Presentation:

a. Verbal expression: Pitch, rate, pauses
b. Nonverbal behavior: Gaze, smile, hand movement, body orientation.

iii. Personal/contextual factors:

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a. Interview training: Coaching, mock interviews with feedback. Interview

experience: Number of prior interviews.
b. Interview self-efficacy: Applicants' perceived ability to do well in the
interview.
c. Interview motivation: Applicants' motivation to succeed in an interview.
d. Job-irrelevant interviewer biases.

13.2.03 Job-irrelevant interviewer biases

They are personal and demographic characteristics that can potentially
influence interviewer evaluations of interviewee responses. These factors are
typically not relevant to whether the individual can do the job (that is, not related
to job performance), thus, their influence on interview ratings should be
minimized or excluded. In fact, there are laws in many countries that prohibit
consideration of many of these protected classes of people when making selection
decisions. Using structured interviews with multiple interviewers coupled with
training may help reduce the effect of the following characteristics on interview
ratings.
The list of job-irrelevant interviewer biases is presented below.
a. Attractiveness: Applicant physical attractiveness can influence interviewer's
evaluation of one's interview performance.
b. Gender: Females tend to receive slightly higher interview scores than their
male counterparts; gender similarity does not seem to influence interview ratings.
c. Similarities in background and attitudes: Interviewers perceived
interpersonal attraction was found to influence interview ratings. For example if
you are lucky, one of the interviewers could from your graduation college.
d. Culture: Applicants with rural background and/or lack of accent were
viewed less favorably than applicants with city back ground and a traditional name
with or without an accent.
The extent to which ratings of interviewee performance reflect certain
constructs varies widely depending on the level of structure of the interview, the
kind of questions asked, interviewer or applicant biases, applicant professional
dress or nonverbal behavior, and a host of other factors. For example, some
research suggests that applicant's cognitive ability, education, training, and work
experiences may be better captured in unstructured interviews, whereas

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applicant's job knowledge, organizational fit, interpersonal skills, and applied

knowledge may be better captured in a structured interview.
Further, interviews are typically designed to assess a number of theories. Given
the social nature of the interview, applicant responses to interview questions and
interviewer evaluations of those responses are sometimes influenced by constructs
beyond those the questions were intended to assess, making it extremely difficult to
separate out the specific constructs measured during the interview.

13.03 The Process

13.3.01 Normal interview

A typical job interview has a single candidate meeting with, between one and
three persons representing the employer; the potential supervisor of the employee
is usually involved in the interview process. A larger interview panel will often have
a specialized human resources worker. While the meeting can be over in as little as
15 minutes, job interviews usually last less than two hours.
The bulk of the job interview will entail the interviewers asking the candidate
questions about his or her job history, personality, work style and other factors
relevant to the job. For instance, a common interview question is "What are your
strengths and weaknesses?" The candidate will usually be given a chance to ask
any questions at the end of the interview. These questions are strongly encouraged
since they allow the interviewee to acquire more information about the job and
the company, but they can also demonstrate the candidate's strong interest in
them. When an interviewer asks about the weaknesses of a candidate, they are
acknowledging the fact that they are not perfect. However, the interviewer is not
really interested in their weaknesses but how they may make up for them. It also
displays the skill of self-reflection and the pursuit for self-improvement
Candidates for lower paid and lower skilled positions tend to have much
simpler job interviews than do candidates for more senior positions. For instance, a
lawyer's job interview will be much more demanding than that of a retail cashier.
Most job interviews are formal; the larger the firm, the more formal and
structured the interview will tend to be. Candidates generally dress slightly better
than they would for work, with a formal business wear being appropriate for a
white-collar job interview.
Additionally, some professions have specific types of job interviews; for
performing artists, this is an audition in which the emphasis is placed on the

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performance ability of the candidate. In many companies, assessment days are

increasingly being used, particularly for graduate positions, which may include
analysis tasks, group activities, presentation exercises, and psychometric testing.

13.3.02 Presentation
In recent years it has become increasingly common for employers to request
job applicants who are successfully shortlisted to deliver one or more presentations
at their interview. The purpose of the presentation in this setting may be to either
demonstrate candidates' skills and abilities in presenting, or to highlight their
knowledge of a given subject likely to relate closely to the job role for which they
have applied. It is common for the applicant to be notified of the request for them
to deliver a presentation along with their invitation to attend the interview. Usually
applicants are only provided with a title for the presentation and a time limit
which the presentation should not exceed. But do not be surprised if you are not
provided with such notice. Always be prepared. Do not leave anything to chance.
Figure 13.01

These days interviewers ask candidates to

arrange a presentation for them on a
topic of your choice or on an item
appearing on your CV. ***

*** It could be a bright idea to have such presentation ready on your pen drive.
13.04 Three phases of the normal process

One way to think about the interview process is as three separate, albeit related,
phases:
(1) The pre-interview phase which occurs before the interviewer and candidate
meet,

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(2) The interview phase where the interview is conducted, and

(3) The post-interview phase where the interviewer forms judgments of
candidate qualifications and makes final decisions.
Although separate, these three phases are related. That is, impressions
interviewers form early on may affect how they view the person in a later phase.

13.4.01 Pre-interview phase

The pre-interview phase encompasses the information available to the
interviewer beforehand (e.g., CVs / resumes, test scores, social networking site
information) and the perceptions interviewers form about applicants from this
information prior to the actual face-to-face interaction between the two
individuals. In this phase, interviewers are likely to already have ideas about the
characteristics that would make a person ideal or qualified for the position.
Interviewers also have information about the applicant usually in the form of a
resume, test scores, or prior contacts with the applicant. Interviewers then often
integrate information that they have on an applicant with their ideas about the
ideal employee to form a pre-interview evaluation of the candidate. In this way,
interviewers typically have an impression of you even before the actual face-to-
face interview interaction. Nowadays with recent technological advancements, we
must be aware that interviewers have an even larger amount of information
available on some candidates. For example, interviewers can obtain information
from search engines (e.g. Google, Bing, and Yahoo), blogs, and even social
networks (e.g. LinkedIn, Facebook, and Twitter).
While some of this information may be job-related, some of it may not be.
Despite the relevance of the information, any information interviewers obtain
about the applicant before the interview is likely to influence their pre-interview
impression of the candidate. And, why is all this important? It is important
because what interviewers think about you before they meet you, can have an
effect on how they might treat you in the interview and what they remember
about you. Furthermore, researchers have found that what interviewers think
about the applicant before the interview (pre-interview phase) is related to how
they evaluate the candidate after the interview, despite how the candidate may
have performed during the interview.

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13.4.02 Interview phase

Figure 13.02

The interview phase entails the actual conduct of the interview, the interaction
between the interviewer and the applicant. Initial interviewer impressions about
the applicant before the interview may influence the amount of time an
interviewer spends in the interview with the applicant, the interviewer’s behavior
and questioning of the applicant, and the interviewer’s post-interview evaluations.
Pre-interview impressions also can affect what the interviewer notices about the
interviewee, recalls from the interview, and how an interviewer interprets what the
applicant says and does in the interview.
As interviews are typically conducted face-to-face, over the phone, or through
video conferencing e.g. Skype, (for overseas jobs), they are a social interaction
between at least two individuals. Thus, the behavior of the interviewer during the
interview likely "leaks" information to the interviewee. That is, you can sometimes
tell during the interview whether the interviewer thinks positively or negatively
about you. Knowing this information can actually affect how the applicant
behaves, resulting in a self-fulfilling prophecy effect. For example, interviewees
who feel the interviewer does not think they are qualified may be more anxious
and feel they need to prove they are qualified. Such anxiety may hamper how well
they actually perform and present themselves during the interview, fulfilling the
original thoughts of the interviewer. Alternatively, interviewees who perceive an
interviewer believes they are qualified for the job may feel more at ease and
comfortable during the exchange, and consequently actually perform better in the
interview. It should be noted again, that because of the dynamic nature of the
interview, the interaction between the behaviors and thoughts of both parties is a

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continuous process whereby information is processed and informs subsequent

behavior, thoughts, and evaluations.

13.4.03 Post-interview phase

After the interview is conducted, the interviewer must form an evaluation of
the interviewee’s qualifications for the position. The interviewer most likely takes
into consideration all the information, even from the pre-interview phase, and
integrates it to form a post-interview evaluation of the applicant. In the final stage
of the interview process, the interviewer uses his/her evaluation of the candidate
(i.e., in the form of interview ratings or judgment) to make a final decision.
Sometimes other selection tools (e.g., work samples, cognitive ability tests,
personality tests) are used in combination with the interview to make final hiring
decisions; however, interviews remain the most commonly used selection device in
India and most other countries.

13.05 Types of interviews

Sometimes interviews are conducted in other than just question answer mode.
These different types of interviews allow employers to judge the candidates with
more confidence on candidates’ various mental levels and thereby reduce the
chances of inaccurate decisions.

13.5.01 Behavioral interview

Behavioral (experience-based or patterned behavioral) interviews are past-oriented
in that they ask respondents to relate what they did in past jobs or life situations
that are relevant to the particular job relevant knowledge, skills, and abilities
required for success. The idea is that past behavior is the best predictor of future
performance in similar situations. By asking questions about how job applicants
have handled situations in the past that are similar to those they will face on the
job, employers can gauge how they might perform in future situations.
It is a well-known fact that looking at a candidate’s past behaviour is the best
way to predict their future performance. Hence interviewers do not waste any
more precious interview time asking hypothetical questions. Behavioural interview
questions will let prospective employers understand in detail how a candidate has
acted in specific situations.

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First, they identify the core behaviours they would like you to demonstrate.
These include
a. ABILITY TO HANDLE STRESS
b. ADAPTABILITY
c. ANALYTICAL SKILLS / PROBLEM SOLVING
d. ATTENTION TO DETAIL
e. CLIENT FOCUS / CUSTOMER ORIENTATION
f. COMMUNICATION
g. CREATIVITY
h. DECISION MAKING
i. GOAL SETTING
j. INITIATIVE
k. INTEGRITY/HONESTY
l. INTERPERSONAL SKILLS
m. LEADERSHIP
n. PLANNING AND ORGANISATION / TIME MANAGEMENT
o. SALES / NEGOTIATION
p. TEAMWORK
q. TENACITY / RESILIENCE

Then they select specific questions like

1. Tell me about a recent successful experience in making a speech or

presentation?
2. When have you had to present to a group of people with little or no
preparation? What obstacles did you face? How did you handle them?
3. Have you ever had to “sell” an idea to your co-workers? How did you do it?
4. Give me an example of a time when you were able to successfully communicate
with another person even when that individual may not have personally liked you (or
vice versa).
5. What obstacles or difficulties have you ever faced in communicating your ideas
to a manager?
6. Tell me about a time in which you had to use your written communication skills
in order to get an important point across.

and test your communication skills.

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13.5.02 Situational interview

Situational interview questions ask job applicants to imagine a set of
circumstances and then indicate how they would respond in that situation; hence,
the questions are future oriented. One advantage of situational questions is that all
interviewees respond to the same hypothetical situation rather than describe
experiences unique to them from their past. Another advantage is that situational
questions allow respondents who have had no direct job experience relevant to a
particular question to provide a hypothetical response. Two core aspects of the
situational interview are the development of situational dilemmas that employees
encounter on the job, and a scoring guide to evaluate responses to each dilemma.
Situation questions provide you with a hypothetical situation and ask how you
would deal with it. Employers can check your understanding of specific processes
as well as your interpersonal or working with others skills.
• How would you respond to a customer who is not happy with the product?
• What would you do if a co-worker is not pulling their weight?
• How would you organize a file directory system on our computer network?

13.5.03 Puzzle interview

This was popularized by Microsoft in the 1990s, and is now used in other
organizations. The most common types of questions either ask the applicant to
solve puzzles or brain teasers (e.g., "Why are manhole covers round?") or to solve
unusual problems (e.g., "How would you weigh an airplane without a scale?").
Whether brain teasers and riddles really tell your employer anything revealing
about your intelligence is highly debatable. There might be some truth to it, but
some researchers think it is very unlikely that the ability to solve a puzzle has
anything to do with how good someone will be at doing their job. In fact, Google
has actually said in 2013 that they will stop asking brain teaser interview questions
during their hiring process.
Why employers like to ask riddles during interviews?
The commonly held opinion by people who like to ask interview puzzles is that
watching an interviewee solve a puzzle gives the employer a chance to see how an
interviewee approaches problem solving. In any case, here is one such puzzle. Just
try to get ready for it may be asked to you in an interview.

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You have a birthday cake and have exactly 3 cuts to cut it into 8 equal pieces. How
do you do it?

Try figuring this one out on your own – as a hint we will tell you that you will have
to “think out of the box” to get the answer. There is definitely something unique
that you will have to do in order to come up with the answer.
You can read the answer below.
The answer: stack the pieces
The “correct” answer is to cut the cake in quarters (4 pieces) using 2 of the cuts –
one horizontally down the center of the cake and the other vertically down the
center of the cake. This will leave you with 4 pieces (or slices) of cake. Then, you can
take all 4 pieces and arrange them in a stack that is 4 pieces high. Finally, you can
just cut that stack of 4 pieces in half – using your third and final cut – and then you
will end up with 8 pieces of cake!

You might think of this as sort of a trick question, since moving the pieces is
something “out of the box” – but somebody asking this question is probably
looking for that kind of out of the box thinking.

Activity 13.01
Given the numbers 1 to 1000, what is the minimum number of guesses needed to
find a specific number if you are given the hint ‘higher’ or ‘lower’ for each guess you
make?

But, what if they wanted to find the maximum number of guesses?

You will find correct response after 13.08 Summary.

13.5.04 Case interview
A case interview is an interview form used mostly by management consulting
firms and investment banks in which the job applicant is given a question,
situation, problem or challenge and asked to resolve the situation. The case
problem is often a business situation or a business case that the interviewer has
worked on in real life. In recent years, company in other sectors like Design,
Architecture, Marketing, Advertising, Finance and Strategy have adopted a similar
approach to interviewing candidates. Technology has transformed the Case based

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and Technical interview process from a purely private in-person experience to an

online exchange of job skills and endorsements.
These interviews demonstrate your ability to structure thinking, respond to
complex or ambiguous problems, and reach sound conclusions with limited facts
in a short time. Interviewers believe the best way they can assess your problem-
solving skills is to discuss a typical business problem with you, using a case study
during your interview.
Case interviews are broad, two-way discussions rather than one-way tests, and
there is no perfect answer. You will be assessed more on how you go about dealing
with the problem than you will be on the specific answers you come up with.
As you work through the business case with your interviewer, you will also
become better informed about the firm and the kinds of problems they solve.
Most candidates enjoy the cases and the business issues they raise. Your approach
to the case and the insights you reach will give you an opportunity to demonstrate
your problem-solving abilities and help us get a sense of your potential.
Practicing before a case interview: Practice at case study discussions is
recommended, especially if you are inexperienced at interactive problem-solving
discussions.

13.5.05 Panel interview

Another type of job interview found throughout the professional and academic
ranks is the panel interview. In this type of interview the candidate is interviewed
by a group of panelists representing the various stakeholders in the hiring process.
Within this format there are several approaches to conducting the interview.
Examples include
a. Presentation format – The candidate is given a generic topic and asked to
make a presentation to the panel. This is often used in academic or sales-related
interviews.
b. Role format – Each panelist is tasked with asking questions related to a
specific role of the position. For example one panelist may ask technical questions,
another may ask management questions, another may ask customer service related
questions etc.
c. Skeet shoot format – The candidate is given questions from a series of
panelists in rapid succession to test his or her ability to handle stress filled
situations.
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The benefits of the panel approach to interviewing include: time savings over
serial interviewing, more focused interviews as there is often less time spend
building rapport with small talk, and "apples to apples" comparison because each
stake holder/interviewer/panelist gets to hear the answers to the same questions

13.5.06 Stress interview

Stress interviews are still in common use. One type of stress interview is where
the employer uses a succession of interviewers (one at a time or en masse) whose
mission is to intimidate the candidate and keep him/her off-balance. The
ostensible purpose of this interview: to find out how the candidate handles stress.
Stress interviews might involve testing an applicant's behavior in a busy
environment. Questions about handling work overload, dealing with multiple
projects, and handling conflict are typical.

Stress interviews are used by employers to put candidates under intense pressure,
to find out how they perform. One type of stress interview involves an employer
organizing a succession of interviewers (either one at a time or all together) who
intimidate the candidate, putting them under great pressure when answering
questions. The main purpose of this type of interview is to find out how a
candidate handles stress. Stress interview questions often involve how a candidate
handles off target schedules, how they deal with multi-disciplinary projects, and
how good they are at handling sudden workplace conflagration.

Another type of stress interview may involve only a single interviewer who
behaves in an uninterested or hostile manner. For example, the interviewer may
not make eye contact, roll his eyes or sigh at the candidate's answers, interrupt,
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turn their back, take phone calls during the interview, or ask questions in a
demeaning or challenging style. The goal is to assess how the interviewee handles
pressure or to purposely evoke emotional responses. The key to success for the
candidate is to remain unemotional during the process.

13.5.07 Telephone / Video interview

Telephone interviews take place if a recruiter wishes to reduce the number of
prospective candidates before deciding on a shortlist for face-to-face interviews.
They also take place if a job applicant is a significant distance away from the
premises of the hiring company, such as abroad or in another state or province.
Video interviews are a modern variation of telephone interviews. Prospective
candidates are asked preset questions using computer software then their
immediate responses are recorded. These responses are then viewed and evaluated
by recruiters to form a shortlist of suitable candidates for face-to-face interviews.

Phone Interview - Do's

1. Prepare for the interview by compiling a list of your strengths and
weaknesses, accomplishments and answers to typical questions; as you would do
for a face to face interview.
2. Have your resume in front of you to refer to when speaking about your work
experience. You can answer queries with confidence.
3. Have a pen and paper available to take notes. And use them when you
respond.

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4. Be in a quiet place alone—turn off the radio, television and any other
background noise that might be distracting.
5. Take a moment to think about the question, and, then, respond speaking
slowly and clearly.
6. Smile during the phone interview to project a positive tone in your voice and
your image. They may not see your face but they can ‘hear’ it.
7. Send a thank-you note after the phone interview to reiterate your interest in
the position.

Phone Interview - Don'ts

1. Smoke, eat or chew gum or candy during the interview, even though you
cannot be seen. It irritates the interviewer.
2. Ramble—make sure that your answers are direct and to the point.
3. Interrupt the interviewer when he or she is speaking. Let them finish, then
take a breather, and respond.
4. Provide too much information—keep your answers short and to the point;
however, make sure to fully answer the questions.
5. Bad-mouth former employers. On the other hand show how fruitful your
employment was with them. What all did you learn there.

13.06 Indicators of a Successful Interview

When you have been for an interview you will probably have an idea whether you
think it went well or not. Sometimes you might be too hung up on what you said
wrong to remember all the things you said well. Although there is no way of
knowing at this stage whether you are actually on the shortlist for the job there are
a number of indicators that show that this may be the case. The following ten
indicators are all hopeful signs that you are getting the thumbs up:
★ If you have been asked to return for a second interview then you can take
this is a positive indication that you impressed them this time around.
★ Have you been asked to confirm your references? If so this is a positive sign
as they would be very unlikely to ask you for references unless they are going to

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check them out with the intention of offering you the job. Always provide
relevant, constructive references and have them with you at the interview.
★ Can you take a few minutes to meet the other people in the office team?
This is a very hopeful indication of success. The manager would not risk
introducing you to his colleagues if he didn’t think you were suitable for the job
be careful though as he will probably ask the team if they think you are suitable
in later discussions.
★ How long before you could start? If the potential employer asks you how
long it will be before you would be available to start then this is a very positive
sign as he is already thinking in terms of when you could start work.
★ Your Salary Expectations: If an employer is seriously considering you he will
want to know what you are expecting to earn. It is often good to counteract this
question by asking your potential employer what is your standard rate? Then
take it from there. Have the answer to this question clearly thought out before
the interview.
★ Try to read the Human Resource Representative: Pay close attention to the
representative from the company’s Human Resource Department is she
appearing happy and impressed or looking bored and restless?
★ Have you got any questions? If the interviewer seems happy and enthusiastic
about answering your questions then this is a good indicator that they want to
sell the company to you if however they feel the interview has not went well they
may be brusque and brief with their answers.
★ Length of your interview: Typically the interviewer will have allocated a
general time scale for each interview and if you find him wrapping up the
interview before this then it is not generally a good sign. Alternatively if your
interview goes over the average time length then this is normally a good
indicator that you are seriously being considered.
★ Body language speaks louder than words: There are normally many non-
verbal indicators of what the interviewer is thinking. Watch for note-taking, eye
contact, head-nods or the amount of questions asked. Consequently if the
interviewer doesn’t take any notes, avoids eye-contact, asks very vague, unspecific
questions or starts looking at his watch these are not good signs.
★ How would you fit into the team? The manager will undoubtedly be
wondering how you would fit into the team if he is seriously considering you. So
if he asks questions about how you would cope in his specific team situation or
starts describing the mechanisms of the team to you this can be a positive sign.

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While the above indicators can mean you have impressed the employer it is
impossible to know if you have definitely got the job from them as you never know
who is going to walk in the door after you who may change the interviewers mind.

13.07 Landing the job

Great and that really is the end of this chapter.

13.08 Summary

A job interview typically precedes the hiring decision, and is used to evaluate
candidates. The interview is usually preceded by the evaluation of submitted
résumés/ CVs from interested candidates, then selecting a small number of
candidates for interviews. Potential job interview opportunities also include
networking events and career fairs. The job interview is considered one of the
most useful tools for evaluating potential employees. It also demands significant
resources from the employer, yet has been demonstrated to be notoriously
unreliable in identifying the optimal person for the job. An interview also allows
the candidate to assess the corporate culture and demands of the job.
It has various theories/ constructs which can be classified into three categories:
Job-relevant interview content (constructs interview questions are designed to
assess),

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Interviewee performance (applicant behaviors unrelated to the applicant

characteristics the interview questions are designed to assess but nevertheless
influence interviewer evaluations of interviewee responses), and
Potentially job-irrelevant interviewer biases (personal and demographic
characteristics of applicants that may influence interviewer evaluations of
interviewee responses that will finally result in a decision).
A typical job interview has a single candidate meeting with, between one and
three persons representing the employer; the potential supervisor of the employee
is usually involved in the interview process. A larger interview panel will often have
a specialized human resources worker. While the meeting can be over in as little as
15 minutes, job interviews usually last less than two hours.
In recent years it has become increasingly common for employers to request
job applicants who are successfully shortlisted to deliver one or more presentations
at their interview. One way to think about the interview process is as three
separate, albeit related, phases:
(1) The pre-interview phase which occurs before the interviewer and candidate
meet,
(2) The interview phase where the interview is conducted, and
(3) The post-interview phase where the interviewer forms judgments of
candidate qualifications and makes final decisions.
Sometimes interviews are conducted in other than just question answer mode.
These different types of interviews allow employers to judge the candidates with
more confidence on candidates’ various mental levels and thereby reduce the
chances of inaccurate decisions. To quote a few types Stress interviews; Behavioral
interview; Situational interview Puzzle interview ; Case interview Panel interview ;
and Telephone / Video interviews
When you have been for an interview you will probably have an idea whether
you think it went well or not. Sometimes you might be too hung up on what you
said wrong to remember all the things you said well. Although there is no way of
knowing at this stage whether you are actually on the shortlist for the job there are
a number of indicators that show that this may be the case. The following ten
indicators are all hopeful signs that you are getting the thumbs up.

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Activity 13.01

Given the numbers 1 to 1000, what is the minimum number of guesses needed to
find a specific number if you are given the hint ‘higher’ or ‘lower’ for each guess you
make?

This may be considered a trick question, since it’s deceptively easy. Read the question
carefully and you’ll note that the question asks for the ‘minimum’ number of guesses.
Think about it – someone can guess the right question on their first try right?

So, the answer here would be ‘1’, since it would take only one correct guess to find a
specific number.

Finding the maximum number of guesses

Well, think about this one. What if the number that you have to guess is ‘1’ and you
start guessing from 1,000? Then, if the person who knows the number keeps saying
lower, then you would guess 999,998,997…6,5,4,3,2, and finally until you get to 1.

The maximum number of guesses

This means that the maximum number of guesses is 999.

But, you must be thinking that is a stupid answer – because no one would take that
approach to guessing unless they were really foolish.

13.09 Self-Assessment Questions

1. Describe three phases of a job interview. Which one is the most critical?
Why?
2. Write a short note on theories/ constructs of job interviews.
3. Why do interviewers utilize behavioural interview technique for recruiting
marketing personnel?
4. What is a ‘Stress interview’? When do employers deploy it?
5. Have you to wait for your interview result? How can you guess it earlier?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

Video3

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Unit B - Preparing for Interview

Learning Objectives
After studying this chapter you should be able to understand

✓ Strategy has to be planned for handling your uncommon ‘special’ condition

✓ Different types of such ‘special’ conditions.
✓ How or when to disclose the ‘special’ condition.
✓ The strategy for each condition

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Structure
14.01 Introduction
14.02 To disclose or not to disclose
14.2.01 One Choice: Do not talk about the Disability
14.2.02 Second Choice: Talk about the Disability
14.03 Plan your strategy
14.3.01 A gap in a career or employment,
14.3.02 Interrupted education
14.3.03 Physical disability from birth,
14.3.04 Obese or Underweight physique
14.3.05 Experience in non-related fields,
14.3.06 Being pregnant.
14.3.07 Being more senior or over qualified for the job
required.
14.04 Summary
14.05 Self-Assessment Questions

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14.01 Introduction

Like any other normal person, an individual with a physical or any other ‘special’
condition, is also concerned as to how to prepare for a job interview to gain
employment. Interview situation is anxiety causing for all candidates. It becomes
more so for those candidates who have ‘special’ condition, or handicap as it is
formerly known, that carries some apparent disadvantage.
It is important to have a credible story around the truth of the situation. It is
important to be able admit to that disadvantage – like a physical challenge or
failed entrepreneurial experience – and then quickly focus on what lessons you
have learnt, what new skills you have built, how you were able to, in a resilient and
persistent manner, overcome the negatives of the situation.
This special character may relate to:
★ a gap in a career or employment,
★ interrupted education,
★ physical disability from birth,
★ underweight or obese physique,
★ experience in non-related fields,
★ being pregnant
★ being more senior or over qualified for the job required
★ and many more.
In such cases, extra care and efforts have to be undertaken to succeed in the job
you desire. You need to be ready with your strategy for preparations for the
interview.

14.02 To disclose or not to disclose

While preparing for the job interview the first issue the special candidates have to
face is whether to disclose the handicap or hold it until the prospective employer
finds it out or enquires about it. After all, what job candidate wants to give an
employer a reason not to hire them? When you are focused on trying to convince
an interviewer that you are right for the job, the last thing you want to do is to tell
them all the areas where you need improvement. And as a result, this question can

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feel like a trap – does the interviewer truly expect you to divulge your weak spots,
when the answer could work against you? No wonder job-seekers hate it.
Some practical implications for job interviews for applicants with disabilities
include research findings that show there are no differences in interviewer
responses to a brief, shorter discussion or a detailed, longer discussion about the
disability during the interview. Applicants, however, should note that when a non-
visible disability is disclosed near the end of the interview, applicants were rated
more negatively than early disclosing and non-disclosing applicants. Therefore it is
possible that interviewers feel individuals who delay disclosure may do so out of
shame or embarrassment. In addition, if the disability is disclosed after being
hired, employers may feel deceived by the new hire and reactions could be less
positive than would have been in the interview.

LET ME DISCLOSE

NO I WON’T DISCLOSE

If applicants want to disclose their disability during the interview, research

shows that a disclosure and/or discussion earlier in the interview approach may
afford them some positive interview effects.
The positive effects, however, are preceded by the interviewer’s perception of
the applicants’ psychological well-being. That is, when the interviewer perceives
the applicant is psychologically well and/or comfortable with his or her disability,
there can be positive interviewer effects. In contrast, if the interviewer perceives
the applicant as uncomfortable or anxious discussing the disability, this may either
fail to garner positive effect or result in more negative interview ratings for the

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candidate. Caution must again be taken when applying these research findings to
other types of disabilities not investigated in the studies discussed above. There are
many factors that can influence the interview of an applicant with a disability,
such as whether the disability is physical or psychological, visible or non-visible, or
whether the applicant is perceived as responsible for the disability or not.
Therefore applicants should make their own conclusions about how to proceed in
the interview.

14.2.01 One Choice: Do not talk about the Disability

Not mentioning the disability in an interview can be a first indication of the
resumption of a life that no longer revolves around the disability. Non-disclosure
can even help change your life focus, turning your attention outward, expanding
from the survival mode and thinking about other issues including work. To widen
your gaze beyond your medical condition, you will want to learn appropriate ways
to speak about your life in an employment situation. It is common that a person
with a disability does not know how to describe his or her skills and situation in a
manner that does not include mentioning the disability. This lack of interviewing
skills, easily corrected, should not be the reason for revealing a disability in the
interview. Often individuals who have disabilities forget that many of their fellow
employees go to work daily with invisible disabilities or potentially disabling
conditions: ulcers, migraines or mental disabilities for example. And they perform.
They work around their discomforts or inabilities without feeling the need to
explain them to an interviewer or employer. You can always talk about the
disability after you are on the job and know more about what kind of
accommodations you need.
The major reasons for not disclosing a visible disability prior to the interview
include:
1. You might not get the chance to interview, to present your qualifications
if you disclose a disability. There is ample evidence of employer discrimination
toward persons with disabilities that necessitated passage laws against
discrimination against persons with disabilities. Disclosing the disability makes it a
relevant part of job seeking. Your abilities to do the job should be the focus of the
interview. The mechanics of how to do the job, whether and which
accommodations you might need should be discussed only after the job offer.

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2. Talking about the disability takes up the limited time in an interview

when you could be displaying your skills and relevant experience to do the job.
3. Talking about the disability, especially as part of the initial interviewing
process, makes the disability a part of your introduction of yourself, a lasting label,
long after any accommodations of the disability on the job are worked out. You
become "Samir, the guy with one arm" rather than "Samir Shah, the office
administrator.”
4. Not disclosing the disability also allows you to place the disability in the
proper perspective in regard to employment. You manage your disability while
focusing on the main task: doing the job.
5. The disability is not the major element of your work life. This may be a
change in emphasis for newly disabled workers or people whose lives have been
completely changed by illness, whose disability has been the major topic of
conversation and the driving force in all his or her interactions for years. It is
common when a disabling condition occurs, that every aspect of life is predicated
on the medical condition: food, sleep, activity schedules, income, social life,
reading material, public and private relationships. Even conversation changes.
Discussing intimate details with relative strangers is acceptable, even expected.

14.2.02 Second Choice: Talk about the Disability

Some reasons for telling the interviewer about your disability prior to the
interview include:
1. It indicates acceptance of yourself as having the disability. Willingness to
tell a stranger about a disability may reflect your comfort with being a person with
a disability and may help others to be comfortable with you.
2. It weeds out those interviewers who will be unable to deal with the
disability and evaluate you on your credentials fairly, because of their reaction to
the disability.
3. It helps you not waste your time trying to alter the perceptions or help in
the adjustment of an interviewer. Some people with disabilities feel they do not
really want to work in a situation where they have to prove themselves to someone.

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4. Although this approach may be seen as condoning discrimination, it also

acknowledges the enormous amounts of energy that people with disabilities
expend on helping others change their attitudes, just to start a working
relationship.
5. It deals with the disability issue right away and does not create a
situation in which the interviewer may be uncomfortably surprised. Some people
with disabilities are concerned that surprising an interviewer might create a lasting
barrier to long-term career success by forming a bad first impression.
6. It allows the interviewer to formulate relevant questions for the interview
ahead of time. People living with disabilities sometimes feel that being honest,
candid and frank about their disability signals how they want the disability issue to
be handled.
7. A receptive hearer may appreciate your courage in disclosing a disabling
condition. Some job seekers feel admired and remembered better because of the
uniqueness and honesty of this approach.
For years now, the common advice about this question has been to answer with
a strength disguised as weakness: Say you are a perfectionist, or that you work too
hard, or that you have trouble leaving work behind when you go home at night.
But unfortunately for job-seekers who try these answers, interviewers are
increasingly refusing to accept them. And that is no surprise, since they have
become well-known clichés that scream, "I'm giving you a fake answer to avoid an
honest response to this question." Savvy interviewers will refuse to accept these
disingenuous answers and will push back for a more sincere answer.
Moreover, candidates who talk with ease about both their strengths and their
weaknesses come across as humble, self-aware and comfortable with themselves –
qualities most employers are looking for. They also come across as thoughtful
partners in the hiring process – and most hiring managers are impressed to see
that you are as concerned about making sure that the fit is right as they are.
That means that you should come prepared with an honest assessment of your
weak spots. What have you struggled with in the past? What have past managers
encouraged you to do differently? If you could wave a magic wand over your head
and change something about your professional skills or traits, what would it be?

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14.03 Plan your strategy

Those with disadvantages of any type should research to find organizations for
which these “disadvantages” are not such negatives. For instance, many
organizations are actively creating employment programmes and career paths to
let women make a second start of their careers. Some organizations want
entrepreneurial experience, successful experience is of course better, but even
failed can work. Some organizations, both for human and practical reasons are
open to including in their teams people with physical challenges and disabilities.

14.3.01 A gap in a career or employment,

Please remember you just cannot gloss over any gap in your education or job
career. Always provide chronological data under both the columns. Explain how
the interval was utilized by you to build your career and develop skills for the
present position you are to apply.
If the gap is of a short duration you can just round up the dates in your CV to
provide only the year in place of month and a year.
Instead of

Jan 2013 - JKL Ltd. Purchasing Manager

Oct 2010- Mar 2012 TUV Ltd Purchasing Agent

and so on

Eliminate this query. What was the candidate doing

from April to Dec 2012?
Just write

Career History

2013 - JKL Ltd. Purchasing Manager

2010- 2012 TUV Ltd Purchasing Agent
and so on.

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For longer gaps, state what you were engaged in, try to relate whatever you were
doing (say touring) to acquisition of skills needed for the job you have applied, to
gain experience in related activities. This is how Vasant Desai included his two
year career gap in the CV
Career History

2013 - JKL Ltd. Purchasing Manager

2010- 2012 TUV Ltd Purchasing Agent
2008-2010 Traveling in Asia. Visited different factories in China, Thailand,
Singapore and Japan to gain knowledge about their sourcing strategies, vendor
management and raw materials handles.

[Please note: prior to interview he did collect required data from journals,
internet etc. so that he was
ready for expected questions from the interviewers ]

Activity 14.01
Aruna Bhatwal was responding to a recruitment advertisement for Head
Marketing, in C’est Shoppy Ltd, New Delhi. She prepared a draft of the CV for
submission which contained Career History as below:
6. Career History:

Responsible for seven retail operations. Increased

Regional Manager, profits by 76% through increasing enquiries and
Mar 2008 -
CMart, Gurgaon sales, controlling stock levels, motivating sales
team.
April 2006 -
Column X Column Y
Jan2008
Sales Manager,
Dec 2003 - Responsible for the territory and team of ten.
Brilliant
Mar 2006 Increased sales at 13% p.a. and profits by 19%
Merchandise, Pune

She left the job in April 2006 to have some life enriching experience and resumed
her business career in Mar 2008.

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You are required to fill in that experience in column X and her activities during
that period in column Y. the activities are to be written in such a way that they
convince the interviewers that the time spent by her in those two years are going to
enable her to perform better in the job she is applying for.
[See one such attempt after 14.04 Summary]

14.3.02 Interrupted education

It is quite possible that you had to take break during your education due to
factors such as a failure to clear the examination, sickness, attending to elderly
relative etc. It is not recommended to mention these circumstances in your CV. It
can be explained during the interview.
You must have kept yourself busy during the interval by carrying some useful
activities during this period along with the study. You need to attempt to relate
them to skills you mentioned in your CV. These days interviewers lay great
emphasis in other than academic achievements and you have to capitalize on this
trend. Once you succeed then, depending upon how the job interview proceeds,
you can either explain these circumstances confidently in response to interviewers’
query or on your own accord.

14.3.03 Physical disability

A physical disability often results in higher interviewer ratings than
psychological (e.g., mental illness) or sensory conditions (e.g., Tourette syndrome).
In addition, there are differences between the effects of disclosing disabilities that
are visible (e.g., wheelchair bound) and non-visible (e.g., Epilepsy) during the
interview. When applicants had a non-visible disability and disclosed their
disability early in the interview they were not rated more negatively than
applicants who did not disclose. In fact, they were liked more than the applicants
who did not disclose their disability and were presumed not disabled Interviewers
tend to be impressed by the honesty of the disclosure.
Research has also demonstrated that different types of disabilities have
different effects on interview outcomes. Disabilities with a negative stigma and that
are perceived as resulting from the actions of the person (e.g., HIV-Positive,
substance abuse) result in lower interview scores than disabilities for which the
causes are perceived to be out of the individual’s control (e.g., physical birth
defect).
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For visible disabilities the candidate does not have to talk about them during
the interview. If the matter is referred to during the course of the interview, you
can provide a short history about the disability and assure the prospective
employer how you are handling it successfully without undermining your
performance in any manner.
For invisible disability, it is recommended you talk about it as above if the
interview is progressing in the right direction and you detect the chances of you
getting short listed. Your openness is normally appreciated by the interviewers and
they are positively influenced. If you fail to disclose the invisible disability at this
juncture, you may upset the employer at a later stage when the fact is disclosed. At
that stage the disability can be a source for employer to find fault with your
otherwise satisfactory performance.

14.3.04 Obese or Underweight physique

Your weight matters when it comes to getting hired and getting a promotion.
No one wants to believe employers are shallow enough to care about how much a
person weighs, but study after study points to discrimination against obese job
candidates and employees.
We are living in such a politically correct society where we are deluding
ourselves into believing overweight people are not discriminated against. In reality
many employers look at obese candidates and immediately think, 'this person
failed in controlling their own health, how are they going to run a division.’ In
addition to being perceived as ineffectual, employers are also concerned that obese
people will be sick more often, which will result in lost productivity and higher
healthcare costs.
Although losing weight would be the ideal way to combat discrimination, it is
easier said than done for all overweight persons. If you are aware of what the
biases are, and what the stereotypes are you can to try to combat them. You can
try your best to counter the unspoken by presenting yourself as professional.
According to career experts, since people all too often judge a book by its cover,
what you wear to a job interview, especially if you are carrying a few extra pounds,
matters. "For a person who is a little bit overweight it is really important to have
good grooming. Choose clothes that are slimming and fashionable and stay away
from those that may be frumpy or outdated.

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Another way to fight the discrimination is to be cognizant of the type of

companies you seek to work. For instance, if you are obese, you may not want to
apply for a job at a fitness company or at a fashion house where the employer is
obsessed with appearance or where they may discriminate against you.
If you are underweight, normally it is not a critical issue provided you possess
enough energy to perform your duties effectively in all respects. Here again what
you wear to the interview assumes greater importance. If at all any reference is
there about your physique during the interview, do state you recognize the
situation and talk about all the care you exercise about your healthy diet, daily
workouts and more.
Experts advise that the candidate should address their weight issues at the
beginning of the interview to avoid the interviewer from coming up with the
wrong conclusion. He says to say something like, 'I've gained a few kilos last year,
and I'm actively losing weight.' Your statement would remove the objection.
Please note that employers want to hear that you are aware of the problem and
are taking the steps to change your situation.
In a perfect world you would be judged solely on your own merits, but even in
a world full of discrimination it is important not to let any negative experiences get
you down or hurt your self-confidence. Part of landing a job is being self-
confident, and if it wavers because of things out of your control it could hurt your
chances. Do not let the fact that some people think negatively about over weight

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make you feel like you are not good enough for the job. You cannot control what
other people think, but you can prove them wrong. And, of course, do everything
possible to keep your weight under control, it is necessary for your dream job,
more so for your long healthy life.

14.3.05 Experience in non-related fields,

Your career history may lack direction. Fortunately, most skills are transferable
apart from technical skills. Most jobs these days are integrated and need
interpersonal skills or problem solving skills. Link them to the job you are applying
for. Useful skills include apart from communication and interpersonal skills,
negotiation skills, persuasion skills, analytical skills, time management skills,
decision making skills, multitasking skills, budgeting, motivational and creative
skills. Remember more diverse your skills richer becomes your CV. Be certain you
have explained in a convincing manner that without related experience, you still
possess whatever technical expertise is required for the job responsibilities.

14.3.06 Being pregnant.

Discrimination against pregnant applicants continues internationally. Research
shows that pregnant applicants compared to non-pregnant applicants are less
likely to be recommended for hire. Interviewers appear concerned that pregnant
applicants are more likely than non-pregnant applicants to miss work and even
quit.
Employers are using social networking sites like Facebook and LinkedIn to
obtain additional information about job applicants. While these sites may be
useful to verify resume information, profiles with pictures also may reveal much
more information about the applicant, including issues pertaining to applicant
weight and pregnancy. Let us be honest: Looking for a job when you are pregnant
is not exactly an ideal situation. Besides the fact that your formal dress or suit
jacket does not button up quite like it used to, you will face some tough decisions
throughout the process, including if and when to reveal your pregnancy to your
future employer.
But it can be done, and successfully (There are several examples!). Manage
your obligations. Before you start your search, make sure your current schedule
can accommodate job-hunting duties in addition to your pregnancy-related
responsibilities. Remember, you will be out of the office not only for all those

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doctor’s appointments, but also for job interviews. Do you have the flexibility to be
out that often, stay on top of your duties, and keep your supervisor happy? You
definitely do not want to get fired for slacking on the job at this particular junction
in your life.
You will also want to think about how your (soon-to-be changing) lifestyle will
impact a new job. When you are considering potential positions, be honest with
yourself about what you are looking for. A flexible schedule? Proximity to a good
daycare? The ability to work from home? Maybe you are striving for a
structured day with regular 9-to-5 hours, or want a short commute so you can
make it home to your family without sitting in hours of traffic. Factors like these
will have a direct impact on how happy you will be in your new position (especially
after having your baby)—so consider them carefully
While you may not get to know a company’s full benefits package until you get
a written offer, you should try to do some covert research online or by talking to
current employees. And you will definitely want to fully evaluate the maternity
leave policy and prenatal care coverage before accepting any offer. Start early. Do
not waste weeks in decision making. Earlier you start job hunting better levels of
energy you have to support you.

Decide Whether to Disclose (Or Not)

Decide Whether to Disclose (Or Not). That said, particularly if you are further
along, you will face the tough decision of if and when to reveal your pregnancy to
your potential employer. Obviously, this is a very personal decision and quite
dependent upon your specific situation. At some point, though, you are better off
being honest—if you do not acknowledge your bump, the interviewer might
assume you are attempting to cover it up, and that certainly will not do you any
favors. You may feel more comfortable bringing it up at later stages in the
interview process, once you are certain you are a finalist for the position. On the

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other hand, it also may be easier to put it out there in the phone interview, to
avoid the in-person awkwardness, and just see where the process goes from there.

14.3.07 Being more senior or over qualified for the job required.
Overqualified? Do not consider it to be a major obstacle. Plan you strategy in
advance. Stay calm and focus on your job interview. If any mention is there into
your seniority or qualifications as related to the job on hand, face it upfront.
You can claim that you are not overqualified but fully qualified. “With due
respect,” you can state during the interview, “could you explain the problem with
someone doing the job better than expected?” you may add “ Why do not I work
on a trial basis for a month -- no strings -- which would give you a chance to view
me up close? This immediately solves your staffing problem at no risk to you.
To clear the matters further you may add, “I'm here because this is a company
on the move and I want to move up with you. With more than the minimal
experience to just skim by, I offer immediate returns on your investment. Do not
you want a winner with the skill sets and attitudes to do just that?’
If you are senior you can explain with conviction any interviewer with, “My
family is grown. And I am no longer concerned with title and salary -- I like to
keep busy. A reference check will show I do my work on time, and do it well as a
team member. I'm sure we can agree on a salary that fits your budget.”

14.04 Summary

Like any other normal person, an individual with a physical or any other ‘special’
condition, is also concerned as to how to prepare for a job interview to gain
employment. Interview situation is anxiety causing for all candidates. It becomes
more so for those candidates who have ‘special’ condition that carries some
apparent disadvantage.
This special character may relate to:
★ a gap in a career or employment,
★ interrupted education,
★ physical disability from birth,
★ underweight or obese physique,

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★ experience in non-related fields,

★ being pregnant
★ being more senior or over qualified for the job required.
In such cases, extra care and efforts have to be undertaken to succeed in the job
you desire.
While preparing for the job interview, the first issue the special candidates have
to face is whether to disclose the handicap or hold it until the prospective
employer finds it out or enquires about it. If applicants want to disclose their
disability during the interview, research shows that a disclosure and/or discussion
earlier in the interview approach may afford them some positive interview effects.
Moreover, candidates who talk with ease about both their strengths and their
weaknesses come across as humble, self-aware and comfortable with themselves –
qualities most employers are looking for. Some organizations, both for human and
practical reasons are open to including in their teams people with physical
challenges and disabilities.
A physical disability often results in higher interviewer ratings than
psychological (e.g., mental illness) or sensory conditions (e.g., Tourette syndrome).
In addition, there are differences between the effects of disclosing disabilities that
are visible (e.g., wheelchair bound) and non-visible (e.g., Epilepsy) during the
interview. Your weight matters when it comes to getting hired and getting a
promotion. No one wants to believe employers are shallow enough to care about
how much a person weighs, but study after study points to discrimination against
obese job candidates and employees.

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Activity 14.01
One response to Activity 14.01 after filling in Columns X & Y.
Career History:
Regional
Responsible for seven retail operations. Increased
Manager,
Mar 2008- profits by 76% through increasing enquiries and sales,
CMart,
controlling stock levels, motivating sales team.
Gurgaon
• I realized in my first few years on my job and career,
that there was a great likelihood that I would get
sucked into a trajectory that would be hard to leave.
• I took a conscious decision, not to bury my
passions at the cost of professional development. I did
what most people plan for in their retirement years.
• After fulfilling my responsibilities towards my last
employer (you will notice I handed over my charge at
April 2006 the end of the Indian Fiscal Year 2005-06).
- Jan2008
• And I started a two year activity, which in
retrospect I would like to call as my “Life Experience”
break. In these two years I decided to chase three of
my strong passions:
a. Travelling to experience my country:
b. Trying to earn a living in a rural ecosystem,
using my education.
c. Making a short film in my life.
Sales
Manager,
Dec 2003- Responsible for the territory and team of ten.
Brilliant
Mar 2006 Increased sales at 13% p.a. and profits by 19%
Merchandise,
Pune

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14.05 Self-Assessment Questions

1. Do you feel the candidates with special circumstances need to plan the
strategy for interview to manage the disability? If so, why?
2. How will you handle the gap in your career history in your CV? And during
the interview.?
3. Should you disclose your health issues during interview? What can happen if
you decide not to disclose?
4. All along you have worked in the offices of the organization where you were
employed. This time you are applying for a job that involves field work. What
strategy will you plan for the job interview?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

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Unit B - Preparing for Interview

Learning Objectives
After studying this chapter you should be able to understand

✓ CVs are usually read in less than a minute.

✓ CVs have to planned carefully
✓ The factors to be highlighted in CVs
✓ Why each CV has to be tailor made for the specific job
✓ For some jobs experience is more relevant while for some others education
and training
✓ CVs for a few specific jobs

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Structure

15.01 What is a CV? How should it be prepared?

15.02 Each Job Needs a CV tailored for it
15.03 CV for a job in Administration Department
15.04 CV for a job in Sales and Marketing
15.05 CV for technical jobs
15.06 The management CV
15.07 CV for creative jobs
15.08 CV for practical jobs
15.09 CV for customer relations jobs
15.10 Summary
15.11 Self-Assessment Questions

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15.01 What is a CV? How should it be prepared?

Curriculum Vitae: an outline of a person's educational and professional history,

usually prepared for job applications (L, lit.: the course of one's life). Another
name for a CV is a résumé.
A CV is the most flexible and convenient way to submit job applications. It
conveys your personal details in the way that presents you in the best possible light.
A CV is a marketing document in which you are marketing something: yourself !
You need to "sell" your skills, abilities, qualifications and experience to employers.
It can be used to make multiple applications to employers in a specific career area.
For this reason, many large graduate recruiters will not accept CVs and instead
use their own application form. An application form is designed to bring out the
essential information and personal qualities that the employer requires and does
not allow you to gloss over your weaker points as a CV does. In addition, the time
needed to fill out these forms is seen as a reflection of your commitment to the
career.
There is no "one best way" to construct a CV; it is your document and can be
structured as you wish within the basic framework. It can be on paper or on-line
or even on a T-shirt (a gimmicky approach that might work for "creative" jobs but
not generally advised!).
Your CV does not have to be a one in a million. If you follow the guidelines
provided here it will one amongst the top 10% immediately. Your CV should be
on a white A4 size spotless paper. Never handwrite a CV. Handwritten CV looks
old-fashioned, makes you look amateurish and would create an impression that
you are not computer savvy. Plus it could be, often, not be easy to read.
Your CV should not be type written either. It will not look businesslike. You
would look unprofessional and computer illiterate. Your CV needs always to be
printed. If you do not own a nice laser printer, walk across to a decent service
provider and use the PC and printer there for a few rupees.
Try a variety of styles and sizes until you arrive at one that makes you
comfortable. After all your CV needs to reflect your personality.
Never go to a service provider and have a complete stranger compose and print
a CV for you. If you think they will do a nice job, you are mistaken; the truth is
most employers can spot a CV or a covering letter written by a ‘CV writing
service’ from a kilometer off. It would be printed on a fancy paper, often colored
and with a fancy border. It would have decorative font styles and sizes, and a few
pictures too.

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Basics of CV Writing

15.02 Each Job Needs a CV Tailored for it

Different jobs have different requirements. Some ask for academic or technical
qualifications, some call for specific personal qualities, while others demand a
track record of achievements. You need to emphasize your suitability for the
specific job by highlighting the relevant parts of your CV to accentuate the
required skills and qualities.
Keep the ‘Wanted’ advertisement and/or job description as your reference
point and then decide on your most relevant skills and add other competencies
you know would be useful. As usual use the first page for key facts and high
priority information, with back up details.
If you are applying at a research university, research projects, conference
presentations, and especially publications become very important. If you are
applying to a liberal arts college or community college that strongly emphasizes

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teaching, then showing your teaching background is of paramount importance. In

any case, you will want to be sure that the information that will be most helpful in
determining your qualifications for the job for which you are employing comes
before information that will be less helpful.
What comes first depends both on your background and on the job for which
you are applying. Typically, the first item on a CV for a job candidate directly out
of a college or business school will start with the candidate's education listed in
reverse chronological order. Frequently the title and even a brief description of the
dissertation will be included in this portion. After that, you will want to determine
both what the jobs that you are interested in require and where your strengths lie.
When determining what comes after your educational credentials, remember that
the earlier in your document a particular block of information comes, the more
emphasis you will be placing on that block of information. Thus, the most
important information should come first.
Employers will usually take, at most, only thirty-five seconds to look at this one-
page representation of you before deciding whether to keep or discard it. To
ensure that you will make it past that initial screening, you should design your
résumé in such a way that employers can read the document easily and process
information quickly. One way to do this is to conform to the conventional format
of a résumé, since employers know how resumes work and where to locate certain
information. In addition, you should keep certain design principles in mind that
will increase your chances of getting your résumé into the "keep" pile. Designing
your résumé can be a challenge and requires you to take a closer look at how
readers read.

15.03 CV for a job in Administration Department

Office administrators ensure that company runs smoothly, professionally and

effectively. Any lacuna in Administration function can harm operations of all
other departments of the organization. When selecting a candidate for filling any
vacancy in Administration, the first question employers have in mind is – ‘Are you
efficient?’
Job specific requirements:
• Well organized?
• Competent?
• Resourceful?
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• Proficient?
• Capable?
• Professional?
• Helpful?
Keeping these requirements in focus when applying for a clerical, secretarial or
administrative job, highlight:
• Your specific technical skills – the ability to use certain software or equipment.
• Your clerical, administrative and organizational skills and experience.
• Your experience in relevant areas such as data handling.
• Your proficiency and dependability.
• Your ability to work with others.

Personal profile: Sound, proficient and professional.

Key skills
Many administrative jobs require specific skills such as word processing,
language or book keeping skills, use of a particular software packages, and
familiarity with equipment or knowledge of a specific process. Review all your
skills, matching the job specification and using your knowledge of what the job is
likely to require.
Sound, proficient and professional

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Key experience
It is experience that makes people competent and able to keep things running
smoothly. Better you add an extra section highlighting yours. Include things
relevant to many positions like staff supervision and planning, along with specific
experience such as data handling with the broad description of data handled
(customer orders, warehouse receipts etc.)
Career history
Administrative and office jobs can be broadly similar, so providing details of
duties and responsibilities may appear repetitive. Concentrate on your most recent
job and then summarize the rest.
Description: Office Assistant



Office Assistant Job Purpose:

Maintains office operations by receiving and distributing communications;

Maintaining supplies and equipment; picking-up and delivering items; serving

customers.

Office Assistant Job Duties:

• Forwards information by receiving and distributing communications; collecting
and mailing correspondence; copying information.
• Maintains supplies by checking stock to determine inventory levels; anticipating
requirements; placing and expediting orders; verifying receipt; stocking items;
delivering supplies to work stations.
• Maintains equipment by completing preventive maintenance; troubleshooting
failures; calling for repairs; monitoring equipment operation; monitoring and
purchasing meter fund
• Maintains office schedule by picking-up and delivering items using automobile.
• Serves customers by backing-up receptionist; answering questions; forwarding
messages; confirming customer orders; keeping customers informed of order status.
• Updates job knowledge by participating in educational opportunities.
• Enhances organization reputation by accepting ownership for accomplishing new
and different requests; exploring opportunities to add value to job
accomplishments.

Skills/Qualifications: Office Experience - General, Scheduling, Telephone Skills,

Typing, Documentation Skills, Meeting Planning, Verbal Communication, Written
Communication, Dependability, Attention to Detail, Administrative Writing Skills

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A sample CV for clerical jobs

Vijaya Shah
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email: [email protected]

Personal profile

A senior office administrator and PA with experience of accounts, order office and
general administrative work including management of seven assistants. Punctual,
reliable, methodical, good at handling a variety of tasks efficiently, with a strong
aptitude for organization and administration.

Key skills

Providing expert and confidential executive support and office management.

⊙ Windows XP – Word, Outlook Express, Excel, Power Point

⊙ Audio skills including Dictaphone transcription.
⊙ Managing juniors and freshers. Providing training and support.
⊙ Executive office administration. Diary scheduling. Executive level
correspondence, Time sensitive assignments, supply, inventory and purchasing.
Advanced computer applications.

Key experience

Managing all office activities on a day-to-day basis

⊙ Providing reliability and continuity in office procedures..

⊙ Designing and implementing data entry procedures; data safety.
⊙ Planning and prioritizing workload.
⊙ Purchasing office consumables. Researching and purchasing cost effective
office equipment.
⊙ Monitoring effective control over printing and stationery costs.

Career history
2010 to present: Excel Dynamatics Ltd.

Office Manager / Executive Assistant

Reported directly to senior management, worked independently and managed
comprehensive regular office operations.

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☞ Set up agendas and minuted all departmental meetings up to and including

board level.
☞ Organized client preparation and corporate entertainment.
☞ Trained staff in office procedures and arranged audits.
☞ Work schedule coordination and implementation.
☞ Compiled monthly budget reports, comparisons with actuals.
☞ Arranged bill payments, bank deposits, tracked invoices and expenses.
☞ Maintained computer systems and confidential records

2007 to 2010: T and L, Ltd

Office Supervisor

Education and training

B Com. RA Podar College. Mumbai University 2007
Diploma in Office Management, Chauhan Academy, Colaba, Mumbai, 400001
2008.

Personal details
DOB 10 January 1987
Interests: Swimming, Trekking, Aerobics

15.04 CV for a job in Sales and Marketing

Sales personnel ensure the company sells its products at budgeted margins and
makes a profit. The question to keep in mind is ‘Can you sell?’
Job specific requirements:
• Customer oriented?
• Competent?
• Resourceful?
• Drive and enthusiasm?
• Persuade and convince?
• Professional?
• Powerful communication?

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Key skills
All sales and marketing workforce must possess ability to sell, successful track
record, drive and enthusiasm, competence and integrity, confidence in one’s
abilities and conviction that one can deliver.
Personal profile: Get your energy, commitment and enthusiasm across.

Key experience
Include a section that highlights your achievements, your ability to meet and
exceed targets, increase turnover and profit, add to orders, win new customers,
and obtain repeat orders from satisfied customers.
Career history
Expand on your success and include your areas of knowledge. Experience
other than sales but relevant to the job can be valuable. Buyers like to feel they are
dealing with someone who speaks their language.
A sample CV for sales and marketing jobs

Vijaya Shah
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email : [email protected]

Personal profile

A highly motivated sales executive with more than eight years’ experience in all
aspects of market development and regional sales management. Successful
background in business turnaround with proven ability to develop specialized
marketing strategies. Effective at motivating others to achieve individual and
organizational goals with successful sales methods and training procedures.

Key achievements

⊙ Revitalized two new neglected ranges, increasing profit by 200%.

⊙ Established new product range, from conception to implementation.
Achieved seventy five lacs turnover in the first year with 20% annual growth
thereafter.
⊙ Increased technical support service uptake by 85%

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⊙ Organized ongoing programmes for sales force with training in sales and
product knowledge, thereby decreasing staff turnover by 37% and increasing met-
targets by 57%.
⊙ Planned and organized nationwide programme of exhibitions.
⊙ Prepared and delivered presentations at all levels, including hands-on product
demonstration to groups of all sizes.

Career history
2010 to present: Excel Dynamatics Ltd.

Regional Manager
Responsible for seven retail operations.
☞ Increased overall profits by 55%
☞ Consistently exceeded targets.
☞ Raised profile and increased enquiries by 35%
☞ Increased sales by 45% overall
☞ Monitored sales statistics and controlled stock levels and ordering.
☞ Assessed and trained staff.

2007 to 2010: T and L, Ltd

Sales Manager
Responsible for own territory plus sales team of seven
⊙ Increased overall profits by 15%
⊙ Consistently met and exceeded individual sales targets.
⊙ Undertook staff reviews and training

2005 to 2007: Circular Systems Ltd.

Sales Executive
⊙ Developed virgin territory
⊙ Exceeded target performance by 17%
⊙ Planned marketing campaigns for sales promos
⊙ Achieved 40% increase in enquiries at peak of promotion.

Education and training

B Sc. Ruia College. Mumbai University. 2005
Diploma in Marketing & Sales Promotion, Chauhan Academy, Colaba. 2006.
Personal details
DOB 10 January 1981
Interests: Active participation in the NGO for Blind and Deaf, Mumbai. Non-smoker
References available on request

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15.05 CV for technical jobs

Technical staff carries out complex production processes competently, accurately

and knowledgeably. They are usually problem solvers as they know most about the
process they handle – production, maintenance, inspection etc.
An employer of technical staff wants to be certain that you have the technical
proficiency – the knowledge and experience – to take over smoothly and efficiently
with as little disruption to production as possible. The question they will be asking
is ‘Can you do the job?’
Highlight your:
• Specific technical skills
• Qualifications
• Experience in specific areas
• Dependability
• Accuracy
• Methodical approach
• Organizational skills and
• Ability to work as a part of team.
Make full use of the following CV sections.
Personal profile: Emphasize your proficiency.

Key qualifications
Qualifications are important in technical jobs. Add a section highlighting your
qualifications and training as well as the usual education and training section.
Key skills
Your technical skills are vital, along with your knowledge and experience. So
spell them out.

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A sample CV for technical jobs

Vijaya Shah.
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email: [email protected]

Personal profile
An extremely thorough, methodical research assistant with experience of obtaining,
collecting and analyzing biological data and a specific interest in molecular biology,
especially cell signaling systems.

Key qualifications
⊙ MSc Molecular Biology, Pilani University. 2001
⊙ BSc Biochemistry, Ruia College, Mumbai University. 1999

Key Skills
⊙ Knowledge of PCR, SSCP, SDS, PAGE and blotting techniques.
⊙ Background in cellular and molecular haematology.
⊙ Understanding of human molecular biology..
⊙ Experience in haematological cell signaling.
⊙ Coordination, planning and running experiments.
⊙ Analyzing data.

Career history
2010 to present: Excel Research Center, Chennai.

Laboratory Assistant
Conducted research into mitogen-activated protein kinase phosphorylation in acute
meroblastic leukaemic cells.
☞ Designed and organized experiments with aim of acquiring specific research
data
☞ Undertook experimental procedures.
☞ Collected and collated results
☞ Analyzed preliminary data by computer
☞ Prepared preliminary report on findings

2007 to 2010 : Pilani University

Research Assistant

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Worked with Professor of Oncology, investigating the molecular characteristics

predictive of clinical outcomes in patients with meroblastic leukaemia.

Education and training

MSc Molecular Biology, Pilani University. 2001
BSc Biochemistry, Ruia College, Mumbai University. 1999

Personal details
DOB 10 January 1979
Interests: Swimming. Active participation in the NGO for Blind and Deaf, Mumbai.
Non-smoker
References available on request

15.06 The Management CV

Managers make sure that everything happens according to plan. They ensure that
everybody else in the team works effectively and efficiently and if there is a
problem they trouble shoot to find out what the trouble is. Then they devise a
solution to correct and prevent that problem. And immediately put it into practice.
The key question for managers is ‘Will you get results?’

Demonstrate you know how to:

• Organize and operate a department.
• Develop, inspire, lead and support a team.
• Motivate people.
• Develop the potential in staff members
• Devise and implement strategy.
• Make decisions and solve problems.
• Manage change successfully.
Concentrate on following sections of your CV

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‘Will you get results?’

Personal profile: Highlight your managerial abilities

Key Skills
Managerial abilities as well as specific technical skills, think about transferable
management skills such as:
• Analytical skills: the ability to weigh up facts and make appropriate judgments
and decisions.
• Problem solving skills: the ability to weigh problems, assess options and arrive
at solution.
• Communication skills : the ability to receive and convey information at
different levels.
• Interpersonal skills: the ability to motivate, influence, and persuade people.
Key achievements
Show that you have achieved results in the past. Include a section providing
your key achievements and showing your track record of success.
Career history

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Your experience counts. Few people go straight into management from college
or university, and your foundation in business is important. Detail you duties and
responsibilities.
A sample CV for management jobs
Vijaya Shah
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email : [email protected]

Personal profile
A sales manager with six years’ experience in computer systems. Currently
responsible for introducing leading IBM interactive software to the Saudi market.
Proficient in personnel recruitment and effective team management. Comprehensive
skills in strategic planning and implementation.

Key Skills
⊙ Computer sales – hardware, software, and peripherals, interactive systems.
⊙ Sales in overseas markets – both east and West.
⊙ Recruitment and training of sales and technical staff.
⊙ High level negotiation with major clients.
⊙ Working in new and growing markets.
⊙ Fluent in business German

Key Achievements
☞ Managing a team that increased UAE sales by 33% over three years,
☞ Increasing regional South Africa sales from ` 35 million to ` 75 million
through training and motivating local staff.
☞ Introduced new interactive software, resulting in initial ` 20 million sales
increase and a growth rate of 17% p.a.
☞ Recruiting and training staff for local agent in UAE with emphasis on
market penetration
☞ Leading, training and motivating a pioneering East German sales team,
raising market share from 0% to 12% within 18 months.
☞ Maintaining steady growth of original sales lines.
☞ Elected ‘Manager of the Year 2011’ by the Professional Management
Association of UAE.

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Career history
2010 to present: Excel Software Center, Chennai.

Commercial Operations Manager - Overseas

Managed ` 320 million sales operation selling and marketing new interactive software
products, responsible for all commercial and logistics operations of subsidiaries.

☞ Full responsibility for sales and marketing.

☞ Recruited and trained technical sales personnel.
☞ Liaised with distributors in eight regions in the Middle East
☞ Negotiated suitable warehousing sites with authorities and property agents in
each of the above regions.

2007 to 2010: Modern Logistics, Hyderabad.

Regional Manager
Managed ` 80 million Indonesian sales operations, responsible for all local selling /
marketing activities

☞ Responsible for recruiting and training sales team to the highest level in
international competitive price sensitive markets.
☞ Increased operation profits by 15% over first 18 months.
☞ Contracted out after sales service and reduced overheads by 18%
☞ Increased client retention by negotiating additional technical backup facilities
that improved client servicing.

2005 – 07 International Computing services Ltd., Chennai

Sales Manager

Education and training

BA (Hons) , Economics Major, Raja Ram College, Chennai University, 2003
MA (Computing Systems), Rupa College, Mumbai University. 2005

Personal details
DOB 10 January 1979
Interests: Swimming. Won Mumbai Marathon 2002. Non-smoker
References available on request

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15.07 CV for Creative jobs

Creative people are problem solvers and solution providers. They use their skill
and talent to achieve results with originality and flair. Employers need to know you
will do that to a deadline and on budget. Else business will suffer. The question
they are asking is ‘Will you deliver?’.
Will you deliver?

Your CV needs to highlight your :

• Thorough understanding of your field.
• Track record of effective, innovative and creative solutions.
• Ability to come up with results every time.
• Drive and ambition to continue to produce top quality work.
• Ability to work both individually ans as a part of a tem to get results.
Focus on the following sections of your CV
Personal profile: Present yourself as innovative yet businesslike

Key Skills
Practical ability and technical competence are important. Good foundation
skills ensure that style and originality can be attended every time.
Key Achievements
Creative jobs are results oriented. Include a section outlining your success
stories; work that fulfilled its creative brief inventively, to deadline and within

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budget. Convince that your work actively contributed to the success of the
company.
Career history
Your experience is important: the creative and practical challenges you have
faced, how you overcame them, and skill and knowledge you have developed as a
result.
A sample CV for Creative jobs

Vijaya Shah
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email : [email protected]

Personal profile
An innovative and intelligent exhibition designer with a sound understanding of 3D
desogn and presentation. A background in delivering a comprehensive display design
service for both local authority and private clients.

Key Skills
⊙ Computer design software.
⊙ Design, specification, planning and budgeting.
⊙ Liaising with internal and external clients and contractors.
⊙ Supervising construction, layout and finish.
⊙ Working with a team to produce a distinctive ‘brand feel’.

Key Achievements
☞ Successful design and planning of more than a dozen feature exhibitions.
☞ Devising an innovative and foolproof ‘pack and show’ display system which
allows exhibitions to be toured to schools safely and attractively.
☞ Designing, specifying, and supervising interior renovation of museum annex
to give café space and overall area,
☞ Bringing projects in on time and to budget, contributing to the success of the
museum.

Career history
2010 to present: Excel Museum, Chandigarh.

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Exhibition Designer
Inclusive renovation of Museum galleries, having responsibility for:
☞ Assessing requirements for exhibition and liaising with curators and experts
to achieve the desired results.
☞ Design and implementation.
☞ Planning and budgeting.
☞ Materials specification and purchasing.
☞ Managing construction team and local contractors.

2007 to 2010: Modern Museum, Hyderabad.

Chief Display Designer / Display Designer

Designed and built in-store displays, promotions, and window dressing as a part of
display team for a major city-centre department store. As Chief Display Designer
personally responsible for managing display team and designing main windows for
key merchandise.

Education and training

Foundation Diploma in Art and Design, Pilani School of Art 2006.
BA (Hons) 3D Design, Ruia College, Fort, Mumbai 2004

Personal details
DOB 10 January 1982
Interests: Swimming. Member of Mumbai Archaeological Society. Non-smoker

References available on request

15.08 CV for Practical jobs

Practical jobs keep companies running smoothly and involve maintenance,

warehousing, deliveries, security and so many other functions. If these jobs are not
conducted reliably, other employees are unable to carry their work, the company
becomes inefficient and productivity and profit drop.
Companies need competent, dependable people who work accurately,
effectively and efficiently. The key question is ‘Are you reliable?’
Highlight your:

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• Practical skills and abilities.

• Qualifications and training such as NCC, ITI etc.
• Hands-on-experience.
• Competence and reliability.
• Self-reliance along with the ability to follow instructions.
• Flexibility and adaptability.
Demonstrate your suitability in the following CV sections.

Personal profile: Highlight your competence and reliability

Key Skills
Concentrate on your practical skills. Show you understand what the job
requires and that you have the right skills and the experience. Include relevant
experience and training.
Career history
Experience is important in practical jobs. Focus on the tasks and responsibilities
of each job and the knowledge and competence you gained.
A sample CV for Practical jobs

Vijaya Shah.
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email : [email protected]

Personal profile
A trained, professional highly competent electrician. Experienced in all types of
electrical work including domestic, commercial industrial, electrical construction and
estimating.

Key Skills
⊙ ITI Electrical Installation Diploma.
⊙ New home construction wiring.
⊙ Repair and maintenance of electrical equipment.
⊙ Wiring for building renovation, conversion and extensions.
⊙ Wiring for offices and factories.
⊙ Implementation of health and safety legislation, Factories Act

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Career history
2010 to present: Excel Electricals Ltd, Chandigarh.

Chief Electrician
Foreman working with teams of 2 to 12 on medium sized projects including complete
wiring of business and manufacturing units and new home construction.

☞ Scheduling and supervision of work.

☞ Checking quality and productivity.
☞ Providing layouts.
☞ Responsible for:
- Estimates
- Work Schedules
- Billing
- Ordering parts and equipment.
- Maintaining inventories.
- Customer service

2007 to 2010: Modern Equipment Ltd., Hyderabad.

Electrician

Worked on a variety of commercial and industrial projects such as hospitals, high rise
buildings where safety and reliability were very important.

2003 – 07: Nandan Construction Ltd., Hyderabad.

Electrician

Team member on construction of Reliance Shopping Mall in Hyderabad.

Education and training

Electrical Diploma, VJTI, Chennai 2003.
Apprentice – TSEB, 2001

Personal details
DOB 10 January 1982
Interests: Hiking.. Member of local trekking group. Non-smoker

References available on request

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15.09 CV for customer relations jobs

The main focus of customer relations is dealing with people: making sales, dealing
with complaints, answering enquiries, or offering help and advice, face to face or
over the phone. The key question the employer has to ask is ‘Are you customer
focused?’
Highlight your
• Experience of dealing with people.
• Positive approach to customer service.
• Interpersonal and communication skills,
• Influencing and persuading skills
• Ability to stay calm under pressure.
Personal profile: Sound, friendly, helpful and dependable.

Key skills
Include the skills that make you good at dealing with people and a first-class
interface between the company and the public. Include relevant technical skills.
Key experience
Include a section on the duties and responsibilities relevant to customer service.
A sample CV for customer relations jobs
Vijaya Shah
235 Nagras Road, Mazgaon, Mumbai 400086
Tel: 022 2442 5665 email : [email protected]

Personal profile
An experienced travel consultant with a pleasant, friendly manner, a genuine interest
in people and a strong desire to provide clients with the best possible holiday
experience.

Key Skills
⊙ Patient and tactful with good listening skills.
⊙ Excellent interpersonal skills – face to face, over the phone and via e-mail.
⊙ Remaining calm and organized in a pressured environment.
⊙ Smart appearance,

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⊙ Continual updating of product knowledge and personal skills.

⊙ Fast, accurate keyboard skills and good general IT skills
⊙ First- rate knowledge of travel geography, travel requirements,, health
requirements, passports, visas, and other travel documents.

Key experience
♨ Four years’ experience as a consultant dealing with both the general public
and business travelers.
♨ Handling enquiries and providing information
♨ helping and advising on options and choices
♨ Handling problems, queries, and complaints efficiently and effectively. our

Career history
2010 to present: Excel Global Travels Ltd, Chandigarh.
Travel Consultant
Worked as a part of team dealing with customer queries and bookings – package,
company tours, vacations, and specialist holidays as well as business travel.
☞ Advise on suitable destinations, routes, methods of travel, and other options,
depending on client need and expectation.
☞ Assisted business travelers with information and advice, frequently arranging
and confirming bookings at short notice and to tight deadlines, including
cancellations and changed bookings.
☞ Advice on required travel and health requirements and documents.
☞ Checked and verified flight and accommodation availability, timings, budget
requirements, car hire, trips and excursions.
☞ Handled cash and credit card transactions promptly and efficiently.
☞ Consistently met and regularly exceeded company targets.
Education and training
MTDC National Diploma in Travel and Tourism.
This course covered all aspects of travel and tourism including Worldwide Travel
Geography, Airport Operations, Resort Administration, Finance and travel services.
Speak, Read and Write: English, Hindi and French.
Computer skills: Windows, TT travel software.

Personal details
DOB 10 January 1988
Interests: Hiking. Water color painting. Non-smoker
References available on request

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15.10 Summary

Different jobs call for different CVs to suit the job requirements. There is no
standard CV to fit all jobs. Study the ‘Situations Vacant’ advertisement or the job
description. The specific CV has to be prepared considering skills required to
perform that job. CVs should highlight skills and education that are directly
relevant to the job performance. A CV is a marketing document for attracting
employers towards candidates. If the rules laid down in this session are strictly
followed your CV certainly will occupy top 10% of the total CVs received.
It is interesting to study CVs completed for clerical, managerial, technical and
practical jobs.

15.11 Self-Assessment Questions

1. Why one standard CV cannot fit each job on offer in the market?
2. What factors need to be considered while preparing a CV for a clerical job?
3. What is career history? How does it strengthen your CV?
4. What factors need to be considered while preparing a CV for a technical job?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video

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C H A P T E R 16 - G E T R E A D Y F O R S C I E N T I F I C M E T H O D S U S E D F O R S E L E C T I O N

Unit B - Preparing for Interview

Learning Objectives
After studying this chapter you should be able to understand

✓ Need to deploy psychometric and other tests for recruitment

✓ Verbal reasoning tests
✓ Numerical reasoning tests
✓ In tray exercises
✓ Group exercises – Problem solving
✓ Presentation

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Structure
16.01 Introduction
16.02 Why are scientific methods used?
16.03 Psychometric tests
16.04 Verbal reasoning
16.4.01 How to pass Verbal Reasoning tests?
16.05 Numerical reasoning
16.5.01 How to pass Numerical Reasoning tests?
16.06 Personality questionnaires
16.07 In-tray tests. How to prepare for your in-tray exercise?
16.7.01 How do in-tray exercises work?
16.7.02 In-Tray FAQs
16.7.03 How will my in-tray exercise be assessed?
16.7.04 What is the best way to approach an in-tray exercise?
16.7.05 What will my in-tray exercise be assessing me on?
16.7.06 Tips for performing well in your in-tray exercise
16.08 Group Exercises (GE) or group tasks
16.09 Problem solving exercises
16.10 Presentations
16.11 Summary
16.12 Self-Assessment Questions

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16.01 Introduction

Recruitment is no longer an art; it is a full grown science. If you want to land in

your cherished job, you will need to know all about the latest recruitment
techniques or scientific methods employed by recruiters to ensure correct selection
of candidates. The trend is for you to be mailed a letter inviting you to come to
the employer’s premises (or an external test center hired by the organization). The
letter will say something like, ‘There will be a few tests, an interview and a
presentation. Please arrive at 9.00 in the morning and expect to allow three
hours.’
This is signal that you are in for something more than straight forward face-to-
face interview we talked about so far. You will have to appear for some
psychometric tests designed to distinguish among the applicants and ensure better
selection.

16.02 Why are scientific methods used?

The answer is quite simple. Employers have woken up to the fact that recruiting
the wrong people costs a great deal of money. Further recruitment advertising is
expensive, the per centimeter rates for ‘Situation Vacant’ or ‘Wanted’
advertisements is usually higher than any other type of advertising. Speaking to
candidates on the telephone, sifting through applications, and interviewing all take
up a great deal of time and someone has to be paid to do this work.
Finally, taking someone on only to discover that the person cannot do the job,
and/or hates the job and leaves it, is not an option any longer. It is vitally
important to get it right the first time. That is the reason why more and more
organizations are turning to so-called ‘scientifically proven’ methods to select their
staff.
You are more likely to come up against psychometric testing and other ‘high
tech’ methods if you apply to a large organization. Small to medium sized
enterprise (SMEs) still rely to a great extent on the traditional interview for their
recruitment decisions, although this is undergoing a change.

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16.03 Psychometric tests

Psychometrics is the science of psychological assessment. It was recognized that a

few measures taken over a short period of time were able to predict future
behaviour. Psychometric tests can be divided into two broad categories:
knowledge based and person based. Tests of ability, aptitude, attainment,
competence, and achievement are examples of the former, while tests of
personality, clinical symptoms, mood, integrity, interests, and attitude typify the
latter. A major difference between the two is that knowledge-based tests have right
and wrong answers, while person-based tests differentiate different types of
individual. Within knowledge-based testing, tests of general intelligence have
largely given way to tests of specific abilities. For example, occupational
psychologists use tests of clerical aptitude, computing skills, and numerical and
verbal reasoning, all of which assess particular abilities that have relevance to
different types of work.
There are four basic scientific principles that underpin psychometric testing
and psychometric test development. These are reliability, validity, standardization,
and bias. Reliability is the extent to which an assessment is free from error. The
reliability of a rating scale, for example, can be assessed by looking at the
correlation between the ratings given by two independent raters, or the same test
may be given to the same set of individuals on two separate occasions and their
scores correlated. Reliable tests should generally have a correlation of about 0.70
or higher. Validity is the degree to which an assessment is able to achieve its
purpose. Thus, if the purpose of a test is to select high-performing computer
programmers for an IT company, we would need some independent verification
that those individuals who achieve high scores on the test actually do demonstrate
superior programming skills once they are employed. Standardization provides the
benchmark against which an individual may be assessed and can be either
criterion or norm based. Identification and reduction of bias in assessment,
particularly in terms of gender, race, and disability, are a legal requirement within
an equal opportunities society. The reduction of such bias is an important part of
psychometric test development, although it is often found that differences between
groups in test scores, when they occur, are a result of inequalities in society rather
than of bias in the tests themselves.
Today, psychometric testing is arguably the area of psychology that has the
widest application. Over 70 per cent of human resource departments in leading
companies use psychometric testing for recruitment/promotions and most of us
can expect to be tested at least once in our working lives.

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16.04 Verbal reasoning

Despite the name, verbal reasoning papers are written tests, which are conducted
in exam-like conditions. Verbal reasoning is understanding and reasoning using
concepts framed in words. It aims at evaluating ability to think constructively,
rather than at simple fluency or vocabulary recognition. Large graduate training
schemes are increasingly using verbal reasoning tests (verbals) to distinguish
between applicants. The types of verbals candidates face in these assessments are
typically looking to assess understanding and comprehension skills. As an
applicant you will be presented with a short passage of text and will need to
answer a True, False or Cannot Say response to each statement.
Most employers who use psychometric tests in recruitment selection will
include a verbal reasoning test. This is because there are very few graduate careers
which do not require the ability to understand, analyze and interpret written
information, often of a complex or specialized nature.
This test includes a number of short passages of text followed by statements
based on the information given in the passage. You are asked to indicate whether
the statements are true or false, or whether it is not possible to say so either way. In
answering these questions, use only the information given in the passage and do
not try and answer them in the light of any more detailed knowledge which you
personally may have.
Below you will find an example question to try. It is a selection of a passage of
text which will be followed by X statement. Read the passage carefully and then,
using only the information given in the passage, for each statement choose
whether [A] it is definitely true, [B] definitely untrue, or [C] you cannot say as
you have insufficient information to answer.
In Japan, companies generally expect their employees to put in long hours of
overtime. But it is difficult for women, who also have household chores to do and
children to take care of, to work at the same pace as men, who are not burdened
with such responsibilities. Many women inevitably opt for part-time jobs, which
enable them to combine work and domestic duties. At present, 23% of all female
salaried workers are part-timers and the ratio has been on the rise in recent years.
Part-time work places women at a disadvantage. The wages of part-time workers
are considerably lower than those of full-time employees, and part-time work
tends to involve menial labour. Moreover, because salary and promotion in
Japanese companies are often based on seniority, it is extremely difficult for
women either re-entering the labour force or switching from part-time to full-time
work to climb the ladder.
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Statement X is: A quarter of all part-time workers in Japan are female.

Use only the information given in the passage to choose whether the statement
is definitely true, definitely untrue, or you have insufficient information to answer.
Do NOT try to answer the question in the light of any knowledge which you
personally may have. We must first take just the text in the passage which
specifically relates to the above statement. At present, 23% of all female salaried
workers are part-timers and the ratio has been on the rise in recent years. These
two statements say very different things.
Statement X says: one quarter of part-time workers are female.
The passage says: about one quarter of female workers are part-time.
We have no information on the size of the total pool of part-time workers, nor
any information of how many women work in relation to men. The 23% of all
female salaried workers that are part-timers could make up 1% or 100% of the
(genderless) part-time workers in Japan. As these two statements mean different
things, the statement is [C] CANNOT SAY: you have insufficient information to
answer using just the information in the passage.
16.4.01 How to pass Verbal Reasoning tests?
♨ Verbal reasoning papers are marked very quickly, often by placing a
specially designed grid over the paper. This means you have to be careful about
marking your answers clearly. Make sure you follow any instructions for correcting
wrong answers or you will lose marks.
♨ Help yourself assimilate written information by reading books and
newspapers regularly. Crossword puzzles are useful for practicing verbal critical
reasoning.
♨ Use Google or other network to get some practice papers. Your answers will
be processed online and you will obtain your scores too.
♨ Keeping up to date with current affairs is also a good idea since there could
be questions relating to items in the news and general economic situation.
♨ Verbal reasoning tests come in varying levels of difficulty. The higher the
level of job you are applying for, the harder the questions.
♨ Before the test begins, if there is anything you do not understand fully, ASK.

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♨ Remember, you will have very little time to answer each question. Try not to
panic. Work through the questions one by one, if you come up against one you
simply cannot answer, leave it until the end. Go back if you are left with some
time. If you finish all the questions before the end of the time allotted for the test,
go back and re-check your answers. Never sit and stare into space.
♨ Do not worry too much if you failed to complete the test or if you think you
got some of the answers wrong. Most people taking the test will be feeling this way.
You will not need to have scored top marks to continue further into the process.
♨ If you really think you messed up, say so. Provide a good reason and be
honest and you could get the opportunity to appear for the test again.

16.05 Numerical reasoning

Numerical reasoning tests are designed to identify an individual's level of ability to

reason with information provided in tables, charts and figures, in order to obtain a
correct answer. A test taker is advised to look at each chart or tables provided for
each question, and use the information in these to work out the correct answer.
The questions are provided in a multiple choice format with about five response
options to choose from. Only one option is the correct answer.
Contrary to the belief that these tests measure your mathematical skill,
numerical reasoning tests do not assess this knowledge. Although a basic
understanding of mathematics is required as a pre-requisite for a graduate,
managerial or professional test, it is the reasoning aspect of the information
provided that is being assessed.
In other words numerical reasoning papers are similar to verbal reasoning
papers in that they are written tests, to be taken in exam like environment within
limited time. This strict timing is aimed at putting you under pressure to test your
ability to work under pressure.
You will find the questions are all of the same type, i.e. all number sequences.
Number problems can be presented in a variety of ways; they could be

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Graphs,
Sequences,
Pie charts and
Plain figure work.
16.5.01 How to pass Numerical Reasoning tests?
♨ Verbal reasoning papers are marked very quickly, often by placing a
specially designed grid over the paper. This means you have to be careful about
marking your answers clearly. Make sure you follow any instructions for correcting
wrong answers or you will lose marks.
♨ Firstly, ensure you are familiar with basic mathematics such as arithmetic,
percentages, ratios and fractions. The next steps will be to get as much practice in
as possible and familiarize yourself with what the day will be like. This way you
will be relaxed when taking the assessment and more likely to focus on doing a
good job. Number puzzles are useful for practicing numerical reasoning. Use
Google or other network to get some practice papers. Your answers will be
processed online and you will obtain your scores too.
♨ Whilst it is argued that practicing may not actually improve one's aptitude
or ability, it is however an accepted fact that unfamiliarity with tests can hinder
your optimal performance in an assessment. Practicing helps to remove errors due
to lack of familiarity, and test takers who have practiced have a much better
chance of demonstrating their fullest potential, than those who have not practiced.
♨ Numerical reasoning tests come in varying levels of difficulty. The higher
the level of job you are applying for, the harder the questions.
♨ Before the test begins, if there is anything you do not understand fully, ASK.

♨ Remember, you will have very little time to answer each question. Try not to
panic. Work through the questions one by one, if you come up against one you
simply cannot answer, leave it until the end. Go back if you are left with some
time. If you finish all the questions before the end of the test, go back and re-
check your answers. Never sit and stare into space.

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♨ Do not worry too much if you failed to complete the test or if you think you
got some of the answers wrong. Most people taking the test will be feeling this way.
You will not need to have scored top marks to continue further into the process.
♨ If you really think you messed up, say so. Provide a good reason and be
honest and you could get the opportunity to appear for the test again.

Example 16.01
Test: 05 12 ? 26
Answer A B C D
13 19 21 23
If you select any other than B, you lose marks.

Example 16. 02
Test: 03 ? 27 81
Answer A B C D
23 17 09 06
If you select any other than C, you lose marks.

16.06 Personality questionnaires

Personality questionnaire is used to know the character or attitude of a person.
Questions related to different modes and angles are included in this questionnaire
in order to assess mindset of an individual. These can be related to the amount of
tolerance and patience an individual has, about an issue, the capacity to manage
the stress in life, influence others by their personality and others. These factors can
be measured by putting simple and realistic questions to them.
Personality questionnaires are used to test your
o Motivation and thinking style.

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o Emotional responses to given situations

o How you get on with people.
o Occupational preferences, e.g. whether you are a good match for the job on
offer.
o Your honesty
A simple question like: whether you would like to work in team or wish to be
alone can check whether the person is introvert or extrovert.
Questions like: Will you criticize or encourage when work is pending, will tell
how things will be handled by that particular person. Asking about the likes and
dislikes of an individual, whether he/she likes emotional music or romantic
movies can tell about the person in general.
Questions like: What is your overall strategy can tell the ambitions of a person
in life and his progress in career.
Some open questions like: How will you tackle the problem when you have not
finished a job in time, will say whether the person is able to manage negative
stress.
Questions like: Will you work with a person even if you dislike that person
shows whether the person works towards the project completion regardless of ego
clashes.
Thus different types of questions in a personality questionnaire help to
determine various personality traits of an individual.

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Example 16.03 Making Choices

Example 16.04 Rating Statements




I enjoy meeting new people

I like helping people

I sometimes commit mistakes

I like to take risks

I enjoy working alone

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Fill in circle 1, if you strongly disagree with the statement

Fill in circle 2, if you disagree with the statement
Fill in circle 3, if you are unsure
Fill in circle 4, if you agree with the statement
Fill in circle 5, if you strongly agree with the statement.
In addition to verbal reasoning, numerical reasoning and personality
questionnaires, there are several other psychometric tests available to recruiters.
But these three are most commonly used. Other tests measure logic, accuracy,
technical skills, perceptual ability, spatial ability etc. If you are advised to
undertake any one of them, get the data from Google or other network, as
describing them here is not possible due to space limitation.

16.07 In-tray tests. How to prepare for your in-tray exercise?

If you are required to attend an assessment centre as part of a job application

process, you are very likely to face some form of in-tray exercise. This is because
in-tray exercises enable assessors and employers to test a wide range of your skills
and aptitudes in situations that closely resemble those you might face in a real
workplace: as a result, how you behave during an in-tray exercise offers a more
accurate and reliable indication of your characteristics and behaviours than do
more abstract methods of measurement including interviews and even
psychometric tests. This is why they are so popular with recruiters. They are also
very good at seeing how you will cope with the real-world stresses of diary
management and prioritization.
Their popularity with recruiters makes it crucial that you are aware of how in-
tray exercises work and what they test. Additionally, it is important to practice
them to maximize your chances of achieving your true potential.
Most in-tray exercises are designed to test a particular set of key competencies
which the employer deems to be important. For example they might focus on your
delegation skills, your readiness to share problems with others, your independence,
or your affinity or aversion to procedures. It is important that you think about
what competencies each employer is looking for, and to emphasize these traits
when answering their in-tray exercise. Each different employer may be looking for
different attributes in their new recruits.
In general terms, in-tray exercises test your ability to
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(a) Demonstrate the level of knowledge appropriate to the job for which you
are applying;
(b) Display the skills necessary for the job; and
(c) Show that your attitudes are a good fit for those specified for the role.
The exercises are, therefore, designed to assess what are known in the
recruitment industry as KSAs – that is, your Knowledge, Skills, and Attitudes.
This shorthand term is often used by recruiters to clearly identify prerequisites for
a job, and so to indicate what they’re testing for in the recruitment process.
Whatever the key competencies specified for the particular job you are
applying for, remember that in-tray exercises of all types always test your ability to
use the time you have available for the exercise as effectively and productively as
possible.

16.7.01 How do in-tray exercises work?

The basic idea of in-tray exercises is to place you in a realistic although
simulated work situation, and to assess your workplace behaviour and attitudes in
that context. So when you are given an in-tray exercise, it is usual to be asked to
treat it as a role-play. You wil probably be asked to imagine that you are an
employee of a fictitious company, and to work through the contents of your in-
tray in that role.
You might, for instance, be told to imagine that it is your first day in your job as
a stock controller, and be handed a stack of documents and tasks to prioritize and
action. You might be given this role even if you are applying for a job that has
nothing to do with stock control; similarly, you might be asked to imagine yourself
as a teacher or a lawyer, even if you are applying for a quite different job. Another
common scenario is that you have just returned from annual leave to find a pile of
correspondence in your fictional in-tray. The point is that the skills and attitudes
being assessed will be relevant to the job you’re applying for; the types of issues
and problems you’re asked to consider will be similar to those involved in that role.

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16.7.02 In-Tray FAQs

How many in-tray items will there be?
It is usual to be given between ten and thirty in-tray items to work on, in
addition to a description of your role and responsibilities in the fictional
organization. You will also normally be given information about the fictional
organization’s aims, objectives and problems, as well as its structure; a list of key
fellow employees; and information about key third party organizations and
relationships, as well as a calendar of future events. The best candidates will keep
all of these things in their mind whilst responding to the in-tray items. So there is a
lot to get through in the hour or so usually allotted to you.

16.7.03 How will my in-tray exercise be assessed?

The two most common ways in which your response to the in-tray items will be
assessed are via
(a) Your response to questions in a multiple choice format, or
(b) Your performance in an interview with an assessor in which you need to
explain and justify your actions and decisions. Sometimes, you will be assessed via
a combination of these methods.
Before you start, you should be sure to check how you will be assessed, and
whether or not you are allowed to write on your in-tray items. If you know you
will not have the opportunity to talk through your answers with an assessor at the
end, make sure you write down everything you have thought of otherwise you will
not get the marks for it. Make a note of diary clashes, time commitments, resource
constraints, appointments, interactivity between people...anything you think is
important to consider in your answer.
Online or computer-based in-tray exercises are referred to as an e-tray or inbox
exercise. The same principles apply but they are becoming more common because
in the real world most of the information employees deal with arrives by email so
this is a realistic simulation of the demands of the role.

16.7.04 What is the best way to approach an in-tray exercise?

Remember that it is crucial that you identify the key issues arising from the in-
tray items: while you should aim to complete every task in the limited time

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allotted, do not lose sight of prioritizing more important tasks. You will be
assessed, after all, not simply on your ability to get things done quickly, but on your
ability to spot whether some tasks are more urgent than others, and on the balance
you strike between working quickly and working effectively.
The best approach is to quickly read through every item in your in-tray before
answering any questions. But do make notes on your thoughts as you read through
each item. It is best to wait until you have read everything before responding
because an item which comes up might affect how you react to an earlier item, or
even contradict it. The assessor will not look favourably on you just ploughing in
to the questions.
16.7.05 What will my in-tray exercise be assessing me on?
Whatever the topics covered, and whatever the nature of your fictional job, all
in-tray exercises assess your ability to sort through, take in and analyze complex
information efficiently even under pressure of time; your ability to explore and
identify key issues and prioritize your work accordingly; and your ability to
communicate effectively about the decisions you have made and to identify any
special problems or issues that arise from the set of tasks and documents you’re
given. You will also be assessed on how clearly and effectively you can explain your
decisions and actions.
So although you will be asked to imagine that you are at work when carrying
out the exercise, it is crucial not to underestimate the importance of
communicating your thought processes to your assessors. As mentioned earlier,
you need to show what you know in order to be given credit for your responses –
so, you must be clear about the reasons behind your actions and decisions.
Remember that your attitudes are being assessed, too: because of this, pay
attention to how you present yourself during the exercise – including how you
organize your desk area, how neat your notes are, and whether you display a
frantic or rather calmer approach to dealing with the in-tray items!
Be aware that many in-tray exercises have a central “theme” to them that you
are expected to identify: this might be the fact that a merger or takeover of your
fictional organization is imminent, or perhaps that a major re-structuring is on the
cards. It is important to identify anything like this because it will enhance your
understanding of your fictional role, and affect the way in which you evaluate and
prioritize tasks and information, as well as influence your decisions.

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16.7.06 Tips for performing well in your in-tray exercise

As well as keeping in mind what type of job you are being assessed for, and so
which particular competency you should display, it is important to work in as
organized and logical manner as you can.
Try to approach the exercise in an orderly manner, ensuring that you neither
miss out anything nor spend too long on any one task. One great strategy is to
scan through every in-tray item right at the start of the exercise, and to sort them
into an order than makes sense (whether it is chronological, or perhaps topic-
based) – keeping an eye out for items that affect each other. You should be
especially alert to items that have perhaps already been dealt with (so you no
longer have to worry about them), and also to items that are in need of
particularly urgent attention.
Despite the pressure of time, you need to play close attention to details –
including the names of key personnel, the date of each document, and actions
that have already been taken that might affect your decisions.
Also remember to show what you know, rather than assuming that an assessor
will credit you with characteristics that you do not actually display during the
exercise. So, for instance, be sure to make notes of reasons for your decisions, and
to explain your thought processes either during the role-play, or in the test or
interview following it.
Key to success is keeping calm as you go through the in-tray items, and being
methodical in your approach to handling them. Making brief notes in relation to
each decision you make is important, too – especially if an assessor asks you to
explain one of your decisions, but also to ensure you don’t lose track of what
you’re doing as well as how and why you are prioritizing the tasks you need to do.
One final word of advice for your in-tray exercise: be sure to take into account
the personality and style of the fictional organization you are asked to imagine
working for. Then ensure that your actions, decisions and any “work” you produce
reflect your awareness. It might be that your role-play requires you to be highly
independent, or, alternatively, to be very much a team player – but in either case,
be sure and do your best to show your ability to “fit” with the organization for
which you’re pretending to work. This is important to employers, and is something
you should consider in any recruitment situation.

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Eight important tips to score in in-tray exercise.

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16.08 Group Exercises (GE) or group tasks

Many employers choose to set up Group Exercises (GE) or group tasks as a

preliminary round before Personal Interviews. Applicants are assessed on
⊙ their leadership skills, communication skills,
⊙ tactfulness, problem-solving abilities, and
⊙ ability to stay focused and get the task done in the designated time.
From re-enacting a scene from a classic movie and relating it to the current
scenario, to preparing a TV commercial for men's luxury watch brand or to
coming up with right communication tools for 2 to 5-year-olds to reduce their
consumption of chocolates and candies or deciding how to use the donation of a
few lacs: for a mini-bus for a hospital, equipment for children’s playground, wheel
chair ramps on old age home or a holiday for physically challenged children.
o In a group exercise, you do not always have to play the leader. It does not pay
to dominate the group. Be assertive, not aggressive.
o If you make good and sensible suggestions in a confident and clear manner
and contribute well, it is enough. The idea is to accomplish the task while avoiding
conflicts.
o You can help the group by seeking the views of quieter members and
encouraging them, being the ice-breaker when the group is having a dull or quite
moment or being diplomatic while dealing with a bully. Use your opportunities
well.
o Stay focused and keep an eye on the watch. Summarising everyone’s views in
the end might help in accomplishing the task better and drawing a consensus.
There are simply two types of people in a group – ones who take things
forward and ones who stall things. Employers are looking for positive people with
passion to do big things in life.
You can attempt these positive roles that you can play in a group:
• Leader: Keep things on-track, coordinate resources and people well, and take
initiatives. Recognise the skills of others and put them to good use. However, be
careful that you do not turn out to be domineering.
• Motivator: Be enthusiastic or use light, funny comments to break tensions.

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• Team-builder: Draw out shy people, ask their views and make them feel
comfortable. Create a congenial environment and learn to compromise.
• Visionary: Come up with creative and innovative ideas to solve a problem.
You can be original and radical, if not always practical.
• Summariser: If you are calm and cool, and a good observer, you can help in
clearing out group objectives, work as a mediator, and tie-up loose ends.
• Rationaliser: Logical, analytical and objective, a rationaliser points out the
practical points in implementation of a solution or idea. You can play quite an
important role in crucial decision-making stage.
16.01 Group Exercises (GE)

Negative roles you must not assume in a group exercise are:

• Do not be a Hitler. Do not expect that everyone will bow down to your ideas.
• Do not show off or interrupt others. Give others a chance to state their views
and opinions.
• Do not switch topics too quickly or before things have been discussed
properly.
• Do not make negative comments. Remember, everyone in the group is your
peer and successfully cracked the entrance exam too.
• Do not be shy or choose to show no involvement in the group task. Find a
way to contribute.

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• Do not lose focus and do not distract others from the topic.
• If you do suggest a negative side of an idea or argument, be ready with the
alternatives.
• Do not shout. Keep your tone in check. Speak clearly and confidently.
• Do not play the victim. Here is a group competing with you. It is not there to
nurse your self-confidence or ego issues.
In the end, if you are preparing for a group exercise round, be prepared to
back up your arguments with logic and defend your actions with logic during the
personal interview round.
Best of Luck!

16.09 Problem solving exercises

Everybody can benefit from having good problem solving skills as we all encounter
problems on a daily basis; some of these problems are obviously more severe or
complex than others. It would be wonderful to have the ability to solve all
problems efficiently and in a timely fashion without difficulty, unfortunately there
is no one way in which all problems can be solved.
You will discover that the subject of problem solving is complex. However well
prepared we are for problem solving there is always an element of the unknown.
Although planning and structuring will help make the problem solving process
more likely to be successful, good judgement and an element of good luck will
ultimately determine whether problem solving was a success.
What is a Problem? The Concise Oxford Dictionary (1995) defines a problem as:
“A doubtful or difficult matter requiring a solution” and
“Something hard to understand or accomplish or deal with.”
All problems have two features in common: goals and barriers.
Goals: Problems involve setting out to achieve some objective or desired state
of affairs and can include avoiding a situation or event. Goals can be anything
that you wish to achieve, where you want to be. If you are hungry then your goal
is probably to eat something, if you are a head of an organization (CEO) then
your main goal may be to maximize profits. In the example of the CEO the main

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goal may need to be split into numerous sub-goals in order to fulfill the ultimate
goal of increasing profits.
Barriers: If there were no barriers in the way of achieving a goal, then there
would be no problem. Problem solving involves overcoming the barriers or
obstacles that prevent the immediate achievement of goals.
Following examples above, if you feel hungry then your goal is to eat. A barrier
to this may be that you have no food available - you take a trip to McDonalds and
buy some food, removing the barrier and thus solving the problem. Of course for
the CEO wanting to increase profits there may be many more barriers preventing
the goal from being reached. The CEO needs to attempt to recognize these
barriers and remove them or find other ways to achieve the goals of the
organization.
Effective problem solving usually involves working through a number of steps
or stages, such as those outlined below.
★Problem Identification: This stage involves: detecting and recognizing that
there is a problem; identifying the nature of the problem; defining the problem.
The first phase of problem solving may sound obvious but often requires more
thought and analysis. Identifying a problem can be a difficult task in itself, is
there a problem at all? What is the nature of the problem, are there in fact
numerous problems? How can the problem be best defined? - by spending some
time defining the problem you will not only understand it more clearly yourself
but be able to communicate its nature to others, this leads to the second phase.
★Structuring the Problem: This stage involves: a period of observation, careful
inspection, fact-finding and developing a clear picture of the problem. Following
on from problem identification, structuring the problem is all about gaining
more information about the problem and increasing understanding. This phase
is all about fact finding and analysis, building a more comprehensive picture of
both the goal(s) and the barrier(s). This stage may not be necessary for very
simple problems but is essential for problems of a more complex nature.
★Looking for Possible Solutions: During this stage you will generate a range of
possible courses of action, but with little attempt to evaluate them at this stage.
From the information gathered in the first two phases of the problem solving
framework it is now time to start thinking about possible solutions to the
identified problem. In a group situation this stage is often carried out as a brain-
storming session, letting each person in the group express their views on possible
solutions (or part solutions). In organizations different people will have different

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expertise in different areas and it is useful, therefore, to hear the views of each
concerned party.
★Making a Decision: This stage involves careful analysis of the different
possible courses of action and then selecting the best solution for
implementation. This is perhaps the most complex part of the problem solving
process. Following on from the previous step it is now time to look at each
potential solution and carefully analyze it. Some solutions may not be possible,
due to other problems, like time constraints or budgets. It is important at this
stage to also consider what might happen if nothing was done to solve the
problem - sometimes trying to solve a problem that leads to many more
problems requires some very creative thinking and innovative ideas. Finally,
make a decision on which course of action to take - decision making is an
important skill in itself and we recommend that you see our pages on decision
making.
★Implementation: This stage involves accepting and carrying out the chosen
course of action. Implementation means acting on the chosen solution. During
implementation more problems may arise especially if identification or
structuring of the original problem was not carried out fully.
★Monitoring/Seeking Feedback: The last stage is about reviewing the
outcomes of problem solving over a period of time, including seeking feedback
as to the success of the outcomes of the chosen solution. The final stage of
problem solving is concerned with checking that the process was successful. This
can be achieved by monitoring and gaining feedback from people affected by
any changes that occurred. It is good practice to keep a record of outcomes and
any additional problems that occurred.
In the exercise that you will have to participate each candidate is provided with
certain piece of information. You have to sit in a group collect all the data
(remember some of it may be irrelevant, but provided to mislead you) and follow
all the steps above to arrive at a solution. The assessors observing the exercise are
able to judge whether
a. You pulled the data intelligently.
b. Used it creatively.
c. Worked a team.
d. Respected other candidates’ ideas.
e. Helped others.

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16.10 Presentations

If your CV has been shortlisted, these days, you can get call to make a
presentation at the interview you are invited to attend in a week’s time. If you are
lucky you may get an opportunity to select your topic. It is quite likely that your
potential employer may provide you the subject for presentation – which could be
common foe all candidates or , luckily, one picked from interests you included in
your CV.
Presentations skills and public speaking skills are very useful in many aspects of
work and life. Effective presentations and public speaking skills are important in
business, sales and selling, training, teaching, lecturing, and generally feeling
comfortable speaking to a group of people. Developing the confidence and
capability to give good presentations, and to stand up in front of an audience and
speak well, are also extremely helpful competencies for self-development and
social situations. Presentation skills and public speaking abilities are not limited to
certain special people - anyone can give a good presentation, or perform public
speaking to a professional and impressive standard. Like most specialisms, this
requires preparation and practice. The formats and purposes of presentations can
be very different, for example: oral (spoken), multimedia (using various media -
visuals, audio, etc.), PowerPoint presentations, short impromptu presentations,

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long planned presentations, educational or training sessions, lectures, and simply

giving a talk on a subject to a group on a voluntary basis for pleasure
Fear of public speaking and presentations. You are not alone if the thought of
speaking in public scares you. On the contrary, everyone feels fearful of presenting
and public speaking to one degree or another. Giving a presentation is very
worrying for many people. Presenting or speaking to an audience regularly tops
the list in surveys of people's top fears - more than heights, flying or dying. The
key to managing and controlling anything is first to understand it, especially its
causes. The cause of fear is (a feeling of) insecurity and/or an unfamiliar or
uncontrollable threat. In the context of presentations and public speaking this is
usually due to: lack of confidence, and/or lack of control (or a feeling of not
having control) - over the situation, other people (the audience) and our own
reactions and feelings
Preparation and rehearsal are usually very manageable elements that allow you
to build confidence and take control in your hands.. It is a matter of making the
effort to prepare and rehearse before the task is upon us. Presentations which do
not work well usually do so because they have not been properly prepared and
rehearsed. Experience can be gained simply by seeking opportunities for public
speaking and presenting to people and groups, wherever you feel most
comfortable, So experience, is actually just another manageable element before
the task, although more time and imagination is required than in preparing and
rehearsing a particular presentation.
Tips for effective presentations
1. Preparation and knowledge (of subject and the presentation itself) are the pre-
requisites for a successful presentation, which importantly produce confidence and
control, in turn important for relaxing the presenter, and the audience.
2 Good presenting is about entertaining as well as conveying information. As well,
people retain more if they are enjoying themselves and feeling relaxed. So
whatever your subject and audience, try to find ways to make the content and
delivery enjoyable - even the most serious of occasions, and the driest of subjects,
can be lifted to an enjoyable or even an amusing level one way or another with a
little research, imagination, and humour/humor.
3. Research and studies generally indicate that in presentations you have between
4 - 7 seconds in which to make a positive impact and good opening impression. So
make sure you have a good, strong, solid introduction, and rehearse it until it is
'second nature' to you and an action of 'unconscious competence'.

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4. Smiling helps a lot. It will relax you and the audience. In addition to giving you
a relaxed calm appearance, smiling actually releases helpful 'happy' chemicals into
your nervous system, and makes you feel good. So does taking a few deep slow
breaths make you feel relaxed - low down from the pit of your stomach - before
you take to the stage.
5. Research and collect as much data as possible on the subject. Then summarize
it into time slot allotted to you. In case no such slot is provided, please ask for it.
6. Try your presentation out. Stand up and practice it before your friends or
family and seek feedback. Act on it.
7. If you are using overhead projectors:
a. Be familiar with the operation of the projector. The use of a projector
provides professional feel to your presentation.
b. With enough time and good graphics software, you can prepare all sorts of
pretty pictures, graphs, pie charts, diagrams, etc. and impress the audience.
c. In absence of software, you can write plain text on acetate and use the
slides. Be certain you do not crowd the text on a single slide.
d. Place the slides correctly, the right side up. Do not stand in front of the
projector and do not hide behind it.
e. Talk to the audience and not to the screen.
8. If you are using flip charts:
a. Be comfortable; you do not have to worry about technology.
b. It is quick and simple. Write your text on the paper with a thick felt pen.
c. Make certain your writing is large and can be seen by all. Use two or three
colours.
d. Place the slides correctly, the right side up. Do not stand in front of the
projector and do not hide behind it.
e. Talk to the audience and not to the screen.
f. If you are going to write as you speak, ensure you write in a straight line.

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16.11 Summary

Recruitment has now become a science and employers deploy scientific methods
like verbal reasoning, numerical reasoning, personality questionnaires, in-tray
exercises, group exercises, presentations etc. for selection of a right candidate.
Substantial efforts and costs are incurred by employers in selection and
recruitment, hence they want to exercise enough care in selection process. These
scientific methods enhance the quality of selection process. If you are looking for
an opening at a higher level, it is absolutely necessary to be well acquainted with
these methods and acquire required proficiency.
You can now be rest assured that you are fully prepared to successfully face the
long awaited interview for your dream job!

16.12 Self-Assessment Questions

1. Why do employers resort to psychometric test for selection of candidates for

the vacant jobs?
2. Describe numerical reasoning test and provide two examples of tests
candidates have to solve.
3. What is a personality questionnaire? Why do recruiters use it prior to
interviews?
4. What qualities of the candidates are assessed during in-tray exercises?
5. Enumerate precautions you will undertake if you are asked by a recruiter to
arrange for a presentation on a given subject?

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Reference Material

Click on the links below to view additional reference material for this chapter.

Summary

PPT

MCQ

Video1

Video2

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