Name : Abha Kumari

Subject : Business Communication

Roll No : 2314101973
Program : Master Of Business Administration
Batch : 05
Semester : First

Q.No Set – 1 Marks Total Marks

Questions

1. Write any three barriers to Listening. Enlist the different types of Listening. 3+7 10
2. Explain the various types of Non-Verbal Communication while giving examples as to 10 10
how you will use NV Communication when appearing for a job interview.
3. Imagine that you are the sales representative of your organization, and you are asked 10 10
to effectively demonstrate a newly launched product/service in front of a target
audience. Explain the communication process while including the relevance of context
and how the communication can go wrong even if a few elements are missed.
Q.No Set – 2 Marks Total Marks
Questions

1. What are things to be kept in mind BEFORE the commencement of a Business 5x2 10
Meeting? Explain.
2. Suppose you are asked to write a research document. Elaborate on the steps you will 10 10
apply for writing.
3. What is the basic difference between Product Advertising and Corporate Advertising? 3+7 10
Explain the different types of Corporate Advertising.
 Assignment Set - 1

1) Barriers of Listening
A listening barrier is anything that inhibits you from clearly recognising, comprehending, and
interpre ng the message you are receiving. Once you are more aware of the poten al barriers to
effec ve listening, you can pinpoint your areas of weakness and work to overcome them to become
a be er listener.

The Barriers of listening are:

o Distrac ons
Effec ve listening can be hampered by both internal and external distrac ons. Noise,
interrup ons, or an uncomfortably uncomfortable se ng are examples of external
distrac ons. Internal diversion results from personal prejudices, thoughts, or feelings that take
the listener's focus off the speaker. People are unable to fully concentrate on and absorb the
speaker's message as a result of these interrup ons.

External distrac ons can divert our a en on and make it challenging to concentrate on the
speaker, such as noise, interrup ons, or visual s mula on.

o Preconceived no ons and Biases

Each of us has personal values, prejudices, and beliefs that might affect how we interpret and
comprehend data. These preconceived ideas can lead us to filter or distort the speaker's
message, which would prevent us from listening deeply and comprehending their point of
view.

Preconceived no ons, biases, or prejudices might make it difficult to listen. People may
perceive or filter informa on selec vely when they have strong beliefs or judgements about a
subject or the speaker, ignoring thoughts that conflict with their preconceived no ons.

o Lack of A en on and Effort

Effec ve hearing is significantly hampered by a lack of ac ve par cipa on. When people
approach listening lazily or uninterestedly, it happens. Low mo va on, a lack of relevance to
one's own worries, or the idea that the speaker's message is insignificant are all poten al
contributors to this barrier.

Different types of listening:

o Ac ve Listening
Ac ve listening involves fully focusing on the speaker, paying a en on to verbal and non-
verbal cues, and providing feedback to ensure understanding. It requires concentra on,
empathy, and the willingness to ac vely engage in the conversa on.

o Empathe c Listening
Empathe c listening involves not only hearing the words spoken by the speaker but also
 understanding and experiencing their emo ons, feelings, and perspec ves. It requires pu ng
oneself in the speaker's shoes and showing genuine empathy and compassion.

o Cri cal Listening

Cri cal listening involves analysing and evalua ng the speaker's message, looking for
inconsistencies, logical fallacies, or hidden agendas. It requires ac ve thinking, ques oning,
and assessing the informa on presented.

o Apprecia ve Listening
Apprecia ve listening involves listening for enjoyment, entertainment, or apprecia on of the
speaker's message. It is o en associated with music, storytelling, or other forms of ar s c
expression.

o Comprehensive Listening
Comprehensive listening aims to understand and retain informa on accurately. It is commonly
used in educa onal se ngs or when receiving instruc ons, direc ons, or complex
informa on.

o Sympathe c Listening
Sympathe c listening involves listening with care, concern, and support for the speaker's
emo onal state. It o en occurs in counselling or therapeu c contexts, where the listener
provides a safe and non-judgmental space for the speaker to express their feelings.
2) Non-verbal Communica on
Non-verbal communica on is the exchange of messages, without using words. It comprises non-
verbal signs including posture, eye contact, body language, facial emo ons, gestures, and others. The
ability to communicate confidence, professionalism, and interest in the work during a job interview
depends heavily on nonverbal communica on.

Here are some examples of non-verbal cues and how to use them successfully in a job interview:

Facial Expressions

Our facial expressions can communicate a variety of emo ons like enjoyment, ela on, or focus. To
show that you are interested and paying a en on to the interviewer, have a pleasant and engaged
facial expression throughout. To make a good impression and demonstrate your enthusiasm for the
chance, for instance, grin sincerely.

Eye Contact

Establishing rapport with the interviewer requires maintaining good eye contact. It communicates
assurance and sincerity. Keep the interviewer's gaze on you whenever you speak or listen to them.
However, try to avoid looking too much, as that could make the interviewer uneasy.

Body Posture

Your body language communicates your level of professionalism and self-assurance. To show that
you are paying a en on and are interested, sit up straight and avoid slouching. Leaning slightly
forward can show interest in what is being said. Addi onally, keeping your arms extended and
making approachable gestures might project openness and approachability.

Hand Gestures

The use of appropriate hand gestures can improve communica on and highlight important topics. Be
careful not to use excessive or distrac ng hand mo ons, though. Use mo ons that are inten onal
and natural to support your words and enhance the impact of your message.

Voice Tone and Volume

Your voice might reflect excitement, assurance, or trepida on. Keep your voice volume moderate,
speak clearly, and refrain from stu ering. Change your tone just a li le to draw a en on to crucial
details or show enthusiasm for the posi on. Speaking too quickly or slowly can make it difficult to
communicate effec vely.

Dress and Appearance

The nonverbal impression you make during an interview depends on your appearance, including
your clothing choices. Dress formally and in keeping with the business environment and company
culture. Posi vity in one's non-verbal presenta on can also be enhanced by neat grooming and the
right accessories.

Space and Proximity

Maintain an adequate distance from the interviewer and respect their personal space. At a
comfortable distance—neither too close nor too far—stand or sit. Respect and professionalism are
shown by adhering to personal limits.

Time Management

Being on me for the interview and displaying effec ve me management techniques convey
posi vely about your dependability and professionalism. Respect for the interviewer's me is
demonstrated by ge ng there a li le early.

Always keep in mind that your nonverbal communica on should complement and match your vocal
speech. The interviewer's nonverbal cues should also be observed because they can reveal
informa on about their reac ons and level of engagement. You may make a good impression and
clearly communicate your suitability for the job by prac sing and being aware of these non-verbal
communica on factors.
3) Demonstra ng new product/service as Sales Representa ve
My responsibility as my company's sales representa ve is to persuasively present a recently
introduced good or service to a target market. I would do this by adhering to the communica on
process, which entails several crucial components and factors. Let's examine these components, the
importance of context, and how improper communica on might result from omi ng some
components.

o Sender
I am the one who sent the communica on because I am the sales representa ve. It is my duty to
persuade the audience by clearly and persuasively presen ng the informa on about the good or
service. I must make sure that my message is appropriate for the wants and needs of the target
audience.

o Message
The informa on I wish to convey about the just introduced good or service is the message. It
ought to be succinct, educa onal, and interes ng. I would use convincing language and engaging
images, if available, to highlight the main characteris cs, advantages, and benefits of the good or
service.

o Channel
The medium used to transmit the message is referred to as the channel. A face-to-face
presenta on, a webinar, a video demonstra on, or any other suitable means could be used for
this. The preferred and accessible channels are determined by the target audience.

o Receiver
The target audience who will hear and understand the message is known as the receiver. Effec ve
communica on requires a thorough understanding of the audience's requirements, interests, and
expecta ons. To make sure that my message is understood by the target audience, I would
conduct research and acquire informa on about them.

o Feedback
The process of communica on would not be complete without feedback. It enables me to
evaluate the audience's comprehension and respond to any queries or issues that they might
have. Feedback can be made easier by posing ques ons, conduc ng surveys, or providing contact
informa on.

An essen al component of good communica on is context. The audience's demographics, cultural

background, prior knowledge, and current environment are just a few examples of context-related
elements. Misunderstandings or a lack of interest from the audience may result from failing to take
these aspects into account.

Effec ve communica on can be hampered by, for instance, u lising technical jargon without
explaining it or presen ng the product in a way that goes against the audience's cultural expecta ons.

The communica on can go awry if specific steps in the process are neglected. For example:

o Implicit and Explicit cost

The audience may not understand the advantages or worth of the good or service if the message
 is vague or confusing. This might cause people to lose interest, which would lead to a
demonstra on gone wrong.

o Ineffec ve Channel Choice

The message might not properly reach the target audience if the chosen channel is not
compa ble with their preferences or level of accessibility. For instance, disengagement may occur
when a technical product is presented to a non-technical audience without the proper visual aids
or demonstra ons.

o Poor understanding of the audience

The message may not be in line with the audience's requirements, interests, and expecta ons if
these factors are not taken into considera on. This may result in a lack of a en on or make it
difficult to adequately address their concerns.

In order to communicate effec vely as a sales representa ve, one must take into account the sender,
message, channel, receiver, and feedback. It's important to consider the context, which includes the
audience's demographics and cultural heritage. Understanding these components and their
importance will help us make sure our message has an impact and is compelling. Misunderstandings,
disengagement, and ul mately poor product or service demonstra ons might result from failing to
address these factors.
 Assignment Set - 2

4) Things to keep in mind before a Business Mee ng

There are a few key considera ons that need to be made before a business mee ng starts in order to
make it successful. These factors, which assist set the tone for the mee ng and increase its
effec veness, include both tac cal and strategic elements.

The following are some essen al reminders:

1) Purpose Defini on

Establish the mee ng's goal in detail. What specific objec ves or results are an cipated? Se ng
the agenda and ensuring that the mee ng remains focused and produc ve both benefit from
defining the goal.

2) Agenda Prepara on

Create a thorough agenda that specifies the subjects to be covered, the me allo ed for each
item, and the an cipated results. Par cipants should be informed in advance of the agenda so
they can prepare and contribute well.

3) Par cipants

Based on their posi ons, responsibili es, and areas of exper se, decide who needs to a end
the mee ng. Making sure the appropriate decision-makers and significant stakeholders are
present increases the likelihood of obtaining desired results.

Invite a endees to mee ngs well in advance, providing informa on such as the me, date,
place (or virtual pla orm), and any required readings. Par cipants can plan their calendars
accordingly and examine per nent informa on prior to the mee ng when given enough no ce.

4) Documenta on

Any papers, studies, or informa on that will be discussed during the mee ng should be
gathered and organised. Distribute these resources in advance so that a endees can review and
become comfortable with the informa on in order to encourage frui ul discussions.

5) Time Management

Establish the mee ng's proper length taking the intricacy of the issues and the quan ty of
a endees into account. Se ng aside enough me guarantees that discussions are thorough
without was ng me.

To make sure that talks stay on topic and within the allo ed meframe, designate a mekeeper
or facilitator. The discourse can be carefully steered by this person, who can also promote
 succinct remarks and put off any off-topic or off-topic topics for later.

6) Environment

If the mee ng is in person, make sure the loca on is welcoming and has all the conveniences
you'll need. To reduce technical hiccups during virtual mee ngs, check the audio and video
se ngs. Making a friendly atmosphere promotes relaxed conversa on and puts everyone at
ease.

7) Encourage Par cipa on

The expecta on that a endees par cipate ac vely in the mee ng should be communicated
clearly. Encourage them to provide their opinions, pose inquiries, and par cipate in decision-
making. This encourages collabora on and produces more inclusive results.

8) Follow-up Plan

Make a strategy for what will happen a er the mee ng. Establish meframes for work
comple on, assign responsibili es to appropriate people, and decide how decisions will be
communicated. This makes sure that the mee ng's conclusions are applied to actual ac vi es
and advancement.

Before a business mee ng starts, organisers should take into account these ideas to improve its
efficacy, maximise par cipa on, and accomplish the required goals. A produc ve mee ng that
produces significant outcomes depends on though ul planning, clear communica on, and ac ve
par cipa on.
5) Wri ng a research document and steps to follow
To produce a thorough and organised product, it is essen al to use a methodical approach while
star ng to write a research document.

A methodical procedure for wri ng a research document is outlined in the steps below:

1) Topic Selec on

Pick a study subject that fits your goals, is fascina ng, and is relevant. Make sure there is
enough prior research and resources available to back up your findings.

2) Preliminary Research

Start by doing some preliminary research on choice. Learn about the theories, concepts, and
disagreements that exist in the field. This will enable you to develop a research ques on or
hypothesis and find gaps in the literature.

3) Research Plan and Formula on

Create a concise research strategy that outlines the goals, research ques on or hypothesis,
methods, and an cipated results of your inves ga on. This strategy will act as a road map for
all of the research and wri ng that must be done.

4) Data Gathering and Analysis

Depending on the nature of your research, use experiments, surveys, interviews, or the
analysis of exis ng datasets to gather per nent data. Make sure your data gathering
procedures are exac ng and consistent with the research plan.

5) Organizing Facts

A er you've obtained the relevant informa on, you should analyse and interpret the findings.
Use the right tables, graphs, or visualisa ons to show the data in an effec ve manner by
logically organising your findings.

6) Outline Development

Make a thorough outline for your research paper. This can be used as a structure to organise
you’re wri ng and make sure that your ideas follow one another. Sec ons like introduc on,
literature review, methods, results, discussion, and conclusion should be included in your
document.

7) Crea ng First Dra

Following the plan you made, start wri ng the first draught of your research paper. The
introduc on should be the first sec on of the paper and should include background
informa on, the research ques on or hypothesis, and a descrip on of the format. As you
move on to the following sec ons, be sure that each paragraph contains evidence and
 supports the main point.

8) Revisioning and Edi ng

Write your ini al draught, then go back and edit it for correctness, coherence, and clarity.
Verify the sentence structure, cita on forma ng, and grammar. Review the way your ideas are
organised and make any required changes to make the piece more readable overall.

9) Gathering Feedback

To receive feedback and recommenda ons, present your project to peers, mentors, or
colleagues. To improve your research document, consider their sugges ons and make the
necessary adjustments.

10) Document Finalizing

Finalise your research document a er making the required adjustments in light of the
comments received. To ensure adherence to academic standards, pay close a en on to the
forma ng specifica ons, cita on style, and reference.

11) Proofreading

Make sure to thoroughly proofread your finished paper to find any last-minute mistakes or
inconsistencies. Check the en re document for proper forma ng, spelling, and punctua on.

12) Publishing

When you are happy with the finished product, send your research paper to the proper
audience or publica on place. Enjoy your success and remain open to improving your research
and itera ng it.

These methods will help you write your research paper in a methodical and organised manner,
producing a thorough and effec ve final product.
6) Product Adver sing & Corporate Adver sing
Corporate adver sing and Product adver sing are two different types of adver sing with different
goals and intended audiences.

The main varia ons between the two are as follows:

1) Purpose

Product adver sing seeks to improve sales and market share by highligh ng specific goods or
services that a business provides. Its main objec ve is to encourage customers to buy something.

Corporate adver sing, on the other hand, is concerned with enhancing a company's overall brand
image, reputa on, and values. It seeks to establish enduring connec ons with all par es involved,
including clients, staff members, investors, and the broader public.

2) Audience

Poten al customers who are interested in a specific product or service are the target audience for
product adver sing. It uses targeted message and appeals to the needs, aspira ons, and
preferences of the target market.

However, corporate adver sing aims to reach a wider group of people, such as consumers,
employees, investors, regulators, and the general public. It aims to mould how the general public
views the business and how stakeholders feel about the brand.

3) Scope

Product adver sing typically focuses on specific goods or services and is short-term and campaign
oriented. It draws a en on to their quali es, advantages, and compe ve advantages.

On the other hand, corporate adver sing adopts a long-term viewpoint and seeks to develop a
favourable brand image and reputa on over me. It conveys the organiza on's values, mission,
dedica on to quality, sense of social responsibility, and other intangible characteris cs that set
the brand apart.

Now let’s talk about the various types of corporate adver sing:

1) Image & Ins tu onal Adver sing

This kind of corporate adver sing tries to improve the company's reputa on and overall brand
image. It emphasises sharing the organiza on's vision, culture, and values. With the target
audience, image adver sing seeks to establish posi ve percep ons and an emo onal bond.

2) Corporate Social Responsibility (CSR) Adver sing

CSR marke ng showcases a business's ac ons and efforts to address social or environmental
challenges. It demonstrates the business's dedica on to having a posi ve impact on society by
 prac ses like sustainability, philanthropy, or community involvement.

3) Recruitment Adver sing

This style of business promo on aims to en ce talented people to join the company. To portray
the business as a desirable employer, it highlights its work environment, culture, career
possibili es, and benefits for staff members.

4) Advocacy Adver sing

A firm may u lise advocacy adver sing to advance its posi on on social, environmental, or
poli cal concerns. It seeks to establish the business as a thought leader and demonstrate its
dedica on to ideals and causes that are compa ble with those of its stakeholders.

5) Financial & Investor Rela ons Adver sing

Aiming to increase trust and confidence in the company's financial stability, profitability, and
investment poten al, financial adver sing is directed at investors. It consists of annual reports,
investor rela ons communica ons, and adver sements in financial magazines.

6) Public Rela ons & Crisis Management Adver sing

Corporate adver sing of this kind concentrates on handling the company's public image and
rela ons. It could involve handling crises, reac ng to bad press, or a ending to public concerns.