Module 8 group communication.pdf

VTU SYLLABUS

GROUP COMMUNICATION

Meetings

Planning Meetings

Objectives

Participants

Timing

Venue of Meetings

Leading Meetings.

Media Management

The Press Release

Press Conference

Media Interviews

Seminars

Workshop

Conferences.

Business Etiquettes.

HAND BOOK CONTENTS Group Communication

Meaning and Definition of Group Factors Affecting Group Communication Group Communication Network Importance of Group Communication

Meetings Meaning and Definition of Meeting Objectives of Meeting Types of Meeting Planning Meeting

Participants Timing and Venue of Meetings

Leading Meetings Conducting and Participating in Meetings Notice and Agenda/Documentation Minutes of Meeting Kinds of Minutes Hints for Writing Minutes

Seminars Purpose of Seminar Running the Seminar How to Make Seminar Effective

Workshop Conference

Types of Conferences Features of Conference Purpose of the Conference Conducting a Conference

Media Management Press Releases

Characteristics of a Good Press Release Tips for Writing Successful Press Release

Press Conference Invitation to Press Conference Major Steps for Setting up a Press Conference

Media Interviews Preview the Circumstances Prepare for the Interview Post-Interview Evaluation Questions

Business Etiquettes Meaning and Importance of Business Etiquettes Fundamental Rules of Business Etiquette Scope of Business Etiquette

Introduction Business Dining Business Lunch Etiquettes for Host Interaction with Foreign Clients Interpersonal Business Etiquette (Face-to-Face Contacts) Business-to-Business Etiquette Telephone Etiquette

MODULE 8

Group Communication, Media Management, Seminars & Etiquettes

Group Communication, Media Management, Seminars and Etiquettes (Module 8) G - 177

GROUP COMMUNICATION In every organization, where groups are formed in order to transact some formally designed matters, certain types of communication patterns can be established formally. Formal pattern cannot be ignored where a group is headed by a chairman. Some patterns of network of communication exist not only when a chairperson is appointed but also where the physical arrangement of a layout of meeting hall establish relationship in a particular way. According to F.E. Kast and his Associates, even in these kinds of situation, communication pattern can

evolve that support or transcend and subvert the supposedly established pattern. The analysis of communication processes in groups often reveals a communication "centre." In every small and formal group, it is quite possible to develop a variety of communication patterns. Some of the research studies on communication in small groups reveal countless variations of communication patterns. For instance, take a group of five members; different typical network arrangements emerge.

Meaning and Definition of Group A group consists of two or more persons who interact with each other, consciously for the achievement of certain common objectives. The members of the group are inter-dependent and are aware that they are part of a group. According to David H. Smith, “A group is a set of two or more individuals who are jointly characterized by a network of relevant communications, a shared sense of collective identity and one or more shared dispositions with associated normative strength”. According to Edgar H. Schien, “A group may be defined as a social phenomenon in which two or more persons decide to interact with one another, share common ideology and perceive themselves as a group”. In order to be called a group, an aggregation of persons must satisfy the following conditions: i) People must interact with one another. ii) People must be psychologically aware of one another. iii) People should perceive themselves to be a group.

Characteristics of a Group 1) Social Interaction: One of the most obvious characteristics of group is that they are composed of two or

more people in social interaction. In other words, the members of group must have influence on each other. The interaction between parties may either verbal on non-verbal, but the parties must have some impact on each other to be considered as a group.

2) Stable Structure: Group also must posses a stable structure. Although groups can change, and often do, there must be some stable relationships that keep group members together and functioning as an unit.

3) Common Interest: The formulation of a group is closely related to some common goals or purpose. The

achievement of common goals of a group is a matter of common concern for every member and they have an obligation to contribute for attaining the common goals.

4) Perceive Themselves as Part of Group: Finally, to be a group, the individuals involved must perceive themselves as a group. Group is composed of people who recognize each other as a member of their group and can distinguish these individuals from non-members.

Interaction between two or more people

Awareness of each other

Common objectives Common identity

Figure: Characteristics of a Group

G - 178 Thakur’s MBA First Semester HB (Business Communication)

Factors Affecting Group Communication There are several factors that affect group dynamics and thereby shape the outcome of group discussions. Let us consider a few of these:

1) Size: The smaller the group, the better its members can communicate with each other. When the group is a large one members have fewer opportunities to interact with each other. Researchers haven’t yet hit upon an optimal number of members for the effective functioning of groups, but it is generally believed that groups of five to seven members are ideal for decision-making and problem-solving tasks.

2) Longevity: Groups formed for short-term goals, such as to arrange a dinner, usually focus more on the task at hand, rather than on maintaining interpersonal relationships. Groups formed for long-term assignments may devote a lot more time to maintaining relationships among members.

Table: Roles People Play in Groups

Self-Oriented Roles Group Maintenance Roles Task-Facilitating Roles

Controlling: Dominating others by exhibiting superiority or authority.

Encouraging: Drawing out other members by showing verbal and non-verbal support, praise, or agreement.

Initiating: Getting the group started on a line of inquiry.

Withdrawing: Retiring from the group either by becoming silent or by refusing to deal with a particular aspect of the group’s work.

Harmonizing: Reconciling differences among group members through mediation or by using humor to relieve tension.

Information giving or Seeking: Offering (or seeking) information relevant to questions facing the group.

Attention Seeking: Calling attention to oneself and demanding recognition from others.

Compromising: Offering to yield on a point in the interest of reaching a mutually acceptable decision.

Coordinating: Showing relationships among ideas, clarifying issues, summarizing what the group has done.

Diverting: Focusing group discussion on topics of interest to the individual rather than those relevant to the task.

Procedure Setting: Suggesting decision-making procedures that will move the group toward a goal.

3) Leadership: Leadership that aims at achieving task goals, while at the same time maintaining interpersonal relationships in the group, is likely to make for greater group success.

4) Perception and Self-Concept: Each member of a group generally has his own perception about how the group should function, what kind of goals it should have and how it should work toward it. At the same time he also has a self-concept, which determines how he will interact with the others in the group. The successful working of a group depends to a great extent on its ability to satisfy the expectations and support the self-concepts of its members.

5) Status: Sometimes some members of a group have a better social standing or are better qualified than the

others. The status of the members determines the manner in which they interact with each other. People tend to communicate with peers as their equals, but they tend to speak upward to superiors and downward to subordinates.

Group Communication Network Bernard and his associate developed basic communication network in task-oriented small groups. Their network models are as follows: 1) Wheel pattern 2) Y-pattern 3) Chain pattern 4) Circle pattern 5) Free flow pattern. The network models are given below. The numbers given in each model refer to how many times that particular individual has been recognized as a leader. In other words, the numbers refer to the frequency of occurrence of recognized leaders at different positions in the various patterns. 1) Wheel Pattern: In case of wheel network, the leader seems to emerge at the position of higher centrality. It

is the hub of a wheel. In this type of network, communication flows upward to peripheral members.


2) Y-Pattern: Figure A, B indicate that a leader of a group seems to emerge at the position of the work. Y-type network is one in which top level strategic management, middle level tactical management involve in communication. In a vertical position, messages travel downward from chairman to the Managing Director to General Manager, Deputy General Manager and functional head.

3) Chain Pattern: In the chain pattern, the leader of a group seems to emerge at the midpoint of the chain. In its vertical position, the neighbors are in communication with each other. The first and the last person have no direct contact, hence cannot communicate, but through a leader.

4) Circle Pattern: Kast and his associate say that, "for the circle, forces other than the communication

network obviously become more important in the evolution of the leader in the small group.” Circle or circular network communication permits at a time only two individuals in communication with each other. Under this model, each person can communicate with two persons. These are two neighbors.

5) Free-flow Pattern: As the name indicates, it represents a communication network where everyone

communicates with one another.

Importance of Group Communication 1) Wide Knowledge: Groups permit to pool more detailed information and knowledge. They constitute crucial

impulse for sound decision-making. The aggregation of ideas of several individuals helps to make quality and sound decision.

2) Diversity of Views: There is no scope in group deliberations for any homogeneity of ideas. Groups permit

not only more knowledge and information as input but it can bring heterogeneity in the decision-making process. Several alternatives can be considered and the best possible solutions can be arrived at.

3) Acceptance: In addition to heterogeneity to the decision-making group, decisions are accepted for implementation. Increased acceptance of solution is possible, people concerned with the decisions will be more likely to accept it and encourage others. There is a support and backing for group decision.

Figure A: Wheel Pattern

Figure B: Y-Pattern

0 3 17

0

1

Figure C: Chain Pattern

4 14 3 0 0

Figure D: Circle Pattern


4) Legitimacy: In a democratic set-up, group decisions are based on the principles of democracy. Group decisions are more consistent with democratic ideas. These are therefore, legitimate than decisions made by a single person. A single person’s decision is known for its autocracy and arbitrariness.

Meetings Formal speaking and oral reporting may be an important part of business communication, but probably various other communication activities will consume more of time. Specifically, one is likely to spend more time conducting and participating in meetings, interviewing, dictating, and telephoning.

Meaning and Definition of Meeting When the Managing Director invites his departmental heads to discuss some problem, it is called a ‘Meeting’. According to Herta Murphy, “A business meeting is a gathering where purposive discouragement occurs among three or more people who exchange information on a common topic or problem, for better understanding or for the solving of a problem.” A meeting is an assembly where people interact to discuss the issues and problems find solutions and take decisions on them.

Points for a Successful Meeting 1) Clearly Define the Purpose of the Meeting: If it is necessary to call a meeting, the next step is to

determine who should attend the meeting and what items should be on the agenda.

2) Distribute the Agenda among All the Members: If members are ignorant of the agenda, they will not be

able to make any advance preparation and there participation in the meeting will be ineffective.

3) Provide All the Facts: If a meeting has been called to discuss the declining sales of a particular product, all the

facts and figures having any bearing on the subject should be collected and circulated among the members.

4) Restrict the Number of Invitees: Large groups tend to be unproductive. Only those person should be

invited who are closely concerned with the subject to be discussed, and none else.

Objectives of Meeting In modern organizations, meetings are held to fulfill large number of objectives like: 1) To convey information to the members. 2) To gather information from the members. 3) To exchange ideas and experiences among the members. 4) To brief members on plans, working and performance and to instruct members. 5) To discuss problems and issues of common interest. 6) To persuade members to accept changes. 7) To resolve conflicts and confusions. 8) To take decisions of matters affecting the group or the organization. 9) To generate a positive attitude among the participants.

Types of Meeting 1) Formal Meetings: The rules of conduct of formal meetings are laid down in company's Articles of

Association and/or Constitution or Standing Orders. With such meetings a quorum must be present, i.e., the

MEETINGS

Restrict the number of invitees

Provide all the facts

Clearly define the purpose of the meeting

Distribute the agenda among all the members


minimum number of people who should be present in order to validate the meeting. A formal record of these meetings must be kept, usually by the company secretary.

2) Annual General Meeting (AGM): AGMs are held once a year to assess the trading of the organization over the year. All shareholders are invited to attend the AGM but they must be given 21 days' notice.

3) Statutory Meetings: Statutory meetings are called so that the directors and shareholders can communicate

and consider special reports. Companies are required by law to hold these statutory meetings.

4) Board Meetings: Board meetings are held as often as individual organizations require. They are attended

by all directors and chaired by the chairman of the board.

5) Informal Meetings: Informal meetings are not restricted by the same rules and regulations as formal meetings. Such meetings may take the form of brainstorming or discussion sessions where strict agendas may not be necessary and minutes may not be kept. However, it is usually considered good business practice for an agenda to be issued to all members prior to the meeting so that they can prepare adequately in order to make a valuable contribution.

These meetings are attended by a group of managers who may need to discuss a specific matter, report on progress or receive progress reports. For example, the marketing manager, sales manager, production manager and research and development manager may meet to discuss the launch of a new product being launched soon.

6) Departmental Meetings: These meetings are called by Head of the Department or Manager of a certain section. All staff will be invited to attend it so that information can be passed on or reports received from some members of staff regarding a specific project.

7) Working Parties: Working parties may be set up to work together on a specific project or problem. At meetings, progress reports will be given and decisions for further action taken.

Planning Meeting Effective planning always increases the probability of a successful meeting. As you plan a meeting, consider these points:

1) What is the Objective of the Meeting? Effective business communication requires a clear understanding of one’s objective, or objectives. An objective is more specific than a topic (for example, “New Security Procedures at CONTECH”). An objective should describe what you expect the meeting to accomplish (for example, “CONTECH managers will be thoroughly briefed on all aspects of the new Department of Defense security requirements”). Usually, meetings have more than one objective.

2) Participants To be effective, deliberations at the meeting should involve all the concerned functionaries. Regular members of the committees, wherever formally constituted, will have to be invariably invited. At the same time, in the absence of a formal list, it would be essential to identify people whose presence would be of significance when subjects are taken up for deliberation. In some cases, senior functionaries will have to be necessarily invited to lend authority to the decision-making process, whereas some junior level functionaries and subject matter specialists will have to be present to provide technical details and other relevant papers. Persons to be invited to the meeting, wherever not specifically stated, are best decided in consultation with the chairperson and other senior functionaries on whose behalf the meeting is organized. Invitation for the meeting is to be clearly drawn up indicating the day, date, time and venue of the meeting. Invitations have to be sent well in advance to ensure that outstation participants have sufficient time to make appropriate travel plans. Meeting notice should clearly indicate who will attend the meeting. Sometimes, people in organizations receive notice, which do not clearly indicate whether they are sent as an invitation or just as intimation. The addressee, in this case, is likely to be confused and will have to start making enquiries. More so, when one is not a formal member of the committee or has had no prior intimation about it. The meeting notice should also state wherever appropriate, whether the addressee may bring one or two other colleagues dealing with the subject or, in the alternative if one is not in a position to attend, whether someone else can be deputed on one’s behalf. Though most of these requirements look obvious, they are often overlooked.

3) Timing and Venue of Meetings Care should be taken in fixing up the meetings in a manner that is convenient to most of the members or participants. A notice, well in advance, will ensure that participants get adequate opportunity to schedule or reschedule their engagements. The date and time should be fixed taking into account holidays, other important


events and functions which may clash with the meeting dates and time, and make it difficult for the members to choose between one and the other. It is generally expected that the person convening the meeting will take some trouble to ensure that most of the members, if not all, are in a position to attend and contribute. While it may not be possible to totally avoid overlapping in all cases, some advance planning and enquiries will certainly help achieve better attendance at meetings. Indication of the duration of the meeting will also be helpful so that participants would know how much time they have to allot for attending the meeting. Further, details such as arrangements made, if any, for breakfast, lunch, accommodation, travel, etc., need to be mentioned.

The venue of the meeting should be fixed up; obviously well before the meeting notices are dispatched. With so many meetings taking place in organizations, there is bound to be considerable demand for meeting halls and

conference rooms. The meeting venue should have all the required physical facilities − fans, air conditioners, microphones, projectors, toilets, etc., that ensure minimum comfort for the members and facilitate uninterrupted deliberations. Physical barriers such as non-availability of sound systems, extraneous sounds, cramped seating, stuffy rooms, etc., hinder the effectiveness of communication. It is not uncommon in organizations to come across instances where the availability of the venue is not confirmed, or there is some misunderstanding in the date or time, as a result of which either meeting is delayed or participants are made to move from one venue to the other. A little extra care will avoid embarrassment and inconvenience at the time of the meeting.

4) What Materials, Equipment, Refreshments, and Room Layout will be required for the Meeting?

Be prepared with whatever materials are needed, including notepads and pencils for each participant, nametags or place cards, and handouts. Have such equipment as flip charts, an overhead projector, a slide projector, a VCR, or a lectern for speakers ready if necessary. Possible refreshments include water, coffee and snacks, and soft drinks. Ensure a sufficient supply of tableware, such as cups, glasses, and napkins.

How should the room be laid out? Four popular meeting layouts are: 1) The table in the center of the room with all of the participants sitting around it; 2) The U-shaped layout; 3) The classroom layout, and 4) The theater layout.

Leading Meetings The leader of a meeting has one basic goal; to accomplish the objectives of the meeting. The following guidelines will prove useful to you as you assume this role:

1) Starting on Time Start the meeting on time. Nothing says more about your philosophy of meeting management than starting a meeting promptly. It happens so infrequently that starting at the time specified in the agenda will serve as an excellent attention-getting device.

Center Table Layout U-Shaped Layout

Theater Layout Classroom Layout

Figure: Four Layouts for Meetings


2) Opening Remarks Once you have the group’s attention, open the meeting with an appropriate set of remarks. Offer some remarks intended to achieve the following objectives:

i) Establish the right tone − usually serious and positive. ii) Be sure to identify any participant’s unknown to the group.

iii) Offer any background comments that might prove useful to the group − for example, why the meeting was called.

iv) Review the objectives of the meeting as expressed as items on the agenda. Identify any time constraints

not already expressed on the agenda − for example, when the meeting must end.

3) Getting to Business After you finish your opening remarks, move to the first item on the agenda. Be careful not to let your opening remarks serve as a springboard for the group to get off track.

4) Participation Facilitate balanced participation among meeting members. Some participants talk too much while others talk too little. Effective meeting leadership ensures that participation is balanced. If it is, a few members of the group will not dominate the discussion at the expense of less-assertive colleagues. Rather than muzzle the more talkative participants, issue direct, open-ended questions to the quiet ones, specifically soliciting their comments or advice. Sometimes the group as a whole is quiet, and you may need to prime the pump. If the group appears prepared but reticent, pose open questions to them. For example, you could say, “What problems should we anticipate as we implement the new security system?” If the group’s silence is related to a general level of unpreparedness, then consider rescheduling the meeting or offering sufficient information (in the form of handouts or a briefing) to improve the level of preparation. Deal assertively but patiently with disruptive members. A storyteller, for instance, can sidetrack a meeting with an irrelevant story, especially one that walks the group down memory lane. After the first story, inquire about the relevance of any later stories to the point under discussion. Do the same for humorists and digressers. But employ some strategic leniency at times, too. An occasional story or digression may prove a harmless diversion and even provide a useful release for group tension.

5) Agenda Use your agenda to keep the discussion on track. If the discussion starts to drift from the item being considered, firmly steer the group back to the item. If a meeting member resists your request to change direction, ask for justification of the relevance of the comments to the agenda item under consideration. Remind participants of time constraints; “We’d better return to Item Two. We’ve got only an hour left to cover four more items!” Again, remember to exercise some strategic flexibility when appropriate. If an agenda item elicits far more productive discussion than you anticipated while planning the agenda, do not attempt to limit discussion prematurely. Otherwise, attendees may feel muzzled. If it appears that an item may require substantially more time than the agenda allows, consider holding another meeting addressed to that item.

6) Closing Close the meeting at the appropriate time. Once you have covered the items on the agenda, close the meeting. Meetings sometimes continue aimlessly after the items have been covered, and it is embarrassing to have someone inquire, “Is the meeting over?” Before you close the meeting, signal the participants by asking for any final comments or questions. Offer a summary of what has been accomplished at the meeting, and explain what will occur next. For example, let people know that minutes will be sent to all participants; another meeting will be scheduled on this subject; etc. Finally, be sure to thank the group members for their time and contributions.

Conducting and Participating in Meetings From time to time in business, you will participate in meetings. They will range from one extreme of formality to the other. On the formal end will be conferences and committee meetings. On the informal end will be discussions with groups of fellow workers. Whatever forms the meeting takes, it will involve communication. In fact, the quality of the communication will determine the meeting’s success.


Your role in a meeting will be that of either a leader or a participant. Of course, the leader’s role is the primary one, but good participation also is vital. The following paragraphs review the techniques of performing well in both roles.

Techniques for Conducting Meetings The way you should conduct a meeting is related to the formality of the occasion. Meetings of groups such as formal committees, boards of directors, and professional organizations usually follow generally accepted rules of conduct called parliamentary procedure. These rules are quite specific and are too detailed for review here. When you are involved in formal meetings, you would do well to study any of the many books covering parliamentary procedure beforehand. In addition, you should know and practice the following techniques. For less formal meetings, you can depart somewhat from these procedures and techniques. But you should keep in mind that every meeting has goals and that your departures from procedure and technique should never hinder reaching the objectives. 1) Plan the Meeting: A key to conducting a successful meeting is to plan it thoroughly—that is, you should

develop an agenda (a list of topics to be covered). In developing the agenda, you should select the topics that must be covered in order to achieve the goals of the meeting. You should arrange these items in the most logical order. Items that explain or lead to other items should come before the items they explain or lead to. After you have prepared the agenda, you should make it available to participants if the meeting is formal. For informal meetings, you may find keeping the agenda in mind sufficient.

2) Follow the Plan: You should follow the plan for the meeting item by item. In most meetings, the discussion tends to stray and new items come up. As leader, you should keep the discussion on track. If new items arise during the meeting, you can take them up at the end—or perhaps postpone them for a future meeting.

3) Move the Discussion Along: As leader, you should control the agenda. When one item has been covered, you should bring up the next one. When the discussion moves off subject, you should move it back on subject. In general, you should do what is needed to proceed through the items efficiently. But in your efforts, you should not cut off discussion before all important points have been made. Thus, you will have to use your good judgment. Your goal is to permit complete discussion on the one hand and to avoid repetition, excessive details, and useless comments on the other.

4) Control Those who Talk Too Much: One of your difficult tasks is likely to be that of keeping certain members from talking too much. In most groups, a few people tend to dominate the discussion. Your task as leader is to control these people of course, you want the meeting to be democratic, so you will need to let these people talk as long as they are contributing to the goal. When they begin to stray, duplicate, or bring in useless matter, you should step in, you can do so tactfully by asking on other viewpoints or by summarizing the discussion and moving on to the next topic.

5) Encourage Participation from those who Talk Too Little: Just as some people talk too much, some talk too little. In business groups, frequently those who say little are in positions lower than other members’ positions. Your job as leader is to bring these people into the discussion. You can do this by asking them for their viewpoints. Also, you can encourage them to participate by showing respect for their comments, even if they are illogical.

6) Control Time: When your meeting time is limited, you have the additional job of controlling time. On such

occasions, you must determine in advance how much time will be needed to cover each item. Then, at the appropriate time intervals, you should end discussion of the items. You may find it helpful to announce the time goals at the beginning of the meeting and to remind group members of the time status throughout the meeting.

7) Summarize at Appropriate Places: After a key item has been discussed, you should summarize what the

group has covered and concluded. In cases in which a group decision is needed, the group’s vote will be the conclusion; in any event, you should formally conclude each point and then move to the next one. At the end of the meeting, you can summarize the total progress made. You should do this whenever such a review will help the group members understand their accomplishments during the meeting. For some formal meetings, minutes kept by a secretary will provide this summary.

Techniques for Participating in a Meeting 1) Follow the Agenda: When an agenda exits, you should follow it. Specifically, you should not bring item not

on the agenda, nor should you comment on such item if brought up by others. When there is no agenda, you should stay with in the general limits of the meeting’s goal.

2) Participate: The purpose of meetings is to get information from every body concerned. Thus, you should do

your part. You should participate. Your participation, however, should be meaningful. You should talk only when you have something to contribute, and you should talk every time you have something to contribute.


3) Avoid Talking too Much: As your participation in the meeting, be aware that other people are attending. You should speak up wherever you have something to say, but do not get carried away. Always respect the rights of others. As you speak, ask yourself whether what you are saying really contributes to the discussion.

4) Co-operate: A meeting by its very nature requires cooperation from all participants. So keep this in mind as you participate. You should respect the other participants and work with them in every practical way.

5) Be Courteous: Perhaps courtesy is a natural part of co-operation. In any event, you should be courteous to other group members. Specifically, you should respect their rights and opinions and permit them to speak.

Notice and Agenda/Documentation The success of a meeting depends on a variety of essential preparations. An important one is to ensure that all the documentation is dealt efficiently. The notice and agenda are usually combined in one document. The portion at the top is known as the notice. This gives details of the type, place, day, date and time of the meeting. The agenda is the middle portion of the document. This is the list of topics to be discussed at the meeting. In the example shown here note that the first three and final two items are known as ordinary business. These are items which will be included on every meeting agenda. After the opening items of ordinary business there will be a list of special business – these are special matters to be discussed at this meeting only.

Minutes of Meeting

The official records of discussions held and decisions taken at a meeting are called minutes. Minutes are generally written by the secretary of the organizational unit which sponsors or holds the meeting. Keeping minutes of the meetings of the Board of Directors, Committees of Directors and General Body of a joint-stock company is a legal requirement, but other organizations also follow this practice. They serve as an aid to memory and provide a basis for action.

Minutes usually contain the main points of discussion, the conclusions reached, the recommendations made, and the tasks assigned to individual members and groups. They are not a verbatim record of the proceedings of a meeting. The emotions and feelings, if any, expressed by members during the course of discussion are

Company name and committee name Notice states place, day, date and time of meeting Use the heading AGENDA These three items of ordinary business are included on every agenda (some committees will also include ‘Correspondence’ Special business is listed separately (any official reports come first) Finish all agendas with these final two items of ordinary business Don’t forget reference and date

KANPUR TEXTILE STORES CO. SOCIAL CLUB

A meeting of the Sports and Social Club will be held in the Conference Suite A on Friday 14 May 2007 at 1800

A G E N D A

1) Apologies for absence

2) Minutes of last meeting

3) Matters arising

4) Chairman’s Report

5) Football Results and Matches (Frank Jones)

6) New Keep-Fit Classes (Carol Chen)

7) Purchase of Tennis Equipment (Aileen Forster)

8) Annual Dinner and Dance

9) Any other business

10) Date of next meeting

CE/ST 7th May 2007


generally not recorded. A clear, concise, accurate and well-organized summary of the business transacted is all that is required. Minutes, in fact, are a special type of summary of what happened at a meeting. They are more analogous to a telegram than to a letter.

When you are called upon to write the minutes of a meeting, take down notes carefully at the meeting. Soon after it is over, prepare a draft of the minutes. Before giving a final shape show them to the chairman. If you have any doubt regarding a statement or fact, check it up with some other members to ensure accuracy.

To facilitate reference give each item a heading and a number. When a proposal or a resolution is approved by a majority, you may give the name of the proposer and the seconder and also record the number of votes cast for and against it. In many organizations, however, the practice differs; only a resolution or proposal that was approved is recorded; the names of the proposer and seconder are not mentioned.

The following items are generally given in the minutes. Keep them in mind. It is, however, not necessary that they should appear in the order in which they are listed below: 1) The name of the organizational unit, e.g., Finance Committee, Board of Governors. 2) The date, time and place of the meeting. 3) The number of the meeting if it is in a series, e.g., Sixth Meeting of the Board of Directors. 4) Name of the chairman of the meeting. 5) Names of members present, of those who could not attend, and those who attended by special invitation. 6) Record of transactions. 7) Signature of the secretary and the Chairman.

The minutes become final only when they have been read at the next meeting, approved by the members and signed by the chairman. Often the minutes are circulated to members beforehand and then at the next meeting the chairman confirms them after ascertaining that members have no amendments to suggest. If a member suggests an amendment, the chairman signs the minutes after seeking the approval of the members present at the meeting.

Kinds of Minutes Minutes may be minutes of resolutions or the minutes of narration or both. 1) Minutes of Resolutions: In the minutes of resolution, only decisions and resolution arrived at the

meetings are recorded. They always start with the word ‘Resolved’ followed by the exact text of the resolution. For example: Resolved, that the resignation of Mr. Lalit Mohan be accepted w.e.f. 25th April, 20..

2) Minutes of Narration: Minutes of narration record the brief discussion and circumstances leading to the resolution in addition to the resolution passed. These like reports, are drafted in narrative form. For example, Considering the Minutes of Directors’ meeting: i) The minutes of the meeting held on December 10, 20.. were approved by the Board and signed by the

Chairman. ii) Mr. J.B. Singh proposed the name of Mr. Atul Sharma as managing director and Mr. Narain Rao

seconded it. iii) Resolved that Mr. Atul Sharma be appointed Managing Director of the company. iv) It was decided that the Finance Manager, Mr. Naresh Dhawan should, at the next meeting, produce a

draft of the prospects to be issued in June, 20.. for inviting applications for shares. v) The secretary was directed to call next meeting on May 10, 20...

3) Verbatim Minutes: these are used primarily in court reporting were everything needs to be recorded word

by word.

Hints for Writing Minutes While writing minutes of the meeting, the company secretary should consider the following points: 1) Minutes of each meeting must clearly state the nature of the meeting, in the beginning. 2) It should mention the date, time and place of the meeting. 3) The names of persons who were present as well as those who were absent should be given. 4) Each minute should have a serial number and an appropriate index or heading to facilitate quick reference. 5) The language of the minutes should be clear and concise. 6) The minutes should not contain reference of the feelings and emotions expressed by any member. 7) The tone of the minutes should be impersonal. 8) Notes of the meeting should be recorded during the meeting. After the meeting, minutes should be quickly

written in case some important facts have been missed. 9) Minutes of the meeting should be verified, approved, or modified in the subsequent meeting.


Seminars A seminar is a meeting for exchanging information and holding discussions on a somewhat smaller scale than a conference. Moreover, a seminar is more limited and formal in its nature while a conference is wider and more informal. As a result more serious discussions are held in a seminar within a limited period than in a conference. Every participant in a seminar is supposed to present paper after the reading of which all the participants are supposed to discuss it in great detail. Sitting quiet in a seminar is generally not expected. A seminar is, generally, a form of academic instruction, either at a university or offered by a commercial or professional organization. It has the function of bringing together small groups for recurring meetings, focusing each time on some particular subject, in which everyone present is requested to actively participate. This is often accomplished through an ongoing Socratic dialogue with a seminar leader or instructor, or through a more formal presentation of research. Normally, participants must not be beginners in the field under discussion

Purpose of Seminar 1) To get the students to present material orally and visually. 2) To get the students to lead a discussion. 3) To expand on material introduced in large lectures, but to reach more depth.

Minutes of the Annual General Meeting Dhawan Fertilizer Limited

S.C.O. 14, Sector 17E, Chandigarh

The minutes of the 10th Annual General meeting of the company held at the registered office SCO 14, Sector 17E, and Chandigarh on Saturday June 24, 20.. at 3.00 p.m.

Present 1) Mr. Ashok Dhawan Chairman 2) Mr. Rahul Dhawan Director 3) Mr. Rajan Chadha Director 4) Mr. Vishal Thukral Director 5) Mr. Rohit Tuneja Director 6) Mr. N.B. Siyal Director 7) Mr. N.K. Joshi Director

Other 125 members were present as shown in the attendance Register. In attendance: 1) Mr. Puneet Sharma Secretary 2) Mr. B.S. Mann Advocate 3) Mr. Atul Ahuja Auditor.

S. No. Subject of the Minute Details of the Minutes

1) Notice of the Meeting The secretary read the notice dated May 24, 20.. convening the meeting.

2) Auditor’s Report The secretary read the Auditor’s Report on Annual Accounts and Balance Sheet. It was unanimously approved.

3) The Chairman’s Speech The chairman Mr. Ashok Dhawan in his speech told about company’s progress and plans of the future.

4) Directors’ Report Mr. Rahul Dhawan moved and Mr. Rajan Chadha recorded the motion on Director’s Report. It was unanimously approved.

5) Dividend It was unanimously resolved that 10% dividend on the paid up equity share capital be declared for the year ending March 20...

6)

Retirement by Rotation and Re-election

Mr. N.K. Joshi who retires by rotation is unanimously re- elected as a director.

7) Appointment of Auditor It was unanimously resolved that Mr. Atul Ahuja Chartered Accountant be appointed as Auditor of the company for the year 20..-20... with a remuneration of Rs. 25,000 per annum.

8) Vote of Thanks Mr. Rohit Tuneja proposed a vote of thanks to the chairman and chairman suitably replied to it.

9) Termination of Meeting The chairman declared the meeting as terminated.

June 24, 20.. Puneet Sharma Secretary

Ashok Dhawan Director


4) To provide a forum for students to ask questions. 5) To encourage the students to take part in a discussion and express their own point of views. 6) To engage in a more formal debate. 7) Set the students problems to be solved. 8) Ask the students to undertake case study work. 9) Involve the students in either group or teamwork. 10) Ask the students to undertake peer assessment of each other’s work (oral presentation or written work). 11) Use a role-play exercise.

Problems that can arise in Seminars Sometimes seminars’ do not achieve as much as one hope. The difficulties are most likely to be with discussion sessions rather than workshops which ask the students to undertake much defined tasks. The problems can be: 1) Students do not speak out in a seminar, so the lecturer dominates the session.

2) Only one or two students speak and dominate the session.

3) The discussion drifts a long way "off the point" and the major topic is not covered adequately.

4) Students have been involved in the session, but leave with a rather hazy view of the outcomes.

5) Students in different seminar groups (in the same module) complain of different learning experiences.

6) A group of staff providing the same seminars, within a module, on the same topic can deliver a very different experience if the purposes, outcomes and approaches are not clear.

7) Students who prepare work to be marked by their seminar teacher collude with another student in a different group and assume this "cheating" will not be spotted. Students arrive at the seminar unprepared for the discussion.

Planning Seminars So As to Avoid Problems It is probable that in using seminars and thus gaining the benefit of student centered learning and active participation there will always be some that "work better" than others, possibly depending on the precise composition of the student group. However if a seminar is well planned, some of the pitfalls may be avoided. The principle of planning a session is identical to that which one would use for a lecture or any other teaching session: 1) Decide on the outcomes you want the students to achieve.

2) Know why you are using a seminar approach, and how it relates to other parts of the module (e.g., lectures).

3) Consider any assessment that the session should prepare the student for.

4) Devise an approximate timetable of activities (it might be necessary to be flexible to allow for students taking slightly different times on tasks than you expect).

5) Prepare any handouts that will support the students.

6) Make sure any other staff delivering the same seminar is fully aware of the intended outcomes, activities and timetable; ensure that they have the same paperwork.

7) Make sure that the seminars do not stand-alone but are actively related to the rest of the module.

Running the Seminar Because a seminar is less structured than a lecture it is more important to be sure that the students know exactly what they are doing and why. Remember the following: 1) Be careful to tell the students at the start what you want them to achieve.

2) Relate the topic of the seminar to the overall learning outcomes of the module.

3) Be careful to give the students very clear instructions of how you want them to undertake any tasks.

4) Be clear to give them any deadlines by which activities/work must be completed.

5) Encourage discussion of any "ground rules" of the sessions, e.g., about how peer assessment is to be carried out, about how students are expected to behave during others' presentations/contributions etc. These items are often very successfully discussed by the group and will make the students feel more committed.

6) Ask them to contribute early in the session. Students are less likely to speak out if only the lecturer has spoken in the first five to ten minutes.

7) Discuss the processes students will be using, e.g., how to make a good presentations, what goes into effective teamwork. The students will feel more involved in these activities if they feel more confident.

8) If students will be employed in peer assessment involve them in developing the assessment criteria, they are likely to understand the assessment task better.

9) Use parallel seminar groups to assess each others’ presentations, possibly involving different topics for each group.


10) Make it very clear why you expect them to be prepared and remind them of their responsibility for their own learning.

11) If they are unprepared resist the temptation to tell the "the answer". This will only encourage them to neglect preparation in the future. Engage them in a discussion/speculation, but leave them with follow up work to do. Remind them how the seminar activities contribute to the assessment.

12) Make use of techniques to encourage students to contribute. Consider using small assessment tasks during the seminar, this may improve the students' motivation.

13) Resist the temptation to "lecture", in many good seminars the students will be interacting with each other, and you may be "hanging around" just keeping an eye on things.

14) Observe the students' interactions during any discussion and keep a record of these, which can then be used to allocate marks. This will penalize non-attendance and encourage debate, but you must be clear in advance that this is what you are doing.

15) Be very careful to summarize the learning that has been acquired, both during and at the end of the session. Ask the students to write a reflective log on what they have learned during the seminar.

16) After the discussion provide a hand out of points which you expected to be raised.

17) Be very clear about what preparation you expect for the next week.

How to Make Seminar Effective The effectiveness of seminar depends upon how different parties and persons play their role in effective way. These parties and person include organizers, speakers, chairperson and audience.

Organizers’ Role To make seminar effective, organizers should: 1) Plan the seminar in advance by deciding the date, venue and theme of seminar. 2) Publish the relevant material in advance. 3) Advertise it in newspapers and invite various participants within time. 4) Ensure the proper arrangement of OHP, slides, lighting, and other audio visual aids. 5) Facilitate arrangement of sitting, tea or lunch, etc.

Speaker’s Role The speaker of the seminar should: 1) Prepare the topic before hand by searching the material from library and websites, organizing the topic in

logical order and ponder over the various relevant issues. 2) Ensure that his speech is informative, illuminating and interesting. 3) Use the appropriate visual aids like OHP transparencies, slides, etc. 4) Take the time limits into consideration. 5) Try to answer maximum questions of the audience at the end. 6) Convey thanks to the audience for their patient listening.

Chairperson’s Role The chairperson of the session should: 1) Introduce the topic briefly. This should be followed by the speaker’s introduction in brief by highlighting the

area of his specialization and his achievements. 2) Ensure that the speaker finishes his speech within time limit. 3) Invite questions from audience at the end of the speech. 4) Ensure that the discussion follows in the light of the theme and no one should hurt the feelings of another

during question/answer session. 5) Sum up the findings of the speech after question and answer session. 6) Thank the speaker and the audience at the end.

Audience’s Role The audience should: 1) Occupy seats before the start of the seminar. 2) Listen patiently to the speeches of various speakers. 3) Note down important points and citations. 4) Avoid disturbing the speaker during the speech. 5) Ask relevant questions. 6) Stay till the conclusion of the seminar.


Workshop

A workshop, by definition, is “a period of discussion or practical work on a particular subject in which a group of people learn about the subject by sharing their knowledge or experience”. Here the emphasis is on the practical training aspect of the knowledge/information sharing and decision-making activity. Most of the seminars and workshops begin with the address of an expert specially invited for the occasion. Then the participants concentrate on the various aspects of the problem/subject spelt out in the expert’s address and start working on the task assigned to them.

Conference

The word ‘conference’ has been derived from ‘confer’ that means ‘to consult together’, ‘compare opinions’, and ‘carry on a discussion’ by ‘bringing together’. So, a conference is essentially a gathering or coming together of people of a particular area of interest or related areas of interest to exchange information. More and more

organizations — private, government, non-governmental, multinational, academic and scientific are holding periodic, mostly annual, conferences/ conventions/colloquialism, primarily with a view to having information update. Moreover, especially in a large conference, delegate representing various organization, “sometimes co-operative, sometimes hostile", meet to consider a problem, and to recommend a joint course of action.

Conferences are similar to committees; all the advantages of group communication on committees are equally applicable to conferences also. Conferences disseminate information, stimulate a creative flow of ideas, pool knowledge and experience, define problems, and help to solve them. They also help to promote public relations and enhance the prestige of the organization convening the conferences. One of their major advantages is that they succeed in focusing attention of the public as well as the government on the problems being faced by a particular industry. The government may not care for the suggestions made by different industrial units individually, but when the suggestions emerge at a conference and are submitted to the government in the form of a charter, they are bound to draw attention.

Like committees, conferences have their limitations also. Big conferences are highly expensive, but the results may not justify the expenses incurred. They may unconsciously be led into generalizations and specific problems may not be discussed at all. They may be dominated by a few vocal delegates who may use them to project their own image and may not contribute much to group thinking. Some delegates may treat their participation in such conferences as pleasure trips and may not take them seriously at all. They can be useful only if they are taken seriously, if the delegates come well prepared and if the chairman does his job competently and draw out substantial contribution from all the delegates.

Types of Conferences 1) Conference of the Salesman: Within the organization, the sales manager may hold a weekly conference of

the salesman to review sales during the week and to plan the next week's strategy on the basis of the views expressed by them. Exchanging views in this way is an educative process for the salesmen also, for they pick quite a few valuable tips from each others experiences and improve their performance. In the same way, the advertising research and other departments can hold weekly conferences. The views expressed at these conferences are communicated to the top management for consideration and decision-making.

2) Conference for Training New Employees: Conference may sometimes be held to give training to new employees. These employees may be exposed to a conference where necessary information about the organization is imparted to them and through discussion in an informal atmosphere; they are made to learn all about the organization, its objectives, policies, etc. This kind of conference may be described as a conference for training.

3) Conference for Discussing Common Problems: Occasionally a large industrial concern may take initiative

and invite delegates from other similar concerns to a conference to discuss problems of mutual interest. The host organization selects the venue of the conference, makes arrangements for the stay of the delegates, chalks out detailed programme, invites eminent people to chair various sessions, selects the programme, speakers, and at the end of the conference, sends out reports to leading newspapers highlighting some of the important aspects of the conference. Such conferences usually last from two to three days.

Features of Conference 1) A conference is a meeting of delegates representing various organizations. 2) It provides a forum to consider a problem and to recommend a joint course of action. 3) A conference is to be presided over by a duly elected chair person. 4) The scope of a conference is generally vast; it has to be divided into several groups or sub-groups for discussion. 5) The reports of all the groups and their discussion/series of discussions are read out at the end of the conference.


6) The report and recommendation of the groups, under conference, are generally compiled into a consolidated report.

7) The consolidated report of the conference is edited and published for wide circulation or brought out in book form for internal and external circulation.

Purpose of the Conference The purpose of a conference may be diverse. Some of the common purposes are to: 1) Co-ordinate activities, 2) Build morale, 3) Secure agreement, 4) Brief staff/clients, 5) Solve problems, 6) Exchange information, 7) Initiate policy, 8) Products launch. Keeping the purpose in mind will assist in planning the method to achieve the purpose of the conference. This will also determine how much time allocation is required to achieve the objectives.

Conducting a Conference 1) Date and Time: Select a date, time and duration for the conference. These may all be approximates

initially, but after reviewing, the following steps shall then enable a much more accurate duration. When selecting a date, be sure to leave yourself, attendees, and presenters enough time to plan ahead for the conference. Also allow time to be able to find and book a suitable venue. Many conference and function venues get booked well in advance, so you may not have many choices if it is left too late.

2) Attendees: Identify the intended audience of the conference. How many will be attending, and from how far

are they required/able to travel to the conference? Are there any special requirements of attendees in accessing the conference, for example, wheelchair access?

3) Conference Content: Determine the most appropriate topics that will address the conference purpose. Select activities and presenters who can help achieve the conference purpose. The final agenda, order, and content of conference activities will go through many changes until the actual conference is run.

4) Venue/Facilities: Selecting the correct venue may require the most time, as you should always inspect a venue prior to booking it. Preparing a checklist of the conference facilities and requirements will narrow the options.

5) Budget: Work within the cost allocated for each attendee and the conference. This amount will narrow the selection of venues suitable for the event.

6) Conference Support: At the venue, it is always helpful to have a conference coordinator who can assist with the finer points of the conference. Venue conference co-ordinators know their venue and its capability. They can provide useful suggestions for the conference.

7) Extra Curricular Activities: When the conference is in recess, will the attendees be required to participate in any ‘team-building’ activities? Ensure that the venue can accommodate these activities, if required.

Promote the Conference Invitations may be required to be sent out to presenters/facilitators and the intended audience of the conference. Posters on notice boards around the workplace are a useful and easy promotion activity of a work conference.

Preparation All the finer details of the conference, such as fine tuning the order of the conference, confirmations, name badges, co-ordinating and printing of presenter notes, table arrangements, catering options, and conference evaluations, should be attended to.

After the Event Taking time out after the conference and just covering some of the following will complete the hard work of planning and conducting a conference: 1) Pay all outstanding accounts of the conference, 2) Organize presenter notes/conference outcomes, 3) Distribute conference outcomes, 4) Collect and analyze conference evaluations, if used.


MEDIA MANAGEMENT

While most of the communication skills of business executives are used within the business community, social issues and crises often require executives to communicate with the public through the media. Learning to work quickly and efficiently with the news media – when the situation is positive or negative – is the mark of an effective organization’s communication-management program. Both the print and broadcast media have considerable power. Businesses have traditionally mistrusted the various media; however, the dramatic increase in business reporting by the media and a continuing effort by business to initiate reports during the past two decades have forced many companies to improve their ability to use the media to their advantage. The relatively recent phenomenon of the major crisis, such as product-tampering, has also emphasized the importance of a business/media relationship. Yet surprisingly, many upper-level executives still find themselves ill-prepared to meet with and talk to the press under any condition.

Press Releases Press releases relate to the announcement of important messages or developments concerning themselves that organizations wish to convey to the public at large, through the press and other media. The means of communication an organization adopts for conveying messages may be direct and specific, or general. Direct messages include personal letters, e-mail, direct mailing of brochures and reports, telephone messages, etc. However, when the message to be conveyed is of general interest to a large section of the community spread across different target groups, recourse to press release becomes essential. Press releases for any business organization would cover various happenings and business related information which the public would be interested in knowing, and which the business organization wishes to share with the public. Press releases would generally include financial results, product launches, performance highlights, new branches and offices, changes in management, benefits to the customers and shareholders, community oriented initiatives, tie-ups and joint ventures, cessation of business, awards and achievements, ratings and rankings, research findings, meetings and conferences and so on.

Characteristics of a Good Press Release The six important characteristics of a good press release are:

1) It Should be Newsworthy: Newsworthiness is the basic criterion of a good press release. For if it does not have any news value, nobody would be interested in reading it and no newspaper would accept if for publication.

2) It Should be Factually True: Factual truthfulness is a matter of integrity and integrity is an important principle of business communication. Companies should also realize that misrepresentation of facts with a view to misleading the public might bring immediate benefits, but such a step is bound to backfire sooner or later.

3) It Should be Brief and Precise: Newspapers are always hard pressed for space. Nor do their editors have sufficient leisure to prune and edit a lengthy release and prepare a suitable copy. If a release is brief and precise, its chances of getting included will be brighter. Press releases for national newspapers should be shorter than those meant for local newspapers.

4) It Should be Drafted in a Simple Language and Conversational Style: If a news item is not easily readable, the reader is put-off. He decides not to read it, or to turn to it at a later hour, which is as good as not reading it. So the press release must be prepared in a lucid style. Avoid buzzwords ,acronyms and jargons.

5) It Should be Suitable for Publication: It should be suitable for publication in the newspaper or journal to

which it is being sent. Company releases, for example, should not be sent to literary, sports, or film journals.

6) Who, What, When, Where, Why: Make sure that the relevant among the 5 Ws − Who, What, When,

Where, Why − have been adequately taken care – off:

Who? Name the people involved. Names are usually newsworthy.

What? Say what happened that is newsworthy.

When? Mention the time. Since old news is no news, the timing of the press release is extremely important.


Where? Location is also important.

Why? It may not always be possible to answer why, but if these details are included, they impart depth to the release.

Since press releases are usually very short, the writer will have to use his discretion to determine what details to include. Apart from this, there are few other points that can be kept in mind while preparing the releases: i) Every release should be given a heading which is catchy and suggestive but not misleading. ii) The first one or two paragraphs that constitute the lead should be interesting. Besides, they should give the gist. iii) Paragraphs should be kept short, and if desirable, they should be provided with sub-headings. iv) Every release should be accompanied with a covering letter. Example: A press release announcing a seminar-cum-workshop being organized by your company and inviting participants.

Example: A press release about a company’s net profit in the ‘corporate news’.

Tips for Writing Successful Press Release 1) Use an Active Headline to Grab the Reporter’s Attention: The headline makes your release stand out.

Keep it short, active, and descriptive; in other words, use something like “Rajdeep Named Man of the Year” instead of “Rajdeep Gets Award”.

2) Put the Most Important Information at the Beginning: This is a tried and true rule of journalism. The reporter should be able to tell what the release is about from the first two paragraphs. In fact, chances are that’s all they may read. So don’t hide good information. And remember the “5 W’s and the H” – make sure your release provides answers to Who, What, When, Where, Why and How.

3) Avoid Hype and Unsubstantiated Claims: A writer can smell a sales pitch a mile away. Instead of making over-inflated statements, provide real, usable information. Find legitimate ways to set you and your company apart and stress those points. To promote your business, write a release that answers questions about your business, rather than one that provides only general statements about how great or interesting your business is without saying why.

Procter & Gamble

Procter & Gamble (P&G) India Ltd. has reported a net profit of Rs. 14.18 crore for the first quarter of financial year 1998-99, showing an increase of 31 per cent over net profit of Rs. 10.8 crore in the last corresponding period. The company achieved sales of Rs. 117.8 crore during the period, a growth of 10 per cent over sales of Rs. 107.2 crore in the same period last year. In a statement issued here, B. V. Patel Chairman and Managing Director of P&G India attributed the impressive profit growth to continued strong performance of the company’s health care business, innovative marketing initiatives such as Vicks ‘mega-branding’ and strong advertising, supported by a good monsoon and effective steps to control costs and efficiencies.

Seminar-Cum-Workshop: Managing Beyond 2010 – Concepts, Skills and Tools

In the current economic environment of aggressive competition, company executives will find it a great challenge to retain their position in the corporate world. They will be called upon to display exceptional awareness, vision and skills.

In order to equip the executives to face this challenge successfully, the JVG Group of Companies is conducting a two-day seminar-cum-workshop on the above subject on July, 20...

Programme Director and Keynote Speaker Dr. J.K. Mahapatra, Managing Director, JVG Export House

1) Shri. K.S. Gujral, M.D., Allied Sales Other Important Speakers

2) Shri. Rupen Basu, Personnel Manager, Jaipur Udyog Limited

Date 7, 8 July, 20.., 9:00 a.m. 5:00 p.m., both days

Venue Conference Room, JVG Export House, Nehru Place, New Delhi. (Phone: 6425438)

Those desirous of participating should contact the Administration Office, JVG Export House latest by 15 June, 20...


4) Be Active and to the Point: Use language that will get the reader as excited about your news as you are.

5) Keep your Release to two Pages or Less: On the rare occasion, you can opt for a third page if it is necessary to provide critical details. Otherwise, if you can’t state your message in two pages, you’re not getting to the point.

6) Include a Contact: Make sure your release has a person the journalist can contact for more information. This person should be familiar with all the news in the release, and should be ready to answer questions. And issue the release on your company letterhead – it looks professional and gives the writer another way to reach your firm.

7) Keep Jargon to the Minimum: If you’re in a technical field, try not to use technical terms. Many reporters are not as intimate with your company or your industry as you are. Real English, not jargon, best communicates your story. Words like breakthrough, cutting edge, enterprise – wide are common business lingo, but they are difficult for the journalist to understand.

8) Stress Benefits: This falls into the category of “don’t say it, show it.” Avoid saying something is “unique” or “the best.” Instead, show how people will benefit, i.e., save time, save money, make their life easier, etc.

9) Be Specific and Detailed: Marcia Yudkin, author of “Six Steps to Free Publicity” calls this “Yes, but what is

it?” syndrome. The reader needs to be able to visualize a new product, or know how a new service works. If in doubt, have someone unfamiliar with your product or service read the release and asks him or her to describe what you are trying to publicize. And it’s better to use too many details than too few. So, as Yudkin notes, “Instead of ‘Shekhar’s new book contains information designed to benefit any stock market investor,’ write, ‘Shekhar’s new book contains seven principles of market analysis that enable even casual investors to choose profitable stocks.’ Even better, describe two of the seven principles right in the release.”

10) Proofread: When you’ve finished your press release, remember to proofread it for typographical errors. If you don’t have a good eye for spelling or grammar, give the release to a friend or colleague who does. If your release looks sloppy and careless, so will you.

Press Conference Companies nowadays are tapping all possible ways to woo the customers. One such way is to organize a press conference and along with that, or independently, an exhibition/launch celebration. It may be that the company wishes to initiate a press release to announce some new exciting project or promotion, product or technological breakthrough and the secretary may be asked to call a press conference. This will give the company time to decide exactly what it wants to make public and prepare lots of literature and also have displays and samples of products on show. Many large companies go to a great deal of expense when promoting new products and services to secure the support of the press and the professional and trade journals. One of the jobs of a management secretary is to keep a list of contacts of local and national papers, professional and trade journals on radio and television stations. Eminent individuals in the relevant field will also be contacted on phone and invited to the event. Invitations will be sent out together with copies of the accompanying material to special guests, a list of who will be supplied by the organizer of the conference, and also to relevant people on the media contact list. In very large organizations the public relations department or special public relations officer will be responsible for organizing such conferences.

Invitation to Press Conference Having decided upon a press conference the management will make an announcement in prominent dailies or professional journals and send out invitations. Special care must be taken in the preparation of the invitation. The points to be kept in mind are as follows: 1) The purpose of the conference is clearly stated. 2) The venue, day, date and time of the conference are clearly shown. 3) The time of the refreshment/drinks/lunch-break must be given, preferably at the end or midway if it is going

to be a multi-session event. 4) For convenience in parking and security reasons, a parking slip or sticker may also be sent along with the

invitation card. 5) It is often necessary to state the exact time when the guests are expected to be in their seats. 6) If a prominent personality is coming to inaugurate his/her name must be given prominently.


An invitation to a press conference may look like the one that follows:

Major Steps for Setting up a Press Conference 1) Clearly State a Good Reason for Holding a Press Conference: The news you are going to reveal has

not been covered in the press yet or there is an emergency, or an important new issue.

2) Decide What Message You Want to Deliver through the Media: Outline your demands to a decision maker (someone who has the power to give you what you want). Include information about what people can do to help, and the date, time and place of your next action.

3) Work-out the Location of the Press Conference: Find an appropriate place that is convenient and has the facilities you need. Where you choose to have a press conference depends on your needs and the specific circumstances of your situation. Dramatize your position by choosing a good backdrop. If you decide to hold the press conference indoors, be ready to provide technical assistance for reporters, such as phones, microphones, enough light, etc.

4) Set the Date and Time of the Press Conference: Take into account reporters’ deadlines while setting the date and time of the press conference. Usually the best days of the week to get news coverage are Tuesday from Thursday. Check to see that there is no competing news events already scheduled at the time of your conference.

5) Invite the Media: Send a press conference advisory to appropriate local media outlets at least a week

before the press conference. Follow up with a phone call two days before the press conference to make sure that everyone received the advisory. Call them the day before to remind them about the event.

6) Invite Guests: Make phone calls and send written invitations to prospective guests you want to have at the

press conference, such as other members of your group, allies, and friendly politicians.

E.T. Institute of Administration In conjunction with

Inbucon Management Systems Inc., New York, USA .........Announce a Press Conference........

You are cordially invited to a press conference to launch the most comprehensive short courses, yet devised in mini and micro-computers. Two-day intensive ‘hands-on’ courses using the latest micro-computing equipment.

Place: The Conference Room, E.T. House, Marina Arcade, Hyderabad Date: July 17th, 2008 Time: 10 A.M.

‘Getting to Grips with Mini and Micro-computers’ is the first of such courses to be conducted in India. These courses have been conducted with great success in Brussels, Dublin, Trinidad, Hongkong, Nairobi, Singapore, Abidjan, Sydney, Christchurch, Milan, Madrid and Rio de Janeiro, where they were received with great acclaim both by the business communities and government administrators.

We Aim to: 1) Remove the jargon. 2) Explain how they work. 3) Explain what they do. 4) Explain what they can achieve. 5) Show how they can revolutionize your organization and procedures.

The courses include practical use and experiences of: 1) Computer Components and Terminology. 2) Systems Development. 3) Systems Documentation. 4) Audit Security. 5) Programming. 6) How to buy. Extensive documentation is supplied and pre-course reading is sent to delegates in advance. Full details are given in the accompanying material.

Refreshments will be served at 10.30 A.M.

Director International Course Director E.T. Institute of Administration Inbucon Management Services Inc


7) Prepare Your Spokesperson(s) to Deliver Your Message: Generally, it’s good to have just one or two speakers during a press conference so people don’t talk on top of each other, or mix the message. Rehearse with the speaker(s) to make statements brief and clear and usually no longer then ten minutes. The spokesperson should be experienced in the subject so s/he will be able to respond to questions after the statement.

Often reporters will want to interview the spokesperson. Let the press know that the speaker is available after press conference. Prepare your speaker with 30-second answers for radio or TV, and quotable, simple messages for print reporters. Help your speaker practice with a video camera or tape recorder.

8) Choose a Moderator (Facilitator) for the Press Conference: You will need a person to control the process and keep reporters on the subject. If someone goes off subject, the moderator can return the focus by saying such things as: “That’s an interesting point, but we are here today to discuss...”

9) Prepare Background Materials: Reporters and guests may wish to have a copy of written statements or a press release. You can prepare a packet of fact sheets, charts or graphs.

10) Practice Roles with the Members of Your Group: It’s important that everybody understands his/her role in the event. Think about what will happen all the way through the press conference, and how it will look to reporters. The key question to ask is “what if..?” (What if reporters ask a non-spokesperson member a question? What if your opponents show up and heckle?)

11) Prepare Visual Aids: Charts, big maps, pictures or other props will help get your message across. However, slide shows are difficult for TV, radio and print reporters to use.

Starting the Press Conference 1) Be ready to welcome TV reporters at least 15 minutes before the beginning of the conference. They usually

need time to set up their equipment. 2) Meet everyone at the door and ask them to sign in a guest book you’ve already prepared (you may need

their addresses for the next event). 3) Give them your background material and a copy of the press statement. 4) Start the press conference as close to on time as possible and certainly not later then ten minutes after the

scheduled time, to respect those who came on time.

Running the Press Conference The moderator welcomes everyone and briefly introduces the speaker(s). Remember that statements shouldn’t be longer than 10-15 minutes. After the speakers are finished, ask for questions. Make your answers simple, brief, and to the pointed. A little bit of humor will enliven the press conference, too. Good visual aids make your story more interesting, so be creative.

The moderator should end the press conference before things drag out too long. After your important points are made, step in and conclude the proceeding. Thank everyone for coming and offer additional information they can get in your office. Thank them for keeping readers, viewers, and listeners informed about this important community problem.

Media Interviews

You may feel nervous and uncomfortable in delivering a planned business presentation, having a reporter arrive during an unexpected company emergency and, while holding a microphone in front of your face, saying, “What does your company plan to do about this?” In many ways, today’s manager has to expect the unexpected. While most recent graduates will not be expected to respond to interviews early in their careers, most will eventually participate in both print and broadcast interviews.

Not all media interviews need be as frightening. In fact, knowing how to get your message across to the media can do a lot to actually promote your business. The trick is to be prepared.

You must go into every media encounter with your own messages... two or three points that you want to get across regardless of the questions you're asked. What that message is depends a lot on who is reading/viewing/hearing the interview and when. You must tailor your messages for that audience in terminology they can easily understand.

Not all media were created equal. Print interviews, for example, are much harder than broadcast despite their lack of intimidating cameras and recorders. Print reporters take advantage of this seemingly conversational approach and can keep you chatting for hours... if you let them.


You must set the guidelines for the interview: 1) Who will speak for your company, 2) On what issues, 3) Where and 4) When. Radio interviews offer an opportunity to narrowly focus your message to a particular demographic or psychographic niche audience reached by the station you're on. On call-in shows you'll have plenty of time to deliver your messages... even from the comfort of your own home, as stations now can have guests by phone as well as callers. Television is perhaps the most challenging of the media because of its brevity, complexity and reach. Even a lengthy interview may be distilled down to a "sound bite" of but a few seconds. But, with training, you'd be surprised at how much information can be conveyed in that limited time... and how well you can control what gets electronically quoted from your interview. Being a visual medium you'll want to keep viewers focused on your message rather than your flashy attire, ineffective body language or shifty-eyed glances off-camera.

Preview the Circumstances Before you ever agree to a media interview, assure yourself that you really want to be interviewed and that you will carry a positive mental attitude into the interview. Below we prescribe five things that you should investigate prior to preparing for your interview: 1) Determine the Reason for the Interview

Before you meet with the reporter, check out the reason for the meeting and decide whether you are the right person for the interview.

If you receive an unexpected call, make a quick excuse and do some checking before you respond. First, learn as much as you can about the reporter. What types of stories does he or she cover? What is the typical interviewing style? What are the potential reasons for the call? What are the expectations of the medium? It may not be possible to get answers to all these questions, given the usual short time frame, but try.

If the reason for the call is included in the invitation, then ask some additional questions. Is a response from you and your company necessary or appropriate? Are you the correct person to be involved? Do any company policies impinge on what you can say?

2) Anticipate Media Appearances If a crisis has occurred or if your company has a statement to make to the public, you may be the spokesperson selected. If you have anticipated a possible media appearance, you can respond quickly. 3) Avoid a Negative Mind-Set Some managers seek many excuses to avoid talking to reporters. They are on the other extreme from the ego star; you should avoid this position, too. Your experience is indeed likely to be negative if you hold mental impressions such as, “I’ve made it up the management ladder this far without going before a TV camera, so why should I risk my neck now?” or “I’ve never met a reporter who didn’t try to crucify me with biased questions.” Once you are “burned” by the media, the quick urge to respond disappears.

While negative stories sometimes run and inaccuracies do occur, most of them is the result either of a reporter’s ignorance about the subject matter or time pressure in doing the interview and assembling the story. Build a positive mind-set that regards the reporter as a person who has a job to do with a deadline to meet and who wants to get all the facts. This gives you a wonderful opportunity to do your homework and supply the reporter with information that is clearly organized and presented in a polished and professional way. 4) Recognize Your Rights By recognizing your rights in relation to the media, you can avoid the negative mind-set and develop a positive media initiative. Gordon Andrew, a New York public relations consultant, lists several rights that a manager should remember: i) You have a right to check a reporter’s credentials, to know the reasons for a requested interview, and to be

told the nature of the questions you will be asked. ii) You have a right not to discuss certain information that might be sensitive to you or your company’s interests. iii) You have a right to have your viewpoint fairly represented in an interview. This does not mean free

advertising for you or your company. It merely means that you are protected from a reporter’s verbal abuse.


iv) You have a right to establish attribution rules with a reporter before the interview. Such an agreement needs to be made in advance because if you tell a reporter your comments are off the record after you have made them, he or she is not obligated to ignore them.

5) Develop a Media Initiative

i) Consult with the corporate communications or public relations department of your firm. Since these groups carefully develop media policies and strategies, they may give you some words of advice, help you prepare, and especially, help you parallel your statements with those of other company employees.

ii) Develop a proactive mind-set and prepare yourself to meet with the media. Familiarize yourself with the media facilities before you ever get in front of the camera; Take guided tours of the press room or studio and join in live audience situations to get a feel for the way interviewers work in media situations.

iii) Remember that you need not become buddies with the interviewers, but you should become more media conscious. Develop contacts with editors and reporters. Your public relations office can supply the names of contacts. In addition, you can develop your own list by telephoning or writing media offices.

Prepare for the Interview Being anxious about an interview is normal, but there are positive ways to minimize the nervousness. Make a decision at the outset to be honest and to speak from your heart. Some interviewees ask a variety of questions about the reporter, develop their positive mind-set, and then go immediately for the interview. The majority of those interviews are disastrous. Instead, the wise interviewee will spend considerable time preparing for the interview. Good preparation always reaps good results. There are five steps to good preparation:

1) Analyze Your Dual Audience: One of the first steps in preparing for a speech or business presentation is

to analyze your audience. The same holds true for a media interview, but here you have a dual audience; the reporter and the public. Learn as much as you can about the person who will interview you. If you learn your reporter is not very pleasant, develop a positive mind-set of how excited you are about the news you have to convey and how excited the reporter will be after you convey the information.

Consider also the individual reporters. What do they know about you? What do you represent to them? How do they perceive your expertise? What do you know about their age, their training, and background? What are their opinions and interests? What are they likely to agree with? What are they likely to disagree with? Are they expert business reporters or general reporters for whom you may have to simplify and define terms? Next, consider your readers or listeners. Who are they?

2) Organize Your Thoughts: Lewis Young, former editor-in-chief of Business Week, believes that effective media responses are not the result of a well-spoken person, but of much preparation.

Once you have organized your words, consider the style that you will employ in delivering them. Some critics believe that style is more important than substance because television is primarily a visual medium. Jack Hilton, in his book On Television, contends that executives should remember four things before going on camera: i) Very few viewers will remember their names; ii) Virtually all will remember their affiliation; iii) Few will remember a single point they make; iv) All viewers will decide promptly whether they like them or not.

The person who is prepared and in control not the one who tries to wing it, will leave the most positive impression.

3) Anticipate the Topics and Questions: How do you prepare for an interview? After you have analyzed your

audience, begin thinking of the possible topics of discussion and questions you might be asked. You can request a list of questions in advance from the reporter; however, you probably will not receive them. Many reporters work on such a tight time schedule that they prepare the questions while driving to your interview. Most reporters will tell you the general topics only, fearing that further disclosure might produce a dull, canned interview. You should be able to anticipate key questions, especially if the discussion is about an emergency situation.

As you prepare to develop your thoughts into responses consider how you can get your most positive message across. The Canadian Psychological Association makes five recommendations to its members in preparation for media interviews: i) Make the Story New: Your comments should add something new to the listener’s knowledge base.

Whether it is a new perspective on a familiar topic, or the results of a new study, your audience will be more interested if the material is new or stated in a new way.

ii) Make the Information Interesting: Word your ideas in ways that will make your audience want to hear more. Deliver your words with excitement.


iii) Make the Story Relevant: Word your material so that the listeners can relate to it. Develop it to fit their lives. iv) Make the Story Understandable: Avoid jargon. Word your material so that an eight-year-old could

comprehend the facts. Remember, the person on the street or at home watching the news is not your peer. v) Make the Story Memorable: Frame your ideas with a metaphor or story. Stick to one or two key points

for ease of memory.

4) Develop Your Responses: Starting with the toughest questions you can imagine, write down simple one-, two-, or three-point responses. Later, in private or with the aid of your colleagues, practice these responses orally. For now, make sure the responses fit into a 30-second time frame. For the press or television this will consist of about 75 words. Radio newscasters love one-sentence statements. Television deals essentially in headline news. A business story that rates a column in a major newspaper may command only a single sentence on a national television network evening news program.

5) Be Aware of Additional Concerns: The final step in good interview preparation is to refresh your mind

with some additional concerns. i) Do Not Respond to Unchecked Statistics: If an interviewer throws statistics at you with which you

are unfamiliar or have not checked out, do not answer the question. Answer instead, “I’m sorry, but I do not have those figures; they are presently being calculated. I will, however, obtain them and follow up with you this afternoon,” or “I have not seen the figures”.

ii) Do Not Use a “No Comment” Comment: At one time “no comment” meant simply that there was no

news to share. Today when a company spokesperson uses the words it implies that there is something to hide. If you cannot answer, say why you can’t answer. Saying “no comment” makes you sound evasive and secretive and it creates suspicion. Say instead, “I am sorry, but we cannot make additional comments on the event until next of kin have been notified.”

iii) Do Not Answer with a Simple “Yes” or “No”: After uttering easy yes or no answers, you may be surprised to find them cut and pasted onto another question by an unscrupulous newsperson. Phrase your response in yes-or-no context but expand it to at least a full sentence.

iv) Be Careful About Stating your Personal Opinions: In most instances, you are representing the company. Do not cross the line and state your position as the company’s position unless you clearly know your positions are the same and you have been authorized to make that position public.

v) Tell them if You Do Not Know the Answer: If you are asked a question for which you have absolutely no answer, tell them, “I do not know the answer to that question at this time. I will, however, find the answer.” If you know where the answer can be found, direct them to it.

vi) Avoid Talking off the Record: In many cases, statements made off the record have a way of appearing in the middle of news stories. A good dictum is to say nothing that you do not wish to see in print.

vii) Record Your Own Interview: You may want to take your own small tape recorder to your interview. Taping the session will not only be good for use in future practice sessions, but also to check a reporter’s quotes against actual statements that you made. Be open with the reporter about wanting to make the recording. Most reporters will not care. If one does object, you should not only ask why but reconsider whether you want to go ahead with the interview.

viii) Always Tell the Truth: The press and public accept that you may not tell the whole truth for many

reasons, including competition. But if you resort to lying − even once − the press, the public, and your colleagues will never again trust your credibility. The good news about bad news is that you can get it out of the way and prevent a continuing story.

Performance Techniques to Use On the day of your interview the focus is on you − your statements, the issues you represent, and the image you create. You hope your preparation and practice time will pay off. The following five ideas are primarily for television interviews. 1) Dress for the Occasion: Pick comfortable clothing that reflects your profession. If you are warm-blooded,

choose cooler fabrics.

If you wear makeup, be sure it has a powder base rather than oil, so your face will not be shiny. Keep

jewelry to a minimum − wedding rings and watches are acceptable. Glasses can be another problem. Many people who wear them do not want their pictures taken with them on and will probably not want their television image to be one wearing glasses.

2) Keep Yourself Calm: As difficult as it may seem, you must maintain a totally calm appearance. Do a deep-

breathing exercise before meeting the reporter, or before the camera is turned on. This exercise requires that you exhale all the air out of your lungs and that you very slowly inhale through your nose. Doing this a


couple of times helps to lower the anxiety and give you a greater sense of well-being. If you are being interviewed during a live event, deep breathe again when there is a break for commercials. Look and act relaxed. Regardless of the turmoil in your stomach, never let the interviewer and audience suspect that you are not in control. Knowing your material and having practiced your comments are the first step in making this a reality. Second, work on maintaining the positive image of a professional executive that you have viewed so many times on television. If a reporter tries to provoke you or get you off balance, do not take it personally. Maintain your calm and unemotional manner.

3) Be Ready for the Spontaneous Questions: If you have done your preparation, you will be ready to answer all the questions a reporter might have. But here is a trick to use when a spontaneous question is asked that you were not expecting; quickly bridge the question to a previous question or answer, or to a response that you wanted to make but were not given the opportunity. With your thought in mind, develop two or three quick statements that support or clarify your thought. Now state your ideas in a quick 30-second or one-minute response.

4) Let Your Body Talk: A large percentage of our information about the world comes from non-verbal cues. In interviews, the non-verbal image is extremely important. Avoid defensive-looking body language. This can take the form of clenched fists, tightened facial expressions, crossed arms, or poor eye contact. Learn to relax your body, sit in a comfortable and professional manner, and wear a warm facial expression. Here are some non-verbal expressions that are important to remember: i) Use natural hand gestures to highlight your points; ii) Maintain good eye contact with the interviewer; iii) Stay alert physically, even when you are not talking; iv) Lean forward slightly in your chair. Do not swivel about; and v) Rest your hands naturally in your lap.

5) Try to Ignore the Cameras: The technicians and director will take the shots they want, and you should

keep your attention focused on the interviewer. The exception to this guideline is when you want to directly address the television audience. At that point, look and talk directly into the camera lens that has the red light. Even when the light is off continue to stay alert because another camera may be on you. Don’t try to see yourself on the monitor. Often there is a time delay between the picture and your voice. This asynchrony can be very distracting and can cause you to lose your train of thought.

6) Display Confidence in Your Voice: Develop a professional sound. Ordinary conversational tones are the best. Keep a consistent volume and rate. Avoid letting your voice drop at the end of sentences. Also avoid displaying anger or high emotion. Maintaining an erect posture and good breath control while talking can help you through the rough spots. Remember, you are the expert.

Post-Interview Evaluation Questions Following each press or media interview, you should evaluate your performance. The information gathered will prove valuable as you prepare for future interviews. Talk through the following questions alone and with your staff and colleagues. Take careful notes; they will be helpful during the next preparation stage. 1) Prior to the interview, did you take the reporter for granted? If so, what was the result?

2) Did you assume that the reporter understood the issue? If not, what was the impact?

3) Did you anticipate that the reporter might oppose or support your position? Which position did he or she actually take?

4) Before the interview were you prepared to defend your position through a fair and accurate rebuttal?

5) Did you start the interview by presenting your most important news?

6) Did you answer the questions directly and briefly, or did you occasionally get off-track and get into too much depth?

7) Did you allow the reporter to get away from the point of the interview?

8) Did you find yourself answering questions that you knew nothing about?

9) Did you use positive instead of negative words?

10) Were you able to build bridges to your desired answers?

11) Was the reporter overt or covert in nature?

12) Were you familiar with your material?

13) Before the interview did you feel reluctant, enthusiastic, or neutral about meeting the media?

14) Were you bothered by the studio lights, the use of the microphone, the clothing you wore, the heat, or your posture?

15) What specific things do you want to change before your next interview?


BUSINESS ETIQUETTES

Meaning and Importance of Business Etiquettes The word ‘etiquette’ means conventional rules of social behavior, or professional conduct. These rules are unwritten rules, which act as norms to be observed by all professionals who work as a team in a particular company or department. They help you realize when your behavior is appropriate or inappropriate. In business, as in life, etiquette is a self-rewarding trait of appropriate conduct. Successful professionals know how to conduct themselves at company meetings, parties, and dinners. They are aware of their company’s culture and etiquette. Further, the rule of business etiquette means more than the rules of just being nice. They mean the fundamental rules that get business done. If we ignore these norms of group attitude and behavior, we run the risk of being singled out as ‘loners’ or ‘headstrong’ persons. Our behavior may disrupt the smooth working of the team by causing misunderstanding and tension among fellow workers. Suppose, we choose to turn up late for meetings habitually, or ignore deadlines, or indulge in character assassination at coffee-breaks, or demand (as a right), not request (as a favor), help in a situation, we are ignoring, knowingly or unknowingly, the rules of good professional conduct, behavior, and etiquette. This approach to business etiquette assumes that each business setting has its business protocols which an employee learns by working in that environment and by observing others. But there are general rules of business etiquette, based on the fundamental principles of organizational behavior. In an organization, our basic concern is to create a smooth work environment where each person helps others to carry on their jobs with ease. This is made possible by our ability to empathize with other workers’ job concerns and priorities. This identification with others is the best form of business etiquette and culture.

Fundamental Rules of Business Etiquette The golden rules of business etiquette can be easily remembered by the word ‘IMPACT’ whose letters signify Integrity (I), Manners (M), Personality (P), Appearance (A), Consideration (C) and Tact (T). The rules are briefly stated below: 1) Integrity: It means you act in an honest, truthful and trustworthy manner. A reputation for integrity is slowly

gained but quickly lost. Unquestioned integrity is the first golden rule of good business behavior.

2) Manners: It means the patterns of behavior. Selfish, boorish or indisciplined behavior cannot lead to fruitful business relationships. Speaking or acting in a racist or sexist manner, and disloyalty to your company or colleagues are unacceptable business manners.

3) Personality: It communicates your own values, attitudes and opinions. Your behavior will decide whether

your qualities are appreciated or not. A balanced approach is necessary. You can be passionate, irreverent and self-confident. But you should not be emotional, disloyal and arrogant. You should not fail to observe the civilities of business life.

4) Appearance: Always present yourself to your best advantage. A well-clothed and rightly postured appearance makes good impression on others. Never let your appearance become a liability.

5) Consideration: See yourself from the viewpoint of others. By imagining the likely reaction of the person you are to meet, speak or write, you can deal with him more carefully and sensitively. A successful negotiator role plays the likely action of his opposition before meeting him.

6) Tact: Think before you speak or act. There is always the temptation to react immediately to some provocation or situation in business dealings. Avoid thoughtless and impulsive words and actions. When in doubt say nothing.

Scope of Business Etiquette Every organization evolves its own set of norms of behavior. Generally speaking, business organizations set rules of etiquette relating to the following: 1) Introduction, 2) Business Dining, 3) Interactions with foreign clients, 4) Interpersonal business etiquette, 5) Business-to-Business etiquette, 6) Telephone etiquette.


Introduction

Introducing Yourself A confident self-introduction always makes a positive first impression. But many people fail to do so. Either they think it to be a bold act, or they feel too shy to do it. But if you are going to meet a person for the first time, the other person is bound to feel comfortable to know who you are and why you are there. Or, if you are meeting the same person the second or third time after a gap of some weeks/months, there is no harm in simply re-introducing.

How to Introduce Yourself Correctly As a norm of business etiquette and the first step towards cordial business transactions, people greet each other by stating their full names and positions (in office) at the very outset. Notice that first name and surname are stated like “Prafulla Misra, CEO, and Sterling Gold Informatics.” Not just “Misra” or “Prafulla”. Americans prefer to introduce themselves by their surnames only. Like “Lewis” or “Dickenson”. But Britishers introduce by using first name and surname; “W.B. Yeats” or “Tony Blair”.

Repeat Your Name when Necessary During a conversation, the other party may forget your name or may have missed hearing it. At such moments you should help the host/the other party immediately by politely repeating your name “I am Irfan Mohammad, I am sorry, I should have told you.” Business etiquette norms seek to make all concerned parties act comfortably. This is why it is polite to show that you missed telling the host/the other party your name (who you are). If you simply say, “I am Irfan Mohammad,” it may suggest that the other person has made fault by forgetting your name. Therefore, re-state your name tactfully by saying, “I should have told you, I am Meenakshi Tiwari.”

On Failing to Recall Someone’s Name In business, we may have been visiting a person so often. But it is possible that on meeting her or him at a meeting/seminar/conference or some other place, we recognize her/him, but fail to recall the exact name. Before the other person detects your failure, you should ask for his/her card. You can say, “Could I have your latest business card for your telephone number/and address?” or you can just say, “Could I know your full name? I have your initials.” To be tactful in such situations is also good business etiquette. If you let the other person know that you have forgotten his/her names it may make the person feel that he/she is not important enough to be remembered (by name). So, we should act as if we know the name, but we wish to have more details about the person.

How to Introduce Other Persons One of the difficult things you have to do is perhaps to introduce other persons at a business meeting. We should know each other in terms of their names and professional status before we conduct the meeting or discuss the transaction. The status communicates the role the person plays in the business transaction. Therefore, a clear and complete introduction of each person, members of visiting party, and host party, makes every one feel relaxed and creates a congenial atmosphere for the meeting.

Business Dining Business meals can be with colleagues or clients. Colleagues meet before or after the office hours. They also have formal occasions to be together at lunch or dinner parties. Sometimes, they meet at social functions and festivals, religious ceremonies, weddings, or birthday parties. At such occasions, we should follow the cultural norms which set the unwritten protocol (rules) of behavior as members of a company, group, or organization. They are not rules of discipline. They define the norms and forms of appropriate behavior as executives or the educated and cultured members of a group. It is common practice to negotiate business at, lunch or dinner. We should keep in mind that such business occasions are, in fact, business activities; act, therefore, with a sense of responsibility. Do not consider it merely as an occasion for free drinking and smoking. These business occasions of meals with colleagues, clients, or consultants have their own protocol (code of behavior) and they must be followed for cracking business deals. You can observe the following established norms regarding business meals.


As a Host As a host, invite the guest personally, may be over telephone. However, confirm the date, time, and place in writing. If the venue is new for the guest, help him/her by giving directions of the venue; acquaint the invitee of your guest list. In the letter you should mention this fact and give their names and positions. For instance, “My colleague, Abhishekh who is looking after management trainees will also be with us”. It is a good practice to confirm once again the scheduled meeting a day prior to the event. As a host, you should reach the hotel or restaurant a little ahead of the given time and personally check the seating arrangements made by the hotel/restaurant manager. Receive the guest personally outside the dining hall. Move in together to the table. It is courteous to ask the guest to order his/her choice of dishes/food and soft drinks. And it is only proper that you, as host, make the payment of the bill. Similarly, you should arrange to pay for the taxi to take back the guest to his/her place of work or stay. Business talk is conducted in an informal manner. After some initial pleasantries, the host opens the subject of the meeting in a general form to provide a context for the specific matter to be discussed. The meeting is held in a free and relaxed manner. If necessary, some points or conclusions are sometimes noted down. Business meals provide opportunities for easy give-and-take negotiations. They democratize business by bringing two complementary parties, such as employers and prospective employees, companies and clients, interviewer and interviewee, as equals at a social occasion. Business Lunch Etiquettes for Host 1) Turn up on time and well dressed. 2) Have a set agenda and do not let your guests know anything about it beforehand unless they have

requested it or the situation demands it. 3) Take control and go somewhere where you enjoy the food. Don’t ask your guests where they would like to

eat but make sure you take them somewhere nice, clean and just as important, convenient for both parties. It is a good idea to take your guest to someplace where you are well known and respected.

4) Always eat slower than your guests. They will then not feel rushed to finish their food. Do not talk with your mouthful. If you are hungry, then it might be a good idea to have a sandwich before you meet.

5) Starters are a great idea if you have something complicated to discuss. The time between ordering and the food arriving is a great time to get to know each other and sell your product or service.

6) If you have the time, do not order the main course until you have finished the starter. This gives you even more time to market your widgets.

7) Switch off your mobile. What is more important than trying to win more business? If possible ask your guests to kindly switch off their mobiles.

8) Do not drink too much! If you must have alcohol then one drink before the meal is sufficient. Are you there to discuss business or get drunk? In a similar vein limit the amount of alcohol that your guest drinks so that you can have a proper discussion.

As a Guest As a guest you should stick to your own dietary preferences. If you do not or cannot, as laid down by caste, creed, or religion or personal choice, take something, you should feel free to refuse. The same must be your attitude to drinks.

Table Manners Business dinners are formal occasions. The manner of using forks, knives, and a spoon is an indicator of your culture. But Indians, prefer to eat food with their hands. The only cutlery used by them could be a spoon. Eating with the hand is just fine. But, if you are using knife and fork, then you should know how to use them for different things.

How to Get Your Server’s Attention Usually, waiters are watchful. A little signal from you catches their attention immediately. However, if you find that you have to call the waiter, the best way is try and establish eye contact and if necessary turn a little towards him/her. And still if you feel you have to draw his/her attention, the best thing to do is to say, “Excuse me!” This is bound to work.

Interaction with Foreign Clients Since the foreign clients belong to different culture, they should be dealt with very carefully. Respecting cultural needs, religious beliefs, and the attitude of the foreign visitors, will go a long way in developing good business


relations. We generally believe that when we visit abroad we should behave according to the business norms and etiquette of the place. Accordingly, we assume that foreign business visitors would observe our business norms such as trade practices, working hours, office culture, and so on. But, there may be some aspects of social and religious beliefs of our foreign visitors which we should try to respect in our business environment. As a host, it is our primary duty to make our guest feel fully comfortable in every way. Respecting cultural needs, religious beliefs, and the attitude of the foreign visitors, will go a long way in developing good business relations.

Language 1) Nothing pleases foreigners more than speaking to them in their own language. English is today a global link

language. Yet Arabs, Japanese, Germans, French, and Russians prefer to conduct business in their own language. A foreign visitor may not know English as well as we do. Therefore, use an interpreter, if necessary, for important business occasions.

2) Prepare documents in languages, English and the foreign visitor’s language. 3) Try to learn and use some words of greetings in the visitor’s language.

Interpersonal Business Etiquette (Face-to-Face Contacts) Interpersonal or dyadic communication is an integral part of business relation. It links people together, be it in social business or professional life. In a conversation, the participant has to play the role of a speaker or a listener interchangeably. Very often we form an impression about an individual from the way he talks and the topic(s) on which he converses. Most of us find it easy to converse with our friends, relatives and colleagues whom we like and trust. That is why conversation rarely finds a place in a programme of formal instruction. Since every professional is required to participate in this form of dyadic communication, let us briefly look at some of the important points to be borne in mind. It is useful first to analyze your own conversation habits and then try to change them for greater effectiveness. Ask yourself questions such as the following for self-analysis: 1) Do I find it difficult to start a conversation? 2) Am I unable to pick a topic? 3) Am I unable to keep the conversation flowing smoothly? 4) Do I always agree with what others say or disagree with them all the time? 5) Do I frequently talk about myself, my family and my interests? 6) Do I have a tendency to dominate every conversation in any situation? 7) Do I give the other participants a chance to speak? 8) Have I any traits likely to annoy people? 9) Do I respect other people’s time and interests?

10) Am I self-conscious about the language I use − grammar, pronunciation, articulation, etc.? The answer that you get would prove useful both for formal and informal conversation. For effective interpersonal business relations, the following tips should be followed: 1) The conversation should be of interest to the participant and may begin with a topic in which both of you

have some interests. As it flows into new channels adjust yourself to the comments and new points of view. Occasionally there would be spells of silence. This need not bother you because often during these spells new thoughts are generated.

2) Be always courteous and cheerful. Take interest in what is being said.

3) Be alert to the attitudes that others may have and do not be surprised when you realize that the attitudes are likely to change.

4) Occasionally, call the person by name and look at him while speaking. If you speak the name aloud you would be generating more friendly feelings. To cap it all, take care of your language and oral demeanor.

5) Being dogmatic and argumentative may spoil your conversation, but it is useful to have a point of view.

6) Avoid pet and superfluous words and phrases. An analysis of your own speech may reveal that you have a fad for certain words or phrases (e.g., ‘time frame’, ‘allergic,’ etc.). Avoid using them frequently in conversation. Similarly, expressions that smack of affection and exaggeration should be shunned.

7) The smooth flow of conversation is likely to be hampered if you deliberately use foreign words or use high-flown vocabulary to impress the listener. An overuse of words such as ‘very lovely’, ‘wonderful’, and ‘excellent’ may also spoil the pleasant informal atmosphere in which conversation ought to take place.


Business-to-Business Etiquette Individuals represent companies. The norms for interpersonal behavior apply also to company-to-company behavior. Each individual is the company’s image builder. The individual should know how to conduct himself/or herself as a representative of the company. Good business behavior includes the following:

Respecting Hierarchies 1) While dealing with persons from other companies, make your status clear through your business card. 2) Know the status of the other persons. 3) Use a level of formality appropriate to your respective positions. 4) Decide on the most effective way to use your respective positions. Agree on the way communication and

decisions are to be handled.

Be Loyal to Your Organization 1) Do not criticize your organization before your colleagues from other companies. 2) Defend your colleague’s action without offending the complainant. Promise corrective action on your

colleague’s/company’s behalf. 3) Always speak well of your company. You are a part of your company’s activities. 4) Feel proud of your organization’s achievements. Keep yourself fully informed of the new developments and

better prospects for the company. No company can be free from problems and setbacks. But highlight the positive gains and not the losses.

Confidential Matters 1) Keep confidential material in as few hands as possible. It can be used against the interest of your company. 2) Secure records and use code names if the information involves protecting the concerned persons. 3) Help others develop trust in you. Confidentiality is a mutual act of trust. Do not leak other’s secrets to

protect your own secrets from getting leaked.

Handling Negotiations 1) Make your company’s position clear. 2) Make the best presentation of your case. 3) Be prepared to respond in case the opposite party concedes a point. 4) Be polite but firm. 5) Be prepared to compromise in case minimum terms acceptable to you are satisfied.

Dealing with Customers 1) Treat all the customers well; do not ignore the small customers and clients. 2) Be fair in dealing with the customers. 3) Execute the customer’s orders promptly. 4) Handle customers’ complaints urgently and with due care.

Telephone Etiquette Handling business calls requires awareness of our unconscious actions which often amount to bad manners or lack of appropriate skills of effective invisible interpersonal communication. In telephonic conversation, the way we receive, respond, speak or hang up is often as important as what is communicated.

Making a Call −−−− Be Brief and Concise

Prepare before Calling Before initiating a call, be clear about the why (your purpose) and what (the exact content) of your call. For business calls, you must know to whom you exactly want to speak and choose the most convenient time. You should also know whether you are calling as a follow-up action of some other earlier communication, or it is the first step in your transaction (of information and dealings). 1) To be brief and concise, jot down the points you want to discuss. Always keep before you the points in the

order in which you want to discuss.


2) Keep a (writing) pad and pen ready to note down any information worth recording. 3) Consider whether the call is important from your point of view or from the receiver’s point of view. In the

latter case, you should structure your information from the receiver’s point of interest. Begin first with what is important for your receiver. Talk about your interests later.

4) Keep the duration of the conversation as short as possible. The other person may not be free to spare much time for your call.

How to Begin or Receive a Call The first few words spoken by you as a caller or receiver are important for establishing your identity and purpose. They create the context for further conversation. As a caller, you may not be personally known to the receiver. The receiver may be familiar with your purpose and your company, but may not exactly know you, unless you both have personally met and spoken to each

other earlier. Therefore, begin with self-introduction − your name, company, and purpose.

If the Call is Cut Off Many times, the telephone line suddenly gets disconnected. In such situations, courtesy demands that the person who originally initiated the call should redial immediately and say, “Sorry, the call got disconnected.” In case, the receiver has to suspend your call for attending to some other more important call, it is the duty of the receiver to resume the call and use some pleasant explanation to see that you do not feel embarrassed.

Common Telephone Courtesies Make your business calls polite by using words, such as ‘Please’ and ‘Thank you’, when you make a request or get something done or completed. Always use interrogative form for making a request. “Could I .....” or “May I.....” Use of direct categorical statement amounts to order, “I want to talk to .....” is not a polite request. Instead “May I talk to ....” is a more polite form of request. Even, the statement, “I request you to connect me to so and so number/or person” is not quite appropriate for requesting an unknown person to do something for you even if it is his/her duty. Instead, say, “May I request you to.....”

Telephone Precaution As a caller you do not know whether the person receiving your call is alone. Therefore, the first rule of telephone conversation is that confidential matters should never be discussed over the phone. They can be overheard/ tapped in transmission. However, if you have to discuss something personal or something you won’t like others to know, you should check with the person you are calling in a polite manner. For example, you may say, “Can we talk about the tender for the Golden Highway project?” or just ask, “Are you free? Can we talk about the tender?” This would save you from causing any embarrassment to receiver, or risk of leakage. Communication over the phone requires the use of non-verbal skills, such as pleasant tone, sweet voice, proper intonation, and clear articulation of words. We should be able to convey larger part of the message through our way of speaking rather than the meaning of words alone. Telephone etiquette involves good manners to create good business relations between two persons.

Module 8 group communication.pdf

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Transcript of Module 8 group communication.pdf