Keyur D Vasava

MBA+Pharmacy

Dist :- Narmada

………………………………………………………………………………………………………………………………….

“Destiny is not a matter of chance, it is a matter of choice. It is

not a thing to be waited for, it is a thing to be achieved.”

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(MC)-SEM-I (GTU) Managerial Communication

Module I…!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

EFFECTIVE COMMUNICATION IN BUSINESS: 1). IMPORTANCE AND BENEFITS OF EFFECTIVE COMMUNICATION,

Effective communication is a cycle and it cannot be completed without response or feedback from the receiver of the massage. If a massage is sent and we do not receive a feedback or answer (either positive or negative) it cannot be called effective communication. SUPPLY CHAIN MANAGEMENT (SCM) is the control of the supply chain as a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management does not involve only the movement of a physical product (such as a microchip) through the chain but also any data that goes along with the product (such as order status information, payment schedules, and ownership titles) and the actual entities that handle the product from stage to stage of the supply chain.

WHAT ARE THE BENEFITS OF EFFECTIVE COMMUNICATION? Effective communication is important in personal and professional settings. Being able to communicate effectively saves time by preventing the need for multiple conversations. An effective communicator is more likely to get attention from his listener, because the listener knows the communicated information will be concise and beneficial to them.

CLIENT RELATIONS Effective communication enhances client relations, which are crucial to a company's success. Employees are ambassadors of the company. If an employee effectively

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communicates with a client and answers her questions clearly, it can raise the client's confidence in the company.

JOB SATISFACTION Effective communication between an employee and his supervisor can boost an employee's job satisfaction by making the employee feel he can make a difference. For a manager and employee to communicate effectively, the manager must be able to convey objectives, and also be able to listen. Listening to the employee and implementing the employee's ideas will make the employee feel he is a valued contributor. An employee who feels valued will be a more productive team member.

SAVING TIME Time in business is crucial. Being able to choose the proper method of communication--phone, email, fax or face-face conversation--can save a company a lot of time and money. If there is a time-sensitive issue, a face-to-face conversation or a phone call is often the best choice.

CLARITY Communicating in an effective way will prevent confusion. If you think about a message before delivering it and anticipate any way it can be misconstrued, you will be able to refine your message. The more clear and concise you are, the more effective your message will be.

CHANCES FOR PROMOTION If you are an effective communicator, you will appear more organized and knowledgeable and increase your chances to be promoted. Others will notice.

OR THE BENEFITS OF EFFECTIVE COMMUNICATION Effective communication reduces the incidence of misunderstanding and consequent errors, and enables employees to be more readily aligned to the vision and leadership of the organization, and to work more efficiently. This in turn reduces the opportunity for disharmony, discontent or dissatisfaction, and supports a healthy working culture.

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Effective communication enables managers to be more aware of the internal and external pressures on employees, and promotes the opportunity for flexible and efficient management – for example by enabling the provision of suitable interventions in the instance of sickness absence, care issues or bereavement that might benefit from temporary, flexible working arrangements.

In business, effective communications are necessary so that everyone knows what is required of them. Presentation skills will certainly benefit from effective communication to get your ideas across, and they can also be used as a tool of good communication themselves. People who cannot communicate effectively would benefit from attending public speaking courses. Often people who can communicate effectively one-to-one lose the plot when faced with a room full of people. Public speaking is one of the most feared activities for those who are not good at it. Yet often it simply takes a little practice in a supportive atmosphere, along with learning a few calming techniques, for a person to become quite a confident public speaker. These days there are many ways by which we can communicate effectively. We can use the phone, email, instant messenger, Skype and lots of other new technology. But good old face-to-face talking will never be replaced as the best way to communicate effectively. It is only when we can see someone's facial expressions and hear the inflection of their voice that we can truly understand the meaning of their words.

OR The ability to communicate well has always provided advantages to those who posses it. Communication has a rich history and its traditions can still be seen in modern way communication concepts. The ancient world both the east and the west depended heavily on oral communication. As writing became more important as a permanent record of communication, author and books on written communication principles appeared.

A vital mean of attending the company concerns is through effective internal communication downward, upward and horizontal. It helps increase job satisfaction, safety, productivity and profits and decreases absenteeism, grievances and turnover. When employees receive appropriate downward communication from management, they

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can be better motivated and more efficient. Likewise upward internal communication has become increasingly more significant. Effective horizontal communication between peers is also essential in organizations in order to solve problems, perform job duties, prepare for meetings and cooperate on important projects.

Effective communication to people outside the organization can help create a good reputation and have a positive impact on its ultimate success. The right letter, proposal, report, telephone call or personal conversation can win back a disgruntled customer, create a desire for a firm’s product or service, and help negotiate a profitable sale, encourage collections, motivate performance and in general create good will.

Effective communication also benefit for individual career. Your job, promotion and professional reputation often depend on doing well in written and oral communication. Also, your ability to communicate effectively is a valuable asset for many activities in your personal life. Communication is some time a primary responsibility in many careers, such as customer relations, labor relations, marketing, personnel, public relations, sales and teaching. Also, technical and scientific fields need editors, producers, researchers and writers.

The prime requisite of promotable executive is ability to communicate. Too often those who cannot communicate effectively in either oral or written communications remained buried in lower, dead end jobs. Member of management spend 60 to 90 percent of their working days communicating, speaking, writing and listening.

2). COMPONENTS OF COMMUNICATION

COMPONENTS OF COMMUNICATION:

1) Components of Communication 2) There are six components of Communication. 3) Context 4) Sender – Encoder 5) Message 6) Medium (i) Verbal / (ii) Non Verbal 7) Receiver Decoder 8) Feedback

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1. CONTEXT: Communication is affected by the context in which it takes place. This context may be physical, social, or cultural. The sender chooses the message to communicate within a context.

2. SENDER ENCODER: As a sender encoder, you use symbols that express you message and create the desired response.

3. MESSAGE: You must first decide what the main point of your message is, and what other information to be included. Like a ‘HELLO’, ‘HI’, etc. 4. MEDIUM: Medium is a means used to exchange / transmit the message. Verbal (Face to face talking, By ph, Radio, etc) Non Verbal (By letter, Silence, Fax, Mail, News Papers, etc) 5. RECEIVER DECODER: The message receiver is your reader or listener also known as decoder, as s/he decodes your encoded message. Receiver is influenced by his context and by his mental filter. 6. FEED BACK: Feedback can be a desire action, an oral or written message, or simply a silence. It is the most important part of communication process.

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3. CONCEPTS AND PROBLEMS OF COMMUNICATIONS

Concepts and Problems of Communication

As effective business communication is the lifeblood of every organization, a key to success in your career and help in your personal life. The volume and costs of business communication are great; so are challenges and opportunities for those with the right attitude and perpetration. When you combine the principles of effective business communication with common sense, you excel in your dealings with others. Effective communication depends to a large extent on insights into human nature and on the ability to get desirable responses by meeting expectations. It is a complex process that involves context, sender, message, medium, receiver, and feedback.

Conventions of Meaning:

A fundamental principle of communication is that the symbols the sender uses to communicate messages must have essentially the same meaning in both the sender‘s and receiver’s minds. You can never assume that the message in your mind will be perfectly transmitted to your receiver. The world is littered with errors, sometimes humorous, often costly, as a result of differences in semantic understanding.

Communication Problems involving Values, Attitudes and Opinions

Receivers’ views of the information presented will affect their response, which could be what the sender desires or just the opposite.

1. Favorable or Unfavorable Information;

The effective communicator considers the receivers and whenever possible, emphasizes the points the receivers will regard as favorable or beneficial. Receivers often react to unfavorable information by rejecting, distorting or avoiding it.

2. Incorrect Information;

Occasionally people react according to their attitude toward a situation rather than to the facts.

3. Closed Minds;

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Some people hold rigid views on certain subjects. These people do not consider facts or additional information and maintain their rigid views regardless of the circumstance.

4. Sender's trustworthiness or credibility;

Often people react more according to their attitude toward the source of information than to the information itself.

COMMUNICATION PROBLEMS..

Misinterpretation of Communication

Even in ordinary circumstances, people often say things that are not interpreted in the way the statement was intended. When people are angry with each other, the likelihood of misinterpreting communication is greatly increased--to the point where it is almost inevitable.

Failure to Understand an Opponent's Perspective

People often view conflicts from very different perspectives depending upon such things as cultural background, economic position, and religious beliefs. In order for the parties to communicate effectively, they need to understand (though not necessarily agree with) the perspectives of other parties to a conflict.

Cultural Barriers to Effective Communication

Culture affects both the substance and style of communication. Culture influences how people express themselves, to whom they talk, and how. For example, while some people may feel comfortable talking openly about their feelings with anyone, others will only talk openly and honestly with very close friends, while others may not talk that way at all. Such differences can cause people from different cultures to misinterpret both what is said and what is left unsaid, leading to misunderstandings.

Language Differences

When conflicts involve people who speak different languages (or even different dialects), it is very easy for misunderstandings to arise. Even when skilled translators are used, it is difficult for translators to transmit complex feelings and emotions as clearly as they are originally spoken.

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Misinterpreted Motives

Motives can be misinterpreted as easily as statements can be misunderstood. When parties are in conflict, there is a tendency to assume the opponent's motives are malign, even when they are not.

Inaccurate and Overly Hostile Stereotypes

Often, communication difficulties arise because people think they know all they need to know about their opponents and that further communication is unnecessary. Yet images of opponents tend to be overly hostile and exaggerated. Opponents are seen to be more extreme and outrageous than they really are.

Lack of Communication Channels/Avoided Communication

Often disputants do not have reliable methods for communicating with opposing parties. This may be because they do not want to communicate, or it may be because they are afraid to contact their opponents or have no way to do so. Sometimes the parties will break-off communication as a form of protest after a particularly disagreeable incident. However, the lack of communication can significantly increase the risk of future incidents.

Poor Listening Skills

Successful communication requires that the parties listen actively and carefully--asking questions and confirming interpretations to make sure they understand what the other person is meaning. People seldom work this hard at listening, however. Often in conflictual situations, they hardly listen at all Rather, while their opponent is talking; they are busy planning their own response. This frequently leads to misunderstandings.

Secrecy and Deception

Sometimes information which is critical to the accurate understanding of a situation is not available to all parties. This frequently occurs in business conflicts, when companies try to keep details about products and processes secret. It also occurs in international conflicts when governments keep secrets for "security" reasons. This can happen in interpersonal conflicts as well when people simply choose to keep particular facts to themselves.

Poor communication also can arise when a party attempts to strengthen its position by deliberately providing opponents and other parties with misleading or inaccurate information.

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Inflammatory Statements

Sometimes communication can make matters worse rather than better. When communication is threatening, hostile, or inflammatory it can do more to escalate a conflict than it can to defuse it?

Inflammatory Media

Negative and inflammatory publicity is a problem in conflicts--before, during, and after negotiations. Before negotiations, the media can intensify a controversy, making it harder to get people to work together, or even talk. In the early stages of negotiation, parties often advance tentative ideas which could easily backfire if publicized. The resulting outcry and complaints could easily undermine an otherwise promising negotiation effort. Even after negotiated solutions have been developed, negative publicity can rekindle conflicts, making implementation of agreements more difficult.

Inadequate Information Gathering/Time Constraints

Gathering the information needed to sensibly deal with conflict situations is time-consuming and expensive. In some cases, misunderstandings will arise because of the failure of the parties to invest the time and resources required to obtain important information. Sometimes adequate time is simply not available. When direct communication is cut off, it is easy to rely on unreliable third party sources--rumor and media stories especially. These are notoriously error-prone, and can lead to serious misunderstandings.

Crisis Communication

In crisis situations, normal communication channels are likely to be much less effective. They often operate too slowly to keep up with the rapid pace of events, or they may have been cut off entirely. They may also be unable to resist the increased hostility and distrust which crises are likely to create.

New, Poorly Informed Participants

In protracted conflicts, the people involved continually change. Often those playing leadership roles give up their positions and other individuals take their place. These new leaders frequently have a very limited understanding of the conflict's history and the current situation. This lack of information can cause these people to take actions which they would not have taken, had they been better informed.

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Constituent Communication Problems

When dialogue or negotiation occurs among a small group of people, they may develop communication skills and a level of interpersonal understanding that is not shared by others outside the immediate circle. If these small group processes are intended to have a wider effect, it is necessary to transfer the learning that takes place in the small group to the larger constituencies which the group represents. Often, however, communication between the small group members and their constituents is not adequate to expand the learning beyond the immediate circle of participants.

4. FORMS OF COMMUNICATION Forms of Communication

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OR

Verbal communication:

Verbal communication is the use of words to convey a massage, so it can be both speaking and writing.

Nonverbal Communication:

Nonverbal communication is sending a message without the use of words. Therefore, to be clearer, nonverbal communication is a message through gestures, postures, space and facial expression, sometimes-nonverbal communication is more important than the use of words and sentences.

VERBAL COMMUNICATION:

Verbal communication is the use of words to convey a massage, so it can be both speaking and writing.

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Oral communication

Oral communication, while primarily referring to spoken verbal communication, can also employ visual aids and non-verbal elements to support the conveyance of meaning. Oral communication includes speeches, presentations, discussions, and aspects of interpersonal communication. As a type of face-to-face communication, body language and choice tonality play a significant role, and may have a greater impact upon the listener than informational content. This type of communication also garners immediate feedback.

NON VERBAL COMMUNICATION

The preceding sections about the communication process focused on verbal communication—written or spoken syllables, usually worlds. We also communicate nonverbally-without words. Sometimes nonverbal messages contradict the verbal; often they express feelings more accurately than the spoken or written language.

Appearance: Appearance conveys nonverbal impressions that affect receivers’ attitudes toward the verbal message even before they read or hear them.

A) Effect on Written Messages;

The format, neatness and language of a written message send a nonverbal message to the reader.

B) Effect on Oral Messages;

Whether you are having inter communication or mass communication personal appearance and the appearance of your surroundings convey nonverbal stimuli that affect attitudes toward your spoken words.

C) Personal appearance

Clothing, hairstyles, neatness, jewelry, cosmetics, posture, stature are part of personal appearance. They convey impressions regarding occupation, age, nationality, social and economic level, job status and good or poor judgment, depending on circumstance.

D) Appearance of surroundings Aspects of surroundings include room size, location, furnishings. Machines, architecture, decorations where ever people communicate orally.

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BODY LANGUAGE:

A) Facial Expression;

The eyes and face are especially helpful means of communicating nonverbally they reveal hidden emotions.

B) Gestures, Postures and Movement;

Posture, gestures and body movement convey a message and add to or subtract from your oral message.

C) Smell and Touch;

Various odors and fragrances sometimes convey the emotions of the sender and sometimes affect the reactions of the receiver. Touching people can communicate friendship, love, anger or other feelings.

D) Voice and Sounds;

Your voice quality the extra sounds you make while speaking are also a part of nonverbal communication call paralanguage. Paralanguage includes voice, volume rate, articulation, pitch and other sounds you may make such as throat clearing and sighing. A laud voice often communicates urgency while a soft one is sometimes calming. Speaking fast may suggest nervousness haste

5) COMMUNICATION PROCESS Definition of communication The process of creating and exchanging meaning through symbolic interaction.

As a process communication constantly moves and changes. It does not stand still.

Meaning involves thoughts, ideas, and understandings shared by communicators.

Symbolic means that we rely on words and nonverbal behaviors to communicate meaning and feelings.

The Communication Process Context provides the people, the occasion and the task. Physical environment is the actual place or space where communication occurs. Climate influences the emotional atmosphere.

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Five Principles of Communication Communication is transactional because it involves an exchange.

If I go to the store to get a coke, I exchange money to the cashier for the coke. I give something and get something in return. Communication is the same… you have to give and receive for communication to happen.

Communication is complex for several reasons.

It is interactive because many processes are involved. It is symbolic because symbols are open to interpretation. It is personal & cultural because a person’s culture can add a new or

different meaning to a phrase or gesture. It is irreversible because once a message is sent, it cannot be taken

back. It is circular because it involves both original messages and feedback

which is necessary to confirm communication. It is purposeful because there is always a reason behind a message and

it helps meet our needs. It is impossible to duplicate because each interaction is unique.

Communication is unavoidable because it is impossible to not communicate.

You are communicating constantly even when you do not intend to communicate. You communicate by the way you sit or move, by the way

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you speak, by what you wear, by your actions…. Even when you sleep in class, you’re communicating that you are bored or that you don’t care.

Communication is continuous because it continues to impact and influence future

interactions and shape our relationships. Have you ever gotten off to a wrong start with someone? Has it taken a

lot of time to perhaps overcome someone’s negative opinion of you? Has someone ever said something to you that hurt your feelings and

you’ve always remembered it and think about it when you see that person?

Communication skills can be learned because they can always be improved.

You may need to work on speaking skills, written communication, listening, relationship skills… there’s always room for improvement!

Five Levels of Communication Intrapersonal Communication is communication that occurs in your own mind. It

is “self-talk” which are the inner speeches or mental conversations that we carry on with ourselves. It is the basis of your feelings, biases, prejudices, and beliefs. Examples are when you make any kind of decision – what to eat or wear.

When you think about something – what you want to do on the weekend or when you think about another person.

You can also communicate with yourself when you dream at night. Small Group communication is communication within formal or informal groups or

teams. It is group interaction that results in decision making, problem solving and discussion within an organization.

Examples would be a group planning a surprise birthday party for someone. A team working together on a project. A focus group discussing the pros and cons of a new product. A group therapy session. One-to-group communication involves a speaker who seeks to inform, persuade

or motivate an audience. Examples are a teacher and a class of students. A preacher and a

congregation. A speaker and an assembly of people in the auditorium. Mass communication is the electronic or print transmission of messages to the

general public. Outlets called mass media include things like radio, television, film, and printed materials designed to reach large audiences.

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A television commercial. A magazine article. Hearing a song on the radio. Books, Newspapers, Billboards. The key is that you are reaching a large amount of people without it being face to face. Feedback is generally delayed with mass communication.

Competent Communicators are… Ethical - This means that a communicator follows the morals and codes of

conduct within a society. It is how a person behaves and how they treat others. They are honest and truthful. They keep confidences and are cautious about spreading gossip. They consider the needs, rights, and feelings of other people.

Responsible - This means that they take responsibility for their own

communication choices and behavior. They are informed and are able to support what they say with facts and

examples that are true. They are logical with developed reasoning skills and the ability to draw

conclusions and reach decisions. They are accountable taking responsibility for their information,

decisions and actions. They are reliable which means they can be trusted to keep their word

even if a decision may not benefit them. Accessible - They tend to value positive relationships with peers, supervisors,

and clients. They are open and approachable. They are seen as caring, likable, and pleasant to be around.

6. ROLE OF VERBAL & NON-VERBAL SYMBOLS IN COMMUNICATION Verbal and nonverbal communications are required for human communication. Both types of communication exist primarily on the concept of symbolic communication, and cannot be fully understood without considering the other. Language in communication is extremely powerful, as words can be used to shape culture, create meaning, classify individuals, and both clarify and confuse symbolic meaning. Nonverbal communication, beyond its influence over verbal communication, is often the first type of communication expressed during a communication exchange. People begin to formulate understandings and opinions of others before they even hear them speak, and nonverbal communication expresses the information during early phases of

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interaction. Verbal and nonverbal communication are directly related, and understanding the power each style exerts over the entire communication process is key to effectively developing and executing quality communication strategies.

Role of Nonverbal Communication Nonverbal communication provides individuals and groups with many options for presenting their messages. Here are some of the uses of nonverbal communication. � To create impressions beyond the verbal element of communication (kinesics, chronemics, vocalics, environment)

To repeat and reinforce what is said verbally (occulesics, kinesics)

To manage and regulate the interaction among participants in the communication exchange(kinesics, occulesics, proxemics, synchrony)

To express emotion beyond the verbal element (kinesics, occulesics, haptics,

vocalics,proxemics) To convey relational messages of affection, power, dominance, respect, and so

on (proxemics,occulesics, haptics)

To promote honest communication by detecting deception or conveying suspicion (kinesics,occulesics, vocalics)

To provide group or social leadership by sending messages of power and

persuasion (kinesics,vocalics, chronemics) OR Function, Advantage, Purpose or Importance of non-verbal communication are as follows: 1. CLEAR EXPLANATION: Through non-verbal symbols we can support words or verbal communication. For example most of the time when we say ‘yes’ then we also nod our head. That is, non-verbal symbols provide clear explanation to verbal communication. 2. RE-STATE: Facial expressions and body movements restate or emphasize our views and opinions. 3. INDICATIVE:

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Non-verbal communication tools are indispensable to indicate something. When we say “this is our college,” then we also point out it by using pointing finger. 4. CONTROL: By non-verbal symbols we can control the behavior of others. For example by showing ‘Yellow card’ to a football player the referee can warn him to maintain the rules of the game. 5. KNOWLEDGE TRANSFER: Non-verbal cues or signals are only way to transfer knowledge to deaf and dumb persons. 6. EXCHANGE OF FEELINGS: The basic need for communication is exchange of feelings, thoughts and ideas. Non-verbal symbols are natural and efficient tools for exchanging feelings. Through non-verbal cues we can even share our views with the people of other counties. 7. TIME SAVING: In a busy business center or in a factory executives and supervisions provide instructions to employees by using non-verbal signals. In this way they can save their valuable time. 7. NON VERBAL COMMUNICATION

NON VERBAL COMMUNICATION

The preceding sections about the communication process focused on verbal communication—written or spoken syllables, usually worlds. We also communicate nonverbally-without words. Sometimes nonverbal messages contradict the verbal; often they express feelings more accurately than the spoken or written language.

Appearance:

Appearance conveys nonverbal impressions that affect receivers’ attitudes toward the verbal message even before they read or hear them.

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A) Effect on Written Messages;

The format, neatness and language of a written message send a nonverbal message to the reader.

B) Effect on Oral Messages;

Whether you are having inter communication or mass communication personal appearance and the appearance of your surroundings convey nonverbal stimuli that affect attitudes toward your spoken words.

C) Personal appearance

Clothing, hairstyles, neatness, jewelry, cosmetics, posture, stature are part of personal appearance. They convey impressions regarding occupation, age, nationality, social and economic level, job status and good or poor judgment, depending on circumstance.

D) Appearance of surroundings

Aspects of surroundings include room size, location, furnishings. Machines, architecture, decorations where ever people communicate orally.

BODY LANGUAGE:

A) Facial Expression;

The eyes and face are especially helpful means of communicating nonverbally they reveal hidden emotions.

B) Gestures, Postures and Movement;

Posture, gestures and body movement convey a message and add to or subtract from your oral message.

C) Smell and Touch;

Various odors and fragrances sometimes convey the emotions of the sender and sometimes affect the reactions of the receiver. Touching people can communicate friendship, love, anger or other feelings.

D) Voice and Sounds; Your voice quality the extra sounds you make while speaking are also a part of nonverbal communication call paralanguage. Paralanguage includes voice, volume rate, articulation, pitch and other sounds you may make such as throat

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clearing and sighing. A laud voice often communicates urgency while a soft one is sometimes calming. Speaking fast may suggest nervousness haste

8. BARRIERS TO EFFECTIVE COMMUNICATION 1). NOISE - When a person is communicating to another and someone or something makes noise, then the communication process fails.

2.) PHYSICAL LOCATION - When teams are spread across the world and diverse teams are created.

3.) POOR EQUIPMENT - Not having the right IT infrastructure, slow computers, poor quality audio teleconference systems making it difficult to hear what is being said;

4.) LANGUAGE - Speaking in different languages, or where a language is not your first language. This also applies to every industry that has its own acromyns and meanings for their equipment, tools and technques they use;

5.) CULTURE - Spealing the same language but words having different meaning in different countries, e.g UK English and USA English have different words for rubber/eraser;

6.) ORGANISATIONAL - inappropriate chains of commenad and reporting structures in business organisations;

7.) ATTITUDINAL - Dissatisfaction, the dislike of change, of management or the environment;

8.) OUTDATED INFORMATION - People using different document versions, and not speaking off the same song sheet;

9.) PERCEPTION - One message has two or more different meanings when spoken or put

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into an email. Different levels of education and experience can also be a communications barrier;

10.) PERSONALITY - Personal likes and dislikes, and people having selective hearing on boring subjects or boring speakers.

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Encoding Barriers. The process of selecting and organizing symbols to represent a message requires skill and knowledge. Obstacles listed below can interfere with an effective message.

1. Lack of Sensitivity to Receiver. A breakdown in communication may result when a message is not adapted to its receiver. Recognizing the receiver’s needs, status, knowledge of the subject, and language skills assists the sender in preparing a successful message. If a customer is angry, for example, an effective response may be just to listen to the person vent for awhile.

2. Lack of Basic Communication Skills. The receiver is less likely to understand the message if the sender has trouble choosing the precise words needed and arranging those words in a grammatically-correct sentence.

3. Insufficient Knowledge of the Subject. If the sender lacks specific information about something, the receiver will likely receive an unclear or mixed message. Have you shopped for an item such as a computer, and experienced how some salespeople can explain complicated terms and ideas in a simple way? Others cannot.

4. Information Overload. If you receive a message with too much information, you may tend to put up a barrier because the amount of information is coming so fast that you may have difficulty comfortably interpreting that information. If you are selling an item with twenty-five terrific features, pick two or three important features to emphasize instead of overwhelming your receiver (ho-hum) with an information avalanche.

5. Emotional Interference. An emotional individual may not be able to communicate well. If someone is angry, hostile, resentful, joyful, or fearful, that person may be too preoccupied with emotions to receive the intended message. If you don’t like someone, for example, you may have trouble “hearing” them.

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Transmitting Barriers: Things that get in the way of message transmission are sometimes called “noise.” Communication may be difficult because of noise and some of these problems:

1. Physical Distractions. A bad cellular phone line or a noisy restaurant can destroy communication. If an E-mail message or letter is not formatted properly, or if it contains grammatical and spelling errors, the receiver may not be able to concentrate on the message because the physical appearance of the letter or E-mail is sloppy and unprofessional.

2. Conflicting Messages. Messages that cause a conflict in perception for the receiver may result in incomplete communication. For example, if a person constantly uses jargon or slang to communicate with someone from another country who has never heard such expressions, mixed messages are sure to result. Another example of conflicting messages might be if a supervisor requests a report immediately without giving the report writer enough time to gather the proper information. Does the report writer emphasize speed in writing the report, or accuracy in gathering the data?

3. Channel Barriers. If the sender chooses an inappropriate channel of communication, communication may cease. Detailed instructions presented over the telephone, for example, may be frustrating for both communicators. If you are on a computer technical support help line discussing a problem, it would be helpful for you to be sitting in front of a computer, as opposed to taking notes from the support staff and then returning to your computer station.

4. Long Communication Chain. The longer the communication chain, the greater the chance for error. If a message is passed through too many receivers, the message often becomes distorted. If a person starts a message at one end of a communication chain of ten people, for example, the message that eventually returns is usually liberally altered.

Decoding Barriers. The communication cycle may break down at the receiving end for some of these reasons:

1. Lack of Interest. If a message reaches a reader who is not interested in the message, the reader may read the message hurriedly or listen to the message carelessly. Miscommunication may result in both cases.

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2. Lack of Knowledge. If a receiver is unable to understand a message filled with technical information, communication will break down. Unless a computer user knows something about the Windows environment, for example, the user may have difficulty organizing files if given technical instructions.

3. Lack of Communication Skills. Those who have weak reading and listening skills make ineffective receivers. On the other hand, those who have a good professional vocabulary and who concentrate on listening, have less trouble hearing and interpreting good communication. Many people tune out who is talking and mentally rehearse what they are going to say in return.

4. Emotional Distractions. If emotions interfere with the creation and transmission of a message, they can also disrupt reception. If you receive a report from your supervisor regarding proposed changes in work procedures and you do not particularly like your supervisor, you may have trouble even reading the report objectively. You may read, not objectively, but to find fault. You may misinterpret words and read negative impressions between the lines. Consequently, you are likely to misunderstand part or all of the report.

5. Physical Distractions. If a receiver of a communication works in an area with bright lights, glare on computer screens, loud noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably experience communication breakdowns on a regular basis.

Responding Barriers—the communication cycle may be broken if feedback is unsuccessful.

1. No Provision for Feedback. Since communication is a two-way process, the sender must search for a means of getting a response from the receiver. If a team leader does not permit any interruptions nor questions while discussing projects, he may find that team members may not completely understand what they are to do. Face-to-face oral communication is considered the best type of communication since feedback can be both verbal and nonverbal. When two communicators are separated, care must be taken to ask for meaningful feedback.

2. Inadequate Feedback. Delayed or judgmental feedback can interfere with good communication. If your supervisor gives you instructions in long, compound-complex sentences without giving you a chance to speak, you may pretend to understand the instructions just so you can leave the stress of the conversation. Because you may have not fully understood the intended instructions, your performance may suffer.

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8. OVERCOMING COMMUNICATION BARRIERS

1. Physical barriers

Physical barriers in the workplace include:

marked out territories, empires and fiefdoms into which strangers are not allowed

closed office doors, barrier screens, separate areas for people of different status

Large working areas or working in one unit that is physically separate from others.

Research shows that one of the most important factors in building cohesive teams is proximity. As long as people still have a personal space that they can call their own, nearness to others aids communication because it helps us get to know one another.

2. Perceptual barriers

The problem with communicating with others is that we all see the world differently. If we didn't, we would have no need to communicate: something like extrasensory perception would take its place.

The following anecdote is a reminder of how our thoughts, assumptions and perceptions shape our own realities:

A traveler was walking down a road when he met a man from the next town. "Excuse me," he said. "I am hoping to stay in the next town tonight. Can you tell me what the townspeople are like?"

"Well," said the townsman, "how did you find the people in the last town you visited?"

"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool. Over-charged me for what I got. Gave me very poor service."

"Well, then," said the townsman, "you'll find them pretty much the same here."

3. Emotional barriers

One of the chief barriers to open and free communications is the emotional barrier. It is comprised mainly of fear, mistrust and suspicion. The roots of our emotional mistrust of others lie in our childhood and infancy when we were taught to be careful what we said to others.

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"Mind your P's and Q's"; "Don't speak until you're spoken to"; "Children should be seen and not heard". As a result many people hold back from communicating their thoughts and feelings to others.

They feel vulnerable. While some caution may be wise in certain relationships, excessive fear of what others might think of us can stunt our development as effective communicators and our ability to form meaningful relationships.

4. Cultural barriers

When we join a group and wish to remain in it, sooner or later we need to adopt the behavior patterns of the group. These are the behaviors that the group accepts as signs of belonging.

The group rewards such behavior through acts of recognition, approval and inclusion. In groups which are happy to accept you and where you are happy to conform, there is a mutuality of interest and a high level of win-win contact.

Where, however, there are barriers to your membership of a group, a high level of game-playing replaces good communication.

5. Language barriers

Language that describes what we want to say in our terms may present barriers to others who are not familiar with our expressions, buzz-words and jargon. When we couch our communication in such language, it is a way of excluding others. In a global market place the greatest compliment we can pay another person is to talk in their language.

One of the more chilling memories of the Cold War was the threat by the Soviet leader Nikita Khruschev saying to the Americans at the United Nations: "We will bury you!" This was taken to mean a threat of nuclear annihilation.

However, a more accurate reading of Khruschev's words would have been: "We will overtake you!" meaning economic superiority. It was not just the language, but the fear and suspicion that the West had of the Soviet Union that led to the more alarmist and sinister interpretation.

6. Gender barriers

There are distinct differences between the speech patterns in a man and those in a woman. A woman speaks between 22,000 and 25,000 words a day whereas a man

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speaks between 7,000 and 10,000. In childhood, girls speak earlier than boys and at the age of three, have a vocabulary twice that of boys.

The reason for this lies in the wiring of a man's and woman's brains. When a man talks, his speech is located in the left side of the brain but in no specific area. When a woman talks, the speech is located in both hemispheres and in two specific locations.

This means that a man talks in a linear, logical and compartmentalised way, features of left-brain thinking; whereas a woman talks more freely mixing logic and emotion, features of both sides of the brain. It also explains why women talk for much longer than men each day.

7 Interpersonal barriers

There are six levels at which people can distance themselves from one another:

1. Withdrawal is an absence of interpersonal contact. It is both refusal to be in touch and time alone.

2. Rituals are meaningless, repetitive routines devoid of real contact. 3. Pastimes fill up time with others in social but superficial activities. 4. Working activities are those tasks which follow the rules and procedures of

contact but no more. 5. Games are subtle, manipulative interactions which are about winning and losing.

They include "rackets" and "stamps". 6. Closeness is the aim of interpersonal contact where there is a high level of

honesty and acceptance of yourself and others.

Working on improving your communications is a broad-brush activity. You have to change your thoughts, your feelings, and your physical connections.

That way, you can break down the barriers that get in your way and start building relationships that really work.

10. SEVEN C’S OF EFFECTIVE COMMUNICATION.

The Seven C’s of Effective Communication

1. Completeness

A) Provide All Necessary Information

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B) Answer All Questions Asked

C) Give Something Extra, When Desirable

2. Conciseness

A) Eliminate Wordy Expression B) Include Only Relevant Material C) Avoid Unnecessary Repetition

3. Consideration

A) Focus on “You” Instead of “I” or “we” B) Show Audience Benefit or Interest in the Receiver C) Emphasize Positive, Pleasant Facts

4. Concreteness

A) Use Specific Facts and Figures B) Put Action in you Verbs C) Choose Vivid, Image-Building Words

5. Clarity

A) Choose Precise, Concrete, and Familiar Words B) Construct Effective Sentences and Paragraph

6. Courtesy

A) Be Sincerely Tactful, Thoughtful, and Appreciative B) Use Expression That Show Respect C) Choose Nondiscriminatory Expression

7. Correctness

A) Use Right Level of Language B) Check Accuracy of Figures, Facts and Words C) Maintain Acceptable Writing Mechanics

Seven C’s of Communication

To compose effective written or oral messages you must apply certain communication principles. These principles provide guidelines for choice of content and style of presentation

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adapted to the purpose and receiver of your message. Called the “seven c’s” they are Completeness, Conciseness, Consideration, Concreteness, Clarity, Courtesy, and Correctness. All Seven C’s can apply to both oral and written communication

Although we deal with here with these principles on the sentence level , they are applicable to all forms of communication, from mere utterances and sentences to complete documents or presentation.

1. Completeness (Message receivers-either listeners or readers—desire complete information to their questions)

Your business message is complete when it contains all facts the reader or listener needs for the reaction you desire. Remember that communicators –senders-receivers differ in their mental filters; they are influenced by their background, viewpoints, needs, experience, attitudes, status and emotions. Because of these differences, communication senders need to assess their message through the eyes of receivers to be sure they have included all relevant information.

Completeness offers numerous benefits. First complete messages are more likely to bring the desire results without the expense of additional messages. Second, they can do a better job of building goodwill. Messages that contain information that receiver needs show concern for others. Third complete messages can help avert costly lawsuits that may result if important information is missing.

As you strive for completeness, keep the following guidelines in mind.

Provide all necessary information. Answer all questions asked. Give something extra, when desirable.

Provide all necessary information

When you initiate a message check to make sure you have provided all the information the reader needs for thorough, accurate understanding. One-way to help make your

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message complete is to answer the fie W question- who, what, when, where, why –and any other essentials suck as how. The five –question method is especially useful when you write request, announcement, or other informative message.

Answer all questions asked

Whenever you reply to an inquiry, try to answer all question—stated and implied. A colleague or prospective customer’s reaction to an incomplete reply is likely to be unfavorable. The customer may think the respondent is careless or is purposely trying to conceal a weak spot.

Give something extra, when desirable

The words “hen desirable” in the above heading are essential. Sometimes you must do more than answer the customers’ specific questions. They may not know what they need or their question may be inadequate.

2. Conciseness

Conciseness is saying what you have to say in the fewest possible words without sacrificing the other C qualities. A concise message is complete without being wordy. Conciseness is a prerequisite to effective business communication. A concise message saves time and

Eliminate wordy expressions. Include only relevant material. Avoid unnecessary repetition.

3. Consideration

Consideration means preparing every message with the message receiver in mind; try to put yourself in their place. You are considerate, you do not lose your temper, you do not accuse, and you do not charge them without facts. You are foremost, aware of their desires, problems, circumstance, emotions, and probable reactions to your request. Then handle the matter from their point of view.

Three specific ways to indicate consideration are: Focus on “you” instead of “I” and “we”

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Show audience benefit or interest in the receiver. Emphasize positive, pleasant facts.

4. Concreteness

Communicating concretely means being specific, definite and vivid rather than vague and general.

The following guidelines should help you compose concrete, convincing messages.

Use specific facts and figures. Put action in your verbs. Choose vivid, image building words.

EXAMPLES OF COMMUNICATION SYSTEMS - E-mail - Voice Mail - Fax - Smart Phone - Instant Messaging - Telecommuting - Video-conferencing - Groupware - Telephony - E-Commerce - The Internet - Bulletin board system - The Web - Global positioning system

Module II…!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

STRATEGIES FOR SUCCESSFUL LISTENING AND SPEAKING SKILLS LISTENING SKILLS: DEFINITION, TYPES, PURPOSES FOR LISTENING, ANATOMY OF POOR LISTENING, FEATURES OF A GOOD LISTENER. Definition- The ability to discern various sounds, including music, rhythm, and pitch, as well as the intonation of spoken language..

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Types- The different types of listening skills used in human communication:

1. Active listening 2. Appreciative listening 3. Dialogic listening 4. Informative listening 5. Reflective listening 6. Workplace listening

Purposes for listening- Good listening skills make workers more productive. The ability to listen carefully will allow you to:

To gain new information and ideas to arrive at true, workable and acceptable conclusions

To question and test evidence and assumptions, or verify data and information To be inspired by great thoughts and ideas To improve your own communication

better understand assignments and what is expected of you; build rapport with co-workers, bosses, and clients; show support; work better in a team-based environment; resolve problems with customers, co-workers, and bosses; answer questions; and find underlying meanings in what others say.

Barriers to Effective Listening

There are many reasons as to why individuals fail to listen successfully, These include:

1. Interrupting 2. Faking attention and tuning out 3. Becoming emotional 4. Jumping to conclusions 5. Getting distracted 6. Pre-judging the subject 7. Wrong focus 8. Gathering only facts 9. Inflexibility while listening 10. Avoiding complicated subjects

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Anatomy of poor listening- Many people are poor listeners, even in everyday life. They tend to listen and think about something else at the same time. This happens even more frequently when people are in conflict. Rather than carefully attending to what the other person has said, many people think about their response while the other person is talking.

In addition, they tend to interpret things to coincide with the views that they already have. For this reason, they assume they know and understand what other people are saying, because they assume that it corresponds to their own expectations about what the person is likely to say or "should" be saying. Since people in conflict tend to develop hostile and distrustful images of the other, their interpretation of things the other side says or does is also likely to be hostile and distrustful. Ambiguous messages are interpreted in the worst possible way; even clear messages tend to be ignored or disregarded, if they are inconsistent with one's original negative view.

Such poor listening makes good communication almost impossible. No matter how much care one person or group takes to communicate their concerns, values, interests, or needs in a fair, clear, unthreatening way, if the listener is not willing to receive that information in that way, the communication will fail.

Features of a good Listener 1. Stop talking with other while you listen to some one. So you can understand the concept of speaker. 2. Show you want to listen. So you can understand him. 3. Remove distraction 4. You should empathies with speaker on listening time. 5. You should be a patient. It is a best feature of good listener. 6. Hold your temper while you listen to some one. There are the best features of good listener. A good listener looks at the speaker and makes Eye Contact. A good listener does not finish the other person’s sentences. There is nothing more irritating than trying to express an original thought when someone cuts in and assumes the rest of the statement. A good listener uses positive body language. Keep your arms open, and not crossed, to indicate that you understand their ideas. Occasionally, nod your head or shrug your shoulders to get your body involved in the process of listening.

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A good listener uses positive verbal signals. Say “u-huh” or “hmmm,” or “I understand.” As the speaker gives you information, these verbal signals, which give positive feedback, will reveal that you are in the conversation. Imagine the confusion if you telephoned someone, but they made no response when you answered the phone. You would continue to ask, “Are you there?” A good listener uses positive facial expressions. Smile often, even when on the telephone; it shows up in your voice. Let concern show on your face when the speaker expresses a problem. A good listener does not change the subject too quickly. Let the speaker express concerns and ideas fully before you move on to a new subject. Concentrate on finding out their needs; do not interject your own stories and experiences. A good listener asks good questions to prompt further discussion and develops questions from the other person’s responses. To do this effectively you must be attentive. A good listener focuses on what the speaker is saying and not on his/her own next statement. A good listener exhibits patience. Do not look at your watch or tap your fingers, or look over the shoulder of the speaker. A good listener does the 80-20 rule. Simply stated, you speak 20 per cent of the time and listen 80 per cent of the time. A good listener makes the speaker feel important. Imagine that the speaker wears a sign that reads, “Make me feel important.”

2. STRATEGIES FOR IMPROVING ORAL PRESENTATIONS

1. Determine the purpose

o To Inform o To Persuade o To entertain

2. Analyze the audience and occasion

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o As in writing, knowledge of the audience is significant for communicating effectively.

3. Select the main idea for the message.

o Select your main theme or your core ideas should be done first. Then gathering additional information will be in support of those core ideas.

4. Research the topic

o In writing, you need to collect facts, data and information to support your findings.

5. Organizing the data and write the draft

o Once the information has been gathered, you need to organize the data and form an initial outline that would enhance the knowledge pertaining to Introduction, Body & Summary/Conclusion. The Introduction must consist of PAL approach.

6. Create Visual Aids

7. Rehearse the talk OR

1. Do your homework. Nobody can give a good presentation without putting in some serious time preparing remarks. Many gifted speakers look as if they're just talking off the cuff, saying whatever comes to mind. But, in truth, they've spent considerable time figuring out what they're going to say. You should, too.

2. Play the parts. Good presentations are structured in sections. Many presentations need only two or three main points. Organizing your points into a few main parts and telling your audience what these parts are–both before and as you go through your presentation–can be the difference between a winning presentation and a loser.

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3. Do a dry run. It's always good to do a run-through (or even a couple of run-throughs) the night before the presentation. This can help with both your timing and your manner of presentation. Be sure to make mental notes if you went on too long or got nervous or stuck. Some people find it useful to have a friend pretend to be the audience: He or she can build up your confidence and maybe even ask a question or two.

4. Look presentable. No need to wear a suit, but it's hard for people to take a presentation seriously when you look like someone who just rolled out of bed.

5. Talk; don't read. Nobody enjoys seeing a speaker burying his or her face in a script, reading stiffly from a piece of paper. Try to talk from notes, or, if you use a written-out text, try to look down at it only occasionally. It's less important that you capture the text word for word than that you present the main ideas in a natural and relaxed way. (Your practice sessions should help you here, since they enable you to better remember what you want to say.)

6. Take it slow. The single biggest mistake inexperienced speakers make is going too fast. Remember that your audience is hearing the material for the first time and isn't nearly as familiar with the topic as you are.

Extra Pointer. If you find yourself running out of time, either drop or briefly summarize any leftover material. If your presentation includes a discussion period, gesture at the points you haven't fully covered and suggest them as things that could be discussed later.

7. Use aids. For certain sorts of presentations, visual aids–such as PowerPoints, handouts, even things written on the board–can help your audience locate and grasp the main points. Just be sure to explain these materials fully in your presentation: No one is happy to see an outline that can't be made heads or tails of.

Extra Pointer. Some presenters find the "speaker notes" feature useful in PowerPoint (you see a pane with your notes that the audience doesn't see). It sure beats flashcards.

8. Don't bury the crowd. Including massive numbers of quotations or unfathomable amounts of data can overwhelm even the most attentive audience.

9. Be yourself. As important as the content you present is your authenticity in presenting it, so don't try to be someone you're not. You'll never succeed.

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10. Play it straight. There's no harm in including a little humor in your presentations, especially if you can carry it off well. But in most college presentations, clowns will get C's.

11. Circle the crowd. A very important part of public speaking is to make eye contact with people seated in all parts of the room–even those nodding off in the back. That shows people that you're interested in communicating with them–not just getting through this experience as quickly as possible. And it wouldn't hurt to go out from in back of the podium or desk and walk around the room a little. Sharing space with the audience can also communicate your interest in sharing your results with them, something you surely want to do.

12. Appear relaxed. You don't have to actually be relaxed–few speakers are–but at least try to appear as relaxed as possible. Bring along some water or a drink, take short breaks from time to time, and think pleasant thoughts. No one enjoys speakers who are trembling and sweating bullets.

Professors' Perspective. Some professors throw up before having to lecture. It doesn't happen often–thankfully–but take consolation in knowing that even very experienced speakers find it tense to give a lecture.

13. Finish strong. Always be sure to have a satisfying conclusion to your presentation in which you make clear to the listeners what they now know. It creates a warm feeling in the minds of your listeners and shows them that they've really learned something from your talk—which they probably have.

14. Welcome interruptions. Some speakers are terrified that someone will interrupt them with a question or comment. Actually, this is one of the best things that can happen, because it shows that someone in the audience has engaged with what you're saying, and, if you have the time to offer a brief response, it can actually lead to genuine progress on the point you were making. And two-way conversation (assuming you're minimally good at it) is always a tension-reducer.

15. Know when to stop lecturing. Certain presentations–especially in advanced or upper-division classes or seminars–can require you to present some material, then lead a discussion. Be sure to attentively listen to any comments or questions your classmates might raise before starting on your answer. And in a discussion period, never lecture (only discuss), and be sure to answer exactly the question asked

3. WAYS OF DELIVERING ORAL MESSAGE

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Extemporaneous: allows a speaker to use notes or an outline preferably in the form of small cards (3-5 inches) that can be held discretely in the palm of your hand

It allows more eye contact with the audience and is the most popular way of presentation

Reading: political figures and policy makers etc. who can’t afford to make any mistake in their messages prefer reading from a written text.

Memorization: this technique is rarely used as there is a limit to how much we

can instantly remember Impromptu: if you are asked to speak without any prior preparation, you should

not be caught unprepared You should make notes of the discussions being held in the meeting so that you

can speak effectively when called upon to do so. OR

Ways to deliver oral message

You have four options for speaking.

1. Extemporaneous 2. Reading 3. Memorizing 4. Impromptu

1. Extemporaneous:

This method-most preferred by the audience and speaker-allows a speaker to use notes or an outline. Making a presentation with an outline, note cards or visual aids is probably the most effective and easiest delivery mode. This approach gives you something to refer to and still allows eye contact and interaction with the audience. If your listener looks puzzled you can expand on a point or rephrase it. Generally note cards are preferable to sheets of paper because nervousness is easier to see in shaking sheets of paper.

2. Reading:

If you are delivering a complex or technical presentation or a statement having accurate facts and figures, you may want to read it. Policy statement by government

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officials are sometimes read because the wording may be critical. If you choose to read your speech, practice enough so that you can still maintain eye contact with your audience. Triple spaced copy, wide margins and large fonts will help. You might even want to include stage cues, such as pause, raise hands, lower voice etc. Today, speakers on television often “read” from the teleprompter, a device allowing them to read their words directly from a script passing in front of the camera lens.

3. Memorization:

Unless you are a trained actor, avoid memorizing your speech, especially a long one. You are likely to forget your lines and your speech will sound stiffed (stiffly or artificially forced). You will often need to address audience questions during your speech so you must be flexible enough to adjust your speech as you go. However, memorizing a quotation, an opening paragraph or few concluding remarks can bolster your confidence and strengthen your delivery.

4. Impromptu speaking:

You might have to give an impromptu or unrehearsed speech if you are called on to speak unexpectedly or if you have agreed to speak but neglected to prepare your remarks. Avoid speaking unprepared. Unless you have spoken countless times on the same topic or are an extra-ordinary public speaker. When you are asked to speak “off the cuff” take a moment to think through what you will say. Then avoid the temptation to ramble (to write or talk disconnectedly; to wander from the subject; a walk taken for pleasure, with or without definite route)

4.STRATEGIES FOR AN EFFECTIVE ORAL DELIVERY Strategies for an Effective Oral Delivery

One of your personal signatures is your voice; varying pitch, rate and volume gives it more interest and appeal.

1. Pitch

o Monotone o High Voice or Low Voice

2. Rate

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o Variation in rate of speaking words is better than speaking in the same speed.

3. Volume

o Contrast in Emphasis o Controlled Breathing

4. Vocal Quality

o Clarity in speaking words so that they are easily understandable by the audience.

5. Pronunciation

o Jargons o Varied Regional Accents o Added or omitted sounds.

OR PITCH: it is the shrillness or lowness of the voice. Women have higher pitch

than men. Monotone means same pitch throughout the speech which is irritating to the

listeners. Strong declarative sentences end with downward pitch, questions and

suggestions end on higher pitch. Pitch varies in sentences: Mary don’t do that!

RATE: the rate of words delivered per minute should range between 80 to 160. Pauses between words or sentences emphasize transitions of thought and help

the speaker collect their thoughts. But pauses should not be too long so that they bore the listeners.

VOLUME: some people have naturally loud voice. But one must regulate the

volume according to audience size. Volume can also vary on important words, sentences or ideas.

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VOCAL QUALITY: every voice has its unique quality. Voices can be deep,

throaty, gentle, masculine, effeminate, dynamic, weak, strong, secure, clear etc.

Some people do not have a good quality voice in which case they should get speech therapy.

PRONUNCIATION: it is an important part of oral delivery. In the professional

world correct pronunciation is necessary especially for foreign speakers of English.

Jargon or technical terms and abbreviations should not be spoken outside the group or should be explained before use.

Sounds should not be omitted such as using ‘gonna’ or ‘wanna’ for ‘going to’ and ‘want to’ etc.

One must listen to educated and cultured people in order to polish one’s pronunciation.

Dictionary also is a good source of correct pronunciation.

6. STRATEGIES FOR AN EFFECTIVE NONVERBAL DELIVERY

Strategies for an Effective Non Verbal Delivery

1. Posture

o Posture, is how you stand, even sit, communicate something about you as a communicator

2. Movement

o Move to hold attention o Move to get rid of Nervousness o Move to suggest Transitions o Move to increase emphasis

3. Gestures

o Emblems : Arm wave for Hello or Good Bye

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o Illustrators: Arm used to describe a circle or finger point to emphasize

o Affect Displays: Use of Emotional state i.e. happy, sad, anger, fear etc.

o Regulators: use body movement of audiences to search out responses. o Adapters: Unintentional movements i.e. twisting a pencil. o To Emphasize: hitting the palm, shaking it upright. o To Point: the index finger calls for attention focus on locations/

directions o To describe: Clearly though the picture does not give an idea.

4. Facial Expressions

5. Appearance

o Western attire is accepted throughout the world. Conversely. Western business person must recognize that other nations may have different dress codes.

OR

Posture: straightness of the back is essential for a good impression whether you sit or stand.

Movement: during your presentation maintain eye contact with your audience and occasionally move back and forth, but not continuously

Movement is meant for purposes of holding audience’s attention, getting rid of nervousness, for suggesting transitions, and for increasing emphasis

Gestures: movement of hands, arms and shoulders, and head are termed gestures

Emblems: behavior which signifies specific verbal terms such as thumbs up as sign of good work, arm wave as sign of hello

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Illustrators: when hands or fingers are used to point out objects Affect Displays: when facial expressions are used to indicate emotional states

Regulators: when speakers use body movements of their audience to search out responses to their messages. Listeners may nod their heads, maintain eye contact, shift their postures, incline their heads to listen better.

-Adaptors: these are unintentional movements to a physical or psychological state: scratching a nose, twisting a pencil, smoothing one’s hair

Gestures are used

To emphasize To point To reject To describe You should vary gestures, avoid continuous gestures, watch timing, adapt

gestures

Facial expressions convey primary gestures, including eye contact Appearance matters a lot in professional environment, it may be smart casual

or business casual

7. STRATEGIES FOR REMOVING STAGE FRIGHT.

Strategies to Reduce Stage Frights

1. Know your subject well. Prepare with attitude that you want to know the subject, on that day, better than anyone else

2. Rehearse your talk several times

3. Request in advance for a lectern.

4. Pre-check any equipment you’ll need

5. Take an object with you – a pen, your notes, a marking pencil. Using it as a pointer or something to touch has mostly calmed the speakers.

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6. Breathe deeply and slowly before speaking.

7. Move during the speech. Some movement holds audience attention and release nervous energy.

8. Approach the lectern with assurance and enthusiasm.

OR

In order to reduce nervousness before your presentation, the following rules should be remembered:

Know your subject well Rehearse your talk several times to eliminate mistakes Request a podium or lectern so that you can hold it or stand behind it

confidently Pre check electronic equipment before presentation Hold an object like pen, pointer, or marker in your hands to avoid awkward

movement of hands Breathe deeply and slowly before speaking. Sit relaxed in your chair and make

small movements like crossing your legs Move backwards or forwards to point out something or hold attention of the

audience during the speech Approach the podium with confidence and assurance

Module III…!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

STRATEGIES FOR SUCCESSFUL INTERPERSONAL COMMUNICATION

1. DYADIC COMMUNICATION & SELF-PERCEPTION

Dyadic Communication

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Dyad means two things of similar kind or nature or group and dyadic communication means the inter-relationship between the two; but in practice, this relationship refers to dialogic relations or face to face verbal communication between two persons involving their mutual ideas, thought, behavior, ideals, liking and disliking and above all the queries and answers concerning life and living in nature. A sudden communication between two persons in the street and not continued afterwards or not having lasting after-affect on each other cannot be termed as dyadic communication. Thus dyadic communication is rather dyadic inter-communication. As for example we can cite the case of the dyadic communication between Jesus and Peter or between Socrates and Plato. It seems, therefore, that dyadic communication not only involves two persons in face-to-face dialog only in outward or superficial or mechanical way, rather it brings the two persons into a sphere of inter-influences whereby each influences the other. Peter and Plato influenced Jesus and Socrates respectively by putting questions in front of them whereas the letters influenced the formers by answering to their questions.

A lasting communication of ideas between two persons for long duration of time or of any intensive duration of deeper impact may be called dyadic communication.

Dyadic communication may also be a par psychic one in nature; and that is called synchronicity of thought between two persons coming in the same range of thought wave in the world; and this kind of phenomenon is called par psychic dyadic communication. In such a field of communication, a scientist living in a remote part of the world may influence another thinker thinking in the same thought wave in the opposite part of the world.

Example of a dyadic communication

Dyadic communication communication between 2 people and fundamental or smallest unit of communication characteristic of dyadic communication face to face speaking situation there are 2 type of dyadic communication

THE FORMAL AND INFORMAL EXAMPLE OF FORMAL DYADIC IS- interview,confession,counseling AND INFORMAL DYADIC IS LIKE -CHIT-CHAT, Teasing

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Self-perception

Self-concept is how you think about and value yourself. Self-concept comes from three sources: reflected appraisals, social comparisons, and self-perception. Scripts, roles, and self-fulfilling prophecies also influence your self-concept. If people are willing to give up some of their psychological safety and take some risks, their self-concepts will become more positive.

There are several ways to improve your self-concept. Decide what you want to change about yourself, consider your circumstances, take some chances, set reasonable goals, use a program of self-discipline, find people who will support you, and act positively toward others.

While self-concept is how you look at yourself, perception is how you see others and the world around you. Your perceptions come from interactions with others and from your cultural background. In the perceptual process you select information, organize it, and interpret it. Your education and experience will influence how you carry out this process.

There are a number of things that can be stated with certainty about the self-concept and perception including that they are intimately and intrinsically linked, each affecting the other in both subtle and profound ways. Your perceptions are essential to the building, maintenance, and sustained support of your self-concept.

Any perceptions you have are less than perfect because of deletions, distortions, and generalizations. Also, perceptual filters such as your biologic make-up, culture, values, and beliefs, coping with and tolerance for stress, conflict resolution strategies, previous experiences with failures and successes, illnesses, traumas, and surgery will all have an effect on your perceptions. Because there are so many influences, and because these influences are likely to combine in unknown ways and even have some cumulative effect, there is no way to predict or know the effect of the influences on your perceptions nor on how your self-concept is altered.

There are a number of ways to adjust to perceptual influences. The first is to stay healthy and get rest and exercise. The second is to avoid hasty conclusions. The third is to take more time. Be available and be committed are four and five, and the sixth way to adjust to perceptual influences is to be prepared to change. But just because you have adjusted to perceptual influences, keep in mind that it is common to come to wrong conclusions; thus, it is extremely important to continually check out your interpretations of reality.

3. INTERVIEWING

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An interview is a conversation between two people (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee.

Types of interviews

Informal, conversational interview - no predetermined questions are asked, in order to remain as open and adaptable as possible to the interviewee’s nature and priorities; during the interview the interviewer “goes with the flow”.

General interview guide approach - intended to ensure that the same general areas of information are collected from each interviewee; this provides more focus than the conversational approach, but still allows a degree of freedom and adaptability in getting the information from the interviewee

Standardized, open-ended interview - the same open-ended questions are asked to all interviewees; this approach facilitates faster interviews that can be more easily analyzed and compared.

Closed, fixed-response interview - all interviewees are asked the same questions and asked to choose answers from among the same set of alternatives. This format is useful for those not practiced in interviewing.

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4. TELEPHONING SKILLS

AIMS

Project a positive Learning Services image Develop effective telephone skills Enhance customer service skills

OBJECTIVES

Begin and end a call with greater confidence and efficiency. Take clear and concise messages Demonstrate techniques for positive listening & speaking

EFFECTIVE COMMUNICATION/ SPEAKING SKILLS

TONE OF VOICE -

FLAT & INDIFFERENT- bored, lack of interest in job, not interested in caller or conversation

ENTHUSIASTIC - interested in the conversation, likes job, wants to help caller

CARING - interested in caller, wants to help COLD - hostile, hates job, wants to be anywhere but here

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WORD CONTENT

Keep jargon to a minimum in order to avoid confusing customers Your use of technical words could intimidate the customer who may have

a lower level of expertise in a particular area. Use language they understand!

YOU NEED TO SPEAK AT A RATE THAT CAN BE UNDERSTOOD, AND HOW THE

CUSTOMER RESPONDS WILL EFFECT THIS -

A slower rate of speech may indicate confusion or fatigue A faster rate of speech might indicate anger or impatience

EFFECTIVE LISTENING SKILLS

o Pay attention o Assess the customers level of expertise

It’s very valuable to know if they are novices or experts Knowing their level can save a lot of time

o Echo important points o Take notes

ANSWER THE PHONE PROMPTLY

o within 3 rings is standard practice Identify the Department and yourself immediately Let the caller hear you smile!

o Smiling conveys a pleasant tone to your voice. Use the caller’s name if you can as it gives a personal touch and helps to establish rapport.

Transfer calls only when you have to o Try to resolve the callers problem yourself whenever possible. If you

must transfer the call ensure you explain why!

TAKING BETTER MESSAGES

Get complete information o Use a pad o Record date and time

Spell names accurately o Don’t be afraid to ask how names are spelt - people will be flattered

What does the caller want? o a return call? The caller will call back?

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o Avoid telephone tag. When is a good time to call?

ASK, CAN YOU HELP?

This does two things. It provides you with information about the purpose of the call that you can pass on in the message, or it may eliminate the necessity for a return call if you can help by providing the caller with the information required.

Take responsibility - follow through it’s amazing how lax people are about returning calls and following up enquiries.

It is OK to say “I don’t know but I’ll find out for you” but ensure you follow this up by calling them back with an answer to their question.

IMPROVED CUSTOMER SERVICE WHAT CALLERS LIKE!

Flexibility Follow-up Answering the phone promptly Friendliness & Courtesy Responsiveness Updates on progress Pleasant & Helpful Staff Personalized treatment Going above and beyond

Good telephone skills mean more satisfied customers They are just as important as face-to-face communication skills Effective telephone skills mean problems are solved more quickly and

efficiently Good speaking and listening skills give customers a more positive image of the

service and Learning Services as a whole

Advantages

It's fast

You know immediately if you have got the right person

You can get a quick answer or feedback

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You can discuss something straight away

Disadvantages

Spoken language can be easily misinterpreted or misunderstood

There is no written record if a decision is made

It can be impersonal

Difficult to convey complex information

Not good for sensitive issues

Do:

Give the person you are talking to your full attention

Prepare for the call and have all the necessary paperwork with you

Always get back to people when you promise

give people a choice of holding or getting back to them

Be patient - some people are nervous or are hearing impaired

Sound interested

Don't:

Leave people waiting on the line for more than a minute

Lose your temper

5. EFFECTIVE E-MAIL MANAGEMENT

1. You have only two hours to respond to an email

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Customers don’t trust email as a reliable communication channel with a service organization. How many times have you sent in an email to a company, and received no response? Or received only a partial answer after waiting for days?

Here are the hard facts: SSPA reports that customers expect an email response in two hours or less. Yet, Forrester Research reports that email response times fall short of consumers’ expectations.

2. Get the basics right

There are basic steps to take to ensure a good email experience:

Make email part of your multichannel strategy Keep your customers in the loop from the time they send an email in to you to

the time that they get an answer to their question(s) Manage your email flow so that you can meet your SLAs Streamline your response process using email automation tools Teach your agents to answer email properly Monitor, measure and optimize your email performance

3. Ensure that no email is left unanswered

When customers take the time to send an email, they expect a quick and meaningful response. As a preferred interaction channel, email communication is an effective way for organizations to answer questions, resolve issues and guide your customers along the customer journey.

However, care is required to ensure responses are consistent and timely to avoid causing frustration for the customer and contact centre agent.

Also, ensure your email management solution enables you to track the progress of every email through escalation ensuring that no email is left unanswered.

4. Answer emails with the right skill set

With attribute-based routing, your customers can be sure that their questions are answered by the agent with the right skill set to address the specific customer enquiry.

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5. Assess and plan your best communication channel

Establish the quantity of incoming written customer communication, which channel they prefer (email or web enquiry) and what type of contact you receive (for example enquiries, orders, complaints).

6. Offer web self-service to deflect emails

Your organization might be able to offer web self-service/frequently asked questions (FAQs) for repeat enquiries, leading to immediate responses without the need of agent involvement. Organizations receiving more than 300 incoming customer requests per day could benefit from an email response management system.

7. Group incoming mails to ensure effective responses

Identify the various types of incoming communication – this can be accelerated by using artificial intelligence text analysis. After learning the content of the incoming emails, they can then be grouped together into tasks, skill sets, product expertise, etc.

8. Text modules help ensure quality and faster response times

Define sample text modules. These have to be combined easily and can be assigned either directly to a business transaction or be part of the global corporate written customer communication. Using text modules will reduce your agents’ response times and also maintain a certain quality response standard. Dependent on the system implemented, there are options to use predictive text modules that are based on the information provided in the incoming customer communication.

9. Customer satisfaction is the goal

Independent of content and the person behind a customer enquiry, each communication is important and can be seen as a multiplier of your service performance. You may wish to define service levels for customer communication, priorities these and define maximum response times. Dependent on integration of systems, customer enquiries can automatically receive transaction information from existing CRM/ERP systems, ensuring personalization and relevance of the response.

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The increase in incoming email traffic leads to more pressure on customer service departments and they will have to decide whether to automate or not. A well-planned strategy with a focus on effective and fast communication would ensure that customers embrace email as a preferred channel.

10. Automate business processes with email-based workflows

The convenience and flexibility of email makes it the perfect vehicle for improving performance. However, communications may break down when long strings of email replies get messy and confusing. An email management system not only helps streamline email, but also automates business processes with email-based workflows.

5. KINDS OF MEETINGS

There are different types of meetings. Each type requires a different structures and supports a different number of participants. For instance, a status (feedforward) meeting has no limit to the number of participants while a decision-making meeting produces results faster with a small number of participants.

If you want to help your teams have more effective meetings, set the participants expectations about the meeting by stating in the agenda –

The purpose of the meeting. the type of meeting

The typical meeting types are:

problem-solving decision-making planning feed forward (status reporting and new information presentations) feedback (reacting and evaluating ) combination meetings

OR

Some different types of meetings that organization leaders put together include these:

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QUICK BUSINESS MEETINGS (just to check-in, coordinate, share info, prepare for next steps, anticipate customer or employee needs, answer questions for each other, etc.)

“STAND-UP” MEETINGS (no more than 10 minutes to plan the day, make announcements, set expectations, assure understanding and alignment, identify upcoming difficulties, etc.)

BUSINESS MEETINGS (with customers, clients, colleagues, etc.; often require presentations.)

STAFF MEETINGS (to clear calendars, coordinate unit activities, share info, etc.)

MANAGEMENT TEAM MEETINGS (to solve problems, make decisions, set policy, etc.)

INTERDEPARTMENTAL MEETINGS (to get input, interpret decisions and policies, share info, etc.)

COORDINATING MEETINGS (to assure all know what’s happening when and who is responsible.)

BOARD MEETINGS (to report results, set policies and directions, scan for needed changes, etc.)

TEAM BUILDING MEETINGS (to communicate together, resolve conflicts, share impressions and feelings, gain alignment and commitment to goals, strengthen relationships, clear out debris from disputes, develop or deepen interpersonal trust, etc.)

PROJECT TEAM MEETINGS (to define results, methods, schedules, responsibilities, policies, etc.)

CREATIVE PRODUCT DEVELOPMENT MEETINGS (to define new markets, create new products, etc.)

COMMUNITY MEETINGS (to interpret decisions, get input, build relationships, gain trust, etc.)

Conferences and Retreats (to share information, work through strategies and tactics, involve people, set long-range directions, work in sub-groups as well as in total group, etc.)

5. SOLVING PROBLEMS IN MEETINGS AND GROUPS

The Typical Situation

Have you ever been in a meeting where 20 minutes (or an hour or more) into the discussion of the problem, people start to realize that they aren't all working on exactly the same problem, or are already assuming certain solutions? Most people I have asked this question of over the years have nodded in the affirmative. It is that this moment that a meeting must stop - and clarification must begin.

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It is also in these moments where frustration builds, rework begins, and meetings get a bad reputation.

The solution to this situation is to ask and answer the one question.

The Problem Solving Question

That question is: "What is the problem?"

It seems so simple. I mean, why would anyone ever start problem solving without truly knowing what the problem is? People don't do it on purpose, of course, they do it because:

- The problem is clear in their mind (or at least they think so).

- They assume everyone knows the problem exists.

- They assume everyone agrees that it is, in fact, a problem.

Unfortunately these reasons prevail too often.

So, what is the problem?

Getting a group agreement and understanding of the problem is one of best things you can do to improve the speed and effectiveness of group problem solving. But how do you do it?

The Problem Statement

You do it with a clear concise, well written problem statement.

A problem statement succinctly defines what the problem is. It is written to produce clarity of thought and to reduce the assumptions people make regarding the problem. At least as important as these reasons, a good problem statement keeps us from assuming a solution, before we even state the problem.

In academic circles, problem statements are often long (one or more pages), detailed (complete with lots of data and statistics) narratives. This is not what we need in a meeting. What we need is a short one or two sentence description of

- What the problem is

- Who it affects

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- When is it a problem?

- Where it is a problem

Your problem statement should not answer the "why?" question - as your problem solving process should lead you to a clear understanding of "why?" Remember the goal is to define the problem so that everyone agrees to the problem and its scope.

Some Examples

While the format may vary, here are a couple of example problem statements to help you get started:

- We (our team) don't have timely data to determine when to make the switch from "X' to "Y".

- Our turnaround time at the Madison facility is currently two weeks, which puts us at a competitive disadvantage compared to our competitors.

- Our enrollments for the summer program are 20% behind last year and 30% behind projections.

The final format of this statement matters less than making sure that it answers the questions above. Sometimes people state the new desired result in the problem statement as well (e.g. "currently the process takes four days and the desired time is two days"). This can be a valuable addition if this end goal is already known. Often at this stage we don't have enough information to know just how much improvement we can achieve.

A problem well stated is a problem half solved. By taking the time needed to gain agreement on a clear definition of your problem before starting the problem solving process, you truly have reduced the total time for your problem solving efforts drastically. This effort and discipline will improve your results noticeably, and immediately.

6. PLANNING THE MEETING

1. Complete and submit the meeting request form. While the Institute would like to assist every convener who requests our help, we do have limited resources. This form will provide us with the information required to clearly understand the vision for your meeting and allow us to quickly give you an estimate of ways in which we may be able to assist you.

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Requested meetings must be within the scope of the Institute’s objectives, and must be of interest to the planetary science community.

2. Propose preferred dates and venue. After initial determination that your meeting falls within the scope of the LPI’s objectives, an assessment of our ability to provide support will be based on such as factors as dates of your event, the services you require, and your choice of venue.

When the Director has approved Institute sponsorship for your meeting, the staff of meeting coordinators will work with you to clarify these details and establish an initial timeline of events leading up to your meeting. Our computer department will establish a webpage for your event.

3. Provide text for first announcement. The first announcement of your meeting will be posted on our website approximately 8 months prior to the event, and email notification of the posting will be sent to our list of more than 1500 community members. Our graphic artists will work with the convener to arrange for an appropriate logo or image to identify the meeting. Draft text provided by the organizer will include general logistical information such as date, location, organizing committee, and description of the meeting.

4. Provide text for second announcement. Six weeks prior to the abstract deadline, the second announcement with the call for abstracts, registration forms, and detailed logistical information will be posted on our website. The organizer will provide the list of topics and basic description of meeting format. Our staff will provide technical information regarding submission of abstracts.

5. Abstract deadline. The deadline for abstract submission through our website is approximately ten to twelve weeks before the meeting.

6. Finalize program. Approximately one week after the abstract deadline, a designated program committee will receive abstracts for review. Reviewers are typically given two weeks to assign abstracts for presentation and establish a meeting schedule.

The Institute generally will not provide funds for speaker travel. Such travel grants must either be covered by the meeting registration fee or by outside sponsorship. 7. Provide text for final announcement. Five to six weeks prior to the meeting the final announcement including the program and abstracts is posted on our website.

Meeting purposes include:

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giving information training discussion (leading to an objective) generating ideas planning workshops consulting and getting feedback finding solutions/solving problems crisis management performance reporting/assessment setting targets and objectives setting tasks and delegating making decisions conveying /clarifying policy issues team building motivating special subjects - guest speakers inter-departmental - process improvement

Meeting outcomes

Decide the type of outcome (i.e., what is the purpose) for each issue, and put this on the agenda alongside the item heading. This is important as people need to know what is expected of them, and each item will be more productive with a clear aim at the outset. Typical types of outcomes are:

Decision Discussion Information Planning (e.g. workshop session) Generating ideas Getting feedback Finding solutions Agreeing (targets, budgets, aims, etc) Policy statement Team-building/motivation Guest speaker - information, initiatives, etc.

Meeting planning

Produce the meeting agenda. This is the tool with which you control the meeting. Include all the relevant information and circulate it in advance. If you want to avoid

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having the ubiquitous and time-wasting 'Any Other Business' on your agenda, circulate the agenda well in advance and ask for additional items to be submitted for consideration.

Formal agendas for board meetings and committees will normally have an established fixed format, which applies for every meeting. This type of formal agenda normally begins with:

1. apologies for absence 2. approval of previous meeting's minutes (notes) 3. matters arising (from last meeting)

And then the main agenda,finishing with 'any other business'.

For more common, informal meetings (departmental, sales teams, projects, ad-hoc issues, etc), try to avoid the formality and concentrate on practicality. For each item, explain the purpose, and if a decision is required, say so. If it's a creative item, say so. If it's for information, say so. Put timings, or time-per-item, or both (having both is helpful for you as the chairman). If you have guest speakers or presenters for items, name them. Plan coffee breaks and a lunch break if relevant, and ensure the caterers are informed. Aside from these formal breaks you should allow natural 'comfort' breaks every 45-60 minutes, or people lose concentration and the meeting becomes less productive.

How You Will Benefit Know how objectives and budgets drive meeting planning decisions Know with whom to communicate when doing meeting planning tasks Plan meeting room setup to match meeting objectives Select the appropriate hotel facilities and A/V equipment Understand food and beverage options effectively negotiate hotel contracts Know which services hotels provide

What You Will Cover

Objectives and budget Site selection: negotiations and hotel contracts Room setup and design: audiovisual, food and beverage Communicating with the facilities Registration Request for Proposals (RFP) and vendors

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Managing meetings from afar

6. Procedures during meeting

What to do during a Meeting

The meeting leader or facilitator can make a huge difference in a group's productivity. These ten leader actions can maximize the group's time and productivity. Each is explained in more detail below.

1. Start on time 2. Ensure a quorum 3. Review agenda 4. Keep discussion focused 5. Encourage participation 6. Help group come to decisions 7. Summarize decisions 8. Agree on action plan 9. Draft agenda for next meeting(s) 10. Evaluate meeting

1. Start meeting on time

Start the meeting promptly on schedule and do not wait for others to arrive. A large amount of professional time is wasted by leaders who wait for more people to arrive before starting a meeting. It may require a change in the culture, but once people know that you start your meetings on time, they will arrive on time.

Tip: Some groups even schedule 15 minutes of time to socialize before the start of the meeting.

2. Ensure quorum

For committees and groups using Robert's Rules of Order to guide their procedures, ensuring that a quorum is present is the chair's responsibility. Under Robert's Rules of Order, a quorum is the number of members entitled to vote who must be present in order that business can be legally transacted. The quorum is usually the majority of the members unless a different quorum is decided upon. If a quorum is not present, any business transacted is null and void except for procedures such as calling the meeting to order, announcing absence of a quorum and

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entertaining a motion to adjourn, recess, or take measures to gather a quorum. Some departments or offices find themselves waiting to start a meeting until a quorum has been achieved. This makes it all the more important for members to arrive on time.

3. Review agenda

Always briefly review the agenda including the aims and purposes as the meeting gets started. This helps participants focus their attention and understand what will be required of them. Many of us attend meetings one after the other, so it's helpful when the chair provides this "advance organizer".

In reviewing the agenda, the chair should make it clear what decisions must be made or actions must be taken.

4. Keep discussion focused

Focus on agenda items. Even if these items are clearly listed and emphasized, creative, intelligent and committed people may stray from the topic.

To get a runaway meeting back on track, the chair can say, "We are getting off topic and need to move back to XYZ." Then he or she repeats the topic, issues or question again.

Some groups maintain a "parking lot" on a separate piece of paper for important issues that come up but are not directly related to the discussion. The "parking lot" can be consulted for agenda planning for succeeding meetings.

5. Encourage participation

Effective meetings are participatory and good leaders try to get everyone involved. Some ways to encourage full participation include:

Begin the meeting with a question that everyone can answer and go round-robin. The question should be stated on the agenda and might be something like, "What are your hopes for this committee's work?"

When asking for solutions/ideas, go round-robin at least once so everyone has a chance to offer an opinion

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On a flip chart or projected from a laptop, keep a list of ideas/opinions being generated so people can see their ideas in front of the group

When brainstorming, ensure that ideas/suggestions are not critiqued as they are offered. Get all the ideas on the table before critiquing. Waiting to critique will generally increase the amount of participation.

6. Help group come to decisions

A group reaches consensus when it finally agrees on a choice and each group member can say:

"I believe that others understand my point of view" "I believe I understand others' points of view" "Whether or not I prefer this decision, I support it (and will not undermine it)

because it was arrived at openly and fairly and is the best solution for this committee or group at this time."

Be clear before the discussion begins how the final decision will be made--if vote will be taken or if decision will be made by consensus and/or prioritization of options.

7. Summarize Decisions

When a group seems to have come to a consensus or decision, restate and summarize what the final decision(s) is. This helps to ensure that all members hear the same thing. Clarification at this point can prevent problems later.

An example summary statement could be, "We have decided to cap our undergraduate majors at 40 if we are not able to fill the Vice-Jenkins slot. If we get approval to fill that slot, we will consider removing the cap."

8. Agree on action plan

An action plan outlines the specifics that must be done. Not every goal needs an action plan, but for goals that involve more than one person, it's usually helpful to be specific about who will do what by when. See a sample action plan.

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Every goal should have a point person-an individual charged with ensuring that the goal is moving forward. The point person is not expected to complete the goal personally but to connect the people involved, make progress reports, and seek assistance or resources needed to keep the goal moving forward.

9. Draft agenda for next meeting

Ask for agenda items for the next meeting from the floor or ask a small group of 2 or 3 members to work on creating agendas. People are more likely to participate in a meeting if they have had some input into building the agenda

Even if every item suggested cannot be dealt with in a meeting, look for ways to provide information via handouts, E-mail, or creating connections with others.

10. Evaluate meeting

Before the meeting adjourns, try to do a brief evaluation. Ask some informal questions such as, "Do you feel like we accomplished what we needed to today? Did everyone participate?" The meeting leader can ask the questions with group members answering in turn, round-robin style, or the questions can be asked for anyone to answer.

Brief paper surveys are another option and the group results should be aggregated and shared. Focus on any weak spots identified in the evaluation at the next meetings.

Module IV…!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

FORMS OF COMMUNICATION IN WRITTEN MODE

1. PLANNING STEPS FOR EFFECTIVE WRITING

Think before you write

1. Define the job by picturing an ideal reader at the moment they finish reading. What exactly do you want them to be thinking and doing?

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2. Identify the reader’s key questions. What are the questions you must answer to get the response you want?

3. Design paragraphs/sections that will respond to the reader’s questions.

Complete a draft before you edit

4. Find your voice. Can you hear the tone, rhythms, and word choices of the voice that will prompt the desired response?

5. Write a fast draft by answering your reader’s questions, engaging in an implied dialogue. Temporarily banish your internal editor.

6. Take a break and clear your head. You know what you meant to write, and often your mind will just “fill in the blanks” if errors are present.

Edit before you publish

7. Give it a global edit, checking structure, voice, and scannability. o Structure: Do paragraphs/sections answer your reader’s key questions, and

are they arranged, like stepping stones, to get your reader to the desired response?

o Voice: Do you project the voice you want your reader to hear and do you keep it consistent?

o Scan ability: Can your reader get the gist at a glance? 8. Give it a line edit, checking flow, clarity, and concision.

o Flow: Do you guide your reader, moving old to new within paragraphs and sentences?

o Clarity: Do you convey the bulk of your meaning through concrete nouns and action verbs in your main clauses? Do you get to the verb quickly, usually within the first eight words of a sentence?

o Concision: Does every word add more than it costs? 9. Take another break 10. Proofread check the following as you read aloud.

o Accuracy: Is every claim true, fair, and provable? o Word choice: Does the ordinary meaning of every word convey your intended

meaning? Have you checked for “caution words” like ensure/insure, accept/except, affect/effect, advice/advise, etc ?

o Punctuation: Have you checked commas, hyphens, dashes, apostrophes, and other punctuation marks?

OR

EFFECTIVE writing takes time, perseverance, and practice, but with good practical approaches and determination, you can turn your creative desire into concrete writing and

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accomplish your purpose in writing. To get past the point of just sitting there, there are a few things you can do to make sure you are writing effectively. Here are steps you can take for more effective writing. 1. Pull out the keyword list that you have readied for whatever niche or topic you are going to write about. 2. Make sure that you have a specific purpose in mind. Ask yourself: What am I writing for? Is it is for a blog or maybe an article submission site? Am I trying to sell something or sell me? Am I trying to get customers or traffic? It is important to know what your purpose is. 3. Know who you are writing for. You may do a variety of writing and each group that you write to may need something different from you. Is it information that you are trying to impart or are you solving a problem? Should you write laid back style or more sophisticated? You need to know who you are writing for before effective writing can be a part of your article. 4. Spend most of your time writing an effective article title. This is the most important part. If they do not like the title they will not read the article. You want to grab their attention and make them want to read what you have to say. It is best to use a benefit. What can this article do for them? 5. Write a very simple outline then. It will have the title, the introduction, thought and each paragraph that comes from that. Then make sure your ending has the same points that the introduction had. It is like completing a circle. 6. Write bullet points of important things that you want to make sure that you will share. Start your introduction with a strong benefit and build on it. Never wait till the end to share something vital as they may never get there. 7. Do not use a bunch of big technical words or use any sarcasm or insinuations. People read to get an answer not to figure out what you are trying to say. 8. Write as if you are talking to a friend and you really want to help them. Be yourself and write the things that you would want to hear and know if you were the one doing the reading. It is important to be familiar and warm, letting them know that you understand what they are going through. Never write down to someone. 9. Readers tend to get bored easily, so keep your paragraphs short and simple. Give them the information that they seek easily so they do not need to hunt for it.

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10. The last thing is to use a good word processor, and fix the easy errors. You should proofread it till you almost have it memorized and then still get someone to read it; sometimes you are just to close to the article to see the mistakes.

OR

Here are ten steps you can take for more effective writing.

1-Pull up your keyword list that you have readied for whatever niche or topic that you are going to write about.

2-Make sure that you have a specific purpose in mind. Ask yourself: What am I writing for? Is it is for a blog or maybe an article submission site? Am I trying to sell something or sell me? Am I trying to get customers or traffic? It is important to know what your purpose is.

3-Know who you are writing for. You may do a variety of writing and each group that you write to may need something different from you. Is it information that you are trying to impart or are you solving a problem? Should you write laid back style or more sophisticated? You need to know who you are writing for before effective writing can be a part of your article.

4-Spend most of your time writing an effective article title. This is the most important part. If they do not like the title they will not read the article. You want to grab their attention and make them want to read what you have to say. It is best to use a benefit. What can this article do for them?

5-Write a very simple outline then. It will have the title, the introduction thought and then each paragraph that comes from that. Then make sure your ending has the same points that the introduction had. It is like completing a circle.

6-Write bullet points of important things that you want to make sure that you will share. Start your introduction with a strong benefit and build on it. Never wait till the end to share something vital as they may never get there.

7-Remember that most often you are writing to readers of an eighth grade level. So do not use a bunch of big technical words or use any sarcasm or insinuations. People read to get an answer not to figure out what you are trying to say.

8-Write as if you are talking to a friend and you really want to help them. Be yourself and write the things that you would want to hear and know if you were the one doing the

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reading. It is important to be familiar and warm, letting them know that you understand what they are going through. Never write down to someone.

9-Readers tend to get bored easily, so keep your paragraphs short and simple. Give them the information that they seek easily so they do not need to hunt for it.

10-The last thing that you should make sure you do when writing an effective article is to use a good word processor, and fix the easy errors. You should proofread it till you almost have it memorized and then still get someone to read it; I usually get one of my sons. Sometimes you are just too close to the article to see the mistakes.

2. Business Letters & Memos

Guidelines for Formatting Memos

To: Name and title (the title also serves as a record for reference)

From: Your name, title (sign your initials for verification)

Date: (also serves as a chronological record for future reference)

Subject: Guidelines for Formatting Memos

An introductory paragraph provides the purpose of the memo and outlines the topics to be covered. The guidelines on this page show and tell you one professional way to format a memorandum that utilizes headings. Headings are used when more than one topic is covered in the memo. It’s important to pay attention to the subject line, topic headings, paragraph spacing, second-page notation, and memo verification.

Subject Line

Utilize the subject line above to forecast or summarize the memo's content in the subject line. A clear, concise subject title helps readers to focus on the subject and to gauge its importance. A precise heading also makes filing by subject easier.

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Topic Headings

When discussing a number of subtopics related to your subject, include headings (as we do here). Headings help you organize, and help readers locate information quickly.

Paragraph Spacing

Do not indent the first line of paragraphs. Single space within paragraphs, and double space between paragraphs.

Second-page Notatio

When the memo exceeds one page, begin the second and all the subsequent pages with a header. Place this information in Word’s header function. For example, when you are writing a memo to Dr. Baxter, your header might look like this:

Dr. Baxter

June 12, 20XX

Page 2

Memo Verification

Don't sign your memos. Initial the "From" line after your name; this will verify that you are the sender.

A conclusion paragraph is needed to tie the memo topics together and, when appropriate, to ask for action and/or create goodwill.

WRITING BUSINESS LETTER

PURPOSE OF A BUSINESS LETTER A business letter (or formal letter) is a formal way of communicating between two or more parties. There are many different uses and business letters. Business letters can be informational, persuasive, motivational, or promotional. Business letters should be typed and printed out on standard 8.5" x 11" white paper.

ELEMENTS OF A GOOD LETTER

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The most important element of writing a good letter is your ability to identify and write to your audience. If you are addressing your letter to the department of human resources, avoid using highly technical terms that only engineers would understand, even if your letter is addressed to an engineering company, chances are that the personnel in human resources do not have an engineering background. The next element is that you make sure your present your objective in a clear and concise manner. Don't be vague about your objective, most people will not have the patience to sit there and guess at the meaning of your letter or the time to read a long-winded letter, just get to the point without going into unnecessary details. Another important element to remember is to remain professional. Even if you are writing a complaint letter, remain polite and courteous, simply state the problem(s) along with any other relevant information and be sure to avoid threats and slander.

THINK OF A BASIC BUSINESS LETTER IN THREE STEPS:

1. INTRODUCTION - The reason for writing

The introduction helps the reader understand in which context the letter should be considered. Possibilities include job interview inquires, business opportunity requests, complaints, and more. Each type of business letter has its own standard phrases which you can find in this this guide to different types of business letters.

2. DETAILS - What you would like to accomplish

The detail section of a business letter is extremely important. This is where you achieve your goals in writing a business letter.

3. CONCLUSION / NEXT STEPS - What you would like to happen in the future

Provide a call for future action. This can be a chance to talk in person, a follow-up letter or more. It's important and expected to make it clear what you would like for the next step from the person reading your business letter.

The phrases presented in this guide provide a frame and introduction to the content of business letters. At the end of this guide, you will find links to sites that give tips on the difficult part of writing successful business letters - arguing your business objective. By using these standard phrases, you can give a professional tone to your English business letters. Once you understand these basics, you can refine your business letter writing skills by focusing on different types of business letters, as well as other business documents to refine your skills for your business needs at your employers or your own small business organization.

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THE START

The start of any business letter begins by addressing the recipient of the letter.

Dear Personnel Director,

Dear Sir or Madam: (use if you don't know who you are writing to)

Dear Dr, Mr, Mrs, Miss or Ms Smith: (use if you know who you are writing to, and have a formal relationship with - VERY IMPORTANT use Ms for women unless asked to use Mrs or Miss)

Dear Frank: (use if the person is a close business contact or friend)

NOTE: If you are unsure how formal you should be, always choose a more formal form. Writing to a specific person is always preferred if at all possible.

THE REFERENCE

Begin by referencing a specific conversation or other contact means. If this is the first letter in a conversation, you can also provide the reason for writing.

With reference to your advertisement in the Times, your letter of 23 rd March, your phone call today, Thank you for your letter of March 5 th .

THE REASON FOR WRITING

I AM WRITING TO...

... Inquire about

... apologize for

... confirm

... comment on

... apply for

EXAMPLES:

I am writing to inquire about the position posted in The Daily Mail. I am writing to confirm the shipment details on order # 2346. I am writing to apologize for the difficulties you experienced last week at our branch.

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Once you have introduced the reason for writing your business letter, move on to stating more specifically the purpose of your letter. Here are a number of possibilities:

REQUESTING

Could you possibly? I would be grateful if you could

AGREEING TO REQUESTS

I would be delighted to

GIVING BAD NEWS

Unfortunately I am afraid that

EXAMPLES:

Could you possible forward your job requirements? I am afraid that I will be able to attend the conference next week. I would be delighted to give you a tour of our facility this coming month.

ENCLOSING DOCUMENTS

I am enclosing Please find enclosed Enclosed you will find

CLOSING REMARKS

Thank you for your help Please contact us again if we can help in any way. There are any problems. You have any questions.

REFERENCE TO FUTURE CONTACT

I look forward to ... hearing from you soon. Meeting you next Tuesday. Seeing you next Thursday.

THE FINISH

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Yours faithfully, (If you don't know the name of the person you're writing to)

Yours sincerely, (If you know the name of the person you're writing to)

Best wishes,

Best regards, (If the person is a close business contact or friend)

SAMPLE LETTER

Here is a sample letter using some of these forms:

Ken's Cheese House 34 Chatley Avenue Seattle, WA 98765 Tel: Fax: Email: kenny@cheese.com

October 23, 2006

Fred Flintstone Sales Manager Cheese Specialists Inc. 456 Rubble Road Rockville, IL

Dear Mr Flintstone:

With reference to our telephone conversation today, I am writing to confirm your order for: 120 x Cheddar Deluxe Ref. No. 856

The order will be shipped within three days via UPS and should arrive at your store in about 10 days.

Please contact us again if we can help in any way.

Yours sincerely,

Kenneth Beare Director of Ken's Cheese House

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4. PERSUASIVE WRITTEN MESSAGES

WRITING PERSUASIVE MESSAGES

This focuses on writing effective persuasive messages by applying the three-step writing process introduced in earlier chapters. The messages addressed in this chapter are often more suitable for the indirect approach, but most persuasive messages go beyond the indirect approach used for negative messages. This chapter introduces the AIDA plan, a more intense plan for persuasive messages. A writer grabs the audience’s attention and proceeds to develop interest and desire before the action close motivates the audience to take action. Whether the employee needs to write a persuasive request for action or a persuasive claim for adjustment, this chapter provides guidance for writing such messages effectively. The subtleties of preparing sales and fundraising messages are also addressed. Studying and applying the suggestions in this chapter will assist a writer in putting together an effective persuasive message.

Using the Three-Step Writing Process for Persuasive Messages Step 1: Planning Persuasive Messages

Analyze Your Purpose

Analyze Your Audience

Gauging Audience Needs

Considering Cultural Differences

Establish Your Credibility

Strive for High Ethical Standards

Step 2: Writing Persuasive Messages

Step 3: Completing Persuasive Messages

Sending Persuasive Messages

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Strategies for Persuasive Messages

Balancing Emotional and Logical Appeals

Emotional Appeals

Logical Appeals

Using the AIDA Plan

Types of Persuasive Requests

Persuasive Requests for Action

Persuasive Claims and Requests for Adjustments

Sending Sales and Fundraising Messages

Strategies for Sales Messages

Determining Selling Points and Benefits

Staying Within the Law

Using Action Terms

Talking About Price

Supporting Your Claims

Adapting the AIDA Plan to Sales Messages

Getting Attention

Building Interest

Increasing Desire

Motivating Action

Strategies for Fundraising Messages

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Reviewing Key Points

6. JOB APPLICATIONS & RESUME

Your Contact Information First Last Name Street Address City, State, Zip Phone (Cell/Home) Email Address

Objective (optional) What do you want to do? If you include this section it should be a sentence or two about your employment goals. A customized objective that describes why you are the perfect candidate for the job can help your resume stand out from the competition.

Career Summary / Highlights (optional) A customized section of your resume that lists key achievements, skills, traits, and experience relevant to the position for which you are applying can serve dual purposes. It highlights your relevant experience and lets the prospective employer know that you have taken the time to create a resume that shows how you are qualified for the job.

Experience this section of your resume includes your work history. List the companies you worked for, dates of employment, the positions you held and a bulleted list of responsibilities and achievements.

Company #1 City, State Dates Worked

Job Title

Responsibilities / Achievements Responsibilities / Achievements

Company #2 City, State Dates Worked

Job Title

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Responsibilities / Achievements Responsibilities / Achievements

Education In the education section of your resume, list the schools you attended, the degrees you attained, and any special awards and honors you earned.

College, Degree

Awards, Honors

Skills

Include skills related to the position / career field that you are applying for i.e. computer skills, language skills.

References available upon request

There is no need to include references on your resume or even to mention that references are available. Rather, have a separate list of references to give to employers upon request.

Customize Your Resume

In all cases, be sure to personalize and customize your resume, so it reflects your skills and abilities and connects them with the jobs you are applying for.

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6. WRITING BUSINESS REPORTS

TABLE OF CONTENTS

EXECUTIVE SUMMARY 2

Spacing and Margins 82

Page Numbering, Headers and Footers 82

References 83

Graphics 84

Plagiarism 84

Wrapping Up 85

Conclusion 85

WORKS CITED Error! Bookmark not defined.

EXECUTIVE SUMMARY

Writing reports for business is a little different than preparing essays. There are

similarities however. This report will outline some of the elements of an effective

business report. Keep in mind there are different ways to present your information. It’s

best to listen to your teacher and read the handouts given to you in class. The first

element is the use of headings. In this report you’ll see underlined side headings. In

longer reports you might also see centered headings. These are done to break up the

monotony of a lengthy document and allow the reader to go directly to subjects of their

interest. This executive summary should include the key points and conclusions of your

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entire report. Assume a busy executive only has time to read this section. Let’s get

started.

Spacing and Margins

You will notice this report is double-spaced. This is easier on the eyes and allows the teacher to put comments between lines. You can use single-spacing for lists or longer quotes.

Character spacing is important too. Put two spaces after the end of any sentence.

This ensures the paragraph won’t look like one long sentence. Everything else is usually one

space, such as commas and the period after a name. For example: Mr. Samsa.

Two spaces follow a colon, unless you mention the time of day when there are no spaces.

Doesn’t press enter at the end of any line unless it’s to end a paragraph. Let the

computer fit the words to a line. This is called “word wrap.” Don’t leave a heading at the

bottom of a page. Finally, try to maintain a one-inch (2.4 cm) margin around each page.

Page Numbering, Headers and Footers

Page numbers are necessary in any report longer than a couple of pages. They can

be included in a header or footer. Headers are information appearing on the top of every

page in the report. Footers appear at the bottom. It’s a good idea to put your name and

the report title in one of these. Start the page numbers on the page after the title page.

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In Word, click on View, Header and Footer and format the information you need.

Notice the header in this report and the page number at the bottom. Make sure to click

on the page setup icon and select different first page. This allows you to start the header

in the body and not on the title page. Also, format the page number to start at 0. This

way the title page won’t count.

References

Most of your reports will involve research. Using information from any source

means you have to give credit to the source.

The method we will use is known as MLA or Modern Language Association. When

using information obtained from a source, you will place a short reference in brackets

afterwards, which corresponds to the complete information in a page at the end, known as

Works Cited (Honolulu). The Honolulu web page gives examples of virtually every type of

source and how it should be written in the Works Cited page. The Works Cited page may

also be called Bibliography or References. There are more sites to help you on my web

page (Samsa). If it’s a book you’re citing you should include the page in the brackets. For

example: (Crane, p. 34). The APA style is similar but would include the date in the

brackets. Footnotes are no longer popular, but still used in some schools.

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All facts and figures should be referenced. Finally, a paraphrase is where you use your

own words but the ideas of another. All of these should include the short reference in

brackets, referring to the complete information in the Works Cited page.

Graphics

Graphics are a terrific way to add emphasis to your report. They include charts,

pictures, clip art and more. If you are using data obtained from elsewhere, make sure to

place a small reference to its source, usually underneath it.

Plagiarism

Using someone else’s work and calling it your own is called plagiarism and is not

allowed. This includes changing a few words. You must write the report yourself, in your

own words. You are, after all, claiming the report to be your own!

It’s tempting to use Internet sites to obtain ready-made reports or essays. Beware,

your teacher is quite able to distinguish your writing abilities from others. We even have

software that tells us what portion of a report is plagiarized!

The penalties for plagiarism are usually quite harsh. The first time may be met

with a zero on the report. Subsequent attempts at plagiarism will be met with more

severe penalties, such as suspension. If you’re not sure, ask!

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Wrapping Up

Separate the report into sections. If longer than a few pages, use the Table of

Contents feature. Use the standard Intro-Body-Conclusion format unless told otherwise.

For senior classes I prefer to see an Executive Summary at the beginning of the report.

This is a summary of your key findings. It’s getting you ready for the real world, where

the boss may not have time to read the whole report.

Use a variety of sources, to give your report credibility. Don’t be wordy, say what

you mean in a clear and concise manner. Keep to the length specified by your teacher. Use

spell checks, thesaurus and grammar check but don’t over rely on these features. There

are pitfalls in all of them. Have a friend read your report before you submit it. It’s often

difficult to see your own mistakes.

Conclusion

The ability to communicate is very important. You are judged by what you say and

what you write. Above all, do your best and learn from your mistakes. And don’t be afraid

to ask for help, before and after you hand in the big report!

7. PROPOSALS

Format for submitting project proposal

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Section 1: project summary

Give project title, PI name, Co-PI from the Institute and Co-PI from ISRO side (mandatory to speed up the process of project sanction), name of Institution (s) involved before writing the summery.

Written in telegraphic language, the summery should give an account of

(a) Research objectives

(b) Methodology to be adopted and

(c) Expected outcome of the project.

This summery may be published in the list of on-going projects and will be widely circulated amongst scientists/scientific institutions interested in the subject. In order to facilitate the circulation, a list of potentially interested individuals/institutions (with addresses) is required to be furnished along with the proposal.

Section 2: Origin of the Proposal

Identify the stimuli, which prompted preparations and submission of the project proposal to the STC. The source of stimuli could be other reports published by STC, proceedings of a special workshop/ seminar, announcements by ISRO on Thrust Area Programmers, earlier project etc. In all such cases, give specific details so that the source is clearly identifiable. If the project has no such origin, please state so.

Section 3: Definition of the Problem

Please give precise technical statement of only those problems which the project is expected to cover with the specified duration (normally 3 years). Do not include statement, instead, a straightforward definition of the problem.

Section 4: Objectives

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Instead of an essay, it is suggested that the objectives be spelled out point by point in telegraphic language keeping in view the definition of the problem outlined in section 3.

Section 5: International Status & National Status

Please indicate the recent development in the proposed field of work, both in the country and in the other part of the world. This should be in 2 separate parts (namely Indian and international situations) and based on literature survey, inclusion of list of important review articles, if available, is recommended. The section will enable the referees to appreciate the effort that has been put in preparing the project proposal.

Section 6: Relevance of the proposal in Indian/ISRO context

The importance of the project should be brought out in this section in the light of the Indian/ISRO context. If the proposal is prepared in consultation with ISRO Scientists/Engineers please indicate the presenter’s name and address. (It is advised that the project proposal be discussed with ISRO before submitting for funds)

Please indicate the matters relating to scientific and technical advancement of knowledge, issues concerning application of the new knowledge to the needs of ISRO for promoting Space Technology in the country.

Section 7: Review of the available expertise within the investigation group/ institution

The section is essentially to summarize the background of the investigators. Bio-data of the Principal Investigators who are already in position and available for the project are to be given here, to establish credential for undertaking the project and to highlight relevance of the project to the research already going on in the sponsoring institution.

While providing the list of publications include (a) names of journal/Publisher etc.

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Summery details of the projects (completed/on-going or proposed) with different Investigators may be given.

Section 8: Work plan/ Methodology

It is essential that from this statement the other experts in the field should get a clear understanding of the research technique to be employed in the project as distinct from data/sample collection activities and routine activities. Further, the description should indicate precisely how the stated objectives will be achieved. Discuss different methods of approach in order of priority.

Section 9: Time schedule

On the basis of work elements identified earlier, the time schedule should be drawn. Here specific indications of milestone will help in periodic evaluation of the progress of the project. It is once again cleared here that lead-time for creation of infrastructural facilities be computed on realistic basis.

Section 10: Budget

Summery of the budget (year wise) may be prepared after filling on Budget for manpower and Budget for permanent equipment. Give realistic estimate of costs of different items involved. While doing so, please ensure that all the constraints have been taken note of and time of different activities properly estimated.

All costs are to be expressed in rupees only.

Section10.1.

A : Budget for manpower

While major part of the project work is to be carried out by the principal Investigator and Co-Investigators. Some additional Scientific and technical personnel may

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be asked for working full time on the project. Please assess you’re your additional requirements carefully taking into account the level of personnel required and their likely availability for working on the project. You may like to select your requirement from amongst the following categories of personnel.

(i) Post-doctoral or equivalent (scientist/professor)

(ii) Personnel with two to three years of research experience

(iii) Fresh Post-graduates or equivalent

(iv) Technical staff

(v) Secretariat

Salaries payable are to be expressed in lump-sum indicating the regular scale of pay. “Full-time” personnel are those who would be recruited fresh or employed from existing staff of the institute full time for the project (and their salaries /wages debited to project account). People who are already in position and whose honorarium/ job-rate payment/over-time allowance/ part of salary is to be debited to project account, may be classified under part-time personnel. For both categories of personnel, the extent of involvement, especially for computation of budget estimates, may be expressed in terms of man-months per year.

Please prepare the list in descending order of salary. Personnel with same designation but with different salary are to be shown separately.

B: Justification for salaries & wages

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Justification for number and level of stuff to be recruited, their year of deployment and comments on whether personnel from institutions will be deployed on deputation basis.

Section 10.2.

A : Budget for other costs

Some projects may have special requirements not covered under section 9.1 costs for such requirements are to be indicated in this section specifying the item under i & ii.

Contingencies are meant to cover incidental and other miscellaneous expenditure.

B: Justification for other costs

Please specify the special requirements. These requirements could be of computer time, payments for using specialized instrumentation facilities etc. The basis of calculating the costs should be clearly stated.

Section 10.3.

A: Budget for permanent equipment

Specifically list all items of permanent equipment costing RS. 1000/- or above, or requiring import. Other minor items may be clubbed.

Be as specific as possible while naming, the equipment. Indication of the make and model will help identifying the exact nature of the equipment better. Include provisions for installation charge, inland transport insurance etc. in the estimated cost.

B: Justification for permanent equipment

Justification for each item of equipment (including their accessories, specific characteristics, resolution etc. in relation to specific experiments/measurements/tests) contemplated in the project is to be given.

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State what efforts will be made to utilize existing equipment in your department, other departments of the institution, other institutions in the neighbourhood.

In case of a demand for import of equipment, give reasons why indigenous models, if available cannot be used.

General Terms and Conditions:

The project investigator may submit;

CERTIFICATE FROM THE INVESTIGATORS

Certified that the project proposal entitled --------------------------------------------

--------------------------------------- will be carried out in --------------------------------

(name of the department) subject to approval of the proposal for funding from IRO-

IIT(B), Space Technology Cell. The proposal is not currently under consideration for

financial support from any other agency.

Name and Date Signature

8. Practice for Writing

Tips to Help You Practice Writing Every Day

These days, we’re all crunched for time. You’d think technology would give us more time for leisure and personal pursuits, but it seems to have the opposite effect. The world just keeps getting busier and busier.

Finding time to practice writing might seem like impossibility, but if you know where to look, you’ll find precious pockets of minutes and hours that you can use to your advantage.

1. Write in the morning. Many accomplished writers have done their work in the wee hours before dawn. This might cut into your beauty rest, but it’s a small sacrifice to make. Get up 30-60 minutes earlier each day and use the time to practice writing.

2. Write during breaks and meals. The ideal mealtime is spent eating, not nibbling your food between sentences. But if your schedule is jam packed, you might find

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that a couple of ten-minute breaks and a lunch hour each day add up quite nicely over the course of a year.

3. Make a trade: your favorite TV show, your knitting club, weekend parties. Somewhere in your leisure time, it’s quite possible you’ll find something less important than writing. And when you find it, make the trade. Scale back on your hobbies and focus on your passion.

4. Balance the necessities. There are things we all need to do: clean, exercise, prepare and eat meals. But if you’re spending ten hours a week cleaning the house, you can probably put up with a little extra dust and give two of those hours over to your writing. Make bigger meals and serve leftovers a couple nights of week. Go to the gym five days instead of seven. You’ve just carved out a few hours for your writing practice.

5. Multi-tasking. It’s impossible for most of us to write while we’re doing other things, but we can certainly plot and plan while we’re cooking, showering, and commuting. While it’s not technically writing, planning a project is an integral step in the writing process.

6. Speaking of multi-tasking, don’t forget to read. Nothing will improve your writing more quickly or thoroughly than prolific reading. And while you may not be able to ogle at a book while you’re busy with other tasks, you can certainly listen to audio books while you’re driving, bathing, cooking, and cleaning.

7. BE A NIGHT WRITER. I always find my best (and most sacred) writing time late at night, just before I go to sleep. If you can stay awake for an extra 30-60 minutes each night, you could get quite a bit of writing done in a week.

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!The end!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! Keyur D vasava……….