MB0039 Business Communication

MBA-1 | MB0039 Business Communication Page 1 of 17

MBA Semester 1

MB0039 – Business Communication Assignment Set - 1

Q.No.1: Describe any situation in your experience where the communication went wrong. Analyze the situation by pointing out the type of barrier to communication and suggest how to overcome this barrier. Answer: As a Manager I was a sender for a communication and intended to be received by my executives. I have sent the following communication to my executives through a notice and displayed on the notice board: “Coming Second Saturday to complete our targets for the month a review meeting is arranged and all should attend. If any executive is not able to attend should find out the contents of the meeting from their peers without fail”. But my communication went wrong and out of 10 executives, only three executives have attended at 4.00 PM who checked with me the time of the meeting. Following barriers have disrupted my communication. 1. The “Channel” I have chosen did not ensure the receipt of the communication by “Receivers” 2. The communication lacked the “Chronological context” The second Saturday being a non

Working day. 3. The communication has created a “Psychological noise” by not mentioning correct time of the

meeting and confusion has been created. 4. The “social context” also is one of the cause for the failure of the communication as I have not

taken all my executives into confident by giving any advance information or a intention of the meeting earlier. a. My communication was unclear by not giving exact time of meeting. b. The media I have used is the placing the notice on the notice board, instead had I

circulated to all the receivers and obtained their signatures by asking Their availability or feed back my communication would not have failed.

c. I have chosen a wrong day a holiday though the task was a routine one. d. I could have maintained good relations with my executives for success of my

Communication. Overcome the communication barriers When you send a message, you intend to communicate meaning, but the message itself doesn’t contain meaning. The meaning exists in your mind and in the mind of your receiver. To understand one another, you and your receiver must share similar meanings for words, gestures, tone of voice, and other symbols. 1. Differences in perception The world constantly bombards us with information: sights, sounds, scents, and so on. Our minds organize this stream of sensation into a mental map that represents our perception or reality. In no case is the perception of a certain person the same as the world itself, and no two maps are identical. As you view the world, your mind absorbs your experiences in a unique and personal way. Because your perceptions are unique, the ideas you want to express differ from other people’s Even when two people have experienced the same eve nt, their mental images of that event will not be identical. As senders, we choose the details that seem important and focus our attention on the most relevant and general, a process known as selective perception. As receivers, we try to fit new details into our existing pattern. If a detail doesn’t quite fit, we are inclined to distort the information rather than rearrange the pattern. 2. Incorrect filtering Filtering is screening out before a message is passed on to someone else. In business, the filters between you and your receiver are many; secretaries, assistants, receptionists, answering machines, etc. Those same gatekeepers may also ‘translate’ your receiver’s ideas and responses before passing them on to you. To overcome filtering barriers, try to establish more than one communication channel, eliminate as many intermediaries as possible, and decrease distortion by condensing message information to the bare essentials.


3. Language problems When you choose the words for your message, you signal that you are a member of a particular culture or subculture and that you know the code. The nature of your code imposes its own barriers on your message. Barriers also exist because words can be interpreted in more than one way. Language is an arbitrary code t hat depends on shared definitions, but there’s a limit to how completely any of us share the same meaning for a given word. To overcome language barriers, use the most specific and accurate words possible. Always try to use words your audience will understand. Increase the accuracy of your messages by using language that describes rather than evaluates and by presenting observable facts, events, and circumstances. 4. Poor listening Perhaps the most common barrier to reception is simply a lack of attention on the receiver’s part. We all let our minds wander now and then, regardless of how hard we try to concentrate. People are essentially likely to drift off when they are forced to listen to information that is difficult to understand or that has little dire ct bearing on their own lives. Too few of us simply do not listen well! To overcome barriers, paraphrase what you have understood, try to view the situation through the eyes of other speakers and resist jumping to conclusions. Clarify meaning by asking non -threatening questions, and listen without interrupting. 5. Differing emotional states Every message contains both a content meaning, which deals with the subject of the message, and a relationship meaning, which suggests the nature of the interaction bet ween sender and receiver. Communication can break down when the receiver reacts negatively to either of these meanings. You may have to deal with people when they are upset or when you are. An upset person tends to ignore or distort what the other person i s saying and is often unable to present feelings and ideas effectively. This is not to say that you should avoid all communication when you are emotionally involved, but you should be alert to the greater potential for misunderstanding that accompanies aroused emotions. To overcome emotional barriers, be aware of the feelings that arise in your self and in others as you communicate, and attempt to control them. Most important, be alert to the greater potential for misunderstanding that accompanies emotional messages. 6. Differing backgrounds Differences in background can be one of the hardest communication barriers to overcome. Age, education, gender, social status, economic position, cultural background, temperament, health, beauty, popularity, religion, p olitical belief, even a passing mood can all separate one person from another and make understanding difficult. To overcome the barriers associated with differing backgrounds, avoid projecting your own background or culture onto others. Clarify your own an d understand the background of others, spheres of knowledge, personalities and perceptions and don’t assume that certain behaviors mean the same thing to everyone. Q.No.2: Describe any two aspects of non -verbal communication and give examples of how each of them could be used to convey positive messages at the workplace. Answer: Non-verbal communication may be defined as communication without words. It refers to any way of conveying meanings without the use of verbal language. The game of “dumb charades” is a perfect example. Non-verbal communication is generally unintentional, unlike verbal communication. All of us tend to communicate silently and unknowingly send signals and messages by what we do, apart from what we say. Gestures, facial expressions, po sture and the way we dress, are all part of non-verbal communication. Non-verbal communication can have a greater impact than verbal communication, since “how you say something” is sometimes more important than “what you say.” Although non -verbal communication can affect both our personal and business relationships, it is particularly important in the workplace. 02 aspects of non verbal communication with examples: - 1. Non-verbal Communication Cannot Be Avoided – While one can avoid verbal communication by refusing to speak or write, it is not possible to do the same with non -verbal communication. That is


because non-verbal communication is not always intentional, unlike verbal messages, as pointed out earlier sometimes, silence itself may convey a lot of meaning. Example – A speaker making a presentation may find that the audience is not very interactive. Instead he notices people yawning during his presentation. At the end of the session, when he asks for some feedback, there is total silence. The message conveyed in the above example is that the audience is bored with the session. The silence indicates that they have not listened to the session and that the feedback is negative. 2. Non-verbal Communication Cannot Express All Messages – Non-verbal behavior can only express a person’s feelings, attitudes, level of interest, liking or dislike for something. Certain messages about ideas or concepts can only be expressed through the spoken or written word. Example-A sales manager wanting to report that sales for the current year has exceeded targets, can only do so through a written report or oral presentation. If he is making an oral presentation, his non-verbal behavior can only indicate how pleased he is about the increase in sales. Let us now look at each of the above aspects of non -verbal communication in detail - 1. Kinesics – This is the most often studied and important area of non -verbal communication and

refers to body movements of any kind . Different body movements can express inner states of emotion. Facial Expressions can convey feelings of surprise, happiness, anger and sadness. If you meet a long lost friend and say “ I’m very happy to meet you again”, but with a sad facial expression, it conveys the exact opposite meaning. Eye Movements, such as wide open pupils express feelings of surprise, excitement or even fear. The importance of eye contact with one’s audience was pointed out earlier. Direct eye contact is an indication of intensity and interest, while lack of it can convey feelings of nervousn ess and guilt. Gestures, such as movement of the hands while giving a lecture or presentation indicates a high level of involvement in what you are saying. On the other hand, shuffling of the feet is a sign of nervousness and speaking with one’s hands in o ne’s pockets is considered to be casual or even rude. Head Movements like nodding the head can convey interest, appreciation, agreement or understanding. Body Shape and Posture – Body shape is not within one’s control but can be stereotyped to convey certain meanings. For example, someone who is strong and muscular is generally thought to be athletic, as opposed to a person who is short and fat! Posture on the other hand is within our control. In formal settings such as job interviews or classroom settings, it is essential that you maintain an erect posture to convey that you are attentive, since slouching or a relaxed posture conveys a casual attitude. Physical Appearance – Our outward appearance, including the way we dress and the jewelry and make-up that we wear can convey an impression of formality or informality. Going to a job interview dressed in blue jeans or not sticking to a stipulated dress code at the workplace can convey that you are a rebel, non -conformist or a very casual person. Therefore, it is important to take care of your appearance, so that you convey the right meaning to others.

2. Proxemics – Proxemics is derived from the word “proximity” or closeness and is the communication term for personal space and distance. The space and distance, which we choose to keep from people, is also part of non-verbal communication. Each of us has our own inner and outer circles, which differ for different people. Our inner most circle is an “intimate space”, into which we generally admit only select people such as family and close friends. Next comes a “personal space” which might include other friends and colleagues or coworkers. These two spaces involve communication of an informal nature. Most of us also have a “social and public” space , which includes official or workplace relationships, where the communication is of a more formal nature. In a business context, it is more relevant to understand the concept of “fixed space” and “semi-fixed” space. Fixed space means that the physical features of the work env ironment such as furniture, room size and seating arrangement are permanent. This conveys an impression of formality. On the other hand, semi -fixed space means that certain elements of the environment can be changed


– for example, the seating arrangement c ould be changed and this conveys an impression of informality. Sometimes, use of space at the workplace can determine leadership positions.

3. Time Language – This refers to the meaning or importance attached to time and varies between different people. One person may value time more than another. Similarly, time language also varies across cultures. In most western cultures for example, punctuality is considered to be important. Arriving late for a business meeting is inexcusable. In other cultures, it is m ore relaxed and time is not given that much importance. We convey messages to others through the time we spend on a work related activity or by the importance that we give to time. Arriving early at work or for a job interview shows interest, involvement and seriousness. Spending time with an employee and giving him suggestions on how to improve his performance shows interest and involvement in his career growth.

4. Paralanguage – Para means “like” or “similar to”, therefore paralanguage means “like language”. Of all the forms of non-verbal communication, paralanguage is closest to verbal communication. It refers to the tone of voice with which something is said. In other words, it is “how” something is said, and not “what” is said. The tone of voice includes t he pitch (high or low pitch), the pace (slow or fast) the emphasis on words and the volume (soft or loud) and can convey different moods and emotions, as mentioned earlier in this unit.

5. Physical Context – This refers to the physical environment or surround ings within which we communicate and includes two aspects – 1) color and layout and 2) design. Colors are known for their symbolic meaning and have associations with different feelings. For example, colors like black and grey are associated with death, mou rning and negative feelings. Yellow and green are associated with more positive feelings. Of course, these can also vary across cultures. The point to remember is that you can make the right impressions with use of the right colors. Layout in a work environment refers to the size of an office, or the arrangement of furniture. Design refers to the type of chairs, desks or carpeting. All these can convey status, formality or informality.

Q.No.3: Which types of listening would be required the most at the wo rkplace? Explain with suitable examples. Answer: Some of the suggestions are given below for effective listening at work place. 1. Create a Conducive Environment – To an extent, you can try to control the environment in which

communication takes place, so th at listening can take place without any distractions. Ensuring a proper sound system and acoustics so that the speaker is audible, avoiding places with high levels of activity, loud noises from the outside environment and poor air conditioning systems, shutting off mobile phones and telephones, are some of the ways in which you can overcome some of the physical barriers to listening.

2. Select Face-to-face Channels – Listening is less accurate in the absence of face -to-face communication. For example, listeni ng to and understanding ideas correctly over the telephone are much harder than through a face -to-face meeting. Take the case of calling a restaurant and placing orders over the telephone for home delivery of a meal. The chances are that your orders may not be understood correctly. Therefore, as far as possible, arrange face -to-face contact to ensure more accurate listening.

3. Be Open-minded and Avoid Distractions – Listening is an exhausting activity which requires the right attitude and mindset. You have to focus your attention completely on what the speaker is saying, without letting your mind wander. This kind of concentration can be developed through various techniques and through constant practice. In addition, it is also important to rid yourself of the notion that you have nothing new to learn from the other person. Even if it is a subject about which you may be knowledgeable, the speaker may offer a different perspective or point of view. Therefore it is important to listen actively.

4. Use Non-verbal Cues to Indicate Active Listening – It is important to communicate to the speaker that you are listening actively to what he is saying. This can be done even without verbal communication. All the different aspects of non -verbal communication discussed earlier should be used for maximum effect. For example, maintaining steady eye contact with the speaker, sitting up with an erect posture, nodding now and then to show appreciation and understanding


and appropriate facial expressions are some of the ways in which your non-verbal communication can indicate that you are involved in what the speaker is saying.

5. Use Verbal Communication to Indicate Active Listening – While non-verbal behavior by itself can communicate that you are an active listener, it is also import ant to engage in verbal communication with the speaker. Silence is often interpreted as lack of understanding or attention. You need to seek clarifications, give feedback and suggestions, or just paraphrase in your own words what the speaker has said, in o rder to convey that you have understood his message.

6. Listen First Before Responding – Always let yourself finish listening before you begin to speak. Avoid the tendency to formulate your own response, even before you have listened completely to the speaker’s words. If you are too busy thinking about what to say next, you may miss the main point that the speaker is trying to make. This also gives the speaker the impression that you are pre-occupied or rude.

7. Use the Speaker-listener Gap constructively – It was pointed out earlier that listeners have the ability to absorb information faster than speakers’ rate of speech . This spare time available to listeners is often misused by letting the mind wander and is one of the physiological barriers to listening. One way of overcoming this barrier is to try to use this spare time to note down what the speaker has said, review what has been said so far and anticipate what he may say next. Thinking ahead of the speaker and trying to guess where his talk is leading is a good strategy for effective listening. This is not easy, but can be learnt through proper training.

8. Focus on the Verbal and Non-verbal Message – Listening involves not only hearing and understanding the meaning behind the words, but also being alert to the non-verbal behavior of the speaker. The importance of non -verbal cues has been emphasized throughout this book. It is important to watch for any positive or negative messages that may be conveyed through the speaker’s tone of voice, facial expressions, ge stures and outward appearance.

9. Focus on the Content, rather than the Delivery – In order to grasp the true meaning of what the speaker is saying, it is important to concentrate on the content of the message, rather than on how the message is delivered. Fo r example, looking at the power point slides during a speaker’s presentation may distract your attention from the main point that he is trying to convey. Similarly, being over critical of the speaker’s accent or mannerisms may make you miss the essence of the message.

10. Ask Questions of Yourself and Make Notes – In order to engage in active listening, you also need to ask certain questions to yourself while listening. For example, “What is the key idea that the speaker is trying to convey?”, “How does this f it in with I already know on the subject?” or “How is this presentation organized?”, are some possible questions that you could jot down along with the answers.

Q.No.4: Imagine that you have to make a presentation on your MBA project to a group of your professors and industry experts. Prepare the following – a) A general statement of purpose b) A specific statement of purpose c) The key idea d) A brief audience analysis e) Delivery style. Answer: The purpose of the presentation may be stated in broad or general terms, or in more specific terms, below you can see my MBA project presentation. A) General statement of purpose : I did MBA –Advertising from Sikkim Manipal University. Sikkim

Manipal University is a leading university, providing end to end solution in education through high quality faculties and especially through distance learning mode through out the country, every year lots of management students are being facilitated and giving their services to corporate industry,

Presentation goals should al so be realistic, keeping in mind the limitations of time, the topic of the presentation and the nature of the audience. For example, here main aim is ti create awareness.

B) Specific statement of purpose, which clearly spells out the answers to the following questions –

1. I want to influence all professors of my group and also to the industry experts. 2. I also want, all the professors to create more awareness about the quality education is being

provided and to Industry experts to come and do some campus selectio n, which will be beneficial for University as well as for Organizations.


3. Awareness should be created regularly through, Education fares, Seminars, Book Fare etc… C) The key idea: Here my key idea is to create more awareness about the quality education

through country being provided at a reasonable cost, tools and sequences are being used for advertising, cost analysis and benefits to the company.

D) A brief audience analysis: Making a good presentation alone is not enough. It also has to be

tailored to your listeners, in such a way that they understand and appreciate it. The following information should be gathered about your audience, even before you begin preparing for the presentation – · Job Designations and Areas of Expertise – You need to find out whether th e audience

comprises of specialists in a particular area such as information technology, or generalists. If they are specialists, your presentation could include technical aspects and jargon, which they would be able to understand. If not, you may have to make the presentation more simple, or explain some of the terms elaborately.

· Preferred Style of Presentation – It would also be relevant to know the personal preferences of your audience, with regard to the style of presentation that they are most comforta ble with. Some people may prefer a more informal or conversational style with some humor thrown in, to a more formal style. Others may like the presentation to be made at a slower pace. It should be remembered however, that humor should be used with care, so that it is relevant and does not offend the audience. Analyzing all this in advance would help in determining how the presentation should be delivered.

· Demographic Characteristics of the Audience – The gender, age, cultural background and economic status of the audience also needs to be studied in advance, so that the presentation may be tailored to appeal to that particular audience.

My Audience will be Management college professors, students, and Industry experts in the field of Advertising.

E) Delivery Style: Now my presentation is ready in terms of content, I will ensure that it will be

delivered effectively, by selecting an appropriate style of delivery. · Speaking from Notes – This is generally the most effective style of delivery. It consists in jotti ng

down the main ideas in point form on index cards and then referring to these cards merely as a trigger while speaking. If the main ideas are put down briefly on the cards, the speaker can elaborate on these ideas in his own words and speak for any lengt h of time. The presentation is likely to be more effective, since it comes across as natural and permits eye contact with the audience.

Q.No.5: In your opinion, does the success of a meeting depend more on the chairperson or the participants? Justify your answer. Answer: Face-to-face meetings are the most common way for groups to make decisions, solve problems, educate people, and plan programs and projects. Meetings can be productive and accomplish goals efficiently. Effective meetings do not happen aut omatically. Planning the design, the equipment needed and who needs to be involved is critical to a meeting’s success. Most resources about effective meetings refer to business meetings.

Key Roles • The Chairperson is responsible for ensuring that meetings are run effectively and efficiently.

The chair must consider both the task functions of the group, i.e., the actions and decisions that are critical to achieve, and the maintenance functions – the relationships, welfare and harmony of the group. Both funct ions are important and will affect the organization’s success. The chair has the lead role in planning, preparing, implementing and evaluating meetings and is responsible for starting and ending on time and involving members in the decisions and discussions

• The Secretary helps the chair and is responsible for the legal record of decisions and group memory. The secretary ensures the meeting minutes are prepared, adopted and kept in a format that is available to the membership.


• Committee chairs are responsi ble for researching issues and bringing options and recommendations to the meeting for decision.

• Members should come to the meeting prepared, be on time, keep their discussion focused, and participate in the decision making. Side conversations should be h eld until the end of the meeting or social time as they can be very disruptive.

Before The Meeting Define the purpose of the meeting. A clear purpose is required for every meeting. If the purpose is unclear, regularly scheduled meetings may not be needed. Determine if a meeting is the most effective way of getting the information across. Organizations must make good use of their volunteers’ time.

• Plan the agenda. An agenda is a step -by-step outline of the topics to be discussed at the meeting. The chair should consult the secretary, treasurer and committee chairs when planning the agenda and organizing the materials and resources. Ensure that critical items are discussed first, with the appropriate time allowed.

• Send out the agenda and background informati on prior to the meeting. This will remind people of the meeting, ensure important issues are not overlooked and help members focus on the issues and be prepared to discuss them.

• Ensure all reports and information are available. ?Confirm that the required p erson or a suitable alternate is available to attend the meeting and make a report.

• Notify everyone who needs to know about the meeting. Early notification is important to ensure that the required people can attend.

Physical Set-Up All your best planning efforts can be wasted if you overlook the physical surroundings of your meeting. The following considerations will encourage participation:

• Size of the room. How many people will attend the meeting? Too big a room gives an isolated feeling, and too small a room makes people feel cramped and uncomfortable.

• Seating Arrangements. The arrangement will depend on the type of meeting. • Large meetings with limited speakers suit the classroom or theatre style (chairs in rows). This

arrangement makes it easier for participants to hear and focus on the speakers. However, this arrangement limits interaction.

• Long narrow boardroom tables tend to minimize participation. • Chairs and tables arranged in circles, U shapes or squares support increased interaction as

people can see each other, and the chair is part of the group. • For meeting efficiency have the chairs arranged before the meeting and extras available if

needed. • Do participants know one another? Nametags or table cards help people interact and assist

those who have difficulty remembering names. New people could be assigned a host for the meeting to make them feel more comfortable and part of the group.

At the Meeting • Set the ground rules. These agreements for participant behaviour will make meetings more

efficient and effective. They should be discussed by the group and revisited periodically. Some ground rules are:

• Everyone has equal rights and can participate. • The will of the majority is carried out. • The minority will be heard. • Only one topic will be considered at a time • Decision-making will be done fairly and impartially.

• Start and end the meeting on time. Do not penalize the people who made the effort to be on time.

• Use a warm-up activity. As people come together, they should move their thinking from being individuals to being part of a group. Use of an ice -breaker activity can help build the team

• Make introductions. Welcome participants and ensure everyone knows everyone else, especially any newcomers.

• Summarize the purpose of the meeting and the tim elines for discussions. It can be useful to write the agenda and points about the issues on a blackboard or large piece of posted paper. This helps participants keep track of the discussion.


• Use a speakers’ list. Make sure everyone who wants to speak is g iven the opportunity before anyone receives a second opportunity.

• Encourage input from all participants. Sometimes a few participants dominate the discussion because they are more comfortable speaking in a group or are more passionate about the topic. The chairperson must ensure there is input from everyone and should try to draw quiet people into the discussion.

• Keep the discussion focused on the topic. Avoid topic drift, when participants add comments that are irrelevant to the agenda. The comments are usually interesting, but if they are pursued, the conversation drifts further from the objective.

• Be aware of non-verbal behaviour. Body language can provide important clues as to the need for further discussion and/or the involvement and satisfaction of members. Respond to it accordingly.

• Assess when the debate has run its course. The chairperson should summarize the discussion and ask for a vote or expression of consensus.

• Use an “Action Sheet.” Record the actions required, who is responsible and timel ines for each action. The Action Sheet captures meeting decisions and reminds people to follow through on their commitments.

Approaches To Decision Making Organizations should aim to hold fair and democratic meetings. The following two approaches are commonly used. If democratic processes are not being observed, it is wise for more formal processes to be introduced.

• Parliamentary Procedure. This is a formal and defined procedure that is especially useful for larger groups. Using Roberts Rules of Order or o ther meeting procedure resources can give organizations a defined process to ensure the wishes of the majority are followed.

• Consensus. This is an alternative decision -making method for smaller meetings, including board, executive or committee meetings. C onsensus occurs when the participants, through discussion, come to an agreement on the decision. It eliminates the amendment process that parliamentary procedure dictates and encourages maximum participation. The minutes will reflect that the decision was made by consensus.

Concluding the Meeting • Review the Action Sheet. This ensures that the people who are assigned a task are clear on

their responsibilities and timelines. • Confirm the date, time and location of the next meeting.

Evaluating the Meeting After the meeting, review what went well, where improvements could be made and any problems to be addressed before the next meeting. If you have people being groomed for the chairperson position, such as vice chairs, this is a good time to get them involved. It is important that results and strategies for improvement be summarized and communicated to the participants. Take the opportunity for feedback. It reduces the possibility of repeating unproductive behaviors and procedures and shows respect for people’s time. Some ideas for assessing your meeting are

• Before the meeting is adjourned ask, “what went well” and “what could be improved.” • Appoint someone to monitor the meeting process and report on it at the end. Rotate the

responsibility among the members. • Have participants complete one of the numerous anonymous survey tools that are available

on the Internet and discuss the results. Q.No.6: How do memos differ from other written communication channels? Give examples of two business situations that would require either an informational or a persuasive memo. Answer: The memo is essentially a condensed or a brief report that can be used to convey information and decisions, or to make short requests to co -workers, superiors and subordinates. It is relatively informal in style, compared to letters and long reports, and is unpretentious and concise. It is important for the business executive to know how to write condensed reports or memos. Often, business executives may also be asked to condense business articl es for their superiors. An Informational Memo:


An persuasive Memo:

MBA Semester 1

MB0039 – Business Communication


Assignment Set – 2 Q.No.1: What are some of the relative advantages and disadvantages of email, as compar ed to other written communication channels? Suggest two ways to overcome the disadvantages of email communication. Answer: Although e-mail is a tool for external communication, it is also regularly used within an organization, in place of telephone and fa ce-to-face contact. This is because e -mail is instantaneous and allows you to send messages that others can pick up at their convenience. Besides, e-mail also makes it possible to send messages to people anywhere in the world and to people who are otherwise impossible to reach. While the other forms of written communication are highly formal in nature, e -mail is more informal and spontaneous. It is therefore easier to write an e -mail message than it is to write a business letter or a report, where greater attention has to be paid to the language, style and tone. Since e -mail is quick, easy to use and spontaneous, it can also help to improve personal relationships in the workplace. Firstly, the advantages are;

1. Email is effective in providing quick answers t o yes and no, type questions. eg. Do you do international delivery?

2. Email is effective in finding the right person in an organisation or company to answer your question.

3. Email is good to make appointments for busy people. 4. Email can distribute informatio n quickly to many people for the time it takes to email one

person. The disadvantages are;

1. Email can become time-consuming for answering complicated questions and misunderstandings can arise because cultural differences in the interpretation of certain words. The telephone is much better for providing detailed answers or if you feel that the question is not absolutely clear.

2. Email can compromise the security of an organisation because sensitive information can be easily distributed accidentally or delib erately. Email should be entrusted to well trained and trusted staff members.

3. Email can become impersonal or misunderstood. 4. The use of pronouns can lead to serious misunderstandings. Users should always try to write

the full description rather than abbre viate their sentences with pronouns. An important principle of business writing is to emphasize important ideas and to downplay unimportant ideas, so as to make the reader understand what you consider to be significant. Generally, pleasant and important thoughts are emphasized, while unpleasant and insignificant thoughts are subordinated or de -emphasized. Ways to overcome the disadvantages of email communication. * Watch the content – E-mail messages are not always confidential and one can never be sur e who will read them. The minute an e -mail message is sent, multiple copies are created on your own PC and server and on the recipient’s PC and server. There is no way of ensuring that the message will not be forwarded to others. Sometimes, e -mail messages can even be used as proof in court. Once a message is sent, a permanent record is created. Therefore, it is always wise to avoid writing anything negative or offensive. It is particularly important to watch the content of official e -mail messages sent using an employer’s equipment. Since the employer has a right to read the message and is legally responsible for its content, it must be carefully worded. * Pay attention to the tone – The very nature of e-mail communication can make the message sound negative, abrupt and rude. For one thing, e -mail lacks the personal quality of face -to-face communication, where body language and other non -verbal cues may be used to make the communication more positive. Secondly, e -mail messages have to be brief, using short w ords,


sentences and lack of salutations. Brief messages may be interpreted as being rude and unfriendly. Therefore, you must pay close attention to the tone of the message and ensure that you sound friendly and courteous. Avoid using humor and sarcasm whic h might be misunderstood, or sending messages when you are angry or annoyed. * Write at an Appropriate Level of Readability A third very important rule of business writing is to tailor your writing to your audience and to make it simple enough for even a layperson to read and understand. As pointed out in an earlier section, readability is determined by the length of words and sentences. * Be clear. Be brief. – Write short email messages with a crystal clear point. Do not write long-winded confusing paragraphs that leave room for misinterpretation. Proofread. – Proofread your message multiple times. If the email deals with touchy subject matter, have a third party read it over as well. This can give you added perspective on how well it will be received by the intended recipient. Wait. – Write the email, proofread it, and then sit on it for a little while. Knock off a couple other tasks before you have second look at it. If your emotions were flaring when you wrote the email, a little time can allow these emotions to settle, allowing you to evaluate the message in a different light. Q.No.2: Imagine that you are the Marketing Manager of a multinational FMCG company. Write a job rejection letter to a prospective candidate in the appropriate format, exp laining why he/she was not selected for a Management Trainee position with the company. Answer: When a job offer is rejected, Candidate would like to know the reasons why it has been rejected. Therefore, a job rejection letter should state the reasons fir st, although it should be tactfully worded, so as to retain the goodwill of the employer for future purposes. The bad news, or the news that the job is being rejected, should be stated towards the end, following the indirect organizational plan. Please see below the format. Dear Mr. Ravi, Yours was one of the poorest candidates that I attended in my search for a Management Trainee related job. I found your ideas on the FMCG Company’s very poor particularly on product segmentation. As you yourself mentioned during our meeting, opportunities in your organization are good for those who are fresher, but I would like to take a candidate, who has some basis knowledge of consumer durable, non durable, perishable items. Therefore, I have selected another can didate, who has basic knowledge on Marketing especially on FMCG Company. I thank you for your time and the attempt made by you to serve in my organization. Sincerely, Abhishek Q.No.3: Select and briefly describe two corporate ads that you have seen recently which you feel are effective. Explain how they benefit the company. Answer: Add 1: Mountain Dew’s “Bad Cheetah” Advertisement


This is a campaign that has confined itself to barely three commercials. The common thing in all these commercials i s the group of boys out on a safari. They are generally roaming about shouting - Do the Dew! Analyze of the advertisements. The commercial shows a cheetah running in all its gusto, and one of our models following it on a bicycle. Finally, the lad jumps on the cheetah and traps him. Then he puts his hand inside the cheetah’s mouth...straight down to his stomach, and pulls out a can of Mountain Dew. “Bad Cheetah” - he says. The other guys watching him say to each other - “Cheetah bhi peeta hain!” Then they show the cheetah with all the spots gone except for a few spots which spell out - Do the Dew. The commercial fails to follow some vital rules of advertising. There is absolutely no brand positioning. Which bracket of people is it targeting? What benefit is it giving you? Secondly, their models seem possessed, running around jungles with colourful clothes, jumping on cheetahs and shouting at the top of their voices. The viewers have no point of reference to identify themselves with either the product or th e advertising tone. Thirdly, there is no advertising message – at least nothing that makes any sense. Why would anyone want to drink something that a Cheetah allegedly drinks? How did the Cheetah get hold of the can of Mountain Dew in the first place? In fact, this advertisement has more environmental and wildlife ramifications than any connection with the product. Fourthly, it is a very paltry hand at humour. If the intention of the advertisers was to excite the audience and make them laugh, they have fa iled miserably. This advertisement has induced to people only to switch channels because of its senseless advertising message, theme and conception. Fifthly and most importantly, the advertisement says nothing at all about the drink, except, of course, to extol its endearing quality it to Cheetahs. What is the taste? Does it quench your thirst? Does it make you feel cool? Is it refreshing? If this advertisement is remembered at all, it is remembered for all the wrong reasons. From the very beginning of the Mountain Dew’s ad campaign, it has come under some very serious firing. When they launched their first ad featuring the infamous slogan – “Do the Dew”, other aerated drink manufacturers immediately saw its potential by piggybacking on the fame and releas ing a parody. The parody achieved what the original never did. Today, viewers instantly relate this slogan to “No do here, go do jhaadi ke peeche.” The Mountain Dew advertisement failed at the ad mantra – AIDA. Although it did catch the attention of the viewer the first time it was aired. It did not generate any interest or desire. It crashed so bad that not only was the ad campaign scrapped, so was the product. Even if bottles of Mountain Dew line the shelves of stores today, its sales barely make a dent in the profits of the company. Objective of the ad

1. Create a good citizen image through consistent & dedicated effort. 2. Convey the organizations commitment to the concerned publics as well as to the masses &

eliminate prejudices, if any held by opinion lea ders in particular & by the public in general.


3. Raise money from the public, which gives rise to demand for resplendent images like financial reliability, leadership, strength & competence.

4. On the marketing front it is easier & cheaper to sell product or se rvices with less marketing budget.

It is noteworthy to state that one of the most important developments in corporate advertising whether in India or abroad is its increasing maturity. With maturity has come knowledge of how to operate with a social & economic system. Such kind of types of TV ads become more effective and can easily reach up to audience. ADD 2:

Analyze of the advertisements. The commercial shows a new model with some modified features likes engine capacity, mil eage, wheel and drum size etc… The commercial add has been very successful. Hero Honda has already rolled out its festive season initiatives, with the launch of four new models – the all-new "Passion Pro" and three refreshes of its existing models - new CBZ X-treme, a self–start version of Splendor NXG and the refreshed Pleasure. During the coming months, the company will further augment its product portfolio with new launches across segments. Key Hero Honda brands continue to drive strong volumes acro ss segments - CD Deluxe in entry segment, Glamour, the new Splendor NXG, Splendor + and Passion Plus in deluxe segment, and Hunk, CBZ X-treme and Karizma in the premium segment. Celebrating its 25th year, Hero Honda released an innovative music video in t he month of September. Titled "Hero Honda Dhak Dhak Go", and involving as many as eight brand ambassadors of Hero Honda, the music video has been receiving rave reviews. The strategy hinges on creating winning brands across segments, investing in brand bu ilding, exploring untapped markets in rural and upcountry areas while consolidating urban presence and rapidly expanding our network. However, the industry continues to face uncertainty on account of high interest rates and overall credit squeeze. The fest ival month of October is going to be crucial in determining the overall outlook of the industry for the year.” Key Hero Honda brands continue to drive strong volumes across segments - CD Deluxe in entry segment, Glamour, the new Splendor NXG, Splendor + a nd Passion Plus in deluxe segment, and Hunk, CBZ X-treme and Karizma in the premium segment. Hero Honda’s scooter Pleasure has also been growing strongly, with more than 12,000 units being sold in August this year. Objective of the ad

1. Create a good cit izen image through consistent & dedicated effort. 2. Convey the organizations commitment to the concerned publics as well as to the masses &

eliminate prejudices, if any held by opinion leaders in particular & by the public in general.


3. Raise money from the public, which gives rise to demand for resplendent images like financial reliability, leadership, strength & competence.

4. On the marketing front it is easier & cheaper to sell product or services with less marketing budget.

It is noteworthy to state that one of the most important developments in corporate advertising whether in India or abroad is its increasing maturity. With maturity has come knowledge of how to operate with a social & economic system. Q.No.4: List and explain five important principles of business report writing. Answer: Principles of business report Since reports are a key to the success of any business, they should be carefully planned, organized, written and presented. A lot of groundwork should precede the actual writing of the repor t. We shall briefly discuss the five main steps in report preparation – 1. Planning the report – The first question to be asked before gathering information and writing the report, is regarding the type of report that is required. We classified reports in to four main types, based on the purpose, the audience to whom they are addressed and the frequency of the report. Secondly, it must be remembered that most reports are required by management to solve a problem, or to make a decision. Therefore, the basis , or starting point for a report is a problem. Reports are written after a problem is analyzed and a solution to the problem is found. The problem may be of a day-to-day nature, such as determining which brand of overhead projector to recommend for purchase. Or, the problem may be a negative one, such as sales of the company showing a decline. In any case, the problem is the single fundamental issue to be addressed in the report and should be clearly determined, right at the outset. Once the problem has been defined, it must be broken up into sub issues or sub problems, by asking the questions “what”, “ why”, “when”, “where” and “who?” The next step in planning the report is to do an “ audience analysis”. We have seen that reports may be addressed to internal or external audiences of an organization. 2. Selecting a Method to Solve the Problem – After defining the problem and doing an audience analysis, a method has to be selected to collect the necessary information to solve the problem. Broadly, information may be gathered using secondary research methods, such as books, magazines, newspapers, internet and other available sources, or through primary research methods, such as surveys that provide first hand information. 3. Gathering and Organizing Data – Once the method of gathering information has been selected, the actual process of gathering the information begins. Since this is time consuming and expensive, only information that is relevant to the report and the study must be gathered. The raw data should be evaluated for its usefulness and organized in a form that is meaningful to understand. Tables, charts, graphs and summaries should be used to do this. 4. Arriving at a Conclusion – Once the information has been checked for its validity and reliability , it must be interpreted and conclusions drawn. Correct interpretation of the data is needed for the success of the report. Sound conclusions cannot be made if the interpretation of the data is faulty. A common mistake made in the interpretation of data is the tendency of the researcher to use subjective judgments, instead of objective reasoning based on facts. 5. Writing the Report – The actual process of writing the report should begin only after a satisfactory solution to the problem has been found. As pointed out earlier, a well written report that contains a bad answer is worse than a badly written report that contains a good answer. Once you are ready to begin writing, certain procedures for writing should be followed – · Set a date for completion of the report and get started early – Begin by first preparing an outline

and writing an initial draft, which can be refined later. · Starting late is bound to affect the quality of the report.


· Start with an easy section – It is best to start writing those sec tions of the report which you feel are easier than others. This will help you to get into the rhythm of writing, which will be carried over to the more difficult sections.

· Write quickly, with the intention of rewriting – It is better to put down your thoug hts on paper in the form of a rough draft and to get this done quickly. Once this difficult part is over, it becomes easier to improve.

· Set aside uninterrupted writing time – A long block of uninterrupted writing time, such as three to four hours a day, should be set aside for writing the report. Interruptions can make you lose your train of thought.

· Review and rewrite where necessary – Ideally, the report should be reviewed a couple of times, to see if any improvement is needed. The first review should be to see if any improvement in content is needed, while the second review should check for any errors in writing style, grammar, spelling and punctuation.

· Reports should also be written in a convincing manner, so that the reader accepts them as valid and reliable. Some suggested techniques of conviction include the following –

· State facts in an objective manner – Avoid using superlatives and emotional terms that introduce bias in the research, or that suggest that you are passing judgment. For example, avoid saying “There was an incredible increase in sales, compared to the last year.” Instead, simply state the amount or percentage of increase. This will be more acceptable to the reader.

· Provide expert opinions – Although facts are more convincing than the opi nions of others, they may not always be available. In this case, the opinions of a specialist in the field may be presented, highlighting the background and experience of the expert. This can enhance the credibility of the report.

· Use documentation – “Footnotes” are citations that are placed numerically at the bottom of the page in the body of the report , along with the direct references. This is one way of mentioning the sources of information presented in the report. A bibliography, or list of references, explained earlier, is another way of providing documentation. This helps to convince the reader that the information is based on reliable sources.

Business reports should be carefully worded, adopting certain techniques of writing style – · Use “concrete” nouns – Business reports should use concrete nouns, rather than abstract nouns

as the subject of sentences, since they are easier to visualize. · Avoid pronouns referring to the writer or reader – The first person pronoun “I” and the second

person pronoun “you” should be avoided in business reports, as far as possible. The use of “I” risks placing more emphasis on the writer of the report, rather than on the ideas.

· Use tenses correctly – If you are writing a research report and reporting or summarizing some of the findings, the past tense is preferable.

· Use “transition” sentences – The report should be written so as to flow in a logical sequence. A transition sentence summarizes one section of the report and leads the reader smoothly into the next section.

· Define key terms carefully – Important terms and words should be defined properly, explaining what the word means, rather than what the word is about.

Q.No.5: As a recent MBA graduate from Sikkim Manipal University, write your resume with a specific career objective, including all the other standard components. Answer: A resume is a document that summarizes your background, educational qualifications, experience and interests. It may be sent not only to current employers, but also to potential employers, who may hire you for a job that has not been announced. From a prospective employer’s point of view, it serves as a screening device, helping to select the most worthy candidates for a particular position and to eliminate the others. From a job seeker’s po int of view, the resume conveys how you present your ideas, whether you are organized and what your strengths are, apart from listing your qualifications. As a recent MBA graduate my resume will be in chronological form. Chronological Resume – This type of resume consists in listing your education and experience in reverse order, mentioning your most recent job or qualification first. This is the most commonly used approach and is generally used when your education and work experience is clearly related to the


job that you are applying for. It is also appropriate for recent college graduates, with little or no work experience. My resume will look as given below Abhishek Jain Indirapuram, Ghaziabad (U.P) - 201010 Mobile – 9910883563 Email – [email protected] OBJECTIVE: Expansion of Horizons in Project Management – size-wise and complexity-wise. EDUCATION: • MBA, Project Management , Sikkim Manipal University, Feb-2010 • B. Tech. Electronics & Communication , Regional Engineering College - Kurukshetra, June-1997. EXPERIENCE: Project Manager, Wipro Ltd. , Aug 2008 – present. Managing multiple projects for various telecom and enterprise organizations. PERSONAL: Father’s Name – Sh. R D Jain, Marital Status- Married SKILLS/OTHER KNOWLEDGE: Good knowledge of H indi, English, Computer and Internet. ORGANISATIONS AND ACTIVITIES: Member of student and professional association, clubs and committees, offices held, as well as extra -curricular activities such as sports, music an d photography, should be listed in this section. This information gives prospective employers an idea of your aptitudes, attitudes and personality. REFERENCES: References available on request Place : Noida Date : Q.No.6: Prepare a list of ten questions to ask during a job interview, in order to make the interview a two way process and to show that you are interested in the company and the job you are applying for. Answer: As a job applicant, you will have to do some groundwork before the interview, prepare to do well during the interview, assess your performance and do some follow up after the interview . Pre-interview planning is similar to preparing for a sales presentation. You will have to sell yourself to the prospective employer, by highlighting your unique strengths and by conv incing the employer that you are the right person for the job. It also involves doing a thorough study of the organization for which you are interviewing. Employers expect applicants to gather information about the organization in advance and do not want t o waste precious interview time providing such information. As an applicant to show your interest in the company and job applied, please find below some questions you may ask:

· Company status in the industry, in terms of market share, ranking, sales, asse ts and number of employees

· Recent developments in the company · Scope of the company – whether it is local, national or international · Names of the top management · Products and services offered · Plans for future growth, such as expansion and diversification

In addition, you will need to gather job -related information, such as the following –


· Job content · The reporting structure – to whom would you report and who would report to you? · Opportunities for training and development, for acquiring new skills · Opportunities for career advancement

Part of pre-interview preparation is to anticipate the kinds of questions that might be asked by the interviewer and to prepare answers to these questions. A list of commonly asked questions is provided in a later section, unde r the “Interviewer’s Perspective.” Last, but most important, is planning your personal appearance and attire. You need to find out if the company has a dress code and try to look and dress as if you already work for that company.

Documents

MB0039 Business Communication