Just what is COMMUNICATION ?

It is the transmission of information and meaning

from one individual or group to another. It derived from the Latin term “communicare”
meaning to share, exchange, send along, transmit, talk, gesture, put in use, and
relate. A process that includes context, participants, messages, channels, presence
and absence of noise, and feedback. It is the transfer of information including
feelings, and ideas, from one person to another. The goal of communication is to
have the receiver understand the message as it was intended. The transfer process,
however, is affected by a number of factors that either help or hinder the message.

Communication is a requirement for survival and growth not only of people but also
organizations. These organizations consider communication as an important factor in
motivating their employees to improve productivity and to meet competition.

The Importance of Communication

Without communication, organizations cannot exist. It is through communication
that its members will know important concerns such as:

 What the organization is

 What are the objectives of the organization that must be achieved
 What are the roles of its members in achieving the organization’s objectives
 How will they achieve the objectives
 Who are the members of the organization

Generally, communication plays several functions in various contexts.

1. Physical context
2. Social context
3. Historical context
4. Psychological context
5. Cultural context

Physical context: It includes where it takes place, the environmental conditions

(temperature, noise level, lighting), the distance between communicators, seating
arrangements, time of the day. Each of these factors can affect the communication.

Social context: It includes the relationships that exist between and among the
participants. Whether the communication takes place among family members,
friends, acquaintances, work associates or strangers; these will influence what and
how the messages are formed, shared, and understood.

Historical context: It includes the background provided by the previous

communication episodes between or among the participants that influences
understanding in the current encounters.

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Psychological context: It includes the moods and feelings each person brings to the
communication.

Cultural context: it includes the beliefs, values, and norms that are shared by a large
group of people.

Communication Settings:
 Interpersonal communication
 Problem-solving groups
 Public speaking

Various channels (means) in facilitating Business Communication:

1. Internet
2. Print (publications)
3. Letters
4. Radio
5. Television
6. Ambient (in the immediate surrounding area)
7. Outdoor
8. Word of mouth

Forms of Business Communication:

Verbal communication
 Face-to-face communication
 Telephone conversations
 Meetings or Conferences
 Text, e-mail, and voice-mail messages
 Letters and memos
 Reports

Nonverbal communication
 Pictures
 Company logos
 Gestures and body language

Nonverbal communication. It includes all unwritten and unspoken messages, whether

intended or not. Understanding messages often involves more than merely listening
to spoken words. Nonverbal cues, in fact, can speak louder than words. These cues
include eye contact, facial expression, body movements, space, time, distance, and
appearance. All these nonverbal cues affect how a message is interpreted, or
decoded, by the receiver. These signals have a strong affect on receivers. Messages
are even harder to decipher when the verbal codes and nonverbal cues do not agree.

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Words seldom tell the whole story. Indeed, some messages are sent with no words
at all. The eyes, face, and body can convey a world of meaning without a single
syllable being spoken.
 Eye contact. Considered as the “window of the soul.” The eyes are often the
best predictor of a speaker’s true feelings. Sustained eye contact suggests
trust and admiration; brief eye contact signals fear or stress. Through good eye
contact, it enables the message sender to see whether a receiver is paying
attention, showing respect, responding favorably, or feeling distress.
 Facial expression. The expression on a person’s face can be almost as
revealing of emotion as the eyes. Experts estimates that the human face can
display over 250,000 expressions.
 Posture and Gestures. A person’s posture can convey anything from high
status and self-confidence to shyness and submissiveness. However, the
meanings of some of these gestures differ in other cultures.

Table 1
Commonly Accepted Interpretations
of Various Forms of Body Movements
BODY LANGUAGE INTERPRETATION
Facial Expressions
Frown displeasure, unhappiness
Smile friendliness, happiness
Raised Eyebrows disbelief, amazement
Narrowed eyes, pursed lips anger
Eye Contact
Glancing interest
Steady active listening, interest, seduction
Gesture
Pointing finger authority, displeasure, lecturing
Folded arms not open to change, preparing
to speak
Arms at side open to suggestions, relaxed
Hands uplifted outward disbelief, puzzlement, uncertainty
Body Postures
Fidgeting, doodling boredom
Hands on hips anger, defensiveness
Shrugging of shoulders indifference
Biting lips, shifting, jingling money nervousness

In addition to nonverbal messages transmitted by your body, three External

Elements in communication convey information in the communication process:

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Time. How we structure and use time tells observers about our personality and
attitudes.
Space. How we order the space around us tells something about ourselves and our
objectives.
Territory. We all maintain zones of privacy in which we feel comfortable. Each of us
has a certain area that we feel is our own territory, whether it is a specific spot or just
the space around us.

Basic Goals of Effective Communication

1. To gain goodwill
2. To inquire
3. To inform
4. To persuade

Barriers to Communication
1. Filtering
2. Selective perception
3. Information overload
4. Emotions
5. Language
6. Communication apprehension
7. Absence of feedback
8. Physical separation
9. Lack of credibility of the sender

Subject Areas of Business Communication:

Spoken Business Communication

Mass Media Personal

(radio, television, films, videos)
Face-to-Face Telephonic

Giving instructions Intercom/Telephone

Making requests Internet and other network
Conferences/Seminars
Business meetings
Briefings and Quality Circles

Written Business Communication

Mass Media Personal

(press, posters, notices, billboards)
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 Internal External

Memoranda Letters Published reports

Bulletin and Notices Quick replays Telegrams
House journals Standard forms Fax messages

Organizational Communication – is the communication which follows a system for

the company or organization to flow smoothly and effectively.

Basic functions:
1. To give and receive directions
2. To give and receive information

Forms of Organizational Communication:

1. Upward-directed communication. These are prepared to give management
feedback or information needed for planning, decision making and controlling.

Functions:
 To provide feedbacks to higher-ups or management,
 To inform the management of progress towards goals, and
 To relay current problems or suggestions

 The techniques used are performance reports, suggestion systems,

informal sessions, meetings, open-door policy, and exit interviews
 Reports. Oral or written, they provide data to help management arrive
at certain decisions. These are usually prepared on a regular basis but
are needed as the need arises.
 Attitude Survey. Employees are given the chance to express themselves
honestly and the results of these surveys provide statistically valid
answers to a wide range of questions.
 Exit Interview. A forum for openness or sincerity without fear. Usually
done when an employee wants to resign from the position.
 Employee Publication. Means to express views and other information if
some employees want to avoid face-to-face encounter with anyone in
the company.
 Formal Meeting. The most common technique which usually provides a
person with stature to have an impact on a group.
 Informal Discussions. Involves talking with one or a few employees to
speak out their minds or feelings as openly as possible.

2. Downward-directed communication. This is to inform employees about

important things, such as their jobs, organizational policies, procedures,
feedbacks, and objectives.
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 Functions:
 To give instructions,
 To provide information about policies and procedures,
 To give feedback about performances, and
 To indoctrinate or motivate

 The various techniques used are, letters, meetings, telephone or

cellphone, manuals, handbooks, and newsletters
 Small Group Meeting. A two-way communication ensuring employee
understanding with the use of questions and answers and a period of
free discussion.
 Company Publication. It carries a broad range of information about
certain issues regarding company position. This includes newspapers,
magazines, and journals.
 Supervisory Meeting. Enabling employees to know about company
plans, policies, and others from the members of the management with
whom they work directly.
 Mass Meeting. A gathering of all employees with the top management
when there are important announcements.
 Bulletin Boards. These provide firsthand information and they are
constantly changing.
 Public Address Announcement. This requires almost no preparation and
can reach all employees at once.
 Posters. They give information with graphic impact while providing
continuing reminder to all those concerned.
 Other techniques. Inserts in pay envelopes, plant tours or open house,
memos to selected employees, audio-visual presentations, manuals,
pamphlets, and the like.

3. Lateral/Horizontal directed communication. It is a type of intra-company

communication that takes place between sections, divisions, or departments
of the same level. The objective is to keep people aware of activities in a
related department, thus controlling unnecessary duplication of work,
needless expenses, time and effort. Discussions can be enhanced by using
terminologies that each participant understands.

Functions:
 To coordinate activities between departments,
 To persuade others at the same level of organization, and
 To pass on information about activities or feelings

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  The techniques used are memos, telephones or cellphones, picnics, and
other dinners and other social affairs
 Meetings and Conferences. These are done to disseminate information
to solve certain problems, to train employees and participants, or to
brainstorm. It emphasizes the philosophy of participative management
and these are vital and regular feature of the company’s management
procedures and decision-making function.
 Seminars and Workshops. These are held to upgrade the knowledge
and skills of the employees, increase production, create savings, or
make optimum use of human resources in the company.
 Socials. These serve as an excellent opportunity for interdepartmental
or individual relations. They take the form of testimonials, sports fest,
company outing, welcome party, birthday celebrations, Christmas party
and the like.
 Grapevine. An informal communication medium that involves the
information or social interrelationships among employees. The pattern of
communication changes depending on the situation. It is an informal source
of company information.

Three Conditions for an Ideal Management-Employee Communication:

1. The channels of communication must extend far enough to reach all
employees.
2. All communication must be official.
3. The channels of communication should follow the established lines of
authority.
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ETHICS IN BUSINESS COMMUNICATION

Ethics is the study of moral standards and how they affect conduct; while Morality
deals with the standards of conduct that are generally accepted as right or proper.

Understanding the ground rules of ethical communication is an essential skill that will
enable you to interact successfully with people who hold different ethical values or
who attempt to hide or rationalize their unethical behavior or decisions. Therefore,
learning how to engage in ethical communication behavior consistently should be an
integral and focus in your study of business communication.

Through good practices, you will be able to internalize a set of ethical values that will
guide you in becoming an ethical business communicator.

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Lawrence Kohlberg believed that individuals progress in their moral reasoning
through series of stages. These identifiable steps are generally grouped into three
levels:

1. Fear of Punishment
2. Desire for Rewards as well as Fear of Punishment
3. Desire for Approval
4. Sense of duty to obey the law
5. Regard for standards of society: utilitarianism
6. Respect for the universal principles of justice and welfare

Levels in Ethical Development

1. Pre-conventional Level. Individuals at this level are merely concerned with the
self (egocentric) and thus judge the right and wrong of an action by its direct
consequences on the self. At stage 1, Individuals behave the way they do because
they are told to do so by authority figures, such as parents, teachers, superiors, or
employers. Their reason for behaving ethically is the fear of being punished.
At stage 2, they show a very limited interest in the needs of others, but only to the
point where the action might further their self-interest. All actions are performed to
serve the individual’s needs.
2. Conventional level. The morality of actions is judged by prevailing societal norms
and expectations. At stage 3, individuals seek to gain the approval of others, while
at stage 4, they abide by the law as they consider it their duty to do so. They try to
live up to society’s expectations of the so called “good boy” or “good girl” as their
concerns are largely whether their peers are receptive to and approve the social
roles they play by. While at stage 4, individuals consider obeying laws and social
conventions as being very important. Thus, violating a law is considered morally
wrong, and it separates the good from the bad.

3. Post-conventional level. This level consists of stage 5 and 6. Individuals at stage 5

stress an understanding of social mutuality and the social welfare of others, whereas
stage 6 concerns a respect for universal principles and the demands of individual
conscience. Stage 5 considers no single choice exists as correct or absolute in respect
of an ethical issue. Instead, feeling that decisions should be reached through a
majority and seek a compromise where general social welfare is promoted in order to
deliver the greatest good to the greatest number of people (utilitarian tendency). At
stage 6, the individual’s moral reasoning is based on universal principles of justice
and welfare and that these laws are valid only if they are grounded in justice.
Individuals who reach this stage internalized and act out of universal principles based
on the equality and worth of all human beings. In other words, they act or behave in
a certain way because they feel that the act or the behavior is right, not because it is
expected, legal, or previously agreed upon.

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According to Kohlberg, while most individuals reach stage 4 and 5 by adulthood, it
appears that people rarely, if ever, reach stage 6, even though they are aware of the
existence of this stage.

Five Fundamental Ethical Principles:

1. Utilitarianism. This doctrine was developed by Jeremy Betham (1748-1832)

and John S. Mill (1806-1873) who both believed that any decision should lead
to the best possible outcome that balances the positive and negative
consequences. It is in search for the greatest good for the greatest number of
people. People who use this approach recognize that decisions made have
both positive and negative consequences. Utilitarianism focuses on whether
the decision made will deliver the greatest good to the greatest number of
people affected. Communicators adopting this approach analyze the pros and
cons of various options that can be taken in any given situation.

2. Moral Rights Principle. This approach recognizes that human beings are born
with fundamental rights and privileges. Basic human rights should be
established in order to create a minimum level of morally acceptable behavior
in people. This stresses that respecting and protecting the fundamental rights
of all human beings is the essence of ethical behavior. It focuses on examining
the morality of a given course of action independent of any consequences.
People taking this approach in making decisions tend to choose the action that
is in line with moral principles and leads to a positive consequences.

3. Justice Principle. This principle focuses on how the costs and benefits of an
action are distributed and whether the distribution is fair and equitable. The
justice approach covering moral behavior believes that the rules and
regulations applied to the individuals involved should be fair and impartial.

4. Universalism. This approach presented by Immanuel Kant states that

individuals should choose a course of action that they can apply to all people
under all circumstances. The moral philosophy of this approach is in line with
the ethics of reciprocity in the sense of “do unto others as you would have
them do unto everyone, including yourself.”

5. Cultural Relativism. This approach holds an opposite view to universalism. It

suggests that behavior in foreign settings should be guided by local laws and
customs, as in the saying, “When in Rome, do as the Romans do.” It argues
that there is no single right way and no universal standards or rules can be
used to guide or evaluate the morality of an act. What is right in one cultural
context may be wrong in another.

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=====================================================================

Writing – An Essential Job Skill

Even in an age filled with technological advances, proficiency in written

communication is highly valued. Developing that proficiency takes instruction and
practice.

Writing is a part of everyday job. In fact your first contract with a potential employer
is through your letter of application, which determines a company’s first impression
of you. And the higher you advance in an organization, the more writing you will do.
Clearly, writing is an essential important to everyone in business – employers and
employees alike.

Offices and other workplaces contain numerous reminders of the importance of

writing – printers, PC’s, monitors, scanners, keyboards, mouses, modems, fax
machines. Basic business communication also depends on software for PowerPoint
presentations, e-mail, Web searches, and graphics. Writing keeps business moving.
It allows individuals working for a company to communicate with one another and
with the customers and clients they must serve if the company is to stay in business.

Four Keys to Effective Writing:

Effective writing on the job is carefully planned, thoroughly researched, and
clearly presented. Whether sending a simple routine e-mail to a co-worker or a
special report, your writing will be more effective if you ask these four questions.

1. WHO will read? ( Identify your Audience)

2. WHY will you write? (Establish your Purpose)
3. WHAT say/write? (Formulate the Message)
4. HOW to communicate? (Select Style and Tone)

Some Questions to ask about your Audience: (Who?)

1. Who is my audience?
2. How many people will make up my audience?
3. How well does my audience understand English?
4. How much does my audience already know about my writing topic?
5. What is my audience’s reason for reading my work?
6. What are my audience’s expectations about my written work?
7. What is my audience’s attitude toward me and my work?
8. What do I want my audience to do after reading my work?

Establishing the Purpose (Why?)

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By knowing why you are writing, you will communicate better and find writing itself
to be an easier process. The reader’s needs and your goal in communicating will help
you to formulate your purpose. It will guide you in determining exactly what you can
and must say. Get to the point right away. At the start of your message, state your
goal clearly.

Formulating the Message (What?)

The message is the sum of what facts, responses, and recommendations you put into
writing. A message includes the scope and details of your communication. Keep in
mind that you will adapt the message to fit the audience.

 The details are the key points you think the readers need to know
 Scope refers to how much information you give the readers about those key
details.

(How?) Style is how something is written rather than what is written. It helps to
determine how well you communicate with an audience, how well your readers
understand and receive the message. It involves the choices you make about:

 the construction of your paragraphs

 the length and patterns of your sentences
 your choice of words

Tone in writing, like tone in voice, expresses your attitude toward a topic and toward
an audience. In general, your tone can range from formal and impersonal (a scientific
report) to informal and personal (e-mail to a friend or a how-to article for
consumers). Tone, like style, is indicated in part by the words you choose. The tone
of one’s writing is especially important in occupational writing because it reflects the
image you project to your readers and thus determines how they will respond to you,
your work, and your company. Depending on your tone, you can appear sincere and
intelligent or angry and uninformed.

Six Basic Functions of Job-related Writing

1. to provide practical information,
2. to give facts rather than impressions,
3. to provide visuals to clarify and condense information,
4. to give accurate measurements,
5. to state responsibilities precisely, and
6. to persuade and offer recommendations.

These six functions tell you what kind of writing you will produce after you
successfully answer the Who? Why? What? and How?
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=====================================================================

Meeting Notices, Agendas, and Minutes

Meetings can be small group discussions or large, formal conferences. Whether it is

regularly scheduled or a special, unscheduled one, a meeting requires teamwork and
planning. Meetings represent an important segment of business communication
because meetings can often achieve results that would difficult to accomplish by
phone, letter, or e-mail. Meetings can range from the formal to the informal; in
today’s business world, both types of meetings can be done.

Successful meetings result from effective planning, which includes the preparation of
the following:

1. Meeting Notices prepared and distributed before the meeting

2. Agendas
3. Minutes prepared and distributed after the meeting

Types of Meetings:
1. Formal meeting 3. Electronic meeting
2. Informal meeting

Formal meeting. In many organizations, formal meetings are planned and

structured, and are usually conducted by elected officers. The president conducts the
meeting and the secretary takes note and prepares the minutes.

Forms:
1. Annual or Quarterly corporate meeting of directors, executives, or shareholders
2. Monthly Board meetings of executive management groups, service organizations, educational
institutions, and local government
3. Conventions for professional organizations

Informal meeting. This type of meeting is held as it is needed. The meeting may
follow a discussion format, with one person serving as a facilitator or coordinator and
another person a recorder or note taker.

Forms:
1. Staff meeting
2. Management meeting
3. Project team meeting

Electronic meetings. These are becoming more and more a part of doing business.
By using audio, video, and/or computer equipment, including an electronic writing
board (also known as an electronic white board or smart board), several groups of
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people at various locations can participate in a meeting. This equipment allows the
facilitator to write, draw, or type and print a copy of the information.

Forms:
1. Videoconferencing. It brings people in different locations together without
their being in the same location. With this, groups can quickly hold an
impromptu meeting with individuals from different sites.
2. Audio-conferencing. This allows an operator to dial up all participants in the
teleconference group, bringing each participant into the meeting as reached.

Meeting Notice. It announces information about an upcoming meeting. The notice

may be sent ten (10) or three (3) days prior to a meeting.

Components of a Meeting Notice:

 Name of the committee or meeting group
 Day and date of the meeting
 Time of the meeting
 Location or venue of the meeting
 Purpose of the meeting
 Agenda (a written plan of the meeting)
 and any other applicable information, such as materials to bring

Forms of Notice Meeting

1. Announcements
2. Letters
3. Memos
4. Meeting request on e-mail

Example 1: Memo Format

TO : Relocation and Commercial Investment Division

FROM : JANINE S. SANTIAGO
DATE : February 22, 2018
SUBJECT : Team Effort to Relocation Business

A joint meeting of the Relocation and Commercial Investment Division will be held
on Monday, February 26, 2018 at 2:00 p.m. in the Conference Room.

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 The meeting will be discussing a team approach to our organization’s goal of
relocating business in the Dallas area.

Please review the attached list of major corporate accounts to be contacted

following this meeting. Be prepared to share your ideas for meeting our goal.

Janinessantiago
JANINE S. SANTIAGO

--------------------------------------------------------------------------------------------------------------------------------------
Example 2: Letter format

APEX CORPORATION
Notice of the Meeting

February 22, 2018

There will be a meeting of Department Heads on Monday, February 26, 2018 at the Function
Hall of Galaxy Hotel, Kamias Road, Lingayen, Pangasinan. Please bring the Monthly Sales Reporst for the month
of December 2017 and January 2018.

Alice D. Bueno
ALICE D. BUENO
Asst. Secretary

Agenda. Out from the planning to have a meeting will come the Agenda, or the
topics to be covered at the meeting. It is a plan for a meeting that contains the topics
to be covered at the meeting. The agenda is a valuable tool for keeping the
participants focused in order to achieve the meeting’s desired objective(s) – it should
help the participants understand what is expected in the meeting. An agenda is a
one-, sometimes two-page outline of the main pertinent points. It may also include
short reports or presentations for which one or two members are responsible. Every
meeting has an agenda that should be written and distributed before the meeting.

An agenda has to meet the following:

 Identifies the objective(s) of the meeting
 Prepares participants for the meeting
 List the persons responsible for each item of business
 Defines the time allotted to each topic.

Other documents may be attached to the agenda as reference materials for the
topics to be covered in the meeting. When writing an agenda, make sure that the
items are listed in parallel form and write every agenda item as a noun phrase.

Example.
Giving the Treasurer’s Report (incorrect)
Treasurer’s Report (correct)

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 Not Parallel Parallel
Calling to order instead Call to order
Report of Budget Committee instead Budget Committee Report
Reviewing Management survey instead Management Survey Review
Report of Accounting Dept. instead Accounting Department Report
Some other Announcements instead Announcements
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Minutes of the Meeting. The Minutes of the meeting are the account of the meeting.
It is a summary of what happened at the meeting. They serve as the official written
record of the meeting that was conducted. Copies of minutes are kept on file – they
are the official record of the organization or group’s deliberations and are regarded as
legal documents. Accordingly, minutes must be clear, accurate, and impartial. It is
prepared after a meeting; and is usually transmitted within twenty-four to forty-eight
hours after the meeting had adjourned. Minutes can be compared to a report. It has
its parts; introduction, body, and conclusion. Minutes can be brief or lengthy,
depending on the length of the meeting’s agenda – they may range from one page
summary to a book length. They are critical to the decision-making process of
companies.

Purposes:
1. To prevent any misunderstanding of meeting actions.
2. To keep absentees and other interested parties informed of decisions.
3. To provide basis of discussion for the next meeting.
4. To provide an official record of the meeting results.

Parts: Introduction includes the specifics about the meeting, such as day, date,
time and venue.
Body includes what actually happened during the meeting.
Conclusion describes actions, decisions, and information about the
meeting

Minutes of a meeting should include the following information:

 Date, time, and place of a meeting
 Name of a group holding the meeting
 Name of the person chairing the meeting
 Names of those present and those who are absent
 The approval or amendment of the minutes of the previous meeting
 For each major point – the action items – indicate what was done:
 Who said what
 What was discussed/suggested/proposed
 What was decided and the vote, including abstentions
 Time the meeting officially concluded
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Drafting the minutes of the meeting should be done as soon as possible after the
meeting. The more time that lapses, the more difficult it will be to recollect
discussions and action plans. Minutes should be written objectively and concisely,
and they should be written in the past tense. It should clearly indicate the following:

1. What was done or agreed upon

2. Who agreed
3. When the action is required
Minutes represent a permanent record of a meeting. It should be specific, complete,
and accurate so that they can be referred to at some future time if necessary.

Language used for writing the Minutes:

1. The language of minutes is formal in style. The secretary does not refer to
himself as I but as the Secretary. Complete name or last name with their
courtesy title.

2. The past tense of the verb is used to relate what happened at the meeting.
e.g. As there were no amendments, the chairperson confirmed the meeting.

3. Both active and passive voices are acceptable.

e.g. The chairperson confirmed the minutes. (active)
The minutes were confirmed by the chairperson. (passive)

4. When writing minutes, avoid using the same reporting verb, instead of said,
the following verbs may be used:
explained announced agreed stated
reported pointed out suggested opposed
commented informed remarked supported

5. Accounts of what was said in the meeting are given in reported or indirect
speech.

e.g. Mr. Duque asks, “Has the new set been purchased?”
Mr. Duque asked whether the new set has been purchased.

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Telecommunication Skills

The telephone is the most universal – and, some would say, the most important –
piece of equipment in office today. For many businesspeople, it is a primary contact
with the outside world. The telephone is considered as an indispensable machine in
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business activity. It is an office equipment which is an extension to your personality.
The voice is the only tool that you have to effectively communicate your needs and
information required. You will be judged over the phone by the voice you project and
by what you say. The telephone is a convenient way of communication that saves
considerable time and expense. Telephone conversation calls for two (2) qualities:
directness and courtesy. Directness means that the telephone should not be used for
idle talks and prolonged chats. Calls should be made clear and to the point. Also,
time should be noted by giving specific information. Courtesy means identifying
yourself properly, listening politely to the message, and speaking on the mouthpiece
clearly in a well modulated voice. Developing good telephone manners also reflects
well on you and your organization.

Before making a call, know the following:

1. Why you are making a call?
2. Who are you speaking with?
3. What information you have to give/ask for?

Guidelines on Telephone Conversation

1. Before placing a call, lists down the things that you’ll discuss.
2. Make sure you have the correct number before dialing.
3. As a speaker, pay attention/listen attentively. Pay attention to the tone and
volume of your voice.
4. Adjust the voice equipment, it should be an inch or two away from the
speaker.
5. Enunciate clearly, avoid slurring. “Whatyasay” “yeap” “nope”
6. Avoid distracting background noise(s) like chewing, blowing, tapping, sighing,
radios etc.
7. As a listener, always be concern with the other person.
8. Have a note and pen.
9. Be ready with documents which may be needed while the conversation goes
on.
10. Observe courtesy all throughout the telephone conversation.
11. Be careful if you are answering for someone.
12. Refrain from excuses.
13. When placing a call, identify yourself.
14. Transfer calls efficiently and correctly.
15. End the conversation politely.

Using Cell Phones for Business

Cell phones enable you to conduct business from virtually anywhere at any time.
More than a plaything or a mere convenience, the cell phone has become an
essential part of communication in today’s workplace.

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A set of rules or protocol on usage is still evolving for cell phones. How are they best
used? When is it acceptable to take calls? Where should calls be made?

Business communicators find cell phones to be enormously convenient and real time-
savers. Here are specific suggestions for using cell phones safely and responsibly.

 Be courteous to those around you. Don’t force those near you to hear your
business. Apologize and make amends gracefully for occasional cell phone
blunders.
 Observe wireless-free quiet areas. Don’t allow your cell phone to ring in
theaters, restaurants, museums, classrooms, important meetings, and similar
places. Use the cell phone’s silent/vibrating ring option.
 Speak in low, conversational tones. Avoid “cell yell.” Microphones on cell
phones are quite sensitive, thus making it unnecessary to talk loudly.
 Take only urgent calls. Make full use of your cell phone’s caller ID feature to
screen incoming calls. Let voice mail take those calls that are not urgent.
 Drive now, talk later. Pull over if you must make a call. Talking while driving
increases the chance of accidents, the same as driving while intoxicated.
 Observe your location. Some places are dangerous or inappropriate for cell
phone use. Taking a call in a crowded room or bar makes it difficult to hear
and reflects poorly on you as a professional. A bad connection also makes a
bad impression. Static or dropped signals create frustration and
miscommunication. Don’t sacrifice professionalism for the sake of garbled
phone call. It’s smarter to turn off your cell phone in an area where the signal
is weak and when you are likely to have interference. Use voice mail and
return the call when conditions are better.
 Consider Time. When you are having an important discussion with a business
partner, customer, or superior, it is rude to allow yourself to be interrupted by
an incoming call. It’s also poor manners to practice multitasking while on the
phone. Lack of attention results in errors. If a phone call is important enough
to accept, then it’s important enough to stop what you are doing and attend to
the conversation.
 Pay attention to Volume. Many people raise their voices when using their cell
phones. “Cell yell” results much to the annoyance nearby. Raising your voice
is unnecessary since most phones have excellent microphones that can pick up
even a whisper. If the connection is bad, louder volume will not improve the
sound quality.
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EMPLOYMENT/JOB INTERVIEW. This is usually granted by the Human Resources

office or the manager of the company. Once you obtain an interview, the next
objective will be to use the interview to create an impression that will lead to an
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employment offer. Through interview, your qualifications and skills will be assessed
and at the same time the interview also allows you to assess the organization and the
available or desired position. The job interview is one of the best examples of total
communication because it reveals the applicant’s communication skills.

An interview can be challenging, threatening, friendly, or chatty; sometimes it is all of

those. What makes an interview successful? The key factor is preparation –
dedicating time, energy, and thought to prepare for the interview. Beyond
preparation, interviewers have identified the following common mistakes made by
applicants during the interview:
 Late arrival
 Inappropriate outfit
 Lack of confidence
 Poor attitude

Interviews are a lot like people; they come in all sizes and shapes. There are group
interviews, lunch interviews, behavioral interviews, and competency interviews, just
to list a few. In addition, each interview with a hiring manager will be a unique
learning experience, because every hiring manager is an individual, no matter what
interview technique the manager uses.

Types of Interview:
1. Telephone Screen Interview
2. One-on-One Interview
 Informal One-on-One interview
 Highly Structured One-on-One interview
 Unstructured One-on-One formal interview
3. Sequential Interview
4. Group Interview
5. Panel Interview
6. Competency Interview
7. Problem-Solving Interview
8. Behavior Description Interview

Telephone Screen Interview. This is used by companies and recruiters to eliminate

candidates who are not qualified or who fall outside the salary range.

 Have your notes ready.

 Be professional and project energy so your enthusiasm comes across at the
other end of the telephone.
 Answer questions clearly and briefly.
 When you get invited for a face-to-face interview, then you can dazzle the
interviewer with all your qualifications, skills, and specific examples.
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One-on-One Interview. This is the most common type of interview. It may be formal,
highly structured formal, or unstructured formal.

Informal One-on-One Interview. This is the best and the worst interview. If
the interviewer is knowledgeable; the interviewer can learn a great deal about you
and your qualifications in a few minutes. If not, the interview becomes a pleasant
conversation about special interest (e.g. movies, sports, hobbies and the like). In this
case you might have enjoyed yourself, but you haven’t been interviewed, and the
skills you might bring to the company and the job are still a mystery to the company.

 If the interview mingles along with personal commentary about interests or

hobbies and the like, go with the flow. Answer the questions and provide
examples to back up your statements.
 If the interviewer goes off on a tangent, take a more proactive role to get back
on track. This type of interview suggests on managing your way through his
situation.

Panel Interview. It consists of three to five members of interviewers from the

different parts of the organization. Panels are often designed to make quite rapid
decisions. It is somewhat rigid in approach, a form of interrogation or judgment.
Questions are thrown to you, often with little relationship to each other.
 Make an impression on all the members through the use of head
movements and eye contact with each interviewer, then scanning the
others to reinforce message.
 Be aware of the body language of panel members, nods and glances,
smiles and posture shifts.
 Pay special attention to answering technical or strategic questions from
experts on the panel. Also focus on what might be simple or naïve
questions from other members and answer these with the same
assurance and focus.

Behaviorial (Stress) Interview. It is concerned with past performance and behavior

and how you cope in different situations in your previous work. The emphasis is on
your previous job experience and how it relates to the opening for which you are
being considered.

Types of Questions in the Interview:

1. About one’s Qualifications: What can you contribute to the organization?
2. Ability in the Work Environment: Why are interested with this job?
3. Career goals: What are your long term career goals?
4. Questions that are designed to determine Career Potential
Tell me about your accomplishments?
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 5. Difficult questions: How would someone that dislikes you describe you?
6. Stress interview questions: Would you like to have your boss’s job? Why?
7. About yourself: Tell me about yourself.

This is one of the most common and difficult questions to answer, but yields you the
greatest opportunity. Do not give long autobiographical lecture; rather, organize your
thoughts around why you are interested for the job vacancy and you are
qualifications.

Purposes of the Job Interview:

1. Amplifies and clarifies information from applicant’s forms and resume.
2. Evaluates the presentation of the applicant.
3. Elicits new information.
4. Supports of contradicts information from tests conducted by the company and
reference checking.
5. Provides the applicant with information about the job.
6. Develops impressions about the motivation, interpersonal skills, and other
personality characteristics.

Preparing for the Interview and Job Interview Etiquettes

1. Review your resume particularly the necessary information about your

personal qualifications. Double check the entries and be ready to expound
them.
2. Be in your best appearance and it should speak favorably about you during the
interview. Dress appropriately for the occasion. First impressions may win
you the job.
 Good grooming should be observed
 Never wear jeans; instead business-like attire
 Wear clothes appropriate for the interview
 Avoid strong scented perfumes or cologne.
 Getting a good sleep is important to have a fresh and alert appearance

3. Be on time. Better if you’ll show up about fifteen minutes earlier in case the
interviewer wants you to complete some initial forms.
4. Observe personal space.
 Maintain ideal distance between you and the interviewer that will
convey the degree of formality.
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  Don’t intrude to the interviewer’s personal space like touching things
on the table.
5. Observe body gestures. Body language is equally important. Pay attention to
your posture and bearing.
 Sit comfortably, not appearing too stiff or too relaxed.
 Avoid exhibiting gestures showing nervousness – fidgeting your hands,
pens, or other things.
 Don’t make unnecessary noise like tapping your feet, hands, drumming
your fingers, or clearing your throat or coughing.
 Offer a handshake, greet and thank the interviewer for inviting you to
discuss your qualifications.
6. Maintain eye contact. This suggests confidence, honesty, and interest, thus
always look directly to the interviewer.
7. Modulate your voice. Don’t talk too loud or too soft. What you say and the
manner how you speak reflects your attitude and values.
 Speak distinctly and do not nervously hurry to finish your sentences.
 Do not mumble, and avoid one- or two-word answers, which may
sound you are unfriendly or unprepared.
 Do not use slang (e.g. “Right on…” “gonna”); overly casual language
(e.g. “You know…”) or filler utterances (“ahh” or “Umm”).
8. Express appreciation. Never forget to say Thank You after the interview.
9. Come on time for tests and interview. You are assessed the moment you step
in the office.
10. Wear proper business attire.
Men: dark slacks and long sleeved polo shirt
Women: skirt and blouse or dress or slacks
11. Do not bring unnecessary things.
12. Always carry a pen and extra copies of your resume.
13. Observe good manners. Don’t sit unless told to do so. Don’t chew gum or
smoke even if these are offered to you.
14. Speak clearly and be attentive with the questions of the interviewer.
15. Do not volunteer information which is not job-related unless asked.
16. Let the interviewer take the lead in discussions.

Questions to Expect at an Interview

You can expect questions about your education, job experience, and ambitions. The
interviewer will also ask you about your courses, schools, technical skills, and job
goals. Through these questions, the interviewer attempts to discover your good
points as well as your bad ones.

 Tell us/me about yourself.

 Why do you want to work for us?
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 What qualifications do you have for the job?
 What could you possibly offer us that other applicants do not have?
 Why did you attend this school?
 Why did you major in _____?
 What extracurricular activities did you participate while in college?
 Why was your summer job important?
 What is your greatest strength?
 What is your greatest shortcoming?
 How do you handle conflict with a co-worker, boss, or customer?
 Describe your strengths and weaknesses as a communicator?
 Why did you leave your last job?
 Is there anything else you want to discuss?

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