Unit – 4

UNIT IV – Group communication Meetings: need, importance & planning of Meetings, drafting of
notice, agenda, minutes & resolutions of Meeting, writing memorandum, press release, press
conference, Business etiquettes – netiquettes, telephonic & table etiquettes. Presentation Skills: What
is a presentation: elements of presentation– designing a presentation, advanced visual support for
business presentation, types of visual aid, appearance & posture, practicing delivery of presentation?
Group Communication
“Group communication is a dynamic process where a small number of people engage in a
conversation.”McLean, S. (2005).The Basics of Interpersonal Communication. Boston: Allyn&
Bacon. Group communication is generally defined as involving three to eight people. The larger the
group, the more likely it is to break down into smaller groups.
Characteristics of Effective Groups
Groups form for synergistic effects; that is, through pooling their efforts, group members can
achieve more collectively than they could individually. At the same time, the social nature of
groups contributes to the individual goals of members. Communication in small groups leadsto
group decisions that are generally superior to individual decisions. The group process can motivate
members, improve thinking, and assist attitude development and change. The emphasis that a
particular group places on task and maintenance activities is based on several factors.
Common Goals
In effective groups, participants share a common goal, interest, or benefit. This focus on goals
allows members to overcome individual differences of opinion and to negotiate acceptable solutions.
Nothing can be more devastating to the accomplishment of group tasks than personal agendas taking
precedent over the goal of the larger group.
Role Perception
People who are invited to join groups have perceptions of how the group should operate and
what it should achieve. In addition, each member has a self-concept that dictates how he or she will
behave. Those known to be aggressive will attempt to be confrontational and forceful; those who like to
be known as moderates will behave in moderate ways by settling arguments rather than initiating them.
In successful groups, members play a variety of necessary roles and seek to eliminate nonproductive
ones.

Longevity
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 Groups formed for short-term tasks, such as arranging a dinner and program, will spend more
time on the task than on maintenance. However, groups formed for long-term assignments, such as an
audit of a major corporation by a team from a public accounting firm, may devote much effort to
maintenance goals. Maintenance includes division of duties, scheduling, record keeping, reporting, and
assessing progress.
Size
The smaller the group, the more its members have the opportunity to communicate with each
other. Conversely, large groups often inhibit communication because the opportunity to speak and
interact is limited. When broad input is desired, large groups may be good. When extensive interaction
is the goal, smaller groups may be more effective. Interestingly, large groups generally divide into
smaller groups for maintenance purposes, even when the large group is task oriented. Although
much research has been conducted in the area of group size, no optimal number of members has been
identified. Groups of five to seven members are thought to be best for decision-making and problem-
solving tasks. An odd number of members is often preferred because decisions are possible without tie
votes.
Status
Some group members will appear to be better qualified than others. Consider a group in which
the chief executive of the organization is a member. When the chief executive speaks, members agree.
When members speak, they tend to direct their remarks to the one with high status—the chief executive.
People are inclined to communicate with peers as their equals, but they tend to speak upward to their
supervisor and downward to lower-level employees. In general, groups require balance in
organizational power, status, and expertise.
Group Norms
A norm (a standard or average behavior) is a standard or average behavior. All groups possess
norms. An instructor's behavior helps establish classroom norms. If an instructor is generally late for
class, students will begin to arrive late. If the instructor permits talking during lectures, the norm will
be for students to talk. People conform to norms because we are social animals who desire to be part
of the group for safety and social reasons. Conformity leads to acceptance by other group members and
creates communication opportunities. However, conformity can get in the way of effective decision-
making if it becomes more important than openness to new information. Pressure to conform or
groupthink is discussed more below.

Leadership
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 The performance of groups depends on several factors, but none is more important than
leadership. Some hold the mistaken view that leaders are not necessary when an organization moves
to a group concept. The role of leaders changes substantially, but they still have an important part to
play. The ability of a group leader to work toward task goals while contributing to the development of
group and individual goals is often critical to group success. Leadership activities may be shared
among several participants, and leadership may also be rotated, formally or informally. The leader can
establish norms, determine who can speak and when, encourage everyone to contribute, and provide the
motivation for effective group activity.
Group Roles
Groups are made up of members who play a variety of roles, both positive and negative. Negative
roles detract from the group's purposes and include the following:
• Isolator –one who is physically present but fails to participate
• Dominator – one who speaks too often and too long
• Free rider – one who does not do his or her fair share of the work
• Detractor – one who constantly criticizes and complains
• Digresser – one who deviates from the group’s purposes
• Airhead – one who is never prepared
• Socializer – one who pursues only the social aspect of the group
Perhaps you recognize one or more of the negative roles, based on your personal group experiences.
Or perhapsyour group experiences have been positive as a result of members’ playing positive group roles that
promote the group’s purposes:
• Facilitator (also known as gatekeeper) – one who makes sure everyone gets to talk and be
heard
• Harmonizer – one who keeps tension low
• Record keeper – one who maintains records of events and activities and informs members
• Reporter – one who assumes responsibility for preparing materials for submission
• Leader – one who assumes a directive role.
In healthy groups, members may fulfill multiple roles, which rotate as the need arises. Negative
roles are extinguished as the group communicates openly about its goals, strategies, and expectations.
The opinions and viewpoints of all members are encouraged and expected.

From Groups to Teams

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 While some use the terms group and team interchangeably, others distinguish between them.
The major distinction between a group and a team is in members’ attitudes and level of
commitment. A team is typified by a clear identity and a high level of commitment on the part of
members. A variety of strategies have been used for organizing workers into teams:
• A task forceis generally given a single goal with a limited time to achieve it.
• A quality assurance team, or quality circle,focuses on product or service quality, and projects
can be either short- or long-term.
• A cross-functional teambrings together employees from various departments to solve a variety of
problems, such as productivity issues, contract estimations and planning, and intradepartmental
difficulties.
• A Product development teamconcentrates on innovation and the development cycle of new products,
and is usually cross-functional in nature. Consider the impact of team structures, as shown in the Figure
below.
• A Virtual teamhas members in more than one location. Although separated geographically, virtual
teams are still highly effective in a number of areas.

Organizational Chart with Hierarchical and Team Structures

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 Board of
Directors

Chief Executive
Officer

Vice-president Vice-
Information President Vice-president
Technology Operations Finance

Human
Networks Resources Accounting

Communic Marketing
Finance
-ations

Systems Public
Designs Relations Stockholder
Relations

Product Employee Anniversary

Development Relations Celebrations
Team Team Task Force

While chain of command is still at work in formal organizational relationships and

responsibilities, teamstructures unite people from varying portions of the organization. Work teams
are typically given the authority to act on their conclusions, although the level of authority varies,
depending on the organization and the purpose of the team. Typically the group supervisor retains some
responsibilities, some decisionsare made completely bythe team, and the rest are made jointly.

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Merely placing workers into a group does not make them a functional team. A group mustgo
through a developmental process to begin to function as a team. The four stages of team development
are forming, when members become acquainted with each other and the assigned task; storming, when
members deal with conflicting personalities, goals, and ideas; norming, which involves developing strategies
and activities that promote goal achievement; and performing, when the team reaches its optimal per-
formance level.
For a variety of reasons, teams are often unable to advance through all four stages of development.
Even long-term teams may never reach the optimal performing stage, settling instead for the
acceptable performance of the norming stage.
Research into what makes workplace teams effective indicates that training is beneficial for
participants in such areas as problem solving, goal setting, conflict resolution, risk taking, active
listening, and recognizing the interests and achievement of others. Participants need to be able to satisfy
one another's basic needs for belonging, personal recognition, and support. Team members at the
performing stage of team development exhibit the following behaviors:
• Commitment. They are focused on the mission, values, goals, and expectations of the team and the
organization.
• Cooperation. They have a shared sense of purpose, mutual gain, and teamwork.
• Communication. They know that information must flow smoothly between top management and
workers. Team members are willing to face confrontation and unpleasantness when necessary.
• Contribution. All members share their different backgrounds, skills, and abilities with the team.'
Group Decision-Making
One of the most common tasks associated with groups in the workplace is making
d ecis io ns . However, group decision-making can be less than effective if some thought and
planning is not given to the decision-making- process. Groups processinformation in four or
more stages that appear consistently in many groups.
• Orientation stage.The group identifies the problem to be solved and plans the process to be used in
reaching the decisions.
• Discussion stage.The group gathers information about the situation, options, and tests it identifies
and weighs assumptions.
• Decision stage. The group relies on an implicit or explicit social decision scheme to combine
individual preferences into a collective decision. Common schemes include delegating, averaging
inputs, voting with various proportions needed for a decision, and consensus.
• Implementation stage.The group carries out the decision and assesses its impact. Members are more
likely to implement decisions when they were actively involved in the decision-making process.
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 Although group decision-making can have productive outcomes, group members should be aware
of some the challenges and limitations of such a process. One problem is the tendency for groups to
spend too much of their discussion time examining shared information—details that two or more of the
group members know in common—rather than unshared information.4 This tendency is called
oversampling. Oversampling of shared information leads to poorer decisions when a hidden profile
would be revealed by considering the unshared information more closely. Oversampling of shared in-
formation increases when tasks have no demonstrably correct solution and when group leaders do not
actively draw out unshared information.
In addition, the usefulness of group discussion is limited, in part, by members' inability to express
themselves clearly and by their limited listening skills. Not all group members have the interpersonal
skills a discussion demands. When researchers asked 569 full-time employees what happened during a
meeting to limit its effectiveness, they received 2,500 answers.
Sometimes, groups use discussion to avoid making decisions. In addition, judgment errors that
cause people to overlook important information and overuse unimportant information are often
exacerbated in groups. These errors occur more frequently when group members are cognitively busy
(i.e., they are trying to work on too many tasks at once).
Common sense suggests that groups are more cautious than individuals, but early studies
found that group discussion generates a shift in the direction of the more risky alternative. When
researchers later found evidence of cautious shifts as well as risky ones, they concluded that the
responses of groups tend to be more extreme than individual members' responses (the group polarization
hypothesis).6 Polarization is sustained by the desire to evaluate one's own opinions by comparing
them to others' (social comparison theory), by exposure to other members' pro-risk and pro-caution
arguments (persuasive-arguments theory), and by groups' implicit reliance on a "risk-supported
wins" social decision scheme.' This approach is adopted by groups whose members are initially more
risk prone than cautious. In such groups, if one person supports a risky alternative, the group will not
adopt it. But if two people support it, the group often accepts the risky recommendation.'
Group decision-making can be challenging because it requires the ability to consider and
accommodate multiple interpretative frameworks—multiple versions of reality—and to emerge with
a single recommendation or course of action.' This means that we must be willing to accept the
inevitability of differences and to make a commitment to dialogue. Groups also can be more effective
at decision making if they pay more attention to the procedure that they use to solve problems.

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 Problems When Groups Make
Description
Decisions Problem (Frequency)

Poor listening skills, ineffective voice, poor non-verbals,

Poor communication skills lack of effective visual aids, misunderstood or no clearly

(10%) identified topic, repetitive, use of jargon

Dominating conversation and group, behaviors that are

loud and overbearing, one-upmanship, show of power,
manipulation, intimidation, filibustering, talk to hear self
Egocentric behavior (8%) talk, followers or brownnosers, clowns and goof-offs

Not all participate, speak up, or volunteer, are passive, lack

Nonparticipation (7%) discussion, silent starts

Leave main topic

Sidetracked (6.5%)

Members interrupt speaker, talk over others, socialize,

Interruptions (6%) allow phone calls/messages from customers/clients

Unorganized and unfocused, not prepared, late, has no

Negative leader behavior (6%) control, gets sidetracked, makes no decisions

Poor attitude, defensive or evasive, argumentative,

personal accusations, no courtesy or respect, complain or
Attitudes and emotions (5%) gripe, lack of control of emotions

Group Conflict
There are three types of group conflict: personal conflict, substantive conflict, and procedural
conflict. Conflict can also be increased by other factors, such as competition within a group and the social
dilemmas that groups can create for their members.Just as there are various types of conflict, there
are several approaches that group members use to resolve conflict.
Even though substantive conflicts help groups reach their goals, these impersonal conflicts can
turn into personal ones. Members, who disagree with the group, even when their position is a reasonable
one, often provoke considerable animosity within the group. The dissenter who refuses to accept others'
views is less liked. Group members who slow down the process of reaching consensus are often responded
to negatively. Such pressures to conform can lead to what is called groupthink. (This concept is dis-

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cussed in more detail below.) To avoid this aspect of group- groups should encourage members to take
on the role of devil's advocate.
Personal Conflict
Personal conflict is rooted in individuals' dislike of other group members. For example, group
members who treat others unfairly or impolitely create more conflict than those who are polite."
The relationship between dislike and conflict explains why groups with greater diversity
sometimes display more conflict than homogeneous groups. Just as similarity among members
increases interpersonal attraction, dissimilarity tends to increase dislike and conflict.'2 Groups whose
members have dissimilar personalities (e.g., differences in authoritarianism, cognitive complexity,
and temperament) generally do not get along as well as groups composed of people whose
personalities are similar." Groups whose members vary in terms of ability, experience, opinions,
values, race, personality, ethnicity, and so on can capitalize on their members' wider range of resources
and viewpoints, but these groups often suffer high levels of conflict."
Substantive Conflict
When people discuss their problems and plans, they sometimes disagree with one another's
analyses. These substantive conflicts, however, are integrally related to the group's work. Substantive
conflict does not stem from personal disagreements between individuals but from disagreements about
issues that are relevant to the group's real goals and outcomes. In other words, of the three types of conflict,
substantive conflict has the potential to provide the most positive outcomes, such as making plans,
increasing creativity, solving problems, deciding issues, and resolving conflicts of viewpoints."
Substantive conflict, in fact, is one of the reasons that groups are used to complete tasks.
Procedural Conflict
While substantive conflicts occur when ideas, opinions, and interpretations clash, procedural
conflicts occur when strategies, policies, and methods clash. Many groups can minimize procedural
conflict by adopting formal rules that specify goals, decisional processes, and responsibilities." Rules,
however, can be overly formalized, which can hinder openness, creativity, and adaptability to change.
Sometimes, creating formal rules for the functioning of the group can also minimize personal conflict
because they can help the group focus more on the task and less on various types of disagreement.
Competitive versus Cooperative Orientation
Conflict is more likely when group members compete against each other for such resources as
money, power, time, prestige, or materials instead of working with one another to reach common goals.
When people compete, they must look out for their own interests instead of the group's interests or their
co-members' interests. Because competing members can only succeed when others fail, they may even
sabotage others' work, criticize it, and withhold information and resources that others might need.'7
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Looking out for our own interest instead of focusing on the broader group goal is sometimes referred
to as pursuing a personal agenda. In the U.S., because of individualistic culture, the emergence of
personal agendas is common in groups.
In contrast, members of cooperative groups enhance their outcomes by helping other
members achieve success. Work units with high levels of cooperation have fewer latent tensions,
personality conflicts, and verbal confrontations:
Few situations involve pure cooperation or pure competition; the motive to compete is often mixed
withthe motive to cooperate. Furthermore, as the norm of reciprocity suggests, cooperation
begets cooperation while competition begets competition.
People's personalities contribute to conflict. Some people seem to be natural competitors
whereas others are more cooperative or individualistic 19 Competitors view group disagreements
as win-lose situations and find satisfaction in forcing their ideas on others.
Individuals with competitive value orientations are more likely to find themselves in conflicts.
Furthermore, competitors rarely modify their behavior in response to the complaints of others
because they are relatively unconcerned with maintaining smooth interpersonal relations.
Two other value orientations are those of cooperator and individualist. Cooperators value
accommodative interpersonal strategies, while individualists are concerned only with their own
outcomes. They make decisions based on what they personally will achieve, with no concern
for others' outcomes. They neither interfere with nor assist others' attempts to reach their goals.
Social values vary across cultures. Western societies, such as the United States, tend to value
competition, while more cooperative and peaceful societies devalue individual achievement and
avoid competitive games.2°
S o c ia l D i l em m a s
Groups create social dilemmas for their members. The members, as individuals, are motivated to
maximize their own rewards and minimize their costs. Conflicts arise when I individualistic motives
trump group-oriented motives and the collective intervenes to redress the imbalance.
One cause of conflict is the division of resources. 6 When group members feel they are
receiving too little for what they are giving, they sometimes withdraw from the group, reduce
their effort, and turn in work of lower quality. Group members who feel that they are receiving too
much for what they are giving, sometunes increase their efforts.
Many studies of groups working on collective tasks find that members do not work as hard
as when they are working for themselves. Such free riding occurs most frequently when individuals'
contributions are combined in a single product and these products aren't monitored.
Free riding can cause conflict in a group. To make the problem of free riding worse, some
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individual group members, to counter the inequity of working in a group with free riders, may
reduce their own contributions or withdraw from the group.
As conflicts escalate, group members often become more committed to their positions
instead of more understanding of the positions taken by others. Conflict is exacerbated by
members' tendency to misperceive others and to assume that the other party's behavior is caused
by personal rather than situational factors. This tendency is called the fundamental attribution error.
As conflict worsens, group members will shift from weak to strong tactics, such as threats,
punishment, and bullying.
Conflict Resolution
Most of the tactics that people use to deal with conflict can be classified into one of five basic
categories, as shown below
In group and team work situations, the first dysfunction that occurs is a lack of trust, or
the confidence among group members that their peers' intentions are good.''-' In other words,
we must believe that those with whom we work will not act opportunistically or take ad-
vantage of us and others to narrowly pursue their own self-interest or personal agendas.
Without trust, individuals are unable to use what is generally considered the most effective
approach to conflict resolution: collaboration. Collaboration is built on trust.
The styles of conflict resolution can be u nderstood by comparing how each relates in
theareas of concern for others and concern for self as well as level of aggressiveness and cooperation.
• Competition. This style is characterized by high aggressiveness and low cooperation. Some people see conflict as
a win-lose situation and use competitive and Aggressive tactics to intimidate others. Fighting can take many forms,
including authoritative mandate, challenges, arguing, insults, accusations, complaining, vengeance, and even physical
violence." An individual who uses a competing style exhibits a high concern for self and low concern for others.
• Collaboration.An individual who exhibits this style shows a high concern for others and for self. Because of this
orientation, this style is characterized by assertive communication and high levels of cooperation. As such, it is
considered a "win-win- approach, since a solution should be found that satisfies both parties. The disadvantage of
collaboration is that it can take a significant amount of time and energy to reach a solution that all parties support.
• Compromise. This style is a middle ground. The emphasis is on achieving workable but not necessarily optimal
solutions. Some consider this a "lose-lose" approach to conflict resolution. This strategy is often used in organizational
settings because it requires less time.
• Avoidance.Individuals who practice this style show little concern for relationships or for task accomplishment. By
avoiding conflict, they hope it will disappear. When students in small groups talked about their disagreements, they
often said they adopted A 'waitand-see' attitude, hoping the problem would eventually go away.'' Sometimes,
however, avoiding is appropriate if you are a low-power person and the consequences of confrontation are risky and
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 potentially harmful to you.
• Accommodation.This style is characterized by a high concern for relationships but a low concern for task
accomplishment. Like avoiding, this can be a useful approach in groups that have shown a high degree of conflict.
Accommodating others in this situation provides for an opportunity for tempers to cool and steps toward resolution
to occur. It can also be appropriate if the risk of yielding is low. For example, a group of your friends may disagree
about where it would like to eat dinner. The choice may be between two of your favorite restaurants, but the one that
most of your friends prefer is your second choice. However, since you like that restaurant, too, you have little to lose
by yielding.
Of these five basic ways of resolving conflict, collaborating is more likely to promote group unity. Unfortunately,
it often takes a much bigger investment in time and so it often is not used in an organizational setting, because of
the costs associated with it.
Groupthink
Our dislike of conflict and the need to promote cohesiveness can lead to an additional
danger; groupthink. Groupthink occurs when group members dominate interactions are intimated
by others or care more about social acceptability than reaching the best solution. Group-think occurs at the highest
levels and can have serious consequences. It has been cited as causing the Bay of Pigs fiasco in the 1960s, the
Challenger disaster in the 1980s, the Enron debacle, and the lack of effective preparation and response by the
United States' government to terrorism in the 21st century.
In summary, it is useful to understand the benefits and potential problem areas of group work since we will
allwork in groups during our lives. The issues surrounding such concerns as group structure and development, conflict,
performance, and decision making should he understood and considered when working in groups or deciding whether
a group approach is appropriate for a task. The type of task that needs to be accomplished should guide the
decision as to whether to achieve it through group means.
Indian Perspective on Managing Interpersonal Conflict
The Indian social structure discourages open confrontation and conflict. It prefers to use cooperation, com-
promise, and accommodation to sort out differences. It strives to avoid conflict as much as possible, and often the
will of the person with more power prevails. If conflict still continues, then Indians may resort to a number of
tactics, such as appealing to people at higher level to display attitude of fairness and not impose, or resort to
third-party intervention to mediate between the persons who are in conflict.
The Indian values of ahimsa (nonviolence) and satyagrah(passive resistance) are often used by individuals
and collectives (trade unions) to influence people in positions of power to submit because of the moral ground
it is based on. If nothing works, then by following noncooperation and civil disobedience, a person stops all
interaction with the other party-The fundamental assumption on which these approaches of resolving conflict are based
is that one is not in conflict with the person or organization but is resisting on a moral platform where principles of fairness
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are to be maintained.
It may be noted that there is a lot of cultural diversity in India, and you may expect regional
differences with regard to approaches to dealing with conflict, which may range from very open
confrontational and aggressive stance to a more accommodating stance. The term "adjust" is
frequently used to convey arriving at a middle ground and win—win solution when conflict is on issues
that are minor and situational..
Ways to avoid Groupthink
• The leader should encourage participants to voice objections and critically evaluate ideas.
• Members should take an impartial stance and not get wrapped up in ego and emotions,
affording a more objective view of the decision, However, trying to view a situation from an
outsider's perspective can be challenging.
• More than one group can work on a problem, which may lead to radically different
recommendations.
• Each member can be encouraged to discuss the group's deliberations with people outside the
group and get their feedback.
• Outside experts can be invited into the group for their Input and feedback.
• One of the group members can be appointed devil's advocate to assure that all sides of each
issue are explored.
• The group can be divided into subgroups, each of which works the problem separately and
then reports back.
• A "second chance" meeting can be held after preliminary consensus is reached to allow members
to express doubts and concerns that may have come up.
Meeting Management
Meetings are essential for commu n ica t io n in organizations. They present opportunities to acquire
and disseminate valua b l e i n f o r m a t i o n , develop skills, and makefavorable impressions
oncolleagues, supervisors, and subordinates country in the world.
Workers frequently have a negative attitude toward meetings because they perceive they are a waste of time. Studies
support this opinion, revealing that as much as one third of the time spent in meetings is unproductive. Negative attitudes
toward meetings can be changed when meetings are used and conducted properly, giving attention to correct
procedures and behaviour Successful meetings don't just happen; rather, they occur by design. Careful
planning and attention to specific guidelines can help ensure the success of your meetings, whether they are conducted
in a face-to-fact format or electronically.
Face-to-face Meetings
Face-to-face meetings continue to be the most-used meeting format in most organizations.
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One of the keys to holding a productive meeting is knowing when such a channel of communication
is appropriate. The first question to ask before planning a meeting is, "Can this information be conveyed
in writing just as effectively as meeting face-to-face?" It is appropriate to hold a face-to-face meeting
in the following situations:
• When you need the richest nonverbal cues, including body, voice, proximity, and touch.
• When the issues are especially sensitive.
• When the participants don't know one another.
• When establishing group rapport and relationships are crucial.
• When the participants can be in the same place at the same time.
• When no other channel or medium of communication would suffice. 26
Face-to-face meetings may be enhanced through the use of various media tools, such as flipcharts,
handouts, and electronic slide shows. While face-to-face meetings provide a rich nonverbal context and
direct human contact, they also have certain limitations. In addition to the obvious logistical issues of
schedules and distance, face-to-face meetings may be dominated by overly vocal, quick-to-speak, and
high-status members. In these cases, formal rules for communicating and a skilled leader are
necessary to keep the meeting on track.
Electronic Meetings
A variety of technologies is available to facilitate electronic meetings. Participants may
communicate with one another through telephones, personal computers, or video broadcast
equipment using .groupware or meeting management software applications. Electronic meetings offer
certain advantages. They facilitate geographically dispersed groups because they provide the choice of
meeting at different places/same time, different places/different times, same place/same time, or same
place/different times. Electronic meetings also speed up meeting follow-up activities because decisions
and action items may be recorded electronically.
Electronic meetings also have certain limitations:
• They cannot replace face-to-face contact, especially when group efforts are just beginning and when
groups are trying to build group values, trust, and emotional ties.
• They may make it harder to reach consensus, because more ideas may be generated and because it may be
harder to interpret the strength of other members' commitment to their proposals.
• The success of same-time meetings in dependent on all participants having excellent keyboarding skills
to engage in rapid-fire, in-depth discussion. This limitation may be overcome as voice input systems
become more prevalent.
Suggestions for Effective Meetings
Whether you engage in face-to-face or electronic meetings, observing the following guidelines may help
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to ensure that your meetings are productive:
• Limit meeting length and frequency. Any meeting held for longer than an hour or more frequently than once
a month should be scrutinized. Ask yourself whether the meeting is necessary. Perhaps the purpose
can be achieved in another way, such as email, instant messaging, or telephone.
•Make satisfactory arrangements. Select a date and time convenient for the majority of expected participants.

For face-to-face meetings, plan the meeting site with consideration for appropriate seating for
attendees, media equipment, temperature and lighting, and necessary supplies. For electronic meetings,
check hardware and software and connectivity components.
• Distribute the agenda well in advance. The agenda is a meeting outline that includes important
information: date, beginning and ending time, place, and topics to be discussed and responsibilities
of those involved. Having the agenda prior to the meeting allows participants to know what is
expected of them and to better prepare so that the meeting is more effective. A sample agenda template
is provided in Figure 3-3 on the following page.
• Encourage participation. While it is certainly easier for one person to make decisions, the quality of the
decision making is often improved by involving the team. Rational decision making may begin with
brainstorming, the generation of many ideas from among team members without judgment. Brain-
stormed ideas can then be discussed and ranked, followed by some form of decision-making process.
Maintain order.
Agenda for [name of group] Meeting
Prepared on [date agenda created]
By [name of author of agenda]
Attendees: [those invited to attend, often in alphabetical order] Date and time of meeting:
Location of meeting:
Subject: [major issues to be discussed or purpose of meeting] Agenda items:
1. Call to order
2. Routine business [procedural or administrative matters] (10-15 mins.)
Approval of agenda for this meeting
Reading and approval of minutes of last meeting
c.Committee reports

3. Old business [unfinished matters from previous meeting] (15-20 mins.)

a. Discussion of issue(s) carried over from previous meeting
b. Issue(s) arising from decision(s) made at previous meeting

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 New business
a. Most important issue
b. Next most important issue

4. c. Other issues in decreasing order of importance (20-25 mins.)

d. Business from the floor not included on the
agenda [only as time permits; otherwise, these issues should
be addressed in the next meeting]

5. Adjournments
Prepare thorough minutes. Minutes provide a concise record of meeting
actions, ensure the tracking and follow-up of issues from previous
meetings, and assist in the implementation of previously reached
decisions.

Meetings are an important management tool and are useful for idea exchange. They also
provideopportunities for you, as a meeting participant, to communicate impressions of power and
status. Knowing how to present yourself and your ideas and exhibiting knowledge about correct
meeting management will assist you in your career advancement.
Manage conflict. in an autocratic organization, conflict may he avoided because employees are conditioned to be
submissive. Such an environment, however, leads to smoldering resentment. On the other hand, conflict is a normal
part of any team effort and can lead to creative discussion and superior outcomes. Maintaining focus on issues
and not personalities helps ensure that conflict is productive rather than destructive.
Seek consensus, whileunanimous agreement on decisions is an optimal outcome, total agreement cannot
always he achieved. Consensus (or compromise discussed earlier) represents the collective opinion of the group, or the
informal rule that all team members can live with at least 70 percent of what is agreed upon.

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Etiquette Advantage in Business Communication
Etiquette is a code of behavior that delineates expectations for social behavior according to
contemporary and conventional norms within society, class, nr group, Etiquette is manners, courtesies,
social conventions, and all those behaviors that make our interactions with others in every possible
situation pleasant and considerate. Etiquette involves appropriate behavior in business, social, and even
extraordinary situations. Whether it is greeting a guest, using the napkin while dining, or offering
condolence to someone, there is a socially approved way of acting. Through etiquette, one reveals the
personality, bearing, demeanor, presence, and style accepted by convention or authority, and this helps
in leaving a good, clear, and long-lasting impression on the recipients. In the multicultural global
workplace, it is important to know the norms of behavior or etiquette of Specif ic cultural
groups as this helps in avoiding making faux pas and facing embarrassing situations that can
put off clients or business partners. Through etiquette, we not only reflect awareness of how
the other person wants to be treated at that moment but also exhibit our self-control on our
own cognitions, feelings, and emotions. This helps in the long run to form and strengthen
business relationships.'
Radhika Shapoorjee, President of IPAN Hill &Knowlton at New Delhi, says, "Etiquette
underscores consistency and continuity, is learned and acquired, and thereby establishes
credibility about a person's background." She adds, "through etiquette, we know about a person's
philosophy of life that affects work behavior."
Unlike other forms of business communication, such as writing business letters or
making presentations, which have a specific purpose, etiquette has no agenda or vested
interest, It only concerns itself with expressing positive regard through behavior to others
and self in different situations. Display of etiquette means that the individuals are cultured and
prefer to conduct their business with each other in a dignified, respectful, and pleasing
manner—whether it is dinner, wedding ceremony, business negotiation, or condolence. Even
though etiquette must exist for its own sake in a civilized society, according to Clarence Thomas,
"good manners will open doors that the best education cannot." This is because through
etiquette, we announce where we come from and establish credibility about our education, values,
and emotional maturity.
What Do Working Executives Gain by Etiquette
According to Thomas Sowell. "Politeness and consideration for others is like investing pennies
and getting dollars back."
1. Etiquette helps in self-branding and you do it unobtrusively. When you conduct yourself
appropriately in different business and social situations, you let people know of your
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upbringing, background and education. This helps in establishing goodwill and credibility
about being a good business partner to work with. Further it differentiates you from others in a
competitive lob market and takes you ahead.
2. Etiquette also facilitates the business environment. You please the other person; make him or
her feel valued and important. When people are comfortable, goodwill and trust are
generated, which make them open, flexible, and willing to solve problems.
3. Knowledge and practice of etiquette mallet, you self-assured and confident because you
know how to act in diverse situations. For example, while at a business lunchif youare not
comfortable withsilverware that you have to use or do not know how to raise a roast for
your guest, you will he in stress.
4.Sometimes etiquette helps in getting past difficult situations. In a negotiation, when members
are angry and nerves are at an edge, etiquette helps in preventing communication breakdown.
Polite and courteous behavior calms people and smoothens relationships, creating etiquette is
commonsense. Yet common sense is not space to continue working toward solutions. Many
people from top CEOs to secretaries to stay-at-home mothers feel unsure of themselves at social
and business events. Common sense etiquette such as those mentioned below need to be both taught
and practiced. It is important to note that though there are cross-cultural differences, the basic
ptirpoSe of etiquette in • all cultures is the same: to show regard and respect to the other person, make
him or her comfortable in different situations, and avoid hurting religious or political sentiments by
saying or doing something that is a taboo in their culture.' Executives need to know proper etiquette
in the following situations:
1. Introductions, greeting, and art of conversation
2. Dressing and grooming
3. Hosting, dining, wining, and guest behavior
4. Office etiquette
5. Travel norms
6. Business gifts
7. Cross-cultural nuances
Introductions, Greetings and Art of conversations
When you meet people for the first time in a business setting, a number of activities are
performed, such as greetings, hand-shakes,introductions, and exchange of visiting cards, which are
usually followed by business conversation.
The Handshake and Namaste
A handshake is performed when you are being introduced, you are welcoming someone, you are
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saying goodbye, or someone offers the hand. When doing the handshake, you should approach the person with a pleasant
smile and stop at a distance of about 4-5 feet while making eye contact, and extend the arm with a slight bend at the elbow_
The web (skin between the thumb and the forefinger) of your hand and the other person's hand should make a firm
connection and the grip offered .should be both firm and gentle. Give 1-3 pumps before releasing the hand, even if the
introduction continues, which takes about. 3.5 seconds. You can say "How do you do" and the answer to which is same
during the handshake. Make sure your palm is vertical when you offer it, as face down palm indicates control and face up
submission. A two-hand handshake (glove-like) indicates warmth, but will appear insincere at the first meeting. Be careful
that you neither offer a limp, sweaty hand nor try to crush the hones of the other person by too tight a grip. At social events,
hold your drink in your left hand to avoid a cold and wet handshake. If you are wearing gloves, you need nor remove them
during the handshake. It is the lady's privilege to first offer her hand in a social situation, but in official
capacity, this rule is not true. Further, it is impolite for a lady not to take an offered hand by a male.
Generally, it is the prerogative of the senior person to offer the hand to the junior or younger colleagues.
Culture Lens
In India, the traditional greeting is the Namaste, which is performed by joining the two palms, raising
it to the chest level and bowing slightly and saying "Namaste."
Introductions and Greetings
Men and women alike should stand up when being introduced. You should smile and make eye contact
with the person to whom you are being introduced. Greetings such as "Nice to meet you" or "Hello"
sound gracious, and if you can add the name of the person after greeting, it is even better.
Use the title with the second name while introducing a person. You can use the first name if you are referring
to a younger or junior person. In India, taking the names of seniors is not preferred unless the corporate culture allows so. When
you are introducing yourself, drop the title (Prof., Mr., orDr.).However, it is common in India for the male to address a married lady
as "Mrs" and an unmarried lady as "Miss." But the trend across the world, and including India now, is to refer to all women
irrespective of their marital status as "Ms." When people have specific titles, make sure that you use the correct
one, such as Captain, Professor, Doctor, or Reverend. In India, specially in government organizations, men are
addressed as "Shri," married women "Shrimati," women political dignitaries "Sushri," and unmarried women
"Kumari."
In traditional organizations, men greet women with a nod and greetings such as "good day, Ma'am"
or "good day, Mrs. Asha." If a lady has a veil drawn over her face (whether as a custom or fashion),
the maleshould respect the privacy by simply nodding and walking on. Age, gender, and hierarchy
matter in introductions. The person at the lower level will be introduced to the one at the higher
level. You will say, "Mr. Big, may I introduce Mr. Small." A few lines about the person's expertise
andjob responsibilities can be added to facilitate conversation.
Introductions are made in the following order:
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 1. Subordinate to superior
2. Bachelor to married
3. Boss to client
4. Colleague to customer
5. Male to female
6. Friends to mother, if both parents are standing together
If you forget a person's name while introducing, make a pretence of remembering the name and
normally the other person will fill in. But you must apologize for your forgetfulness.
Don't be rude and bluntly ask the name and say you have forgotten it.
Culture Lens
In India, garlanding and anointing the forehead with red vermillion are the traditional ways of greeting,
especiallyguests. The Japanese give greetings and introductions a great deal of importance.
Hierarchy matters, and during introductions, a deeper bow is reserved for seniors. Typically the title
arid family name, followed by first name of the persons are mentioned, e.g., Mr. Chen Wu.'
The Chinese interpret a vigorous handshake as aggressive, and it is always better to wait for
the Chinese counterpart to offer the hand. Similarly, Japanese introductions are formal and
always include name, title, and rank.'
Muslims greet each other by saying "AssalamoAlaikum," which means "may peace be upon you,"
reciprocated by "Walekurn Salam." Non-Muslims are greeted with a handshake. A more traditional
greetingbetween men involves grasping each other's right hand, placing the left hand on the other's
right shoulder, and exchanging kisses on each cheek.
In Latin American countries, titles are very important when you address someone. For example,
in Argentina, a person with a Ph.D. or a physician is called Doctor, ateacher Professor, an engineer
Ingeniero, an architect Arpitecto, and a lawyer Abogadn.In Spanish, a man is addressed as Senor,
married woman as Senora, and unmarried woman as Senorita_ In Brazil, the handshake often
takes a long time, and when women meet, they exchange kisses by placing their cheeks together
and kissing the aid'
H u g s a n d K i s s es
Hugging and kissing are becoming popular styles of greeting in India in social settings.
However, in traditional places, these forms of greeting are not appreciated, and in business settings,
they should definitely be avoided. When you put your cheek next to the person's cheek, lightly pucker
your lips, and kiss the air, it is called air kiss. The hug is a two-arm hug reserved for old friends you have
nor seen for a long time. The semihug is a momentary clutch with two people putting briefly arms
around the shoulders, and this can be used in business settings but reserved for friends of the same gender.
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 The shoulder clutch is shaking hands with the right hand, and briefly clutching the shoulder with the
free hand; it is reserved for business associates with whom you have a warm relationship but have
not seen for a long time.
Culture Lens
Hugging and kissing are not popular in Asian cultures; so one should be careful about their
appropriateness before using them. inIslamic countries, men can greet each other with hugs and kisses.
Avoid overt greeting with women."
E x cha ng e o f V is it i ng C a rd s
Always carry easily accessible visiting cards when at a workplace. Give the card only if you are
reasonablysure you will be interacting with the person in future. In a restaurant or social gathering,
don't be in a hurry to give cards but wait to exchange cards after the meal or when you are moving away.
After receiving the card, read it and place it on the table in front of you or put it away carefully in your
pocket or a card holder. It is bad manners to put away the card without reading. When traveling to
another country, print one side of the cardin the language of the country where it will be used.
Understated cards printed on good-quality paper speak louder than flashy visiting cards.
CultureLens
It is useful to print titles such as "Dr." on visiting cards in Asian countries. In India and Islamic
countries, present the card with your right hand and a slight bow and receive it in the same way.
Chinese, Japanese, and other Southeast Asians give and receive the card with both hands and a
bow. Also, the card should be presented in such a way that the other person can read it.
The Art of Conversation
The purpose of conversation in official and social events is for networking; building
relationships; and discovering opportunities, strengths, and vulnerabilities of the people with whom
you hope to conduct business. A good conversation has three parts: warm-up, core, and wrap-up. Build
rapport in the beginning, exchange relevant details in the second part, and exit after tentative plans to
meet again. You should get someone to introduce you to a stranger, and if there is no one to do so,
you can approach the person and introduce yourself. However, you must wait for the other person to
introduce himself or herself. In the warm-up stage with a stranger, begin with an open-ended question
of common interest. A conversation is two way; so be a good listener and do not end up talking the
most.'° Moreover, you should never walk away from someone or a conversation without first saying
"excuse me" or "I beg your pardon."Avoid talking about controversial issues such as religion and
politics as there is danger of offending someone. Good topics of conversation are work issues, art, lit-
erature, neutral current affairs, weather, cuisine, and heritage. It is also inappropriate to enquire about
a person's age, caste, religion, marital status, or salary. If the conversation is becoming unpleasant,
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diplomatically steer toward a safe topic, and if required, apologize courteously and withdraw. During
a business lunch or dinner, don't talk all the time about work.
CultureLens
In India, wanting to know the details of one's family is not regarded impolite, but one should be
discreet about it. In western countries, it should be avoided as much as one can."
Dressing and Grooming
Grooming and dressing involve all activities that will make you look smart, attractive, neat, and
presentable. More specifically, a well-groomed business executive has good personal hygiene and dresses
appropriately on official, semi-official, and social occasions. Business norms and social conventions define
grooming and dressing.
Body Hygiene
Men should sport neat haircut and make sure their hair does not fall over the ears, eyebrows, or
the back of the collar. Facial hair such as moustache, sideburns, nose hair, and ear hair should be
trimmed. Beards are not recommended. Women should tie the hair pulled back from face. Hair-holding
devices should be plain and of natural colors. You can use gel to keep unruly hair in place. If you use
hair dye, then it should be one shade darker or lighter than the natural color of your hair. Nails should be
clipped short and cut in curvature. Women should have well-manicured hands with nail-paints, if any, of
light color. Brittle or discolored nails show deficiencies or disease conditions. You should brush your
teeth twice a day and rinse well after every meal. Floss your teeth at least once a day, Smokers may like
to get their teeth polished occasionally to remove nicotine marks and should make it a point to rinse the
mouth after smoking. Bad breath can be avoided by using mouth fresheners, keeping good digestion,
and not raring foods that have strong odor, such as spices, garlic, and onions. Chewing cloves or green
cardamoms can help keep the mouth fragrant.
Norms of Business Dressing
Dress for the position you want, not for the one you have now. You should dress consistently,
for the occasion, weather, and time of the day. In corporate world, less is more in dressing. You should
not be too fashionable, too complicated, or too flashy. In business men and women should go for
understated elegance.You should not wear revealing dresses. Low-cut blouses, see-through textile, and
too tight leans attract unwanted attention and stop people from taking you seriously at work.
Footwear and Necktie
Men can wear lace-up conservative shoes which are polished and dean. Shoes with high heels should
be avoided. Shoes can be black, brown, or burgundy in colon Make sure the.color of the shoes matches
that of the trousers and belt, You should avoid white and light-colored shoes. Socks should match the
color of the trousers (or the suit) or the shoes and should be long enough to cover the shin while sitting.
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The lower tip of the tie should reach the center of the waist-belt, and design and color should be fashionable
and not flashy. One should avoid wearing college or club tie and advertising your affiliations at work.
Trousers and Shirts
Both men and women should wear trousers and slacks that are neatly pleated and pressed. The
trouser length should fall gently on top of the shoe and should not have folds around the ankle. Shirts
should be of simple stripes, checks, or light solid colors. In India, one should go for good quality-cotton shirts
as they are more comfortable in the warm climate. Also, the inner wear should never be visible.
Culture Lens
In Korea, Japan, and China, business attire is conservative, and men wear dark-colored business
suits with white shirts. Women dress conservatively and in subdued colors.'' In Western countries,
pastel shade in women's apparel is preferred unlike in India, where women are definitely more
colorfully dressed. Business formals in South American countries and India are usually fashionable and
expensive.
Tables 16-land 16-2 present the list of do’s and don'ts of professional dressing for men and women.
Professional Dressing for Men

Acceptable Not Acceptable

• Two-piece suits in brown, black, gray tones in
light fabric are preferred all year round. In
winters, you can wear three-piece suits in heavier
fabric. • Blazers and sports jacket
are for Friday dressing or informal business Overcoats in India
gatherings. Generally, trousers that are of dark
color and of good quality
should be worn. However, in Indian climate,
light-colored cotton trousers can also be worn.

• On a regular day, wear Oxford button down

Spread collars and flashy ties
shirts in light colors with ties should be worn.

• Dark socks look sober. Athletic shoes

T-shirts with slogans
• Turtle neck shirts, V-neck or crew neck sweaters Torn jeans, bermudas, and shorts
can be worn as business casuals. Fabric that is shiny or too
tight attire

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 • Five accessories—wallet, briefcase, pen,
Showy belts or buckles
wristwatch, and card holder—are allowed.

• Three jewelries allowed are ring, cufflinks, and

very thin bracelet. If you must wear a chain, it Visible body piercing and tattoos
should not be visible.

Professional Dressing for women

Acceptable Not Acceptable

• Three- or two-piece suits, jackets, trousers, and

interchan¬geable skirts can be worn. White,
Danglers or too many bangles look
cream, or pastel shade blouses can also be worn.
gaudy.
• Formal trousers with half kurta look elegant at
work.

• Salwar/churidar suits with chunnis, and sarees Avoid sleeveless clothing, see through
look formal and also casual depending on style fabric, revealing or tight clothing, and
and fabric. short skirts.
• Accessories allowed are sober leather handbags,
belts, and briefcases.
Four jewelry items—earrings ring, chain, and
bracelet—can be worn. Dark or red nail enamel, and heavy
Silk scarves look smart. makeup and strong perfume attract
Turtle neck shirts, V- neck or crew neck sweaters unnecessary attention.
can be worn as business casuals. No Stilettos
Shoes should ideally be flat. One-and-a-half-inch
heel sandal can be worn.
Clear and nude makeup can be worn

Office Etiquette
You and your colleagues spend the best part of the day together. Proximity combined with
work pressure often makes the office climate stressful. Simple steps go to make the workplace
pleasing, harmonious, and stress free.

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Work Space Etiquette
If your cubicle has a door, close it only when in a meeting. Decorate your cubicle discreetly and
never have pinups posted on billboards or on computer screen-saver. Keep your work space neat and
tidy. Do not hang around someone's work table to talk, nor let your eyes snoop on letters, faxes, and
files that may be lying on the table. Get into the habit of speaking in a low voice while on phone or
otherwise. Do not shout requests across tables. Move to the common space when you have a meeting
or want to talk privately.'5 Burping, slurping coffee, and crunching sounds are offensive when at work or
in the dining room. If you have a large photocopying job, allow someone with a smaller job to finish
before you.
You should leave washbasins neat after you have used them. Gentle reminders can be posted stating
dos and don'ts in strategic places such as toilets, eating space, and kitchen. Make sure you clear the
mess you have made. Stand up if a senior or a client comes to your work space. Say please, sorry, thank
you, and excuse me as often As you can. Be very courteous to the support staff, and treat them with as much
dignity as you would a colleague. When a visitors leaves, walk the person to the reception on the way out.
Culture Lens
Japanese offices are quiet as talking loudly is taken to interfere with the concentration of
people who are working. Indians have strong affiliation needs, and engaging in small talk with colleagues
even when there is no work in office is considered a part of maintaining good relations with colleagues.
Doors, Elevators,and Escalators
If two people are approaching the door together, one should allow the other to go in first. The
person who goes first should hold the door for a short while for the others to get in. The older people should
be allowed to enter the elevator first. After pressing the floor button, you should move at the hack and be
accommodating once inside the elevator. Be helpful by pressing the floor button for someone else, or by
keeping the door open for people to step in and out. You should step out to let a person standing behind
leave the elevator. Don't stare at someone or touch up your make up once inside the elevator.
Gender Bender
Being sensitive to the needs of opposite gender facilitates work and social environment. If a man sees
a woman carrying parcels or baggage, he should offer to carry, even if the woman is a stranger. It will be
her choice to accept the help. On the stairway, the man should walk in front of the woman in order to
break her fall and not overstep on her attire. On the kerb, he should be on the outer edge and in a crowded
place, in front of the woman to clear the path. If there is one seat, it should he offered to the woman. if a man is
in a hurry and needs to pass in front of a lady, he should say, pardon me," "with your permission," or "excuse
me." Men should follow the Supreme Court of India guidelines to prevent sexual harassment of women
at workplace and avoid
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 • physical contact;
• a demand or request for sexual favors;
• sexually colored remarks;
• showing pornography;
• any unwelcome physical, verbal, or nonverbal conduct of sexual nature. For example, leering, telling
dirty jokes, making sexual remarks about a person's body.
CultureLens
In Islamic countries, in public places, men are not expected to interact with women who are not
part of their family. Nor should they enquire about the well-being of their colleague's wife.
Business Meals
Business executives regularly attend formal sit-down dinners, freewheeling office parties,
business lunches, and breakfast meeting as part of the official responsibilities. The purpose is to
network, negotiate, and build business relationships, and, therefore, one should be comfortable and not
commit blunders that would embarrass everyone on these occasions. The executives can lose credibility
as a business partner if viewed as gauche, unaware, and tense.
A Good Host
When eating out, invite the guest graciously, in writing and well in advance. If the event is formal, a
proper invitation card is required, or else a courteous email will do. Confirm on phone a day before the
event and mention the agenda for the business dining.
Select a place that is not crowded, and reserve tables in advance. Reach the venue at least 15
minutes before the guest to check if everything is in place. Guide the guests to their seats when they arrive.
A host can never afford to be late.
Typically, the host does the ordering but can check with the guests if they want to choose in case
there are no budget constraints. The host confirms the order to the steward. As a host, you should help the
guests shine in conversation. However, as a host, you should stop a bore from droning on and steer away
from topics that may cause arguments or offend someone.
Allow the guests to serve themselves before you take the food. In India, the host is expected to
urge the guest to take more food, and if this is not done, the guest may feel unwelcome; however, do
not force food on the guest. One should avoid serving embarrassing foods such as spaghetti or chilies.
Before the dessert is served, the table should be completely cleared of all dishes from the previous
course. This includes wine glasses, salt and pepper shakers, and condiments dishes. It is essential that
one is courteous to the waiter or waitress. In India, tipping is done from a minimum of 15 percent if
reasonable service has been received to 20 percent for exceptional service. In some restaurants, large
parties (five to eight or more) will have gratuity automatically added to the bill. Separate tipping for
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wining is advisable. Special helpers such as chefs in a Japanese restaurant receive a tip.
One should not make telephone calls at the meal time or go somewhere, unless it is absolutely
necessary, especially at a sit-down meal. Men should remove their overcoats before entering the dining
room, while women should remove coats as they are seated. A purse should never be placed on the table.
When eating at home, formal meals or suppers are an opportunity to show off the best of home
linen, plates, flatware, hospitality, and house-cleaning skills of the residents of that home. A formal
menu should include at least four courses. If there are many people at your party, make sure there is
enough room to move around, even if it means removing some furniture. Get extra help such as someone
to rend the bar or you will just be running around and the guests will not benefit from your company.
The lady of the house should sit at the head while the male head is seated at the foot of the table.
Married couples are almost never to be seated next to each other. Remember a dinner party is a social
occasion, not so much a family affair. Take care that guests at the dinner table do not get blinded with
candles or have their view obstructed with large flower arrangements or centerpieces. Scented candles
can be avoided as they can have an unappetizing effect. As a host, you should wait until all guests
have finished and have left the table before removing the dishes."
Culture Lens
In Asian and Islamic countries, guests are very important, and the hosts go out of their way to ensure
theircomfort. In India the term "Atithidevobhava" signifies that the guest is God and should be treated
as such.
Good Guests
As a good guest, you should reply promptly to an invitation. Use the RSVP (respondezs'il vows
plait), which means notify the sender of your attendance plans. You are obligated to adhere to your
response and only in an emergency should cancel the appointment. Never be early and not more
than 10 minutes late. Respect the invitation and do not ask to bring (or bring) uninvited guests. If
you have a special diet, let your host know in advance.
When serving, never pile excessive food on your plate. Avoid overeating, and compliments
about food should be subtle, not overblown. Don't make an issue of your not liking something or
not being able to eat it. Sit in an attitude of attentiveness toward the host and other guests with both
feet on the floor and not crossed. Do not play with your silverware while waiting for the food to
arrive. Don't push your plate away when you are done with eating. Let your host or waiter clear your
dishes.
Thank your host or hostess for the meal when you leave, followed by written thank you note
not more than two days later. When invited to someone's home, a small gift for the hostess is

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appreciated.
Culture Lens
In most Asian cultures; the guest should not vehemently refuse the courtesies offered by the host.
There is a subtle understanding between the host and guest—and a lot of nonverbal communication
conveys what is needed by the guest, which a good host understands.
Seating and Serving
As soon as you are seated, remove the napkin from the table, unfold it halfway, and put it
in your lap with the folded open ends toward the table. At formal restaurants, the waiter may do
this for the diners. If your napkin falls down ask for a fresh one. When you finish and leave the
table, place the napkin loosely folded next to your plate. If you have to leave the table midway
the meal, leave the napkin on your seat.
Seat yourself from the left side of the chair and rise from the right side to avoid bumping
into others. The exception is if you are on the far right end of the table; enter from the right to
avoid excessive movement.
Sit erect and do not rest your elbows on the table. Keep your arms close to your body to avoid
hitting the person beside you. Be especially careful when cutting food. No one should begin to eat
until all are served and the host or hostess begins eating. In a large group, begin eating when the
immediate group around you has been served. At sit-down meals, the diner is approached from the left
for three purposes: (1) to present platters of food from which the waiter will serve or the diner will
serve to self; (2) to place side dishes such as vegetables or dinner rolls; and (3) to clear the side dishes
placed from the left.17
These days, it is nearly universal practice for food to arrive already arranged on the plate. Plated
food (except for side dishes) and empty plates and clean utensils brought in preparation for
upcoming courses are always placed from the guest's right side. At the end of the course, they are
removed from the right.
At a formal restaurant or banquet, food should be presented to guests in the following order:
• Guest of honor
• Female guests
• Male guests
• Hostess
• Host
Culture Lens
In Southeast Asian cultures such as China, Japan, and Korea, the elderly or guest of honor is
the first to start the meal. The youngest on the table addresses all of the elder members at the table before
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starring, perhaps saying "please rat rice" as a signal to help themselves. The eldest person present or the guest of honoq
is given a seat facing the door."
Utensils
Cups, plates, glasses, and cutlery used during meals are variously termed as utensils, silverware,
and flatware. In every culture, there is a way to lay them an the table and use while eating, Hold the utensils delicately
but comfortably primarily between the forefinger and the thumb, the maneuvering guided by fingertips. Holding any
utensil in a fist or manipulating it in such a way that it points at someone will appear as aggressive.
American Style and European Style
According to the American custom, one uses fork, knife, and spoon with the right hand for eating.
For cutting the food, the fork is held in the left hand and knife in the right hand, after which the fork is
transferred to the right hand to put the food in the mouth. Emily Past calls this the "Zig-Zag" style. In the European style,
food is cur exactly as in the American style, except that once the bite has been separated from the whole it is transferred
directly to the mouth on the downward-facing fork by the left hand itself. Regardless of style, it is important
to cut only one or two bites at a time."
Never allow any part of the utensil to touch the surface of the table, after you have begun eating.
While having soup, never let the spoon remain in the bowl, and after you are done, leave the spoon
on the plate placed below the bowl.
Reading the Placement of Silverware
For a formal place setting, you will receive exactly the flatware/silverware you will need, arranged in
the correct order. The guiding principle is to use silverware from an outside-in approach, i.e., start by using the
knife and fork kept at the outermost position. A service plate, also known as a charger plate, is never eaten from.
It will be removed when the first course is brought, or the different courses will be set on top
American Style and European Style
According to the American custom, one uses fork, knife, and spoon with the right hand for eating.
For cutting the food, the fork is held in the left hand and knife in the right hand, after which the fork is
transferred to the right hand to put the food in the mouth. Emily Past calls this the "Zig-Zag" style. In the European style,
food is cur exactly as in the American style, except that once the bite has been separated from the whole it is transferred
directly to the mouth on the downward-facing fork by the left hand itself. Regardless of style, it is important
to cut only one or two bites at a time."
Never allow any part of the utensil to touch the surface of the table, after you have begun eating.
While having soup, never let the spoon remain in the bowl, and after you are done, leave the spoon
on the plate placed below the bowl.
Reading the Placement of Silverware
For a formal place setting, you will receive exactly the flatware/silverware you will need, arranged in
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the correct order. The guiding principle is to use silverware from an outside-in approach, i.e., start by using the
knife and fork kept at the outermost position. A service plate, also known as a charger plate, is never eaten from.
It will be removed when the first course is brought, or the different courses will be set on topof it. During a
pause in the meal, leave the silverware on the plate with no part touching the table. During longer waits, caused
by a diverting twist in the table conversation, place the fork on the left and knife on the right, so that they cross
over the center of the plate. When the diner is preparing to pass the plate for a second helping, the fork and
knife are placed parallel to each other at the right side of the plate, so that there is room for food.
The finished signal is given by setting the fork and knife parallel to each other either vertically across the center
of the plate or diagonally, with the handles pointing to the right. The cutting edge of the knife blade should
face toward the diner and the tines of the fork should point up.
Chopsticks should always be held correctly, i.e., between the thumb and first two fingers of the right
hand.When not in use, chopsticks must be placed neatly on the chopstick holder, with two sticks
lying tidily next to each other at both ends.
Culture Lens
Never point the chopsticks at a person, nor wave them in the air while gesticulating, bang them
like drumsticks, or suck them while putting food in the mouth.
Table Manners
Cut no more than two bites of food at a time and take small bites, eating slowly and quietly.
Do not attempt to talk with food in your mouth. Do not sniff the food, blow to cool it, or play
and move it around on the plate.
Pace your meal and do not continue to eat long after others have stopped or finish eating the food
too soon before others are perhaps halfway through. Accept a second helping if it is desired, only
after everyone has been served once. Ketchup should be poured on one section of the plate, not
over the entire food portion-Your plate should not look messy. Crumbling crackers or mixing
foods are inappropriate and offensive. Toothpicks are to be used in private, never at the table or
in public places. Avoid touching. your hair and using a handkerchief at meal time.
If some beverage or food is spilled on a guest while eating, be cairn and apologize. Help the
guest if the guest wants to remove it with a cloth napkin and water, or else gently guide the guest
to the washroom.
When there is an undesirable object in the food, quiedysend it hack, but do not point it out because
it might ruin the dinner for the rest of the people. To remove a distasteful food item from the mouth,
discreetly use a napkin and the food morsel should be kept out of view from others.
If a piece of silverware falls onto the floor, leave it there and ask for a new one. Pick up serving dishes
in front of you and pass them to the right. You will be the last to receive the dish. Take small portions so
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that all present will have equal portion. Ask to have an article passed rather than reach in front of a person
to get it.z° Salt and pepper shakers are to be passed together even when only one is requested.
If sugar is in small packages and is requested, pass the container containing the packages,
Place empty paper envelopes on the edge of the saucer or under the rim of your plate and not in
the ashtray.
Do not hold food on the fork or spoon while talking, nor wave your silverware to the air or point
with it. Do not push food with the fingers or bread.
Finger glasses, as they were originally called, and not finger "bowls' come with the dessert
course. Dip finger tips into the warm water, wet your napkin with your now-wet fingers, and use
the damp portion of the napkin to touch your face and mouth, Do not expectorate or bathe your
entire hand in the bowl.
Culture Lens
In Asian cultures, slurping or belching sounds indicate the food is being enjoyed; however,
in a global work environment, you can mention a polite "excuse me" after any inadvertent sound
you make while eating, Taste all the dishes that are offered by your Asian hosts.
Japanese and Chinese restaurants do not have napkins, but there will always be wet-fragrant-small
towels offered to you to clean the hands by service staff. In Chinese and Japanese cultures, formal
meals are served on lacquer trays with rice bowl to the left, soup to the right, and you should not
upset. Remove lids and place it upside down on the tray, and after the meal place the covers back
on the bowls. Do not finish one dish and then move to the next, rather eat small amounts out of
each bowl.
In India, normally at homes, food is eaten by the right hand, using fingers.
Use fingers to remove bread from the serving plate. Spearing or eating bread with a fork is wrong.
Special Foods
Butter is to be placed on the dinner plate or bread/ butter plate with the butter server. Break bread in halves
or quarters and butter only the portion you are eating, and never butter the entire roll.
The bread-and-butter knife remains on the bread-and-butter plate at the end of the meal,
Jellies, pickles, and other relishes are placed on the bread-and-butter plate and eaten with a fork
along with the main course.Use the tips of the fingers of the right hand to put the following food
into the mouth, and avoid lickingfingers afterwards:
• Asparagus
• Bacon
• Bread
• Cookies
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 • Corn on the cob
• Chips, French fries, fried chicken, and hamburgers
• Almost everything that is served at a cocktail party. For example, olives, pickles, nuts, deviled eggs,
tandoori chicken, tikkas, kebab, and sandwiches.
• Small fruits and berries on the stem.
Twine noodles or spaghetti around the twines of the fork before putting in the mouth.
Buffets and Cocktails
Corporates host social events on occasions such as product launches, publicity, anniversaries,
awards, and ceremonies, where customers, vendors-clients, and dignitaries are invited. Fromvery
formal sit-down dinners where everyone is dressedin black formals, there can be semiformal events
generally hosted on lawns of hotels or private clubs. Conducting yourself properly during the pre-
dinner drinks,hors d'oeuvre, bar, and buffet tables is important.
At the Bar
Approach your turn at the bar, and find out if drinks are on the house or are to be paid for. Do
not tip the bartender. Do not grab a drink from the tray of the waiter unless he wants to offer it to you.
Hold the drink in your left hand so that the right hand is free to shake hands. After you finish, keep
the empty glass unobtrusively on side tables that may have been laid out for this purpose. Do not
spend all your time at the bar as if drinking is the only reason for being at the event.
Passed Tray Food Service
At a cocktail event, this may be the only food service; otherwise normally in India, there is a
buffet table for dinner. Waiters circulate finger foods (sometimes with toothpicks) on many rounds to
guests and have to be eaten directly. Do not try to load the food on a napkin as you will end up dealing
with it in a clumsy manner.
Dispose of the used toothpick or skewer on a receptacle on the waiter's tray or in a dustbin. Do
not put a used toothpick on the waiter's tray. If you do not find a suitable disposal place, wrap the
offending item in a tissue and put it in your pocket.
Buffet Table
Follow the queue and skip the dishes you do not want, rather than breaking the queue. Do not
overfill your plate as it looks inelegant. You are not supposed to eat everything that is served. After
serving yourself, place the serving spoon on the side plate placed beside each container.
Wining etiquette
Wining is fast becoming the backbone of corporate entertaining. Right from a private dinner party
for select clients to elaborate corporate banquets, sparkling flutes of champagne and glistening glasses of
ruby red wine seem to be flowing at business events. On these occasions, wine often is the center of
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conversation as people compare and comment on the body, texture, vintage, or flavor of the wine being
served.
In all cultures where alcohol is consumed, drinking is hedged with unwritten rules and social
norms regarding who may drink how much of what, when, where, with whom, and in what manner.
The rules may vary in different social circles, but the rules are always there.
Drinking Rules
• Cultivate taste
• Avoid unfamiliar drinks
• Eat food while you drink
• Sip your drink
• Know your limit
• Accept a drink only when you really want one
• Drink to improve social relationship
• Respect the rights of individuals who do not drink
Wines and Cocktails
Aperitifs are appetite-stimulating beverages that arehad before dinner. They have low alcohol
content andare served with snacks, e.g., Dry Sherry, Madeira; and Vermouth.With the main course,
you can serve the following wines:
1. Red wine (Cabernet Sauvignon and Pinot Noir)
2. White wine (Chardonnay and Sauvignon Blanc)
3. Sparkling wine (Champagne)
Dessert wine is served with dessert and is medium-sweet to very sweet. Port Wine, Sweet Sherry,
Tokay, and Sauternes are examples of desert wine. Di gestifsare served after a meal to promote
good digestion and can be had with coffee too. Examples are liqueurs, Port wine, brandy/Cognac.
Cocktails are gin, vodka, or rum-based drinks, usually with flavorings of fruits, sauce, honey,
milk/cream, spices, etc.
The wine served should complement the food. The general rule to serve is as follows:
• Red wine with red meat
• White wine with white meat
• Dessert wine
• Sparkling wine with any kind of main course
Serving Wine
Take the help of the sommelier to help you choose the wine. If you have confidently ordered the bottle
without consultation from a sommelier or wine steward, it is not appropriate to send it back if you don't
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like it. However, if you requested assistance from the staff and do not like what they suggested, it is
within your prerogative to express displeasure with the wine and send it back. You can judge if the
wine is fit to consume and the bottle is not corked (distinct smell of wet, moldy cardboard) in three
simple ways:
1. Look at the rim; the wine's "body" color should be clear.
2. Smell: The quick whiff (initial impression) and the deep whiff should be wholesome.
3. The initial taste and after taste should be pleasant.
Pour the wine in the right kind of wine glass. The round bowl with a short stem is for red wine, the
longer stem is for white wine, and a fluted bowl is for sparkling wine. Serve white wine at 9°C-14°C,
red wine at 13°C-20°C, and champagne at 6°C-10°C. Never add ice to your wine,
Fill red wine about one half full, and white wine about two thirds of the wine bowl. Hold your
wine glass by the stem and not around the rim, or your hands will make the wine warm. Do not leave
fingerprints and lipstick marks on the bowl and discreetly remove them with your napkin. Wine and all
other beverages are presented and poured from the right as glasses are placed above and to the right of
the guest's plate.
Nondrinkers need not turn the glass upside down, nor put the hand over the glass to refuse. Just a
polite "No thanks, I do not drink" will do.
Toasting
The host initiates all toasts. First, attract the attention of other people before making a short speech
and raising the toast. The person who raises the toast stands at a sit-down dinner, along with the others and
the one who is being toasted remains seated. If all are seated, you too should remain seated. In private
small dinners, the toaster and the toasted can remain seated. Those who do not have alcohol may drink
water or raise the wine glass to their lips. If champagne is being served for raising toast and you do not
consume it, you must not stop the host/waiter from serving it. The person being toasted does not drink to himself or
herself. After raising a toast good way to acknowledge guests and employees you want to felicitate
• the toast, the person who has been toasted rises, bows, acknowledges, and thanks the host. You can also
reciprocate by raising a toast to the host.
Culture Lens
In Japan, the glass is never left unfilled, so drink slowly, and never pour a drink to yourself.
Always allow someone else to do it for you. Do not drink until everybody is served and glasses are raised
for a drinking salute. Toasting in Japanese is called kampai, pronounced " kahm-pie."
Gifting in Business
Gifting is a time-honored way to build business relationships. While giving gifts has its advantages,
it can also be risky. Follow the guidelines in the ensuing paragraphs to avoid jeopardizing business
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relationship by being tactless when giving gifts to clients, colleagues, and dignitaries.
Business Gifts
Gifts can be given to stakeholders of the company, such as clients, distributers, customers,
vendors, and business partners. They are usually given to celebrate anniversaries, felicitate awards,
show appreciation, and honor rituals. For example, it is customary in India for corporate to give gifts
during the festival of Diwali or the New Year. Common gifts are pens, clocks, diaries, leather goods,
calendars, T-shirts, etc., but you can be creative and give functional gifts, such as umbrellas and
crystalware. Make sure the company name and logo are understated and do not make the gift look like a
vulgar advertisement. The gift can be small but must be of very good quality with aesthetic or functional
value and reasonably priced. A too expensive gift may appear like a bribe or a reward for favors that
were done out of turn. The presentation of the gift should be attractive, and a personalized felicitation
card should be attached.
When receiving a gift, you should appear pleased. In the West, the custom is to open the gift
immediately and show appreciation, but in India it is opened later when the guest has left.
You can refuse gift, but a suitable reason needs be politely and graciously given. A good reason is
to say it is against company policy to accept expensive gifts, and you must write the refusal. If the gift
is too personal to be corporate gift, send it back with a refusal note and keep a copy of the refusal with
you. When you send flowers, food items, wine, and alcohol, be careful about what is acceptable and
not a taboo.
Culture Lens
In the United Kingdom, gift giving is frowned upon, but the practice is prevalent in America.
Businesses in Europe in general do not expect gifts; however, gifts are appreciated and will be
viewed as a nice gesture. In Islamic countries, do not gift alcohol, perfumes containing alcohol, pigskin
products, knives, toy dogs, paintings, or sculptures with artistic merit with the female form. Also
avoid admiring an item too much as your host may feel obligated to gift it to you. When offered a gift,
it is impolite to refuse. In Japan, gift giving is highly ritualistic and the style is important; so wrap
the gift attractively in pastel and red colors. Good-quality chocolates or small cakes are good ideas,
and gifts are not opened when received. Gifts in odd number are considered bad luck, and so is the
number 4. Do not give white flowers as they are associated with funerals, or scissors or kitchen knives,
which indicate a desire to severe a relationship. Shoes or socks are worn on the feet and should not be
gifted, especially in Japan.
In China, business gifts are always reciprocated. Do not give clocks, straw sandals,
handkerchiefs or anything that is white, blue, or black. Avoid number 4, which signifies death,
while number 8 is considered very good as it means making money.
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 Among Japanese, Chinese, and Koreans, gifts wrapped in red or yellow paper are
appreciated, because they are royal colors. Gifts when given in these countries should never be
wrapped in green, white, or black paper.
In Brazil, purple flowers are extensively used at funerals, but violet flowers can be given. in
France, flowers should be given in odd numbers, but avoid 13, as it is considered unlucky. In
Sweden and Spain, it is recommended that you take gifts for children who may be part of the
family you are visiting.
Travelling
With globalization, national and international business travel has increased. You will be
spending a lot of time at airports and in hotels, where you meet diverse people regularly. These are
public spaces and certain decorum has to be displayed at all times, more so, be you represent the image
of your organization.
Airport and Hotels
When in transit lobby, be courteous and patient. Handle your luggage and keep the
accessories handy. Don't obstruct walking areas and avoid speaking on mobile loudly in public
places. Remain in the queue. At airports and hotels, you may use amenities such as data posts for
laptops, basic stationery, computers, fax machines, Internet access tables, etc. Make sure you do not
misuse public property, steal stationery, or leave the place untidy after you have finished. Moreover, one
should never snoop on other's work.
Air Travel
Different airlines have different rules for baggage size, weight, number of pieces, etc., which
frequently change;so be updated when you travel. Due to rising terrorist threats, security protocols
have become stringent both while traveling and while entering in hotels; so be cooperative. When in
air, obey the instructions of the stewardess and shut your mobile phones and other electronic
equipment. Treat the airline staff with respect and courtesy. Be polite, courteous, and discreet with
your seat neighbor. No one likes a chatty person. There is no need to make a scene if there is problem,
but you can firmly express the displeasure and request a solution. Never push ahead of the passengers
or break the queue. If you are in a hurry, you can request for seat in the front in the plane if available
so that you can deplane early. Do nor crush other people's belongings in the overhead compartment
in order to make room for your luggage. If there is no room, take the help of the staff. D o not
embarrass helpless parents if their offspring ar e cr ying or are restless. Use earplugs if you
cannot bear the sound. Do not o ver d o a lc o hol. Smell good, and keep hands within seating. Keep
the lavatory clean.
Hotels
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 Read all the rules regarding the food and beverages available in the room, calling services,
and the Internet before thinking they are complimentary. Call in advance to get the bills ready to
avoid delays. Tip discreetly, the amount based on the effort gone in the task. Keep snail change with
you to tip the doorman, bellman. parkingvalet, concierge, waiter, housekeeping, and room service
waiter. In Western countries, rip to the taxi driver is about 10 percent of the total fare.
Improving Non-verbal Communication
Skills
• Understand the roles that nonverbal signals play in communication, complementing verbal language by
strengthening, weakening, or replacing words.Note that facial expressions (especially eye contact)
reveal the type and intensity of a speaker's feelings
• Watch for cues from gestures and posture
• Listen for vocal characteristics that can signal the emotions underlying the speaker's words.
• Recognize that listeners are influenced by physical appearance.
• Be careful with physical contact; touch can convey positive attributes but can also be interpreted as
dominance or sexual interest.
• Pay attention to the use of time and space.
• Shaking her hand too vigorously. Both nonverbal signals would raise her hopes bout
justification. In either case, match your nonverbal cues to the tone of the…….
Also consider the non-verbal signals you send when you are not talking – the way you sit, the
way you walk, are you talking like a serious business personal or have you dressed like you belong
in a dance club or a fiat house? Whether you think it is fair to be judged on superficial matters.
The truth is that you are led this way. Don’t let careless choices or disrespectful habits undermine
all the ram work you are doing on the job.
When you listen be sure to pay attention to the speaker’s non-verbal cues. Amplify the spoken
words or contradict them? Is the speaker intentionally us – malt non-verbal signals to send you a
message that he or she can’t put into words?
• Non-verbal communications are powerful, but they aren't infallible, particularly if you don't know a person's
normalbehavioral patterns.For example, contraryto popular belief, avoiding eye mow and covering one's face while talking are
not reliable clues that someone is honest. Even when telling the truth, most people don't make uninterrupted eye contact towards
the listeners, and various gestures such as touching one's face might be normal. In some cultures, sustained eye contact can be
interpreted as signdisrespect or might just be ways of coping with stressful situations.
If something doesn't feel right, ask the speaker an honest and respectful ques- doing so may clear everything up, or it may
uncover issues you need to explore.
Developing Your Business Etiquette
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 This section addresses some key etiquette points to remember when you are in the workplace, out
in public, online, and using mobile devices. Long lists of etiquette can be difficult to remember, but you can get by in most
every situation byremembering to be aware of your effect on others, treating everyone with respect, and
keeping in mind that the impressions you leave behind can have a lasting effect on you and your company.
As etiquette expert Cindy Post Senning points out, "The principles of respect, consideration, and honesty
are universal and timeless.
B us iness E t iq uet t e a t t he W o rk p la ce
Workplace etiquette includes a variety of behaviors, habits, and aspects of nonverbal communication.
Although it isn't always thought of as an element of etiquette, your personal appearance in the workplace
sends a strong signal to managers, colleagues, and customers (see Figure 2.6). Pay attention to the style of
dress where you work and adjust your style to match. Expectations for specific jobs, companies, and
industries can vary widely. The financial industries tend to be more formal than high-tech firms, for
instance, and sales and executive positions usually involve more formal expectations than positions in
engineering or manufacturing. Observe others, and don't be afraid to ask for advice. If you're not sure, dress
modestly and simply—earn a reputation for what you can do, not for what you wear.
Grooming is as important as attire. Pay close attention to cleanliness, and avoid using products with
powerful scents, such as perfumed soaps, colognes, shampoos, and after-shave lotions (many people are
bothered by these products, and some are allergic to them).
IM and other text-based tools have taken over many exchanges that used to take place over the phone,
but phone skills are still essential. Because phone calls lack the visual richness of face-to-face
conversations, you have to rely on your attitude and tone of voice to convey confidence and
professionalism. Here are some important tips for using phones at work (for etiquette points specifically
about mobile devices.
• Be conscious of how your voice sounds. Don't speak in a monotone; vary your pitch and inflections so
people know you're interested. Slow down when conversing with people whose native language
isn't the same as yours.
• Be courteous when you call someone. Identify yourself and your organization, briefly describe
why you're calling, and verify that you've called at a good time. Minimize the noise level in your
environment as much as possible. For important or complicated conversations, plan what you want to
say before calling.
Convey a positive, professional attitude when you answer the phone. Answer promptly and with
a smile so that you sound welcoming. Identify yourself and your company (some companies have
specific instructions for what to say v. you answer). Establish the needs of your caller by asking,
"How may I you?" If you know the caller's name, use it. If you can't answer the caller's q tions, either
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 forward the call to a colleague who can or advise the caller on to get his or her questions resolved. If
you do forward a call, put the caller hold and call the next person yourself to verify that he or she is
available.
• End calls with courtesy and clarity. Close in a friendly, positive manner double-check all vital
information such as meeting times and dates.
• Use your own voicemail features to help callers. Record a brief, pro sional-sounding outgoing
message for regular use. When you will be away unable to answer the phone for an extended period,
record a temporary greet that tells callers when you will respond to their messages. If you don't chyour
messages regularly or at all, disable your voicemail. Letting messages up for days or weeks without
answering them is extremely thoughtless.
• Be considerate when leaving voicemail messages. Retrieving voicemail to sages can be a chore, so
be thoughtful about leaving them. Unless voicemail the best or only choice, consider leaving a message
through other means, s as text messaging or email. If you do leave a voicemail message, make it as bnas
possible. Leave your name, number (don't assume the recipient has caller /Di. reason for calling, and times you
can be reached. State your name and telephonumber slowly so the other person can easily write them down;
repeat both if other person doesn't know you.
Telephonic Etiquette: Some Suggestions
• Warm opening: Just like the game of cricket, a good opening is essential in a telephonic conversation.
You should always cheerfully greet the caller with whatever time of the day it is. Make it a point to reveal
your identity to the caller. If your name is difficult to catch, spell it phorletieally.
• When busy, take a call back: If you are too busy to get engaged in the conversation, apologize politely and,
either promise a call back, or inform them of the best time to call.
• Keep a pen and paper bandy: How many times does it happen that you tell the caller, 'Please hold on. let me
grab a pen!" To avoid such a situation, you should always keep a writing pad and a pen ready near the phone.
• Listen carefully: Do not segregate calls as important or unimportant. All the callers deserve unbiased
attention. While on the call, do not distract yourself with other activities like writing, typing, walking, and
watching television. Do not cat while talking because to most callers, nothing annoys more than a chewing
sound.
• Keep noting: Any information that you perceive important, make a note of it. Do not leave anything to your
memory. It's always good to jot down important details like name, phone/mobile number, address, and time.
• Personalize the call: You should initially ask for the caller's name if it's not revealed by them. Thereafter, use
it occasionally while addressing them. This kind of practice adds a personal touch to the conversation. Even
the most formal of calls can be personalized prudently through rapport building. For instance, you might ask
an Englishman, "How's the weather today, Mr. Garner?"
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• Be courteous: Over the phone, one can't use body language to strengthen oral communication, but its absence
could be compensated by using a polite and friendly tone. Always use magic words and phrases like "Thank
you." 'Sorry" and "1 Understand." Empathize and sympathize wherever appropriate.
• Follow the proper hold procedure: Do not put the caller on hold just like that. You should seek permission
for hold, mention the expected duration of the wait. and then explain the reason: "Mr. Gupta, May I
place your call on hold for two minutes while I check your account details?" Also, if it starts to exceed
the time that you had requested for, come back, inform the caller about the delay, and once again
follow the same procedure. If possible, record some kind of a good music or song in your IVR so that
the caller doesn't get bored.
• Acknowledge: "Dead Air" kills communication. It refers to a situation where both the caller and the
listener become silent, each waiting for the other to speak. To avoid such a situation, keep
acknowledging what the other person speaks by saying "Okay," "I See," "Alright,' etc.
Ten Rules of Business Etiquette
• Manners: It is extremely crucial for businesspersons to exhibit decent manners. Though manners are not
laws in themselves, yet these are important norms that portray someone as a refined, polite, and socially
acceptable individual. How mannered or otherwise someone is gets exhibited in the way one talks,
walks, stands, shakes hands, eats, and undertakes almost any other common activity. Words like
"Excuse me," "I beg your pardon," "Thank You," and "Sorry," demonstrate a high degree of mannerism.
• Time: Valuing and respecting time is a sign of mannerism. It's imperative to arrive at the venue
either on or before the schedule, Making somebody wait is wrongly thought to be a symbol of power,
In fact, it's a sign of vanity and arrogance. Late-coming casts a negative impression.
• Appearance/Dress: Attire plays a key role in business success. For business professionals, it's critical
that they dress up appropriately, in sync with the occasion. For business meets, a formal suit best
suits the purpose, whereas over a meal, a casual outfit would do. But most importantly, formal, semi-
formal or casual, the dress should look good and make you feel comfortable. Too tight a clothing or
flashy colours should be avoided.
• Personality: At times, personality can be the cutting-edge factor that helps certain individuals
perform better in both professional and personal settings. Personality is reflected in the way one presents
themselves and behaves before others. Oral communication, dressing, disposition towards others,
body language are all indicators of one's personality. Extreme emotions should always be avoided
during interpersonal communication.
• Preparation: All the necessary arrangements should be made and thoroughly checked before the actual
event For instance, if you are supposed to explain details on your organization's past accomplishments
to some clients, you should prepare a script and practice it well.
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• Greet and acknowledge: You should always gleefully greet others, acknowledging their smiles and
greetings.When in a party or some business event, it's not a bad idea: strolling and getting familiarized
with the environment, settings, and people. This gets you acclimatized, resulting in better experience.

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• Don't Interrupt: A person who cuts somebody short for no obvious or justified reason is considered
rude and ill mannered. When somebody is speaking, you should not interrupt. A lot of patience is
required to listen to others. In order to enter into a conversation, or initiate another discussion, you
should patiently wait for a suitable opportunity.
• Positive attitude: A positive frame of mind is a prerequisite for interpersonal communication. Even under
the worst of situations, you should not become extremely or overly critical. Negative mindset can really
kill the communication process.
• Tactful: You should never allow emotions to influence judgment and the result ing behavior.
Business situations demand subtle approach from professionals` Even while dealing with a charged
up or flared situation, composure and integrity should be maintained, Tactful people are highly
balanced humans who use their mind more than their hearts.
• Secrecy: When businesspeople come together. information is exchanged on a number of fronts,
and whether overtly expressed or not, it is supposed to be kept confidential. Therefore, it is expected
that people maintain high levels of secrecy while handling such data- If sensitive details end up in
wrong hands, effects could be disastrous.
Business Etiquette in Social Settings
From business lunches to industry conferences, you may be asked to represent your company in
public. Make sure your appearance and actions are appropriate to the situation. Get to know the customs
of other cultures when it comes to meeting new people. For example, in North America, a firm
handshake is expected when two people meet, whereas a respectful bow of the head is more
appropriate in Japan. If you are expected to shake hands, be aware that the passive "dead fish"
handshake creates an extremely negative impression. If you are physically able, always stand when
shaking someone's hand.
When introducing yourself, include a brief description of your role in the corn pany. When
introducing two other people, speak their first and last names clearly and then try to offer some
information (perhaps a shared professional interest) to help the two people ease into a conversation."
Generally speaking, the lower-ranking person is introduced to the senior-ranking person, without
regard to gender.
Business is often conducted over meals, and knowing the basics of dining etiquette will
make you more effective in these situations, Start by choosing foods that are easy to eat Avoid
alcoholic beverages in most instances, but if drinking one is appropriate, save it for the end of the
meal. Leave business documents under your chair until entrée plates have been removed; the business
aspect of the meal doesn't usually begin until then.
Remember that business meals are a forum for business. Don't discuss politics, religion, or any
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other topic that's likely to stir up emotions. Don't complain about work, don't ask deeply personal
questions, avoid profanity, and be careful with humor--a joke that entertains some people could easily
offend others.
Business Etiquette Online
Electronic media seem to be a breeding ground for poor etiquette. Learn the basics of professional online
behavior to avoid mistakes that could hurt your company or your career. Here are some guidelines to follow
whenever you are representing your corn pany while using electronic media:
• Avoid personal attacks. The anonymous and instantaneous nature of online communication can
cause even level-headed people to strike out in blog post ings, social networks, and other media.
• Stay focused on the original topic. If you want to change the subject of an email exchange, a
forum discussion, or a blog comment thread, start a new message.
• Don't present opinions as facts, and support facts with evidence. This guideline applies to all
communication, of course, but online venues in particular seem to tempt people into presenting their
beliefs and opinions as unassailable truths.
• Basic expectations of spelling, punctuation, and capitalization. Seeding careless, acronym-
filled messages that look like you're texting your high school buddies makes you look like an
amateur.
• Use virus protection and keep it up to date. Sending or posting a file that contains a computer virus
puts others at risk.
• Use difficult-to-break passwords on email, Twitter, and other accounts. If someone hacks your
account, it can create spam headaches—or worse—for your contacts and followers.
• Ask if this is a good time for an IM chat. Don't assume that just because a person is showing as
"available" on your IM system, he or she wants to chat at this moment.
• Watch your language and keep your emotions under control. A single indiscretion could haunt you
forever.
• Avoid multitasking while using DI and other tools. You might think you're saving time by doing a
dozen things at once, but you're probably making the other person wait while you bounce back and
forth between IM and your other tasks.
• Never assume privacy. Assume that anything you type will be stored forever, could be forwarded to
other people, and might be read by your boss or the company's security staff.
• Don't use "Reply All” in email unless everyone can benefit from your reply. If one or more recipients
of an email message don't need the information in your reply, remove their addresses before you send.
• Don't waste others' time with sloppy, confusing, or incomplete messages. Doing so is
disrespectful.
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• Respect boundaries of time and virtual space. For instance, don't start using an employee's personal
Facebook page for business messages unless you've discussed it beforehand, and don't assume people are
available to discuss work matters around the clock, even if you do find them online in the middle of the
night.
• Be careful of online commenting mechanisms. For example, many blogs and websites now use your
Facebook login to let you comment on articles. If your Facebook profile includes your job title and
company name, those could show up along with your comment.
B U SI N ES S E TI QU E TT E US IN G MOB I LE D EV IC E S
Lace every other aspect of communication, your mobile device habits say a lot about how much respect you
have for the people around you. Selecting obnoxious ringtones, tilling loudly in open offices or public places,
using your phone right next to someone else, making excessive or unnecessary personal calls during work
hours, invading someone's privacy by using your phone's camera without permission, taking or making calls
in restrooms and other inappropriate places, texting during a meal or while someone is talking to you,
allowing incoming calls to interrupt meetings or discussions—these are all disrespectful choices that will
reflect negatively on you.77
• In general, older employees, managers, and customers are less tolerant of mobile vice use than are younger
people, so don't assume that your habits will be uni% acceptable.78
• Virtual assistants, such as the Siri voice recognition system in Apple iPraise another new etiquette dilemma.
From doing simple web searches to dicentire memos, these systems may be convenient for users, but they
can create tractions and annoyances for other people.79 As with other public behaviors, about the effect you
have on others before using these technologies.
• Note that expectations and policies regarding mobile device use vary w from company to company. At
one extreme, venture capitalist Ben Horowitz his employees if they even look at a mobile device while an
entrepreneur is makebusiness plan pitch, because he considers it disrespectful to people making predictions.
Not all bosses arc quite so strict, but make sure you understand the culture at your workplace.
Planning a Presentation
You might not pitch the next Oscar winner to a studio executive as Peter Prini: Principato-Young Entertainment
hopes to do, but wherever your career takes !Am. presentations will offer important opportunities to put all your
communication on display, including research, planning, writing, visual design, and in and nonverbal
communication. Presentations also let you demonstrate your to think on your feet, grasp complex business
issues, and handle challenging tions—all attributes that executives look for when searching for talented
emplpromote.
If the thought of giving a speech or presentation makes you nervous, keep points in mind. First, everybody
gets nervous when speaking in front of gm um..ond, being nervous is actually a good thing; it means you care
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about the topic, audience, and your career success. Third, with practice, you can convert those feelings into
positive energy that helps you give more compelling presents can take control of the situation by using the
three-step writing process to p successful presentations.
Creating a high-quality presentation for an important event can take many days, so be sure to allow
enough time. Planning oral presentations is much like planning any other business Youanalyze the
situation, gather information, select the right medium, and the information. Gathering information for
oral presentations is essentially the as it is for written communication projects. The other three planning
tasks hawapplications when it comes to oral presentations; they are covered in the introduction.
Analyzing the Situation
Analyzing the situation for an oral presentation in defining your purpose and developing an audience
profile is most important. The purpose of most presentations will be to inform or to persuade, although you may
occasionally to make a collaborative presentation, such as when you're leading a problem-or brainstorming
session. Given the time limitations of most presentations of the event, make sure your purpose is crystal clear
so that you make the opportunity and show respect for your listeners' time and attention.
When you develop your audience profile, try to anticipate the likely state of your audience members. You
also need to determine whether your audience is comfortable lithe language you speak. Listening to an
unfamiliar language is much more than reading that language, so an audience that might be able to read a might not
be able to understand an oral presentation covering the same "Communicating Across Cultures: Making Sure Your
Message Doesn't Gell Translation").
Also consider the specific circumstances in which you'll be making sentation. Will you speak to five people
in a conference room, where you troll everything from light to sound to temperature? Or will you be demo a
product on the floor of a trade show, where you might have from 1 to 100 and little control over the environment?
Will everyone be in the same room; some or all of your audience participate from remote locations via the
internet. What equipment will you have at your disposal?
For in-person presentations, pay close attention to seating arrange four basic formats have distinct
advantages and disadvantages:
• Classroom or theater seating, in which all chairs or desks face keep attention focused on the speaker
and is usually the best method accommodating large audiences. However, this arrangement inhibits among
audience members, so it is not desirable for brainstorming or elaborative activities.
• Conference table seating, in which people sit along both sides of a long table and the speaker
stands at one end, is a common arrangement for smaller meetings. It promotes interaction among
attendees, but it tends to isolate the speaker at one end of the room.
Horseshoe., or "U" shaped, seating, in which tables are arranged in the shape a "U," improves on
conference table seating by allowing the speaker to walk between the tables to interact with individual
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 audience members.
Café seating, in which people sit in groups at individual tables, is best for small-group activities.
However, this arrangement is less than ideal for anything more than short presentations because it
places some in the audience with their backs to the speaker, making it awkward for both them and
the presenter. If you can't control the seating arrangement, at least be aware of what it is so you can your
plans if needed. All these variables can influence not only the style of your presentation but the For
instance, in a public environment full of distractions and uncertainties, you're probably better off keeping
your content simple and short because you won't be able to keep everyone's attention for the duration of your
Selecting the Best Combination of Media and Channels

.11
For some presentations, you'll be expected to use whatever media and channels audience, your boss, or the
circumstances require. For example, you might be to use specific presentation software and a conference room's
built-in display or your company's online meeting software.
For other presentations, though, you might be able to choose from an choices for presentations, from live, in-
person presentations to webcasts (online sensations that people either view live or download later from the web),
or (recordings of activity on computer displays with audio voiceover), use of Twitter as a backchannel for real-
time conversation d' web-based seminars.
Organizing a Presentation
The possibilities for organizing a business presentation fall into two basiclinear or nonlinear. Linear
presentations are like printed documents in the sec they are outlined like conventional messages and follow a
predefined flow fromfinish. The linear model is appropriate for speeches, technical and financial institutions, and
other presentations in which you want to convey your message point or build up to a conclusion following logical
steps. In contrast, a nonlinear presentation doesn't flow in any particularly division, but rather gives the
presenter the option to move back and forth between the presentations down in terms of level of detail.
Non-linear presentations can be useful when mom to be able to show complicated relationships
between multiple ideas or to zoom in and out between the "big picture" and specific details, or to have the
flexibility to move from topic to topic in difference between the two styles can be seen in the type of software
to create and deliver a presentation. Microsoft PowerPoint, Apple Key-mad similar packages use sequences
of individual slides, often referred to as deck. They don't necessarily need to be presented in a strict linear
order; the presenter does have the option of jumping out of the predefined order.
However, keep several points in mind if you have of which approach to take and which software to use. First,
match the tool ask, not the other way around. A detailed technical discussion might need a presentation,
whereas a freeform brainstorming session might benefit from a
- approach, for example. Second, if they are used well, software features can help you tell your story, but your
story is what matters—not the software. used poorly, software features only get in the way. (Overuse of zooming
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in good example of this.5) Third, in spite of their reputation, PowerFoint and programs aren't limited to creating
boring, linear flows of bullet points.
Defining Your Main Idea
Regardless of which overall approach you take, a successful presentation a clear idea of the main idea you
want to share with your audience. Start by one-sentence summary that links your subject and purpose to your
a frame of reference. Here are some examples.
• Convince management that reorganizing the technical support department prove customer service
and reduce employee turnover.
• Convince the board of directors that we should build a new plant in Texas to manufacture
bottlenecks and improve production quality.
• Address employee concerns regarding a new health-care plan by showing plan will reduce costs
and improve the quality of their care.
Each of these statements puts a particular slant on the subject, one that relates to the audience's interests. Make
sure your purpose is based on a c standing of audience needs so that you can deliver information your audience
cares about. For example, a group of new employees will be much more to your discussion of plant safety
procedures if you focus on how the presentation save lives and prevent injuries rather than on how they will save
the corn or conform to government regulations.
Limiting Your Scope
Limiting your scope is important with any message, but it's particularly presentations, for two reasons.
First, for most presentations, you must be strict time limits. Second, the longer you speak, the more difficult it
is to make the audience's attention levels, and the more difficult it is for your listeners to key points.
The only sure way to know how much material you can cover in a gives to practice your presentation after
you complete it. If you're having trouble meeting a time limit or just want to keep your presentation as short as
possible, consider a hybrid approach in which you present points in summary form and give people printed
handouts with additional By the way, whenever you're up against a firm or space constraint, try to a creative
challenge. Such limitations can force you to focus on the most message points that are important to your
audience."
Developing a Presentation
You usually don't write out a presentation word for word, you still engage inrag processdeveloping your
ideas, structuring support points, phrasing yourand so on. Depending on the situation and your personal style,
the presentation might follow your initial words closely, or you might express yourin fresh, spontaneous
language. This section covers the tasks of adapting to and composing your presentation;

Adapting to your Audience

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Your audience's size, the venue (in person or online), your subject, your budget, the time available for preparation,
and the time allotted for your talk hence the style of your presentation. If you're speaking to a small group, people
you already know, you can use a casual style that encourages participation. Use simple visuals and invite your
audience to interject your remarks in a conversational tone, using notes to jog your memory if I.
If you're addressing a large audience or if the event is important, more formal atmosphere. During formal
presentations, speakers are often.
Y o ur A p p ro a c h
a well-defined main idea to guide you and a clear idea about the scope of presentation, you can begin
to arrange your message. If you have 10 minutes less to deliver your message, organize your
presentation much as you would have written message: Use the direct approach if the subject involves
routine information or good news; use the indirect approach if the subject involves news or persuasion.
Plan to spend a minute or two during your introduction arouse interest and to give a preview of what's
to come. For the body of the presentation, be prepared to explain the who, what, when, where, why, and
how of subject. In the final few moments, review the points you've made, and close a statement that
will help your audience remember the subject of your speech.
Longer presentations are organized like reports. If the purpose is to inform, use direct approach and a
structure imposed naturally by the subject: importance,chronology, spatial orientation, geography, or
category. If your purpose is to persuade, or collaborate, organize your material around conclusions and
recommendations or around a logical argument. Use the direct approach if the audience is receptive and
the indirect approach if you expect resistance.
Regardless of the length of your presentation, remember to keep your presentation clear and simple.
If listeners lose the thread of your presentation, then hard time catching up and following your message
in the remainder of Explain at the beginning how you've organized your material and try number of main
points to three or four.
With every presentation, look for opportunities to integrate stop ages into the structure of your
presentation. The dramatic knowing what will happen to the "hero") at the heart of effective great way
to capture and keep the audience's attention.
Preparing Your Outline
A presentation outline helps you organize your message, and it serves as file ….
For delivering your speech. Prepare your outline in several stages:
• State your purpose and main idea and then use these to guide the audience
• Organize your major points and sub-points in logical order, expressing your point as a single,
complete sentence.
• Identify major points in the body first and then outline the introduction.
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 • Identify transitions between major points or sections and then write presentations in full-sentence form.
• Prepare your bibliography or source notes; highlight those sources you identify by name during your
talk.
• Choose a compelling title. Make it brief, action oriented, and focused you can do for the audience.°
Many speakers like to prepare both a detailed planning outline and a simpler speaking outline that
provides all the reminders they need to present their material. To prepare an effective speaking follow these
steps:
• Start with the planning outline and then strip away anything you don't say directly to your audience.
• Condense points and transitions to key words or phrases.
• Add delivery cues, such as places where you plan to pause for emphasis visuals. Arrange your
notes on numbered cards or use the notes capability in presentation software
Developing a Presentation

• You usually don't write out a presentation word for word, you still engage in rag process developing your
ideas, structuring support points, phrasing your and so on. Depending on the situation and your personal style,
• the presentation might follow your initial words closely, or you might express your in fresh, spontaneous
•language. This section covers the tasks of adapting to and composing your presentation; ADAPTING TO
YOUR AUDIENCE
Your audience's size, the venue (in person or online), your subject, your budget, the time available for preparation,
and the time allotted for your style of your presentation. If you're speaking to a small group, people you already
know, you can use a casual style that encourages participation. Use simple visuals and invite your audience to
interject your remarks in a conversational tone, using notes to jog your memory.
If you're addressing a large audience or if the event is important, more formal atmosphere. During formal
presentations, speakers are often as or platform, standing behind a lectern and using a microphone so that [hell
can be heard throughout the room or captured for broadcasting or web. When you deliver an oral presentation to
people from other cultures, need to adapt the content of your presentation. It is also important to take count any
cultural preferences for appearance, mannerisms, and other interpreter or event host can suggest appropriate changes
for a specific al" particular occasion.
Hafting Presentatio n Cont ent
Written documents, oral presentations are composed of distinct elements; the in-the body, and the
close.
Introduction
Introduction arouses the audience's interest in your topic, establishes your ability, and prepares the
audience for what will follow. That's a lot to pack into the are few minutes of your presentation, so give
yourself plenty of time to prepare the slides and visuals you'll use to get your presentation off to a great
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start.
Audience Interest Some subjects are naturally more interesting to some than others. If you will be
discussing a matter of profound significance e will personally affect the members of your audience,
chances are they'll listen, regardless of how you begin. All you really have to do is announce your topic,
and ill have their attention. Other subjects call for more imagination. Here are six No’s to arouse
audience interest:'-`
Unite the audience around a common goal. Invite listeners to help solve a problem, capitalize on
an opportunity, or otherwise engage in the topic of your presentation.
Tell a story. Well-told stories are naturally interesting and can be compelling. Of course, make sure
your story illustrates an important and relevant point. Pass around product samples or other objects. If
your company is in the textile business, for example.let the audience handles some of your fabrics. The
more of their senses you can engage, the more likely people are to remember our message.
Ask a question. Asking questions will get the audience actively involved in? Our presentation and give
you information about them and their needs. Share a startling statistic. An intriguing, unexpected, or
shocking detail can often grab the attention of your listeners.
Humor. Opening with an amusing observation about yourself, the subject matter of the presentation, or
the circumstances surrounding the presentation can be an effective way to lighten the "pre-presentation
jitters" for you and the audience or to make an emotional connection with your listeners. However, humor
must be used with great care. Make sure any comments are relevant, appropriate, and not offensive to
anyone in the audience_ In general, avoid humor when you and the audience don't share the same native
language or culture; it's too easy for humor to fall flat or backfire.
Your Credibility In addition to grabbing the audience's attention, your "education needs to establish your
credibility. If you're a well-known expert or have earned your audience's trust in other situations, you're
already of the game. However, if you have no working relationship with your audience you're speaking in an
area outside your known expertise. You need to establish ability and do so quickly; people tend to decide
within a few minutes whether ere worth listening
Techniques for building credibility vary, depending on whether you will be inducing yourself or having
someone else introduce you. If another person will induce you, he or she can present your credentials so
that you won't appear boastful.
If you will be introducing yourself, keep your comments simple, but don't be to mention your
relevant experience and accomplishments, Your listeners will curious about your qualifications, so
tell them briefly who you are and why the right person to be giving this presentation. Here's an
example:
I'm Karen Whitney, a market research analyst with Information Resources Corporation. For the past
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 five years, I've specialized in studying high-technology markets. Your director of engineering, John
LaBarre, has asked me to talk to you about recent trends in computer-aided design so that you'll have
a better idea of how Todirect your research efforts.
This speaker establishes credibility by tying her credentials to the purpose of presentation, without
boasting. By mentioning her company's name, her spec lion and position, and the name of the
audience's boss, she lets her listeners immediately that she is qualified to tell them something they need
to know. She neglects her background to their concerns.
Previewing Your Message In addition to arousing audience interest and establish your credibility, a
good introduction gives your audience members a preview of ahead, helping them understand the
structure and content of your message. A reader can learn these things by looking at the table of
contents and scanning headings, but in a presentation, you need to provide that framework with a
presence.
Your preview should summarize the main idea of your presentation, identify for
supporting points, and indicate the order in which you'll develop those points your listeners in so many
words, "This is the subject, and these are the points 1 cover," Once you've established the framework,
you can be confident that the hence will understand how the individual facts and figures are related
to your idea as you move into the body of your presentation. If you are using an indirect approach, your
preview can discuss the nature of your main idea without disclose
Presentation Body
The bulk of your speech or presentation is devoted to a discussion of the Main porting points from
your outline. Whether you're using the direct or indirect a make sure the organization of your
presentation is clear and your presentation the audience's attention.
Connecting Your Ideas Help your listeners move from one key point to the generous
use of transitions. Between sentences and paragraphs, use words and phrases such as therefore,
because, in addition, in contrast, more for example, consequently, nevertheless, or finally. To link
major sections presentation, use complete sentences or paragraphs, such as "Now that I reviewed
the problem, let's take a look at some solutions." Every time you change the topics, be sure to stress
the connection between ideas. Summarize what' said and then preview what's to come. You might
also want to call attention transitions by using gestures, changing your tone of voice, or introducing a
new or other visual.
Holding Your Audience's Attention After you've successfully captured audience's attention in your
introduction, you need to work to keep it through the body of your presentation. Here are a few helpful
tips for keeping the audience into your message;

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 • Relate your subject to your audience's needs. People are naturally most interested in things that
affect them personally.
• Anticipate your audience's questions. Try to anticipate as many questions as you can and address
these questions in the body of your presentation. You'll also want to prepare and reserve additional material to use
during the question-and answer period, in case the audience asks for greater detail.
Use clear, vivid language. If your presentation will involve abstract ideas, show bow those abstractions
connect with everyday life. Use familiar words, short sentences, and concrete examples. Be sure to use some
variety as well; repeating the same words and phrases puts people to sleep.
• Explain the relationship between your subject and familiar ideas. Show how your subject is related
to ideas that audience members already understand and give people a way to categorize and remember your points. Be
sure to make connections that your listeners are sure to get, too. For example, when Peter and his team were
brainstorming how to present one young writer/director to studio executives, Peter rejected the suggestion of
comparing him to Charlie Kaufman. Kaufman is revered among comedy insiders, but Peter wasn't sure a
mainstream television executive would understand the reference.
Ask for opinions or pause occasionally for questions or comments. Audience feedback helps you
determine whether your listeners understand a key point before you launch into another section. Asking
questions or providing comments also gives your audience members a chance to switch for a time from
listening to participating, which helps them engage with your message and develop a sense of shared
ownership.
Illustrate your ideas with visuals. Visuals enliven your message, help you connect with audience
members, and help people remember your message more effectively.
Pres enta t io n C los e
Close of a speech or presentation has two critical jobs to accomplish: making sure listeners leave with the key points
from your talk clear in their minds and putting audience in the appropriate emotional state. For example, if the purpose
of your presentation is to warn managers that their out-of-control spending threatens the corns survival, you want
them to leave with that message ringing in their ears—and enough concern for the problem to stimulate changes in
their behavior.
Your Main Points Use the close to succinctly restate your main points, sizing what you want your listeners to
do or to think. For example, to close a presentation on your company's executive compensation program, you could
repeat specific recommendations and then conclude with a memorable statement to your audience to take action.
However, if we want to continue that growth, we need to take four steps to ensure that our best people
start looking for opportunities elsewhere:
• First, increase the overall level of compensation
• Second, establish a cash bonus program
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 • Third, offer a variety of stock-based incentives
• Fourth, improve our health insurance and pension benefits taking these steps, we can ensure
that our company retains the management it needs to face our industry's largest competitors.
By summarizing the key ideas, you improves the chance that your audience with your message clearly in
mind.
Ending with Clarity and Confidence If you've been successful introduction and body of your
presentation, your listeners have the inithey need and are in the right frame of mind to put that
information to Now you're ready to end on a strong note that confirms expectations actions or decisions
that will follow the presentation—and to bolster the confidence in you and your message one final time.
Some presentations require the audience to reach a decision or specific action, in which case the close
provides a clear wrap-up. If the agrees on an issue covered in the presentation, briefly review the
audience they don't agree, make the lack of consensus clear by saying something seem to have some
fundamental disagreement on this question:' then suggest a method of resolving the differences.
If you expect any action to occur as a result of your speech, be sure to who is responsible for doing what.
List the action items arid, if possible your time available, establish due dates and assign responsibility for
each task.
Make sure your final remarks are memorable and expressed in a to appropriate to the situation. If your
presentation is a persuasive request for funding, you might emphasize the importance of this project and
your team to complete it on schedule and within budget. Expressing confident information and send the
message that you believe in your ability to perform. Whatever final message is appropriate, think through
your closing carefully before stepping in front of the audience. You don't want to conclude, with nothing
to say but "Well, I guess that's it."
Delivering a Presentation
With an outline, speaking notes, and any visual aids you plan to use (see C for those), you're almost ready to
deliver your presentation.
C ho o s ing Y o ur Pres ent a t io n Met ho d
Depending on the circumstance of your presentation, you can choose from of delivery methods:
Memorizing. Except for extremely short speeches, trying to memorize presentation is not a good idea. In the
best of circumstances, you'll sound stilted; in the worst, you might forget your lines. Besides, need to
address audience questions during your speech, so you need to adjust your speech as you go. However,
memorizing an opening paragraph, and some strong finishing remarks can bolster confidence and strengthen
your delivery.
Reading. In a few rare instances, you may need to read your speech prepared script. For instance, policy
statements and legal documents are read in full because the wording can be critical. However, unless your
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 or expected to read your presentation verbatim, reading is not a good choice, You won't talk as naturally as you
would otherwise, and the result will be a monotonous, uninspiring presentation," If you must read your speech
for some reason, practice enough so that you can still make periodic eye contact with your audience and
make sure the printout of your speech is easy to read.
Speaking from an outline or notes. Speaking with the help of an outline or note cards is nearly always
the easiest and most effective delivery mode. The outline or notes guide you through the flow of the speech
while giving you the freedom to speak naturally and spontaneously, to maintain eye contact with your listeners,
and to respond and improvise as circumstances warrant. If you print note cards, use heavy note cards
instead of regular paper. They're quieter and easier to flip through as you talk.
Impromptu speaking. From time to time, you may be called upon unexpectedly to give an impromptu
or extemporaneous speech on the spot, without the benefit of any planning or practice. Take a few
seconds to identify the one key idea you want to share with the audience. That idea alone may be enough
to meet the audience's expectations, or it might be enough to get you started and allow you to piece
together additional ideas on the fly. Then think about a structure that would help convey that idea. Telling #
brief story can be particularly effective in these situations because the structure helps you organize what
you want to say, even as you're speaking. If you are asked to speak on a topic and simply don't have the
information at hand, don't try to fake. it. Instead, offer to get the information to the audience after the
meeting or ask if anyone else in the room can respond_ Finally, before you even enter the meeting or
other setting, if there is a chance you might be called on to say a few words, you can "prepare for the
surprise" by thinking through what you might say in response to potential questions.'
Whichever delivery mode you use, be sure that you're thoroughly familiar with the subject. Knowing what
you're talking about is the best way to build your self-confidence. If you stumble, get interrupted, or suffer
equipment failures, your experience will help you get back on track.
YOUR DELIVERY
Your presentation is essential. Practice boosts your confidence, gives you sore professional demeanor, and
Lets you verify the operation of your visuals and scent. A test audience can tell you if your slides are
understandable and whether your delivery is effective. A day or two before you're ready to step on stage for an
important talk, make sure you and your presentation are ready:
Can you present your material naturally, without reading your slides?
Is the equipment working, and do you know how to use it?
Could you still make a compelling and complete presentation if you experience an equipment failure and
have to proceed without using your slides at all?
Is your timing on track?
Can you easily pronounce all the words you plan to use?
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Have you anticipated likely questions and objections?
With experience, you'll get a feel for how much practice is enough in any given presentation. Practicing helps
keep you on track, helps you maintain a conversational with your audience, and boosts your confidence and
composure.
Preparing to Speak
In addition to knowing your material thoroughly and practicing your deliver sure your location is ready, you
have everything you'll need, and you're pre address audiences from other cultures, if that applies. Whenever
you can, scout the location for your presentation in advance the seating arrangement to confirm it's
appropriate for your needs. Verify the availability and operation of all the equipment and you're
counting on, from the projection system to simple but vital flip charts and marking pens. If you're using
electronic slides, make know how to get the file from your computer or other device to the pi system. If
you're addressing audience members who speak a different native h consider using an interpreter. Working
with an interpreter does constrain the presentation. For instance, you must speak slowly enough for the in to
keep up with you. Send your interpreter a copy of your speaking notes and visuals as far in advance of your
presentation as possible. If your audience is I include persons with hearing impairments, team up with a
sign-language in as well.
When you deliver an oral presentation to people from other cultures, I account cultural differences in
appearances, mannerisms, and other interpreter or host will be able to suggest appropriate changes for a
specific or occasion.
Overcoming Anxiety
Recognize that nervousness is an indication that you care about your midi= topic, and the occasion. These
techniques will help you convert anxiety into energy:
Stop worrying about being perfect. Successful speakers focus on authentic connection with their listeners,
rather than on trying to deliver perfect presentation.
Know your subject. The more familiar you are with your material, panic you'll feel.
Practice, practice, practice.The more you rehearse, the more confiiwill feel.
Visualize success. Visualize mental images of yourself in front of the afeeling confident, prepared, and able
to handle any situation that might remember that your audience wants you to succeed, too.
Remember to breathe. Tension can lead people to breathe in a rapid; low fashion, which can create a
lightheaded feeling. Breathe slowly and maintain a sense of calm and confidence.
Be ready with your opening line. Have your first sentence memorize the tip of your tongue.
Be comfortable. Dress appropriately but as comfortably as possible plenty of water ahead of time to
hydrate your voice (bring water)
Take a three-second break If you sense that you're starting to race cm pause and arrange your notes or
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 perform some other small task several deep breaths. Then start again at your normal pace.
Recovering from Disasters
You've researched your topic, analyzed your audience, prepared a compelling message, crafted eye-catching
visuals, and practiced until you're running like a smooth machine. You're ready to go. Then you wake up with
a sore throat and half a voice. You grab a few lozenges, hope for the best, and drive to the conference facility in
plenty of time to set up your equipment. Oops, somebody forgot to tell you that your presentation has been
moved up by an hour, and your audience is already in the room waiting for you. You scramble to turn on your
laptop and get it connected to the projector, only to discover that you forgot the power cord and your battery is low.
But that won't be a problem: Your laptop is dead anyway. Feeling smart, you pull out a CD-ROM with a backup
copy of your PowerPoint slides and ask to use one of the several laptops you see scattered around the room.
Nice idea, but they 're equipped only with USB flash drives, so your CD is useless. The audience is getting
restless; a few people get up to leave. You keep hoping you'll wake up from this bad dream so that your great
day can really start. Sorry. This is your day.Ask any business speaker with a few years of experience, and
you'll hear all these horror stories and a few more. People who have driven to the wrong conference center,
hit themselves in the head with a microphone, tripped over wires, started with a sure-fire joke that generated
nothing but cold stares, or been rendered speech', by tough questions. Hoping you'll be spared isn't an
effective response. You must be prepared for when—not something goes wrong. If you assume that something
will go wrong at some point, you can make peace with the possibility and focus on backup planning.
Experts suggest that you make a list of every major problem you might encounter and imagine how you'll
respond when these calamities strike you on the day of a big presentation. As much as possible, create a
backup plan, such as calling ahead to reserve a second projector in the event that yours gets lost in transit.
You won't be able to put backup resources in place for every possible glitch, but by at least thinking through
the possibilities, you can decide how you'll respond. When disaster does strike, you'll look like a polished
pro instead of a befuddled novice. Concentrate on your message and your audience, not on
yourself. When you're busy thinking about your subject and observing your audience's response, you
tend to forget your fears. Maintain eye contact with friendly audience members. Eye contact
not only makes you appear sincere, confident, and trustworthy but can give you positive feedback
as well. Keep going. Things usually get better as you move along, with each successful minute giving
you more and more confidence. No one enjoys mistakes, equipment failures, and other troubles, but
they are inevitable. To learn how several experienced presenters have overcome some series see
"The Art of Professionalism: Recovering from Disasters."Confident delivery starts as soon
as you become the focus of attention, here you even begin to speak, so don't rush. As you
approach the front of the nom, walk with confidence, breathe deeply, and stand up straight. Face
your audience, adjust the microphone and other equipment as needed, count to three slowly, and then
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scan the audience. When you find a friendly face, make eye co smile. Look away, count to three again,
and then begin your presentations. You are nervous, this slow, controlled beginning will help you
establish and appear more confident. Make sure your nonverbal signals send a confidence. Your posture is
important in projecting more confidence. Stand tall, with weight on both feet and your shoulders back. Avoid
gripping the lectern or4 physical structure. Use your hands to emphasize your remarks with gestures.
Meanwhile, vary your facial expressions to make the message dynamic. Finally, think about the sound of your
voice. Studies indicate that people speak with lower pitches at a slightly faster-than-average rate are
perceived being more credible. Try to sound poised and confident, varying your pitch speaking rate to add
emphasis. For instance, slow down slightly when you're talking an important point. Speak clearly and
crisply, articulating all the syland sound enthusiastic about what you're saying. Use silence instead of
meaningless filler words such as urn, you know, okay, and like. Silence adds punch and gives the audience
time to think about your message.
Handling Questions Responsively
Whether you take questions during a formal question-and-answer (Q&A) period. They come up during your
presentation, audience queries are often one of the important parts of an presentation. They give you a chance to
obtain important ideas, to emphasize your main idea and supporting points, and to build your point of view.
When you're speaking to high-ranking executives in your the Q&A period will often consume most of the
time allotted for your presentation. Whether or not you can establish ground rules for Q&A depends on the
and the situation_ If you're presenting to a small group of upper managers or investors, for example, you will
probably have no say in the matter: Audience will likely ask as many questions as they want, whenever they
want, to get the Lion they need. On the other hand, if you are presenting to your peers or a large audience, establish
some guidelines, such as the number of questions allowed per and the overall time limit for questions. Don't
assume you can handle whatever comes up without some prep. Learn enough about your audience
members to get an idea of their concerts think through answers to potential questions. When people ask
questions, pay attention to nonverbal signals to help d what each person really means. Repeat the question to
confirm your understand to ensure that the entire audience has heard it. If the question is vague, ask for
clarification; then give a simple, direct answer.If you are asked a difficult or complex question, avoid the
temptation to offer to meet with the questioner afterward if the issue isn't relevant to the audience or if giving
an adequate answer would take too long. If you don't the answer, don't pretend you do. Instead, offer to get a
complete answer as possible or ask if someone else can offer information on the topic. Be on guard for audience
members who use questions to make speeches or to take control of your presentation, without offending
anyone, way to stay in control. You might admit that you and the questioner have opinions and, before calling
on someone else, offer to get back to the question you've done more research. If a question ever puts you on the
hot seat, respond honestly but keep your cool. Look the person in the eye, answer the question as well as you
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can, and keep your presentations under control. Defuse hostility by paraphrasing the question and asking the
questioner to confirm that you've understood it correctly. Maintain a businesslike of voice and a pleasant
expression.When the time allotted for your presentation is almost up, prepare the audience by saying
something like, "We have time for one more question." After, reply to that last question, summarize the
main idea of the presentation and ink people for their attention. Conclude with the same confident demeanor
you've from the beginning.

H a n d l i n g Q u e r i es : S o m e Q u i c k T i p : Make sure that you listen attentively before starting to

answer. Also, while listening, try to understand the connotative sense, in addition to the common meaning.
Once you have answered the question, look for verbal and non-verbal cues surrounding the concerned person. If
you discover that the explanation wasn't understood, try to rephrase it and answer again. Never commit the
classic mistake of assuming that you have understood the question even before it has been asked
completely. Many people are in the habit of arriving at deductive conclusions based on the initial
information. It can work some times, but backfire on many occasions. So, keep it simple: wait for the question
to finish. Treat every question as important. Do not mock or jeer at any query you think is weird or rather
easy. You might have an audience with large degree of variance in intellect levels, and so, some questions
with very obvious answers might come up. So what? Give due respect, and without the slightest of taunts
or heckle, answer it. Nobody is perfect, nobody knows it all. So, if you get stuck-up at some question, acknowledge
it humbly, and make a commitment to answer it later. The best way to do so is: "111 come back to you on
this." For the sake of maintaining an 'expert' image, do not try to give a wrong answer laced with loads of
confidence. Even with a seemingly uncomfortable or ridiculous query, don't lose your temper. No matter
what the nature of it, never get aggressive or belligerent. Always keep your head about you.
For Effective Speech
Speak in a friendly and relaxed manner so that the audience finds it easy to associate with you, resulting in
heightened attention. If they discover in you, somebody like them, they'll be all ears. Don't speak fast to
sound fluent. Excessive speed affects clarity, and at the same time, renders you vulnerable to goof-ups and
mistakes. Maintain your pace at a level that the audience can easily grasp. Your volume should be such that
even the last person sitting can easily hear you. Maintain good eye-contact with the audience at all times.
Even if you are reading something out of a paper or a slide, make sure that you still look at the audience quite
often. Somebody who avoids eye-contact is perceived as nervous or fake.
• Keep the audience involved and interested by asking questions, c and narrating stories. For instance, you
can say, "How many of you and dozing?"
• Make effective use of Body language to complement your oral Apply gestures, postures, eye contact,
etc. to good effect. Adding good use of the space around you. Don't be static! Walk up to the occasion and
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settings permit you.
• Respect the audience. Remember, you are there for them. Even if an awkward question, don't lose your
temper. Treat every query as
• Don't use heavy and ornamented words to decorate your speech. Simple so that everyone can easily
understand you. Over-the-top usually leaves the listeners guessing.
• Make sure that you speak by looking at the audience. There are who simply read from their notes. Such
a practice should be avoided leads to a loss of contact between you and the audience.
• Pause at strategic junctures during your presentation. This would give audience time to assimilate the
knowledge, and to you, time to o thoughts.
Incorporating Technology in Your Presentation.
Like much of the rest of business communication, presentations have been affairs in many companies. Two
aspects you will most likely encounter on the backchannel and online presentations.
E m b ra cing t he B a ck cha n nel
Many business presentations these days involve more than just the spoken words between the speaker and his
or her audience. Using Twitter and other media, audience members often carry on their own parallel
communication presentation via the backchannel, which presentation expert Cliff Atkinson as "a line of
communication created by people in an audience to connect inside or outside the room, with or without the
knowledge of the speaker" are you've participated in an informal backchannel already, such as when t your
classmates or live-blogging during a lecture.The backchannel presents both risks and rewards for business
pre the negative side, for example, listeners can research your claims the make them and spread the word
quickly if they think your information is backchannel also gives contrary audience members more leverage,
which to presentations spinning out of control. On the plus side, listeners who are about your message can
build support for it, expand on it, and spread it to larger audience in a matter of seconds. You can also get
valuable feedback and after presentations.By embracing the backchannel, rather than trying to fight it or ignore
centers can use this powerful force to their advantage. Follow these tips to backchannel work for you:
Integrate social media into the presentation process. For example, create a website for the presentation
so that people can access relevant during or after the presentation, create a Twitter hashtag that everyone. When
sending retweets, or display the Twitterstream during Q&A so that everyone can see the questions
and comments on the backehannel.
Monitor and ask for feedback. Using a free service such as TweetDeck that organizes tweets by
hashtag and other variables, you can monitor comments from the audience. To avoid trying to
monitor the backchannel while speaking, you can schedule "Twitter breaks," during which you
review comments and respond as needed.

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Review comments to improve your presentation. After a presentation is over, review comments
on audience members' Twitter accounts and blogs to see which parts confused them, which parts
excited them, and which parts seemed to have little effect (based on few or no comments).
Automatically tweet key points from your presentation while you speak. Add-ons for
presentation software can send out pre-written tweets as you show specific slides during a
presentation. By making your key points readily available, you make it easy for listeners to re-tweet
and comment on your presentation.
Establish expectations with the audience. Explain that you welcome audience participation but that
to ensure a positive experience for everyone, comments should be civil, relevant, and productive.
Presentatio ns Online
Presentations offer many benefits, including the opportunity to communicate a
geographically dispersed audience at a fraction of the cost of travel and the ability to fix a project
team or an entire organization to meet at a moment's notice. However,
format also presents some challenges for the presenter, thanks to that layer of technology
between you and your audience. Many of those "human moments" that guide
and encourage you through an in-person presentation won't travel across the digital hike. For
instance, it's often difficult to tell whether audience members are bored or reused because your view
of them is usually confuted to small video images (and incomes not even that). To ensure
successful online presentations, keep the follow, advice in mind: Consider sending preview study
materials ahead of time Doing so allows audience members to familiarize themselves with any important
background information. Also, by using a free service such as SlideShare, you can distribute your
presentation slides to either public or private audiences, and you can audio narrative to make your
presentations function on their own. Some presenters advise against giving out your slides ahead of time,
however, because doing so gives away the ending of your presentation. If time allows, you can prepare
preview materials that don't include your entire slide set. Rehearse using the system live, ir at all possible.
Presenting online has all the challenges of other presentations, with the additional burden of operating the
presentation system while you are talking. Practice with at least one test viewer so you're
comfortable using the system.keep yourpresentation as simple as possible. Break complicated slides
down vim multiple slides if necessary and keep the direction of your discussion clear so that no one
gets lost. Ask for feedback frequently. Except on the most advanced tele presence systems, you won't have
as much of the visual feedback that alerts you when audience members are confused, and many online
viewers will be reluctant to call Attention to themselves by interrupting you to ask for clarification. Setting
up a back channel or as part of your online meeting system will help in this regard. Consider the viewing
experience from the audience members' view. Will they be able to see what you think they can see? For
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cast video is often displayed in a small window on-screen, so vies important details. Allow plenty of time for
everyone to get connected and familiar screen they're viewing. Build extra time into your schedule to
everyone is connected and ready to start. Last but not least, don't get lost in the technology. Use these tools
they'll help, but remember that the most important aspect of any presenting the audience to receive, understand,
and embrace your message. For a reminder of the steps to take in developing an oral presentations" Checklist:
Developing Oral and Online Presentations."
Presentology Business Services possess great command over MS-PowerPoint, and been recently
hired by Presentology to be a part of their rate Presentation Design & Consulting Services team ern Your
designation is that of presentation designer, you would be working with another four members to creating strong
PowerPoint presentations for clients contact the company.
Challenge: In order to be convinced about knowledge of PPTs and creativity level, the first task your boss assigns
to you is related to some research. You have been told to search online some of the Corporate PowerPoint
presentations of all times and review them for contents, style, appeal, innovation, and impact. Select two that
you feel are way above the rest and prepare a critical analysis for each, explaining in detail, what you think
makes them cut above the rest.
Team Challenge: In a team of four—five people, do some research on TV advertisements on four—five highly
popular Fast Moving Consumer Goods (FMCG) products. Pick up a product each and after a thorough
review, prepare PowerPoint presentations, assuming that you have been asked to do so by clients. Use your
creativity to come out with interesting presentations. Make sure that the message being conveyed matches the
one in the respective advertisement. Use no more than 10 slides. Short audio/video (no more than 20
seconds) may be incorporated to stress the message. Once through, give presentations before your class
and instructor.

Envelopes
For a first impression, the quality of the envelope is just as important as the quality of the stationery. Letterhead
and envelopes should be of the same paper stock, have the same color ink and be imprinted with the
same address and logo. Most envelopes used by U.S. businesses are No. 10 envelopes (9 1/2 inches long),
which are sized for an 8 1/2-by-1 1-inch piece of paper folded in thirds. Some occasions call for a smaller,
No. 6 3/4, envelope or for envelopes proportioned to fit special stationery. Figure A.6 shows the two most
common sizes.
Addressing the Envelope
No matter what size the envelope, the address is always single-spaced with all lines aligned on the left. The
address on the envelope is in the same style as the inside address and presents the same information. The order
to follow is from the smallest division to the largest:
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 1. Name and title of recipient
2. Name of department or subgroup
3. Name of organization
4. Name of building
5. Street address and suite number, or post office box number
6. City, state, or province, and zip code or postal code
7. Name of country (if the letter is being sent abroad)
Because the U.S. Postal Service uses optical scanners to sort mail, envelopes for quantity mailings, in
particular, should be addressed in the prescribed format. Everything is in capital letters, no punctuation
is included, and all mailing instructions of interest to the post office are placed above the address
area. Canada Post requires a similar format, except that only the city is all in capitals, and the postal
code is placed on the line below the name of the city. The post office scanners read addresses from the
bottom up, so if a letter is to be sent to a post office box rather than to a street address, the street address
should appear on the line above the box number. Figure A.6 also shows the proper spacing for addresses
and return addresses.
The U.S. Postal Service and the Canada Post Corporation have published lists of two-letter mailing ab-
breviations for states, provinces, and territories. Postal authorities prefer no punctuation with these
abbreviations. Quantity mailings should always follow post office requirements. For other letters, a
reasonable compromise is to use traditional punctuation, uppercase and lowercase letters for names
and street addresses, but two-letter state or province abbreviations, as shown here:
International Mail
Find the best rates and options for each destination and type of shipment. No matter which service you
choose, be aware that international mail requires more planning than domestic mail. For example, for
anything beyond simple letters, you generally need to prepare customs forms and possibly other documents,
depending on the country of destination and the type of shipment. You are responsible for following the laws
of the United States and any countries to which you send mail and packages.
The U.S. Postal Service currently offers four classes of international delivery, listed here from the fastest (and
most expensive) to the slowest (and least expensive):
• GlobalExpressGuaranteedisthefastest option.Thisservice, offered in
conjunction with FedEx, provides delivery in one to three business days to
more than 190 countries and territories.
• Express Mail International guarantees delivery in three to five business
days to a limited number of countries, including Australia, China, Hong

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 Kong, Japan, and South Korea.
• Priority Mail International offers delivery guarantees of 6 to 10 business
days to more than 190 countries and territories.
• First Class Mail International is an economical way to send
correspondence and packages weighing up to four pounds to virtually any
destination worldwide.
To prepare your mail for international delivery, follow the instructions provided at the U.S. Postal Service
website. There you'll find complete information on the international services available through the USPS, along
with advice on addressing and packaging mail, completing customs forms, and calculating postage rates and
fees. The International Mail Manual, also available on this website, offers the latest information and regula-
tions for both outbound and inbound international mail. For instance, you can click on individual country
names to see current information about restricted or prohibited items and materials, required customs forms,
and rates for various classes of service.6 Various countries have specific and often extensive lists of items that
may not be sent by mail at all or that must be sent using particular postal service options.
Memo
Electronic media have replaced most internal printed memos in many companies, but you may have occasion
to send printed memos from time to time. These can be simple announcements or messages, or they can be short
reports using the memo format. On your document, include a title such as MEMO or INTEROFFICE
CORRESPONDENCE (all in capitals) centered at the ton of the nape or aligned with the left margin. Also
at the top, include the words To, From,
Date, and Subject followed by the appropriate information with a blank line between as shown here:
MEMO
TO:
FROM:
DATE:
SUBJECT:
Sometimes the heading is organized like this:
MEMO
TO: FROM:
DATE: SUBJECT:
The following guidelines will help you effectively format specific memo elements:
• Addressees. When sending a memo to a long list of people, include the notation See distribution list or
See below in the Toposition at the top; then list the names at the end of the memo. Arrange this list alphabetically,

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except when high-ranking officials deserve more prominent placement. You can also address memos to groups of
people—All Sales Representatives, Production Group, New Product Team.
• Courtesy titles. You need not use courtesy titles anywhere in a memo; first initials and last names, first
names, or even initials alone are often sufficient. However, use a courtesy title if you would use one in a face-to-
face encounter with the person.
• Subject line. The subject line of a memo helps busy colleagues quickly find out what your memo is
about, so take care to make it concise and compelling.
• Body. Start the body of the memo on the second or third line below the heading. Like the body of a
letter, it's usually single-spaced with blank lines between paragraphs. Indenting paragraphs is optional. Handle
lists, important passages, and subheadings as you do in letters.
• Second page. If the memo carries over to a second page, head the second page just as you head the second
page of a letter.
• Writer's initials. Unlike a letter, a memo doesn't require a complimentary close or a signature, be
However, you may initial the memo__________________________________either beside
the name appearing at the top of the memo or at the bottom of the memo.
• Other elements. Treat elements such as reference initials and copy notations just as you would in a letter.
One difference between letters and memos is that while letters use the term enclosure to refer to other pieces
included with the letter, memos usually use the word attachment.
Memos may be delivered by hand, by the post office (when the recipient works at a different location), or
through interoffice mail. Interoffice mail may require the use of special reusable envelopes that have spaces
for the recipient's name and department or room number; the name of the previous recipient is simply crossed
out. If a regular envelope is used, the words Interoffice Mail appear where the stamp normally goes, so that it
won't accidentally be stamped and mailed with the rest of the office correspondence.
Informal, routine, or brief reports for distribution within a company are often presented in memo form. Don't
include report parts such as a table of contents and appendixes, but write the body of the memo report just as
carefully as you'd write a formal report.
Reports
Enhance the effectiveness of your reports by paying careful attention to their appearance and layout. Follow
whatever guidelines your organization prefers, always being neat and consistent throughout. If it's up to
you to decide formatting questions, the following conventions may help you decide how to handle margins,
headings, and page numbers.
Margins
All margins on a report page should be at least 1 inch wide. The top, left, and right margins are usually the
same, but the bottom margins can be 1 1/2 times deeper. Some special pages also have deeper top margins. Set
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top margins as deep as 2 inches for pages that contain major titles: prefatory parts (such as the table of contents
or the executive summary), supplementary parts (such as the reference notes or bibliography), and textual
parts (such as the first page of the text or the first page of each chapter).
If you're going to bind your report at the left or at the top, add half an inch to the margin on the bound edge:
The space taken by the binding a quarter inch to the right of the center of the paper. Be sure to center headings
between the margins, not between the edges of the paper.
Headings
If you don't have a template supplied by your employer, choose a design for headings and subheadings that
clearly distinguishes the various levels in the hierarchy. The first-level headings should be the most prominent,
on down to the lowest-level subheading.
PAGE NUMB ERS
Every page in a report is counted; however, not all pages show numbers. The first page of the report, normally
the title page, is unnumbered. All other pages in the prefatory section are numbered with a lowercase roman
numeral, beginning with ii and continuing with iii, iv, v, and so on. Start numbering again with arabic
numerals (1, 2, and so on) starting at the first page of the body.
You have many options for placing and formatting the page numbers, although these choices are usually
made for you in a template. If you're not using a standard company template, position the page number where it is
easy to see as the reader flips through the report. If the report will be stapled or otherwise bound along the left
side, for instance, the best place for the page number is the upper right or lower right corner.

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