Basic English IV

Semester 4
 What is Communication?
Communication is the sending and receiving of a message.
Communication can occur between one or many different people.
Communication is a process of delivering a message or meaning
through verbal or non-verbal means.

Communication can take place within just one individual. This type
of communication is called intrapersonal communication.

Interpersonal communication involves two or more people.

Refers to the different types of verbal, non-verbal and actions or
expressions that people use when they communicate with each
other.

2
 Interpersonal Communication
• Howard Gardner described it as one of the multiple intelligences: interpersonal
intelligence or the ability to be able to understand and work effectively with
others.
• Being able to understand and work with others in teams or groups is another
important aspect of interpersonal skills. The focus is on facilitating teamwork,
ensuring group effectiveness, decision making, running meetings and presenting
work.
• It is an interactional process between two people, either face-to-face or through
mediated forms.
• It is, in other words, a dialogue or conversation that is personal, direct
and intimate.
• Interpersonal communication is always two way communication.
• It is an ongoing process rather than an event or series of events.
• When a mechanical device mediates in an interpersonal exchange, it is termed as
interpersonal mediated communication. Feedback is instantaneous and easy to
measure.
• Reciprocal social and emotional interaction between two or more individuals in
an environment
• Close association between individuals who share common interests and goal
• All about working with other people
• An ability to get along with others while performing the job
• Characteristic traits like Manners, attitude, courtesy, habits, behavior and
appearance which helps us to communicate and maintain relationship with
others
• The following important aspects are stressed on:

• Relational (Qualitative) - Communication in which the roles of sender and

receiver are
shared by two people simultaneously in order to create meaning.

• Situational (Contextual) - Communication that occurs between two people

in a specific
context.

• Quantitative - Dyadic interactions, including impersonal communication.

• Functional (Strategic) - Communication for the purpose of achieving

interpersonal
goals.
 PERSPECTIVE OF INTERPERSONAL
COMMUNICATION
• The Quality Of Our Interpersonal
Communication Will Determine The Quality Of
Our Work And Quality Of Our Life

• Interpersonal Communication Skills Can Be

Learned
 Why Are Interpersonal Skills Important?
• To gain real competitive advantage through such relationships in the long term is
dependent upon your level of interpersonal skills.
• Strong interpersonal skills help you stand out from the crowd, whether it is in a college
group activity or job interview. They complement your technical abilities, enhance
performance, boost social interactions, and give you an edge over your competition.

• Here are some advantages of good interpersonal skills:

• Builds team dynamics. People with great interpersonal skills make the best team
players. They gel easily with their team, and people like to place their trust in them.

• Strengthens Communication - Effective communication of goals and agendas

improves not only the output of the project but also the morale of the team.

• Enhances employment opportunities. Organizations are always interested in

candidates with excellent interpersonal skills, as they can be effective communicators,
great leaders, good team players and efficient managers.

• Paves path to success. These skills will reach your goals. No matter how great
your technical skills are, interpersonal skills will also play a major role towards your
path to success.
• Relationships

• Leadership Skills

• Productivity

• Liking by others
• To form effective teams - Working in groups provides the opportunity to
share ideas, hear other perspectives, to benefit from the experience and
expertise of others and to receive help and support.

• Socializing at work place

• Presenting your self at work

• Listening & Questioning

• Giving or receiving feedback

• Building and maintaining relationships

 Behavioral Traits required for cultivating
Interpersonal Skills
Developing interpersonal skills require a lot of practice and awareness until they
become a habit. Good interpersonal skills are often viewed as the foundation for
good working and social relationships, and also for developing many other areas
of skill.
Without good interpersonal skills it is often more difficult to develop other
important life skills. It is therefore worth spending time developing good
interpersonal skills.
Unlike specialised and technical skills (hard skills), interpersonal skills (soft skills)
are used every day and in every area of our lives.
Here are few ways that can help you improve these skills:
• Smile
• Be appreciative
• Pay attention
• Practice active listening
• Resolve conflicts
• Communicate clearly / Assertiveness - Enables an individual to act in his or her
best interests without denying or infringing upon the rights of others
• Allows people to speak their minds without hurting or threatening others
• Empathies - the ability to stand in another’s shoes
• Don’t complain too much
 Listening
• We may listen for comprehension, as in a lecture where we are attending to ideas, facts or
themes. Sometimes we practice evaluative listening when we need to make a judgement.
At other times we listen empathically, when someone is trying to be understood and
heard while many times we are just practicing appreciative listening, for pleasure (Hayes,
1991).
• There is a difference between hearing and listening. Hearing is purely physical whereas
listening involves not only hearing sounds but also responding, i.e. higher level and
interpersonal. Selective listening requires concentration and attention.
• In active listening the key is our intention - to understand someone, to learn something,
to give help or comfort.
• It also involves the ability to take in the whole message, accepting what is said without
judging, understanding not only the words spoken but also the feelings that underlie the
word.
• Listening is a process that involves several steps -

• Preparation includes arranging appropriate time to listen, free of distractions.

• Paying attention to the speaker to demonstrate you are actively listening

• Active listening involves focused attention and is communicated both verbally and non-
verbally.
 Interpersonal Skills While Working
• Take the relationship viewpoint:
– Effective relationships within the organization
– Effective relationships with suppliers
– Effective relationships with competitors

• Internally

– In Teams

– Across Teams

– Within and between departments and business units

• Externally

– With Suppliers

– With Customers
 Theories of Interpersonal Skills
Uncertainty reduction theory -
• Uncertainty reduction theory comes from the socio-psychological perspective. It addresses
the basic process of how we gain knowledge about other people. According to the theory,
people have difficulty with uncertainty. They want to be able to predict behavior, and
therefore, they are motivated to seek more information about people.
• The theory argues that strangers, upon meeting, go through certain steps and checkpoints
in order to reduce uncertainty about each other and form an idea of whether one likes or
dislikes the other. As we communicate, we are making plans to accomplish our goals. At
highly uncertain moments, we become more vigilant and rely more on data available in
the situation. When we are less certain, we lose confidence in our own plans and make
contingency plans. The theory also says that higher levels of uncertainty create distance
between people and that non-verbal expressiveness tends to help reduce uncertainty.
• Constructs include level of uncertainty, nature of the relationship and ways to reduce
uncertainty. Underlying assumptions include that an individual will cognitively process
the existence of uncertainty and take steps to reduce it. The boundary conditions for this
theory are that there must be some kind of outside social situation trigger and internal
cognitive process.
• According to the theory, we reduce uncertainty in three ways:
• Passive strategies: observing the person.
• Active strategies: asking others about the person or looking up info.
• Interactive strategies: asking questions, self-disclosure.
Social exchange theory -
• The Communication Theory of Social Exchange is a theory based on the
exchange of rewards and costs to quantify the values of outcomes from
different situations for an individual. People strive to minimize costs and
maximize rewards and then base the likeliness of developing a relationship
with someone on the perceived possible outcomes. For greater outcomes
closer relationship is attained. This can be assumed to be a humanistic
theory with intuitive credibility which makes sense and has a systematic
approach.
• Symbolic interaction
• Symbolic interaction comes from the sociocultural perspective in that it relies on the
creation of shared meaning through interactions with others. This theory focuses on
the ways in which people form meaning and structure in society through
interactions. People are motivated to act based on the meanings they assign to
people, things, and events.
• Symbolic interaction argues the world is made up of social objects that are named
and have socially determined meanings. When people interact over time, they come
to shared meaning for certain terms and actions and thus come to understand events
in particular ways. There are three main concepts in this theory: society, self, and
mind.
• Society Social acts (which create meaning) involve an initial gesture from one
individual, a response to that gesture from another and a result. Self-image comes
from interaction with others based on others perceptions.
A person makes sense of the world and defines their "self" through social
interactions. One’s self is a significant object and like all social objects it is defined
through social interactions with others. Objects become what they are through our
symbolic minding process.
• Constructs for this theory include creation of meaning, social norms, human
interactions, and signs and symbols. An underlying assumption for this theory is that
meaning and social reality are shaped from interactions with others and that some
kind of shared meaning is reached.
• The boundary conditions for this theory are there must be numerous people
communicating and interacting and thus assigning meaning to situations or objects.
Relational Dialectics -
• Communication parties experience internal, conflicting pulls causing relationships to be
in a constant state of flux, known as dialectical tension. Relational Dialectics introduce
the concept that the closer individuals come to one another, the more conflict will arise
to pull them apart. There are three primary relational dialectics:
1. Connectedness and Separateness -Although it is only natural to desire a close and
permanent bond in our interpersonal relationships, no relationship can endure unless the
involved individuals spend some time alone. Too much connection results in the loss of
individual identity.
2. Certainty and Uncertainty- Relational partners need predictability along with a sense of
assurance in their interpersonal relationships.
3. Openness and Closeness -In an interpersonal relationship, communication partners feel
the pressure to be transparent and reveal extensive personal information. However, this
pull counters a natural individual’s desire for privacy. This dynamic struggle
demonstrates that intimacy in relationships is not a straight-line path.
Relational Dialectics is useful for application in situations when trying to explain dramatic
or sudden changes in human communication behaviour. (Baxter, 1988) In family system
such situations often arise between close relations such as husband and wife. There is
sudden change in behaviour and the partner feels the dialect tension in the interpersonal
communication. The reason of such behaviour change can be situational, internally or
externally mediated.
Coordinated Management of Meaning -
• It is a humanistic theory, and seems to be both analytically consistent and
systematic in its approach. According to it persons-in conversation co-construct
their own social realities. The social world depends on specific situations and
contexts, the meaning created and understood can be varying. The theory finds
its place in family system where the need and importance of interpersonal
communication largely depends on the role played by each member like their
perception power and understanding of situation to the context, its proper
analysis and interpretation which depends upon their beliefs. Therefore, for any
received content or information either through thoughts sharing, gossiping or
from media source each individual in family communicate differently.
Social Penetration Theory -
• This is a scientific theory that makes predictions about relationship
development based on levels of self disclosure.
• The theory states that as relationships develop, communication moves from
relatively shallow, no intimate levels to deeper, more personal ones.
• The more time we spend with others, the more likely we are to self-disclose
more intimate thought and details of our life.
• In family system the relationship develops between the couples, the infant
grow to adult in the family environment and latter on their trust and belief
is more on parents which mature with time (Altman & Taylor, 1973).
• This theory applies in family system as thoughts and feelings are shared
with close intimate relations within family members.
Relationship Development -
• The model of relational development is an explanation put into
stages that identifies and develops understanding about the
interpersonal communicators experience in terms of changes in
intimacy levels.
• The relational stages model is useful to apply in all situations in
which interpersonal communication occurs.
• It is relevant for romantic as well as platonic or same-gender
relationships.
• The model also helps couples understand why there are
discrepancies in what each partner is wanting from the relationship.
• When a person wants to move up a stage in his or her relationship, it
probably means that he or she wants to increase positive feelings
derived from being with the other person.
• When one partner wants to move down a stage, it usually means he
or she wants to decrease certain negative feelings that come from
being involved with the other.
 Interview
• A procedure designed to obtain information from a person through oral
responses to oral inquiries
• An interview is at the most fundamental level, a meeting between strangers.
• Interview refers to a formal, in-depth conversation between two or more
persons, wherein exchange of information takes place, with a view of
checking candidate’s acceptability for the job.
• Interview can be adapted to unskilled, skilled, managerial and professional
employees.
• It allows a two way exchange of information, the interviewers learn about
the applicant and the applicant learns about the employer.
• However, interviews suffer from following shortcomings – absence of
reliability, lack of validity and biases of interviewers may cloud the
objectivity of interviews.
 Objectives of Interview
• To evaluate applicant’s suitability.
• To gain additional information from the
candidate.
• To provide general information about the
company to the applicant.
 Types of Interview
• Structured Interview
• Unstructured Interview
• Mixed Interview
• Behavioural Interview
• Stress Interview
• One to one Interview
• Panel Interview
• Telephonic Interview
• Video Interview
• Structured Interview: The interview in which preset standardised questions
are used by the interviewer, which are asked to all the candidates. It is also
known as a patterned or guided interview. It is useful for valid results,
especially when dealing with large number of applicants.
• Unstructured Interview: The unstructured interview is one that does not
follow any formal rules and procedures. The discussion is free flowing, and
questions are made up during the interview. It is useful when the
interviewer tries to probe personal details of the candidate to analyse if
they are fit for the job.
• Mixed Interview: It is a combination of structured and unstructured
interview, wherein a blend of predetermined and spontaneous questions
are asked by the interviewer to the job seeker. It follows a realistic approach
which allows the employer to make a comparison between answers and get
in-depth insights too.
• Behavioural Interview: It is concerned with a problem or a hypothetical
situation, put before the candidate with an expectation to solve. It aims at
revealing the job seeker’s reasoning skills and ability to solve the problem
presented.
• Group interview: This involves multiple candidates and they are given a
topic for discussion. They are assessed on their conversational ability and
how satisfactorily they are able to have their own views and make others
believe in them. Here, the best among the lot gets selected.
• Stress Interview: The employer commonly uses stress interview for those jobs
which are more stress prone. A number of harsh, rapid fire questions are put
to the interviewee with intent to upset him. It seeks to know, how the
applicant will respond to pressure, such as handling complaints. Tactics involve
Completely ignore the candidate by maybe, making a phone call in the middle of
the interview.
Or some other tactic like continuously interrupting the candidate when he
answers the questions.
Trying to enforce your point of view forcefully even if he disagrees.
Asking a whole lot of questions all at once.
Interrupting him by asking another question not related to his answer.
• One to one Interview: The most common interview type, in which there are
only two participants – the interviewer (usually the representative of the
company) and interviewee, taking part in the face to face discussion, in order
to transfer information.
• Panel Interview: Panel interview is one, in which there is a panel of
interviewers, i.e. two or more interviewers, but limited to 15. All the members
of the panel are different representatives of the company.
• Telephonic Interview: Telephonic interview is one that is conducted over
telephone. It is the most economical and less time consuming, which focuses
on asking and answering questions.
• Video Interview: An interview, in which video conference is being employed,
to judge or evaluate the candidate. Due to its flexibility, rapidity and
inexpensiveness, it is used increasingly.
• Problem-solving interview (Task Oriented interview): Here the interviewer is
more concerned about the problem-solving abilities be it technical, managerial,
creative or analytical skills. This is the most common among the interview
patterns and it may involve either writing and answering a questionnaire set or
answering the technical questions orally.
• Depth interview (In-depth interview): When the interviewer needs to ascertain
everything about the interviewee right from the life history, academic
qualifications, work experiences, hobbies, and interests; they conduct the depth
interview. Here the interviewer has a clear idea about the questions he will be
asking but once the question is asked, he allows the conversation to flow and is
more of a listener. This interview takes time and more of a friendly approach of
the interviewer towards the interviewee.
• Job Fair interview (Career Fair interview): Here the interviewer does a mini-
interview to know the qualifications and the technical knowledge. Then basic
technical questions are asked to know if the candidate can proceed further for
the main interview. This is a very short interview to net only the potential
candidates.
• Lunch interview: This interview is more of a conversational interview mainly
designed so that the interviewer gets to know more about the candidate. This
also helps the interviewer to assess how the candidate conducts himself in a
less-formal environment and how he presents himself.
• Tea interview: This is the same as a lunch interview but only that it differs in the
time limit. Here the interviewee gets less time to prove himself. The interviewer
here has a structured format for questioning since there is a time limit.
 Stages of Interview
• There are four basic components to an initial employment interview.
They are:
Introduction
Questions by the Interviewer
Questions by the Interviewee
Closing
The introduction will be very short, but a very important part of the
interview. Good body posture, a firm handshake, and steady eye contact
should all be displayed during the introduction. Small talk will be on
informal topics of discussion to gauge your spontaneity and personal
interests.
Interviewer may ask open ended questions that will let you give information
about your background. The longest portion of the interview, this is
when the employer asks you questions and listens to your responses.
• Employer allows you to ask questions about the organization, role
and responsibilities, profile, etc. This is your chance to
demonstrate your knowledge of the organization by asking
thoughtful questions. Be certain not to ask questions that were
answered in the literature or at the information session. However,
it is fine to ask for additional information or interpretation of
information.
• As with the introduction, the closing will be a small part of the
interview, but also a very important part. Verify the next step in
the hiring process. Will they follow up with you or should you
follow up with them and how soon? Express your appreciation for
the opportunity to be interviewed and leave with a smile and a
handshake.
 Modern trends in Interview
• Traditional interviews an range from in-person vs. phone to one-
on-one vs. panel to structured vs. unstructured questions.
• However, traditional interviews have been proven ineffective in
certain areas.
• According to recent Global Recruiting Trends
2018 report, which surveyed over 9,000 recruiters and hiring
managers, old-school interviewing is especially bad at
assessing soft skills and weaknesses.
• The five most useful interviewing innovations
according to the survey are:
1. Soft skills assessments give a more objective measure of
personal traits—with speed and scale
• High-tech tools like Koru draw on neuroscience to assess
candidates’ soft skills, like teamwork, and flexibility—factors that
really do predict job performance. With 20-minute surveys and
revealing mini-games, these technologies help recruiters get
super-individualized insights into a ton of candidates.
• It’s not just the unique insights that these soft skills assessments
offer—it’s the fact that can get those insights quickly and at scale.
• That speed and scale also makes it much easier to expand reach
and draw on talent pools with more diverse backgrounds and
experiences.
• According to survey, the most promising benefits of soft skills
assessments include:
More realistic snapshot of candidate’s personality
Less bias than traditional formats, more talent pool diversity
Positive candidate experience
2. Job auditions let you see candidates in action—and let them get a
real sense of the role
• Traditional interviews might give you a decent idea of how
candidates present themselves, think on their feet, and answer
questions. But unless the role is given, its difficult to determine
how they’ll actually perform on the job.
• That’s exactly why job auditions are gaining steam. There’s no
single way to do job auditions: some companies bring candidates in
for a full day of work, and others even hire candidates for a multi-
week trial period.
• Job auditions don’t just benefit the employer: candidates get a real
sense of the day-to-day job, so they know exactly what they’re
signing up for. That’s bound to help attrition rate, while providing a
more satisfying candidate experience.
• The most promising benefits of job auditions include all four of the
top reasons cited in the Global Recruiting Trends survey:
More realistic snapshot of candidate’s personality
Candidates can try out job for fit
Less bias than traditional formats
Candidates can’t lie about skills
3. Meeting in casual settings lets you see a more authentic side of
candidates in a low-pressure environment
• Low-key, casual interviews may not be a high-tech innovation or a
particularly new practice, but it is a rapidly rising trend.
• Companies in Denmark have long enjoyed interviews in casual
settings. It puts everyone at ease, allows candidates to show more
of their personality, and gives a great impression of your work
culture.
• Casual interviews are completely free and super easy—it doesn’t
take any big investment or special preparation.
• The most promising benefits of job auditions include:
• More realistic snapshot of candidate’s personality
• Positive candidate experience
4. Video interviews allows to consider more remote candidates
efficiently
• Video conferences are nothing new, but as technology advances,
recruiters are finding new ways of integrating it into the hiring
process. Live video interviews let you conveniently screen remote
candidates with more warmth and familiarity than a phone call.
• The benefits are clear: busy passive candidates can make time to
record when it’s convenient for them, nervous candidates can be
more at ease, and recruiters can efficiently see dozens of
candidates in the space of a few hours.
• Video interviews are particularly useful for roles where
communication and presentation are crucial—like sales, account
management, and business development
• Platforms like HireVue go even further by assessing interviews
automatically —analyzing candidates’ voices, verbal responses,
and non-verbal cues to reveal soft skills and capabilities.
• The most promising benefits of video interviews include:
• Convenient for recruiters and candidates
• Extend reach by efficiently screening more remote talent
• More realistic snapshot of candidates’ personality
Résumé
 What’s a Résumé?
• A summary of a candidate’s qualification,
experience, and abilities in brief

• An impressive resume highlights your skills

and helps you stand out among other
candidates.

• Ideally not longer than 2 pages

• CV is the longer, detailed version of

Résumé.
 What is C.V.?

CV STANDS CURRICULUM VITAE MEANS

(“DETAILED COURSE OF ONE’S LIFE”).

And RESUME ?

IT IS A SHORT CALLING CARD TO CONVINCE

THE EMPLOYER
 Characteristics of Resume
 No more than two pages. It is a brochure.
 It should be typed, not hand written.
 Use simple typeface & only one typeface should be used (making it
too decorative will make the characters non readable) (Arial or Times
New Roman)
 Select a readable size (font size 11 or 12)
 Do not use all caps & underlining as far as possible (can use for
section heads
 Avoid using paragraphs.

 Use bullets instead

 List achievements.

 Do not attach any photographs.

 CONTENTS OF A GOOD RESUME

1. Name
2. Objective
3. Residential address
4. Contact number
5. E-mail address
6. Qualification (highest to 10th )
7. Technical skill
8. Projects undertaken
9. Computer literacy (if any in the reverse
chronological order- starting from the
current to the first job)
10. Honors/rewards/ achievements
11. Hobbies / special interests
12. References
 Content
1. Personal Information:
• The first thing to write on a resume
• Name: Full name. Avoid nick name
• Address: Full address with Pin Code. Write the
permanent address
• Contact Number: Permanent number with
maximum availability. At least 2 numbers.
• Email Address: Write a professional-sounding
Email address. Avoid immature email addresses.
 2. Objective:
• Displays the kind of work you aspire to do with the firm
• Be specific about the job you want.
For example: “To obtain an entry-level position within a
financial institution requiring strong analytical and
organizational skills.”
“To start my career in a reputed company in the position,
which will give me the space to grow and enhance my
potential while I can contribute to the organization
using my current knowledge and qualifications”
• Tailor your objective to each employer you
target/every job you seek.
 Education:
• Fresh Graduates should place Educational
Qualifications first

• Alumni with work experience can place it after Work

Experience

• List the Academic Qualifications in a Reverse

Chronological Order (Most Recent Degree to Least
Recent)

• Include Degree Title, Institute’s title, Grades

• Academic Honors
 Work Experience:
• Use Action verbs to describe the job duties –
• List of Creative Action words – Acted, Composed, Conceived,
Conceptualized, Created, Customized, Designed, Developed, Directed,
Established, Fashioned Founded, Illustrated, Initiated, Instituted,
Integrated, Introduced, Invented, Originated, Performed, Planned,
Published, Redesigned, Revised, Revitalized, Shaped, Visualized
• Describe Work Responsibilities with stress on Specific Skills and
Achievements
• List the work experience in Reverse Chronological Order
• Title Of Position
• Organization’s Name
• Location
• Dates of Employment
 Verification

• Check for Spelling and Grammatical

Errors

• Get Someone else to review your resume

• Have someone else Proof Read your

resume
 Language Used:
• Use more Active Voice than Passive Voice: Use Action
Words

• Specify! Do not generalize.

• Avoid flowery language. Write to express, not

impress.

• State facts about you, not opinions (personal or of

others)

• Mind the punctuations, spelling errors and jargons

• Write in a format that is easily readable

 ‘Do’s:

• Be consistent in format and content

• Make it easy to read and follow, balancing white space
• Use consistent spacing, underlining, italics, bold, and
capitalization for emphasis
• List headings in Order of Importance
• Within headings, list information in Reverse
Chronological Order (most recent first)
• Be sure that your formatting is translated properly if
converted to a .pdf
 ‘Don’ts:
• Use personal pronouns (such as I)
• Abbreviate
• Use a narrative style
• Numbers
• Use slang or Colloquialisms
• Include a picture
• Include age or sex
• List references
 Cover Letter
• Your cover letter is a writing sample and a part of
the screening process.
• A good way to create a response-producing cover
letter is to highlight your skills or experiences
that are most applicable to the job or industry
and to tailor the letter to the specific
organization you are applying to.
 Some general rules about letters:
• Address your letters to a specific person if you can.
• Tailor your letters to specific situations or organizations by doing
research before writing your letters.
• Keep letters concise and factual, no more than a single page.
Avoid flowery language.
• Give examples that support your skills and qualifications.
• Put yourself in the reader’s shoes. What can you write that will
convince the reader that you are ready and able to do the job?
• Don’t overuse the pronoun “I”.
• Use lots of action words.
• Make sure your resume and cover letter are prepared with the
same font type and size.
 Teams
• A team can be defined as a group of people coming together to achieve a
particular goal.
• Teamwork is nothing but a commitment shared between the working process of
the team to its end product.
• Working in a team could prove to be an incredible learning experience when
there is a readiness among the members to share information with one another;
each member trusts and supports each other and also there is a willingness to
stand by one another in time of crisis.
• The teams are formed to achieve the goals or tasks effectively, which an
individual fail to meet.
• The purpose of teams within an organization is to bring together a group of
qualified people to work together as a unit to accomplish common goals.
• A team-oriented organizational structure means companies or divisions rely on
small work groups or teams to manage various products or tasks.
• A team-oriented approach to accomplishing a project identifies the most
appropriate staff at all levels and in all departments who can best make a
contribution to the project, and brings these individuals together as a functional
team.
 Advantages of Working in a Team
• Promotes Creativity - When employees work together in a group, they are often
times able to collaborate together to brainstorm innovative and creative ideas to
benefit the organization. Diversity within teams is beneficial because people from
different backgrounds and cultures approach problems and topics differently.
Teams are also more productive when they are cognitively diverse.
• Generates Motivation - Team members working together in harmony are able to
motivate one another. The sense of accomplishment received from working with a
productive team increases employee morale and causes employees to desire to
achieve greater success. Motivated employees benefit the company by providing
excellent customer service and an increase in efficiency and productivity.
• Builds Trust - Another advantage of teams within organizations is that working as a
team can build trust among employees. They understand that working together is
for the benefit of the organization. Employees who trust one another are more
willing to work together in the future and ask for help from each other when
needed.
• Increases productivity - Teamwork allows you to distribute tasks so that each
person takes care of the tasks for which he or she is better qualified. With more
hands on deck, tasks are completed faster and more efficiently, thereby increasing
productivity.
• Teams Can Offer Better Solutions - A main reason companies opt for work
teams rather than individualized work is to derive better quality, and more
thorough and more creative solutions to problems or situations. By having
employees with different backgrounds and perspectives discussing the pros and
cons of alternative solutions, the best possible solution tends to win out.
Moreover, team members can collaborate to enhance the benefits of the best
solution by continuing to work together to enact it.
• Provides a Support Network - A strong team environment is essential for the
success of any business, especially during difficult and challenging times when
team members will help and rely on each other for support and guidance. This
allows them to remain focused on the goal and they can complete
projects more efficiently.
• Establishes Strong Relationships - Another huge benefit of teamwork is the
establishment and development of strong relationships among co-workers. This
helps them communicate more freely and openly, as well as encourage and
motivate each other to work to their strengths and talents, which is key to the
success of any organisation.
• Allows Flexibility - Collaboration in the workplace may mean the added benefit
of a more flexible work schedule, as members are generally cross-trained to
cover for each other’s skills and strengths. In fact, this allows employees to plan
their personal obligations with little disruption to projects while ensuring that
important and fast-approaching deadlines are met. It’s also important to note
that flexible working can help to improve productivity and develop a
better work-life balance for employees.
 Disadvantages of Working in a Team
• Interpersonal Conflict - One disadvantage of teams within an organization is the
possibility of conflicts arising between team members. One team member may disagree
with the ideas of another team member, which may lead to an argument. Hostility
within teams limits productivity, creativity and the decision-making process. Managers
must effectively manage teams to keep conflict at a minimum.
• Indulging in the blame game when things go wrong - In times of crisis it is easiest for
the team members to point a finger at someone else and indulge in the blame game.
Since there is more collective rather than individual responsibility involved in a team
project it is often difficult to tell where things went wrong. People also resort to the
blame game when they believe that there has been an unequal and unfair distribution
of work.
• Unequal involvement and participation of different members - It is challenging to work
in a team when everyone does not put in his or her best efforts. There are two kinds of
people while working in a group- those that work tirelessly to get things done and then
there are those that are laid back and do not adhere to any deadlines.
• Clash of ideas - Things can go incredibly wrong or even fall apart when there is a great
deal difference in the working methods of different individuals. Many people prefer to
work much in advance and some people believe in working last minute as they think
that the pressure brings out the best in them. In such a case it becomes increasingly
difficult to coordinate things among different people. In addition to having varying
working styles, things also become complicated when there is a clash of ideas and
neither members are willing to compromise.
• One team members desire to outshine the rest - When working in a team it is important
for each member to have team spirit. It becomes complicated when one member has the
burning desire to outshine the other members of the team. When an individual starts
putting his individual needs before the needs of the group, then the groups can no longer
function efficiently. Those individuals that want to show themselves to be better than the
rest often fail to shares or communicate their own ideas to the rest of the team and this
leads to a communication gap or even a breakdown of communication as a whole.
Working in a dysfunctional group often becomes a source of tremendous stress.
 Negotiations
• The word negotiate is derived from the Latin infinitive “negotiaari” meaning
“to trade or do business”
• Negotiation is the process of evolving communication to get from opposition
to consensus, manage conflict and reach agreement.
• Negotiation is central to gaining agreement and exercising influence. The
ability to influence others and resolve conflict is at the core of successful
business.
• The negotiating process involves balancing matters between two parties so
that the negotiator not only gets what he wants but also gets what he wants in
the best possible way
• Negotiation is an integrated process requiring: Effective communication,
Development of consensus (internal & external), Process Management,
Influence building and relationship development
• Success in negotiation depends on confidence: Confidence enables and arises
from
a) careful advance planning to maximize options and
b) working creatively during the negotiations to optimize the outcome
• Communicating efficiently, understanding psychology of the other human or
negotiating partner, and the interests of the organization he is representing,
mostly determines success of business meetings and negotiations.
• The effectiveness of negotiation depends on how the parties understand each
other, what information is available about each other and is produced in the
bargaining process, how well they understand each other’s motives, how they
submit proposals, arguments, and convince the other side.
• Easier to negotiate when the two sides have some shared interests and some
opposed.
• Negotiation is soft when participants are friends and the goal is agreement.
• Negotiation is hard when participants are adversaries and the goal is victory.
• Negotiation is principled when it is on the merits or principles or interest based
negotiation.
• Negotiation includes listening, ability to identify the interests of both sides,
persuasion, diplomacy, building and preserving relationships
• Business negotiations and business meetings – a complex multi-dimensional,
multi-faceted process, in which are combined different and conflicting interests
of the negotiating parties
 Four Layers of Negotiation
• Adair and Brett (2005) proposed a four-stage negotiation model to depict the
process of negotiation.
• The four stages are: relational positioning, identifying problems, generating
solutions and reaching agreement.
• In the first stage of relational positioning, negotiators focus mainly on influence
with respect and power.
• In the second stage of identifying problems the attention is focused towards
exchanging information about issues, options and interests.
• In the third stage of generation solutions, negotiators form and apply strategies
to achieve their goals in negotiation.
• In the fourth stage of reaching agreements, an agreement is in sight.
• Each stage is marked by some typical behavioral indicators accordingly:
1) first offer giving,
2) information searching,
3) strategy formation and acting, and
4) the final outcome of negotiation.
 Interpersonal Communication with
Customers
• Three tools of interpersonal communication
with customers are as follows –
• Sales Letter
• Questionnaire
• Collection Letter
 Sales Letter
• The purpose of a sales letter is to persuade a specific reader to
purchase a service or product.
• This is a persuasive letter, and must both enhance the author’s
credibility while also advertising the product or service.
• Use headings and subheadings to enhance readability.
• Besides presenting a case, the sales letter needs to show
sincerity, intelligence, integrity, good humour and genuine
interest in serving the reader.
• To succeed in its mission, the letter must do these four things:
get attention, arouse interest, create a desire, and evoke action.
• To sell the letter should be, clear and easy to understand. It
should, before trying to persuade, succeed in convincing the
prospect of the quality and reliability of your goods.
• The letter must be appropriate, accurate, dear, concise and
complete.
 Elements of a Sales Letter
• Headline: The headline is a sentence that grabs the reader’s
attention, offers a benefit, or makes a promise. It is placed
above the salutation, and should be limited to thirty words. The
headline should do the following:
I. Include the main selling point (cost, quality, aesthetics, or
popularity).
II. Use strong action verbs and powerful descriptive words.
• Introduction: The introductory paragraph should expand on
the information in the headline. The introduction should do
the following:
I. Provide the reader with an expansion of the headline.
II. Detail the product or service information.
III. Provide the reader with the cost, savings, and the access
information—how soon you will get the product or service to
him or her.
• Body: The body is where the company’s credibility is established and provides
additional information on the product or service. The body should do the
following:
I. Provide the reader with more details about the product or service and the
differences from similar brands.
II. Provide the reader with testimonials from satisfied customers.
III. Provide your reader with information: delivery, set-up, service contracts,
support details, etc.
• Call to Action: In the final portion of the sales letter, the readers are directed
to respond. You are asking him or her to make a decision based on the
information that you have provided. The call to action should do the
following:
I. Provide the reader with the information for the next step.
II. Direct your reader to the self-addressed stamped envelope (SASE), the
postcard, any order form, and the relevant phone numbers.
III. Persuade the reader to make the call with the contact information.
IV. Express gratitude.
V. Include a postscript that will further the appeal. Some companies offer a free
setup by a certain time, a discount, or a warranty
 Eleven Steps for an Effective Sales Letter
• In order to convince the reader of your product or service quality, you must
establish your credibility.
1. Know your product or service well.
2. Add high-profile endorsements from clients or associations—you could put
one of the quotes at the top of your letter or immediately following the
headline.
3. Introduce yourself and tell your reader what you are offering.
4. Make your letter useful—include tips or useful information on the letter so
that the reader is compelled to save it as a reference tool.
5. Organize your letter for persuasive appeal, make it readable, and use effective
discourse.
6. Include a call to action—provide your reader with numbers for ordering and
support.
7. Offer an incentive for prompt replies.
8. Maintain a database of your clients, so that you can individualize each letter.
9. Always revise and edit your letter.
 Questionnaire
• “A set of printed or written questions with a choice of
answers, devised for the purpose of a survey or statistical
study”
• A set of questions on a topic or group of topics designed
to be answered by the respondent.
• It is the vehicle used to pose the questions that the
researcher wants respondents to answer.
• Predefined set of questions in a predetermined order
• Provide data that can be analysed to identify patterns
and relationships within the answers
• A questionnaire is a written instrument used to obtain
information from study subjects
Types of Questionnaires
 Open Questions
• Open Format Questions - Open format questions or
open-ended questions give your audience an
opportunity to express their opinions in a free-flowing
manner. These questions don't have predetermined set
of responses and the respondent is free to answer
whatever he/she feels right. By including open format
questions, you can get true, insightful and even
unexpected suggestions. Qualitative questions fall
under this category.
• An ideal questionnaire would include an open-ended
question at the end of the questionnaire that seeks
feedback and/or suggestions for improvements from
respondents.
 Closed Questions
• Multiple choice questions, where respondents are
restricted to choose among any of the given multiple
choice answers are known as closed format or
closed-ended questions. There is no fixed limit as to
how many multiple choices should be given; the
number can be even or odd. These questions are
ideal for calculating statistical data and percentages,
as the answers set is known. Closed ended questions
can also be asked to different groups at different
intervals to efficiently track their opinion about a
product/service/company over time. Closed-ended
questions can be further classified into 7 types.
• Leading Questions - Questions that force your
audience for a particular type of answer are
known as leading questions. In a leading
question, all the answers would be equally likely.
An example of a leading question would be a
question with choices such as, fair, good, great,
poor, superb, excellent etc. These questions are
meant to get an opinion from the audience in
limited words.
• Importance Questions - In importance questions,
the respondents are usually asked to rate the
importance of a particular issue, on a rating scale
of 1 to 5. These questions can help you
understand things that hold significance to your
respondents and allow you make business critical
decisions.
• Likert Questions - Likert questions can help
you ascertain how strongly your respondents
agree to a particular statement. Such type of
questions also help you assess how your
customers feel towards a certain issue, product
or service.
• Dichotomous Questions -These are simple
questions that ask respondents to answer in a
yes or no. One major drawback with
dichotomous questions is that it cannot
analyze the answers between yes and no,
there is no scope for a middle perspective.
• Bipolar Questions - Bipolar questions are the
ones having two extreme answers written at
the opposite ends of the scale. The
respondents are asked to mark their
responses between those two.
• Rating Scale Questions - In rating scale questions,
the respondents are asked to rate a particular
issue on a scale that ranges between poor to
good.
• A valid questionnaire is
• Relevant – Does the questionnaire obtain the
information it was designed to seek?
• Complete – Was all desired relevant information
obtained?
• Accurate – Can reliance be placed upon the
responses to the questions?
 When to use a Questionnaire?
• Reach a large number of people
• Not to explore new, difficult or controversial
issues
• Obtain standardized data
• With a predefined range of answers
• The respondents are able to answer the
questions
• You have enough time
Characteristics of Questionnaires
 Number of questions should be small

 Questions should be arrange logically

 Questions should be short and simple to understand

 Ambiguous questions should be avoided

 Personal questions should be avoided

 Questions should be in MCQ

 Questionnaire should look attractive

 Questions requiring calculations should be avoided

 A covering letter in which instructions to the

respondents should be there.
 Collection Letter
• A collection letter is a written notification to inform a
consumer of his due payments.
• It is an official message to a borrower.
• A collection letter may include reminders, inquiries,
warnings or notification of possible legal actions.
• Although a collection letter is a firm notice to a
borrower, it must be written in a polite way.
• One should not use slang, offensive, and abusive words.
 Characteristics of Collection Letter
• The reason or the objective of writing a collection
letter.
• Reference of the previous letters (if any).
• Name of the creditor or the company issuing loans.
• Name of the lender.
• Full debt amount.
• Additional costs or terms.
• Last deadline for the payment of the debt.
• Inquiry about the delay.
• In the case of many reminders, one should include a
list of possible legal actions in the letter.
 Types of Collection Letter
• Collection letter is broadly classified into
three categories. They are -
• General Reminders.
• Inquiry letters.
• Official collections letters.
• Collection letters are usually written in a series. In each successive stage of the collection series, the
message becomes stronger or insistent. The series contains the following:
• Sending statement of accounts
• Reminder letter
• Inquiry and discussion letter
• Appeal and urgency letter and
• Ultimatum and warning letter
• Sending statement of account: Statement of account is the first notification that the customer
receives after purchasing goods on credit. Companies usually send the statement before the due date
of payment. Its purpose is to inform the customer about the due amount and due date of payment. It
is also acts as means of maintaining contact with customers.
• Reminder Collection Letter - Collection letter series actually stats with a reminder letter. It is written
with an assumption that customer has forgotten to make the payment. General assumptions like
money problems or medical issues are made. Therefore, the seller reminds the customer that he has
an outstanding account with the company and the payment has become due. Companies usually send
several reminder letters. The first reminder is sent within a week after sending the statement of
account. The second reminder is generally sent after a week or a fortnight of sending the first
reminder. Thought the first reminder letter simply reminds the costumer about the bill, successive
reminder letters courteously ask for payment.
• Inquiry Collection Letter - An inquiry and discussion letter is sent if the customer gives no response to
the earlier letters. This letter is written assuming that the customer is either unwilling or unable to pay.
Therefore, the goal of writing inquiry letter is not only requesting the customers to pay the bill but also
seeking the reasons for non-payment. This letter is written in a sympathetic manner so that the
customer becomes willing to write to the seller. Here, the writer asks for the keenness to help the
customer. One can give the choice of partial payments here. It helps to maintain a good relationship
with the customer.
• Appeal collection Letter - A writer writes this letter when the
borrower is not responding to any of the previous remainders.
This stage clearly assumes that the customer is reluctant to pay
the outstanding bills. Therefore, the seller strongly requests the
customer to pay the bill. This letter is not rude but is stronger in
tone. In this letter, a deadline of payment is mentioned.
• Ultimatum Collection Letter - If the customer does not respond to
any one of the previous letters, then the ultimatum letter is sent.
A distinct feature of this letter is that it indicates possible legal
action unless payment is made promptly. In this letter, the
customer is given a deadline of payment. At the same time, this
letter conveys the possible legal action or consequence if the
customer fails to meet the deadline. Various punishments like
debarring from further business, legal actions are stated in this
letter.
 Intercultural Communication
• Culture is the coherent, learned, shared view of a
group of people about life’s concerns that ranks
what is important, furnishes attitudes about what
things are appropriate and dictates behavior
(Beamer and Varner(2001, 1 3)
• It is the frame of reference and the behaviour
patterns of people. Barrett (2006)
• It is the ‘software of the mind’. It is what enables us
to process information in various specific
applications.(Hofstede)
 Dimensions of Cultural Differences
• Hofstede’s Cultural Dimensions
• Psychologist Dr Geert Hofstede published his cultural dimensions model
at the end of the 1970s.
• He developed a model that identifies four primary Dimensions to assist
in differentiating cultures.
• Hofstede studied people who worked for IBM in more than 50 countries.
• Initially, he identified four dimensions that could distinguish one culture
from another.
• Later, he added fifth and sixth dimensions, in cooperation with Dr
Michael H. Bond and Michael Minkov. These are:
1. Power Distance Index (high versus low).
2. Individualism Versus Collectivism.
3. Masculinity Versus Femininity.
4. Uncertainty Avoidance Index (high versus low).
5. Long- Versus Short-Term Orientation.
6. Indulgence Versus Restraint.
 Power Distance Index (PDI)
• The extent to which the less powerful members of institutions and
organizations within a country expect and accept that power is distributed
unequally.
• It suggests that a society’s level of inequality is endorsed by the followers as
much as by the leaders.
• A high PDI score indicates that a society accepts an unequal, hierarchical
distribution of power, and that people understand "their place" in the system. A
low PDI score means that power is shared and is widely dispersed, and that
society members do not accept situations where power is distributed
unequally.
• For example, Germany has a 35 on the cultural scale of Hofstede’s analysis.
Compared to Arab countries where the power distance is very high (80) and
Austria where it very low (11), Germany is somewhat in the middle. Germany
does not have a large gap between the wealthy and the poor, but have a strong
belief in equality for each citizen. Germans have the opportunity to rise in
society.
• On the other hand, the power distance in the United States scores a 40 on the
cultural scale. The United States exhibits a more unequal distribution of wealth
compared to German society.
 Individualism Versus Collectivism
(IDV)
• Hofstede chose “individualism versus collectivism” as a dimension of differences
between national societies
• Individualism: A society in which the ties between individuals are loose:
everyone is expected to look after self and immediate family only
• Collectivism: A society in which individuals from birth onwards are part of strong
in-groups
• This dimension measures the strength of ties individuals have to the groups they
belong to.
• Members of individualistic cultures have very loose ties to others, with their
main focus on themselves and their immediate family.
• A high IDV score indicates weak interpersonal connection among those who are
not part of a core "family." Here, people take less responsibility for others'
actions and outcomes.
• Members of collectivistic societies are socialized from birth to have strong
ties to the groups to which they belong and, in exchange, the group will defend
their interests. The group itself is normally larger, and people take responsibility
for one another's well-being.
 Masculinity Versus Femininity (MAS)
• The Masculinity side of this dimension represents a
preference in society for achievement, heroism,
assertiveness, and material rewards for success. Society
at large is more competitive.
• Its opposite, Femininity, stands for a preference for
cooperation, modesty, caring for the weak and quality of
life. Society at large is more consensus-oriented.
• In the business context Masculinity versus Femininity is
sometimes also related to as “tough versus tender”
cultures.
• Greater importance is placed on good relationships with
your direct supervisors, or working with people who
cooperate well with one another.
Uncertainty Avoidance Index (UAI)
• Uncertainty is a state wherein outcomes and conditions are unknown or
unpredictable. Some people are more comfortable with uncertainty than
others, and the degree to which individuals participate in certain
behaviors to stay in comfortable situations is called uncertainty
avoidance.
• This dimension describes how well people can cope with anxiety.
• Cultures with high levels of uncertainty avoidance tend to limit ambiguity
through laws, rules, religious and philosophical tenets.
• In societies that score highly for Uncertainty Avoidance, people attempt to
make life as predictable and controllable as possible.
• People in low UAI-scoring countries are more relaxed, open or inclusive.
• Members of cultures with lower levels of uncertainty avoidance tend to be
more accepting of opinions different from their own, more flexible in
dealing with new situations.
 Long- Versus Short-Term Orientation
• Long-term orientation is when you are focused on the future. You are willing to delay
short-term material or social success or even short-term emotional gratification in
order to prepare for the future. If you have this cultural perspective, you value
persistence, perseverance, saving and being able to adapt.
• Short-term orientation is when you are focused on the present or past and consider
them more important than the future. If you have a short-term orientation, you value
tradition, the current social hierarchy and fulfilling your social obligations. You care
more about immediate gratification than long-term fulfillment.
• the concepts of long-term orientation and short-term orientation address the different
ways cultures view time and the importance of the past, present and the future.
Cultures demonstrating a short-term orientation will be more concerned with the past
and present and will focus their efforts and beliefs on matters related to the short-term,
while cultures demonstrating a long-term time orientation will be more concerned with
the future and focus their efforts on future-orientated goals.
• This dimension was originally described as "Pragmatic Versus Normative (PRA)." It
refers to the time horizon people in a society display. Countries with a long-term
orientation tend to be pragmatic, modest, and more thrifty. In short-term oriented
countries, people tend to place more emphasis on principles, consistency and truth,
and are typically religious and nationalistic.
 Indulgence Versus Restraint (IVR)
• Indulgent societies allow relatively free gratification
of basic and natural human desires leading to enjoying
life and having fun
• Restrained societies suppress gratification of needs and
regulate it by means of strict social norms
• Countries with a high IVR score allow or encourage
relatively free gratification of people's own drives and
emotions, such as enjoying life and having fun. In a
society with a low IVR score, there is more emphasis on
suppressing gratification and more regulation of
people's conduct and behavior, and there are stricter
social norms.
 Indulgent societies
• People feel healthier and
happier
• A perception of personal
life control
• Leisure ethics
• Optimism, positive
attitude
• More extraverted
personalities
• Having friends is very
important
• Active participation in
sports
• Less moral discipline
• Looser sexual mores
Restrained societies
• People feel less happy
and less healthy
• What happens to me is
not my doing
• Work ethics
• Pessimism, cynicism
• More introverted
personalities
• Having friends is less
important
• Less sports participation
• Stricter moral discipline
• Stricter sexual mores