Business Communication Consolidated

Written Analysis of a Case
Purpose
To show your professor or a recruiter that you can
• think through a business problem
• Apply critical thinking skills
• follow decision making processes in a logical, professional, ethical,

and informed manner
Three Possible Scenarios
• Need to make a critical decision
• Need to provide in-depth evaluation
• Need to diagnose problem and provide solution

What type of case?
Decision Cases
• Identification of required decision
• Review/identification of problems
• Selection of criteria
• Criteria based analysis
• Recommended decision/s
• Proposed actions
Evaluation Cases
• Identification of the subject

• Selection of criteria for evaluation
• Criteria based analysis
• Overall evaluation
• Identification of contingencies
• Recommended actions
Problem Based Cases
• Situation Analysis
• Problem to Address
• Solution Options
• Key Decision Criteria for Evaluation
• Evaluation of Options
• Recommendations
• Action Plan
• Contingency Plan
Situation Analysis
• PESTLE
• SWOT
• Five Forces
TOWS Analysis
1. Internal Strengths and External Opportunities (S-O) – how can they use
the strengths to benefit from existing external opportunities?
2. Internal Strengths and External Threats (S-T) – how can they benefit
from their strengths to avoid or lessen (potential) external threats?
3. Internal Weaknesses and External Opportunities (W-O) – how can they

use opportunities to overcome the organization’s internal weaknesses?
4. Internal Weaknesses and External Threats (W-T) – how can they

minimize weaknesses and thus avoid potential threats?
Medium-sized maintenance and painting business that mostly
works for large housing co-operatives and offices
Situation Analysis Dos & Don’ts
Do Don’t
• Ensure clear prioritization • Provide information overload

• Specific, so focus is evident • List opinions
• State facts • Be too broad and lose focus
• Ensure strengths, • Be too descriptive
weaknesses, opportunities, • Merely repeat case facts
and threats have
distinguishing factors
• Be analytical
Situation Analysis – Comprehensive List
• Context • Product situation
• Characters • Competitive situation
• Behaviours • Distribution situation
• Actions • Environmental factors
• Reactions • Opportunity and issue
• Responses analysis
• Financial analysis
Ishikawa (Fishbone) Diagram
Cause & Effect Diagram
Problem Statement/Definition
A thorough and clear description of the problem or decision the
organization/person/protagonist faces, and needs to be solved by the
problem solving team.
Statement: Multiple email strings are resulting in messages getting lost or

cluttered, causing lost productivity and multiple problems of
miscommunication.
Question: How can Coca Cola sustain economic growth in an evolving

market? (by leveraging strengths to take advantage of opportunities,
minimize threats, taking the company closer to its goals.)
Problem Statement
Case Facts
1. High margin government market for Electronic Product Division’s
products is declining.
2. Commercial market is extremely competitive.
3. Commercial prices are declining
4. EPD’s costs are increasing.
Inference?
EPD is finding it increasing difficult to make money/profit.
Groups – Gen Y in the Workforce
Situation Analysis & Problem

Solution Options
• At least three
• Realistic
• Doing nothing is an option
• Avoid sandwich method
Criteria for Evaluation (Key Decision Criteria)
Brief points
• Improve, or maintain, profitability
• Increase sales, ROI
• Enhance customer satisfaction
• Improve employee morale
Measurable, at least comparable

Related to problem statement
Evaluation of Solution Options
Key Decision Criteria
Criterion 1 Criterion 2 Criterion 3 Criterion 4
Options
Evaluation Criteria & Evaluation

And finally…
• Recommendations
• Action Plan
• Contingency Plan
Recommendation & Action Plan
Recommendation(What?)
Assess Wellbeing Centre criteria and referral arrangements to ensure
the Centre is targeting equally all those most in need of its services
Action Plan (How?/By Whom?/When?/So that…)

Formal review of the Wellbeing Centre, and development of an
operational agreement between Supporting People and St Mungo’s, by
(Name) before (Date), to achieve improved targeting of the needy and
reduced waiting lists.
Recommendation/s
Action Plan
Contingency Plan
And…
• Letter of Transmittal - Optional. Not included in Word Count.
• Executive Summary – Mandatory. Part of Word Count.

Some Parting Pearls of Wisdom…
Writing with Impact
Ingredients for high impact documents
1. Structure
2. Language
3. Charts and graphs

Analyse the audience
Who are they?
What is our relationship?
What do I want them to think/do?
What message will get them to think/do this?
What obstacles must I overcome?
What positive points can I build upon?

If necessary, break your audience down into subgroups and analyse each
separately
Primary • Makes decision/acts on basis of

your message
Secondary • Affected by decision/action

• Primary audience may ask to
comment on/implement your
ideas
Immediate • Routes message to the other

audiences
Creating high impact documents
Lay the Structure your Prepare the High impact

groundwork thinking end product documents
• Analyse • Decide on the • Master the craft

audience(s) structure of writing
• Define • Develop main • Leverage the

objective(s) message writing process
• Determine
support
• Frame
introduction and
conclusion
Define your objective
Decide what you want to achieve
• Move to action
• Spark discussion
• Provide information
• Make a case
Select the structure to suit your objective
Move to action -------------------- Monroe sequence
Spark discussion -------------------- Key questions
Provide information -------------------- Fact report
Make a case -------------------- Conclusion orientation

Monroe sequence
MONROE SEQUENCE
Attention
Attention Statement that gets the
audience’s attention
Need
Need Facts that show there is
a need/problem
Solution
Solution Solution to the problem
Visualisation
Visualisation Picture of the result of the
solution
Action
Action Clear actions to
agree to
Key questions
KEY QUESTIONS
Example
Do
Do further
further investments
investments in
in
cement
cement capacity
capacity make
make sense?
sense?
Will
Will demand
demand be
be What
What isis the
the What
What will
will be
be the
the
sufficient?
sufficient? price
price outlook?
outlook? returns
returns on
on
investment?
investment?
Fact Report
This is a common approach in journalism and allows you to present the need to act in the form
of a story.
It consists of answering a set of questions: who, what, when, where, why and how. You can
vary the questions to meet your particular needs.
Basically you cover all the queries the audience may have, but you are not attempting to
persuade or sell.
Fact report
FACT REPORT
Main Robust demand for cement over the next five years can absorb up
Main
message to 40 million tonnes of greenfield capacity, translating into an
message
investment of Rs.135 billion
What will happen? Who is affected? Why should I react? How should I act?
• With increasing • Two Indian groups • Investors are • Invest in leading

investment in controlling over affected because domestic cement
housing and 40% of the market industry stocks and stay
roads, cement will further performance is invested despite
consumption will consolidate their changing, which cyclical
touch 165 million positions will affect movements in
tonnes by 2007-08 • Foreign players profitability of price and demand
• Short term: Robust will fall behind, companies and consequently
price recovery will unable to compete involved changes in
boost players’ with the Indian • Any assessment profitability and
credit profiles groups’ financial of direction of share price
• Long term: Prices and other change and likely
will rise; but if strengths to winners/losers
capacity additions acquire would affect
are bunched they fragmented investment
will eventually fall capacity available portfolios
Developing a compelling case
1. Develop a conclusion orientation
2. Use straight line thinking
3. Build a storyline
What’s the point?
There’s a problem with your hotel booking for the conference in Delhi. I could only
book Tuesday and Wednesday night; the hotel is already full on Monday night. I’ve
tried several others, but there’s nothing to be had anywhere because of the
electronics fair (I haven’t tried guest-houses yet). According to the new summer
timetable, there’s a flight on Tuesday morning at 9:30. The arrival time in Delhi is
10:30 local time. As the conference begins at midday and the journey from the
airport will take you about 1 hour, you will still arrive on time. The travel office has
booked a seat for you already, just in case. And by the way: isn’t it your wedding
anniversary on Monday?
Solution: start with the conclusion
You should travel

Tuesday morning instead
of Monday night
Why?
You will still be on You can be at

time Accommodation home for your
will be less of a wedding
problem anniversary
Conclusion orientation: the two views
Working through the forest -- problem-solving view -Direct
Facts Analysis Conclusions Recomm-

endation
Telling it from the mountain top -- communication view -Indirect
Recomm- Conclusions Analysis Facts

endation
What should Why should it How do

be done? be done? you know?
Think ‘question-answer dialogue’
How can we attract
investment into Goa?
Use framework for

infrastructure development
What is the framework?
Infrastructure Act Infrastructure Sector policies Model contracts

Masterplan
Privatisa State support Risk manage Key

-tion process -ment institutions
What are the Act’s
features?
Executive Quasi
body judicial body
Inverted Pyramid – Journalistic Style
Grouping
MECE
 Mutually Exclusive = No
overlaps
 Completely Exhaustive = No
gaps
Rule of thumb for groupings
Check
Governing
thought 1. Same kind of thing at key line,
e.g., reasons, steps, actions,
examples etc?
2. Question and answer dialogue?
3. No gaps, no overlaps?
Good grouping?
The outlook for the shipping

industry is poor
Global recession Freight rates are

expected to We should limit
will adversely
remain ‘soft’ in our exposure to
affect global
the short to this industry
trade
medium term
Barbara Minto’s Pyramid
Answer
( = Governing thought)
Logic
( = Keyline)
Support
( = Facts)
Two kinds of support
ABC can help IMC mobilise How can

Why is this revenues to deliver efficient, high this be
needed?
quality urban services done?
Need for action . . . Actions . . .
IMC has However, Therefore, Assess Suggest Formulate

taken new IMC should IMC’s revenue implement
several challenges pursue more financial generation -ation plan
initiatives require targeted situation and
to accelerated revenue expend-
strengthen revenue generation iture
its revenue mobilis and manage
base -ation expenditure -ment
management measures
measures
ARGUMENT GROUPING
Pros and cons of groupings
Pros • Points simple to absorb and easy to remember

• Useful for dealing with elements of a
complex story one by one
• Effective for action-oriented audiences

• If one point rejected, remaining points may still persuade
Cons • Could be too forceful for some audiences

Argument
Tourism is one of But India has To develop the

India’s more not even sector, the
dynamic sectors partially government
and the second exploited its should give it
largest tourism industry status
contributor of potential and provide a
foreign exchange package of
incentives
Situation Complication Resolution

Rules of thumb for arguments
Governing
thought
Non-controversial Focusing and Implication of

statement about narrowing statement plus
an issue comment on the comment
statement
Check
1. Single theme through all 3 boxes?
2. Point 2 narrows possible solutions to the one you offer in point 3?

Pros and cons of arguments
Pros • Demonstrate no other avenue will work
• Present conclusions and recommendations together
• Effective with audiences wanting reasoning process laid out [Check if true,
otherwise try a Grouping]
Cons • Suitable only for uncomplicated, single-theme logic
• If audience disagrees with ‘statement’ or ‘comment’ argument will fail to persuade
• Reliant on audience engaging on all the information presented before the ‘so what’
• Can slow the pace: emphasis can end up on problem describing not problem
solving
The storyline
Introduction
(Situation + Complication + Question + Answer)
Answer
( = Governing thought)
Logic
( = Keyline)
Support
( = Facts)
Close
THE REPORT STRUCTURE
Reports consist of the following elements:
Order in Report Order Written Executive reads

1. Executive Summary 6 Always
2. Contents 7 Sometimes
3. Introduction 1 (Unless academic Report) Sometimes
4. Findings (Main Body) 3 If interested in research
5. Conclusions 4 If surprised…
6. Recommendations 5 Nearly always
7. Bibliography / sources 2 Write as you research If report shows area that

needs further
investigation
8. Appendices Anytime you find extra info. Rarely
Report-Components Grid
Report Classification
Report Titles
• Look into Employee Morale Problems
• Boost or Bust
• Employee Morale: A Moral Obligation?
• Study of Employee Morale Problems
• Improving Employee Morale: A Study of Current
Problems
• Improving Employee Morale: Recommendations
based on Study of Current Problems
Scope & Limitation
PoP Advertising of Frozen Foods in Reliance Smart Outlets: Cost Benefit

Analysis
Differentiating
• Finding
• Conclusion
• Recommendation
Headings & Subheadings
Scanned Pages
The Title Page
1. Report title
2. For Whom
3. By Whom
4. Date
Abstract, Synopsis, Executive Summary
• Abstract summarizes, usually is one paragraph of 300 words or less, the major aspects of the
entire paper in a prescribed sequence that includes the overall purpose of the study and the
research problems investigated, and the basic design of the study. It need not include major
findings or trends found as a result of analysis, interpretations or conclusions.
• Synopsis is the gist of your planned project submitted for approval from competent authorities. It
gives a panoramic view of your research for quick analysis by the reviewers.
• Executive summary is a short document or section of a document produced for business
purposes. It summarizes a longer report or proposal or a group of related reports in such a way
that readers can rapidly become acquainted with a large body of material without having to read
it all.
Table Of Contents
• Mix of headlines, descriptive and topic captions
• Illustrations
Illustrations
• Location
• Headlines
• Accompanying Text
Paragraphing
• Unity – One paragraph, one idea
• Topic sentence
• Supporting sentences
A good report is one
that can be read and understood whether one
has two minutes, two hours or two days.
Say it with
Charts
Different uses of charts
For analysis For communication

 Discover/check trends,  Clearly communicate the messages
correlations, etc.
 Convey information quickly
 Ensure that ideas are
fully examined  Direct attention to important points
 Display relationships clearly

Chart forms
 Quantitative
 Non-quantitative
 Concept visuals
 Text visuals
Common relationships depicted in concept charts
Process
Structure
Forces
Interactions
Causation
Financial Viability for IMC
• The most immediate need of IMC is to increase revenues to be able to meet

the increased expenditure on electricity. Therefore, its focus should be on
increasing the realisation from existing sources of revenue and to find new
sources of revenue. However, in the various financial scenarios developed by
the study, this was shown to provide only temporary relief to IMC. The reason
for this is that, even historically, expenditure has been growing at a faster rate
than revenue. To become a financially viable municipal corporation, IMC must
also seek ways of controlling expenditure. Ways of improving revenue and
reducing expenditure should not be restricted to measures such as conducting
surveys to detect un-registered properties. These would yield only one-time
improvements without addressing the systemic deficiencies that led to
problems in first place. Thus, to make the IMC’s modernisation effort self-
sustaining, it is also necessary to institute fundamental changes in the
organisation, systems and processes of IMC.
Financial Viability for IMC
Goal: Increase revenue to meet increasing expenditure on electricity
Options Comment Solution

 Increase • Will provide only Comprehensive program for
realisation temporary relief financial viability
from existing since expenditure
• Increase revenue generation
sources of is growing faster
revenue than revenue • Control expenditure growth
• Find new • Not one-time • Improve tax administration
sources of improvements, but
• Upgrade accounting, budgeting and
revenue fundamental
financial management processes
change in
organisation, • Pursue legal and policy changes
systems and
• Build support through
processes is
communication programme
required
Exercise
Improve the layout of the two

charts that follow
Why SME development will be critical
Annual growth rate Share of org sector is

1994-2000 (%) only 7% of the
employment
Total Population 1.93
Total Labour Force 1.03
Total Employment 0.98 Every Rs.0.1 Mn invested
Org. Sector Employment In SSI sector results in
0.53 incremental emp.for 4
SSI’s employment 4.20
By 2011 – about half of the If the population is to be
population is expected to meaningfully employed
be in the economically the driver needs to be SMEs
active age group of 20-59
Even though official unemployment stats are only 7%, poverty incidence is 26%
Why SME development is critical
A massive number of SMEs create the

jobs must be created greater number of jobs
By 2011, about half the

population is expected
to be in the • Organised sector
economically active age accounts for only 7% of
group of 20-59 employment
Annual growth (%)
Total Population 1.93 SMEs will
• Every Rs.0.1 million
Total Labour Force 1.03 drive job
invested in small scale
Total Employment creation industry creates
0.98
incremental employment
Org. Sector jobs
for 4
0.53
SSI employment
4.20
Official unemployment
rate is 7% but poverty
level is 26%
Work plan
Identify target SME
groups
Demand side surveys Need-gap analysis Supply side surveys
Study of International Stakeholder workshop Study of Indian

Best practices in BDS Best practices
Programme intervention
list Role of SIDBI
Stakeholder analysis
Programme design
Work Plan
Identify Analyze Conduct Develop Design

target SMEs need-gaps stakeholder initiatives program
workshop
• Identify target • Conduct • Assess risks • Define roles

sectors demand side and impact and identify risks
survey
• Select sub- • Determine • Assess
sectors • Conduct constraints to program costs
supply side collective
• Develop
survey action
monitoring
framework
Moving from data to chart
 Component Comparison
 Item Comparison
Determine Identify the

message  Time Series Comparison
comparison
 Frequency Distribution
Comparison
 Correlation Comparison
Exercise
Determine the message

Pull out as many messages as possible
PUBLISHING INDUSTRY, 1986-1996
Net sales, $ Millions
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
Aaa 231.6 256.5 292.6 317.5 252.2 248.7 247.0 221.4 242.8 278.4 312.7
Bbb 134.1 142.0 163.6 176.9 204.6 241.3 270.4 371.1 413.3 456.2 504.0
Ccc 61.0 65.6 69.0 72.5 82.5 89.7 93.2 114.4 137.1 167.1 170.2
Ddd 59.3 64.5 71.4 81.2 89.3 97.1 108.7 124.4 146.2 158.3 163.9
Eee 400.3 386.6 393.9 420.4 466.6 477.3 493.4 512.7 553.5 529.8 566.0
Fff 394.8 404.9 430.1 470.3 510.4 536.5 589.8 659.0 761.2 879.9 1,000.1
Ggg 128.3 134.7 144.1 153.2 176.1 194.0 209.6 230.6 254.9 281.6 353.4
Total 1,409.4 1,454.8 1,564.7 1,692.0 1,781.7 1,884.6 2,012.1 2,233.6 2,509.0 2,751.3 3,070.3
Earnings before interest and taxes, $ Millions

1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
Aaa 30.3 29.2 28.2 29.5 -30.6 7.8 -50.7 16.1 17.1 19.2 29.4
Bbb 16.0 16.9 18.6 21.1 24.3 30.9 33.8 42.0 49.6 54.6 55.8
Ccc 3.8 4.5 5.3 5.7 6.7 8.0 9.9 11.2 9.4 14.1 15.5
Ddd 7.9 8.5 9.3 12.9 12.1 14.1 16.2 19.5 26.2 27.4 19.5
Eee 22.5 24.4 31.8 39.4 39.1 35.1 41.3 47.5 54.2 39.3 34.2
Fff 43.4 40.0 47.1 60.9 66.5 71.8 87.6 109.7 134.2 157.7 179.0
Ggg 30.0 31.2 34.0 36.5 36.8 39.0 39.0 46.7 52.9 52.1 64.3
Total 153.9 154.7 174.3 206.0 154.9 206.7 177.1 292.7 343.6 364.4 397.7
Return on assets, earnings before interest and taxes as a percentage of total assets, Percent
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
Aaa 8.6 7.3 6.0 5.8 7.6 -2.5 -21.7 6.7 6.7 7.0 10.2
Bbb 15.7 15.1 14.8 16.5 15.5 18.7 13.4 14.1 15.8 15.7 14.9
Ccc 6.5 7.7 8.6 9.0 49.8 11.2 11.9 12.2 6.3 9.6 11.3
Ddd 14.5 14.7 14.5 16.8 15.3 16.2 17.0 18.5 23.1 21.5 14.4
Eee 5.4 6.0 7.9 9.5 58.4 7.8 8.3 9.0 9.6 8.2 8.0
Fff 12.6 11.4 10.9 13.8 14.9 15.8 18.2 20.0 21.8 21.2 22.8
Ggg 30.1 28.3 30.0 30.3 27.1 25.6 22.8 26.2 26.8 19.4 21.7
Publishing industry exercise - answers
Nine possible messages
1. In 1980, Eee accounted for the second largest share of industry sales.
2. In 1980, Eee had the lowest return on assets of any competitor.
3. Over the past 10 years, Eee’s earnings have been erratic.
4. The majority of publishing companies have a share of industry sales between 10%
and 20%*.
5. There is no relationship between share of industry sales and return on assets in
1980.
DUAL COMPARISONS
6. Since 1970, Eee’s earnings growth has not kept pace with its sales growth.
7. In 1980, Eee accounted for 18% of industry sales, but only 9% of industry
earnings.
8. In 1970, Eee’s share of industry sales was 28%; in 1980, its share was 18%.
9. Since 1970, the shares of industry sales for many competitors have changed
considerably.
* Data doesn’t show a meaningful frequency distribution but, if forced, this can be said
Comparisons in the nine messages
1. Component: In 1980, Eee accounted for the second largest share of industry sales.
2. Item: In 1980, Eee had the lowest return on assets of any competitor.
3. Time series: Over the past 10 years, Eee’s earnings have been erratic.
4. Frequency distribution*: The majority of publishing companies have a share of industry
sales between 10% and 20%.
5. Correlation: There is no relationship between share of industry sales and return on
assets in 1980.
DUAL COMPARISONS
6. Time series (primary) by item comparison (secondary): Since 1970, Eee’s earnings
growth has not kept pace with its sales growth.
7. Component by item: In 1980, Eee accounted for 18% of industry sales, but only 9% of
industry earnings.
8. Component by time: In 1970, Eee’s share of industry sales was
28%; in 1980, its share was 18%.
9. Time by component: Since 1970, the shares of industry sales
for many competitors have changed considerably.
*Data doesn’t show a meaningful frequency distribution but, if forced, this can be
said
Identify the comparison implied
in these messages
 Message  Comparison
 Sales are forecast to increase  Time series
between now and 2003
 Higher price of gasoline brands  Correlation
does not indicate better performance
 In March, the turnover rates for the  Item

five divisions were about the same
 The sales manager spends  Component

only 15% of his time in the field
 The largest number of employees  Frequency distribution

earns between $35,000 and $40,000
Moving from data to chart
Determine
message
Identify the
comparison
Select the right

chart form
Component Comparison
Shows the size of each part as a percentage of the total
IOC accounts for the largest share

ONGC
8%
HPCL
11%
IOC
43%
BPCL
15%
RPL
23%
Whenever you need to show a relationship among components for more

than one total, use either 100 per cent bar charts or 100 per cent column
charts
100%
90% 2006-07
80%
70%
60%
2004-05
50%
40%
30%
20%
2002-03
10%
0%
0% 20% 40% 60% 80% 100%
2001-02 2002-03 2003-04 F
Electrical Transport Construction
Telco M&M EML
Combine pie and bar, but always move from the pie to the bar not the other way
round
10 % of the employees under 30 years have postgraduate degrees
TOTAL EMPLOYEES 100%
School
33 %
Over 30 Under 30
College
Years Years
33 %
85% 15 %
PG
33 %
Item Comparison
Shows ranking of items
Company X’s return on sales ranks fourth
Company D
Company A
Company B
COMPANY X
Company E
Company C
0 2 4 6 8 10 12 14 16 18 20
(per cent)
Item Comparison
• Types of bar charts

1) Deviation bar chart distinguishes the profit winners from the losers
Two divisions suffered losses
Division 3
Division 5
Division 1
Division 4
Division 6
Division 2
Item Comparison
2) Range bar chart shows the spread between the low and high amounts
Range of discounts offered for the new model varies widely by area
Smallest Largest
discount discount
Northeast
Sortheast
North Central
Sorth Central
Northwest
Sorthwest
Item Comparison
5) Paired bar chart shows the correlation between two items

There is a relationship between lower prices and increased volume sold
Price Sale Volume
9
Time Series Comparison
Shows changes over time
(per cent) (Rs billion)
82.3 82.0 25,000

78.0
73.5
71.2
20,000
15,000
10,000
5,000
1990-91
1991-92
1992-93
1993-94
1994-95
1995-96
1996-97
1997-98
1998-99
2000-01
1999-2000
1997-98 1998-99 1999-00 2000-01 2001-02
3) Grouped column chart with columns either touching each other or overlapping
compares two items at each point in time, and shows how the relationship
changes over time
New plant is finally bringing production closer to formerly unrealistic goals
PLAN
ACTUAL
Jun Jul Aug Sep Oct Nov Dec

• Types of line charts
1) Grouped line chart compares the performance of two or more items
The Spaghetti Chart
A
Untangling the mess
A
A
C
B
D
E
A
A
2) Subdivided surface chart subdivides the area between the trend line and the
baseline into components that make up the totals at each point in time
Total
1986 1987 1988 1989 1990

Combined charts
Line and column graph
16 16
14 14
12 12
10 10
(per cent)
(tonnes)
8 8
6 6
4 4
2 2
0 0
hdPE ldPE lldPE PP PS PVC
Demand Supply Capacity Demand growth

Frequency Distribution Comparison
Shows how many items (frequency) fall into a series of progressive numerical
ranges (distribution)
The majority of shipments are received in

5-6 days Most sales are between $30- $50
Number of sales
Number of orders
$
Days: 10 20 30 40 50 60 70 80 90 100
1-2 3-4 5-6 7-8 More than 8 Size of sales
Correlation Comparison
Shows whether or not the relationship between the two variables is as
expected
There is no relationship between There is a relationship between lower
discount and volume sold prices and increased volume sold
Price Sales Volume
3
Expected Pattern
Discount
Unit volume sold

• Types of dotted charts

1) Grouped dot chart shows the correlation of two items or of one item at
different times
In Plant B, employees with more education receive higher salaries
With
Salary level
Without college
education
Educational level
2) Bubble chart can be used to introduce a third variable by varying the sizes of
the dots
Company ‘A’ is well positioned in the market place
Profit contribution
$ millions
>5
A
Market attractiveness
1-5
B
<1
Company strenghts
Summary of data charts
COMPONENT ITEM TIME SERIES FREQUENCY CORRELATION Kinds of
comparison
PIE
BAR
Basic chart forms
COLUMN
LINE
DOT
A picture speaks
more than a
thousand words
Communicating in an
Internet World
Ten Major Paradigm Shifts
1. From Audience to User 6. From Editor-mediated to Non-
mediated
2. From Media to Content
7. From Distribution to Access
3. From Monomedia to Multimedia
8. From One-way to Interactive
4. From Periodicity to Real time
9. From Linear to Hypertext
5. From Scarcity to Abundance
10. From Data to Knowledge
Patterns of Reading on the Screen
• F Pattern
• E Pattern
• Scanning
• Marking Pattern
Workbook Page 2: About Us
High Quality Digital Writing
• E - A - T : Expertise, Authority, Trustworthiness
• Sufficient/Adequate MC – Main Content
• Helpful Sub-Content
• Purpose is clear
Websites
• https://www.mixbook.com/
• https://www.vistaprint.in/
• https://www.matrixbsindia.com/
• https://www.ktba.com/business-assurance/
LinkedIn Dos
1.Make your headline and summary as specific and interesting as you can
2.Keep it succinct. Specific is good. Irrelevant isn’t. Don’t list every job you’ve
ever had, only the ones that are relevant to the role you’re seeking need to make
the cut, in date order.
3.Make the invitations you send efficient but personal to each recipient. Nobody
likes to be spammed with default messages, so use names and greet people
individually, referring to their personal profiles so they know you’ve done your
research.
4.Be proactive. Network, cross-promote with your other social media portals by
linking to your existing professional online real estate (like professional blogs)
LinkedIn Don’ts
1.Repeatedly contact people if you’ve already been in touch and they haven’t
responded.
2.Turn off your email notifications – you might miss that all-important message from
the person offering you your dream job.
3.Post marketing messages. LinkedIn is all about business skills and acumen, so
sales posts won’t go down well.
4.Aim to get too many recommendations. Instead, aim for quality not quantity and
ensure they’re relevant to the job you want or industry you’re in.
Some LinkedIn Profile Samples – Pages 4, 5, 6
Writing Good LinkedIn Summaries
• Describe what makes you tick – passion, excitement

• Explain your job (not state job title)
• Frame your past to advantage
• Highlight your successes
• Reveal your character
• Show life outside of work
• Use media in your profile
Engagement Posts
An example…
Easy Engagement: The post has two

simple options that make it easy to
engage. Good use of large, enticing
images, making it easy for users to
make the decision.
Seasonal Relevance: Using ice cream

in the summer is a great example of
tapping into what your Fans are
already thinking about.
Re-Engagement: Seeing how the

contest is running may drive Facebook
users back to the page.
Blog
A blog, short for ‘weblog’ is a discussion or informational piece of

writing published on the internet, consisting of discrete, often
informal diary-style text entries (posts).
Business Blogging: Benefits
• Boosts SEO
• Increases visibility on SERPs (Search Engine Results Pages)
• Develops relationships with customers – potential and existing
• Increases credibility and clout
• Consolidates your branding
• Creates opportunities for sharing
Business Blogging: Types
• The "How-To" Post

• The List-Based Post
• The "What Is” Post
• The Pillar Page Post
• The Newsjacking Post
• The Infographic Post
Pillar Page
During a black out at the
Superbowl in 2013,
Oreo tweeted this
Newsjacking
Infographic
 Ideas – Ideas are the stuff of which messages are made.
 Organization – Ordering ideas logically so that they make

sense.
 Voice –Voice is tone and style that you consciously choose to

suit the target audience.
 Word Choice – Word choice is finding the perfect word to

convey the message in an effective manner.
 Sentence Fluency – Sentence fluency is to make the reading

move with pace, flow, and rhythm
 Presentation– Presentation is the preparation of the written

message in a way that attracts readers attention.
Blog Article
• Writing Style – Casual • Writing Style – Formal
• Length – 300 to 1000 words • Length – 1500 or more
• Own opinion allowed • Own opinion not allowed
• Built around SEO • Keywords not important

Business Blogging: Principles
Title is prime!
• Numbered lists: “Five cat photos that changed the internet”

• Dates: “The best cats on the internet in January 2017”
• Questions: “Why are cats so popular on the internet?”
• Call-to-action: “Download our expert guide to cats on the internet”
Headings and sub-headings matter too…
Key Words – At least one in title or first 100 words

Blogs in your workbook – Pages 8 to 11
Let’s discuss them.

Presentation Skills
Delivering With Impact
Our BIGGEST Fears
Public Speaking 41%
Heights 32%
Bugs 22%
Death 19%
Flying 18%
0 10 20 30 40 50
The Three-Step Process
Types of Presentations
 Informative
 Persuasive
 Entertaining or
Ceremonial
 Hybrid
Image: Shutterstock / Dragon Images

Managing Yourself
• Connecting with the audience
• Overcoming Nervousness
• Using vocal aspects and body
language effectively
Baseline Presentation
• Volunteers
• Tell me about yourself
• 1 minute
• How did you do?
• Instructor feedback
• Feedback Sheet
Assessment sheet
One Person - One Thought
• Reduce nervousness
• Think more clearly
• Read your audience
Overcoming Anxiety
• Have a Positive Mindset

• Don’t Worry About Being Perfect
• Know Your Subject
• Practice, Practice, Practice
• Visualize Success
• Remember to Breathe
Overcoming Anxiety
• Be Ready with Your Opening Line

• Be Comfortable
• Take a Three-Second Break
• Concentrate on Your Message and Audience
• Maintain Eye Contact
• Keep Going
How people communicate
BEWARE!
Messages
Visual Mismatch
Twitch Dance
Pockets Stuck Tilt
Vocal Mismatch
LOW VOLUME
MONOTONE
BORING
Voice Quality
• Be aware of pitch, resonance, speed, and
volume.
• Easy parts can be fast, hard parts should be
slower.
• Pause for effect—to emphasize upcoming
subject matter and gain attention.
• Practice. Record yourself and evaluate your
speaking voice.
Align your Voice and Visual Energy for Impact!
VOICE- 38% VISUAL- 55%

• Volume • Facial Expression
• Pace • Stance
• Inflection • Gestures
• Non- words • Disturbing habits
Here’s what you do…
Speaking With Confidence
• Controlled Beginning
• Confident Posture
• Make Eye Contact
• Send Confident Nonverbal Signals
Project Appealing Traits
• Confidence
• Prepare well.
• Dress appropriately.
• Talk in strong, clear
tones.
• Competence
• Sincerity
• Friendliness
Image: © Digital Vision/Getty Images RF

Appearance and Actions
• Personal appearance
• Posture
• Walking
• Facial expressions
• Gestures
Image: © Photodisc/Getty Images

The Power of Speaking
“Everything becomes
a little different as
soon as it is spoken
out loud.”
—Hermann Hesse
Presentation Skills
Managing the Audience
Managing Yourself
• Connecting with the audience
• Overcoming Nervousness
• Using vocal aspects and body
language effectively
Managing The Audience
• Analyzing audience
• Engaging the audience
• Handling Q & A
• Dealing with difficult
audience
• Practice
Analyzing audience
Analyze the Audience
• Think about your audience

• Choose 4-5 relevant pointers such as:
Group Size Motivation
Demographics Seniority Level
Attitude State of mind
Decision makers? WIIFM
Desire for detail Prior knowledge
Need to know Attention span
Adapting to Your Audience
Small Groups Large Audiences

Conversational Tone Formal Tone
Conference Room State or Platform
Invite Comments Limit Participation
Audience Concerns
• Indifference
• Skepticism
• Misunderstandings
• Objections
Prepare for Questions and Concerns
• For your presentation, write out :
• A few possible questions audience could ask you
and your answers
• A few Concerns that could be expressed and your
pre-empt sentence for each
Engaging with the Audience
Delivery and Your Audience
Image: © Nova Development

Managing Audience Interactions
• Always fake an answer.
• Let everyone talk as long as they
want.
• Reject those who disagree with
you.
• Embarrass people who talk while
you are talking.
• Wait as long as it takes for
people to answer your questions.
Welcome awkward silences.
Image: Shutterstock / Ikonoklast Fotografie

Developing the Presentation
• Distinct Elements
• Introduction
• Body
• Close
Introduction
• Arousing Audience Interest

• Establishing Your Credibility
• Previewing Your Message
Body
• Presenting Your Main Points

• Connecting Your Ideas
• Holding Your Audience's Attention
Close
• Restating Your Main Points

• Ending With Clarity and Confidence
• Providing a Clear Wrap-Up
Handling Q&A Respectfully
• Set ground rules early on
• Invite and select
• Listen and clarify
• Repeat or rephrase
• Answer and tie back
• Wrap up
• Move on
Clarify the Question
If they ask
“Can you give me more details about
your product?”
Clarify with
“What specific information are you
looking for?”
Repeat or Rephrase
Repeat
• Everyone hears the question
• Include whole audience
• Buy time
Rephrase
• Neutralize hostile questions
• Avoid defensiveness
Repeat or Rephrase
Do
• Look at someone else
• Start with question word
Don’t
• Say “the question is….”
• Start with questioner’s name
• Use “good question”
Rephrase
If they ask
“Why fix what isn’t broken?”
Rephrase to
“Why are we making these changes?”
Rephrase
If they ask
“If it is so important, why didn’t you
do it earlier ?”
Rephrase to
“What determined our schedule?”
Rephrase
If they ask If they ask
“Is it true things aren’t going well?” “Aren’t you going to miss the
Rephrase to deadline?”
“What challenges do we face?” Rephrase to
“Have we set a realistic deadline?”
Answer the Question
• Be brief
• Tailor to audience
• Tie Back
Handing Difficult Questions Responsively
• Responding to Difficult Questions

• Controlling Your Presentation
• Controlling Your Emotions
Stay Calm
Never take an attack personally

• Something outside the room causes disruptive behavior
• Keep your cool and assume the person has good intent
• Rephrase with politeness
• Neutralize hostile questions
• Avoid defensiveness
• Then answer in a non threatening voice, while maintaining positive eye contact
• Stay calm
Speaking With Confidence
• Controlled Beginning
• Confident Posture
• Make Eye Contact
• Send Confident Nonverbal Signals
Putting it all together- Topic prepared / Q&A
• 1 Volunteer- Present- 2- 3 mins
• Voice, Volume, Pace, Inflection
• Face- Smile ,relax
• Gestures
• Body language
• 2 Volunteers to ask questions
• Presenter answers
• Invite and select
• Listen and clarify
• Repeat or rephrase
• Answer and tie back
• Wrap up
• 2 Volunteers- Feedback
Managing The Audience
• Analyzing audience
• Engaging the audience
• Handling Q & A
• Dealing with difficult
audience
• Practice
Cross Cultural Communication
“Communication is the key to any
global business.”
Anita Roddick,
founder of The Body Shop
Image: Shutterstock / Anton Violin

The value of Intercultural Skills at Work
MARCH 2013
Culture at Work: The value of intercultural skills in the workplace
—A survey conducted by the British Council, Booz Allen Hamilton and Ipsos Public Affairs, of HR managers at
367 large employers in nine countries: Brazil, China, India, Indonesia, Jordan, South Africa, the United Arab
Emirates (UAE), the United Kingdom (UK), and the United States (US)
Findings show that employers value intercultural skills as highly as formal qualifications. They recognise the
tangible business benefits of having a workforce with such skills and see the clear risks associated with
employees lacking them.
Intercultural communication
Intercultural communication is the process of sending and receiving messages

between people
whose cultural backgrounds could lead them to interpret verbal and nonverbal
signs differently.
Every attempt to send and receive messages is influenced by culture,
so to communicate successfully, you need a basic understanding of the cultural

differences you may encounter and how you should handle them.
Your efforts to recognize and bridge cultural differences will
open up business opportunities throughout the world and maximize the

contributions of all the employees in a diverse workforce.
Opportunities in a Global Marketplace
International communication skills provide:

• Increased profits
• Increased revenue
• Increased market share
• More valued employees
Advantages of a Diverse Workforce
• A broader range of views and ideas

• A better understanding of diverse, fragmented markets
• A broader pool of talent from which to recruit
Class Discussion -1
John Smith is a recently hired trainer for a US Company that has a new branch office in Sweden. He has been sent to
the office to facilitate the training of new employees.
After a fruitful brainstorming session with the leadership team, John asks the Swedish manager, Andreas, to appoint a
contact person in the group to help him launch the training project. Andreas turns to the HR Manager, Prasan, who is
from India, and says that he will be John’s key contact from here on out. John describes the process that he wants
Prasan to follow and the documents he’ll need in order to go forward. He then asks Prasan if he can expect the
documents by the next day.
Hesitating, Prasan replies, “Yes, I can send everything to you by the end of the day tomorrow.” His boss, the manager
suddenly intervenes: “No, you can’t. You have a lot of work right now and won’t be able to meet that deadline.”
Turning to John, the Swedish manager continues, “You can expect the material you need in two weeks”. Prasan looks
somewhat embarrassed but nods in agreement.
Back in Andreas’ office, you ask,” What just happened? Why did Prasan agree to an unrealistic deadline?”
Andreas explains that Prasan wanted to save face by giving a pleasing answer. Such an answer would keep John from
appearing to be demanding and would keep himself from appearing slow. “He values face saving more than
accuracy” the Swede says- implying that he himself does not.
John wonders if such clashes of cultural preferences could be handled more gracefully than the one he just witnessed.
Class Discussion -1- Pairs/Small Groups
• Read Class Disucssion1
• Analyze the interaction between the Swedish head manager and the
Indian HR manager, Prasan.
• What didn’t go well in that interaction and why?
• How could it have been handled better?
• What might have happened if Andreas, the Swede, had appointed a contact
person in a separate discussion instead of doing so in front of John in the role
as the trainer?
• What could John, as the trainer have done to reflect an understanding of the
different cultures involved?
Challenges of Intercultural Communication
• Connecting with and Motivating Diverse Employees

• Fostering Harmony in Diverse Teams
• Ensuring that Messages are Sent, Received, and Properly Encoded
Influences on Culture Religion
Geography
Language
History
Time and
space issues
Nonverbal
Rules of
Word signals
human
meaning relationships
Developing Cultural Competency
• Appreciate cultural differences that affect communication
• Adjust one’s communication style to ensure that efforts to send and receive
messages across cultural boundaries are successful.
This leads to successful interactions with people from different groups.
People must be curious about other cultures, sensitive to cultural differences, and also
willing to modify their behaviour as a sign of respect for other cultures
Contextual Differences in Communication
High-Context Culture Low-Context Culture
Relies More on Nonverbal Relies More on Verbal
Communication Communication
Less Emphasis on Verbal Less Emphasis on Nonverbal
Communication Communication
Indirect Method of Communication Direct Method of Communication
Goal is to Build Relationships Goal is to Exchange Information

Rather Than Exchange Information Rather Than Build Relationships
High-Context Culture Low-Context Culture

French, Japanese, Indian, Irish, American, German, Israelis,
British, Arabic Scandinavian, Swiss, Finnish
Social Differences
• Attitudes Toward Work and Success

• Roles and Status
• Use of Manners
• Concepts of Time
• Future Orientation
• Openness and Inclusiveness
What Time is it?
• 9 am meeting?
• Working day- 8-5 or 11-8?
• Dinner?
Nonverbal Differences
• Greetings
• Personal Space
• Touching
• Facial Expressions
• Eye Contact
• Posture
• Formality
Age Differences
• Cultures that Value Youth

• Cultures that Value Age and Seniority
• Cultures with Multiple Generations in Positions of Value
Gender Differences
• General Perceptions of Gender Roles

• Gender Representation in Management Roles
• Different Communication Styles
• Outdated Concepts of Gender and Sexual Orientation
Doing Business in Other cultures
• Understand social customs
• Learn about clothing and food preferences
• Assess political patterns
• Understand religious and social beliefs
• Learn about economic and business institutions
• Appraise the nature of ethics, values and laws
Guidelines for Adapting to U.S. Business Culture
• Individualism
• Equality
• Privacy and Personal Space
• Time and Schedules
• Communication Style
Class Discussion
You are a client representative importing textiles from
Francistown, Botswana, to your company in Los Angeles,
California.
You are buying a shipment valued at $56,800.
Your Botswana contact, Baruti, speaks some English, but his
strongest language is Setswana.
His office hours are from 10 a.m. to 3 p.m.
What do you need to know to facilitate communication. How will you get the
information?
Components of Successful Intercultural Communication
Studying Other Cultures
• Knowledge, Ability, and Motivation

• Research, Practice, and Honest Effort
• Websites, Books, Print Media, Music, and Apps
Respecting Preferences for
Communication Style
• Level of Directness
• Degree of Formality
• Media Preferences
Writing Clearly
 Write and/or talk

simply.
 Avoid slang or
exclusive lingo.
 Ask open-ended, clear
questions.
 Confirm
understanding.
Writing Clearly
• Use Plenty of Transitions

• Address International Correspondence Properly
• Cite Numbers and Dates Carefully
How can we make this clearer for all audiences?
Dear conference-planning team,
High-fives to you for an awesome conference! I heard tons of compliments
from the participants. You’ve definitely set a new high for our annual
conferences!
The schedule you set up couldn’t have worked out better. The seven-minute
downtime between sessions gave people plenty of time to get to the next
session without having to hustle.
The receptions were great icebreakers, and the catered food was out of this
world. The sushi bar was an especially big hit—I saw many people coming
back for seconds at that table.
Sincere thanks to you for all the time and effort you invested in this labor of
love. Your organization is in your debt.
(Problematic language is underlined )
Clearer Communication
Dear conference-planning team,
Congratulations on a successful conference! I heard many compliments from
the participants. You’ve definitely set a new standard for our annual
conferences!
The schedule worked very well. The seven minutes allowed between
sessions gave people more than adequate time. No one needed to hurry in
order to make it to the next session.
The receptions were great for giving people time to get to know each other,
and the catered food was excellent. The sushi was especially well liked—
many people enjoyed extra servings at that table.
Sincere thanks to you all for the time and effort you invested in this event.
Your organization is grateful for your service.
Speaking and Listening Clearly
• Adjust Content and Style
• Be Mindful of Communication Medium and
Circumstances
• Be Aware of Nonverbal Communication Styles
and Cultural Norms
• Speak Slowly and Clearly Without Being
Condescending
• Ask for Feedback and Rephrase as Necessary
• Confirm for Agreement
What does ‘Yes’ mean?
• Yes?
• Maybe?
• No?
• I am listening?
Using Interpreters, Translators, and
Translation Software
• Interpreters – for spoken communication
• Translators – for both spoken and written communication
• Computerized Translation Tools
In-class discussion - Comparing Emails from
different cultures
• Compare the two email messages. Both were written to inform the
reader that the writer’s company had been charged too much for an
ad published in the reader’s magazine.
• The first (with both Japanese and English versions displayed) was
written by a Japanese author to a Japanese reader. The second was
written by a U.S. author to a U.S. reader.
• What differences in the two approaches do you see?
• What cultural differences might account for these writing
differences?
What differences in the two approaches do you see?
What cultural differences might account for these writing differences?
Japanese version in English: (translated from US Version:

original Japanese version)
Subject: Adjustment needed for the Hocking Hills
Subject: Inquiry Dear Mr. Yoshida, account
Thank you for putting our advertisement on Page
32 in the April issue of your magazine, Travel japan. Dear Mr. Dugan,
We received today a notice that \370,000 was As the attached purchase order shows, the
charged to our account for the ad. However, this Hocking Hills Resort & Spa submitted a request
amount seems for a full-page ad. Since our ad for a 2/3 page ad to run in the March issue of
covers 2/3 of the page, the amount should be Travel Ohio. Our 2/3 page appeared on page 32
\290,000 according to your list of the advertising
rates. of that issue, but the receipt we just received
indicates that we were charged for a full-page ad.
I have attached a copy of the purchase order for our
2/3 page ad for your reference. We would Will you please credit our account for $800, the
appreciate your checking into the matter and difference between the two ad rates?
making a necessary adjustment as soon as possible.
Sincerely, Thank you,
Michiko Suzuki Peter Davison.
Effective Cross Cultural Communication
• Having Cultural Awareness
• Surpassing cultural Stereotypes
• Improving Communication skills

“Be sure you send accurate signals.”
Image: eva serrabassa/Getty Images

Proposals
How are they different from reports?
Proposals
 Like reports, are usually well researched.

 Like reports, can range widely in format, length, and formality.
 Like reports, can be direct (if invited) or indirect (if uninvited).
 Unlike reports, are overtly persuasive.
What about time related??
Image: Ingram Publishing

Proposal Types
 Internal or external
 Solicited or unsolicited
Which kind of proposal most resembles a sales message?

Proposals for Services/Products
You are getting ready to launch a new lawn-care business that
offers mowing, fertilizing, weeding, and other services. The lawn
surrounding a nearby shopping centre looks as if it could use
better care. Therefore, you want to target that business for your
first unsolicited proposal. Answer these questions to help prepare
for this proposal:
- What questions will you need to answer before you can

write a proposal to solve the problem for your potential
customer?
- What customer benefits will you include in your proposal?

Business Proposal Structure
 Title Page
 Covering Letter
 Table of Contents
 Executive Summary
 Purpose, background and identified need/Situation Appraisal, Objectives
 Benefits/Value
 Description (What)
 Cost and details (How, How Much, Who, When)
 Evidence of ability to deliver (credentials)
 Acceptance
 Concluding comments
Strategies to strengthen proposal
• Demonstrate your knowledge

• Provide concrete information and examples
• Research the competition
• Prove that your proposal is workable
• Adopt ‘You-Attitude’
• Package your proposal attractively
Business Plans for Investors
The following paragraph is part of a proposal to sell a product called the
Wireless Shopping List – small touch screens placed around the house, with the
system collecting inputs and downloads or prints the shopping list. Your
comments on this paragraph…
Everybody in our test market audience was absolutely stunned when

we demonstrated the simulated system. They couldn’t believe
something like this was even possible. It was so handy and so
convenient – all said it would change their lives forever. We haven’t
even specified the price yet, but every single person in the room
wanted to place an order, on the spot.
Business Plans Structure
a. Executive summary
b. Problem definition
c. Solution
d. Business model
e. Product and technology
f. Marketing and sales
g. External environment and competition
h. Management team
i. Financial projections and key metrics
j. Current status, use of proceeds and milestones
k. Risk analysis
Funding Request
• Outline of the business
• Current financial situation
• Funding requirement: Now and over next five years
• How funds will be used
• Current and future financial plans
• Break-even Analysis
• Projected Profit and Loss
• Projected Cash Flow
• Projected Balance Sheet
• Business Ratios
• Long-term Plan
• Important Assumptions
• Risks
• Entry Strategy
• Investor Interest
• Exit Strategy
Risks
• External • Internal
• Macro-economic environment • Personnel
• Competition & Buying Pattern • Cash flow
Changes • Business continuity
• Suppliers
• Technology
• Location
• Inflation
Exit Strategies
• Merger & Acquisition (M&A)

• Initial Public Offering (IPO
• Sell to a friendly individual
• Make it your cash cow
• Liquidation and close
Solicited Proposal – The Covering Letter
Thank you for inviting Whitfield
Organizational Research to bid on RFP
Identifies the 046, “Study of InfoStream
context of the
proposal and
Implementation at RT Industries.”
shows Attached is our response.
appreciation
for being
We enjoyed meeting with you to learn
invited to about your goals for this research. All
submit expert advice supports the wisdom of
your decision to track InfoStream’s
implementation.
Solicited Proposal
The road of ERP adoption is littered
with failed, chaotic, or financially
Reinforces bloated implementations. Accurate and
the need for timely research will help make yours a
the study success story.
Whitfield Organizational Research is
well qualified to assist you with this
project. Our experienced staff can draw
upon a variety of minimally invasive,
cost-effective research techniques to
acquire reliable information on your
employees’ reception and use of
InfoStream.
Solicited Proposal
We are also well acquainted with ERP

Summarizes Systems and can get a fast start on
the collecting the data you need. And
company’s because Whitfield is a local firm, we
advantages will save you travel and lodging costs.
Solicited Proposal
Compliments RT’s culture of employee involvement has
the receiving earned you a place on Business Ohio’s list
company and of the Best Ohio Workplaces for the last
shows the five years.
writer’s
knowledge of The research we propose, performed by
the company— Whitfield’s knowledgeable and respectful
also states the researchers, will help you maintain your
benefits of productive culture through this period of
choosing dramatic change. It will also help you reap
Whitfield
the full benefits of your investment.
We would welcome the opportunity to
work with RT Industries on this exciting
initiative.
Unsolicited Proposal
As you recommended at our staff meeting last week, I’ve been looking
for ways to keep our department abreast of current trends and
technologies in workplace communication. I’ve found an expert source
of such information, and at a very reasonable cost.
Description of the Resource
The primary professional organization in business communication is
the Association for Business Communication (ABC). Founded in 1936,
the ABC now has over 2,000 members, who represent the best and
latest thinking in the field. Many of the members are academics who
teach a wide range of communication courses in a wide range of
business-related disciplines and universities. In addition, the ABC has
approximately 250 professional members, from such companies as
IBM, AT&T, ExxonMobil, Imperial Oil, State Farm Insurance, and
Boeing.
Possible Plan
 The Need for a New System
 The Capabilities of e-Customer
 The Benefits of e-Customer for Lakeside
 The Cost
 Implementation Plan
 Request for Approval (conclusion)
Image: Purestock/SuperStock
“A proposal . . . is the beginning of a relationship.”
Richard Johnson-Sheehan,
Writing Proposals
Delivering Feedback
Feedback
Information about performance or behaviour that leads to action

to affirm or develop that performance or behaviour
One of your members of staff, Madhuri/Madhukar,
arrived late for work this morning. When s/he
arrived, s/he offered no explanation nor did s/he call
you in advance to let you know. In the past, s/he
has been reliable however you noticed that the
same thing happened a couple of weeks ago. You
made no mention of this on the first occasion
however now need to tackle this matter with
Madhuri/Madhukar.
Yes?
Or
No?
BOOST
B – Balanced
O – Observed
O – Objective
S – Specific
T - Timely
AID Model
• Action
• Impact
• Desire
Raj/Rajani has worked for you for approximately 18 months.
S/He is on the whole conscientious and hardworking. However,
time and again, you find that Raj/Rajini fails to complete work
on time. This is a particular concern as it is Raj’s/Rajani’s
responsibility to complete important record sheets that have to
be submitted to meet regular and specific deadlines. What’s
more, on occasion, you have discovered errors in these
submissions that ultimately will have a detrimental impact on
the service. You have failed to confront Raj/Rajani about your
concerns as s/he tends to lack confidence and is eager to please.
However, you are becoming concerned that these inconsistent
standards are going to have significant repercussions.
DESC
• Describe the behaviour or action

• Explain the impact
• Specify desired action/behaviour
• Consequence if specified action/behaviour is not
followed
7 Point Plan
1. Describe the problem behaviour or action

2. Explain the impact
3. Ask why (5 Whys)
4. Generate solution options – together
5. Agree best option
6. Set review date
7. Stick to 6
Raj has worked for you for approximately 18 months. He
is on the whole conscientious and hardworking however
time and again, you find that Raj fails to complete work
on time. This is a particular concern as it is Raj’s
responsibility to complete important record sheets that
have to be submitted to meet regular and specific
deadlines. What’s more, on occasion, you have
discovered errors in these submissions that ultimately
will have a detrimental impact on the service. You have
failed to confront Raj about your concerns as he tends to
lack confidence and is eager to please however, you are
becoming concerned that his inconsistent standards are
going to have significant repercussions.
Development Level Competence Commitment Need
Knowledge, What to Readiness, Confidence,
do, How to do Willingness,
Enthusiasm
D1 – Enthusiastic Beginner
Does not know what he does not Guidance,
know L H Acknowledgement
Unconscious Incompetence of enthusiasm,
Boundaries - Tell
D2 – Disillusioned Learner Guidance, support,
Knows what he does not know L L encouragement,
Conscious Incompetence reassurance - Sell
D3 – Cautious Performer Reminders of past

Knows everything, but lacks M-H L-M successes,
confidence reassurance,
Conscious Competence coaching - Elicit
D4 – Independent Achiever Trust, Freedom,
Knows it all, Performs with H H Responsibility,
confidence recognition -
Unconscious Competence Delegate
Effective Leadership and Management Styles
Reality Practice: Employee Analysis
• Rita is a new employee on your team. She has been

anxious to join you for a while but this position just
opened up.
__________ Competence
__________ Commitment
• Delilah, the senior member of your staff, works well on her

own. She knows just what to do at the right time. She
helps others learn and adds to the success of the team.
• Connie has worked with you for six months. She is able to
do some of the work well but seems to be down on herself
about not learning everything quickly enough.
• Sabrina knows the ropes of her work. She can manage all
of the tasks, but sometimes she doesn't think she can really
make things happen.
_________ Competence
_________ Commitment
Leadership Styles
The Coaching Leader
• Sets the goals.

• Identifies the problems.
• Develops a plan to solve problems and consults with employees.
• Makes the final decision about procedures or solutions after hearing
employees' ideas, opinions, and feelings.
• Explains decisions to employees and asks for their ideas.
• Praises employees' work efforts.
• Continues to direct employees' work.
• Evaluates employees' work.
Leadership Styles
The Directing Leader:
• Sets goals.
• Identifies the problems.
• Comes up with solutions.
• Decides who does what work.
• Gives specific directions.
• Announces decisions.
• Closely supervises and evaluates employees' work.
Leadership Styles
The Supporting Leader
• Involves employees in problem-solving and goal-setting.

• Takes the lead in defining how to do a job or solve a problem.
• Provides support, resources, and ideas if requested.
• Shares responsibility for problem-solving with employees.
• Listens to employees and guides them as they make decisions.
• Evaluates an employee’s work with that person.
Leadership Styles
The Delegating Leader
• Identifies problems with employees.

• Sets goals with employees.
• Develops plans and makes decisions with employees.
• Lets employees decide who does the tasks.
• Accepts employees' decisions and monitors their performance.
• Lets employees evaluate their own work.
• Lets employees take responsibility and credit for their work.
You have asked one of your senior employees to take on a new project. In the
past his performance has been outstanding. The project you have given him is
important to the future of your work group. He is excited about the new
assignment but doesn’t know where to begin because he lacks project
information. You would…
a. Explain why you think he has the skills to do the job. Ask him what
problems he anticipates and help him explore alternative solutions.
Frequently stay in touch to support him.
b. Specify how he should handle the project. Define the activities necessary to
complete the job. Closely monitor how things are going.
c. Ask him to develop ac project plan for your approval within two weeks.
Give him enough time to get started. Periodically offer support.
d. Outline how the project should be handled and solicit his ideas and
suggestions. Incorporate his ideas when possible, but make sure your
general outline is followed. Regularly check to see how things are going.
One of your staff members is feeling insecure about a job you have assigned to him. He
is highly competent and you know that he has the skills to successfully complete the
task. The deadline for completion is near. You would…
a. Let him know your concerns about the impending deadline. Help him explore
alternative action steps and encourage him to use his own ideas. Periodically
check with him to lend support.
b. Discuss your concerns about the impending deadline. Develop an action plan for
him to follow and get his reactions. Include his modifications if possible, but make
sure he follows your general outline. Regularly check with him to see how things
are going.
c. Outline the steps you want him to follow. Specify the reasons for the need to
complete the assignment on time. Closely monitor his progress.
d. Ask him if there are any problems but let him resolve the issue himself. Without
pushing him, remind him of the impending deadline. Ask him to get back with an
update.
A member of your department has had a fine performance record over the last 22 months. He is
excited by the challenges of the upcoming year. Budgets and unit goals have not changed much from
last year. In a meeting with him to discuss goals and an action plan for next year, you would…
a. Ask him to submit an outline of his goals and an action plan for your approval. Tell him you
will call him if you have any questions.
b. Prepare a list of goals and an action plan that you think he can accomplish next year. Send it to
him and meet with him to see if he has any questions.
c. Prepare a list of goals and an action plan that you think he can achieve next year. Meet with
him to discuss his reactions and suggestions. Modify the plan as you listen to his ideas but
make the final decisions.
d. Ask him to send you an outline of his goals and an action plan for next year. Review the goals
and plan with him. Listen to his ideas and help him explore alternatives. Let him make the final
decisions on his goals and plan.
Sam/Samantha
Sam/Samantha, the publications officer, is consistently late with copy.

When it arrives, the quality is not as good as you’d like, and there are
mistakes in the writing and some typos. You have discussed this with
Sam/Samantha before, and s/he has agreed to try to improve. However,
there is no noticeable improvement so far, and the problem has continued
for some weeks. You know from what s/he has produced in the past that
Sam/Samantha can write well and you are more troubled as the
organisation is sponsoring Sam/Samantha in some vocational training in
writing publications. Yesterday, Sam/Samantha handed in a report written
for a forthcoming Board Meeting which was full of typos and grammatical
mistakes and seemed to have been written in a terrific hurry.
Questions?
Key Learnings?
What Makes an Effective Listener?
Effective Listeners Ineffective Listeners
Listen actively Listen passively
Take careful and complete notes, when applicable Take no notes or ineffective notes
Make frequent eye contact with the speaker (depends on Make little or no eye contact—or inappropriate eye contact
culture to some extent)
Stay focused on the speaker and the content Allow their minds to wander, are easily distracted, work on
unrelated tasks
Mentally paraphrase key points to maintain attention level Fail to paraphrase
and ensure Comprehension
Adjust listening style to the situation Listen with the same style, regardless of the situation
Give the speaker nonverbal cues (such as nodding to show Fail to give the speaker nonverbal feedback
agreement or raising eyebrows to show surprise or
skepticism)
Save questions or points of disagreement until an Interrupt whenever they disagree or don’t understand
appropriate time
Overlook stylistic differences and focus on the speaker’s Are distracted by or unduly influenced by stylistic differences;
message are Judgmental
Look for opportunities to learn Assume they already know everything that’s important to know
Make distinctions between main points and supporting Are unable to distinguish main points from details
details
Listening in meetings
1. Slow down, and slightly deepen
your breathing.
2. Remind yourself to listen in order
to understand
3. Make eye contact with the
speaker.
4. Give your full attention.
5. Be patient. Ask questions when it's
your turn to speak
6. When you do speak, directly
acknowledge another person’s
idea before or during your
comments.
Image: Shutterstock / wavebreakmedia

Listening and Participating in meetings
• Follow the agenda.

• Participate.
• Take notes.
• Do not talk too much.
• Be patient. Ask questions when
it's your turn to speak
• Cooperate.
• Be courteous.
Image: © Purestock/Superstock RF
Role Play – Listening in Meetings
• Launch of a Product ( Your choice) - Cross Functional Team meeting
• Departments Represented: Marketing, Sales, Finance, Supply Chain,
Production, Customer Service, R&D, Any Other
• Situation- The launch date is fast approaching, but there are several
problems and hurdles that each department has to face. The launch has a
possibility of getting postponed
• Marketing DOES NOT want to push the launch date out because they want
to capitalize on the Diwali buying period.
• Role Play Objective: To have a successful meeting where all departments
points of views are heard. Active Listening to be practiced
Role Play – Listening in Meetings
• 20 minutes
• Key slides of Effective Listening
• 6-7 active participants
• Others- observers and moderators- ensure active listening is being
used. Give feedback
• 15 minutes discussion - 5 minutes feedback
Personal Interviews - The Flow
• First impressions
• Standard / Warm up questions
• Internship & learnings from it
• Mapping job description to your skills and knowledge
• Behavioural, Competency and Situation based questions
• Listening, questioning and clarifying
• Questions to ask the interviewer

Why is Planning Questions of Your Own
Important?
• Demonstrate Your Understanding
• Steer the Discussion
• Evaluate the Opportunity
• Meet Interviewers’ Expectations
Planning for Employer’s Questions
• Tell Me About Yourself

• Why Do You Want to Work Here?
• Why are you the best candidate for the job?
• Why should we hire you?
• What Do You Know About Us?/ what about our company (role) excites you?
• What is the Hardest Decision You’ve Had to Make?
• What is Your Greatest Weakness?
• Where Do You Want to be in Five Years?
• What Didn’t You Like About Your Previous Jobs/internships?
• What was the achievement you are most proud of in your previous job?
• How Do You Spend Your Free Time?
• What would you do in this situation…? ( behavioral questions)
Remember to Always..
• Be yourself
• Answer the questions asked
• Relate your past experience and your current learning
• Be honest about your work and experience
• Maintain good eye contact
• Be aware of Verbal and Non Verbal cues and impressions
• Ask questions
• Be polite yet assertive
Practice – Break Out Groups
• Trios
• Each one plays the role of Interviewer, Interviewee, Observer
• Interviewer asks 2 questions each
• Interviewee
• Shares a company/ role they are targeting
• Answers questions asked
• Asks one question to interviewer
• Handout
• Observer- gives peer feedback Peer feedback
• 15 minutes
Effective Listening
Why is effective listening so important?
• Strengthens organizational relationships
• Enhances product delivery
• Alerts the organization to opportunities for innovation
• Allows the organization to manage growing diversity
• Gives you a competitive edge
• Enhances your performance and influence within your company and
industry
Today’s Session
• Self Assessment
• Improvement of Listening Skills
• Listening and contributing in meetings

Listening Assessment - Questionnaire
Element Never Seldom Occasionally Frequently Always
• Do I work hard at overcoming
distractions (sounds, noises,
movement, outside scenes, etc.) that
may interfere with good listening?
• Do I tend to “stay with” speakers who
may be hard to follow – those who are
slow in their speech or whose ideas are
poorly organised or who tend to repeat
themselves, etc.?
• Do I use non-verbal communication

(eye contact, smiles, occasional head
nods, etc.) to indicate that I wish to
hear more?
• Do I tend to restate the other person’s
statements to their satisfaction so that
he/she will know that I understood?
• If I have not understood, do I candidly

admit to this and ask for a
restatement?
• Do I avoid framing my response to what
is being said while the other person is
still speaking?
• Do I listen with empathy, seeking first
to understand?
• Do I welcome criticism?
• Do I ensure I know why the person has
said what they have?
What insights do you get from completing the above questions?
1.
2.
Improving Your Listening
Skills
Types of Listening
• Content Listening
• Critical Listening
• Empathic Listening
No matter what mode they are using at any given time, effective listeners try to
engage in Active Listening
Phrases for empathic listeners
• When you’re in a situation where someone is speaking to you in confidence, consider using these
phrases to show them you’re listening empathically:
• “I understand what you’re saying.”
• “I’m sure that must be challenging.”
• “I identify with what you’re going through.”
• “Thank you for sharing this with me.”
• “How did that experience make you feel?
• “I appreciate that you trust me with this information.”
• “I have had a similar experience.”
• “I can see why that is bothering you.”
• “I support the decision you make.”
• “I am happy to help with whatever you need me to.”
• “How can I best support you right now?”
The Listening Process
• Receiving
• Decoding
• Remembering
• Evaluating
• Responding
What Makes an Effective Listener?
Effective Listeners Ineffective Listeners
Listen actively Listen passively
Take careful and complete notes, when applicable Take no notes or ineffective notes
Make frequent eye contact with the speaker (depends on Make little or no eye contact—or inappropriate eye contact
culture to some extent)
Stay focused on the speaker and the content Allow their minds to wander, are easily distracted, work on
unrelated tasks
Mentally paraphrase key points to maintain attention level Fail to paraphrase
and ensure Comprehension
Adjust listening style to the situation Listen with the same style, regardless of the situation
Give the speaker nonverbal cues (such as nodding to show Fail to give the speaker nonverbal feedback
agreement or raising eyebrows to show surprise or
skepticism)
Save questions or points of disagreement until an Interrupt whenever they disagree or don’t understand
appropriate time
Overlook stylistic differences and focus on the speaker’s Are distracted by or unduly influenced by stylistic differences;
message are Judgmental
Look for opportunities to learn Assume they already know everything that’s important to know
Make distinctions between main points and supporting Are unable to distinguish main points from details
details
Barriers to effective listening
• Selective Listening
• Defensive listening
Listening and Nonverbal
Communication Skills
• Facial Expression
• Gesture and Posture
• Vocal Characteristics
• Personal Appearance
Listening in meetings
1. Slow down, and slightly deepen
your breathing.
2. Remind yourself to listen in order
to understand
3. Make eye contact with the
speaker.
4. Give your full attention.
5. Be patient. Ask questions when it's
your turn to speak
6. When you do speak, directly
acknowledge another person’s
idea before or during your
comments.
Image: Shutterstock / wavebreakmedia

Listening and Participating in meetings
• Follow the agenda.

• Participate.
• Take notes.
• Do not talk too much.
• Be patient. Ask questions when
it's your turn to speak
• Cooperate.
• Be courteous.
Image: © Purestock/Superstock RF
Listening in Interviews
• Practice.
• Prepare.
• Eliminate distractions
• Show that you're listening.
• Don't interrupt
• Ask for the interviewer to repeat
the question, if necessary.
Image: © Chris Ryan / age fotostock

Examples of Effective Listening
• A job candidate shares her understanding of an unclear question

during an interview and asks if she has it right.
• A customer service worker repeats a patron’s problem or complaint
back to her to reassure her that she has been heard.
• A counselor nods and says, "I hear you," to encourage a client to
continue to talk about their traumatic experience.
• A meeting facilitator encourages a reticent group member to share
her views about a proposal.
The 10 Listening Commandments
1. Stop talking. 6. Be patient.

2. Put the speaker at ease. 7. Hold your temper.
3. Show the speaker you’re 8. Go easy on argument and
listening to understand, criticism.
not oppose. 9. Ask questions.
4. Remove distractions. 10. Stop talking!
5. Empathize.
Communicating Effectively
in Group Discussions
Communicating in an Organizational Context
Formal Communication Network
The GD
A platform where you are expected to discuss on an assigned topic and

put forward your point of view at your turn
so that …..
a meaningful discussion takes place and group can come up with logical
take away message as conclusion.
Why do companies use the GD in the selection
process?
• Communication plays a vital role in all areas and roles within an
organization. The GD is conducted to assess you as potential
successful managers.
• Quick way to assess the skills hiring managers are looking for
• Assess Group skills that cannot be assessed in a Personal Interview
• Quick Elimination
Group Discussions as a Selection Tool:
Main Skills and Traits companies look for
• Leadership Ability
• Communication Skills
• Persuasive Skills
• Interpersonal Skills
• Listening
Group Discussions as a Selection Tool:
Other Skills and Traits companies look for
• Out of the box thinking / flexibility

• Motivational Skills
• Tolerance
• Clarity over Ambiguity
• Divergent Thinking
• Analytical / Logical skills
• Team Dynamics
GD Preparation
• Keep track of happenings around the world.
• Having an all-round knowledge leaves a good impression on panelists.

Inculcate the habit of reading newspapers and magazines. Watch
interesting documentaries and series. This gives a wider perspective
on issues.
• Practice, practice, practice

The GD
• Group strength is usually 8 to 12 members
• Short preparation time - usually 5 minutes
• Topics - could be related to:
• Current events
• Business news
• Sports
• Politics
• General
• The wider your reading interests, the better prepared you will be.
Key areas to Consider
• Clarity of Thought
• Clarity of speech
• Building on others’ points

Clarity of Thought
• Clarity is the art of making yourself clear to the audience.

• Only when your thoughts are clear can your expressions be clear, and
you can convince your team and the panel.
Clarity of Speech/ Expression
• A candidate's personality and his/ her ability to influence and
convince others depends greatly on using the right tone, voice, and
expression.
• It is not sufficient to have ideas it should be expressed effectively.
• Fluency of speech and good delivery are expected in a GD. You should
not be too loud or too soft. A lively and cheerful voice with
appropriate modulations will attract the audience.
• Proper articulation of words, achieved through phonetic accuracy is
very essential
• Slang, jargons, and artificial accents are to be avoided.
Clarity of Speech/ Expression
• Language - Smooth flow, Simple, and avoid long winding sentences.
• Grammar- no errors Do not use unfamiliar phrases and flowery
language.
• Be precise.
• Be polite and courteous.
Active Listening
• This is as important as speaking in a GD.

• Unless you listen to others, you may not be able to continue the
discussion in the right direction.
• The selection panel may also pose questions at the end of the
discussion to find out whether group members have been good
listeners.
Nonverbal Communication
• Facial Expression
• Gesture and Posture
• Vocal Characteristics
• Personal Appearance
Use Nonverbal Communication Effectively
• When You’re Talking

• When You’re Not Talking
• When You’re Listening
Appropriate Non Verbal Communication
• Your gestures and mannerisms are more likely to reflect your attitude
than what you say.
• Emotions such as anger, irritation, frustration, warmth, excitement,
boredom, defensiveness, and competitiveness are all conveyed
through body language
• The selection panel observes candidates appearance, frequency of eye
contact, postures, gestures and facial expressions.
• A confident posture, appropriate facial expressions, and meaningful
eye contact with other members will create a positive impression
Various Roles Participants Play in a GD
• Seeking Information: By asking queries, doubts, and problems

• Giving Information/ opinions: By Giving Information/ judgment/
opinions about an Issue.
• Summarizing: By playing the important role of summarizing GD.
• Evaluating: Evaluate each other's ideas and take appropriate decision
• Coordinating: By playing the role of coordinator or moderator.
Starting a GD:
• Get an opportunity to speak and also get to grab everybody’s
attention.
• Get uninterrupted time to share your views and skills to the examiner
as other participants are still busy in understanding the topic.
How to Start a GD:
• Communicate fluently – Present your views fluently. Be confident
• Relevant content – Don’t start just for the sake of beginning first.
Points should be relevant and must grab the attention of the
participants.
• Questions and quotes – Could use a shocking statement, question,
quotation, definition or facts. All these things can be used to present
your take on the subject in order to lead the GD further.
• Time efficiency – Do not overelaborate your points. Present your
views in a precise way, as the evaluators are not looking for a story.
How to enter the GD in the middle of the
discussion:
• Listen intently – Keep your ears open and observe what the other
speakers are talking about. Listening gives you an insight on what the
other participants think and you can prepare your points accordingly.
• Target the low points – There are high and low points in a GD, i.e.
when the discussion is at its peak (high) or when the contestants have
concluded their point (low). You have to target the low points and
glide into the discussion effortlessly.
How to enter the GD in the middle of the
discussion:
• Continue where the participants have left – When a participant is
done stating his or her point, you can jump into the conversation and
talk about why you agree or disagree, and put forward your views.
• Express dissent – Putting forth unpredictable points is a crucial part
of the GD. If you have a different take on the subject or have
something new to present, put it forth very clearly with reasons.
How to stay active throughout the GD:
• Bring new ideas – To maintain your place in the GD, you should
express points that the other contestants have not mentioned. This
will help get the attention of the GD regulator/ score extra points.
• Be perceptive – If you don’t have any new ideas, you can present a
different perspective on the points already shared. Present your
point-of-view and support your argument.
How to stay active throughout the GD:
• Stay on track – You can also make your come-back in the discussion
by bringing the discussion on track if it is deviating from the topic.
This will help you to lead the discussion and nail the group discussion.
• Be convincing – You can also convince the other participants to get
back in the discussion. Eye contact, agreement and body language are
the best tools to win the favour of other participants and lead the
discussion in the direction that you want.
How to conclude the GD:
• Get a consensus to conclude from all participants first, then
• Summarize all the points discussed in brief and present your final
take on the subject being discussed.
• Be concise – Make sure that you don’t drag your conclusion. Keep it
as short as possible and try to mention the points clearly. Don’t
mention any new point in the conclusion just support what have
already spoken about.
• Closure argument – Make the closure around the main idea of the
topic and be direct. Don’t beat around the bush. All your points
should build up the conclusion.
Important to remember:
• Do not mention any figures or data unless you are absolutely sure
about its accuracy.
• You should not stay quiet in the GD for too long.
• Active participation is of utmost importance.
Useful Tips for a Successful GD:
• Keep good eye contact

• Talk as if you are talking one-to-one in a group
• Modulate your voice and be audible
• Interject respectfully with your points
• Keep moderate actions of body
• Always wait for your chance
• Be extremely polite but firm with your points
• Keep a posture of confidence and maintain a can-do attitude
Break Out Groups
• Groups of 10
• 5 minutes to prepare, 15 minutes- GD, 5 minutes feedback ( 2/3
observers)
• Look out for:
• Clarity of Thought
• Clarity of Expression
• Building on Others’ Points
• Conclusion
Group Discussion Topics- Pick one
• Retirement Homes in India: Does it indicate a change in family values?

• Which is more important – Creativity or Efficiency?
• Online education, work from home: Have we arrived in virtual world
• COVID 19: How India fared in fighting coronavirus compared to developed
countries
• Do nice people finish last?
• Death penalty for perpetrators of crime against women – will it reduce such
crimes?
• Will the popularity of OTT impact India’s film industry?
The
Personal Interview
What’s on your mind….?
• Is it the right company for which I am interviewing?
• How much salary will be offered to me?
• Will the salary package suffice the ROI invested in my education?
• Will my CV impress the interviewer or shall I get the new one made?
• How will I interact with them?
• What can I do and say to impress them at the first glance?
• How will I convince the interviewer about my excellent skills and
capabilities?
• Will I ever get a job????
Know Yourself
• Strengths and Weaknesses.

• Short-term and long-term goals
• Outlook
• Hobbies
Writing the Story of You
• Your Passions
• Your Skills
• What You Bring to the Organization
• Your Past Experiences
• Your Goals
• Your Leadership and Professional Talents
What do Employers Look for in the
Candidate?
• Suitability
• Handle Responsibilities
• Skills Match
• Good Fit with Organization, Team, and Position
• Soft Skills – confident, dedicated, positive, team-player, leadership abilities
• Fit with Company Culture
Learning to Think Like an Employer
• Your Ability to Perform

• Your Overall Reliability
• Your Motivation Level
Planning for the Personal Interview
• Research about the Company:
• Know your strengths and weaknesses
• Prepare possible answers
• Practice
• Be ready with questions
• Groom yourself
Why is Planning Questions of Your Own
Important?
• Demonstrate Your Understanding
• Steer the Discussion
• Evaluate the Opportunity
• Meet Interviewers’ Expectations
Personal Interviews - The Flow
• First impressions
• Standard / Warm up questions
• Internship & learnings from it
• Mapping job description to your skills and knowledge
• Behavioural, Competency and Situation based questions
• Listening, questioning and clarifying
• Questions to ask the interviewer

Planning for the Employer’s Questions
• Tell Me About Yourself

• Why Do You Want to Work Here?
• Why are you the best candidate for the job?
• Why should we hire you?
• What Do You Know About Us?/ what about our company (role) excites you?
• What is the Hardest Decision You’ve Had to Make?
• What is Your Greatest Weakness?
• Where Do You Want to be in Five Years?
• What Didn’t You Like About Your Previous Jobs/internships?
• What was the achievement you are most proud of in your previous job?
• How Do You Spend Your Free Time?
• What would you do in this situation…? ( behavioral questions)
Polishing Your Interview Style
Build Your Competence and Confidence

• Stage and Record Mock Interviews
• Look For Opportunities to Improve
• Observe Your Nonverbal Behavior
• Improve Speaking Voice
Always be professional
Source: ‘Savage Chickens’ comic strip.

Presenting a Professional Image
• Neat, “Adult” Hairstyle
• Clean Hands and Trimmed Fingernails
• Conservative Business Suit for
• Little or No Perfume or Cologne
Formal Settings
• Subtle Makeup, limited jewellry
• Smart-Looking “Business Casual” for
Less Formal Settings • Exemplary Personal Hygiene
• Professional-Looking Shoes
Remember to Always..
• Be yourself
• Answer the questions asked
• Relate your past experience and your current learning
• Be honest about your work and experience
• Maintain good eye contact
• Be aware of Verbal and Non Verbal cues and impressions
• Ask questions
• Be polite yet assertive
After the Interview
• Send thank you emails

• Prepare for the second round
• Focus on the future
• Keep your sprits high
You can do it!
• Remind Yourself of the Value You Bring to the Employer

• Emphasize Your Positive Traits
• Highlight Individual Strengths
• Focus on How You Can Help the Organization Succeed
• Demonstrate Your Preparedness

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Written Analysis of a Case

• think through a business problem

• Apply critical thinking skills

• follow decision making processes in a logical, professional, ethical,

• Need to provide in-depth evaluation

• Need to diagnose problem and provide solution

• Criteria based analysis

• Identification of the subject

3. Internal Weaknesses and External Opportunities (W-O) – how can they

4. Internal Weaknesses and External Threats (W-T) – how can they

• Ensure clear prioritization • Provide information overload

Statement: Multiple email strings are resulting in messages getting lost or

Question: How can Coca Cola sustain economic growth in an evolving

Situation Analysis & Problem

Measurable, at least comparable

Criterion 1 Criterion 2 Criterion 3 Criterion 4

Evaluation Criteria & Evaluation

Action Plan (How?/By Whom?/When?/So that…)

• Letter of Transmittal - Optional. Not included in Word Count.

• Executive Summary – Mandatory. Part of Word Count.

3. Charts and graphs

Who are they?

What is our relationship?

What do I want them to think/do?

What message will get them to think/do this?

What obstacles must I overcome?

What positive points can I build upon?

Primary • Makes decision/acts on basis of

Secondary • Affected by decision/action

Immediate • Routes message to the other

Lay the Structure your Prepare the High impact

• Analyse • Decide on the • Master the craft

• Define • Develop main • Leverage the

Decide what you want to achieve

Move to action -------------------- Monroe sequence

Spark discussion -------------------- Key questions

Provide information -------------------- Fact report

Make a case -------------------- Conclusion orientation

• With increasing • Two Indian groups • Investors are • Invest in leading

1. Develop a conclusion orientation

2. Use straight line thinking

You should travel

You will still be on You can be at

Working through the forest -- problem-solving view -Direct

Facts Analysis Conclusions Recomm-

Telling it from the mountain top -- communication view -Indirect

Recomm- Conclusions Analysis Facts

What should Why should it How do

Use framework for

What is the framework?

Infrastructure Act Infrastructure Sector policies Model contracts

Privatisa State support Risk manage Key

2. Question and answer dialogue?

The outlook for the shipping

Global recession Freight rates are

ABC can help IMC mobilise How can

Need for action . . . Actions . . .

IMC has However, Therefore, Assess Suggest Formulate

Pros • Points simple to absorb and easy to remember

• Effective for action-oriented audiences

Cons • Could be too forceful for some audiences

Tourism is one of But India has To develop the

Situation Complication Resolution