LECTURE NOTES

ON

BUSINESS COMMUNICATION

LECTURE ONE
AN OVERVIEWOF BUSINESS COMMUNICATION

Undoubtedly, communication is an inseparable part of our everyday life. It occurs at home, at

school, at the places of leisure, at work and indeed wherever we meet with others.

In our unofficial life, communication occurs with little effort. This perhaps happens because it

has become a part of us.

Special attention must however be given to official communication matters especially with

respect to content, audience, channel and choice of medium.

The justification for this basically bothers on the consequences of a wrong communication.
It is critical to be mindful of the value of procurement communication because the profession is

strategic to the achievement of work objectives.

Within the relationship between supply chain actors, a lot of communication is relevant at each

stage between the nodes.

Churchill Jnr and Peter (1998) describe communication as the transmission of a message from a

sender to a receiver so both understand it the same way. Mcshane and Gilrow (2000) also define

communication as a process by which information is transmitted and understood between two or

more people. A more comprehensive definition by Stuart Sillars say that communication is the

giving, receiving or exchange of information, opinions or ideas by writing, speech or visual

means or a combination of three so that the material communicated is understood by everyone

concerned.

Business communication refers to the entire information exchange between individuals or groups

of people who are engaged in some form of commercial activity and such communication must

be intended for the progress of such commercial activity. Business communication is more

formally structured, detailed and evidence based as compared to social communication.

Business communication usually will take the form of written communication. In the context of

procurement, several documents will come to play, most of which will be mentioned in this

chapter. Before we do that, let us take a look at the social side of business communication.

On the lighter side of our business relations, social communication occurs at the level of family

friends and business associates. At this level we are not necessarily bound by the strict principles

of business communication and so we are free to present our communication in very different

ways so long as it is relevant to the situation and that it carries our intention to the receiver of the
message. That notwithstanding, we will need to be guided by some broad principles relating to

social communication.

In business practice, social communication comes to play at various levels in diverse forms. We

may be required at some point to deliver a welcome address to an important stakeholder or senior

staff member joining us or perhaps a farewell message to a deserving supervisor who has served

his term of office. Sometimes, it is a congratulatory message for one who has been promoted,

awarded or recognized for a job well done. Unfortunately, we may at a point have to deliver

tributes to departed ones with whom we have worked. All these will require us to write or deliver

appropriate social communication. These and more will be our concentration for social

communication.

IMPORTANCE OF BUSINESS COMMUNICATION

Even before we address the issue of the role of business communication in procurement, let us

take a look at the general purpose the study of business communication. Among the varied

importance for the study of business communication, the following are key;

1. EMPLOYEES MOTIVATION

It is vital for information to be run along several actors depending on their need for it.

Employee involvement in communication at work makes them feel very much respected

and a part of the business. This does not only improve their work morale but also allows

them to make inputs that are informed.

2. COORDINATING BUSINESS ACTIVITIES

 Effective business communication makes it easier to coordinate work from different work

units whether internally or otherwise. There is nothing more wasteful than a business that

is disjointed in activity. It is only when information is communicated timely and

appropriately that all units can work hand in hand towards a common goal.

3. IMPROVING RELATIONS WITH BUSINESS PARTNERS

A number of unfortunate happenings have occurred especially between buyers and

suppliers because of poor business communications. Delays in supply, delays in honoring

payment obligations, supply of items with wrong specification amongst others may have

their roots in poor business communication. It is clear that if communication is effective,

timely and accurate, many of these work challenges will be avoided.

4. REDUCING ILLUSION (UNCERTAINTY)

Wherever there is absence of information, incomplete information or delay in making

information available, people will fill in with half-truths and false information. Business

communication reduces illusion on the part of both internal and external stakeholders.

If effectively rolled out, business communication will fill in gaps and grey areas in

communication and invariably reduce negative grapevine.

5. BUILDING AN INFORMATION BANK

Communication at the work place is mostly formal. This means that a record of dealings

and interactions with stakeholders is generated over time. This allows the progress of

work to be tracked and the quality of work to be improved through learning.

COMMUNICATION DOCUMENTS IN THE BUYING CYCLE

Procurement in a broader sense may be categorized as public or private.

Buying for state agencies for which the tax payers’ money is the source of funding will fall under

the public procurement regulated by the Public Procurement Act.

In the context of public procurement, the following documents are relevant and will be generated

by the procurement officer. They include;

i. MEMOS

Memos, also known as memorandum refers to an internal communication document for

organizations. Memos are brief and usually on specific/single subject matters. They are normally

drafted according to specific formats which will be considered in detail in another lecture. We

will consider memos sent to user departments requesting them to submit their needs as well

memos sent to the finance department confirming that goods have been received.

ii. INVITATION FOR PRE-QUALIFICATION

A pre-qualification exercise is an evaluation conducted by buying organization to ensure that

potential suppliers meet National and organizational standards for supply. Usually documents

requested include business registration documents, commencement of business certificate, tax

clearance certificate and other sector specific documents.

iii. RFQ

An RFQ is a Request for Quotation. It is a document that originates from the buying

organization and is sent to the prospective supplier. The purpose of an RFQ is basically to seek

information on the availability of a particular list of items and their prices. The response to an

RFQ is a quotation. A quotation, otherwise referred to as a quote must come with an expiry date
otherwise termed as the validity. The quotation is to serve as a source document for deciding

what and how much of an item the buyer will order from the supplier. Usually, buying entities

are expected to request a minimum of three RFQs out of which a choice will be made.

iv. EVALUATION REPORT

An evaluation report refers to a commentary on the exercise of choosing from the options of

quotations, the one that best fits the buyer’s needs.

It is a justification of why that particular supplier is preferred to other suppliers that also received

RFOs but were not selected to deliver the said goods. This exercise is intended to ensure value

for money for the choice made by the procurement entity.

v. CONTRACT AWARD LETTER

An award letter is written by the procurement unit of the buying entity to the selected supplier to

initiate action to supply specific items at a specific price and under specific terms conditions.

This letter must be acknowledgement by an acceptance letter or otherwise.

vi. DEBRIEFING

When suppliers are requested to send quotations to the buying company, the purpose is to

analyze these quotations so that the best will be chosen. It is however important that those who

are not chosen be informed appropriately. This process is called debriefing. It is intended to

identify the reasons for which the supplier failed to qualify for the contract in question.

FORMAL COMMUNICATION

This refers to communication that takes place through formal channels of an organizational

structure along the lines of authority established by management.

FEATURES OF FORMAL COMMUNICATION

  It is used in professional settings and involves the use of formal language.

 It adapts the use of vertical, horizontal and diagonal forms of communication.

INFORMAL COMMUNICATION

This is communication arising from channels outside the formal channels of the organizations

and does not follow lines of authority.

FEATURES OF INFORMAL COMMUNICATION

 It is built around social relationship of members of an organization.

 It is difficult to confirm accuracy of such information.

THE PROCUREMENT PROCESS

1. Memo from user department to procurement telling them to submit their requests

Procurement compiles that and writes memo to initiate the procurement process.

2. Suppliers are invited to submit their documents for prequalification

3. Next the buyer will send RFQs, at least three

4. Procurement evaluation committee meets to deliberate on the quotation submitted

5. Evaluation report is submitted for approval

6. Notification of award/award letter is given to the chosen supplier

7. Acceptance from the supplier is obtained

8. Debriefing is done

9. Upon delivery, inspection is conducted

10. Inspection report is written and submitted

11. SRA is generated

 12. A memo for payment is written to the finance section with the relevant documents

attached

LECTURE TWO

CHANNELS AND BARRIERS OF COMMUNICATION

Communication may also be categorized as internal and external.

Internal communication refers to any form of communication between departments, sections or

units within an organization. It may be between different branches in different regions or even

different countries but it still constitutes internal communication.

Most of the time internal communication is affected through the use of memos, newsletters,

emails, minutes, notices and circulars.

Effective internal communication enhances coordination amongst units and departments leading

to work progress and allows everybody an opportunity to make a contribution to the long term

goals of the organization.

When we term communication as external, it only means that we extend it to stakeholders be

they suppliers or other authorized agents. These normally happens through letters, emails, press

releases, RFQs, contract award documents. Etc.

External communication is vital in that it is a tool for maintaining good public relation, ensuring

client satisfaction, obtaining feedback and more.

Proper external relations ensure that information released to respective stakeholders are

communicated clearly, effectively and promptly. These and more form the basis of internal and

external relations in procurement.

 VERTICAL COMMUNICATION LINES

This refers to communication that moves up to senior procurement executives (upward) as well

as that which moves down to procurement assistants.

Downward communication

This has to do with information from the top (superiors) in the organization to these down the

ladder. These may concern what they expect of subordinates, why they want you to do so and

how you must go about it. It also concerns appraisals, feedback and education on various

policies, strategies and more.

Upward communication

This is the opposite of downward communication. It concerns itself with communication from

lower levels to their superiors. They relate to problems at work, comments on reports, result of

tasks assigned and more.

These (upward and downward) communication constitute vertical communication.

 HORIZONTAL COMMUNICATION

Horizontal communication also termed as lateral communication refers to communicate between

procurement officers at the same level.

This may be between head of procurement western region and head of procurement eastern

region.

 DIAGONAL COMMUNICATION

When communication is termed diagonal, it means it does not follow any particular direction,

vertical nor horizontal. It is a cut across communication and may flow whichever way.

LECTURE THREE

THE COMMUNICATION PROCESS

In order that our communication will be effective, we need to recognize that it is always a two-

way affair. The communication process is helpful in understanding people when we

communicate with them.

Stage one: Conception of message by sender

This is where everything starts. You will at the initial stage think of what you want to say to

another. In other words, you conceive an idea. This is only in your mind and may be triggered by

so many different instances.

Stage two: Encoding of message by sender

After you have had an idea to communicate a message to another, you automatically convert it

into a certain form. It could be spoken, written or any other way that will convey your intended

idea. You code the message in to a meaningful form.

Stage three: Selection of medium by sender

The encoded message would have to be sent through a particular medium in order to obtain the

expected response. The medium may be letter, email, telephone or in person. The choice of

medium is influenced by several factions (See media for communication lecture).

Stage four: Decoding of message by receives

At this point, the message is not in your hands rather, that of the receiver.

When the message gets to the receiver, that person tries to understand the message. This process

is termed decoding. This is a mental process that works based on the nature of the message that

was encoded, the transmittal as well as the circumstances of the receiver.

Stage five: Interpretations of receiver

There is a difference between decoding and interpretation. The words that make up a

conversation may not necessarily be what it is meant to say.

Some words are capable of more than one interpretation. The context in which the message is

sent is very important.

Stage six: Providing feedback

This has to do with what the receiver says or does towards the sender in relation to the message.

This is termed feedback. At this point, the receiver of the message becomes a sender. If the
information sent back is consistent with what the sender (original sender) expects, then the

feedback is positive and we can say that the communication is complete.

It is common that messages sent to many receivers fail to attain its true expectation

The reasons are many, they include but are not limited to;

1. A lack of clear expectation

2. Disjointed communication set up

3. Inability of receiver to appreciate communication

4. Choice of wrong medium

5. Fixed perceptions

6. Wrong and inconsistent non-verbal expressions

7. Overloaded communication

8. Stress

9. Typical noise (vibration, mind, music etc.)

 LECTURE FOUR

MEDIA FOR PROCUREMENT COMMUNICATION

A communication medium refers to a means of communicating something. Media refers to the

plural of medium.

In other words, media for procurement communication has to do with the various means through

which procurement people communicate. It is the means by which information is shared within

and beyond the procurement function.

There are FOUR ways by which information may be shared. They include;

1. Written

2. Oral

3. Non-verbal

4. Visual

1. WRITTEN COMMUNICATION
Written communication refers to any form of interaction that is constituted by words and is

document based. It involves the use of language that has been carefully put together and edited

for clarity. Usually written documentation or communication is more formal and requires more

planning, review and editing.

Procurement practitioners have no option than to get used to using written communication

especially because most of the dealings in procurement and sensitive and have legal implications.

In dispute times, such documents will win the case or otherwise.

The written documents used in procurement include but are not limited to RFQ’s, pro-forma

invoices, waybills, bill of lading, contract award letters, goods received notes and more.

DETERMINATION OF CHOICE OF MEDIA

There are very many factors that influence how we communicate. Whichever medium you

choose is influenced by one or several of the following.

1. COMMUNICATOR PREFERENCE

Different people are comfortable with different media for communication. This is perhaps

a factor of their training or environment with which they have been groomed.

2. ORGANISATIONAL POLICIES

Different organizations may adopt different standardized media for communication. This

may be premised on the nature of the task, the organizational philosophy as well as other

factors.

3. CONFIDENTIALITY

Depending on how classified information is, the medium of communication will differ.

These may include highly confidential reports, trade secrets and other related details.
 4. EASE OFAPPLICATION

Some communication modes are relatively easier to adopt. This is job specific. Whilst

one method is easy to use in one context, another will be easier in another case.

5. PROXIMITY

For situations that have to do with extremely close locations or extremely far locations,

different media choices will be appropriate.

6. COST OF MEDIA ADOPTION

What does it cost to adopt a particular medium of communication? In a lot of

circumstances, this is a factor that most organizations consider.

Other factors include;

Urgency of communication (speed).

Availability or otherwise of options.

Complexity of medium.

Cultural concerns.

2. ORAL COMMUNICATION

This method of communication is perhaps the commonest medium both in social and in

procurement communication. Oral communication has to do with sharing information by word of

mouth. This communication must be clear, easy to understand and polite.

3. NON-VERBAL COMMUNICATION
Even when you have not said a word, it is possible to notice that you are happy, sad, annoyed or

troubled. In the field of procurement, non-verbal communication is required in showing suppliers

how unhappy we are about delays in supply or how much we appreciate an emergency delivery.

Even without a word, we should be able to make user departments know that we are very

worried about delivery of the wrong specification. Non-verbal communication is said to be

communication through wordless clues. These include body language, appearance, gestures,

facial expressions, posture and tone of voice.

4. VISUAL COMMUNCATION

This typically has to do with what we see. This adds to words and non-verbal communication to

create a clearer meaning to issues. Visual communication is by far the most remembered medium

of communication. People hardly forget what they see.

This means that in our procurement communication, the use of samples, pictures and prototypes

is most vital.
 LECTURE FIVE

CONDUCTING BUSINESS OVER THE TELEPHONE

These days, it is feasible to undertake most of our procurement activities on the telephone and

many suppliers as well as other stakeholders are running along with this practice.

Certainly, these phenomena has its ills but it is nonetheless growing in double taps.

Probably, this growth has become what it is because of distance and stress, time saving argument

cost cutting motives, multiple schedules for procurement executives amongst other factors.

Today’s business partner is not necessarily next door. Some suppliers are more than twenty

hours away even by flight and it is unthinkable to meet them every now and the next moment for

business dealings. This matter of distance and its associated stress will almost compel you, a

buyer to deal with business matters on the telephone except with moments when being physically

present is needful.
Beyond the matter of distance and stress, time is of essence especially when deadlines are close

and when delays have knock on effects. Such moments require that you work fast, making

telephone use a very good option.

In competitive business, every cedi saved makes you more competitive. Telephone use enables

cost cutting with respect to fuel, vehicle maintenance, hotel bookings, and for that matter, the

rise in the use of telephone for official business. When we learn to work on the telephone, we

invariably create time to take care of other matters that require our presence.

In making telephone calls, receiving calls and answering calls on behalf of our officers, there are

procedures to follow as well as practices to avoid. Let’s take these one after the other.

PROCEDURE FOR MAKING TELEPHONE CALLS

1. GET TO KNOW THE TIME TO CALL

Business partners have a work pattern that makes them available at certain times. The

restaurant manager is more likely to be engaged between twelve and two in the

afternoons probably because it is the peak time for serving food. Gym instructors may not

pick your call on saturday mornings especially because a lot more people will be training

and requiring their attention. You could trend the business of your associates and you will

know the best times to call so that you will have their undivided attention.

2. GET YOUR BASIC AIDS HANDY

Before you make your call, it is wise to ensure that your basic needs are kept handy.

These include your note pads, calendar, pen and various information sheets you may

require depending on your nature of the call you are making. If these are handy, you are
 able to make calls with little or no interruptions, with reduced errors and perhaps

avoiding the need to call back to make adjustments to calls made early on.

3. CHECK RELEVANT DETAILS ABOUT CALLS DESTINATION

When you make your call, whom would want to talk to? Do you know which branch,

which unit with which the person works? Do you know the full name and designation or

his/her office extension number? All these make it easy to reach our caller with much

ease.

4. ORGANIZE YOUR PURPOSE FOR CALLING

Every call has a purpose. In the heart of a long conversation lies a critical objective and

this must not be twisted. Are you calling to provide information, to make an enquiry or to

make confirmation? Before you make your call, think! Put your words together in mind

to avoid the so what question. Consider several ways of saying one thing and choose the

most concise, precise, and respectful option.

5. MAKE YOUR CALL

When you dial your destination number, you should not assume that the very person you

intended to speak with will be the one to receive the call. When your call is answered,

pause for an introduction which is standard procedure, greet and introduce yourself too.

After, politely request to speak to the person you intend to. Ensure that it is the person

and then go on to discuss you issues in a logical, professional and respectful manner.

Give room for injections but do not allow your thoughts to be derailed. Whatever the

response is from the other side, remain calm and handle matters professionally.

6. SUMMARIZE YOUR CALL PURPOSE

 In order that you are sure of the understanding communicated, restate your purpose and

agreement reached with the person on the other side.

7. END OF A GOOD NOTE

When the communication is complete, say thank you, mention the name of the person on

the other side and wish that person a fruitful day. Ensure that you hung the call before

you say anything, whether related to the call or otherwise.

Many times, what you intended to say to somebody else may be misconstrued on the

other side of the call.

PROCEUDRE FOR RECEIVING OFFICIAL TELEPHONE CALLS

At work place, receiving telephone calls is one of the commonest practices but if care is not

taken, it will be handled the wrong way.

In answering official telephone calls, the procedure is as follows;

1. ORGANIZE YOUR ENVIRONMENT

Before you pick that call, get your environment organized. This may include turning

down the volume of the TV or radio, alerting colleagues around you and so on.

2. ANSWER THE CALL

Do not delay in answering to the call. The first thing to do when you pick the call is to

orient the caller, introduce yourself politely and ask how you may be of help to your

caller. In doing this, you must sit up and put up a smile. Trust me, it shows on the other

side.

3. PROVIDE REQUIRES SUPPORT

 Listen carefully to the request by the caller and assure the caller of service or otherwise.

Go ahead to offer required assistance. If the request is not in your power, explain that to

the caller and transfer the call to the right person.

4. FURTHER ENQUIRY

If you manage to assist the caller with his/her request, enquire if there is anything other

thing you may do to assist. If there is, go ahead and offer that support too.

5. END ON A GOOD NOTE

After the caller assures you that he/she is satisfied, thank the caller, wish him/her a good

day and wait for the caller to hand the call.

RECEIVING CALLS ON BEHALF OF OTHER OFFICERS

For one reason or the other, you may find yourself in a position that requires you to answer the

telephone for another person. This is more of a problem if it is a mobile line.

The procedure is as follows;

1. Pick such calls with either permission or strong justification.

2. Quickly let the caller know that you are not the person he/she intends to speak to.

3. Introduce yourself and provide a reason for picking the call.

4. Receive or provide necessary information.

5. Say thank you and wait for the caller to hang the call.
ETHICS OF TELEPHONE CALLS

1. Do not multitask on the telephone. There is a great temptation to make your call and also

prepare a cup of tea alongside or type a letter that is needed urgently.

An undivided attention is important for making your call and obtaining the best from it.

Calls at the work place usually do not take much time. Focus on the call conversation and

after that take care of other matters.

2. Do not make or receive calls in noisy places especially when you’re on the filed attending

to some matters, at the work shop or running your purchases. Learn to move to a quiet

place to pick the call or call back so you can have a noise free conversation.

3. Do not put clients on speakerphone without their knowledge. This is against conversation

ethics and we must learn to respect it. People speak to you believing that they have your

privacy. If you have to put a caller on speaker, first seek the person’s consent with an

appropriate explanation or reason.

4. Do not record client conversation without their notice. Again, confidentially is required in

matters like this. Recording telephone conversations especially official ones without a

prior notification to the party has consequences.

5. Do not shout if the person on the other side cannot hear you clearly. Politely tell the

person that you are unable to hear them clearly and that you need to end the call and

make the call again. Desist from telling people that their line is not clear. It could rather

be yours.

6. Do not ask client to hold without first explaining the purpose of your request. When your

caller has agreed to hold, you need to refresh the call every now and then.
 Say for example

- Sir, I’m still with you, just a moment

- Madam, I will get you the figure very soon.

- Mr. Brown, the list is long but I will find yours in a minute.

- Sir, please give me an additional minute, I’m still working on your case

- Alternatively, you can engage the person with what you are doing on a lighter note

etc. These are required to make caller sure that they are not ignored.

7. Do not let clients restate their story if you have to transfer their call. It is common

practice that some calls may have to be transferred to other officers who are better placed

to deal with the particular matter. Once you have made a client tell his or her story to you,

you must brief the appropriate officer.

8. Do not ask clients to call back if you are the reason. Definitely there will be some matters

for which you will not be on top and may have to enquire. That is not the fault of your

caller. When you check, it is your duty to call the person and provide the required

information.

9. Do not insist on disclosures. When you have to take a call on behalf of other officers, you

need to be sensitive to people’s readiness or otherwise to make disclosures to you.

Respect people’s feelings.

10. Do not flirt with callers. This is a practice popular with young staff. It is important to be

nice on the phone but you need to know your boundaries and keep it professional. You

have no business commenting on the caller’s voice, speech and so on.

11. Do not use the telephone for discussions business that requires other media. Though the

telephone is very appropriate for many other business dealings, it is not the best option if
 the business requires the transmission of volumes of figures or requires an appreciation of

visual content.

LECTURE SIX

HOW TO PROVIDE AND RECEIVE FEEDBACK

How do we know about how well we are doing with our performance?

Will we be able to know exactly what our customers have to say about what we do for them? Of

course, the question remains valid about what we have to say to the people who work for us.

It is not right to assume that if nobody is complaining to us, then everything is fine. There are

some stakeholders who will not complain until and unless we ask them about our performance.

All of this has to do with taking and receiving feedback.

Feedback basically has to do with telling people how they are doing with respect to what we

expect to receive from them.

The opposite is also true.

When we have communicated, there are four possible feedback options to expect. We obtain;

1. An Expected Feedback

2. Contrary Feedback

3. Similar Feedback

4. No Feedback

FEEDBACK TYPES

Feedback could be sweet or sour.

There are two types of feedback.

1. Positive (Reinforcement) feedback

2. Redirective (Correctional) feedback

When we give a positive or reinforcement feedback, we show recognition for a job well done.

This means that we like what you did, we are happy with it and will want you to repeat it.
On the other hand, a redirective feedback simply means that we can do better, we did not meet

expectations and that some redirecting of efforts or procedures are required of us. This helps us

to adjust our actions, knowing exactly what to do differently the next time.

A GUIDE TO PROVIDING FEEDBACK

1. Deal with matters case by case

2. Keep to discussing behaviour and not attitude.

3. Always support your claim with facts.

4. Use measurable terms in your communication

5. Focus on the job and not the personality

6. Keep to the use of positive language

7. Differentiate the person from the job. You are not talking about him/her but the job.

8. Use collaborative language. Frame your feedback in a positive tone and context.

PROCEDURE FOR PROVIDING POSITIVE FEEDBACK

1. State the expected standard

2. Describe observed action or behaviour in relation to standard

3. State the importance of demonstrated behaviour

4. Ask the person in question to keep repeating it.

5. Thank the person for that contribution

The other type of feedback, corrective or re-directive or better still constructive feedback is to

inform employees that an expectation is not being met and that improvement is required. These

may relate to timeless, quality of work, customers service levels and more.

PROCEDURE FOR PROVIDING REDIRECTIVE FEEDBACK

1. State the expected standard

2. Describe observed action or behaviour in relation to the standard.

3. Tell why the behaviour of the person is not effective and how it impacts on the team,

group or organization.

4. Ask the employee to tell you his/her view on the issue. That person might have facts that

you do not.

5. Ask the employee what actions he/she will take to meet the expectation

When providing redirective feedback, you must be clear about desired expectations, the actual

performance and the gap between them. If you fail to state clearly what you mean in a feedback,

the conversation it will not yield results.

CATCH PHRASES FOR PROVIDING REDIRECTIVE FEEDBACK

 This job requires………………

 The team needs you to…………….

 The goal expectation is…………………

 When you do 𝜘, the impact of your behaviour……………..

 I saw that……………….
FEEDBACK FORM

A feedback form is important for obtaining relevant information related to our work

performance. In many organizations, a form is designed and placed at vantage point for clients

and customers to make use of.

STANDARD CONTENT OF FEEDBACK FORM

1. Name of an organization

2. The word feedback

3. Introductory comment

4. Name of customer (optional)

5. Contact number/mail for customer

6. Purpose of client visit

7. Specific feedback or complaint

8. Specific staff in question (if applicable)

9. Recommended or suggested solution

10. Date

LECTURE SEVEN

PREENTATION AND PUBLIC SPEEKING

In the procurement function, presentations involve the use of a business representatives, an

audience, a message and tools to allow you to convince a relatively larger group instead of one

client or supervisor at a time. It is also important in briefing managers and subordinates on a

project, its viability, challenges or status or to convince clients to buy, sell or fund a venture.
PREPARING YOUR PRESENTATION

If you are fortunate, adequate time will be allowed for a relaxed preparation of your presentation

but other times you will have to prepare overnight. Irrespective of your presentation preparation

time, these factors must be considered in preparing a good presentation.

Acquaint yourself with your audience

It is important to first of all define who your audience is. This is because every set of audience is

different in character, mind set and previous knowledge. In delivering a presentation, the depth

of explanations and references will very much depend on who you are talking to. Your posture,

choice of words, sense of humour and interactions will all differ, depending on the people you

are addressing. An audience can be identified by age, academics status and the environment

within which they operate amongst other factors.

Be ready for your presentation

When you are expected to make a presentation, you need to free yourself in order to meet that

appointment. You would also make time for preparation. This cuts across grooming yourself to

rehearsing your presentation. Sources for such knowledge include the internet, the library,

company policy documents and even discussions with friends and colleagues. It is not enough to

gather information for presentation. You will have to study and test yourself if indeed you know

what to say and how to say it.

Checking your timing

Almost every presentation is timed. It is important to know how much time is available for you

so that you will prepare in accordance.

Normally, you will do this by running several rehearsals so that you will be accustomed to the

timing. If it becomes necessary to leave out some content because of limited time, make attempts
to remove content that can be compromised. If it is the other way round, it will also pay to add

up relevant content. In planning your timing, allow space for interruptions and a paced speech.

Friends and family are good audience for this pre-test.

Design catchy aids/prototype or sample/samples of products

For presentations to be effective, the use of aids is recommended. Such aids ensure that your

presentation is appreciated by the audience, enhanced in understanding and made easier for

you.

Depending on the kind of presentation, a variation of aids would be relevant. This may include

the use of prototypes, videos, projectors, chats and actual items diagrams, chart, fliers.

Experience the venue

The venue for the presentation must not be new to you. It makes a lot of sense to visit the venue

prior to the presentation. At the venue, probably before the presentation date, walk from one

end to the other, assess the space, walkways and turnaround places. Find out the stage height,

floor surface, steps and contours and note them for your best use. If it is possible to use the

public address system before time, learn how to turn them on, turn them off, to increase your

pitch and to talk undertone.

Check if microphone stands are at appropriate height for you and whether they are adjustable

Practice talking to the last person in the room with your own voice in case the public address

system is out of use.

Format your projections

In situations where you are required to make use of boards or projectors, there is a need to

organize your information and test your visuals. Find out if openings need to be shaded against

sunlight or the opposite of it to enable a clear projection. In the case of white boards or
flipcharts, categorize the space for specific uses. e.g. definitions, types, formula, examples, Etc.

and write boldly for the person at the back of the room to see clearly. The use of a black or blue

board marker is recommended for better vision.

Get dressed

Depending on the people you will address, a specific outfit may be appropriate. You may decide

to find out what they may be wearing, the room temperature and what activity you will be

undertaking so that you dress appropriately. You connect better with your audience if you

choose an outfit that is not too different from that of your audience. It is not advisable to wear

first time clothes for presentation. Such new cloths may be uncomfortable and may make it

difficult for you to operate freely, new shoes are likely to be very tight, while new skirts may

have too loose or tight buttons. Wear what will afford you your com fort, Ladies may have to

pay attention to high heels, especially on slippery surface. Short skirts or dresses may feel very

uncomfortable especially on high platforms.

Have an evaluation strategy

As you prepare to make a presentation, it is equally important to ensure that your audience

understand you well. You may do this by preparing for a mid-presentation review or end of

presentation assessment on your presentation content. The format to be used will greatly depend

on several factors: purpose of your presentation, level of intellect of your audience, time

available and the number of attendees. A common tool is the questionnaire.

Introduce humour

A raw presentation gets the audience tired in no time. It is very ok to spice your presentation

with humour statements. The purpose of this is to relax your audience and to re-emphasize your

explanation. This is not compulsory if you are not prepared for that or perhaps not a good
humour person. If you are ready for the use of jokes, ensure that the jokes are devoid of negative

sentiments and profane.

Join different modes of data capturing

It is to capture your presentation on your laptop and think you are good to go. Sometimes the

unfortunate may happen and so it is important to have a printed copy, a copy on your pen drive,

another saved on the laptop and perhaps brief points captured on a notepad. This is important

even if you plan an extempore presentation. It’s best to play it safe.

DELIVERING YOUR PRESENTATION

Assuming you have taken time to prepare a good presentation, you will not end there. A good

presentation delivery is also required. The factors that follow will help you make a good

delivery.

Make proper use of space

When you start your presentation, have it in mind that you are in control of the entire room. If

you made it a point to visit the presentation venue before time, you are likely to have determined

the farthest you can walk and still be heard and the walkways that are okay for you to use

without being an obstruction. Do not keep still throughout your presentation. Move! These

movements must however be guided else they keep the eyes of the audience running around

unnecessarily. The essence of a guided use of space is that it connects you with the audience,

allows you to shake off some tension and reduces the fixation, boredom and stress.

Mind your vocals

Vocal projections, pace, breathing and pronunciation are crucial in your delivery. You do not

have to shout. You must however speak loud enough for the last person in the room to hear you

clearly. Deliver your message with impact and don`t rush to finish. You are not just reading a
speech; you intend to create results. For beginners like most of us, we would plant friends at

vantage points to give us feedback.

Do not write and talk at the same time

The use of the board must not be alongside your speech. You must either write or speak to it

or the other way round. Your audience needs your lips and eyes to make perfect sense and give

you attention.

Mingle or interest with audience

It is important to connect with your audience, to secure and maintain their attention, interest and

respect. During your presentation, look at your audience in the eyes, smile to them and walk off

the platform towards them occasionally, if it is possible, walk through their sitting area and

connect with them. By this, you are able to keep them interested in what you say for a

reasonably long time.

In all this, it is your duty to keep the environment descent and be in control in other to ensure a

fruitful session.

Summarize presentation intermittently

During your presentation, a lot of factors run through the minds of your audience which makes

them travel for a moment. It thus helps to bring them to speed at a point before you progress.

Pick and answer questions appropriately

During or after your presentation, it will be necessary to allow your audience to ask questions.

Be confident and address questions one after the other. If a question troubles you, deal with it

intelligently.

Read the feeling of your audience

Please note that there is no law that binds you to finish the prepared text. You are a master of

your presentation and may decide to cut it shorter than planned. This is however an option to

consider if you realize the audience is getting bored, late, tired or uninterested in what you are

saying.

You should not cut your presentations anyhow. Whatever you cut must still allow you to

smoothly join the rest to make a good finish.

Keep explanation at the level of the audience

When you were preparing your presentation, you had your audience in mind. This means that

you should have chosen your examples and scenarios with them in mind.

During your presentation ensure that you do not rise above their level else they get lost. You

should also not insult them by going to low, lest they feel belittled and uninterested.

Keep your credibility

During your presentations, there are two key standpoints to note: the truth and fact you are sure

of as against what your audience would love to hear. In as much as there is a great tendency for

the expectant audience to push you to make unreasonable promises, you must keep the truth and

tell the audience what it is. Do not spill figures that you are not certain of, or attempt to explain a

policy that you do not understand.

END ON A GOOD NOTE

If you have delivered a well worked presentation full of facts and according to order, you should

be proud at this point. The end of a presentation is however a great opportunity for you to do the

following.
 i. Provide a quick summary of the highlights of your presentation.

ii. Remind them of your strongest issues.

iii. Put a little bluff,

iv. Thank them

LECTURE EIGHT

PROCUREMENT MEETINGS

MEETINGS EXPLAINED
A meeting is the coming together of two or more people for the purpose of planning, making

decisions, solving problems, sharing ideas and more. Meetings are very essential in the

procurement function because all the purposes stated above are an everyday feature

of procurement. Meetings are classified into formal and informal types. Formal

meetings are determined by law and governed by the constitution of organizations. They

include annual general meetings, extra ordinary general meetings and board meetings as well.

Informal meetings do not require formal rules and procedures. Informal meetings include team or

committee meetings as well as association meetings.

They also include departmental meetings, work parities and briefing meetings. There may be

variations to this as constituted by the statutes of the organization concerned.

TWENTY [20] MATTERS TO DEAL WITH BEFORE A MEETING

1. Assure yourself that there are genuine reasons and need for the meeting

2. Bring together these genuine reasons to draft an approved agenda for the meting

3. Clearance for the meeting with it associated funding must be obtained next.

4. Decide on a date and ensure that the meeting venue is available for you on that date.

5. Ensure that key persons for the meeting are available on the said date.

6. Furnish attendees with public notice (on the notice board or electronic page) as well as

private notice (memo/mail/call) stating day, date, time, venue and agenda for the meeting.

7. Give a name and contact telephone number or mail for all meeting correspondence.

8. Have a folder or file of all relevant documentation to be made available to attendees.

9. Inform and obtain approval from senior officers related to the meeting on all matters of

changes and adjustments.

10. Justify changes and adjustments and notify attendees as soon as possible.
 11. Keep a list of all related technology that will be required for the meeting (projectors,

microphones, recorders etc.) and test them a few days before the meeting to ensure that

they are functioning.

12. Latest by three days to the meeting, remind attendees of the meeting day, date, time,

venue and agenda and if applicable their specific role in the meeting. This may be by use

of memo telephone call, text message, memo, email, whatsapp or in person. depending on

which is appropriate.

13. Meet with a selected team of coordinators and orient them for the meeting. Their

orientation must focus on their individual roles towards achieving the overall objectives

of the meeting.

14. Note that on the meeting day, you are to provide a final reminder with all details to

attendees.

15. Organize and set up the meeting venue as early as possible especially if there is no

function prior to yours.

16. Provide VIP seats and ensure that they are reserved at the appropriate locations.

17. Qualified persons must be identified to take over office duties so you will be at the

meeting venue to focus on meeting matters.

18. Readily commence meeting on time. If there is no quorum or presence of key persons,

start with the peripheral matters.

19. State clearly what varieties of refreshment you will make available to attendees and take

orders for that.

20. Take time to identify and correct all hitches as the meeting builds up.

SIX [6] MATTERS TO DEAL WITH DURING A MEETING

 1. Activate recording of minutes both electronic and manual.

2. Constantly update attendance and keep calling those who are still absent.

3. Tactfully position coordinators to minimize movement and interference. They can

achieve this by providing assistance.

4. Inquire about refreshment and ensure that it is served timely, not earlier or later

5. Visit washrooms constantly and ensure that the place is kept tidy.

6. Executives of the meeting must be consulted on changes and adjustments that come up

during the meeting.

TEN [10] MATTERS TO DEAL WITH AFTER A MEETING

1. Make sure all electrical and electronic gadgets are turned off.

2. Ensure that the venue is in proper shape. Clean all surfaces with the appropriate cleaning

agents. Even if that is to be done by another person, it is important that you supervise it.

3. Move out everything that was brought in for the meeting and ensure that it is received by

the appropriate person.

4. Open a file for all meeting documents and procedures. It is advisable to do this both hard

and soft. The file must be named with meeting objective, day, date and venue and must

be kept at the appropriate location.

5. Request authorization of the chairperson or senior officers and disseminate all

information required by members.

6. You must process all invoices for payments at this point if applicable. Ensure that copies

of these are filed as well.

7. Warmly appreciate participants by sending them thank you messages.

8. Obsolete notices must be taken off notice boards after the meeting.
 9. Request feedback on meeting conduct from attendees.

10. out a system to follow up on tasks that was agreed to be performed post-meeting

MEETING NOTICE

A meeting notice intends to inform a group of people that a meeting is coming up. It gives

information about the date, purpose, time and location of meeting.

A notice of meeting must not carry every detail of meeting matters, it must have the power to

provide specific directives and limit its wording as much as possible.

ELEMENTS OF MEETING NOTICE

1. Name of organization

2. Unit/section that is meeting

3. The word notice

4. Intended audience

5. Agenda in brief

6. Venue for meeting

7. Day of meeting

8. Date of meeting

9. Time of meeting

10. Correspondent person and contact number

MEETING MEMO
A memo is a communication document reserved for the use of internal members of an

organization. Its purpose is to relay information of specific nature to work partners. In drafting a

memo, the following components are necessary;

1. Heading

2. Opening

i. Purpose

ii. Context/background

3. Discussion

4. Closing

5. Name

6. CC

MEETING AGENDA

An agenda is a meeting outline designed to enable all relevant matters to be dealt with in good

order and time at a meeting.

An agenda is important and must be prepared and disseminated in good time so that all

participants can make preparations to be available and also equip themselves to make meaningful

contributions to the meeting because they have an idea of what is to be discussed.

An agenda allows a focus on matters for which the meeting was called and avoids the temptation

to make other matters dominate the meeting.

An agenda may not necessarily be drawn in a particular format. This sample however captures

all relevant information required for a standard agenda.

Sample (meeting agenda)

EVENTS AND MORE LIMITED

MEETING AGENDA

A meeting of the supplier selection team to be held at Rm... 3, 10arn, Tuesday, March 14, 2018.

 Welcome statement
 Miss Audrey Sam (facilitator) calls meeting to order at exactly 10am
 Apologies for absence
 Participants unable to attend and have officially notified the secretary
 Previous minutes of the committee confirmed
 Action taken since last meet

BUSINESS OF THE DAY

 Analysis of quotations form KFC and Mr Biggs
 Discuss price. Variety of meals to be served, content in pack as well as T&Cs
 AOBs Any other business/AOM – Any other matters
 Date of next meeting
 As soon as event date is confirmed by the TUC executives
 Meeting ends exactly at 1 pm
 Lunch follows immediately at the restaurant

MEETING MINUTES

Minutes refer to a record (traditionally hand written) of proceedings at a meeting. If a secretary

is appointed for the meeting, this will be an important task for that secretary.
For further and proper action to be taken on matters discussed at the meeting, we will certainly

need detailed, accurate and concise records of discussions and analysis made at the meetings.

TYPES OF MINUTES

Meeting minutes come in different forms

They may be captured as resolution minutes, this means only the decisions reached will be

recorded. If minutes are narrative, it means that all the discussion that took place prior to the

resolution or decision will be captured. Action minutes refer to that type of recording that

focuses only on resolution and who will do what. This may go along with timelines and has

proven to be a very preferred method.

GUIDELINES TO WRITING MINUTES

1. State the name of the organization

2. State the name of the body holding the meeting

3. Record day. date, time and venue

4. List members in attendance

5. (Start with name of chairperson, write other names and end with the name of the

secretary)

6. List members who were absent

7. In the opening, mention whether particular members explained their absence.

This should have been done before the meeting before the meeting

8. If there was a previous meeting for which the minutes were read and approved, you

must then state that.

 9. As the meeting rolls, record the important points

10. Record all resolution in full and indicate the names of those who put them forward and

those who seconded the motion.

11. After the meeting, go through your minutes to make all necessary corrections and

submit to the chairperson in type.

12. After comments have been dealt with, put together final minutes and distribute to all

attendees having kept a copy on file.

MEETING TERMINOLOGIES

Meetings make use of many terminologies. Key among them have been explained here

 Motion

A motion refers to a formal consideration as a matter for which a decision is required which is

brought by member (proposer)

 Amendment

An amendment basically refers to alteration of the words or meaning of a particular motion. This

usually happens when the motion is found to be incompetent.

 Adjournment

Not all matters set on a meeting agenda would necessarily be dealt with in full. For reasons such

as unavailable time, incomplete information and complexity of matters under discussion or

for other reason, a meeting may be put off until a future day, place and time

The meeting is said to be adjourned.

 Ex-office
Sometimes a person who is not an official member of a committee but must be at a meeting

because

Of the special office he or she holds. An ex-officio member is not allowed to take part in voting.

 Mover

One who puts forward a motion?

 Resolution

A matter that has been agreed

 Ultra vires

This refers to a decision taken outside the powers or laws of the organization concerned

 Point of order

A question brought by a member on whether or not a particular action is allowed by the

governing rules. It is an interjection by one who does not have the floor

 Standing orders

This refers to extra rules set for meetings other than those already stipulated by governing

documents.

 Quorum/ quorate

The minimum members required to be present for a meeting to be considered valid. Unless stated

in the company's ordinance, the general understanding of a quorum is majority of members.

 Aye

A verbal acceptance or approval for a motion

 Nay

A verbal disagreement or disapproval for a motion.

  Abstention

The decision to refrain from voting either for or against a motion at a meeting for several

possible reasons.

 Ad hoc

A team or meeting intended for only a specific task or activity after which is fails to exist

 Call to order

A statement usually used by the chairperson as a way of commencing the meeting

 In camera

A meeting held in private

 Seconder

A person who supports a motion after it has been proposed and before it is discussed

 Standing committee

A committee appointed to permanently carry out specific activities

 Proxy

A person appointed to represent someone who cannot attend a meeting.

This is only possible if the governing document of the meeting allows for it.
 LECTURE NINE

SOCIAL COMMUNICATION

Business communication is not only about the conduct of profit-oriented activities. A business

setting is made up of human beings with a host of social characteristics. The order of their life

demands the fulfilment of social needs such as love, sympathy, care, support, respect, affiliation,

recognition and more. This is the bedrock of the need for social communication.

The issues to consider though encompasses the construction of various social communication,

we will focus on the ones that are very much heard off. These include;

1. Preparing and extending invitations

2. Delivering farewell messages

3. Extending condolences

4. Posting/facilitating events and more.

What are farewell messages?

Farewell messages are intended to encourage a person to start a new journey of life to wish a

person well and show some form of gratitude.

It is also relevant for acknowledging and valuing people in an organization and to help create

a positive workplace culture in a longer term.

Guidelines to writing farewell messages

1. Refer to the person by the most acceptable name that is known over the period of your

relationship. You must however avoid aliases that have negative connotations or ones

that are not liked by the person.

2. Hint on the obvious reasons for the person’s departure and glorify the reasons.

3. Say something good about the person who would take up the position that has been made

vacant. This is important if (s) he will benefit from the loyalty of the friends of the one

who is leaving.

4. Express appreciation for the knowledge, professionalism, friendship, care, support, long

services, selflessness and indeed any other positive character that has been demonstrated

over the persons work life.

5. Recall very good moments that lots of those present can relate to or will applaud.

6. Conclude with the best wishes for the person and end on a good note. Make your ending

humorous if you can.

Don’ts of farewell messages

1. Farewell messages are usually not very formal

2. Farewell messages must not be too detailed. E.g. they must not explain reasons for

transfer, promotions.

3. Farewells are times of mixed feelings. In as much as you are happy that the person is

moving to higher, greater or different heights, it is also a time to realize that the person is

not going to be physically present with you. Though a sad mood, farewells must not elicit

tears.

4. Farewells must not dwell on the negatives of the person whose day it is.
5. Farewells must not be too long else they become boring.

PROPOSING A TOAST

It is a part of social functions for one to be called to propose a toast. These normally are part

of the programme when there is a send-off party, the achievement of a remarkable success,

the welcome of a major staff and more. The procedure for proposing a toast is as follows;

1. Introduction

 Make sure that everyone has a full glass Remember that not everyone takes

alcoholic beverages so it could be a glass of juice or anything else.

 Stand in some prominent place and get people’s attention

 Hold your glass in front of you, a little above waist level

 Introduce yourself briefly.

 Say something about why you have gathered

 Keep these introductory remarks brief. Not up to two minutes.

The introductory remarks must be appropriate for the mood and straight to the point.

2. The wish

Raise your glass to the eye level and make a wish for the future of the person being

celebrated. You are advised to use the term “may”. Your wish must be in line with the

event, appropriate

3. The toast

 Avoid making jokes during a toast

 Keep your toast short

  Don’t establish eye contact with the person you are toasting until the point where

you ask them to join you.

INVITATIONS

In business practice, there may be the need to extend an invitation to a host of people to attend

events. These events may range from meetings to send off parties. Whatever the occasion,

invitation must satisfy laid down requirements.

ELEMENTS OF INVITATION

1. Name of host

2. Name of guest

3. Purpose of meeting/event

4. Role of guest if applicable

5. Attire for the occasion

6. Timing (start and close)

7. Venue for the event if possible with a map

8. Need for confirmation / reservation.

9. Name and telephone number for enquiries.

10. Other guests to be accommodated

Usually, invitations are designed and sent out to invitees to enable attendees prepare to attend

the occasion. Commonly, invitations are extended for;

1. Farewells

2. Send-offs

3. Launching events
 4. Welcome

5. Coronations

6. Special visits by VIPs

7. End of year gatherings etc.

When sending invitations, ensure that the;

1. Letter/card is carefully and properly designed or typed out without errors

2. name, address and designation of guests are checked for errors

3. Invitation is sent out ahead of time to allow your guests plan their attendance

4. Invitation is followed up to ensure that it has been delivered to the appropriate

person/persons.

PLAYING HOST/FACILITATOR

Both formal and informal functions require the role of a host or a facilitator for that matter. This

person in other jurisdictions, is called the Master of the Ceremony.

In as much as there are trained people for this function, organizations may want to engage this

person from amongst the staff. The reasons for this are numerous. They include the fact that they

may want to;

1. avoid payment of facilitation fees which may be substantial

2. make the event an “all staff’ affair

3. Go by the norms of the organization best understood by their members. etc.

FACTORS TO NOTE IN PREPARATION TO PLAY HOST/FACILITATOR

1. Liaise with organizers and understanding of how they expect you to play your role

2. Find out who your audience are and work your commentary to suit them.

3. Research and obtain relevant information ahead of time about the function

4. Prepare your list of profiles for key attendees

5. Plan your outfit to be consistent with the ceremony

6. Plan your jokes and ensure that they don’t touch on the sensitivities of your guests.

7. Keep in touch with key persons to obtain updates and changes of the event.

8. Free yourself from other commitments for the occasion day

9. Get familiar with the venue prior to the time

10. Rehearse your role over and over