Ques : Describe briefly all the traditional model of business communication with special reference: ABC MODEL MEHRABIAN

AN MODEL

Business communication is a tool that allows you to improve the performance of your employees, it allows you to improve the performance of the teams within your company, and it allows you to improve the performance of your entire organization, all with the common purpose to execute the organizations strategy, reach its vision, and fulfill its mission. There are two types of business communication in an organization: 1. Internal Communication 2. External Communication Internal Communication Communication within an organization is called Internal Communication. It includes all communication within an organization. It may be informal or a formal function or department providing communication in various forms to employees. Effective internal communication is a vital mean of addressing organizational concerns. Good communication may help to increase job satisfaction, safety, productivity, and profits and decrease grievances and turnover. Under Internal Business Communication types there come; a) Upward Communication b) Downward Communication

c) Horizontal/Literal communication a) Upward Communication Upward communication is the flow of information from subordinates to superiors, or from employees to management. Without upward communication, management works in a vacuum, not knowing if messages have been received properly, or if other problems exist in the organization. By definition, communication is a two-way affair. Yet for effective two-way organizational communication to occur, it must begin from the bottom. Upward Communication is a mean for staff to:
o o o o o

Exchange information Offer ideas Express enthusiasm Achieve job satisfaction Provide feedback

b) Downward Communication

Information flowing from the top of the organizational management hierarchy and telling people in the organization what is important (mission) and what is valued (policies). Downward communication generally provides enabling information which allows a subordinate to do something. e.g.: Instructions on how to do a task. Downward communication comes after upward communications have been successfully established. This type of communication is needed in an organization to:
o o o o o o o o o

Transmit vital information Give instructions Encourage 2-way discussion Announce decisions Seek cooperation Provide motivation Boost morale Increase efficiency Obtain feedback

Both Downward & Upward Communications are collectively called Vertical Communication

c) Horizontal/Literal communication Horizontal communication normally involves coordinating information, and allows people with the same or similar rank in an organization to cooperate or collaborate. Communication among employees at the same level is crucial for the accomplishment of work.Horizontal Communication is essential for:
o o o o o

Solving problems Accomplishing tasks Improving teamwork Building goodwill Boosting efficiency

External Communication

Communication with people outside the company is called external communication. Supervisors communicate with sources outside the organization, such as vendors and customers.

It leads to better;
o o o o

Sales volume Public credibility Operational efficiency Company profits

It should improve
o o o

Overall performancee Public goodwill Corporate image

Ultimately, it helps to achieve

o o

Organizational goals Customer satisfaction

Classical Communication Models

Aristotles definition of rhetoric. Ehninger, Gronbeck and Monroe: One of the earliest definitions of communication came from the Greek philosopherteacher Aristotle (384-322 B.C.). Rhetoric is the faculty of observing in any given case the available means of persuasion (Rhetoric 1335b). Aristotles speaker-centered model received perhaps its fullest development in the hands of Roman educator Quintilian (ca. 35-95 A.D.), whose Institutio Oratoria was filled with advice on the full training of a good speakerstatesman.

Aristotles model of proof. Kinnevay also sees a model of communication in Aristotles description of proof: Logos, inheres in the content or the message itself Pathos, inheres in the audience Ethos, inheres in the speaker

Early Linear Models The Shannon-Weaver Mathematical Model, 1949

Strengths Mortensen: As a heuristic device, the helix is interesting not so much for what it says as for what it permits to be said. Hence, it exemplifies a point made earlier: It is important to approach models in a spirit of speculation and intellectual play.

MEHRABIAN MODEL: Professor Albert Mehrabian has pioneered the understanding of communication since 1960. The model is particularly useful in illustrating the importance of factors other than words alone when trying to convey meaning as a speaker or interpret meaning as the listener, but care needs to be taken in considering the context of the communication: style, expression, tone, facial expression and body language in this model did indeed account for 93% of the meaning inferred by the people in the study.

The model: 7% of meaning is in the words that are spoken. 38% of meaning is paralinguistic. (the way that the words are said) 55% of meaning is in facial expression Characteristics: This model above has become one of most widely referenced statistics in communication. The theory is particularly useful in explaining the importance of meaning, as distinct from words. It is helpful in explaining importance of careful an appropriate communication Limitations: Using the Mehrabian percentages is not areliable model to overlay onto all communications scenarios. It is not reliable in telephone and written communication. Some time 100% meaning is in words. e.g. no smokin A-B-C COMMUNICATION MODEL: There may be some people in this world who are just "natural-born communicators" for behaviour change. I have not met more than one or two. But I suspect even they have their own systems and methods for bringing about behaviour change - some conscious and some unconscious. The rest of us need a system to use in our conscious effort to develop more effective communications. One such system is being organized by Development Communications Consultants, Inc. (drawing on the work of many authors, especially Robert F. Mager). Originally, the system was used in the private sector in the United States. It has since been applied and modified in communications projects at the Nutrition Center of the Philippines, and later applied in a pilot project at the Institute of Nutrition in Thailand. This report presents an overview of part 1 of the system.

It is called the "A-B-C Model for Developing Communications to Change Behaviour". It is useful to name the steps in the model in an alphabetical sequence so that they are easier to remember - it just so happened it could be done that way. The sequence of steps is not meant to indicate a strict sequential process, but rather a matter of sequential emphasis many parts of the model overlap and interact with each other and there are several feedback loops.

APPLYING THE A-B-C MODEL Here is how the model works. You have an idea, or a mandate, to develop some form of communication to change behaviour. This means that you already know, in general, what change you want to bring about and who your audience probably will be. Next, you generally need to know more about your audience and to become much more specific about what you want to enable them to do. Although both processes go on together, initially the greater need is usually for more information about the audience. Before you define exactly what you want the audience to do in the future, you usually need to know exactly what they are already doing, and why they are doing it, as well as why they are not doing what it is you want them to do. In that way you will be less likely to try to change something that may work, or neglect to try to change something that will be an obstacle.

Ques : Describe Murphys law of communication through suitable corporate case study? For most of the educated person, Murphys Law is the fundamental law of the universe. It says anything that can go wrong will go wrong. There is an important but often neglected corollary. Many things that cant go wrong will go wrong anyhow. If u give people what they want first, they are likely to accept anything else you want them to have. If u give them what u want first chances are they want accept anything at all in short in a text or a speech if you quickly and seriously engage the audience in forest, any segment missteps later on will be muted if not completely counteracted. There is of coarse nothing new in this idea. It is just another way of saying that for best effects you should write or speak starting from your audience point of view. Nevertheless this law was revolutionary because its new formulation focuses attention on this fundamental principle of persuasive communication as never before. Applying the principle implies that u know the audience point of view. If you are inclined to think this is virtually impossible because point of view can change so very much from subject to subject and audience to audience. You would be making a serious mistake. In short, your first job, even before decreasing what u wan to say, is to determine what your audience wants to hear. In other words, give them what they want first i.e. a positive answer to this universal question. If you then continue positively answering it, your audience will follow you almost everywhere.

EXAMPLES OF MURPHYS LAW The worst pupil in any class will be the governors son. Uniform comes only in two sizes, too large or too small. Vital documents that were posted with no errors will develop error in the mail. The other queue always moves faster. In order to get a bank loan, you must prove that you dont need the money.

PREVENTING MURPHYS LAW Things fall apart. Expect It. Plan for it. A bunch of smart people are trying to figure out what "happened" at Toyota. The following story is starting to emerge: Once upon a time there was a car manufacturer known for its reliable and innovative products. After years of being held as an exemplar of cultural alignment and production efficiency, the perfect storm of rapid growth, communication breakdowns, and inadequate oversight resulted in a series of product defects that has caused deaths and put many consumers at risk. Is this the complete story? Not even close. The complete story is too complex to be summarized in simplistic sound bites. But stories make us feel better. If we can explain it, we can fix it. The reality is often too complex to be "fixed." Simplistic analysis of complex matters serves up a false sense of security that makes us believe we can create perfect systems. Success in business, and in life, isn't about eliminating risks, it's about managing them. In spite of your best efforts, Murphy's Law will rule and stuff is going to hit the fan. The leader's job, in a world that is never simple or predictable, is to build safety nets so that when problems occur, they can be quickly reported and dealt with. Anticipating problems is the only prudent course in a world where every company has data issues, buggy software, and security incidents. One of the fundamental risk management principles in IT and other engineering disciplines is the controls review. This process identifies potential exposures (for example, Toyota's acceleration problems) and what can be done to rapidly identify, report, and resolve them. In coping with daily pressures, controls reviews often go by the

wayside. As a result, many potential unintended consequences remain unanticipated and uncontrolled. Leaders understand that their companies are living a precarious existence. Almost twothirds of C-level executives are convinced that their organizations are at risk from information- and technology-based disruption. As these leaders witness the Toyota story unfold, they are experiencing a strange set of emotions: relief naturally combined with anxiety knowing that their company may be next in line. In the real world, bad things happen to good companies. Be sure, in every change you make, after you have designed what should happen, to take the same amount of time to plan for the unintended disruptions that, you hope, will never come to fruition.

Ques : Explain the concept of filter and the elements of filter? Why two filter are not alike (through a case study)? COMMUNICATION FILTERS As a communication skills speaker, trainer and author, I ask you on a similar note: When is the last time you changed your personal filter?Some of us, I dare say, have so much guck in ours that we can barely hear, much less listen! Good communication occurs only when others receive our message in the manner in which we intended it to be. Responsibility rests with both parties. Lets look at how we as hearers can block the process.

5 types of filters: 1. Distractions.

2. Emotional states. 3. Beliefs and expectations. 4. Differences in style. 5. Self-protection.

Distractions:

When you say something to your partner do you have his/her attention? External things like noisy kids, a hearing problem, or background noise can be a problem. Internal factors are such things as preoccupation, feeling tired, planning what else is to be done that day, etc. Make it easier to pay attention to your partner. Ask for their attention.

Emotional states:

Moods greatly affect communication. Studies have shown that we tend to give people more benefit of the doubt when were in a good mood and less when were in a bad mood. When were in a bad mood we are more likely to perceive whatever our partner says or does more negatively no matter how positive he/she is trying to be. Dont use a filter such as a bad mood as a reason to treat your partner badly. Talking about how you feel may be the best first step in starting a conversation, especially if is about important matters.

Beliefs and expectations:

Many studies have shown that we tend to see what we expect to see in others and in situations. It takes humility to recognize and admit that you do this. It has been shown that expectations not only affect what we perceive but can

influence the actual behavior of those around us. For example, if you believe that someone is an extrovert, he is more likely to sound like an extrovert when talking with you, even if that person is normally introverted. We pull behavior from others consistent with what we expect.

This is one reason why old habits and feelings and patterns of communication come back with full force during holidays when we are with the family we grew up in.

We can easily get into mind reading, thinking that we know what someone else means or wants.

Differences in style:

One person may be more expressive and one more reserved. Styles are determined by many influences including culture, gender, and upbringing. For example, in one family it may be very normal to raise ones voice when making a point and in another raising ones voice was never done. When people from these two varied backgrounds marry, for one to raise his/her voice may be perceived by the other as threatening.

In other families there may have been many conversations going on at once around the dinner table while in other families to talk while someone else is talking is considered rude.

All families develop spoken as well as unspoken rules for conversing, caring, making decisions, and otherwise relating to each other. The key is to become aware of the unspoken and therefore assumed rules that you have grown up with and learn to adapt them to living in your current family.

Self-protection:

This filter comes from the fear of rejection we struggle with in marriage. Fear is the big enemy of secure and warm attachment. It will stop us from saying what we truly feel or want. Even simple statements such as, Would you like to go see that new movie? can reflect a fear of rejection. Instead of saying it directly, I want to go see that new movie; want to go? we often hide our desire because

speaking of it reveals more of who we are and increases the risk of rejection.

Movies may not matter so much as do feelings, desires, expectations. Think about your filters and how they may distort your communication. Reflect on what you could do or have done to derail hurt and move toward your partner.

Case Study on Communication filter There are several challenges in communication that take place in daily life. If we identify the challenges we can eliminate and ensure better understanding among the individuals. We shall take a case study on communication that helps in averting any misunderstanding among the people. Ken worked in a research department for a year as a researcher and he was laid off as the entire department was closed due to recession. He decided to meet the CEO for a possible outplacement as the organization had several other departments to accommodate him. However the secretary of the CEO, Diana did not permit Ken to meet by saying that CEO was busy. Ken returned without meeting the CEO. He got better employment opportunity elsewhere and joined. Harry, being a researcher, wrote an article for an international journal while working in the research department. It was published after 9 months and received complimentary copies from the publisher. Therefore, Harry wanted to share the successful publication with his former CEO and went to meet him to gift the book as a complimentary copy. Below was the conversation Ken had with the secretary of the CEO. Harry: I would appreciate if you could arrange an appointment with CEO. I want.. (Secretary interrupted) Secretary: Why did you come? We had already handed over your resume to Jim for outplacement. You may go now. Harry: I did not come for employment opportunity. Dont assume that people would come

here for employment only. I have come to gift a complimentary copy where my article featured in international journal. The CEO would be glad to share the success. Secretary: No, No, the CEO sees everything and knows everything as every article publication is known to him. Harry: It is not departmental journal. It is a prestigious journal globally and I want to inform him and gift the book. Secretary: You will not get appointment. The CEO is busy said firmly. Harry: I anticipated that CEO would be busy and I have already written the details of my name over the complimentary copy. Secretary: Okay, leave it and go. (She said impolitely and started looking here and there) Harry handed over the complimentary copy to Secretary. Harry: Fine, please hand over to CEO. I am leaving the place. However, I will send an email to CEO about my coming physically to gift the book. (Secretary probably worried as the Harry had already mentally prepared to send the email and keep the CEO informed. If Secretary had any intention to skip handing over the complimentary copy, CEO will know as Ken would send mail.) Harry handed over the complimentary copy to Secretary and departed the office. He sent an email to his ex-CEO about his coming and he could not meet as the latter was busy with his schedules.After 5 hours, the Secretary telephoned Ken and said firmly, CEO told to return the book to you. You come and take the book back. Harry replied, It is the complimentary copy meant for the CEO only. Secretary insisted to take back the book immediately. Harry told Secretary to courier and he was about to

give his address. Secretary interrupted Harrys conversation and replied, No we dont send you through courier. You have to come and take. Harry responded politely, Right now, I am far away from that place. When I come to that area I would take back the book. The very next day, Harry received email from his ex-CEO congratulating Harry for the publication and thanked for coming all the way to gift the book. Ken felt excited that his ex-CEO was pleased with publication. Ques : Explain ambiguity with suitable example and code switching with suitable example? Ambiguity is a condition where information can be understood or interpreted in more than one way and is distinct from vagueness, which is a statement about the lack of precision contained or available in the information. Context may play a role in resolving ambiguity. For example the same piece of information may be ambiguous in one context and unambiguous in another. An ambiguity, in ordinary speech, means something very pronounced, and as a rule witty or deceitful. I propose to use the word in an extended sense: any verbal nuance, however slight, which gives room for alternative reactions to the same piece of language. We call it ambiguous, I think, when we recognize that there could be a puzzle as to what the author meant, in that alternative views might be taken without sheer misreading. If a pun is quite obvious it would not be called ambiguous, because there is no room for puzzling. But if an irony is calculated to deceive a section of its readers, I think it would ordinarily be called ambiguous." Code-switching is a linguistics term denoting the concurrent use of more than one language, or language variety, in conversation. Multilinguals - people who speak more than one language - sometimes use elements of multiple languages in conversing

with each other. Thus, code-switching is thesyntactically and phonologically appropriate use of more than one linguistic variety. Code-switching is distinct from other language translation contact phenomena, (calques), such

as borrowing, pidgins and creoles, loan

and language

transfer (language interference). Speakers form and establish a pidgin language when two or more speakers who do not speak a common language form an intermediate, third language. On the other hand, speakers practice code-switching when they are each fluent in both languages. Code mixing is a thematically related term, but the usage of the terms code-switching and code-mixing varies. Some scholars use either term to denote the same practice, while others apply code-mixing to denote the formal linguistic properties of said language-contact phenomena, and code-switching to denote the actual, spoken usages by multilingual persons. code-switching relates to, and sometimes indexes social-group membership in bilingual and multilingual communities. Some sociolinguists describe the relationships between code-switching behaviours and class, ethnicity, and other social positions.[7] In addition, scholars in interactional linguistics and conversation analysis have studied codeswitching as a means of structuring talk in interaction. [8] Analyst Peter Auer suggests that code-switching does not simply reflect social situations, but that it is a means to create social situations. efers to alternating between one or more languages or dialects. It also occurs within a particular language. We use different forms of expression depending on the person we are speaking to and where we are speaking to that person. There are different degrees of formality and informality. Would you say that the idea of code-switching exists in your first language? If so, would you consider yourself to be a "code switcher?? Many times in English there is more than one way of pronouncing. Some people whose first language is English decide how they are going to speak by the context within which they are speaking. What they take into consideration is the degree of formality or informality in a particular circumstance. People don't make too much of a conscious decision about this. It more or less just happens. Some people don't often use informal or

colloquial forms of pronunciation; however, they are prevalent within the English language amongst people from all walks of life and backgrounds. Understanding informal and colloquial pronunciation as compared to more careful, formal and "standard? English pronunciation is part of obtaining a better understanding and awareness of the English language. As an English language learner, you need not feel obliged to speak using informal and colloquial pronunciation, but understanding this form of pronunciation better might help you to hear and comprehend English sounds better. EXAMPLE OF CODE SWITCHING Spanish and English Researcher Ana Celia Zentella offers this example from her work with Puerto Rican Spanish-English bilingual speakers in New York City.[26] In this example, Marta and her younger sister, Lolita, speak Spanish and English with Zentella (ACZ) outside of their apartment building. Lolita: Oh, I could stay with Ana? Marta: but you could ask papi and mami to see if you could come down. Lolita: OK. Marta: Ana, if I leave her here would you send her upstairs when you leave? ACZ: Ill tell you exactly when I have to leave, at ten oclock. Y son las nueve y cuarto. ("And its nine fifteen.") Marta: Lolita, te voy a dejar con Ana. ("Im going to leave you with Ana.") Thank you, Ana. Zentella explains that the children of the predominantly Puerto Rican neighbourhood speak both English and Spanish: "Within the childrens network, English predominated, but code-switching from English to Spanish occurred once every three minutes, on average."[26] Hopi and Tewa Researcher Paul Kroskrity offers the following example of codeswitching by of three elder Arizona Tewa men, who are trilingual in Tewa, Hopi, and English.[27] They are discussing the selection of a site for a new high school in the eastern Hopi Reservation:

Speaker A [in Hopi]: Tututqaykit qanaanawakna. ("Schools were not wanted.") Speaker B [in Tewa]: Wdtknkegenaadi imb akhonidi. ("They didnt want a school on their land.") Speaker C [in Tewa]: Naemb eeyae nelemo dbtmm kay wdimu::di. ("Its better if our children go to school right here, rather than far away.") In their two-hour conversation, the three men primarily spoke Tewa; however, when Speaker A addresses the Hopi Reservation as a whole, he code-switches to Hopi. His speaking Hopi when talking of Hopi-related matters is a conversational norm in the Arizona Tewa speech community. Kroskrity reports that these Arizona Tewa men, who culturally identify themselves as Hopi and Tewa, use the different languages to linguistically construct and maintain their discrete ethnic identities.

BUSINESS COMMUNICATION ASSIGNMENT

SUBMITTED TO Smritha Sinha

SUBMITTED BY Avnish Pahwa MBA (M&S) D-28

E.NO. A0102210203