Video

PUBLIC SPEAKING AND PRESENTATION

SKILLS

CHAPTER – SOFT SKILLS FOR EFFECTIVE

INTERPERSONAL COMMUNICATION
SUBJECT – FOUNDATION COURCE - III
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PUBLIC SPEAKING AND PRESENTATION SKILLS Video

• Public speaking is the process of speaking to a group of

people in a structured manner. The purpose is to inform, or to
influence the listeners. It is closely related to ‘presentation’.
• One major difference between public speaking and
presentation is that public speaking may be non-commercial and
addressed to a audience.
• Presentation may have commercial angle to influence the
audience to accept a business proposal or some other offer, and
it may addressed to a smaller audience.
 GUIDELINES TO IMPROVE PUBLIC SPEAKING
AND PRESENTATION SKILLS
• Structure the talk
• Time Management
• Analyse the Audience
• Research
• Seek Volunteers
• Gestures
• Incorporate Humour
• Voice
• Enthusiasm
• Facial Expression
• Act and Speak Ethically
• Complement words with Visuals
• Eye Contact
• Seek Feedback
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SPEAKING AND PRESENTATION SKILLS
• Structure the talk: Think of your presentation as a story. Start
or begin with a quotation, short incident/story which is relevant
to the topic.
•The body of your presentation should be equally strong.
•Close your presentation with effective comments or critical
evaluation.
• Time Management: Maybe you have 5 minutes. Maybe you
have 50 minutes. Either way, customize your presentation to fit
the time alloted. Respect your audience by not going over time.
At the same time, the talk must be specific and to the point
• Analyze the Audience: The speaker needs to analyze the
audience in terms of: Size and composition, Probable audience
reaction, Level of Audience Understanding, Audience Relation
with the speaker.
•
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• Research Seek Volunteers: Good speaker stick to what they

know. Great speakers research what they need to convey their
message. Try your best to provide your listeners with new
information or put a new interpretation on existing information.
Get facts and figures to support your presentation.
• Seek Volunteers: You make seek volunteers from the audience
to present a case or to express their feelings or comments on
certain aspects of the talk. At times, the volunteers may create a
better on the audience with their views or expressions.
• Gestures: Gestures should complement your words in
harmony. For instance, if you are saying, a little fellow shouted at
you, show the audience, the size of little fellow with your hand
gestures. Appropriate gestures add impact to your presentation.
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SKILLS
• Incorporate Humour: Almost all of us enjoy humour. You need to
incorporate humour in your talk wherever and whenever relevant.
Therefore, the context and the timing of humour are relevant. However,
you should avoid cheap humour. Even Shakespeare used humour in the
middle of the tragedies. He wrote, “humour is a powerful and effective
tool that gives the audience’s mind a chance to breath in the face of
heavy material.” Humour is also much more likely to make your
information more memorable. You can show funny visuals, tell funny
incidents, or juggle with words. Make sure your humour relates to the
point you are trying to make and you will be much more successful.
• Voice: It is most important element of your presentation. You should
speak with confident voice:
• The volume of the voice may be low, medium or high depending on the
situation.
• The pitch of the voice, i.e, the intensity of the voice must be appropriate.
• You should use vocal variety depending on the importance of certain
elements of youe presentation.
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Presentation Skills
• Enthusiasm: You should be happy to make your presentation, rather
than behave as if you are forced to do so. If you do not show
enthusiasm, the audience will not listen with enthusiasm and they
may even lose interest in your talk.
• Facial Expression: Human faces are capable of wide range of
expressions and emotions. A smile on the face indicates cheerfulness,
a sarcastic smile may indicate disinterest or disagreement, a frown
may denote upset or worry, etc. As far as possible, the speaker needs
to be cheerful to make the presentation more effective.
• Act and Speak Ethically: Avoid criticizing your competitors. Do not
make fun of other speakers, if any. Also, do not make fun of any
member of the audience. Avoid giving unethical advice to the
audience.
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• Complement words with Visuals: Visual aids should aid the message,
they should not be the message. Do not over use the visuals.
Audience must lose concentration on your presentation.
• Eye Contact: The eye contact is vital in public speaking or
presentation. Looking at someone directly in the eye suggests
openness, and confidence. When you are speaking to a group, you
should avoid gazing on one or two persons, but you should look at
everyone in the room to let everyone feel involved.
• Seek Feedback: Always try to seek feedback from as many people
you can. Encourage the audience to ask questions and respond
effectively. No speaker is perfect. Aims for continuous improvement,
and understand that the best way to improve is to solicit candid
feedback from the audience.
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Barriers to Effective Communication Video

• One of the main problems in business organization is the

problems or barriers to communication. The barriers may be
due to any of the components of the communication process-
the sender, the receiver, the medium and the environment.
The various barriers to communicate are broadly divided
into five groups as listed below:
• Physical Barriers or Environmental Barriers
• Semantic or Language Barriers
• Personal or Socio-psychological barriers
• Cross- cultural Barriers
• Organizational Barriers
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Barriers to Effective Communication Video

Physical

Organizati
Semantic
onal

Socio-
Cross
psycholog
cultural
ical
 PHYSICAL OR ENVIRONMENTAL BARRIERS

• Noise
• Defects in Communication System
• Time and Distance
• Wrong Selection of Medium
• Temperature and Humidity
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• Noise: It is any factor that confuses, disturbs, diminishes or

interferes with communication. The noise can originate with the
sender, the transmission, or the receiver. For example:
• Encoding may be defective because of use of ambiguous words.
• Transmission may be interrupted by electrical discharges in the
atmosphere that interferes with radio, TV, or telephonic messages.
• Decoding may be defective because the wrong meaning may be
attached to symbols or words.
• A disturbance or noise in the environment(noise of machines,
traffic noise etc).
• Defects in Communication System: There can be defect in the
address system, which hinders the clarity of communication, or
there can be failure of electricity because of which address system
becomes inoperative.
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• Time and Distance: There can be a communication gap between two persons
working in two different shifts or at two different places. This is possible
especially when proper media of communication such as telephone facility is
not available to the two persons to communicate even when they desire to
communicate.
• Wrong Selection of Medium: The receiver of the message may not be familiar
with the use of medium. For instance, workers in a factory may not be familiar
with the use of charts or maps, and as such they may not understand the
communication conveyed through such visual aids, unless they are taught to do
so.
• Temperature and Humidity: A high temperature and humidity can cause
environmental stress on the part of both the sender and receiver of the
message. For instance, a lecturer may not be able to communicate or lecture
effectively to the students when there is high temperature and humidity and
the students also may find it difficult to listen effectively.
 SEMANTIC OR LANGUAGE BARRIERS
• Misinterpretation of words
• Difference on Language
• Use of Jargon
• By- passed instructions
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SEMANTIC OR LANGUAGE BARRIERS Video

• Misinterpretation of words: There are number of words that can be

interpreted differently by different persons. For instance, words like ‘
cheap, run, baby, sex, love, value, memo, taste and so on can be
interpreted with different meanings by different persons at different
times and at different places. Therefore, the sender must be in a
position to use simple and clear words that can have the intended
meaning to the receiver.
• Difference on Language: Different languages may have different
meanings to the same word. For instance, the English word’more’
can have a different meaning in Tamil language i.e. curd. For
instance, the headline in an advertisement” Come Alive
with….Freshness was translated in Japanese language, which
brought out the meaning as ‘Come out of grave’.
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Semantic or Language Barriers Video

• Use of Jargon: Jargon refers to specialized or technical

language, which is limited to a group of person doing the same
work or profession. The use of jargon may confuse the receiver
of the message if he/she is not familiar with such jargon.
Therefore, if jargon is used, the sender must clarify its meaning
or may avoid using jargons.
• By- passed instructions: By passed instructions take place
when a person or a group attribute different meaning to a word
or a phrase used by some other person or a group. For instance,
a subordinate may attribute a different meaning to a particular
word or sentence used by the superior, and as such there can
be miscommunication between the two.
 PERSONAL OR SOCIO-PSYCHOLOGICAL
BARRIERS
• Different Perceptions
• Closed mind
• Poor Retention
• The Helo and Horn Effects
• Emotions
• Slanting
• Filtering
• Wrong Assumption
• Impatience
• Rambling
• Unsolicited Communication
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BARRIERS
• Different Perceptions: People have different perceptions, which can
act as a barrier in communication. For instance, a student may sit in
the classroom in a relaxed manner, which may be perceived by the
teacher differently. The different perceptions occur due to level of
confidence, relations between the sender and receiver of the
message, past experience, etc.
• Closed Mind: There are some people who think and believe that
they know everything about a particular topic or subject and as
such will close their mind to the topic being discussed, even though
some new facts may be discussed. Closed mind can be a great
barrier in communication.
• Poor Retention: Quite often, a good amount of oral instructions are
not retained. Therefore, there is a need to have written
communication, especially in the case of important and urgent
matters.
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BARRIERS
• The Halo & Horn Effects: Halo effect refers to spender or glory
bestowed on a famous or revered person. Horn effect is the
opposite of halo effect. If the listener has halo effect towards the
speaker, then he trusts the speaker and everything the speaker
says appears true and vice-versa.
• Emotions: If the sender is angry, worried or excited, then his
thinking process will affected and he will not be in a position to
organize the message properly. Emotional disturbances also affect
the receiver of the message and he may not pay proper attention
to the message or he may not understand the message properly.
• Slanting: Slant means to distort in writing or telling. He may colour
the message as per his own interpretation and prejudice. For
instance, in a firm, the top management informed the superiors to
tell the workers that ‘lunch breaks to be strictly adhered to.’ The
message was slanted or distorted, as ‘workers should eat to their
full satisfaction.’
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BARRIERS
• Filtering: In this case the sender of the message manipulates
information in such a way that it appears more favourably to the
receiver. Due to filtering, the receiver does not get objective or
proper information. For instance, a subordinate when reporting to
his superior may hold back some unfavourable information and
convey only favourable information, which he thinks the boss may
like to her.
• Wrong Assumptions: There are chances that the assumption made
by the sender may be different from that of the receiver. For
instance, a person may make an assumption of another to be lazy
because he does not shave regularly. This may not be the right
assumption.
• Impatience: The listener may react instantly even before the
communication is completed. To avoid this barrier, the only
alternative is to have patience both with the sender as well as with
the receiver of the message.
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BARRIERS
• Rambling: It refers to talk or write aimlessly, without
connection of ideas. If the message is not planned properly,
then there can be rambling on the part of the sender.
Rambling can occur in the receiver of the message when his
mind gets distracted.
• Unsolicited communication: Unsolicited communication has
to face greater barriers than solicited communication. For
instance, a person may not pay attention to the advice given
when not called for. However, if advice is sought, then he may
pay attention to what is being advised. This means people are
unresponsive to communication if it is unsolicited.
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CROSS – CULTURAL BARRIERS Video

• Culture refers to ideas, customs, skills, arts, rituals,

ceremonies, etc, of a people or a group that are transferred or
passed along from one generation to another. In India, there
are varied cultures. Again, there can be cultural differences
across the countries. Words, symbols, actions, colors, etc, may
have different meanings in different cultures. Some of the
cultural barriers are as follows:
• Colours
• Body language
• Proxemics
• Time
• Other Cultural Barriers
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• Colours: Different cultures may attach different meanings to colour.

For instance, ‘green colour’ may signify freshness in some countries,
whereas, it may signify sickness in some other countries.
• Body language: may have different meaning indifferent parts of the
globe. For instance, nodding head sideways may mean disagreement
in some countries. A thump up is a positive sign in India, but it is a
negative gesture in Greece.
• Proxemics: It refers to the space between people. In some cultures,
close distance indicate warmth and friendship, whereas, in some
other cultures, it indicates just the opposite.
• Time: A person inhurry may be considered as a sign of activeness in
United States of America, but in African countries, it may be a sign of
arrogance or rudeness- where the person has no time for others.
• Other Cultural Barriers: Food serving and eating habits, dress styles,
manners etc.
 ORGANISATIONAL BARRIERS

• Status Barrier
• Lack of Planning
• Information Overload
• Goal Conflicts
• Offensive style of Communication
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Organisational Barriers Video

• Status Barrier: The status consciousness becomes a major

barrier in face-to-face communication between the superior and
the subordinate. The subordinate may feel awkward, afraid or
shy to communicate effectively with the boss, and the boss may
dictate his terms to the subordinate without properly listening to
the point of view of the subordinate.
• Information Overload: There are instances, when too much of
information can create a barrier to effective communication.
People respond to information overload in a number of ways.
• They may ignore certain information
• People may make errors in processing the information.
• People may delay processing the information
• They may filter the information
• People may totally ignore all the information or withdraw from
the task of communicating.
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• Lack of Planning: People often start communicating without proper

thinking, planning, and stating the objective of the message. A good
deal of planning is required for effective communication in business
organizations. The communicator should select the right medium,
use the right words, and communicate at the right time so as to
achieve the communication and objectives efficiently and effectively
• Goal Conflicts: Different departments or units may have their
individual goals which may conflict with that of the other
departments or units. For instance, There can be a goal conflict
between the production department and the marketing department.
• Offensive Style of Communication: The offensive style of
communication often spoils relations in the organization, and
communication often fails to achieve its objectives. Therefore,
superiors and others in an organisation must use persuasive style of
communication.
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TIPS FOR EFFECTIVE COMMUNICATION Video

• Read
• Listen Intelligently
• Clarity of purpose
• Think and plan
• Use Appropriate Language
• Select proper Media
• Be Open minded
• Obtain Feedback
• Set High Standards
• Proper Use of Body Language
• Focus on the Needs of Receiver
• Completeness of the message
• Socio-cultural Background
• ABC of Communication
 IMPORTANCE OF SELF AWARENESS
• Self awareness is a process of understanding one’s personality
traits, value systems, beliefs, natural inclinations, and
tendencies. It is the self-reflection to gain a better insight into
oneself.
• Self awareness is comprised of three specific capabilities:
• Emotional Self awareness
• Accurate Self Assessment
• Self confidence
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IMPORTANCE OF SELF AWARENESS Video

• Self awareness is a process of understanding one’s personality traits,

value systems, beliefs, natural inclinations, and tendencies. It is the self-
reflection to gain a better insight into oneself.
• Self awareness is comprised of three specific capabilities:
• Emotional Self awareness: Is the recognition of one’s own feelings or
emotions and how they affect one’s performance.
• Accurate Self Assessment: It makes a person aware of his/her abilities
and limitations. Accurate self assessment may help to correct
weaknesses/ limitations and improve strengths /abilities. Accurate Self
assessment is key to success of every ‘star performer’.
• Self confidence: It enables to have realistic perception of one’s abilities.
It is characterized by personal attributes such as assertiveness, pride,
enthusiasm, optimism, affection, independence, trust, the ability to
handle criticism and emotional maturity. A balance in self –confidence,
not too much or too little is important and directly affects one’s
opportunity to achieve success in any endeavor.
 IMPORTANCE OF SELF AWARENESS
• Empathy
• Analysis of Strengths and Weaknesses
• Tolerance
• Humility
• Likeability
• Skills Development
• Developing Intuitive Decision making Skills
• Reduces Stress
• Motivation
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• Empathy: Being able to put oneself in another person’s place, so that

one can understand how the other person feels. It does not mean to
allow others to make excuses for their actions, but that one can find a
way to understand their actions by seeing things from their perspective.
• Analysis of Strength and Weaknesses: Self awareness enables a person
to identify one’s strengths and weaknesses. Successful individuals may
often ask for feedback from others relating to one’s strengths and
weaknesses.
• Tolerance: When one knows his/her faults, it is easy to accept the faults
of others. Tolerance may help to improve relations with other people.
• Humility: Self awareness allows a person to understand that one is not
always perfect. It enables a person to be humble and polite towards
others.
• Likeability: Self awareness enables a person a person to see other
peoples viewpoints, to be open and flexible, makes the person more
attractive and likeable by others.
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• Skills Development: Self awareness reveals the gap between the current
situation and the desired future situation. This gap enables a person to
develop skills required to achieve the desired future position.
• Developing Intuitive Decision making Skills: Leaders with well developed
emotional self awareness are more effective intuitive decision makers. In
complex situation, intuitive decision makers process large amount of
sometimes unstructured and ambiguous data and they choose a course of
action based on a “gut feeling” or a sense of what they feel right”.
• Reduces Stress: A good understanding of self awareness may enable a
person to handle those activities which are more suitable to their
personality traits, value system and so on.
• Motivation: Due to self awareness one is likely to handle those jobs which
are more suitable to one’s capabilities. The higher performance may result
in higher rewards in terms of appreciation, promotion, incentives and so
on.
 IMPORTANCE OF BODY LANGUAGE
• Body language consists of various elements such as dress,
eye, contact, facial expression, gestures and posture.
• If your body language is expressing something contrary to
what your words are saying, your audience will not believe
what you are saying.
• Develop Trust
• Importance of Dress
• Importance of Eye Contact
• Importance of Facial Expression
• Importance of Gestures
• Importance of Posture
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IMPORTANCE OF BODY LANGUAGE Video

• Communication experts like Edward Hall believe that 65% of our

communication is expressed through body language and the remaining
35% is verbal. Body language consists of various elements such as
dress, eye, contact, facial expression, gestures and posture.
• If your body language is expressing something contrary to what your
words are saying, your audience will not believe what you are saying.
• Develops Trust: It is said that seeing is believing. Having powerful,
polished and positive body language makes your audience believe that
you are an authority on the subject.
• Importance of Dress: The body language of the speaker can create first
impression on the audience. Professional and polished outfit makes
the speaker look sharp, smart and confident. When making a
presentation, the speaker needs to dress appropriately to make a
memorable impact on the audience. It is said that you never get a
second chance to make a first impression.
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IMPORTANCE OF BODY LANGUAGE Video

• Importance of eye Contact: The speaker need to have meaningful eye-to-eye

connection with one person at a time. The eye contact with one person may last
a few seconds. Irrespective of the size of the audience, the speaker should make
every possible effort to eye contact with people, and not the regions of the room.
• Importance of Facial Expression: A good facial expression adds impact to the
presentation. A good smile puts the audience and the speaker at ease. A cheerful
facial expression indicates that the speaker is sincere, and supportive.
• Importance of Gestures: The gestures must go hand in hand with what the
speaker is saying. Basically, gestures enable the audience to understand more
effectively what the speaker is saying. Open handed gestures build more trust
and rapport with the audience than the close handed. The bigger the audience,
the bigger the gestures need to be in order to be visible and make an impact.
• Importance of Posture: The audience forms an opinion of the speaker, the
moment they first see the speaker. The speaker needs to stand upright with feet
hip-distance apart. The chin needs to be parallel to the floor which lengthens the
spine, thereby, making the speaker look taller. A good posture creates confidence
of the speaker in the minds of the audience.
 FORMAL COMMUNICATION
• Formal Communication : Formal communication refers to
official communication in the organization. It takes place
through formal channels. For instance, an employee of a
lower rank may not be allowed to directly communicate with
the higher authorities.. The types of formal communication
are as follows,
• Horizontal Communication
• Downward communication
• Upward communication
• Diagonal communication
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FORMAL COMMUNICATION Video

• Formal Communication : Formal communication refers to official

communication in the organization. It takes place through formal channels.
For instance, an employee of a lower rank may not be allowed to directly
communicate with the higher authorities. However, in certain urgent and
important matters, subordinates may be allowed to directly communicate
with higher authorities. The types of formal communication are as follows,
• Horizontal Communication: Communication between the departments or
persons on the same level in the organization is called as horizontal
communication. For example, the marketing department needs to interact
with the production department and other departments. The main
advantages of horizontal communication are:
• Facilitates team work
• Helps to frame plans and policies
• Enables optimum use of resources
• Enables to achieve departmental and organizational objectives
• Resolves inter departmental conflicts.
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FORMAL COMMUNICATION Video

• Downward communication: It flows from the higher

authorities to the lower levels in the organization. For
example, the top-level managers communicate to middle level
managers, and the middle level managers in turn
communicate with lower level managers, who in turn
communicate with their subordinates. The main advantages
are,
• Provides directions
• It helps to coordinate the activities
• Enables to provide clarifications on plans and policies
• Enables the subordinates to perform their activities
• Superiors can control the activities.
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FORMAL COMMUNICATION Video

• Upward communication: It involves flow of communication from lower

levels to higher levels in the organization. It involves:
• Subordinates communicating with the lower level managers
• Lower level managers communicating with the middle/higher level
managers
• Middle level managers communicating with the top level managers.
• The main advantages are:
• Obtain feedback
• Employees can forward the complaints and grievances
• Provide suggestions
• Facilitates proper planning
• The management can control the activities.
• Diagonal communication: Diagonal communication can takes place when
employees from one department communicate with superiors of another
department, or when a manager of one department communicates with
employees of another department.
 ADVANTAGES OF FORMAL COMMUNICATION
• Feedback
• Suggestions from Employees
• Clarifications
• Management-Labour Relations
• Plans and policies
• Decision making
• Responsibility
• Directions
• Control
• Training and Motivation
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COMMUNICATION
• Feedback: The management can get feedback from the employees in
respect of the plans and policies of the organization. The employees
can also provide reports on performance of the organization.
• Suggestions from Employees: Management must encourage
suggestions from the employees. Organization like Toyota
Corporation receive thousands of suggestions every year. The
management implements most of such suggestions and rewards the
employees accordingly.
• Clarifications: Through effective downward communication, the
management can clarify the plans and policies of the organization.
• Management-Labour Relations: In hard times, Management can
explain the problems faced by the organization to the employees. In
good times, the management can share the organization’s success
with the employees. Thus, timely and effective communication can
help to develop good relations with the employees.
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COMMUNICATION
• Plans and policies: The superiors may get proper information
from the subordinates in the framing of plans and policies.
After framing the plans and policies, the superiors can inform
the subordinates to implement such plans and policies.
• Decision making: Without formal communication, one cannot
make proper decisions in the organization.
• Responsibility: One cannot deny the fact of sending formal
communication, especially in the case of written
communication.
• Directions: Formal communication is required to provide
instructions and directions to the subordinates in the
organization so that they conduct their activities efficiently
and effectively.
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COMMUNICATION
• Control: The superior can communicate with the subordinate
to take proper measures to correct deviations or shortfalls in
their performance.
• Training and Motivation: Formal communication is vital for
motivating and training of employees and managers in the
organization.
 INFORMAL COMMUNICATION
• The informal communication is called grapevine.
• The grapevine may grow or move in any direction with the
support of its tendrils.
• In the same way, informal communication can move in any
direction with the support of informal groups.
• There is no line of command for informal communication.
• It can be effectively used to spread rumours in the
organization.
• Types of informal communication:
• Single Strand Chain
• Gossip Chain
• Probability
• Cluster Chain
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INFORMAL COMMUNICATION Video

• The informal communication is called grapevine. The grapevine may grow

or move in any direction with the support of its tendrils. In the same way,
informal communication can move in any direction with the support of
informal groups. There is no line of command for informal communication.
It can be effectively used to spread rumours in the organization. Types of
informal communication:
• Single Strand Chain: In this case, the information passes from one person
to another person and then to another person and so on. For instance, Mr.
A tell B, Who in turn tells C, C to D and so on.
• Gossip Chain: In this chain, one person obtains information and then
transmits to others in the organisation.
• Probability: In this case, the information is passed on random or selective
basis. For instance, Mr. A may inform other person on random basis, who
in turn may inform other persons on random basis, and so on.
• Cluster Chain: In this chain, one person informs to a few selected persons,
who in turn may pass on the information to other selected persons. Most
of the informal communication takes place through this chain.
ADVANTAGES OF INFORMAL COMMUNICATION
• Quick Transmission
• Feedback
• Supplement to Formal channels
• Promotes Team Spirit
• Informal Relations
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COMMUNICATION
• Quick Transmission: Informal communication such as rumours
spread like wild fire. It moves faster than the formal
communication.
• Feedback: This is because, such communication provides vital
feedback to the management regarding the functioning of the
organisation, including leadership styles of managers.
• Supplement to Formal channels: When certain sensitive
information cannot be transmitted through official channels,
management may pass it on through the formal channels.
• Promotes Team Spirit: Through informal communication, people
come together as a cohesive team, which can positively affect the
organisation.
• Informal Relations: The grapevine develops informal relations not
only within a department but also among the various departments
get involved in the informal communication.
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PREPARING FOR GROUP DISCUSSION Video

• Group discussion plays an important role in the selection of

candidates, especially at the managerial level.
• A topic is given for discussion. The candidates may talk for or
against the topic.
• At times, the candidates may not be divided into two groups, i.e,
there will be only one group.
• The selectors would look for various traits of the candidates
during the group discussion.
• In particular, the selectors may judge the candidates for leadership
skills, inter-personal skills, communication skills, creativity, art of
persuasion, conflicts handling ability, knowledge of the candidate
of the subject and so on. Guidelines:
 GUIDELINES FOR GROUP DISCUSSION
• Dress
• Body Language
• Seriousness
• Show Leadership Skills
• Communication Skills
• Courtesy
• Convincing Skills
• Avoid Controversial Statements
• Take down the points
• Time Management
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GUIDELINES FOR GROUP DISCUSSION Video

• Dress: Wear appropriate and comfortable dress(as in the case of interview). Formal dress
is advisable. Dress enhances the personality of candidates. It enables to make the first
impression.
• Body Language: Sit straight and be comfortable. During the discussion, your gestures
and facial expression should be appropriate. Give a genuine smile, when required.
Maintain eye contact with other participants.
• Seriousness: Take the group discussion seriously. Avoid cheap comments or humour.
• Show Leadership Skills: The leadership skills can be displayed through the following
instances: Taking the lead to speak first.
• Coordinating the discussion of the participants.
• Resolving the dispute
• Allowing others to speak
• Appreciating the view points of the participants.
• Courtesy: Show courtesy towards other participants. Use polite words – ‘thank you’,
’sorry for interruption’, ’excuse me’ and so on.
• Communication Skills: Speak at a moderate rate, neither too fast nor too slow. Speak in
a simple and clear language. Make your arguments logically. You need to be active
participants of the group. However, if one of the participants takes more time, you may
take the initiative to intervene but do so with courtesy.
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PREPARING FOR GROUP DISCUSSION Video

• Convincing Skills: The participants need to influence others by sound

reasoning, i.e, to sell one’s viewpoint to others. You need to convince as
many participants to your point of view.
• Avoid Controversial Statement: You need to avoid controversial
statements, which are politically coloured, or which are derogatory to
certain section of the participants or to certain sections of the society.
• Take down the Points: Note down the points of argument which you
have made, and also the arguments that others have raised. This may
enable you to counter argue, or to summarize the discussion at the end.
• Time Management: Every group discussion is alloted certain time may
be 15 minutes or 30 minutes. Do not overshoot the time alloted. You
may take initiative to summarize the group discussion just before the
completion of the alloted time.
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PREPARING FOR INTERVIEW Video

• Interview is a face-to-face communication between the

candidate and the interviewer. It is a two way communication
where the interviewer can obtain required information from
the candidate. The interview is beneficial to the company
because the right candidate can be selected for the right job.
• The candidate must prepare well for the interview before,
during and after the interview. The following are some the
guidelines to make interview more effective, and increasing
the chances of being selected for the job:
 Before
• Preparation
• Dress
• Certificate folder
• Reaching the interview Venue
• Concentrate and be comfortable
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Guidelines Before the Interview Video

• Preparation: Prepare well for the interview. Read as much possible on the
subject matter relating to the post. For instance, if it is a marketing job,
read as much as possible on varied aspects of marketing – product design,
pricing, promotion and distribution.
• Dress: Wear appropriate dress. Formal dress is advisable. Wear formal
well polished shoes.
• Certificates folder: Arrange the certificates of academic degrees in
chronological order. Keep a copy of bio-data.
• Reaching the Interview Venue: Reach the venue at least half an hour
before the scheduled interview time. Do not give any excuses for reaching
a bit late, if it happens.
• Concentrate and be comfortable: Concentrate on what makes you
employable than other candidates. Avoid reading anything at least half an
hour before the interview. Before entering the interview room, leave the
sundries with another waiting candidate or with the office assistant/peon.
 During
• Greetings
• Be Courteous
• Eye Contact
• Facial Expression
• Response
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GUIDELINES DURING THE INTERVIEW Video

• Greetings: Ask permission of the interview panel to enter the interview room.
Greet the interviewers. St only when the interviewer instructs to do so. Don’t
shake hands with the interviewers unless they show inclination.
• Be Courteous: Use salutations like sir/madam, and courteous words like ‘please’,
‘excuse me’, ‘thank you’, whenever required.
• Eye Contact: Eye contact must be maintained with all the interviewers and not just
one of them. Especially, eye contact is required at the time of responding the
questions. Maintain eye contact with one interviewer at a time.
• Facial Expression: Give a genuine smile. Be cool and relaxed in spite of
provocations or controversial statements, especially in the case of stress interview.
• Responses: Listen attentively to the questions. Do not do day dreaming. Listen to
all details of the questions.
• Answer in a simple and clear language
• Answer with a pause
• Do not give fake replies
• Do not argue with the interviewers and at the same time you don’t have to
necessarily agree with the interviewers. They may be testing your ability to argue,
or to be patient.
 After
• Collect your papers and certificates
• Show usual Courtesy
• Body Language
• Avoid talking to the waiting candidates
• Ask for feedback
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GUIDELINES AFTER THE INTERVIEW Video

• Collect your Papers/Certificates: Collect all relevant papers or certificates

which you handed over to the interviewers, unless the interviewers want
to retain a copy of the certificates.
• Body Language: Have a good facial expression before leaving. Give a
genuine smile. Do not extend your hand for handshake unless the
interviewers show their inclination. Walk upright. Do not look back at the
interviwers.
• Show Usual Courtesy: Thank the interviews for giving you an opportunity
of the interview. Greet the interviewers-’ Have a nice day’.
• Avoid Talking to the Waiting candidates: Avoid talking to the waiting
candidates unless they request you to do so. Do not disclose the contents
of the interview, if possible.
• Ask for Feedback: If rejected, ask politely for feedback, if it is possible. The
feedback may help you in future interviews in the same organization or
some other. At the same, review the questions and responses. This too
may help in future interviews.
 CHARACTERISTICS OF EFFECTIVE Area for
Video
LEADERSHIP
• George Terry defines” Leadership is the activity of influencing
people to strive willingly for group objectives.”
• Alford and Beatty state” Leadership is the ability to secure
desired action from a group of followers voluntarily without
the use of coercion”.
• Leadership skills refer to the capabilities of an effective leader.
The capabilities depend on the characteristics or traits of a
leader.
 CHARACTERISTICS OF EFFECTIVE LEADERSHIP
• Personality
• Human Skills
• Communication Skills
• Administration Skills
• Decision making Skills
• Conceptual Skills
• Innovative
• Initiative
• Intelligence
• Ethics and Value
• Respect and Trust
• Delegation
• Appreciation
• Handling Successes and Failures
 IMPORTANT QUALITIES/TRAITS Area for
Video
(LEADERSHIP SKILLS)
• Personality: Personality is the sum of physical, mental and social qualities.
Personality is the only characteristics of a good leader to influence the
subordinates.
• Human Skills: the human skills refer to interpersonal skills. The leaders must
understand the feelings, emotions and expectations of the subordinates.
• Communication Skills: Effective leaders are good communicators. Effective
communication in three critical areas is the key to win trust and confidence of
the subordinates: Enabling employees to understand the company’s overall
business strategy. Informing the employees regarding their contribution to
organizational objectives. Sharing information with employees regarding the
performance of the organization.
• Administrative Skills: The administrative skills are required to undertake
management functions such as planning, organizing, directing, and controlling.
• Decision making Skills: Leaders need to identify the problems. Accordingly,
alternations solutions must be listed. After analyzing the cost benefit of every
alternative solution, the leaders need to select the best solution to solve the
problem.
 CHARACTERISTICS OF EFFECTIVE Area for
Video
LEADERSHIP
• Conceptual Skills: The conceptual skills are required to visualize or analyze
problems or situations. Top level leaders need to consider long term
perspective. They need to handle difficult or complex situations.
• Innovative: A leader needs to be creative and innovative. Leaders should have
the imagination to develop new ideas or new ways to handle the activities or
situations.
• Initiative: Leaders should be in a position to do the right thing at the time
without being told by others. He should take decisions without causing delay
and inconvenience to others. He must encourage initiative in his subordinates
as well.
• Intelligence: A leader needs to be intelligent to take good decisions and to deal
with people. This would enable the leaders to take the right decisions not only
in the interest of the organization, but also in the interest of the employees.
• Ethics and Values: Being a great leader involves having great ethics and values.
If you are out to cheat and manipulate people, you will lose faith and trust of
the people. It is important for every great leader to have honesty, integrity,
compassion and courage.
 CHARACTERISTICS OF EFFECTIVE Area for
Video
LEADERSHIP
• Respect and Trust: People are naturally drawn to leaders whom they
trust and respect. To build a loyal team, the leader must be someone
who can be trusted and respected.
• Delegation: one cannot do everything. The leader needs to delegate
tasks effectively. The leader needs to know each member’s strengths
and weaknesses and delegate responsibilities accordingly. This would
make the team members feel appreciated and recognized.
• Appreciation: A great leader values each team member and makes
each team member feel valued. Praise in public and criticize in private.
• Handling Successes and Failures: It is very important that a great
leader should know how to handle each success and failure. Celebrate
the successes. At the same time, the leader should learn from the
failures. Remember- whenever there is success, attribute it to the
entire team. When the team faces a failure, accept responsibility for
the failure.
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LEADERSHIP STYLES Video

• Every manager develops a style in managing the

activities. Such styles vary from leader to leader, from
situation to situation and from organization to
organization.
• In the words of Edwin Flippo,” Leadership style is a
pattern of behavior designed to integrate
organizational and personal interest in pursuit of
some objective.”
• Autocratic Style
• Bureaucratic
• Consultative
• Participative
• Laissez Faire
• Paternalistic
• Sociocratic
• Neurocratic
• Situational
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TYPES OF LEADERSHIP STYLES Video

• Autocratic Style: An autocrat is the one who takes all decisions by

himself and expects to be obeyed by his subordinates. The
subordinates have no scope to question the superiors. The relations
between superior and subordinates are formal.
• Bureaucratic Style: This type of leadership style is more followed in
government departments. The bureaucrat takes the decision by strictly
following formalities, or rules and regulations. The subordinates are
often not consulted. The relations between superior and subordinates
are formal.
• Consultative Style: In this type, the leader consult his subordinates
before taking a decision. The leader feels that it is always advisable to
consult the subordinates. This type of leader is more open minded and
would welcome suggestions from the subordinates before making a
decision. The Superior makes the decision and is responsible for the
decision. The relations between superior and subordinates are
informal.
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• Participative: The leader not only consults the subordinates, but allows
them to take part in decision making. Both the Leader and the group
share the responsibility for making the decision. The relations are
informal.
• Laissez Style: In this style, the leader shares the problem with the
group. He acts more as a chairperson in generating and evaluating
alternatives in search of group consensus. The superior allows the
subordinates to take decision. He guide in arriving at decision. They
both share the responsibility. The relations are very informal.
• Paternalistic: This style aims at creating a family atmosphere within the
organization. The leader is respected and treated as a father figure by
the subordinates. This style is mostly followed in Japanese organization.
The leader may consult his subordinates. Mostly the leader takes the
decision and is responsible for decision making. The relations are very
homely. This type is more suitable in small organizations.
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• Sociocratic: Sociocrats attempt to run their organizations like a

social club. They believe in a warm and pleasant social
atmosphere. The superior takes a decision by keeping the interest
of the subordinates. The superior consults the subordinates for
decision making.
• Neurocratic: A neurocrat is highly task oriented and wants to get
the things done at any cost. He is highly sensitive and gets quickly
upset at failures. The leader may not consult the subordinates in
decision making. The leader is responsible for decision making.
• Situational: Now-a days, in most well managed organizations, the
managers follow situational leadership style. In other words, the
leader may be autocrat at times, consultative at times and
participative at times, depending upon the decision and the
situation.
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Video

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