Bus Comm PPT All

ADMINISTERATIVE AND
BUSINESS COMMUNICATION
CHAPTER ONE
OVERVIEW OF
COMMUNICATION
1
managers have three basic jobs:
to collect and convey information,
to make decision and
to promote interpersonal unity
Effective managers are able to use a wide variety
of media & strategies to communicate.
2
1.1 DEFINITION AND MEANING OF
COMMUNICATION
• define communication in your own words?
• some define communication as “the process of
transferring ideas from one person to another”.
• it is incorrect way of defining communication.
• Because the words transferring and from one
person to another inaccurately imply that
communication is like pouring liquid from a pot
to another pot.
3
• The Latin root of communicate is communis,
which means “to make common to many, share”
• Communication is expressing ideas and feelings
in a way that is understandable (common) to
each of them.
• Hamilton and Parker (1987), define
communication as” the process of people sharing
thoughts, ideas, and feelings with each other in
commonly understandable ways.”
4
• Bovee and Thill (2000) defined communication as
the process of sending and receiving messages.
• They distinguished communication and effective
communication.
• According to Bovee and Thill,, effective
communication occurs when individuals achieve
a shared understanding, stimulate others to take
actions, and encourage people to think in new
ways.
5
• now look back the definition you gave for
communication earlier at the beginning of this
topic and revise it again in line with the
definitions forwarded here.
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1.2 SIGNIFICANCE OF COMMUNICATION
• The success of an organization depends on
communication skills of its employees.
Researches indicate that
communication skills were rated “extremely
important” relative to other kinds of abilities.
“inability to communicate” and “poor
communication skills” were reasons for not
hiring a job applicant.
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Chapter Two: The communication Processes
2.1 ELEMENTS OF THE COMMUNICATION

PROCESS
•The process of communication involves five
elements:
sender-encoder
message
medium
receiver-decoder
feed back
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Cont……..
• Sender – Encoder and Receiver – Decoder
Influenced by,
External environment,
internal stimuli (Experiences Attitudes, skills),
perception idea decoding symbol.
• Sender: the person who transmits, spreads, or
communicates a massage.
9
Cont……..
• Sender is one who initiates the message with the
purpose of informing, persuading, influencing,
and changing the attitude, opinion, or behavior
of the receiver.
• He /she decide the communication symbols,
the channel, and the time for sending the
message.
• Ideas or Thoughts: the raw form of telling the
ideas that the sender wants to share with a
receiver by changing them to messages using
symbols.
10
Cont……..
• Encoding: is changing the raw idea from its mental
form into symbols, that is,
 patterns of words,
 gestures,
 pictorial forms or
 signs (physical or sounds) of a
 specific visual /oral language
 Message: It is the information, written, spoke or

nonverbal, which is to be sent from one person to
another.
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Cont……..
 message is organized, structured, shaped, and selective
– a product & pre- writing or pre – speaking stage.
 It exists in the mind of the sender (communicator)
 Medium: is the carrier of the message such as written
words, spoken words and gestures in the form of face-
to-face discursion.
 Channel: is the carrier of the medium like
 memo or letter for written word, air, radio, telephone,
television that carry the spoken words.
12
Cont……..
• Receiver: is the targeted audience of the message. A
receiver is any person who notices and attachés some
meaning to a message.
• Decoding: This is the act of translating symbols of
communication into their ordinary meanings;
In the best of circumstances no problem
In the confusing and imperfect world of business
several problems can occur.
13
Cont……..
• Feed back: This is the loop that connects the
receiver in the communication process with the
sender(feed back receiver).
• Help to know that communication has been
accomplished.
• It helps the communicator know if there are any
corrections or changes to be made in the
proposed action.
• Ensures the receiver has received the message
and understood it as intended by the sender
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2.2 THE PROCESS OF COMMUNICATION
Communication involves
participants (a sender & a receiver),
message to be sent.
a medium to carry the communication signals.
the environments.
communication is more than a single act it is a
chain of events that can be broken in to five phases
as:
15
Cont……..
i. The sender has an idea.
ii.The idea becomes a message.
iii.
The message is transmitted.
iv.The receiver gets the message.
v. The receiver reacts & sends feedback to the sender.
1. The Sender(encoder) Has an Idea
two things must happen before the sender wants to send a
message:
• First, an internal or external stimulus prompts you to
send a message.
• Second - requirement is sufficient motivation.
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Cont…….. Cont……..
 This stimuli may arrive • stimulus source could

in the form of be :
 letters,  a business
 memorandum, transaction,
 pencilled note,  a written question,
 electronic mail,  a meeting,
 fax,  an interview,
 telex,
 unexpected request
 even casual conversation
for a favour.
in the hallway,
17
Cont……..
Think of times when a manager asks a question,

and some of the people present were fairly sure
they knew the answer (were stimulated), but did
not respond. Why didn’t they respond?
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Cont……..
Probably because they were
not sufficiently motivated.
they saw no personal benefit in answering.
they saw greater benefit in not answering.
2) The Idea Becomes a Message
The message is the information or core idea being
transmitted.
The sender must decide how best to convey a
message to the specific receiver.
The process of putting a message into the form in
which it is to be communicated is called ‘encoding.
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ENCODING
It consists of both verbal (written or spoken) symbols & nonverbal (unspoken)
symbols.
•Whenever you compose a message, you need to consider;
what content to include,
how the receiver will interpret it,
how it may affect your relationship
To some extent, your choice of words also depends on your cultural background.
•Your choice of word should consider that you are a member of a particular club
and that you know the code,
•Example cultural and modern
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problem in formulating a message
 indecision about message content,
 lack of familiarity with the situation or the

receiver,
 emotional conflicts,
 difficulty in expressing ideas.
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1. Indecision about content
Don't try to convey everything you know about a
subject.
 your message shouldn't contains too much
information, it is difficult to absorb.
Decide what to include and what to leave out,
Decide how much detail to provide, and what order
to include.
Don’t recommend actions without first explaining
the justification.
Include only the information that is useful to the
receiver.
Organize it in a way that encourages its acceptance.
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2. Lack of familiarity with the situation or the
receiver
• Lack of familiarity with your audience is an
equally serious handicap.
 you need to know something about the
education,
age,
status, and
style of the receiver
• Ask why you are preparing the message & for
whom you are preparing it.
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3. Emotional conflicts
• This occur when sender has conflicting
emotions about the subject or the audience.
• When sender feel that his information will
disappoint the receiver.
• In business communications try to maintain
your objectivity.
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4. Difficulty of expressing ideas
This problem occur from the following causes
Lack of experience in writing or speaking
 limited vocabulary
uncertainty about questions of grammar,
punctuation, and style.
An inability to put thoughts into words can be
overcome through study & practice.
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3. The Message is Transmitted
It is physical transmission of the message from
sender to receiver.
Decide what is the appropriate channel for any
given message?
you can convey a message by
 phone,
 computer,
 face-to-face
 letter
 other medium.
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4. The Receiver (‘decoder’)Gets the Message
• Decoding is the process through which the
receiver try to interpret the exact meaning of a
message.
• Make your audience read, listen, and give
attention to your message.
• After messages received, it has to be understood
and stored in the receiver’s mind.
• problems during the reception phase often have
a physical cause.
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Problems
 Competing sights and sounds,
 an uncomfortable chair,
 poor lighting
 headache,
 irritating condition
 These problems don’t generally block
communication entirely, but they may reduce the
receiver’s concentration.
the most common barrier to reception is simply lack
of attention on the receiver’s part.
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5. The Receiver Reacts & Gives Feedback to
the Sender
• It is the final link in the communication chain.
• involves a reversal of the communication
process(receiver now becomes the sender & the
sender becomes the receiver)
• Feedback is a key element, it enables the sender to
evaluate the effectiveness of the message
• Indicate significant communication barriers.
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when the receiver of the message has made
feedback and the sender is sure that the message
has been communicated in the way intended, we
say communication has existed.
Each element of the communication process is
critical.
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2.3 BARRIERS OF
COMMUNICATION
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Cont……..
• Channel selection:.
While a properly chosen medium can add to
the effectiveness of a communication,
an unsuitable medium may act as a barrier to
it.
Discuss the medium of channel for the following
• If a salesperson is required to submit a report
• An employee desirous of expressing his regrets
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1,. Physical barriers: these include
noise, and time & distance.
a. Noise: Anything that interferes with
communication & distorts or blocks the message.
Example of noise. loud noise of machines.
illegible handwriting, smudged copies of
duplicated and jargons
b. Time & Distance:
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Cont……..
2. Semantics: refer to the different uses & meanings of
words and symbols.
Semantic barriers include:
a. Interpretations of words:
Receivers decode words & phrases in conformity with
their own network.
Different word interpretations especially, noticeable in,
bypassed instructions &
denotations,
Connotations
euphemisms.
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Cont……..
2. Semantics: refer to the different uses & meanings of
words and symbols.
Semantic barriers include:
a. Interpretations of words:
Receivers decode words & phrases in conformity with
their own network.
Different word interpretations especially, noticeable in,
bypassed instructions &
denotations,
Connotations
euphemisms.
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Cont……..
• Bypassed instructions: when the message
sender & receiver attribute different meanings
to the same words or use different words
though intending the same meaning:
“Take it to our store room and burn it”
• Denotations, Connotations, & Euphoniums:
• A statement intended as a good deed can be
distorted in to something self-serving.
• because words have both denotative and
connotative meanings,
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Cont……..
• Denotations: the denotative meaning is the
meaning on which most people will probably
agree. It often is the dictionary definition.
• Such words are , book, house, water.
• Connotations: connotative meanings arouse
qualitative judgments & personal reactions.
• Some words have favourable connotations in
some contexts but unfavourable meanings in
other instances. cheap products & cheap price.
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• cool’ members of one generation fun to be
with, while members of earlier unemotional &
insensitive.
• Euphemisms: is replacing words that might
have blunt, painful, lowly, or distasteful
connotations., innovative expressions with
which most people do not have negative
associations.
• maintenance worker or staff member instead
of janitor,
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4. Perception of reality:
The reality of an object, an event, or a person is
different to different people.
We make various abstractions inferences and
evaluation of the world around us.
A. Abstracting:
•the process of focusing on some details & omitting
others.
•Desirable – for both written and oral communications..
•You will need to select facts that are pertinent to
accomplish your purpose and to omit the rest.
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Cont……..
• Very often we yield to the “allness” fallacy.
• The allness-fallacy states that we believe that
whatever we know or say about an object or event is
all that is worth knowing or saying about it.
• B. Inferring:.
• the statements that go beyond the facts and the
conclusions based on facts are called inferences.
• They are conclusions made by reasoning from
evidences or premises.
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Cont……..
C. Making frozen evaluation:. is the tendency to
attribute characteristics of an individual on the
basis of an assessment of the group to which the
individual belongs.
5. Attitudes & Opinions: People tend to react
favourably when the message they receive agrees
with their views towards the information
1. Emotional state: a person’s ability to encode
or to decode a message, when a person is feeling
strong emotions.
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Cont……..
A, Favourable or Unfavourable information:
•rejecting,
•distorting, &
•Avoiding ways receivers react to information
they consider unfavourable.
B. Closed mind:
C. Status consciousness:
D, Credibility (trustfulness of the
communicator):
42
Cont……..
• 6. Information overload:
• refers to the condition of having too much
information to process.
43
Cont……..
2.3.1 GUIDELINES TO
OVERCOME
COMMUNICATION
BARRIERS
44
Cont……..
• There are six factors or themes that contribute
to effective communication.
• 1. Fostering an open communication climate.
• 2. Committing to ethical communication
• 3. Understanding the difficulties involved in
intercultural communication.
• 4. Adopting an audience-centred approach to
communication.
• 5. Using technology wisely and responsibly to
obtain and share information.
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Cont……..
• 6. Creating and processing messages
effectively and efficiently
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Cont……..
1. Fostering an open communication climate.
a) Modify the number of organizational levels.
b) Facilitate feedback
2. Committing to ethical communication
a) Recognize ethical choices.
b) Make ethical choices.
c) Motivate ethical choices.
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Cont……..
Organizations can foster ethical behaviour:
•by helping top managers become more sensitive
communicators
•by using ethics audits
•by rewarding ethical actions
3. Understanding the difficulties involved in
intercultural communication
4. Adopting an audience-centred approach to
communication
5. Using technology wisely and responsibly to
obtain and share information.
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Cont……..
6. Creating and processing messages effectively
and efficiently.
a)Learn about the audience.
b) Adapt the message to the audience
c) Develop and connect ideas.
d) Reduce the number of messages
e) Choose the correct channel and medium
•The choice of a communication channel and medium
depends on the:
• Message
• Audience
• Need for speed
• Situation.

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CHAPTER THREE
PRINCIPLES OF COMMUNICATION
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•Principles of communication are known as
"seven C’s,” they are
1)completeness,
2)conciseness,
3)consideration,
4)concreteness,
5)clarity,
6)courtesy and
7)correctness
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1. COMPLETENESS
• message is “complete” when it contains all
facts the reader or listener needs for the
reaction you desire.
• Completeness is necessary for several reasons:
✔bring the desired results
✔building goodwill (acceptance)
✔avert costly lawsuits (debate)
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For completeness, keep the following
guidelines-in mind
1. Answer all questions asked.
•(handle your reply with both tact and honesty)
2. Give something extra, when desirable.
3. Check for the five W’s (who, what, where,
when and why) and any other essentials.
•(Exam)
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2. CONCISENESS
❑Conciseness is saying what you have to say in the
fewest possible words without sacrificing the other
C qualities.
❑A concise message saves time and expense
❑Conciseness contributes to emphasis.
To achieve conciseness in your communication

• Eliminate wordy expressions
• Include only relevant statements
• Avoid unnecessary repetition.
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A. Eliminate wordy expressions
1. Use single – word substitutes instead of phrases with
the same meaning.
Wordy Concise
In accordance with As you requested
your request
In due course Soon
In spite of the fact that Although
2. Omit trite,(ordinary), unnecessary expressions
instead of “please find attached” (or “enclosed”),
use concise statements like “attached are,”
“enclosed is
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3. Omit “which” and “that” clauses whenever
possible.
⮚Wordy: She bought desks that are of the
executive type.
⮚Concise: She bought executive – type desks.
4. Avoid overusing “It is,” “It was,” “There is,”
“There was,” “There are,” There were” at
sentence beginnings.
⮚ Wordy: There are four rules that should be
observed.
⮚Concise: Four rules should be observed.
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5. Whenever possible, use a verb in the present
tense and active voice using present tenses.
•Wordy: The total balance due will be found on
page 2 of this report.
•Concise: The balance due is on page 2 of this
report
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B . Include only Relevant Statements
To be sure you include only relevant facts.
Observe the following suggestions:
⮚Stick to the purpose of the message.
⮚Prune (avoid) irrelevant words and rambling
(long) sentences
⮚Omit information obvious to the receiver.
⮚Avoid long introductions, unnecessary
explanation, excessive adjectives and
prepositions, gushy politeness (excessive
gratitude).
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c. Avoid Unnecessary Repetition
⮚ Use a shorter name after you have mentioned
the long one once:
• Instead of the “Arba Minch Textile Factory”,
“Arba Minch factory”,
⮚ Use pronouns or initials rather than repeating
long names:
• instead of “Ethiopian Electric Power
Corporation” “EEPCO”,
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3. CONSIDERATION
• Consideration means that you prepare every
message with the recipient in mind and try to
put your self in his/her place.
⮚ Try to visualize your readers (or listeners)-
with their desires, problems, circumstances,
emotions, and probable reactions to your
request.
⮚ This thoughtful consideration is also called
“you-attitude,”
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in all four specific ways you can indicate you are
considerate:
⮚Focus on “you” instead of “I” and “we.”
⮚Show reader benefit or interest in reader.
⮚Emphasize on positive, pleasant facts.
⮚Apply integrity & ethics.
⮚1. Focus on “you” instead of “I” and “we.”
⮚If psychologically desirable, begin with “you”
or “your,” and keep your reader in the message
(tactfully) until you finish.
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2. Show Reader Benefit or Interest in Reader
Whenever possible and true, show how your
readers will benefit from whatever the message
asks or announces.
3. Emphasize the positive, pleasant Facts
⮚Stressing what can be done instead of what
cannot be done.
⮚Focusing on words your recipient can consider
favourably.
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• Negative-Unpleasant • Positive-Pleasant
It is impossible to open As soon as your

an signature card reaches
account for you today. us, we will gladly open
an account for you.
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4. Apply Integrity & Ethics
•To apply integrity – high moral standards,
personal honour, truthfulness, & sincerity.
•Ethics, indicate the right and the wrong
behaviour.
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4. CONCRETNESS
• Communicating concretely means being specific,
definite and vivid (obvious) rather than vague and
general.
The following guidelines help you compose concrete
message.
A. Use specific facts and figures
• 10 million people in Ethiopia are in need of food
assistance than a person who tells you a lot of people
in Ethiopia are facing drought.
B. Strong verbs can activate other words.
Generally use active rather than passive verbs,
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• Passive (subject • Active (subject
receives the Action) performs the action)
 We made tests
 Tests were made by us  The supervisor will
 A full report will be send you a full report
sent to you by the (you will receive a full
supervisor report from the
 These figures are supervisor)
checked by the  The research
research department department checks
these figures
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C) Choose Vivid, Image- Building words
•Use comparisons, figurative language, and
concrete instead of abstract nouns.
•Abstract – Consideration was given to the fact
that…..
•Concrete – The committee considered……..
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5. CLARITY
Clarity - is making your receiver understand what
you are trying to convey and interpret your words
with the same meaning you have in mind.
ways that help you make your message clear
include:
a) Choose short, familiar, conversational words
use synonyms in stead of Latin terms
b) Construct effective sentences and paragraphs
Important characteristics to consider are length,
unity, and coherence.
c) Include Examples, Illustrations, and other visual
Aids, when desirable
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6. COURTESY
Courtesy messages help to strengthen present
business friendships, as well as make new
friends.
It is not merely politeness with insertion of
“pleases” and “thank- you.”
” To be courteous, follow the following
guidelines:
a)Be sincerely tactful, thoughtful and
appreciative
 Use Tact instead of Bluntness
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Tactless /Blunt Tactful
Your letter is not clear at all: I can’t understand it. If I understood your
letter correctly it seems that it
needs some clarification.
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• Thoughtfulness and appreciation
• Writers who send cordial, courteous messages,
deserved congratulations and appreciations
• b) Omit expressions that irritate, hurt or
belittle.
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• Irritating expressions • questionably
 We don’t believe humorous
 We are amazed you  you should know
can’t
 you are delinquent
 Why have you ignored
 you failed that
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c) Grant and apologize good-naturedly
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7. CORRECTNESS
A. Use the right level of language
Differentiate the three levels of language- formal,
informal and substandard
B. Maintain acceptable writing mechanics
include correct punctuation, capitalization,
syllabication.
C. Choose non-discriminatory expressions
equal treatment of the sexes” and nonbiased toward
people of different races, ethnic origins, and
physical features.
D. Check accuracy of figures, facts and words
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CHAPTER FOUR -
TYPES OF COMMUNICATION IN
ORGANIZATIONS
4.1 INTERNAL AND EXTERNAL
COMMUNICATION
Depending on where the business communication
occurred we can categorize communication into
Internal and External
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1. Internal Communication
•Internal communication involves transmission of
information within the organization
•Among various ways of communicating with
companies are
⮚memos, Reports,
⮚Meetings, face-to-face
⮚discussions, teleconference,
⮚videoconference, notices,
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2. External Communication
•External communication is communication with
people outside an organization.
•It is the organization’s means of establishing
contact with the outside word.
•External communication could include
• business letters, press releases,
•advertisements, leaflets, invitations,
•telegrams, telemessages, proposals,
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4.2 FORMAL AND INFORMAL FLOW OF
COMMUNICATION
1. FORMAL FLOW OF COMMUNICATION
✔flows along the organization’s lines of authority
✔intentionally defined & designed by the
organization
A. Downward Communication
❖Message exchange between two or more levels of
the organization hierarchy is called vertical
communication.
❖This type of communication involves
⮚ job directions,
⮚assignment of tasks & responsibilities,
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⮚ performance feedback,
⮚ certain information concerning the organization’s
strategies & goals.
⮚ Speeches,
⮚ policy & procedure manuals,
⮚ employee handbooks
Means of downward communication are:
✔ conferences,
✔ telephone conversations,
✔ company news letters,
✔ policy manuals, bulletin,
✔ board announcements and video tapes.
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Most downward communication involves
information in one of five categories:
• Job instructions – directions about what to do or how
to do it.
• Job rational-explanations of how one task relates to
other tasks.
• Policy & procedures: practice of the organization or
rules, regulations and benefits of the organization.
• Feedback-Information about how efficiently a person
is performing.
• Indoctrination- Information aimed at motivating
employees by impressing the organizations mission.
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Downward communication has considerable
distortion
❖Faulty message transmission because of sender
carelessness, poor communication skills
❖Managers overuse one-way communication
methods such as, memos, manuals, &
newsletters
❖Managers may intentionally or unintentionally
filter communications by withholding,
screening.
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B. Upward Communication
provides the feedback to let supervisors know
subordinates received and understood messages
that sent downward.
•The following types of messages are valuable
when communicated upward:
✔What subordinates are doing
✔Outlines of unsolved work problems on which
subordinates now need aid
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✔Suggestions of ideas for improvements
✔How subordinates feel about their jobs, their
associates & their organization.
Means of upward communication include
⮚ one – to – one meeting with one’s immediate
supervisor,
⮚ staff meetings with supervisors,
⮚ suggestion systems,
⮚ grievance procedures,
⮚ employee attitude survey,
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❖The distortion that characterizes downward
communication also plagues upward
communication.
❖individuals are likely to be extremely selective
about the information.
❖Subordinates filter information when they do
not trust their superiors.
❖managers do not encouraging upward
communication.
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C. Horizontal Communication
• Exchange of information among individuals on
the same organizational level, such as across or
within departments.
✔generally involves colleagues & peers.
✔stems from staff specialists
✔Help to coordinate work assignments,
✔share information on plans and activities,
✔negotiate differences
✔develop inter personal support,
✔ Create cohesive work unit.
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✔To solve conflicts such as jealousy or
disagreements.
✔To build rapport: peer support.
86
Factors that bring distortion to horizontal
communication
⮚ Rivalry among individuals or work units can
influence individuals to hide information
⮚ Specialization may cause individuals to be
concerned mainly about the work of their own
unit.
⮚ Motivation may be lacking when horizontal
communication is not encouraged or rewarded.
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D. Diagonal Communication (cross channel
communication)
✔Exchange of information among employees
in different work units who are neither
subordinate nor superior to each other
✔Staff specialists use cross channel
communications frequently because their
responsibilities typically involve many
departments within the organization.
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INFORMAL COMMUNICATION
(GRAPEVINE)
• Informal communication can serve several
useful functions:
A. Confirming- some informal
communication confirms formal messages.
B. Expanding- (elaborate) Information
communication can fill in the gaps left by
incomplete formal messages
C. Expediting- (speed up) Informal networks
can often deliver messages more quickly
than official channels.
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• Contradicting- sometimes informal networks
contradict official massages.
• Circumventing- (systematically way of passing
information), Informal contacts can sometimes
help you bypass official channels that are
unnecessary cumbersome and time consuming.
• Supplementing-informal communication can
get the job done better than the more formal
can.
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Four possible configurations for
grapevine chains
⮚ Single stand chain - communication moves serially
from person A to B to C and so on (each tells one
another).
⮚ gossip chain - person A seeks out and tells others
(one tells all).
⮚ probability chain - person A spreads the message
randomly; as do individuals F and D (each
randomly tells others).
⮚ cluster chain, person A tells selected individuals
and one of these tells selected other (some selected
others).
⮚ cluster chain was the most predominant form.
91
• unrealistic for managers to think that they can
eliminate grapevine.
• The type of information the grapevine carries
depend on the “health” of the organization
92
ADMINISTERATIVE AND
CHAPTER FIVE
PUBLIC RELATION
93
ADMINISTERATIVE AND
CHAPTER SIX
Overview of media of
communication
94
Introduction
Medium (singular form of media) is the method

used to deliver a message. As a business
communicator, you can often choose whether to
put your message in writing as a letter or memo.
You can deliver it by hand or send it via regular
mail or use delivery services like fax or electronic
mail. Or you can communicate it orally, either
over the phone or in person. You might also opt
for non-verbal form of communication.
95
Introduction
Whether you are a leader or a participant in a

certain discussion or decision, you will use both
written and oral means of communication.
In this chapter, you will get introduced to various
media of communication: oral, written, and non-
verbal. The detailed discussion on these media will
be presented in the next consecutive chapters.

96
The Basic Forms (Media) Of
Communication
Communication occurs in many forms.
The two basic forms of communication are
•non-verbal communication and
•verbal communication.
The most basic form of communication is non-
verbal communication.
97
Non Verbal Communication
Non verbal communication is all intentional and
unintentional messages that are neither written nor
spoken.
All the cues (symbol), gestures, facial expressions,
spatial relationships, and attitude toward time that
enable people to communicate without words

98
Although we have come a long way since those primitive times, we
still use non-verbal cues to express superiority, dependence,
dislike, respect, love and other feelings.

Non verbal communication differs from verbal communication in
fundamental ways. For one thing, it is less structured, so it is more
difficult to study. Even experts do not really know how people learn
non-verbal behavior. No one teaches a baby to cry or smile, yet
these forms of self – expression are almost universal. Other types
of nonverbal communication, such as the meaning of colours and
certain gestures, vary from culture to culture.

99
Non verbal communication also differs from verbal
communication in terms of intent and spontaneity.
When you use verbal communication, you plan your
words. You have a conscious purpose; you think
about the message, if only for a moment. However,
when you communicate nonverbally, you sometimes
do so unconsciously.(laughing)

100
Types Of Non Verbal Communication

Under our definition of communication, the types of non verbal
communication are almost limitless. However, in this part of our discussion,
we will cover only those types of non verbal communication those are most
applicable to business communication:
•Facial expressions and eye contact
•Other body movements and gestures
•Clothing and personal appearance
•Distance and personal space
•Physical environment
•Time

101
1. Oral Communication Media

there are limits to what you can communicate without the help of language. If
you want to discuss past events, idea, or abstractions, you need symbols that
stand for your thoughts.
Verbal Communication consists of words arranged in meaningful patterns.
Verbal communication can further be divided into two categories oral
communication and written communication. Here, under this topic, we will
discuss oral communication.

Primary oral communication media include face – to – face conversation (the
richest medium), telephone calls, speeches, presentations and meetings. Your
choice between a face –to – face conversation and a telephone or video
conference call would depend on audience location, message importance, and
your need for the sort of nonverbal feedback, the only body language can
reveal.

102
Oral Communication Media

The chief advantage of oral communication is the
opportunity it provides for immediate feed back.
This is the medium to use when you want the
audience to ask questions and make comments or
when you are trying to reach a group decision. It is
also the best channel if there is an emotional
component to your message and you want to read
the audience’s body language or hear the tone of
their response.

103
2 Written Communication Media
Written messages also take many forms. They might be
informal like the notes you use to jog your own memories or
formal like elaborate reports you submit to your supervisor.
Regardless of the form, written messages have one
advantage. They let you plan and control the message.
A written format is appropriate when:
• the information is complex,
•a permanent record is needed for future reference,
•the audience is large and geographically dispersed, and
•immediate interaction with the audience is either
unimportant or undesirable.

104

Although many types of written communication are specialized, the most
common are letters, memos, and reports.
Most letters and memos are relatively brief documents, generally one to two
pages.
Memos are the work horses of business communication, used for the
routine, day – to – day exchange of information within the organization.
You often use memo to designate responsibility, communicate the same
material to many people, communicate policy and procedure, confirm oral
agreements or decisions, and place specific information on record.
In contrast, letters frequently go to outsiders, and they perform an
important public relations function in addition to conveying a particular
message.

105
Letters and memos are organized according to their

purpose; the relationship between writer and reader
dictates their style and tone.
Reports and proposals are factual, objective documents
that may be distributed to either insiders or outsiders,
depending on their purpose and subject. Reports are
generally longer and more formal than letters and
memos, and they have more components. Generally,
written communication increases the sender’s control but
eliminates the possibility of immediate feedback
106
Written
When choosing among the following channels and media consider the urgency, formality,
complexity, confidentially, emotional content and cost of sending your message as well as your
audience’s expectations and your need for a permanent record.
An Oral Channel is Best When A Written Channel is Best When
You want immediate feedback from the You don’t need immediate feed back
audience You do need a permanent verifiable
record
Your message is relatively simple and
easy to accept Your message is detailed, is complex
and requires careful planning
You don’t need a permanent record
You are trying to reach an audience that
You can assemble the audience is large & geographically dispersed
conveniently & economically You want to minimize the chances for
You want to encourage interaction to distortion that occur when a message is
passed orally from person to person
solve a problem or reach a decision

Written Media include

Oral Media include
Letters, memos, reports, proposals
Face – to – face conversation, speeches,
meetings Electronic mail
Telephone and voicemail Regular and special mail
Audiotape and video tape
Faxes
Teleconference and video conference
107
CHAPTER 6.1
SPEECH
108
Introduction
• Speech is one of the media of communication
that we use to deliver message or information
for many people’s at once.
• Speech is the process of establishing a common
understanding among people within a business
environment by means of spoken language.
109
6.1.1. TYPES OF SPEECH
Oral presentations, can be divided into three
general categories:
Presentation to inform,
To persuade
To entertain
We will discuss only informative and persuasive
presentations.
110
INFORMATIVE PRESENTATIONS
• occur continually in business and professional
organizations.
• There is an overlap (relationship) between
informative and persuasive presentations,
• informative presentations are intended to increase
understanding, not to change an attitude.
• informative presentations are informal in nature,
most employees are expected to organize and
present informal briefings and reports to colleagues
and supervisors as a normal part of their jobs.
111
Types of Informative Presentations
• The basic purpose of an informative presentation
is to promote understanding of ideas.
Examples (type) of informative presentations are:
• Oral briefing
• Oral report
• Instruction
• Community good will
112
Oral Briefing
designed to present a summary of fact’s in a short period of time
(usually fifteen minutes or less).
Many briefings are informal; when an employee or supervisor

informally presents information to colleagues at a weekly
meeting other briefings are more formal, (status of a particular
project).
informative briefings and reports presented by their employees

are the only way supervisors can stay up to date information.
113
Oral Report
• designed to present complete details and requires a
longer period of time (usually more than fifteen
minutes)
• . Like the briefings reports may be informal or formal
but tend to be more formal than the most briefings.
• If the report includes recommendations, the
recommendations should be presented in an
informative (not persuasive) manner and include
both advantages and disadvantages.
• Supervisors use briefings and reports to
communicate company policies and operational
procedures down ward to employees.
114
Employees use briefings and reports to:
•Communicate ideas and proposals upward to
supervisors and horizontally to fellow workers and
•To present information or demonstrate product
use to clients.
115
Instructions
•This is aimed at making clear a process or policy or
even the philosophy of a company mostly to
younger (newly coming) employees.
Community good will
•These are made by organizations that realize the
value of remaining in contact with the community.
• Support positive company image in the minds of
the community
116
Persuasive Presentations
• The basic purpose of a persuasive presentation is to
influence choices (selling ideas).
• used communication skills by people in entry level
jobs
• “Persuasion is communication intended to influence
choice” but it is not the same as coercion.
• To coerce is to eliminate or exclude options.
• To inform is to increase the number of person’s
options or choices.
• To persuade is to limit the options that are perceived
as acceptable”
• There is no force or trickery in persuasion.
117
6.1.2. Parts Of Speech
Speech has three main parts:
•Introduction
•Body and
•Conclusion
118
INTRODUCTION
• at the first few minutes of
Introduction is to take place
our speech.
• The introduction of an oral presentation should:
I. capture the attention of your listeners
II. Motivate them to listen by showing the importance or
benefit your presentation will have for them
III.Convince them that you are qualified to speak on the
subject, and
IV.Explain the purpose of your presentation.
119
Capture the attention of your listeners
• Same common techniques for gaining attention
are:
Reveal one or more starling facts
Tell joke or humorous story relating directly to
the topic
Briefly cite two or three specific incidents or
examples that relate to the topic.
Quote or paraphrase a well-known publication or
expert.
Briefly demonstrate the item or skill you will be
discussing in your presentation
120
• Convince the audience of the benefit to them
• convince them that the presentation will benefit
them in same way- that is, will help them satisfy
personal or job-related needs.
• Assure the audience that you are qualified to speak
on the subject
• The speaker is expected to demonstrate his
qualification to speak on the topic by referring to his
personal experience, the detailed research he has
done
• Explain the purpose of your presentation
• Here the speaker is expected to state the purpose
and a summary of the main points to be covered.
121
Body
• Here main points that are summarized in the
introduction part needs to be discussed in detail.
• Organize the information into seven or fewer key
ideas or main point, since Researchers have
found that people are “capable of accurately
receiving and remembering only seven facts,
ideas or “bits” of information at a time”.
• The main points to be included depends on
• (1) how many topic are needed to develop
• (2) the time limit
• (3) the knowledge and interest of the audience.
122
Methods of organizing main point
1. Topical arrangement
•This arrangement is used to break a topic into
clusters, divisions, or parts.
•It is probably the easiest, and the most popular
method of arrangement.
•It is most effective when arranged in one of the
following ways:
•From the most to the least popular
•From the most to the least impressive
•From the known to the unknown
•From the familiar to the unfamiliar
123
2. Spatial or geographical arrangement
•This arrangement organizes main points according to
their spatial location, such as front to rear, north to
south, bottom to top, left to right.
•The lay out of a manufacturing plant.
3. Chronological or time arrangement
•This arrangement is used to present events in the
order (or by the date) of their occurrence
4. Problem- Solution arrangement
•This arrangement contains two basic categories: The
analysis of the problem and the explanation of one of
several solutions.
124
Conclusion
The conclusion normally contains two parts:
•a summary and a closing thought or statement.
•The summary can be general (referring to the overall topic
of the presentation) or specific (listing the main points
covered).
•The intent of the summary is to clarify for the listeners any
contusions about the purpose and main points of your
presentation.
•The closing thought or statement gives the audience a
thought or challenge that will keep them thinking about your
presentation long after it is completed.
125
6.1.3. Characteristics of a Good Speaker
• Here below are the guidelines of being a
good speaker:
1. Know the subject
2. Know the audience
3. Be well organized
i. Decide on the order that will be followed
ii.Set down the basic ideas you want to
express
iii.State what you want to discuss clearly
(problem? process? project?)
126
4. Involve your listener
i.Tell a real story
ii.Tell a hypothetical story
iii.Present statistics
iv.Use of quotation
v.Tell a joke
5. Plan your conclusion
127
6.1.4. Guidelines for an Effective
Delivery of Speech
There are about seven guidelines for speech:
1)Look at your audience
2)Speak clearly
3)Use appropriate gestures
4)Check your postures and appearance
5)Make clear transition
6)Vary your volume and speed
7)Watch and listen for feedback
128
1. Look At Your Audience
• Talk with audience and look at them.

• Do not look podium platform or over the heads.
• Make good eye contact
• Let your eyes rest on different sections of the
audience and a mass of faces.
• All these will permit you to relate your
information to them not at them.
129
2. Speak Clearly
 The speech is related to accent.
 Accent is pronounced noticeably.
 Pronunciation means saying words correctly.
 enunciation means saying words distinctly.
3. Use Appropriate Gesture
 A speaker appearing before a formal group generally
should use relatively few body actions.
 A speaker appearing before an informal audience
should use more what you should use on a given
occasion is a matter for your best judgment.
130
4. Check Your Posture and Appearance
•It is important for you to dress properly, stand
correctly and bring the focus of the audience for
your message and not to destructions.
•Practice speaking before a mirror or with video
type equipment.
131
E. Make Clear Transition
 Watch your transitions
 At the end of a major point, slow down or pause
for a moment.
 Tell the audience that you are now moving
• Some common transitions that might be used are:
 ‘Now let’s turn to another point…’
 However, there is another aspect that we should
look at today…..’
 ‘now with our understanding of…we can discuss
…’
132
6. Vary Your Volume and Speed
Some ideas need to be started forcefully; others need to
be noted softly, respectfully.
•Look a good piece , that is fast ,slow ,high, low, loud
or soft ,so should a speech reflect changes that match
with the content of the idea
•As a general rule ,you should present the easy parts of
the message at a fairly quick rate and hard to
understand information at a lower ( slower pace
•By observing your audiences condition in the
presentation you should vary your volume and speed of
voice to hold their attention.
133
7. Watch And Listen Feedback
The alert speak will be on the look out for a feed
back.
you can assist by interjecting a statement like
‘let me repeat that…or perhaps I can state this
concept in another way …’
paying attention to the audience.
 Successful interaction with the audience,
makes your audiences glad for coming to hear
you.
134
ADMINISTERATIVE AND
135
6.2.1 Characteristics of Face to Face
and Telephone Conversation
Characteristics of Face-To-Face Conversation
In your business life you will probably spend
much more of your time talking and listening to
colleagues and clients than writing and listening
to colleagues and clients.
To achieve co-operation and effective
teamwork, good human relations skills must be
developed.
136
Face – to – face communication can
take a variety of forms:
 Private discussion
 A conversation over lunch
 A gossip in the lift
 A chance meeting in the corridor
 An informal gathering of staff
 Instructing subordinates
 Dealing with clients
 Formal meetings
 Interviews/ seminars
137
The characteristics of face-to-face
communication:
 It takes different forms like private discussion ,
etc.,
 It requires two groups, speaker and listener,
 It is natural for the parties involved in it.
 It is supported by non-verbal cues.
 It is supplemented by verbal language.
 It provides immediate feedback.
 It needs no charge for conversation.
 More reliable and effective.
138
Characteristics of Telephone Conversation
 It requires electronic device-telephone
 It requires two people to involve –the caller and
the receiver
 It is persuasive
 It gives immediate feedback
 It needs charge for conversation
 Overcomes the limitation of distance
 Sharing of information with in a very short
period of time
139
6.2.2 CHECKLISTS FOR EFFECTIVE
FACE – TO – FACE
COMMUNICATION
 Plan supporting notes and gather any relevant
documents.
 Consider your audience.
 Speak appropriately to the situation.
 Be open – minded – consider the matter from
the other person’s point of view.
 Consider the location – you will feel more
comfortable.
140
6.2.3 TELEPHONE CONVERSATION
 Graham Bell made it possible for people.
 Essential tool for business and social
communication.
 Communication will be only as effective as your
words and voice.
 It is ear –to – ear communication which means that
it doesn’t allow the use of body language.
 In any organization, the person on the telephone
represents the company.
 It is a very useful channel for quick local, national,
and international communication.
141
limitation –of telephoning
•Communication depend exclusively on voice.
•The total absence of visual and other non-
verbal support (except notably for tone of
voice).
142
Guidelines to be followed for effective
telephone.
• 4.4 PROCEDURES TO BE
FOLLOWED BY THE CALLER AND
THE RECEIVER.
 preplanning by the caller,
 behaviour during the conversation by both
persons who are conversing.
 As much as possible make your voice
favourable.
143
Before telephoning
• Know the specific purpose of your call.
• Know the name and occupation (if pertinent)
of the person you are calling.
• Consider the best time to call, from the stand
point of that person and your company.
• Consider time zones, choose discount times
whenever possible.
• Plan your opening statement.
• Try to limit your call to one main point.
• Have paper and pen handy for note – taking.
144
During telephoning
 Introduce your self.
 Announce your name, the organization and greet the
caller by your name/department and organization.
 Be polite and avoid a barking tone.
 Answer with clear and pleasant voice.
 If the person you are calling is not there you can
leave a message with your number and time to have
your call returned.
 Keep personal talk on the official line to the
minimum.
 Calls cost money; make your talk cost – effective.
 End the conversation with a “thank you” or a good
day”
145

6.2.4 Merits and Demerits of

Telephoning Vs. Face – To –
Face Conversation.
146
Merits and demerits of face – to – face
conversation.
Demerit
Merit
•In accuracy due to non-
•Supplemented by permanent record.
verbal language •Unwise use of both verbal
•No cost for the and non-verbal language
conversation. may be the cause for quarrel.
•It enables more •communicator may be
influenced by external
people to participate at
environment i.e. status,
once. physical appearance , etc.
147
Merits and demerits of telephone
conversation.
Merits Demerits
 Sharing of ideas easily  It cannot be
in a short period of supplemented by
time.
verbal language.
 Overcome the
limitation of distance.
 It is less interactive.
 Possible to access  Not applicable to
information without longer and complex
consuming too much messages.
power ,time and cost
148
 This stimuli may arrive • stimulus source could
in the form of be :
 letters,  a business
 memorandum, transaction,
 pencilled note,  a written question,
 electronic mail,  a meeting,
 fax,  an interview,
 telex,
 unexpected request
 even casual conversation
for a favour.
in the hallway,
149
Probably because they were
not sufficiently motivated.
they saw no personal benefit in answering.
they saw greater benefit in not answering.
2) The Idea Becomes a Message
The message is the information or core idea being
transmitted.
The sender must decide how best to convey a
message to the specific receiver.
The process of putting a message into the form in
which it is to be communicated is called ‘encoding.
150
ADMINISTERATIVE AND
CHAPTER 6.3
ACTIVE LISTENING
151
INTRODUCTION
 Listening is defined as making an effort to hear
somebody/ something.
 Listening is a combination of what we hear,
understand and remember.
 You may physically pick up sound waves with
your ears, evaluate the information and finally
you may act based on your hearing and
evaluation.
 listening starts from hearing and it goes beyond
hearing, since we evaluate and react based on it.
 Effective listening is not a passive communication
activity, rather it is on-going.
152
6.3.1. TYPES OF LISTENING
• The three forms of listening are:

I. Content listening
II.Critical listening
III.Active listening
153
6.3.2 Content listening
 The purpose is to understand and retain the
speaker’s message and to identify the key
points of the message.
 It doesn’t matter whether you agree or
disagree, approve or disapprove, only that you
understand.
 Content listening enables you to understand
and retain the message.
154
6.3.3. Critical listening
• This is meant to both understand and evaluate
the meaning of the speaker’s message at several
levels.
• Evaluate the logic of the argument, strength of
the evidence, and validity of the conclusions.
• Critical listening generally involves interaction
as you try to uncover the speaker’s point of
view.
• It enables you to evaluate the information.
155
6. 3.4 Active/empathic listening
 The aim of this type of listening is to
understand the speaker’s feelings, needs, and
wants so that you can appreciate his or her
point of view.
 Try not to judge the individuals feelings.
 Active listening is used to drown out the other
person.
156
6.3.4. IMPORTANCE OF EFFECTIVE
LISTENING IN ORGANIZATION
• In business environment, three different sources
of information demand effective listening:
customers, employees, and supervisors.
Listening customer help to:
 learn objective information about its products or
services.
 customers can suggest desired product
improvements.
 can tell us a great deal about the competition.
 increases sales and the level of customer
satisfaction.
157
Listening to employee result
It is a way of showing support and acceptance,
Crate an open climate,
 Increase employee satisfaction and
productivity.
 Create cooperative spirit.
158
Listening to employer
•Employees of an organization should listen to
their bosses since their position depends on
pleasing higher authority.
•If you want your boss to listen to you, you need
to establish a power image.
•Listening and responding play a key role in
getting that image established.
159
6.3.5 CAUSES OF POOR LISTENING
1. Physical Barriers (uncontrollable)
 A noisy type writer,
duplicating machine,
someone’s loud voice, or
Visual distractions also pose barriers.
Concentration is the key to deal with physical barriers
to listening.
160
2. Personal Barriers
A. Day dreaming
•speaker may mention some person or thing that
triggers an association in our minds, and off we
go.
B. False attention
•When we pretend to listen we nod our heads
and make meaningless comments and eye contact
to give the impression that we are listening but
our mind is a million miles away from the
speaker.
161
C. Prejudgment
•some people listen defensively, viewing every
comment as a personal attack and distort a message
by tuning out anything that doesn’t confirm their
view of themselves.
D. Listen selectively out listening
•It leaves you not with a memory of what the
speaker actually said but with a memory of what
you think the speaker probably said.
E. Closed mindedness
•when we have already made up our mind we think
there is no use in listening since we know all.
162
F. Personality listening (controllable)
•This is natural for listeners to evaluate the
speaker but our impressions should not interfere
with our listening.
3. Semantic barriers
•Refers to the different uses and meanings of
words and symbols.
163
6.3.6. GUIDELINES FOR EFFECTIVE
LISTENING
 Fight distractions by closing doors, turning off
radios or televisions, and moving closer to the
speaker.
 Depersonalize your listening until you have
heard the total message.
 Listen for concepts and key ideas as well as for
facts, and know the difference between these
items.
 Anticipating what will be said next and by
thinking about what is already been said.
164
 Keep an open minded and reserve judgment
until the speaker has finished.
 Evaluate and criticize the content, not the
speaker
 Provide feedback, let the speaker know you are
with him or her,
 Take meaningful notes that are brief and to the
point.
165
THANK YOU!
166
ADMINISTERATIVE AND
CHAPTER 6.4
INTERVIEW
167
INTRODUCTION
• the interview can be viewed as a form of dyadic

where persons meet with a preconceived purpose
and both of whom speak and listen to each other
from time to time.
• An interview includes at least one participant who
has a serious, predetermined reason for being
there.
• Interview is always purposeful.
• Interviews are also more structured than most
conversations.
168
6.4.1 DEFINITION OF
INTERVIEW
• The word ‘interview’ refers to all types of
planned, face-to-face encounters in which at least
one of the participants has a specific objective in
mind – Cheryl Hamilton and Cordell Parker.
• Interview is a two party communication in which
at least one person has a specific, serious purpose.
—Ronald B. Adler & Jeanne Marquardt
Elmhorst
• Interview has several distinct phases and always
involves some sort of question- and –answer
format.
169
6.4.2 MAJOR TYPES OF INTERVIEW
Each type are similar and they possess the same
basic features as:
Most interviews are face-to-face interactions
All effective interviews are organized into three
basic steps or phases: the opening phase, the
question-response phase (body of the interview)
and the closing phase.
The three major types of interview namely:
Employment interview, Employee appraisal
interview, and Grievance interview.
170
6.4.2.1. EMPLOYMENT INTERVIEW
 The employment interview is a face-to-face

encounter between prospective employee and
prospective employer.
 It is the most important, because critical
organizational and personal decisions will be
made (selection decision and career decision).
 Designed to explore how well a candidate might
fit a job.
171
Different types of employment interview
1. Structured interview: -
Is used in the screening stage.
The employer controls the interview by asking
a series of prepared questions in a set order.
All answers will be recorded (noted).
Useful in gathering facts.
Poor measure of an applicant’s personal
qualities.
172
2. Open ended interview: -
Less formal and unstructured interview with a
relaxed format.
Is good for bringing out an applicant’s
personality and is used to test professional
judgment.
3. Group interview:
Several candidates are interviewed
simultaneously to see how they interact.
 Useful for judging interpersonal skills.
173
4. Stress interview:
Indicate how well a candidate handles
stressful situations.
Contain question that make you
uncomfortable and to unsettle you.
You may also be subjected to long periods of
silence, criticism of your appearance,
deliberate interruptions.
Type of interview regarded as inappropriate
or unethical.
174
6.4.2.2. EMPLOYEE APPRAISAL
INTERVIEW
 Interviews are scheduled regularly between
superior and subordinate.
 Interviews have several functions,
 Let the employee know where he/ she stands,
 Developing employee skill- in relation of their gap
 Improve relation of supervisor & subordinates.
 Helping management learn the employees’ point of
view- since it contains both upward and down
ward communication.
 Setting goals for the future- according to your
performance appraisal result.
175
Styles of appraisal interviewing
I. Tell and sell

II. Tell and listen (listen and tell)
III. Problem solving
176
Tell and sell
 The manager who tells and sells believes that his/her
evaluation is correct and aims at passing along this
evaluation to the subordinate.
 The disadvantages it can be unfair and
unproductive if the managers’ evaluation is
incorrect.
This style can work well in the following situations:
 with inexperienced employees who are unable to
evaluate themselves.
 with employees who are very loyal to the
organization .
 with employees who are not willing to evaluate
themselves and who appreciate direction.
177
Tell and listen (listen and tell)
 Here manager is willingness to hear the
employees’ point of view.
 Manager offers his/her assessment and lets the
subordinate react to it, also manager identifying
future goals for the employee.
 Approach could be basically persuasive; there is
no guarantee that the subordinates comment
will change the managers’ ideas.
178
This approach has three advantages
It makes the subordinate’s contribution more
than just a defensive reaction to the manager’s
evaluation.
Let’s the manager adjust the evaluation.
It let the employee knows his/her own strengths
and weaknesses.
179
Problem solving
• Involves the employee to a greater degree than
others approaches.
• Manager and the employee define areas of
concern and to develop appropriate solutions.
• Makes the manager less of a judge and more
of a helper.
• leave both parties satisfied the boss and
employee.
• Boss and employee cooperate so that neither
orders nor threats are necessary.
180
6.4.2.3. GRIEVANCE INTERVIEW
 The grievance interview is one-to-one encounter
involving conflict and its resolution.
 Situations leading to grievance interviews are
conflict on wage, working hour, etc.
 Emotions often run at a much higher level than
in the other type of interviews.
 The grievance interview highly requires the
interviewer to be a good listener and a problem
solver.
181
6.4.3. GENERAL GUIDELINES FOR
EFFECTIVE EMPLOYMENT INTERVIEW.
 The effectiveness of an employment interview
shall be examined from two sides:
 Guidelines for the interviewer.
 Guidelines for the interviewee.
182
6.4.3.1. GUIDELINES FOR THE
INTERVIEWER
1. Prior to the interview, communicate with the
interviewee regarding the time and place of
interview
2. Determine the environment - Example: - select
an area that is free from phone calls and other
interruptions.
3. Organize the interview carefully- an
interviewer must plan and organize each phase of
the interview.
183
Plan the opening phase
Give the interviewee a brief orientation to the
interview, motivating the applicant.
Plan the question-response phase (body)
Areas that should be covered include the
following:
Past work experience
Leadership ability
Personality characteristics and the like.
184
• Plan the closing phase
 This is to make sure that the interviewee leaves
with a positive feeling.
 Make understand what will happen next.
 Give the Interviewee a chance to ask questions.
 Thank the interviewee for his/her time and
cooperation.
185
4. Ask only lawful questions:
All persons should be asked regardless of their
race, sex, national origin, religion, age or etc.
To assures this, the interview questions should be
framed like in the following manner:
All questions should be job related.
prove that the questions asked are related to the
specific job.
The same basic questions must be asked of all
applicants for the same job position.
186
5. Listen carefully to the interviewee:
listening to the interviewee is very essential as
we use the information we get through listening
for selection decisions.
6. Clarify and verify the interviewee responses:
When a statement is unclear, the interviewer
should clarify the interviewee response by
asking further questions.
187
1.3.2. GUIDELINES FOR THE
INTERVIEWEE
You must become actively involved if you hope to
find a job that specifically fits with your abilities and
interests.
1. Plan the initial communication with your
interviewer carefully:
 The initial contact may take a form of a letter,
resume, or a phone conversation.
 Know about the organization to which you are
applying.
 Talk with the worker of the organization.
 Ask for literature such as annual reports that
explain the firm (organization) and its policies.
188
2. Be prepared for any type of question and
interviewer:
• You may face different types of interviewers:
2.1. The unstructured interviewer:
there will be an open ended question like “Tell
me about yourself.”
2.2. The structured interviewer:
This type of interviewer usually asks direct and
closed ended questions and wants specific to the
point answers.
189
3. Exercise your responsibility during the interview:
use non- verbal communication like appearance,

gentle handshake and a good and direct eye
contact.
4. Be prepared with the questions you want to ask
the interviewer:
Ask a few questions like: ‘
Would the company support me if I pursue My
education?’,
‘What is the typical career path of an individual
entering your organization at this level?’,
‘Would this position require travels?
190
5. Be prepared to follow up the interview if
necessary:
•Try to follow up the result announcement of the
interviews.
191
ADMINISTERATIVE AND
BUSINESS COMMUNICATION.
CHAPTER 6.5
MEETING.
192
INTRODUCTION
 Meetings have always taken a large part of the
average manager’s time.
 Just because meetings are common doesn’t
mean that they are always productive.
 To be productive, any type of meeting will
require a good preparation from all
participants in general and the chairperson in
particular.
193
6.5.1. MEETING DEFINED
“A business meeting is a gathering where purposive
discourse occurs among three or more people who
exchange information on a common topic or problem,
for better understanding or for solving a
problem”( Murphy and Hildebrandt, 1991)
The key words in the above definition are:

‘purposive’, ‘understanding’, and ‘solving’.
1. ‘Purposive’: a meeting is useful when the leader
and participants know the reason-“specific purpose”
for a meeting.
2. ‘Understanding’: is learning from the information
presented at a meeting is a first purpose.
194
3. ‘Solving’: solving a problem is the second and
major reason for a business meeting.
What is your evaluation of the following memorandum
announcing a meeting?
‘To: academic staff
From: Mr John, the vice dean
Subject: meeting on the 5th floor
Please join the vice dean for a discussion on invigilation
duties.
 Hope to see you on August 5, at 8:00 in the afternoon’
What does memorandum lack, place, purpose,
participant name, etc.,
195
6.5.2. OBJECTIVES OF MEETINGS
 To provide information to a group of people
 To report on some activity or experience
 To coordinate and arrange activities
 To obtain assistance.
 To put forward ideas or grievances for decision
 To create involvement and interest.
Two basic purposes:
 To present information
 To help solve problems
196
6.5.3 TYPES OF MEETING
i. Informational Meeting
•Informational meetings are held to disseminate
information and check on the understanding of the
attendant.
•No problems will be solved, no recommendations
for change in policy will occur.
•Each person will gain improved understanding of
the issue.
•Informational meetings involve purpose and the use
of data similar to those of informative speeches.
197
• For example, the following notice appeared in
an employee bulletin:
• All department of purchasing personnel, should
attend a meeting on Thursday, December 4, at 3
pm in the personnel conference room. The topic
will be a discussion of the new staff categories
approved by the personnel office.
198
ii. Suggested solution meetings
The scenario proceeds like this:
1.There is a feeling that a problem exists.
2.A question may be asked such as “what should be done
to control training costs?”
3.A person or committee is assigned to investigate.
4.A meeting is called to discuss possible answers,
solutions or recommendation to the question.
No decisions are reached.
The manager and review committee listen to all points
of view of attendants.
The meeting is informative and explanatory.
A final decision may be made at problem solving
meeting.
199
iii. Problem solving meetings
• It is meetings that result in decisions for action.
• The problem is presented at the beginning then
the meeting participants suggest solutions,
discuss and evaluate comments and arrive at a
decision on which action is to be taken.
• The problem solving meeting requires the most
careful planning.
200
6.5.4 PREPARATION FOR A
MEETING
• Planning before calling for a meeting
One person or authorized committee may call
for meeting.
Initial planning involves five factors:
1.Deciding on the purpose of the meeting
2.Decide who the participants should be
3.Planning the date, time and place
4.Planning on the announcement of agenda
5.Plan the physical arrangements
201
1. Consider the problem and determine the
purpose.
In one sentence you should write the problem
and specific purposes.
Consider if the purpose can be better attained
by telephone, letter, memo, etc.
A good meeting topic must be timely, genuine,
really important and meaningful.
Also the problem should be limited adequately
to make possible to solve.
202
2. Decide who should participate
•Attendant should be familiar with the topic to be
discussed.
•Additional members are also invited to supplement
the regular members.
•Usually the more difficult the problem, the smaller
the group will be.
•In informational meetings, many participants may
involve.
3. Arrange for the meeting date, time and place
•The choice of date, time and place greatly depend on
the audience size and the purpose of the meeting.
203
4. Announce the agenda
 An agenda is a list of topics that are to be discussed
in a meeting.
Chairperson prepares the agenda and inform for
participants in advance.
5. Decide on the physical arrangements
consider seating, material, equipment and
atmosphere.
Seating: may be in a circle or in a diamond or U-
shape.
Material, equipment and atmosphere: items to
consider here can be chalkboards, flip sheets;
microphones, projector, visual aids, drinking water.
204
6.5.5 CONDUCTING A MEETING
The chairperson should be
Well prepared,
Able to think and act quickly,
Respect others opinion,
Know objectives of discussion and the reasoning
process,
Patient and have a sincere interest in the values
of cooperative group action.
205
Begin with appropriate opening statement
•Prepare introducing statement before the meeting,
Then, present it to the attendants.
Stimulate discussion for solution discovery
Encourage participation from all attendants
Keep the discussion moving forward.
List on another board the possible suggested.
Ask questions and keep the participants from
wandering into irrelevant paths.
Maintain an atmosphere of goodwill and
cooperation.
Bring about a common understanding and smooth
discussions among the participants.
206
Understand the roles of participants
•Attendants or participants could have various roles
such as:
•Initiator, contributor, opinion seeker, information
giver, contributor, recorder, energizer.
Sort, select, and interpret data for solution evaluation
•Chairpersons should not to impose his opinions on
the group.
•Encourage each group member to feel a sense of
responsibility.
•Good listening (active listening) by everyone is
important.
207
State the conclusion and plan of action
•Chairperson should summarize what parts of the
problem members have solved or partially solved.
•State the decision (conclusion) clearly and definitely.
•If the group arrived at various conclusions, they
should be listed, preferably in order of importance.
Follow up on the meeting
•Involves the following three steps:-
1. Build an agenda for the next meeting.
208
2. Follow up on other members
• If the meeting provided instructions, see
whether the people who attended the meeting are
actually following the steps that were outlined,.
3. Take care of your own assignments
•Most home works that arise out of meetings need
continued attention.
209
6.5.6 MINUTES OF A MEETING
• The secretary of the meeting, undertake the
responsibility of taking minutes.
Definition: minutes are official records of the
proceedings meeting which summarize what was
discussed and what decisions were made.
 It objectively summarize discussions and decisions
or conclusions reached.
 It may include the names of those who contributed
major points and ideas on meeting.
 The minute becomes final only when it is read at
the end of the meeting or in the next meeting,
approved and signed by the members and
chairperson.
210
Minutes include the following major items:
 Name of the organization, department or group.
 Date, time, place of the meeting.
 Names of the members present.
 Name of any invited guest.
 Name of chairperson and (at the end) recording
secretary.
 Brief summary of reports.
 Highlights of solutions presented and decisions
made.
 Time of adjournment and, if announced, the
date for the next meeting.
211
Ways of producing minutes of a meeting :
1. Verbative minutes: these minutes are used
primarily in court reporting where everything is
recorded word for word. The recording is made
without omitting a single word.
2. Minutes of resolution: recording includes only the
main point of the conclusions. The main decisions or
conclusions made based on the discussions.
3. Minutes of narration: these types of minutes will be
a concise summary of all discussions which took
place and the conclusions that were reached.
212
Wording of Minutes
• Minutes should be written in a past tense form
using a third person reported speech. (Examples-
the chairman asked…., the reports were presented).
Example.
 Name of the company or
 Department, group or committee conducting the
meeting.
 Place of the meeting.
 Date and time the meeting.
 A list of members present should be recorded in the
following manner.
213
Present: _________________ (first should be name of the chairperson)
_________________ List of the names of other
_________________ Members in their alphabetical
_________________ Order.
_________________
214
Body of the minute:
•The body presents all major decisions reached at
the meeting, All assignments of tasks to meeting,
tables and charts submitted by the participants
should be included.
The end of the minute:
•Here there should be a couple of blank lines for
the signature of the chairperson and the
secretary who prepares the minute.
•Before distribution the minute should be
approved by the chairperson.
215
•THANK YOU!!
216
CHAPTER 6.6
WRITING BUSINESS LETTERS
AND INTEROFFICE
MEMORANDUM
PRINCIPLES OF WRITTEN
AAU, Dept' of MGMT, MGMT 1016 217

Qualities of Effective
Organizational Letters
i) Know your purpose
Isolate the main purpose…and develop your message around
it.
(i.e. Write one letter for one idea)
Unrelated topics that require answers should be presented in
separate letters.
ii) Focus on the reader
Write from the reader's point of view (put yourself in the
reader's place.)
Show consideration--‘you- attitude’.
(Q-Why?-to put the reader's needs first, to interest him/her)
iii) Convey a meaningful message
Q-What the message should be?
Q- What qualities it posses?

Apply the Principles of Business
Communication (7 Cs)
Completeness (1)
Conciseness (2)
Consideration (3)
Concreteness (4)
Clarity (5)
Courtesy (6)
Correctness (7)

Composing Short Business
Messages
Business/Organizational Letters
Interoffice Memorandum

I) COMPOSING
ORGANIZATIONAL LETTERS

Two common plans for
organizing/composing short
messages (letters, memos):
Direct approach (deductive):

Puts the main idea first, followed by the
evidence.
Indirect approach (inductive):
Puts the evidence, first, and the main
idea, later.

Q-What is the major base to
choose from the two?
A-Audience’s/Recipient’s
reaction (so that make
audience analysis first)

Further divided into FOUR:
i. Direct requests/inquiries
ii. Positive replies, good-news
and goodwill messages
(Favorable letters)
iii. Bad—news messages
iv. Persuasive (request)
messages

(i) Direct requests/inquiries:
Audience—will be interested in
complying or eager to respond.
Use direct/deductive plan

Direct requests/inquiries…
Main Idea:
- Request (main statement or question)
- State reasons, if desirable
Explanations:
- All necessary and desirable details
- Numbered questions (items to be
enumerated)
Courteous close, with motivation to action:
- Clear statement of action desired
- Dated action
- Appreciation and courteous close
Direct requests/inquiries …
Letters eg:
Inquiring about products, placing an
order (routine requests), requesting
information from branch
organizations, what else?

(ii) Positive replies, good-news and
goodwill messages (Favorable letters)
Audience—will feel neutral to or

pleased to hear the message.
Use direct/deductive plan

Positive replies…
Best news or main idea:

- Request (main statement or question)
- State reasons, if desirable
Explanations:
- All necessary and desirable details
Positive, friendly close, including, if appropriate:
- Dated action, when desirable
- Willingness to help further
- Reader benefit

Positive replies…
Letters eg: Accepting an invitation (eg

invitation to participate on an opening of a
new branch), congratulatory letters
(congratulation a client/colleague/gov’t
official), letter of acknowledgement, letters
dealing with receipt of orders, appreciation
letters, thank you letters, sympathy letters,
invitation to job interview, job offering
letters, offer acceptance letters/contracts,
jobs/, what else?
(iii) Bad—news messages
Audience—will be displeased about

what you have to say.
Use indirect/inductive plan

Bad news messages…
•Avoid the Subject Line, if possible
(Notice! An Optional Element of a letter)
•Buffer (pleasant or neutral statements)
(More words are needed to say "no" than to say
"yes.")
•Explanations:
Necessary details, tactfully stated
(Give at least one reason before you state the
disappointing news.)
Favorable statements
Unfavorable statements/facts
•Decisions (implied or expressed), along with
offer of additional help or suggestions
AAU, Dept' of MGMT, MGMT 1016

….cont’d
232
…. Bad News Messages
Positive, friendly close:

- Appreciation
- Dated action, when desirable
- Willingness to help further
- Reader benefit and goodwill (if possible)

Q-When to use the direct approach
for bad-news letters?
A-When the recipient wants to hear the
bad news first

Bad—news letters…
Letters eg: Turning down a job

applicant, warning letters, disciplinary
action letters, job transfer and
demotion letters, letters refusing co-
operation requests, letter of
complaint, writing unfavorable news
about people, writing bad news about
orders, letters of resignation, other
disappointment letters, what else?
(iv) Persuasive (Request)
messages
Audience—is not very interested in
your requests or will be unwilling to
comply
Use indirect plan (AIDA approach)

Persuasive messages…
Attention:
Reader benefit
Interest:
Descriptive details
Psychological appeals
Desire:
Convincing statements
Statement of request
Action:
Clear statement of action desired
Dated action, when desirable
Reader benefit
Courteous close
Persuasive messages…
Letters eg: Requesting favors, letters

requesting cooperation/help, writing
persuasive claims and requests for
adjustments, job application letters,
sales letters, what else?

Typing Letters With Proper
Layout
Typing the Elements of

Organizational Letters

Elements of a formal organizational/business
letter (Arranged in sequential order):
1. Heading (Return Address for not Headed Letter)
2. Date_________________
3. Reference (SP): Your reference_________________
Our reference__________________
4. Addressee notation/Mailing notation (SP)_________________
5. Inside Address_________________
6. Attention Line (SP)_________________
7. Salutation_________________
8. Subject line (SP) _________________
9. Body (Communication)--------------------------
10. Complimentary Close_________________
11. Signature
12. Identification Marks (Writer’s Identification/Title) ____
13. Reference initials (Typist Initial) _________________
14. Enclosure Notation (SP)_________________
15. Copy Notation (SP)_________________
16. Postscript (SP)_________________

Letter Layouts
1. Complete-block (Full block style):

2. Block style:
3. Semi-block style:
4. Indented style:
Each new element is indented two to four
spaces.
Typed in closed punctuation
Pleasing layout, but takes time in typing.
5. Hanging-indented style:
Is like the block style except that the first line
of each paragraph
…other paragraph
AAU, Dept' of lines are1016
MGMT, MGMT indented four or 241
five spaces.
II) WRITING
INTEROFFICE
MEMORANDUM
COMPOSING AND
TYPING/ INTEROFFICE
MEMORANDUM

1016
Composing Memos
Memos allow information to be conveyed in

a brief, direct form.
 Write in easy and understandable
language.
 Use a conversational and informal writing
style.

1016
Points to consider in
writing memos:
 Do not use Courtesy titles (Salutation)
 Do not use Complimentary close; signature is
put along the name of the writer.
 Second head paging is like that of letters
 You can use postscripts (as it is written in
Conversational/informal way)
 Reference initials, enclosure notation, and
copy notations are included, if they are.

1016
…points to consider in writing
memos:
 A memo can be written using full page or half page
A memo can be written using full page or half page
paper.
[In both papers, start (centered or from the left
margin) on the 7th line (or 1 inch) form the top margin]
 Space twice after printed headings to type the
heading items and the body.
 Set the left and the right margins at 1 (one) inch.
 Leave double space (two spaces) between the
heading items/components.
 Leave triple spaces (three single lines) between the
headings and the message.
 Type the body (message) single spaced and block the
paragraphs. Give double space between the
paragraphs.
1016
Generally, you can use/follow a 4-
point plan to write the body of
memos:
1. Introduction (background and basics):
Why are you writing? (Refer to a previous memo, contact
or document)
2. Details (facts and figures):
Give instructions. Ask for information. Provide all relevant
details (separate into paragraphs for separate themes)
3. Responses?:
Action for recipient to take? Action you will take? A
conclusion.
4. Close:
A simple, relevant closing sentence ('one-liner')

1016
Here are four of the most
practical guidelines for writing
them:
1. Make it easy to read.
2. Omit extraneous information. Be brief and to the point.
3. Tone.
 Avoid abruptness (add 'Please').
 Avoid over-politeness (e.g. 'I should be very
grateful. . .).
 Avoid unnecessary expressions like 'Thank you'
and 'Regards'.
4. Do not overuse memos.
(If a matter can be handled with a phone call, do not
write a memo.)

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Typing Memos in Proper
Layout
Memos must include:
 The designation of the receiver,
 The designation of the sender;
 Reference No (Is important for filing
purpose, if necessary)
 Date (Is important for tracking chronology)
 Subject (This concisely summarizes the
contents of the memo)

1016
Three-ways to arrange the
heading elements:
1ST Aligning the heads from left
TO:
FROM:
SUBJECT:
DATE:
1016
2nd Aligning the heads from right:
(for printed memos)
TO:
FROM:
SUBJECT:
DATE:

1016
3nd Horizontally arranging heads:
TO: FROM:
RE: DATE:

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CHAPTER FOUR
BUSINESS REPORT
WRITING
What are business
reports?

1016
Reports are written:
 for the reader's benefit;
 for someone who is not present

(Original meaning:
re-carry…portare-back

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Classification of Reports
Reports are used in organizations primarily (two
major classifications):
1. to inform (informational reports) and
without giving conclusions and
recommendations
(e.g. Progress Reports)
2. to make decisions (analytical reports):
with analysis of data, interpretation of data,
and/or recommendation/recommendatory report)
(e.g. Beneficiaries need analysis survey)

1016
Classification based on
source of authority
(originator):
 Authoritative (for someone’s need)
reports-MOST REPORTS U WRITE
 Voluntary (with own initiative) reports

1016
function (examples):
 special reports
 regular reports
 project reports
 progress reports
 inventory reports
 performance analysis reports
 …and for other specific functions
1016
formality:
 informal reports (short reports)
 formal reports (long reports): follow a
prescribed format.

1016
size (also format):
 short reports (memo reports, letter
reports, document reports)
 long reports
You first learn about the form and

organization of reports.

1016
1 Informal Reports
An informal report may be a:

 a letter,
 a memorandum, or
 short document report (without the
preliminary parts that accompany a
formal report.)

1016
ii) Writing Memorandum
Reports
 Are used for internal communication
 Are often less formal than letter reports,
and written in a combination of first-,
second-, and third-person

1016
Covering memo:
 Is written for a free-standing report
 Tables and supporting data can be
attached to a covering memorandum
(i.e. only to refer to the attachments and to
state the conclusions and
recommendations)

1016
iii) Writing
Short/INFORMAL/document
Reports
Contain at least the following three divisions:
1 An introduction (authorization for the report, its
purpose, and the procedures and limitations).
 Do not include Preliminaries of formal reports-cover, title
page, letter of authorization, table of contents, list of
illustrations…)
2 A body or presentation of facts (presentation of
facts/informational reports) plus an
analysis/analytical reports).
3 A summary (may or may not include conclusions
and recommendations).
1016
Format/Skeleton to write
short/informal reports:
1. Names/titles of sender/recipient
2. Date report was written
3. Heading
 specific and clear
4. Introduction
 in a memo, first person can be used in the
introductory paragraph
 give date report was requested
 state steps taken to gather the information

1016
…Format
5. Findings
 Use sub-headings and enumeration for
clarity
 Use past tense, reported speech for the
central body which reports on the results of
your investigations
 State the facts only, with no conclusions or
recommendations

1016
…Format
6. Conclusions
 State the logical implications of the findings
7. Recommendations
 If requested, give suggestions for action to
rectify the problem

1016
2 Writing Formal
Reports
How do formal reports differ
from informal reports?

1016
WRITING COMPONENTS
OF A FORMAL REPORT
 How do you write each element of
a long/formal business report?
 Elements of Formal Reports

(shown under three major
components):

1016
I. Prefatory /Front Matter/ Parts
 Cover
 Title fly
 Title page
 Letter of authorization
 Letter of acceptance
 Letter of transmittal
 Table of contents
 List of illustrations
 Synopsis or executive summary

1016
II. Text /Body/ Parts
 Introduction
 Discussion or description
 Summary
 Conclusions
 Recommendations

1016
III. Supplementary /Back Matter/
Parts
 Appendixes
 References/Notes/ or Bibliography
 Glossary
 Index

1016
How do you write simple formal
reports?
Simple formal reports can be presented

in the following sequential headings:

1016
1 Titles
 The report titles should include:

 the name of the organization; a heading
(‘Report on…’)

1016
2 Terms of reference
 States clearly why the report is being

written
(what was requested? Who requested it?
When?)
E.g. ‘To report on (subject) as requested by
(name and title) on (date)’

1016
3 Procedure
 Methods used to collect the information

 Instruments
 Research methods
 Samples used (type and size)
 Method of analyzing the data/findings

1016
4 Findings/Analysis
 The central and longest part of the report

 Written based on the information
collected by the ‘Procedure’

1016
5 Conclusions
 Written only based on the information

presented in ‘Findings’,
 States logical implications, the
conclusions reached.

1016
6 Recommendations (if
requested)
 Are suggestion (possible

solutions/actions to take to solve the
problems)
 Are made on the basis of the findings
and conclusions

1016
7 Closing section
 Includes:
 signature, name and title; date of report; and
also a reference

1016
PART III
ORAL BUSINESS
COMMUNICATION
UNIT FIVE
PREPARATION AND
DELIVERY/PRESENTATION
OF BUSINESS SPEECHES
How do you deliver oral presentations effectively?
1016
Q- Is that important to make a
plan for Oral Presentations/to
Deliver a Speech?
A- Yes. Plan your speech.
 Like written messages, careful planning
is essential for successful speeches
(short or long).
 The better you prepare in advance, the
more confidence you will have on the
stage.
 Practice, practice, practice…..HOW?
1016
To deliver a good speech:
 determine the purpose of your speech,
 analyze the audience and the
situation/occasion,
 choose the main ideas for your
message/speech (make an outline),
 research your topic thoroughly,
 organize the data and write your draft,
 plan visual aids if desirable, and
 rehearse the talk and revise where necessary.
1016
i) Analyzing your audience
Audience analysis questions include:

 What is the size of the audience?
 Why they are there? — Is attendance
required or voluntary?
 What are their demographics — age
level, educational differences, sex, etc.?
 What is the composition of the audience?
1016
ii) Presenting your speech
(guides):
a. Introduce your speech:
 Attention-getter (use a quote, a story or a
question)
 WIIFT (tell them What's-In-It-For-Them, why
should they listen?)
 Create Source Credibility (who you are — your
credentials, experience, where you got your
information, whom did you interview)?
 Preview (a brief overview of what you will be
talking about)
1016
…guides:
b. Present the body of your speech

 Organize your materials for easy follow-
up by your audience:
 3-5 main points
 Arrange your information logically
 Support with data
 Keep your language simple

1016
…guides:
c. Make a conclusion
 In concluding your speech:
 Emphasize the point of your speech.
 Climax your speech.
 Leave the audience remembering your
speech.
 Get action from your audience if your
objective is to persuade.
1016
…guides:
d. Handle the Q & A's effectively
 After you conclude, give time to handle Q & A:
 If there are no questions, be sure you have prepared
some in advance.
 Restate or rephrase each question so the audience can
hear/understand it.
 When repeating the question, look at the questioner;
when answering, look at the entire audience.
 Answer briefly.
…continued
1016
…guides:
… d. Handle the Q & A's effectively
 Anticipate questions in advance.
 If you don't know what to answer, say you will find out
and get back to the person.
 Always answer politely even hostile questions.
 If an expert is in the audience, you may refer a
question to him but then take back control by
thanking him/her and moving on to the next question.
 Conclude the question and answer period by a
closing statement.

1016
RFFFFF
CONDUCTING BUSINESS
INTERVIEWS AND MEETINGS
7.1 CONDUCTING BUSINESS

INTERVIEWS (READ FROM THE
HANDOUT)
7.2 CONDUCTING BUSINESS
MEETINGS

1016
7.2 CONDUCTIING
ORGANIZATIONAL
MEETINGS
PLANNING, CONDUCTING
MEETINGS AND WRITING/TAKING
MINUTES

1016
1. Types of Organizational
Meetings
1) Informational meeting. participants
can share information and,
possibly, coordinate actions.
2) Decision-making meeting.
concerned with persuasion,
analysis, and problem solving.
- include brainstorming sessions
followed by a debate on the
alternatives and decisions (can be
made by voting)

1016
Other way of classifying:
1) Formal and 2) Informal
1) Formal meetings:
 The rules of the conduct laid down in the
Articles of Association or Standing Orders.
 A quorum must be present.
 A specified amount of notice must be given
to members.
 A formal record of each meeting must be
kept.
1016
…classification of
meetings
2) Informal meetings:
 No formal rules
 Informal notes may be taken

1016
Degree of formality of
meetings
 Statutory (Parliamentary) Meetings Formal
 Annual General Meetings
 Extraordinary General Meetings
 Board of Directors' Meetings
 Meetings of Managers/
Section Heads
 Meetings of Managers with
Subordinates
 Departmental Meetings
 Committee Meetings
 Working Party/Project Task
Meetings Informal
1016
…also be classified in five broad
categories:
 Annual general meeting (AGM) - open to all members

—may be to deal extraordinary matters.
 Ordinary meeting - open to all members of an
organization. Held monthly or quarterly.
 Standing committees - meeting at regular intervals.
 Occasional advisory committees – meet to deal with a
specific issue and then disband when the task is
completed.
 Ad hoc meetings - called for a specific reason (ends
when the problem/task solved/performed).

1016
The Role of Meeting
Leader; Participants and
Secretary
i) The Roles of Meeting Leader
Some duties of the chairperson before the
meeting are:
 Decide on the purpose of the meeting;
 Decide who should attend the meeting;
 Decide on the agenda;
 Check whether the required facilities are
prepared; and
 Notify the participants of the time and place of the
meeting.

1016
…chairperson’s duties during the meeting
 Starts and ends on time;
 Follows the agenda;
 Introduces the meeting and states its purpose;
 Gets the discussion started;
 Controls the discussion;
 Keeps the discussion flowing;
 Keeps the discussion on track;
 Listens and facilitates the meeting; and
 At the conclusion of the meeting, briefly
summarizes what has been accomplished.

1016
…chairperson’s duties after the
meeting
 Reviews the overall results of the meeting;
 Follows-up whether each participant receives
accurate minutes of the meeting;
 Follows-up whether meeting decisions/actions
are accomplished; and
 Provides feedback to the participants of future
developments which take place as a result of
the meeting.

1016
ii) The Roles Of Meeting
Participants
With a positive attitude, they can have the following nine
participant roles:
 Organizer
 Clarifier
 Questioner
 Factual contributor
 Energizer
 Idea creator
 Critical tester
 Conciliator
 Helper of others
1016
iii) The Roles Of A Meeting
Secretary
 Designing meeting agenda;
 Informing meeting participants through meeting
notices;
 Taking proceedings of meetings (minutes) during
the meeting;
 Writing the minutes of meetings;
 Signing on (with the chairperson of the meeting or
the leader) on the minutes; and
 Reading the minutes of past meeting/s for
participant’s approval in today’s meeting.
1016
Planning The Meeting:
1. Preparing/Designing Meeting
Notices
2. Preparing/Designing Meeting
Agenda
3. Preparing Meeting Minutes

1016
1 Preparing/Designing Meeting
Notices
 The items of discussion (agenda/s) may be
mentioned in the notice itself if their number is
small (What facts to include?)
 Should include at least:
 name of the organization and type of meeting, e.g.
AGM (annual general meeting), committee meeting,
etc.,
 time, date and place of the meeting, and
 name of the secretary.

1016
How to send meeting
notices ?
 should be sent out well in advance (1-2
weeks)
 there is a statutory minimum notice
(meeting policy)
 D/t for d/t committees? Why?

1016
2 Preparing/Designing
Meeting Agenda
Q- Who prepares/designs it?
A- The secretary with consultation of
the chairperson draws it up.

1016
…agenda includes at least
the following information:
 name of the organization/group and the date of
circulation;
 the day, date, time and place of meeting;
 the program of business/items to be transacted;
 the back ground papers or information, if any;
and
 signature of the secretary.
A secretary should distribute the agenda several
days before the meeting

1016
… sequencing the agenda and
order of business: (How? &
Why?)
 exciting issues after less attractive ones;
 difficult issues at the beginning, next
follow simple issues;
 issues that take shorter times next to
issues that take longer times; and
 more controversial issues next of less
controversial issues (or place
controversial issues usually in the end).
1016
…designing the agenda:
 The routine items should be put first and the

other mattes later.
 All the matters of similar character should be
placed near each other
 It should be clear and explicit
 It should be in a summary form
 All the items included in the agenda must be
within the scope of the meeting.
 All the items included in the agenda must be
within the scope of the notice calling the
meeting (intravires).
1016
… sequencing the order of business (how?):
1. Call to order by presiding officer (may be by the executive)
2. Roll call-either oral or checked by the secretary
3. Approval, amendment, or correction of minutes of previous
meeting
4. Reading of correspondence
5. Reports (in this order):
 Officers
 Standing committees
 Special committees
6. Unfinished business from previous meetings
7. New business
8. Appointment of committees
9. Nomination and election of officers
10. Announcements, including the date of the next meeting
11. Adjournment
1016
Formal Meeting
Procedures
The main reasons for formal procedure
are:
 to keep the discussion to the point at
issue;
 to provide a cool and rational atmosphere
for decision-making; and
 to keep within a reasonable time-limit.

1016
Sequential procedure is usually
used to proceed through a typical
agenda in a formal meeting:
1. Apologies
2. Minutes of last meeting
3. Matters arising
4. Correspondence
5. Reports
6. New business/proposals (today’s agenda)
7. Announcement/s
8. Any other business (AOB)
9. Date of next meeting
10. Adjournment
1016
The procedures
(parliamentary/company)
include:
 A member addresses the chairperson and makes a motion;
 Another person seconds the motion;
 The chairperson states the motion, names both who made
and who seconded it;
 Then the chairperson calls for discussion;
 When discussion ends, vote is taken, usually by voice;
 The chairperson announces the results. He or she says “the
motion is carried/defeated”;
 If anyone calls “division,” the chairperson asks for a show of
hands or a standing vote. If the majority demands it the
vote must be taken by ballot.

1016
Discuss the following
formal/parliamentary meeting terms
which could be used to participate and to
write/take minutes of meetings?
 Abstention; Ad hoc.; Adjourn; Agenda;
Amendment; Apologies; Ballot; By-laws; Casting
Vote; Consensus; Convene; Co-opt; Co-opted
Member; Ex-officio; Extraordinary meeting;
Honorary; In attendance; Intravires; Lie on the
table; Motion; Nem. con (Nemene.
contradicante); Opposer; Point of order;
Proposer; Proxy; Quorum; Resolution; Rider;
Roll Call; Seconded; Show of hands; Sine die;
Status quo; Substantive motion; Teller; Tie-in-
vote; Ultravires; Unanimous; Verbatim.
1016
3 Writing Minutes
5.1 Types of Minutes

5.2 Suggestion for Taking Minutes of
the Meetings
5.3 Recording/Taking Minutes During
The Meeting
5.4 Typing/Writing Minutes After the
Meeting
5.5 Following Up Minutes/Meetings
1016
3.1 Types of Minutes
Three main ways of producing minutes of a

meeting:
1. Verbatim minutes
 everything is recorded word of word.
2. Minutes of resolution
 The discussions which took place are not recorded,
only the main conclusions.
 But, the exact wording of any resolutions passed
should be recorded
3. Minutes of narration
 a concise summary of all the discussions which took
place and the conclusions reached.
1016
Recording/Taking Minutes
During The Meeting
? Composing minutes:
 Past tense must be retained consistently,
with reported speech.
 Use specific/active words/phrases—e.g.
instead of 'Mr. . , said…'?, use words
such as: asked, requested, reported,
proposed, agreed, decided, confirmed… .

1016
? Recording reports:
 Orally read reports (short)—record

verbatim and in quotations (indent 5
spaces)
 Lengthy report—write as "the report on
(title), was copied and is attached."

1016
? Recording appointed
committee members and
elected officers:
 For appointed committee member—
record the name of the committee, the
full names of the members.
 For elected officers—record the names of
all the officers, incumbent as well as new,
and their respective offices.

1016
? Recording motions (during the
meeting):
 Motions should appear in the minutes in the

same order taken up during the meeting.
 Indicate in your notes the name of the person
making the motion.
 Write the exact words of anyone, if asked by
him/her.
 Record each detail as it is suggested—write a
word such as "Agreed" or "Yes" by it.
 Draw a line through suggestions (motions) made
but not accepted.
1016
… ? Recording motions:
 State each motion verbatim—who made it, that
it was seconded, whether it was adopted or
defeated, and the votes cast for and against it.
 For some groups, also include the name of the
person who seconded the motion.
 For motion made from the floor—write as,
"Lema Wube moved (not made a motion)
that. . . " or "It was moved by Lemma Wube
and seconded by Rube Atlaw that. . . "
1016
Q- How do you record motions that
were not made and agreement was
by consent instead of voting?
A- Include the essential facts about the

purpose of the meeting, who attended,
when, and where and then summarize
the action.

1016
? Recording an amended
motion (should be made):
 Treat each main motion, plus the amendments
related to it if any, as a separate item.
 Give the history of the motion in the minutes.
 1st, state the motion, who made it, and that it
was seconded. (state all framed motions, except
withdrawn motions)
 Next, take up the amendments in the same order
in which they were made.
 Record it verbatim, who made it, that it was
seconded, and the votes cast for and against it
1016
Q- What if all the amendments are
defeated?
A-
The vote is taken on the original
motion, and the minute should
reflect this.

1016
? Recording debate
concerning a motion:
 Does not have to be included and no need to
write who said what.
 But, if need be—summarize the debate in
broad, concise terms.
 Do write (verbatim) the name of the person
who has requested.
 Record ideas neutral—avoid using relative
words; for example, "outstanding" or
"excellent."

1016
? Recording
implementations:
 Write the details of implementation in the
paragraph following the statement of the
action.
 Record—who will do what, when, where
and how.

1016
? Recording unfinished business
(for the agenda of the next
meeting):
 Indicate, with some detail, any

information that will be helpful when this
item is taken up again.
 State is as “lie on the table…”

1016
? Recording
announcements:
 Might be made at the beginning of the
meeting or during it, but they can be
grouped together under the heading
"Announcements."

1016
? Recording end parts of a
minute:
 Make notes on the place, date, and time
of the next meeting.
 Jot down the time of adjournment.
 As soon as the meeting adjourns, verify
any doubtful points.

1016
Writing/typing minutes
For formal meetings, use the following as a

guide:
 Type it either single- or double-space
minutes.
 Follow the order of the agenda, using the
same numbers.
 Keyboard as in the following
sequence…1st, 2nd, 3rd …
1016
1st Heading:
 Keyboard a heading as: MEETING OF THE

PROGRAM PLANNING COMMITTEE, XYZ
SOCIETY.
 If the group holds special meetings, the
subheading could read: "Special Meeting,
October 22, 200--." (Repeat the date on
each page).

1016
2nd Opening paragraph:
 State the name of the group, place, time

and the date, who presided
(chairperson), and whether the meeting
was regular or special.
 For special meeting (usually called up for
ONE purpose)—add the purpose of the
meeting.

1016
3rd Attendance:
 Write present participants, absent

participants, and apologies
 First, write the name of the presiding
officer
 Then, arrange the names in alphabetical
order

1016
4th Minutes of the
previous meeting:
 If several items emerge from matters
arising separate them into items (a), (b),
etc.
 State using date, were "approved as
read," "approved as distributed," or
"approved as corrected."

1016
5th Reports:
 Mention all reports presented by officers,
standing committees, and special committees
in the order in which they were presented.
 Could record as: "The attached report on
Revised Plans for Issuing Supplies was
distributed by Gizaw Alemu, chairperson of the
Committee on Reducing Office Costs…"
 In the same paragraph, state who made the
motion and the action taken.
1016
6th Discussions and
Decisions:
 Use reported speech, e.g. ‘The treasurer
proposed opening an account at Awash
International Bank to …, not ‘He proposes ... ,'
said the treasurer.
 Make sure that decisions are precisely
recorded and accurate on details, e.g.
 Unanimously agreed to increase this year’s
donation to Birr 19,750 …’
 ‘Carried by X votes to Y, or Lost by Y votes to X (or
Carried: X-Y, Lost: Y-X).

1016
7th Any Other Business
(AOB):
 If several items emerge from AOB
separate them into items (a), (b), etc.
Q- When should be requested by the

presiding officer?
A- In the beginning of the meeting when
reminding the agenda/s.

1016
8th Date and Time of the
Next Meeting and Time of
Adjournment:
 Include the time, place, and date of the
next meeting.

1016
9th Time of Adjournment:
 Write the time of adjournment (hour:

minute).
Q- How to end the meeting?
 Adjourned…
 Sine die…
 Ended …

1016
10th Signature/s (Who signs on
minutes?)
 Provide a place for the signature and the date of

approval.
 Minutes that are to be distributed are signed by both the
chairperson and the secretary.
 When a group has both a corresponding and a recording
secretary, the recording secretary is the one who is
responsible for the minutes.
 When one secretary is responsible for both jobs, the title
used is Secretary.
 Arrange the file copy of the minutes plus all attachments
that actually are a part of the minutes in chronological
order.
1016
Reading Assignment:
 Business Telephone Conversation

(Video Show?)
 Job search, Designing Curriculum
Vitae and Writing Employment
Letters
 Conducting Job Interview

1016

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ADMINISTERATIVE AND

2.1 ELEMENTS OF THE COMMUNICATION

 Message: It is the information, written, spoke or

 This stimuli may arrive • stimulus source could

Think of times when a manager asks a question,

 indecision about message content,

 lack of familiarity with the situation or the

 difficulty in expressing ideas.

To achieve conciseness in your communication

It is impossible to open As soon as your

letter correctly it seems that it

needs some clarification.

Medium (singular form of media) is the method

Whether you are a leader or a participant in a

Letters and memos are organized according to their

Written Media include

Many briefings are informal; when an employee or supervisor

informative briefings and reports presented by their employees

• Talk with audience and look at them.

6.2.4 Merits and Demerits of

• The three forms of listening are:

• the interview can be viewed as a form of dyadic

 The employment interview is a face-to-face

I. Tell and sell

use non- verbal communication like appearance,

The key words in the above definition are:

_________________ List of the names of other

_________________ Members in their alphabetical

AAU, Dept' of MGMT, MGMT 1016 217

AAU, Dept' of MGMT, MGMT 1016 218

AAU, Dept' of MGMT, MGMT 1016 219

AAU, Dept' of MGMT, MGMT 1016 220

AAU, Dept' of MGMT, MGMT 1016 221

Direct approach (deductive):

AAU, Dept' of MGMT, MGMT 1016 222

AAU, Dept' of MGMT, MGMT 1016 223

AAU, Dept' of MGMT, MGMT 1016 224

AAU, Dept' of MGMT, MGMT 1016 225

AAU, Dept' of MGMT, MGMT 1016 227

Audience—will feel neutral to or

AAU, Dept' of MGMT, MGMT 1016 228

Best news or main idea:

AAU, Dept' of MGMT, MGMT 1016 229

Letters eg: Accepting an invitation (eg

Audience—will be displeased about

AAU, Dept' of MGMT, MGMT 1016 231

AAU, Dept' of MGMT, MGMT 1016

Positive, friendly close:

AAU, Dept' of MGMT, MGMT 1016 233

AAU, Dept' of MGMT, MGMT 1016 234

Letters eg: Turning down a job

AAU, Dept' of MGMT, MGMT 1016 236

Letters eg: Requesting favors, letters

AAU, Dept' of MGMT, MGMT 1016 238

Typing the Elements of

AAU, Dept' of MGMT, MGMT 1016 239

AAU, Dept' of MGMT, MGMT 1016 240

1. Complete-block (Full block style):

AAU, Dept' of MGMT, MGMT 242

Memos allow information to be conveyed in

AAU, Dept' of MGMT, MGMT 243

AAU, Dept' of MGMT, MGMT 244