Upon completion of this chapter, you should be able to:
Use the new forms of electronic media for the communication properly.
Learn the culture of telephonic conversation.
Develop job-related skills to successfully write CVs, application letters, attend interviews, participate in group discussions, and make effective presentations.
Learn business etiquette of meeting and interacting with people for developing goodwill.
Learn the strategies of successful negotiations.
Develop the art of public speaking.
In business, the use of telephone, voice mail, phone conferencing, video conferencing, cell phones, and e-mail occurs in accordance with the need and purpose of the communicator. Since the communicators in these situations are not face-to-face, one has to have a high level of oral communication skills to be able to communicate effectively through these methods.
Apply oral communication skills to new communication technologies.
In business, for immediate information and response, the handiest mode of communication is the telephone. Though convenient for the caller, it is often viewed by top managers or very senior executives as a source of interruption. Hence, the phone is often received by an administrative assistant. After the caller explains the purpose of the call, he or she is put through to the concerned person.
Most organizations have a standard way of answering phone calls. The normal practice is for the receiver to greet the caller and then state his or her name and department. On picking up the phone, one should never say, “Yes—who is it—what do you want?” Instead, the receiver should sound polite by saying something like “May I know who is calling?” or “May I know in what regard you are calling?”
Nowadays, organizations have automatic exchanges that facilitate direct connections with the desired extension; alternatively, the Interactive Voice Response (IVR) may guide callers to the extension or ask them to wait for the operator. The operator usually begins by stating the organization's name, or by a greeting such as, “Good morning, IMT.”
In business, courtesy counts. One doesn't automatically know how important the caller is for the company's business. So, every phone should be received with a standard sequence of phrases. If the intended receiver is not available, courtesy demands that a message be taken. But, for that, one has to be ready and equipped with a pen or pencil and paper. If the call reaches the receiver directly, generally, the response is just the name of the person, for instance, “Vinod”.
Business telephone conversations should be only as long as is essential. If the other person starts going off-topic, the receiver may indicate that he or she wants to close the conversation by summarizing and repeating the intended/decided-upon action. The call should end with some expression of goodwill, such as “Thanks for calling”, “Pleasure talking with you”, or “I will get back to you.”
Voice mail facility is a common feature of an organization's phone system. It is a means of digitally recording voice messages that can be saved and forwarded, or skipped and deleted. It allows executives to attend to calls when they are free. When they are busy with meetings or work outside the office, they can transfer their calls to voice mail and check messages from any location at any time.
The voice mail message should sound as natural as possible and should be courteous. The caller should be able to recognize it as the intended receiver's voice. The recorded message may be something like “This is Pallavi Mehta in the R&D department. Please leave me a message. I shall call you back. Thank you.”
Telephones and cell phones have a conferencing system that allows several persons to talk with each other at the same time. This technology is now commonly used by companies across the globe.
There can be two types of business calls. The first is a one-way closed circuit communication that allows employees to tune in and hear an announcement; for example, daily/early morning progress reports, plant production reports, or other briefings are simultaneously heard by dozens of widely spread out persons via the phone and/or a public announcement system.
The second type of call is interactive. A number of persons can be on the same conference call. In this system, each participant can listen as well as talk. Through a conference call, different members of a team working on a project together are able to update themselves on the progress, made by the team without conducting meetings face-to-face. Through the interactive conference call system, each team member can interact with others from their own work location. This saves companies’ time and transportation costs. Moreover, the interaction is real-time and can happen as and when required.
Conference calls are used by most organizations as a routine communication channel for planning, updating, coordinating, and monitoring activities without requiring employees to travel long distances for a meeting of a few hours.
Cellular phones are a popular instrument of communication worldwide. Their utility for business executives has been greatly enhanced by the introduction of General Packet Radio Services (GPRS) technology. GPRS technology allows the radio transmission of small packets of data, especially between mobile phones and the Internet. Mobile handsets enabled with GPRS technology do the work of laptops/computers and voice recorders. They are more convenient than laptops, as they are smaller and easier to transport.
Internet-enabled video conferencing is an electronic version of face-to-face communication. Business meetings, interviews, and other urgent interactions among several distantly located individuals can be effectively conducted without requiring participants to move from their respective places of work. Video conferencing is more complex than talking on the phone. It involves the use of cameras for images and phones for speech and sound communicated back and forth over the Internet. As with face-to-face communication, video conferencing calls for a whole range of oral skills, such as clear and natural speaking, attentive listening, and positive body language. For successful video conferencing, the following points may be kept in mind:
In telephone conversations, the way we listen, respond, speak, or hang up is often as important as what is communicated.
Know how to handle telephone and cell phone calls.
Before initiating a call, be clear about the why (purpose) and what (content) of the call, how to begin the call, and what to do if the call is cut off.
For business calls, you must know exactly who you want to speak to and choose the most convenient time to make the call. You should also know whether you are calling to follow up on earlier communication or if it is the first step in the interaction.
The first few words spoken by the caller or receiver are important for establishing identities and the purpose of the call. They create the context for further conversation.
The first few words spoken by the caller or receiver are important for establishing identities and the purpose of the call. They create the context for further conversation.
As a caller, you may not be personally known to the receiver. The receiver may be familiar with your purpose and your company, but may not exactly know you unless you have met in person or spoken to each other earlier. Therefore, begin by introducing yourself—state your name, company, and purpose.
In organizations, calls are generally routed through a receptionist. The usual practice at the reception is to attend to the call within five rings; if you have been kept waiting longer than that, the receptionist will usually greet you with an apology. If your call is not answered even after ten rings, it is advisable to disconnect and try calling later, or try another number, if any.
Greet the receptionist (“Good morning”); tell him or her your name and your organization's name, and then mention whom you want to speak with. When speaking with a personal assistant, use the same introduction and tell him or her the purpose of the call. He or she will connect you to the desired person only after checking whether he or she is free to talk to you at that moment. Remember to be patient and pleasant while dealing with the assistant, who is an important link between the caller and the desired contact person.
Remember to be patient and pleasant while dealing with the assistant, who is an important link between the caller and the desired contact person.
If the receiver does not know you, you should first introduce yourself, for instance by saying something like “Good morning Mr Chaturvedi, I am Pallavi Mehta, marketing manager of Ferns n Petals. I want to know the details of your company's order for floral decoration…”. As a caller, you should use the opportunity to make the receiver feel that the information you want can be acquired only from him or her and that it is required immediately. In other words, involve the receiver in a dialogue, instead of questions that can be answered just by saying “yes” or “no”. Suppose you say, “Can I have the details of…”, the receiver can respond by saying, “No, not now” and may hang up. Hence, use your conversational skills to establish a good relationship with the other person so that the call ends on a positive note.
In the case of a cell phone conversation, it is always better to check if you are clearly audible. You may be able to hear the other side clearly, but it is possible that the other side is not able to hear you completely because of a poor signal. During official meetings, it is always better to keep the cell phone on silent mode. If you are expecting an important call, you may like to inform the chair about it before the meeting begins and step outside after excusing yourself. It is also necessary to keep all such calls short.
The ring tone expresses a person's style. However, it should be in sync with the environment of the workplace. The volume of the phone's ring should not be too loud. Similarly, the volume of the person should also not be very loud. Sometimes, people discuss even confidential matters so loudly that the entire floor can hear them.
Sometimes, the call may be suddenly disconnected or dropped. In such situations, courtesy demands that the person who originally initiated the call should redial immediately and say, “Sorry, the call got disconnected”. In case the receiver has to suspend the call to attend to some other more important call, it is the duty of the receiver to resume the call and give a satisfactory explanation to ensure that the caller does not feel slighted.
Always use the interrogative form for making a request, such as “Could I…?” or “May I…?” as Direct categorical statements may seem like an order. “I want to talk to…” is not a polite request. Instead “May I talk to…” is more polite. Even the statement, “I request you to connect me to so and so number/person” is not quite appropriate when ones does not know the other party well. Instead, say, “May I request you to…”.
In business, telephone calls are mostly received by personal assistants. Sometimes, the assistant has to act quickly to find out whether his or her supervisor is free to talk. So they may say, “Please hold on” while they check. If their supervisor is present but does not want to speak to the caller for some reason, the assistant will choose any one of the following polite excuses:
“Sorry, she is busy in a meeting. May I have your number? She will call you back”.
“He is busy with a foreign delegation. May I ask him to call you back as soon as he is free?”
These statements may not necessarily be true. However, they are intended to keep the caller satisfied even when the call is not successful. Personal assistants should never try to overhear the conversation between the caller and the receiver. After putting through the call to their supervisor, they should hang up.
As a caller you do not know whether the person receiving your call is alone. Therefore, confidential matters should never be discussed over the phone. They can be overheard/tapped in transmission. However, if you have to discuss something personal that you do not want others to know, you should check with the person you are calling in a polite manner. For example, you may say, “Can we talk about the tender for the Golden Highway project?” or simply, “Are you free? Can we talk about the tender?” This would save you from causing any embarrassment to the receiver or risk being overheard.
Communication over the phone requires the use of non-verbal skills, such as pleasant tone, proper intonation, and clear articulation of words.
Communication over the phone requires the use of non-verbal skills, such as pleasant tone, proper intonation, and clear articulation of words. You should be able to convey a large part of the message through your way of speaking rather than the meaning of the words alone.
An interview can be defined as an oral tool used to test a candidate's suitability for employment or admission to an institute of learning. As it is an oral test, it calls for the skills of oral and non-verbal communication, which are necessary to impress the interviewers. There are different types of interviews, such as panel interviews, sequential interviews, academic interviews, personality interviews, and so on. Each type requires the careful application of a particular set of communication skills.
Learn the art of handling interviews well.
The types of interviews frequently encountered by job applicants are:
According to the employer's needs, interviewers look for the following attributes in candidates:
Assessment of individuals in a job interview is basically an effort to predict their behaviour in a particular job and in the environment of that job.
Employers look for consistency in what is written in the CV and the interviewee's responses to questions during the interview. It is therefore extremely important to be honest when drafting the CV.
Since the résumé is the starting point of the interview, applicants should know their résumés thoroughly and be prepared to discuss and explain anything on them.
Though each job has its own specific requirements, there are some elements that are common. Most interviews focus on three issues:
Technical competence is assessed by examining the candidate's academic background and previous job profiles. For instance, if someone is applying to be a salesperson, his or her knowledge of marketing and sales management and logistics will be tested. The questions asked are related to the candidate's specialization, but are usually of a general nature. They are generally application-based questions.
Suppose you are an applicant for a sales position at Godrej. The interviewers can assess your technical competence by asking questions such as: “What features of our Godrej mini-fridge would you highlight to promote its sale in rural markets?” Your answer would demonstrate your knowledge of the principles of selling in general as well as your ability to apply those principles to a specific, targeted group.
All employers want to evaluate a prospective employee's level of interest in a job and how strongly he or she wants to fulfill his or her goals. For instance, in an interview for a sales job, the candidate's motivation can be judged by posing a complex situation (for instance, a transportation strike at the same time as an important meeting with a dealer) and then asking how the candidate would react to it.
Sometimes interviewers may deliberately ask stressful questions, such as “what would you do if you are not selected for this position?”. The actual responses to such questions are not as important as how the candidate handles them.
When an interviewee does not know the answer to a question, there are several ways to approach it:
Interviewees should continuously reflect upon various aspects of their personality and goals in order to respond to different questions at job interviews with clarity and confidence. Since one's style of thinking determines behaviour and personality to a great extent, it helps to consider, in some detail, how one thinks.
A candidate's success in converting an interview opportunity into a job offer depends on how well he or she has prepared for the interview. Most candidates falter during an interview only because they do not know enough about themselves, the company they are applying for, or the job profile. The secret of clearing the interview stage lies in preparing a game plan and developing a strategy to target what the specific organization is seeking. First, the candidate's personality traits matter: is he or she motivated, mature, ambitious, and trustworthy? Second, the candidate's level of competence and realism regarding job expectations matter: a candidate can impress prospective employers only when he or she demonstrates solid knowledge of the industry and the job.
As a practical step, job applicants can equip themselves with the following information and knowledge before an interview:
The candidate should ask himself or herself: “Who am I? What are my achievements? What are my skills and strengths? What do I plan to do five years from now?” He or she must be clear about his or her goals and consistent regarding past achievements and future career plans.
The candidate should ask himself or herself: “Who am I? What are my achievements? What are my skills and strengths? What do I plan to do five years from now?” He or she must be clear about his or her goals and consistent regarding past achievements and future career plans. In addition, he or she should be realistic—if his or her skills, career plans, and objectives align closely with the job's requirements, chances are that he or she will be offered the job. Most interviews begin with a question like “Can you tell us something about yourself?” so it is important to have a clear response ready.
Some ways to know yourself better are to:
An employer does not look for a set of ready-made answers to a volley of questions. Answers do count. But, there is something else that matters a great deal: the personality that accompanies the answers. Employers want to hire a good person, a competent worker, and someone with a well-informed and well-rounded personality.
Employers want to hire a good person, a competent worker, and someone with a well-informed and well-rounded personality.
Job applicants must gather information and research the company they are applying to before the interview. They can learn about the work culture and norms of the company and read up on the company's products and other details through the company's reports and Web site. If possible, they should try to interact with company employees to learn more about the work environment. Then, they should assess the size and systems of the company in accordance with their own ambitions and career plan, and consider how far the company will offer growth opportunities. Reflecting on these aspects of the company prior to the interview will prepare a candidate for the employer's questions.
At the interview, one should never be carried away by the salary or designation of the job; rather, the job should be considered in terms of its profile, scope for growth, and one's professional goals and ambitions. This also means that one should not accept a job, however lucrative, in a company that does not suit one's personal goals.
At the interview, one should never be carried away by the salary or designation of the job; rather, the job should be considered in terms of its profile, scope for growth, and one's professional goals and ambitions.
Usually, the interviewers move from simple, personal questions to general and then technical questions. The questions put to new graduates focus more on their education and work experiences, current issues, and hobbies. The focus is on education and personality. In the case of candidates with more experience, the focus is on their recent projects, achievements, and what new thing they can do for the organization.
Exhibit 8.1 provides some common questions faced in interviews and explains how a candidate can tackle these questions.
Tell us about yourself. |
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(Provide a brief answer describing your educational background and relevant work experience. A sample response follows.) |
A: |
I was born in Pilani and completed my education there. After graduating from Birla Public School, I attended Birla Institute of Technology and Science and obtained a dual degree in MMS and Mathematics. I did my summer project at DCM Kota and six months’ industry internships at USHA International Delhi in the marketing division, promoting a product line similar to your household durables. I believe I am motivated and capable of doing hard work. |
Q: |
What are your strengths? |
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(Focus on your positive side.) |
A: |
I think I am an intelligent, hard-working person who likes to take initiative and shoulder responsibility and complete my assigned tasks to everyone's satisfaction. |
Q: |
What are your weaknesses? |
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(Avoid suggesting anything that could be perceived as detrimental to your working effectively and efficiently. You could talk about a weakness that's not central to the job you are applying for and then indicate how you are working on trying to overcome the weakness.) |
Undesirable response: |
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A: |
“My greatest weakness is that I am a workaholic.” (Most interviewers would say that this is not really a weakness, and this is probably the most common response they have heard.) |
Desirable response: |
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A: |
“I find public speaking stressful, so I have been attending a short course on public speaking for the past three weeks.” (Make sure that the job does not require public speaking.) |
Q: |
Why do you wish to work in our organization? |
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(Be objective, realistic, and rational.) |
A: |
I know a number of persons working in this organization. I appreciate its work culture and concern for each individual employee. I like the flexibility that allows employees to move from one area to another within the organization. |
Q: |
Why have you been changing jobs? |
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(Discuss how your past experience has helped you in developing skills that will be useful in your new job; it would be better not to answer as follows: “It is generally believed that if you want to grow vertically, you should not work at one position or place for more than four years.) |
Q: |
Tell us how you can contribute to our company. |
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(Without claiming too much, state in specific terms what you are capable of doing for the company.) |
A: |
Besides working to improve the sales figures of the division, I would develop the market for mobile editions of our publications. |
Q: |
If the company could secure the National Highway Golden Triangle Project by bribing the concerned CEO, would you do it? |
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(Such questions are asked to judge your sense of morality. Always say no, and give your reasons by praising the organization's reputation for upholding ethical values and moral practices in all spheres.) |
A: |
Keeping in view the reputation of the company, one should not even consider it. |
Q: |
Could you tell us something about your current responsibilities? |
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(Describe those areas of work that show your initiative and organizing ability. Be factual, but project your own skills in handling your present duties.) |
A: |
Presently, I am the business development manager at Shop-n-Shop. I am responsible for developing the retail business of the company's writing instruments division. This calls for opening company-owned retail outlets in organized setups like malls. |
Q: |
What are your salary expectations? |
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(Justify your expectations in terms of your present package. The challenges of the new job are the reasons for your interest in it, not a better salary alone.) |
A: |
My present package is Rs 9.6 lakh per year. Keeping in view my desire to work for a professional organization like this, I would expect the protection of my current salary, at the least, and would like a raise of about 15 to 20 per cent. |
Exhibit 8.1 Model Questions and Answers
The questions given here are representative of the types of questions you can expect at an interview, though of course the list is not exhaustive. The secret of facing interviews successfully lies in thorough preparation so that one can display a full understanding of content and a well-rounded personality in the interview. Aim at making a good first impression and remember that one has just three to five seconds to do so. Ninety per cent of people form a judgment regarding someone at a job interview in just that time. In 70 per cent of cases, these first impressions prove to be right. Decisive factors in making an impression are body language, clothes, status symbols, scent, and the person's voice.
The group discussion (GD) tests inter-personal skills. It is most popular with public/private sector undertakings, government departments, commercial firms, and universities and other educational organizations, which use it to screen candidates after a written test. What does a group discussion evaluate? A group discussion primarily evaluates participants’ ability to interact in a group that is discussing a given topic. An individual's behaviour in a group means much for his or her success as a manager or an executive responsible for coordinating and organizing activities. The evaluators, therefore, focus on group dynamics rather than the content of each participant's views.
Be an effective participant in group discussions.
The group usually consists of 8 to 10 candidates. No one is nominated as a leader, coordinator, or chairman. Normally, 20 to 30 minutes are given to complete the discussion. Each candidate has a roll number by which he or she is to be addressed. For easy recognition, the roll number is prominently displayed on a tag worn by each candidate. The candidates are seated in ascending order of roll numbers, usually in a circle.
In a group discussion, all participants are supposed to be equal. No one is officially chosen as the leader. However, a candidate, by his or her initiative, ability to direct the discussion, maturity, clarity of ideas, and understanding of group dynamics, might gradually begin to direct the course of the discussion and mediate between opposing views to evolve a comprehensive view.
As group discussions start without an official leader, the atmosphere allows all participants free and equal opportunity to express their views. During the course of the discussion, a leader often emerges. No candidate should try to dominate the group to become the leader. Such an attempt is self-defeating, because in a group discussion all participants are supposed to be equal. However, a candidate, by his or her initiative, ability to direct the discussion, maturity, clarity of ideas, and understanding of group dynamics, might gradually begin to direct the course of the discussion and mediate between opposing views to evolve a comprehensive view. Such a candidate is implicitly recognized by all other candidates as the leader of the discussion group.
Group discussions are “formally informal”. There are rules of conduct to be observed by the participants. Some of these rules are discussed in Exhibit 8.2.
Ways of addressing other members of the group:
“Sir/Madam“: too formal
“Mr/Ms“: too colloquial
“Excuse me“: a bit rude
By their roll numbers: a bit odd
First name: ideal
The problem is it may be difficult to remember the names of fellow participants in a short time. In this case, the best way is to address the whole group instead of an individual.
Do not create sub-groups by referring to individual members. The tendency is to speak to one's neighbour, but this creates sub-groups and acts against the cohesive team spirit of the group.
Gaining the entire group's attention:
To begin, speak to the person sitting diagonally opposite you. Alternatively, address the person who has just finished talking.
When you have the group's attention, use the opportunity to take the discussion forward. Do not let an opportunity pass by if you want to participate in the discussion.
Make friends by speaking to those who have been left alone by the rest of the group.
Do not invite somebody who has been keeping quiet to share his or her views unless you have the formal authority to do so; everyone is equal in a group discussion.
It is best to use language that is formal, simple, and correct. It should not be colloquial or flowery.
One should dress formally for a group discussion. Men should wear business suits and women should be in sarees, salwar kameezes, or formal trousers and shirts.
Body language is important:
Posture should be formal and must reflect enthusiasm (straight back; hands in front/on the edge of the table).
Gestures and body movements should not be threatening or restrictive to other participants.
Excessive hand movements should be avoided.
Body language should be natural.
One should establish eye contact with as many people as possible.
No one should attempt to be a leader by trying to sum up or conclude when the group has not clearly reached any conclusion.
A group discussion is not a debate in which each participant either opposes or supports the topic. There are no clearcut positions or stands required. A group discussion is a continuous discussion, an ongoing interaction in which participants examine a subject or problem from different angles and viewpoints. Participants may disagree with or support others’ points of view, or bring up a new point of view. But, it is essential for all participants to always show respect for others, even if they disagree with each other. Courtesy in discussions indicates a level of politeness and maturity.
A group discussion is not a debate in which each participant either opposes or supports the topic. There are no clear-cut positions or stands required.
Good analytical abilities, critical assessment of arguments, and strong verbal and non-verbal skills of communication can give one a competitive edge over others. Exhibit 8.3 presents some guidelines for GD participants.
To join in the discussion, the following phrases can be used:
I'd like to raise the subject of …
What I think is …
I think it's important to consider the question of …
If I could say a word about …
May I make a point about …
When supporting what another participant has said, remember that you should not say, “I agree with him/her”. Instead, you should say that you support their views—not the person.) Phrases that can be used are:
I'd like to support Renuka's point about …
That is what I think too.
I agree fully with what Rahul has just said.
When voicing disagreement, again remember that you are opposed to someone's ideas and not the person. You can disagree by using polite expressions instead of saying something curt such as “You are wrong”. For instance, you can say:
Please allow me to differ.
I beg to differ.
I think differently on this issue.
I do not agree; in my opinion …
To emphasize a point, one can say:
I am convinced that …
You can't deny that …
It is quite clear to me that …
To bring the discussion back on track, one can say:
That's very interesting, but I don't think it is relevant to the point.
Perhaps we could go back to …
Could we stick to the subject please?
I am afraid we are drifting from the original point.
Exhibit 8.3 Guidelines for GD Participants
In a group discussion, listening too is a participative act. Participants should listen thoughtfully to what others have to say, with the goal of assimilating and analysing rather than contradicting or refuting others. Instead of interrupting others, it is better to try to join the discussion tactfully and use words that demonstrate that you have been listening to others.
Explain the negotiation process.
Negotiation is a process of bargaining in which two parties, each of which has something that the other wants, try to reach an agreement on mutually accepted terms.
Negotiation is a process of bargaining in which two parties, each of which has something that the other wants, try to reach an agreement on mutually accepted terms. Everyday examples of negotiation are:
The Oxford Dictionary of Business English defines negotiation as:
The Winston Simplified Dictionary defines negotiation as, “the discussion and bargaining that goes on between parties before a contract is settled or a deal is definitely agreed upon”. Alan Fowler defines negotiation as “a process of intervention by which two or more parties who consider that they need to be jointly involved in any outcome, but who initially have different objectives, seek by the use of argument and persuasion to resolve their differences in order to achieve a mutually acceptable solution”1. According to Bill Scott, “A negotiation is a form of meeting between two parties: our party and the other party”1. The objective of most negotiations is to reach an agreement in which both parties together move towards an outcome that is mutually beneficial.
The following points make the nature of negotiation quite clear:
When a manager deals with other managers or customers and suppliers over whom he or she has no authority, he or she tries to reach an agreement through discussion, persuasion, and argument. In other words, the manager must negotiate with the other party.
Suppose you are a manager in the marketing department of a company. You need the help of an analyst from another department to complete an urgent project report. The other department may not be willing to spare the services of the analyst you badly need. You would need to discuss the matter with your colleagues and make your case using convincing arguments, by negotiating with the analyst and the other department. Reaching an agreement is the objective of negotiation.
Reaching an agreement is the objective of negotiation.
Consider the following situation, which shows how negotiations work.
Mr and Mrs Rai wanted to sell their house. They had approached many property dealers in their area. Several agents had seen their property and knew their intentions, including the minimum price they would be willing to accept. The Rais quickly realized that in their area, nearly every property agent had come to know of their desire to sell the house as early as possible. This worked against them, and every time they were made an offer, it was lower than the previous one. They became desperate and began to believe that it would not be possible to sell their house for a reasonable price because they made the mistake of disclosing their keenness to sell. One day, they happened to mention this to one of their friends. He gave them the contact information of a very prominent builder, Mr Devraj, from another part of the city. Mr Devraj answered the Rais’ call and immediately enquired about the location of the plot and the built-up area. Next, he asked them their asking price. He paused, and then said, “Think about the price again”. This made the Rais feel a bit shaky. They had told him the price they wanted, not the prices the property dealers had offered them thus far. Not wanting to lose the chance of selling their house, they reduced their asking price by Rs 5 lakh. Mr Devraj promptly asked, “Is that final?” With some trepidation, they said, “Yes”. In a businesslike tone, he said, “Done” and promised to send them Rs 10 lakh as an advance the next day. He also remarked that he would have the remaining amount sent within a week. The Rais wanted him to see the house, but he said, “There is no need for that; I am familiar with the sector”.
At the time of the full and final payment, the Rais learnt that they were not able to get the desired price for the house from other, smaller property dealers because the house had an old-fashioned design and would need to be demolished. What these property dealers were offering was the price of the land only. However, Mr Devraj, being a builder, would be able to use the basic architecture and give the house a new look.
The need to negotiate is defined by the situation. Some situations require negotiating, others don't.
Negotiation is necessary when an issue involves more than one person and the problem cannot be resolved by a single person. Whenever two or more persons or parties are involved, they are bound to have different views or aims regarding the outcome. The way to overcome disagreement is by negotiating.
Negotiation can take place only when both concerned parties are willing to meet and discuss the issue at hand. That is, they both must want to reach a decision by discussion, not force or authority.
There are formal and informal situations in negotiation.
A formal negotiation is simpler to handle than unannounced meetings.
Generally, a formal negotiation is for settling a dispute or a conflict between two warring parties, such as for a labour or workers’ strike. Negotiations in such situations are formal; the meeting between the two parties is fixed beforehand and both parties have time to prepare their bargaining points.
Informal Negotiations Informal negotiations are unannounced and casual meetings, such as when a staff member drops by a colleague's office and discusses a problem, which they attempt to resolve. This is an informal negotiation because:
The following types of situations will not require negotiation:
However, people often encounter situations in which there is neither direct acceptance nor complete refusal at the outset. In such cases, the two persons deal with each other by discussing the possibility of reaching a mutually acceptable end.
The factors discussed in this section usually affect the outcomes of negotiations.
Understand the factors affecting negotiation.
The location of a negotiation can influence the level of confidence of one party. When the location is one party's office, for instance, that party has several advantages. They are on home ground, an area of strength. They can access whatever information or material is needed during the course of the negotiation. They can also extend social courtesies as a token of goodwill; this could move the negotiation towards agreement.
Often the outcome of a discussion does not depend wholly on objective factors, such as logic and the facts of the matter under consideration. The final outcome may also be determined by subjective factors relating to influence and persuasion.
Know about the subjective factors that affect negotiation outcomes.
Persuasion includes a range of skills for convincing other people of the need to accept or agree to a course of action. It is an essential element of effective business communication. It helps in resolving issues on which there is a difference of opinion, but that need solutions that are in the interest of all. In negotiations, people are gradually persuaded to accept the other party's view to some extent.
Persuasion includes a range of skills for convincing other people of the need to accept or agree to a course of action.
As you must have seen yourself, persuasion is not one single thing. It is a mixture of skills—attitude, psychology, language, tone, body language, and so on—used to convince the other party to accept one's view despite their objections or alternate proposals.
“You attitude” is an essential aspect of negotiations. Nothing convinces more than facts. But, in order to persuade people, the facts should be discussed from the other party's point of view. A skilled negotiator should be able to highlight how the other person stands to gain from his or her suggestions. He or she must understand the other party's needs and be able to reconcile what would be a good result for him or her with the needs of the other party. This allows persuasion to end negotiations and discussions with a satisfying conclusion for both sides (creating a win–win situation).
Persuasion is not just one single thing. It is a mixture of skills—attitude, psychology, language, tone, body language, and so on—used to convince the other party to accept one's view despite their objections or alternate proposals.
The range of persuasive skills can be classified under the following broad headings:
A skilled negotiator must understand the other party's needs and be able to reconcile what would be a good result for him or her with the needs of the other party.
At the end of the discussion, both sides should be sure that the final agreement covers all necessary points and they are clearly expressed and understood.
Generally, the process of negotiation moves from the stage of “offer” to that of “agreement” via the stages of “counter-offer”, “concession”, and “compromise”. All discussions that progress successfully from opening differences to a final, mutually acceptable outcome/conclusion usually move through the same general sequence. During informal discussions, this sequence may not always be obvious, yet it is there with respect to the most important aspects of negotiations.
Understand the stages in the negotiation process.
According to Alan Fowler, the stages of an effective discussion are:
These six stages can be grouped into three basic phases:
Negotiation implies that both parties accept that an agreement between them is needed (required or desirable) before any decision is to be implemented.
Negotiation implies that both parties accept that an agreement between them is needed (required or desirable) before any decision is to be implemented. The direction of the discussion is towards that desired agreement. Hence, it requires careful preparation and handling.
Like all effective communication/discussion, negotiations have to be planned. Tim Hindle, in his book Negotiating Skills, says, “Bear in mind that it is almost impossible for a negotiator to do too much preparation”.2
There are two respects in which the negotiator has to be prepared before the negotiation:
Knowing the real issues at hand helps the negotiator feel confident and fully prepared about two things:
Negotiators should be realistic about their objectives. If they fail to persuade the other side to accept their ideal solution, they should be prepared to lower their expectations. If the ideal is not achievable, they should be very clear and firm about the lowest outcome acceptable to them. It is important for the negotiators to know what points they are willing to concede and what their limits are.
In the preparation stage, negotiators should also plan the best way of arguing their case, considering particularly the other person's likely viewpoint and objectives. They should assess the strength of each party's bargaining position. To be well prepared before the actual negotiating process begins, negotiators should:
Most effective negotiations follow a set sequence:
Some scholars do not consider the stages of preparation and implementation to be parts of negotiation. But, they constitute two basic phases of the actual process of negotiation—one before initiating the negotiation process and the other after concluding discussions.
Some scholars do not consider preparation and implementation to be parts of negotiation.
Three steps to prevent failure of implementation are:
Some of the elements listed as part of the negotiation process are strategic in nature. They are discussed here as strategies to be used at different stages of negotiation.
Identify different skills of initiating, discussing, and concluding the process of bargaining.
Before the negotiation, the negotiators must plan their strategies.
Instead of talking compulsively, a good negotiator allows the other party to say what they wish and develops a dialogue with them.
One can start the discussion with language such as: “The general point of our discussion is…, which I think has come up because of…. But, before I go into details, it would be helpful if you first outline your view”.
The following are some strategies that should be used during the course of the negotiation:
The strategy should be to allow the discussion to move towards agreement. To do this, one must psychologically encourage cooperation throughout the discussion.
Both parties should use impersonal terminology to point out corrections, rather than making personal criticisms.
Tips for reaching a final agreement are:
Be tactful and persuasive to ensure that the final outcome, which is of advantage to you, is also seen by the other party as a benefit to them.
It helps to summarize the agreements and conclusions at the end of the discussion.
Reaching a mutually satisfactory end is the basic objective of any negotiation. If there is no final agreement reached, even after a prolonged discussion, the strategy should be to:
Know how to handle deadlocks.
Etiquette refers to conventional rules of social behaviour or professional conduct. These rules are unwritten and act as norms to be observed by all professionals who work as a team in a particular company or department. They help individuals identify what sort of behaviour is appropriate or inappropriate in a business environment.
Understand the general rules of business etiquette.
Professional etiquette affects business deals. An intelligent business executive knows that visitors assess the status of a company not just from its balance sheets and inventory books, but also from the manner in which they are received, addressed, taken around, and briefed in the boardroom. In business, as in life, etiquette is a self-rewarding trait. Successful professionals know how to conduct themselves at company meetings, parties, and dinners. They are aware of their company's culture and etiquette. Further, business etiquette means more than just being nice. It is fundamental to conducting business successfully. Those who ignore norms run the risk of being labelled as “unfriendly” or “inflexible”. This may disrupt the smooth working of the team by causing misunderstandings or tension among fellow workers.
Successful professionals know how to conduct themselves at company meetings, parties, and dinners.
Choosing to be habitually late for meetings, ignoring deadlines, indulging in character assassination during coffee breaks, or demanding (as a right) instead of requesting (as a favour) help are examples of ignoring, knowingly or unknowingly, the rules of good professional conduct, behaviour, and etiquette.
Every workplace evolves its own norms of behaviour and attitude. For example, if one were to undertake a survey of banks or hospitals during lunch breaks, one would notice that in some companies everyone resumes working without even a minute's delay after lunch, while in others taking an extra 10 to 15 minutes for lunch may be a general practice. In such cases, the etiquette is not governed by rules written down anywhere.
The business etiquette rules discussed in this chapter relate to the following:
This chapter describes the behaviour and customs that would be considered appropriate and acceptable in most business organizations in modern, mostly westernized workplaces.
This approach to business etiquette assumes that each business setting has its own business protocols that an employee learns by working in that environment and observing others. But, there are general rules of business etiquette that are based on the fundamental principles of organizational behaviour. In an organization, the basic concern is to create a comfortable and effective work environment where each person helps others work with ease. This is made possible by empathizing with others’ concerns and priorities. Identifying with others is the best form of business etiquette.
In an organization, the basic concern is to create a comfortable and productive work environment where each person helps others work with ease.
Learning the rules of business etiquette helps professionals be comfortable in any business setting. Let us, therefore, consider some common situations in business and find out how to act appropriately.
First impressions and meetings play a significant role in facilitating a business relationship. It is important, therefore, to make a positive impression when meeting someone for the first time.
Learn ways of introducing yourself and others.
A confident self-introduction always makes a positive first impression, but many people are reluctant to introduce themselves. This may be because they think it too bold an act or they feel too shy to do so. But, when two people meet for the first time, they are bound to want to know each other's identity, affiliation, and purpose. Even when people meet the second or third time after a gap of some weeks, there is no harm in repeating introductions by saying something simple, like, “Good morning, I'm Smita Sharma”.
As a norm of business etiquette and the first step towards cordial business transactions, people greet each other by stating their full names and positions (in office) at the very outset.
Suppose two applicants are waiting for an interview with the general manager of marketing of a company. They are sitting in the waiting lounge across the corridor leading to the general manager's office. A smart-looking middle-aged executive walks into the corridor moving towards the general manager's office. The candidates are not sure whether he is the person for whom they have been waiting. Now, suppose one of them stands up, walks up to him, and says, “Good morning, I am Reena Seth. I am here for an interview with Mr S. K. Nair”. Hopefully, the person would respond, “Good morning! I am Mr Nair. Pleased to meet you. We shall have the interview shortly”. Reena Seth's bold introduction to Mr Nair would give her an edge over the other candidate, who remained silent. Most likely, Mr Nair would have a positive and favourable impression of Reena Seth as a confident, assertive, and enterprising young individual.
If there is an advantage in introducing oneself at the first opportunity, why do people shy away from doing so? Some cultures, such as British culture, have a sense of reserve. Americans are more outgoing in general. Indians are traditionally more shy and, generally, would still consider it impolite to go up to someone and say “Hi, I am Amit Misra” (though this is now changing).
Introductions are standard protocol when two or more persons meet formally. Each person should introduce himself or herself in a clear manner, pronouncing their first names and surnames as well as stating their positions, which helps establish the purpose and direction of the conversation. For instance, one should say something like “Prafulla Misra, CEO, Sterling Gold Informatics”, instead of just “Misra” or “Prafulla”. Americans prefer to introduce themselves by their first names only, like “John” or “William”. But, the British use the first name and surname: “WB Yeats” or “Tony Blair”. Names, specially foreign or unfamiliar ones, are generally only partially understood unless spoken distinctly. For instance, the name “Kanwal Jeet Singh Sidhu” has to be uttered slowly, so that the other person follows it fully.
During a conversation, one party may have forgotten the other's name or may not remember how to pronounce it. At such moments the other person should help them immediately by politely repeating their name — “I am Irfan Mohammad, I am sorry, I should have told you”. Business etiquette seeks to make all concerned parties comfortable. This is why it is polite to apologize for forgetting to introduce oneself. If one simply says, “I am Irfan Mohammad”, it suggests that the other person is at fault for forgetting the name.
Here are some rules for making introductions correctly:
Speak your name slowly and clearly. The listener may not catch an unusual or unfamiliar name. Therefore, articulate your name as distinctly as possible, and if required, help others by spelling it.
In business, one encounters a variety of people, and it may be difficult to recognize or place someone one has previously met in a different context, such as a seminar or conference. Before the other person detects this, you should ask for his or her business card by simply saying, “Could I have your latest business card for your telephone number and e-mail address?”
To be tactful in such situations is also good business etiquette. If you let the other person know that you have forgotten his or her name, it may make the person feel that he or she is not important enough to be remembered. Try to act as if you know the name, but wish to have more details about the person.
It is common to have to introduce others at business meetings. A clear and complete introduction of each person, both members of the visiting party and the host party, makes everyone feel relaxed and creates a congenial atmosphere for the meeting. In such situations, the person who is making the introductions should know the names and professional statuses of both parties before the meeting. The professional status refers to the role the person plays in the business transaction.
A clear and complete introduction of each person, both members of the visiting party and the host party, makes everyone feel relaxed and creates a congenial atmosphere for the meeting.
Normally, the senior-most person among the visitors or the host team introduces the other members of his or her group. The practice is that visitors are first introduced to the hosts. Then members of the host group are introduced. Usually a senior is not introduced to a junior, but instead, the lowest-ranked person is introduced to the highest-ranked person. Accordingly, avoid saying to the CEO of a company: “Mr Chopra, may I introduce you to Payal Muttoo? Payal is this year's first position holder and a gold medalist, working in our placement department”. Instead, say “Mr Chopra, may I introduce Payal Muttoo to you? Payal is this year's university topper and gold medalist, working in our placement department”.
Notice two things here. One, the polite form “May I introduce…” is appropriate and formal when speaking to a superior. But, when introducing someone to others it is okay to just say, “This is Neelam Gulati. Neelam is a senior lecturer in finance”. Also note that this introduction repeats the name so that it is duly received and remembered by the other person. To repeat the name naturally, the person who is making the introductions has to create a context by mentioning a significant detail about the person concerned—such as what work they do.
After introducing the junior person to the senior, introduce the senior person to the junior, for instance by saying something like: “Payal, as you know, Mr Chopra is our President. Mr Chopra will discuss our placement status and strategies with you”.
Here, it may be important to point out that in India, and perhaps in other Asian countries, it is a usual practice to use President or Chairman as a title before the name, such as “President G. P. Chopra” or “Chairman Chopra-ji”, or even “Chairman Mr Chopra”. In the United States and other western cultures, this may sound a little odd. Americans refer to one another just by using “first name, last name”, even in the case of very senior persons. However, in Asian countries, people observe social courtesies out of respect for age and position, even in the context of business.
Most business meetings begin and end with a handshake. Shake hands after the introduction by extending your right hand and firmly holding the other person's right hand very briefly. In modern business, a handshake is a non-verbal clue of friendliness.
The handshake is so spontaneous that usually both parties simultaneously put forward their right hands to make the gesture. Nowadays, in business, as in society, there is no gender distinction and women shake hands in business situations too. Sometimes, while parting, people shake hands again or put their arm on the back or shoulder of the other person to communicate warmth.
As a winning form of non-verbal communication, handshakes must be accompanied by eye contact and a gentle smile. In some situations, you may express your feelings by saying, “Pleased to meet you”. The other party would generally respond by saying, “my pleasure”. These words are just pleasantries. They do not mean much as verbal communication.
As a winning form of non-verbal communication, handshakes must be accompanied by eye contact and a gentle smile.
As already indicated while discussing non-verbal forms of communication, there are, besides handshakes, other gestures that are culture-specific. For instance, even in business situations, Arabs often shake hands, embrace, and also kiss to communicate their warmth and respect for the other person. East Asians often bow to one another.
If you are not sure of the cultural and personal sensitivities of your visitor or host, it is best to shake hands, as this is the general norm across the world. However, in some culture-specific countries, such as India, many senior business heads, executives, and officers still prefer to receive or bid adieu to highly placed guests in the traditional form—with folded hands, slightly bowed head, and eye contact. As a visitor, follow your host's cue and greet accordingly.
Speaking in public effectively is an art worth developing. People consider this form of communication to be most effective in spreading one's ideas and influencing other people. Consider how great thinkers, political leaders and social wouliers, such as Swami Vivekanand, Martin Luther king Jr., Winston Churchill, Mahatma Gandhi, made a difference in the life of the people and the destiny of the nations by spreading their ideas and influencing people with the power of their spoken words.
There are three main goals of public speaking: to persuade, to inform, and to delight. These are the very goals of communication as such. As a public speaker you want to persuade people to accept to do or believe what you think is right, or you wish to make them feel better placed by informing them of things you consider important to know. And finally you seek to entertain people with your unit and interesting anecdotes.
Speaking has various styles. Some of these are formal, informal, polite, normal, blunt, tentative, and direct.
It is important to choose appropriate ways of saying things according to the situation you are in. In many situations it will be appropriate to use normal or neutral language. In other situations, it is necessary to use language forms that are appropriate to special situations.
We also use tentative language when we want to give the impression of being unsure in order to be tactful and diplomatic. For example, if we want to disagree with a superior, it would probably be too strong to say “I can't agree with you” and it would be more appropriate to be tentative and say I'm not sure if I'd agree with you.”
For Example
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In most cases we use normal and neutral language, but sometimes, depending on the situations we are in and also on the basis of our co-speakers, we use special language. The type of language we use shows our attitude.
Style of public speech: Public speaking requires formal language, jargon, slang and incorrect language have no place in public speeches. The speakers have to raise the level of their language and polish their expressions for creating a favorable impression on the audience. Public speaking requires a forceful and passionate delivery.
If you are speaking to inform or to persuade a group of people (regardless of whether in a stand-up presentation, a seated deck-presentation, a videoconference, or a webcast), use these techniques to structure what you say. Since, unlike readers, your listeners can't glance back or skip ahead, You'll need to be repetitive and exceptionally clear by including (1) an opening, (2) a preview of the main points, (3) clearly demarcated main points, and (4) a closing.
Openings are important in all forms of communication, when you make an oral presentation, however, your opening is even more crucial than it is when you write. Therefore, always use the first minute or so of your presentation for your opening, what many experts call a “grabber” or a “hook.”
To decide what to say during your opening, think about the audience: Are they interested? Do they know how the topic relates to them? Do they know you well or not? Given your audience, choose from among the following techniques:
Without a doubt, the most important part of your presentation is a preview (also known as an agenda, an outline, or a table of contents) of what you will be covering. Always give an explicit preview at the beginning of your presentation.
Previews help your audience understand and remember what you say. Think again about the contrast between listeners and readers. Your readers can skim a document and read your headings and subheadings before they start reading. Your listeners, in contrast, have no idea what you will be covering unless you tell them.
Typical previews include a list of key points (such as reasons, examples, or recommendations), key questions, or a problem followed by a solution.
Longer and more formal: I will discuss sales in each of our four European regions: the Northern, Southern, Western, and Central.
Shorter and less formal: Let's take a look at the sales figures in our four European regions.
Your main points need to be organized and easy to follow, much more so than in writing. Readers can look over, slow down, and reread when they wish; listeners, of course, cannot. Therefore, remember these three guidelines when You're speaking.
Limit Your Main Points Experiments in cognitive psychology show that people cannot easily comprehend more than five to seven main points, so do not exceed that number when You're speaking. That means grouping all of your points in any section or subsection into no more than seven major areas.
Use Strong Transitions When you are speaking, you need longer, more explicit transitions between major sections and subsections than you do when you are writing. Listeners do not stay oriented as easily as readers do; they may not even remember what it is that you are listing unless you use these longer transitions.
Ineffective short transition
Second,…
Effective longer transitions
The second recommendation is…
Let's move on to the second recommendation.
Use Repetitive Transitions In addition to stronger, more explicit transitions, you also need to use more repetitive transitions when You're speaking, because listeners may not remember information they hear only once. Although you may feel as if You're being too repetitive, your listeners will appreciate detailed reminders that reinforce your structure. Therefore, between each major section and subsection, use a backward look/forward look transition. The backward look refers to recapping what you just covered, and the-forward look provides a smooth transition to the upcoming part of your talk.
Effective backward look/forward look transition
Example: Now that we have looked at the three elements of the marketing plan (backward look), let's turn to the financial implications of the plan (forward look).
Keep the Audience's Interest High Remember that your listeners’ attention will decrease in the middle of your speech. Hence, consider the following techniques to keep up their interest, involve them, add variety, and wake them up:
The Audience Memory Curve also shows that your listeners are likely to remember your last words. Therefore, your closing should be more than a mere “thank you” or the all-too-common “dribble” closing like “I guess that's about it.”
Instead, use a strong, obvious transitional phrase—such as “to summarize” or “in conclusion”—to introduce your closing remarks. Here are some options for effective closings:
Nervousness and stage fright is natural for all beginners before a large audience. However, this feeling is gradually overcome by knowing that everyone who stands before an audiance feels like you. Remember the techniques discussed by Stephen E Lucas in his book, “the art of public speaking” (1989) to develop self confidence and skills of public speaking.
Courage to speak is the first requisite for a public speaker. One who has stage-fright cannot face the public. He cannot have confidence in himself/herself. And one who has no confidence is bound to fumble. But, the fact is that at the beginning every renowned speaker had stage-fright. Born speakers are rare. George Bernard Shaw was a spell-binder. But, at the beginning his legs trembled and his voice faltered when he rose to speak. Stage-fright can be conquered. One can acquire perfect self confidence. Only one must do certain things.
There are very few who can speak extempore. Most of the famous speakers of the world prepared their speeches in advance. Unless you go prepared, you can't have confidence in youself. And without self-confidence you are sure to feel nervous. And ultimately you may cut a sorry figure. Hence, one must prepare one's speech thoroughly. But, how to prepare a speech? A few points for preparing a speech are briefly given below.
To deliver a speech one has to remember a lot of things. Hence, for a speaker, good memory is an asset. But, very few possess good memory. And even those who have good memory cannot always depend on it. Memory is treacherous. It often plays tricks on its possessors. But, memory can be cultivated. By following certain methods, memory can be improved. There are three natural laws of remembering-impression, repetition, and association.
One more thing, besides these three natural laws, is to be done. Arrange the points of the address in the logical order so that one point naturally leads to the next.
The aim of the speaker is to leave a deep impression on the minds of the audience. The audience must go deeply impressed and highly satisfied, but it is very difficult to achieve this end. The speaker must be able to captivate the attention of the audience. But, very few are born with this capacity. It has to be developed by following certain methods. Some of the methods are pointed out here.
Public speaking is an art. But, very few are born with this art. Like other arts, it has to be acquired by following certain essentials. There are many methods to acquire it. A few of them are pointed out here,
It is easy to give up, but the glory is in keeping on. You need dogged determination. Those who keep on arrive at destination.
Three things matter in a speech—the speaker, manner of delivery, and matter. Of these, the manner of delivery is the most important. Edmund Burke's speeches contained admirable logic and reasoning. But, as an orator he was a failure, because he did not know how to deliver his gems.
This was Lincoln's method. He often paused in his speaking. This sudden silence has the same effect as a sudden noise. But, the speaker must practise this method. He must pause naturally. If pauses are judiciously used, they produce a tremendous effect on the audience. Silence becomes more eloquent than eloquence itself.
The manner of opening a talk is of great importance. The audience forms the first impression from it. And the first impression counts very much. But, the opening of a talk is difficult. It has to be carefully worked out in advance. Some hints as to how to open a talk are given here:
The manner of closing a speech is as important as the manner of opening a speech. Perhaps the close is more important. For, it is likely to be remembered longer! Hence, it must be planned, prepared, and carefully mastered in advance. Rehearse it, learn it by heart so that you can deliver it enthusiastically and convincingly. Famous orators like Webster, Bright, and Gladstone did it.
Whatever you say must be clearly understood by the audience. Every word, every sentence must convey what you intend to say. Otherwise your talks will fall flat on the ears of the audience. Your efforts to win their hearts will be futile. Therefore, take care of the language you use. Also take care of the ideas you want to convey to the audience. Some hints as to how you can make the meaning clear are given here
Limited points: Do not try to cover many points. Refer to only a few points. But, develop each point fully.
To impress and convince the audience is your aim. But, how to do it? It is an uphill task. But, if you cannot do it, you are a failure as a speaker. Follow the suggestions given here. You are sure to succeed.
Language is the medium through which we express our ideas. As the vehicle of ideas, it is the most Important element in public speaking. Without having a good degree of command of the language, one cannot hope to have success as a public speaker. On the other hand, one who is master of the language can command the audience. The manner is more important than the matter. But, how to acquire command over the language. There are several methods.
A presentation is a live mode of sharing information with a select audience. It is a form of oral communication in which a person shares factual information with a particular audience. To get a clear idea of presenting as a distinct communicative activity—different from lecturing or training—it is possible to define a presentation as an oral activity that uses a visual medium (such as, LCD projectors or PowerPoint slides) to discuss new ideas and information with a specific audience in a persuasive and convincing manner.
Presentations have three major elements:
A trained presenter approaches a presentation with an awareness of all its elements and a fully planned strategy. A good presentation involves prior preparation and planing.
A trained presenter approaches a presentation with an awareness of all its elements and a fully planned strategy. He or she knows that just standing up and speaking to an audience for a given amount of time to show how much he or she knows on the topic does not imply that the presentation is good. A presentation is a particular mode of communicating with a group of people and conveying a message. It involves prior preparation and planning.
A presenter should undertake the following steps to prepare for the presentation:
The presenter should ask himself or herself: Why am I giving this presentation? He or she may be giving the presentation to:
After identifying his or her objective, the presenter should outline it in a single sentence. For example, assume the dean of the BITS Distance Learning Programme (DLP) has to put forward a proposal to the board of governors to expand the institute's Distance Learning Programme by creating off-campus centres in Gulf cities, such as Dubai or Muscat. He is required to make a presentation before the board members to justify the proposal. He knows exactly why he is giving the presentation; the purpose can be written in a single sentence that outlines the structure of his ideas: “To convince the board members of the viability and desirability of creating overseas (off-campus) learning centres in Gulf countries, in view of the growing demand for BITS courses abroad”. This precise formulation of the objective will help him organize his ideas in a logical manner that will convince the board.
Before making a presentation, the presenter must know the audience he or she is going to address. The presenter should have an idea of the number, nature, needs, level of knowledge, and likely attitude of those who are going to receive the message. These factors will determine the language of delivery and selection of inputs. Understanding the audience's needs will help the presenter focus the presentation on issues that would be of interest to his or her listeners. In addition, knowing about the likely attitude of the audience in advance would make the presenter feel more confident. All members of a group will not have a similar attitude and as individuals they are bound to respond differently. Also, presenters should keep in mind that different persons attending the presentation may be looking for different information based on their own interests or needs. Therefore, the presenter must define the focus and scope of the presentation at the very outset. Most importantly, the speaker must never consider the audience to be a hostile group. They may be opposed to one's ideas or message, but they are not the speaker's enemies.
Before making a presentation, the presenter must know the audience he or she is going to address. The presenter should have an idea of the number, nature, needs, level of knowledge, and likely attitude of those who are going to receive the message.
Guidelines for analyzing an audience include finding answers for the following questions:
The last question is the most important and needs to be clearly understood and answered. The answer to it will clarify and define the speaker's purpose. It will help the presenter understand the audience's expectations. For instance, in the presentation on creating overseas BITS DLP centres in the Gulf, the expected outcome will be: “After listening to the presentation, the board members will agree to approve, in principle, initiating overseas DLP centres and setting up a committee to work out the feasibility of opening two centres, one each in Dubai and Muscat”. The presenter can visualize the audience's response as if the presentation has already happened. Positive expectations will give the speaker added confidence. In addition, if the speaker has too many ideas or too much information on the topic at hand, knowing the audience's needs and expectations will help him or her determine what information is most relevant and interesting.
The needs of the audience vary from category to category. For example, a student's content will change depending on whether he or she is making a presentation before fellow students, professors, local business people, or friends. In some cases, one would expect that the audience already has a high level of information, while in other cases, there will be little information known. The speaker should consider the audience's needs and tell them what they need to know without talking about everything.
By this point, the speaker has done two essential things to give shape to the presentation: he or she is aware of the purpose of the presentation and the audience's needs. These will guide him or her in gathering and systematically arranging the information to be presented. The speaker should structure and design the delivery to be effective, with the goal that the audience will ultimately accept his or her ideas.
Learn how to design a presentation.
The normal order of any exposition is to first list the main ideas and then elaborate on each of them.
Considerable thought should be given to how to start the presentation. What should be said first? This does not refer to how to greet the audience but, rather, to what main point the speaker should begin with. The normal order of any exposition is to first list the main ideas and then elaborate on each of them. This is the pattern that all written reports follow too. The sequence and timing of each part in a 30-minute presentation should be:
The presentation should be designed in such a way that it is logical, clear, and complete in the 30 minutes allotted to it. Let's use the BITS DLP proposal example to see how this can be done.
Introduction (3 minutes) The introduction indicates the main idea of the presentation. It does only that, without giving details of what is to follow. This helps the audience know the subject and focus of the presentation. For instance, the objective in this situation is: “We propose that BITS should open Distance Learning Centres in two Gulf cities, Dubai and Muscat”. Next, the presentation should explain why it is proposing overseas BITS centres by speaking about how popular BITS’ educational programmes are nationally and internationally. This background provides the launching pad for more detailed information, which is covered in the main body of the presentation.
Main Body (15 minutes) The main part of the presentation is devoted to informing the audience about the advantages of the proposal, both for BITS and the concerned countries in the Gulf (see Exhibit 8.4). This section would include findings of a survey and analysis of the data. This section of the presentation should generally be divided into sub-sections. As a general rule, the speaker should avoid having more than three sub-sections under the main point.
Benefits to BITS
Benefits to DLP-associated Countries
Viability: How Will BITS Centres Abroad Work?
An MOU can be signed between BITS and the partner countries. The BITS centre will be recognized as a centre for higher learning and education, duly approved by the Sultanate of Oman and the Emirate of Dubai.
Exhibit 8.4 The Main body of the Presentation
Generally, a presentation is delivered in an analytical and logical manner: the introduction leads to the main content, which in turn leads to the conclusions and recommendations. To integrate these parts into a continuous whole, there should be proper transitions from one section to the next and from one stage to another. The speaker should summarize what has been said in the previous section or stage before explaining how the next point is related. An example is: “So, you have seen how BITS overseas centres are feasible and viable. Now let's discuss some of the potential problems that we may face”.
Conclusion (2 minutes) The conclusion (see Exhibit 8.5) summarizes the speaker's main arguments and connects them to the objectives stated in the introduction and the larger picture.
BITS’ experience of running three DLP centres in India has built confidence and expertise regarding its abilities to do so abroad, negating distance as a factor for excellence in education.
The faculty is committed and ready to take advantage of this opportunity.
There is a lot of faith in the promised support from the Gulf nations.
To end the presentation, the speaker should do the following:
Question–Answer Session (10 minutes) This is an important opportunity for audience interaction. The speaker should encourage questions and answer each question seriously and with honesty. The speaker should not try to bluff; if he or she does not know the answer to a question, it is best to be frank and admit this.
A presentation can be made more vivid by the use of statistical data, figures, diagrams, and so on, which can be displayed via transparencies or PowerPoint slides. Through visual display of ideas, the presenter can make the audience see what they hear. Graphics tend to garner and hold attention more easily than spoken words, so they also help keep the audience fully absorbed. Having visual projection of the message also enables the speaker to keep to the structure of the presentation. Moreover, often a greater amount of information can be communicated with a visual than lengthy verbal explanations. This saves time.
Select the proper medium of presentation and visual aids.
A presentation can be made more vivid by the use of statistical data charts, figures, diagrams, and so on, which can be displayed via transparencies or PowerPoint slides.
Visual aids should be used to:
Often, a greater amount of information can be communicated with a visual than lengthy verbal explanations. This saves time.
Here are some guidelines regarding how to use visual aids:
Exhibit 8.6 An Effective and an ineffective Slide
Some common mediums of presentation are boards (black or white), flip charts, overhead projectors and transparencies, and Microsoft PowerPoint slides.
A board is a primary aid used in classrooms and can be black or white. The use of a board helps listeners concentrate, as it is used to note important words and concepts, or to do calculations. It is better to divide the board into different parts for noting down points, doing calculations, and drawing figures. Bold, clear letters should be used so that words are visible at a distance.
A flip chart is a large pad of paper set on a stand. It is used for presenting information to a small group of 15 to 20 persons. The advantage of using flip charts is that they can be readily generated and added to during the talk. They can also be prepared in advance for presenting complex diagrams, bar charts, and graphs. The speaker can sketch outlines of a diagram in the presence of the audience. He or she can also use them for prompting and for creating and presenting the audience's feedback, suggestions, comments, or any other observations at the end of the talk. Flip charts that can be written over in water-soluble ink can be reused.
A frequently used medium of presentation is an overhead projector (OHP). Overhead projectors allow the presenter to speak while looking at the audience and also have a prepared transparency projected on the screen. An OHP can have typed or handwritten matter, but the best impact is made when the content is neatly and clearly typed. Tips on preparing transparencies and using OHPs are given in Exhibit 8.7.
Make your transparencies/slides clear and visible to everyone in the audience.
Put only one main point on each transparency/slide.
Do not crowd the transparency/slide with too much information. Place information at the centre, and do not crowd the margins.
Avoid having more than eight lines on each transparency/slide, and use about six words in each line. Thus, try to limit each transparency to about 48 words.
Mark sections and sub-sections with clarity to make the organization of information clear.
Check before the presentation that the projector is working. In the case of PowerPoint presentations,ensure that the laptop is not low on battery and that it is connected to the projector.
Clean the projector lens and surface if needed.
Adjust the focus and projector position to obtain the brightest and largest image possible.
Switch off the machine between visuals. In the case of OHPs, run the fan inside the projector when showing visuals.
The projection screen should be clean. If the projection is made on a whiteboard or wall, ensure that there is nothing written or marked on the board/wall.
Use a pointer to point to parts of the transparency and emphasize specific points.
Show the points one by one. In the case of an OHP, one may hide the matter that has not yet been discussed with tracing paper. In the case of PowerPoint slides, this can be done by clicking on Slide Show on the tool bar, selecting Animation, and selecting the required effect (fade in one by one, appear and dim, etc.) from the right-hand side panel, as follows:
Exhibit 8.7 Tips for Preparing Transparencies and PowerPoint Slides
Computer-based Microsoft PowerPoint presentations have now become more widespread than transparencies and slides. These are projected with the help of multimedia projectors. Usually, a computer screen displays the information to a large audience. Pictures and photographs are all displayed as part of the presentation. The entire presentation is saved on a laptop (with a backup on CD, if possible). The laptop is then connected to the projection equipment so that the laptop screen is cloned on the projector. The whole operation is automatic and simple. The visual impact is impressive and absorbing.
The total presentation, including the question–answer session at the end, should be covered within the time allotted to it. In actual practice, while speaking, many people tend to ignore the fact that the audience's interest and attention are affected by the time factor. An effective presentation is one that has a smart beginning and logically arrives at a conclusion without wandering off-topic or rambling, while providing sufficient explanation for tricky or controversial points. The speaker should not repeat his or her points excessively. In addition, he or should learn to change the pacing of the presentation in response to the non-verbal cues received from the audience's body language.
The total presentation, including the question–answer session at the end, should be covered within the time allotted to it.
Before presenting, the speaker should check the size, ventilation, and seating arrangement of the room. This helps position the screen according to the number of persons and the size of the room, ensuring it will be visible to everyone. The presenter should keep enough space between himself or herself and the screen so that he or she can refer to points on the screen with a pointer.
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