This document discusses meetings, group discussions, and business letters. It provides definitions and types of meetings, including quick business meetings, stand-up meetings, staff meetings, and board meetings. It outlines objectives and reasons for holding meetings, as well as how to prepare, conduct, and follow up on meetings effectively. Key aspects include setting clear objectives, planning an agenda, considering obstacles, and deciding on outcomes and follow-up activities. The document also discusses minute taking and best practices for writing minutes that accurately and concisely summarize discussions and decisions.

1. MODULE CODE: 351 LA 31
MODULE NAME : SOFT SKILLS

2. UNIT II
MEETINGS, GROUP DISCUSSIONS AND BUSINESS LETTERS.
Meetings
• Meetings are a primary process for organizational life. In fact,
for many people, attending meetings is what they do during
most of the time they spend in the organizational setting.
• So, it is essential that time spent in meetings be productive if
we are to achieve effective individual and organizational
performance. This paper has been developed to help you
think carefully about the meetings you attend and, perhaps,
lead.

3. Definition ..
• A meeting is a gathering of two or more people that
has been convened for the purpose of achieving a
common goal through verbal interaction, such as
sharing information or reaching agreement.

4. • Some different types of meetings that organization leaders
• put together include these: …
1. Quick business meetings (just to check-in, coordinate, share
information, prepare for next steps, anticipate customer or
employee needs, answer questions for each other, etc.)
2. “Stand-up” meetings (not more than 10 minutes to plan the day,
make announcements, set expectations, assure understanding and
alignment, identify upcoming difficulties, etc.)
3. Business meetings (with customers, clients, colleagues, etc.; often
require presentations.)
4. Staff meetings (to clear calendars, coordinate unit activities, share
info, etc.)
5. Management Team meetings (to solve problems; make decisions,
set policy, etc.)

5. 6. Interdepartmental meetings (to get input, interpret
decisions and policies, share information, etc.)
7. Coordinating meetings (to assure all know what’s
happening when and who is responsible.)
8. Board meetings (to report results, set policies and
directions, scan for needed changes, etc.)
9. Team building meetings (to communicate together,
resolve conflicts, share impressions and feelings, gain
alignment and commitment to goals, strengthen
relationships, clear out debris from disputes, develop or
deepen interpersonal trust, etc.)

6. 10. Project Team meetings (to define results, methods,
schedules, responsibilities, policies, etc.)
11. Creative product development meetings (to define new
markets, create new products, etc.)
12. Community meetings (to interpret decisions, get input,
build relationships, gain trust, etc.)
13. Conferences and Retreats (to share information, work
through strategies and tactics, involve people, set long-
range directions, work in sub-groups as well as in total
group, etc.)

7. Objectives
• Once you have clarified your objectives, you still
need to determine if a meeting is the best way to
reach them. To make sure a meeting will be the best
use of time and energy for all concerned, determine
if it will be used for at least one of the following
reasons:

8. • To convey information to a group
• To solicit information from a group
• To answers questions
• To participate in group decision making
• To brainstorm ideas
• To solve problems
• To network
• To sell an idea, product, or service
• To show or provide support for others
 If you have determined a meeting is the best avenue to
carry out your team's objective, then you should begin to
organize for an effective meeting.

9. Preparing Meeting
• Everyone hates long meetings that are unorganized.
These days, people are busy enough with their
regular work so when meetings are bad, they get
mad.

10. 1. Research the attendees.
2. Determine clear objectives.
3. Plan a suggested agenda.
4. Consider any obstacles.
5. Remove any roadblocks.
6. Decide on desirable outcomes.
7. Think about follow-up activities.

11. 1. Research the attendees.
• There is no real excuse today for not knowing the
people with whom you are meeting. Whether it's a
one on one or a conference table of 10, you should
have some idea of who is at the table. Get a list of
attendees to understand who they are and what they
bring to the conversation. The time spent up front
will not only save time on introductions, but it will
give you powerful insights should conflict occur.

12. 2. Determine clear objectives.
• Most meetings ramble because people wait until the
last minute to determine what they want from the
time spent. Even if you are the only one clear on
what is to be accomplished, you can drive the results
to meet your needs and declare completion when
the objectives are met. That leaves the pressure on
the others to justify hanging around.

13. 3. Plan a suggested agenda.
• In his book Death by Meeting, Patrick Lencioni
suggests leaving the agenda open until the beginning
of the meeting. That doesn't mean you shouldn't
consider what it looks like until the last minute. Have
your preferred agenda prepared and share in the
meeting at the beginning. Most likely people will
accept your plan or at least voice any necessary
alterations that can quickly be agreed upon.

14. 4. Consider any obstacles.
• Rather than waiting for the explosions to happen, be
prepared for the drama that may come your way.
Think about which battles are worth your energy and
which ones you are willing to concede. If you are
mentally prepared for the emotion and conflict, you
can keep your cool and will be ready to move
toward resolution quickly.

15. 5. Remove any roadblocks. ..
• You don't have to wait to solve every problem in a
meeting. If you identify potential issues and can
remove them before the meeting you will save time
for the attendees. With enough careful forethought
you might even remove the need for the meeting
altogether.

16. 6. Decide on desirable outcomes.
• Make sure everyone is clear on why the meeting is
important and what the greater impact for the
involved parties will be. Different than the meeting
objectives, which are tactical, this is about
understanding how this meeting fits into the big
picture strategy. If people aren't clear on this then
the effort and results will likely be disconnected at
best and useless at worse.

17. 7. Think about follow-up activities.
• Before you get in the meeting, budget time to take
action that capitalizes on the conversation. Doing a
follow-up and follow-through are critical for
successful meetings and yet most people don't think
about it until after the meeting is over. If you budget
time that becomes unnecessary, you can easily
reapportion that time to other important efforts.

18. Conducting Meetings
• Meetings don’t just happen – they have to be conducted.
This can be considered in three stages:
 before the meeting – the planning of what will happen;
 at the meeting – the conduct of business during the
course of the meeting itself; and
 after the meeting – wrapping up the proceedings by
producing the record of the meeting and following up on
the issues discussed and decisions made.

19. • Results of Effective meetings
• * Provide swift and productive communication
between a number of people
• * Be a successful decision making instrument
• * Enhance the motivation and commitment of a
team.

20. Before the meeting
• 1. Meetings may not always be necessary or efficient,
particularly those which are held regularly. It is important
to ensure that they are justified before committing the
time, effort and other costs involved. Ask "Do I really
need a meeting?" Consider what the purpose of the
meeting is: to exchange information; to monitor progress
on performance; to deal with specific problems; to
brainstorm an issue; or to develop future plans.

21. • 2. Set clear, precise overall goals for the meeting.
• 3. Keep creative and analytical discussion separate.
Creative meetings need a more relaxed timetable and
atmosphere. It is hard to switch from the routine to the
creative and vice versa.
• 4. Decide who should be presenting; neither too many
nor too few, and only those who can make a
contribution.
• 5. Choose the date, starting and finishing time, and place.
Having a definite finish time helps concentration and may
help to avoid time-consuming digressions. Make sure the
date and time is suitable for all intended participants.

22. • 6. Set the agenda. For each item clarify the objective and
who will lead the discussion. Construct a timetable so
that important items do not get squeezed out and lesser
items do not absorb a disproportionate amount of time.
• 7. Select the format of the meeting, bearing in mind
considerations such as the nature of the topic(s) under
discussion, the number of participants, the amount of
time set aside and the goals you wish to achieve.

23. • 8. Make administrative arrangements, including:
• * Choosing and booking a suitable room
• * ensuring that the necessary equipment and supplies
will be available
• * arranging catering
• * Requesting secretarial help, including translation
services if necessary, particularly if minutes are to be
taken. The minute-taker needs to be skilled at listening
and taking notes.

24. • 9. Notify all those involved as early as possible. The
notification should include:
• * full details of date, time and place
• * list of invitees
• * the agenda
• * any supporting papers.
• 10. Complete your personal research, reading and other
preparation. This may include making advance contact
with any participants whose contributions may be critical
to the success of the meeting.

25. During or at the meeting the Chair/leader should
• 1 Arrive in good time.
• 2 Check that all the arrangements, including
equipment, seating and refreshments, are in order.
• 3 Welcome the participants on arrival (especially
VIPs and any newcomers).
• 4 Start promptly.

26. • 5 Deal with administrative items, such as:
• * Introductions of any newcomers, and expressions
of congratulations, thanks, good wishes,
condolences, or apologies received from absentees
• * Domestic arrangements, including message-taking,
car parking, smoking, catering, breaks, and the
expected finish time.

27. • 6 Dispatch routine items quickly.
• 7 Introduce each agenda item, with an emphasis on
the objectives.

28. • 8 Shape and control the discussion:
• * Encourage the shy
• * Restrain the verbose and opinionated
• * Allow only one discussion topic at a time
• * Separate different subjects
• * balance contributions on contentious subjects
• * Keep control of time
• * Employ visual aids where they may help people to
make their points

29. • * don't express an opinion unless needed at the end
• * Summaries at intervals
• * seek clear decisions at the appropriate point
• * where there are differences of opinion on key
issues, suggest a majority vote where appropriate
• * agree date and time of any follow-up meeting
• * thank everyone for their contributions.
9 Conclude firmly and tidily, emphasising action points
agreed.
•

30. After the meeting
• This breaks down into two areas – the preparation of
the record of the meeting, and ensuring that decisions
taken at the meeting are subsequently implemented.
• The particular requirements of the formal minutes of
proceedings go much further than the recording needs
for most business meetings. In essence, all is required is:
 a record of all essential information, particularly what has
been decided;
 a statement of who has to take what action.

31. • 1. If not already minuted or recorded, write down
immediately the decisions taken, the tasks agreed
with the persons responsible for action and the dates
by which action should be achieved.
• 2. Distribute the note to all participants and to others
as appropriate.
• 3. Monitor the progress of subsequent action.

32. The conduct of business
• The proceedings of a meeting may be considered as a
sort of structured discussion. The structure is partly
provided by the agenda, but the way in which the
discussion is conducted is governed by rules of
procedure.
• Again, formal bodies will have very specific rules of
procedure, usually codified and written down as standing
orders, but even informal groups will have some
generally understood rules about how the meeting will
be conducted.

33. • There are a number of specific roles within all
meetings. Some of these are implicitly agreed, but
more often there is a deliberate appointment to
these positions – either by election, or as a
consequence of holding a particular post in the
organisation. Two of these roles are particularly
important:
• the chairperson; and
• the committee secretary/clerk.

34. • At the meeting itself, it is the chairperson who
actually controls the meeting. This is the key role in
any meeting, setting the tone and style of the
meeting and generally ensuring that the business of
the meeting is efficiently and effectively conducted.
• The secretary’s role is to ensure the effective
administration of the meeting, including all work
before and after the proceedings, and to advise the
meeting on the application of the rules of business.

35. • The clerk’s role is essentially that of carrying out the
work of agenda preparation and writing the minutes,
including (of necessity) taking notes of proceedings
at the meeting itself. In many smaller bodies, this
work is actually carried out by the secretary.

36. Minutes
• It is generally the case that, after any meeting, a record
of what transpired at the meeting is made. This may be in
the form of a few hand-written notes, a memorandum, a
note for filing or a report of some kind, possibly with
notes for action.
• Minutes are the factual record of the proceedings and
resolutions of a meeting. They constitute a true and
impartial record of the events.
• The prime function of minutes is to place on record the
proceedings of a meeting as the basis for subsequent
action. The minutes constitute the authorization for such
action to be taken.

37. A. The format of minutes
• The way in which the events at a meeting are
recorded in the minutes is likely to vary between
organisations.
• However, there are a number of general principles
which can be identified.
• As noted above, the primary purpose of the minutes
is to provide authorization for actions to be taken. As
such, then, the key element which must be recorded
is the decisions taken at the meeting.

38. • This may be done by simply stating the motions passed
by the meeting, using the exact words of the motions as
voted on. For example:
Resolved: That the Treasurer’s Report (ref. FD.045) be
adopted, subject to the assumed Government funding
becoming available for development of the new site by
the end of the financial year.
 This may mask considerable debate about the issue,
including the proposing of, and voting on, various
motions and amendments. However, at the simplest
level, the only important point is the final decision at
which the meeting arrived.

39. • Whilst this is the essential element of minutes, it is
often the case that they need to go further than this
in order to accurately convey the sense and meaning
of a meeting. Indeed, this may be necessary since, in
the event of a dispute as to what transpired or was
agreed, the minutes may be cited as legal evidence.

40. Finally, in addition to decisions taken by the meeting, it is
normal for the minutes to record events in respect of each
item on the agenda, including:
• those members present, together with absences for which
apologies were made at the time;
• agreement about the minutes of the previous meeting(s),
together with any changes made to them;
• brief notes about items or issues introduced to the meeting,
but not specifically referred to on the agenda or supporting
papers – as in the case of reports or discussion about matters
arising from the previous minutes, correspondence and any
other business;
• the start and finish times.

41. B. Minute writing
There are a number of points of good practice in minute writing, as
follows.
• The essence of minutes is that they are a brief note – i.e. a
condensed statement – of the proceedings at a meeting. As such,
they are not the same as a report. They are designed, basically, to
record the decisions taken, and that is all. On the other hand, they
need to be sufficiently detailed and complete to convey what
transpired at the meeting and to provide clear instructions and
authorizations for action.
• Where it is accepted practice that minutes should record, in some
detail, the discussions which take place, this should not become
unwieldy and over-long. It should not obscure the central point
about the decisions made.

42. • The minutes – as a whole and in each individual
statement – should be positive, free from ambiguity and
capable of standing on their own. For example,
resolutions should not merely say “resolved accordingly“
or “resolved as agreed“, but state precisely what the
decision was, using the exact wording on which voting
took place.
• Minute writing requires accurate and concise language,
involving objectivity and the absence of ambiguity. The
minutes should be written in third person – i.e. using
“he/she“, “they“, “them“, etc. – and in the past tense.

43. • It is important to emphasize the word “factual“ in the
definition above. Minutes must not express opinions
or give interpretations of what has been said. They
should be simple statement of fact. Thus, it would be
wrong to write:
“The Treasurer displayed such excellent persuasive skill
in putting forward her argument that she took all the
members with her.“

44. This should be expressed as:
“There was unanimous agreement to accept the Treasurer’s
report.“
• Minutes should be completed as soon as possible after
the meeting. It is surprising how quickly your
understanding of your own notes can fade, and your
memory of a certain discussion grow cloudy.
• It is normal practice in many organisations for the
accuracy of the minutes to be checked with the
chairperson before circulation.

45. • The following example of an extract from the
minutes of a meeting illustrates many of the points
made above.
Example of minutes (extract)

46. NEWYORK PARISH COUNCIL
GENERAL PURPOSES
COMMITTEE
Minutes of the meeting held on 9 January 200X,
between 7.00 pm and 9.00 pm in the Assembly Room
at Salem House

47. 1. Members present: Councillor Green (in the chair); Councillors
Brown, Black, Cyan, Grey, Maroon, Purple, Red, Tan and White.
2. Apologies were received from Councillor Jones
3. The minutes of the meeting held on 12 December 200V were
approved and signed as a true record.
4. Pay rise
After a full discussion, it was proposed by Cllr. Red and seconded by
Cllr. White that the opinions of all employees be sought by means
of a questionnaire. An amendment that the questionnaire should
also ask if employees would prefer a one-off or staged arrangement
was proposed by Cllr. Cyan and seconded by Cllr. Black. This was
passed by six votes to three, and the motion that the questionnaire
be produced and circulated was then passed unanimously.

48. Group Discussion
• A Group Discussion or GD, as it is popularly known,
judges the personality of a person. It assesses the
behavioural traits in a person his or her leadership
skills, social skills, team skills, problem solving skills
and presence of mind.

49. • If we analyse the two words Group and Discussion.
• Group means a number of individuals who may or
may not have interacted before.
• Discussion means exchanging information on a
certain topic and coming (or not coming) to a
concrete conclusion.
Preparing for Group Discussion
• Below are few points that a person can keep in mind
while preparing for a GD.

50. Before the Group Discussion
Stock yourself with information
• No one knows what the topic of GD is going to be. Hence,
it will be a good idea to keep yourself abreast with topics
like:
 Current Affairs
• Current Affairs is something that you have to be thorough
with. For this, read newspapers regularly and watch news
on the television. Understand the recent crises that the
world is reeling under, the latest developmental
initiatives, the ties between various countries and the
like.

51.  Historical topics
• Have a fair knowledge about the countrys history and also the
history of other countries. The topics may not be specifically
from this area, but having historical information will help you
cite examples and make references whenever needed.
 Sports, Arts & Literature
• In these topics, try to have a decent idea about what is
popular, who are the leaders in each area, the latest that has
happened in these areas. If the topic for GD is from these
areas, then you will be in control of the situation, or else you
can definitely use the information to draw references.

52.  Data crunching
• Do familiarize yourself with important data. Throwing
in some data if required in your GD will definitely
create an impression among the assessors.
At the Group Discussion
 Understanding the topic
• When the topic is given, understand the topic
carefully. If it is not clear initially or you have some
doubt regarding the topic, ask immediately. Clarity of
the topic is of utmost importance to ensure that you
perform well in the GD.

53.  Precise and sharp thoughts
• As you are gathering thoughts, try to stick to precise
and concise thoughts. Remember, when you are
communicating, what is more important is what you
are communicating rather than how much you are
communicating.
• In a Group Discussion, it is always quality over
quantity. Let your views be relevant and to the point.
To a great extent, try to do some out-of-the-box
thinking so that your view stands out from the rest.

54.  Communicating your views
• You may have excellent views on the topic, but are
you able to communicate them in an effective
manner is the question.
• Here, is where your communication skills will come
to your rescue. If you have good communication
skills, well and good, or else you will have to work on
developing the same.

55.  Taking the initiative
• Try to initiate the Group Discussion, if possible. By
taking the initiative, you will be giving a structure to
the discussion and defining the manner in which the
discussion will progress. This will exhibit your quality
as a person who can facilitate actions by breaking the
ice.

56.  Knowledge about the topic
• When you are talking on the topic, choose your points in
a manner that they convey the depth of knowledge that
you possess.
• What you can do is follow the discussion keenly and try
to pitch in wherever relevant. If you have some good
points, try to put them forth and steer the discussion.
• Do not be aggressive. Do not force your points. If there is
a disagreement on the points that you have made, try to
counter them with even more valid points. This will not
only exhibit your knowledge but also show that you are a
good listener.

57.  Logical conclusion
• When the discussion is about to end, try to conclude
it by taking in the points that everyone has made and
coming to a decent conclusion. This will indicate your
analytical skills and also the way you structure your
thoughts.

58. How to Initiate, Agree, disagree, summarize:…
• A good start is one that not only lays the foundation
to what you want to say but also shows your
professionalism.
• Since it’s a discussion you may sometimes agree or
disagree with what a fellow speaker said, therefore
starting statements for a GD can actually stem from
there.

59. Initiation-
• If you have strong content and accurate facts to support
your content, then go ahead and initiate the discussion
by explaining the topic and using phrases like- ‘In
today’s world’, ‘ In my opinion’, ‘ I believe’ and so on.
Stating your own opinion
• - In my opinion, …
• - Personally I think that ...
• - My own view of the matter/issue is that ...
• - It seems to me that ...

60. Agreement-
• One of the most common means to start a discussion is agreeing
with what a fellow participant said and start by reiterating your
stand with sentences like- ‘I agree with my friend’, ‘I do feel the
same as my friend thinks’, ‘You are completely right, ‘I second you
on that opinion’, ‘I too feel the same’ and many more.
Agreeing with an opinion
• - Yes, I agree (absolutely).
• - I couldn't agree more to what you just said.
• - That matches exactly my own view.
• - Yes, that is just how I see it.
• - I absolutely hold the same view.
• - We both share the same point of view.

61. Disagreement-
• Do you remember when you last disagreed with your friend on
something and how that was followed by a great discussion! It is no
different here. However, you must tread very carefully here and not
be too aggressive or get too personal with expressing your
differences. Statements like, ‘I do not support / oppose your point
of view’, ‘I have a different opinion on that’ can be used.
Disagreeing with an opinion
• - I'm afraid I can't accept ...
• - I simply don't agree with you.
• - I fail to see the logic behind any of your arguments.
• - Your arguments are not convincing at all!
• - Excuse me, but I have to contradict you quite strongly here.
• - I couldn't disagree more with what you just said.

62. Interruption-
• Interrupting someone while they are talking may not sound
like a very pleasant way to start a discussion. But if a wrong
fact was stated or you think a particular point is being over
elaborated you can always check them. Remember to use the
word ‘Sorry’ at the beginning of sentences like, ‘Sorry to
interrupt you there’.
Interrupting
• - I'm sorry to interrupt here, but ...
• - Excuse for breaking in here right now, but ...
• - Can I stop you there for a moment?
• - Hold on a second. (informal)
• - Pardon me, but I think this just leads the debate astray.

63. Partial Agreement-
• Agreement does not always have to be complete; it can be
partial along with being a great conversation starter too. Use
of phrases like, ‘I agree with you to some extent but’, ‘You
are right, however,’ will be ideal in this situation.
Partly agreeing with an opinion
• - I see what you mean, but ...
• - There is certainly some truth in your words, but you fail to
notice that ...
• - I don't entirely agree with you.
• - I understand your reasons; however, I see some aspects a bit
differently.

64. Adding
• Points- Any discussion takes its due course as more
and more points are added. Therefore starting with
sentences like, ‘You are correct to that I would like
to add something’, ‘In addition to that’ serve as
both, a conversation starter and give the opportunity
to add more points without being repetitive.

65. Back to the topic
Focusing/Structuring
• - I think we should focus on the main aspects now.
• - Let's now consider another important aspect of today's
debate.
• - I think we have exchanged our opinions on that point
now and should move on ...
• - You all highlighted crucial aspects, but have we really
discussed ... in-depth?
• - Thank you for your honest/thought-provoking views,
but we should also pay attention to ...

66. Summarizing
• Most GDs are left without a conclusion, and it isn't even
essential that a group reach one. Remember that a GD is
about getting to know one's personality traits and it is the
process, not the conclusion that reveals these traits.
The following points should be kept in mind while summarizing
a discussion:
• - No new point should be taken up.
• - A person should not share his or her own viewpoint alone.
• - A summary should not dwell only on one side of the GD.
• - It should be brief and concise.
• - It should incorporate all the important points spoken.

67. Business Letter
• A business letter is a letter written in formal
language, usually used when writing from one
business organization to another, or for
correspondence between such organizations and
their customers, clients and other external parties.

70. Characteristics of good business letters:
• The qualities which are essential for a good business
letter are collectively called, the eight C’s of
correspondence. They are, namely, correctness,
clearness, courtesy, conciseness, coherence,
cheerfulness, character and completeness. All these
qualities are contributory to one another.

71. …..
1) Correctness
2) Clearness
3) Conciseness
4) Courtesy
5) Coherence
6) Character
7) Cheerfulness
8) Completeness

72. (1) Correctness:
• A letter must be correct in every respect, especially in
appearance and form of layout, in grammar, spelling and
use of language and in the information it conveys.
(a) Correctness of details:
• It is necessary that the facts presented in a business
letter are correct. One should not transmit any message
unless one is absolutely sure of its correctness. If your
message involves any legal matter, you should know the
correct legal position before you commit anything.

73. (b) Correctness of time:
• All messages must be transmitted and responded at
the most appropriate time. Outdated information
involves wastage of time, money and human
resources.
(c) Correctness of language:
• The letter should be correct from the language point
of view. It means that the writer should be careful in
spelling, grammar and other aspects of language use.

74. (d) Correctness of format:
• The writer of a business letter should be careful
about format. It means all the parts of structure of a
business letter should be placed properly. Incorrect
format creates wrong impression in the mind of the
reader.

75. (2) Clearness:
• The message of the letter must be clear at the first reading.
Clearly written messages avoid misunderstandings and also
save time. Clearness depends upon four factors:
1. The words should be simple, common, everyday words which
everyone can understand. There should not be excessive use
of technical words. Such words should be avoided when
writing to persons who do not have technical knowledge.
2. The sentence should be simple and short. Long sentences
confuse the readers and often confuse the writer also.
Phrases and clauses should not be added to a sentence.

76. 3. Punctuation marks helps to provide pauses and
stops, to break up groups of words into readable
units.
4. Giving definite and concrete details with figures and
names is an important factor in clarity. Clarity can be
achieved only if the writer of the letter is clear in his
mind, about the purpose of writing the letter.

77. The communication must be clear about three points:
…
(i) What is the objective of communication?
(ii) What is to be communicated?
(iii) Which medium will prove to be the most suitable
for this purpose?

78. There are mainly two reasons for lack of conciseness in a business letter.
(1) Tautology- it means repetition of words that add nothing to the sense.
(2) Verbosity- it is the result of using many words which could be expressed in
fewer words.
• e.g. “I want to take this opportunity to tell you that we are grateful to you
for all the help that you extended when we were in New York.” 55
The writer can compress the sentence in the following way:
• “Thank you for your hospitality in New York.”
• Thus, one should check all messages to see if it is possible to cut out
needless words.
• Generally, readers are thankful for precise and clear messages.

79. (3) Conciseness/ comprehensiveness:
• Conciseness means expressing much in a few words;
using as few words as possible. In business writing it
means keeping to the point, without sacrificing
clarity or courtesy.
Conciseness can be achieved by:
• Leaving out unnecessary words
• Leaving out unnecessary details
• Reducing unimportant ideas and phrases to single
words, if possible

80. (4) Courtesy:
• In business, we must create friendliness with all
those to whom we write. A well-mannered and
courteous person shows consideration and thought
for others.
• In a letter, the style, the manner and the choice of
words reflect the courtesy of the write. The following
principles enable us to achieve courtesy.

81. • Answer the letters on time
• Omit irritating expressions
Some words and expressions are negative and irritate
the reader. Expressions like, ‘you forgot’, ‘you failed’
etc. are bound to irritate or hurt the reader.
• Apologise sincerely for an omission and thank
generously for a favour

82. (5) Coherence:
• Coherence means logical connection between
different parts of a business letter. In other words all
the paragraphs of a business letter should be
contributory to one another. Usually a business letter
is divided in three paragraphs.

83. (6) Character:
• Here character means individuality. A business letter
should reflect the personality of the writer. A
business letter written by one person is different
from a letter written by another person. Each and
every person selects words and phrases according to
his own personality.

84. (7) Cheerfulness:
• A business letter projects the personality of the
writer. In other words it carries moods, nature, likes
and dislikes of the writer. A business letter written in
a sad mood fails to create effect on the reader’s
mind. The writer should select the appropriate time
and condition to write a letter. A letter should be
written in a cheerful mood.

85. (8) Completeness:
• This is a sum total of all other essential qualities. A
letter is complete only if it is clear, courteous,
coherent, cheerful, concise, correct and
individualistic (character). Moreover a business
letter is said to be complete only if it presents all the
necessary ideas.

86. Parts of a Business Letter
• Let us now learn about the different parts of a business
letter.
• Different parts of a business letter:
1. Heading
2. Date
3. Reference
4. Inside Address
5. Subject

87. 6. Salutation
7. Body of the letter
8. Complimentary close
9. Signature
10. Enclosures
11. Copy Circulation
12. Post Script

88. The essential parts of a business letter are as follows:
1. Heading -The heading of a business letter usually
contains the name and postal address of the
business, E-mail address, Web-site address,
Telephone Number, Fax Number, Trade Mark or logo
of the business (if any)
2. Date - The date is normally written on the right hand
side corner after the heading as the day, month and
years. Some examples are 28th Feb., 2003 or Feb. 28,
2003.

89. 3. Reference- It indicates letter number and the
department from where the letter is being sent and the
year. It helps in future reference. This reference number is
given on the left hand corner after the heading. For
example, we can write reference number as
AB/FADept./2003/27.
4. Inside address - This includes the name and full address
of the person or the firm to whom the letter is to be sent.
This is written on the left hand side of the sheet below the
reference number. Letters should be addressed to the
responsible head e.g., the Secretary, the Principal, the
Chairman, the Manager etc. Example:

90. • 5. Subject - It is a statement in brief, that indicates
the matter to which the letter relates. It attracts the
attention of the receiver immediately and helps him
to know quickly what the letter is about. For
example,
• Subject: Your order No. C317/8 dated 12th March
2003.
• Subject: Enquiry about Samsung television
• Subject: Fire Insurance policy

91. 6. Salutation - This is placed below the inside address. It
is usually followed by a comma (,). Various forms of
salutation are:
• Sir/Madam: For official and formal correspondence
• Dear Sir/Madam: For addressing an individual
• Dear Sirs/Dear Madam: For addressing a firm or
company.

92. 7. Body of the letter- This comes after salutation. This
is the main part of the letter and it contains the
actual message of the sender. It is divided into three
parts.
• (a) Opening part - It is the introductory part of the
letter. In this part, attention of the reader should be
drawn to the previous correspondence, if any. For
example- with reference to your letter no. 326 dated.
12th March 2003, I would like to draw your attention
towards the new brand of television.

93. • (b) Main part - This part usually contains the subject
matter of the letter. It should be precise and written
in clear words.
• (c) Concluding Part - It contains a statement the of
sender’s intentions, hopes or expectations concerning
the next step to be taken. Further, the sender should
always look forward to getting a positive response.
At the end, terms like Thanking you, with regards,
With warm regards may be used.

94. • 8. Complimentary close - It is merely a polite way of
ending a letter. It must be in accordance with the
salutation. For example:
Complementary close ….
• Yours faithfully
• Yours sincerely
• Yours very sincerely
Salutation
• Dear Sir/Dear Madam
• Dear Mr. Vincent
• My Dear Akbar

95. 9. Signature - It is written in ink, immediately below the
complimentary close. As far as possible, the signature
should be legible. The name of the writer should be typed
immediately below the signature. The designation is
given below the typed name. Where no letterhead is in
use, the name of the company too could be included
below the designation of the writer. For example:
Yours faithfully
For M/S Adobe Electricals (Signature)
Abraham Thomson
Partner

96. • 10. Enclosures - This is required when some
documents like cheque, draft, bills, receipts, lists,
invoices etc. are attached with the letter. These
enclosures are listed one by one in serial numbers.
For example :
Encl : (i)The list of goods received
(ii)A cheque for Rs. One Thousand dtt. Feb. 27,2003
(Cheque No. ) towards payment for goods supplied.

97. 11. Copy circulation - This is required when copies of
the letter are also sent to persons apart of the
addressee. It is denoted as C.C. For example,
C.C. i. The Chairman, Electric Supply Corporation
• ii. The Director, Electric Supply Corporation 60
• iii. The Secretary, Electric Supply Corporation

98. 12. Post script… - This is required when the writer
wants to add something, which is not included in the
body of the letter. It is expressed as P.S. For example,
• P.S. - In our offer, we provide two years warranty.

99. Type of Business Letters…….
Business letters are written for the fulfillment of several purposes:
• The purpose may be to enquire about a product to know its price
and quality, availability, etc.
• This purpose is served if you write a letter of enquiry to the
supplier. After receiving your letter the supplier may send you
details about the product as per your query. If satisfied, you may
give order for supply of goods as per your requirement. After
receiving the items, if you find that the product is defective or
damaged, you may lodge a complaint. These are the few instances
in which business correspondence takes place. Let us learn the
details about some important business letters.

100. i. Business Enquiry Letter
ii. Quotation Letter
iii. Order Letter
iv. Complaint Letter
v. Recovery Letter
vi. Cover Letter

101. i. Business Enquiry Letter
• Sometimes prospective buyers want to know the details of the
goods which they want to buy, like quality, quantity, price, mode of
delivery and payment, etc. They may also ask for a sample. The
letter written to sellers with one or more of the above purposes is
known as enquiry letter.
Points to be kept in mind while writing letters of enquiry-
• – Letters of enquiry should clearly state the information required,
which may be asking for a price list or a sample.
• – Write specifically about the design, size, quantity, quality, etc.
about the product or service in which the buyer is interested.
• – The period or the date, till which information is required, may also
be mentioned.

102. ii. Quotation Letter
• After receiving the letter of enquiry from a
prospective buyer, the sellers supply the relevant
information by writing a letter that is called
quotation letter.
• These letters are written keeping in view the
information asked for like price list, mode of
payment, discount to be allowed etc. Businessman
should reply to the inquiries carefully and promptly.

103. iii. Order Letter
• In the previous section, we have studied about
letters of enquiry and reply to enquiry i.e., quotation
letter.
• The prospective buyer after receiving the reply to his
enquiry letter may decide to place on order with that
business house which offers goods at minimum price
and at favourable terms and conditions.
• Letters written by a buyer to the seller giving the
order to purchase the goods is called order letter.

104. iv. Complaint Letter
• A complaint letter is written when the purchaser does
not find the goods up to his satisfaction. It is normally
written by the purchaser when he receives wrong,
defective or damaged goods or receives incorrect
quantity of goods.
• It can also be written directly to the transit authority
when the goods are damaged in transit. Thus, we may
define a letter of complaint as the letter that draws the
attention of the supplier or any other party on account of
supply of defective or damaged goods.

105. Points to be considered while writing a complaint
letter-
• Complaint letters should be written immediately after
receiving the defective goods.
• Mistakes as well as difficulty due to mistake should be
mentioned clearly.
• Proposal to correct the mistakes should be made.
• Suggestions on how the complaint should be dealt with i.e
mention of compensation, discount, cancellation e.tc. Should
be made.
• Mention the period in which the corrective action should be
taken.
• Request to be careful in future.

106. v. Recovery Letter
• The letter written by the seller for collection of money for
the goods supplied to the buyer is called recovery letter.
• The aim of recovery letter is to collect money without
annoying the customers.
• The letter should include information regarding the
amount of arrears argument for payment, and last date
for payment.
• The language of recovery letter should be polite, so that
the customer is not offended and future transactions
with him are not adversely affected.

107. vi. Cover Letter
• The cover letter typically accompanies your resume when
you are applying for a position. It should be specific to
the position that you are applying for, and demonstrates
to the employer why (based on your background) you are
a great candidate for that particular position (based on
the job description) and/or company.
• The cover letter is a business document, so should be
formatted with a business heading and left aligned.

108. • END.
• THANK YOU.