This document provides guidance on planning and conducting effective meetings. It discusses determining if a meeting is necessary by considering if the matter can be addressed otherwise. It recommends planning the meeting by deciding the type and number of participants, and creating an agenda listing topics for discussion. The chairperson should moderate the meeting by following procedures for opening, participation, problem-solving, and concluding the meeting. Effective meetings require advance planning and leadership from the chairperson.
Communication in organizations encompasses all the means, both formal and informal, by which information is passed up, down, and across the network of managers and employees in a business.
www.ilinkbd.com
Communication in organizations encompasses all the means, both formal and informal, by which information is passed up, down, and across the network of managers and employees in a business.
www.ilinkbd.com
Managerial communication- Formal and Informal Communication, Communication Ne...AbhishekGaur91
Difference between oral and written communication.
Different communication networks in an organization.
Practical Topic: What are the ingredients of an effective presentation.
Share one effective and non-effective presentation and discuss reasons for
the same and ways to convert non effective ones in to effective ones.
It is easy to see why Employee Referral Management Programs (ERMP) are present in most organizations. The most common way of incentivizing employees was to offer cash rewards for hired candidates introduced by employees. While most companies have an ERMP, primarily attracted by this methodology, but most have reported problems with long term adoption of the program.Research shows getting a referral are a cheaper and faster way to hire, yield better results and lower the turnover rate at your company. This paper will identify the barriers to widespread adoption and what can be done to improvise on the ERMP.
Managerial communication- Formal and Informal Communication, Communication Ne...AbhishekGaur91
Difference between oral and written communication.
Different communication networks in an organization.
Practical Topic: What are the ingredients of an effective presentation.
Share one effective and non-effective presentation and discuss reasons for
the same and ways to convert non effective ones in to effective ones.
It is easy to see why Employee Referral Management Programs (ERMP) are present in most organizations. The most common way of incentivizing employees was to offer cash rewards for hired candidates introduced by employees. While most companies have an ERMP, primarily attracted by this methodology, but most have reported problems with long term adoption of the program.Research shows getting a referral are a cheaper and faster way to hire, yield better results and lower the turnover rate at your company. This paper will identify the barriers to widespread adoption and what can be done to improvise on the ERMP.
I prepared this in the training i gave to BMs to activate their role. good material and i would suggest giving some debate skills to measure communication levels.
This journal can be done as a stand-alone journal or in .docxglennf2
This journal can be done as a stand-alone journal or in conjunction with an article.
Read an article on aligning interests with a career. For example:
“When I Grow Up: Lessons scientists would share with their younger selves”
Journal #1: What career interests you the most and why? Explain in
detail your career interest and tell why you feel that you would be
successful in your chosen field.
6 soft skills everyone needs and employers look for
Technical skills may get you an interview, but these six soft skills will get you the job.
By Larry Buhl
In a 2008 survey of more than 2,000 businesses in the state of Washington, employers said entry-level
workers in a variety of professions were lacking in several areas, including problem solving, conflict resolution
and critical observation.
You'll likely see these "soft skills" popping up in job descriptions, next to demands for technical qualifications.
Employment experts agree that tech skills may get you an interview, but these soft skills will get you the job—
and help you keep it:
Communication skills
This doesn't mean you have to be a brilliant orator or writer. It does mean you have to express yourself well,
whether it's writing a coherent memo, persuading others with a presentation or just being able to calmly explain
to a team member what you need.
Teamwork and collaboration
Employers want employees who play well with others—who can effectively work as part of a team. "That
means sometimes being a leader, sometimes being a good follower, monitoring the progress, meeting
deadlines and working with others across the organization to achieve a common goal," says Lynne Sarikas,
the MBA Career Center Director at Northeastern University.
Adaptability
This is especially important for more-seasoned professionals to demonstrate, to counter the (often erroneous)
opinion that older workers are too set in their ways. "To succeed in most organizations, you need to have a
passion for learning and the ability to continue to grow and stretch your skills to adapt to the changing needs of
the organization," Sarikas says. "On your resume, on your cover letter and in your interview, explain the ways
you've continued to learn and grow throughout your career."
Problem solving
Be prepared for the "how did you solve a problem?" interview question with several examples, advises Ann
Spoor, managing director of Cave Creek Partners. "Think of specific examples where you solved a tough
Journal #2: What qualities and goals do you have and how do they fit
in with your career interest? Based on the soft skills discussed in this
article, discuss one that is a strength for you and one with which you
struggle. Share your hopes and plans for the next five years.
http://oas.monster.com/RealMedia/ads/click_lx.ads/us.monster.en/career-advice/six-soft-skills-everyone-needs-hot-jobs/913302949/Middle1/default/empty.gif/71416c562f6c616d5332344.
Larsen Globalization is a staffing company dedicated to the localization industry since 2000. Founded in London UK and expanded through the Americas Region in 2006.
Currently we have active offices in Europe and US with experience placing hundreds of language professionals all over the world. We work for clients in Asia, South America, North America and throughout the European Union.
Our clients are both buyer-side companies across various industries
and LSPs.
We mainly focus on retained executive search or contingent full-time permanent placement. Occasionally we do contract staffing as well.
This presentation was part of the American Translators Association (ATA) conference in Scottsdale, AZ and outlines tips and tricks to help Language Service Providers (LSP) hire top talent and maximize their workforce.
Making long-distance relationships work
David Maxfield
Training.
51.5 (September-October 2014): p34+.
From Business Collection.
Copyright:
COPYRIGHT 2014 Lakewood Media Group, LLC
http://www.trainingmag.com/content/about-us
Full Text:
Problems that involve remote colleagues result in significantly
more severe impacts to productivity, cost, quality, and time, according to a
survey by VitalSmarts and Training magazine. But the situation isn't
hopeless. Here are some steps that can help.
"If people were down the hall, I'd know what to do. But
most of them work half-way across the world."
It used to be that only nerds and defective managers would use
phone calls and e-mails alone to address performance problems. Savvy leaders
would practice "management by walking around." They'd meet
with the person, face to face, because they'd want to use every
interpersonal skill in their tool kit.
But the world has changed. Now many of us rely on virtual
communication--not because we're nerds, but because we're working
with people we've never met and may never meet.
VitalSmarts partnered with Training magazine to explore the kinds
of problems this new work environment creates, and to offer some solutions.
We surveyed more than 2,000 employees and managers to learn from their
experiences.
The New World of Work
Our data confirmed that the world has changed: Some 64 percent of
the people we surveyed work with remote team members on a frequent basis.
These people rely extensively on virtual communication to solve
problems. E-mail, conference calls, and phone calls are the most common. No
surprise there, but we were surprised to find instant messaging came in as
one of the top three communication tools for nearly half the respondents.
As predicted, many problems are magnified when colleagues are
remote. In fact, the survey revealed people are four times as likely to say
that remote employees:
* Don't fight for their priorities.
* Don't work on their project or give it a half-hearted
effort.
* Make changes without warning.
And it isn't just cooperation that gets sapped by
distance--trust is drained, as well. People are three times as likely to say
people who are remote:
* Try to mislead them instead of giving accurate and timely
information.
* Don't follow through on commitments.
* Don't make deadlines.
* Don't warn them when they are going to miss a deadline.
Further, problems that involve remote colleagues take
significantly longer to solve, and they result in significantly more severe
.
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docxbudbarber38650
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Thesis Statement for students diagnonsed withADHD.ppt
123312276 business-communications
1. 1
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Master of Business Administration – MBA Semester 1
MB0039 – Business Communication
Assignment Set – 1 (60 marks)
Answer 1:
The following example illustrates an organizational barrier to communication.
By the time the message is passed down from the Chief to the lower level
Executives, it is distorted completely, so much so that the original message is
interpreted differently by each level in the organization.
Memo from CEO to Manager: Today at 2 o’clock there will be a total
eclipse of the sun. This is when the sun disappears behind the moon for
2 minutes. As this is something that cannot be seen every day, time will
be allowed for employees to view the eclipse in the parking lot. Staff
should meet in the lot at ten to eleven, when I will deliver a short speech
2. 2
introducing the eclipse, and giving some background information. Safety
goggles will be made available at a small cost.
Memo from Manager to Department Head: Today at one to two, all
staff should meet in the car park. This will be followed by a total eclipse
of the sun, which will appear for 2 minutes. For a moderate cost, they
will be made safe with goggles. The CEO will deliver a short speech
beforehand to give us all some information. This is not something that
can be seen every day.
Memo from the Department Head to Floor Manager: The CEO will
today deliver a speech to make the sun disappear for 2 minutes in the
form of an eclipse. This is something that cannot be seen every day so
staff will meet in the car park at ten or eleven. This will be safe, if you
pay a moderate cost.
Memo from Floor Manager to Supervisor: Ten or eleven people of the
staff have to go to the car park, where the CEO will eclipse the sun for 2
minutes. This does not happen every day. It will be safe, and as usual it
will cost you.
Memo from Supervisor to Staff: Some staff will go to the car park
today to see the CEO disappear. It is a pity this doesn’t happen every
day.
Communication was filtered or misinterpreted because of the following
barriers:
Organizational Barriers: In organizations that are too hierarchical, that
is, where there are multiple “layers”, messages may have to pass
through many levels before they finally reach the receiver. Each level
may add to, modify or completely change the message, so much so that
it becomes distorted by the time it reaches the intended receiver. In
other words, there is likely to be loss of meaning and the message may
not reach the receiver in the same way as it was intended by the sender.
3. 3
Departmental barriers: This means that each department in an
organization functions in isolation and there is no co-ordination or
communication between them. This barrier could be overcome by the
following methods.
Encourages Feedback – Organizations should try to improve the
communication system by getting feedback from the messages already
sent. Feedback can tell the managers whether the message has reached
the receiver in the intended way or not.
Create a Climate of Openness – A climate of trust and openness can go
a long way in removing organizational barriers to communication. All
subordinates or junior employees should be allowed to air their opinions
and differences without fear of being penalized.
Use Multiple Channels of Communication – Organizations should
encourage the use of multiple channels of communication, in order to
make sure that messages reach the intended receivers without fail. This
means using a combination of both oral and written channels, as well as
formal (official) and informal (unofficial) channels of communication.
The types of channels will be discussed in detail later, in a separate unit.
Answer 2:
Companies Are People, Too
By: Anna Muoio
Forget all the talk about corporate culture. It's time to analyse your company's
Personality. This diagnostic will help. Plenty of business gurus -- especially New
Age thinkers such as Arie de Geus, Peter Senge, and MargaretWheatley -- have
argued for years that companies aren't just boxes and bubbles on org charts.
Instead, they've argued, companies are more like biological organisms -- living
things that learn, evolve, and eventually die. Are you ready to take this
biological worldview to the next level? According to marketing consultant
Sandy Fekete, companies can best be understood when thought of as people -
- as unique creatures with their own values, their own personalities, and
sometimes, if her clients really get into the spirit, their own names. "Most
people assume that a company's personality matches its CEO's personality,"
says Fekete, 43, founder of Fekete + Company, a marketing-communications
firm based in Columbus, Ohio. "But that's not true. An organization has its own
4. 4
ways of being." Fekete's job is to help her clients understand their company's
personality -- its strengths and its weaknesses. Her main tool is a diagnostic
called, appropriately, "Companies Are People, Too." The 74-question test
draws on several bodies of work: the legendary Myers-Briggs Type Indicator
instrument; the principles of psychoanalyst Carl Jung; and insights from
William Bridges's book "The Character of Organizations" (Consulting
Psychologists Press, 1993). So far, people in 63 organizations ranging from
museums to construction firms to medical practices have put pen to paper to
scrutinizetheir companies' personalities. Actually, make that 64: Fast Company
couldn't resist the chance to take the test.
It may sound like psychobabble, but the idea behind the tool is fairly simple:
An organization, like a person, has preferred ways of focusing energy,
gathering information, making decisions, and structuring work. Once people
inside an organization understand those preferences, argues Fekete, they can
do a better job of articulating their company's identity and values, and they
can figure out better ways to work and to communicate. Some of her clients
even elect "keepers of the personality" -- volunteers who make sure that their
organization is clear about the attributes that it prizes.
"Change comes from awareness," Fekete says. "Once you figure out who you
are, you can begin to differentiate yourself from your competitors.
"Elford Inc., a family-owned commercial-construction company, used the tool
several years ago -- and created a fictitious character, pop, with eating habits,
clothes, and favourite TV shows that are meant to capture the company's
personality. What are some of Pop's best traits? He's a "super dependable
leader" who "always follows through on commitments." What does he need to
work on? He "may use energies anticipating dire events that do not occur."
Dixon Schwabl Advertising Inc., a fast-growing agency based in upstate New
York, has actually undergone a personality change as a result of using the tool.
After taking the test for the first time, the agency created a character, named
Samm, to embody the company's strengths and weaknesses. But a year later,
after the agency worked on its weaknesses, Sammgaveway to Jaz. "Samm was
too deadline-focused," muses Lauren Dixon, 45, founder and president of
Dixon Schwabl. "We're still driven to meet our deadlines, but not at the risk of
compromising the creative. We needed a different character to personify who
we had become."
Appropriate level of readability: - The above article is very simple in
reading and do not have any complex terms.
5. 5
Use of jargon, slang and metaphors:- There is frequent use of jargon,
slang and metaphors like:- We're, It's, Inc. etc.
Common errors in English:- There is no error in the article regarding
verbs, spelling mistakes etc.
According to my opinion this article is perfectly written.
Answer 3:
Before the Meeting
As pointed out earlier, meetings need to be planned in advance, so that they
are successful. Before any planning can be done however, a basic question to
be asked is whether to hold a meeting at all. The answers to the following
questions would help to decide whether a meeting is necessary in the first
place –
-Can the matter be decided or discussed over the telephone?
-Can the matter be expressed in writing, in the form of a memo, or an
email message?
-Are key people available to attend the meeting and are they prepared?
-Is the time allotted for the meeting sufficient?
If the answers to the first two questions are yes and the answers to the other
two questions are no, there is no purpose in calling a meeting. Once the need
for a meeting has been determined, the next step is to start planning the
meeting. First of all, the type and number of participants should be decided. A
problem solving meeting should include representatives from all departments,
since the decision would otherwise be incomplete. Shareholders, who are the
6. 6
owners of the company, should also be included. In terms of numbers, the size
of the group could be anywhere between seven and eleven members. An
exception to this is an information sharing meeting, where the numbers could
be larger, so that a maximum number of people benefit from the information.
The second and most important step in planning a meeting is to indicate the
purpose or agenda of the meeting to the participants in advance. An agenda is
essentially a list of topics that will be discussed during a meeting. In the words
of Adler and Elmhurst, “A meeting without an agenda is like a ship at sea
without a destination or compass: no one aboard knows where it is or where it
is headed.”
An agenda is prepared by the Chairperson of the meeting, or the person who
calls the meeting.
During the Meeting
The task of conducting and moderating the meeting rests with the chairperson.
He or she must be well versed with the procedures for opening the meeting,
encouraging balanced participation, and solving problems creatively,
concluding the meeting and managing time efficiently. We shall discuss each of
these procedures in detail.
Opening the Meeting – The manner in which the meeting is opened is
important, since a good opening will ensure that the rest of the meeting will
proceed smoothly. There are different ways of opening a meeting. Generally, it
is best to sum up what has been stated in the agenda – including the goals,
background information and expectations of the participants. It is also a good
idea to provide an outline of how the meeting will proceed, as well as a time
budget.
Encouraging Balanced Participation – It is also the responsibility of the
chairperson to encourage silent members to contribute to the meeting and to
moderate the dominant members, so that they do not “hijack” the meeting.
There are several techniques to encourage participation –
7. 7
Encourages Participation- In the Reverse Order of Seniority – This means
getting the junior members to speak or air their opinions first. If the senior
people speak first, they may feel suppressed or be afraid to disagree with their
superiors.
Nominal Group Technique – In this method, the meeting participants are
encouraged to work and contribute their ideas independently
Managing Time – There is no prescribed length for a meeting. The duration of
a meeting will depend on the type and purpose of the meeting. Generally,
problem-solving meetings will take longer than other routine meetings. In any
case, the chairperson should set a time budget for the meeting, depending on
the agenda and ensure adherence to the time limit.
Keeping the Meeting Focused – Often, a lot of time is wasted during meetings
by going off track and by discussing topics that are irrelevant. In such
situations, it is the responsibility of the chairperson, or the person moderating
the discussion to make sure that the discussion remains focused on the topics
mentioned in the agenda.
Ensuring “Convergence” – Convergence means hearing the points of view of
all the members and then arriving at a decision. It is again the responsibility of
the chairperson to bring the meeting to a point where an opinion emerges on
each item of the agenda.
Summing Up – This means summing up the different points of view, the
decisions and the actions to be taken. This should be done by the chairperson,
identifying the role of each person on each item of the agenda, along with a
specified deadline.
Concluding the Meeting – The way a meeting is concluded is as important as
the opening, since it will influence the follow-up action taken on decisions
made during the meeting. The chairperson should know when and how to
conclude the meeting. The meeting should normally be concluded at the
scheduled closing time, unless important issues still remain to be discussed and
members are willing to extend the meeting. Sometimes meetings may be
concluded before the closing time, when key decision makers are not present,
or when important information such as cost figures are not available.
8. 8
Keeping “Minutes” of the Meeting – Since meetings are called to take
important decisions concerning the organization, it is important to maintain a
permanent written record of the proceedings, which can be referred to at a
later stage, or serve as a guide for action. Such a record is known as “minutes”
of the meeting and may be done in an informal or formal manner, depending
on the type of meeting.
After the Meeting - A meeting that proceeds smoothly will still not be
successful, unless proper follow-up measures are taken to ensure that the
goals are fully accomplished. Follow-up may involve the following steps –
Plan for the Next meeting – Very few meetings is conclusive and cover all the
items in the agenda completely. It is the chairperson’s responsibility to make a
note of the items that have not been discussed and to schedule the next
meeting, along with a fresh agenda. All participants must be informed that a
follow-up meeting is being planned.
Check Progress on Follow-up Actions – Members of the meeting may have
been assigned different responsibilities and deadlines for completion of tasks.
Therefore, it is important to monitor their progress every now and then, after
the meeting is over, to ensure that the deadlines are met.
Do your own Groundwork – Apart from monitoring the progress of meeting
participants, it is also important that you as the chairperson finish any pending
work before the next meeting.
9. 9
Answer 4:
Although e-mail is a tool for external communication, it is also regularly used
within an organization, in place of telephone and face-to-face contact. This is
because e-mail is instantaneous and allows you to send messages that others
can pick up at their convenience. Besides, e-mail also makes it possible to send
messages to people anywhere in the world and to people who are otherwise
impossible to reach. While the other forms of written communication are
highly formal in nature, e-mail is more informal and spontaneous. It is
therefore easier to write an e-mail message than it is to write a business letter
or a report, where greater attention has to be paid to the language, style and
tone. Since e-mail is quick, easy to use and spontaneous, it can also help to
improvepersonalrelationships in the workplace. The problems associated with
email messages could be avoided by the following methods:
Watch the content – E-mail messages are not always confidential and
one can never be sure who will read them. The minute an e-mail
message is sent, multiple copies are created on your own PC and server
and on the recipient’s PC and server. There is no way of ensuring that
10. 10
the message will not be forwarded to others. Sometimes, e-mail
messages can even be used as proof in court. Once a message is sent, a
permanent record is created. Therefore, it is always wiseto avoid writing
anything negative or offensive. It is particularly important to watch the
content of official e-mail messages sent using an employer’s equipment.
Since the employer has a right to read the message and is legally
responsible for its content, it must be carefully worded.
Pay attention to the tone – The very nature of e-mail communication
can make the message sound negative, abrupt and rude. For one thing,
e-mail lacks the personal quality of face-to-face communication, where
body language and other non-verbal cues may be used to make the
communication more positive. Secondly, e-mail messages have to be
brief, using short words, sentences and lack of salutations. Brief
messages may be interpreted as being rude and unfriendly. Therefore,
you must pay close attention to the tone of the messageand ensure that
you sound friendly and courteous. Avoid using humour and sarcasm
which might be misunderstood or sending messages when you are angry
or annoyed.
Include a specific subject line – Your e-mail message should always
include a subject line that clearly mentions the topic of the e-mail. Since
business executives receive several e-mails a day, this would help them
to decide which messages are most important to them. They will also
have an idea of what the message contains.
Place important information first – Since business executives do not
have time to read lengthy e-mail messages, it is a good idea to put all the
important information that you want to convey in the first three lines of
the message. Whether you are seeking a clarification, making a request,
or giving instructions, it is best to mention this right at the outset, so
that it is noticed.
Explain attachments in the body of the e-mail – Attachments take time
to download and should be sent along with an explanation in the body
of the e-mail, as to what they are all about. This will make it easier for
the recipient of the message to decide whether they should be opened
or not. Otherwise it will lead to unnecessary waste of time.
11. 11
Use the “to” and “cc” button carefully – The “to” box should be used
only to send messages to people who are responsible for doing
something. The “cc” button is used when sending multiple copies of the
same e-mail message to other recipients, who need to be kept informed
on a specific issue. This should be used with care, making sure that the
message is sent only to the right persons. It is important to respect
privacy, sincenot everyone likes having their e-mail address displayed to
others. Besides, sending a long list of e-mail addresses can interfere with
the reading of the main message.
Pay attention to brevity, emphasis and white space – The look,
appearance and language used in the e-mail message can influence the
readability of the message. Some techniques for enhancing readability of
e-mail messages include short paragraphs ( six lines maximum), spacing
between paragraphs, use of bullet points and numbers for lists, use of
paragraph captions, highlighting main points in bold type and use of
white space.
Use the “WIFM” rule – WIFM stands for “What’s In It for me?” and
means that the benefits of your message to the reader should be
emphasized. This involves use of the second person pronoun, “you”,
rather than the firstperson pronouns “I” or “me”. Stressing on the “you”
attitude rather than the “me” attitude was discussed in an earlier unit.
Tidy up your mail box – E-mail traffic can lead to your inbox becoming
cluttered, with more messages than you can handle. It then becomes
difficult to retrieve important messages when you need them. It is
therefore a good idea to clean up your mailbox regularly, by deleting
unimportant messages. The important messages that you want to refer
to later should be put into separate topic folders. Every now and then,
any outdated messages in the topic folders should also be deleted.
Proofread your e-mail message – Just as it is important to proofread
business reports, letters and memos, e-mail messages should also be
checked for spelling and grammar mistakes, so as to avoid any
embarrassment.
Set aside time to check e-mail – E-mail should not become a substitute
for face-to-face interaction at the workplace, or cut into valuable time
12. 12
spent on other important jobs. It is a good idea to determine a time
during the work day when you check and respond to e-mail messages
Answer 5:
Date: 24/11/10
Karthik Natrajan
Tesco HSC
Tesco Hindustan ServiceCentre Private Limited
#81 & 82, EPIP Area, Whitefield
Bangalore 560 066
Tel – 91-80-669955228
Dear Sir,
I would like and very interested to apply for a Team Leader position in your
corporation. I'm a graduate student, getting a bachelor degree in Bachelor of
Business Management with Finance as my specialization from RBANMS First
Grade College. In addition, the courses that I was required to take them,
13. 13
helped me a lot because they are not only theory , but we also do practice ,
research, and analysis. Two years ago, I did an internship in Barc that taught
me how to compare between the reconciliation of a bank and a company, how
to enter daily transaction of clients, and how checking if my work is correct or
not.
Also, after completing my graduation I joined with IBM Daksh as a CSM. I took
an idea about all the division of the Banking department of Lloyds Bank and
analyzing the customer queries on credit card and major issues with Customers
COA (Change of Address). If you have any questions about me or my
qualifications, or would you like to schedule an interview, please give me a call
at my phone number. I hope that there may be an opportunity to join your
corporation. Thanks for your time and consideration of my request.
Yours Sincerely,
Rakesh Ramalingam
+919886261111
Rakesh P.R
Phone: +919886261111
Email: rakeshpr@ymail.com
Objective:
To be a professional executive in a result oriented Company that seeks an
ambitious career conscious person, whereI can work to the best of my abilities
and wheremy acquired skills and education will be utilized towards continuous
growth and advancement of the Organization.
PersonalSkills:
Comprehensive problem solving abilities, Excellent Verbal and Written
Communication Skills, Ability to deal with people diplomatically, Willingness to
learn, team facilitation.
Educational Qualification:
BBM : RBANMS FirstGrade College
2nd PUC : Baldwin Methodist College
10th Standard : Good Year English School
14. 14
Work Experience:
Total Experience of 1+ yrs.
Job and Experience Profile:
IBM DAKSH, Bangalore, Karnataka
August 2008-Present
Nature of Work:
Responsiblefor resolving credit card related queries and address change
for Lloyds Bank Customers in the U.K.
Interface with different department of Lloyds bank in the U.K. to
provide final resolution to the customers
Working for Simultaneous process such as COA (change of address &
Credit Card Collections) where the shifts are divided into 4 hours each
To have an overall control and ensure the professional atmosphere and
work environment is maintained at all times.
ACHEIVEMENTS
Have maintained an average quality score of 100% accuracy and
85% efficiency in COA.
Have received an award for Quarter 1 in IBM as Best All round
Performer.
Have extended the shift at times to maintain the Headcount and
Service Level.
Have showed great improvement in performance within the
process.
Have been collating the APR Analysis for the team.
Recognized as Team R&R Spoc, maintaining Schedule Adherence
for the team such as AHT (Average Handling Time), ACW (After
Call Work), Break Reports, Daily Shouts.
PersonalInformation
Date Of Birth :14th December 1987
Sex : Male
15. 15
Marital Status : Single
Languages Known: English, Hindi, Tamil, Kannada, Urdu and Telugu.
Valid Passport : Yes
Date:
Place: Bangalore
(Rakesh .P.R)
Answer 6:
Case Study; the Informal CommunicationNetwork:
The InformalCommunication Network
1. I would not try to suppress grapevine leaks of this type, but would
investigate it thoroughly to find out if Mr Reddy indeed violated the
company’s contract. I would summon Mr Reddy and have a face-to-face
meeting with him. I will extract the real reason for taking 3 months’
leave and would ask him to provide necessary proof if the reasons
provided by him are satisfactory.
2. Subbaya should hold a face-to-face meeting with his personal secretary
and have a strong word with him and advise him to maintain
confidentiality when there are matters discussed with him pertaining to
company affairs. Besides this, he should use other channels of
16. 16
communication to maintain confidentiality and this will avoid future
recurrence of problem like this.
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