Business Communication

Business Communication
Barhate Mangesh
Roll No- PG/509/MBA (I)/2009J
Name of Student Mr. Barhate Mangesh Tukaram

Roll No PG/509/MBA(I)/2009J
Institute Silver Bright Institute of Management (SBIM), Pune
Subject Business Communication
Date 10 Jan 2010
BUSINESS COMMUNICATION
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INDEX
- Preamble
- The Communication Process
- Types of Communication
o Verbal Communication
o Written Communication
o Non-Verbal Communication
- Internal and External Communication
- Communication Skills
- Barriers to Communication
- Effective Communication
- Active Listening
- Effective Meetings
- Effective Conference
- Techniques For Great Presentations
- Communicating for Managerial Effectiveness
- New communication trends
- Case Study: The Logistic Company
- Case Study – The Wet Floor
- Wrapping Up
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Preamble
“Business Communication is the type of communication used in order to:

promote an organization, service, and product; and to impart information
towards employees. It is very vital in every business to have a medium in order to
communicate with employees, clients, service providers and others. It is not a
simple call from the telephone as if you are talking to your friend or writing a
letter to your loved one. There is a standard rule to follow in order to be
professional enough to deal with calls and writing letters.
What makes business communication distinct from other types of communication
is its formality. It makes it stand out from the rest since there is this sense of
professionalism, formality and etiquette that should be followed in order to
convey the right message or information that needs to be conveyed to the other
person on the line”
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The Communication Process
Communication
That is what we try to do
Speak to those near us
o Thought: First, information exists in the mind of the sender. This can be a concept, idea,
information, or feelings.
o Encoding: Next, a message is sent to a receiver in words or other symbols.
o Decoding: lastly, the receiver translates the words or symbols into a concept or
information that he or she can understand.
During the transmitting of the message, two elements will be received: content and context.
Content is the actual words or symbols of the message which is known as language - the spoken
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and written words combined into phrases that make grammatical and semantic sense. We all use
and interpret the meanings of words differently, so even simple messages can be misunderstood.
And many words have different meanings to confuse the issue even more.
Context is the way the message is delivered and is known as paralanguage - it is the non verbal
elements in speech such as the tone of voice, the look in the sender's eyes, body language, hand
gestures, and state of emotions (anger, fear, uncertainty, confidence, etc.) that can be detected.
Although paralanguage or context often cause messages to be misunderstood as we believe what
we see more than what we hear; they are powerful communicators that help us to understand
each other. Indeed, we often trust the accuracy of nonverbal behaviors more than verbal
behaviors.
Some leaders think they have communicated once they told someone to do something, "I don't
know why it did not get done. I told Jim to it." More than likely, Jim misunderstood the message.
A message has NOT been communicated unless it is understood by the receiver (decoded). How
do you know it has been properly received? By two-way communication or feedback. This
feedback tells the sender that the receiver understood the message, its level of importance, and
what must be done with it. Communication is an exchange, not just a give, as all parties must
participate to complete the information exchange.
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Types of Communication
Communication can be categorized into three basic types: (1) verbal communication, in
which you listen to a person to understand their meaning; (2) written communication, in
which you read their meaning; and (3) nonverbal communication, in which you observe a
person and infer meaning. Each has its own advantages, disadvantages, and even pitfalls.
Verbal Communication
Verbal communications in business take place over the phone or in person. The medium of the
Message is oral. Let’s return to our printer cartridge example. This time, the Message is being
conveyed from the Sender (the Manager) to the Receiver (an employee named Bill) by
telephone. We’ve already seen how the Manager’s request to Bill (“We need to buy more printer
toner cartridges”) can go awry. Now let’s look at how the same Message can travel successfully
from Sender to Receiver.
Manager (speaking on the phone): “Good morning, Bill!”
(By using the employee’s name, the manager is establishing a clear, personal link to the
Receiver.)
Manager: “Your division’s numbers are looking great.”
(The Manager’s recognition of Bill’s role in a winning team further personalizes and
emotionalizes the conversation.)
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Manager: “Our next step is to order more printer toner cartridges. Could you place an order for
1,000 printer toner cartridges with Jones Computer Supplies? Our budget for this purchase is
$30,000, and the cartridges need to be here by Wednesday afternoon.”
(The Manager breaks down the task into several steps. Each step consists of a specific task, time
frame, quantity, or goal.)
Bill: “Sure thing! I’ll call Jones Computer Supplies and order 1,000 more printer toner
cartridges, not exceeding a total of $30,000, to be here by Wednesday afternoon.”
(Bill, who is good at active listening, repeats what he has heard. This is the Feedback portion of
the communication, and verbal communication has the advantage of offering opportunities for
immediate feedback. Feedback helps Bill to recognize any confusion he may have had hearing
the manager’s Message. Feedback also helps the manager to tell whether she has communicated
the Message correctly.)
Storytelling
Storytelling has been shown to be an effective form of verbal communication; it serves an

important organizational function by helping to construct common meanings for individuals
within the organization. Stories can help clarify key values and help demonstrate how things are
done within an organization, and story frequency, strength, and tone are related to higher
organizational commitment. The quality of the stories entrepreneurs tell is related to their ability
to secure capital for their firms. Stories can serve to reinforce and perpetuate an organization’s
culture, part of the organizing P-O-L-C function.
Crucial Conversations
While the process may be the same, high-stakes communications require more planning,
reflection, and skill than normal day-to-day interactions at work. Examples of high-stakes
communication events include asking for a raise or presenting a business plan to a venture
capitalist. In addition to these events, there are also many times in our professional lives when
we have crucial conversations—discussions where not only the stakes are high but also where
opinions vary and emotions run strong. One of the most consistent recommendations from
communications experts is to work toward using “and” instead of “but” as you communicate
under these circumstances. In addition, be aware of your communication style and practice
flexibility; it is under stressful situations that communication styles can become the most rigid.
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Written Communication
In contrast to verbal communications, written business communications are printed messages.

Examples of written communications include memos, proposals, e-mails, letters, training
manuals, and operating policies. They may be printed on paper, handwritten, or appear on the
screen. Normally, a verbal communication takes place in real time. Written communication, by
contrast, can be constructed over a longer period of time. Written communication is often
asynchronous (occurring at different times). That is, the Sender can write a Message that the
Receiver can read at any time, unlike a conversation that is carried on in real time. A written
communication can also be read by many people (such as all employees in a department or all
customers). It’s a “one-to-many” communication, as opposed to a one-to-one verbal
conversation. There are exceptions, of course: a voicemail is an oral Message that is
asynchronous. Conference calls and speeches are oral one-to-many communications, and e-mails
may have only one recipient or many.
Most jobs involve some degree of writing. According to the National Commission on Writing,
67% of salaried employees in large American companies and professional state employees have
some writing responsibility. Half of responding companies reported that they take writing into
consideration when hiring professional employees, and 91% always take writing into account
when hiring (for any position, not just professional-level ones).
Luckily, it is possible to learn to write clearly. Here are some tips on writing well. Thomas
Jefferson summed up the rules of writing well with this idea “Don’t use two words when one
will do.” One of the oldest myths in business is that writing more will make us sound more
important; in fact, the opposite is true. Leaders who can communicate simply and clearly project
a stronger image than those who write a lot but say nothing.
Nonverbal Communication
What you say is a vital part of any communication. But what you don’t say can be even more
important. Research also shows that 55% of in-person communication comes from nonverbal
cues like facial expressions, body stance, and tone of voice. According to one study, only 7% of
a Receiver’s comprehension of a Message is based on the Sender’s actual words; 38% is based
on paralanguage (the tone, pace, and volume of speech), and 55% is based on nonverbal cues
(body language).
Research shows that nonverbal cues can also affect whether you get a job offer. Judges
examining videotapes of actual applicants were able to assess the social skills of job candidates
with the sound turned off. They watched the rate of gesturing, time spent talking, and formality
of dress to determine which candidates would be the most successful socially on the job. For this
reason, it is important to consider how we appear in business as well as what we say. The
muscles of our faces convey our emotions. We can send a silent message without saying a word.
A change in facial expression can change our emotional state. Before an interview, for example,
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if we focus on feeling confident, our face will convey that confidence to an interviewer.
Adopting a smile (even if we’re feeling stressed) can reduce the body’s stress levels.
To be effective communicators, we need to align our body language, appearance, and tone with
the words we’re trying to convey. Research shows that when individuals are lying, they are more
likely to blink more frequently, shift their weight, and shrug.
Another element of nonverbal communication is tone. A different tone can change the perceived
meaning of a message. Table 1“Don’t Use That Tone with Me!” demonstrates how clearly this
can be true, whether in verbal or written communication. If we simply read these words without
the added emphasis, we would be left to wonder, but the emphasis shows us how the tone
conveys a great deal of information. Now you can see how changing one’s tone of voice or
writing can incite or defuse a misunderstanding.
Table 1 Don’t Use That Tone with Me!
Placement of the emphasis What it means
I did not tell John you were late. Someone else told John you were late.
I did not tell John you were late. This did not happen.
I did not tell John you were late. I may have implied it.
I did not tell John you were late. But maybe I told Sharon and José.
I did not tell John you were late. I was talking about someone else.
I did not tell John you were late. I told him you still are late.
I did not tell John you were late. I told him you were attending another meeting.
Changing your tone can dramatically change your meaning.
For an example of the importance of nonverbal communication, imagine that you’re a customer
interested in opening a new bank account. At one bank, the bank officer is dressed neatly. She
looks you in the eye when she speaks. Her tone is friendly. Her words are easy to understand, yet
she sounds professional. “Thank you for considering Bank of the East Coast. We appreciate this
opportunity and would love to explore ways that we can work together to help your business
grow,” she says with a friendly smile.
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At the second bank, the bank officer’s tie is stained. He looks over your head and down at his
desk as he speaks. He shifts in his seat and fidgets with his hands. His words say, “Thank you for
considering Bank of the West Coast. We appreciate this opportunity and would love to explore
ways that we can work together to help your business grow,” but he mumbles, and his voice
conveys no enthusiasm or warmth.
Which bank would you choose?
The speaker’s body language must match his or her words. If a Sender’s words and body
language don’t match—if a Sender smiles while telling a sad tale, for example—the mismatch
between verbal and nonverbal cues can cause a Receiver to actively dislike the Sender.
Here are a few examples of nonverbal cues that can support or detract from a Sender’s Message.
Body Language
A simple rule of thumb is that simplicity, directness, and warmth convey sincerity. And sincerity
is key to effective communication. A firm handshake, given with a warm, dry hand, is a great
way to establish trust. A weak, clammy handshake conveys a lack of trustworthiness. Gnawing
one’s lip conveys uncertainty. A direct smile conveys confidence.
Eye Contact
In business, the style and duration of eye contact considered appropriate vary greatly across
cultures. In the United States, looking someone in the eye (for about a second) is considered a
sign of trustworthiness.
Facial Expressions
The human face can produce thousands of different expressions. These expressions have been
decoded by experts as corresponding to hundreds of different emotional states. Our faces convey
basic information to the outside world. Happiness is associated with an upturned mouth and
slightly closed eyes; fear with an open mouth and wide-eyed stare. Flitting (“shifty”) eyes and
pursed lips convey a lack of trustworthiness. The effect of facial expressions in conversation is
instantaneous. Our brains may register them as “a feeling” about someone’s character.
Posture
The position of our body relative to a chair or another person is another powerful silent
messenger that conveys interest, aloofness, professionalism—or lack thereof. Head up, back
straight (but not rigid) implies an upright character. In interview situations, experts advise
mirroring an interviewer’s tendency to lean in and settle back in her seat. The subtle repetition of
the other person’s posture conveys that we are listening and responding.
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Touch
The meaning of a simple touch differs between individuals, genders, and cultures. In Mexico,
when doing business, men may find themselves being grasped on the arm by another man. To
pull away is seen as rude. In Indonesia, to touch anyone on the head or touch anything with one’s
foot is considered highly offensive. In the Far East, according to business etiquette writer Nazir
Daud, “it is considered impolite for a woman to shake a man’s hand.” Americans, as we have
noted, place great value in a firm handshake. But handshaking as a competitive sport (“the bone-
crusher”) can come off as needlessly aggressive, at home and abroad.
Space
Anthropologist Edward T. Hall coined the term proxemics to denote the different kinds of
distance that occur between people. These distances vary between cultures. The figure below
outlines the basic proxemics of everyday life and their meaning:
Figure 1 Interpersonal Distances
Standing too far away from a colleague (such as a public speaking distance of more than seven
feet) or too close to a colleague (intimate distance for embracing) can thwart an effective verbal
communication in business.
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Internal and External Communication
So you are a owner and you want to know how you will be able to expand your business. One of
the most important things in the world of businesses is to trigger off great relationships with
other enterprises so that you earn a name. In order to establish a reputation in the trading world,
you need to have a great communication strategy. Business communication can essentially be
divided into internal and external communication.
Things like establishing a brand, marketing your products and services, advertising, working on
things like public relations, media management and even businesses dealings with customers or
other firms fall in the category of external communication.
As for internal communication, things like building up the ideals of your company, setting
certain guidelines that you expect to follow in your business, carving out strategy and goals to
ensure success, keeping your employees inspired and egging on all those involved in your
business falls into the category of internal communication. All the things mentioned above
contribute to the betterment of your business prospects. Be it internal communication or external
communication, it ultimately contributes to the growth of your business. Thus, business
communication is an integral aspect that will help you go ahead and establish yourself.
When it comes to business communication, or for that matter, any aspect, the most important
thing is the customer. You need to ensure that you deliver what the customer wants. Even when
it comes to things like marketing or advertising, you need to show what the customer appreciates
and likes. Different customers accept different kinds of marketing. It all depends on you to
ensure that via business communication, you are able to cater to the choices of a wide range of
people. If you are able to master the art of impressing many people by various means, you will
be able to take your business to the top. However, merely enticing your customer by showing
them certain things is not good business. Good business means getting a quality product together
and then marketing for it wisely so that people accept it. Just promising your customers a lot and
then delivering nothing will only get your business into a soup. So gauge your products and
services and then embark upon advertising and marketing. Internal business communication is
the key to get all your people together and then inspiring them to deliver the best.
If you want to create a world class product, the first thing that you need to do is believe in
yourself. This is where internal business communication comes in. It helps you get all your
employees together and tell them that you can pull it off with élan. If there is a lot of positive
thinking and bursting enthusiasm in your camp, the good spirit will show in your product. Your
employees are an integral part of the company, so keeping them happy and making them believe
in the company and themselves is very important.
Business communication is a very important aspect of your business and you need to take great
care in improving your communication strategy so that your business keeps booming!
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Communication Skills
Most important for any candidate is to be able to communicate clearly. Think before
you speak. In your use of language, show organized, analytical thinking.
It may sound odd, but how you say something has been shown to be as important as what you
actually say. Vary the tone of your voice, use appropriate inflection and diction. But don't speak
too softly. Use correct construction and complete your sentences. You must be able to use
language effectively if they are to see you representing the company
• Interest - Show that you have great interest in the company’s activities as well as the position.
Demonstrate your interest by mentioning what you know about the business. If you also ask a
few pointed questions, the interviewer will be gaining vital insights into your personal attributes
as a candidate. Listen carefully to the answers you get to your questions as they give you critical
information about the employer.
• Enthusiasm - Your chances of being offered a job will be severely limited if you show any
hint that you could be only lukewarm about it. Remain positive and enthusiastic about it during
the whole interview.
• Positive Attitude - Keep the tone of the interview upbeat throughout. Companies want
employees who can achieve great results. A negative person hardly ever gets positive results.
Smile at the interviewer; keep negatives out of the interview. Word your questions and answers
positively.
• Professionalism – All companies want their employees to display this quality. It's something
that shows up in a candidate's overall approach. You can show it best in an interview by
demonstrating specialized knowledge and abilities in key areas of the job you are seeking.
• Self-confidence - Interviewers will watch your body language to see how self-confident you
are. Stand straight; hold your head high, your shoulders back. Use a firm handshake. Look the
interviewer in the eyes, even when confronted with unexpected questions. However don’t hold
eye contact for more than say 60% of the time, after that it can become a stare and feel hostile to
the interviewer. Avoid qualifiers such as "I think..." or “I believe that…”
• Leadership - Candidates with the ability to lead are universally sought after. Good leaders rely
extensively on their ability to read situations. They sense an environment, picking up and
interpreting soft data without having it spelled out for them. Explain leadership you have
demonstrated in business, military service, or community activities.
• Sensitivity - To be a good team member and work well within a company, you have to be
sensitive to other people’s key qualities, as well as their needs and differences.
• Flexibility - - Companies are seeking bright candidates who are able to analyze and adjust to
changing circumstances, solve challenging problems, and quickly understand new concepts.
Unwillingness to travel and staying within a limited geographical area will limit your
opportunities. It's best for you to express open-mindedness about relocation.
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Barriers to Communication
Nothing is so simple that it cannot be misunderstood. - Freeman Teague, Jr.
Anything that prevents understanding of the message is a barrier to communication. Many

physical and psychological barriers exist:
o Culture, background, and bias - We allow our past experiences to change the meaning
of the message. Our culture, background, and bias can be good as they allow us to use our
past experiences to understand something new, it is when they change the meaning of the
message that they interfere with the communication process.
o Noise - Equipment or environmental noise impedes clear communication. The sender and
the receiver must both be able to concentrate on the messages being sent to each other.
o Ourselves - Focusing on ourselves, rather than the other person can lead to confusion and
conflict. The "Me Generation" is out when it comes to effective communication. Some of
the factors that cause this are defensiveness (we feel someone is attacking us), superiority
(we feel we know more that the other), and ego (we feel we are the center of the activity).
o Perception - If we feel the person is talking too fast, not fluently, does not articulate
clearly, etc., we may dismiss the person. Also our preconceived attitudes affect our ability
to listen. We listen uncritically to persons of high status and dismiss those of low status.
o Message - Distractions happen when we focus on the facts rather than the idea. Our
educational institutions reinforce this with tests and questions. Semantic distractions occur
when a word is used differently than you prefer. For example, the word chairman instead
of chairperson, may cause you to focus on the word and not the message.
o Environmental - Bright lights, an attractive person, unusual sights, or any other stimulus
provides a potential distraction.
o Smothering - We take it for granted that the impulse to send useful information is
automatic. Not true! Too often we believe that certain information has no value to others
or they are already aware of the facts.
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o Stress - People do not see things the same way when under stress. What we see and
believe at a given moment is influenced by our psychological frames of references - our
beliefs, values, knowledge, experiences, and goals.
These barriers can be thought of as filters, that is, the message leaves the sender, goes through
the above filters, and is then heard by the receiver. These filters muffle the message. And the
way to overcome filters is through active listening and feedback.
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Effective Communication
Want to improve your interpersonal relationships with others? Improve your skill at interpersonal
communication and you will reap the harvest in more successful work relationships. Find
effective interpersonal communication tips and tools. Effective communication is a must at work.
How to Hold a Difficult Conversation
If you manage people, work in Human Resources, or care about your friends at work, chances
are good that one day you will need to hold a difficult conversation. As an example, people dress
inappropriately and unprofessionally for work; personal hygiene is sometimes unacceptable.
These steps will help you hold difficult conversations when people need professional feedback.
Provide Feedback That Has an Impact
Make your feedback have the impact it deserves by the manner and approach you use to deliver
feedback. Your feedback can make a difference to people if you can avoid a defensive response.
Top Ten Employee Complaints
Are you interested in discovering your employees’ most serious complaints? Knowing what
makes employees unhappy is half the battle when you think about employee work satisfaction,
motivation and retention. Listen to employees and provide opportunities for them to
communicate with company managers. If employees feel safe they will tell you what’s on their
minds. Your work culture must foster trust.
How to Address Employee Hygiene and Annoying Habits
Have you ever worked along side an employee who had poor personal hygiene, foul smelling
clothes or breath, or an annoying personal habit like making clicking noises? Or worse, the
employee drinks heavily in the evening and then exudes the smell of alcohol, often mixed with
the equally fetid smell of coffee and cigarettes all day at work? Integrate these new tips about
holding difficult conversations into your approach to employee challenges.
Receive Feedback With Grace and Dignity
Interested in hearing about how others view your work? Make it easy for them to tell you. If they
think you'll appreciatively consider their feedback, you'll get lots more. And, that is good, really.
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Improving Employee Performance
If you want to improve employee performance, think about your daily conversations with
employees. No better opportunity exists to reinforce and help refine excellent employee
performance. You discuss new projects, talk about overdue assignments, give updates about
completed tasks, and more. Use these conversations to reinforce the importance of doing a great
job. How? Link the employee performance to a workplace result.
Overcome Your Fear of Confrontation and Necessary Conflict
Meaningful confrontation is never easy but conflict is often necessary if you want to stick up for
your rights at work. Whether the confrontation is over shared credit, irritating coworker habits
and approaches, or to keep a project on track, sometimes you need to hold a confrontation with a
coworker. The good news is that while confrontation is almost never your first choice, you can
become better and more comfortable with necessary conflict.
What Makes a Bad Boss - Bad?
Nothing sparks more commentary than asking about what makes a manager a bad boss. With my
Web site poll and its lengthy comments thread, I found some common themes in site visitor
responses. Want to avoid becoming a bad boss? Afraid that you may already be considered a bad
boss? Just want to commiserate with other people who have bad bosses? Here are the pertinent
themes about bad bosses.
Conduct Powerful Job Interviews
Want to hire great employees? How to conduct a safe, legal job interview that also enables you
to select the best candidate for your open positions is important. The job interview is one of the
significant factors in hiring because so many employers count on the job interview to help
determine their best, most qualified candidates. Learn about job interviews in my free email
class.
To Drink or Not to Drink?
To drink or not to drink at work related events is a question every employee has to ponder for
one occasion or another. Whether the business occasion is lunch during an interview, the
company holiday party, or a staff networking event on Friday afternoon, alcohol is usually an
option. My limit is two. How about you? Make your decision about how much to drink before
you are faced with choices.
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Preventing Predictable Decision Making Errors
Predictable errors in decision making are preventable errors. And a few simple techniques can
help you steer clear of the most common wrong turns in decision making. They can get you to
your go point, that decisive moment when the essential information has been gathered, the pros
and cons weighed, and the time has come to get off the fence and make your decision. Learn
more about decision making.
How to Create Team Norms
The members of every team and work group develop particular ways of interacting with each
other over time. Effective interpersonal communication among members and successful
communication with managers and employees external to the team are critical components of
team functioning. With the potential power of the impact of these interactions on team success,
why leave team interaction to chance? Form team relationship guidelines or team norms early to
ensure team success. Learn about team norms.
How to Develop Group Norms: Step by Step to Adopt Group Guidelines
The members of every team and work group develop particular ways of interacting with each
other over time. Effective interpersonal communication among group members and successful
communication with managers and employees external to the team are critical components of
group functioning. With the potential power of the impact of these interactions on group success,
why leave group member interaction to chance? Adopt group relationship guidelines or group
norms early to ensure group success.
Communication Success Tips – Shared Meaning
This leadership and management tip about communication will speed up your progress and
profitability. Want to know what can go right in communication and where you can go wrong in
communication? Learn more about organizational communication.
Communication Success Tips: Interpersonal Communication Dynamics
Each of us is a radar machine constantly scoping out our environment. Human beings are
sensitive to body language, facial expression, posture, movement, tone of voice and more. To
effectively communicate, these interpersonal communication dynamics must match your words.
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Listen With Your Eyes: Tips for Understanding Nonverbal Communication
Is there ever any doubt in your mind as to the mood of a coworker upon their arrival at work?
Nonverbal communication is the single most powerful form of communication. More than voice
or even words, nonverbal communication cues you in to what is on another person’s mind. The
best communicators are sensitive to the power of the emotions and thoughts communicated
nonverbally. Find out more about nonverbal communication.
Believe What You See: How to Use Nonverbal Communication in Hiring
Have you ever made up your mind about a job candidate based on the way he sat in your lobby?
Did you confirm that opinion when he walked across the room and shook your hand? Awareness
of nonverbal communication and the messages job searchers send does influence your evaluation
of job candidates – and it should. Aside from protected characteristics such as gender, race and
weight, you can learn a lot about your prospective employee from their nonverbal
communications. Learn more.
Inspirational Quotes for Business and Work: Nonverbal Communication
Looking for an inspirational quote or a business quotation for your newsletter, business
presentation, bulletin board or inspirational posters? These quotes about nonverbal
communication are useful to help motivation and inspiration. These quotes about nonverbal
communication will help you create success in business, success in management and success in
life. Find out more about nonverbal communication.
Listen to Understand
These leadership and management tips will help you create a profitable business and develop the
talented workforce you need for progress, resiliency and agility. This leadership and
management tip about communication will speed up your progress and profitability.
Listen With Full Attention
These leadership and management tips will help you create a profitable business and develop the
talented workforce you need for progress, resiliency and agility. This leadership and
management tip about communication will speed up your progress and profitability.
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How to Demonstrate Respect at Work
Ask anyone in your workplace what treatment they most want at work. They will likely top their
list with the desire to be treated with dignity and respect. You can demonstrate respect with
simple, yet powerful actions. These ideas will help you avoid needless, insensitive, unmeant
disrespect, too. Read more about respect.
Communication Success Tips – Communicating Disciplinary Action
Disciplinary action is communicated just as you would communicate praise and thanks. Be as
specific in your communication as possible when communicating disciplinary action.
Nix Political Discussion at Work
In a workplace that honors diversity, every person’s politics, religious beliefs, sexual orientation
and opinions about non-work issues, should, for the most part stay home. Unless you work in a
setting that is dependent on a particular set of beliefs, political discussion potentially causes
conflict and hard feelings. Nix politics and political discussion at work.
Politics at Work - Why Politics at Work Is Risky
In a workplace that honors diversity, every person’s politics, religious beliefs, sexual activities,
and opinions about non-work issues, should, for the most part, stay home. Do you agree or
disagree about talking politics at work?
Inspirational Quotes for Business and Work: Respect
Looking for an inspirational quote or a business quotation for your newsletter, business
presentation, bulletin board or inspirational posters? These respect quotes are useful to help
motivation and inspiration. These quotes about respect will help you create success in business,
success in management and success in life.
The Benefits of Assertiveness
Assertiveness is a skill that not only helps with marriage and interpersonal relationships, but can
reduce stress and help you attain more balance at home, at work and in life. Learn more about
assertiveness, aggressiveness and passivity from About's Elizabeth Scott.
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Active Listening
Good speakers not only inform their audience, they also listen to them. By listening, you know if
they are understanding the information and if the information is important to them. Active
listening is NOT the same as hearing! Hearing is the first part and consists of the perception of
sound.
Listening, the second part, involves an attachment of meaning to the aural symbols that are
perceived. Passive listening occurs when the receiver has little motivation to listen carefully.
Active listening with a purpose is used to gain information, to determine how another person
feels, and to understand others. Some good traits of effective listeners are:
o Spend more time listening than talking (but of course, as a presenter, you will be doing
most of the talking).
o Do not finish the sentence of others.
o Do not answer questions with questions.
o Aware of biases. We all have them. We need to control them.
o Never daydream or become preoccupied with their own thoughts when others talk.
o Let the other speaker talk. Do not dominate the conversation.
o Plan responses after others have finished speaking...NOT while they are speaking. Their
full concentration is on what others are saying, not on what they are going to respond with.
o Provide feedback but do not interrupt incessantly.
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o Analyze by looking at all the relevant factors and asking open-ended questions. Walk the
person through analysis (summarize).
o Keep the conversation on what the speaker says...NOT on what interest them.
Listening can be one of our most powerful communication tools! Be sure to use it!
Part of the listening process is getting feedback by changing and altering the message so the
intention of the original communicator is understood by the second communicator. This is done
by paraphrasing the words of the sender and restating the sender's feelings or ideas in your own
words, rather than repeating their words. Your words should be saying, "This is what I
understand your feelings to be, am I correct?" It not only includes verbal responses, but also
nonverbal ones. Nodding your head or squeezing their hand to show agreement, dipping your
eyebrows to show you don't quite understand the meaning of their last phrase, or sucking air in
deeply and blowing out hard shows that you are also exasperated with the situation.
Carl Roger listed five main categories of feedback. They are listed in the order in which they
occur most frequently in daily conversations (notice that we make judgments more often than we
try to understand):
1. Evaluative: Makes a judgment about the worth, goodness, or appropriateness of the other
person's statement.
2. Interpretive: Paraphrasing - attempt to explain what the other persons statement mean.
3. Supportive: Attempt to assist or bolster the other communicator
4. Probing: Attempt to gain additional information, continue the discussion, or clarify a
point.
5. Understanding: Attempt to discover completely what the other communicator means by
her statements.
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Effective Meetings
The following are some points to help you make your next meeting successful, effective and maybe even
fun.
Before The Meeting
1. Define the purpose of the meeting.
2. Develop an agenda in cooperation with key participants. See a sample agenda.
3. Distribute the agenda and circulate background material, lengthy documents or articles prior to the
meeting so members will be prepared and feel involved and up-to-date.
4. Choose an appropriate meeting time. Set a time limit and stick to it, if possible. Remember, members
have other commitments. They will be more likely to attend meetings if you make them productive,
predictable and as short as possible.
5. If possible, arrange the room so that members face each other, i.e., a circle or semi-circle. For large
groups, try U-shaped rows.
6. Choose a location suitable to your group's size. Small rooms with too many people get stuffy and
create tension. A larger room is more comfortable and encourages individual expression.
7. Use visual aids for interest (e.g., posters, diagrams, etc.). Post a large agenda up front to which
members can refer.
8. Vary meeting places if possible to accommodate different members. Be sure everyone knows where
and when the next meeting will be held.
During The Meeting
1. Greet members and make them feel welcome, even late members when appropriate.
2. If possible, serve light refreshments; they are good icebreakers and make your members feel special
and comfortable.
3. Start on time. End on time.
4. Review the agenda and set priorities for the meeting.
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5. Stick to the agenda.
6. Encourage group discussion to get all points of view and ideas. You will have better quality decisions
as well as highly motivated members; they will feel that attending meetings is worth their while.
7. Encourage feedback. Ideas, activities and commitment to the organization improve when members see
their impact on the decision making process.
8. Keep conversation focused on the topic. Feel free to ask for only constructive and non- repetitive
comments. Tactfully end discussions when they are getting nowhere or becoming destructive or
unproductive.
9. Keep minutes of the meeting for future reference in case a question or problem arises.
10. As a leader, be a role model by listening, showing interest, appreciation and confidence in members.
Admit mistakes.
11. Summarize agreements reached and end the meeting on a unifying or positive note. For example,
have members volunteer thoughts of things they feel have been good or successful or reiterate the
organization's mission.
12. Set a date, time and place for the next meeting.
After The Meeting
1. Write up and distribute minutes within 3 or 4 days. Quick action reinforces importance of meeting and
reduces errors of memory.
2. Discuss any problems during the meeting with other officers; come up with ways improvements can be
made.
3. Follow-up on delegation decisions. See that all members understand and carry-out their
responsibilities.
4. Give recognition and appreciation to excellent and timely progress.
5. Put unfinished business on the agenda for the next meeting.
6. Conduct a periodic evaluation of the meetings. Note any areas that can be analyzed and improved for
more productive meetings. See a sample meeting evaluation.
And remember, effective meetings will keep them coming back!
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Effective Conference
Conference planning checklist is a minute detail about conferencing necessities. Conference

planning lists ensures the availability of various Conferencing equipments. Various conference
planning units looks after this features and delivers the best services to their customers.
Conference Planning lists help the conference planners to focus on the prime matters for
arranging conferences and also guides them to ignore the insignificant details.
Conference planning Checklist is prepared according to the size of various conferences.

Generally conference planning lists are custom made and can support conferencing arrangements
from 100 to 1000 participants at a time.
A sample of one of the most tailor-made Conference planning Checklist includes the following
articles:
• Planning for conferencing theme and décor of the conferencing room

• Preparation should be up-to-the-marks and finished by time
• Building conference website
• Create press release schedule and fulfill
• Determine what type of ground transfer is available at Meeting location
• Assist attendees with travel arrangements and questions
• Confirm food guarantees deadline.
• Confirm hotel bloc–status
• Draft confirmation letter
• Reiterate security arrangements with hotel.
• Request a phone at the Registration Desk (in or out line)
• Update registration database as registrations are received.
• Determine workshop or breakout session topics and speakers
• Obtain contact information on all speakers
• Mailing details to clients
• Develop text for registration brochure
• Create sponsor packet containing exhibit floor plan, shipping information, drayage
information, etc
• Conduct hotel site inspections to compare properties.
• Review Hotel Floor Plans for meeting space.
• Work with speakers bureau or research industry experts for keynote speakers
• Create complete meeting Budget based on event costs, goals, etc
• Write conference marketing plan
• Determine conference name and/or tagline
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Techniques for Great Presentations

Eleanor Roosevelt was a shy young girl who was terrified at the thought of speaking in public.
But with each passing year, she grew in confidence and self-esteem. She once said, "No one can
make you feel inferior, unless you agree with it."
o If you have handouts, do not read straight from them. The audience does not know if they
should read along with you or listen to you read.
o Do not put both hands in your pockets for long periods of time. This tends to make you
look unprofessional. It is OK to put one hand in a pocket but ensure there is no loose
change or keys to jingle around. This will distract the listeners.
o Do not wave a pointer around in the air like a wild knight branding a sword to slay a
dragon. Use the pointer for what it is intended and then put it down, otherwise the
audience will become fixated upon your "sword", instead upon you.
o Do not lean on the podium for long periods. The audience will begin to wonder when you
are going to fall over.
o Speak to the audience...NOT to the visual aids, such as flip charts or overheads. Also, do
not stand between the visual aid and the audience.
o Speak clearly and loudly enough for all to hear. Do not speak in a monotone voice. Use
inflection to emphasize your main points.
o The disadvantages of presentations is that people cannot see the punctuation and this can
lead to misunderstandings. An effective way of overcoming this problem is to pause at the
time when there would normally be punctuation marks.
o Use colored backgrounds on overhead transparencies and slides (such as yellow) as the
bright white light can be harsh on the eyes. This will quickly cause your audience to tire. If
all of your transparencies or slides have clear backgrounds, then tape one blank yellow one
on the overhead face. For slides, use a rubber band to hold a piece of colored cellophane
over the projector lens.
o Learn the name of each participant as quickly as possible. Based upon the atmosphere you
want to create, call them by their first names or by using Mr., Mrs., Miss, Ms.
o Tell them what name and title you prefer to be called.
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o Listen intently to comments and opinions. By using a l a t e r a l t h i n k i n g t e c h n i q u e

(adding to ideas rather than dismissing them), the audience will feel that their ideas,
comments, and opinions are worthwhile.
o Circulate around the room as you speak. This movement creates a physical closeness to the
audience.
o List and discuss your objectives at the beginning of the presentation. Let the audience
know how your presentation fits in with their goals. Discuss some of the fears and
apprehensions that both you and the audience might have. Tell them what they should
expect of you and how you will contribute to their goals.
o Vary your techniques (lecture, discussion, debate, films, slides, reading, etc.)
o Get to the presentation before your audience arrives; be the last one to leave.
o Be prepared to use an alternate approach if the one you've chosen seems to bog down. You
should be confident enough with your own material so that the audience's interests and
concerns, not the presentation outline, determines the format. Use your background,
experience, and knowledge to interrelate your subject matter.
o When writing on flip charts use no more than 7 lines of text per page and no more than 7
word per line (the 7 7 rule). Also, use bright and bold colors, and pictures as well as text.
o Consider the time of day and how long you have got for your talk. Time of day can affect
the audience. After lunch is known as the graveyard section in training circles as audiences
will feel more like a nap than listening to a talk.
o Most people find that if they practice in their head, the actual talk will take about 25 per
cent longer. Using a flip chart or other visual aids also adds to the time. Remember - it is
better to finish slightly early than to overrun.
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Communicating for Managerial Effectiveness
"The first principle is that you must not fool yourself . . . and you are the easiest person to fool,"
wrote the Nobel Laureate, Richard Feynman. Physicists are not the only ones who must guard
against self-delusion-managers must, as well. And the temptation of self-deception proves almost
irresistible when it comes to the elusive business of communication. The purpose of
Communicating for Managerial Effectiveness is to enable managers to clearly view their
communication abilities, dilemmas, and challenges.
This presents an unusual challenge for two reasons. First, our knowledge of the communication
process continues to grow and change. New and exciting theories have recently appeared on the
horizon that allow us to see communication in a light never before possible. Only in the past few
years have we started to discern the implications of these ideas. For instance, some scholars have
challenged the traditional assertion that "understanding" or "persuasion" should be the only goals
of communication. Sometimes managers are purposefully ambiguous. What are the implications
of this notion for managers? Can misunderstandings be useful in an organization? These are the
types of questions entertained in these pages.
Second, there is what I call the "Everybody/Anybody Phenomena." Translation: Because
everybody communicates, anyone can hold a seminar on the subject. Hence, what often gets
passed off as training for "communication excellence" consists of nothing more than warmed-
over platitudes or rehashed pop psychology. That is unfortunate not only because it
misrepresents a rich field of scholarship but also because managers encounter a host of
communication challenges that are not addressed by the "Everybody/Anybody" speakers. They
treat ideas like they are cotton candy; something fluffy and sweet, but not the staples of
organizational life. Nothing could be further from reality. Ideas have consequences. Bad ideas
have bad consequences. When the communication system breaks down, tragedy is often the
result. A case in point: the space shuttle Columbia tragedy.
How Managers Communicate
There are three approaches managers take in their communications: the Arrow, Circuit and
Dance. The Arrow manager believes that "effective expression = effective communication" and
views the receiver as a passive information processor. The Circuit manager assumes that
"understanding = effective communication." This manager believes that understanding will lead
to agreement and that understanding should be the primary goal of communication. Both of these
approaches simplify the communication process. A preferred approach is to use the "dance"
metaphor, which expresses the nuances and complexity of organizational communication. There
are many similarities of communication to dance: in both activities there are patterns that emerge
and rules, written or unwritten, that govern behavior.
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What is Communication, Anyway?
There are seven propositions about communication that provide a framework by which to judge
the communication process. These propositions provide insight into what happens in the mind of
the sender and receiver and why communication problems occur. The propositions, such as
meaning construction is a product of the interaction of content and context, try to capture the
highly fluid and dynamic nature of the communication process. Meanings are not simply the
product of the actual words or behaviors of senders; they are influenced by the broader context of
unwritten organizational rules and the corporate culture.
What can managers do to facilitate this process? Managers can explore the employees' context
and think in terms of possible misinterpretations of their messages. Additionally, by carefully
framing messages and being attentive to secondary messages, they can more accurately predict
the probable interpretations.
Communicating the Corporate Culture
Every organization, just like every society, has a culture that defines its essence. Corporate
culture consists of the fundamental value and belief structure of the organization collectively
shared by the employees that is symbolically expressed in a variety of overt and subtle ways. The
type of people in the organization as well as its symbols, slogans, and philosophies are all clues
to corporate values.
Corporate culture influences the organization in a number of ways. It impacts how people
analyze and solve problems along with how the company responds to change. Research also
reveals the positive financial impact of a company with a strong culture.
How do managers communicate the values? A few of the many ways involve crafting actionable
cultural statements, linking values with specific behaviors, developing symbolic reminders of the
core values, and investing financial resources in projects that support the corporate values.
Communication Ethics
This addresses the various ethical dilemmas facing the manager, such as how to manage dissent,
leaks, rumors, and gossip. While there is no guarantee that an organization or its employees will
behave ethically, the chapter suggests a model of the "ethical organization". An organization,
striving for ethical behavior, integrates individuals with a personal commitment to accuracy and
discretion, in an organizational culture of strong principles, governed by organizational policies
that support the principles. These policies must address three critical issues: First, what
information should the organization gather? Second, how should the organization gather the
information? And third, how should the organization use the information?
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Communication Technologies
The number of communication channels available to the average manager has mushroomed over
the last 20 years. Every channel, be it videoconferencing, computer conferencing, email, or
electronic bulletin boards, has unique nuances that can hinder or improve the effectiveness of the
manager.
Personal convenience guides most managers' channel selections. As a channel's ease of use
increases, so does the likelihood of its use. Little consideration is given to how the channel filters
the message or the secondary messages the channel generates.
To improve the likelihood that channel selection will be a product of skill and insight rather than
chance, this chapter presents a model to help the organization more effectively manage the
myriad of available communication channels. The goal of the model is to align the following
four elements:
• the objectives of the sender

• the attributes of the message
• the attributes of the channel
• the needs of the receivers
Managing Data, Information, Knowledge and Action
Past definitions of organizational excellence basically consisted of effectively managing people

and tasks. Today, we must consider another dimension: managing data, information and
knowledge. This is one of today's greatest challenges facing managers: how to convert the
bountiful quantity of available data to useful information that provides knowledge, leading to
action.
This develops the Data-Information-Knowledge-Action model, highlighting the skills managers

need to acquire, along with typical organizational problems at each stage. Also discussed are
typical loops that describe what happens in many organizations. The I-A loop, for example, is
indicative of a "program of the month" cycle where managers read about the latest management
fad, seize the opportunity to implement the program, only to repeat the cycle again and again.
Employees become frustrated and cynical because the organization continues to respond to the
latest initiative without learning from the previous one. Information (the fad) leads to action
(implementation of the program), not knowledge of how the fad fits in to the big picture.
This presents various suggestions about how to better manage the D-I-K-A relationships. For
example, the data-information relationship can be enhanced by increasing the efficiency of data
and information transmission by providing "product embedded information" and "just in time
information". The information-knowledge relationship can be improved by considering the
source's credibility, realizing that who creates the data and sends the information provides
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important insight into its reliability, validity and utility. Finally, the knowledge-action
relationship can be enhanced by creating strategic knowledge-sharing communities, where
individual members come together to discuss major issues and focus on broad goals.
Providing Performance Feedback
Employee satisfaction with the organization's performance feedback system has a significant
impact on performance and is highly correlated with job satisfaction. Yet many employees
express low levels of satisfaction with the feedback system in their organization.
A successful feedback system incorporates the following elements:
1. Employees know their job responsibilities.

2. Employees know the standards by which they are being evaluated.
3. There is an effective informal feedback system.
4. There is an effective formal feedback system.
The manager provides effective informal and formal performance feedback by being attentive to
the method and the message. The method-the "how"--suggests choosing an evaluation tool that
achieves the purpose (rating scales, ranking methods, critical incidents), using feedback from the
task itself, along with assigning the employee specific preparations for the appraisal process. The
message--the "what" to communicate- capitalizes on the employee's unique abilities, links
behaviors to valued qualities and focuses on descriptive, rather than evaluative, commentary.
Communicating Across Organizational Boundaries
Organizations create boundaries to separate functions, to develop expertise and to generate

efficiencies. Working in cross-functional teams, supervising units in different nations or cultures,
and negotiating agreements with off-shore partners are just a few of the potential boundary
spanning activities of today's managers. The challenge for managers is to coordinate the
activities of those separated by the boundary to minimize potential problems such as financial
losses and customer service failures.
Managers can encourage more effective boundary spanning in a number of ways. Some
possibilities include:
• selecting the right people and training them to be proficient at maintaining relationships
and managing uncertainty;
• tracking organizational processes that correct misperceptions and coordination problems;
• promoting shared experiences and common goals by developing links between role
counterparts; and
• integrating boundary spanning into job descriptions.
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Communicating about Change
Managing and communicating change is one of the greatest challenges facing today's managers.
Events such as restructuring and downsizing can force radical changes on the organization.
When employees are faced with major changes, such as new technology in the workplace, many
will pass through stages of reaction similar to experiencing grief: denial and isolation, anger,
bargaining, depression, and finally, acceptance. A skillful manager can ease the transition by
being sensitive to these stages of reaction. There are characteristics that identify each reaction
stage and appropriate actions that the manager can take.
This presents a model that helps managers more strategically communicate about major changes
in order to speed employee acceptance and boost productivity. The Iceberg Model outlines a
strategic approach to communicating change that is based on four levels of planning:
• Level 1: Analyze the context

Consider questions such as: How congruent is the change with the culture? How will key
relationships be impacted?
• Level 2: Analyze the audience

Consider questions such as: What groups will be impacted by the change? How will each
group be impacted?
• Level 3: Design the strategy

Develop a unifying theme that energizes and motivates.
• Level 4: Develop the tactics

Select the channels, develop the message, determine the timing and the spokespeople.
The strength of the model is that it focuses the majority of the organization's resources on the
"below the water-line" issues—the first three levels of planning. This suggests a more strategic
approach, instead of the more usual and less effective tactical approach that focuses the majority
of resources on level 4 issues.
Cultivating the Innovative Spirit
This is the process of innovation and suggests ways in which organizations can foster the
innovative spirit.
The process of innovation is one of "winnowing down" the possibilities to select several that can
be useful to the organization. The process begins with idea generation, where the emphasis is on
generating a multitude of novel ideas in a non-evaluative setting. The process continues with
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feasibility analysis which, through experiments or test runs, addresses the possibility of the ideas.
Reality testing addresses how practical the ideas are. Do they provide a reasonable return? Are
they consistent with organizational objectives? Finally, those that survive may pass to the
implementation stage where the idea is acted on. Organizational barriers, such as too many rules
and regulations, lack of resources, lack of commitment to research, and a short-term focus, can
occur at any point during this process and hinder its progress.
To develop an environment that fosters innovation, the organization needs to design a system
that encourages the flow of innovative ideas and increases the probability that useful ideas are
provided speedy passage through the process. The chapter discusses guidelines that will
accomplish this, such as requiring innovation as part of the job and eliminating lengthy proposal
procedures.
What is Communication Effectiveness?
This answers questions such as:
• How should an organization determine its level of communication proficiency?

• How will enhancing communication impact the organization's strategic objectives?
• How should the organizations make changes in the communication system?
These are questions of assessment, strategy and implementation. The first phase, assessment,
reveals such things as employee misconceptions and reactions to current initiatives.
Communication audits and the Pulse Process are two alternatives to gauge the general health of
the organization's communication system.
The assessment leads to the communication strategy, which are the macro-level communication
choices the organization makes. This involves identifying a sequence of communication goals
and underscoring a few key themes or messages. Effective communication strategies advance
organizational goals, legitimize certain issues while de-legitimizing others and help make sense
of the confusing and ambiguous.
Implementing the strategy can be enhanced by reiterating key messages, seeking the support of
opinion leaders and identifying and attacking "thought-terminating clichés".
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New communication trends
- VIRTUAL PRESENTERS
- GROWTH OF VOIP
- MY TV SHOW
- FREE PHONE CALLS?
- BLOGS WITH VERY SHORT ENTRIES
- ONLINE BULLYING
- P2P E-MAIL
- NEW FORMS OF COLLABORATION
- CENTRALIZING EVERYTHING IN YOUR BLOG
- MIMICKING HUMANS
- PHYSICAL AND VIRTUAL SOCIAL NETWORKS
- INSTANT WIRELESS NETWORKS
- DUAL MODE PHONES
- PEOPLE CREATING MEDIA
- IM AND SMS POPULARITY WITH TEENS
- ROBOTIC COMPANIONS
- MEETING STRANGERS
- DATA VS. VOICE ACCESS
- VISUALIZING SOCIAL RELATIONSHIPS
- WI-FI ON THE HIGHWAY
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Case Study: The Logistic Company
Most of the courier and cargo companies, when they send their total consignments (load in their
language) to a particular station, they do it with advance intimation by way of sending E-mail
(pre-alert message in their language). ABC Logistics was no exception to this procedure.
Whenever they sent their load by evening flight to Mumbai, they sent pre-alert to Mumbai giving
details of the load like flight number, total number of bags, total weight of the bags etc. Night-
duty Airport Executive at Mumbai Airport use to retrieve the load and use to confirm the receipt
of the load to the Bangalore office.
The arrangement worked fine for months and even years. Airport Executive continued to get the
pre-alert message and after retrieval of the load, he continued to confirm the receipt of the load.
On one fine night, Satish who was on night-duty at Mumbai airport observed that neither any
pre-alert has been received from Bangalore . Nor Bangalore office had sent any load to them. He
tried calling Bangalore office. But it was well past midnight and there was no response from
Bangalore office. Security guard on duty told to the Airport Executive that nobody is available in
the Bangalore office and staff on duty had left already. Satish knew that generally Ravi works in
the night time. He tried calling on Ravi ’s mobile number but it was switched off.
Satish had no other option except calling Asst Manager Operations of Bangalore , Charles.
Charles tried contacting Ravi but he observed same what Satish had observed, that Ravi ’s
mobile was off.
This was unique situation. He was concerned about what had happened. Charles tried calling
other operations staffs to find out whether anybody knew home of Ravi . But none of them knew
where Ravi ’s house was. Charles was disappointed. Though he had disturbed couple of staffs in
the dead of the night, there was no much headway. Charles was on the horns of dilemma. Should
I defer the matter for early morning or settle right away? After deliberating for couple of
minutes, he chose latter.
As a last resort, Charles called Hari, HR Executive. Charles explained situation to him and told
him to go to office and find out address of Ravi from the personal documents of Ravi . By the
time it was 01:30 hours and Hari was aghast[1] to find out that he was told to go to office at dead
of the night.
Willy-nilly, Hari went to his office, pulled out personal documents of Ravi and noted his address.
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Later he confirmed the address to Charles.
Charles had no option but to commute 15 KM in order to go to house of Ravi . He reached Ravi
’s home at 02:15 hours.
For Ravi , it was a strange experience to find out that his manager was knocking his door at well
past midnight. When questioned why he did not send the pre-alert, he just told that “very simple,
today there was excess booking by other logistic companies and there was no space, so cargo
officials of all the airlines refused to accept our load”. “And since no load was connected, I did
not send pre-alert as well. However, I have done booking for morning flight and load will be
connected through morning flight.”
Charles was damn infuriated by his answer. But his fate had stored a little more frustration for
him as while returning home from Ravi ’s home, night duty patrol cops caught for him driving
his two-wheeler without driving license.
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Case Study – The Wet Floor
Sushma works in Infosoft Solutions Pvt Ltd. She works there as Project Leader. Occasionally her
job demands coming early for her duties or stay till late evening hours.
Once she was handling 2 projects simultaneously and on one such day she had convened a
meeting with her team members regarding project delivery. She had called her team members at
0800 hours.
Sushma is a disciplinarian and generally she follows duty timings strictly. Discipline starts with
me, was her firm principle. She had made a habit of coming 5 minutes early at least. However,
on that day she could not make meeting time of 0800 hours and she was worried of her
reputation could be at stake.
Time was 0805 and she reached main gate of her company. Hurriedly she swiped her card and
rushed towards board room. That time few housemen were doing cleaning. One of the housemen
had spread soap solution on the floor. Unaware of what is on the floor, she continued to rush to
the board room. In hurry, Sushma slipped her foot. The floor was made of marbles and soap
solution was sprinkled over it. The floor had become quite slippery. Sushma, could not control
her balance on the slippery floor and fell down. Slippery floor dragged her couple of feet further.
The impact was so strong that she wailed loudly. Her team members rushed to help her.
Somehow she could get up with the help of her team members. Considering her wailing because
of pain, she was taken to the hospital. In the hospital it was discovered that her hip bone was
broken. Later she was immobile for about two months because of hip injury.
Later in investigation, it was revealed that the houseman who was cleaning the floor had not put
the display board “Caution: Floor is Wet”.
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Wrapping Up
In business, reputation and credibility need to be built up in order to get clients’ trust and
confidence. Having a sense of professionalism will bring a lot to the business, especially in a
long term relationship with employees and clients.
There is a need to make sure that every business deal is attended to promptly. Business
communication encompasses not only communicating with external contacts but also with
employees within the organization. This will aid the business in being well-organized and every
matter whether it is a problem, an inquiry or a sales letter will be attended to properly and
promptly.
It does not mean that only a client’s inquiry should be responded promptly but also feedbacks or
problems arising inside and outside the business as well. This is done to have a balance within
the internal and external factors, especially in relation to dealing with people, whether they are
employees or other external contacts. It is very important that when engaging into whatever type
of business communication every person in the business organization from the top to lower rank
should know the basic concepts of business communication, and how to apply them in the daily
operation of the business.
Take note that a little mistake in giving out the information because of wrongfully conveying the
message in any ways can cause damage to the business and worse can cost millions to the
company.
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Business Communication

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Business Communication

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Business Communication

Name of Student Mr. Barhate Mangesh Tukaram

“Business Communication is the type of communication used in order to:

The Communication Process

Manager (speaking on the phone): “Good morning, Bill!”

Manager: “Your division’s numbers are looking great.”

Storytelling has been shown to be an effective form of verbal communication; it serves an

In contrast to verbal communications, written business communications are printed messages.

Table 1 Don’t Use That Tone with Me!

Placement of the emphasis What it means

Changing your tone can dramatically change your meaning.

Which bank would you choose?

Figure 1 Interpersonal Distances

Internal and External Communication

Anything that prevents understanding of the message is a barrier to communication. Many

How to Hold a Difficult Conversation

Provide Feedback That Has an Impact

Top Ten Employee Complaints

How to Address Employee Hygiene and Annoying Habits

Receive Feedback With Grace and Dignity

Improving Employee Performance

Overcome Your Fear of Confrontation and Necessary Conflict

What Makes a Bad Boss - Bad?

Conduct Powerful Job Interviews

To Drink or Not to Drink?

Preventing Predictable Decision Making Errors

How to Create Team Norms

How to Develop Group Norms: Step by Step to Adopt Group Guidelines

Communication Success Tips – Shared Meaning

Communication Success Tips: Interpersonal Communication Dynamics

Listen With Your Eyes: Tips for Understanding Nonverbal Communication

Believe What You See: How to Use Nonverbal Communication in Hiring

Inspirational Quotes for Business and Work: Nonverbal Communication

Listen With Full Attention

How to Demonstrate Respect at Work

Communication Success Tips – Communicating Disciplinary Action

Nix Political Discussion at Work

Politics at Work - Why Politics at Work Is Risky

Inspirational Quotes for Business and Work: Respect

The Benefits of Assertiveness

Before The Meeting

1. Define the purpose of the meeting.

2. Develop an agenda in cooperation with key participants. See a sample agenda.

During The Meeting

3. Start on time. End on time.

4. Review the agenda and set priorities for the meeting.

5. Stick to the agenda.

After The Meeting

4. Give recognition and appreciation to excellent and timely progress.

5. Put unfinished business on the agenda for the next meeting.

And remember, effective meetings will keep them coming back!

Conference planning checklist is a minute detail about conferencing necessities. Conference

Conference planning Checklist is prepared according to the size of various conferences.

• Planning for conferencing theme and décor of the conferencing room

Techniques for Great Presentations

o Listen intently to comments and opinions. By using a l a t e r a l t h i n k i n g t e c h n i q u e

Communicating for Managerial Effectiveness

How Managers Communicate

What is Communication, Anyway?

Communicating the Corporate Culture

• the objectives of the sender

Managing Data, Information, Knowledge and Action

Past definitions of organizational excellence basically consisted of effectively managing people