English and Writting Skills

Shrikantgujarkar notes
Unit 5
UNIT 5 : Application of communication

skills
Group decision-making
Group decision-making (also known as collaborative decision-making) is a
situation faced when individuals collectively make a choice from the alternatives
before them. The decision is then no longer attributable to any single individual who is
a member of the group. This is because all the individuals and social group processes
such as social influence contribute to the outcome. The decisions made by groups are
often different from those made by individuals. Group polarization is one clear
example: groups tend to make decisions that are more extreme than those of its
individual members, in the direction of the individual inclinations.[1]
There is much debate as to whether this difference results in decisions that are better
or worse. According to the idea of synergy, decisions made collectively tend to be more
effective than decisions made by a single individual. However, there are also examples
where the decisions made by a group are flawed, such as the Bay of Pigs invasion, the
incident on which the groupthink model of group decision-making is based.[2]
Factors that impact other social group behaviours also affect group decisions. For
example, groups high in cohesion, in combination with other antecedent conditions
(e.g. ideological homogeneity and insulation from dissenting opinions) have been
noted to have a negative effect on group decision-making and hence on group
effectiveness.[2]Moreover, when individuals make decisions as part of a group, there is
a tendency to exhibit a bias towards discussing shared information (i.e. shared
information bias), as opposed to unshared information.
Principles of Group Decision-Making:

Eminent authors of management are of this opinion that on right and
appropriate decisions, the success and failure of the enterprise depend. Therefore,
a manager has to take all precautions before arriving at a decision.
1. Principle of Limiting Factors:

The decisions taken are based on limited factors nevertheless they are supposed
to be good because of the simple fact that under the circumstances it was the only
possibility.
From this principle it emerges that though there are numerous alternative
available to a decision-maker but he takes cognizance to only those alternatives
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which suit the: (i) time, (ii) purpose, and (iii) circumstances and which can be
properly and thoroughly analysed considering the human capacity and then
finally one of the alternatives is chosen which form the basis of a decision.
2. Principle of Alternatives:
Decision is an act of choice. It is a selection process. Out of many available
alternatives the manager has to choose on which he considers best in the given
circumstances and purpose.
3. Principle of Participation:
This principle is based on human behaviour, human relationship and psychology.
Every human being wants to be treated as an important person if it is not possible
to accord him a V.I.P. treatment. This helps the organisation in getting maximum
from every person at least from those who have been given the place of
importance and honour.
Participation signifies that the subordinates even if they are not concerned should
be consulted and due weightage should be given to their viewpoint. Japanese do
this. Japanese business or institutions or government make decisions by
consensus.
The principle of participation mostly aims at two things:

(1) It aims at the development and research of all possible alternatives. If larger
number of people concerned are asked to search for alternatives on the basis of
which decisions are expected to be taken then greater participation is assured
which is surely an important aim of this principle.
(2) This principle asks for debating and deliberating by more and more people, so
as to know the mind of all and to assess the possible reaction of a particular
decision which the manager has in mind.
GROUP DECISION MAKING

Effectiveness in communication is of paramount importance in the consensus decision making process.
Do
Listen not only to the words but to the rationale being offered.
Pursue your point and be persistent if you have good information.

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Manage your time effectively, relative to the number of decisions that are being made.
Involve all team members to ensure use of their knowledge and experience.
Strive for the best answer. Thinking in cause-and-effect terms avoids dealing only with
symptoms.
Don’t
Argue for the sake of winning. You may learn something by remaining open-minded.
Give up on your conclusion simply to avoid conflict. Let objective reasons or sound information
prevail.
Allow the group to get hung up on a specific item – move on and come back later.
Compete by assuming that someone wins and someone loses. Look for the best alternative.
Resort to voting. This tends to split the group into winners and losers.
THE LEADER’S ROLE
This approach to group decision making places the leader in a particular role in which he/she must cease
The do's and dont's of decision making

Decision making is a skill and process imperative in today’s dynamic, fast-paced business
environment.
Industries are competitive, and players are differentiated by their ability to make strong,
calculated and proactive decisions.
Perhaps you have difficulty making good decisions, you experience self-doubt during and after
making one, or your past decisions have failed you.
The good news is that decision-making is an ability that you don’t need to be born with – it can
be practised, refined and mastered.
All decisions carry some type of risk or compromise, and often, complex decisions act as a
catalyst for future opportunities or challenges, so when approaching them, confidence and
clarity is crucial.
To guide you through a successful journey, we’ve complied a list of do’s and don’ts…
Don’t assume you know all the information.
If you’re making an important decision, every detail is important. Avoid surprises, because if
you’re missing any relevant information, your decision is already flawed.
Do frame the problem.
The first step to effective decisions is truly understanding what is involved, clarifying all
possibilities and outcomes, even if this adds time to your process. What type of decision is
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being made – routine, strategic, tactical or operational? Spend time on clarifying the facts, it’ll be
worth it.
Don’t make off-the-bat choices.
When you feel pressure, it’s common to take the ‘flight’ response and make a hasty decision.
These types of decisions commonly come back with a vengeance – you’ll pay for them later.
Remember, approaching a decision with a steady and measured approach increases your
chances of a steady and measured outcome.
Do trust your instinct.
While you don’t want to rash choices, you will want to check in with your instincts and pay
attention to your gut feeling. Deep down, we often know the right course of action to take, all we
need is to be able to evaluate that objectively.
Don’t try to please everyone.
Your decision may impact a lot of people, and as such, they will be invested in what you choose.
This is challenging because no one likes to disappoint or alienate others, however, at the end of
the day, what’s right for the greater good and the business is key.
Do seek advice or feedback.
While it’s never a clever idea to have too many cooks in the kitchen, you can seek support,
advice or feedback. Diverse or fresh perspectives on a decision, particularly from people not
directly invested in the decision, can provide you with varied factors to consider.
Don’t do what you’ve always done.
This is one of the easiest traps of decision-making – taking the same course of action from the
past. Every decision you make will have different outcomes, and therefore requires a unique
approach.
Do reflect on past choices.
Not taking the same course of action doesn’t mean you can’t reflect on the choices you or
others have made in the past, as long as you use those decisions for insight, not as templates.
Don’t allow your emotions or personal bias to get in the way.
Keep your ego in check, and aim to separate your personal opinions on people or situations as
much as you can. This is imperative, as rationality and objectivity are key in making truly
8successful and effective decisions.
Do keep an open mind.

Seek out all the information and results you possibly can, and while you may have an ideal
outcome in mind, maintain flexibility. This is a sign of resilience, and will keep you in action
regardless of the outcome.
Ultimately, decision-making occurs daily, and good decision making is crucial for success, both
professionally and personally. The do’s and don’ts we’ve shared with you today will guide you
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through making clear and confident choices, improving your decision-making skills and
empowering you
Conflict
Conflict refers to some form of friction, or discord arising within a group when
the beliefs or actions of one or more members of the group are either resisted by
or unacceptable to one or more members of another group. Conflict can arise
between members of the same group, known as intragroup conflict, or it can
occur between members of two or more groups, and involve violence,
interpersonal discord conflict. Conflict in groups often follows a specific
course. Routine group interaction is first disrupted by an initial conflict, often
caused by differences of opinion, disagreements between members, or scarcity of
resources. At this point, the group is no longer united, and may split into
coalitions. This period of conflict escalationin some cases gives way to a conflict
resolution stage, after which the group can eventually return to routine group
interaction
Principles Of Conflict Resolution
1. Think Before Reacting
The tendency in a conflict situation is to react immediately. After all, if we do not react we may
lose our opportunity. In order to resolve conflict successfully it is important to think before we
react--consider the options, weigh the possibilities. The same reaction is not appropriate for
every conflict.
2. Listen Actively
Listening is the most important part of communication. If we do not hear what the other parties
are communicating we can not resolve a conflict. Active listening means not only listening to
what another person is saying with words, but also to what is said by intonation and body
language. The active listening process also involves letting the speaker know that he or she has
been heard. For example, "What I heard you say is......"
3. Assure a Fair Process
The process for resolving a conflict is often as critical as the conflict itself. It is important to
assure that the resolution method chosen as well as the process for affect- ing that method is
fair to all parties to the conflict. Even the perception of unfairness can destroy the resolution.
4. Attack the Problem

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Conflict is very emotional. When emotions are high it is much easier to begin attacking the
person on the other side than it is to solve the problem. The only way conflicts get resolved is
when we attack the problem and not each other. What is the problem that lies behind the
emotion? What are the causes instead of the symptoms?
5. Accept Responsibility
Every conflict has may sides and there is enough responsibility for everyone. Attempting to
place blame only creates resentment and anger that heightens any existing conflict. In order to
resolve a conflict we must accept our share of the responsibility and eliminate the concept of
blame.
6. Use Direct Communication
Say what we mean and mean what we say. Avoid hiding the ball by talking around a problem.
The best way to accomplish this is to use "I-Messages". With an "I-Message" we express our
own wants, needs or concerns to the listener. "I-Messages" are clear and non-threatening way
of telling others what we want and how we feel. A "you-message" blames or criticizes the
listener. It suggests that she or he is at fault.
7. Look for Interests
Positions are usually easy to understand because we are taught to verbalize what we want.
However, if we are going to resolve conflict successfully we must uncover why we want
something and what is really important about the issue in conflict. Remember to look for the true
interests of the all the parties to the conflict.
8. Focus on the Future
In order to understand the conflict, it is important to understand the dynamics of the
relationship including the history of the relationship. However, in order to resolve the conflict we
must focus on the future. What do we want to do differently tomorrow?
9. Options for Mutual Gain
Look for ways to assure that we are all better off tomorrow than we are today. Our gain at the
expense of someone else only prolongs conflict and prevents resolution.
Do’s and Don’ts of Conflict

Don’t Ignore the Existence of Conflict
If you’re working on a project with a tight deadline, you probably don’t have the time to
settle a dispute between two parties, as conflict resolution can be a time-consuming
process. To better illustrate this point, one survey conducted on accounting managers
found that they commonly spend a full day’s amount of time every week just to dealing
with conflicts. In situations where conflict is inconvenient, the impulse for some
managers is to pretend it isn’t there and push forward with their projects anyway.
Force is usually involved in this process; one side of the dispute is supported outright,
forcing those on the other side to comply with their demands without being able to
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address their grievances. While this may prevent the loss of work time that would
otherwise be spent on finishing the project, it can also be extremely damaging to your
team’s morale and the overall quality of the work the team produces.
Do Resolve to Address Conflict in the Future
The correct way to handle conflict when pressed for time is not to ignore it, but to put off
the resolution process for a later date. You may still have to appease one side of the
issue quickly in order to resume work on the project. But some clear and empathetic
communication will make this process much easier for everyone involved. Inform the
individuals on both sides of the issue that you are aware of the problems they are
having and are willing to discuss them later.
If those involved feel as though they are being listened to and have a degree of
professionalism, this should be a perfectly reasonable request. Then, once you’re
finished with the project, you can devote more time and energy to properly addressing
and resolving the conflict in question.
Don’t Assign Blame to Either Party
A big reason for the existence of conflict is the fact that everyone involved sees the
situation differently. That’s why conflict isn’t always a bad thing. An individual on one
side of the argument may feel as though someone on the other end of the argument is
acting ridiculous for wanting to alter some aspect of a project drastically. Meanwhile, the
individual on the other side of the argument may perceive the first person as ridiculous
for his or her unwillingness to try something new. In both situations, there’s an
assumption about what’s rational and what’s ridiculous, but the meanings of these two
terms are drastically different for each party involved.
If you wish to find common ground and resolve the conflict in a manner that appeals to
both individuals, you can’t deny one party’s perception of the situation. Even if one
side’s perspective is seriously out of whack, you will not be able to convince them of
that fact through brute force.
Do Figure Out What Roles They Play
While you shouldn’t outright declare one person involved in the conflict as the victim and
the other as a hero, you should still try to determine what role each person fills. In
theory, the roles people play in a conflict fall under one of three different categories: the
hero, the villain, or the victim. The villain is perceived as someone who does something
to hurt or otherwise negatively affect a victim, and the hero is someone who attempts to
protect the victim by stopping the villain. By gathering information on the situation and
discussing it with each party involved, you should see these archetypes in each
person’s story.
Many times, both sides will see themselves as the hero and perceive the other side as
being the villain, thereby justifying their role in the conflict. In other situations, one side
will see themselves as a victim, believing that they are hopeless to change their
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situation. Once you’ve determined what archetypes each party falls into, you can work
with them to move past these perceptions and find common ground.
Don’t Make Hasty Judgments
The suggestions I’ve listed above are broad guidelines, which means they can apply to
just about every situation in which conflict arises during a project that you’re managing.
The most important thing to take away from this article is that hasty decisions, even
when you are pressed for time, aren’t a good idea. To avoid making hasty decisions in
the face of conflict, consider setting time aside in your schedule just in case such a
problem emerges.
Make sure that you give enough time to let all involved parties say their piece, absorb
as much information as you can and facilitate a dialogue between those in conflict so
that their inaccurate perceptions of the situation erode and eventually give way to
rationality. Then you should be able to complete work on your project and still have all
participants mostly satisfied that their issues are being heard and handled to the best of
your ability
Negotiation
Negotiation comes from the Latin neg (no) and otsia (leisure) referring to businessmen
who, unlike the patricians, had no leisure time in their industriousness; it held the
meaning of business (le négoce in French) until the 17th century when it took on the
diplomatic connotation as a dialogue between two or more people or parties intended to
reach a beneficial outcome over one or more issues where a conflict exists with respect
to at least one of these issues.[1][2] Thus, negotiation is a process of combining
divergent positions into a joint agreement under a decision rule of unanimity.
It is aimed to resolve points of difference, to gain advantage for an individual
or collective, or to craft outcomes to satisfy various interests. It is often conducted by
putting forward a position and making concessions to achieve an agreement. The
degree to which the negotiating parties trust each other to implement the negotiated
solution is a major factor in determining whether negotiations are successful.
People negotiate daily, often without considering it a
negotiation.[3][4][page needed]Negotiation occurs in organizations, including businesses,
non-profits, and within and between governments as well as in sales and legal
proceedings, and in personal situations such as marriage, divorce, parenting, etc.
Professional negotiators are often specialized, such as union negotiators, leverage
buyout negotiators, peace negotiator, or hostage negotiators. They may also work under
other titles, such as diplomats, legislators, or brokers.
principles for effective negotiations

I’ve spent years negotiating many types of deals and living with the results as well as
observing the negotiating styles and skills of other senior leaders. With that perspective,
I thought I would share what I have learned about being an effective negotiator.
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1. Know what are you trying to accomplish.
What would success look like? If you don’t know where you want to go, you will never
get there.
What are the minimum outcomes you must achieve? If you cannot achieve them, are
you prepared to walk away from the table? If not, perhaps you have not yet properly
defined your minimum outcomes.
2. Develop a game plan before negotiations start.
Do you need this deal more than the other party, or do they need it more than you? Are
you dealing from strength, or are you in a weaker position? Are the concessions you
need to make not in your short- or long-term best interests?
Every negotiation requires compromise and trade-offs. You are not going to win on
every issue. Therefore, it is important to determine the issues that are deal-breakers for
you. Try to determine which issues are deal-breakers for the other side, and can you live
with agreeing to them?
3. Study and understand your counterpart.
Understand the negotiating style of the lead negotiator on the other side of the table.
What is their reputation and track record in past negotiations with you and with others?
Can they be trusted to meet their negotiating table commitments?
Listen to the other party and ask questions to further understand what they want to
accomplish. Communicate what you want to accomplish. Identify where your goals
overlap and where they don’t so you can work to close the gaps.
4. Work towards a win-win.
If you have an ongoing relationship, it’s important for a win-win result. If one party feels
they were treated unfairly in a negotiation, the relationship between the parties could be
damaged and may affect future negotiations. Maintaining a good relationship in the
long run is more important than a win-lose result.
If this is a one-off negotiation, you need to decide how hard you want to take advantage
of your perceived strengths and drive towards a “win-lose.” You could run into the other
party again in a different situation where you may not have as strong a position. People
have long memories.
One of the objectives of a negotiation, through the process of give-and-take, is to find

more overall value for both sides, perhaps not apparent before negotiations start.
5. Avoid negotiating with yourself.

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Once you make an offer, wait until the other side responds with a counteroffer. If you
put another offer on the table before a counteroffer is made, the other side will view this
as a weakness and try to exploit it to their advantage.
To avoid not receiving a counteroffer, ensure that your offer is credible. If it isn’t, the
other side may just ignore it and not make a counteroffer, prematurely ending
negotiations.
6. React strongly to an untrustworthy party at the negotiating table.
I once was the lead negotiator for my company in a negotiation to sell our ownership in
a joint venture to our partner. After the second time the attorney for our partner
misrepresented what we had negotiated in the agreement he was drafting, my team and
I abruptly stood up and announced we were leaving the table and would not return until
my counterpart replaced that attorney.
Two days later, my counterpart apologized and informed me he was appointing a new
attorney to record our decisions, and negotiations resumed.
Don’t misrepresent what was previously negotiated. It damages your credibility.
7. Remember that it takes two parties to negotiate or renegotiate a deal.
If either party feels it is not in their best interest to do a deal, they won’t. Even if you
perceive you are in a position of strength and you feel you can force the other side to
acquiesce to your terms, they always have other alternatives, which if pursued, might
hurt you in the long run.
So, before entering a negotiation, be well prepared. Know when you are willing to walk
away. Understand your situation and that of the other party, including strengths,
weaknesses and alternatives.
If you are in a long-term relationship with the other party, drive for a win-win. Exercise
caution driving for a win-lose. People have long memories, and you might encounter
them again, perhaps when they are in a position of relative strength.
Do’s and Don’ts

The dos:
1. Determine goals. Decide on your objectives. Know your bottom line.

2. Anticipate the desires of your opponent. Think collegially – envision the person as your
partner in the deal.
3. Analyze the assets. What do both of you bring to the table?
4. Evaluate options. That means for both of you.
5. If you have a history with the other party, analyze your track record and precedents with the
person. What issues have impacted the two of you?
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6. Assess the power you bring into the discussion, and that of the other person.
7. Anticipate the obvious consequences, the corollaries.
8. Pay attention to detail. Try to put the other person’s needs first. In that way, the person feels
as though you’re listening. Show empathy to the other person’s concerns and problems.
9. Stay calm, no matter what. You’ll keep the emotional advantage. Focus on issues, not
personalities.
10. Keep in mind plan B. Know your options for a fallback position.
11. Document the deal – get it in writing immediately.
The don’ts:
1. Never bargain with someone using the word, “between.” If you offer a range using this word,
customers and vendors will only hear the minimum. Sellers and employees will hear the
maximum.
2. Don’t signal the person that you’re done negotiating by using the phrase, “I think we’re close.”
You’ll be giving away your power – the person will believe you’re exhausted and that you put
a higher priority on getting an agreement instead of achieving your actual goals.
3. Don’t get into a bidding war. Brand yourself so that you’re the only party the person should
deal with. Don’t negotiate against yourself. If you make an offer, wait for the response. Be
careful in using the phrase, “Why don’t you throw out a number?” Usually, the first amount
mentioned by a seller is the amount that’s ultimately agreed upon.
4. If you need time to think, don’t establish at the beginning that you’re the final decision-maker.
You’ll get more wiggle room if you indicate there’s another person with whom you must
speak.
5. Don’t be afraid to ask what you want – be specific about what you want and don’t want.
6. Don’t negotiate with a person who doesn’t have authority to sign off on a deal.
7. Don’t do all the talking. The best results occur when the other person does 90 percent of the
talking. That’s accomplished by asking open-ended questions, such as “What are your
concerns about what I am suggesting?”
8. Don’t ignore the person’s body language. Know the green lights.
9. Don’t argue, but discuss items in which there are disagreements.
10. Steer clear of form contracts. They are designed for a pre-determined outcome. The
agreement must reflect the negotiations.
11. Don’t forget to prepare. Failure to prepare leads to failure in negotiations.
Presentation
The presentation can be defined as the practice of showing the content of a topic along with explaining it
to a specific audience. It is a collection of information and data which has to be delivered to an audience
or learners. It helps both the speaker and the participants to learn about the topic more easily. For
example, a PowerPoint presentation is a collection of electronic slides which consists of text, images,
tables, graphics, video and sound which leads both the presenter and the audience to remember more
accurately and uncomplicatedly.

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The images, text, graphics and other objects shown in the PowerPoint are positioned on
individual pages or slides.These slides can be printed or more usually displayed on the screen and
controlled through by the presenter. A presentation has several constraints, among which having a limited
time to present consistent information is the most important.
Features of Presentation Software:
 Different forms of information as text, audio, graphics, video and animation can be presented.
 Different forms of tables, charts and objects can be embedded in the slides.
 Provides theme, design template, slide layout, readymade template, etc.
 Provides custom animation, custom set up show and slide transition.
Presentation Program:
A presentation program is computer software that displays information and data, usually in the form of a
slide show. It has 3 major functions. They are:
1. An editor allowing text to be inserted and formatted.

2. A method to insert and manipulate graphic images.
3. A slide shows system for content display.
Principles
1. Know who your audience will be.
If you have the time to do one thing, then devote all of it to knowing your audience. Your
presentation is for your audience, they are the ones that have to benefit from it.
Put yourself in the shoes of your audience, try to imagine what would they want to get from
your presentation. Try also to imagine how your audience relates to your topic and to you,
think about the ways you can simplify the relationship between them and your material.
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2. Tell your audience who you are.
Make sure that everyone in the room has understood your name but that they are also able
to describe who you are.
So many great presentations are ruined by not following this simple tip. Don’t let your
audience discover at the last slide that you are the most renown expert in your field, don’t
let them have a guess at your humanity, tell them who you are straight away.
I always make sure that the audience is already listening when I state the topic of the
presentation, tell my name, and explain – in as few words as possible – who I am.
3. Tell your audience why you are there.
Within the first 2 minutes of your presentation explain your motivation for presenting. Let
your unique knowledge and perspective show, help your audience understand how
passionate you are about what you are going to talk about, how important to you what you
are going to do and say is.
If it means a lot to you, chances are it will mean a lot to your audience.
4. Tell your audience why they are there.
Within the first 5 minutes of your presentation provide your audience with a sample of the
advantage they will get by following your presentation. Show them what they will gain from
your presentation and, more importantly, how it will change them.
5. Develop a story based on a transformation that you wish to happen in your

audience.
Make sure that you provide sufficient information to produce a meaningful change in your
audience. This can come by providing a new insight on a known topic, by introducing a
completely new concept, or even by making them doubt about something they have always
taken for granted.
If your presentation will not produce some kind of change in your audience, then it’s a
presentation not worth giving.
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If you are not eliciting a change, then you are not providing enough content. And if you are
not providing enough content, your material is not worth presenting. So: no change, no
presentation!
6. Understand that each member of your audience will react differently to your
material.
Some of them will understand immediately, many will reject your ideas, some will just be
confused, some will look for the quick and dirty shortcuts and the tweetable content rather
than understanding your topic deeply, while other will be curious about your data and about
your research. Try to give something to all those individuals, knowing that you will never
make everyone happy (surely not everyone at the same time).
7. Provide a summary of your topic.
After the climax provide your audience with a summary, a birds eye view of the material that
you’ve covered. It will provide meaning to them, it will reinforce the meaning of the climax
and it will help them not only make sense of your material but also aid them in remembering.
8. Provide some actionable points.
Show your audience how they can apply the new knowledge into their every day. This is the
best gift you can leave them with. Now it’s time for you to leave. You’re allowed to end on a
hope, a wish, a word of wisdom. Make it quick though.
9. Make sure you feel comfortable with your material.
If you are not it will show, and no presentation trick will save you. Know your stuff. Period.
Otherwise head back to the library and study, study, study!
Presentations shed a spotlight on your abilities. Make sure that your first ability is related
not to presentation structure, design or delivery, but to the topic that you are presenting.
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Do’s
1. Think carefully before the event: what does this audience want to hear? Hint: they are
not interested in hearing how great you or your company are, they want to learn new
things that can make them more successful.
2. Use story-telling and your passion. Find a story about people (yourself and others) that
illustrates your message and tell it with your passion. Storytelling always beats lectures!
3. Tell the audience not to take notes, say that you will email or post your presentation
summary online immediately afterwards.
4. Keep an eye contact with the audience and move around the stage, don’t hold on to the
speaker stand. Use a clicker to control your presentation. Remember that 70% of your
communication is in your body language!
5. Engage the audience during your talk, at least every 10 minutes. For example by letting
them vote on a question with their hands or green/red cards or mentometers.
6. Slow down, speak slower than usual and add pauses for emphasis. This enables the
audience to take in what you are saying and increases their understanding. It also gives you
more respect. Never try to cram a 30-minute speech into a 20-minute time slot, that is a big
no-no!
7. Be visual, use pictures and videos that illustrate your points. Read my lips: less text, more
visuals! You can do great presentations without any visuals, but then you have to be a
master storyteller.
8. Design the slides so that they are easy to see from the back of the room. This means very
big text sizes and images that fill the whole screen. The classic mistake is to sit in front
of your laptop screen and design the slides for that arms-length distance, so step back 2-3
meters and see if you still can see everything. Also, avoid using borders, they are just wasted
space. There are never any borders around the movie at the cinema!
9. Make your slides in the 16:9 format. The old standard 4:3 is totally outdated, just look at
your TV at home.
10. Use a dark background on your slides, as it is easier to read for the audience and much
better for the video cameras. (Yes, black text on white is considered easier to read, but that
applies to large amounts of texts and we are not using that here, are we?) Also, a large
projection of a white slide next to yourself in a dimly lit room will make you look darker and
remove the focus from you.
11. Avoid monotony by using variation and surprises in your slide styles during your
presentation.
12. Engage the audience. Ask questions and have them put their hands up, in order to raise the
energy level in the room.
13. Focus on 2 or maybe 3 things that you want to talk about, never more than 3
things. Explain the challenge you are working with and then tell the story and visualize the
solution.
14. Build your presentation based on the classic drama formula: Start with a Set-up, then
Present the problem(s), then proceed to the Confrontation and finally the Resolution. This
has worked for all of us humans for thousands of years!
15. Hire a speaker coach that helps you improve your body language and voice.
16. Use a spell checker on all your slides. Takes only a minute, saves your face.
17. If you present in another language than your native, consult a language tutor to improve
your pronunciation as much as possible. Getting your message out is about being
understood and respected.
Unit 5
18. Test your presentation on other people beforehand and videotape yourself. Listen to
their feedback and watch yourself: would you understand and appreciate your presentation?
19. If you have a Q&A session after your talk, announce that it will be short, maximum 5
minutes and that you will show a wrap-up or case story illustrating your message after the
Q&A session. That way you avoid draining the enthusiasm of the audience by long-winded
Q&A sessions and you keep the audience in the room
.
20. End your presentation by showing a slide with a key question, or action point aimed
at the audience, to encourage discussions afterward. Also show you contact details and
the link to your presentation summary on your blog, or on an internet service like
Slideshare.
21. Create a presentation summary that can be emailed or put on your home page or blog.
The summary should not be all your slides, nstead, put together 3-4 slides that explain your
key messages with pictures and very short texts. Add text notes to the slides with key
messages and URLs to web sites.
Don’ts
1. Don’t read word by word from your script. You will sound like a robot and miss the all-
important eye contact with the audience. Use stiff cue cards with key words and starter
sentences instead.
2. Don’t read out loud from text bulletsin your slides. If you have to use text bullets, keep
them very short and very few per slide, then first let the audience read it and then expand
on the subject using your own words.
3. Don’t use complete sentences in your slides. Your voice shall tell the story, and the slides
shall only support it.
4. Don’t speak with a too low or monotonous voice. If people can’t hear you well at the back
of the room, or if you don’t have any energy in your voice, you will lose the attention of the
audience in a minute. Hire a voice coach!
5. Don’t talk too fast and try to cram a 45-minute presentation into a 30-minute time slot by
speaking at a machine-gun pace.
6. Don’t start talking immediately on top of your slides. Let the audience interpret the slide
for a while, then add your insights.
7. Don’t use hard-to-read fonts or garish backgrounds.
8. Don’t use cute or unusual photos that are not illustrating exactly what you are talking
about. It distracts the audience; nobody will hear what you are saying.
9. Don’t use effects, such as texts that tumble into the slide or any other disturbing transitions.
The interesting stuff should be in your content, not in the effects.
10. Don’t use any acronyms without spelling them out and explaining what they mean.
11. Don’t waste you audience’s time by presenting the history and organization of your
organisation. Unless it is essential to understand your presentation, which is very, very
seldom.
12. Don’t use a corporate slide templatethat displays the logo on each and every slide. Such
templates should be banned everywhere, and they add no value to the audience. Remember,
the audience is not there to learn about your company. The only place you can put your
company logo is at the end, together with your name and contact details.
13. Don’t mention tips verbally like “be sure to check out the website
www.fancynewstuff.com, it has great features” without displaying a slide with both a
Unit 5
picture of the web site and the URL in big letters + a note stating that the URL will be in your
posted presentation.
14. Don’t hide behind the computer or speaker stand. Make sure the audience see you and
maintain eye contact with them. But beware of pacing around the stage.
15. Don’t end by simply summarizing what you have talked about. Instead, show your
passion for your message and that you want the audience to succeed as a result of the
message of your talk.
Interview
An interview is a conversation where questions are asked and answers are
given.[1]In common parlance, the word "interview" refers to a one-on-one
conversation between an interviewer and an interviewee. The interviewer asks
questions to which the interviewee responds, usually so information may be
transferred from interviewee to interviewer (and any other audience of the
interview). Sometimes, information can be transferred in both
directions. communication, unlike a speech, which produces a one-way flow of
information.
Interviews usually take place face to face and in person, although modern
communications technologies such as the Internet have enabled conversations
to happen in which parties are separated geographically, such as
with videoconferencing software,[2] and telephone interviews can happen without
visual contact. Interviews almost always involve spoken conversation between
two or more parties, although in some instances a "conversation" can happen
between two persons who type questions and answers back and forth. Interviews
can range from unstructured or free-wheeling and open-ended conversations in
which there is no predetermined plan with prearranged questions, [3] to
highly structuredconversations in which specific questions occur in a specified
order.[4] They can follow diverse formats; for example, in a ladder interview, a
respondent's answers typically guide subsequent interviews, with the object
being to explore a respondent's subconsciousmotives.[5][6] Typically the
interviewer has some way of recording the information that is gleaned from the
interviewee, often by writing with a pencil and paper, sometimes transcribing with
a video or audio recorder, depending on the context and extent of information
and the length of the interview. Interviews have a duration in time, in the sense
that the interview has a beginning and an ending.
The traditional two-person interview format, sometimes called a one-on-one

interview, permits direct questions and followups, which enables an interviewer to
better gauge the accuracy of responses. It is a flexible arrangement in the sense
that subsequent questions can be tailored to clarify earlier answers. Further, it
eliminates any possible distortion by having third parties present.
Face to face interviewing makes it easier for people to interact and form a
connection, and it helps both the potential employer and potential hire who they
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might be interacting with.[7] Further, face to face interview sessions can be more
enjoyable.
Principles of interview
1. Determine your employment objectives

The objectives of the specific hiring situation should control the shape and content of
the interview. Interviewers who proceed on the basis of the known objectives of a given
employment project have a head start in developing plans for the individual interviews.
From the beginning, they have a general picture of their information requirements, the
yardsticks for evaluating candidates and an optimum profile for the “winning” applicant.
2. Learn about applicants in advance
Interview time is limited. The interviewer who does not digest the information available
from applications, resumes, test results and references in advance is wasting personal
resources. Further, the interviewer who does not use such data as a basis for “fine
tuning” the interview plan is wasting the applicant’s time as well as the company’s
money. Know your applicants before the interview begins. It will save time, help you
plan productive interviews and indicate to the applicants that you are interested in them
as individuals.
3. Know the job requirements
In addition to knowledge about the applicant, another important area of advance
information needed by the interviewer to ensure successful results is knowledge about
the position for which the applicant is being interviewed. Obviously, knowledge about an
applicant can be modified, expanded and more clearly understood during the interview.
However, knowledge about the job must be acquired before the interview. The
knowledge of the job is an essential prerequisite of the interview. The sources for such
knowledge range from readily-available information on file in the personnel department
such as job descriptions and performance standards, to highly relevant on-the-job
insights gained from your experience.
4. Plan the interview
For many positions, little additional preparation may be necessary when the
experienced interviewer knows about the job to be filled and has learned what there is
to know about the candidates in advance. Experience will readily indicate a suitable
approach. This is certainly true with regard to routinely filled positions.
For the interviewer who is not highly skilled, however, it is beneficial and often essential
to plan the interview. Even the experienced interviewer needs to plan when a non-
routine or higher-level position is involved, or when the job is infrequently filled or
otherwise unfamiliar. The planning can range from an abbreviated review to determine
key information to be gathered during the interview, to a detailed plan for handling each
successive portion of the interview with each specific candidate.
5. Create a constructive attitude
Participating in a selection interview on behalf of your company is a responsible role.
You must be positive and professional to represent the company image. You have to
work hard and stay alert during the interview. For the occasional interviewer, it is a
somewhat strange and even uncomfortable process. You are obliged to probe into the
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personality and makeup of a number of complete strangers, and this can be time
consuming and tiring. Finally, you must recommend or make a decision.
Approaching the interview with the right attitude, and preparing to create the right
atmosphere for it, can be learned. Skilled interviewers adopt their own methods for
being “up.” Like actors, athletes or teachers, they must know how to ready themselves
for a given occasion. You too, on the basis of your status as a unique individual, can
develop your own particular way of doing this. But, as a starting point for the novice or a
refresher for the jaded interviewer, it may be helpful to review some don’ts. Thinking of
ways to avoid mistakes and to achieve a positive approach will encourage a
constructive, fruitful interview.
6. Build an interview framework
A great variety of styles and strategies can be used in interviews, either singly or in
combination. Interviews can be designed to fit such descriptive headings as “regulated,”
“permissive,” “counseling” or “negotiated.” Then there are interviews intended to “sell”
the applicant, the “stress” interview, the “buddy-buddy” approach, the totally
professional discussion, the applicant-centered interview, and so on. It is important to
understand that an interview should have some kind of detailed framework for the
interviewer to follow in a flexible way and which will be in keeping with the employment
objectives (1) and the interview plan (4). Taken together, these two techniques will
define the broad scope of the interview.
It is highly useful for the interviewer to have in mind a number of configurations and
formats from which to select an interview framework, even when there is little time to
prepare.
7. Develop rapport quickly
A key means of making the interview profitable is to quickly establish a close and
sympathetic two-way understanding. This sort of relationship promotes the channels of
interchange, helps to raise the interview to a meaningful level and produces a greater
depth of insight for both participants.
A positive method of building rapport is to treat the applicant as an individual, not just as
another body sitting on the other side of the desk. Words or actions encouraging the
belief that the interview will be a genuine interchange between individuals are always
helpful. The interviewer need not be talkative, overly considerate or super friendly. The
interview can be conducted on a person-to-person basis at virtually any level of
formality or friendliness.
8. Listen before you talk
The interview is totally a communication process. All the thinking, emotion and physical
effort that goes into it on both sides should be aimed at communicating — that is,
interchanging information and knowledge by oral, visual, sensory or any other possible
means. Of course, oral communication predominates and means both talking and
listening. Again, acquiring skill in getting applicants to speak up, if they are hesitant to
do so, is vital. However, there is a far more basic and insidious communication hurdle
that all interviewers face.
The best advice that can be given for acquiring interviewing expertise is to “listen more
than you talk.” Keep your mind on the applicant and what he or she is saying. Don’t
spend your time thinking about your own views on the subject under discussion. If you
do, what you will record is your own thoughts. In this self-centered approach, whatever
Unit 5
the applicant says will be filtered through your own views and you may hear only what
you expect to hear.
9. Control the interview
The interviewer should strive to maintain overall control of the interview from beginning
to end. The purpose of this control is not to satisfy the ego of the interviewer or to keep
the applicant properly humbled by showing who the boss is. Rather, control is
maintained so that the various requirements of information acquisition, expenditure of
time, satisfaction of the applicant’s needs and so on will be met.
The most elementary form of maintaining control is to use a question and answer
format. The interviewer keeps track of the time spent on each area of the interview and,
when necessary, shuts off discussion to move on to the next area. This is a matter of
“leading” the interview in a positive, open way. By growing more and more practiced
and sophisticated, the interviewer becomes adept at allowing an increasingly free form
of discussion. Nevertheless, the interview is still being controlled so that each major
subject area will have adequate coverage within the time allotted for each applicant.
10. Respect the applicant’s needs
Even for the veteran interviewer, there is a temptation to let one’s personal needs
dominate the conversation. All interviewers should, of course, be primarily concerned
about adequately satisfying the needs of the company and the applicant. The
interviewer who is going to be the supervisor of the selected applicant should be intent
on keeping a balance among the interests of three parties: the company’s, his or her
own and the applicant’s. In any case, a fair share of attention should be given to what
the applicant needs to know.
Job applicants need to know about the organization, its objectives, and its rules and
conditions of work. They need to know about the jobs they are being considered for and
the people they will work with if they are hired. They need to be able to talk about
themselves in relation to possible employment with the organization and to project to
the interviewer their own picture of how this relationship will work out.
Interview Do's and Don'ts

Interview do's
 Dress appropriately. Extremes in fashion or very casual clothes should generally be
avoided. Look neat and clean.
 Be punctual. Make sure that you are 10 minutes early and if you are going to be
unavoidably detained ring and let them know.
 Express yourself and your views clearly.
 Bring a copy of all relevant documents, so you can refer to them if necessary.
 Listen carefully to the questions and answer clearly and thoughtfully.
 Make eye-contact. Remember to talk to the person (not the top right hand corner of the
room or at their shoes).
 Make sure you fully understand the question and query any point about which you may
be doubtful.
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 If you are being interviewed by a panel, ensure that you direct your answer to the person
who asked the question, while still including the other interviewers by making brief eye
contact.
 Ask questions. Selection is a two way process. They select you, but you also select
them.
 Be aware of what your needs are, so as you can assess how well the company can fulfil
them.
 Be Confident. Remember that you applied for the position because you thought that you
could do it.
 Show enthusiasm for the company and the position.
 Remember that they already like you. Employers don't interview everyone. They only
interview those people who they think have the right skills and experience to succeed in
the position. Consequently, in the interview, you maintain and improve on the positive
image that you have already created.
 Make sure that you always present your skills in a positive light. Even when describing
your weaknesses you should always show them what you are doing to rectify it.
 Make sure that you have an idea about where your want to be in the future and can
relate the future goals to your application for the present position. You must be able to
answer the question "Where do want to be in five years time?"
Interview don'ts
 Don't dress too casually or look untidy.
 Don't make derogatory remarks about past or present employers.
 Don't fidget or twitch, try to control other nervous mannerisms.
 Conversely, don't sit there like a statue. If you feel more comfortable talking with the aid
of your hands for emphasis, then use them, but try not to be too excessive in your
gestures.
 Don't interrupt the interviewer before they have finished asking you a question and never
finish their sentences for them.
 Don't Lie. If you have to lie about what you are like or your abilities in order to obtain the
job, you are likely to find yourself in a position that you don't really like and probably one
in which you will have problems fulfilling successfully.
 Don't worry if you answer one question badly. Treat each question individually.
Remember that if you mess up the second question but answer the next 15 brilliantly
they won't place much emphasis on the second question putting your poor answer down
to nerves. If however, you get so caught up in chastising yourself for making a mistake,
you will continue to make mistakes, have more problems thinking about your answer and
finish feeling extremely anxious and knowing that you made a mess of the interview.
 Don't talk about salary, holidays or bonuses unless they bring them up.
 Don't answer questions with a simple "yes" or "no". Make sure that you explain your
reasoning fully.
 Don't wear too much perfume or aftershave.
 Don't smoke even if invited to do so
Unit 5
Speech
Speech is human vocal communication using language. Each language
uses phoneticcombinations of a limited set of perfectly articulated and
individualized vowel and consonant sounds that form the sound of its words (that is,
all English words sound different from all French words, even if they are the same
word, e.g., "role" or "hotel"), and using those words in their semantic character as
words in the lexicon of a languageaccording to the syntactic constraints that govern
lexical words' function in a sentence. In speaking, speakers perform many different
intentional speech acts, e.g., informing, declaring, asking, persuading, directing, and
can use enunciation, intonation, degrees of loudness, tempo, and other non-
representational or paralinguistic aspects of vocalization to convey meaning. In their
speech speakers also unintentionally communicate many aspects of their social
position such as sex, age, place of origin (through accent), physical states (alertness
and sleepiness, vigor or weakness, health or illness), psychic states (emotions or
moods), physico-psychic states (sobriety or drunkenness, normal consciousness
and trance states), education or experience, and the like.
Although people ordinarily use speech in dealing with other persons (or animals),
when people swear they do not always mean to communicate anything to anyone, and
sometimes in expressing urgent emotions or desires they use speech as a quasi-
magical cause, as when they encourage a player in a game to do or warn them not to
do something. There are also many situations in which people engage in solitary
speech. People talk to themselves sometimes in acts that are a development of what
some psychologists (e.g., Lev Vygotsky) have maintained is the use in thinking of silent
speech in an interior monologue to vivify and organize cognition, sometimes in the
momentary adoption of a dual persona as self addressing self as though addressing
another person. Solo speech can be used to memorize or to test one's memorization of
things, and in prayer or in meditation (e.g., the use of a mantra).
Researchers study many different aspects of speech: speech production and speech
perception of the sounds used in a language, speech repetition, speech errors, the
ability to map heard spoken words onto the vocalizations needed to recreate them,
which plays a key role in children's enlargement of their vocabulary, and what
different areas of the human brain, such as Broca's area and Wernicke's area, underlie
speech. Speech is the subject of study for linguistics, cognitive science, communication
studies, psychology, computer science, speech pathology, otolaryngology,
and acoustics. Speech compares with written language[1] , which may differ in its
vocabulary, syntax, and phonetics from the spoken language, a situation
called diglossia.
The evolutionary origins of speech are unknown and subject to much debate
and speculation. While animals also communicateusing vocalizations, and
trained apes such as Washoe and Kanzi can use simple sign language, no animals'
vocalizations are articulated phonemically and syntactically, and do not constitute
speech
Unit 5
Do – Speech
1. Talk slowly. If it takes 12 minutes, not nine, it doesn’t matter at all.
2. Pause for effect. Your audience need time to digest the story before they get the punchline. So give
them time to get it.
3. Emphasise key words. Imagine you’re telling a story without a script. You’ll say some words louder
than most. And change your inflection on others.
4. Practise. However well written the speech, you don’t want to be ‘reading’ it. Know it well enough that
it just becomes a safety net.
5. Gesticulate. Body language is vital. If you’re addressing someone, look at them. Use your arms to
emphasise a point.
Don’t – Speech
 Be put off by a heckle. You can pre-prepare a couple of responses to a noisy member of the crowd.
 Give in to the shakes. Paste your speech onto card. Or rest it somewhere you can see it. Find out if
there’s a lectern. Holding a shaky piece of paper will put you off before you get going.
 Get drunk beforehand. It may feel like the easy way to get through it, but it won’t seem so sensible
afterwards.
 Just read it out. Great material is irrelevant if it’s delivered badly. You’ll be much more natural when
you’re not reading straight from the page.
Here are tips — do’s and don’ts for

starting a speech:
1. Do Memorize your First Sentence
For the first 10 seconds or so of any speech your mind is doing its best to fight off an anxiety attack. It’s
not the time to be creative. Write out your first sentence or two. And memorize it. (By the time you’ve
made it through those first daunting moments, your mind will begin to function again.)
2. Don’t Start with a Joke

Unless you’re a gifted comic, the chances of getting an audience to laugh at a joke right at the start are
miniscule. Why invite disaster? Making some self-deprecating, humorous remark, on the other hand, is a
great way to begin. (You can, if appropriate, tell a joke later in your presentation, after the audience has
warmed up to you.)
Unit 5
3. Don’t Waste Time with Pleasantries

Winston Churchill called opening pleasantries “banalities.” Don’t tell the audience how happy you are to
be speaking to them. Don’t tell them what a great group of people they are. Don’t acknowledge the
dignitaries in the audience. It all sounds like so much hooey. (You can make similar comments later in
your speech when they’ll sound more sincere.)
4. Do Jump Right In
Tell a story. Make a startling assertion. Ask a provocative question. Cite a brief quote or outrageous
statistic. Whatever you do, just do it. Don’t introduce your introduction.
5. Don’t Apologize
“I’m sorry I didn’t have more time to prepare.” “Please excuse me, I’m not a very good speaker.” “I hope
you’ll overlook my nervousness.” Apologies are either an insult to the audience or an invitation not to be
taken seriously. Don’t put yourself and your insecurities up front. Focus instead on the audience and on
your message.
The time and effort you put into crafting a powerful opening — whichever strategy you choose — will
pay off. It will win you the audience’s attention, respect, and goodwill. And it will make you feel more
confident
Customer Care Concept

The development of a Customer Care Strategy in the sense of CEM initiates profound changes in
the service process and consequently in the whole company. Here management cannot reduce its
contribution to mere sponsoring but needs to take a strong lead in the transformation process. This
is the only way promises regarding customer orientation and service can be translated into positive
customer experiences. The CCC 2.0 offers the theoretic framework for the implementation of an
integrated Customer Experience Management in companies and not only covers CEM partially but
to its full extent.
Customer Care bezeichnet die Kundenbetreuungsowie die PersonenoderAbteilungen, die für

die Kundenkommunikation und -betreuungzuständigsind.
MitdemKundenbetreuungskonzeptwirdeinProzessbeschrieben, der auf die Optimierung der
Service-Organisationabzielt. Der Konzernversucht also, seinen Service-Bereichzuverbessern,
indemzumBeispielbestimmteAnalysendurchgeführtwerden.
Gleichzeitiggehörtzueinemfunktionierenden Customer Care
Konzeptnatürlichaucheinevorbereitete und gepflegteDatenbank.
GrundsätzlichgehörenfünfKategorienzumKonzeptfüreffiziente Customer Care
Unit 5
5 Principles of Customer Care

Over the past 15 years, Impact Learning Systems has worked with many organizations to help establish a
culture of world-class service. The principles outlined here are key to that endeavor, regardless of industry.
Of course, it’s difficult to pare down to only five principles — certainly there are more that could be
considered. But this should provide a good starting point for anyone trying to build and maintain a strong
customer care culture in their own organization.
Skills vs. Principles
Before addressing some core principles of customer care, I just want to distinguish them from the concept
of skills. There are some essential skills that should be demonstrated by anyone in a front-line customer care
position, but for now let’s focus on some key principles that are relevant to anyone who manages or trains a
customer care team as well as to the customer care representatives themselves.
Customer Care Principle #1: To Customers, Front-Line Representatives Are the Company.
Customers don’t usually know or see what goes on behind the scenes, so their opinion of your organization
stems from “customer touchpoints.” These customer touchpoints occur any time a customer comes in contact
with your company and uses that experience to form an impression of our organization
Front-line employees — whether they’re communicating face-to-face, on the telephone, or via e-mail—are in
direct and constant communication with your customers. An investment in the skills and knowledge of these
employees is very much an investment in the customer experience.
Customer Care Principle #2: Employee Satisfaction Matters!
Studies have shown that a strong link exists between employees’ job satisfaction and the quality of customer
service those employees provide. No surprise there!
Customer care — whether that means selling shoes or fixing servers — is an intrinsically rewarding
profession. Simply put, it feels good to be of service to someone, to make something good happen to another
person. This is the kind of attitude that motivates employees to create a strong culture of customer care, but it
doesn’t typically happen unless the employees themselves feel valued by their company and satisfied with
their jobs.
It may sound obvious, but it’s worth noting: If employees aren’t satisfied on the job, they’re usually not
motivated to demonstrate a high level of customer care; at best, they’ll do just enough to get by.
Customer Care Principle #3: Show Customers They’re Valued; Don’t Assume They Know It.
The third key principle of customer care is to showcustomers that they’re valued by your company. Many
organizations make the mistake of assuming that customers know this and don’t need to be explicitly told.
Unit 5
Of course, the most important aspect of showing customers that they’re valued is to take care of their need or
request in a timely, efficient, and correct manner. At each and every customer touchpoint, employees should
maintain a mindset of earning the business and trust of customers, never taking it for granted.
But customers have needs that go beyond the “transaction.” They want to be appreciated and respected. They
want to feel that your company’s customer care philosophy is just that: care.
So, it doesn’t hurt to tell them directly. Before ending a call or a face-to-face visit, employees should take a
moment to tell the customer that their business is appreciated. It can go a long way!
Customer Care Principle #4: Internal Customer Care is as Important as External Customer
Care.
All too often, companies place a strong emphasis on external customer care while losing sight of the fact that
internal customers matter just as much. Why? Because somewhere down the line, the service provided to an
internal customer will show up in an external customer transaction.
An internal customer is any employee who depends on the timing, quality and accuracy of a colleague’s work
in order for them to succeed in their own work.
What I’ve seen is that those organizations in which a customer care culture is truly embedded do not make
distinctions about internal and external care. Each employee’s mission is simply to demonstrate excellence
with each and every task.
Customer Care Principle #5: Train Your Staff to Deliver Great Customer Service—and Hold
Them Accountable.
You can’t expect people to perform to expectations until you’ve given them the knowledge and skills to do just
that. If you’re serious about embracing a culture of customer care, you need to educate employees as to what
this notion “looks like” on the job.
It shouldn’t be taken for granted that employees know what goes into good customer service
(internal or external). They may have some good instincts and they may each take certain measures that they
personally feel will provide good service, but this hopeful and hodgepodge approach isn’t enough. Providing
training in both your company’s customer care philosophy and in their job-specific service skills is a huge and
all-important first step.
Once employees have been trained, it’s essential for them to be held accountable for putting their customer
care skills into practice on the job. This, of course, means strong and consistent coaching on an ongoing basis.
Finally, once you’ve trained employees and held them accountable for putting their customer service
training into practice on the job, be sure to reward them for their success!
Unit 5
Fundamental Do’s of Customer Service
1. Respect your customer
Any relationship, be it a personal or a business one, starts with respect. As Dale Carnegie stated,
one of the key principles for building relationships is to make the other person feel important, and do
it sincerely. Customer service is all about making customers feel valuable and important. Any
customer deserves your full attention and polite, friendly attitude. That’s the easiest way to show that
you really care and generate a wholesome experience that lasts .
2. Be Honest
Nothing destroys trust faster than broken promises. So always do what you promised. Be fair about
prices, additional fees and extra charges. Establish clear return and refund policies. Deliver on time,
or even earlier. Respond and follow-up when you say you will. Provide the services you say you
provide in your correspondence and in your marketing. As the old adage goes, honesty is the best
policy. It certainly holds true for good customer service.
3. Take Responsibility
Professionalism in customer service implies that you are ready to take responsibility for the problems
or negative experiences that customers are having with your company, products or services. This
means that you, as a front-line company representative, are ready to sincerely apologize to a
customer on behalf of your business, even when a problem or a situation that caused customer’s
frustration was not your fault at all. Apologize and do your best to make sure the issue gets fixed as
quickly and smoothly as possible.
4. Always Put Yourself in The Customer’s Shoes
Have you ever tried putting yourself in the place of the customer before addressing their request? It
probably comes with experience. I mean, personal experience of your own where you encountered
Unit 5
unsatisfactory customer service. Could you recall how it feels to get frustrated or neglected when
you look for support and assistance? Would you let your customers feel this way, too? Let this
unpleasant situation teach you something – always think of how you look like from a customer’s
perspective.
5. Express Your Gratitude
Words of gratitude will make your customers feel appreciated for their loyalty to your brand. Saying
“Thank You” to the people who support your business won’t take you much effort but it will definitely
show how grateful you are that they choose your product or service. Also, it shows you appreciate
the opportunity to be helpful and provide assistance to the customer.
Essential Don’ts of Customer Service
1. Don’t Make Things Overly Complicated
Never underestimate the inexperience of your customers. Today’s consumers are much more
sophisticated, experienced and technically savvy, but they still expect that the process of contacting
your customer service is easy and straightforward. You need to make sure your customers have
easy access to support when it is needed. It goes without saying that your customer service needs
to include several, if not all, of the tools available today, including phone, e-mail, Live Chat, FAQs,
self-service, social media channels and more.
2. Don’t Be Indifferent
Indifference kills customer service. It means you just don’t care anymore. Yes, you can call it an
occupational hazard and attribute it to dozens or hundreds of problems you encounter on a daily
basis. But for me, it is an alarming indicator. Things should not run their course this way for a
customer service professional. Your job is to take care and make any customer’s problem your own
Unit 5
problem. I recommend reading these 2 posts here and here if you would like to dig into this problem
deeper and how you can solve it.
3. Don’t Treat Customers as Transactions
As Apple’s former retail chief Ron Johnson once put it, “Care about a customer’s heart, not just her
pocketbook.” In other words, don’t treat people coming to your website or office as one-time
transaction, do all your best to build strong and long-lasting relationship. Show a true interest in
doing business with them and stay in touch to nurture the relationship.
4. Don’t Ignore Customer Feedback
Make sure you listen to your customers. They are the people who want your company to perform
better, so let them share their opinion about their experience with you, keep open to any kind of
suggestions or feedback they might have. Let them know that you really care about what they think
and expect of you. Putting customers’ thoughts into the focus of your business strategy is a good
practice. And it usually pays off in spades.
5. Don’t Be Afraid of Complaints
No matter how hard you try, you can’t satisfy all your customers all the time. Complaints are
inevitable, so don’t discourage them. As Janelle Barlow and Claus Moller stated in their book, “A
complaint is a gift“. In other words, any complaint is an opportunity to find and fix a problem. The
more complaints the better, as they direct your attention to the areas that need improvement.
Customer relations
Customer-relationship (CR) is an approach to manage a company's interaction with
current and potential customers. It uses data analysis about customers' history with a
company to improve business relationships with customers, specifically focusing
on customer retentionand ultimately driving sales growth.[1]
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One important aspect of the CRM approach is the systems of CRM that
compile data from a range of different communication channels, including a company's
website, telephone, email, live chat, marketing materials and more recently, social
media.[2] Through the CRM approach and the systems used to facilitate it, businesses
learn more about their target audiences and how to best cater to their needs.
Principal
The key to good customer service is building good relationships with your customers.
Thanking the customer and promoting a positive, helpful and friendly environment will
ensure they leave with a great impression. A happy customer will return often and is
likely to spend more.
To ensure you provide the best customer service:
 know what your customers consider to be good customer service

 take the time to find out customers' expectations
 follow up on both positive and negative feedback you receive
 ensure that you consider customer service in all aspects of your business
 continuously look for ways to improve the level of customer service you deliver.
The following are some of the main elements of good customer service.
Customer relationships
To build good customer relationships you need to:
 greet customers and approach them in a way that is natural and fits the individual
situation
 show customers that you understand what their needs are
 accept that some people won't want your products and concentrate on building
relationships with those who do
 help people - even just letting a customer know about an event that you know they're
personally interested in is helpful
 continue to keep customers aware of what's in it for them to do business with you.
Staff
If you want to provide the best customer service, all of your staff need to have good
communication and sales skills. You will also need to show leadership by personally
providing excellent customer service at all times. Learn more about the sales process.
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Complaints
Listen to customer complaints; you may learn something about your product or service.
Let customers know that you appreciate feedback.
Overcome any objections. Listen to what the customer is objecting about (often price,
merchandise or time). Confirm the validity of each concern and offer a solution. Find out
more about managing customer complaints.
Products
Know your products - where everything is located, brand names, place of manufacture
and price. The more you know, the more confidence you can build in the customer.
Recognise product features. Turn these features into benefits for the customer. Ensure
your staff can tell customers about the product features and benefits.
DOs
 Always be in the mindset of building a lasting relationship with your client. If you
work hard at sustaining a healthy relationships, instead of always focusing
exclusively on tactical deliverables, there will be less churn in your agency and you
won’t have a hard time finding new clients. (And hopefully, the good ones will
share your great work with others!)
 Take the time to research the industry of your client, in addition to what their
expectations and goals are. This way you'll have understanding and context for
what they're trying to accomplish and can provide more strategic guidance.
 Honesty is always the best policy. Fulfill your commitments in a timely manner
and document them. If you're unable to meet a deadline, be proactive in
communicating that. Don't erode your credibility with dishonesty.
 Listen first. At IMPACT, we can only provide our expertise with a clear
understanding of our clients interests and needs, and that can only happen if you
focus on being a good listener.
Unit 5
 Ask yourself regularly, "What value are you adding? How are you enabling their
success?" Give them a reason to keep coming back to you. You don't want them to
forget why they hired you or be unable to articulate why you add value to their
business.
 Always create and send an agenda before each meeting that outlines your
meeting's purpose and objectives clearly. Then review it before the meeting – and
stick to it!
 Tough meetings can happen, so it's imperative to stay cool and be patient.
Sometimes things go wrong, which can result in justifiable frustration on both
sides. Check your ego, listen, be respectful and give helpful suggestions. In some
cases, it can be beneficial to table the discussion to a later date to let things cool off.
 At IMPACT, we believe very much in the "owning it" philosophy. Which means you
should own your successes, but also admit when you've made a mistake. (Everyone
stumbles; what matters most is how you get back up.) Own up to your mistakes
and take steps to make sure they aren’t repeated.
 We are also committed to learning and continuous education. As an account

manager, I apply this to all of my clients by proactively educating myself on their
business specifically, as well as changes within their industry!
 Stay positive and don't forget to celebrate your wins. Account management can
mean a lot of work and late nights, which means it can be easy to get down
sometimes. When that happens, take a moment to look back on all of the hard
work you've done and celebrate the wins – with your coworkers and your clients!
DON’Ts
 Don’t over-commit yourself. When you're in a client-facing role, saying "Yes!" to

everything is almost like a reflex. This can create problems down the line, however,
Unit 5
when you say yes to something you don't have time for. Know your
boundaries and learn how to address additional requests from clients.
 Don’t act like a know-it-all. Are you an expert in your field? Yes. Should that
translate into boorish condescension? Definitely not. It wasn’t an attractive feature
in grade school, and it certainly doesn’t translate well into adulthood. Again, this
comes back to being a good listener. Don't assume you know the problem and the
solution. Foster conversation.
 Come clean and don’t fake answers you don't have. It’s okay to say, "I don't know,
but I can definitely find out for you," when a client asks you a question. It sucks not
knowing the answer to a client’s question, but you can create sticky situations by
not owning up to it.
 Don’t make your client wait on you. Clients that are left unattended seldom return.
So, be punctual for meetings and be consistent and proactive with your
communication.
 Like the first "don't" I mentioned, don’t make promises you can’t keep and always
keep the promises you do make.
 Don’t be rude to your client or your team members. There are many other ways to
establish your value but having a condescending attitude is not one of them.
 Don't always rely on email to get your message across. Instead, kick it old school,
and pick up the phone. Seriously. Email is efficient, but it's not always the best
mode of communication. So if you see a conversation going down the wrong path,
or you just have a gut feeling that something isn't quite right, pick up the phone to
have a direct conversation. That personalized interaction can go a long way,
especially with those clients who prefer speaking directly, rather than over email
Unit 5
Public relations
Public relations (PR) is the practice of managing the spread
of information between an individual or an organization (such as a business,
government agency, or a nonprofit organization) and the public.[1] Public
relations may include an organization or individual gaining exposure to their
audiences using topics of public interest and news items that do not require
direct payment.[2] This differentiates it from advertising as a form of marketing
communications. Public relations is the idea of creating coverage for clients for
free, rather than marketing or advertising. But now advertising is also a part of
greater PR Activities.[3] An example of good public relations would be generating
an article featuring a client, rather than paying for the client to be advertised next
to the article.[4]The aim of public relations is to inform the public, prospective
customers, investors, partners, employees, and other stakeholders and ultimately
persuade them to maintain a positive or favorable view about the organization,
its leadership, products, or political decisions. Public relations professionals
typically work for PR and marketing firms, businesses and companies, government,
and public officials as PIOs and nongovernmental organizations, and nonprofit
organizations. Jobs central to public relations include account coordinator,
account executive, account supervisor, and media relations manager.[5]
 Public relations specialists establish and maintain relationships with an
organisation's target audience, the media, relevant trade media, and other opinion
leaders. Common responsibilities include designing communications campaigns,
writing news releases and other content for news, working with the press,
arranging interviews for company spokespeople, writing speeches for company
leaders, acting as an organisation's spokesperson, preparing clients for press
conferences, media interviews and speeches, writing website and social
media content, managing company reputation (crisis management),
managing internal communications, and marketing activities like brand
awareness and event management [6]Success in the field of public relations
requires a deep understanding of the interests and concerns of each of the
company's many stakeholders. The public relations professional must know how
to effectively address those concerns using the most powerful tool of the public
relations trade, which is publicity
Principal
Principles of Public Relations
Public relations is how a company interacts with the public, maintains ties to its community and gets
important company information out to consumers and other interested parties. A small business
needs to be adept in the practice of public relations and avoid looking to public relations practices
only as means to react to a scandal. Practicing public relations means following basic principles that
develop a positive reputation for your company in the marketplace.
Unit 5
Mislead Information
Never deceive the public with any information you release. A lie will be uncovered and the resulting
fallout from deceit can be worse than the issue you were trying to cover up. Present the facts in a way
that sheds as much positive light on your company as possible.
Contact Information
Every piece of public relations material that comes from your company should have contact
information that includes a contact name, phone number, email address and mailing address. Give
the public a chance to follow up on the information you released and the media a chance to present
further information if they find the story interesting.
Target Information
Using a press release distribution service can cost money and make the process of getting
information out to the public an expensive proposition. Prior to releasing information, target the
audiences that you feel would have the greatest interest in your press release or marketing data.
Photographs
A well-written press release can help the public understand the point you are trying to make.
Including a pertinent picture with your press release can give the public a visual image that will
either add emphasis to your message, or clarify any potential confusion that your message may cause.
Media Relations
A public relations professional's best allies are journalists. Good media relations will not only get
your press releases printed in spots where the public will see them, they can also result in personal
interviews that will gain your company even more exposure.
Tools
Understand all of the public relations tools at your disposal and know how to use them. Press
releases, speeches, personal interviews, seminars, web broadcasts and direct mail pieces are just
some of the tools a public relations professional can use to reach the target audience.
Timing
Some public relations pieces can be scheduled for release well in advance. For example, the
announcement of a new product is something a public relations professional can coordinate with the
marketing group to get the timing right. But a public relations group should also be prepared to
Unit 5
release important information on a moment's notice to coincide with a scandal or corporate

emergency.
Availability
Reporters cannot confirm information in time to make print deadlines if you are not available at all
times. Availability is critical for a public relations professional, and that means giving all of your
contact information to the media and remaining on call at all times.
Stay Active
Your company should not wait for moments to present public relations materials. You should remain
active in finding new ways to get information to the consumer or media. Make yourself available for
speeches and seminars, and become an active member in professional and civic organizations.
Fact Checking
Never release information until it has been thoroughly checked for accuracy. Develop a fact-checking
system for press releases and all public relations materials that will get the information to all
pertinent parties to sign off on before it is made public.
DO: Work on your company’s message

The first thing you have to do when coming up with a PR strategy is to decide what message you
want to convey to your targeted audience. How do you want your company to be perceived by the
general public? What do you want to communicate to them? Start here as it will help you get a
clearer picture of the next steps to take.
DON’T: Assume the media will write about you

Even if you have the most amazing product, have a revolutionary idea and think your company will
revolutionize the way we live it is not a done deal journalists will write about it. Humility comes a
long way when dealing with the media and building a reputation is something that takes time and a
lot of work.
DO: Reach out to journalists

Journalists are always on the lookout for stories and are used to being approached with pitches and
leads on new companies and products, so you don’t need to be shy. The main preferred method of
contact is usually email. Be cordial and succinct when writing to a member of the media for the
first time, and do your research, it is this first contact that will potentially lead to a good
relationship with the journalist.
DON’T: Stalk media professionals and bombard them with messages

After you reach out for the first time, wait a few days until you follow up. The first follow up is
usually best done by email. Check if they are comfortable with telephone calls before calling. Also:
contact them only through their professional channels unless you already have a previous
relationship with them. Reaching out through social media is fine, but don’t overdo it. Don’t use
LinkedIn or Facebook - if you think their email inbox is bad….these are not better.
Unit 5
DO: Send tailored pitches to journalists
After you identify which media outlets you want to target, research them and the journalist. Find
out what topics they cover and what kind of stories they usually publish. Try to think what would be
the best angle to pitch your story to each journalist/media outlet you want to contact. Once you
figure this out, send a tailored pitch, making it clear you know their publication and telling why
your pitch is worth their audience’s attention.
DON’T: Approach the media without researching about them

Journalists receive hundreds of pitches every day and it can be really frustrating to get emails that
have nothing to do with the issues and topics they cover. It can be a huge embarrassment to you
and your brand.
DO: Keep up-to-date with the news in your industry

The best way to know how to reach out to journalists is to read what they are writing about. Check
what kind of stories the media you’d like to see covering your brand is publishing. This will be of
great service to you when you create tailored pitches because you will have a better understanding
of what sparks their interest.
DON’T: Take rejection personally

Getting coverage from the media is not an easy task and it is something that can hinder your initial
enthusiasm. Take every rejection as a learning experience to improve. Try to get feedback and
incorporate that into the next pitch you send. Don’t be rude or push back too hard. Overtime you
can turn a no into a yes, but if you’re rude, forget about it!
DO: Assume that everything you say is on the record

One thing to be careful when being in touch with journalists is to be mindful of what you say.
Everything is always on the record unless said otherwise, so pay attention before disclosing any
information you don’t want to see published in the media.
DON’T: Lie. Ever.

Nothing can damage your company’s image more than being perceived as an untrustworthy brand.
Aim to be honest and committed to the truth. Being caught in a lie is something not all companies
can survive.

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Shrikantgujarkar notes

UNIT 5 : Application of communication

Principles of Group Decision-Making:

1. Principle of Limiting Factors:

The principle of participation mostly aims at two things:

GROUP DECISION MAKING

Pursue your point and be persistent if you have good information.

THE LEADER’S ROLE

The do's and dont's of decision making

Do keep an open mind.

Principles Of Conflict Resolution

1. Think Before Reacting

3. Assure a Fair Process

4. Attack the Problem

6. Use Direct Communication

7. Look for Interests

8. Focus on the Future

9. Options for Mutual Gain

Do’s and Don’ts of Conflict

principles for effective negotiations

1. Know what are you trying to accomplish.

2. Develop a game plan before negotiations start.

3. Study and understand your counterpart.

4. Work towards a win-win.

One of the objectives of a negotiation, through the process of give-and-take, is to find

5. Avoid negotiating with yourself.

6. React strongly to an untrustworthy party at the negotiating table.

Don’t misrepresent what was previously negotiated. It damages your credibility.

7. Remember that it takes two parties to negotiate or renegotiate a deal.

Do’s and Don’ts

1. Determine goals. Decide on your objectives. Know your bottom line.

accurately and uncomplicatedly.

time to present consistent information is the most important.

Features of Presentation Software:

 Provides theme, design template, slide layout, readymade template, etc.

 Provides custom animation, custom set up show and slide transition.

slide show. It has 3 major functions. They are:

1. An editor allowing text to be inserted and formatted.

1. Know who your audience will be.

2. Tell your audience who you are.

3. Tell your audience why you are there.

4. Tell your audience why they are there.

5. Develop a story based on a transformation that you wish to happen in your

7. Provide a summary of your topic.

8. Provide some actionable points.

9. Make sure you feel comfortable with your material.

The traditional two-person interview format, sometimes called a one-on-one

1. Determine your employment objectives

Interview Do's and Don'ts

Here are tips — do’s and don’ts for

2. Don’t Start with a Joke

3. Don’t Waste Time with Pleasantries

Customer Care Concept

to its full extent.

Customer Care bezeichnet die Kundenbetreuungsowie die PersonenoderAbteilungen, die für

5 Principles of Customer Care

Skills vs. Principles

Customer Care Principle #2: Employee Satisfaction Matters!

Fundamental Do’s of Customer Service

1. Respect your customer

you really care and generate a wholesome experience that lasts .

policy. It certainly holds true for good customer service.

quickly and smoothly as possible.