Effective Business Communication

Question Paper 1

• AIDA TECHNIQUE(NV)
• ELEVATOR PITCH(NV)
• IMPRESS(NVC)
• PARA LANGUAGE(NV)
• Prosody(NVC)
• scripting
• NON VERBAL COMMUNICATION
• ETHOS ,PATHOS,LOGOS
• JOHARI WINDOW(NV)
• AIM
• Listening

Question paper 2

• ROBERT CIALDINIS FAMEWORK(NV)

• SHANNON WEAVERS MODEL
• LIFE POSITIONING(NV)
• Active listening---what are the 10 commandments of active listening
• Draft an email
• Assuming you are the media manager and you are asked to draft a eye catching
advertisement on social media.how will you go about it?(HINT:AIDA)
• Cross cultural communication on Hofstede principles.As a BU head you are asked to orient a
bunch of IT managers who are assigned on onsite overseas assignmenet what kind of cross
cultural tranning you will conduct.
• Transactional analysis
• Maeshel Rosenburg non violent communication. Using marshel Rosenburg non violent
communication create hypothetical scenario.

Solutions
The art of influencing and persuasive skills:

Paralanguage :- It is a non-verbal communication. What you do with your voice and the way you
say your words is called paralanguage. There are 10 kinds of paralanguage.

PITCH :- How high or low you speak

VOLUME:- How loudly or softly you speak

TONE How harshly or gently you speak

ARTICULATION How clearly you pronounce your words

SPEED How fast or slowly you speak

STRESS PATTERNS Which words you make important

VOCAL QUALTIY What makes you sound like you

RHYTHM How smooth or jerky you speak

ROAD BLOCKS Unneeded words, phrases, or sounds you add

PAUSES Breaks you take between words or phrases

BODY LANGUAGE Using your body as you talk

FACIAL EXPRESSION Using your face as you talk

Prosody — Non-verbal communication. The rhythm, stress, and intonation of speech — provides
important information beyond a sentence's literal word meaning. For example, prosody provides
clues about attitude or affective state: The sentence "Yeah, that was a great movie," can mean that
the speaker liked the movie or the exact opposite, depending on the speaker's intonation.

Prosody is also used to provide semantic information. For example, speakers spontaneously raise the
pitch of their voice when describing an upward motion.

Techniques:-

1. AIDA
2. Elivators Pitch
3. Robert Cialdinis framework

AIDA TECHNIQUES:

The acronym stands for:

• Attention (or Attract).

• Interest.
• Desire.
• Action.

1. Attract attention: The product must attract the consumer's attention. This is done via the
advertising materials. It is a type of “eyecatcher.”

Examples: a window designed in a striking way, a sensational YouTube clip, or a themed newsletter,
or a graphic on a landing page.

2. Maintain interest: In the first phase, the attention of the potential customer is piqued; their
interest in the product or service should be aroused.
Example: detailed information on the product is presented, for example, the product description on
a website, a product brochure or flyer, photos, or video clip of the product.

3. Create desire: If interest in the product is aroused, it is the seller’s task to persuade the customer
that they want to own this product. In the best-case scenario, the advertisement or the product
itself creates the desire to purchase.

Example: the seller provides clear examples of the advantages of the product or service, taking into
account the daily lives of the target group. In the online shop, a bullet point list can generate the
desire to buy. This desire to buy can also be awakened by an advertising medium that specifically
addresses the emotions of the customer.

4. Take action: As soon as the desire to buy is aroused, this must be transferred into an action, that
is, the purchase.

Example: In the case of online shops, this would ultimately be the shopping cart process, in which a
customer is lead to a conversion. The customer can be encouraged to buy the product with a call-to-
action.

ELIVATORS PITCH

An elevator pitch is a brief, persuasive speech that you use to spark interest in what your
organization does. You can also use them to create interest in a project, idea, or product – or in
yourself. A good elevator pitch should last no longer than a short elevator ride of 20 to 30 seconds,
hence the name.

They should be interesting, memorable, and succinct. They also need to explain what makes you – or
your organization, product, or idea – unique.

For example, you can use one to introduce your organization to potential clients or customers. You
could use them in your organization to sell a new idea to your CEO, or to tell people about the
change initiative that you're leading. You can even craft one to tell people what you do for a living.

To craft a great pitch, follow these steps.

1. Identify your goal.

2. Explain what you do.
3. Communicate your USP(unique selling proposition)
4. Engage with a question.
5. Put it all together.
6. Practice.

Try to keep a business card or other takeaway item with you, which helps the other person
remember you and your message. And cut out any information that doesn't absolutely need to be
there.

1. Identify Your Goal

Start by thinking about the objective of your pitch.

For instance, do you want to tell potential clients about your organization? Do you have a great new
product idea that you want to pitch to an executive? Or do you want a simple and engaging speech
to explain what you do for a living?

2. Explain What You Do

Example: Imagine that you're creating an elevator pitch that describes what your company does. You
plan to use it at networking events. You could say, "My company writes mobile device applications
for other businesses." But that's not very memorable!

A better explanation would be, "My company develops mobile applications that businesses use to
train their staff remotely. This results in a big increase in efficiency for an organization's managers."

That's much more interesting, and shows the value that you provide to these organizations.

3. Communicate Your USP

Example:

To highlight what makes your company unique, you could say, "We use a novel approach because
unlike most other developers, we visit each organization to find out exactly what people need.
Although this takes a bit more time, it means that on average, 95 percent of our clients are happy
with the first beta version of their app."

4. Engage With a Question

Example:

You might ask "So, how does your organization handle the training of new people?"

5. Put It All Together

Example:

Here's how your pitch could come together:

"My company develops mobile applications that businesses use to train their staff remotely. This
means that senior managers can spend time on other important tasks.

"Unlike other similar companies, we visit each organization to find out exactly what people need.
This means that, on average, 95 percent of our clients are happy with the first version of their app.

"So, how does your organization handle the training of new people?"

6. Practice

Like anything else, practice makes perfect. Remember, how you say it is just as important as what
you say. If you don't practice, it's likely that you'll talk too fast, sound unnatural, or forget important
elements of your pitch.

Set a goal to practice your pitch regularly. The more you practice, the more natural your pitch will
become. You want it to sound like a smooth conversation, not an aggressive sales pitch.
ROBERT CIALDINIS FRAMEWORK

It is a persuasive techniques can be used to increase conversion rates in every part of your marketing
strategy, from content marketing to basic brick-and-mortar type interactions. It is also used to
increase conversions of potential customers, no matter the industry.

1. Reciprocity
2. Commitment & Consistency
3. Social Proof
4. Liking
5. Authority
6. Scarcity

1.)The Reciprocity Principle: In many social situations, we pay back what we received from others.

When you offer something first, people will feel a sense of indebtedness, which will make them
more likely to comply with your subsequent requests.

There are three factors that will make this principle more effective:

Offer something first – allow them to feel indebted to you

Offer something exclusive – allow them to feel special

Personalize the offer – make sure they know it’s from you

Example: Spotify Premium: Ad-free music streaming with offline mobile access. Spotify provides a
30-day free trial for their Premium membership, which can be canceled at any time at no cost.

This makes it hard for people to stop the payment when the free trial ends, especially when it only
costs $8/month.

2. The Commitment & Consistency Principle: We tend to stick with whatever we’ve already chosen.

We are bombarded with hundreds of choices to make every single day. For convenience, we simply
make a single decision and then stick to it for all subsequent related choices.

Follow these three ways to leverage off this principle:

Ask your customers to start from small actions – so they’ll have to stick to it.

Encourage public commitments – they’ll be less likely to back out.

Reward your customers for investing time and effort in your brand.

Example: Dunkin’ Donuts held a Halloween contest, which required participants to decorate their
cups in any way their liked. The 5 most innovative designs were awarded with a $100 gift card.

As you can see, the amount of effort put in by some of the participants is amazing. These individuals
should be rewarded solely for their enthusiasm, especially since the prizes aren’t that spectacular!
3. The Social Proof Principle: We tend to have more trust in things that are popular or endorsed by
people that we trust.

How to work it? Tap on the influence – or social proof – from these types of people:

Experts – Approval from credible experts in the relevant field

Celebrities – Approval or endorsements from celebrities (paid or unpaid)

Users – Approval from current/past users (ratings, reviews and testimonials)

‘Wisdom of crowds’ – Approval from large groups of other people

Peers – Approval from friends and people you know

Example : Linkedin On a human level, Linkedin allows its users to write each other testimonials and
recommendations.Considering that most users of Linkedin are skilled professionals, a good word
from them can serve as lived, real-time proof of your skills and work ethic.

4. The Liking Principle: We are more likely to comply with requests made by people we like.

Follow these factors to make the Liking principle work:

Physical attractiveness – [Make your website] well-designed, function and suit what you’re selling.

Similarity – Behave like a friend, not a brand. Show them that you can relate to, and understand
them.

Compliments – Have a voice; use social media platforms not to broadcast, but hold intimate
conversations and form relationships with your customers.

Contact and Cooperation – Fight for the same causes as your customers. Nothing builds rapport and
closeness like good old-fashioned teamwork.

Conditioning and Association – Associate your brands with the same values that you want to
communicate and possess.

Example: ThinkGeek sells merchandise from games, movies and comics; stuff that are usually bought
by nerds or geeks.Their copy and design is a lot more “geeky” than other sites, giving us the feeling
that the guys behind the brand are geeks just like us.

5. The Authority Principle: We follow people who look like they know what they’re doing.

You can give off the air of authority if you pay attention of these factors:

Titles – Positions of power/experience

Clothes – Superficial cues that signal authority

Trappings – Accessories/indirect cues that accompany authoritative roles

Example: PayPal Mafia refers to the group of PayPal team members who left when PayPal was sold
to eBay in 2002. Some of them went on to start other companies, such as Yelp, Tesla, LinkedIn,
Palantir, YouTube, some of which are now worth billions of dollars.

When introducing new startups or individuals in the media, any association with successful
companies is often mentioned (e.g. “Quora was co-founded by two former Facebook employees,
Adam D’Angelo and Charlie Cheever”).

When we read something like that, we instantly establish a sort of respect for this individual/startup.

6. The Scarcity Principle: We are always drawn to things that are exclusive and hard to come by.

You can learn to trigger your customers’ sense of urgency with these methods:

Limited-number – Item is in short supply and won’t be available once it runs out.

Limited-time – Item is only available during that time period.

One-of-a-kind Specials – Sometimes utilize one or both of the above techniques. Also from one-off
events (e.g. collaborations, anniversaries)

Utilising Competitions – Our inclination to want things more because other people also want them
is often utilized in auctions or bids.

Example: The OnePlus One is the first smartphone sold by OnePlus, and became known as the phone
that wasn’t sold in stores.

When OnePlus released the OnePlus One in 2014, it could only be bought through an invite, which
wasn’t something consumers were used to. We’re used to go to a store, trying the phone out for
ourselves before actually buying it. So being denied that opportunity made it all the more special.
Everyone wanted to know more about the enigmatic phone. This led to more than 25 million visits to
OnePlus’ website in less than a year after the smartphone’s launch, and close to a million sales.

JOHARI WINDOW:

It is necessary to improve self-awareness and personal development among individuals when they
are in a group. The ‘Johari’ window model is a convenient method used to achieve this task of
understanding and enhancing communication between the members in a group.

The Johari window model is used to enhance the individual’s perception on others. This model is
based on two ideas- trust can be acquired by revealing information about you to others and learning
yourselves from their feedbacks. Each person is represented by the Johari model through four
quadrants or window pane. Each four window panes signifies personal information, feelings,
motivation and whether that information is known or unknown to oneself or others in four
viewpoints.
 1. Open/self-area or arena – Here the information about the person his attitudes, behaviour,
emotions, feelings, skills and views will be known by the person as well as by others. This is
mainly the area where all the communications occur and the larger the arena becomes the
more effectual and dynamic the relationship will be.
2. Blind self or blind spot – Information about yourselves that others know in a group but you
will be unaware of it. Others may interpret yourselves differently than you expect. The blind
spot is reduced for an efficient communication through seeking feedback from others.
3. Hidden area or façade – Information that is known to you but will be kept unknown from
others. This can be any personal information which you feel reluctant to reveal. This
includes feelings, past experiences, fears, secrets etc. we keep some of our feelings and
information as private as it affects the relationships and thus the hidden area must be
reduced by moving the information to the open areas.
4. Unknown area – The Information which are unaware to yourselves as well as others. This
includes the information, feelings, capabilities, talents etc. This can be due to traumatic past
experiences or events which can be unknown for a lifetime. The person will be unaware till
he discovers his hidden qualities and capabilities or through observation of others. Open
communication is also an effective way to decrease the unknown area and thus to
communicate effectively.

EXAMPLE:-

Linda got a job in an organization. Her co-workers knew a little about her and in this context the
unknown and hidden areas will be larger and the open area will be small. As the others don’t know
much about her the blind spot also will be smaller and the model will be as shown in Figure.
Linda spent most of her free time sketching in the office which was her preferred pastime and her
co-workers found her very shy and elusive. With that evaluation she got the idea how she was and
tried to be more talkative and interacted more with other co-workers. This helped her to increase
her open area and thus making the hidden and unknown areas smaller.

LIFE POSITIONING

Decisions about ourselves, our world and our relationships with others are crystallized during our
first 5 years of life. These decisions are based on pattern of strokes we receive from our parents and
others. Based on these decisions, we assume one of four basic psychological life positions, which to
a large extent determines our pattern of thinking, feeling, and behaving.
I'm not OK - You're OK

Communication style:-Submissive

When I think I'm not OK but you are OK, then I am putting myself in an inferior position with respect
to you.

This position may come from being belittled as a child, perhaps from dominant parents or maybe
careless teachers or bullying peers.

People in this position have a particularly low self-esteem and will put others before them. They may
thus has a strong 'Please Others' driver.

I'm OK - You're not OK

Communication style:-Aggressive

People in this position feel themselves superior in some way to others, who are seen as inferior and
not OK. As a result, they may be contemptuous and quick to angerThis position is a trap into which
many managers, parents and others in authority fall, assuming that their given position makes them
better and, by implication, others are not OK.

These people may also have a strong 'Be Perfect' driver, and their personal strivings makes others
seem less perfect.

I'm OK - You're OK

Communication style:- Assertiveness

When I consider myself OK and also frame others as OK, then there is no position for me or you to
be inferior or superior.

This is, in many ways, the ideal position. Here, the person is comfortable with other people and with
themself. They are confident, happy and get on with other people even when there are points of
disagreement.
I'm not OK - You're not OK

Communication style:-Antagonistic

This is a relatively rare position, but perhaps occurs where people unsuccessfully try to project their
bad objects onto others. As a result, they remain feeling bad whilst also perceive others as bad.

This position could also be a result of relationships with dominant others where the other people are
viewed with a sense of betrayal and retribution. This may later get generalized from the bullies to all
others people.

TRANSACTIONAL ANALYSIS
Transactional Analysis is based on two notions: That we have three sides or 'ego-states' to our
'personality (Parent, Adult and Child), and that these ego states converse with one another in
'transactions' both internally and externally with other people.

Transactional Analysis helps us understand how we relate to others and gives us useful tools for self-
knowledge and personal development.

Ego States
An ego state is a way of us experiencing the world. It is an entire system of thoughts, feelings, and
behaviours from which we interact with one another (and even with ourselves in our internal
conversations). Our thinking, feeling and behaviour when we are in each ego state is consistent.

1.The Parent Ego State:

As we grow up we take in ideas, beliefs, feelings and behaviours from our parents and caretakers.
We do this because we have lived with this person for so long that we automatically reproduce
certain things that were said to us, or treat others as we might have been treated by them. The
Parent ego state is rooted in the past.

Here are two types of parent we can play:

The Nurturing Parent– This Parent type is caring and concerned and may often appear as a mother-
figure (though men can play it too). They seek to keep the child contented, offering a safe haven and
unconditional love to calm the Child's troubles.

The Controlling (or Critical) Parent – This Parent type tries to make the Child do as the Parent wants
them to do, perhaps transferring values or beliefs or helping the Child to understand and live in
society. They may also have negative intent, using the Child as a scapegoat.

2.The Adult Ego State:

The Adult ego state is the 'grown up' rational person who talks reasonably and assertively, neither
trying to control nor reacting aggressively towards others. The Adult is comfortable with him/herself
and is, for many of us, our 'ideal self'.

The Adult ego state deals with the here and now reality. It is the processing centre and important
because it is the only ego state that is not connected to the past. The Adult ego state is able to deal
with current things in ways that are not unhealthily influenced by our past. If you were asked how to
make a paper airplane you would probably reply from your Adult ego state.

3. The Child Ego State

The Child ego state is rooted in the past and plays back thoughts, feelings and behaviours that we
experienced as a child. For example, if the boss calls us into his or her office, we may immediately
get a churning in our stomach and wonder what we have done wrong.

There are three types of Child we can play:

The Natural Child – This child type is largely un-self-aware and is characterized by the non-speech
noises they make (yippee, whoo-hoo etc.). They like playing and are open and vulnerable.

The Little Professor – This child type is the curious and exploring Child who is always trying out new
stuff (often much to their Controlling Parent's annoyance). Together with the Natural Child they
make up the Free Child.

The Adaptive Child – This child type reacts to the world around them, either changing themselves to
fit in and so being very good, or rebelling against the forces they feel and so being naughty.
Transactions (Communications)

1. Complementary Transactions
2. Crossed Transactions
3. Ulterior Transactions

1.) Complementary Transactions

A complementary transaction (also referred to as a reciprocal transaction) is one in which person A

says something from one ego state that invites a response from person B from a complementary ego
state. For example, if person A says “I think you need to go and wash your dirty face” from a Parent
ego state they are inviting person B to respond from their Child ego state and comply with
something like “OK.”

2.) Crossed Transactions

In a crossed transaction the response to the stimulus is from an ego state other than the one that
has been invited. For example, when person A says “I think you need to go and wash your dirty face”
person B responds with “Don’t be so rude!” Here person A is inviting a Child ego state response but
receives a Parent ego state response. They are likely to be a bit confused as a result.

Communication failures are typically caused by a 'crossed transaction'.

3.)Ulterior Transactions

Berne says that we can communicate on two levels. There is the social message – what we say, and
the psychological message – what we mean. In the case of an ulterior transaction the explicit social
conversation occurs in parallel with an implicit. Sometimes the social and psychological message do
not match. Sarcasm is a great example of this.

NON-VIOLENT COMMNICATION: (Marshall B. Rosenberg Framework)

"Nonviolent Communication shows us a way of being very honest, without any criticism,
insults, or put-downs, and without any intellectual diagnosis implying wrongness.”

Nonviolent Communication — also known as NVC and often called “compassionate communication”
— helps you create the high quality of connection out of which people naturally enjoy contributing
to one another’s well-being. When people experience a high quality of connection, they naturally
want to play the latter of the two, and spontaneously feel motivated to create mutually beneficial
outcomes. When we feel connected we can enter into relationships of "power-with" rather than
"power-over" — and we can use our Nonviolent Communication skills to facilitate the mutual
understanding that can take us to win-win outcomes.

Six Defensive Reactions

When someone says or does something to make us feel put down, hurt, frustrated, or angry, we may
feel attacked and try to protect ourselves by using one or more of these six defensive reactions.
When we get defensive, we get into power struggles, which causes many unnecessary, destructive
conflicts.

1. Surrender-Betray: We become a traitor to ourselves when we allow someone to mistreat us and

then defend the person's behavior, taking the blame ourselves. Example: We might say, “He just
treated me rudely because he was in a bad mood. I should have known better than to ask a question
just then.”

2. Surrender-Sabotage: We outwardly give in or cooperate with someone and then undermine the
person in some way. Example: We might talk about the person behind her back, or procrastinate
about doing something we told the person we’d do.
3. Withdraw-Escape: We avoid talking to someone about something we don’t want to discuss.
Example: We might simply not answer, leave the room, or change the subject.

4. Withdraw-Entrap: We intentionally withhold information from someone as a way to trap her/him

into making a mistake or doing something inappropriate. Example: We might stare at someone and
not answer a question he asks until he drops it or gets angry and says something that that makes
him look bad.

5. Counterattack-Justify: We explain our own behavior or make excuses if someone questions or

criticizes us to let him know he is wrong to be upset with us. Example: We might say “I would have
gotten that done sooner, but I’ve been really busy,” or “I’m doing my best,” or “I can’t work any
faster.”

6. Counterattack-Blame: We attack or judge the other person to defend ourselves. Example: We

might blame the other person instead of looking at our own part in the problem, saying, “You are
always so critical,” or “You never listen to me.”

Powerful Non-Defensive Communication

We are using non-defensive communication when we ask questions, make statements and predict
consequences in an open, sincere way without trying to control how other people respond. We can
gather accurate information, speak with clarity, protect ourselves, and hold others more
accountable. People are more likely to respect us and we can strengthen personal and professional
relationships.

1. Ask Questions: Nature: curious, open, innocent, neutral, inviting Purpose: To gather information
to clearly understand what the person means

Example: If someone acts upset, the first step is to simply ask the person directly about your own
assumption so he can confirm, deny, or qualify, for example, “Are you irritated (frustrated, angry,
upset) about something?”

Avoid: Using a question to express your own opinion or to entrap others

2. Make Statements: Nature: open, direct, vulnerable, subjective, descriptive

Purpose: The first three steps are to state neutrally our subjective interpretation of 1) what we hear
the other person saying, 2) any contradictions we see (perceive) in the person's tone, body language,
and words, and 3) our conclusions regarding the person's overt and covert messages. The fourth
step is not neutral and is to 4) fully express our own reactions, our feelings, beliefs, and reasoning.

Example: If the person continues to act irritable and yet denies it when asked, saying harshly, “I’m
fine!” — we might respond with this four part statement:

• Hear: “When I hear you saying that you are in a good mood
• See: and (at the same time) I see that you are rolling your eyes and shrugging,
• Conclude: then I believe that something is wrong and you don’t want to tell me
• Reaction: and so I feel frustrated but don’t want to try to make you talk.” Avoid: Stating
opinion as fact or trying to convince others to agree
3. Predict Consequences: Nature: protective, foretelling, neutral, definitive, firm

Purpose: To create boundaries and security by telling another person ahead of time how we will
react if he/she does make a certain choice, and how we will react if he/she does not make that
choice.

Example: If the person still acts upset and continues to deny it, saying “I said I’m fine, there's no
problem!” — we can set a limit using an “If . . . then” sentence:

• “If you would like to tell me what's going on, then I'd like to hear it.”
• “If you don't want to tell me, then I don’t want to try to make you.”

Avoid: Using a consequence prediction to coax, punish, or falsely threaten others.

Non- violent Communication Process:

1. Observations

RULE: State factual observations about the situation that is affecting you.

Observations are based on empirical facts, things you can identify with your five
senses without adding personal judgements or evaluations.

Using the technique at work:

For example, ‘Jim, it’s Tuesday and your work was due yesterday’ is an
observation, whereas ‘Jim you forgot to hand in your work in time’ carries an
assumption about the person’s action. The latter statement is open to
disagreement and an invitation for trouble mongers to stir up conflict.

2. Feelings

RULE: State the feeling that the observation is triggering in you OR Guess what
the other person is feeling, and ask.

Feelings represent the emotional and physical response to any unmet needs
that the observation made previously triggered. Feeling are not moral
judgements.

In Jim’s case, you could continue by saying:

‘Jim, it’s Tuesday and your work was due yesterday. (Observation) I feel
disappointed. (Feeling) ’

3. Needs

RULE: State the need that is the cause of that feeling OR Guess the need that
caused the feeling in the other person, and ask.
In the context of NVC, needs refer to common human experiences that are
required for a fulfilled life. The American psychologist Abraham Maslow
famously classified human needs in five categories: physiological, safety,
belonging, esteem, and actualisation needs.

To continue with Jim’s scenario:

‘Jim, it’s Tuesday and your work was due yesterday. (Observation) I feel
disappointed (Feeling) because I trusted you to complete it in time. (Need)’

4. Requests

RULE: Make a concrete request for action to meet the need just identified.

In order to meet our needs, we can make requests for cooperation with others
by identifying and expressing a specific action that will serve this purpose, and
then check with others involved about their willingness to participate in
meeting our needs in this way.

Cue Jim.

‘Jim, it’s Tuesday and your work was due yesterday. (Observation) I feel
disappointed (Feeling) because I trusted you to complete it in time. (Need) How
about you come over to the office and we talk it over? (Request)’

CROSS CULTURAL COMMUNICATION (Hofstede's Cultural

Dimensions)
1. Power Distance Index (high versus low).
2. Individualism Versus Collectivism.
3. Masculinity Versus Femininity.
4. Uncertainty Avoidance Index (high versus low).
5. Long- Versus Short-Term Orientation.
6. Indulgence Versus Restraint.

1. Power Distance Index (PDI)

This refers to the degree of inequality that exists – and is accepted – between people with and
without power.

A high PDI score indicates that a society accepts an unequal, hierarchical distribution of power, and
that people understand "their place" in the system. A low PDI score means that power is shared and
is widely dispersed, and that society members do not accept situations where power is distributed
unequally.
Application: According to the model, in a high PDI country, such as Malaysia (100), team members
will not initiate any action, and they like to be guided and directed to complete a task. If a manager
doesn't take charge, they may think that the task isn't important.

2. Individualism Versus Collectivism (IDV)

This refers to the strength of the ties that people have to others within their community.

A high IDV score indicates weak interpersonal connection among those who are not part of a core
"family." Here, people take less responsibility for others' actions and outcomes.

In a collectivist society, however, people are supposed to be loyal to the group to which they belong,
and, in exchange, the group will defend their interests. The group itself is normally larger, and
people take responsibility for one another's well-being.

Application: Central American countries Panama and Guatemala have very low IDV scores (11 and
six, respectively). In these countries, as an example, a marketing campaign that emphasizes benefits
to the community would likely be understood and well received, as long as the people addressed
feel part of the same group.

3. Masculinity Versus Femininity (MAS)

This refers to the distribution of roles between men and women. In masculine societies, the roles of
men and women overlap less, and men are expected to behave assertively. Demonstrating your
success, and being strong and fast, are seen as positive characteristics.

In feminine societies, however, there is a great deal of overlap between male and female roles, and
modesty is perceived as a virtue. Greater importance is placed on good relationships with your direct
supervisors, or working with people who cooperate well with one another.

The gap between men's and women's values is largest in Japan and Austria, with MAS scores of 95
and 79 respectively. In both countries, men score highly for exhibiting "tough," masculine values and
behaviors, but, in fact, women also score relatively highly for having masculine values, though on
average lower than men.

Application: As we've highlighted, Japan has the highest MAS score of 95, whereas Sweden has the
lowest measured value of five. Therefore, if you open an office in Japan, you should recognize you
are operating in a hierarchical, deferential and traditionally patriarchal society. Long hours are the
norm, and this, in turn, can make it harder for female team members to gain advancement, due to
family commitments. At the same time, Japan is a culture where all children (male and female) learn
the value of competition and winning as part of a team from a young age. Therefore, female team
members are just as likely to display these notionally masculine traits as their male colleagues.

By comparison, Sweden is a very feminine society, according to Hofstede's model. Here, people
focus on managing through discussion, consensus, compromise, and negotiation.
4. Uncertainty Avoidance Index (UAI)

This dimension describes how well people can cope with anxiety.

In societies that score highly for Uncertainty Avoidance, people attempt to make life as predictable
and controllable as possible. If they find that they can't control their own lives, they may be tempted
to stop trying. These people may refer to "mañana," or put their fate "in the hands of God."

People in low UAI-scoring countries are more relaxed, open or inclusive.

Bear in mind that avoiding uncertainty is not necessarily the same as avoiding risk. Hofstede argues
that you may find people in high-scoring countries who are prepared to engage in risky behavior,
precisely because it reduces ambiguities, or in order to avoid failure.

Application: In Hofstede's model, Greece tops the UAI scale with 100, while Singapore scores the
lowest with eight.

Therefore, during a meeting in Greece, you might be keen to generate discussion, because you
recognize that there's a cultural tendency for team members to make the safest, most conservative
decisions, despite any emotional outbursts. Your aim is to encourage them to become more open to
different ideas and approaches, but it may be helpful to provide a relatively limited, structured set of
options or solutions.

5. Long- Versus Short-Term Orientation

This dimension was originally described as "Pragmatic Versus Normative (PRA)." It refers to the time
horizon people in a society display. Countries with a long-term orientation tend to be pragmatic,
modest, and more thrifty. In short-term oriented countries, people tend to place more emphasis on
principles, consistency and truth, and are typically religious and nationalistic.

Application: The U.S. has a short-term orientation. This is reflected in the importance of short-term
gains and quick results (profit and loss statements are quarterly, for example). It is also reflected in
the country's strong sense of nationalism and social standards.

6. Indulgence Versus Restraint (IVR)

Countries with a high IVR score allow or encourage relatively free gratification of people's own drives
and emotions, such as enjoying life and having fun. In a society with a low IVR score, there is more
emphasis on suppressing gratification and more regulation of people's conduct and behavior, and
there are stricter social norms.

Application: According to the model, Eastern European countries, including Russia, have a low IVR
score. Hofstede argues that these countries are characterized by a restrained culture, where there is
a tendency towards pessimism. People put little emphasis on leisure time and, as the title suggests,
people try to restrain themselves to a high degree.
• Ethnocentrism
• Stereotype
• Polycentrism
• Geocentrism

Stereotype:

Stereotypes are a kind of generalisation. Our brain-exposed to an information overflow-organises

the incoming data to function effectively. Behaviours, values, beliefs and patterns of thinking
distinguish members of certain group from another. Stereotypes are generalised statements made
about members of certain groups.

Ethnocentric

Ethnocentric is tendency to believe that ones ethnic or cultural group is centrally important and that
all other groups are measured in relation to one’s own. The ethnocentric individual will judge other
groups relative to his or her own particular ethnic group or culture, especially with concern to
language ,behaviour, customers and religion. These ethnic distinctions and sub-divisions serve to
define each ethnicity’s unique cultural identity.

Polycentric:

It is the principle of organisation of region around several political, social o financial centres.
Intercultural competence the term polycentrism is understood as attitude and openness towards
other cultures, opinions and ways of life: when intercultural actions and correlations are interpreted
not only with the background of own cultural experiences, but when the independence of other
cultures is recognized and appreciated and when cultural values are relativized and seen in the
whole context.

4)Geocentric
A management orientation based upon the assumption that there are similarities and differences in
the wold that can be understood and recognized in an integrated world strategy. The geocentric
orientation or wold orientation is synthesis of the ethnocentric orientation(home country) and
polycentric orientation(host country).This approach found in international firms where host country
nationals manage the subsidiaries and coordinate operations on regional basis. There is local
autonomy for day-to-day decision-making and regional control over strategic aspects of subsidiary
businesses. However, the top jobs at head office are dominated by parent-country national.

LISTENING:
When you put your heart & soul in the listening silent, implicitly & explicitly.

1.Passive listening-not interested

2.Ignorant listening-don’t know what is happening in the surrounding

3.Hypocritical Listener:-Pretends that you are listening

4.Active listeners-Put their heart & soul in listening.

10 commandments of active listening:

1. STOP TALKING.
You cannot listen if you are talking.
Said Polonious (in Hamlet), “Give every man thine ear, but few thy voice.”
2. PUT THE TALKER AT EASE.
Help him feel that he is free to talk. This is often called a “permissive
environment.”
3. SHOW HIM THAT YOU WANT TO LISTEN.
Look and act interested. Do not read you mail while he talks. Listen to understand
rather than to reply.
4. REMOVE DISTRACTIONS.
Don’t doodle, tap, or shuffle papers. Will it be quieter if you shut the door?
5. EMPATHIZE WITH HIM.
Try to put yourself in his place so you can see his point of view.
6. BE PATIENT.
Allow plenty of time. Do not interrupt him. Don’t start for the door or walk away.
7. HOLD YOUR TEMPER.
An angry man gets the wrong meaning from words. “He who angers you,
conquers you.”
8. GO EASY ON ARGUMENT AND CRITISM.
This puts him on the defensive. He may “clam up” or get angry. Do not argue, “if
you win, you lose.”
9. ASK QUESTIONS.
This encourages him and shows you are listening. It helps to develop points
further.
10. STOP TALKING.
This is first and last, because all other commandments depend on it.
You just can’t do a good listening job while you are talking.

IMPRESS MODEL :

ETHOS ,PATHOS,LOGOS:

Ethos or the ethical appeal, means to convince an audience of the author’s credibility or character.
An author would use ethos to show to his audience that he is a credible source and is worth listening to. Ethos
is the Greek word for “character.” The word “ethic” is derived from ethos.

Ethos can be developed by choosing language that is appropriate for the audience and topic (this also means
choosing the proper level of vocabulary), making yourself sound fair or unbiased, introducing your expertise,
accomplishments or pedigree, and by using correct grammar and syntax.

During public speaking events, typically a speaker will have at least some of his pedigree and accomplishments
listed upon introduction by a master of ceremony.

Example: Stanford Commencement Speech by Steve Jobs. June 12, 2005.

Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had
grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just
released our finest creation — the Macintosh — a year earlier, and I had just turned 30...

Pathos or the emotional appeal, means to persuade an audience by appealing to their emotions.
Authors use pathos to invoke sympathy from an audience; to make the audience feel what what the author
wants them to feel. A common use of pathos would be to draw pity from an audience. Another use of pathos
would be to inspire anger from an audience, perhaps in order to prompt action. Pathos is the Greek word for
both “suffering” and “experience.” The words empathy and pathetic are derived from pathos.
Pathos can be developed by using meaningful language, emotional tone, emotion evoking examples, stories of
emotional events, and implied meanings.

Example:

I am not unmindful that some of you have come here out of great trials and tribulations. Some of you have
come fresh from narrow jail cells. And some of you have come from areas where your quest -- quest for
freedom left you battered by the storms of persecution and staggered by the winds of police brutality. I Have a
Dream by Martin Luther King Jr. August 28th, 1963.

Logos or the appeal to logic, means to convince an audience by use of logic or reason.
To use logos would be to cite facts and statistics, historical and literal analogies, and citing certain authorities
on a subject. Logos is the Greek word for “word,” however the true definition goes beyond that, and can be
most closely described as “the word or that by which the inward thought is expressed" and, "the inward
thought itself" (1). The word “logic” is derived from logos.

Logos can be developed by using advanced, theoretical or abstract language, citing facts (very important),
using historical and literal analogies, and by constructing logical arguments.

In order to persuade your audience, proper use of Ethos, Pathos, and Logos is necessary.

Example: The Economic Outlook and Monetary Policy by Ben Bernanke. August 27th, 2010.

However, although private final demand, output, and employment have indeed been growing for more than a
year, the pace of that growth recently appears somewhat less vigorous than we expected. Notably, since
stabilizing in mid-2009, real household spending in the United States has grown in the range of 1 to 2 percent
at annual rates, a relatively modest pace.
SHANNON WEAVERS MODEL
The sender encodes the message and sends it to the receiver through a technological
channel like telephone and telegraph. The sender converts the message into codes
understandable to the machine. The message is sent in codes through a medium.

The receiver has to decode the message before understanding it and interpreting it. The
receptor machine can also act as a decoder in some cases. The channel can have noise and
the receiver might not have the capacity to decode which might cause problems in
communication process.

Here, for instance, brain might be the sender, mouth might be the encoder which encodes
to a particular language, air might be the channel, another person’s ear might be
the receptor and his brain might be the decoder and receiver.
Similarly, air is the channel here, the noise present in his environment that disturbs them is
the noise whereas his response is the feedback. There were only 5 components when the
model was made. Noise was added later.

1. Sender (Information source) – Sender is the person who makes the message,
chooses the channel and sends the message.
2. Encoder (Transmitter) –Encoder is the sender who uses machine, which converts
message into signals or binary data. It might also directly refer to the machine.
3. Channel –Channel is the medium used to send message.
4. Decoder (Receiver) – Decoder is the machine used to convert signals or binary data
into message or the receiver who translates the message from signals.
5. Receiver (Destination) –Receiver is the person who gets the message or the place
where the message must reach. The receiver provides feedback according to the
message.
6. Noise –Noise is the physical disturbances like environment, people, etc. which does
not let the message get to the receiver as what is sent.
Example of Shannon Weaver Model

A businessman sends a message via phone text to his worker about a meeting happening
about their brand promotion. The worker does not receive the full message because of
noise. It goes like this:

Businessman: We have a meeting at the office (“at 8 am” goes missing due to phone
network disruption or noise)
Worker (feedback) : At what time?

Here,
Sender: Businessman
Encoder: Telephone network company
Channel: Mobile network
Noise: Missing text due to disruption
Decoder: Mobile phone
Receiver: Worker
The transmission error is the noise in this case. The feedback lets the businessman know
that the message reached incomplete. The receiver gets the chance to get the full message
only after his feedback.

A.I.M. Model (How to be better at presentations and

communications)

Audience
The first step to A.I.M. is to know your audience. Effective storytelling will always contain some
combination of story and data. If we learn anything from Goldilocks and the Three Bears, we
learn that it must contain not too much, not too little, but just the right amount of information.
How do we know what that just right amount is? It totally depends on your audience. Whether
it’s a member of the C-suite, a highly technical IT person, or your frontline staff, your
presentation will vary widely.
Intent
The next step is to be very clear on your intent for the interaction. What do you want and need
from the other person or group you’re presenting to? Think about the case of the Three Little
Pigs. The third pig was the only one who seemingly knew that the ultimate goal was to be safe
from the big bad wolf. He’s the only one who planned accordingly by building his house out of
brick.

Message
Once you are clear on your audience and intent, it’s time to put it all together into a compelling
story. We recommend using the classic story archetype to structure the presentation, which for
lack of better terminology, involves a beginning, a middle, and an end.

As you are weaving your data into the presentation, be sure to share the impacts to KPIs (key
performance indicators) that your audience will care about. For example, rather than talking
about a 3:45 average handle time, talk about where it lies in relation to the overall goal. You
might say that average handle time is above goal by 8%.

Types of Nonverbal Communication

1.)Gait :-
Gait refers to the manner in which you walk. Whether your gait is fast or slow paced whether you
take brisk or heavy steps in and out of your boss’ cabin, whether you make agile rounds in and
around the workplace or heavy and slow footsteps to your cubicle, each type of gait communicates
something about your state of mind at that point in time. Our habit of walking with your head up,
chin out and one palm gripping the other hand behind the back conveys your comfort, confidence
and complete command over a situation. However, when you walk with your head down, chin in,
and both arms crossing your chest or both arms tucked inside the pockets of your trousers, the
message conveyed may just be the opposite—you are uncomfortable, upset and nervous over your
helplessness in the given situation!

2) Chronemics is a discipline concerned with the study of a person’s use of time.

Chronemics help us to understand how people perceive and structure time in their dialogue
and relationships with others.

The very concept of communication as process implies that it is a time-bound activity. In so

many ways, time acts as a fundamental organizing principle for social interaction. Spending
time with another person sends the message that the person is important and reflects a
desire to develop or maintain a close relationship.
Technical time is the scientific measurement of time. This time system is associated with the
precision of keeping time.

Formal time is the time that society formally teaches. For example, in the United States, the
clock and the calendar are the units of formal time. Thus 1 a.m. is the time we usually go to
sleep, and at 1 p.m. we find ourselves at work or school. Also in the United States, the
arrangement of time is fixed and rather methodical. We learn to tell time based on the hour,
and children are usually taught how to tell time by using the “big hand” and the “little hand”
as references.

Informal time is the time that includes three concepts: duration, punctuality, and activity.

3)Haptics is the discipline which studies the sense of touch. It is a form of nonverbal
communication and the way by which people communicate via touching.

Touch, or the haptic sense, is extremely important for humans, as well as providing
information about surfaces and textures. Haptics is a component in interpersonal
relationships and vital in conveying physical intimacy.

These dimensions include intensity, duration, location, frequency, and the instrument of
touch.

4)Proxemics deals with the use of space in communication. It focuses not only on the ways
individuals orient themselves to other individuals and objects in their immediate physical
environment, but also on the perceptual and behavioural impact of these spatial
orientations.

5)Kinesics is the broad field of nonverbal communication solely

concerned with the interpretation of nonverbal behaviours that are
associated with body movement, gestures, posture, facial expression
and eye contact. Kinesics is mostly closely connected with what is
popularly referred to as body language. Kinesics, is in fact, a scientific
study of body language.

6)Oculesics :- eye behaviors are often studied under the category of

kinesics, they have their own branch of nonverbal studies called
oculesics, Eye contact serves several communicative functions
ranging from regulating interaction to monitoring interaction, to
conveying information, to establishing interpersonal connections. In
terms of regulating communication, we use eye contact to signal to
others that we are ready to speak or we use it to cue others to speak.

Drafting an Email :-

Follow-Up Email Example

Subject Line: Here is Your Free eBook on Facebook Marketing

Dear John,

You downloaded our “6 Sample Marketing Plans to Fit Your Small Business” last month and
we hope you were able to find and implement one of the recommended strategies.
This week, we are excited to introduce to you an eBook that can help you better engage
your audience with social media: “How to Make Facebook Work for Your Business”. The
guide includes actionable insights from real small business owners from across a variety of
industries.

For small business owners like yourself, there seems to be an endless list of tasks and
figuring out where to start on your marketing can be challenging. We can customize a
marketing plan for you and help you prioritize tasks to maximize your efficiency.
We believe our holistic approach to marketing is well suited to your business. Please let us
know how we can help you by calling us at (617) 396-7177. And don’t forget about
our free one-hour marketing consultation.
We hope to hear from you soon.
Best regards,
The ThriveHive Team