BUSINESS COMMUNICATION

INDEX
Topic Topic Name Page Topic Topic Name Page
No No No No
1 Communication Skills 3 4 Interview Skills 21
1.1 Introduction 3 4.1 Introduction 21
1.2 Defining Communication 3 4.2 Types of Interviews 24
1.3 Communication Process 4 4.3 Useful tips for successful interview 25
1.4 Barriers to effective 5 5 Business Communication 27
communication
1.5 Types of Communication 5 5.1 Introduction 27
1.6 Effective Communication 8 5.2 Communication activities in 27
organization
1.7 Principals of effective 9 5.3 Communication routes and 29
communication networks
2 Practical Conversations 10 5.4 Memos 30
2.1 Greetings and 10 5.5 Letters 32
Introductions
2.2 Manners and Gratitude 10 5.6 Report 33
2.3 Invitations 12 5.7 Sales message 35
2.4 Socializing 13
2.5 On the Phone 14
3 Resume Preparation 15
3.1 Introduction 15
3.2 Cover Letter 19

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 BUSINESS COMMUNICATION OVERVIEW
In the changing business environment of multinational competition and globalisation, communication
tends to become an important component of an organisation. Like the functional areas of production,
marketing and finance, communication too is shaping into a distinct area, in the form of business or
organisational or corporate communication.
Communication is the life blood of social as well as corporate world.
Business includes those organizations, which are engaged in the production and distribution of goods and
services to earn profit. Therefore Business communication means, “Flow of information, perception etc.
either within a business organization or outside the organization among different parties”.
General communication is different from business communication / Administrative communication.
Business communication means the sharing of information between people within an enterprise that is
performed for the commercial benefit of the organization.
Business communication is the specialized branch of general communication that is especially concerned
with business activities.

FOREWORD
Through this reference notes we are making a small attempt to make you aware of the requirements to get
your dream job and make a successful and bright career.
We sincerely hope that this manual will help you to understand your skill, sharpen them and apply in real
life situations.
Please feel free to write us on swotacademy@gmail.com. We are eagerly waiting for your suggestions and
feedback.
Our best wishes for all your future endeavors!
Best regards
SachinJoshi
Sachin Joshi

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 UNIT 1
COMMUNICATION SKILLS
1.1 INTRODUCTION
Is it not wonderful to be a communicator?
Do you not think that human communication is a brilliant thing to take part in, or to watch other people
doing?
Do you like people watching‘? Most of us find watching other people‘s communications to be fascinating
don‘t we?
Think about all the things you do in life that you enjoy. Yes, there are many.
But is it not true that the best thing for nearly all of us is just being with other people and chitchatting?
Most of us do plenty of it, every day.
This is a brief introductory chapter about communication in general.

1.2 Defining Communication

Communication comes from the Latin "communis" which means to share. Communication is the activity of
conveying information through the exchange of thoughts, messages, or information, as by speech, visuals,
signals, writing, or behavior.
Communication requires a sender, a message, and a recipient, although the receiver need not be present or
aware of the sender's intent to communicate at the time of communication.
The communication process is complete once the receiver has understood the message of the sender.
Communication is thus a process by which meaning is assigned and conveyed in an attempt to create
shared understanding.
This process, which requires a vast repertoire of skills in interpersonal processing, listening, observing,
speaking, questioning, analyzing, gestures, and evaluating enables collaboration and cooperation.
Misunderstandings can be solved through formulations, questions and answers, paraphrasing, examples,
and stories of strategic talk.

1.2.1 Principles of Communication

Communication is complex. While listening to or reading someone else's message, we often filter what is
being said through a screen of our own perceptions. Thus our preconceived notions and opinions become
one of the major barriers to communication.
There is an old communications game- telegraph that is played in a circle. A message is whispered around
from person to person. What the exercise usually proves is how profoundly the message changes as it
passes through the distortion of each person's inner "filter".
Communication, when effectually conducted, can assist in building sturdy relationships and harmonious
working conditions. It also simplifies the process of sharing the best of ourselves with others.
There are certain basic principles that need to be followed while conversing informally with a colleague,
addressing a conference or meeting, writing a newsletter article or formal report; they are as follows:
 Be direct and concise
 Be honest and genuine
 Be present and open
 Be confident but measured

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1.2.2 Why communication skills?
 Good communication makes a good impression. People will respect you. Good communication
makes it easier to get a job and to get along with family, friends, and co-workers.
 If people can understand you easily, they will pay more attention to what you have to say.
 Good communication can help you avoid conflict. You will have strategies to deal with
problems more effectively.
 If you take charge of the way you communicate with others, you will be more confident.
 Good communication makes it easier to work and learn with other people. Everyone benefits.

1.3 Communication Process or communication cycle or block diagram of communication

The process of communication as shown in fig 1.1 involves exchange of ideas and it can be verbal or non-
verbal in nature.
The pre-requisite of communication is a message and this message must be conveyed through some
medium to the recipient in such a way that it is understood by the recipient in the same manner as
intended by the sender.
The recipient must respond within a period. The response from the recipient to the sender is called
feedback.
Therefore, communication is said to be a two way process, which is incomplete without a feedback from
the recipient to the sender on how well the message is understood by him.
Fig 1.1 Communication cycle
Source
As the source of the message, you need to be clear
about why you're communicating, and what you
want to communicate. You also need to be
confident that the information you're
communicating is useful and accurate.
Message
The message is the information that you want to
communicate.
Channel
Messages are conveyed through channels, with verbal including face-to-face meetings, telephone and
videoconferencing; and written including letters, emails, memos, and reports.
Receiver
Your message is delivered to individual members of your audience. To be a successful communicator, you
should consider these before delivering your message, and act appropriately.
Feedback
Your audience will provide you with feedback, verbal and nonverbal reactions to your communicated
message.

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1.4. Barriers to effective human communication
Communication is the key factor in the success of any organization. When it comes to effective
communication, there are certain barriers that every organization faces. People often feel that
communication is as easy and simple as it sounds.
No doubt, but what makes it complex, difficult and frustrating are the barriers that come in its way.
Barriers to successful communication include message overload (when a person receives too many
messages at the same time), and message complexity
i. Physical barriers
Physical barriers are often due to the nature of the environment likewise, poor or outdated
equipment. Whilst distractions like background noise, poor lighting or an environment which is too
hot or cold can all affect people's morale and concentration, which in turn interfere with effective
communication.
ii. System design
System design faults refer to problems with the structures or systems in place in an organization.
Examples could be inefficient or inappropriate information systems, a lack of supervision or training,
and a lack of clarity in roles and responsibilities which can lead to staff being uncertain about what
is expected of them.
iii. Attitudinal barriers
Attitudinal barriers come about as a result of problems with staff in an organization. These may be
brought about, for example, by such factors as poor management, lack of consultation with
employees, personality conflicts, the personal attitudes of individual employees due to lack of
motivation or dissatisfaction at work.
iv. Ambiguity of words/phrases
Words sounding the same but having different meaning can convey a different meaning altogether.
Hence the communicator must ensure that the receiver receives the same meaning.
v. Individual linguistic ability
The use of jargon, difficult or inappropriate words in communication can prevent people from
understanding the message.
vi. Physiological barriers
These may result from individuals' personal discomfort, caused—for example—by ill health, poor
eyesight or hearing difficulties.

1.5 Types of Communication

1.5.1 Oral communication
Oral communication, while primarily referring to spoken verbal communication, can also employ visual aids
and non-verbal elements to support the conveyance of meaning.
Oral communication includes speeches, presentations, discussions, and aspects of interpersonal
communication.
As a type of face-to-face communication, body language and choice tonality play a significant role, and may
have a greater impact upon the listener than informational content. This type of communication also
garners immediate feedback.

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A. Principles of Oral Communication
There are two forms of oral communication:
a. Speaking
b. Listening
Oral communication covers both the forms.
Remember the famous saying, “It takes two to tango”. Like the famous chicken and egg story, it is difficult
to decide which one came first. At any rate, it is pointless talking unless someone is listening. One cannot
be listening unless someone is speaking or talking.
It is said that “the art of conversation is the art of hearing as well as of being heard”.

Advantage of Oral Communication

 It has proximity with the audience
 It helps immediate interchange of the opinions
 It provides instant feedback
 It involves participation of all present

1.5.2. Styles of Oral Communication

In order to understand the meaning and importance of oral communication, we must know the three
styles of oral communication
a) Non-assertive (Submissive) communication style
b) Aggressive communication style
c) Assertive communication style

a) Non-assertive (Submissive) communication style

This style or behavior happens when persons:
 Fail to stand up for their rights
 Do things in a manner that others can easily disregard
 Express opinions, feelings etc in apologetic and cautious manner
 Fail to express own opinions, feelings etc altogether
A person becomes submissive when he sees that his own needs and wants are less important than others.
In the event of a conflict, a person with submissive communication style can easily defuse the situation by
avoiding taking a strong stand. It helps people to escape anxiety or confrontation.

b) Aggressive communication style

This style or behavior happens when persons:
 Stand up for their rights in a way that violates the right of others to have their say
 Express own thoughts, feelings etc in inappropriate way even when they believe that their views are
incorrect
Aggressive style of communication enhances speakers at the cost of others.
It puts the other person down and is based on the opinion that their opinions are more important than
others.

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Aggressive communication style is characterized by:
 Blaming others or factors external and outside own control
 Showing contempt for others
 Being hostile to others
 Attacking others orally
 Patronizing others
Aggressive behavior usually succeeds in getting what he wants; it also conveys a sense of power over
others.
c) Assertive communication style
There is a third style of communication – assertive communication.
It is neither submissive nor aggressive – it is emphatic behavior while communicating with others.
It happens when persons:
 Stand up for their rights in a way that does not violate others‟ rights
 Express own point of view honestly, openly and directly while conveying that they understand
the other‘s position

1.5.3 Nonverbal communication

Non-verbal communication is the process of communicating by sending and receiving wordless (mostly
visual) cues between people.
Messages can be communicated through gestures and touch, body language or posture, and facial
expression and eye contact.
Speech contains non-verbal elements known as paralanguage, including voice quality, rate, pitch, volume,
and speaking style, as well as rhythm, intonation, and stress.
Research shows that the majority of our communication is non verbal, also known as body language. Some
of non verbal communication includes chronemics, haptics, gesture, body language or posture; facial
expression and eye contact, object communication such as clothing, hairstyles, architecture, symbols
infographics, and tone of voice as well as through an aggregate of the above.
Likewise, written texts include nonverbal elements such as handwriting style, spatial arrangement of words
and the use of emoticons to convey emotional expressions in pictorial form.

1.5.4 Types of nonverbal communication

i. Use of body
 Kinesics - What and how body motions communicate
 Gestures - Movement of hands, arms, and fingers
 Adaptors - Gestures that occur unconsciously as a response to a physical need (Scratch, adjust
glasses)
 Coalesces - Eye contact
 Facial Expression - Arrangement of facial muscles to communicate emotion or reaction
 Posture - How we position (body orientation) and move our body (body Movement). Shows
attentiveness, respect, and level of dominance
 Body orientation - Posture in relation to other people Direct – Facing or Indirect - Angled
 Body movement - Can be motivated (helps clarify meaning) or unmotivated (distracting From point)
 Haptics - What and how touch communicates

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ii. Use of voice
 Vacalics - Interpretation of a vocal message based on the paralinguistic features
 Pitch - Highness or lowness of vocal tone
 Volume - Loudness or softness of vocal tone
 Rate - Speed at which a person speaks
 Quality (Timbre) - Sound of the voice that distinguishes it from others
 Intonation - Variety, melody, or inflection in one‘s voice
 Vocalized pauses - Extraneous sounds or words that interrupt fluent speech (like, uh, um, You
know, well)
iii. Use of space
 Proxemics - How space and distance communicate
 Personal space - Distance we try to maintain when we talk to another
 Intimate distance - Up to 18 inches (private conversations)
 Personal distance - 18 inches to 4 feet (casual conversation)
 Social distance - 4 to 12 feet (impersonal business, interview)
 Public distance - More than 12 feet
 Physical space - Part of the physical environment over which we exert control
 Artifacts - Objects and possessions we use to decorate the physical space we control

1.5.5. Nonverbal communication tips – Following are strictly not allowed while communicating
 Feet dragging : Implies lethargy - unlikely to impress.
 Head down : Suggest timidity, again not a positive impression.
 Shoulders drooped : Could imply lethargy and weariness.
 Weak handshake : Implies meek and ineffectual personality.
 Shifty eyes : Suggests nervousness
 Arms crossed on chest : Suggests a defensive stance
 Fidgeting : Implies nervousness
 Hands in pockets : Implies you have something to hide.
Handshake
A well gripped and strong handshake creates a positive impression.
 A weak, limp, dead fish handshake = Disinterested and a cold person
 Strong, well gripped handshake = Warm, friendly and enthusiastic person
 Well gripped handshake with his palm facing down = A dominant person
 Handshake with his second hand holding the wrist/arm = Diplomatic person

1.6 Effective Communication

All communications, intentional or unintentional, have some effect. This effect may not be always in
communicator's favor or as desired by him or her.
Communication that produces the desired effect or result is effective communication. It results in what the
communicator wants. Effective communication generates the desired effect, maintains effect & increases
effect.

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Effective communication serves its purpose for which it was planned or designed. The purpose could be to
generate action, inform, create understanding or communicate a certain idea/point etc.
Effective communication also ensures that message distortion does not take place during the
communication process.

1.7 Principles of Written communication

Writing is a skill that can be acquired. Perfecting the art of writing, however, requires a lot of hard work. It
is a skill that can distinguishes a person from the group.
A successful executive, while sharing the reasons for his quick promotions in the first five years of his career
admitted that it was largely because he could write better than others. The verbal edge is the winning edge
- a competitive edge over rivals.
There is a famous saying, “reading makes a full man, conference a ready man and writing an exact man”. It
must be understood that whatever is written or said is the real self of the persons doing so.
A good writer feels from the heart and then writes.
1.7.1 Features of Written communication
i. Creativity - Written communication is the product of a well thought out process.
ii. Delayed response - Since crafting a written communication takes some time, the response to the
sender is not as prompt as it is for the oral communication.
iii. Limited cycles of exchange - In written communication, ideally responses should be complete and
clear in the first instance but in case, some clarification is needed, one has to make do with one or
two cycles of communication only.
iv. Feedback from the receiver - There may be considerable time lag in receiving the response from the
receiver. A fax message (telex of old days), may be answered quickly, possibly within a few hours. If
it is a letter, receiver may take a day before it is read and responded, if at all. Similarly, a written
report (including soft copy sent on line) may be read in a few days. Thus time lag is longer.

1.7.2 The 7 Cs of Communication

According to the 7 Cs, communication needs to be:
i. Clear - When writing or speaking to someone, be clear about your goal or message. What is your
purpose in
ii. communicating with this person?
iii. Concise - When you're concise in your communication, you stick to the point and keep it brief.
iv. Concrete- When your message is concrete, then your audience has a clear picture of what you're
telling them.
v. Correct - When your communication is correct, it fits your audience.
vi. Coherent - When your communication is coherent, it's logical.
vii. Complete - In a complete message, the audience has everything they need to be informed and, if
applicable, take action.
viii. Courteous - Courteous communication is friendly, open, and honest.

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 UNIT 2
PRACTICAL CONVERSATIONS
2.1. GREETINGS AND INTRODUCTIONS
A. Greetings
 Hello, …/ Hi, …
 Good morning/ afternoon/ evening.
 Good/ Nice to see you again.
 I’m glad/ happy/ pleased to see you.
 How are you? - Fine, thanks. And you?

B. Introductions
i. Introducing oneself
 Can/ May I introduce myself? My name’s Sachin.
 Let me introduce myself. My name’s … .
 I’d like to introduce myself. I’m … .
 I don’t think we’ve met. I’m … .
ii. Introducing someone else
 Can/ May I introduce a good friend of mine? This is … .
 I’d like you to meet … .
iii. Making contact
 Excuse me, are you Mr … ? - Yes, that’s right.
 Hello, you must be Mr … .
 You are Mr …, aren’t you?
 How do you do? - How do you do?

C. Good-byes
 Good bye/ Bye/ I’ll say good bye/ See you later/ See you soon.
 I must go now.
 It’s getting (very/ rather) late.
 I want to get away before the traffic gets too bad.
 I’ve enjoyed talking to you.
 Thanks for everything.
 See you on the 13th. - See you.
 I look forward to seeing you when you’re next in Mumbai.

2.2. MANNERS AND GRATITUDE

A. Please
 Please may I have your number?
 Will you please help me with this?
 I shall be pleased to be called for an interview.
 Please/Kindly send me the requirement by mail.
 Yes please come in.
 May I know your good name please?

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  Could you please do me a favour?
 Would you mind writing the number please?
B. Thank you
 Thank you/ Thanks / Thank you sir/ madam
 It is very kind of you. Thank you
 I am really grateful to you for……

C. Sorry
 I am sorry.
 Excuse me for being late.
 Excuse me/ Pardon me for the mistake.

D. Empathy
 I am very sorry to hear that.
 I am so sorry to hear of your loss.

E. Repetition
 Pardon / I beg your pardon.
 Excuse me, could you please repeat the question?
 I didn’t get the question. Could you come again?

F. Enquiring about well-being and Replies

 How are you?
 How do you do?

i. Seeking information
 May I know you good name?
 Could I see you identity card please?
 I need to see you passport.
 Would you mind showing me your driving license?
 What time is it?
 Are you married? Do you have children?
 How old are you ?
 Where do you stay?

ii. Seeking permission and replies G. Surprise

 May I come in?  What a pleasant surprise!
 May I borrow your pen for a moment?  I am so happy to see you!
 May I have a glass of water please?  What lovely news!
 Can I pull that chair?
 Can I say something?

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E. Complimenting and Congratulating
 Congratulations! Good job / Well done.
 Hearty congratulations on your success!
 Wow! That was amazing. Good job.
 What a grand performance!

F. Regret/ displeasure
 God!
 God! How could you do something like this?
 How terrible. That was not expected of you
 How disgusting!
2.3. INVITATIONS
A. Neutral
 I was wondering if you would like to join us for a meal.
 Perhaps you would like to have dinner at my home.
 We wanted to invite you to dinner.
 I thought you might like to try some of our local cuisine.
 There’s a really nice place just a few minutes from here/ round the corner/ down the road.

B. Informal
 Why not come round for a tea?
 What about going out for a meal?
 Why not join us for a drink?
 Shall we meet later tonight to discuss it over dinner?

C. Accepting
 Thank you for inviting me.
 I’d be delighted to come.
 I’ll look forward to it.
 Yes, please.
 That sounds good/ fun.

D. Setting the details

 What time should I come?
 Where shall we meet?
 Shall I pick you up?
 What time/ Where shall I pick you up?
E. Declining
 Thank you very much, but I’m afraid I can’t come.
 That’s very kind of you, unfortunately I have arranged something else.
but I won’t be here tomorrow.
unfortunately I’m busy on Tuesday.
 No, thank you/ thanks.

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 2.4. SOCIALIZING
A. Making contact
 Mind if I join you? C. Getting away
 If you’ll excuse me, I have to make a phone
 Excuse me, you must be … .
call.
 Excuse me, have we met?  Would you excuse me a moment? I’ll be right
 I really enjoyed your talk this morning. back.

B. Keeping the conversation going

 Do you often travel to Mumbai?
 Have you been here before?
 Is this your first visit to Mumbai?
 How long are you going to stay?
 What do you do, by the way?
 Would you like me to get you anything from the buffet?

D. EATING OUT: AT A RESTAURANT

i. Recommending
 What do you recommend?
 This is their standard menu … and these are the specials.
 We thought you might like to try the local speciality.

ii. Ordering
 I’ll have/ take … .
 Could we have … ?
 I’d like … .

Suggesting Accepting Declining

 How about ...? Yes, that'd be great. No, thank you.
 What about ...? Yes, I'd like that. Thank you, but I couldn't eat anymore.
 Have some more ... Yes, that'd be lovely. I'm fine. Thank you.
 Would you like ...? That sounds nice. Oh, better not. I'm on a diet.

iii. Commenting on the food

 It all looks very good.
 This is absolutely delicious. How’s yours? - Not bad at all.
 I wonder what it’s like. / I wonder what’s in it.
 I think it’s made of … .

iv. Thanking & Paying

 That was an excellent meal.
 Thank you for a lovely evening.

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 2.5. ON THE PHONE
A. Introducing yourself
 Good morning, Air India. (How can I help you?)
 Hello, the XXX Hotel. Sachin Joshi speaking. (What can I do for you?)
 Hello, this is … from … .
 Hello, my name’s … . I’m calling from … .

B. Asking for the caller’s name

 Who’s calling, please?
 Can I have your name, please?

C. Saying who you want

 Can I have the accounts department?
 I’d like to speak to … .
 Could connect me to accounts…, please?

D. Responding
 I’ll put you through.
 Hold the line, please.
 I’m sorry he/ she is not available.

E. Reason for calling

 I’d like to … .
 I need some information about … .

F. Leaving and taking a message

 Can I leave a message?
 Can I take a message?
 Would you like to leave a message?
 Please tell him/ her … .
 Could you ask him/ her to call me?

G. Asking for repetition

 I’m sorry, but I didn’t catch your name/ your number.
 Could you repeat it, please? Could you say it again?
 Could you spell that, please?

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 UNIT III
RESUME PREPARATION
3.1. INTRODUCTION - THINGS TO REMEMBER BEFORE YOU START
 Think of your resume like an advertising copywriter thinks about an advertisement.
 You are promoting something – You! Ask yourself, “How can I catch the attention of the reader to make
myself stand out from every other candidate?”
 Create a desire for the employer to invite you in for an interview by proving your ability to meet their
needs and showing them how you produce results.
 Zero in on what the employer needs, not what you want. Position your strongest selling points on the
top half of the first page. Don’t hide them at the end.
Consider these steps as you prepare your resume:
i. What kind of job are you looking for?
• Every word you put on your resume should somehow be relevant to that job.
• Brainstorm and make a list of the skills, knowledge, and experience you have and are needed for the
desired job.
• For each skill you list, think of accomplishments that illustrate the skill and describe each
accomplishment in terms of how it benefited the employer.
• Make a list of all the jobs you’ve had. Include internships, volunteer work, part-time work, and school or
community activities.
• Make another list of your training and education related to the job.
• Create multiple resumes for multiple job targets.
• One resume doesn’t fit all jobs.

ii. Choose a Resume Format That Fits Your Situation

1. Chronological
This style focuses on where and when you’ve worked, beginning with your most recent
employment, and goes backward in reverse chronological order. It works best for individuals with
consistent work histories with no gaps. It also works well for those who have had increasing
responsibility and who are advancing in the same field. Many employers prefer this format.
2. Functional
This style focuses on the job functions you have performed rather than where and when you
performed them. The functional resume is especially useful for those who have had several jobs,
have gaps in their work history, are changing careers, or are re-entering the job market.
3. Combination
Providing your job functions at the top and your job history in a list at the bottom of the resume is
known as the combination format.
3.1.1. What to Include in Your Resume (Regardless of the Format You Choose)
i. Contact Information
At the top of the page, include your proper name, current address with zip code, phone number with area
code and e-mail address. Make it as easy as possible for employers to contact you.
Your name should be in a size 14 font in bold to make it stand out.
The rest of your resume should preferably be in a size 12 font, using Times New Roman, Arial, Calibri,
verdana or Courier fonts.

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ii. Job Objective
For the objective to be effective, it needs to include: the specific kind of work you want to do, the industry
in which you want to do it, the level at which you want to work (e.g., entry), and the benefit you bring to
the employer.
Example:
Engineering and Technology
 (Student Entry Level) - To obtain a position as an Electronics Technician
 A position in the field of (Electrical Engineering) with an emphasis on (aviation electronic systems)
 A position as Electrician, which will utilize my technical training and benefit from my experience with
(lighting and sound systems back-stage electrical equipment)

iii. Qualifications Summary

Most current resumes include either a bulleted or paragraph summary of the job candidate’s key selling
points. It is accomplishment-oriented and includes many key words in the target job category. A typical
group of highlights includes:
• How much relevant experience you have in the targeted field
• What your formal training and credentials are, if relevant
• One significant accomplishment, very broadly stated
• One or two outstanding skills or abilities relevant to the field
• A reference to your values, commitment, or philosophy if appropriate

iv. Education
List the degree you are pursuing or have earned, the institution you are attending with the city and state,
and your graduation date.
It is also a good idea to list relevant courses if you have no experience in the field, so employers can
ascertain your knowledge in the field. You may also want to describe any research or design projects.
List other degrees or relevant education in reverse chronological order.
Example:
M.Com, Dr. BAM University, Aurangabad, May 2015 72%
If you haven’t completed your degree, insert the word “appeared” before the degree and include your
anticipated graduation date.

v. Experience
In a chronological resume, begin with your current/most recent position and work backward,
chronologically.
Include part-time work and unpaid work such as internships and volunteer work.
Start each position with a job title, follow with name of organization, city and state, and years (months not
necessary) employed there.
Use action words to describe responsibilities and accomplishments.
Describe each position, stressing the major accomplishments and responsibilities that demonstrate your
competency.
Most recent college graduates can include all necessary information in one page.

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vi. Special Skills
If you think these could add to your qualifications, identify computer skills, technical skills, knowledge of
foreign languages, and special training at the bottom of your resume.

vii. Resume Do’s and Don’ts

Do...
• Proofread, have a friend proofread, then proofread again.
• Be clear, concise, specific and honest. Never lie on a resume.
• Print on quality white or off-white paper using a laser printer.
• Make your resume visually appealing and easy to read.
• Try to fit your resume on one page, or two pages if you’ve had more than 10 years of work
experience.
• Tailor your objective to include elements of the job description for each position you are applying
for
• Focus on the specific results of your work, significant achievements, and recognition received
• Use action verbs such as “created” or “coordinated” to describe your experience
• Remember to describe both your paid and unpaid positions and volunteer experiences
• Use readable and common fonts

Don’t...
• Specify salary requirements or reveal salary history.
• Write long paragraphs or sentences.
• Exaggerate your accomplishments.
• Forget the purpose of the resume: to get an interview.
• Use resume templates if you want an unusual format.
• Include personal information such as age, religion, ethnic background, marital status, height and
weight.
• Use phrases such as “Responsibilities included”
• Manipulate margins or font size to accommodate information in place of proper editing
• Submit the same resume to every employer, regardless of the position
• Write long objectives such as, “To find a sales position at a medium sized corporation where I can
grow and develop my management skills”

3.1.3. Action Words for Resumes

The following “action” words can be used as the first word of sentence fragments in your resume. Always
begin your statements with an action word that describes a certain skill or ability you possess. A thesaurus
can be a helpful tool in this process! Words in bold are action words
Verbs for Accomplishments Communication Technical Helping Creative
achieved Addressed assembled assessed Acted
expanded Arbitrated Built assisted Conceptualized
improved Arranged calculated clarified Created
Pioneered Authored computed demonstrated Customized
reduced (losses) Collaborated Designed diagnosed Designed
resolved (problems) Convinced Devised educated Developed
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restored Corresponded engineered expedited Directed
spearheaded Developed fabricated facilitated Established
transformed Directed maintained familiarized Fashioned
operationalized Drafted Operated guided Initiated
Edited programmed motivated Integrated
Enlisted remodeled referred Introduced
formulated Repaired Invented
Influenced Solved Originated
interpreted Upgraded
SAMPLE RESUME

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 3.2 THE COVER LETTER
• You should include a cover letter with every resume or application you send.
• Your cover letter is really a sales letter that tells the target employer why hiring you would be
beneficial to him or her. It calls attention to your resume, in which you outline in detail what you
can do for the employer.
• As in any business letter, the cover letter contains three main parts: the introduction, the body, and
the closing. Begin by addressing your reader’s needs rather than describing your own.
• The introductory paragraph needs to announce the purpose of the letter – your intent to apply for a
particular job opening that you saw in an ad or heard about --and it should give the reader a
compelling reason to read on. Use a strong opening statement that grabs the reader’s attention.
• The middle paragraph explains why you think you are qualified for the job and, more importantly,
what you can offer to the company. Explain briefly your current situation and why the position you
are writing about interests you. Expand upon one or two points from your resume.
• The closing paragraph specifies the desired next action. You can either tell the reader that you will
call them, or you can ask them to call you to set up a meeting.
• Be sure to provide a way for them to reach you easily during business hours.

Some other important points:

• Compose the letter in business letter format: your address, date, their address, colon after
salutation, leave space to sign letter, type name under signature, type the word Enclosure at the
bottom if you enclose your resume.
• Focus your letter on the employer’s self-interest.
• Limit the letter to one page and use the same high-quality paper and printer you used for your
resume. Address job qualifications listed in the ad.
• Tailor each letter to a specific job and learn all you can about the employer.
• Write confidently, without bragging or flattering. Be positive and direct.
• Don’t forget to sign the letter. Omitting anything so simple is a sign of carelessness

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3.2.1 Cover Letter writing for the existing position
Dear Ms. Joshi
I am excited to submit my application for the Training Specialist position I saw listed in Naukri.com. I am
confident that my qualifications for this position merit your consideration.
As you can see from my resumé, I will complete my bachelor’s degree in Business Administration from Pune
University in May 2014. While this degree has provided me with a strong background in many aspects of
business, it has also given me the opportunity to demonstrate my abilities through practical experience.
As a Training Department Intern with Infosys, I was responsible for a new computer software education
program. This project allowed me to develop and refine my training and organizational skills while
designing a program to teach basic software applications to users with limited experience working with
computers. The success of this program has been so overwhelming that the department has integrated it
into their new staff training course.
Although the enclosed resumé thoroughly outlines my education and experience, I would appreciate the
opportunity to demonstrate in an interview my knowledge of employee training and development,
initiative, and interpersonal skills. You can contact me at 94219XXX51 to set up an interview. I look forward
to hearing from you soon.
Sincerely,

Prospecting for a position

Dear Mr. Deshpande
I learned about CRY in the process of researching nonprofits online. I have been seeking an organization
whose mission matches my desire to help low-income clients with practical matters and emotional support,
and was inspired by Goodyear’s range of services and successful track record. I am writing to see whether
you would be interested in hiring an intern this summer.
I am B.A. Sociology, pursuing my MSW, and considering an eventual career in social work or nonprofit
management. Since August, I have been conducting HIV test counseling sessions as a volunteer at the City
Clinic.
It has been rewarding working with people from diverse backgrounds, many of whom are struggling to
meet basic life needs, and to use my Spanish speaking skills. I would love to apply and further develop my
counseling skills while making a positive contribution at CRY.
I will be available to work this coming summer and would welcome the opportunity to meet with you to
discuss the possibility of interning with you.
I will follow up on this letter in a week to see if we can set up a time.
Thank you very much for your attention.

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 UNIT IV
INTERVIEW SKILLS

INTERVIEWING Skills quiz - True or False?

1. You should schedule your first interviews with companies or organizations in which you are most
interested.
2. You do not have to answer questions regarding age, sex, race, national origin, or marital status.
3. Conducting an informational interview can be an effective way to find a job.
4. It is important to discuss salary requirements early in the interview.
5. When asked about your background, spend two minutes or so unless questioned further.
6. Avoid eye contact with the interviewer since it will make him or her uncomfortable.
7. If you are asked if you have any weaknesses, you should never give any.
8. The interviewer expects you to be well-informed about the company, organization, or graduate
program.

4.1 INTRODUCTION
What Is An Interview and Why Is It So Important To The Job Seeker?
• The interview, ideally, is a predictable, two-way question and answer conversation in which both
the employer and the interviewee are equal partners.
• The purpose of the interview is to find out information about the job while presenting yourself as
positively as possible.
• The interview allows YOU, the job seeker, the opportunity to make an oral presentation of your
strengths, credentials, qualifications, and potential contributions to the company/organization with
whom you are interviewing. The interview allows the EMPLOYER to meet you, to assess your
strengths, credentials, qualifications, and to determine if you are the best candidate for the
position.
• The interview is one of the most important aspects of your job search. Consequently, preparation
for the interview should begin long before you enter the interviewer's office.
• In an interview setting, your presentation of yourself involves both your verbal and non-verbal
behaviors. Appearance, self-expression, self-confidence, enthusiasm, company knowledge, and
your ability to relate to the interviewer all create an impression. Prior preparation provides you
with the edge to make a POSITIVE impression.

4.1.1. Preparing Before the Interview:

Besides having proper credentials in your field, preparation is the key to success in the interview. Before
interviewing for a job PREPARE thoroughly. This preparation consists of gathering as much information as
possible about yourself and about the prospective employer.
1. Analyze your strengths and weaknesses and be able to communicate these in a positive, candid
manner.
2. Evaluate any problem areas in your background and be prepared to offer a strong case for these
during the interview, if necessary.

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 3. Have clearly defined career goals and plans. Employers look for people who have done their career
planning, who know what they want and where they are going.
4. Thoroughly research the position and organization. Your research should be aimed towards
answering the following questions:
a. What are responsibilities of the position? What skills are required for the position?
b. What kind of organization is this? What product or services does it provide? Is the
organization large or small? Is it for-profit or non-profit? Is it local, national, or international?
What is the population it serves? What is its competition? How long has the organization
been in existence?
This information may be obtained from people in the field, company literature (e.g., annual reports), trade
journals, business magazines, and directories.
5. Prepare answers to possible questions from the interviewer and prepare a list of well-researched
questions for the interviewer. Practice answering interview questions with a friend or career
counselor.
6. Know the name, title, and level of responsibility of each individual with whom you are to meet. You
may ask this when scheduling the interview.
7. Know exactly how to get to the organization and be prepared to arrive early and stay late.
8. Dress to project an image of confidence and success. Do not wear clothing that is distractive. Your
total appearance should be appropriate to the job.

4.1.2. Employers are looking for applicants with:

 The ability to communicate (in writing, speaking, listening)
 Intelligence - problem-solving, follow-through
 Self-confidence
 Willingness to accept responsibility
 Initiative - someone who requires little or no supervision
 Leadership
 Energy level - evidence of A hard work@
 Imagination - finding solutions, developing new ideas
 Interpersonal skills, B positive thinking, ability to get along with others
 Self-knowledge (self-assessment)
 Ability to handle conflict B can handle pressure
 Goal achievement - earning degree
 Competitiveness
 Vocational skills - marketable
 Directed (related to self knowledge)

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4.1.3. Dress for Success
First impressions occur within the first 30 seconds!
Professional appearance counts when you are trying to make a good impression during interviews! It is
always better to be over-dressed than under-dressed in interviews. When in doubt, you will always be safe
in a professional suit!
 Dress conservatively in dark colors such as navy blue and dark gray.
 Choose natural suit fabrics that don’t wrinkle – preferably wool gabardine.
 Wear minimal jewelry - be conservative. Watches should be plain and simple.
 Prepare in advance – avoid last minute shopping in case you need time for alterations.
 Avoid sandals, spiked heels, scruffy shoes, tank tops, bare legs, white socks…
 Be clean, use deodorant but not cologne or perfume. Avoid garlic. Carry breath mints.
 Bring resumes, transcripts, lists of references, applications and any other documents related to this
job in a dark leather portfolio with paper for notes and a nice pen.

WOMEN
• Wear a navy blue or dark gray matching suit that complements your body type. Saree or Salwar will
also work
• Pantsuits are accepted for most professions but skirted suits are considered more formal.
• Skirts should be about knee length (not too short – no thigh showing when you’re sitting).
• Wear long sleeved, ironed blouse in white or neutral color.
• Sleeveless and low necklines are not professional - no armpits or cleavage please!
• Wear low heeled, closed-toe and closed-heel leather pumps and hose with skirted suits.
• Wear flat or low-heeled, closed-toe leather shoes with a pantsuit.
• Black, navy blue, brown, or dark gray polished shoes to match your suit color.
• Do not wear open toe/heel shoes, sandals, spiked heels, or bare legs with a suit.
• Wear hose neutral in color or matching the color of your suit, free of runs or snags.
• Only use light make-up. Make sure fingernails are clean - avoid bright polish.
• Have well groomed hair pulled back from your face so you won’t touch it when you talk.

MEN
• Wear dark suits in navy blue or dark gray solid color or thin pinstripes. Single-breasted jackets more
common than double-breasted. A great fit complements your body type.
• Long-sleeved, ironed white cotton shirts, with cuff extending ¼” below the jacket sleeve.
• Wear a plain white t-shirt under your dress shirt - especially if you tend to sweat.
• Conservative silk ties should complement suit and be as wide as your lapels (2¾” to 3½”).
• Bottom tip of your tie should land in the middle of your belt when you are standing.
• Black or dark brown shined leather shoes with leather belt of the same color.
• Dark socks long enough that your leg skin does not show when sitting with legs crossed.
• Well-groomed hair that is away from your face. Make sure your fingernails are clean.
• Be clean shaven, or make sure your beard and/or mustache are neatly trimmed.

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4.2. TYPES OF INTERVIEWS
Interviews take different formats depending on the organization's priorities and the interviewer's style.
Discussed below are the most common types of interviews:
1. Screening Interview
2. Selection Interview
3. Panel Interview

1. Screening Interview
• Interview may be for specific amount of time; format may be very structured.
• Usually conducted by person who is trained in interviewing techniques.
• Interviewer may use direct questioning technique, designed to obtain facts and a better
understanding of your background.
• Interviewer will assess your background based on needs/requirements of the position.
• Know something about the organization and "sell" your qualifications in a positive and effective
manner.
• Establish guidelines for post-interview procedures or "next steps" to take.
• Be prepared, professional, articulate, and confident - Do your homework before you get to the
interview.

2. Selection Interview
• Usually one-to-one with the person who will make the hiring decision.
• Format may be indirect and open-ended, focusing on broad questions such as:
• Tell me about yourself.
• Why do you want to work for Organization X?
• Where do you see yourself in five years?
• What do you feel are your strongest abilities and how do they relate to this position?
• Why do you feel you would make a good candidate for this position?
• Your ability to describe your interests in the position, your qualifications, and your relevant skills
will be evaluated.
• Your enthusiasm for the position, level of confidence, knowledge of yourself, familiarity with the
organization, and general demeanor will be assessed.
• Use the interview situation as an opportunity to sell yourself by highlighting your education,
experience, and relevant skills for the position.

3. Panel Interview
• Interview consists of more than one interviewer; interviewers are usually from several different
departments in the organization and have varying levels of responsibility.
• Questions directed to you may be rapidly paced as interviewers can prepare questions as you are
answering a question asked by someone else.
• More interviewers may be less subjective - may offer better odds at overcoming individual biases.
• Gives you an opportunity to see staff working together.

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 • Forces you to be "on your toes" as questions may be more intensive and cover a wider range of
areas.
• Maintain eye contact and involve the entire panel in your presentation.
As you can see, interviews can take a variety of formats. It is helpful to be familiar with these formats so
that you develop realistic expectations concerning your role and responsibility during the interview.

4.3 USEFUL TIPS FOR SUCCESSFUL INTERVIEW

i. Five Biggest Interviewing Mistakes
 Most candidates expect to be interrogated. Come prepared to have an exchange of ideas with the
interviewer. You need to ask questions throughout the interview in order to show initiative.
 Turning your weakness into a failure. When asked what your weakness is, avoid cliché phrases
including, “I am a perfectionist.” Highlight a skill that you want to improve and state what action
you are taking to correct it. Most often, employers don’t focus on the weakness, but how you
handle the question.
 Not preparing for the interview. It is imperative that you attend the interview having done your
research. Highlight the attributes that make you a good fit for the job.
 Leaving your cell phone on. Turn your cell phone off during the interview and do not keep it in plain
sight.
 Arriving late to the interview. An obvious faux pas. Arrive 15 minutes early to make a good
impression. Remember to consider traffic jams and bad weather!

4.3.1. PERCEIVED NEGATIVE BEHAVIORS IN EMPLOYMENT INTERVIEWS

The following are behaviors which are regarded as having negative impact on interviewers:
1. Poor personal behaviors such as poor eye contact, easily distracted and excessive nervousness.
2. Inability to express self clearly - poor voice, diction and grammar.
3. Unpreparedness concerning questions about self, the position, or the organization.
4. Lack of career planning - no purpose or goals.
5. Lack of interest or enthusiasm.
6. Lack of courtesy/tact.
7. Failure to raise questions about the job and the organization.
8. Vague response to questions.
9. Lack of sincere interest in the organization.
10. Negative responses about past employers.
11. Lack of confidence and poise.
12. Lack of knowledge concerning the organization's operation.
13. Too much emphasis on salary/fringe benefits.

4.3.2. QUESTIONS EMPLOYERS ASK APPLICANTS

1. Tell me about yourself.
2. Why do you think you are qualified for this job? (Why should I hire you?)
3. What are your major strengths/accomplishments?
4. What are your major weaknesses?

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 5. What are your major responsibilities in your current job?
6. Why do you want to leave your current job?
7. Where do you see yourself in five years?
8. What attracted you to this organization?
9. In what kind of work environment are you most comfortable?
10. Give me an example of a problem you faced at work and how you solved it.
11. How do you organize and plan for major projects?
12. Describe how you work with others.
13. Aren't you overqualified for this job?
14. What are your salary expectations for this position?

4.3.3. INTERVIEW CHECKLIST

 Make sure your appearance leaves nothing to be desired. Dress as if you already worked for your
potential employer.
 Arrive at least 15 minutes early (but no more).
 Bring two or three copies of your resume and list of references, a list of job-related questions, and,
if appropriate, samples of your work. Also bring directions, contact names and telephone numbers,
a pad of paper, and pens.
 Make allies of everyone you meet (e.g., receptionist, secretary).
 Help the interviewer feel comfortable. He/she may be more terrified of the interview than you are.
 Make a good first impression; a firm handshake, a friendly smile, and a polite greeting get things off
to a good start.
 Avoid nervous mannerisms such as fidgeting and hair-twirling.
 Know the correct spelling and pronunciation of your interviewer's name.
 Do not smoke or chew gum.
 Be enthusiastic, self-confident, and interested.
 Listen to a question before answering. Keep answers brief, thorough, and to the point.
 Never speak negatively of other employers or associates. It may come back to haunt you.
 Focus on the positive aspects of previous jobs.
 Introduce examples of your work experience, skills, and accomplishments into the conversation as
appropriate.
 Relax. Be yourself.

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 UNIT V
BUSINESS COMMUNICATION
5.1 INTRODUCTION
An organization is a collection of people working together under a division of labor and a hierarchy of
authority to achieve a common goal.
The activities of organized people don‘t just happen, but they are managed. Communication in an
organization is inevitable. Departments communicate on a periodic basis in respect to daily activities and
the organization's relationship with the external world. This is done via written and unwritten means, either
planned or impromptu. It could be hierarchical, that is, from top to bottom or vice versa. It could be formal,
informal, vertical, horizontal or diagonal.
The basic functions and roles of the management cannot be conducted without communication.
Communication plays a key role in meetings, annual general meeting ordinary meeting, urgent
meeting, etc.
The effectiveness of an organization also depends on the success of its meetings where goals to be
achieved, targets to be met and activities to be carried out are ironed out and discussed.
In conclusion, everyone in an organization needs to have good communication skill, not the boss only, but
also the subordinates. It is what all of us (workers) need to jointly strive to achieve the set goals.
Remove communication in an organization, we are going to have dead entity, good for nothing and
worth been shut down. Communication is the backbone for organization's success.

5.2 COMMUNICATION ACTIVITIES IN ORGANIZATION

A. Formal Communication
Communication that follows the official chain of command or is part of the communication required
to do one‘s job.
B. Advantages of formal communication
 Effective
 Provides close contact between members of the organization
 Control over the sub-ordinates and fixing in their responsibility.
 Flow of essential information in an orderly manner.
C. Disadvantages of formal communication
 Stiff , Slow and Rigid
 Channels of communication are not perfect.
 Organizational distance, screening at various points and narrow route are the three bottlenecks in
the flow of communication
D. Formal media
 Company‘s news bulletins
 Conferences
 Employees handbook
 Company magazines

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E. Informal Communication
 Communication that is not defined by the organization‘s hierarchy.
 Permits employees to satisfy their need for social interaction.
 Can improve an organization‘s performance by creating faster and more effective channels of
communication
 Meaning It is in the form of unofficial messages (work related or people related) that flow outside
the officially designed channels.
 Technically called as grapevine communication.
 Result of natural desire to communicate with each other freely and frequently.
F. Advantages of informal communication
 More flexible and much faster.
 Helps in achieving better human relations
 Fulfills the psychological needs of the employees
G. Disadvantages of informal communication
 Information may be distorted.
 Lacks official status and less dependable.
 Has no definite origin and direction.
 Leakage of confidential information.
H. Informal media
 Face to face discussion
 Telephone
 Email
 Voice messaging (voice mail)
 Instant messaging (chatting)
I. Grapevine networks
 Single strand: communication in sequence.
 Gossip network: communicates to all on non-selective basis.
 Probability network: Individual communicates randomly.
 Cluster network: an individual communicates to only those whom he trusts
J. Factors influencing Grapevine - Employees rely on the grapevine when:
 they feel threatened
 insecure
 under stress
 when communication from management is limited
The Grapevine
 An informal organizational communication network that is active in almost every
organization.
 Provides a channel for issues not suitable for formal communication channels.
 The impact of information passed along the grapevine can be countered by open and honest
communication with employees.

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5.3 COMMUNICATION ROUTES AND NETWORKS
A. Communication Flows
 Downward - Communications that flow from managers to employees to inform, direct, coordinate,
and evaluate employees.
 Upward - Communications that flow from employees up to managers to keep them aware of
employee needs and how things can be improved to create a climate of trust and respect.
 Lateral (Horizontal) Communication - Communication that takes place among employees on the
same level in the organization to save time and facilitate coordination.
 Diagonal Communication - Communication that cuts across both work areas and organizational
levels in the interest of efficiency and speed.
B. Types of Communication Networks

Chain
Network
 Communication flows according to the formal chain of command, both upward and downward.
Wheel Network
 All communication flows in and out through the group leader (hub) to others in the group.
All-Channel Network
 Communications flow freely among all members of the work team.

C. The 7 Cs of Communication
According to the 7 Cs, communication needs to be:
 Clear - When writing or speaking to someone, be clear about your goal or message. What is your
purpose in communicating with this person?
 Concise - When you're concise in your communication, you stick to the point and keep it brief.
 Concrete - When your message is concrete, then your audience has a clear picture of what you're
telling them.
 Correct - When your communication is correct, it fits your audience.
 Coherent - When your communication is coherent, it's logical.
 Complete - In a complete message, the audience has everything they need to be informed and, if
applicable, take action.

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  Courteous - Courteous communication is friendly, open, and honest.

D. Sending emails and letters

Opening and closing phrases
Opening Closing
 Dear Mr/ Mrs/ Ms/ Miss Sellers Yours sincerely/ Yours
 Dear Sir/ Madam Yours faithfully
 Dear Jack (With) Best wishes/ Kind regards
 Hi Jerry See you soon/ Hear from you soon
 Thanks for your email .....
 Following our phone conversation .....
Closing B. Reason for Writing
 I am writing to ... .
 Please contact me again if you need
 I am pleased to ... .
any more information.
 I am sorry to inform you ... .
 If I can be of any further assistance,
 Unfortunately ... .
please do contact me again.
 Let me know if you need anything
C. Attaching and enclosing documents
else.
 I attach ....
 I look forward to hearing from you.
 I enclose ...
 See you in Mumbai.
 Please refer enclosed …

E. Rules of writing an E-mail

1. Determine Your Desired Outcome
7. Be Personal and Personable
a) Self Fulfilling Email 8. Make it Easy to Be Found
b) Inquiries 9. Use Simple English
c) Open-Ended Dialog 10. Font Matters
d) Action Emails 11. Formatting Matters
2. Quickly Answers, ―What‘s the Point?‖ 12. Minimize Questions
13. Trimming of Words
3. State Benefits Clearly
4. Remember to KISS
5. Save the Whole Story – Stick to the Facts.
6. Avoid Excessive Compliments

5.4 MEMOS
A memo (or memorandum, meaning “reminder”) is normally used for communicating policies, procedures,
or related official business within an organization. It is often written from a one-to-all perspective (like
mass communication), broadcasting a message to an audience, rather than a one-on-one, interpersonal
communication. It may also be used to update a team on activities for a given project, or to inform a
specific group within a company of an event, action, or observance.

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Memo Purpose
A memo’s purpose is often to inform, but it occasionally includes an element of persuasion or a call to
action. They often represent the business or organization’s interests. They may also include statements
that align business and employee interest, and underscore common ground and benefit.
Memo Format
A memo has a header that clearly indicates who sent it and who the intended recipients are. Pay particular
attention to the title of the individual(s) in this section. Date and subject lines are also present, followed by
a message that contains a declaration, a discussion, and a summary.
In a standard writing format, we might expect to see an introduction, a body, and a conclusion. All these
are present in a memo, and each part has a clear purpose. The declaration in the opening uses a declarative
sentence to announce the main topic. The discussion elaborates or lists major points associated with the
topic, and the conclusion serves as a summary.
Let’s examine a sample memo.
Sample Memo

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5.4.1 Five Tips for Effective Business Memos
Audience Orientation
Always consider the audience and their needs when preparing a memo. An acronym or abbreviation that is
known to management may not be known by all the employees of the organization.
Professional, Formal Tone
Memos are often announcements, and the person sending the memo speaks for a part or all of the
organization.
Subject Emphasis
The subject is normally declared in the subject line and should be clear and concise.
Direct Format
Some written business communication allows for a choice between direct and indirect formats, but
memorandums are always direct. The purpose is clearly announced.

5.5 LETTERS
Letters are brief messages sent to recipients that are often outside the organization (Bovee, C., & Thill, J.,
2010). They are often printed on letterhead paper, and represent the business or organization in one or
two pages. Shorter messages may include e-mails or memos, either hard copy or electronic, while reports
tend to be three or more pages in length.
While e-mail and text messages may be used more frequently today, the effective business letter remains a
common form of written communication. It can serve to introduce you to a potential employer, announce a
product or service, or even serve to communicate feelings and emotions.
Letters may serve to introduce your skills and qualifications to prospective employers, deliver important or
specific information, or serve as documentation of an event or decision. Regardless of the type of letter you
need to write, it can contain up to nine elements. While you may not use all the elements in every case or
context, they are listed in the following table
5.5.1 Elements of a Business Letter
Content Guidelines
1. Salutation A common salutation may be “Dear Mr. (full name).” But if you are unsure about
titles (i.e., Mrs., Ms., Dr.), you may simply write the recipient’s name (e.g., “Dear
Cameron Rai”) followed by a colon. A comma after the salutation is correct for
personal letters, but a colon should be used in business.
The salutation “To whom it may concern” is appropriate for letters of
recommendation or other letters that are intended to be read by any and all
individuals.
Avoid the use of impersonal salutations like “Dear Prospective Customer,” as the
lack of personalization can alienate a future client.
2. Introduction This is your opening paragraph, and may include an attention statement, a reference
to the purpose of the document, or an introduction of the person or topic depending
on the type of letter.
Readers tend to pay attention to openings, and it makes sense to outline the
expectations for the reader up front.

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 3. Body Readers may skip over information in the body of your letter, so make sure you
emphasize the key points clearly. This is your core content, where you can outline
and support several key points.
Brevity is important, but so is clear support for main point(s). Specific, meaningful
information needs to be clear, concise, and accurate.
4. Conclusion The conclusion can serve to remind the reader, but should not introduce new
information. A clear summary sentence will strengthen your writing and enhance
your effectiveness.
If your letter requests or implies action, the conclusion needs to make clear what
you expect to happen.
It is usually courteous to conclude by thanking the recipient for his or her attention,
and to invite them to contact you if you can be of help or if they have questions.
5. Close “Sincerely” or “Cordially” are standard business closing statements.
Closing statements are normally placed one or two lines under the conclusion and
include a hanging comma, as in Sincerely,
6. Signature Five lines after the close, you should type your name (required) and, on the line
below it, your title (optional).
7. Just like an e-mail with an attachment, the letter sometimes has additional
Enclosures/Att documents that are delivered with it such as brochures, reports, or related business
achments documents.
8. Courtesy The abbreviation “CC” once stood for carbon copies but now refers to courtesy
Copies or “CC” copies. Just like a “CC” option in an e-mail, it indicates the relevant parties that will
also receive a copy of the document.
9. A formal business letter normally includes a logo or contact information for the
Logo/Contact organization in the header (top of page) or footer (bottom of page).
Information

5.6 REPORT
What Is a Report?
Reports are documents designed to record and convey information to the reader. Reports are part of any
business or organization; from credit reports to police reports, they serve to document specific information
for specific audiences, goals, or functions.
Reports are often analytical, or involve the rational analysis of information. Sometimes they simply “report
the facts” with no analysis at all, but still need to communicate the information in a clear and concise
format. Other reports summarize past events, present current data, and forecast future trends.
While a report may have conclusions, propositions, or even a call to action, the demonstration of the
analysis is the primary function. A sales report, for example, is not designed to make an individual sale. It is,
however, supposed to report sales to date, and may forecast future sales based on previous trends.
5.6.1 Types of Reports
Reports come in all sizes, but are typically longer than a page and somewhat shorter than a book. The type
of report depends on its function. The function of the report is its essential purpose, often indicated in the
thesis or purpose statement.
Type Function
1. Laboratory Report Communicate the procedures and results of laboratory activities

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2. Research Report Study problems scientifically by developing hypotheses, collecting data,
analyzing data, and indicating findings or conclusions
3. Field Study Report Describe one-time events, such as trips, conferences, seminars, as well as
reports from branch offices, industrial and manufacturing plants
4. Progress Report Monitor and control production, sales, shipping, service, or related business
process
5. Technical Report Communication process and product from a technical perspective
6. Financial Report Communication status and trends from a finance perspective
7. Case Study Represent, analyze, and present lessons learned from a specific case or
example
8. Needs Assess the need for a service or product
Assessment Report
9. Comparative Discuss competing products or services with an analysis of relative advantages
Advantage Report and disadvantages
10. Feasibility Study Analyze problems and predict whether current solutions or alternatives will be
practical, advisable, or produced the desired outcome(s)
11. Instruction Communicate step-by-step instructions on the use of a product or service
Manuals
12. Compliance Document and indicate the extent to which a product or service is within
Report established compliance parameters or standards
13. Cost-Benefit Communicate costs and benefits of products or services.
Analysis Report
14. Decision Report Make recommendations to management and become tools to solve problems
and make decisions
15. Benchmark Establish criteria and evaluate alternatives by measuring against the establish
Report benchmark criteria
16. Examination Report or record data obtained from an examination of an item or conditions,
Report including accidents and natural disasters
17. Physical Describe the physical characteristics of a machine, a device, or object
Description report
18. Literature Present summaries of the information available on a given subject
Review

5.6.2 How Are Reports Organized?

Reports vary by size, format, and function. You need to be flexible and adjust to the needs of the audience
while respecting customs and guidelines. Reports are typically organized around six key elements:
1. Whom the report is about and/or prepared for
2. What was done, what problems were addressed, and the results, including conclusions and/or
recommendations
3. Where the subject studied occurred
4. When the subject studied occurred
5. Why the report was written (function), including under what authority, for what reason, or by
whose request
6. How the subject operated, functioned, or was used

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5.7 SALES MESSAGE
A sales message is the central persuasive message that intrigues, informs, persuades, calls to action, and
closes the sale.
Sales messages are often discussed in terms of reason versus emotion. Buyers make purchase decisions on
emotion as well as reason, and even if they have researched all the relevant facts about competing
products, the decision may still come down to impulse, emotion, and desire.
In general, appeals to emotion pique curiosity and get our attention, but some attention to reason and
facts should also be included.

5.7.1 Format for a Common Sales Message

A sales message has the five main parts of any persuasive message.
Five Main Parts of a Persuasive Message
Attention Use humor, novelty, surprise, or the unusual to get attention.
Statement
Introduction Build interest by appealing to common needs and wants, and include a purpose
statement to set up expectations.
Body Establish credibility, discuss attractive features, and compare with competitors,
addressing concerns or potential questions before they are even considered.
Conclusion Sum it up and offer solution steps or calls to action, motivating the audience to
take the next step. The smaller the step, the more likely the audience will
comply. Set up your audience for an effective closing.
Residual Message Make the sale, make them remember you, and make sure your final words
relate to the most important information, like a contact phone number.
5.7.2 Sales Message Strategies for Success
Your product or service may sell itself, but if you require a sales message, you may want to consider these
strategies for success:
1. Start with your greatest benefit. Use it in the headline, subject line, caption, or attention
statement. Audiences tend to remember the information from the beginning and end of a message,
but have less recall about the middle points. Make your first step count by highlighting the best
feature first.
2. Take baby steps. One thing at a time. Promote, inform, and persuade on one product or service at a
time. You want to hear “yes” and make the associated sale, and if you confuse the audience with
too much information, too many options, steps to consider, or related products or service, you are
more likely to hear “no” as a defensive response as the buyer tries not to make a mistake. Avoid
confusion and keep it simple.
3. Know your audience. The more background research you can do on your buyer, the better you can
anticipate their specific wants and needs and individualize your sales message to meet them.
4. Lead with emotion, follow with reason. Gain the audience’s attention with drama, humor, or
novelty and follow with specific facts that establish your credibility, provide more information about
the product or service, and lead to your call to action to make the sale.

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 ABOUT MR. SACHIN JOSHI
Mr. Sachin Joshi has completed his Master’s Degree in Chemistry from Swami
Ramanand Teerth Marathwada University, Nanded in May 2000.
He has total 17 years of experience including 10 years of experience in training and
related activities and has a proven and successful track record in the fields of CRM,
Admin, Education, hardcore sales, banking, training and consultancy.
He had the experience of working with top brands like Raptakos,Brett & Company, Joshi’s Kohinoor
technical Institute, BOBCARDS Ltd, ICICI Bank Ltd at leadership positions.
He is appointed as an external consultant for training content and curriculum development by Bajaj Auto
Ltd, Indo German Tool Room, MCED, MITCON and the Malkapur Urban Co-op Bank Ltd, Aurangabad.
He is empaneled trainer / mentor for organizations like World Bank group and BYSTand empaneled faculty
with Symbiosis Institute of Skill Development (SISD) Pune.
He is also offering consultancy and training services to his clients in Pune.
As a freelance trainer, he has trained over 10,000 participants on behavioural skills and various
management areas.
AWARDS AND ACHIEVEMENTS
 "Kokan Ratna"award by Kokan Mitra Mandal
 “Vidyateerth” (Best student of University) award
 Received personalized appreciation by the MD & CEO of ICICI Bank Ltd- Ms. Chanda Kochhar for the
services rendered
Area of Expertise - Customer Service, Sales and Marketing, Communication Skills, Interpersonal
relationship, Content Development (technical / management subjects) and Translation Services (Marathi to
Hindi / English and Vice versa)
CLIENTS AND ASSOCIATIONS
Sector Name
 Automobiles - M/s Maruti Suzuki Pagariya Auto, Aurangabad
 Bank – Cosmos Co-op Bank Ltd, The Malkapur urban Co-op bank Ltd
 CSR - Lupin CSR, TCS CSR
 Education - Indo German Tool Room, Firefly books (Chetana Publication)
 Engineering – Forbes & Company
 Govt Organizations – Maharashtra Police- Walunj and Walunj MIDC,
RAMETI and ATMA (Dept. of Agri, Govt of Maharashtra)
 FMCG - Vikram Tea Company
 Manufacturing – Goodyear South Asia Tyres, USL – UB Group
 Media - Radio Mirchi, Lingual Consultancy Services Pvt Ltd
& Entertainment
 Pharma – Ajanta Pharma – Aurangabad (All 4 Plants), Mylan Labs
 Recruitment – Loyal Info Services, Aurangabad
 Software – Expert Global Solutions, Aurangabad
 Training Institutes – CMIA, MCED, MITCON, Wagons Learning Pvt Ltd, Pune
 Tourism – MTDC
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