Nefas Silk Polytechnic College

Level IV

Unit of Competence: Utilize Specialize Communication

Skills

Module Title: Utilizing Specialize Communication

Skills

Code: ICT HNS4 07 2013

SYMBOLS
These symbols are located at the left margin of the module. These illustrate the actions that
should be taken or resource to be used at a particular stage in the module.

LO Learning Self-Check
Outcome

Answer Key
Resources

Reading Assessment
Activity

Remember/Tips
Use Computer

Practice Task Safety

 UTILIZE SPECIAL COMMUNICATION SKILLS

Module Description
MODULE DESCRIPTION: The module aims to provide the learners with the knowledge, skills and
right attitude to perform human resource management. It includes using specialized communication skills
to meet specific needs of internal and external clients, conduct interviews, facilitate group discussions,
and contribute to the development of communication strategies.
LO
Learning Outcomes
Upon completion of the unit, the trainee will be able to have the knowledge of:
 Meet common and specific communication needs of clients and colleagues

 Contribute to the development of communication strategies

 Represent the organization

 Facilitate group discussion

Conduct interview Module Content

1. Communication needs of clients and colleagues
1.1 What is communication?
1.2 Types of communication
1.2.1 personal and business
1.2.2 internal and external
1.2.3 upward and downward
1.2.4 formal and informal
1.2.5 lateral
1.2.6 interactive
mass communication
1.3 process of communication
1.4 objectives of communication
1.4 barrier of communication
2. Development of communication
2.1 strategies of communication
2.2 channel of communication
2.2.1 oral
2.2.2 non-verbal
2.2.3 visual
2.2.4 written
3 Represent the organization
3.1 Oral presentation
3.2 Written communication
3.2.1 Report
3.2.2 memo
4 Group interaction
4.1 effective group interaction
4.2 meeting
4.2.1 objectives
4.2.2 agenda
4.2.3 timing and venue
4.2.4 punctuality
4.2.5 time management
4.2.6 checklist for meeting
4.3 Role of chair person
5 Conduct interview
5.1 What is an interview?
5.2 Purpose of interview
5.3 Types of interview
5.3.1 employment interview
5.3.2 appraisal interview
5.3.3 exit interview
5.3.4 correction interview
5.3.5 counseling interview
5.3.6 orientation interview
5.4 Conducting an interview
5.4.1 welcoming the candidate
5.4.2 content of the interview
5.4.3 parting of the interview
6. Records of interview

References

 Banti and yigeremew (2008) Business Communication

 R.K Madhukar (2001) Business communication and customer relation

 Bernardin, H (2003) Human Resource management

 Casio, Wayne F (2006) Manage human Resource

 Singh,N(2004) Human Resource Management

 Federal civil servant Proclamation no. 515/2007- Labor law Ethiopia

 The Ethiopian Labor Law proclamation no. 377/2003- civil servant regulation
 Information Sheet 1
Communication needs of clients and colleagues

1.1. What is communication?

Communication can be defined as:

 Communication is a process in which two or more persons consciously or unconsciously

attempt to influence each other through the use of symbols or spoken words.
 Communication is the exchange of thoughts, messages, or information, as by speech,
signals, writing, or behavior.
Derived from the Latin word "communis", meaning to share.
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; thus
communication can occur across vast distances in time and
space.

Communication requires that the communicating parties share an area of communicative

commonality. The communication process is complete once the receiver has understood the
message of the sender. Feedback is critical to effective communication between participants.

 The transmission of information and understanding through the use of common symbols
is termed as communication.
 Communication is the exchange of information between people; it occurs when one
person understands the meaning of a message sent by another person, and responds to it.
 Employee communication processes and systems provide for ‘two-way
communication’. In one direction they enable organizations to inform employees about
matters that will interest them. In the other, they provide for upward communication by
giving employees a voice.
 Communication is the exchange of ideas, opinions and information through written or
spoken words, symbols or actions.

1.2. Types of communication

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 A. Personal and Business Communication

Business Communication is any communication used to promote a product, service, or

organization – with the objective of making sale.In business communication, message is
conveyed through various channels of communication including internet, print (publications),
radio, television, outdoor, and word of mouth.
There are several methods of business communication, including:

 Web-based communication - for better and improved communication, anytime

anywhere
 Video conferencing which allow people in different locations to hold interactive
meetings;
 E-mails, which provide an instantaneous medium of written communication worldwide;
 Reports - important in documenting the activities of any department;
 Presentations - very popular method of communication in all types of organizations,
usually involving audiovisual material, like copies of reports, or material prepared in
Microsoft PowerPoint or Adobe Flash;
 Telephoned meetings, which allow for long distance speech;
 Forum boards, which allow people to instantly post information at a centralized
location; and
 Face-to-face meetings, which are personal and should be succeeded by a written follow-
up.

Types of business communication

The following are the different types of business communication.
i. Verbal communication:

Verbal communication is a type of communication that involves use of words for communicating.

ii. Non-verbal communication:

Non-verbal communication is a mode of communication which only majorly uses body language
and various other physical gestures as a means for communicating.

iii. Written communication:

Written communication is a type that only includes written forms for communicating .

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 iv. Employment communication:

Employment communication is a mode of communication that is particularly used for accepting

the applicants for a job.

v. Electronic communication:

Electronic communication is the modern way of communication that includes electronics and
latest technology for communicating such as teleconferencing e-mail, etc.

vi. Team B Communication:

Team B Communication is a form of communication that exists in the cyber classroom where
solid teamwork and collaboration results in excellent grades in academia.

There are also two types of business communication in an organization:

1. Internal Communication
2. External Communication
1. Internal Communication
Communication within an organization is called “Internal Communication”.It includes all
communication within an organization. It may be informal or a formal function or department
providing communication in various forms to employees.
Effective internal communication is a vital mean of addressing organizational concerns.
Good communication may help to increase job satisfaction, safety, productivity, and
profits and decrease grievances and turnover.
Under Internal Business Communication types there come;

a) Upward Communication
b) Downward Communication
c) Horizontal/Literal communication
a) Upward Communication

Upward communication is the flow of information from subordinates to superiors, or from

employees to management. Without upward communication, management works in a vacuum,
not knowing if messages have been received properly, or if other problems exist in the
organization.
Upward Communication is a mean for staff to:

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  Exchange information  Achieve job satisfaction
 Offer ideas  Provide feedback
 Express enthusiasm

b) Downward Communication

It is information flowing from the top of the organizational management hierarchy and telling
people in the organization what is important (mission) and what is valued (policies).

e.g.: Instructions on how to do a task.

Downward communication comes after upward communications have been successfully

established. This type of communication is needed in an organization to:

 Transmit vital information  Provide motivation

 Give instructions  Boost morale
 Encourage 2-way discussion  Increase efficiency
 Announce decisions  Obtain feedback
 Seek cooperation

Both Downward & Upward Communications are collectively called “Vertical

Communication”.

c) Horizontal/Literal communication

Horizontal communication normally involves coordinating information, and allows people with
the same or similar rank in an organization to cooperate or collaborate. Communication among
employees at the same level is crucial for the accomplishment of work.Horizontal
Communication is essential for:

 Solving problems  Building goodwill

 Accomplishing tasks  Boosting efficiency
 Improving teamwork

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2. External Communication
Communication with people outside the company is called “external communication”.
Supervisors communicate with sources outside the organization, such as vendors and customers.

It leads to better;

 Sales volume  Operational efficiency

 Public credibility  Company profits

It should improve

 Overall performancee  Corporate image

 Public goodwill

Ultimately, it helps to achieve

 Organizational goals
 Customer satisfaction

Mass communication

Mass communication is the term used to describe the academic study of the various means by
which individuals and entities relay information through mass media to large segments of the
population at the same time. It is usually understood to relate to newspaper and magazine
publishing, radio, television and film, as these are used both for disseminating news and for
advertising.

The simplest definition of mass communication is “public

communication transmitted electronically or mechanically.” In this
way messages are transmitted or sent to large, perhaps millions or
billions of people spread across the world.

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 Mass communicationrefers to an academic study of how messages are
relayed to large groups of people instantaneously.

1.3. Communication Process

let’s now take a closer look at the elements in the communication process. By analyzingthe parts
of the process, we are better able to understand the whole.The communication process is a
simple model that demonstrates all the factors that can affect communication. Communication
is effective if themessage that is received is the same one that is sent.

To understand how to communication, it is necessary to define each individual element of

communication first:

 Source: the source of communication is the initiator, or origin, that puts the
communication into action. It is an individual or group that has a specific reason to begin
the communication process. That is, there is a message that they wish another to receive.
 Encoder: Once the purpose of the source has been decided, there must be a specified
format for the message to take. This is what the communication encoder does; it takes the
concept that the source wants sent out, and puts it into a suitable format for later
interpretation.
 Message: The information, idea, or concept that is being communicated from one end to
the other is the message. Most of the time, in human communication, the message
contains a distinct meaning.
 Channel: It is essential for meaningful communication that a suitable means to transmit
the message be selected. The channel is the route that the message travels on, be it verbal,
written, electronic, or otherwise.
 Noise: It is inevitable that noise may come into play during the communication process.
Noise could be considered an interference or distortion that changes the initial message;
anything that can misconstrue the message may be noise. Noise can be physical, as in an
actual sound that muffles the message as it is being said, or it can be semantic, like if the
vocabulary used within the message is beyond the knowledge spectrum of its recipient. In
order for communication to be effective, noise must be reduced.
 Decoder: Before the message reaches the intended recipient, it must be decoded, or
interpreted, from its original form into one that the receiver understands. This is

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 essentially the same interaction as that of source and encoder, only in a reversed
sequence.
 Receiver: In order for communication to be executed, there must be a second party at the
end of the channel the source has used. The receiver takes in the message that the source
has sent out.
 Feedback: For meaningful communication to come to fruition, it is vital that the receiver
provides feedback to the source. Feedback relates to the source whether their message has
been received, and most importantly, if it has been interpreted accurately. Without
feedback, the source would never know if the communication was successful.

Fig. the communication process

First the sender gets an idea (ideation) what to communicate. The source then can encode the message
and sends the message. This message is sent through a channel (media). It is then received by the
receiver who decodes the message and sends a feedback to the receiver of having received the
messenger. Through the feedback the sender knows that the message has been received. It is important
that the message be received and conveys the meaning it is intended for.

1.4. Objectives of communication

Here are discussed some of the objectives of communication:

i. Information Sharing
The main purpose of communication is to transmit information form a source to target individuals
or groups. Various types of information’s are transmitted in the organization-policies and rules
and changes and development in the organization etc.
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 ii. Feedback
There is a need to give good feedback to the employees on their achievements, to the departments
on their performance and to the higher management of the fulfillment of goals and difficulties
encountered.
iii. Control
The management information system is well known as a control mechanism. Information is
transmitted to ensure that the plans are being carried out according to the original design.
Communication helps in ensuring such control, a monitoring mechanism.
iv. Influence
Information is power and one purpose of communication is to influence people. The manager
communicates to create a good climate, right attitude and congenial working relationship.
v. Problem Solving
In many cases, communication aims at solving problems. Communication between management
and the union on some issues (negotiation) is aimed at finding a solution. Many group meetings
are held to discuss alternative solutions for a problem and to evolve a solution.
vi. Decision Making
For arriving at a decision several kinds of communication are needed, e.g., exchange of
information, views available, alternatives, favorable points to each alternative, Communication
helps a great deal in decision making.
vii. Facilitating Change
The effectiveness of a change introduced in an organization depends to a large extent on the
clarity and spontaneity of the communication. Communication between the consultants and the
managers between the managers and the employees and amongst the employees help in knowing
the difficulties in the planned change and in taking corrective action.
viii. Group Building
Communication helps to build linkages of the organization with the outside world. The
organization can use its environment to increase its effectiveness. It can also influence the
environment itself the government, client system, the resource system etc. Communication plays
a critical role in this respect.
1.5. Barrier of communication

Have you ever been talking to someone and they misunderstand whatyou were saying? Why do
you think that happens? At any point in the communicationprocess a barrier can occur. Barriers

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keep us from understandingother’s ideas and thoughts. Barriers can appear at any point of the
communicationloop.

There are two types of barriers—internal and external.

 Examples of internal barriers are

- fatigue, - mistrust,
- poor listening skills, - past experiences,
- attitude toward the sender or the - negative attitude,
information, - problems at home,
- lack of interest in the message, - lack of common experiences, and
- fear, emotions.

 Examples of external barriers include

- noise, - time of day,

- distractions, - sender used too many technical
- e-mail not working, words for the audience, and
- bad phone connections, environment.

Barriers keep the message from getting through. When communicating, watch out for barriers.
Monitor the actions of the receiver. Watch her or his body language; check to make sure the
message the receiver receivedis the one sent—ask questions and listen.

Information Sheet 2
Development of Communication

2.1. Communication Strategies

Communication does not "just happen." Effective communication requires effective strategy - a
coherent plan of action.Communication strategies, systems, and practices do play a central role
in high-performance. Information, understanding, and knowledge are the lifeblood of the
organizational body. A thoughtful and comprehensive communication strategy is a vital

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component to any successful change and improvement. The education and communication
strategy sets the tone and direction of improvement efforts.

Communication strategies influence the energy levels for change and improvement. Strong
communications keep everyone focused on goals and priorities while providing feedback on
progress and the course corrections needed. Effective communication strategies, systems, and
practices have a huge and direct effect on organization learning and innovation.

Effective communication strategies, systems, and practices:

 Deliver clear and consistent messages to all parts of the organization

 Are simple, direct, and fast with a minimal number of filters and interpreters
 Inspire and energize
 Are user-friendly, human, and personal
 Move information, experiences, learning, ideas, direction, and feedback equally well in
all directions — up, down, and across the organization
 Provide multiple channels
 Are only possible in an atmosphere of trust and openness
2.2. Channel of Communication

In an organization, information flows forward, backwards and sideways. This information flow
is referred to as communication. Communication channels refer to the way this information
flows within the organization and with other organizations.

Choosing an appropriate communication channel is vital for effective communication as each

communication channel has different strengths and weaknesses.

For example, broadcasting news of an upcoming event via a written letter might convey the
message clearly to one or two individuals but will not be a time or cost effective way to broadcast
the message to a large number of people. On the other hand, conveying complex, technical
information is better done via a printed document than via a spoken message since the receiver is
able to assimilate the information at their own pace and revisit items that they do not fully
understand.

Communication Channels is the term given to the way in which we communicate. There are
multiple communication channels available to us today, for example face-to-face conversations,

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telephone calls, text messages, email, the Internet (including social media such as Facebook
and Twitter), radio and TV, written letters, brochures and reports to name just a few.

a. Verbal /Oral/ Communication

Verbal communications in business take place over the phone or in person. The medium of the
message is oral.Oral communication implies communication through mouth. It includes
individuals conversing with each other, be it direct conversation or telephonic conversation.
Speeches, presentations, discussions are all forms of oral communication.

Oral communication is generally recommended when the communication matter is of temporary

kind or where a direct interaction is required. Face to face communication (meetings, lectures,
conferences, interviews, etc.) is significant so as to build a rapport and trust.

Advantages of Oral Communication

 There is high level of understanding and transparency in oral communication as it is

interpersonal.
 There is no element of rigidity in oral communication. There is flexibility for allowing
changes in the decisions previously taken.
 The feedback is spontaneous in case of oral communication. Thus, decisions can be
made quickly without any delay.
 Oral communication is not only time saving, but it also saves upon money and efforts.

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  Oral communication is best in case of problem resolution. The conflicts, disputes and
many issues/differences can be put to an end by talking them over.
 Oral communication is an essential for teamwork and group energy.
 Oral communication promotes a receptive and encouraging morale among
organizational employees.
 Oral communication can be best used to transfer private and confidential
information/matter.
b. Non-Verbal Communication

Nonverbal communication is behavior, other than spoken or written communication, that creates
or represents meaning. In other words, it includes facial expressions, body movements, and
gestures. Nonverbal communication is talking without speaking a word. It is very effective,
maybe even more so than speech. Remember the saying, “Actions speak louder than words.”

There are two main types of nonverbal communication.

i. Body language
Body language is body movements that depend on a person’s attitude or feelings. Body
language includes the way people walk, how they stand, and their facial features. In other
words, any kind of meaning that is shown by a person's body attitude or movements.
ii. Gestures
Gestures are communications like facial expressions, hand signals, eye gazing, and body
postures. Examples include smiles, handshakes, waving, and raising certain fingers to say
something.

c. Visual communication

Visual communication as the name suggests is communication through visual aid and is
described as the conveyance of ideas and information in forms that can be read or looked
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upon.Visual communication in part or whole relies on visionand is primarily presented or
expressed with two dimensional images, it includes: signs, typography, drawing, graphic design,
illustration, color and electronic resources. It also explores the idea that a visual
messageaccompanying text has a greater power to inform, educate, or persuade a person or
audience.

During presentations, business managers that properly use visual aids to communicate
information will have greater success in maintaining the attention of their staff, and staff
is more likely to remember the information.

d. Written Communication

Written communication involves any type of interaction that makes use of the written
word.Written communication has great significance in today’s business world. It is an innovative
activity of the mind. Effective written communication is essential for preparing worthy
promotional materials for business development. Speech came before writing. But writing is
more unique and formal than speech.

Effective writing involves careful choice of words, their organization in correct order in
sentences formation as well as cohesive composition of sentences. Also, writing is more valid
and reliable than speech. But while speech is spontaneous, writing causes delay and takes time as
feedback is not immediate.

Advantages of Written Communication

 Written communication helps in laying down apparent principles, policies and rules
for running of an organization.
 It is a permanent means of communication. Thus, it is useful where record
maintenance is required.
 It assists in proper delegation of responsibilities. While in case of oral communication,
it is impossible to fix and delegate responsibilities on the grounds of speech as it can
be taken back by the speaker or he may refuse to acknowledge.
 Written communication is more precise and explicit.
 Effective written communication develops and enhances an organization’s image.
 It provides ready records and references.
 Legal defenses can depend upon written communication as it provides valid records.
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Disadvantages of Written Communication

 Written communication does not save upon the costs. It costs huge in terms of
stationery and the manpower employed in writing/typing and delivering letters.
 Written communication is time-consuming as the feedback is not immediate. The
encoding and sending of message takes time.
 Effective written communication requires great skills and competencies in language
and vocabulary use. Poor writing skills and quality have a negative impact on
organization’s reputation.
 Too much paper work and e-mails burden is involved.

Information Sheet 2
Represent The Organization

3.1. Oral Presentation

Presentations are brief discussions of a focused topic delivered to a group of listeners in order to
impart knowledge or to stimulate discussion. They are similar to short papers with an
introduction, main body and conclusion. The ability to give brief presentations is a learned skill
and one that is called on frequently in the workplace.

An oral presentation involves explaining something to an audience, usually in a

classroom, but sometimes in a work setting.

An oral presentation is similar to giving a speech, but the idea that it is a presentation invokes
images of visual aids and teaching tools rather than just a single person talking behind a podium,
as with a speech.An individual can give an oral presentation alone or as part of a group. An oral
presentation might come with the added component of using some type of technology, such as a
slide show, video clip or audio portion. In this case, it might be called a multimedia

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presentation. Most oral presentations require the presenter to use a combination of spoken
words and visual aids in order to present an idea or an explanation to a group of people.

Parts of an oral presentation

An oral presentation consists of three main parts: the introduction, body, and conclusion.

a. The Introduction

An introduction is a must. It "sets the scene" and engages the audience by motivating them to
listen by relating the topic to their interests. The simplest introduction—merely letting the
audience know who you are and what your presentation is going to be about—is inadequate for
most audiences, topics, and assignments.

The purpose of an introduction is to quickly build rapport with your audience and gain their
attention. You want the audience to be able to easily follow your thought process as you lead
them into the body of the presentation.

b. The Body

The main part of the presentation is the body. The body must expound, explain, support, and
defend the topic revealed in the introduction. All main points must be covered. Use examples
and illustrations for statements that are difficult for the audience to understand. Graphic
illustrations and other visual aids not only help to clarify your message, but also add color and
credibility.

c. The Conclusion

The presentation should conclude with a well-planned ending. A clear summary of your purpose
and main points will insure that the audience gets the big picture. It should answer the question,
"So what?” telling the audience what was important about the information you conveyed.

If your presentation includes a recommendation, particularly one requiring action on the

part of the audience, state it clearly as part of your ending. Plan the precise words you
will use in your recommendation. Let your audience know exactly what you want them to
do.

3.2. Written communication

Memo and Reports

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 i. Memo

A memo (memorandum) is a short note designating something to be remembered, especially

something to be done or acted upon in the future; reminder.

A memorandum (abbrev. memo) was from the Latin verbal phrase memorandum, meaning “to
mention, call to mind, recount, relate.”

Usually you write memos to inform readers of specific information. You might also write a
memo to persuade others to take action, give feedback on an issue, or react to a situation.
However, most memos communicate basic information, such as meeting times or due dates.

Memo Report

A memo report, as the name implies, is a report written in memo format. Memo reports are
commonly used to reply to a request for information. In contrast with a regular memo, memo
reports are usually longer and may contain headings, citations, and references. See the example
memo report below.

SAMPLE MEMORANDUM FORMAT

Date:
Subject: (or Re:)
To:
From:
Introduction (or Background)
Two or three sentences that orient your reader about why your are writing to him or her.

Key Points
This section may also be labeled "Recommendations", "Highlights", "Summary", "Conclusions",
or something else with a similar summative tone. This is where you place your key points for
that busy executive that only has three minutes on the subway.

Analysis
Data, Method, Assumptions: Before you engage in any analysis you need to tell your reader
some things:
Data: What data will you be using? How and where did you obtain it?
Method: What methods will you be using to analyze your data?
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 Assumptions: Are there some key assumptions that you will be making during your analysis?

ii. Report

A report is a textual work (usually of writing, speech, television, or film) made with the specific
intention of relaying information or recounting certain events in a widely presentable form.

Report is a self-explanatory statement of facts relating to a specific subject and serves

the purpose of providing information for decision making and follow up actions. It is a
systematic presentation of ascertained facts about a specific event / subject.

Written reports are documents which present focused, salient content to a specific audience.
Reports are often used to display the result of an experiment, investigation, or inquiry. The
audience may be public or private, an individual or the public in general. Reports are used in
government, business, education, science, and other fields.

Types of reports

There are different types of reports which were classified based on their purpose. Some of them
are discussed below:

 Periodic Operating Reports: is used to monitor and control production, sales, shipping,
service, etc.
 Situational Report: is used to describe one-time events, such as trips, conferences, and
seminars.
 Feasibility report: is used to analyze problems and predict whether alternatives will be
practical or advisable.
 Informational report: is used to inform or instruct or present information for the
audiences. Reader sees the details of events, activities or conditions.No analysis of the
situation, no conclusion, no recommendations.
 Analytical report: is a report written to solve problems. Under this type of report
information is analyzed, conclusions are drawn and recommendations are made.
 Persuasive report: is an extension of analytical reports: main focus is to sell an idea, a
service, or product.
 Sales Report: is a report describing how many goods or services were sold, and the
reasons for any differences from the plan.

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  Progress Report: is a report describing how close you are to completing something you
planned.
 Accident Report: is a report describing how someone was hurt or something was
damaged.


Information Sheet 4
Group Interaction

3.1. Effective Group Interaction

Group interaction means collaborating effectively with others. Groups are often able to achieve
more than individuals in time, expertise, and learning. Effective group interaction means that
employee /group members/ should be able to create shared understanding and expectations.

Effective group interaction is when a group creates understanding and expectations,

negotiate agreement, cooperate and conflict. In an effective group interaction, the team is
able to make decisions and track their progress collaboratively and also they are able to
choose roles and tasks which will benefit them.

3.2. Meeting

A meeting is the coming together of three or more people who share common aims and
objectives, and who through the use of verbal and written communication contribute to the
objectives being achieved.

Purpose of Meetings

Meetings are an important organizational tool as they can be used to:

 Pool and develop ideas

 Plan
 Solve problems
 Make decisions
 Create understanding

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  Encourage enthusiasm and initiative
 Provide a sense of direction
 Create a common purpose

While meetings may differ in size, content and approach, effective meetings all have the
following three elements in common:

1. A distinctive purpose or aim

2. Use of effective communication
3. A controlled situation

Types of Meetings

There are many different types of meetings; here we focus on those used to:

i. Inform
ii. Consult
iii. Solve problems
iv. Make decisions

Informing Meetings

These are the most straightforward meetings where one member, usually the chairperson, has
factual information or a decision which affects all those present, which he/she wishes to
communicate. Such meetings tend to be formal as their aims are to give the members a real
understanding and to discuss any implications or how to put such information to best use.

Consulting Meetings

These are meetings used to discuss a specific policy or innovation and can be used to get
participants' views of such a policy or idea. An example could be:

 Review a current policy

 State its deficiencies
 Suggest change
 Stress the advantages of such change
 Admit any weaknesses
 Invite comments

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Problem Solving Meetings

These meetings are dependent upon the chairperson describing the problem as clearly as
possible. Members should be selected according to their experience, expertise or interest and
then given as much information as possible to enable them to generate ideas, offer advice and
reach conclusions. (See also Problem Solving)

Decision Making Meetings

These types of meetings tend to follow an established method of procedure:

 Description of the problem

 Analysis of the problem
 Draw out ideas
 Decide which is best
 Reach conclusions
3.2.1. Agenda

An agenda is a list of meeting activities in the order in which they are to be taken up, by
beginning with the call to order and ending with adjournment. It usually includes one or more
specific items of business to be discussed. It may, but is not required to, include specific times
for one or more activities. An agenda may also be called a docket. (www. Wikipedia.com)

A meeting agenda is the list of items that participants hope to accomplish at a meeting. The
agenda should be distributed to participants several days in advance of a meeting, minimally 24
hours, so that participants have the opportunity to prepare for the meeting.

3.2.2. Minutes

Minutes, also known as protocols or, informally, notes, are the instant written record of a
meeting or hearing. They typically describe the events of the meeting, starting with a list of
attendees, a statement of the issues considered by the participants, and related responses or
decisions for the issues.

Minutes are taken as a way of keeping a record of a business' or group's meeting. Minutes
are usually recorded by one nominated person, although this can change from meeting to
meeting. Meeting minutes are a useful reminder of agreements and decisions that are
made.

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Before each meeting an agenda should be drawn up, detailing the matters to be discussed at the
meeting. A set of minutes should normally include the following information:

 time, date and place of meeting;

 list of people attending;
 list of absent members of the group;
 approval of the previous meeting's minutes, and any matters arising from those minutes;
 for each item in the agenda, a record of the principal points discussed and decisions
taken;
 time, date and place of next meeting;
 name of person taking the minutes.
3.3. Role of chair person

Most meetings require a chairperson in order to control and direct the proceedings. They carry
the authority to keep order and maintain progress in line with the agenda. The role of the chair is
similar to that of an umpire or referee, aware of the rules of conduct and capable of enforcing
these when necessary. However, the chair is also an important member of the group and may be
required to vote on the major issues and may even have to exercise a casting vote.

A good Chair helps the meeting to run smoothly and efficiently.They will make sure that:

 all the business is discussed

 everyone’s views are heard
 clear decisions are reached
 the meeting starts and finishes on time.

A good chair will also:

- always be thinking about the meeting overall, not just the topic under discussion. This
can make it more difficult for you to participate in the discussions.
- always aim to draw a balance between hearing everyone’s views and getting through the
business.
- never use their position as chair as an opportunity to put forward their views to the
exclusion of others, or to dominate the meeting.

Information Sheet 5

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 Conducting Interview

Interview

An interview is a conversation between two people (the interviewer and the interviewee) where
questions are asked by the interviewer to obtain information from the interviewee.

There are many different types of interviews. Some of them are discussed below:

1. Traditional Face-to-Face Interview

 It is a kiond of interviews which is face-to-face. The most traditional is a one-on-one
conversation.
 Your focus should be on the person asking questions. Maintain eye contact, listen and
respond once a question has been asked.
 Your goal is to establish rapport with the interviewer and show them that your
qualifications will benefit their organization.
2. Panel/Committee Interview

In this type of interview, there is more than one interviewer. Typically, three to ten members of a
panel mayconduct this part of the selection process. This is your chance to put your group
management andgroup presentation skills on display.

3. Case Interview

In this kind of interviews you may be asked to demonstrate your problem-solving skills. The
interviewer willoutline a situation or provide you with a case study and ask you to formulate a
plan that deals withthe problem.

4. Telephone Interview

Many organizations will conduct interviews by telephone to narrow a field of candidates.

Telephoneinterviews may also be used as a preliminary interview for candidates who live far
away from the jobsite.

 It is important to treat this interview as you would a face-to-face connection. Arrange for
a quiet space and time to schedule the conversation. Clear a work surface to minimize
distractions.

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Types of Interview Questions

Your ability to ask the right questions will determine the success or failure of the visit. It is very
easy to get the wrong impression or information if the questioning is inexpert.When developing
interview questions, consider what types of question would best give you the information you are
seeking. Listed below are different types of interview questions:

a. Open questions

It is generally best to start with open questions. These often start with such words as “What?”,
“Where?”, “How?”…

Examples of open-ended questions:

- How did you find your induction programme?

- Which areas of your work would you say require more attention?
- How do you feel about the data you have collected?
b. Probing questions

You will then need to follow these up with some kind of probing questions. Here you are after
specific information that will be needed to ensure your report is accurate.

Examples of clarifying probing questions:

- What do you mean?

- Why do you think that was so?
- I’m not quite sure I understand what you are saying. Will you please explain that
to me again?
- Can you give me more details on what you think were the reasons?
c. Reflective questions

You will also need to use reflective questions from time to time. This involves simply repeating
back to someone what he or she has said and is another technique for obtaining accurate
information.

Examples of reflective questions:

- “You said collecting the data was difficult…?”

- “You said you weren’t sure that what you were doing was correct…?”

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 - “You said you had no problems with this…?”
d. Closed questions

There will also be times when you need to use closed questions. Closed questions generally
expect a yes/no answer and are needed when you need to check out something specific.

Examples of closed questions are:

- “Have all your staff had an appraisal in the last year?”

- “Has a survey of average consultation time been carried out?”

Note that

 Open questions encourage more talking.

 Closed questions will reduce lengthy replies.

Interview can also be classified based on the interviews serving diverse purposes. Here are
presents some of them:

i. Informational Interview

The objective of this interview is to ask for advice and learn more about a particular career field,
employer or particular job. The knowledge that you gain here will make you a sharper and more
informed.

ii. Individual Interview

This is the most common type and often called a “personal interview.” It is typically a one-on-
one exchange at the organizations offices. In order to best prepare you will want to know the
length of the interview which can usually range from 30 to 90 minutes. If the interview is 30
minutes you have to be concise and have a high impact with your answers. If it is 60 or 90
minutes you will want to go into much more depth and use specific examples to support your
generalizations.

iii. Small Group or Committee Interview

This is where you will be meeting with several decision-makers at once. This can be an
intimidating experience if you are not prepared. It’s an efficient way to interview candidates and
allows for different interpretations or perceptions of the same answer. Be sure to make eye

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contact with everyone, no matter who asked the question. It’s important to establish rapport with
each member of the interview team. Try to find out the names and job titles of the participants.

iv. The Second or On-Site Interview

After your first interview, you may be asked back again for a “second date.” They like you
enough that you made the first round of cuts, but they would like to know more about you before
making their final decision. You may be meeting with three to five individuals. This may include
a representative from Human Resources, the department head, the office staff and the department
head’s supervisor. Be alert and enthusiastic at all times!

v. Behavioral-Based Interview

This type of interview is designed to demonstrate your competence in core behaviors such as
teamwork, problem-solving, communication, creativity, flexibility and organizational skills.
You will want to tell your story and structure it by stating your answers in terms of the situation,
the task, what action you took, and what was the result or outcome.

vi. Task Oriented or Testing Interview

This is a problem-solving interview where you will be given some exercises to demonstrate your
creative and analytical abilities. A company may ask you to take a short test to evaluate your
technical knowledge and skills. Sometimes a presentation to a group is necessary to determine
your communication skills. Try to relax as much as possible.

vii. Stress Interview

During this rare type, the interviewer tries to bait you, to see how you will respond. The
objective is to find your weaknesses and test how you hold up to pressure. Such tactics as weird
silences, constant interruptions and challenging interrogation with antagonistic questions are
designed to push your boundaries. The question you have to ask yourself is: Do I want to work
for a company that treats me this way even before the offer is made? Rethink the corporate
culture.

In an organization context there are also other types of intervies. Some of them are discussed below:

1. Employment Interview/Job Interview

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A job interview is a process in which a potential employee is evaluated by an employer for
prospective employment in their company, organization, or firm. During this process, the
employer hopes to determine whether or not the applicant is suitable for the role.

2. Appraisal interview
A performance appraisal interview is the first stage of the performance appraisal process and
involves the employee and his or her manager sitting face to face to discuss threadbare all
aspects of the employee’s performance and thrash out any differences in perception or
evaluation. The performance appraisal interview provides the employee with a chance to defend
himself or herself against poor evaluation by the manager and also gives the manager a chance to
explain what he or she thinks about the employee’s performance.

3. Exit interview
An exit interview is typically a meeting between at least one representative from a company's
human resources (HR) department and a departing employee. (The departing employee usually
has voluntarily resigned vs. getting laid off or fired.) The HR rep might ask the employee
questions while taking notes, ask the employee to complete a questionnaire, or both.

Human resources departments conduct exit interviews (also called exit surveys) to gather
data for improving working conditions and retaining employees.

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