GMS: 1035 General Communication Skills

1. Writing Memos, Circulars and Notices: (Mrs Mulunda-26 to 30 April, 2021)

i. What is a Memo?
A memorandum is a written message that may be used in a business office. The plural
form of the Latin noun memorandum so derived is properly memoranda, but if the word
is deemed to have become a word of the English language, the plural memorandums,
abbreviated to memos, may be used.

ii. Principles of précis writing- Approaches to memo writing;

When composing a memo, always take the four-step approach to writing: plan what
you want to say, write a draft, revise the draft, and edit. There are four types
of memos you might have to write, each with its own organizational format:
information, problem-solving, persuasion, and internal memo proposal.

iii. Characteristics of a memo;

Memos are characterized by being brief, direct, and easy to navigate. They are less formal
than letters but should maintain a professional, succinct style. Often, the purpose of a
business memo is twofold: to identify a problem and propose a solution. Other
times, memos may provide or request factual information.

Key features of a memo:

 No address
 No salutation
 Short
 Impersonal
 Objective
 Professional tone
 Courteous
 Simple language
 Clarity

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  Conciseness

Types of Memos

a. Information/ announcement memo: it provides information about

something for example transfer, policy
b. Instruction/ directive memo: it gives guidelines to the receiver about
something.
c. Request memo: the objective of these types of memos is to gain a favourably
response to a request. To ask for information or action.
d. Response memo: this memo is a reply to something.
e. Confirmation memo: these memos are used to confirm in writing something
that has been agreed verbally.
f. Suggestive memo: these types of memos are usually circulated to find
efficient solutions to problems.
g. Transmittal memo: it acts as a cover letter.

iv. Guidelines for writing memos;

v. Language and writing style of a memo- Format of a Memo;
A memo is a written business communication that conveys basic information. Using a
simple, straightforward format makes that easy. You should always check whether your
workplace has a standard form for memorandums. If not, follow the steps below for a
universally acceptable memo format.
 Title: The word "Memorandum" should be in a significantly larger font, bolded and
either centered or placed in the top left-hand corner.
 Recipient: Begin this heading with "TO:" and write down your recipient(s).
 Source: Immediately after the recipient, write "FROM:" along with your name and
position.
 Subject: Write a short summary of the memo's purpose (no more than about four
words).
 Date: Include the date of when the memo is sent.

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  Keeping to strict styles like this improves clarity and avoids the danger of poor
grammar or unclear communication.

Tips for Writing a Memo

 Check for stylistic requirements with your job. Does the company have a standard
form when it comes to writing memos? If so, is it downloadable?
 Make sure that the body of the text is clear, concise and grammatically correct.
 Keep things simple. Avoid long sentences and wordy phrasing.
 Do not use a salutation. You should simply go right into the subject of the memo.
 Use bulleted lists and headings to convey your message.
 Conclude the memo with any closing statements that may inspire the recipient to take
action.
 Mention any and all attachments at the end of the memo by using the single word
"Attachment."
 Once you've completed a draft, share it with a colleague. An extra pair of eyes always
helps to catch errors and improve readability.
 Writing Your Memo
 Open with an introductory paragraph in which you introduce the purpose of the
memo. You can start your memo with a sentence as simple as "the purpose of this
memo is to…" Once you state the purpose, you can move forward to the next section.

 The next section of your memo would be to describe the issue surrounding your
memo. Next you will want to discuss what you have done to better research the issue
surrounding your memo. Include as much basic information as possible. Additionally,
if confirmation is needed from the recipient, you will need to make sure that you
stipulate that clearly.
 You need not try to squeeze a lot of information into the memo because it is not
necessarily a project proposal. The whole purpose of a memo is to make the recipient
aware of an issue. If you keep it simple, it will be an easy task.
vi. Circulars- Guidelines for writing a circular;

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  A circular letter is a written document that is addressed for circulation to a
group of people. It is usually formal and official. It may be for a closed group
or general distribution.
 A circular letter should be long enough to give the reader all the pertinent
information you want them to know. However, it also needs to be short enough
so that the reader doesn't get bored reading it. If the letter is longer than a page,
it needs to be shortened. Look for repetition in your writing and edit that out.
vii. Languages and writing style of a circular- Format of a circular;

viii. Notices- Purpose- Format- Important points to remember while writing a notice.

Purpose: A notice is a written or verbal statement that gives information, instruction or warning
to people.

Format of a notice:

 Name of the organisation issuing the notice

 Title of notice
 Catchy heading to introduce the Subject

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  Date of notice
 Body of notice
 Writers sign, name in capital, designation

2. Meetings: (Mrs Mulunda- 3 to 14 May, 2021)

A meeting is an assembly of two or more people by chance or arrangement.

a. Types of Meetings;

i. Formal Meetings: is a pre-planned gathering of two or more people who have

assembled for the purpose of achieving a common goal through verbal
interaction. These meetings are held at a specific time, at a defined place and
according to an agreed agenda.

ii. Annual General Meeting (AGM): is a yearly gathering between

the shareholders of a company and its board of directors. Generally, this is the
only time that the directors and shareholders will meet throughout the year, so it
is a chance for the directors to present the company's annual report.
iii. Statutory Meetings: is the first meeting of the shareholders of a public limited
company which is held only once in the life-time of the company. The meeting is
held to provide an opportunity to the members for discussing all matters relating
to the formation of the company.

iv. Board Meetings: is a formal meeting of the board of directors of an

organization and any invited guests, held at definite intervals and as needed to
review performance, consider policy issues, address major problems and perform
the legal business of the board.

v. Informal Meetings: is a meeting which is far less heavily planned and regulated
than a formal business meeting, and lacks many of the defining features of a
formal business meeting, such as minutes, a chairperson and a set agenda.

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b. Importance of Business Meetings;
By holding meetings, a business can make it efficient as it is most important assets.
With meeting, you are raising employees' ability to be productive and make good use of
time and resources. And, this is a very critical part for a company's long term success, and
maximization of profits.

c. Different Types of Business Meetings;

i. Status Update meetings- to give everyone at the meeting important information. It
spells out the concrete goals of a meeting.

ii. Decision making meetings- here options are presented and decisions are made.
iii. Planning meeting: they bring team members together around a step-by-step plan
designed to achieve a specific goal.
iv. Collaboration meeting: the purpose of collaborative meetings is to create
something.

v. Presentations or training: include sales demos, team training, onboard training,

workshops and general informational sessions.

vi. Problem solving meetings: to respond to specific problems as a matter of urgency.

vii. Brainstorming: people come together to bounce ideas around and bring them out
into the open, so that the best ideas can rise to the surface and eventually come to
fruition.

viii. Team-Building meetings: these meetings happen onsite and offsite, in small
groups, or as an all- hands occasion. You might do some structured activities to
build up trust and communication among the team. Or you might have a holiday
party or team or team happy hour, where team members can mingle and maybe
even introduce each other to friends and spouses.

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 ix. Feedback or debrief meetings: these involve talking about past events.

d. Conducting Meetings; selecting participants-developing, agendas-opening meetings;

establishing ground rules for meetings-time management-evaluations of meeting process;
evaluating the overall meeting-closing meetings.
1. Develop an Agenda
What do you want to do?
How the pieces of the meeting should be sequenced most effectively and efficiently.
Who should attend? Which parts of the meeting? Why is each person necessary?

2. Decide whether to prepare for meeting alone or involve team

 Go solo or as a team
 Advantage of solo preparation is that it is easier

Advantages of team or group preparation

 Take advantage of the creativity and critical thinking of employees.

 You can encourage your employees to take greater ownership of meetings.
 You can encourage your employees to take greater ownership of meetings.
 You can help delegate some of the preparation

Choose people to help you plan the meeting.

 By their strengths: organisational, interpersonal, analytical, creative, logical.

 By their social positions within your unit to represent task areas or functions.
 By their social connection with other employees in your unit perhaps in others.
 If anyone other than yourself (manager) will facilitate the meeting involve them in
planning.
3. Determine your purpose
 What do you want the meeting to do?
 Why are you meeting?
 Set your goals

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Is a meeting the best way?

Assess whether the issue at hand can be discussed publicly.

Two Basic Kinds of Meeting

i. Participatory meeting: which need input from group members.

ii. None- participatory meeting: which are mostly one way communication, informational
and motivational.
4. Decide your Methods

For each purpose and goals that you set you should choose an appropriate method of accomplishing
the goal. Use conversations.

Types of conversations

i. Conversation for Possibility- Open methods: to maximise creativity and generate ideas.
ii. Conversation for Opportunity- Narrow method: to narrow down a field of options,
through discussing, sharing information analysing, taking positions.
iii. Conversation for Action- Closed method: to make a decision and commit to taking action

5. Making Decisions

Four basic ways to make decisions

i. Managerial- decisions should be a preserve of management

ii. Vote by majority or plurality- just count votes
iii. Consensus- a result that all participants can support
iv. Delegation selected members of the group make the decision

6. Identify Venue

Choose an appropriate venue for the meeting

7. Finalise and distribute the agenda.

The agenda should contain the following information:

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Date and time, place, purpose, start time, items for each item, purpose, goals

Methods (activities) – for each activity person responsible, time allotted, start time, duration, stop
time.

Evaluation: start time, duration, stop time, list of participant

Closing Meetings

At the end of the meeting, ask everyone to draw one thing learned during the course of
the meeting. Ask participants to interpret each other's presentations. Make sure to allocate time
for a robust closing activity. Gauge the energy level of the participants and match that to
the closing activity.

Wrapping Up

There are different reasons why a meeting comes to an end. Time may run out, or all of the items
in the agenda may be checked off. Some meetings will end earlier than expected and others will
run late. The odd time, a meeting may be cut short due to an unexpected problem or circumstance.
Here are a variety of ways to adjourn a meeting:

 It looks like we've run out of time, so I guess we'll finish here.

 I think we've covered everything on the list.

 I guess that will be all for today.

 Well, look at that...we've finished ahead of schedule for once.

 If no one has anything else to add, then I think we'll wrap this up.

 I'm afraid we're going to have to cut this meeting short. I've just been informed of a problem
that needs my immediate attention.

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Reminders

There is almost always one last thing to say, even after the closing remarks. A chairperson might
close the meeting and then make a last-minute reminder. Instructions for tidying up the room may
also be mentioned.

 Oh, before you leave, please make sure to sign the attendance sheet.

 I almost forgot to mention that we're planning a staff banquet next month.

 Don't forget to put your ballot in the box on your way out.

 If I didn't already say this, please remember to introduce yourself to the new trainees.

 Could I have your attention again? I neglected to mention that anyone who wants to take
home some of this leftover food is welcome to.

 If you could all return your chair to Room 7 that would be appreciated.

 Please take all of your papers with you and throw out any garbage on your way out.

Any other business: gratitude and commendations (thankyous and congratulations)

The end of the meeting is also the time to thank anyone who has not been thanked at the beginning
of the meeting, or anyone who deserves a second thank you. Congratulations or Good-luck can
also be offered here to someone who has experienced something new, such as receiving a
promotion, getting married, or having a baby. Call for any other business, ask participants to make
contributions.

 Before I let you go let's all give a big thank you (everyone claps) to Lumba for his
promotion from lecturer III to II.

 Again, I want to thank you all for taking time out of your busy schedules to be here today.

 Most of you probably already know this, but Luundu’s wife just gave birth to a baby boy.

 As you leave today, don't forget to wish Luse luck on the weekend. The next time you see
her she will be happily married.

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Follow Up

In the closing remarks, the chairperson, or participants may want to discuss the date and time for
the next meeting, when the minutes will be available, or when a decision should be made by. This
is also the time to give contact information, such as how to send a question by e-mail or who to
call regarding a certain issue.

 We'll meet again on the first of next month.

 Next time we meet I'll be sure to have those contacts for you.

 If anyone has any questions about anything we discussed today, feel free to send me an e-
mail.

 The minutes from today's meeting will be posted as of tomorrow afternoon.

 I'll send out a group e-mail with the voting results.

e. Common mistakes made regarding meetings

General Mistakes
i. Undefined agenda: not setting a clear purpose or Agenda
ii. Lack of coordination: not assigning a meeting facilitator
iii. Protracted meeting: dragging the meeting out unnecessarily.

Specific Mistakes

i. Too Many Meetings: One of the biggest complaints of professionals is too many
meetings on the calendar and not enough time to get important work done. Often people
will disengage from meetings when there are too many, making it nearly impossible to
have a productive and effective team meeting.
 Audit your meeting schedule and determine if the amount and frequency of meetings are
really necessary. Some meetings can be shortened in time or moved to take place every
other week. Furthermore, many meetings can be eliminated with frequent communication
between team members.

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ii. No Direction or Meeting Agenda: Meetings that don't have clear agenda items are a waste
of time. The team leader who schedules the meeting should send a clear agenda to all
meeting participants in advance. Team members who are responsible for bringing reports
or information to the meeting should be told in advance so everyone is prepared.

iii. Arriving Late and Finishing Late: Everyone has experienced that feeling of annoyance
when someone arrives to a meeting late. You've either been waiting for them before starting
or now have to get them up to speed on action items.
 When you show up late to a meeting the message you send your team members is
that your time is more valuable than theirs. Be courteous to other team members
and arrive on time.
 An equally bothersome meeting problem is when there are two minutes left in the
scheduled meeting time and there are still more action items to cover. Rather than
extending the time and keeping the meeting going, team leaders should document
the items to cover and schedule a follow-up call for a good meeting time that is
convenient for everyone.

iv. Destruction using cell phones: The invention of smartphones has severely decreased the
average human's attention span. Text messages, emails and an array of notifications beg
for our attention.
Leave your cell phone in a different room or turn it face down so you don't get distracted.
It's also a good idea to not allow computer use during meeting times so everyone can stay
engaged and make the most of the meeting.

v. No Ground Rules: Every team member should have a clear understanding of meeting
ground rules. Examples of meeting rules could be:
 Attendance. If a person can't make it to a meeting they should know who they
should report it to and how far in advance is acceptable.
 Handling interruptions. Interruptions get meetings off track and everyone should
be on the same page about what to do if a phone call or personal issue happens
during a meeting.

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  Starting and ending on time.
 Allowing or not allowing cell phone and computer usage during the meeting.
 Put your ground rules in writing. You can even list them on the wall in the meeting
room. Also, make sure they’re a part of your orientation for new hires.

vi. Lack of Participation: It's important for meeting leaders to structure meetings in a way
that engages each team member. If one or two decision-making people are the only ones
talking during a meeting, it's difficult for the rest of the group to pay attention or feel that
their contribution matters.
Try making each different team member responsible for an agenda item. If their name is
listed next to an item, they will be prepared, participate and pay better attention. You can
also assign someone to take minutes or notes so they have to stay alert.

vii. Getting Off Topic: It's common for team meetings to stray from their original objectives.
It's particularly common when several team members are talking via phone or video
conferencing in a remote work environment. In order to run the most productive meetings,
team leaders need to be comfortable steering the group back on track.
Try saying, ‘That’s a great idea. Let’s talk after the meeting is over and put something on
the calendar to explore that further’, or ‘I like where you’re going with that. Let’s be sure
to dedicate some time to that idea later this week.'

viii. Standing Meetings: Many teams have weekly meetings that don't have an agenda, but
they meet weekly to check in out of habit even if there is nothing in particular to discuss.
Meetings that don't have a clear objective or information to share are a huge productivity
killer. If you don't need to have a standing meeting, remove it from the calendar for that
week and give your co-workers the time back to focus on getting work done.

ix. No Follow-Up Items: Make sure every meeting participant has a key takeaway from the
meeting and knows what they are responsible for. Send a follow-up message after the
meeting with a brief recap of the meeting.

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Include action items that resulted from the meeting and list who is responsible for what, by
when. Each team member needs to know what they will be held accountable for.

Cycle of a bad meeting- managers do more themselves and expect less from participants,
participants care less about preparing and contributing and participants do less.

Improving Team Meetings

 Many companies use technology and team chat apps to help them have the most
effective meetings and share new ideas whether they have remote meetings, in-
person meetings or both with the right tools and processes, teams can create,
communicate about and track progress towards goals and objectives in real-time
without the need for long, unproductive meetings.

 Use technology that helps your team members collaborate efficiently in real-time,
foster a transparent work environment and hold people accountable towards their
goals. When do you have meetings, stick to your ground rules and focus on making
every interaction productive.

 Avoid unnecessary meetings

 Write an agenda

 Start and stop on time

 Cover important items first

 Summarise each conclusion

 Assign specific responsibilities to participants

 Keep notes and circulate minutes

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