CHAPTER SIX

MEDIA OF COMMUNICATION

1. Speech
What is a good speech? A good speech moves an audience where a speaker wants it to go. There are many
kinds of speeches and many speakers, some articulate and some barely able to deliver coherent sentences.
Both can deliver a good speech, as long as they focus on its purpose and strive to achieve the purpose in the
minds and hearts of an audience. So, the purpose of speech includes: to inform, to entertain, to inspire, to
persuade etc

Types of Speeches
A. Narrative Speeches

A narrative speech is a speech telling a story. While stories can be told in many different ways, they usually
consist of five parts:

Opener: A short statement announcing the story

Orientation: Introduction of time, place, and characters

Complicating Events: The events of the story

Coda: A connection between the past and the present

Resolution: How the story ends

B. Demonstration Speeches

Demonstration speeches show how something works (e.g., a camera) or how something is done. Audiovisual
aids are therefore essential. Sometimes, demonstrations show something that takes place on the floor.

C. Informative Speeches

Informative speeches aim to educate the audience. Speakers basically act as teachers and provide new
knowledge and ideas.

D. Commemorative Speech

It is usually made to remember people or events. They honor past accomplishments which may have rescued
from great scarifies in their time and money. they great at dedications, anniversaries, retirements, funerals,
etc.
 E. Persuasive Speeches

The goal of a persuasive speech is to convince the audience.

F. Speaking on Special Occasions

i. Award Presentations

Describe the nature of the award and its significance.

Explain what the recipient did to qualify.

Name the recipient and offer your congratulations.

ii. Acceptance Speeches

Thank the people who honored you.

Give credit to people who helped you.

Mention what the award means to you.

iii. Announcements

Draw the audience’s attention to the event.

Provide information about the who, what, when, and where of the event as well as the cost.

Describe the benefits of attending the event.

Modes of delivering Speech

 Reading speech (manuscripts)- delivering the speech thoroughly reading from a written materials. It is not that
much attractive, boring.eg. Governmental reports presented by reading
 Memorizing speech- Preparing before and speak everything orally. It can be forgotten and not recommended in
business organizations.
 Extemporaneous speech- requires much time and effort to prepare and deliver. It requires proper planning. It is
delivered by both reading and oral speaking. It aids for structure ideas flow. It is recommended by business and
others. Eg Lecturers, Professors, etc
 Impromptu Speech - think on your foot speech. It requires little preparation and organization and usually
involves speaking from existing knowledge, expectance feelings, opinions etc. Not recommended in business,
and results in fear.
Parts of Speech
Speech could have the following parts:

A. Introduction – it is usually designed to get the audience attention. By using various methods like –use a
question, telling funny story, using quotation, rhetorical (brain storm) questions, preview the topic etc.
B. Body- it is the main (core part of the speech). Convey something about your ultimate purpose.

In general we may organize the body of the speech in the following ways:

Chronological for stories Cause -effect

Order of importance Problem -solutions

and etc.

C. Conclusion- ending up/wrapping up of the speech. Summarizes the speech. It is usually expected to be short.

Characteristics of a Good Speaker

Good speeches, in other words, are efficient communications. They achieve an end with a minimum of wasted
energy. Few speeches should be entertaining for the sole purpose of amusing an audience. Some are long
because an audience needs to be brought step-by-step to the point of persuasion. Some are short because an
audience is persuaded but needs motivation. Some are emotional like memorials, to raise the identification of
an audience with a person or event.

 Confident and Funny

 Organized and Responsible- No speaker should come to an event without being prepared
 Preparation
 Sincerity- do not pretend more than you are
 Daring stage presentation- speak with pause

Guidelines for effective Speaking

 Preparing Your Presentation
 Considering Your Audience
 Determining Your Purpose
 Choosing a Topic and Determining Your Purpose
 Selecting Support Material
 Organizing Your Speech
 Language Use/speak clearly
  Modes of Delivery
 Ethics and Plagiarism
 Appearance and Body Language
 Vocal Behavior
 Watch and listen for feedback
2. Telephone versus Face to face Communication
Telephone is a very popular form of oral communication. It is widely used for internal and external business
communications. In a face-to-face survey, an interviewer is physically present to ask the survey questions and to assist
the respondent in answering them. This survey delivery mode can offer many advantages over mail and telephone
surveys in terms of the complexity and quality of the data collected. However, because these advantages come with
significantly increased logistical costs as well as additional potential sources of response bias, face-to-face surveys are
typically conducted only when there are compelling reasons to opt out of other survey delivery modes.

The telephone sits unobtrusively on your desk but it can dominate you unless you tame it! To use your
telephone effectively, you need to manage its use. Outward calls should be scheduled to suit your timetable
and that of your respondent. Inward calls should be filtered, if possible, so that you are not interrupted in the
middle of other work. Once you are using the telephone you need to develop some procedures that ensure
you get the most out of each call and that you do not waste time.

Scheduling outward calls

At the beginning of each day:

 make a list of the calls you have to make

 put them in order of priority (essential, desirable, those that can be rescheduled if necessary)
 Allocate times for each call trying, if possible, to bunch them and to bear in mind when each call is
likely to be suitable for your respondent.

For inward calls, decide when you are able to take calls without having the flow of your other work
interrupted. Then, either tell your switchboard or secretary that you are not available for calls outside that slot
unless they are absolutely urgent, or, you may have a list of people from whom you are willing to accept calls.
If you do not have a switchboard or a secretary, then put a suitable message on your answer phone or any
other answering service you use.
By scheduling your calls in this way, you will be able to give your full attention to them.

Appropriate greetings and endings

appropriate greetings and endings to calls help build a good rapport and avoid misunderstandings and wasting
time.

The three elements of an appropriate greeting are:

 identifying your company
giving your name and job title/department
Asking how you can help the caller.

When you close the call you should:

make sure that the caller has no more queries

thank the caller
Let the caller put down the receiver first so they don't feel you have cut them off.

Gatheringinformation
A telephone call is a purposeful activity. Your caller will have some objective in mind and you will need to elicit
this objective as quickly and as clearly as possible. In a simple information-seeking call, all you need to do is
ask for the caller's name, address, telephone and fax numbers. However, in more complex situations, you
need to develop your questioning techniques so that you obtain the salient facts. Let's assume your caller has
a complaint about a product your company has sold them. You need to:

 ascertain the nature of the problem

 verify that the product is one of yours and that warranty cover still applies
 Discover how the caller has been using the product and what steps they have taken to rectify the
problem.

Listening skills
another skill in receiving telephone calls is the ability to listen properly. Passive listening is simply allowing the
caller to talk and not taking any action to ensure we have the right message. By actively listening we mean first
indicating to the caller that we are listening by interrupting in an encouraging manner—interruptions could be
'yes', 'I see', 'Okay', ‘right,’ ‘I know what you mean’, or they could be prompts to encourage the caller to say
more: 'is that true?', 'are you sure?', etc. And secondly we mean asking questions or using prompts to ensure
that the caller gives precise information so that the message we receive is accurate. This can be done by the
use of what- questions:

 What color?/how many?/when will you arrive?/where shall we meet?

 And by techniques such as echoing and reformulating.

Dealing with difficult callers

sometimes a caller is very difficult, especially if complaining. First remember that this caller is a client, or
potential client, so your handling of the call could result either in more business for your company or in the
caller going to a competitor. Whatever the nature of the problem, don't try to fob the caller off by disclaiming
personal responsibility or by trying to pass the buck

What you should do is:

  listen without interrupting
 gather the facts and make a note of them
 take their details so you can get back to them
 sympathize with them and offer to act as fast as you can
 apologize if you have made the mistake
 Stay calm even thought the caller is angry and possibly abusive.

Things to avoid when on the phone

It's easy to fall into the trap of believing that because your caller can't see you, they won't be affected by what
you are doing and what's going on around you. Remember not to:

 let it ring more than four times

 eat and drink while talking on the phone
 be too familiar
 talk to someone else in your office
 have too much background noise
 speak too quietly or too loudly
 Speak too quickly.

Face-to-Face Surveys
A face-to-face survey is a telephone survey without the telephone. The interviewer physically travels to the respondent’s
location to conduct a personal interview. Unlike the free-wheeling type of interview one sees on 60 Minutes, where the
interviewer adapts the questions on the fly based on previous responses (or lack thereof), face-to-face surveys follow a
standardized script without deviation, just like a mail or telephone survey. From the respondent’s point of view, the
process could not be easier: the interviewer arrives at a convenient, pre-arranged time, reads the survey for you, and
deals with any questions or problems that arise, records your answers, and is shown the door. No one calls you during
supper and there are no envelopes to lick. This ease of response in fact makes face-to-face surveys ideally suited for
populations that have difficulty answering mail or telephone surveys due to poor reading or writing skills, disability, or
infirmity.

Compared with mail and telephone surveys, face-to-surveys offer significant advantages in terms of the amount and
complexity of the data that can be collected.

3. Active Listening
Listening is one of the most important skills managers should have. It enables them to gain and understand
information, ideas, and suggestions of others during oral communication.

Causes of poor listening

 Thinking the subject is uninteresting
  Getting overly emotional
 Listening only for facts (causes the listener to miss the main idea)
 Pretending to listen
 Creating distractions
 Interrupting the speaker

Effects of poor listening

 Misuse of time
 Reduced productivity
 Chaos and conflict
 Lack of harmony among various working groups

Guidelines for effective listening

 Focus your attention while listening
 Set appropriate listening goal
 Listen to understand ideas
 Listen to retain information
 Listen to evaluate and analyze the content
 Listening emphatically or actively

Improving our listening skills

 Become a whole body listener
 Listen now report later
 Control your emotional hot buttons
 Paying attention

4. Interview
WHAT IS AN INTERVIEW?

An interview is a conversation between an employer and a candidate for both parties to learn more about
each other for the purpose of filling a position within a company or organization. You and the interviewer each
have a need: you want a job and the interviewer wants to find the right person to fill the job.
If you receive an interview, chances are you have already been “pre-screened” and meet all or most of the
requirements the employer is looking for in a candidate. Typically this pre-screening has been done through
an application process and/or resumes review.

The interview is an opportunity for further screening. Through an interview both parties start to form
impressions of whether a “fit” exists between your qualifications/personality and the organization/position.

The term interview refers to all types of planned, face-to-face encounters in which at least one of the
participants has a specific objective in mind. Interviewing includes gathering or giving information.

Types of interviews
The following are some common types of interviews that may show the characteristics of other forms of
interviews.

A. Employment interview – Employment interview is a face-to-face interview that encounters between

prospective employee and prospective employer. This interview helps managers to select the best
personnel and enables the employee to select the right job in the right organization.
B. Employee appraisal interview – In employee appraisal interview, both the employer and the
employees are expected to evaluate the employee’s performance and set future goals. This helps to
recognize and reward employee contributions and motivate employees.
 -Selection and placement interview
 -Decision making interview
C. Grievance interview– Grievance interview is a type of one-to-one encounters involving conflict and its
resolution. For example, employer-employee disputes over working hours.

This interview is unique in that emotions often run at a much higher level than in most other types of
interviews. The interviewer in the grievance interview must be both a good listener and a problem solver.

D. Exit interview – An interviewer conducts exit interview to find out why an employee is leaving a job
and to obtain the employee’s assessment of the job and organization. An exit interview can be
conducted by auditors, evaluators and supervisors. This helps the interviewer to identify an
organization's potential problems and take corrective actions. The exit interview is also helpful to
create goodwill for the organization because the employee explains reasons for leaving.
E. Disciplinary interview – Disciplinary interview is conducted to understand employee problems when
they violate rules and regulations or when they engage in an act of misconduct and identify their
causes, explain disciplinary action and try to improve employee’s attitudes.
F. Persuasive interview – This interview is conducted to influence a person. Many employee customer
situations are persuasive (example sales) interviews. It influences the choices the customer makes, but
not through coercion or trickery. A successful persuasive interviewer must appeal to the values and
needs of the interviewee very much like persuasive speaker.
 G. Traditional Face-to-Face Interview- Most interviews are 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.

H. Panel/Committee Interview- In this situation, there is more than one interviewer. Typically, three to
ten members of a panel may conduct this part of the selection process. This is your chance to put your
group management and group presentation skills on display.
I. One-on-One Interview

An interview with a candidate being questioned by only one person

J. On-Site Interview

An interview conducted at the location of the specific company/organization. If the company location is not in
the local area, and travel is involved, an on-site interview can be a second-round interview.

K. Off-Site Interview

An interview that occurs outside of an organization. An example of this is an interview at a career fair or a
career services centre.

General Interview Guidelines

Prepare carefully for the interview (no interruptions during the interview, schedule adequate time,
study the job description, prepare written interview questions in advance)
Provide the applicant with a current work plan and organizational chart (the copy of the work plan
must not contain any personal information for a current or previous employee)
Review with the applicant the job duties, hours, shift, deadlines, any planned program/organizational
changes.
Provide the applicant with information about the organization.
Ask the applicant only job-related questions.
Ask the same questions of each applicant so that each interviewed applicant receives equal treatment.
Ask questions that require the applicant to describe his or her knowledge, experience, and training as
related to the job opening (avoid questions that produce "yes" or "no" answers).
Let the applicant do most of the talking.
Check for inconsistencies in interview answers and application information.
Document the applicant's answers during or immediately after the interview.
 Allow time during the interview for applicants to ask questions about the job, the work unit and the
organization.
Confirm names, addresses and phone numbers with the applicant for obtaining reference information.

Evaluate the applicant immediately after (not during) an interview and evaluate based on objective, job-
related reasons.

5. Meetings
Meetings take place when individuals get together with the idea of talking about or sharing their knowledge,
ideas, views, and experiences. Many managers put “meeting” at the top of their lists of the greatest time-
wasters ever. Practically however managers spend not less than 70% of their time in meeting and these
increases through the hierarchy.

Meetings are powerful communication tools in managerial performance. They are, however, costly
communication tools. They must thus stem from clear goals. Running an effective meeting is more than
sending out a notice that your team is to meet at a particular time and place. Effective meetings need
structure and order. Without these elements they can go on forever and not accomplish a thing.

With a solid objective in mind, a tight agenda, and a commitment to involving the meeting participants in the
planning, preparation, and execution of the meeting, you are well on your way to chairing great meetings.

Objective of Meeting
Think about the purpose of the meeting and write it down. Also list some objectives you would like to
accomplish in the meeting.

Meetings can have the following goals or objectives

obtaining information
giving information
Solving problems etc.

Preparation for a meeting

In planning to conduct meetings, we can follow the following steps.

i) Define objectives

Regularly held meetings include management’s annual and semiannual planning meetings, weekly
departmental meetings, project staff meetings and meetings between supervisors and subordinates. But,
whether two or two hundred people are present, business meetings invariably have one of three kinds of
objective information exchange, problem solving or some combination of the two. When you decide a
meeting or are asked to chair one, your first thought should concern not what you want to happen at the
meeting but what you want to happen after it is over. Once you have determined the desired outcome for the
meeting, you will be able to select the participants, build the agenda, and establish the time.

In ensuring clear definition of meeting objectives, the following questions are vital

Have I clearly defined the purpose or purposes of the meeting?

What are the outcomes that should emerge from this meeting?

ii) Selecting the participants

You should invite people who either can contribute to a meeting or have a stake in its outcome. If the purpose
of the meeting is to share information, do your own part in collecting needed data and see that all those
attending know what specific contributions are expected of them. When you select participants, you should
not think solely about their potential contributions but also about their concerns and attitudes. If this is a
problem-solving session and the problem is sensitive or controversial, try to limit the participants to a
manageable number. However, be sure to include those who can make an important contribution and those
who are key decision-makers.

There are some principles to follow when determining who should attend a meeting. As a rule, invite the
following people or groups:

People or departments who are expected to carry out a decision to be reached at the meeting.
People who possess unique information that they can contribute to the meeting.
People whose approval may be needed at the meeting.
People who have official responsibility for the matter under discussion.
People who have personal contribution to make from a strategic standpoint

(That is, whose support you want or whose opposition you want to avoid politically).

iii) Announcing Meeting

The written announcement should contain the following information

Why the meeting is held; members should know that the purpose of the meeting is and what their role is to
be.

When the meeting starts and ends. Most announcements indicate the starting time; too few say how long the
meeting is expected to last.

Where the meeting is to be held: If attendees are likely to be unfamiliar with the location, a map or some
description of how to find it should be included.

Who is going to attend: The complete list of attendees should be provided for everyone to see.

What is going to be considered in the meeting: An agenda or outline of the meeting’s proceeding should be
included.

The written announcement of the meeting should contain the following information: Why the meeting is being
held. Members should know what the purpose of the meeting is, and what their role is to be.

iv). Preparing an Agenda

The purpose of an agenda is to ensure that the meeting is focused on the appropriate issues or topics, that
they are sensibly ordered, and that an appropriate amount of time is allotted to them. It is the responsibility of
the chairperson to prepare the agenda because a well-planned agenda can guarantee a better outcome and
make a job much easier. But if it is important to him/her first learn what is on people’s minds, he/she should
initially send out a brief memo stating the purpose of the meeting and asking participants to suggest their own
agenda items.

In building an agenda, first, the chairperson has to list the matters to be discussed and try to sequence the
items so that they follow one another logically. Before any issue is to be debated, he/she has to be sure that
necessary information exchange can take place. He/she should take sufficient time to gather the data
himself/herself or to call on appropriate person to do so. In determining the time required for each item in the
agenda it is necessary to take adequate time. A type written copy of the agenda has to be distributed to each
participant a day or two in advance.

Agenda
A written agenda consists of a list of issues to be dealt or discussed at a particular meeting. It helps
participants of a meeting to know the subject of discussion and keep them on track once the meeting begins.
Usually it is the responsibility with the chairperson to prepare the agenda in consultation of the secretary.
Announcement is made to participants early enough to give them adequate time to prepare their thoughts on
the matter.

The announcement consists of the following items:

  Name of the organization/group and the date of announcement.
 The day, date, time and place of meeting.
 Roll call (participants)
 The topic program of business to be transacted,
 Approval of agenda.
 Approval of minutes from previous meeting.
 Chairperson’s report.
 Subcommittee reports.
 Unfinished business/topic.
 New business /topic.
 Announcements.
 Adjournment.
 Responsibility of participants.
 Back ground papers or information, if any.
 Signature of a secretary.

iv) Fixing the Place and Time

The time and place of a meeting can affect the success of the meeting. Use neutral conference room and avoid
the number of interruptions such as the telephone calls. Consider the seating arrangement such as, rows of
chairs, conference tables, etc, room temperature, lighting, ventilation, and refreshments. As far as the choice
of the right time is concerned, it depends on the common sense of the chairperson. Usually morning meetings
are productive.

Moreover the following questions may be helpful in planning meetings

 How much time will the meeting probably take?

 What information, if any, do members need before the meeting?
 What follow-up, if any, do members need before the meeting?
 What agenda will the meeting follow?
 What physical arrangements need to be made for the meeting?

The facility in which the meeting is to be held should also be given careful consideration as a part of the
planning process. This may include equipment and several aspects of the environment, temperature and
ventilation.

v) Conducting and chairing the Meeting

When a meeting is conducted, as a participant, arrive on time and be well prepared. Be attentive and give
others their due. Don’t be calm or a shrinking violet. If you have something relevant and worthwhile to say,
say it. Don’t interrupt other speakers discourteously, but if you need to be assertive to get past someone’s
blocking action, do so with calm authority. When you are asked direct questions, give direct answers. During
the meeting, the job of the chairperson is to control the discussion without dominating it. Since the group is in
his/her charge, he/she will need to assist the weak, draw out the silent, and actively encourage the exchange
of ideas. To do so, he/she has to be a good observant and a good listener and steer a careful path. When all
viewpoints on a controversial issue have been heard, the chairperson has to call for a consensus and
summarize the accomplishments of the meeting at its close.

The Role of the Chairperson

The Chair is the principle person on the Management Committee and in the organization, and their
responsibilities include:

Regular attendance at Management Committee meetings

Planning and preparation, with the Secretary (of the Management Committee)
Conducting meetings efficiently, and controlling discussion without monopolizing it
making sure that everyone has the chance to air his or her views
making sure the purpose of the meeting is clear, and that it is achieved
making sure the meeting keeps to time
making sure the meeting is properly recorded by the Secretary
Line managing the Director/Coordinator/Chief Executive of the organization, including holding regular
supervision sessions
Being a point of contact between the Management Committee and staff number.
representing the organization at events, such as Open Days or conferences
chairing the Annual General Meeting (AGM) of the organization
being a signatory on cheques, funding applications and other important documents

The secretary's role at meetings

In order to be effective, the Secretary of the Management Committee should ensure that they carry
out the following activities:
An effective secretary can assist the chair in planning, conducting and concluding a meeting. The
secretary can take much of the load off the chair, so that the chair can spend his time more effectively
and efficiently.
The role of the secretary starts before the meeting continues during and beyond the meeting. Thus the
preparatory, administrative, clerical and follow up work falls under the jurisdiction of the secretary
Preparing Minutes
Minutes are official records of discussions and decisions made at a meeting. A secretary of a meeting usually
writes them. Minutes objectively summarize the discussions made, the conclusions reached,
recommendations made and the tasks assigned to members and groups.

Minutes should be accurate and empirical. The emotions and feelings if any expressed by members during the
course of discussion are not recorded. However, the names of those who contributed major points and ideas
should be recorded.

The writer of the minute has to take down notes carefully at the meeting. Soon after it is over, he/she has to
prepare the draft of the minutes. Then let the chairperson check it to ensure accuracy. The minute are reflects
the agenda of the meeting and should include the following information.

The name of the organizational unit/group e.g. Board of directors, promotion committee, budgeting
committee.
The date, time and place of the meeting.
The number of the meeting if it is in series. e.g. Sixth Meeting of the Board of directors.
Name of the chairperson and name of persons attended (present).
Names of persons unable to attend.
Names of persons who attended by special invitation.
Any motions and the names of the people who made them.
Summary of agenda items covered general responses to each item any recommendations or decisions
that were made and the names of people who made significant contributions.
Any items that will be covered in future meetings.
Signature of the secretary and the chairperson.

The minute becomes final only when it has been read at the end of the meeting or next meeting, approved by
the members, signed by the members or chairperson. Often, it is circulated beforehand, and then it is
confirmed at the second meeting including amendments and suggestions of members, if any.

6. Business Letter and Its Structure

Making choice of symbols and channels helps to ensure effective communication. This is
achieved when the intended meaning of the sender and the meaning perceived by the
receiver are one and the same. The concern of this topic is on the verbal symbols in the
written communication media known as business correspondences. Business
correspondence in this topic includes the different business letters and memos.
Business Letters
By definition a letter is written message in a particular format. Properly planned,
designed and neatly typed letters contribute toward reputation and goodwill of a
business organization. The following elements usually constitute the structure of a
business letter.
Structure of Business Letter
The structure of the business letter includes the following components.
 Heading
 Date
 Reference
 Inside address
 Attention line
 Salutation
 Subject
 Body
 Complimentary close
 Signature
 Identification marks
 Enclosure
 Copy to
Example: Enc. ____or
Enclosure(s) ____
Copy to
Copy to is used when there are other organizations or individuals required receiving and
knowing the message.
Activity 1
1. Define a business letter.
2. Describe the components of a conventional letter.
3. Compare the conventional letter with the letter you use to write in your organization
list their differences and similarities.
4. An effective business letter aims at achieving goodwill. Why?
Example of the structure of a Business Letter
(i) Heading
(ii) Date
(iii) Your Reference
Our reference
(iv) Inside address
(v) Attention
(vi) Salutation
(vii) Subject
(viii) Body
(ix) Complimentary close
(x) Signature
(xi) Identification Marks
(xii) Enclosure
(xiii) Copy to
Forms and Layout of Business Letter
When writing a business letter, use proper quality stationery - choose good quality
stationery.
Besides, type your letter because it saves time and gives a tidy appearance to the letter.
In addition, adopt the conventional standard margin because it adds to good appearance
and attractiveness. One-inch margin is left on the right and left sides and one and half
inches left on the top and the bottom in standard size letter.
Envelops
The Return Address – The return address is generally printed in the upper-left corner of
the back of the envelope and matches the letterhead printing. If the envelope does not
have a printed return address, type your return address in the upper-left corner, not on
the back of the envelop, single - space the return address and use the block style.
Addressee notations-confidential personal, or attention lines are typed three line spaces
after the return address in all capital letters, capital and lower-case letters.
The Mailing Address – The mailing address is the same as the inside address. Type the
mailing address about five spaces to the left of the corner of the envelope and about
halfway down from the top. Single space the lines of the mailing address and use the
block style.
Mailing notations (certified mail, registered mail, or special delivery) are typed three line
spaces after the stamp position in all capital letters, capital and lower-case letters, or
underscored.
Styles of presentation
There are several styles, which are used for writing business letters. A business
organization can choose that suit it best. The following three styles are examples of
styles used by business organizations.
Block Style
In this style, the date line, the complementary close, and the signature are aligned with
the right margin; all other parts except the letterhead are set flush left. Double spacing
indicates division between the parts and between the paragraphs of the body of the
letter whereas there is single spacing within each part and paragraph. This style saves
time since there is no indention.
Semi-block Style
This is like the block style except that the paragraphs of the body of the letter are
indented. Its users believe that it is easier to read paragraphs, which begin with an
indented line.
Complete-Block Style
In complete-block style, all parts of the letter, except the printed letterhead, are aligned
with the left margin. It saves time because indention is not required for every part. But it
appears unbalanced and heaving on the left side. It is followed by open punctuation
Example of Complete- Block style letter:
___________________________
Activity 2
2.1 Write any letter to any organization in a distance where you are going to use the
post office to mail the letter. Seal the letter in an envelope giving the proper sender
andreceiver's address.
Types of Business Letters
6.3.1 Resume and employment letter
Written document of any type must stand on its own. This general rule also applies to
the resume and application letters. The writer of the resume and application letters will
not be present when they are read and explain or illustrate the intended meaning in
person. These documents act as an agent to persuade the employer to grant an
interview.
The resume (curriculum vitae/Bio–data)
The resume is a document you will use to sell yourself in the job search process. Its
purpose is to convince potential employers that they should interview you. A well-
designed resume will emphasize your skills, abilities, talents and experiences for
potential employers. The type of the resume format may depend on your preference and
the employer organization you target.
It may be chronological organized around dates of employment and education, starting
with the most recent position first. It may also be functional–organized around skills in
which employers are interested. The third alternative is the combination, which includes
a section on employment by dates and a section on skills.

Contents and style

 Prepare the resume before the application letter to summarize the facts the letter will
be based on.
 Present the strongest, most relevant qualifications first.
 Use short noun phrases and action verbs, not whole sentences.
 Use facts.
Major parts of the resume
Contact (general) information
Use a title or simply your name and address as a heading.
 Information about your citizenship, age (date of birth), place of birth
 List your name, address, area code, and telephone number for both school and work
and home, if appropriate.
Career objective and skills summary (optional)
 Be as specific as possible about what you want to do.
 Summarize your key qualifications.
 State the month and, if you know it, the day on which you will be available to start
work.
Education
 List all relevant schooling and training since high school, with most recent first.
 List the name and location of every post-secondary school you have attended with the
dates you entered and left and the degrees or certificate you obtained.
 Indicate your major (and minor) fields in college work.
 State the numerical base for your grade–point average, overall or in your major, if your
average is impressive enough to the employee.
 List relevant required or elective courses in descending order or importance.
 List any other relevant educational or training experiences, such as job related
seminars or workshops attended and certificates obtained.
Work experience
 List all relevant work experience, including paid employment volunteer work.
 List full–time and part–time jobs, with the most recent one first
 State the month/year you stared and left each job.
 Provide the name and location of the firm that employed you
 List your job title and describe your functions briefly.
 Note on–the–job accomplishments, such as organization time or money
Activities, honors and achievements
 List all relevant unpaid activities, including offices and leadership positions you have
held; significant awards or scholarships not listed elsewhere; projects you have
undertaken that show an ability to work with others; and writing or speaking activities,
publications, and writing or speaking activities, publications, and role in academic or
professional organizations.
 In most circumstances, exclude mention of religious or political affiliations.
Other relevant facts
 List other relevant information, such as your typing speed or your fluency in languages
other than English
 Mention your ability to operate any machines, equipment, or computer software used
in the job.
Personal Data
 Omit data that could be regarded negatively or be used to discriminate against you
 Omit or downplay references to age if it could suggest inexperience or approaching
retirement.
 Describe military service (branch of service, where you served, and rank under
"Education" or "Work Experience."
 List job–related interests and hobbies, especially those indicating stamina, strength,
sociability, or other qualities that are desirable in the position you seek.
Reference
 List three to five references, or offer to supply the names on request.
 Supply names of academic, employment and professional associates–but no relatives.
 Provide a name, title, address and telephone number for each reference.
 List no name as a reference until you has that person's permission to do so.
 Exclude your present employer if you do not want her/him to know you are seeking
another position, or add, "Resume submitted in confidence" at the top or bottom of the
resume. The following is an example of a resume:
Hana Fasil
(251) 409862
(251) 407756
OBJECTIVE Accounting manager, with international finance emphasis
EXPERIENCE
March 1986 Staff Accountant/Financial Analyst to present
Prepare general accounting reports for wholesale Computers importer with annual sales
of _________ million. Audit all financial transactions between company headquarters and
suppliers in 5 _____ countries.
* Created a computerized model to adjust accounts for fluctuations in currency exchange
rates.
* Represented company in negotiating joint venture agreements with in (country).
October 1982 Staff Accountant to March 1986 Addis Agricultural Chemicals Addis Ababa
Handled budgeting, billing, and credit processing functions for the Addis Agricultural
Chemicals division. Audited travel and entertainment expenditures for the same
company.
EDUCATION Addis Ababa University, BA
2000–2002 M.B.A. with emphasis on Financial Management
PERSONAL Fluent in English & Amharic, Have lived and traveled in East
Africa.
REFERENCES Available on request
Application Letter
An effective application letter sells you to a potential employer. It is a form of advertising
and it should be organized like a persuasive message. In your application letter you need
to stimulate the reader's interest. Thus, it serves as a persuasive agent and transmittal
letter highlighting key competencies found in the resume. Your application letter must
be neat, clear, polite, purposeful, and accurate and technically correct.
When you write an application letter, it is better if you have some knowledge about the
organization you are applying because you will be able to write about how your
qualifications fit to its needs. The application letter consists several paragraphs such as
the opening, middle and closing paragraphs.
The opening paragraph indicates the specific position the applicant seeks, where the
advertisement was seen or how the applicant came to know of the opening and why the
applicant qualifies for the position.
The middle paragraph(s) of the application letter presents selling points unless these are
mentioned in the opening. This paragraph should give key qualifications that indicate
you can do the job. For instance, show how your studies and experience prepared you
for the job.
Don't repeat facts presented in the resume but interpret them. This paragraph also
presents evidences of a few significant job related qualities, for example part–time
works. Further, show that you are able to learn quickly, to handle responsibility and to
cooperate with people.
Finally, refer the reader to the resume.
The final paragraph of the application letter is the clothing. In this paragraph the reader
will call for an interview and to make a replay easy. Your request should sound natural
and appreciative; offer to come to the employer's office at a convenient time and place.

Claim and Adjustment Letters

Claim Letters
When a person is dissatisfied with the product, service or experience received, he/she is
entitled to request an adjustment. The request is made to a person who has an authority
to take prompt action to give desired corrections. Assume that fair adjustment will be
made. At the same time, keep your claim business like and unemotional. Claim letters
should be written promptly after the problem has been identified. In the claim letter:
 Explain the problem and give the details; give full information for quick identification of
the defective product or service. The information will be helpful for the supplier to make
easy re-check up.
 Provide backup information-any information the adjuster will need to verify your
complaint about faulty merchandise or service
 Provide a statement of the inconvenience caused or the loss suffered as a result of the
mistake or defect.
 Request specific action- the adjustment that would be considered fair (- reimbursement
or correction of problem.)
Example: Ladies & Gentlemen/Dear sir,
We had ordered 2000 1 kg tins Nido Baby Food powder under our order number ______
dated _______. Today when the consignment arrived we checked its contents and found
only 1500 tins out of which 45 were badly damaged. It seems one of the cases was not
packed properly or some heavy load had been placed over it in transit.
There is a great demand for this powder in the town at this time of the year and we
expected to clear the whole stock during the next two months. But it appears some of
our customers will have to be disappointed
With enormous resources at your command we hope you can save the situation by
sending 500 tins immediately by quick transit service.
As regards the damaged tins, we want your advice. There are two alternatives: either
you allow us to sell them at reduced price in which case we shall send you the total
amount realized after deducting our usual commission of 7 percent or permit us to return
them to you at your cost for replacement.
We would very much appreciate an early reply
Yours Sincerely
Fanaye
Purchasing Manager

Adjustment Letters
The objective of the adjustment letter is customer satisfaction and business reputation.
Every customer wants what he/she expects. When writing an adjustment letter:
 Consider the claim letter promptly. Delay will cause further annoyance.
 Address your letter to a particular customer
 If the claim is reasonable, offer the adjustment graciously
 Offer further cooperation and assurance of satisfaction
This will promote goodwill and good relationship with the customer
If the claim is unreasonable or unjust, state clearly why you are refusing or only
partially accepting the claim.
Example Ladies & Gentlemen/Dear sir,
Thank you for your letter number ______ of _______ we are very sorry to learn that you
have been put to embarrassment and inconvenience owing to our mistake.
Your suggestion for quick shipment of 500 tins is fair and we have dispatched them
today by quick transit service, as desired by you
We hope they will reach in time for you to keep the dates with your clients. We also
agree to bear the transportation cost of the damaged tins. Please send them back soon.

Thank you fore drawing our attention to this mistake because we have again carefully
examined the working of our packing and dispatch department and introduced further
checks to prevent the recurrence of such mistakes.
Empire Share Company assures that you will not be put to any such inconvenience in the
future.
Yours Sincerely
Amman
Sales Manager

MEMO AND REPORT WRITING

A) . Memos
Memos, in some cases called Interoffice Memorandum, are used for internal
communication purpose. They are used for the routine, day-to-day exchange of
information within an organization between people or departments. Memo ensures quick
and smooth flow of information in all directions. It is also used to establish accountability,
since it is a record of facts and decisions. It serves as a reference and evidence for the
future.
Each organization may have its own way of arranging the various parts of the memo.
Many organizations have memo forms printed, with labeled spaces for the date; the
receiver’s name the sender’s name and the subject. If such forms do not exist, memos
are typed on a plain paper or on letterhead. Date, To, From and Subject are printed on
the form to save typing time, optional items such as reference initials, enclosures, file
number, routine information and the department and telephone can be included. If the
memo runs two pages or more, the second and subsequent pages or more are headed
just as the second page of a letter. The subject line of a memo helps a busy reader
understand quickly what the memo is about. The subject line has to be short and
informative.

Example of the Memo format:

––––––––––––– COMPANY
INTER–OFFICE MEMO
Date: ––––––––––––––––––––––––––––––
To: –––––––––––––––––––––––––––––
From –––––––––––––––––––––––––––––
Subject: –––––––––––––––––––––––––––––
Message (body):
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
–––––––––––––––––––––––––––
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Or
––––––––––––– COMPANY
INTER–OFFICE MEMO
Date: ________________________________
To: ________________________________
From: ________________________________
Department: ______________________ Telephone––––––––
For your
Approval Information
Comment
Subject: _________________________________________________________

Message
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
_______________________________________________________________
Activity
1. Write a memo on any issue to a unit or position holder in your organization.

B) .REPORT WRITING
After reading this chapter, you should be able to:
A report is a defined as a formal communication written in a more or less conventional
form to meet a specific purpose. It is written in a clearly structured format. A report can
be formal or informal. However, the concern of this topic is on that of the formal report.
Reports can be written to give information to the reader, analyses and interpret data or
to recommend action or solution. The following are examples of the different types of
reports.
Types of reports
1. Fact-finding or informational reports
These reports deal with collecting historical or factual data without giving analytical
comment, conclusions and recommendations. The purpose of these reports is to give
details relevant to an issue, problem, procedure or topic. Examples are
  Sales reports - list sales figures for the week or month.
 Accidents reports - list the nature and cause of accidents in a factory or office.
 Quarterly reports - document a firm’s productivity and profits for the quarter.
2. Analytical reports
The writer of analytical report studies, interprets, and comments upon information; there
may offer conclusions and recommendations. Example:
 Annual reports – record organizational accomplishments during the past year
and provide financial data.
 Audit reports – document and interpret the fact revealed during an audit.
 Performance report – evaluates an individual, product or activity. Here, the
writer’s role is that of observer and evaluator.
 Progress or status report – states developments concerning work on specific
project, problem or activity
The report has to outline the various tasks undertaken and note the future steps and
efforts that will be entailed. Progress reports record the work done so far and the work
remaining on a project.
 Feasibility report. The writer of this report gathers data and analyzes it draws a
conclusion and provides opinions on the probable chances for success or failure.
The report evaluates two or more alternatives and recommend, which the
organization should choose.
 Justification reports – justify the need of an action. For instance, these reports
may justify the need for a purchase, an investment, a new personnel line or
change in procedure.
 Problem solving reports – identify the nature and causes of a specific problem
and recommend possible solutions.
 Credit reports – summarize an applicant’s income and other credit obligations
and evaluate his/her collateral and credit worthiness.
 Field trip reports – they are useful in recording the outcome of visiting activities
at branch offices, projects, to customers, supplier's conferences, meetings,
workshops, etc.
The writer is usually expected to outline activities chronologically or in order to
importance.
 Sales reports – list sales figures for the week, month or year and may include an
analysis of present market conditions.
Activity 1
1. Define a business report
2. Describe the different types of reports
Description of the Components of the formal report
Although there can be different types of structuring of formal reports, the following is the
basic.
 Transmittal letter
 Title page
 Acknowledgement
 Preface
 Table of contents
 List of illustrations
 Abstract and summary
 Introduction
 Body – discussion and analysis
 Conclusion
 Recommendation
 Endnotes
 Appendices
 Index
 Bibliography /References/
Unless an organization requests a particular format, the report writer can select those
elements that are relevant to the assignment. For instance, a brief informational or
descriptive study need not include an abstract, a series of recommendations or
numerous appendices. Selecting of the best format for a formal report depends on the
writers’ awareness of the reader’s needs and a clear understanding of which element
would best convey the writer’s thoughts and observations. The report should include
only those elements that will highlight the logical development of ideas.
An Example of Formal Report
AN EVALUATION OF STUDENTS" TEXT–BUYING TRIPS
TO _____________________ UNIVERSITY BOOKSTORE
FOR FULL SEMESTER 19––

______________
Assistant Manager
_________ University Bookstore
__________________
October 16, 19–
To: _____________________________
From: _______________________________
Date: __________________
SUBJECT: EVALUATION OF STUDENTS' TEXT–BUYING TRIPS
TO THE _________________ UNIVERSITY BOOKSTORE
Here is the report of the student survey you asked me to prepare.
The report provides an evaluation of __________ University students' textbook–buying
trips to the __________ University Bookstore for semester 19–. This report provides you
with a future improvement, I suggest further improvement, and I suggest further
research.
I appreciate the opportunity to complete this task for you. I'm sure that the results will
help us provide ________
__________ Student with better bookstore service.
TABLE OF CONTENTS
Content Page
LIST OF TABLES iii
LIST OF FIGURES iii
CHAPTER I INTRODUCTION 1
Background 1
Statement of the Purpose 1
Statement of the Problem 2
Scope 2
Limitations 2
Research Procedures 3
CHAPTER II FINDINGS 5
Ease of Finding Textbooks 5
Availability of Textbooks 6
Process of Checkout 7
CHAPTER III CONCLUSIONS AND RECOMMENDATIONS 10
Conclusions 10
Recommendations 11
NOTES 12
REFERENCES 13
APPENDICES 13
APPENDEX 1: TEXTBOOK PURCHASE QUESTIONNAIRE 13
APPENDEX 2: TOTAL NUMBER OF RESPONSES PER
QUESTION 15
APPENDEX 3: PERCENT OF TOTAL RESPONSES
PER QUESTION 17
LIST OF TABLES Page
Table 1. The Numbers and Percentages of Text–Buying
Students during Each Time in Line 8
Table 2. The Numbers and Percentages of Text–Buying Students
Using Each Payment Method 9
LIST OF FIGURES
Figure 1. Percentage of Text–Buying Students in Each period 5
Figure 2. Student Finding Textbooks on First Visit to MSU
Bookstore 7