Interpersonal Communication

COMMUNICATION SECRETS

·         Communication is far more than what you say. It’s how you say.

·         It’s about listening and talking and the act of mutually disclosing inner feelings and thoughts to others.

·         Involves intrapersonal communication, understanding yourself and participating in effective self-communication.

·         Listening goes beyond attentively waiting for other people to stop talking. It really means getting inside of their hearts and minds and experiencing life situations

·         Being “alive” is an extraordinary opportunity for learning and experiencing. However most people never find their purpose or their reason for being here.

·         Your job is to make your company and yourself as successful as possible. That’s the Theme of this Presentation!! 

·         Effective and persuasive communication is the greatest of all the keys to success.

·         Success = Talking so people listen and listening so people talk

·         People are attracted to the people who make them feel secure, free and happy.

·         By making others feel special; they will realize how special you are.

Ask basic questions:

·         How do you talk, so people listen to what you have to say?

·         How do you inspire people to communicate your point of view?

·         How do you encourage people in your life who currently ignore your ideas may reconsider and take notice?

·         What simple things can you do so people will pay attention to what U have to say at home, at work, among professional circles?

What Managers normally have to communicate?

          ·         Announcement & Spokes Persons.

          ·         Motivating Lecture.

          ·         Explaining Plans, Decisions, Method, Problems, Help, feedback

          ·         Applications, Memos, Proposals, Condolence, Requests

          ·         Informal & Demi Official Letters

          ·         Phone Calls & Video conferencing.

          ·         Negotiations, Seminars, Presentations.

          ·         Appreciations / Warnings / Counseling, Grievance Redressal.

          ·         Party talk / Etiquette / Social skills, Dressing up / grooming.

          ·         Group discussions ,Debates & Public speeches

          ·         Interviews & interviewing (questionaires, CVs, dressing, emotional preparation

          ·         Appointments

Managers’ Roles.

Mitzberg has described the Managers job in terms of 3 types of roles – interpersonal, informational and decision-making.

Interpersonal:  Managers spend 45 percent of their time with peers, about 45 percent with people outside their company and 10 percent with superiors.

Informational Roles:  Managers exchange information about jobs and responsibilities with peers, subordinates and other personal contacts.

Decision-making Roles: Managers implement new projects, handle problems and allocate resources.

Kearns, “The key to simplifying the bureaucracy is an efficient communication system. Workers motivation is impossible without effective communication.  The globalization of the business environment complicates the communication process and acts as a barrier to effective communication. Be selective – Can clog the channels with insignificant trivia & may harm operation by releasing wrong information.”  

Information employees want to know

          ·         How their jobs should be performed.

          ·         How effectively they are performing their jobs?

          ·         How much they will be paid?

          ·         Company policies and rules that directly affect their jobs.

          ·         Changes in conditions within the firm that might affect them.

GROUP DISCUSSION

Purpose

       ·         Personality Traits Gauged in Group Discussion

       ·         Ability to interact in a team

       ·         Communications Skills

       ·         Reasoning ability.

       ·         Leadership skills.

       ·         Initiative & Enthusiasm.

       ·         Assertiveness.

       ·         Flexibility.

       ·         Nurturing & Coaching Ability.

       ·         Creativity.

       ·         Ability to think in ones feet.

Types of Topics for Group Discussion

        §  Factual Topics.

        §  Controversial Topics.

        §  Abstract Topics.

        §  Political.

        §  Economics.

        §  Education.

        §  Environmental.

        §  Ethics & Law.

        §  Technology Related.

How to prepare for the Group Discussion

           §  Introducing the topic

           §  Listening in & butting in.

           §  Agreeing & giving examples, Disagreeing & giving examples.

           §  Looking on both sides of a coin. Intervening to get a balanced view.

           §  Intervening during a conflict, Co-operating & leading.

           §  No cornering or making fun of participants

           §  Intervening & giving a chance to a timid participant.

           §  Giving examples & experiences

           §  Concluding (has been vigorous, interesting not your own view, no final decision )

How to prepare for a Telephonic Interview

§  Isolate yourself; make sure the caller can hear you clearly.

§  Make sure at least 20 minutes is available or schedule another time for the call.

§  Be sure who will call who. It is recommended that you offer to call the company.

§  During the call standup, walk around and smile. All these things make a big difference

§  At the conclusion, ask the interviewer about next steps and timing of their hiring process.

§  If you are interested, ask for a face-to-face interview.

§  COMMONLY ASKED QUESTIONS

Tell Me About Yourself? What do you know about our company? How did you learn about this position? What is our current salary? What are your compensation requirements? Why are you looking for a new position? What are your strengths? What are your weaknesses?

 QUESTIONS YOU MAY ASK
-What is your position with this company?

- How much time would you like to speak on the phone?
- What position are you considering me for?

- What are the key things you'd like to learn about my background?

- What business imperatives are driving the need for this position?

- What are the top challenges that I'll face in this job?

- What are the characteristics of people who are most successful in your company?

- What are the key deliverables and outcomes that this position must achieve?

- What additional information would you like me to provide?

- What concern s do you have at this point?

- When is the best time to follow up with you?

How to prepare emotionally for the Interview

§  “Hiring is an emotional process for both the candidate and the interviewer.

§  The hiring process is shrouded with a veneer of logic “to hire the best qualified person”, but in reality it is grounded with emotion.

§  Your enthusiasm, confidence and energy will determine whether or not you get hired.

§  Normally the most qualified person never gets hired.

§  This is because personality “fit” and the candidate's personal qualities are extremely important & give support to the interviewers.

§  Interviewers receive and interpret all inputs coming from you and evaluated your emotional state.

§  When you are feeling great you project a positive image of yourself and are more “likable” and “hire-able.”

SUGGESTIONS:

§  Exercise – This gets your blood flowing to your brain & improves your mood  instantly.

§  Listen to Music, Write / repeat Inspirational Phases, Imagine doing your favorite activity.

§  Remember a time when you were absolutely at your best.

§  Imagine how it will feel when you have landed this fabulous position.

§  Get ready to be hired, and you will be hired.

How Managers Can Become Better Communicators

Breakdowns in communication, lowered productivity.  Communication skill can be learned.  Empathy, Listening, Reading skills, Observations, Word choice, Body languages and Action are all involved in improving communication.

Empathy

Does not mean you necessarily agree, understand why that person speaks and acts in a certain way.  “feel” the bitterness. 

Listening

-         Constant talking interferes with listening and learning.  Average speaking speed is about 120 – 200 words per minute.  Comprehend words is more than four times the speed at which the words are spoken.

-         Evaluate listening – free time is devoted to evaluating the speakers remarks.

-         Projective listening – To fully utilize their time, project themselves into the position of the speaker.  Carl Rogers suggested “Each person can speak for himself only after he has related the ideas and feelings of the previous speaker accurately and to that speaker’s satisfaction”.

Reading Skills

Through Training, Reading speeds can be doubled and tripled with little or no loss in comprehension.

Observation

Some Managers are adept at assessing the atmosphere of an organization merely by strolling through its work place.

Word Choice

Simple and Common words.

Body language

§  90 percent of first impression.

§  Crossed legs or ankles and folded arms – indicate a defensive posture or a dislike of the situation.  Open position may indicate the opposite as may leaning forward or backward in a relaxed manner. 

§  A worker facing away, hands in pockets – negative posture. 

§  Free use of hand gesturing – indicates highly emotional, animated or relaxed relatively carefree.

§  Tense individual – body rigid.

§  Hard gestures – Positive attitude

§  Facial expression is usually understood.  Emotions like anger, interest, happiness, disgust, contempt, surprise, fear and love.

§  A frown, a sarcastic smile, a blank stare and mean to the employee that the manager is not interested.

§  Sweaty hands or nail biting may mean that the workers feel ill at ease.

§  Actions

§  Desk moved

§  Deliberately restricting their output.

§  Machinery that could do the work of this crew.

§  Guidelines for Dealing with Communication

§  Have a plan.

§  Get organized.

§  Develop the message from the receiver’s point of view.

§  Select the best way to communicate the message.

§  Look for feedback.

§  Follow up.

§  Do not assume too much.

§  Be a good listener.

§  Use language that other can understand.

§  Observe non verbal cues.

Special Skills for Effective Communication

Conversation Control

§  How to handle personal criticism

§  Put forward a proposal.

§  Register a protest.

§  Disagree without being aggressive.

§  How to be creative.

§  How to negotiate.

§  How to buy and sell.

§  How to interview and praise.

§  How to contribute to a meeting.

Importance of Conversation Control

§  Criticism with confidence

§  Get the correct information quickly

§  Talking to people in a convincing way

§  Objections and Opposition

§  Where people are coming

§  Interviewing and appraisal

§  Use the dynamics of conversation for both problem solving and social use with friends

Benefits of Conversation Control

§  Managers often tell that the major problems they face are in responding to the concerns and problems of others and trying to influence people.

§  To be able to manage conflict.

§  To negotiate more effectively.

§  To develop listening skills.

§  To persuade and influence

§  To get people to work together

§  To facilitate problem solving.

§  To get people to think more creatively about the job.

§  To get others more involved in planning and implementation.

Recognition of Cues and Clues

All conversations and discussions are full of cues and clues as well as signs and signals.  Others who do not hear and see them will miss the opportunity and the conversation will probably fail.

Disguised Messages

§  Very often people give some of their most important clues through non-verbal behaviour.  The shrug, the hand over, the mouth, the lean backwards or forwards in the chair, clenched fist

§  A cue is a word or phrase you see when you want to give an indication that something is important to you.

§  A clue is a similar set of words, only the key point is that the words as spoken by someone else

Expect Cues and Clues

We all miss cues and clues because often we are not quick enough to observe and understand.  We need to listen to the important words people use.  Cues and Clues are difficult to handle because they are not always directly visible.

Identification of Cues and Clues 

Basic principles are:

§  First, listen carefully when people use the words “I”, “Me” or “My”.  At that point they are speaking about the most important person in the world – themselves.

§  Second, listen carefully if people follow up comments about themselves with strong adjectives such as “disappointed”, “annoyed”, “worried”, “angry” etc.

§  Third, listen for words which imply the other person is under pressure to do or achieve something.

§  Fourth, listen when people express doubts and concerns.

Signs and Signals

§  Signs refer to the behavioural indicators such a the pointed finger to emphasize a point, the hands over the mouth to guard against the wrong word or the eyes looking forward to help are sings etc.

§  Signals refer to the behavioural indicators others give to you.  When a person is relaxed and at ease he will usually smile more and nod their head.  You can therefore observe, without a word being spoken, the attitude of the person.

How to prepare & behave during the Interview

§  Read the job description and company profile carefully.

§  Ask the employer for more details.

§  Write down the name & contact number of the recruiter to call back later.

§  Find out more about the company, the job and the industry.

§  Be punctual for your interview.  If you cannot attend contact

§  Carry your resume, transcripts, certificates and relevant documents.

§  Look into the eyes of the interviewer and act confidently.

§  Be honest and enthusiastic and highlight your strengths.

§  Show loyalty to old employer and fulfill responsibilities before joining.

§  Send the employer a Thank You email after the interview.

§  Follow up on the status after two or three days showing interest. 

What Information to gather about the Company

§  Industry

§  Company position in the industry

§  Competitors

§  Turn over

§  Market Share.

§  What kind of a job it is.

§  What kind of a person they are looking for

§  Who is your future Boss

§  Who will interview

How to Dress up, Travel & Organize Time

§  Males

§  Females.

§  Impression at first sight

§  Deodorant/Perfume

§  What to carry

§  Pen , Highlighter, Certificates, Visiting Card

§  Mobile Off

What is the Interviewer looking For?

§  Personality

§  Motivation

§  Attitude

§  General Awareness

§  Qualification

§  Job Skills

§  Drafting Skills

§  Industry Knowledge

§  General Knowledge

§  Team Spirit

§  Leadership Qualities

§  Communication Skills

§  Social Skills

§  Flexibility

§  Alertness

§  Decision Making

§  Go Getting Attitude

§  Conflict Management Skills

§  Problem Solving Skills

§  Extra Curricular Activities

§  Loyalty, Integrity

§  Honesty

§  Patience

§  Initiative

§  Enthusiasm

§  Artistic Skills

§  Creativity

§  Negotiating Skills

§  Presentation Skills.

How to hold the Interviewer’s Attention?

Attention Level – 0 to 10 Seconds is 100% , 10 to 60 Seconds it falls to 50%,  60 to 90 it falls to almost 10% if there are no interruptions. Near the end of your long response the interviewer starts to formulate their next question unless you keep them engaged. By asking a question you promote two-way communications and minimize the risk of talking too much.  This helps you ensure they are listening while you talk.

TELL ME ABOUT YOURSELF

§  Brief overview of most relevant experience. in reverse chronological order)

§  Highlight experience, education, "results- focused", "persistence" "detail oriented“

§  Ask question to uncover interviewer's job requirements -  "Target Question“

§  Keep your response brief, between 60 and 90 seconds.

§  Can ask the interviewer ask question e.g. "Am I giving you  too much detail at this point?“ or What parts of my background would you like to discuss first?

EXAMPLE

 "I am a presently ‘Senior Executive Accounts’.  I have a lot of experience in tax issues and audit. (Expertise and skills)  My experience includes carrying internal audit for ISO 9000 and resolving tax issues for the last 2 years (insert knowledge or skill)  I have worked in the Construction Industry and t6he Media Industry. My background also includes roles as Junior Accountant (position title), Senior Accountant (position title) and Senior Auditor (position title).  My education/certifications include CA (degree or certification) and M. Com.  I would like to be described by my Colleagues as ‘results focused’ & ‘details oriented. Highlights of my professional accomplishments include winning the “Employee of the Year Award in 2003 and the ‘Best Suggestion Award in 2004

TYPES OF QUESTIONS FOR KNOWLEDGE WORKER

1.       Do you own a personal computer and, if so, what kind?

2.       What software do you know how to operate?             

3.       Do you have a fax modem?               Yes__________ No__________

4.       Do you use an e-mail program?       Yes__________ No__________ 

5.       What literature that relates to your profession do you read, including books, newspapers, trade magazines, etc.?   

6.       What classes or seminars have you taken on your own during the last three years to advance your career and personal growth?

7.       What efforts have you made at "networking" to advance your career? 

8.       What volunteer or non-profit activities do you engage in?

9.       Where do you see your profession going in the next five to ten years?

10.    Where do you see the industry going?                            

11.    What are you doing to stay on top of these changes? 

12.    What are the most important things to you about any job?  Is it the pay, the opportunities, feelings of self-worth, fellow employees, location, benefits, etc.? 

13.    What efforts do you make to keep yourself healthy?  Do you exercise, eat a proper diet, refrain from smoking, take nutritional supplements, meditate, etc.?

14.    Who do you consider to be your professional role model? Why do you consider this person to be so special?  How can you improve on that person's contributions? 

15.    When it comes to getting paid, are you the type of person that is more interested in a steady paycheck with good benefits or would you rather work for a company where there may be greater risk but yet greater rewards in terms of both pay and job satisfaction?  Please explain 

16.    What type of incentive programs have you found to work best?

FROM THE INTERVIEWER’S MANUAL

How an Interviewer listens to you

There's a lot to listen for in a conversation. When a person speaks, listen to what's NOT being said, as well as what's being said. The purpose of an interview isn't merely to learn about an applicant's skills or background ­ you've already gleaned this information from their resume. Listen beneath the words to who a person is. Listen for the qualities that most matter to the position and to the company.

1. Confidence & Self-Acceptance
Beneath the surface conversation, listen to who a person is. Listen for how comfortable a person is during the silences within a conversation. All conversation waxes and wanes ­ during the pauses in a conversation, listen for the level of confidence and self-acceptance a person has. When s/he pauses to gather her/his thoughts prior to answering your question, do you sense nervousness or anxiety? The level of comfort a person exhibits during the pauses within a conversation says a lot. Listen for the level of confidence and self-acceptance beneath a person's word.

2. Follow Through & Persistence
Follow through and persistence is the unique ability to engage in a project and see it through - at all costs. The downside of persistence is the fine line that exists, separating persistence from stubbornness. Think about the qualities that are essential to the position - then, upgrade those qualities, envisioning a top performer in the position. Identify the desired qualities for the job - then pursue a line of questioning that will allow the quality to emerge. What line of questioning will bring forth the quality you're looking for?

To ask the applicant to "tell me about your follow through abilities" isn't going to reveal anything but an artificial response. Use your own experiences to identify impactful questions. What line of inquiry would bring out YOUR perseverance? A question about personal commitments and passions, or a question about your project management skills? My guess is that you'll learn more about a person's persistence by asking them about their passions vs. previous job responsibilities.

3. Integrity
Integrity is about being responsible for our actions and inactions; it's about keeping one's word -- to oneself and to others. It's about being responsible for handling whatever happens, and making adjustments so problems don't reoccur. When one is responsible, one doesn't blame or complain. Listen for how the applicant responded to situations in the past. Does prior behavior demonstrate responsibility, integrity and keeping one's word? Listen for level of ownership and the attitude one has in accepting responsibility. (Hint: You'll also learn about their leadership qualities in this conversation.)

4. Creativity

The most tedious jobs benefit when performed by a person who thinks creatively. Listen for the level of comfort in considering and/or behaving in an "out of the box" way. Don't confuse style with creativity. Creative thinkers can present very "ordinary." Listen to a person's mind when assessing their creativity. A bold dresser who looks "creative" might very well be a rigid thinker. A conservatively dressed person might be an extraordinary creative thinker. Don't let appearances fool you.

5. Standards

We're all motivated by our values, whether we realize it or not. Values are what motivates and sustains us. They are the core of who a person is. What standards motivate the applicant? Does s/he seem to value working hard and getting the job done at all costs, or does s/he place priority on communication? Is s/he motivated by setting standards of excellence and quality, or are her/his motivators about connectedness and team? Listen for what drives a person. By doing so, you'll have a better sense of "job fit."

6. Clarity of Communication
Communication isn't just about the words a person uses. It's also not only about the tone or affect the speaker uses. Communication is about being 100% responsible for the other person's listening. Communication is also about making a profound connection with another human being. It's about establishing rapport and being such an excellent listener that your responses perfectly answer the needs of the conversation.

How strong a connection has the applicant made with you? Did the person present authentically ­ or were they playing a role to impress you? Listen for how well a person listens and connects with you. This is a highly valuable skill ­ with enormous benefit for your team and organization.

7. Personal Philosophies & Beliefs
What are the beliefs of the person? What messages do they embrace or are passionate about? A person's beliefs about opportunity will generate activity based upon their particular perspective and beliefs. Is their glass half full or half empty? A person's personal philosophy about life will tell you something about how they'll approach the challenges of the job. Guide the conversation to allow the person's belief system to emerge. Then listen for it.

8. Commitment

The word commit comes from the Latin word committere, which means to connect and entrust. Listen for a demonstration that the person has the ability to connect and entrust her/him self consistently to your product, service or organization. The ability to connect and entrust oneself is a key ingredient for rapport and building trust. Commitment is the quality that generates a consistent connection with another - an ability that benefits all types of relationships. Listen for evidence that the person can follow through on the connections they make - this is where commitment is found.

Connection + Consistency = Commitment

9. Passion
Success comes effortlessly to the person who's doing work they're passionate about. But, must a salesperson be passionate about their product to be successful? Maybe not. Listen for what the person's most passionate about - is s/he a people person or is s/he passionate about analysis? What motivates a person and lights their passion? When do their eyes sparkle with excitement? The more aligned a person is to their job, the more passionate and successful they and you will be.

10. Authenticity
Warren Bennis, professor and noted author of more than 20 books on leadership, change & management and who's advised 4 U.S. Presidents, speaks about authenticity as a core ingredient of leadership. He says: "Becoming a leader is synonymous with becoming yourself. It is that simple. It is that difficult."

How genuine is the person during the interview process? How comfortable with oneself does she/he appear? Authenticity is about being real & about being genuine - listen for conflicts that get in the way of a person's authenticity.

Behavior Based Interview Questions

§  Are you looking for behavior based interviewing questions? While the questions and behavior characteristics listed below are by no means comprehensive, it might be just the jump-start you're looking for. Try these…  

§  If You're Looking For Behaviors that Revolve Around Leadership:

§  Tell me about a time when you accomplished something significant that wouldn't have happened if you had not been there to make it happen.

§  Tell me about a time when you were able to step into a situation, take charge, muster support and achieve good results.

§  Describe for me a time when you may have been disappointed in your behavior.

§  Tell me about a time when you had to discipline or fire a friend.

§  Tell me about a time when you've had to develop leaders under you.

§  If You're Looking For Behaviors that Revolve Around Initiative and Follow-through:

§  Give me an example of a situation where you had to overcome major obstacles to achieve your objectives.

§  Tell me about a goal that you set that took a long time to achieve or that you are still working towards.

§  Tell me about a time when you won (or lost) an important contract.

§  Tell me about a time when you used your political savvy to push a program through that you really believed in.

§  Tell me about a situation that you had significant impact on because of your follow-through.

§  If You're Looking For Behaviors that Revolve Around Thinking and Problem Solving:

§  Tell me about a time when you had to analyze facts quickly, define key issues, and respond immediately or develop a plan that produced good results.

§  If you had to do that activity over again, how would you do it differently?

§  Describe for me a situation where you may have missed an obvious solution to a problem.

§  Tell me about a time when you anticipated potential problems and developed preventative measures.

§  Tell me about a time when you surmounted a major obstacle.

§  If You're Looking For Behaviors that Revolve Around Communication:

§  Tell me about a time when you had to present a proposal to a person in authority and were able to do this successfully.

§  Tell me about a situation where you had to be persuasive and sell your idea to someone else.

§  Describe for me a situation where you persuaded team members to do things your way. What was the effect?

§  Tell me about a time when you were tolerant of an opinion that was different from yours.

§  If You're Looking For Behaviors that Revolve Around Working Effectively with Others:

§  Give me an example that would show that you've been able to develop and maintain productive relations with others, though there were differing points of view.

§  Tell me about a time when you were able to motivate others to get the desired results.

§  Tell me about a difficult situation with a co-worker, and how you handled it.

§  Tell me about a time when you played an integral role in getting a team (or work group) back on track.

§  If You're Looking For Behaviors that Revolve Around Ability to Work in Varying Work Conditions (stress, changing deadlines, etc.):

§  Tell me about a time when you worked effectively under pressure.

§  Tell me about a time when you were unable to complete a project on time.

§  Tell me about a time when you had to change work mid-stream because of changing organizational priorities.

§  Describe for me what you do to handle stressful situations.

§  If You're Looking For Behaviors that Revolve Around Delegation:

§  Tell me about a time when you delegated a project effectively.

§  Tell me about a time when you did a poor job of delegating.

§  Describe for me a time when you had to delegate to a person with a full workload, and how you went about doing it.

§  If You're Looking For Behaviors that Revolve Around Customer Service:

§  Tell me about a time when you had to deal with an irate customer.

§  Tell me about one or two customer-service related programs that you've done that you're particularly proud of.

§  Tell me about a time when you made a lasting, positive impression on a customer.

QUESTIONS TO ASSESS COMMUNICATION SKILLS

§  You attend a weekly staff meeting with your supervisor. How do you communicate it to your reporting staff and coworkers?

§  Information you believe to be untrue or confidential has reached you via the grapevine. What actions will you take?

§  Example of a time when you were part of a project or team and you never knew what was happening.

§  Rate your communication skills on a scale of 1 to 10

§  Describe the work environment or culture and its communication style in which you experience the most success.

§  Describe five things about the communication within an organization that must be present for you to work most effectively?

§  How often do you believe it is necessary to withhold information under what circumstances do you limit communication in your experience?

§  How have you handled a  boss, who fails to adequately communicate?

§  When you have entered a new workplace in the past, describe how you have gone about meeting and developing relationships with your new coworkers, supervisors, and reporting staff.

QUESTION: WHAT ARE YOUR WEAKNESSES

§  Conventional Approach : State a weakness that is really a positive or translating a weakness into a positive like “I'm a workaholic and I spend lots of hours at work ensuring I do my job to th e best of my abilities.”

§  Interviewers want to see how you handle this & what your response indicates about you.

§  Highlight your strengths for this position

§   Highlight an area that you are working to improve upon

§  Describe what you are doing to improve

§  Describe how this new skill improves your value to the company & Finally, ask a question.

EXAMPLE

“While there are several strengths I bring to this position, including being a top performer in my previous position and possessing strong industry knowledge, I am currently working to enhance my knowledge in the areas of business finance. I feel this is important because it allows me to directly relate products and services to customer's return-on-investment and to recommend department cost saving initiatives.
Would you like me to elaborate on either of these?”

NOTE : Asking a question will make the interview more conversational and avoid it becoming an interrogation.

QUESTION: WHY SHOULD WE HIRE YOU?

To answer this type of question, it is vital that you know yourself, your strengths, your skills and abilities and be able to communicate these characteristics effectively.
When a recruiter asks such a question an invitation is being made to you to confirm or change a decision the interviewer has been forming about you.
The interviewer may have decided that you are appropriate to proceed with to the next level and is merely looking for an affirmation of what he thinks you bring to the table, or he may be looking for signs that confirm a negative view he/she has and wants to see if the impressions are correct.
If this is asked of you in the beginning of an interview and you have no clue about what the hiring manager is seeking, it is very important that you have a clear idea of what you are going to say beforehand. What are the areas that you have had most success in? What are you good at doing? What do you enjoy doing? What have bosses and team members said about you that highlights your value to the organization?
On the contrary, if you are asked this question towards the end of the interview, quickly review in your mind what the recruiter said were important ingredients to success in performance of the job. Tell the interviewer the reasons why you are the “Best Fit”. The more details you give, the better your answer will be. This is not the time to talk about what you want. Rather, it is a time to summarize your accomplishments and relate what qualities makes you unique.
For Example:
"From our conversation, it sounds as if you're looking for someone to come in and join immediately. It also sounds as if you are facing problems with your financial modules. With my five years of experience working with financial modules, I have saved my company’s expenditure by streamlining the process. My high energy and learning abilities enable me to resolve problems easily. My co-workers would tell you that I'm a team player who has the ability to stay focused in stressful situations and can be counted on during testing times. I'm confident that I will be a great addition to your team”.
Also, think of two or three key qualities you have to offer that match those the employer is seeking. Don't underestimate your personal qualities that makes you unique; your attitude, personality type, working style and people skills are all very relevant to a job. However, if you come across as nervous or unaware of what you have to contribute, then that impression will be left with the interviewer and there will be less chances of progressing to the next level.

QUESTIONS ASKING YOU WHY YOU LEFT THE LAST JOB

1.       Be Succinct - “My Company merged with another firm and the new management wanted to bring in their own team. Prior to the merger I was a strong performer with positive performance reviews."

2.       Provide References and Proof - Provide references from a former colleague and boss to verify his performance. Demonstrating a confidence and willingness to provide references to support your reasons for leaving is a powerful way to ensure you are believed.

3.       Tell the Truth in Balance Interviewers want to know that you were not the problem and to understand how you handled yourself.  Don't just state the circumstances of your departure; also add any facts that positively reflect on your performance.

4.       Tell what you learned. - Demonstrates you are a life-long learner & you look on the positive side .

5.       Speak Positively - Any negativity will only reflect negatively on you.  Do not express anger.

6.       Tell the Truth- Do not speculate on the motives or feeling of the other people involved in the events of your departure. Focus only on the facts of what happened and what you did.

7.       Look them in the Eye this will convey your confidence, communicate that this is the truth and that you have nothing to hide.

8.       Practice and Conquer Your Fear.  Write out your response and practice saying it. First, practice responding out loud to yourself and then practice saying it to another person. Ask a friend to practice interview you. Ask them to ask you this question ("Why did you leave your last company?”) and a couple other questions you fear most. Practice until you are comfortable.

QUESTION - Why did you leave the Previous Company

"Why did you leave (or seeking to leave) your company?"  

Be Succinct Do not go into great details unless they ask you for the details Provide References and Proof Bart could then say he is happy to provide references from a former colleague and boss to verify his performance. Demonstrating a confidence and willingness to provide references to support your reasons for leaving is a powerful way to ensure you are believed.

Tell the Truth in Balance
Interviewers want to know that you were not t he problem and to understand how you handled yourself.  Don't just state the circumstances of your departure; also add any facts that positively reflect on your performance.

What Did You Learn

This is also an opportunity to describe what you learned and how you will handle things differently in the future. Describing what you learned demonstrates that you are a life-long learner

Speak Positively
State the facts in a positive manner. Any negativity you express will only reflect negatively on you. If you're angry about the situation, you'll need to process that anger in another manner before you interview.

Tell the Truth
Do not speculate on the motives or feeling of the other people involved in the events of your departure. Focus only on the facts of what happened and what you did.

Look them in the Eye
Most of us instinctively sense deception. Look the interviewer in the eyes when responding. This will convey your confidence, communicate that this is the truth and that you have nothing to hi de.

Practice and Conquer Your Fear
Write out your response and practice saying it. First, practice responding out loud to yourself and then practice saying it to another person. Ask a friend to practice interview you. Ask them to ask you this question ("Why did you leave your last company?”) and a couple other questions you fear most. Practice until you are comfortable with the words you say and how you deliver them.

QUESTION: Why do you want to change the industry or career?

  This is normal and healthy. However, you must have a well structured response

 "I'm concerned that you don't have any previous experience in this field (or industry). “

 The strategy is to focus on what you do have rather than what you don't have.

YOUR RESPONSE

First: “That's a good concern. I'd like to share with you some additional information about that.”

Second: “From my previous experience, industry research and informational interviews, I've learned that to be successful in this career (or this industry) requires the following :

                (a)

                (b)
 
Third: List your strengths and highlight how they will be useful to the company.

EXAMPLE “A Passionate attention to detail, persistence & unwavering focus on results, staying current on industry dynamics and professional certifications, as well as the flexibility and intellectual agility to respond to constant change.”

Fourth: You ask a question. “I can give you specific examples where I've demonstrated each of these talents. Which of these qualities would you like me to elaborate upon?”

QUESTIONS TO ASSESS SALARY DESIRED
ASKED FIRST TIME“I was paid well in my last position and in-line with market conditions and the results I delivered. I will be happy to discuss my compensation history in detail when we have decided that I'm the right person for this position.”

IF ASKED AGAIN“I realize that you need to make certain that my salary expectations are consistent with the salary range. To ensure we are aligned, please tell me the salary range and I'll let you know how my salary matches the range.”

IF ASKED A THIRD TIME “When deciding on a position I consider the following factors; quality of the opportunity, quality of the company and the people I'd be working with, long term growth potential , location and compensation. Compensation is the least important criteria I use to evaluate a position. So far I'm impressed with what I have learned about this opportunity and remain very interested.”

NOTE: Remember that the first person to give a number is at a disadvantage. You want to discuss salary only when they are absolutely convinced they can't live without you. It is at this point that you have negotiating leverage and not until then.

QUESTIONS YOU MAY ASK DURING AN INTERVIEW
Interviewers are more impressed with your questions than any selling points

Write your questions by starting with “What” or “How”.  Limit  “Why” questions because these cause the interviewer to defend or justify a decision or condition. 

Never inquire about “What you get.”  For example, questions like “How much vacation time do new employees get?” or “How much sick time off do I get?”  These questions send the message that you are most interested in what you can get rather than what you can do for the company.

The following are examples of questions you can ask.  These examples are presented to encourage you to write your own questions.

Be as company and industry specific as possible when creating your own questions.

EXAMPLES  

What are the key businesses reasons driving the need for this position?

Describe the three top challenges that I'll face in this job?

What has to happen for you to know you've hired the best person?

What are the key deliverables and outcomes that this position must achieve?

Describe the top three initiatives for your company/department and how this position is linked to these initiatives.

What are the key metrics for measuring success in this position?

What competitors do you feel present the strongest competition?

How do you feel my style will compliment the team culture?

How would you describe the qualities of the most successful people at your company?

How to assess Organizational Culture

Culture - values, behaviors, beliefs, and norms - expressed through words and behaviors

Cultural Indicators. - How you are treated? What phrases are frequently used by the interviewers? Is there a theme or unspoken tone to the questions you're asked? How doe s the environment feel to you? How prepared are the interviewers? Are they on time? Were you given an interview schedule? Were you treated like a prisoner or a guest? Are your responses to their questions treated with suspicion or professional curiosity? How considerate is the company recruiter?

Questions

Please describe the company or department culture in three words or three phrases.

How does t he company (team) handle conflict or differing opinions?

How does the company recognize employee accomplishments?
Does the company have a "Code of Ethics?

Please describe the leadership or managerial style at your company?

What qualities do the most successful employees in your company possess?

What is the company's attitude towards professional and educational advancement?

HOW TO IMPROVE WITH EVERY INTERVIEW YOU UNDERGO

§  REHERSE PERFECT ANSWERS

After an Interview go back home and write down important questions asked and answer them in a perfect way how you would have desired

§  PRACTICE

Write out your response and practice saying it. First, practice responding out loud to yourself and then practice saying it to another person. Ask a friend to practice interview you. Ask them to ask you this question ("Why did you leave your last company?”) and a couple other questions you fear most. Practice until you are comfortable with the words you say and how you deliver them.

§  RECORD LEARNING FROM ALL PREVIOUS JOBS

Embrace the opportunity to describe what you learned from a recent job and how you will handle a similar situation in the future. Describing what you learned demonstrates that you are a life-long learner and you look on the positive side of most

COMMON MISTAKES IN AN INTERVIEW

Interrogation is one sided questioning and Interview is 2 sided. Having no questions prepared indicates you are not interested and not prepared. Interviewers are more impressed by the questions you ask than the selling points you try to make. Before each interview, make a list of 5 questions you will ask.

Making a Positive out of a Weakness "I'm a perfectionist" and turn it into a positive. Interviewers are not fooled. Highlight a skill that you wish to improve upon and describe what you are proactively doing to enhance your skill. The question and what your answer indicates about you.

Only Researching the Company, What about You? Job seekers must research themselves by taking inventory of their experience, knowledge and skills. Formulating a talent inventory prepares you to immediately respond to any question about your experience. You must be prepared to discuss any part of your background.

 Leaving Cell Phone On: We may live in a wired, always available society, but a ringing cell phone is not appropriate for an interview. Turn it off before you enter the company.

 Waiting for a Call: Time is your enemy after the interview.  After you send a thank you email and note to every interviewer, follow-up a couple days later with either a question or additional information.  Contact the person who can hire you , not HR (Human Resources).  Additional information can be details about your talents, a recent competitor's press release or industry trends. Your intention is to keep their memory of your fresh.

2^nd & 3^rd INTERVIEW

-         Have different expectations and they're more comfortable with you.

-         They expect you to be more informed about company and express enthusiasm for the position.

-         Questions focused on company, industry, market, key position deliverables, and competition.

-         The difference is they've heard good things about you and expect you're a strong candidate. But they'll still have to be convinced. With 1st time interviewers, conduct yourself like it's your 1st interview because this is your 1st interview with these evaluators.

Questions you ask during 1st interviews include:

-         What are the key businesses reasons driving the need for this position?

-         Describe the three top challenges that I'll face in this job?

-         What has to happen for you to know you've hired the best person?

-         What are the key deliverables that this position must achieve?

-         What are the key metrics used to measure success?

Questions you ask during 2nd interviews include:

-         Please describe three company initiatives and how the position is linked.

-         What competitors do you feel present the strongest competition?

-         What market dynamics do you feel will have the greatest impact?

2nd interviews include meeting higher levels who are unskilled but they're more comfortable interviewing and asking unorthodox questions. You may be asked to deliver a presentation. Panel interviews (multiple interviewers simultaneously), problem solving/simulation interviews, personality tests, mealtime interviews are also common on 2nd interviews. In 3rd interviews you'll be questioned about your salary expectations and possible start date. 

INTERVIEW IS NOT SELLING

§  Interviews are NOT Selling Events

§  More like Playing Darts Blindfolded

§  The target is mental criteria each interviewer is measuring you against.

§  Only 3-4  “Darts of talent” can be thrown at the target

§  Locate target and decide which three “talent darts” by asking questions.

§  Asking one of these “opening questions” at the start of each interview

§  Did you Score? After you present each talent-dart, check by asking a follow-up question.

§  Follow-up questions will get interviewer feedback on the effectiveness of your answers. Asking follow-up questions will also influence the course of the interview. Job interviewers are just like playing darts blindfolded. If you don't ask questions you'll be in the dark, miss the target and loose the game. Ask opening and follow-up questions to win this dart game.

§  But remember you should not overdo it

5 INTERVIEW TIPS

1. What are you looking for?
Interviewing is just like playing darts. The interviewer's screening criteria is the target and each dimension of your talent is represented by a dart.  At the start of the interview you must find the target and decide which 3 "experience darts" to present. "What skills do you feel are required to be successful in this position?" is an effective question for you to ask at the start ("opening phase") of the interview.
 
2. Ask Questions:
It is your responsibility to make sure the interview is an interview and not an interrogation. You do this by asking questions throughout the interview.
 
3. Specific Examples:
Interviewers ask questions about your past experience to predict your future performance.  In response to their questions provide specific examples of your work and life experience. Focus on the actions you took and the results achieved.  Interviewers are less interested in what "the team did" or what you were "responsible for".
 
4. How do you like me so far?
At the conclusion of each interview ask the interviewer for their opinion of your background. Ask them what t they feel your strengths are and what concerns they have about your ability. Interviewers form opinions based on a 45 minute interview. The potential for misunderstanding is enormous. Ask a couple questions at the end to make sure they understand your experience accurately.

5. Visual Aids:
Bring visual aids whenever applicable to convey the quality of your work. You can even prepare a few PowerPoint slides or one page document to communicate the quality of your work. Visual aids can include anything that you feel conveys what you have done and what you can do.

NETWORKING & GETTING AN INTERVIEW CALL (RULES)

§  Make a personal connection with everyone you contact.

§  Speak in your own voice and words.

§  Keep track of every contact and schedule your follow-up calls.

§  Walk around when you make the calls.

§  Describe what you're looking for in detail.

§  Ask for what you want specifically.

§  Commit to making a few calls every day.

§  Set your pace and keep going.

§  Get over any hurdles.  Keep contacting people.

Your goal is to build your network of contacts, then the job will find you.

Eight Habits of Highly Ineffective Communicators

1. The Argumentative Communicator:

·         Ask yourself: Do you find yourself saying “BUT” often in your communication with others?

·         Are U constantly offering your opposing opinion when it is not asked for?

·         Do you enjoy playing the Devil’s advocate?

·         Please Consider: There is a way to give your opinion. When U continue to oppose the comments of your listener, U run the risk of making him feel wrong, stupid or uninformed.

2. The Comparison Maker:

·         Ask Yourself: When someone shares his feelings, do start yours and start comparing both the experiences/ events etc.?

·         Please Consider: When someone shares, the need may be to express and ventilate, comparisons block the other person because U may not have considered the matter from his point of view, he may be willing to buy your prescription.

3. The Better - Than Talker:

·         This is similar to the Comparison maker but with a more condescending tone. The better than talker is not comparing for purposes of being compassionate, but for the purpose of creating superiority. He is interested in feeling superior to the person he is speaking to, that requires the listener feel inferior.

·         Please consider: The difference between talker and communicator is that the communicator is making an effort to arrive at understanding. A Talker rambles endlessly without intending for both the people to benefit from “conversation.”When the listener feels inferior, the talker is not in rapport and any hope for connection is lost.

4. The Hear My Old Baggage Communicator:

·         Ask yourself: Why do you have the need to be rescued, seeking sympathy from others. Seeking sympathy is not unreasonable.

·         Please Consider: The old baggage places an obligation on your listener to feel something which he may not want to feel for U. U also reflect feeling of sadness, despair and helplessness. That may not be of interest to everyone around U. Be discretionary of choosing your listener to fulfill your need to be sympathized, helped, and attended to. 

5. The Judgmental Communicator:

·         There is a difference between observation and judgement. Being judgmental involves rights and wrong, good or bad according to your frame of reference but posing it applicable to the whole world.

·         Please consider: If U judge others, U may think that U are doing it to gain rapport or be on their side. Being judgmental reflects that U are internally not aligned with yourself and that you have a need to judge others in order to feel better than what they are. Don’t play into that trap. Respond in a way that strengthens your position of self respect and self esteem.

6. The Interrupting Communicator:

·         When someone interrupts U, U know that they believe what they have to say is more important than what U have to say. You know they think they are better than YOU!

·         Please Consider: Take a breath after your partner has finished before you speak. In that breath you are saying that I heard what you said, I am taking in, I appreciate your communication.  

7. The Complaining Communicator:

·         Complainers face the same trouble as the Baggage Communicators. Being persistent complainant, you will create negative feelings in others and push people away rather than draw them nearer. Complaining should be avoided in communication with those whom you do business and those whom you love. 

8. The Gossiping Communicator:

·         Gossip is perhaps the most evil, deadly, miserable way to communicate. Don’t see it, don’t participate in it, and don’t respond to it. You are giving away so much of who U are when U spread or even listen to the gossip.  AS a gossiper, U reflect that U are very insecure, your self esteem is dependent on finding faults in others, your world honors the small, weak and petty. Hence seriously evaluate any need that U may have to gossip.

·         Wisdom is, knowing that your thoughts shape your experience.

TRAINING PROGRAMME ON COMMUNICATION (OBJECTIVES)

·         Communication, its process and types.

·         The importance of communication.

·         Your role as effective communicators.

·         The Relationship of communication with respect to day-to-day functioning and building good inter-personal skills.

·         The various barriers to communication and overcome them with respect to building trust, motivating team members, giving and receiving constructive feedback for increasing productivity through effective and assertive communication.

COMMUNICATION

Communication is defined as “the process of the flow ( transmission and reception) of goal – oriented messages between sources, in a pattern, and through a medium or media.

ELEMENTS OF COMMUNICATION

·         Communication is a process.

·         Communication involves transmitting information and understanding it.

·         Communication is goal oriented.

·         Communication requires channel or medium.

·         Communication is multi-dimensional.

PROCESS OF COMMUNICATION & TYPES OF COMMUNICATION

·         Verbal and Non – Verbal Communication

·         Formal and Informal Communication

·         Upward, Downward and Horizontal Communication

VERBAL COMMUNICATION

·         Oral Communication

·         Written Communication

NON VERBAL COMMUNICATION

·         Body language

·         Kinesics, Proxemics & Paralanguage

·         Intention

·         Manner: directness, sincerity

·         Dress and clothing (style, color,

·         appropriateness for situation)

·         Signs & Symbols.   

IMPORTANCE OF NONVERBAL COMMUNICATION

·         7 % of communication happens through words

·         93% of communication happens through non-verbal cues of which:

o    55% through facial expressions

o    38% through vocal tones

NON VERBAL COMMUNICATION (INTERESTING THINGS ABOUT BODY LANGUAGE)

·         It has no words or sentences, but it does send bits of information that combine into messages.

·         Those messages, which are sometimes clear and sometimes fuzzy, are mostly about your feelings.

·         People can learn to read those messages with a fair degree of accuracy.

·         You cannot not have body language- you are sending messages nonverbally all the time. Especially when you are trying not to!

·         Your preferred body positions and movements do say something about the kind of person you are.

·         If your words say one thing and your body another then people will believe your body, not your words.

·         You can change how you’re feeling by consciously changing your body language.

TYPES OF NON VERBAL COMMUNICATIONS

·         Kinesics

·         Proxemics

·         Paralanguage

KINESICS

·         Eye contact and facial expressions

·         Gestures

·         Postures

PROXMICS

·         Public space         Over 12 feet

·         Social Space          4 to 12 feet

·         Personal Space     18 inches to 4 feet

·         Intimate space     0 to 18 inches

PARA LANGUAGE

·         Cues one can pick up from an individual’s voice:

·         Tone

·         Rate of speech

·         Accent

·         Pronunciation

·         Not WHAT you say but HOW you say it!!

EXAMPLES OF FORMAL COMMUNICATIONS

·         Office Order

·         Rules & Regulations

·         Policies

·         Guidelines

·         Work Instruction

TYPES OF INFORMAL COMMUNICATION (Grapevine)                        

·         Straight Line pattern

·         Informal Star Pattern

·         Probability Pattern

·         Cluster Net Pattern

TYPES OF COMMUNICATIONS DIRECTION WISE

·         Upward Communication

·         Downward Communication

·         Lateral Communication

MEDIA OF ORGANIZATIONAL COMMUNICATIONS

·         Employee Handbook

·         In House Magazines e.g. “Live Wire”

·         Statement covering Personnel Policies

·         Notice board

·         Information center

PSYCHOLOGICAL BARRIERS

·         Personal Emotion

·         Biases

·         Lack of  trust

·         Premature Evaluation.

·         Expert Language

·         Sign & symbols

PHYSICAL BARRIERS

·         Geographical distance

·         Mechanical failure

·         Physical obstruction

·         Technological malfunction

·         Time lag

ORGANIZATIONAL BARRIERS

·         Rules & Regulations

·         Policies

·         Hierarchy

·         Culture

EFFECTIVE COMMUNICATIONS

You can have the greatest ideas in the  world, but they are no good to your company, or your career, if you can’t express them clearly and persuasively

OVERCOMING BARRIERS (ABC of Constructive Communication)

A - Approach

B - Build Bridges

C - Customize your communication

Approach is the manner of addressing both the person and the subject

Building Bridges: Respect, Trust, Commonality

Customize: Seek first to understand, before being understood

7Cs of COMMUNICATIONS

1.       Credibility

2.       Capability

3.       Content

4.       Context

5.       Channel

6.       Consistency

7.       Clarity

LISTENING

·         Receive

·         Interpret

·         Evaluate

·         Remember

·         Respond

BARRIERS FOR EFFECTIVE LISTENING

·         Pre-judgement- Listeners who jump to conclusions

·         Self-centeredness – Shift attention from speaker to themselves

·         Selective Listening – Tune the speaker out

·         Wandering mind – Your mind processes information four times faster than rate of speech.

LET OTHER PEOPLE KNOW YOU ARE LISTENING

S:             Stand or sit straight, turn your face squarely to the other and smile

O:            Have an open body position

L:             Lean towards the other person slightly

E:            Maintain Eye contact and make Encouraging noises

R:            Relax and be comfortable

HOW TO IMPROVE LISTENING SKILLS

·         Look beyond the speaker’s style

·         Fight distractions

·         Provide Feedback

·         Listen actively

ACTIVE LISTENING

·         Listen for concepts, key ideas and facts.

·         Be able to distinguish between evidence and argument, idea and example, fact and principle.

·         Analyze the key points

·         Look for unspoken messages in the speaker’s tone of voice or expressions

·         Keep an open mind.

·         Ask questions that clarify.

·         Reserve judgment until the speaker has finished

·         Take meaningful notes that are brief and to the point

TRANSACTIONAL ANALYSIS

·         Johari Window

·         Life Position

Speaking…

“A wise man reflects before he speaks; A fool speaks, and then reflects on what he has uttered.”- French Proverb.

WHILE SPEAKING

·         Take initiative

·         Be polite

·         Be pleasant (smile, jokes)

·         Be clear and concise (tone, accent, emphasis, pronunciation)

·         Cite negative opinions honestly, but in a positive manner

·         Seek Feedback

WHILE SPEAKING OVER PHONE

·         Write down in advance what you want to say and in what order

·         Smile

·         Speak slowly

·         Always be polite and friendly

·         For long messages, follow a script

·         Get confirmation

·         Monitor your time

WRITING SKILLS

·         Clarity in Writing…

·         Rs 1000000000

·         Rs. 10,00,00,000/-

·         Rs. 10 Crore

WHILE WRITING

·         Plan what you want to say in your letter/report

·         Reread the letter when you have finished

·         Check spelling & punctuation, then send

·         Use simple language – avoid ambiguous words

“KISS” (Edit the letter by cutting ruthlessly).

·         Be kind to others’ eyes (font size, clarity)

·         Be creative (use tables, graphs)

 ·         Use the language YOU are better at

KEEP IN MIND WHILE WRITING

·         Visualize the reader when you are writing

·         Don’t  write unbroken paragraphs

·         Use numbered paragraphs to make cross-referencing easier

·         Punctuation plays the role of body language in writing

·         Use headings and subheadings.

·         Use ruled sheets instead of plain ones.

·         Don’t print without thoroughly checking your sources.

LISTENING

·         to receive information

·         to understand effectively

·         to enhance clarity

·         to empathize

WHILE LISTENING

·         Avoid distractions

·         Do not interrupt unnecessarily

·         Be active (show interest)

·         Paraphrase what you’ve heard

·         Throw an echo

WHAT LISTENING LOOKS LIKE

·         The Listener keeps looking at the speaker

·         The Listener’s body is in ‘open’ position

·         The listener is smiling with a pleasant &encouraging expression

·         Listener looks relaxed but alert, neither tense nor slouching

·         Listener utters humming sounds

UNDERSTANDING COMMUNICATIONS in a Company (Dr. COLONEL JC JOHN)

Definition.  Communication is the transfer of information, ideas, understanding or feelings among people.

Importance.

·         Most Important subject (both personal & professional).

·         Not taught but learned (e.g. Gandhi).

·         Not theory but practical.

·         Norms for communication laid down in a company - Rules for the class.

·         Affects Productivity & profitability affecting.

·         Not only speaking but written, e mail, phone call, body language

Management – is defined as the process of getting things done through the efforts of other people.  Hence Managers have to communicate. The most significant feature of communication is that it is learned.

Channels of Communication

·         Formal Communication Channel :  Are the communication channel that are officially recognized by the organization. 

·         Information Channel:  Are ways of transmitting information within an organization that bypass formal channels.

Formal Downward Channels

·         Chain of command,

·         The House Organ,

·         Letters and Pay inserts,

·         Loud speaker systems,

·         Annual report, Employee Hand Book & Pamphlets etc.

·         Chain of Command

·         Face-to-face interaction.

·         Ask questions.

·         Written documents

·         Letters & Memorandums

·         Middle level managers -Translation into the languages of subordinates

·         Permanent information such as policies, procedures and rules

The House Organ
News letters or newspapers – contains new products, how well the company is doing, about the policies. Has wide readership.  Depends a lot on Personal interest

Formal Upward Channels.
Participative management requires a two way communication. These channels are necessary not only to determine if subordinates have understood the information set downward but also to satisfy the need of subordinates to be involved.  A communication effectiveness survey of thousands of employees showed that only half believed that significant upward communication was present.
INFORMAL COMMUNICATION CHANNELS

·         Either lateral or diagonal

·         Benefits from established personal relationships and mutual trust.

·         Productivity

·         Not an automatic process, trust must first develop

·         Immediate supervisors might take offense.

Grapevine :

·         Transmits information more rapidly, sometimes not as accurately.  Primary sources of current information.

·         Basic characteristics: Every Direction.

·         Who receives the information?  Some people are tuned into it and some managers are not even aware of the grapevine.

·         Beyond the formal organization.

·         Communication Networks - The pathways through which messages between and among people in organization flow are Communication Networks.

·         Identifying the predominant structural configuration however, helps explain or predict.

·         The links of the wheel, chain and Y receive less information than the links of the circle and the completely connected network.

·         Completely connected, Feedback, Sharing of the leadership responsibility and decentralization.

·         Newly formed a wheel configuration.

BARRIERS TO COMMUNICATIONS

Technical Barriers:  Environmental barriers to communication are referred to as technical barriers.
Timing – the determination of when a message should be communicated is timing.
Information overload- The condition that exists when an individual is presented with two much information in too short a time is information overload.
Cultural differences- Middle East, giving another person a deadline is considered rude and the deadline is likely to be ignored.  If a client in U.S. is kept waiting the client is perceived to have low status.  In Japan delays mean no slackening of interest and delay is often a negotiation tactic.  Indians conduct most business at an interpersonal distance of five to eight feet; a distance of one to three feet suggests more personal.  Spacious, well-furnished and located on the top floor it conveys an aura of prestige.  In the Middle East décor of the office mean little, in France Managers likely to be located in the midst of their subordinates in order to control them.

Language Barriers

-         Vocabulary – type of audience,

-         vocabulary sets

-         tailor the message to match the knowledge base of the receiver

-         concentrate their messages in the common vocabulary base

-         Semantics – JARGON is a special language that group members use in their daily interaction. Many firms provide new employees a list of definitions of terms associated with the particular industry.

Psychological Barriers

-         Information filtering – The process by which a message is altered through the elimination of certain data as the communication moves from person to person in the organization is Information filtering. Has two purpose:1) Management Control    2) Evaluate Performance

-         Lack of trust & openness

§  Receptive to employees ideas

§  Order should never be questioned, communication tends to be shifted.

§  Japanese business success :Managers trust their peers and superiors, simple organization structure.

-         Jealousy

§  Managers competence may actually be viewed by peers and superiors as a threat to their security.

-         Preoccupation

§  Respond in certain predictable through in appropriate ways. 

-         Hearing

§  Hear what we expect to hear, not what is actually said.

-         Perception set differences

§  A fixed tendency to interpret information in a certain way is a perception set.

-         Noise

§  Anything that interferes with the accurate transmission or reception of messages is NOISE.

Barrier to Effective Group Communication

§  Parties with a competitive attitude

§  Win-lose

§  Own objectives

§  Own needs but publicly disguise

§  Aggrandize their power

§  Threats to get submission

§  Overemphasize own needs, objectives, positions

§  Exploiting the other party

§  Superiority of their own position

§  Isolate the other person

§  “We they” perspective

      OPEN-DOOR POLICY

              Talking directly with workers

              By Pass immediate supervisors

                 Reduce tension

              Improve trust

THE GRIEVANCE PROCEDURE

               Some managers believe a formal grievance procedure weakens their authority.

               OMBUDSPERSON

               Complaint officer

               Top Management eyes and ears

               Uncover scandals in their organization.

SPECIAL MEETINGS - Monthly departmental meetings.

 

QUESTIONS TO ASSESS INTERPERSONAL SKILLS

  When you had to work closely with a coworker whom you disliked. How did you make the relationship work so you could succeed for your company?

  When you disagreed with the decisions of your manager or supervisor. Was the situation resolved to your satisfaction or did nothing change?

  When you worked with a friend. What did you do to ensure that the friendship bore positive results for your company?

  How did you resolve a conflict? What happened to the coworker or team?

  Describe behaviors, actions, or attitudes you are most likely to conflict with at work? Give  an example of a situation you addressed in the past? How was it resolved?

  Name factors that make you an effective, valued coworker in your current job? What would your supervisor say are the three most important factors?

  If you have reporting staff, how would these staff members describe you?

  Describe a time when you demonstrated that you have the ability and desire to work effectively with your coworkers.

  When you have entered a new workplace, describe how you have gone about meeting and developing relationships with your new coworkers, supervisors, and reporting staff.

QUESTIONS TO TEST MOTIVATION

  Environment or culture in which you are most productive and happy.

  Imagine you got national award five years from now. Why? Circumstances?

  What goals, including career goals, have you set for your life?

  Define “success” for your career? Now & at the end of your work life.

  Example of how you motivated another person.

QUESTIONS TO ASSESS TEAMS AND TEAM WORK

  Give an example of a successful project , your role& why it succeeded?

  Describe two situations from your past work experience in which you have determined a team was the best potential solution to a problem, a needed process improvement, or a planned change. How did each work out?

  What actions and support, in your experience, make a team successful?

  Give me an example of a time when your work group or department worked especially well with another work group or department to accomplish a goal.

  Have you been a member of a team that struggled or failed to accomplish its goal? If so, what assessment did you make of the reasons for the failure.