Module 8 Group Communication

7/28/2019 Module 8 Group Communication

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VTU SYLLABUS

GROUP COMMUNICATION

Meetings

Planning Meetings

Objectives

Participants

Timing

Venue of Meetings

Leading Meetings.

Media Management

The Press Release

Press Conference

Media Interviews

Seminars

Workshop

Conferences.

Business Etiquettes.

HAND BOOK CONTENTS

Group CommunicationMeaning and Definition of GroupFactors Affecting Group CommunicationGroup Communication NetworkImportance of Group Communication

MeetingsMeaning and Definition of MeetingObjectives of Meeting

Types of MeetingPlanning Meeting

ParticipantsTiming and Venue of Meetings

Leading MeetingsConducting and Participating in MeetingsNotice and Agenda/DocumentationMinutes of MeetingKinds of MinutesHints for Writing Minutes

SeminarsPurpose of SeminarRunning the SeminarHow to Make Seminar Effective

WorkshopConference

Types of ConferencesFeatures of ConferencePurpose of the ConferenceConducting a Conference

Media ManagementPress Releases

Characteristics of a Good Press ReleaseTips for Writing Successful Press Release

Press ConferenceInvitation to Press ConferenceMajor Steps for Setting up a Press Conference

Media InterviewsPreview the CircumstancesPrepare for the InterviewPost-Interview Evaluation Questions

Business EtiquettesMeaning and Importance of Business EtiquettesFundamental Rules of Business EtiquetteScope of Business Etiquette

IntroductionBusiness DiningBusiness Lunch Etiquettes for HostInteraction with Foreign ClientsInterpersonal Business Etiquette (Face-to-FaceContacts)Business-to-Business EtiquetteTelephone Etiquette

MODULE8

Group Communication,Media Management,

Seminars & Etiquettes


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Group Communication, Media Management, Seminars and Etiquettes (Module 8) G - 177

GROUP COMMUNICATION

In every organization, where groups are formed in order to transact some formally designed matters, certaintypes of communication patterns can be established formally. Formal pattern cannot be ignored where a groupis headed by a chairman. Some patterns of network of communication exist not only when a chairperson isappointed but also where the physical arrangement of a layout of meeting hall establish relationship in a

particular way.

According to F.E. Kast and his Associates, even in these kinds of situation, communication pattern canevolve that support or transcend and subvert the supposedly established pattern. The analysis ofcommunication processes in groups often reveals a communication "centre." In every small and formal group, itis quite possible to develop a variety of communication patterns.

Some of the research studies on communication in small groups reveal countless variations ofcommunication patterns. For instance, take a group of five members; different typical network arrangementsemerge.

Meaning and Definition of GroupA group consists of two or more persons who interact with each other, consciously for the achievement ofcertain common objectives. The members of the group are inter-dependent and are aware that they are part of

a group.

According to David H. Smith, A group is a set of two or more individuals who are jointly characterized by anetwork of relevant communications, a shared sense of collective identity and one or more shared dispositionswith associated normative strength.

According to Edgar H. Schien, A group may be defined as a social phenomenon in which two or morepersons decide to interact with one another, share common ideology and perceive themselves as a group.

In order to be called a group, an aggregation of persons must satisfy the following conditions:i) People must interact with one another.ii) People must be psychologically aware of one another.iii) People should perceive themselves to be a group.

Characteristics of a Group1) Social Interaction: One of the most obvious characteristics of group is that they are composed of two or

more people in social interaction. In other words, the members of group must have influence on each other.The interaction between parties may either verbal on non-verbal, but the parties must have some impact oneach other to be considered as a group.

2) Stable Structure: Group also must posses a stable structure. Although groups can change, and oftendo, there must be some stable relationships that keep group members together and functioning as anunit.

3) Common Interest: The formulation of a group is closely related to some common goals or purpose. Theachievement of common goals of a group is a matter of common concern for every member and they havean obligation to contribute for attaining the common goals.

4) Perceive Themselves as Part of Group: Finally, to be a group, the individuals involved must perceivethemselves as a group. Group is composed of people who recognize each other as a member of theirgroup and can distinguish these individuals from non-members.

Interaction betweentwo or more people

Awareness of eachother

Common objectives Common identity

Figure: Characteristics of a Group


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G - 178 Thakurs MBA First Semester HB (Business Communication)

Factors Affecting Group CommunicationThere are several factors that affect group dynamics and thereby shape the outcome of group discussions. Letus consider a few of these:

1) Size: The smaller the group, the better its members can communicate with each other. When the group is alarge one members have fewer opportunities to interact with each other. Researchers havent yet hit uponan optimal number of members for the effective functioning of groups, but it is generally believed that

groups of five to seven members are ideal for decision-making and problem-solving tasks.

2) Longevity: Groups formed for short-term goals, such as to arrange a dinner, usually focus more on thetask at hand, rather than on maintaining interpersonal relationships. Groups formed for long-termassignments may devote a lot more time to maintaining relationships among members.

Table: Roles People Play in Groups

Self-Oriented Roles Group Maintenance Roles Task-Facilitating Roles

Controlling: Dominating others byexhibiting superiority or authority.

Encouraging: Drawing out othermembers by showing verbal and non-verbal support, praise, or agreement.

Initiating: Getting the group startedon a line of inquiry.

Withdrawing: Retiring from the groupeither by becoming silent or by refusingto deal with a particular aspect of thegroups work.

Harmonizing: Reconciling differencesamong group members throughmediation or by using humor to relievetension.

Information giving or Seeking:Offering (or seeking) informationrelevant to questions facing thegroup.

Attention Seeking: Calling attention tooneself and demanding recognition fromothers.

Compromising: Offering to yield on apoint in the interest of reaching amutually acceptable decision.

Coordinating: Showingrelationships among ideas, clarifyingissues, summarizing what the grouphas done.

Diverting: Focusing group discussion ontopics of interest to the individual ratherthan those relevant to the task.

Procedure Setting: Suggestingdecision-making procedures that willmove the group toward a goal.

3) Leadership: Leadership that aims at achieving task goals, while at the same time maintaining interpersonalrelationships in the group, is likely to make for greater group success.

4) Perception and Self-Concept: Each member of a group generally has his own perception about how thegroup should function, what kind of goals it should have and how it should work toward it. At the same timehe also has a self-concept, which determines how he will interact with the others in the group. The

successful working of a group depends to a great extent on its ability to satisfy the expectations and supportthe self-concepts of its members.

5) Status: Sometimes some members of a group have a better social standing or are better qualified than the

others. The status of the members determines the manner in which they interact with each other. Peopletend to communicate with peers as their equals, but they tend to speak upward to superiors and downwardto subordinates.

Group Communication Network

Bernard and his associate developed basic communication network in task-oriented small groups. Theirnetwork models are as follows:1) Wheel pattern2) Y-pattern

3) Chain pattern4) Circle pattern5) Free flow pattern.

The network models are given below. The numbers given in each model refer to how many times that particularindividual has been recognized as a leader. In other words, the numbers refer to the frequency of occurrence ofrecognized leaders at different positions in the various patterns.

1) Wheel Pattern: In case of wheel network, the leader seems to emerge at the position of higher centrality. Itis the hub of a wheel. In this type of network, communication flows upward to peripheral members.


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2) Y-Pattern: Figure A, B indicate that a leader of a group seems to emerge at the position of the work. Y-typenetwork is one in which top level strategic management, middle level tactical management involve incommunication. In a vertical position, messages travel downward from chairman to the Managing Directorto General Manager, Deputy General Manager and functional head.

3) Chain Pattern: In the chain pattern, the leader of a group seems to emerge at the midpoint of the chain. Inits vertical position, the neighbors are in communication with each other. The first and the last person haveno direct contact, hence cannot communicate, but through a leader.

4) Circle Pattern: Kast and his associate say that, "for the circle, forces other than the communication

network obviously become more important in the evolution of the leader in the small group. Circle orcircular network communication permits at a time only two individuals in communication with each other.

Under this model, each person can communicate with two persons. These are two neighbors.

5) Free-flow Pattern: As the name indicates, it represents a communication network where everyone

communicates with one another.

Importance of Group Communication1) Wide Knowledge: Groups permit to pool more detailed information and knowledge. They constitute crucial

impulse for sound decision-making. The aggregation of ideas of several individuals helps to make qualityand sound decision.

2) Diversity of Views: There is no scope in group deliberations for any homogeneity of ideas. Groups permit

not only more knowledge and information as input but it can bring heterogeneity in the decision-makingprocess. Several alternatives can be considered and the best possible solutions can be arrived at.

3) Acceptance: In addition to heterogeneity to the decision-making group, decisions are accepted forimplementation. Increased acceptance of solution is possible, people concerned with the decisions will bemore likely to accept it and encourage others. There is a support and backing for group decision.

Figure A: Wheel Pattern

Figure B: Y-Pattern

0 3 17

0

1

Figure C: Chain Pattern

4 14 3 00

Figure D: Circle Pattern


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4) Legitimacy: In a democratic set-up, group decisions are based on the principles of democracy. Groupdecisions are more consistent with democratic ideas. These are therefore, legitimate than decisions madeby a single person. A single persons decision is known for its autocracy and arbitrariness.

Meetings

Formal speaking and oral reporting may be an important part of business communication, but probably various

other communication activities will consume more of time. Specifically, one is likely to spend more timeconducting and participating in meetings, interviewing, dictating, and telephoning.

Meaning and Definition of MeetingWhen the Managing Director invites his departmental heads to discuss some problem, it is called a Meeting.

According to Herta Murphy, A business meeting is a gathering where purposive discouragement occursamong three or more people who exchange information on a common topic or problem, for betterunderstanding or for the solving of a problem.

A meeting is an assembly where people interact to discuss the issues and problems find solutions and takedecisions on them.

Points for a Successful Meeting1) Clearly Define the Purpose of the Meeting: If it is necessary to call a meeting, the next step is todetermine who should attend the meeting and what items should be on the agenda.

2) Distribute the Agenda among All the Members: If members are ignorant of the agenda, they will not be

able to make any advance preparation and there participation in the meeting will be ineffective.

3) Provide All the Facts: If a meeting has been called to discuss the declining sales of a particular product, all thefacts and figures having any bearing on the subject should be collected and circulated among the members.

4) Restrict the Number of Invitees: Large groups tend to be unproductive. Only those person should beinvited who are closely concerned with the subject to be discussed, and none else.

Objectives of MeetingIn modern organizations, meetings are held to fulfill large number of objectives like:1) To convey information to the members.2) To gather information from the members.3) To exchange ideas and experiences among the members.

4) To brief members on plans, working and performance and to instruct members.5) To discuss problems and issues of common interest.6) To persuade members to accept changes.7) To resolve conflicts and confusions.8) To take decisions of matters affecting the group or the organization.9) To generate a positive attitude among the participants.

Types of Meeting1) Formal Meetings: The rules of conduct of formal meetings are laid down in company's Articles of

Association and/or Constitution or Standing Orders. With such meetings a quorum must be present, i .e., the

MEETINGS

Restrict thenumber ofinvitees

Provide allthe facts

Clearly definethe purposeof themeeting

Distribute theagenda amongall the members


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minimum number of people who should be present in order to validate the meeting. A formal record ofthese meetings must be kept, usually by the company secretary.

2) Annual General Meeting (AGM): AGMs are held once a year to assess the trading of the organizationover the year. All shareholders are invited to attend the AGM but they must be given 21 days' notice.

3) Statutory Meetings: Statutory meetings are called so that the directors and shareholders can communicateand consider special reports. Companies are required by law to hold these statutory meetings.

4) Board Meetings: Board meetings are held as often as individual organizations require. They are attendedby all directors and chaired by the chairman of the board.

5) Informal Meetings: Informal meetings are not restricted by the same rules and regulations as formalmeetings. Such meetings may take the form of brainstorming or discussion sessions where strict agendasmay not be necessary and minutes may not be kept. However, it is usually considered good businesspractice for an agenda to be issued to all members prior to the meeting so that they can prepare adequatelyin order to make a valuable contribution.

These meetings are attended by a group of managers who may need to discuss a specific matter, report onprogress or receive progress reports. For example, the marketing manager, sales manager, production managerand research and development manager may meet to discuss the launch of a new product being launched soon.

6) Departmental Meetings: These meetings are called by Head of the Department or Manager of a certainsection. All staff will be invited to attend it so that information can be passed on or reports received from

some members of staff regarding a specific project.7) Working Parties: Working parties may be set up to work together on a specific project or problem. At

meetings, progress reports will be given and decisions for further action taken.

Planning MeetingEffective planning always increases the probability of a successful meeting. As you plan a meeting, considerthese points:

1) What is the Objective of the Meeting?Effective business communication requires a clear understanding of ones objective, or objectives. An objective ismore specific than a topic (for example, New Security Procedures at CONTECH). An objective should describewhat you expect the meeting to accomplish (for example, CONTECH managers will be thoroughly briefed on allaspects of the new Department of Defense security requirements). Usually, meetings have more than one objective.

2) ParticipantsTo be effective, deliberations at the meeting should involve all the concerned functionaries. Regular membersof the committees, wherever formally constituted, will have to be invariably invited. At the same time, in theabsence of a formal list, it would be essential to identify people whose presence would be of significance whensubjects are taken up for deliberation. In some cases, senior functionaries will have to be necessarily invited tolend authority to the decision-making process, whereas some junior level functionaries and subject matterspecialists will have to be present to provide technical details and other relevant papers. Persons to be invitedto the meeting, wherever not specifically stated, are best decided in consultation with the chairperson and othersenior functionaries on whose behalf the meeting is organized.

Invitation for the meeting is to be clearly drawn up indicating the day, date, time and venue of the meeting.Invitations have to be sent well in advance to ensure that outstation participants have sufficient time to makeappropriate travel plans. Meeting notice should clearly indicate who will attend the meeting. Sometimes, people

in organizations receive notice, which do not clearly indicate whether they are sent as an invitation or just asintimation. The addressee, in this case, is likely to be confused and will have to start making enquiries. More so,when one is not a formal member of the committee or has had no prior intimation about it. The meeting noticeshould also state wherever appropriate, whether the addressee may bring one or two other colleagues dealingwith the subject or, in the alternative if one is not in a position to attend, whether someone else can be deputedon ones behalf. Though most of these requirements look obvious, they are often overlooked.

3) Timing and Venue of MeetingsCare should be taken in fixing up the meetings in a manner that is convenient to most of the members orparticipants. A notice, well in advance, will ensure that participants get adequate opportunity to schedule orreschedule their engagements. The date and time should be fixed taking into account holidays, other important


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events and functions which may clash with the meeting dates and time, and make it difficult for the members tochoose between one and the other. It is generally expected that the person convening the meeting will takesome trouble to ensure that most of the members, if not all, are in a position to attend and contribute. While itmay not be possible to totally avoid overlapping in all cases, some advance planning and enquiries will certainlyhelp achieve better attendance at meetings. Indication of the duration of the meeting will also be helpful so thatparticipants would know how much time they have to allot for attending the meeting. Further, details such asarrangements made, if any, for breakfast, lunch, accommodation, travel, etc., need to be mentioned.

The venue of the meeting should be fixed up; obviously well before the meeting notices are dispatched. With somany meetings taking place in organizations, there is bound to be considerable demand for meeting halls and

conference rooms. The meeting venue should have all the required physical facilities fans, air conditioners,microphones, projectors, toilets, etc., that ensure minimum comfort for the members and facilitate uninterrupteddeliberations. Physical barriers such as non-availability of sound systems, extraneous sounds, crampedseating, stuffy rooms, etc., hinder the effectiveness of communication. It is not uncommon in organizations tocome across instances where the availability of the venue is not confirmed, or there is some misunderstandingin the date or time, as a result of which either meeting is delayed or participants are made to move from onevenue to the other. A little extra care will avoid embarrassment and inconvenience at the time of the meeting.

4) What Materials, Equipment, Refreshments, and Room Layout will be required forthe Meeting?

Be prepared with whatever materials are needed, including notepads and pencils for each participant,

nametags or place cards, and handouts. Have such equipment as flip charts, an overhead projector, a slideprojector, a VCR, or a lectern for speakers ready if necessary. Possible refreshments include water, coffee andsnacks, and soft drinks. Ensure a sufficient supply of tableware, such as cups, glasses, and napkins.

How should the room be laid out? Four popular meeting layouts are:1) The table in the center of the room with all of the participants sitting around it;2) The U-shaped layout;3) The classroom layout, and4) The theater layout.

Leading MeetingsThe leader of a meeting has one basic goal; to accomplish the objectives of the meeting. The followingguidelines will prove useful to you as you assume this role:

1) Starting on TimeStart the meeting on time. Nothing says more about your philosophy of meeting management than starting ameeting promptly. It happens so infrequently that starting at the time specified in the agenda will serve as anexcellent attention-getting device.

Center Table Layout U-Shaped Layout

Theater LayoutClassroom Layout

Figure: Four Layouts for Meetings


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2) Opening RemarksOnce you have the groups attention, open the meeting with an appropriate set of remarks. Offer some remarksintended to achieve the following objectives:

i) Establish the right tone usually serious and positive.ii) Be sure to identify any participants unknown to the group.

iii) Offer any background comments that might prove useful to the group for example, why the meeting wascalled.

iv) Review the objectives of the meeting as expressed as items on the agenda. Identify any time constraintsnot already expressed on the agenda for example, when the meeting must end.

3) Getting to BusinessAfter you finish your opening remarks, move to the first item on the agenda. Be careful not to let your openingremarks serve as a springboard for the group to get off track.

4) ParticipationFacilitate balanced participation among meeting members. Some participants talk too much while others talktoo little. Effective meeting leadership ensures that participation is balanced. If it is, a few members of the groupwill not dominate the discussion at the expense of less-assertive colleagues. Rather than muzzle the moretalkative participants, issue direct, open-ended questions to the quiet ones, specifically soliciting their commentsor advice.

Sometimes the group as a whole is quiet, and you may need to prime the pump. If the group appears preparedbut reticent, pose open questions to them. For example, you could say, What problems should we anticipate aswe implement the new security system? If the groups silence is related to a general level of unpreparedness,then consider rescheduling the meeting or offering sufficient information (in the form of handouts or a briefing)to improve the level of preparation.

Deal assertively but patiently with disruptive members. A storyteller, for instance, can sidetrack a meeting withan irrelevant story, especially one that walks the group down memory lane. After the first story, inquire aboutthe relevance of any later stories to the point under discussion. Do the same for humorists and digressers. Butemploy some strategic leniency at times, too. An occasional story or digression may prove a harmless diversionand even provide a useful release for group tension.

5) AgendaUse your agenda to keep the discussion on track. If the discussion starts to drift from the item being considered,firmly steer the group back to the item. If a meeting member resists your request to change direction, ask forjustification of the relevance of the comments to the agenda item under consideration. Remind participants oftime constraints; Wed better return to Item Two. Weve got only an hour left to cover four more items!

Again, remember to exercise some strategic flexibility when appropriate. If an agenda item elicits far moreproductive discussion than you anticipated while planning the agenda, do not attempt to limit discussionprematurely. Otherwise, attendees may feel muzzled. If it appears that an item may require substantially moretime than the agenda allows, consider holding another meeting addressed to that item.

6) ClosingClose the meeting at the appropriate time. Once you have covered the items on the agenda, close the meeting.Meetings sometimes continue aimlessly after the items have been covered, and it is embarrassing to havesomeone inquire, Is the meeting over?

Before you close the meeting, signal the participants by asking for any final comments or questions. Offer asummary of what has been accomplished at the meeting, and explain what will occur next. For example, letpeople know that minutes will be sent to all participants; another meeting will be scheduled on this subject; etc.Finally, be sure to thank the group members for their time and contributions.

Conducting and Participating in MeetingsFrom time to time in business, you will participate in meetings. They will range from one extreme of formality tothe other. On the formal end will be conferences and committee meetings. On the informal end will bediscussions with groups of fellow workers. Whatever forms the meeting takes, it will involve communication. Infact, the quality of the communication will determine the meetings success.


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Your role in a meeting will be that of either a leader or a participant. Of course, the leaders role is the primaryone, but good participation also is vital. The following paragraphs review the techniques of performing well inboth roles.

Techniques for Conducting MeetingsThe way you should conduct a meeting is related to the formality of the occasion. Meetings of groups such asformal committees, boards of directors, and professional organizations usually follow generally accepted rules

of conduct called parliamentary procedure. These rules are quite specific and are too detailed for review here.When you are involved in formal meetings, you would do well to study any of the many books coveringparliamentary procedure beforehand. In addition, you should know and practice the following techniques. Forless formal meetings, you can depart somewhat from these procedures and techniques. But you should keep inmind that every meeting has goals and that your departures from procedure and technique should never hinderreaching the objectives.1) Plan the Meeting: A key to conducting a successful meeting is to plan it thoroughlythat is, you should

develop an agenda (a list of topics to be covered). In developing the agenda, you should select the topicsthat must be covered in order to achieve the goals of the meeting. You should arrange these items in themost logical order. Items that explain or lead to other items should come before the items they explain orlead to. After you have prepared the agenda, you should make it available to participants if the meeting isformal. For informal meetings, you may find keeping the agenda in mind sufficient.

2) Follow the Plan: You should follow the plan for the meeting item by item. In most meetings, the discussiontends to stray and new items come up. As leader, you should keep the discussion on track. If new itemsarise during the meeting, you can take them up at the endor perhaps postpone them for a future meeting.

3) Move the Discussion Along: As leader, you should control the agenda. When one item has been covered,you should bring up the next one. When the discussion moves off subject, you should move it back onsubject. In general, you should do what is needed to proceed through the items efficiently. But in yourefforts, you should not cut off discussion before all important points have been made. Thus, you will have touse your good judgment. Your goal is to permit complete discussion on the one hand and to avoidrepetition, excessive details, and useless comments on the other.

4) Control Those who Talk Too Much: One of your difficult tasks is likely to be that of keeping certainmembers from talking too much. In most groups, a few people tend to dominate the discussion. Your taskas leader is to control these people of course, you want the meeting to be democratic, so you will need tolet these people talk as long as they are contributing to the goal. When they begin to stray, duplicate, orbring in useless matter, you should step in, you can do so tactfully by asking on other viewpoints or bysummarizing the discussion and moving on to the next topic.

5) Encourage Participation from those who Talk Too Little: Just as some people talk too much, some talktoo little. In business groups, frequently those who say little are in positions lower than other memberspositions. Your job as leader is to bring these people into the discussion. You can do this by asking them fortheir viewpoints. Also, you can encourage them to participate by showing respect for their comments, evenif they are illogical.

6) Control Time: When your meeting time is limited, you have the additional job of controlling time. On suchoccasions, you must determine in advance how much time will be needed to cover each item. Then, at theappropriate time intervals, you should end discussion of the items. You may find it helpful to announce the timegoals at the beginning of the meeting and to remind group members of the time status throughout the meeting.

7) Summarize at Appropriate Places: After a key item has been discussed, you should summarize what the

group has covered and concluded. In cases in which a group decision is needed, the groups vote will bethe conclusion; in any event, you should formally conclude each point and then move to the next one. At theend of the meeting, you can summarize the total progress made. You should do this whenever such areview will help the group members understand their accomplishments during the meeting. For some formalmeetings, minutes kept by a secretary will provide this summary.

Techniques for Participating in a Meeting1) Follow the Agenda: When an agenda exits, you should follow it. Specifically, you should not bring item not

on the agenda, nor should you comment on such item if brought up by others. When there is no agenda,you should stay with in the general limits of the meetings goal.

2) Participate: The purpose of meetings is to get information from every body concerned. Thus, you should doyour part. You should participate. Your participation, however, should be meaningful. You should talk onlywhen you have something to contribute, and you should talk every time you have something to contribute.


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3) Avoid Talking too Much: As your participation in the meeting, be aware that other people are attending.You should speak up wherever you have something to say, but do not get carried away. Always respect therights of others. As you speak, ask yourself whether what you are saying really contributes to thediscussion.

4) Co-operate: A meeting by its very nature requires cooperation from all participants. So keep this in mind asyou participate. You should respect the other participants and work with them in every practical way.

5) Be Courteous: Perhaps courtesy is a natural part of co-operation. In any event, you should be courteous toother group members. Specifically, you should respect their rights and opinions and permit them to speak.

Notice and Agenda/DocumentationThe success of a meeting depends on a variety of essential preparations. An important one is to ensure that allthe documentation is dealt efficiently. The notice and agenda are usually combined in one document. Theportion at the top is known as the notice. This gives details of the type, place, day, date and time of the meeting.

The agenda is the middle portion of the document. This is the list of topics to be discussed at the meeting. Inthe example shown here note that the first three and final two items are known as ordinary business. These areitems which will be included on every meeting agenda. After the opening items of ordinary business there willbe a list of special business these are special matters to be discussed at this meeting only.

Minutes of MeetingThe official records of discussions held and decisions taken at a meeting are called minutes. Minutes aregenerally written by the secretary of the organizational unit which sponsors or holds the meeting. Keepingminutes of the meetings of the Board of Directors, Committees of Directors and General Body of a joint-stockcompany is a legal requirement, but other organizations also follow this practice. They serve as an aid tomemory and provide a basis for action.

Minutes usually contain the main points of discussion, the conclusions reached, the recommendations made,and the tasks assigned to individual members and groups. They are not a verbatim record of the proceedings ofa meeting. The emotions and feelings, if any, expressed by members during the course of discussion are

Company name andcommittee name

Notice states place, day,date and time of meeting

Use the heading AGENDA

These three items of ordinarybusiness are included on everyagenda (some committees willalso include Correspondence

Special business is listedseparately (any official reportscome first)

Finish all agendas with thesefinal two items of ordinarybusiness

Dont forget reference and date

KANPUR TEXTILE STORES CO.

SOCIAL CLUB

A meeting of the Sports and Social Club will be held in the Conference Suite A onFriday 14 May 2007 at 1800

A G E N D A

1) Apologies for absence

2) Minutes of last meeting

3) Matters arising

4) Chairmans Report

5) Football Results and Matches (Frank Jones)

6) New Keep-Fit Classes (Carol Chen)

7) Purchase of Tennis Equipment (Aileen Forster)

8) Annual Dinner and Dance

9) Any other business

10) Date of next meeting

CE/ST

7th May 2007


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generally not recorded. A clear, concise, accurate and well-organized summary of the business transacted is allthat is required. Minutes, in fact, are a special type of summary of what happened at a meeting. They are moreanalogous to a telegram than to a letter.

When you are called upon to write the minutes of a meeting, take down notes carefully at the meeting. Soonafter it is over, prepare a draft of the minutes. Before giving a final shape show them to the chairman. If youhave any doubt regarding a statement or fact, check it up with some other members to ensure accuracy.

To facilitate reference give each item a heading and a number. When a proposal or a resolution is approved bya majority, you may give the name of the proposer and the seconder and also record the number of votes castfor and against it. In many organizations, however, the practice differs; only a resolution or proposal that wasapproved is recorded; the names of the proposer and seconder are not mentioned.

The following items are generally given in the minutes. Keep them in mind. It is, however, not necessary thatthey should appear in the order in which they are listed below:1) The name of the organizational unit, e.g., Finance Committee, Board of Governors.2) The date, time and place of the meeting.3) The number of the meeting if it is in a series, e.g., Sixth Meeting of the Board of Directors.4) Name of the chairman of the meeting.5) Names of members present, of those who could not attend, and those who attended by special invitation.6) Record of transactions.7) Signature of the secretary and the Chairman.

The minutes become final only when they have been read at the next meeting, approved by the members andsigned by the chairman. Often the minutes are circulated to members beforehand and then at the next meeting thechairman confirms them after ascertaining that members have no amendments to suggest. If a member suggests anamendment, the chairman signs the minutes after seeking the approval of the members present at the meeting.

Kinds of MinutesMinutes may be minutes of resolutions or the minutes of narration or both.1) Minutes of Resolutions: In the minutes of resolution, only decisions and resolution arrived at the

meetings are recorded. They always start with the word Resolved followed by the exact text of theresolution. For example: Resolved, that the resignation of Mr. Lalit Mohan be accepted w.e.f. 25th April, 20..

2) Minutes of Narration: Minutes of narration record the brief discussion and circumstances leading to theresolution in addition to the resolution passed. These like reports, are drafted in narrative form. For

example, Considering the Minutes of Directors meeting:i) The minutes of the meeting held on December 10, 20.. were approved by the Board and signed by theChairman.

ii) Mr. J.B. Singh proposed the name of Mr. Atul Sharma as managing director and Mr. Narain Raoseconded it.

iii) Resolved that Mr. Atul Sharma be appointed Managing Director of the company.iv) It was decided that the Finance Manager, Mr. Naresh Dhawan should, at the next meeting, produce a

draft of the prospects to be issued in June, 20.. for inviting applications for shares.v) The secretary was directed to call next meeting on May 10, 20...

3) Verbatim Minutes: these are used primarily in court reporting were everything needs to be recorded wordby word.

Hints for Writing MinutesWhile writing minutes of the meeting, the company secretary should consider the following points:1) Minutes of each meeting must clearly state the nature of the meeting, in the beginning.2) It should mention the date, time and place of the meeting.3) The names of persons who were present as well as those who were absent should be given.4) Each minute should have a serial number and an appropriate index or heading to facilitate quick reference.5) The language of the minutes should be clear and concise.6) The minutes should not contain reference of the feelings and emotions expressed by any member.7) The tone of the minutes should be impersonal.8) Notes of the meeting should be recorded during the meeting. After the meeting, minutes should be quickly

written in case some important facts have been missed.9) Minutes of the meeting should be verified, approved, or modified in the subsequent meeting.


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Seminars

A seminar is a meeting for exchanging information and holding discussions on a somewhat smaller scale than aconference. Moreover, a seminar is more limited and formal in its nature while a conference is wider and moreinformal. As a result more serious discussions are held in a seminar within a limited period than in aconference. Every participant in a seminar is supposed to present paper after the reading of which all theparticipants are supposed to discuss it in great detail. Sitting quiet in a seminar is generally not expected.

A seminar is, generally, a form of academic instruction, either at a university or offered by a commercial orprofessional organization. It has the function of bringing together small groups for recurring meetings, focusingeach time on some particular subject, in which everyone present is requested to actively participate. This isoften accomplished through an ongoing Socratic dialogue with a seminar leader or instructor, or through a moreformal presentation of research. Normally, participants must not be beginners in the field under discussion

Purpose of Seminar1) To get the students to present material orally and visually.2) To get the students to lead a discussion.3) To expand on material introduced in large lectures, but to reach more depth.

Minutes of the Annual General MeetingDhawan Fertilizer Limited

S.C.O. 14, Sector 17E, ChandigarhThe minutes of the 10th Annual General meeting of the company held at the registered office SCO 14,Sector 17E, and Chandigarh on Saturday June 24, 20.. at 3.00 p.m.

Present

1) Mr. Ashok Dhawan Chairman2) Mr. Rahul Dhawan Director3) Mr. Rajan Chadha Director4) Mr. Vishal Thukral Director5) Mr. Rohit Tuneja Director6) Mr. N.B. Siyal Director7) Mr. N.K. Joshi Director

Other 125 members were present as shown in the attendance Register. In attendance:1) Mr. Puneet Sharma Secretary2) Mr. B.S. Mann Advocate3) Mr. Atul Ahuja Auditor.

S. No. Subject of the Minute Details of the Minutes

1) Notice of the Meeting The secretary read the notice dated May 24, 20.. convening themeeting.

2) Auditors Report The secretary read the Auditors Report on Annual Accounts andBalance Sheet. It was unanimously approved.

3) The Chairmans Speech The chairman Mr. Ashok Dhawan in his speech told about companysprogress and plans of the future.

4) Directors Report Mr. Rahul Dhawan moved and Mr. Rajan Chadha recorded the motionon Directors Report. It was unanimously approved.

5) Dividend It was unanimously resolved that 10% dividend on the paid up equityshare capital be declared for the year ending March 20...

6) Retirement by Rotation andRe-election

Mr. N.K. Joshi who retires by rotation is unanimously re- elected as adirector.

7) Appointment of Auditor It was unanimously resolved that Mr. Atul Ahuja Chartered Accountantbe appointed as Auditor of the company for the year 20..-20... with aremuneration of Rs. 25,000 per annum.

8) Vote of Thanks Mr. Rohit Tuneja proposed a vote of thanks to the chairman andchairman suitably replied to it.

9) Termination of Meeting The chairman declared the meeting as terminated.

June 24, 20.. Puneet SharmaSecretary

Ashok DhawanDirector


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4) To provide a forum for students to ask questions.5) To encourage the students to take part in a discussion and express their own point of views.6) To engage in a more formal debate.7) Set the students problems to be solved.8) Ask the students to undertake case study work.9) Involve the students in either group or teamwork.10) Ask the students to undertake peer assessment of each others work (oral presentation or written work).

11) Use a role-play exercise.

Problems that can arise in SeminarsSometimes seminars do not achieve as much as one hope. The difficulties are most likely to be with discussionsessions rather than workshops which ask the students to undertake much defined tasks. The problems can be:1) Students do not speak out in a seminar, so the lecturer dominates the session.

2) Only one or two students speak and dominate the session.

3) The discussion drifts a long way "off the point" and the major topic is not covered adequately.

4) Students have been involved in the session, but leave with a rather hazy view of the outcomes.

5) Students in different seminar groups (in the same module) complain of different learning experiences.

6) A group of staff providing the same seminars, within a module, on the same topic can deliver a verydifferent experience if the purposes, outcomes and approaches are not clear.

7) Students who prepare work to be marked by their seminar teacher collude with another student in a

different group and assume this "cheating" will not be spotted. Students arrive at the seminar unpreparedfor the discussion.

Planning Seminars So As to Avoid ProblemsIt is probable that in using seminars and thus gaining the benefit of student centered learning and activeparticipation there will always be some that "work better" than others, possibly depending on the precisecomposition of the student group. However if a seminar is well planned, some of the pitfalls may be avoided. Theprinciple of planning a session is identical to that which one would use for a lecture or any other teaching session:1) Decide on the outcomes you want the students to achieve.

2) Know why you are using a seminar approach, and how it relates to other parts of the module (e.g., lectures).

3) Consider any assessment that the session should prepare the student for.

4) Devise an approximate timetable of activities (it might be necessary to be flexible to allow for studentstaking slightly different times on tasks than you expect).

5) Prepare any handouts that will support the students.6) Make sure any other staff delivering the same seminar is fully aware of the intended outcomes, activities

and timetable; ensure that they have the same paperwork.

7) Make sure that the seminars do not stand-alone but are actively related to the rest of the module.

Running the SeminarBecause a seminar is less structured than a lecture it is more important to be sure that the students knowexactly what they are doing and why. Remember the following:1) Be careful to tell the students at the start what you want them to achieve.

2) Relate the topic of the seminar to the overall learning outcomes of the module.

3) Be careful to give the students very clear instructions of how you want them to undertake any tasks.

4) Be clear to give them any deadlines by which activities/work must be completed.

5) Encourage discussion of any "ground rules" of the sessions, e.g., about how peer assessment is to be carried

out, about how students are expected to behave during others' presentations/contributions etc. These itemsare often very successfully discussed by the group and will make the students feel more committed.

6) Ask them to contribute early in the session. Students are less likely to speak out if only the lecturer hasspoken in the first five to ten minutes.

7) Discuss the processes students will be using, e.g., how to make a good presentations, what goes intoeffective teamwork. The students will feel more involved in these activities if they feel more confident.

8) If students will be employed in peer assessment involve them in developing the assessment criteria, theyare likely to understand the assessment task better.

9) Use parallel seminar groups to assess each others presentations, possibly involving different topics foreach group.


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10) Make it very clear why you expect them to be prepared and remind them of their responsibility for their ownlearning.

11) If they are unprepared resist the temptation to tell the "the answer". This will only encourage them toneglect preparation in the future. Engage them in a discussion/speculation, but leave them with follow upwork to do. Remind them how the seminar activities contribute to the assessment.

12) Make use of techniques to encourage students to contribute. Consider using small assessment tasks duringthe seminar, this may improve the students' motivation.

13) Resist the temptation to "lecture", in many good seminars the students will be interacting with each other,and you may be "hanging around" just keeping an eye on things.

14) Observe the students' interactions during any discussion and keep a record of these, which can then beused to allocate marks. This will penalize non-attendance and encourage debate, but you must be clear inadvance that this is what you are doing.

15) Be very careful to summarize the learning that has been acquired, both during and at the end of thesession. Ask the students to write a reflective log on what they have learned during the seminar.

16) After the discussion provide a hand out of points which you expected to be raised.

17) Be very clear about what preparation you expect for the next week.

How to Make Seminar EffectiveThe effectiveness of seminar depends upon how different parties and persons play their role in effective way.These parties and person include organizers, speakers, chairperson and audience.

Organizers RoleTo make seminar effective, organizers should:1) Plan the seminar in advance by deciding the date, venue and theme of seminar.2) Publish the relevant material in advance.3) Advertise it in newspapers and invite various participants within time.4) Ensure the proper arrangement of OHP, slides, lighting, and other audio visual aids.5) Facilitate arrangement of sitting, tea or lunch, etc.

Speakers RoleThe speaker of the seminar should:1) Prepare the topic before hand by searching the material from library and websites, organizing the topic in

logical order and ponder over the various relevant issues.2) Ensure that his speech is informative, illuminating and interesting.3) Use the appropriate visual aids like OHP transparencies, slides, etc.4) Take the time limits into consideration.5) Try to answer maximum questions of the audience at the end.6) Convey thanks to the audience for their patient listening.

Chairpersons RoleThe chairperson of the session should:1) Introduce the topic briefly. This should be followed by the speakers introduction in brief by highlighting the

area of his specialization and his achievements.2) Ensure that the speaker finishes his speech within time limit.3) Invite questions from audience at the end of the speech.4) Ensure that the discussion follows in the light of the theme and no one should hurt the feelings of another

during question/answer session.

5) Sum up the findings of the speech after question and answer session.6) Thank the speaker and the audience at the end.

Audiences RoleThe audience should:1) Occupy seats before the start of the seminar.2) Listen patiently to the speeches of various speakers.3) Note down important points and citations.4) Avoid disturbing the speaker during the speech.5) Ask relevant questions.6) Stay till the conclusion of the seminar.


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Workshop

A workshop, by definition, is a period of discussion or practical work on a particular subject in which a group of peoplelearn about the subject by sharing their knowledge or experience. Here the emphasis is on the practical training aspectof the knowledge/information sharing and decision-making activity. Most of the seminars and workshops begin withthe address of an expert specially invited for the occasion. Then the participants concentrate on the various aspectsof the problem/subject spelt out in the experts address and start working on the task assigned to them.

Conference

The word conference has been derived from confer that means to consult together, compare opinions, andcarry on a discussion by bringing together. So, a conference is essentially a gathering or coming together ofpeople of a particular area of interest or related areas of interest to exchange information. More and more

organizations private, government, non-governmental, multinational, academic and scientific are holdingperiodic, mostly annual, conferences/ conventions/colloquialism, primarily with a view to having informationupdate. Moreover, especially in a large conference, delegate representing various organization, sometimes co-operative, sometimes hostile", meet to consider a problem, and to recommend a joint course of action.

Conferences are similar to committees; all the advantages of group communication on committees are equallyapplicable to conferences also. Conferences disseminate information, stimulate a creative flow of ideas, pool knowledgeand experience, define problems, and help to solve them. They also help to promote public relations and enhance the

prestige of the organization convening the conferences. One of their major advantages is that they succeed in focusingattention of the public as well as the government on the problems being faced by a particular industry. The governmentmay not care for the suggestions made by different industrial units individually, but when the suggestions emerge at aconference and are submitted to the government in the form of a charter, they are bound to draw attention.

Like committees, conferences have their limitations also. Big conferences are highly expensive, but the resultsmay not justify the expenses incurred. They may unconsciously be led into generalizations and specificproblems may not be discussed at all. They may be dominated by a few vocal delegates who may use them toproject their own image and may not contribute much to group thinking. Some delegates may treat theirparticipation in such conferences as pleasure trips and may not take them seriously at all. They can be usefulonly if they are taken seriously, if the delegates come well prepared and if the chairman does his jobcompetently and draw out substantial contribution from all the delegates.

Types of Conferences1) Conference of the Salesman: Within the organization, the sales manager may hold a weekly conference of

the salesman to review sales during the week and to plan the next week's strategy on the basis of the viewsexpressed by them. Exchanging views in this way is an educative process for the salesmen also, for they pickquite a few valuable tips from each others experiences and improve their performance. In the same way, theadvertising research and other departments can hold weekly conferences. The views expressed at theseconferences are communicated to the top management for consideration and decision-making.

2) Conference for Training New Employees: Conference may sometimes be held to give training to newemployees. These employees may be exposed to a conference where necessary information about theorganization is imparted to them and through discussion in an informal atmosphere; they are made to learnall about the organization, its objectives, policies, etc. This kind of conference may be described as aconference for training.

3) Conference for Discussing Common Problems: Occasionally a large industrial concern may take initiative

and invite delegates from other similar concerns to a conference to discuss problems of mutual interest. The

host organization selects the venue of the conference, makes arrangements for the stay of the delegates,chalks out detailed programme, invites eminent people to chair various sessions, selects the programme,speakers, and at the end of the conference, sends out reports to leading newspapers highlighting some of theimportant aspects of the conference. Such conferences usually last from two to three days.

Features of Conference1) A conference is a meeting of delegates representing various organizations.2) It provides a forum to consider a problem and to recommend a joint course of action.3) A conference is to be presided over by a duly elected chair person.4) The scope of a conference is generally vast; it has to be divided into several groups or sub-groups for discussion.5) The reports of all the groups and their discussion/series of discussions are read out at the end of the conference.


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6) The report and recommendation of the groups, under conference, are generally compiled into aconsolidated report.

7) The consolidated report of the conference is edited and published for wide circulation or brought out in bookform for internal and external circulation.

Purpose of the ConferenceThe purpose of a conference may be diverse. Some of the common purposes are to:

1) Co-ordinate activities,2) Build morale,3) Secure agreement,4) Brief staff/clients,5) Solve problems,6) Exchange information,7) Initiate policy,8) Products launch.Keeping the purpose in mind will assist in planning the method to achieve the purpose of the conference. Thiswill also determine how much time allocation is required to achieve the objectives.

Conducting a Conference1) Date and Time: Select a date, time and duration for the conference. These may all be approximates

initially, but after reviewing, the following steps shall then enable a much more accurate duration.

When selecting a date, be sure to leave yourself, attendees, and presenters enough time to plan ahead forthe conference. Also allow time to be able to find and book a suitable venue. Many conference and functionvenues get booked well in advance, so you may not have many choices if it is left too late.

2) Attendees: Identify the intended audience of the conference. How many will be attending, and from how far

are they required/able to travel to the conference? Are there any special requirements of attendees inaccessing the conference, for example, wheelchair access?

3) Conference Content: Determine the most appropriate topics that will address the conference purpose.Select activities and presenters who can help achieve the conference purpose. The final agenda, order, andcontent of conference activities will go through many changes until the actual conference is run.

4) Venue/Facilities: Selecting the correct venue may require the most time, as you should always inspect a venueprior to booking it. Preparing a checklist of the conference facilities and requirements will narrow the options.

5) Budget: Work within the cost allocated for each attendee and the conference. This amount will narrow the

selection of venues suitable for the event.

6) Conference Support: At the venue, it is always helpful to have a conference coordinator who can assistwith the finer points of the conference. Venue conference co-ordinators know their venue and its capability.They can provide useful suggestions for the conference.

7) Extra Curricular Activities: When the conference is in recess, will the attendees be required to participatein any team-building activities? Ensure that the venue can accommodate these activities, if required.

Promote the ConferenceInvitations may be required to be sent out to presenters/facilitators and the intended audience of the conference.Posters on notice boards around the workplace are a useful and easy promotion activity of a work conference.

PreparationAll the finer details of the conference, such as fine tuning the order of the conference, confirmations, name

badges, co-ordinating and printing of presenter notes, table arrangements, catering options, and conferenceevaluations, should be attended to.

After the EventTaking time out after the conference and just covering some of the following will complete the hard work ofplanning and conducting a conference:1) Pay all outstanding accounts of the conference,2) Organize presenter notes/conference outcomes,3) Distribute conference outcomes,4) Collect and analyze conference evaluations, if used.


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MEDIA MANAGEMENT

While most of the communication skills of business executives are used within the business community, socialissues and crises often require executives to communicate with the public through the media. Learning to workquickly and efficiently with the news media when the situation is positive or negative is the mark of aneffective organizations communication-management program. Both the print and broadcast media haveconsiderable power.

Businesses have traditionally mistrusted the various media; however, the dramatic increase in businessreporting by the media and a continuing effort by business to initiate reports during the past two decades haveforced many companies to improve their ability to use the media to their advantage. The relatively recentphenomenon of the major crisis, such as product-tampering, has also emphasized the importance of abusiness/media relationship. Yet surprisingly, many upper-level executives still find themselves ill-prepared tomeet with and talk to the press under any condition.

Press Releases

Press releases relate to the announcement of important messages or developments concerning themselvesthat organizations wish to convey to the public at large, through the press and other media. The means ofcommunication an organization adopts for conveying messages may be direct and specific, or general. Direct

messages include personal letters, e-mail, direct mailing of brochures and reports, telephone messages, etc.

However, when the message to be conveyed is of general interest to a large section of the community spreadacross different target groups, recourse to press release becomes essential. Press releases for any businessorganization would cover various happenings and business related information which the public would beinterested in knowing, and which the business organization wishes to share with the public. Press releaseswould generally include financial results, product launches, performance highlights, new branches and offices,changes in management, benefits to the customers and shareholders, community oriented initiatives, tie-upsand joint ventures, cessation of business, awards and achievements, ratings and rankings, research findings,meetings and conferences and so on.

Characteristics of a Good Press ReleaseThe six important characteristics of a good press release are:

1) It Should be Newsworthy: Newsworthiness is the basic criterion of a good press release. For if it does nothave any news value, nobody would be interested in reading it and no newspaper would accept if forpublication.

2) It Should be Factually True: Factual truthfulness is a matter of integrity and integrity is an importantprinciple of business communication. Companies should also realize that misrepresentation of facts with aview to misleading the public might bring immediate benefits, but such a step is bound to backfire sooner orlater.

3) It Should be Brief and Precise: Newspapers are always hard pressed for space. Nor do their editors havesufficient leisure to prune and edit a lengthy release and prepare a suitable copy. If a release is brief andprecise, its chances of getting included will be brighter. Press releases for national newspapers should beshorter than those meant for local newspapers.

4) It Should be Drafted in a Simple Language and Conversational Style: If a news item is not easilyreadable, the reader is put-off. He decides not to read it, or to turn to it at a later hour, which is as good as

not reading it. So the press release must be prepared in a lucid style. Avoid buzzwords ,acronyms andjargons.

5) It Should be Suitable for Publication: It should be suitable for publication in the newspaper or journal to

which it is being sent. Company releases, for example, should not be sent to literary, sports, or film journals.

6) Who, What, When, Where, Why: Make sure that the relevant among the 5 Ws Who, What, When,

Where, Why have been adequately taken care off:

Who? Name the people involved. Names are usually newsworthy.

What? Say what happened that is newsworthy.

When? Mention the time. Since old news is no news, the timing of the press release is extremely important.


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Where? Location is also important.

Why? It may not always be possible to answer why, but if these details are included, they impart depth to the release.

Since press releases are usually very short, the writer will have to use his discretion to determine what detailsto include.

Apart from this, there are few other points that can be kept in mind while preparing the releases:

i) Every release should be given a heading which is catchy and suggestive but not misleading.ii) The first one or two paragraphs that constitute the lead should be interesting. Besides, they should give the gist.iii) Paragraphs should be kept short, and if desirable, they should be provided with sub-headings.iv) Every release should be accompanied with a covering letter.

Example:A press release announcing a seminar-cum-workshop being organized by your company and invitingparticipants.

Example: A press release about a companys net profit in the corporate news.

Tips for Writing Successful Press Release1) Use an Active Headline to Grab the Reporters Attention: The headline makes your release stand out.

Keep it short, active, and descriptive; in other words, use something like Rajdeep Named Man of the Year

instead of Rajdeep Gets Award.

2) Put the Most Important Information at the Beginning: This is a tried and true rule of journalism. Thereporter should be able to tell what the release is about from the first two paragraphs. In fact, chances arethats all they may read. So dont hide good information. And remember the 5 Ws and the H make sureyour release provides answers to Who, What, When, Where, Why and How.

3) Avoid Hype and Unsubstantiated Claims: A writer can smell a sales pitch a mile away. Instead of makingover-inflated statements, provide real, usable information. Find legitimate ways to set you and yourcompany apart and stress those points. To promote your business, write a release that answers questionsabout your business, rather than one that provides only general statements about how great or interestingyour business is without saying why.

Procter & Gamble

Procter & Gamble (P&G) India Ltd. has reported a net profit of Rs. 14.18 crore for the first quarter of financial year1998-99, showing an increase of 31 per cent over net profit of Rs. 10.8 crore in the last corresponding period.

The company achieved sales of Rs. 117.8 crore during the period, a growth of 10 per cent over sales of Rs. 107.2crore in the same period last year.

In a statement issued here, B. V. Patel Chairman and Managing Director of P&G India attributed the impressive profit growthto continued strong performance of the companys health care business, innovative marketing initiatives such as Vicksmega-branding and strong advertising, supported by a good monsoon and effective steps to control costs and efficiencies.

Seminar-Cum-Workshop: Managing Beyond 2010 Concepts, Skills and Tools

In the current economic environment of aggressive competition, company executives will find it a greatchallenge to retain their position in the corporate world. They will be called upon to display exceptionalawareness, vision and skills.

In order to equip the executives to face this challenge successfully, the JVG Group of Companies is

conducting a two-day seminar-cum-workshop on the above subject on July, 20...

Programme Director and Keynote Speaker Dr. J.K. Mahapatra, Managing Director, JVG Export House

1) Shri. K.S. Gujral, M.D., Allied SalesOther Important Speakers

2) Shri. Rupen Basu, Personnel Manager, Jaipur Udyog Limited

Date 7, 8 July, 20.., 9:00 a.m. 5:00 p.m., both days

Venue Conference Room, JVG Export House, Nehru Place, New Delhi.(Phone: 6425438)

Those desirous of participating should contact the Administration Office, JVG Export House latest by 15June, 20...


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4) Be Active and to the Point: Use language that will get the reader as excited about your news as you are.

5) Keep your Release to two Pages or Less: On the rare occasion, you can opt for a third page if it isnecessary to provide critical details. Otherwise, if you cant state your message in two pages, youre notgetting to the point.

6) Include a Contact: Make sure your release has a person the journalist can contact for more information.This person should be familiar with all the news in the release, and should be ready to answer questions.

And issue the release on your company letterhead it looks professional and gives the writer another wayto reach your firm.

7) Keep Jargon to the Minimum: If youre in a technical field, try not to use technical terms. Many reportersare not as intimate with your company or your industry as you are. Real English, not jargon, bestcommunicates your story. Words like breakthrough, cutting edge, enterprise wide are common businesslingo, but they are difficult for the journalist to understand.

8) Stress Benefits: This falls into the category of dont say it, show it. Avoid saying something is unique orthe best. Instead, show how people will benefit, i.e., save time, save money, make their life easier, etc.

9) Be Specific and Detailed: Marcia Yudkin, author of Six Steps to Free Publicity calls this Yes, but what isit? syndrome. The reader needs to be able to visualize a new product, or know how a new service works. Ifin doubt, have someone unfamiliar with your product or service read the release and asks him or her todescribe what you are trying to publicize. And its better to use too many details than too few. So, as Yudkinnotes, Instead of Shekhars new book contains information designed to benefit any stock market investor,

write, Shekhars new book contains seven principles of market analysis that enable even casual investorsto choose profitable stocks. Even better, describe two of the seven principles right in the release.

10) Proofread: When youve finished your press release, remember to proofread it for typographical errors. Ifyou dont have a good eye for spelling or grammar, give the release to a friend or colleague who does. Ifyour release looks sloppy and careless, so will you.

Press Conference

Companies nowadays are tapping all possible ways to woo the customers. One such way is to organize a pressconference and along with that, or independently, an exhibition/launch celebration. It may be that the companywishes to initiate a press release to announce some new exciting project or promotion, product or technologicalbreakthrough and the secretary may be asked to call a press conference. This will give the company time todecide exactly what it wants to make public and prepare lots of literature and also have displays and samples of

products on show. Many large companies go to a great deal of expense when promoting new products andservices to secure the support of the press and the professional and trade journals.

One of the jobs of a management secretary is to keep a list of contacts of local and national papers,professional and trade journals on radio and television stations. Eminent individuals in the relevant field will alsobe contacted on phone and invited to the event.

Invitations will be sent out together with copies of the accompanying material to special guests, a list of who willbe supplied by the organizer of the conference, and also to relevant people on the media contact list. In verylarge organizations the public relations department or special public relations officer will be responsible fororganizing such conferences.

Invitation to Press ConferenceHaving decided upon a press conference the management will make an announcement in prominent dailies or

professional journals and send out invitations.

Special care must be taken in the preparation of the invitation. The points to be kept in mind are as follows:1) The purpose of the conference is clearly stated.2) The venue, day, date and time of the conference are clearly shown.3) The time of the refreshment/drinks/lunch-break must be given, preferably at the end or midway if it is going

to be a multi-session event.4) For convenience in parking and security reasons, a parking slip or sticker may also be sent along with the

invitation card.5) It is often necessary to state the exact time when the guests are expected to be in their seats.6) If a prominent personality is coming to inaugurate his/her name must be given prominently.


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An invitation to a press conference may look like the one that follows:

Major Steps for Setting up a Press Conference1) Clearly State a Good Reason for Holding a Press Conference: The news you are going to reveal has

not been covered in the press yet or there is an emergency, or an important new issue.

2) Decide What Message You Want to Deliver through the Media: Outline your demands to a decisionmaker (someone who has the power to give you what you want). Include information about what people cando to help, and the date, time and place of your next action.

3) Work-out the Location of the Press Conference: Find an appropriate place that is convenient and hasthe facilities you need. Where you choose to have a press conference depends on your needs and thespecific circumstances of your situation. Dramatize your position by choosing a good backdrop. If you

decide to hold the press conference indoors, be ready to provide technical assistance for reporters, such asphones, microphones, enough light, etc.

4) Set the Date and Time of the Press Conference: Take into account reporters deadlineswhilesetting the dateand time of the press conference. Usually the best days of the week to get news coverage are Tuesday fromThursday. Check to see that there is no competing news events already scheduled at the time of your conference.

5) Invite the Media: Send a press conference advisory to appropriate local media outlets at least a weekbefore the press conference. Follow up with a phone call two days before the press conference to makesure that everyone received the advisory. Call them the day before to remind them about the event.

6) Invite Guests: Make phone calls and send written invitations to prospective guests you want to have at thepress conference, such as other members of your group, allies, and friendly politicians.

E.T. Institute of AdministrationIn conjunction with

Inbucon Management Systems Inc., New York, USA.........Announce a Press Conference........

You are cordially invited to a press conference to launch the most comprehensive short

courses, yet devised in mini and micro-computers. Two-day intensive hands-on coursesusing the latest micro-computing equipment.

Place: The Conference Room, E.T. House, Marina Arcade, HyderabadDate: July 17th, 2008Time: 10 A.M.

Getting to Grips with Mini and Micro-computers is the first of such courses to beconducted in India. These courses have been conducted with great success in Brussels,Dublin, Trinidad, Hongkong, Nairobi, Singapore, Abidjan, Sydney, Christchurch, Milan,Madrid and Rio de Janeiro, where they were received with great acclaim both by thebusiness communities and government administrators.

We Aim to:1) Remove the jargon.2) Explain how they work.3) Explain what they do.

4) Explain what they can achieve.5) Show how they can revolutionize your organization and procedures.

The courses include practical use and experiences of:1) Computer Components and Terminology.2) Systems Development.3) Systems Documentation.4) Audit Security.5) Programming.6) How to buy.

Extensive documentation is supplied and pre-course reading is sent to delegates inadvance. Full details are given in the accompanying material.

Refreshments will be served at 10.30 A.M.

Director International Course DirectorE.T. Institute of Administration Inbucon Management Services Inc


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7) Prepare Your Spokesperson(s) to Deliver Your Message: Generally, its good to have just one or two speakersduring a press conference so people dont talk on top of each other, or mix the message. Rehearse with thespeaker(s) to make statements brief and clear and usually no longer then ten minutes. The spokesperson shouldbe experienced in the subject so s/he will be able to respond to questions after the statement.

Often reporters will want to interview the spokesperson. Let the press know that the speaker is availableafter press conference. Prepare your speaker with 30-second answers for radio or TV, and quotable, simplemessages for print reporters. Help your speaker practice with a video camera or tape recorder.

8) Choose a Moderator (Facilitator) for the Press Conference: You will need a person to control theprocess and keep reporters on the subject. If someone goes off subject, the moderator can return the focusby saying such things as: Thats an interesting point, but we are here today to discuss...

9) Prepare Background Materials: Reporters and guests may wish to have a copy of written statements or apress release. You can prepare a packet of fact sheets, charts or graphs.

10) Practice Roles with the Members of Your Group: Its important that everybody understands his/her rolein the event. Think about what will happen all the way through the press conference, and how it will look toreporters. The key question to ask is what if..? (What if reporters ask a non-spokesperson member aquestion? What if your opponents show up and heckle?)

11) Prepare Visual Aids: Charts, big maps, pictures or other props will help get your message across.However, slide shows are difficult for TV, radio and print reporters to use.

Starting the Press Conference1) Be ready to welcome TV reporters at least 15 minutes before the beginning of the conference. They usuallyneed time to set up their equipment.

2) Meet everyone at the door and ask them to sign in a guest book youve already prepared (you may needtheir addresses for the next event).

3) Give them your background material and a copy of the press statement.4) Start the press conference as close to on time as possible and certainly not later then ten minutes after the

scheduled time, to respect those who came on time.

Running the Press ConferenceThe moderator welcomes everyone and briefly introduces the speaker(s). Remember that statements shouldntbe longer than 10-15 minutes. After the speakers are finished, ask for questions. Make your answers simple,brief, and to the pointed. A little bit of humor will enliven the press conference, too. Good visual aids make yourstory more interesting, so be creative.

The moderator should end the press conference before things drag out too long. After your important points aremade, step in and conclude the proceeding. Thank everyone for coming and offer additional information theycan get in your office. Thank them for keeping readers, viewers, and listeners informed about this importantcommunity problem.

Media Interviews

You may feel nervous and uncomfortable in delivering a planned business presentation, having a reporter arriveduring an unexpected company emergency and, while holding a microphone in front of your face, saying, Whatdoes your company plan to do about this? In many ways, todays manager has to expect the unexpected.While most recent graduates will not be expected to respond to interviews early in their careers, most willeventually participate in both print and broadcast interviews.

Not all media interviews need be as frightening. In fact, knowing how to get your message across to the mediacan do a lot to actually promote your business. The trick is to be prepared.

You must go into every media encounter with your own messages... two or three points that you want to getacross regardless of the questions you're asked. What that message is depends a lot on who isreading/viewing/hearing the interview and when. You must tailor your messages for that audience interminology they can easily understand.

Not all media were created equal. Print interviews, for example, are much harder than broadcast despite theirlack of intimidating cameras and recorders. Print reporters take advantage of this seemingly conversationalapproach and can keep you chatting for hours... if you let them.


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You must set the guidelines for the interview:1) Who will speak for your company,2) On what issues,3) Where and4) When.

Radio interviews offer an opportunity to narrowly focus your message to a particular demographic or

psychographic niche audience reached by the station you're on. On call-in shows you'll have plenty of time todeliver your messages... even from the comfort of your own home, as stations now can have guests by phoneas well as callers.

Television is perhaps the most challenging of the media because of its brevity, complexity and reach. Even alengthy interview may be distilled down to a "sound bite" of but a few seconds. But, with training, you'd besurprised at how much information can be conveyed in that limited time... and how well you can control whatgets electronically quoted from your interview. Being a visual medium you'll want to keep viewers focused onyour message rather than your flashy attire, ineffective body language or shifty-eyed glances off-camera.

Preview the CircumstancesBefore you ever agree to a media interview, assure yourself that you really want to be interviewed and that youwill carry a positive mental attitude into the interview. Below we prescribe five things that you should investigateprior to preparing for your interview:

1) Determine the Reason for the InterviewBefore you meet with the reporter, check out the reason for the meeting and decide whether you are the rightperson for the interview.

If you receive an unexpected call, make a quick excuse and do some checking before you respond. First, learnas much as you can about the reporter. What types of stories does he or she cover? What is the typicalinterviewing style? What are the potential reasons for the call? What are the expectations of the medium? Itmay not be possible to get answers to all these questions, given the usual short time frame, but try.

If the reason for the call is included in the invitation, then ask some additional questions. Is a response from youand your company necessary or appropriate? Are you the correct person to be involved? Do any companypolicies impinge on what you can say?

2) Anticipate Media Appearances

If a crisis has occurred or if your company has a statement to make to the public, you may be the spokespersonselected. If you have anticipated a possible media appearance, you can respond quickly.

3) Avoid a Negative Mind-SetSome managers seek many excuses to avoid talking to reporters. They are on the other extreme from the egostar; you should avoid this position, too. Your experience is indeed likely to be negative if you hold mentalimpressions such as, Ive made it up the management ladder this far without going before a TV camera, sowhy should I risk my neck now? or Ive never met a reporter who didnt try to crucify me with biasedquestions. Once you are burned by the media, the quick urge to respond disappears.

While negative stories sometimes run and inaccuracies do occur, most of them is the result either of areporters ignorance about the subject matter or time pressure in doing the interview and assembling the story.Build a positive mind-set that regards the reporter as a person who has a job to do with a deadline to meet andwho wants to get all the facts. This gives you a wonderful opportunity to do your homework and supply the

reporter with information that is clearly organized and presented in a polished and professional way.

4) Recognize Your RightsBy recognizing your rights in relation to the media, you can avoid the negative mind-set and develop a positivemedia initiative. Gordon Andrew, a New York public relations consultant, lists several rights that a managershould remember:i) You have a right to check a reporters credentials, to know the reasons for a requested interview, and to be

told the nature of the questions you will be asked.ii) You have a right not to discuss certain information that might be sensitive to you or your companys interests.iii) You have a right to have your viewpoint fairly represented in an interview. This does not mean free

advertising for you or your company. It merely means that you are protected from a reporters verbal abuse.


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iv) You have a right to establish attribution rules with a reporter before the interview. Such an agreementneeds to be made in advance because if you tell a reporter your comments are off the record after you havemade them, he or she is not obligated to ignore them.

5) Develop a Media Initiativei) Consult with the corporate communications or public relations department of your firm. Since these

groups carefully develop media policies and strategies, they may give you some words of advice, helpyou prepare, and especially, help you parallel your statements with those of other company employees.

ii) Develop a proactive mind-set and prepare yourself to meet with the media. Familiarize yourself with themedia facilities before you ever get in front of the camera; Take guided tours of the press room or studioand join in live audience situations to get a feel for the way interviewers work in media situations.

iii) Remember that you need not become buddies with the interviewers, but you should become more mediaconscious. Develop contacts with editors and reporters. Your public relations office can supply the namesof contacts. In addition, you can develop your own list by telephoning or writing media offices.

Prepare for the InterviewBeing anxious about an interview is normal, but there are positive ways to minimize the nervousness. Make adecision at the outset to be honest and to speak from your heart. Some interviewees ask a variety of questionsabout the reporter, develop their positive mind-set, and then go immediately for the interview. The majority ofthose interviews are disastrous. Instead, the wise interviewee will spend considerable time preparing for theinterview. Good preparation always reaps good results. There are five steps to good preparation:

1) Analyze Your Dual Audience: One of the first steps in preparing for a speech or business presentation isto analyze your audience. The same holds true for a media interview, but here you have a dual audience;the reporter and the public. Learn as much as you can about the person w

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Module 8 Group Communication

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