Q: List the importance of effective communication in the workplace ANS: Effective communication in the workplace is the backbone of any

business. Without it, you could miss out on important opportunities, waste time and cause your employees and customers to become frustrated. But not everyone is a born communicator, and there is always room to improve. That's why it's important to train your staff to create effective communication in the workplace. Removing roadblocks to effective communication in the workplace When a problem arises, it's often due to poor communication in the workplace. Particularly in this digital age when we rely so heavily on emails and phone calls to get things done, vital information can become lost or misinterpreted if not communicated clearly. Arming your staff with good communication skills enables them to work efficiently, effectively and navigate any potential issues that may arise. Everyone is different People have different styles of communication in the workplace. And while there is no right or wrong way to go about it, you can ensure that your staff are understood by teaching them how to adapt their style to the needs of others. With appropriate training, your employees will be able to identify their own communication style in the workplace, understand how this influences the process, and develop strategies to get the best results. Effective communication in the workplace is a two-way street Communication skills don't simply mean the ability to talk and write effectively - they also rely heavily on listening and negotiation. Through training, employees will be able to practise their active listening and problem-solving skills and develop the means to influence outcomes. A professional training organisation can help your employees develop effective communication in the workplace by teaching:
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the importance of effective communication different styles of communication awareness of non-verbal communication, such as body language how to improve written communication skills how to communicate with confidence how to tailor communication for an intended audience

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how to manage workplace conflicts or issues negotiation and influencing skills active listening skills and how to ask the 'right' questions.

Benefits of training to improve communication in the workplace

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By developing better rapport with co-workers, employees are likely to be happier and more successful in their roles. Improving employees' morale will make them more likely to remain loyal to your business. Improving communication between individuals, teams or departments within your organisation will streamline business processes and activities. Customer retention will be improved through better customer service. Staff will learn how to handle difficult situations and resolve conflict before it becomes a problem.

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Opening the channels By promoting better communication in the workplace, you'll not only increase the efficiency of your team, but your organisation too. Talk to a training specialist today about how you can improve the communication skills of your staff to create a more successful business.

Q.1 Write a note on the characteristics of Management. Management is a technique of extracting work from others in an integrated and co-ordinated manner for realizing the specific objectives through productive use of differentresources.According to George R. Terry, Management is a distinct process consisting of planning,organizing, actuating and controlling performed to determine and accomplish theobjectives by the use of people and resources. Management is a distinct activity having the following characteristics: 1.

Goal-oriented: Management is a purposeful activity. It co-ordinates the efforts of employees to achievethe goals of the organization. The success of management is measured by the extent towhich the organizational goals are achieved. It is imperative that the organizational goalsmust be well-defined and properly understood by the mangers at various levels. 2.

Economic Resource: Management is one of the factors of production together with land, labour and capital. Itis the most critical input in the success of any organized group activity. It is the forcewhich assembles and integrates other resources, namely, labour, capital and materials.These factors do not by themselves ensure production; they require the catalyst of management to produce goods and services required by the society. Thus, management isan essential ingredient of an organization. 3.

Distinct Process: Management is a distinct process consisting of such functions as planning, organizing,staffing, directing and controlling. These functions are so interwoven that it is notpossible to lay down exactly the sequence of various functions or their relativesignificance. In essence, the process of management involves decision-making andputting of decisions into practice. 4.

Integrative Force:

The essence of management is integration of human and other resources to achieve thedesired objectives. All these resources are made available to those who manage.Managers apply knowledge, experience and management principles for getting the resultsfrom the workers by the use of nonhuman resources. Managers also seek to harmonizethe individuals goals with the organizational goals for the smooth working of theorganization. 5.

Intangible Force: Management has been called an unseen force. Its presence is evidenced by the result of its effortsorderliness, informed employees, buoyant spirit and adequate work output.Thus, feeling of management is result-oriented. One may not see with the naked eyes thefunctioning of management but its results are apparently known. People often remark of

the effectiveness of management on the basis of the end results, although they can tobserve it during operation. 6.

Results through Others: The managers cannot do everything themselves. They must have the necessary abilityand skills to get work accomplished through the efforts of others. They must motivate thesubordinates for the accomplishment of the tasks assigned to them. 7.

A Science and an Art: Management has an organized body of knowledge consisting of well-defined concepts,principles and techniques which have wide applications. So it is treated as a science. Theapplication of these concepts, principles and techniques requires specialized knowledgeand skills on the part of the manager. Since the skills acquired by a manager are hispersonal possession, management is viewed as an art. 8.

System of Authority: Management as a team of managers represents a system of authority, a hierarchy of command and control. Managers at different levels possess varying degrees of authority.Generally, as we move down in the managerial hierarchy, the degree of authority getsgradually reduced. Authority enables the managers to perform their functions effectively. 9.

Multi-disciplinary Subject: Management has grown as a field of study taking the help of so many other disciplinessuch as Engineering, Anthropology, Sociology and Psychology. Much of themanagement literature is the result of association of these disciplines. For instance,productivity orientation drew its inspiration from Industrial Engineering and humanrelations orientation from Psychology. Similarly, Sociology and Operations Researchhave also contributed to the development of management science 9.

Multi-disciplinary Subject: Management has grown as a field of study taking the help of so many other disciplinessuch as Engineering, Anthropology, Sociology and Psychology. Much of themanagement literature is the result of association of these disciplines. For instance,productivity orientation drew its inspiration from Industrial Engineering and humanrelations orientation from Psychology. Similarly, Sociology and Operations Researchhave also contributed to the development of management science. 10. Universal Application: Management is universal in character. The principles and techniques of management areequally applicable in the fields of business, education, military, government and hospital.Henri Fayol suggested that principles of management would apply more or less in everysituation. The principles are working guidelines which are flexible and capable of adaptation to every organization where the efforts of human beings are to be co-ordinated. .4 What are the different barriers to perception? Individuals have a tendency to use a number of shortcuts when they judge others. Anunderstanding of these shortcuts can be helpful toward recognizing when they can resultin significant distortions. These barriers to perception are as follows: 1. Selective Perception:

Any characteristic that makes a person, object, or event stand out will increase theprobability that it will be perceived. It is impossible for an individual to internalize andassimilate everything that is seen .Only certain stimuli can be taken in selectively.Selectivity works as a shortcut in judging other people by allowing us to speed-read others, but, not without the risk of drawing an inaccurate picture. The tendency to seewhat we want to see can make us draw unwarranted conclusions from an ambiguoussituation. 2. Halo Effect: The halo effect occurs when we draw a general impression on the basis of a singlecharacteristic. For example, while appraising the lecturer, students may give prominenceto a single trait, such as, enthusiasm and allow their entire evaluation to be tainted by howthey judge the instructor on that one trait which stood out prominently in their estimationof that person. Research suggests that it is likely to be most extreme when the traits to beperceived are ambiguous in behavioral terms, when the traits have moral overtones, andwhen the perceiver is judging traits with which he or she has had limited experience. 3. Contrast Effects: Individuals do not evaluate a person in isolation. Their reaction to one person isinfluenced by other persons they have encountered recently. For example, an interviewsituation in which one sees a pool of job applicants can distort perception. Distortions inany given candidate s evaluation can occur as a result of his or her place in the interviewschedule. 4. Projection: This tendency to attribute one s own characteristics to other people, which is calledprojection, can distort perceptions made about others. When managers engage inprojection, they compromise their ability to respond to individual differences. They tendto see people as more homogeneous than they really are. 5. Stereotyping: Stereotyping judging someone on the basis of our perception of the group to which he orshe belongs. Generalization is not without advantages. It is a means of simplifying acomplex world, and it permits us to maintain consistency. The problem, of course, iswhen we inaccurately stereotype. In organizations, we frequently hear comments thatrepresent stereotypes based on gender, age, race, ethnicity, and even weight. From aperceptual standpoint, if people expect to see these stereotypes, that is what they willperceive, whether or not they are accurate. 6. First-impression error: Individuals place a good deal of importance on first impressions. First impressions arelasting impressions. We tend to remember what we perceive first about a person, andsometimes we are quite reluctant to change our initial impressions. First-impression errormeans the tendency to form

lasting opinions about an individual based on initialperceptions. Primacy effects can be particularly dangerous in interviews, given that weform first impressions quickly and that these impressions may be the basis for long-termemployment relationships.Thus, barriers to perception create distortion in judging someone What are the general principles of writing especially business writing? ANS: The process of good writing involves three basic steps - preparing, writing,and editing. Practicing the following 16 principles will help you be a moreeffective writer. 1. Know your objective Think before you write. What's your goal? Make sure you fully understand theassignment. Are you writing a one-paragraph executive summary or a five-page report? Try answering this question: What specifically do I want the reader toknow, think, or do? . 2.Make a list Write down the ideas or points you want to cover. Why? This helps you get startedin identifying the key ideas you want to discuss.If you have trouble getting started, try discussing your ideas with someone else."Kicking an idea around" often helps you clarify your objective and fine-tune whatyou are trying to accomplish 3. Organize your ideas Just as it's difficult to find what you want in a messy, disorganized desk drawer, it'shard to find important ideas in a poorly organized message. Here are a few waysyou can organize your ideas: y y y y y ImportanceBegin with the most important piece of information and then move on tothe next most important. Chronological order- Describe what happened first, second, third. Problem-Solution- Define the problem, then describe possible alternativesor the solution you recommend Question-Answer- State a question and then provide your answer

4. Back it up Have an opinion but back it up - support with data. There are a number of waysyou can support your ideas, including explanations, examples, facts, personalexperiences, stories, statistics, and quotations. It's best to use a combination of approaches to develop and support your ideas. 5. Separate main ideas

Each paragraph should have one main point or idea captured in a topic sentence.The topic sentence is normally the first sentence in the paragraph. Each paragraphshould be started by an indentation or by skipping a line. .6 Use bullets or numbers If you are listing or discussing a number of items, use bullets or number yourpoints like I have done in this paper. Here's an example of using bullets. Join the Business Club to: y y y y Increase sale Gain new marketing ideas Make new friends Give back to your profession

7. Write complete sentences A sentence is about someone doing something - taking action. The someone maybe a manager, employee, customer, etc. The "doing something - taking action" caninclude mental processes such as thinking, evaluating, and deciding, or physical actions such as writing and talking. A good rule to practice is to have subjectsclosely followed by their verbs. 8. Use short sentences Sentences should be a maximum of 12 to 15 words in length. According to theAmerican Press Institute, sentences with 15 or fewer words are understood 90% of the time. Sentences with eight or fewer words are understood 100% of the time. 9. Be precise and accurate . Words like "large," "small," "as soon as possible," "they," "people," "teamwork,"and "customer focus" are vague and imprecise. The reader may interpret thesewords to mean something different than what you intended.Reduce communication breakdowns by being specific and precise. Define terms asneeded. The reader may not understand certain acronyms and abbreviations 10. Use commas appropriately Use a comma to separate the elements in a series of three or more items: His favorite colors are red, white, and blue. Use a comma to set off introductory elements: After coffee and donuts, the meetingwill begin.

Use a comma to separate adjectives: That tall, distinguished, good-looking professor teaches history.

11. Use the correct word Here are several words that cause confusion. y y y You're is a contraction for "you are"Your means possession, such as "yourcoat." It's is a contraction for "it is." Its indicates possession. Their means possession/ownership-"their house."There means location.They're is a contraction for "they are.

2. Avoid redundancies It is a redundancy to use multiple words that mean or say the same thing. Forexample, consider the following Redundant My personal beliefs Beliefs are personal, so just state, Mybeliefs... Redundant- I decided to paint the machine gray in color. Gray is a color,so just state, I decided to paint the machine gray. 13. Numbers When using numbers in the body of your paper, spell out numbers one throughnine, such as "Three men decided " When using numbers 10 or above it's proper to write the number, such as "The report indicated 68 customers

14. Have a conclusion Would you really enjoy watching a movie or sporting event that had noconclusion? No. The conclusion ties your points together. The reader wants toknow the final score - the bottom line message. 15. Edit your work Read what you have written several times.

On your first read , focus on organization and sentence structure. Shortenlong sentences. Cross out unnecessary words and phrases. Reorganizematerial as needed. Read it again and make sure commas are used appropriately and that there isa punctuation mark at the end of every sentence. Read it a third time and focus on word choice.Are there certain words thatare vague or unclear? Replace them with specific words. Read what you have written aloud to yourself or to a friend to see if he orshe (and you) can understand it and improve it in any way. A significant part of good writing involves editing. Very few people can sit downand write a perfect paragraph on their first try. It requires multiple rewrites Summary You don't have to be a great writer to be successful manager/leader. However youmust be able to clearly and succinctly explain your thoughts and ideas in writing.Strive to be simple, clear, and brief. Like any skill, "good writing" requirespractice, feedback, and ongoing improvemen