Page |1 UNIT-1 Pronunciation • English pronunciation can be tricky indeed but there are numerous ways to practice and numerous resources to help guide you. • Do we pronounce the l in salmon? And are there any common words in English that are frequently mispronounced? • Such questions on pronunciation may seem endless, but the solution is not as difficult as we may think. • Pronunciation involves far more than individual sounds. • Remember that your students also need to learn strategies for dealing with misunderstandings, since native pronunciation is for most an unrealistic goal. • A student’s first language often interferes with English pronunciation. • Often these are vowels, as in ‘ship’ and ‘sheep,’ which many learners cannot distinguish. • Descriptions of the sound and mouth position can help students increase their awareness of subtle sound differences Features of pronunciation • Voicing • Aspiration • Mouth position • Intonation • Linking • Vowel length • Syllables
Page |2 • Specific sounds Voicing Word stress: (a) Type one sound /S/ • Type one sounds are used if the word ends in the following sounds: • Standard phonetic symbols Phonetic symbols Example word • /p/ /P/ stops, ships • /t/ /T/ hits, pets • /k/ /K/ attacks, bricks • /f/ /F/ laughs, coughs • /θ/ /θ/ maths, moths (b) Type two sound /Z/ • Type two sounds come after the following sounds: • Standard phonetic symbols Phonetic symbols Example word • /b/ /B/ grabs, robs • /d/ /D/ lids, rods • /g/ /G/ pigs, dogs • /v/ /V/ loves, leaves • /l/ /L/ hills, fails • /m/ /M/ comes, trams • /n/ /N/ earns, burns
Page |3 • any vowel sound any vowel soundplays, employees, flees, goes, (c) Type three sound /IZ/ Standard phonetic Phonetic symbols Example word symbols /s/ /S/ buses, places /z/ /Z/ chooses, sizes /t?/ /TCH/ watches, matches /d?/ /DJ/ Judges, pages Standard phonetic Your Phonetic Example word symbols symbols /s/ /S/ passed, placed /?/ /SH/ washed, wished /t?/ /TCH/ watches, matches /p/ /P/ stopped, trapped /k/ /K/ locked, packed /f/ /F/ laughed, coughed (c) Type 2 ‘ed’: Your Phonetic Example word symbols Standard phonetic /Z/ buzzed, amazed symbols /B/ grabbed, robbed /z/ /G/ bugged, tagged /b/ /V/ loved, craved /g/ /DZ/ breathed, bathed /v/ /L/ piled, failed // /M/ drummed, rammed /l/ /N/ rained, pinned /m/ /n/
Page |4 Type three /ID/ Phonetic symbols Example word Standard phonetic /T/ waited, retreated symbols /D/ handed, ended /t/ /d/ Syllable • Stress on first syllable • rule example • Most 2-syllable nouns PRESent, EXport, CHIna, TAble • Most 2-syllable adjectives PRESent, SLENder, CLEVer, HAPpy Stress on last syllable • rule example • Most 2-syllable verbs to preSENT, to exPORT, to deCIDE, to begin • Stress on penultimate syllable (penultimate = second from end) • rule example • Words ending in -ic GRAPHic, geoGRAPHic • Words ending in -sion and -tion teleVIsion Stress on ante-penultimate syllable (ante-penultimate = third from end) • rule example • Words ending in -cy, -ty, -ph and -gy • deMOcracy, dependaBIlity, phoTOgraphy, geOLogy
Page |5 Compound words (words with two parts) Rule example For compound BLACKbird, nouns, the stress GREENhouse is on the first part For compound bad-TEMpered, old- adjectives, the FASHioned stress is on the second part For compound verbs, underSTAND, to the stress overFLOW is on the second part LInking ‘Linking’ is what happens when speakers connect the final sound of one word with the beginning sound of the next word (black and white). • One common form of ‘assimilation’ is when two words influence each other and become one sound (have to -> hafta, has to -> hasta and use to -> usta) To sequence ideas • 1. First /firstly, second/secondly, third/thirdly etc. • 2. Next, last, finally • 3. In addition, moreover • 4. Further/furthermore • 5. Another • 6. Also • 7. In conclusion
Page |6 • 8. To summarise To emphasise an idea • 1. Undoubtedly • 2. Indeed • 3. Obviously • 4. Generally To add an idea • 1. And • 2. In addition/additionally/an additional • 3. Furthermore • 4. Also • 5. Too • 6. As well as To provide example • 1. For example • 2. For instance • 3. That is (ie) • 4. Such as Intonation • In linguistics, intonation is variation of pitch while speaking which is not used to distinguish words. • Rising intonation means the pitch of the voice increases over time; falling intonation means that the pitch decreases with time.
Page |7 Types of word stress 1. Tonic stress 2. Emphatic stress 3. Contrastive stress 4. New information stress Schwa • many lightly pronounced unaccented syllables • The e is schwa in synthesis. • The i is schwa in decimal. • The o is schwa in harmony. • The u is schwa in medium.
Page |8 UNIT-2 Presentation Skill • Technical skills account for 22-25% of professional excellence and rest depends upon soft skills that include public speaking and presentation skills Features of Presentation • A presentation is not a lecture. • The focus is on persuading the listeners to buy the ideas that are shared. • A presentation has a well-defined format. • A presentation is a tool for communicating opinions and ideas of the speaker in front of the group of people. • Content : it is the very important element because it contains the information which is needed for a presentation • Structure: it is another main element of a presentation because a presentation should have the proper structure i.e. logical beginning, middle and proper end. • Audience research: Every communication must be in form and style which suits the audience. •
Page |9 • Preparation of the text of the presentation: In any presentation the subject matter of the presentation is very primary concern because the subject and the matter is very important for any presentation without the matter of the presentation any presentation can’t be successful. Elements of Presentation • Content • Structure: • Audience research: • Preparation of the text of the presentation: • Structuring the subject matter : • Structuring of the text helps the presentation in following ways • Timing for speech in an oral presentation: • Environment for speaking while making presentation: • INTRODUCTION OF STEVE JOBS • STEVE JOBS WAY OF PRESENTATION
P a g e | 10 Presenter’s analysis: i) Identify your purpose-achieve (ii) Analyze your audience (iii) Identify the need (iv) Collate your information (v) Design your communication (vi) Time your presentation (vii) Decide on the visual aids to be used (viii) Study the location. Presenter’s analysis: i) Identify your purpose-achieve (ii) Analyze your audience (iii) Identify the need
P a g e | 11 (iv) Collate your information (v) Design your communication (vi) Time your presentation (vii) Decide on the visual aids to be used (viii) Study the location. Audience analysis • Get an idea of the number, nature, needs, level of knowledge, and likely attitude of the audience. • Determine the language of delivery and selection of inputs. • Understanding the audience’s needs. • Always look for some smiling faces among the listeners. • Make eye contact with them. Designing your presentation Introduction (i) Tell them what you’re going to tell them)- 3 minutes (ii) Main Body (Tell them)- 15 minutes (iii) Conclusion (Tell them what you have told them)- 2 minutes (iv) Questions & Answers (Discussion session)- 10 minutes
P a g e | 12 Ten Steps to Successful Communication Steps Purpose 1. Consider the occasion and objective - Know the sphere and concretize ideas 2. Make audience analysis- Meet demands of the audience 3. Know about the location - Acquaint yourself with the venue, organizers, etc. 4. Decide the mode and manner of presentation-Secures the attention of the receivers 5. Prepare the script -Make a confident presentation 6. Preparation of (i) Visual aids - Generate interest (ii) Handouts - Increase retention (iii) Feedback forms - Assess competence 7. Rehearse -Brings perfection, instills confidence 8. Consider personal aspects - Be presentable in appearance 9. Overcome nervousness - Be fearless and effective 10. Make the presentation - Enables sharing of ideas, information and knowledge Six great helpers in Presentation • WHY, WHO, WHERE, WHEN ,WHAT ,HOW
P a g e | 13 Team Presentations • content of each team member’s part. • You should coordinate the type of delivery, use of notes, graphics, and styles and colours of attire to present a good image of competence and professionalism. • Physical staging is important as well Seminar Presentation • A seminar is more informal than a meeting or a conference. • Seminar is a formal gathering of people who have assembled together to exchange views and experiences with one another on a specified topic. Summary • Presentations and public speaking play a very significant role in business environment. • The present unit offers characteristics and tips of good public speaking. • We concentrated on imparting presentation skill to enable you to make effective presentations. • Features, elements of presentation, ten steps to a successful presentation and a few tips on team presentation are also discussed. • Finally, the present chapter throws light on seminar presentation.
P a g e | 14 Unit-3 Interview Skills (Meaning of Interview) • derived from the French word ‘entre voir’ that means ‘to glimpse’ or ‘to see each other’. • employee selection, for placement, appraisal and counselling and problem solving. • An interview is a conversation between two or more people (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee”. Nature of Interviews • counselling through interviews • Disciplinary interviews • Exit interviews • induction interview • not only common in business---Doctors have been criticized for years on the basis of their inability in interviewing skills. Purposes of Holding Interviews • Selection • Promotion • Performance appraisal • Exit opinions
P a g e | 15 • Counselling Essential Features of Interview We have seen above, there are different purposes for which we have interviews. But all of them have the following features in common: 1. There is a definite purpose, and it is known both to the interviewer and the interviewee. 2. Both the parties need to prepare for the communication event. 3. All interviews are prearranged. The only possible exception is the dismissal interview. Structure Opening/Start- (a) Introduction (b) Statement of the purpose of the meeting. (c) Making the other person comfortable. (d) Creating an atmosphere of relaxed open-minded approach, commitment to the purpose stated above, and preparing to start discussing things frankly.
P a g e | 16 Middle/Main Body (a) Aim at exchange of information. (b) Keeping the discussion to the point. (c) Listen attentively and patiently. (d) Keep eye-to-eye contact. (e) Give carefully thought-out answers. Closing (a) Summing up the discussion/exchange of information. (b) Describing the action decided upon. (c) Avoiding a hurried or abrupt ending. (d) Closing on a positive note. Chronology of the Interview Introduction (2 to 5 minutes) (a) Casual talk (b) Smile, handshake, etc. Company Information (5 to 10 minutes) Candidate Assessment (10 to 30 minutes) (a) Qualifications
P a g e | 17 (b) Achievements (c) Questions Conclusion (3 to 5 minutes) (a) Interviewer determines and suggests when a response will be forthcoming. (b) Candidate tries to summarize his/her qualifications, reaffirms interest (1 to 2 minutes). (c) Candidate may ask a few questions Types of Interviews Employment/Job Interview • Employment interviews come in all shapes and sizes, and may not be limited to only one exchange but one interaction. • The invitation to interview means you have been identified as a candidate who meets the minimum qualifications and demonstrate potential as a viable candidate. • Businesses hire people to solve problems, so you will want to focus on how your talents, expertise, and experience can contribute to the organization’s need to solve those problems.
P a g e | 18 • You may want to know how to prepare for an employment interview, and we’re going to take it for granted that you have researched the company, market, and even individuals in your effort to learn more about the opportunity. • In the same way, responses about your strengths are not an opening to brag, and your weakness not an invitation to confess. Types of Interviews • Promotion Interview • Orientation Interview • Reprimand Interview • Appraisal Interview • Grievance Interview • Stress Interview • Exit Interview • Correctional Interview Structured interview definition: What are structured interviews? • A structured interview is a type of interview in which the interviewer asks a particular set of predetermined questions.
P a g e | 19 Advantages of a structured interview • Since in structured interviews all the candidates are asked the same questions, it’s easy to compare their answers and hire the right job candidate. Disadvantages of a structured interview • On the other hand, structured interviews are harder and more complicated to develop. You have to write them, test them and make sure interviewers stick to them. Unstructured interview definition: What are unstructured interviews? • An unstructured interview is a type of interview in which the interviewer asks questions that are not prepared in advance. • In unstructured interviews, questions arise spontaneously in a free-flowing conversation, which means that different candidates are asked different questions. • Unstructured interviews are also known as: • Informal interviews • Casual interviews • Free-flowing interviews
P a g e | 20 Semi-structured interview definition: What are semi- structured interviews? • A semi-structured interview is a type of interview in which the interviewer asks only a few predetermined questions while the rest of the questions are not planned in advance. • In semi-structured interviews, some questions are predetermined and asked all candidates, while others arise spontaneously in a free-flowing conversation. • Semi-structured interviews are also known as: • Moderately structured interviews • Hybrid interviews • Combined interviews • Panel Interview • Problem Interview • Group Interview • Screening Interview • Walk-in-Interview • Mock Interview • Telephone Interview
P a g e | 21 • Technical Interview • Personality Interview Preparation for Interviews: A) Before the interview: 1. Company information 2. About the interviewer 3. Evaluate job description 4. Fit in skills and qualities 5. Make a list of questions 6. Mock interview 7. Organise documents 8. Check your social presence 9. Interview dress 10. Check directions 11. Sleep and eat well B) During the interview: 1. Timing 2. Interview body language 3. Questions for interviewer 4. Ending the interview
P a g e | 22 C) After the interview: 1. Analyze the interview 2. Inform your references 3. Follow up Factors Contributing towards Successful Interview • Dressing for the interview • Establishing rapport • Body language Non-verbal Aspects at the Time of Interview • Eye Contact • Facial Expressions • Posture • Gestures Attending the interview 1. Reach the venue in time and wait patiently for your turn. 2. Be brief and spontaneous in your responses. 3. Present the relevant matter in an organized way. 4. Support your views with mature and proper arguments. 5. Use humour in your answers, if possible. 6. Be honest in referring to events, situations and experiences. 7. Be your usual self to feel at ease with the situation. 8. Listen carefully to the interviewer’s questions, statements and comments.
P a g e | 23 9. Be perceptive of the signals that the body language of the interviewer may give. 10. Speak in a conversational style, avoiding pedantic verbosity. Types of Questions asked by Interviewers Open-ended Questions The following questions are open-ended: 1. Introduction about yourself. 2. What are you seeking in a career? 3. How do you feel about the present candidates? 4. What do you like about in your present job?
P a g e | 24 UNIT -4 Working with customers Introduction • Much of your professional life is likely to involve working with customers. A customer is the buyer or user of goods or services that organizations provide. • Customers typically have a choice about who they do business with and prefer to work with people and organizations that best satisfy their needs. Working with customers A)Verbal communication • Verbal communication is the use of words to share information with other people. • There are a large number of different verbal communication skills. • Clarity of speech, remaining calm and focused, being polite and following some basic rules of etiquette will all aid the process of verbal communication. B)Verbal communication o This first impression guides your future communications, at least to some extent. o Basic Verbal Communication Skills: Effective Speaking and Listening
P a g e | 25 ➢ All these affect the transmission of your message, and how it is received and understood by your audience ➢ Effective listening is vital for good verbal communication. ➢ Avoid distractions if at all possible. ➢ Do not dwell on one or two points at the expense of others. o Reinforcement o Show interest in what other people have to say; ➢ Pave the way for development and/or maintenance of a relationship; o We use two main types of question: ▪ Closed Questions ▪ Open Questions Reflecting and Clarifying • Reflecting is the process of feeding back to another person your understanding of what has been said. • Reflecting often involves paraphrasing the message communicated to you by the speaker in your own words. • The speaker gets feedback about how the message has been received and can then clarify or expand if they wish. Summarising • A summary is an overview of the main points or issues raised. • Summarising can also serve the same purpose as ‘reflecting’. Closing Communication
P a g e | 26 • The way a communication is closed or ended will, at least in part, determine the way a conversation is remembered. • Closing an interaction too abruptly may not allow the other person to 'round off' what he or she is saying so you should ensure there is time for winding-up. Understanding Customer Service Basics As we all know that successful customer or client service is the source of revenue of any business. 1. Communicate a professional image 2. Listen to your customers 3. Ask questions 4. Exceed expectations 5. Provide service even without an immediate payoff 6. Respond personally Empathy What Is Empathy? In its simplest form, empathy is the ability to recognize emotions in others, and to understand other people's perspectives on a situation 1. Determine the context 2. Address your customer’s emotions 3. Put customers at ease 4. Acknowledge customer efforts 5. Use listener-centered language
P a g e | 27 Types: A)Cognitive Empathy B)Emotional Empathy C)Compassionate Empathy How to Develop Empathy at Work • You may struggle to show empathy initially – you could be nervous about committing yourself emotionally, or feel unable to do so. • Practice the following techniques frequently so that they start to become second nature. • Give Your Full Attention • Consider Other People's Perspectives • Take Action Phrases That Convey Empathy to Customers • “I can understand how frustrating it is when…” • “I realize how complicated it is to…” • “I imagine how upsetting it is to…” • “I know how confusing it must be when…” • “I’m so sorry to hear that…” Along with we have to sure following 1. Listen carefully 2. Smile 3. Make it your problem 4. Allow them to ‘get it all out’
P a g e | 28 5. Be respectful 6. See it through their eyes 7. Understand their priorities 8. Show that you care 9. Begin with a positive statement 10. Avoid assumptions Asking Questions to Understand Problems 1. Ask the appropriate type of question 2. Establish rapport 3. Clarify understanding 4. Motivate the customer Denying Requests • Genuinely listen to your customer’s request • Try an alternative • Explain what you can do • Make sure your rejection email is clear • Acknowledge your existing relationship, build rapport • Assure him you’ll revisit his request in the future • Rephrase the request • Explain the reasons • Tell them what you can do • Be aware of your nonverbal communication
P a g e | 29 1.Remember to become aware of what you are saying. 2. Apply the same process you use in written communication when you are communicating orally. 3. Before you speak, think about your purpose, your main idea, and your audience. 4. Organize your thoughts in a logical way. 5. Decide on a style that suits the occasion and then edit your remarks mentally. 6. As you speak, watch the other person to see whether your message is making the desired impression. If not, revise it and try again. Understanding Customer Service Basics • Communicate a professional image • Listen to your customers • Ask questions • Exceed expectations • Provide service even without an immediate payoff • Respond personally Communicating Empathetically • recognize, understand, and respond appropriately to their needs, wants, and emotional state • Determine the context • Address your customer’s emotions
P a g e | 30 • Put customers at ease • Acknowledge their efforts Working with Customers with Disabilities • Speak slowly and clearly • Maintain eye contact • Let them set the pace • Always ask first • Use appropriate language Improving Informal Communication • Be professional • Emphasize the positive • Overcome obstacles Obstacles in Customer Service • Poor communication Skills • Second hand information • Distrust of employers or colleagues • Competition • Bias Listening Actively • Offer full attention • Use non-verbal signs
P a g e | 31 • Give the other person feedback • Ask effective questions • Be open-minded instead of concentrating on your own agenda Speaking Persuasively • Choose your timing • Start with an offer • Emphasize the benefits • Plan for questions and contradictions • Mirror the other person • Do not lie or exaggerate Negotiating Effectively • Look for solutions acceptable to all sides • Establish your goals • Do your homework Dealing with office politics • Learn the company culture • Support the company’s goals and strategic initiatives • Avoid taking sides • Communicate professionally at all times • Treat people with respect
P a g e | 32 UNIT -5 Improving informal communication Informal communication is established around the societal affiliation of members of the organization. It often works in group of people, i.e. when one person has some information of interest; he passes it on to his informal group and so on. In spite on many advantages, informal communication has certain disadvantages. This underscores the need to identify your purpose and audience. Take extra steps to make sure that your message is clear and understood. Keep in mind that, like all business communication, the purpose of informal communication within an organization is to inform, persuade, and promote goodwill. Use informal communication: • Opportunities to inform You and enhance relationships through communication. • As you communicate with other people, you make yourself more visible and let others know what you are doing and accomplishing. • Decisions about raises, promotions, and other opportunities are often based on information that is gathered informally. When communicating informally 1. We have to be Be professional 2. Emphasize the positive 3. Overcome obstacles
P a g e | 33 Formal vs Informal Communication Types of Formal Communication 1. Vertical 2. Horizontal or lateral 3. Crosswise or diagonal Types of Informal Communication 1. Single strand chain 2. Cluster chain 3. Gossip chain
P a g e | 34 Listening actively: • Active listening is a skill that can be acquired and developed with practice. • Active listening involves listening with all senses. • Listening is the most fundamental component of interpersonal communication skills. • Listeners should not be tempted to jump in with questions or comments every time there are a few seconds of silence. • Generally speakers want listeners to demonstrate ‘active listening’ by responding appropriately to what they are saying. Non-Verbal Signs of Attentive or Active Listening • Smile • Eye Contact • Posture • Mirroring • Distraction Verbal Signs of Attentive or Active Listening • Positive Reinforcement • Remembering • Questioning • Reflection • Clarification • Summarisation
P a g e | 35 Speaking persuasively- Persuasive speaking is really one of understanding the audience’s mindset, talking in terms that show you are broadly empathetic to their attitudes and acknowledging that their views are of considerable value which must be fully taken into account when deciding upon an action. The Goals of a Persuasive Speech: Convincing, Actuation, and Stimulation Convincing • A convincing speech is designed to cause the audience to internalize and believe a viewpoint that they did not previously hold. • Your goal is not just for the audience to hear that you enjoy Coke more, but for Pepsi lovers to change their minds. Actuation • An actuation speech has a slightly different goal. An actuation speech is designed to cause the audience to do something, to take some action. Stimulation • Persuasive speeches can also be used to enhance how fervently the audience believes in an idea. • They are not trying to convince those of another religion to switch religions necessarily;
P a g e | 36 Essential elements of Speaking Persuasively 1. Choose your timing: 2. Start with an offer 3. Emphasize the benefits: 4. Plan for questions and contradictions: 5. Mirror the other person:( chameleon effect) 6. Do not lie or exaggerate: 7. Persuasive vs. Informative Speaking
P a g e | 37 The Psychology of Persuasion • Each individual is persuaded by different things over different time-periods, so to be effective each pitch must be customized. • There is no single key to a successful persuasive speech. • The psychology of persuasion is best exemplified by two theories that try to explain how people are influenced. Relationship Based Persuasion • Survey your situation • Confront the five barriers • Make your pitch • Secure your commitments How to Communicate with busy people • Imagine that you need to inform a group of very busy processing clerks that on top of their work they all have to learn a new system in which to process their data, and that there is nothing in it for them. • Steer the audience from their point of view to yours. • You may well be able to get away with saying that there is a chance that some people are beyond reform and therefore will have to stay in prison for ever
P a g e | 38 Negotiating effectively: Negotiation is a process of exchange – a give and take between two or more parties to resolve conflict or problem solve, and reach a mutually beneficial agreement. • There is no shortage of expert opinion on how to negotiate, as a quick scan of any bookstore's shelves will reveal. • All that is well and good. But if you are not fully that kind of person or don't have the time it takes to become that kind of person. • If you don't know what a potential deal is worth to you or haven't considered how the other party views it, you simply will have no idea where to begin or how to react to an offer. Winning Negotiations • Before You Get to the Table • Opening Gambits • Responding to an Offer Essential Elements of Negotiation: 1. Claim the right to negotiate: 2. Look for solutions acceptable to all sides: 3. Establish your goals: 4. Identify alternatives: 5. Do your homework: Table Manners • Seating arrangements • Keep quiet -- except to ask questions • Mimic your opponent • Engage in the theatrics of negotiation
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P a g e | 40 Unit-5 (Improving informal communication) Managing Conflict: When people work together and depend on each other to get their jobs done, conflicts are inevitable, but not necessarily counterproductive. Disagreements and misunderstandings are a normal part of every workplace. 1. Develop perspective 2. Acknowledge the conflict 3. Keep communicating 4. Avoid manipulation and intimidation 5. . Focus on the problem, not the individual
P a g e | 41 Types of Business meetings: • Status Update Meetings • Decision-Making Meetings • Problem-Solving Meetings • Team-Building Meetings • Idea-Sharing Meetings • Innovation Meetings Take charge of your meetings: • If you are organizing and leading a meeting, you should focus on making sure the meeting is productive for everyone. • Follow the agenda: Distribute an agenda ahead of time, and then stick to it throughout the meeting. • Distribute notes and tasks as necessary to make sure the expectations are clear.
P a g e | 42 Dealing with office politics: How Political Is Your Workplace? Seven Survival Tips for Office Politics 1. Analyze the Organization Chart 2. Understand the Informal Network 3. Build Connections 4. Develop Your \"People Skills\" 5. Make the Most of Your Network 6. Be Brave – but Not Naive 7. Neutralize Negative Politics Making Proper introductions: • If you know the ages of the people, present the younger person to the older one.
P a g e | 43 • Speak clearly so people can understand you: Introductions should be easy to hear and understand so people can call each other by name later. • Don't be afraid to ask for someone's name: There will be times when you don't know someone's name, but you need to introduce him to another person
P a g e | 44 Unit-6 Group Discussion The Group Discussion is a personality test, most popular with public/private sector undertakings, government departments, commercial firms, and other organizations, used to screen candidates, after the written test. It is a part of oral communication. • An average GD usually features 10 to 15 participants. • At the end of the prep time, the panel signals the group to commence the discussion, and from then on plays the role of a non-participating observer. • The average duration of most GDs is 15 minutes (not including the prep time). • The panel usually consists 3 or 4 panellists, who look at various aspects of the participants’ content and delivery. • The GD ends in either of the two ways: first, the panel may abruptly stop the GD and announce the end of the process; second, they may ask a participant (or more than one participant) to summarise the GD Technique of Group Discussions • In a group discussion, a group usually consists of 8 to 10 candidates. No one is nominated as a leader,coordinator or chairman to conduct the discussion. • A Group Discussion starts without a leader.
P a g e | 45 • A candidate, by his/her maturity, initiative, ability, clarity of ideas and understanding of group dynamics gradually begins to direct the course of discussion and mediate between the opposing views to evolve a comprehensive view of the whole group. Types of Group Discussions A) Topical Group Discussions B) Case-studies C) Abstract Group Discussions Evaluation criteria in a Group Discussion • Content • Analytical skills • Reasoning skills • Organisation skills • Communication skills • Creativity Essentials: A) Listening skill B) Leadership quality C) Body language D) Group behaviour • The most vital component of one’s performance in the GD is the content.
P a g e | 46 • You may or may not the read the editorials (which offer opinion, comment and perspective), but you must read the news. • Please remember that the GD is not an elimination process, but only one of the several selection processes with certain weightage that contributes to the final score. Qualities Needed for Group Discussion • Leadership skills and initiative-taking ability • Knowledge • Group Dynamics • Logical Ability/Analytical Skills • Lateral Thinking • Communication Skills Basic skills required in GD
P a g e | 47 Importance of communication skills in GD: • Importance of Interpersonal skill in GD • Importantce of Leadership skill in GD • Importance of Analytical skill in GD • Importance of Problem-solving skill in GD • Importance of listening skill in GD • Importance of Presentation skill in GD Do’s and Don’ts in a Group Discussion: DO’S • Make sure your first entry is well planned • If you are the first speaker understand the difference between starting and initiating the discussion. • Establish eye contact with the key participants, but do not ignore the other participants. • Use a strong voice, clear diction and correct grammar. This gives you an operational advantage. • Try getting as many likes as possible. • Do take counter arguments gracefully and display good listening skills, projecting you as a good learner. • Do support your viewpoint with examples and facts. • Do try to understand the right exit points. • Do recapitulate the main points of the discussion when required. • Do present yourself as a team player with an ability to balance individual excellence and group performance.
P a g e | 48 • Address group members with respect and dignity. • When asked to conclude, summarize the main points of discussion. • Maintain a calm and balanced disposition throughout the discussion Dont’s • Don’t start for the sake of starting. • Don’t speak randomly without a plan and structure. • Don't be arrogant, overaggressive or vain. • Don't show a lack of attention or energy. • Don't look at only the key speakers in the discussion. • Don't condemn or severely criticize anyone’s view point. • Don't indulge in cross discussions when the main discussion is in progress. • Don't form cartels to visibly monopolize the discussion. • Don't get restless and jittery when someone counters your point. • Don’t get into unnecessary arguments or futile conflicts with other speakers. • Don’t look at the panel while making a point. • Don’t fold your arms or cross your legs to slip into an over casual posture • Don’t enter your neighbour’s private space while making a point. • Don’t over gesticulate.
P a g e | 49 • Don’t scream and shout to prove your point as it negates the importance of poise and composure. Role Playing 1. Analysing problems from various perspectives 2. Implementing brainstorming methodology in simulations of real cases 3. Trying various solutions in a case scenario 4. Developing teamwork, co-operation and creative problem solving in groups 5. Exercising creative techniques in a risk-free environment 6. In Team role-playing is two or more teams actively participate. For instance, a group of 10 people and one trainer are divided into two teams of five each. 7. One person in each group acts out the relevant role in the scenario. 8. The other four act as coaches providing advice to their actor. 9. To make team role playing more effective, a secret conflict is introduced from the beginning. 10.Upon completion of the role playing, there would be a discussion on the role-play.
P a g e | 50 Unit-7 Reading Skills What is Reading? • \"Reading\" is the process of looking at a series of written symbols and getting meaning from them. • Reading is a receptive skill - through it we receive information. • Reading in its fullest sense involves weaving together word recognition and comprehension in a fluent manner. Objective • To develop word recognition, children need to learn: • To develop comprehension, children need to develop: • To develop fluency, children need to: • To develop and maintain the motivation to read, children need to: • Reading for Literary Experience • Reading for Information • Reading to Perform a Task Notes • Improving Comprehension. • Develop a broad background. • Identify the type of reasoning. • Anticipate and predict. • Create motivation and interest. • Pay attention to supporting cues. • Highlight, summarize and review. • Build a good vocabulary.
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