Unit V – (6 hrs)

Adapting to Corporate life – Corporate Dressing – Dress codes – Grooming for men and women –
Business Etiquettes – Table manners – Dealing with people – Peers, Subordinates & Bosses –
Organizing Effective Meetings

Corporate dressing is not limited to any single industry but has spread its wings all over.
Different sectors have different set of rules for their employees to dress. The reasons given
for the same may be ranging from culture, atmosphere to ethics. Dressing styles vary
according to the industry to reflect the culture and work ethics of the workplace. Since the
atmosphere within certain business communities, for e.g. an ad agency tends to be
informal, the attire of the employees reflects this outlook. On the other hand, protocol of
corporate dressing in sectors such as hospitality, IT, banking etc, is more conservative as it
reflects directly on employee professionalism. Dressing adds an impression of
professionalism, intelligence and commitment that enhances the overall credibility of the
company. Similarly, non –adherence to a dress code can send out a message of discredit
and incompetence. Dressing perfectly to work everyday today is important for the
complete look and feel for the employees and the organization.

Dress Codes: Most organizations have some sort of appearance standards or guidelines
that explain to employees what dress and grooming practices are appropriate for the
workplace. Generally, employers have three business-related reasons for implementing
these types of standards: (1) to present or create a professional or identifiable appearance
for customers, suppliers, and the public; (2) to promote a positive working environment
and limit distractions caused by outrageous, provocative, or inappropriate dress; and (3)
to ensure safety while working. Employers typically base their dress policy choices on the
presumption that employees at all levels and job positions are representatives of the
organization and, therefore, their dress, grooming, and personal hygiene affect both the
public’s impression of the business and internal morale. There are several benefits of setting
a dress code for the workplace; whether your "workplace" is a corporate office or garage.

An actual uniform is not really required for most workplaces. There are places they are
effective; like differentiating a doctor from a janitor or a police officer from the criminal.
But, most workplaces don't require that level of differentiation. Dress codes are enforced to
create good work related efficiency and best practices.

Setting a dress code benefits the company by:

1) Sets the "tone" of the company: Dress codes present a picture that the company is
serious of the business that they do. Dress codes are important in building a good
reputation with other stakeholders of the company.

2) Safety issues: If people work around machinery the dress could get caught in. The same
applies to Footwear too - the type of walking surface, obstacles and other potential hazards
need to determine the type of footwear permitted.

3) Distractions: Dress code can reduce distraction

4) Reduces employee confusion: a clear dress code means they don't have to wonder
"what" to wear or whether something would be appropriate to wear to work.
Business Attire for men and women:

• Business-suit and tie for men.

• Women wear skirts as well as nice blouses with pressed trousers, but clothing should
be tailored and well-fitting.
• Closed-toed shoes are a must.
• Avoid too much flashy color, such as an all-neon suit. However, a splash of color in a
tie or scarf is appropriate.
• Styles should be classic, with nothing too trendy or obtrusive.
• Accessories such as jewelry must be simple and traditional. Piercings anywhere
besides earrings for women (one in each ear) must be removed. Tattoos must not be
visible.
• Hair should be clean-cut and carefully styled.
• Women can wear subtle make-up, however, choose subtle colors and avoid sparkles
or flash.
• Shoes should be heels for women, or dressy flats, and men should wear nice
polished shoes.

Business Casual: This is the most common dress-code you will encounter, and the
interpretation of this term is the broadest. In general, consider the following:

• Clothing should be conservative and nice. Button-down shirts, trousers, blouses,

sport coats, and skirts are suitable.
• Shoes need not be patent-leather. Avoid sneakers and sandals. Closed-toed shoes
for women are still required.
• Skirts should be knee-length or longer.

Casual: Casual means work-appropriate, and hence be neat and conservative.

• Pair of jeans with nicer shirts like polo shirts or casual button-downs. A T-shirt is
sometimes acceptable, if it is in good condition. Avoid t-shirts with slogans or ads for
things such as beer companies.
• Hair, make-up, and accessories can reflect more personal style, as long as it does
not get in the way of your job (such as hair dangling in food, etc.)

In general: Dress codes vary by region, and across organizations. If in doubt, choose
something conservative take cues from the leaders in the office to choose wardrobe
accordingly.

Grooming for men and women: Grooming means dressing well, to be presentable to
others. What one wears substantially influences his/her career path. Looking professional
can give a competitive advantage. It simply means dressing in a way that projects an image
of the sophistication, ensures one to be a successful working individual.

Grooming – men:
Shirts: As a rule, the simpler the better. Colors: White, off white, pale, blue shirts are
preferred; It is important to button up your shirt till the collar button.
Trousers: should preferably be dark though you may wear beige and with a dark colored
shirt.
Ties: Tie should co-ordinate with the attire the knot should be a perfect triangle Choose a
traditional silk tie, No loud colors or patterns.
Socks: Choose a color that coordinates with the trousers (usually black, dark gray, dark
brown or dark blue). Make sure they are long enough not to expose the skin while sitting.
As a thumb rule, do not wear white socks. Wear clean socks to avoid bad odor.
Shoes: Wear a good pair of leather shoes-black and brown/tan shoes. Shoes must be
polished everyday. Do not wear shoes that look casual. Also, do not wear shoes with worn
out heels.

Belts: Wear only formal belts with a sleek buckle. As thumb rule, match your belt to your
shoes.
Watches: Preferably wear leather strapped watches. If you wear a metal strapped watch,
make sure that it fits the wrist well.

Grooming – women:
Dress: May wear Salwar kameez or formal shirt/trousers. Choose small prints or self
colors. Avoid very tight fitting clothes.
Shoes/sandals: Shoes with 1½-inch heels are standard or a flat pair. Stick with a
black/brown pair. Be sure your shoes are polished and that your heels are intact. Do not
wear colorful sandals.
Bags: Apart from your working bag if you are carrying an additional bag,
Preferably, carry a black or a brown one.
Accessories: Earrings, Bracelets/Bangles, Rings: Keep them simple.

Etiquette: is a code of behavior that delineates expectations for social behavior according
to contemporary conventional norms within a society, social class, or group.

Benefits of Etiquette: The benefits of good manners and proper etiquette are manifold.
Etiquettes if practiced can lead to better ordered and happier, more secure, and more
successful. Good manners are based on our values and ethics, while proper etiquette
consists of rules of behavior to follow. Etiquettes have endured through the ages because
we always need to maintain a civil social order based on voluntary altruism.

Dining Etiquettes: Table manners play an important part in making a favorable

impression. They are visible signals of the state of our manners and therefore are essential
to professional success. The point of etiquette rules is to make you feel comfortable, not
uncomfortable.

Benefits of Business Etiquette:

Benefits to Organization: Benefits to Employee:

• Improves Company Image • Increases Self-Confidence

• Creates Customer Loyalty
• Builds Teamwork
• Boosts Morale
• Increases Employee Retention
• Promotes Productivity
• Facilitates Positive Attitude
• Encourages Collaboration
• Improves Professional Image
• Enhances Career Opportunities
• Develops Leadership Skills

• Enhances Profitability • Promotes Respect for Self &

Others

Work etiquette: is a code that governs the expectations of social behavior in a

workplace, in a group or a society. Work Etiquette tells the individual how to behave
when dealing with situations in a working environment however trivial the situation is.
 Office etiquette in particular applies to co-worker interaction and communication with
colleagues. It incorporates all types of manners and behaviour in relation to work
dealings such as how you come across as an individual, how you relate to others both
within your own organisation and externally and how you make use of the tools with
which you can communicate. Etiquette isn’t fixed and rigid. Workplaces are very different
when it comes to what’s considered acceptable behaviour and conduct and the formality
of etiquette will vary between companies.

Basic Work Etiquettes:

The common general codes of etiquette at the work place are:

• Greeting a person on the first meeting of the day.

• In a meeting or in discussion, relevant references should be mentioned without
mentioning any person by name.
• Persons leading a team of people should be able to understand all the views of
his/her team before concluding to a decision or making a point.
• In a meeting, keeping the hand phone/cellular phone in a silent / vibration mode so
it does not interrupt the discussions on hand and other members of the meeting.
Likewise, the person can send a message to the calling party who requires urgent
attention by excusing himself/herself from the meeting or discussion.
• When a person is talking or delivering a speech, other members of the group should
not abruptly interrupt him/her. If anything is to be said on the discussed topic, the
questions or suggestions should be noted down and raised politely at the permitted
time (mostly at the end of the speech).

General Etiquette Rules:

• Arrive at least 10 minutes early unless otherwise specified.

• Pass food from the left to the right.

• Always say please when asking for something. Be sure to say thank you to your server and
bus boy after they have removed any used items.

• If asked for the salt or pepper, pass both together, even if a table mate asks for only one of
them.
• Food is served from the left. Dishes are removed from the right.

• Butter, spreads, or dips should be transferred from the serving dish to your plate before
spreading or eating.
• Wait until all are served before beginning to eat.
• Taste your food before seasoning it.
• When your host or hostess picks up their fork to eat, then you may eat. Do not start before
this unless the host or hostess insists that you start eating.

• Do try a little of everything on your plate.

• Don't blow on your food to cool it off. If it is too hot to eat, take the hint and wait.

• Keep elbows off the table. Keep your left hand in your lap unless you are using it.
• Do not talk with your mouth full. Chew with your mouth closed.

• Cut only enough food for the next mouthful. Eat in small bites and slowly.

• Don't clean up spills with your own napkin and don't touch items that have dropped on the
floor. You can use your napkin to protect yourself from spills. Then, simply and politely ask
your server to clean up and to bring you a replacement for the soiled napkin or dirty utensil.

•Do not blow your nose at the dinner table. Excuse yourself to visit the restroom. Wash
your hands before returning to the dining room. If you cough, cover your mouth with
your napkin to stop the spread of germs and muffle the noise. If your cough becomes
unmanageable, excuse yourself to visit the restroom. Wash your hands before returning
to the dining room.

•Turn off your cell phone or switch it to silent or vibrate mode before sitting down to eat,
and leave it in your pocket or purse. It is impolite to answer a phone during dinner. If
you must make or take a call, excuse yourself from the table and step outside of the
restaurant.

•Do not use a toothpick or apply makeup at the table.

•Whenever a woman leaves the table or returns to sit, all men seated with her should
stand up.

•Do not push your dishes away from you or stack them for the waiter when you are
finished. Leave plates and glasses where they are.

Use one of two methods when using the fork and knife:

• American Style: Knife in right hand, fork in left hand holding food. After a few
bite-sized pieces of food are cut, place knife on edge of plate with blades facing in.
Eat food by switching fork to right hand (unless you are left handed).

• Continental/European Style: Knife in right hand, fork in left hand. Eat food with
fork still in left hand. The difference is that you don't switch hands-you eat with your
fork in your left hand, with the prongs curving downward.

The 10 easy DO's, and 10 easy DON'Ts of good table etiquette!

But first of all, a little general advice on.....

Simple, Good Manners

• Always respond to an invitation within a week of receiving it.

• Dress according to the recommended (if any) dress code. NEVER attempt to "out
dress" the hostess!
• Be punctual - never more than 10 minutes late.
• If you wish to bring a guest as your partner, good dinner table etiquette demands
that you should always check with the host first. If you are the one hosting the party
 and a guest of yours arrives with an unexpected friend, be polite & courteous with
them, and speak with your inconsiderate guest at another time!
• It is considered polite to take along a small gift for your host and hostess. Flowers,
chocolates or champagne are always appreciated.

Dinner Table Etiquette - the 10 Do's!

1. Once seated, unfold your napkin and use it for occasionally wiping your lips or
fingers. At the end of dinner, leave the napkin tidily on the place setting.
2. It is good dinner table etiquette to serve the lady sitting to the right of the host
first, then the other ladies in a clockwise direction, and lastly the gentlemen.
3. Hold the knife and fork with the handles in the palm of the hand, forefinger on
top, and thumb underneath.
4. Whilst eating, you may if you wish rest the knife and fork on either side of the
plate between mouthfuls. When you have finished eating, place them side by side in
the center of the plate.
5. If the food presented to you is not to your liking, it is polite to at least make some
attempt to eat a small amount of it. Or at the very least, cut it up a little, and move
it around the plate!
6. It is quite acceptable to leave some food to one side of your plate if you feel as
though you have eaten enough. On the other hand, don't attempt to leave your plate
so clean that it looks as though you haven't eaten in days!
7. Desserts may be eaten with both a spoon and fork, or alternatively a fork alone if
it is a cake or pastry style sweet.
8. Should a lady wish to be excused for the bathroom, it is polite for the gentlemen
to stand up as she leaves the table, sit down again, and then stand once more when
she returns.
9. Always make a point of thanking the host and hostess for their hospitality before
leaving.
10. It is good dinner table etiquette to send a personal thank you note to the host and
hostess shortly afterwards.

Dinner Table Etiquette - the 10 Don'ts!

1. NEVER start eating before a signal from the host to do so.

2. Forks should not be turned over unless being used for eating peas, sweet corn
kernels, rice or other similar foods. In which case, it should be transferred to the
right hand. However, at a casual buffet, or barbecue it is quite acceptable to eat with
just a fork.
3. It is not generally regarded as good dinner table etiquette to use one's bread for
dipping into soups or mopping up sauces.
4. Loud eating noises such as slurping and burping are very impolite. The number
one sin of dinner table etiquette!
5. Talking with one's mouth full. is not only unpleasant to watch, but could also lead
to choking! Definitely not a good idea!
6. Don't stretch across the table crossing other guests to reach food, wine or
condiments. Instead ask a guest sitting close to pass the item to you.
7. Good dinner table etiquette sometimes involves a degree of diplomacy when it
comes to the host's choice of food and wine! Even if you feel that you can do better,
don't ever offer your criticism. If you feel unable to pay any compliments, at
least remain silent on the subject.
 8. Picking teeth (unless toothpicks are provided) or licking fingers are very
unattractive! The only exception to the latter is when eating meat or poultry on the
bone (such as chicken legs or ribs). In which case, a finger bowl should be provided.
9. Drinking too much wine can be very embarrassing! Where a different wine is
served with each course, it is quite acceptable to not finish each glass.
10. Don't forget to make polite conversation with those guests around you. Dinner
parties are not just about the food, they are intended to be a sociable occasion!

Dealing with people – Peers, Subordinates & Bosses

Office has always been the place for work and was only considered as a medium of
livelihood for everyone... but not anymore now. Now a days, offices apart from providing as
a financial backing is also considered as a medium of refreshment and also a platform to get
into new relationships. An office environment is always a good place to meet new people
who have the same interests and sometimes, the goals and ambitions. It is a place where
you are bound to meet new people who will always be within your proximity. Office
relationships are not bad and sometimes they work. But the most puzzling part about office
relationships is that most of them degenerate into scandals. This has forced many
organizations to discourage office relationships. Thus organizations now advocate for mutual
friendships where teamwork is propagated in order to achieve the goals of the organization.

Office relationships are known to overly affect an employee’s productivity. The

relationship starts to take over the dedication and interest of an employee. The attention of
the employee shifts from work related duties to relationship related obligations. Office
relationships are enough to distract an employee from focusing on the set goals of the
office. Productivity generally goes down as much time is spent and taken by this budding
relationship. However, people have a tendency to grow close to those they share
experiences with. Working together is an obvious way that people form relationships.
Nearly all positive relationships, whether personal or professional, rely on the same basic
principles for success. For anyone with a personal friend, the principles for establishing
relationships with opinion leaders should seem fairly natural and intuitive. However, one
should keep in mind that there are also some fundamental differences between personal
relationships and the largely professional and secular working relationships that are formed
within offices.

Professional relationships are different from friendships. Both based personal and
professional relationships are based on the same principles of trust, honest communication,
and respect. But a personal relationships or friendships go deeper, while professional
relationships revolve around experiences at the office. Examples of personal relationships
are:
• Family relationships (siblings, parent/child, husband/wife, cousins, relations by marriage
such as brother- or sister-in-law)
• Emotional relationships (which includes spouses, and close friendships);
A professional relationship is strictly that keeping it professional not developing personal
relationships, examples of professional relationships includes:
• Relationship between a client and a counselor
• Relationships between a teacher and a student
• A doctor and a patient
Strains on Friendships and Work Relationship
• Strains Caused by Work
o Egalitarian nature negated
o Management of information
o Need for autonomy
o Violation of consensus desires
o Negative feedback
o Public displays of friendship minimized
• Strains Caused by Friendship
o Objectivity damaged
o Management of inequalities
o Socializing affecting performance
o Management of organizational information
o Friends held to a higher standard
Developing Relationships at Work
• Develop your closest friendships outside of work
• Don’t start an intimate relationship at work unless you are prepared to cope with the
consequences
• Recognize that males and females will cope with friendships at work differently
Peer relationships: Peer relationships are vital to the mental and social well-being of
every individual. Building friendships is a part of every individual's life and is helpful in the
enrichment of one's living. Close friends are a refuge from the negatives in life. They lend a
helping hand in times of trouble, a shoulder to lean on and bring smiles to brighten up life.
Being a social animal, a human being seeks friends at all point of time in life. The human
instinct of living in groups for mental and social security manifests itself in his tendency to
make friends. Building, improving and maintaining healthy relationships with peers, results
in the healthy development of an individual.

Peer relationships help enhance one's interpersonal skills and leadership qualities in
childhood, help one fight his or her problems and express oneself in adolescence and help
overcome solitude in later life. Relationships with peers in office help in the enrichment of
one's professional life. Good relations with peers at work enhance the positive atmosphere
at work, thus achieving productivity. Improving peer relationships fosters the team spirit of
the people in an organization, helps in effective distribution of work, making them focused
on achieving their company goals. Thus peer relationships play a part in every walk of one's
life. Here are some tips on improving peer relationships.

Tips on Improving Peer Relationships

1. Nurture social skills such as understanding other people and listening to them and
learn to express your thoughts and emotions in acceptable ways.

2. Empathy forms an important part of peer relationships. Feeling for others helps in
improving peer relationships. It is important to know that every human being has
his/her own way of looking at things and reacting to them. Trying to accept people
as they are and taking efforts to adjust with them defines empathy. Due
 consideration to one's sentiments and due regard for one's views in life helps in
improving peer relationships.

3. Conflicts can become a part of communication. An effective resolution of conflicts

and an ability to deal with debates is an important aspect of improving peer
relationships.

Peer relationships at work are touted as one of the primary means by which
organizational socialization takes place; information from peers helps in learning task and
social information and aids in making sense of the organizational environment. Peer
relationships can provide a source of intrinsic reward for the employee, can buffer job-
related stress, and can reduce job dissatisfaction and turnover.

Relationship development: There are three Patterns in co-worker relationships which

result in changes in communication patterns
Transition 1 - Acquaintance to Friend
 Caused by contextual (environmental factors)
 Time, close proximity, sharing tasks, socializing outside of work
Transition 2 - Friend to Close Friend
 Driven by problems or events in both personal and work life
 More time outside of work and with each other’s families
 Discussion of more work-related problems (more open)
Transition 3 - Close Friend to Almost Best Friend
 Socializing outside work and shared life events
 Trust and detailed discussion

Relationships with subordinates: In the army, "the men" are kept separated from those
known as "the officers." This comes from the idea that the leaders should not be too close
to the individuals they command. In the military this makes a lot of logical sense because if
you are too close, you might have a difficult time making decisions that could result in harm
to someone. The role of a subordinate is to perform duties or accept delegated
responsibilities assigned by a superior. An office manager, for example, may assign routine
paperwork to a subordinate in order to concentrate on an important project of his or her
own. Because the relationship is superior/subordinate, the employee has an obligation to
perform the assigned task. This is not the same relationship as a co-worker asking for
assistance or a personal favor. There is a certain level of respect for a superior's position
that motivates a subordinate to accept the task or responsibility.

An employee on the bottom rung of a corporate ladder may be considered a subordinate to

virtually everyone else, but eventually he or she may be promoted to a position with some
managerial responsibilities. A subordinate often observes a superior's average workday in
order to learn what skills would be necessary to advance. Bosses and their subordinates
may have very strong working relationships, or they may not go well as a team. Personality
clashes between a superior and a subordinate may also make their working relationship
difficult. An employee in a subordinate role may feel undervalued, while a superior may feel
a subordinate does not respect his or her authority.

The relationship between a subordinate and a superior may also be regulated by company
policies. Because a certain level of respect and distance should be maintained, managers
are often discouraged from fraternizing with subordinate employees outside the office. Too
much familiarity with a subordinate could lead to charges of favoritism or leniency in the
workplace. By restricting social contact between superiors and subordinates, many company
leaders hope to keep relationships on a professional level.

Although the superior-subordinate relationship is complex, it is filled with many

opportunities for both to make the relationship meaningful and productive. Superiors'
examination of their beliefs about subordinates as well as subordinates' determination of the
bases of their assumptions about superiors address fundamental aspects of the relationship.
In this competitive environment, without both good superiors and good subordinates
organizations will suffer immensely. Acknowledging that the relationship requires careful
management is the first step in making it mutually successful.

Relationships with superiors: The ability to manage one's relationship with superiors is a
key quality for required for good professional performance and career advancement.
However, people all too frequently blame their problems on the inappropriate behavior of a
superior.
The Leader-Member Exchange theory (shortly LMX theory) occupies a unique position
among leadership theories because of its focus on the dyadic relationship between
leader and follower.
According to LMX Theory, in most leadership situations not every follower is treated the
same by the leader. Leaders and followers develop dyadic relationships and leaders treat
individual followers differently, resulting in two groups of followers—an in-group and an out-
group.
The in-group consists of a small number of trusted followers with whom the leader usually
establishes a special higher quality exchange relationship.
The out-group includes the followers with whom the relationship of the leader remains
more formal.
LMX is the only leadership approach to consider the dyadic relationship of leader and
follower and the exchanges that determine organizational effectiveness. LMX theory asserts
that leaders do not interact with subordinates uniformly because supervisors have limited
time and resources. One of the implications of this theory is that the nature of the exchange
is determined by the leader based on some presumed characteristics of the follower.
Followers get into one of these two groups based on:
* How well they work with the leader
* How well the leader works with them
* Their personalities
* Role responsibilities they assume
* Follower’s competencies and accomplishments
‘In-group’ followers perform their jobs in accordance with the employment contracts and
can be counted on by the supervisor to perform unstructured tasks, to volunteer for extra
work, and to take on additional responsibilities. Supervisors exchange personal and
positional resources (inside information, influence in decision making, task assignment, job
latitude, support, and attention) in return for subordinates’ performance on unstructured
tasks.
As a result of high LMX relationship, we can achieve increased
* Mutual trust,
* Confidence,
* Job satisfaction,
* Organizational commitment,
* Common bonds,
* Open communication,
* Independence,
* Respect, rewards & recognition
In contrast, followers who perform only in accordance with the prescribed employment
contract are characterized as ‘out-group’ with limited reciprocal trust and support, and few
rewards from their supervisors. Subordinates in the Out-Group may be new to an
organization.
High-quality exchanges bring positive organizational outcomes such as innovation,
empowerment, positive job climate, and organizational citizenship behavior. So, a leader
should look for ways to build trust and respect with all of their subordinates, thus making
the entire work unit an in-group. When the relationships between leaders and subordinates
are all high-quality, “the goals of the leader, the followers, and the organization are all
advanced”

Developing good relationships with bosses:

• Have a clear understanding of your boss and yourself

• Compatible work styles A good working relationship with a boss accommodates
differences in work style. Subordinates can adjust their styles in response to their
bosses' preferred method of receiving information. Peter Drucker divides bosses into
"listeners" and "readers". Some bosses like to get information in a report so that
they can study it others like it better when information is presented to them so they
can ask questions. So the implications are obvious (says Drucker) if your boss is a
listener you brief him/ her in person then follow up with a memo. If your boss is a
reader you convert important items in a memo and then discuss them.
Creating a compatible relationship also involves drawing on each other's strengths
and making up for each other's weaknesses.
• Mutual expectations Developing a workable set of mutual expectations also
requires you to communicate your own expectations to the boss, find out if they are
realistic and influence the boss to accept the ones that are important to you. Being
able to influence the boss to value your expectations can be particularly important if
the boss is an over achiever. Such a boss will often set unrealistically high standards
that need to be brought into line with reality.
• A flow of information Managing the flow of information upward is particularly
difficult if the boss does not like to hear about problems. Nevertheless for the good
of the organization the boss and the subordinate, a superior needs to hear about
failures as well as successes. Some subordinates deal with the good-news-only boss
by finding indirect ways such as a management information system. Others see to it
that potential problems are communicated immediately.
• Dependability and honesty Dishonestly is another issue. It's almost impossible for
bosses to work effectively if they cannot rely on a fairly accurate reading from their
subordinates. Because it undermines credibility, dishonestly is perhaps the most
troubling trait a subordinate can have. Without a basic level of trust a boss feels
compelled to check all of subordinate’s decisions, which makes it difficult to delegate.
• Good use of time and resources The boss has limited time, energy and influence.
Every request a subordinate makes uses some of these resources so it's wise to draw
on these resources selectively. Many managers use up their boss's time over
relatively trivial issues.

Effective managers recognize that this part of their work is legitimate and know
the need to establish and manage relationships with everyone on whom they can
depend including their boss.
Thoughts to ponder on Bosses relationships:
Bosses: An Important but most disregarded aspect of leadership is relationship with the
bosses. This relationship determines one’s success or failure as a leader. Effective
managers take time & effort to manage not only their relationships with their subordinates
but also those with their bosses. A manager's immediate boss can play a critical role in
linking the manager to the rest of the organization, making sure that the manager's
priorities are consistent with organizational needs and in securing the resources the
managers needs to perform well. Managing a situation of mutual dependence among fallible
human beings requires the following:
• A good understanding of the other person and yourself especially regarding strengths,
weaknesses, work styles and needs.
• Develop and manage a healthy working relationship - one that is compatible with both
people's work styles and assets.
• Appreciate your boss's goals and pressures as well as his or her strengths and
weaknesses.
• Gaining self-awareness about oneself and acting on it are difficult but not impossible,
but this could be managed by reflecting on past experiences.
• Understand that the subordinate is typically more dependent on the boss than the other
way round.
• Accommodate differences in work style.
• Develop mutual trust.
• Be honest, because dishonesty can undermine credibility.
• Do not use your boss's time over relatively trivial issues.
Finally, Effective managers recognise that this part of their work is legitimate and know the
need to establish and manage relationships with everyone on whom they can depend
including their boss.

Basic Guide to Conducting Effective Meetings:

Selecting Participants
· The decision about who is to attend depends on what you want to accomplish in the
meeting. This may seem too obvious to state, but it's surprising how many meetings occur
without the right people there.
· Don't depend on your own judgment about who should come. Ask several other people for
their opinion as well.
· If possible, call each person to tell them about the meeting, its overall purpose and why
their attendance is important.
· Follow-up your call with a meeting notice, including the purpose of the meeting, where it
will be held and when, the list of participants and whom to contact if they have questions.
· Send out a copy of the proposed agenda along with the meeting notice.
· Have someone designated to record important actions, assignments and due dates during
the meeting. This person should ensure that this information is distributed to all participants
shortly after the meeting.
Developing Agendas
· Develop the agenda together with key participants in the meeting. Think of what overall
outcome you want from the meeting and what activities need to occur to reach that
outcome. The agenda should be organized so that these activities are conducted during the
meeting.
In the agenda, state the overall outcome that you want from the meeting
· Design the agenda so that participants get involved early by having something for them to
do right away and so they come on time.
· Next to each major topic, include the type of action needed, the type of output expected
(decision, vote, action assigned to someone), and time estimates for addressing each topic
· Ask participants if they'll commit to the agenda.
· Keep the agenda posted at all times.
· Don't overly design meetings; be willing to adapt the meeting agenda if members are
making progress in the planning process.
· Think about how you label an event, so people come in with that mindset; it may pay to
have a short dialogue around the label to develop a common mindset among attendees,
particularly if they include representatives from various cultures.
Opening Meetings
· Always start on time; this respects those who showed up on time and reminds late-comers
that the scheduling is serious.
· Welcome attendees and thank them for their time.
· Review the agenda at the beginning of each meeting, giving participants a chance to
understand all proposed major topics, change them and accept them.
· Note that a meeting recorder if used will take minutes and provide them back to each
participant shortly after the meeting.
· Model the kind of energy and participant needed by meeting participants.
· Clarify your role(s) in the meeting.
Establishing Ground Rules for Meetings
You don't need to develop new ground rules each time you have a meeting, surely.
However, it pays to have a few basic ground rules that can be used for most of your
meetings. These ground rules cultivate the basic ingredients needed for a successful
meeting.
· Four powerful ground rules are: participate, get focus, maintain momentum and reach
closure. (You may want a ground rule about confidentiality.)
· List your primary ground rules on the agenda.
· If you have new attendees who are not used to your meetings, you might review each
ground rule.
· Keep the ground rules posted at all times.
Time Management
· One of the most difficult facilitation tasks is time management -- time seems to run out
before tasks are completed. Therefore, the biggest challenge is keeping momentum to keep
the process moving.
· You might ask attendees to help you keep track of the time.
· If the planned time on the agenda is getting out of hand, present it to the group and ask
for their input as to a resolution.
Evaluations of Meeting Process
· It's amazing how often people will complain about a meeting being a complete waste of
time -- but they only say so after the meeting. Get their feedback during the meeting when
you can improve the meeting process right away. Evaluating a meeting only at the end of
the meeting is usually too late to do anything about participants' feedback.
· Every couple of hours, conduct 5-10 minutes "satisfaction checks".
· In a round-table approach, quickly have each participant indicate how they think the
meeting is going.
Evaluating the Overall Meeting
· Leave 5-10 minutes at the end of the meeting to evaluate the meeting; don't skip this
portion of the meeting.
· Have each member rank the meeting from 1-5, with 5 as the highest, and have each
member explain their ranking
· Have the chief executive rank the meeting last.
Closing Meetings
· Always end meetings on time and attempt to end on a positive note.
· At the end of a meeting, review actions and assignments, and set the time for the
next meeting and ask each person if they can make it or not (to get their commitment)
· Clarify that meeting minutes and/or actions will be reported back to members in at
most a week (this helps to keep momentum going).

Summary
Meetings can be a useful communication tool. Planning will help a meeting accomplish more
in less time. Everyone will not always agree on the best way difficulties should be solved,
but friendly disagreements about solutions can be beneficial. The meeting will be a waste of
time, however, unless concrete action plans are made to solve problems. Specific dates for
goal accomplishments can be set and followed up later.
Audience analysis:
In speech preparation, one should use what is called the 9 P's.
Prior Proper Preparation
Prevents Poor Performance of the
Person Putting on the Presentation.
Using the word "A-U-D-I-E-N-C-E" as an acronym, some general audience analysis
categories that these surveys should include.
A nalysis - Who are they? How many will be there?
U nderstanding - What is their knowledge of the subject?
D emographics - What is their age, sex, educational background?
I nterest - Why are they there? Who asked them to be there?
E nvironment - Where will I stand? Can they all see & hear me?
N eeds - What are their needs? What are your needs as the speaker?
C ustomized - What specific needs do you need to address?
E xpectations - What do they expect to learn or hear from you?

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 Case Study (Compulsory Question)

Case Study: A case study is a research methodology common in social science. It is

based on an in-depth investigation of a single individual, group, or event to explore
causation in order to find underlying principles. Case study methods involve an in-depth,
longitudinal (over a long period of time) examination of a single instance or event: a case.
They provide a systematic way of looking at events, collecting data, analyzing information,
and reporting the results. As a result the researcher may gain a sharpened understanding of
why the instance happened as it did, and what might become important to look at more
extensively in future research.

How to analyse a case study

Step 1: Get a general impression

• What are your initial impressions of the main issues and choices confronting the
organisation?

Step 2: Start to analyse seriously

• First, with regard to its environment:

o Which are the types of environment where it has been able to succeed, and in
which types has it had problems?
• Second, get insights about the organisation itself:
o What kind of strategic resources does the organisation have – and which does
it lack?
o Draw these analyses together by considering in what ways the
organisation/individual has strengths or weaknesses greater than
competition.
o Do a SWOT analysis.

• Third, look at issues about the organization’s stakeholders.

• Consider the organization’s culture.
• Pull together your analyses and ask: “What are the major issues that future strategy
needs to address?”
• In all of this consider what information is there in all the tables, annexes and
appendices? What are they and how do they relate to and inform the questions
above?

Step 3: Develop and Evaluate Strategic Options

• Use the results of these analyses as a starting point for developing strategic options.
• Use the SWOT analysis that you have carried out; and evaluate the options by asking
the following questions:
o Which are most suitable in terms of the strategic position of the organisation;
ie the strengths and weaknesses it has and the opportunities and threats it
faces?
o Would a strategy, if followed, achieve competitive advantage for the
organisation and provide bases for the sustainability of such advantage?
 o Which are most likely to be acceptable in terms of the expectations of major
stakeholders?

Step 4: Justify your conclusions with reference to the case

• Relate your analysis to the task or questions you have been set.
• Ask yourself whether you have really supported your conclusions and
recommendations with hard evidence (events and results) from the case study?
• Make sure you clearly state what your recommendations are.

Step 5: Present a balanced view

• Make sure you have considered the alternatives to your recommendations.

• Make sure your have made it clear why the recommendation you have chosen is the
best of the available alternatives.

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