Module 3. Practice Negotiation Skills PDF

MODULE 3
NEGOTIATION
SKILLS
ASIAN ACADEMY OF BUSINESS AND COMPUTERS
ENG 111. ENGLISH COMMUNICATION SKILLS 1
COMPETENCY-BASED LEARNING MODULE ON
PRACTICE DEV ELOP AND
By:
RIZZA R. RENOMERON
National Assessor for VG NC III
CA-VGD0313140909003
SHERYL R. MORALES
National Assessor for BKP NC III
CA-BKP0313140911226

MODULE 3

NEGOTIATION
SKILLS
Information Sheet 1 TELEPHONING
Information Sheet 2 PRESENTATION
Information Sheet 3 MEETINGS
Information Sheet 4 NEGOTIATIONS

DEVELOP AND PRACTICE
ASIAN ACADEMY OF BUSINESS AN D COMPUTERS
Module 3 Develop and Practice Negotiation Skills
MODULE TITLE DEVELOP AND PRACTICE NEGOTIATION SKILLS

Description: This module covers the knowledge, skills and attitudes required in

Course Objective: At the end of the course, the student will be able to develop
comprehension skills in telephoning, presentation, meetings and

CONTENTS:
Information Sheet 1 Telephoning g
Telephone B asics
Telephone Etiquette
The Phone Call and Customer Service
Verbs

Information Sheet 2 Presentation

Oral Presentation

Information Sheet 3 MEETINGS

Information Sheet 4 Negotiation

developing and practicing in negotiations. Negotiation is done at all
negotiations

W ritten Presentation
Types of Meetings
Planning and R unning a Meeting
Negotiation Principles
Stages in Negotiation Process
Languages of Negotiation
Self Check 1
Self Check 2
Self Check 3
Self Check 4
times whether in oral or written.
LEARNING GUIDE
Learning Steps Resources

1. Read Information Sheet 1 on
Telephoning
2. Answer Self-Check
Presentation
Meeting
Negotiation

Information Sheet 1

Self-Check 1
Information Sheet 2

Self-Check 2
Information Sheet 3

Self-Check 3
Information Sheet 4

Self-Check 4

MODULE 3. DEV ELOP AND PRACTICE NEGOTIATION SKILLS
1.1 Telephone Basics
You are probably used to making informal calls to family and friends. When
making calls to companies, however, some special rules and conventions apply. On
this page we explain how to call someone in a company that you do not know
personally (the most common kind of formal call made by students) and give you
some models and language that you can use.
General rules
When making a formal call, three rules should influence your choice of words
Be brief. !o not waste the receiver"s time.
Be clear. #xplain the background and purpose of your call.
Be polite. $ecogni%e the receiver"s point of view.
&hese rules can sometimes conflict. 'f you are too brief, you may confuse the
receiver or appear impolite. &ry to balance the three rules.
Making a call to someone you do not know
&he most difficult calls to make are calls to people that you do not not know.
(sually, the purpose of your call will be to make a re)uest for information or a
meeting. &his kind of call can be divided into sections according to the function
each serves
*ocate the person
+ake re)uest
+ake arrangement
,lose the call
'n the following examples, we will imagine that you are calling +r. *au to arrange
a visit to his office.
INFORMATION SHEET 1
TELEPHONING
1
Locate the person
'f the person you want to speak to answers the call, this part is simple. 'f the
receiver gives her name when he answers your call, you can skip to the next
stage. 'f the receiver does not give his name, you can confirm that you have
the right person -ee example below
Hello, is that Mr Lau?
+ore often the number that you have will connect you to an operator or
secretary. 'n this case you will have to ask to speak to +r. *au
Hello, I'd like to speak to Mr. Lau Kam-cheong, please.
'f +r. *au is not available, you will need to find out when you can speak to
him
Could you tell me when he will e a!ailale?
'f the person you are calling has a busy schedule, you may have to call
several times. When you are finally connected, it is best to pretend that this
is your first call. !o not mention how difficult it was to make contact.
-ometimes, you will not know the name of the person who might be able to
help you. 'n this case, you can state your re)uest and then say
Could you put me through to someone who might e ale to help me?
*ocating someone at a company can be frustrating if you are passed from
person to person. &ry not to let your frustration show
Make request
+aking a re)uest involves three stages introducing yourself, giving
background, and making the re)uest itself.
'ntroduce yourself by giving your name and explaining who you are
I'm ...., I'm a "irst-year student at Hong Kong #ni!ersity....
2
'f you have been given the receiver"s name by someone else, you should also
mention this
Mr. Chan "rom $urasia %roducts suggested that I call you....
/ive the background to your re)uest by explaining why you are making it
I'm doing a pro&ect on work e'perience and I need to arrange a !isit to a
company in your "ield....
+ake your re)uest politely and clearly. +ake sure that the receiver knows
exactly what agreeing to your re)uest will involve how much of her time
will it involve and what will she or her staff will have to do
I wonder i" I could pay a !isit to your o""ice "or an hour or so sometime in
the ne't two weeks, to talk to one o" your sta"" aout....
Make arrangement
'f the person you are calling agrees to your re)uest, it is important to make a
clear arrangement. 'f you are arranging a meeting, for example, arrange the
time and place and make sure you know where to go and what to do when
you get there. +ake a note of all the information so that you do not need to
call back again to find out something you have missed.
'f the person you are calling cannot agree to your re)uest, he may modify it.
*isten carefully and try to fit in with his schedule.
'f the person you are calling cannot agree to your re)uest at all, ask if he
knows someone else who can help
(o you know anyone else who might e ale to help me?
Whether the receiver can help you or not, thank her and close the call
politely.
3
Close the call
0s the caller, it is your 1ob to close the call when you have got the
information you need. (nless the receiver shows that he wants to talk, it is
not polite to chat once your business is finished. 'f there is a difficult silence
at the end of the call, it is probably because you are not doing your 1ob of
closing the call. You can do this by confirming the arrangement
)o, I'll come to your o""ice on Monday at *+....
thanking the receiver,
,hank you !ery much "or your help....
and saying goodbye
-oodye....
'n each case, wait for the receiver"s response before you go on to the next
stage. Wait until you have heard the receiver say goodbye before you hang
up.
,lose the call extracts
4
1.2 Telephone Etiquette
0 phone is ringing somewhere in your office. 2y the third ring the call should be
answered. 2(&3 before you pick up that phone
4. ,lear your mind of all but the task at hand 5 responding to the caller.
6. 7repare your phone voice
8. 0nswer by the 8rd ring
9. Offer your standardi%ed greeting.
:. 2e prepared before you respond.
;. &reat the caller with respect< be efficient, effective, empathetic and responsive.
Clear Your Mind of all but the Task at Hand Responding to the Caller
&here=s nothing worse than trying to carry on a conversation with someone
who is reading their emails, looking at documents or distracted with
something other than your conversation. You can always tell< there=s an
extended pause in the conversation while you wait for a response but, they
have none because they were looking through a maga%ine while chatting on
the phone. 't=s frustrating, it=s rude, it makes you feel unimportant and they
are likely to miss important information for lack of focus.
Be present with your caller
2eing present re)uires >O,(-. Your center of interest should be on the
caller and their conversation. 0llowing distractions can result in important
information being overlooked or worse, the caller identifies you as a poor
provider of customer service and tells others.
Hints:
&urn away from your computer and desk when you answer the phone
7ut down your reading material.
>ocus your attention on the caller
&ake the gum out of your mouth
5
?o drinking or eating during the conversation
Prepare Your Phone oice
@ow you handle yourself on the phone reflects not only on you, but also
your company. You see it over and over. -omeone talking on the phone
forms an opinion of the person with whom they are talking based on the tone
of their voice, their language skills, etc. 't may not be fair, but it happens.
0ccording to Aohn $obertson of #B'?# Crticles, within ;D seconds people
will make assumptions about your education, background, ability and
personality based on your voice alone. What reputation do you want to
buildE What impression do you want to makeE
!o you sound like this on the phoneE
7ay attention to
F What you want to say.
F @ow you want to say it.
Your voice is very important to your career and your personal life. When
you are talking GHI of the listener=s opinion of you is based on how you say
it according to $obertson. &hat means that only 48I remains to make a
positive impression about what we are saying. 7ro1ect a tone that conveys
enthusiasm, confidence, friendliness and attentiveness.
!id you know, when you smile while you are talking it comes across in your
voiceE *et your personality shine through on the phone.
Hints:
&ake a deep breath before you pick up the phone
-mile before you speak
0ssume your speaking voice, controlling speed, tone and volume
-peak clearly,
6
Prepare to !ffer Your "tandard #reeting
YO, @ey, Wha%%%%up may be the normal greetings you would expect to hear
in the academic setting if you are calling the dorms but they are not
generally accepted telephone eti)uette for (niversity offices. $emember the
GHI ruleE +ake a good first impression with an effective, efficient greeting.
'dentify your company, then, identify yourself. Or you may name your
department (+usic !epartment), your name (/lenn ,ampbell). 't should be
crisp, clean and gives all the information the caller can handle at this point in
the call. 0dding phrases such as Jgood morningK, Jhow may ' help youK are
ok so long as you sound like you mean it. #laborate, drawn out greetings are
distracting and time consuming. You can lose your caller before the
conversation begins.
Be Prepared Before You Respond
2e prepared to answer the phone. 't=s not an interruption, it=s your 1ob. @ave
pencil and paper ready< prepare mentally to be present with the caller. Write
down the caller=s name immediately. 'f the caller doesn=t identify him or
herself 5 ask for a name3 J+ay ' say whose callingEK J,ould ' have your
name pleaseEK JWith whom am ' speakingEK 0ll are polite, appropriate
ways to get the caller=s name. (se their name fre)uently throughout the
conversation. (se all of your listening skills, focus your attention on the
caller, speak calmly and choose your words. 2e careful to avoid 1argon or
acronyms not universally familiar.
Hints:
*isten not only to what the speaker is saying but to their unspoken
thoughts as well. What is it this person isn=t saying that is important to
the
conversationE
2e sure to get clarification. J'f ' understand you correctly3K, J-o you
are
saying that3K J&his is what ' understand you are telling me3K
7
1. The phone call and Customer !er"ice
Treat the Caller with Respect$ Be %fficient& %ffecti'e& %(pathetic and
Responsi'e
) *orbidden Phrases
4. J' !on=t LnowK
6. J'MWe ,an=t !o &hatK
8. JYou @ave &oK
9. JAust a -econdK
:. J?oK
2e positive, a problem solver, honest and helpful.
8
Proble( Callers
7roblem callers don=t usually start out that way. -omething happens to make
them go ballistic. ,ustomers have an expectation of how they ought to be
treated and if you fail to meet that expectation, they become agitated. When
you get a caller on the phone who is getting agitated
+isten,
0llow them to vent. -tay calm and be sincere. $emember the GHI rule 5 if
you aren=t sincere the caller will know immediately. !on=t 1ump in, even if
you have heard the same thing 4D times. &he caller will be offended. 0
sincere voice will have a calming effect on the caller. 'f you become upset or
defensive you will make a bad situation worse.
Hints:
!on=t overNreact to trigger words. ,allers will often try to push your
buttons.
*isten completely to the complaint, allow the caller to vent. Only when
they are finished should you comment.
'f the call is longNdistance you might offer to call them back to avoid phone
charges. &his can have an immediate positive impact.
9
%(pathi-e,
0cknowledge their feelings. J' can hear that you are upset by thisK or J' can
tell this situation is upsetting youK.
Hints:
&o help with this process, keep family pictures in your work area.
7retend you are talking to someone you know and like while you are
working with your caller.
>orce yourself to focus on solving the problem rather than
internali%ing the caller=s attacks.
!on=t blame anyone for the problem, no matter who is at fault. 't=s
counter productive to resolving the issue.
.pologi-e,
't doesn=t matter who=s at fault. 0nyone who has been inconvenienced wants
an apology. You don=t have to agree with the caller, but should express
regret that there is a problem. #mpathi%e with the person=s feelings and
apologi%e, sincerely3 J'=m really sorry this happenedK. This (akes the
caller feel that you ha'e aligned with the(, 't=s hard to be upset with
someone who is sympathetic and trying to help.
Hint
(se the person=s name a lot and apologi%e fre)uently.
"ol'e the proble(, -uggest agreeable solutions. 0sk how you can
help and if it=s reasonable, do it< if not, find a compromise. +ake sure
something is done.
&ake it upon yourself to ensure the customer gets some satisfaction.
Hints
@andling difficult customers isn=t easy. $emembering the /olden $ule,
J!o unto others as you would have them do unto youK, and putting it into
action with difficult customers, will help increase your 1ob satisfaction.
7araphrase the problem and repeat it to the caller 5 get clarification before
offering solutions.
10
Work with your managers to streamline officeMdepartmental procedures so
people who answer the phone are empowered to solve the customer=s
problem.
7icture how good it feels to solve a problem and send someone away
satisfied. 't makes your whole day better.
10
"creening Calls
-creening calls is often an unpleasant part of the 1ob. 2ut it is sometimes
necessary because the person for whom you are screening does not always
have time to talk or want to talk to the caller. Ley to handling these
situations is considering the JavailabilityK of the called party. 'n order to
keep a caller from being irate over not finding the person they are calling
available to them, try se)uencing the )uestions to avoid a conflict.
-ample ,onversation
$eceptionist J2ookkeeping, Aames -tewartK
,aller J's +s. -tell availableK
$eceptionist J'=m sorry, +s. -tell is unavailable at this time, may '
take your name and number and have her return your
callE Or may ' help youEK (?ote you have given the
caller the expectation a phone call will be returned but
also offered immediate assistance if desired.)
,aller J&his is -am !avis, would you please tell her ' called,
she has my number.K
$eceptionist J+r. !avis, she has asked me to interrupt if you should
call, so
please hold while ' tell her you are on the line.K (@ad +r.
!avis not been someone who should be passed through
you have left no room for doubt about
Hint
@ave a list of callers for whom you should always interrupt
11
Placing Callers on Hold
&he other line is ringing, and you are anxious to answer3re)uiring you to
put your current caller on @old 5 it=s a necessary evil. We all hate being on
@old. -o when it=s necessary to place a caller on @old, check with them first
to determine if they
canMwant to @old. /.0T for an answer. $emember back when we talked
about Jbeing presentK with your callerE 'f you are present with your caller it
is only polite to let them decide if they will @old, go to voice mail, or call
back. @andle your current caller before you rush off to another3first come,
first serve. the availability of +s. -tell.)
Once you have placed a caller on @old, check back every 4:N8D seconds to
update them. &hank them for holding and be as specific as you can about
how much longer you expect to keep them on @old. #ach time allow them
the opportunity to decide if they would like to continue @olding.
Transferring Calls
When the caller needs to be transferred, be polite and ask if they would like
to betransferred. 0sk the caller for their number in case you lose them
during the transfer. /ive the caller the name of the person to whom you are
transferring them along with their number in case the call does not go
through or in case they would like to call later. 'f at all possible, stay on the
line until the transfer is complete.
'f you have a frustrated caller who has been transferred several times
already, do not transfer the( again. &ake ownership of their situation. ,all
the appropriate party< ensure they have a solution to the situation, only then
should you transfer the caller. 'f you don=t know how to fix the situation,
take the caller=s name and number, find the appropriate person and have
them return the call. ,heck back to make sure the caller=s situation has been
resolved. &he caller will always remember your kindness and will tell others
about your terrific customer service skills.
12
Hints:
&reat the caller as you would want to be treated
*ook at those pictures in your work area< help the caller as if they
were
family
+ake it your goal to call them back within 9 hours if you have to do
research to help them with their situation
Taking Messages
When taking a message for someone else, be sure you get the following
information recorded
4. &he caller=s name and companyMdepartment
6. &he correct spelling of the caller=s name, date and time of the call
8. ,omplete telephone number
9. 2rief explanation for call.
2e sure to verify this information with the caller to make sure you have
taken the message correctly and give himMher the opportunity to check what
they told you.
Hints
'f someone is covering the phones for you, pick up your messages when you
return. !on=t wait for them to come to you.
oice Mail
Ooice mail can be a very effective tool for communication if it is used
correctly. 'n general people don=t mind getting transferred to voice mail if it
gives them helpful information. Your voice mail message should be short
and to the point. When forced to leave a message, callers prefer to get right
to it, not listen to a longwinded
voice mail greeting. !on=t state the obvious, ('=m away from my desk or on
the other line). -tate your department, your name and leave clear instruction
as to what information you need from the caller such as
13
?ame and phone number,
2est time for you to return the call
2rief summary of the reason for calling
Hints:
-ample voice mail J0sian 0cademy of 2usiness and ,omputers<
+ary dela ,ru%. ' will be out of the office until &uesday. 7lease leave
your name, number, and a brief message as to the nature of your call. '
will respond when ' return.K
-ample voice mail J0sian 0cademy of 2usiness and ,omputers<
+ary dela ,ru%.. ' will be out of the office until &uesday. 7lease leave
your name, number, and a brief message as to the nature of your call. '
will respond when ' return. 'f you need immediate assistance please
contact Aeeves 2utler at x::::.
-ample voice mail if you change your voice mail daily J0sian
0cademy of 2usiness and ,omputers< +ary dela ,ru%.. &oday is
(date). 0t the tone, please leave your name, a brief message regarding
your call, along with your phone number and the best time to call you
back.K
'f you are going to be away from the office, say so and leave your date of return so
people will know when they might expect a response. 'f you are going to be out for
an extended period, you should consider offering information on another source for
helping the caller. 'n this case, you would state your department name, your name
and information about who the caller can contact for assistance. 'f you plan to refer
your calls to another member of your department, be sure to make arrangements
with them ahead of time. *eave them a cheat sheet on how to handle special
procedures.
14
., Put check 123 only to proper Telephone eti4uette
Whenever possible, try to answer your phone by the fifth ring. !o not let the phone ring
endlesslyPdoing so will most certainly annoy your caller.
-how respect for your listener"s time.
7ut someone on QholdQ for more than a minute or so.
,ontrol the overall length of a call, and limit the nonbusiness part of the call to a minimum.
'dentify yourself immediately when you place a call.
'dentify yourself immediately when you answer a call.
'dentify yourself immediately when you answer someone else"s phone.
-how a willingness to take a message for another person.
2e sure to reveal personal or confidential information when answering someone else"s
phone.
0lways be polite. $emember to say QpleaseQ and Qthank youQ whenever appropriate.
0d1ust your voice )uality to your telephone e)uipment.
-hout at or snap at people or give others the impression that you feel superior or are being
disturbed unnecessarily. &ry to control any negative feelings you might have.
$espect each person with whom you work, regardless of his or her rank or position.
&reat your 1obPand every business callerPseriously and professionally.
!o not say negative things about the company or any of its employees.
!o not argue or become defensive with a Qproblem caller.Q
SELF-CHECK 1.
15
2. $eview the sample conversation below
$eceptionist 2ookkeeping, Aames -tewart
,aller ' need to speak with +s. -tell, right away.
$eceptionist +ay ' get your name and number pleaseE
,aller &his is -am !avis and ' need to speak with +s. -tell
$eceptionist *et me check to see if she is in, will you hold pleaseE
,aller Yes, thank you '=ll hold.
$eceptionist '=m sorry, +s -tell is not available, *et me take your number
and have her return the call.
,aller ?O, '=ll hold until she can take my call.
Why do you think +r. 2ellefonte thinks +s. -tell is in the officeE
16
2.1 Oral Presentation
+aking a good oral presentation is an art that involves attention to the needs
of your audience, careful planning, and attention to delivery. &his page
explains some of the basics of effective oral presentation. 't also covers use
of notes, visual aids and computer presentation software.
TH% .560%7C%
-ome basic )uestions to ask about an audience are
4. Who will ' be speaking toE
6. What do they know about my topic alreadyE
8. What will they want to know about my topicE
9. What do ' want them to know by the end of my talkE
2y basing the content and style of your presentation on your answers to
these )uestions, you can make sure that you are in tune with your audience.
What you want to say about your topic may be much less important than
what your audience wants to hear about it.
P+.7707# Y!5R PR%"%7T.T0!7
'n an effective presentation, the content and structure are ad1usted to the
medium of speech. When listening, we cannot go back over a difficult point
to understand it or easily absorb long arguments. 0 presentation can easily
be ruined if the content is too difficult for the audience to follow or if the
structure is too complicated.
0s a general rule, expect to cover much less content than you would in a
written report. +ake difficult points easier to understand by preparing the
INFORMATION SHEET 2
PRESENTATION
17
listener for them, using plenty of examples and going back over them later.
*eave time for )uestions within the presentation.
/ive your presentation a simple and logical structure. 'nclude an
introduction in which you outline the points you intend to cover and a
conclusion in which you go over the main points of your talk.
T0P" !7 C!7T%7T .76 "TR5CT5R%
Content
't is likely that you already have a topic and you know what you want
to say about it. &his is the content of your presentation. You may
already have the content of your presentation in written form for
example in a written report. Whether your content is already written
down or you are beginning from scratch, you may need to cut it down
for your presentation. WhyE
You will need to fit your content within the time limit. &hink carefully
about how much information you can reasonably present in the time
allowed and select the most important point.
You will need to hold the interest and attention of your audience.
+any people lose interest towards the end of presentations that
contain too much information. &hink carefully about the key points
that you want to get across and build your presentation around them.
-ome kinds of information, such as technical explanations and tables
of figures, are difficult for listeners to absorb during a presentation.
&hink about summarising this kind of information or referring the
listeners to a document they can read after the presentation.
You will need to leave time for examples and illustrations of your
points. &hink carefully about how you will support and explain your
key points.
You will need to leave time for an introduction, conclusion and
)uestions or comments. !uring this time you are likely to be repeating
points made in the main body of your talk.
18
&hree points to think about when preparing the content of a
presentation
What are your key pointsE +ost good presentations have no more than
: key points.
@ow will you support your key points with examples and
illustrationsE
@ow will you make it easy for your audience to follow your key
pointsE
Structure
+ost presentations will consist of an introduction, the body of the talk
and a conclusion. &he introduction prepares the audience for what you
will say in the body of the talk and the conclusion reminds them of
your key points. /ood presentations raise )uestions in the listeners"
mind. /ood speakers encourage )uestions both during and after the
presentation and are prepared to answer them.
Introduction
0 good introduction does four things
0ttracts and focuses the attention of the audience
7uts the speaker and audience at ease
#xplains the purpose of the talk and what the speaker would
like to achieve
/ives an overview of the key points of the talk
't is often a good idea to begin a talk with a )uestion, a short story, an
interesting fact about your topic or an unusual visual aid. +any
speakers follow this with an overhead transparency that shows the
title, aim and outline of the talk.
19
Body
&he body of a presentation must be presented in a logical order that is
easy for the audience to follow and natural to your topic. !ivide your
content into sections and make sure that the audience knows where
they are at any time during your talk. 't is often a good idea to pause
between main sections of your talk. You can ask for )uestions, sum up
the point or explain what the next point will be. 'f you have an O@&
with an outline of your talk on it, you can put this on the pro1ector
briefly and point to the next section.
#xamples, details and visual aids add interest to a presentation and
help you get your message through. @ere are some )uestions you can
ask yourself about the examples you include
0re they relevant to the experience of the audienceE
0re they concreteE
Will the audience find them interestingE
0re they variedE
0re they memorableE
Conclusion
0 good conclusion does two things
$eminds the audience of your key points
$einforces your message
Your conclusion should end the presentation on a positive note and
make the audience feel that have used their time well listening to you.
Questions
+any speakers worry about )uestions from the audience. @owever,
)uestions show that the audience is interested in what you have to say
ad can make the talk more lively and interactive. You should be more
worried if there are no )uestions at all. One way of handling )uestions
is to point to )uestions you would like to discuss as you are talking.
You can control )uestions better if you leave pauses during your talk
20
and ask for )uestions. 't is important not to let )uestion and answer
sessions during the talk go on too long, however. 0nswer briefly or
say you will deal with the )uestion at the end. +ake sure you are
ready to go on with your talk when )uestions have finished.
6%+0%R07# Y!5R PR%"%7T.T0!7
7eople vary in their ability to speak confidently in public, but
everyone gets nervous and everyone can learn how to improve their
presentation skills by applying a few simple techni)ues.
&he main points to pay attention to in delivery are the )uality of your
voice, your rapport with the audience, use of notes and use of visual
aids.
Ooice )uality involves attention to volume, speed and fluency, clarity
and pronunciation. &he )uality of your voice in a presentation will
improve dramatically if you are able to practise beforehand in a room
similar to the one you will be presenting in.
$apport with the audience involves attention to eye contact,
sensitivity to how the audience is responding to your talk and what
you look like from the point of view of the audience. &hese can be
improved by practising in front of one or two friends or videoNtaping
your rehearsal.
21
T0P" !7 6%+0%RY
Voice quality
Your voice is your main channel of communication to the audience, so make
sure you use it to its best effect.
Volume
's your voice loud enough or too loudE 0d1ust your volume to the si%e of the
room and make sure the people at the back can hear. 'n a big room take deep
breaths and try to pro1ect your voice rather than shout.
Speed and fluency
-peak at a rate so your audience can understand your points. !o not speed
up because you have too much material to fit into the time available. &ry not
to leave long pauses while you are looking at your notes or use fillers such
as "um" or "er". (se pauses to allow the audience to digest an important point.
$epeat or rephrase difficult or important points to make sure the audience
understands.
Clarity
-peak clearly. >ace the audience and hold your head up. Your speech will be
clearer if you look directly at the members of the audience while you speak.
Leep your hands and notes away from your mouth and keep your eyes on
the audience when you are talking about overhead transparencies. 'f you
have to look at the whiteboard or the overhead pro1ector, stop talking until
you are ready to face the audience again.
Pronunciation
You may not be able to improve your general pronunciation much before an
important presentation. @owever, you can make sure you know how to
pronounce names and difficult words. !o not use exagerrated intonation or
pronunciation of individual words. Your natural speaking style will be good
enough as long as you speak clearly.
22
Engaging te audience
One of the secrets of a good presentation is to involve the audience.
!aintain eye contact
*ook your audience in the eyes. -pread your eye contact around the
audience including those at the back and sides of the room. 0void looking at
anyone too long because this can be intimidating.
"s# for feed$ac#
You can involve the audience by asking occasional )uestions. &ry to ask
genuine )uestions to which you do not already know the answer and show
interest in any replies. *eave time for the audience to think and try to avoid
answering your )uestions yourself or telling members of the audience that
their answers are wrong. Ruestions to the audience work well when you
manage to make those who answer them feel that they have contributed to
your presentation.
You can also pause occasionally to ask if anyone has any )uestions for you.
'f a )uestion disrupts the flow of your talk too much, you can say that you
will answer it later (but don"t forget to do it.). 2efore you ask for )uestions,
make sure you are ready to pick up your presentation again when the R S 0
session has finished.
%oo# confident
't is natural to feel nervous in front of an audience. #xperienced speakers
avoid looking nervous by breathing deeply, speaking slowly and avoiding
unnecessary gestures or movements. -miling and focusing attention on
members of the audience who show interest can also help you feel more
confident as your talk progresses.
23
%**%CT0% 5"% !* 7!T%"
/ood speakers vary a great deal in their use of notes. -ome do not use notes
at all and some write out their talk in great detail. 'f you are not an
experienced speaker it is not a good idea to speak without notes because you
will soon lose your thread. You should also avoid reading a prepared text
aloud or memorising your speech as this will be boring.
&he best solution may be to use notes with headings and points to be
covered. You may also want to write down key sentences. ?otes can be on
paper or cards. -ome speakers use overhead transparencies as notes. &he
trick in using notes is to avoid shifting your attention from the audience for
too long. Your notes should always be written large enough for you to see
without moving your head too much.
Tips on 7otes
One of the decisions you have to make before you give a presentation is how
to remember what you are going to say. #xperienced presenters use a variety
of methods. On this page we outline the advantages and disadvantages of
each. 't is up to you to decide which is best for you.
Spea#ing &itout notes
-ome presenters do not use notes at all. &hey 1ust remember the
outline of what they are going to say and talk.
.d'antages 'f you do it well, you will seem natural, knowledgeable
and confident of your topic. You will also find it easier to establish
rapport with the audience because you can give them your full
attention.
24
6isad'antages: 't is easy to lose your thread, miss out whole sections
of your talk or to go over the time limit. 7eople who speak without
notes often fail to convey a clear idea of the structure of their ideas to
the audience.
&his is a highNrisk strategy. 0 few people can present effectively
without notes. 'f you are one of them, good luck.
'eading from a script
-ome experienced presenters write down every word they intend to
say. &hey may read the whole script aloud or they may 1ust use it as a
backNup.
.d'antages: You will find it easier to keep within the time limit. You
are likely to less nervous and make fewer mistakes.
6isad'antages: 't is difficult to establish rapport with the audience.
You may sound like you are reading aloud rather than speaking to an
audience. *isteners often lose interest in a presentation that is read
aloud.
&his is a lowNrisk strategy employed by many experienced nonNnative
speaker presenters. 'f you use it, you will need to develop the skill of
reading aloud while still sounding natural. >ew people can do this
effectively.
(ote cards
+any presenters write down headings and key points on cards or
paper. &hey use them as reminders of what they are going to say.
.d'antages: You will find it easier to establish rapport with the
audience. Your presentation will be structured but you will sound
natural.
25
6isad'antages: You may find it difficult to keep within the time
limit. 'f your notes are too brief, you may forget what you intended to
say.
&his is a mediumNrisk strategy used by many experienced presenters
and the one most often recommended. &he disadvantages of note
cards can be overcome if you practice your presentation before you
give it.
O)eread transparencies
-ome presenters use their O@&s as notes. &hey use them like note
cards as reminders of what they are going to say. @andouts and
7ower7oint presentations can be used in the same way.
.d'antages: 't is easy to establish rapport with the audience because
you are sharing your notes with them. You will sound natural and
your presentation will seem wellNorganised.
6isad'antages: You may find it difficult to keep within the time
limit. Your presentation may be dominated by your O@&s. (nless you
are careful, you may find that you are talking to the overhead
pro1ector rather than the audience.
&his is a mediumNtoNhighNrisk strategy. (sed well, it can be very
effective, especially by presenters who are used to speaking without
notes.
0"5.+ .06"
Oisual aids help to make a presentation more lively. &hey can also help the
audience to follow your presentation and help you to present information
that would be difficult to follow through speech alone.
26
&he two most common forms of visual aid are overhead transparencies
(O@&s) and computer slide shows (e.g. 7ower7oint). Ob1ects that can be
displayed or passed round the audience can also be very effective and often
help to relax the audience. -ome speakers give printed handouts to the
audience to follow as they speak. Others prefer to give their handouts at the
end of the talk, because they can distract the audience from the presentation.
Tips on !HTs
Purpose
&he aim of using transparencies is to support the points you want to make in
speech. &he audience will be able to follow better if they can see your key
points and examples as well as hearing them. O@&s can
$einforce a point you have made
-how what something looks like
'llustrate relationships
-how information patterns
7resent figures or graphs
-ummarise key points
@elp the audience follow passages or )uotations you read aloud
O@&s are not the only form of visual aid available to you. >or example, if
you want to show what something looks like, it may be better to show the
audience the thing itself rather than a picture of it.
*esign
&o be effective, O@&s must be attractive and easy to read. -ome basic rules
are
(se large fonts and images
7resent one key point or example per O@&
(se headings and bullet points in preference to lines of text
(se strong colours and don"t use too many
(se simple graphs in preference to tables of figures
27
7ay attention to layout. (se the centre of the O@& rather than the
edges
+sing o)eread pro,ectors
Overhead pro1ectors are designed to allow the speaker to pro1ect an image
while facing the audience. &he image may be a picture or graphic, notes
indicating the points you are making or longer texts that you want to read
aloud. Whenever you use an O@&, the attention of the audience will be
divided between you and the image, so there are a few basic rules to follow
+ake sure the image can be seen. 'f possible go to the room in
advance and check that everything on your O@&s can be read easily
from the back of the room.
'f possible, make sure the pro1ector is in a convenient position. !ecide
where you want to stand when speaking and then position the
pro1ector where you can get to it easily. &his will usually be on the
side of your body that you normally use for writing (i.e. your left side
if you are leftNhanded)
Leep your slides in order in a pile next to the pro1ector and put them
back in order in another pile as you take them off the pro1ector.
'f possible, control the lighting in the room yourself so that there is
always a light shining on you. 'f your O@&s are easy to read, you will
not need to turn off the lights.
When you are presenting, avoid looking at the pro1ected image and the
transparency on the pro1ector. 't is a good idea to print out your slides
on paper to keep with your notes so you can refer to them while you
are speaking.
'f you want to draw attention to a point on an O@&, put a pen on top
of it and leave it pointing at the point you want to draw attention to.
!on"t point with your finger because you will have to look at the
pro1ector while you do so.
'f you want the audience to read longer texts on O@&s (e.g. )uotations
or tables of figures) give them time to do so. &here is no point in
28
putting an O@& on the pro1ector if the audience does not have time to
read it.
+ake sure you explain the content and purpose of each O@&.
&he main rule is to use O@&s to support your talk. !on"t let them dominate
it.
O-.s and andouts
-ome speakers give handouts for the audience to read while they are talking.
&he advantage of O@&s over handouts is that they focus attention on you
and your talk. 'f you want to give a handout, it is often a good idea to wait
until the end of the presentation before distributing it. Often members of the
audience want to note down points from your O@&s. &his can distract them
from following the presentation, so it is a good idea to distribute information
that the audience will want to note down on handout. 0s soon as someone
starts taking notes, tell the audience that they do not need to do so because
they will get the information on the handout.
29
2.2 /ritten Presentation 0'eports1
Written reports are fre)uently used to convey information within the workplace.
$eports can be informal (eNmails, memos, letters, etc.) or formal. &his module
focuses on formal reports.

/at is a report2
0ll reports have the same purpose to convey information. $eports differ from
essays in two main ways.
&he purpose of a report is to convey information, while the
purpose of an essay is to demonstrate your knowledge of the
sub1ect and writing skills.
&he information in a report will usually be new to the reader,
while the information in an essay may already be known.
&here are two basic kinds of report.
0nfor(ational reports tell the reader about a topic. &hey present
information without analysis or recommendations. &he report
writer"s task is to select and emphasise the relevant facts clearly
and concisely.
.nalytical reports tell the reader to do something. &hey analyse
and interpret data and make recommendations. &he report writer"s
task is to select and emphasise the facts and arguments that
support the recommendations.
2.3 .e /riting Process
Writing a report re)uires hours of work. 0pproaching the task
systematically helps you break down a large 1ob into smaller, more
manageable tasks. &he logical steps for writing a report are listed below
and explained in this module.
30
"tep 8: 'dentify a $eport &opic
"tep 9 (nderstand Your 0udience
"tep :: >ocus and $efine Your &opic
"tep ;: ,reate a Working 2ibliography
"tep ): #valuate and -ynthesi%e $esources
"tep <: &ake ?otes on What You $ead
"tep =: Organi%e Your 'deas and ,reate -tructure
"tep >: Write the >irst !raft
"tep ?: $evise and #dit the $eport
"tep 8@: ,ite Your $eferences
2.4 Sections of a report
>ormal reports also take many forms depending on the field and topic. +any
companies and organisations have their own house styles for reports. >ormal
reports are usually divided into sections with numbered headings. 0lthough
report formats vary, most reports contain the following sections.
Title page
0part from the title of the report, which should give a clear idea of the topic
of the report, a title page usually includes
Your name and position
&he name of the person or group that the report is addressed to
&he names of anyone else the report is distributed to
&he date
31
Contents
&he contents page should list the main section headings of the report with
page numbers. 't may also list the tables and figures in the report.
%Aecuti'e su((ary
0 good executive summary allows a busy reader to get the main points of
the report without reading the whole report. 't should be short and should
include
&he purpose of the report
&he problem or issues dealt with and the main points of
discussion
&he conclusions of the report
0ny recommendations made
&he executive summary comes at the beginning of the report, but it is a good
idea to write it after you have finished writing the whole report.
0ntroduction
&he introduction explains the background to the report, its purpose and the
points covered. 0 good introduction will be short and will help to guide the
reader.
Main body
&he main body of the report should contain a clear explanation of what you
have discovered and how you have found it out. 't is often divided into
sections with headings that describe the topics covered. 0nother way to
divide up the main body is
Procedure N what you did
*indings N what you have found out
6iscussion N relating what you have found out to what the reader
already knows
32
+any reports contain tables and figures. #ach table or figure should have a
caption containing a number and a title. You should only include tables and
figures which contribute to the information you want to convey. 't is not
necessary to summarise all the information in a table in your text, but you
should always explain the main points illustrated in the text following the
table.
Conclusion
&his contains the conclusions you draw from the information presented in
the main body of the report. ,onclusions should be firmly and briefly stated.
You should not introduce new information.
Reco((endations
$ecommendations are suggestions for actions or changes. &hey should be
specific rather than general. 'f the purpose of the report is simply to present
information on a topic for discussion, a recommendations section may not be
necessary.
Bibliography
0 report may contain references or recommendations for reading in a
bibliography. 0 bibliography may not be necessary, however. 'n reports, full
references to readings introduced in the text are often given as footnotes.
.ppendices
0ppendices may include tables, texts, graphs, diagrams, photographs,
)uestionnaires, etc. You should put these in an appendix when placing them
in the main body of the report would interrupt the process of reading. 'tems
in an appendices should be referred to somewhere in the main body. 'f you
do not need to refer to them in the main body, you might think about
whether you need to include them at all.
33
'eport formats
0 formal report should be formatted so that it is easy to read and looks
professional. +icrosoft Word and other wordNprocessing packages can help you to
(se attractive fonts and page layouts
'nsert page numbers
0utomatically number headings
!raw tables and figures
0utomatically number table and figure captions and insert
references to them in the text
/enerate a table of contents and lists of tables and figures.
2efore you produce your report, spend some time reading the help information
provided with your wordNprocessor to find out how to use these features.
'f you use +icrosoft Word, you may also use a report template, which will give
you a basic layout for a professional report before you start writing.
34
0nstructions BB Co(plete these sentences by filling in the blanks
4. 'n the introduction to TTTTTTTTTT the writer may tell the reader what is
covered, but the beginning of TTTTTTTTTT is much more specific with
background and purpose sections.
6. &he conclusion of TTTTTTTTTT may simply sum up the preceding
arguments, but the end of TTTTTTTTTT is much more specific and often
includes recommendations andMor solutions.
8. &he format of TTTTTTTTTT is much more rigidly constrained than that of
TTTTTTTTTT. &he logical development of material in TTTTTTTTTT must be
rigorously maintained.
9. TTTTTTTTTT uses headings and figures to make contents immediately clear,
and points may be numbered and in note form. TTTTTTTTTT may use some
headings, but numbers are seldom used.
:. 0 bibliography must be included at the end of every TTTTTTTTTT and may
be included at the end of TTTTTTTTTT.
2. ,reate a written report by choosing a topic below. >ollow the sections of a
written report
4. +any students like you are contemplating systems= certification beyond the
undergraduate degree. What are the most popular, and useful, certification
programs availableE 's it worth the effortE What programs would you
recommendE WhyE
6. +any management information systems (+'-) students wonder whether
basic writing skills will be an important aspect of their 1obs. You=re curious,
too, so you decide to write a report that investigates what +'- 1obs involve.
'n addition, you wonder whether the course re)uirements in your business
school serve to prepare +'- ma1ors for the kinds of onNtheN1ob writing they
will do. 0fter you=ve researched and analy%ed these issues, offer
recommendations to fellow students.
SELF-CHECK 2.
35
8. Your college has decided to offer each student the opportunity to establish a
Web presence on its server through a personal home page. 0s the head of
media and information technologies, it=s your 1ob to develop clear and
understandable directions for students who want to create their own Web
sitesPwhether they use html or any of the popular WebNpageNcreation
software. 0fter carefully analy%ing your audience=s needs, and investigating
your college=s regulations about content and security, present students with a
set of directions.
36
0ntroduction
0 meeting is a gathering of two or more people that has been convened for the
purpose of achieving a common goal through verbal interaction, such as sharing
information or reaching agreement. +eetings may occur face to face or virtually,
as mediated by communications technology, such as a telephone conference call, a
skyped conference call or a video conference call.
&hus, a meeting may be distinguished from other gatherings, such as a chance
encounter (not convened), a sports game or a concert (verbal interaction is
incidental), a party or the company of friends (no common goal is to be achieved)
and a demonstration (whose common goal is achieved mainly through the number
of demonstrators present, not verbal interaction).
,ommercially, the term is used by meeting planners and other meeting
professionals to denote an event booked at a hotel, convention center or any other
venue dedicated to such gatherings. 'n this sense, the term meeting covers a lecture
(one presentation), seminar (typically several presentations, small audience, one
day), conference (midNsi%e, one or more days), congress (large, several days),
exhibition or trade show (with manned stands being visited by passersNby),
workshop (smaller, with active participants), training course, teamNbuilding session
and kickNoff event.
:,8 TYP%" !* M%%T07#C
@ow do you know it"s time to call a meetingE What type of meeting is itE What"s
the purpose of the meetingE @ere are some typical situations when a meeting may
be called for.
YouDre (anaging a proEect, 7ro1ects tend to re)uire meetings at various
stages at the beginning, as the pro1ect plan is coming together, and at
regular intervals while the work is being done. &oward the end of the
pro1ect, depending on its si%e, daily meetings could be necessary.
YouDre (anaging people, +any bosses call weekly staff meetings in
addition to weekly oneNonNone meetings with their direct reports. &hese
standing meetings provide a chance to review the work accomplished in the
INFORMATION SHEET 3
MEETINGS
37
previous week and look ahead to what will be accomplished in the coming
week. Weekly oneNonNone meetings also give the chance to provide
feedback outside the performance review process.
YouDre (anaging a client, +any types of companies, especially
professional services firms, make presentations to clients N sales
presentations, kickoff meetings, interim status meetings, and final
presentations. Ongoing relationships also typically involve periodic
meetings.
%(ail is getting co(plicated, When an email conversation gets
increasingly complex, it can be time to call a meeting so that the
conversation can take place in spoken words N which can be )uicker than a
series of carefully crafted email responses. 0 conference call or an inNperson
meeting may be necessary.
Proble(s are arising, 'f a pro1ect is getting off course, interpersonal
conflicts are escalating, or any other emergency occurs, it"s time to call a
meeting.
/roups are great at some tasks, like weighing alternatives and generating ideas.
2ut sometimes a meeting is not the best or most efficient way to get something
done. -ome types of work are best done in subcommittees N even subcommittees of
one N then presented to the larger group for review and approval. 0n example is the
group asked to provide comments and suggested changes to a document. 't is said
that a committee can write the !eclaration of 'ndependence, provided they appoint
a subcommittee with &homas Aefferson as chair.
/hat type of (eeting is itC
&he purpose of the meeting should help determine the appropriate format. 'f it"s to
get clarification on something, a )uick )uestion at the water cooler or a visit to
someone"s office may take the place of a meeting. &he length and formality of the
meeting will vary depending on how many people are invited, how much notice is
given, the si%e of the company (larger companies often have more formal meeting
protocols than smaller ones), and who"s leading the meeting. &he basic types of
meetings are as follows.
"tanding (eeting, 0 regularly scheduled appointment, such as a weekly
oneNonNone with a boss or a department< or a pro1ect meeting taking place at
intervals until the pro1ect is over. -ince these meetings recur, their format
38
and agenda become relatively well established. 0lthough it"s important to
hold these meetings at routine intervals for convenience and consistency, at
times they can be rescheduled.
Topical (eeting, 0 gathering called to discuss one sub1ect, such as a work
issue or a task related to a pro1ect.
Presentation, 0 highly structured meeting where one or more people speak
and a moderator leads the proceedings. &he purpose is usually to inform.
0ttendees may have an opportunity to ask )uestions, but typically their
participation is limited.
Conference, 0 highly structured, moderated meeting, like a presentation,
where various participants contribute following a fixed agenda.
%(ergency (eeting, 0 meeting called to address a crisis, whether internal
or external. -uch meetings are often arranged with very little notice, but
attendance is mandatory. 'f the emergency meeting conflicts with another
appointment, the emergency meeting typically takes precedence.
"e(inar, 0 structured meeting with an educational purpose. -eminars are
usually led by people with expertise in the sub1ect matter.
Fuick business (eetings (1ust to checkNin, coordinate, share info, prepare
for next steps, anticipate customer or employee needs, answer )uestions for
each other, etc.)
"tandBupG (eetings (no more than 4D minutes to plan the day, make
announcements, set expectations, assure understanding and alignment,
identify upcoming difficulties, etc.)
Business (eetings (with customers, clients, colleagues, etc.< often re)uire
presentations.)
"taff (eetings (to clear calendars, coordinate unit activities, share info, etc.)
Manage(ent Tea( (eetings (to solve problems, make decisions, set
policy, etc.)
0nterdepart(ental (eetings (to get input, interpret decisions and policies,
share info, etc.)
39
Coordinating (eetings (to assure all know what=s happening when and
who is responsible.)
Board (eetings (to report results, set policies and directions, scan for
needed changes, etc.)
Tea( building (eetings (to communicate together, resolve conflicts, share
impressions and feelings, gain alignment and commitment to goals,
strengthen relationships, clear out debris from disputes, develop or deepen
interpersonal trust, etc.)
ProEect Tea( (eetings (to define results, methods, schedules,
responsibilities, policies, etc.)
Creati'e product de'elop(ent (eetings (to define new markets, create
new products, etc.)
Co((unity (eetings (to interpret decisions, get input, build relationships,
gain trust, etc.)
Conferences and Retreats (to share information, work through strategies
and tactics, involve people, set longNrange directions, work in subNgroups as
well as in total group, etc.)
40
3.2 Planning and 'unning a !eeting
M%%T07#" B B."0C R5+%"
@ere is a solid basic structure for most types of meetings. &his assumes you have
considered properly and decided that the meeting is necessary, and also that you
have decided (via consultation with those affected if necessary or helpful) what
sort of meeting to hold.
4. plan N use the agenda as a planning tool
6. circulate the meeting agenda in advance
8. run the meeting N keep control, agree outcomes, actions and responsibilities,
take notes
9. write and circulate notes N especially actions and accountabilities
:. follow up agreed actions and responsibilities
P!"T.6 T
&his helps to remember how to plan effective meetings, and particularly how to
construct the meeting agenda, and then notify the meeting delegates
Priorities& !utco(es& "e4uence& Ti(ings& .genda& 6ate& Ti(e& enue,
!EE.I(5 P'IO'I.IES
What is the meeting"s purpose, or purposesE 0lways have a clear purpose< otherwise don"t
have a meeting. !ecide the issues for inclusion in the meeting and their
relative priority importance and urgency N they are )uite different and need
treating in different ways. 'mportant matters do not necessarily need to be
resolved )uickly. (rgent matters generally do not warrant a lot of
discussion. +atters that are both urgent and important are clearly serious
priorities that need careful planning and management.
You can avoid the pressure for "0ny Other 2usiness" at the end of the
meeting if you circulate a draft agenda in advance of the meeting, and ask
for any other items for consideration. ("0ny Other 2usiness" often creates a
41
freeNforNall session that wastes time, and gives rise to new tricky
expectations, which if not managed properly then closes the meeting on a
negative note.)
!EE.I(5 O+.CO!ES
!ecide the type of outcome (i.e., what is the purpose) for each issue, and put
this on the agenda alongside the item heading. &his is important as people
need to know what is expected of them, and each item will be more
productive with a clear aim at the outset. &ypical types of outcomes are
!ecision
!iscussion
'nformation
7lanning (eg workshop session)
/enerating ideas
/etting feedback
>inding solutions
0greeing (targets, budgets, aims, etc)
7olicy statement
&eamNbuildingMmotivation
/uest speaker N information, initiatives, etc.
!EE.I(5 SEQ+E(CE
7ut the less important issues at the top of the agenda, not the bottom. 'f you
put them on the bottom you may never get to them because you"ll tend to
spend all the time on the big issues.
#nsure any urgent issues are placed up the agenda. ?onNurgent items place
down the agenda N if you are going to miss any you can more easily afford to
miss these.
42
&ry to achieve a varied mix through the running order N if possible avoid
putting heavy controversial items together N vary the agenda to create
changes in pace and intensity.
2e aware of the tendency for people to be at their most sensitive at the
beginning of meetings, especially if there are attendees who are keen to
stamp their presence on proceedings. >or this reason it can be helpful to
schedule a particularly controversial issue later in the se)uence, which gives
people a chance to settle down and relax first, and maybe get some of the
sparring out of their systems over less significant items.
0lso be mindful of the lull that generally affects people after lunch, so try to
avoid scheduling the most boring item of the agenda at this time< instead
after lunch get people participating and involved, whether speaking,
presenting, debating or doing other active things.
!EE.I(5 .I!I(5S 0O6 "5E(*" I.E!S1
,onsider the time re)uired for the various items rather than habitually or
arbitrarily decide the length of the meeting. 0llocate a realistic time slot for
each item. Leep the timings realistic N usually things take longer than you
think.
*ong meetings involving travel for delegates re)uire preNmeeting
refreshments 8D minutes prior to the actual meeting start time.
7ut plenty of breaks into long meetings. (nless people are participating and
fully involved, their concentration begins to drop after 1ust 9: minutes.
2reaks don"t all need to be 6D minutes for coffee and cigarettes. >ive
minutes every 9:N;D minutes for a )uick breath of fresh air and legNstretch
will help keep people attentive.
(nless you have a specific reason for arranging one, avoid formal sitNdown
restaurant lunches N they"ll add at least 8D minutes unnecessarily to the lunch
break, and the whole thing makes people drowsy. Working lunches are
great, but make sure you give people 4DN4: minutes to get some fresh air and
move about outside the meeting room. 'f the venue is only able to provide
43
lunch in the restaurant, arrange a buffet, or if a sitNdown meal is unavoidable
save some time by the giving delegates" menu choices to the restaurant
earlier in the day.
't"s not essential, but it is usually helpful, to put precise (planned) times for
each item on the agenda. What is essential however is for you to have
thought about and planned the timings so you can run the sessions according
to a schedule. 'n other words, if the delegates don"t have precise timings on
their agendas N make sure you have them on yours. &his is one of the biggest
responsibilities of the person running the meeting, and is a common failing,
so plan and manage this aspect firmly. 7eople will generally expect you to
control the timekeeping, and will usually respect a decision to close a
discussion for the purpose of good timekeeping, even if the discussion is still
in full flow.
!EE.I(5 "..E(*EES
't"s often obvious who should attend< but sometimes it isn"t. ,onsider
inviting representatives from other departments to your own department
meetings N if relationships are not great they will often appreciate being
asked, and it will help their understanding of your issues, and your
understanding of theirs.
@aving outside guests from internal and external suppliers helps build
relationships and strengthen the chain of supply, and they can often also
shed new light on difficult issues too. (se your discretion though N certain
sensitive issues should obviously not be aired with "outsiders" present.
0void and resist senior managers and directors attending your meetings
unless you can be sure that their presence will be positive, and certainly not
intimidating. -enior people are often )uick to criticise and pressurise
without knowing the facts, which can damage team relationships, morale,
motivation and trust.
44
'f you must have the boss at your meeting, try to limit their involvement to
lunch only, or presenting the awards at the end of the meeting. 'n any event,
tell your boss what you are trying to achieve at the meeting and how N this
gives you more chance in controlling possible interference.

!EE.I(5 *".E
#nsure the date you choose causes minimum disruption for all concerned.
't"s increasingly difficult to gather people for meetings, particularly from
different departments or organisations. -o take care when finding the best
date N it"s a very important part of the process, particularly if senior people
are involved.
>or meetings that repeat on a regular basis the easiest way to set dates is to
agree them in advance at the first meeting when everyone can commit there
and then. &ry to schedule a year"s worth of meetings if possible, then you
can circulate and publish the dates, which helps greatly to ensure people
keep to them and that no other priorities encroach.
7reNplanning meeting dates is one of the keys to achieving control and wellN
organised meetings. ,onversely, leaving it late to agree dates for meetings
will almost certainly inconvenience people, which is a ma1or source of upset.
/enerally try to consult to get agreement of best meeting dates for everyone,
but ultimately you will often need to be firm. (se the "inertia method", i.e.,
suggest a date and invite alternative suggestions, rather than initially asking
for suggestions, which rarely achieves a )uick agreement.
45
!EE.I(5 .I!E
&imes to start and finish depend on the type and duration of the meeting and
the attendees" availability, but generally try to start early, or finish at the end
of the working day. &woNhour meetings in the middle of the day waste a lot
of time in travel. 2reakfast meetings are a good idea in certain cultures, but
can be too demanding in more relaxed environments. 'f attendees have long
distances to travel (i.e., more than a couple of hours, consider overnight
accommodation on the night before.
'f the ma1ority have to stay overnight it"s often worth getting the remainder
to do so as well because the team building benefits from evening socialising
are considerable, and well worth the cost of a hotel room. Overnight
accommodation the night before also allows for a much earlier start. 2y the
same token, consider people"s travelling times after the meeting, and don"t be
unreasonable N again offer overnight accommodation if warranted N it will
allow a later finish, and generally keep people happier.
0s with other aspects of the meeting arrangements, if in doubt always ask
people what they prefer. Why guess when you can find out what people
actually want, especially if the team is mature and prefers to be consulted
anyway.
!EE.I(5 VE(+E
+any meetings are relatively informal, held in meeting rooms "onNsite" and
do not warrant extensive planning of the venue as such. On the other hand,
big important meetings held offNsite at unfamiliar venues very definitely
re)uire a lot of careful planning of the venue layout and facilities. 7lan the
venue according to the situation N leave nothing to chance.
46
Oenue choice is critical for certain sensitive meetings, but far less so for
routine, inNhouse gatherings. Whatever, there are certain preparations that
are essential, and never leave it all to the hotel conference organiser or your
own facilities department unless you trust them implicitly. Other people will
do their best but they"re not you, and they can"t know exactly what you want.
You must ensure the room is right N mainly, that it is big enough with all
relevant e)uipment and services. 't"s too late to start hunting for a 6Dft power
extension lead five minutes before the meeting starts.
Other aspects that you need to check or even set up personally are
table and seating layout
topNtable (if relevant) position
tables for demonstration items, paperwork, handNouts, etc
electricity power points and extensions
heating and lighting controls
pro1ection and flip chart e)uipment positioning and correct operation
whereabouts of toilets and emergency exits N fire drill
confirm reception and catering arrangements
backNup e)uipment contingency
0ll of the above can and will go wrong unless you check and confirm N when
you book the venue and then again a few days before the meeting.
>or a big important meeting, you should also arrive an hour early to check
everything is as you want it. -ome meetings are difficult enough without
having to deal with domestic or logistics emergencies< and remember if
anything goes wrong it reflects on you N it"s your credibility, reputation and
control that"s at stake.
7ositioning of seating and tables is important, and for certain types of
meetings it"s crucial. #nsure the layout is appropriate for the occasion
>ormal presentations to large groups N theatreNstyle N the audience in
rows, preferably with tables, facing the chairman.
47
+ediumNsi%ed participative meetings N horseNshoe (() table layout
with the open part of the ( facing the chairman"s table, or delegates"
tables arranged "cabaret" style.
-mall meetings for debate and discussion N boardNroom style N one
rectangular table with chairman at one end.
$elaxed team meetings for planning and creative sessions N lounge
style, with easy chairs and coffee tables.
Your own positioning in relation to the group is important. 'f you are
confident and comfortable and your authority is in no doubt you should sit
close to the others, and can even sit among people. 'f you expect challenge
or need to control the group strongly set yourself further away and clearly
central, behind a topNtable at the head of things.
#nsure everyone can see screens and flip charts properly N actually sit in the
chairs to check N you"ll be surprised how poor the view is from certain
positions.
-et up of pro1ectors and screens is important N strive for the perfect
rectangular image, as this gives a professional, controlled impression as soon
as you start. #xperiment with the ad1ustment of pro1ector and screen until it"s
how you want it. 'f you are using *,! pro1ector and overhead pro1ector (a
rare beast these days) you may need two screens. 0 plain white wall is often
better than a poor screen.
7eople from the western world read from left to right, so if you want to
present anything in order using different media, set it up so that people can
follow it naturally from left to right. >or instance show introductory bullet
points (say on a flip chart on the left N as the audience sees it) and the detail
for each point (say on pro1ector and screen on the right).
7osition screens and flip chart where they can be used comfortably without
obscuring the view. #nsure the speakerMchairman"s position is to the side of
the screen, not in front of it obscuring the view.
#nsure any extension leads and wiring is taped to the floor or otherwise
safely covered and protected.
48
-upply additional flip chart easels and paper, or writeNon acetates and pens,
for syndicate work if applicable. You can also ask people to bring laptops
for exercises and presentation to the group assuming you have *,!
pro1ector is available and compatible.
'n venues that have not been purposeNbuilt for modern presentations,
sometimes the lighting is problematical. 'f there are strong fluorescent lights
above the screen that cannot be switched off independently, it is sometimes
possible for them to be temporarily disconnected (by removing the starter,
which is a small plastic cylinder plugged into the side of the tube holder). 'n
older buildings it sometimes possible to temporarily remove offending lightN
bulbs if they are spoiling the visual display, but always enlist the help of one
of the venue"s staff rather than resorting to !'Y.
>inally, look after the venue"s staff N you need them on your side. +ost
business users treat hotel and conference staff disdainfully N show them
some respect and appreciation and they will be more than helpful.
49
MEETING PLANNER CHECKLIST
There's a lot to remember, so, particularly for big important meetings and training sessions, use a
meetings checklist to make sure you plan properly and don't miss anything:
Meetings Checklist
Done Comments Date/ ref
Agenda
Priorities
Outcomes
Sequence
Timings
Attendees
Date
Time
Venue
Variety
Notification
Notes of last meeting
Directions/ map
Materials (as required by agenda
items)

Reference material for ad-hoc
queries

Results and performance data
Equipment (make separate checklist)
Electrical power (if applicable)
Domestics
Catering Arrangements
Note-paper, pens, name-plares
Refreshments
Guest care/ instructions

50

MEETING AGENDA

Produce the meeting agenda. This is the tool with which you control the meeting. Include all the
relevant information and circulate it in advance. If you want to avoid having the ubiquitous and
time-wasting 'Any Other Business' on your agenda, circulate the agenda well in advance and ask
for additional items to be submitted for consideration.
Formal agendas for board meetings and committees will normally have an established fixed
format, which applies for every meeting. This type of formal agenda normally begins with:
1. apologies for absence
2. approval of previous meeting's minutes (notes)
3. matters arising (from last meeting)
and then the main agenda, finishing with 'any other business'.
For more common, informal meetings (departmental, sales teams, projects, ad-hoc issues, etc),
try to avoid the formality and concentrate on practicality. For each item, explain the purpose, and
if a decision is required, say so. If it's a creative item, say so. If it's for information, say so. Put
timings, or time-per-item, or both (having both is helpful for you as the chairman). If you have
guest speakers or presenters for items, name them. Plan coffee breaks and a lunch break if
relevant, and ensure the caterers are informed. Aside from these formal breaks you should allow
natural 'comfort' breaks every 45-60 minutes, or people lose concentration and the meeting
becomes less productive.

51
(Meeting Title) Monthly Sales Meeting- ABC Co.- NCR Region
Venue, Time, Date) Conference Room, Dusit Hotel- 0900hrs Monday
09/05/08
Agenda
Coffee available from 0830hrs Dress is smart casual.

09:00:00 AM Warm up and
Introductions.
New starters Ria Cruz and
Art Diaz. Guests are Joseph
Gonzales, Fleet Manager;
J im Perez, Off Shore
Product Manager; and Billy
Ferrer, Tech-range Chief
Engineer

15

09:15:00 AM Health and safety update Revised procedures for
hazardous chemicals at
production facility

15
09:30:00 AM Product revision update. Tech-range Model 3 now
has stand-by mode control.
Product will be
demonstrated.

30
10:00:00 AM Coffee Chance for hands-on the
new Model 3
15
10:15:00 AM Sales results & forecast Ensure you bring qtr2
forecast data and be
prepared to present
prospect lists and activities.

60
11:15:00 AM New product launch The new Digi-range is
launched in month five.
Product demonstratins and
presentationso f
performance data, USP's,
benfefits for key sectors,
and details of launch
promotion.

60
12:30:00 PM Major accounts initiatives Brainstorm session- How
can we accelerate major
accounts development in
offshore sector?- Do some
preparatory thinking about
this

45
52
01:15:00 PM Lunch Buffet in the meeting room

45
02:00:00 PM New product launch The new Digi-range is
launched in month five.
Product demonstratins and
presentationso f
performance data, USP's,
benfefits for key sectors,
and details of launch
promotion.

120
04:00:00 PM Coffee 30

04:30:00 PM New Company Car Scheme Presentation from Fleet
Manager, Joseph Gonzales
about new car scheme

45
05:15:00 PM Awards and Incentive Qtr 1 Sales Awards and
launch of Qtr2 Sales
Incentives
45
06:00:00 PM Meeting review, quesitons,
close

30

53
'+((I(5 .-E !EE.I(5
&he key to success is keeping control. You do this by sticking to the agenda,
managing the relationships and personalities, and concentrating on outcomes.
+eetings must have a purpose. #very item must have a purpose. $emind yourself
and the group of the re)uired outcomes and steer the proceedings towards making
progress, not hot air.
7olitely suppress the overN%ealous, and encourage the nervous. &ake notes as you
go, recording the salient points and the agreed actions, with names, measurable
outcomes and deadlines. !o not record everything wordNforNword, and if you find
yourself taking over the chairmanship of a particularly stuffy group which
produces reams of notes and very little else, then change things. ,oncentrate on
achieving the outcomes you set the meeting when you drew up the agenda. 0void
racing away with decisions if your aim was simply discussion and involving
people. 0void hours of discussion if you simply need a decision. 0void debate if
you simply need to convey a policy issue. 7olicy is policy and that is that.
!efer new issues to another time. 7ractice and use the phrase "You may have a
point, but it"s not for this meeting N we"ll discuss it another time." (0nd then
remember to do it.)
'f you don"t know the answer say so N be honest N don"t waffle N say that you"ll get
back to everyone with the answer, or append it to the meeting notes.
'f someone persistently moans on about a specific issue that is not on the agenda,
)uickly translate it into a simple exploratory or investigative pro1ect, and bounce it
back to them, with a deadline to report back their findings and recommendations to
you.
0lways look at how people are behaving in meetings N look for signs of tiredness,
exasperation, and confusion, and take necessary action.
0s a general rule, don"t deviate from the agenda, but if things get very heavy, and
the next item is very heavy too, swap it around for something participative coming
later on the agenda N a syndicate exercise, or a team game, a )ui%, etc.

54
!EE.I(5S (O.ES O' !EE.I(5S !I(+.ES
Who takes the meeting notes or minutes, keeps command (minutes is a more
traditional term, and today describes more formal meetings notes).
You must take the notes yourself, unless the meeting format dictates a formal
secretary, in which case ensure the secretary is on your side. ?ormally you"ll be
able to take the notes. &hey are your instrument of control, so don"t shirk it or give
them to someone else as the "short straw".
'f you are seen to take the notes, two things happen
people respect you for not forcing them to do it
people see that you are recording agreed actions, so there"s no escaping them
+eeting notes are essential for managing meeting actions and outcomes. &hey also
cement agreements and clarify confusions. &hey also prevent old chestnuts
reappearing. 0 meeting without notes is mostly pointless. 0ctions go unrecorded
and therefore forgotten. 0ttendees feel that the meeting was largely pointless
because there"s no published record.
0fter the meeting, type the notes (it"s usually )uicker for you to do it), and circulate
them straight away, copy to all attendees, including date of next meeting if
applicable, and copy to anyone else who should see the notes.
&he notes should be brief or people won"t read them, but they must still be precise
and clear. 'nclude relevant facts, figures, accountabilities, actions and timescales.
0ny agreed actions must be clearly described, with person or persons named
responsible, with a deadline.
&he final crucial element is following up the agreed actions (your own included). 'f
you run a great meeting, issue great notes, and then fail to ensure the actions are
completed, all is lost, not least your credibility. You must follow up agreed actions
and hold people to them. 'f you don"t they will very soon learn that they can ignore
these agreements every time N negative conditioning N it"s the death of managing
teams and results. 2y following up agreed actions, at future meetings particularly,
55
(when there is an eager audience waiting to see who"s delivered and who hasn"t),
you will positively condition your people to respond and perform, and you will
make meetings work for you and your team.
!EE.I(5 (O.ES S.'+C.+'E "(* .E!P%".E
@ere is a simple structure for formal meeting notes involving a group of people
within an organisation
@eading for example N ?otes of +anagement +eeting (if a oneNoff meeting
to consider a specific issue then include purpose in the heading as
appropriate)
!ate and &ime
Oenue
7resent
0pologies for absence
'n attendance (if appropriate N guests not normally present at regular
meetings, for instance speakers or nonNboardNmembers at board meetings)
>ollowed by numbered agenda items, typically
4. 0pproval of previous meeting notesMminutes
6. +atters arising (items arising from meeting or continued from previous
meeting which would not be covered by normal agenda items)
0nd then other items as per agenda, for example (these are some of the many
possible typical reports and meeting items discussed within a business or board
meeting< other types of meetings would have different item headings)
8. >inanceMfinancial performance
9. -ales
:. +arketing and 2usiness !evelopment
56
;. Operations or !ivisional 0ctivities
H. +anufacturing
G. !istribution
U. #nvironmental
4D. Ruality 0ssurance, etc
44. @uman $esources
46. 7ro1ects
48. ,ommunications and &eam 2riefing ,ore 2rief
49. 0ny other business (0O2 N issues not covered under other agenda items)
4:. !ate of next meeting
&ime meeting finished (normally for formal meetings only)
-igned and dated as a true record (signed by the chairNperson N normally for
formal meetings only)
Writer"s initials, file reference and date (useful on all types of meeting notes)
?ormally the items and points within each item are numbered 4.4, 4.6, 4.8, etc.,
then 6.4, 6.6, 6.8, 6.9, etc.
'mportantly, all actions agreed in the meeting need to be allocated to persons
present at the meeting. 't is not normally appropriate or good practice to allocate an
action to someone who is not present at the meeting. 0ctions that are agreed but
not allocated to anyone will rarely be implemented.
$esponsibility for actions can be identified with a person"s name or initials as
appropriate.
0ction points and persons responsible can be highlighted or detailed in a rightN
margin column if helpful.
&hese days verbatim minutes (precise wordNforNword records) are only used in the
most formal situations. +odern meeting notes should ideally concentrate on
actions and agreements.
$eports should if possible be circulated in advance of meetings giving delegates
ade)uate time to read and formulate reactions and answers to any )ueries raised. 't
is not good practice to table a report at a meeting if opportunity exists to circulate
the report beforehand.
57
$eports can be appended to the meeting notes or minutes to which they relate.
meeting notes template
58
0. +ultiple ,hoice. ,hoose the best answer which corresponds to the )uestion.
4. /hen should you call a (eetingC
a. 0nytime your group needs to share information.
b. When a meeting is the best way to achieve your ob1ective.
c. 0t least once each day.
?ever. +eetings are always a waste of time.
6. /hat is your obEecti'e and how do you find itC
a. *ook for the goal, the purpose, the basic reason for holding a meeting.
b. 'f the meetings are routine, identifying an ob1ective is unnecessary.
c. 0s the meeting begins, decide as a group what the ob1ective of that
meeting should be.
d. +eeting ob1ectiveE -ounds overrated to me.
8. "hould you hold (eetings on a regular basisC
a. Yes. $egular meetings are the only way for a group to communicate
effectively.
b. Yes. @owever, routine meetings re)uire a clearly defined ob1ective and
each meeting must contribute to the fulfillment of this ob1ective.
c. ?o. +eetings should never be held on a regular basis.
d. Yes. @ow else are we supposed to catch up on office gossipE
9. /ho should participateC
a. 0nyone who wants to participate. &he more the merrier.
b. 0nyone who has anything to do with what will be discussed at the
meeting. 0fter all, we wouldn=t want to exclude anyone.
c. &hose who can influence the fulfillment of the meeting ob1ective.
d. &hose who are entertaining, tell great 1okes and make meetings fun.
SELF-CHECK 3
59
:. /hat should a good agenda includeC
a. &he ob1ective of the meeting, the issues to be discussed, the time the
meeting will begin and end, the location, the participants involved and
what is expected of the participants in terms of preparation before the
meeting.
b. &he ob1ective of the meeting, the issues to be discussed, the time the
meeting will begin and end, the location and the participants involved.
c. &he issues to be discussed, the time the meeting will begin and end, the
location, the participants involved and what is expected of the participants
in terms of preparation before the meeting.
d. &he types of food and drinks that will be served. &his is the most
interesting aspect of the meeting anyhow.
;. 0s it necessary for the agenda to be distributed before a (eetingC
a, Yes. &he agenda should be distributed at least one week before the
meeting. &his gives participants enough time to prepare for the meeting.
b. Yes. &he agenda should be distributed at least one day before the
meeting. &his gives participants time to prepare for the meeting
discussion.
c. ?o. !istributing the agenda as participants enter the meeting room is
sufficient.
d. ?o. What=s the pointE We never follow the meeting agenda anyway.
=, 0s it appropriate to hold a (eeting in a restaurantC
a. Yes. 2ut only if you=re in the food business.
b. ?o. +eetings are most productive when they occur in a boardroom.
c. Yes. 'f the ob1ective is to establish a social as well as a business
relationship.
d. ?o. >ood puts people to sleep.
>, How can you keep a (eeting fro( running o'erti(eC
a. 2uy an extra large alarm clock for your meeting room. When the alarm
rings, the meeting=s over.
60
b. +ake each meeting participant contribute a dollar for each minute the
meeting runs overtime.
c. -et a time limit in advance and stick to it.
d. 't=s impossible. Your meetings run overtime so often that you don=t know
what Qon timeQ means anymore.
U. /hen do you end a (eetingC
a. 0d1ourn the meeting only once it has run 4D minutes overtime.
b. 0lways ad1ourn the meeting once the ob1ective has been accomplished.
c. Once every person in the room has fallen asleep.
d. Once all the donuts and coffee are gone.
4D. How can you best e'aluate the success of your (eetingC
a. 0t the end of the meeting count how many of the agenda items were
discussed. &he more agenda items covered, the more successful the
meeting.
b. &o get an accurate picture of the meeting"s effectiveness, ask participants
for their written opinions.
c. 'f the meeting finishes on time, the meeting was successful.
d. ,ount how many people are still awake in the room. &he more open eyes,
the more successful the meeting.
61
0ntroduction
(egotiation is a dialogue intended to resolve disputes, to produce an agreement
upon courses of action, to bargain for individual or collective advantage, or to craft
outcomes to satisfy various interests. 't is the primary method of alternative dispute
resolution. 't is the process involving the ability to listen, analyse and take the right
step
4.1 (egotiating principles
4 -et the tone offset any bad rumours and be candid
6 (tili%e Qhuman factorsQ and be open about feelings and motives this
will enhance trust.
8 0void presenting too many issues, highlight the strongest ones.
9 0void deadlines, lessening the chance for needless concessions.
: -ummari%e fre)uently this enhances understanding.
; 7resent arguments calmly, without personali%ation, and make sure they
are logically supported.
H 0void use of personal opinions in arguments.
G 0void ultimatums and other forms of nonNnegotiable demands.
U 0dmit, when appropriate, the validity of the other party"s arguments
INFORMATION SHEET 4
NEGOTIATION
62
4.2 .e si8 stages in te negotiating process
"tage 8 B "tate(ent of 0ntent to 7egotiate
"tage 9 B Readiness to 7egotiate, ,onvene an initial meeting of the
parties this will be the first occasion on which they sit down at a
table with representatives. &his meeting allows the parties to
exchange information, consider the criteria for determining the
parties" readiness to negotiate and generally identify issues of
concern. &he meeting usually takes place in neutral venue. &he
three parties must demonstrate that they have a commitment to
negotiate, a )ualified negotiator, sufficient resources, a mandate,
and a process to develop that mandate and ratification procedures.
"tage : B 7egotiation of a *ra(ework .gree(ent, &he framework
agreement is, in effect, the Qtable of contentsQ of a comprehensive
agreement. &he parties agree on the sub1ects to be negotiated and
an estimated time frame for stage four agreementNinNprinciple
negotiations.
"tage ; B 7egotiation of an .gree(ent in Principle, &his is where
substantive negotiations begin. &he three parties examine in detail
the elements outlined in their framework agreement. &he goal is
to reach agreement on each of the topics that will form the basis
of the agreement. &hese agreements will identify and define a
range of rights and obligations, including existing and future
interests< structures< relationship of laws< regulatory processes<
amending processes< dispute resolution< financial component<
fiscal relations and so on. &he agreement in principle also lays the
groundwork for implementation of the final agreement.
"tage ) B 7egotiation to finalise an agree(ent, &he agreement
formalises the new relationship among the parties and embodies
the agreements reached in the agreement in principle. &echnical
and legal issues are resolved at this stage.
63

"tage < B 0(ple(entation of the agree(ent, *ongNterm implementation
plans need to be tailored to specific agreements. &he plans to
implement the agreement are put into effect or phased in as
agreed. With time, all aspects of the agreement will be reali%ed
and with continuing goodwill, commitment and effort by all
parties, the new relationship will come to maturity.
V $#+#+2#$
Propose
4. +ake proposals.
6. -tate conditions.
8. #xpress concerns.
9. -earch for common interests.
:. 2egin to identify those concessions you could make that would hold most
influence over the other side 5 and those they would be willing to make in
return.
;. (se positive body language.
Bargain
H. *isten out for offers to settle N key words are '> and &@#?.
G. -tart making concessions.
U. #very concession should have a condition N '> you 3 &@#? ' will 3
4D.,onserve your concessions N don=t give everything away too soon.
44.!on=t be afraid to say no.
46.2e aware that ad1ournments, especially at this stage in the negotiation, may
give the impression that you are considering an offer.
64
.gree
48.(sually one final concession J'> you do that, &@#? we have a deal.K
49./ain commitment.
4:.$ecord and agree results.
4;.*eave satisfied 5 both sides should be happy with what has been agreed.
4.3 .e %anguage of (egotiation
M*P N +ost >avourable 7osition (this is what you are aiming for)
/.P N Walk 0way 7osition (the stage at which you would withdraw from the
negotiation)
B.T7. N 2est 0lternative to a ?egotiated 0greement (if you can=t agree, then
what nextE)
0C N 'nexpensive Oaluable ,oncessions (valued highly by the other side but
may cost you little)
T! B Ti(e !ut 1use if new infor(ation co(es to light that causes you to
reconsider3
= 6eadly "ins of 7egotiatingH
Pride N 2e prepared to compromise
#luttony N !on=t bite off more than you can chew
.nger N @andle ob1ections calmly
Co'etousness N 7rioritise needsMwants
%n'y N Lnow competitors strengths S weaknesses3 0?! your own
"loth N !o your homework
+ust N !on=t look desperate to settle
65
0. &rue or >alse. Write & if the statement is correct and > if the statement is
incorrect.
TTTTTTTTTT4. ?egotiation is a key skill N for life
TTTTTTTTTT6. ?egotiation should be winMwin
TTTTTTTTTT8. ?egotiation is a process which can"t be learnt
TTTTTTTTTT9. 7reparation is vital in negotiation.
TTTTTTTTTT:. 't is important in negotiation to be aware of your own style and
performance and seek every opportunity to improve.
2. &est your negotiation skills.
4. You want to sell your yacht and you know that you would be very fortunate to
get as much as W66: DDD for it. While you are considering placing the
advertisement, a keen yachtsman approaches you and offers W6:D DDD in
cash immediately for your boat. !o you
0. 0ccept his offer without further adoE
2. &ell him to wait until the boat is advertisedE
,. @aggleE
6. 0 customer, who buys simple forged metal components from you, tells you
that they have decided to make them inNhouse when the current order is
delivered. !o you
0. Offer to discuss your pricesE
2. Warn him that inNhouse manufacturing of these components would be
more expensive when tooling, casting dies and )uality controls are
consideredE
,. -uggest that you discuss the problem with himE
SELF-CHECK 4
66
!. -ay X>ine=, wish them the best and to come back if they experience
problemsE
8. !o you see negotiating as being about
0. 0 fair and e)ual transactionE
2. ,ompromisingE
,. +aking a 1oint decision in which you get some of what you want and they
get some of what they wantE
9. You are engaged in extremely difficult negotiations with a *ebanese
government department. 0fter much haggling over finance for a rural road
pro1ect, they make a small unilateral concession on their demand for
irrevocable letters of credit. !o you
0. ?ote the concession but otherwise ignore itE
2. $eciprocate with a concession of your ownE
:. You are a package tour operator negotiating with a -panish hotel chain on the
terms for next season"s holiday bookings. &he price they are asking per
person per week in their hotels is W9: higher than your current offer. &hey
offer to Xsplit the difference= :D5:D. !o you
0. -uggest, say, ::59: in your favourE
2. -ay you can"t afford to split the differenceE
,. 0gree to their offerE
!. 0gree, if it is H:56: in your favourE
67
Module *eelop and Practice $egotiation Skills
Recording Sheet For Oral Questioning / Interie!
Student name"
Module #itle/$o"
Quali%ication"
Oral/interie! &uestions Satis%actor' response
(es $o
1.
2.
3.
4.
.
The student's underpinning knowledge was:
Satisfactory Not satisfactory
Student)s Signature" *ate
#rainor)s signature" *ate"
+ccepta,le ans!ers are"
3.
Information Sheet 1
Information Sheet 2
Information Sheet 3
Information Sheet 4
68
Rating Sheet
Performance
Feedback
Remarks
S NS C NC
1. Self-Check 1
2. Self-Check 2
3. Self-Check 3
4. Self-Check 4
Module *eelop and practice $egotiation Skills 3.
S - Satisfactory
NS Not Satisfactory
C - Co!"lete#
N$C Not $et Co!"lete#
odule is
!o"pleted Not #et !o"pleted
$e"arks:
Student)s Signature *ate
70

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