Keshav Memorial Engineering College,

HYD

Unit-2
Skills of Speaking

Presented By:
Dr. S. Rao
Asso. Prof.,
Dept, of H&S

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Speaking Skills
• Speaking Skill: It is a common desire for all of us to speak a second
language well. To do this we need to know what skills are required to
become a good speaker. Following are the things required for
effective speaking skills:
• FLUENCY
• VOCABULARY
• GRAMMAR
• PRONUNCIATION

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COMMUNICATION IN TEAMS
• It is also important to understand the kinds of roles the team members
play in a team.
• You must have noticed during any team talk that someone in the team
initiates the discussiaon, some people add information.
• Task Roles: Task roles include the communication functions
necessary for a group to accomplish its task.
• Building and Maintenance Roles: These roles build and sustain the
group’s interpersonal relationships, helping everyone to feel more
positive about the group’s task and interact constructively and
harmoniously.
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Why Teams are Formed

• A work team generates positive synergy through coor-dinated effort. The individual
efforts result in a level of performance greater than the sum of those individual inputs.
• Enhanced productivity
• Technical or functional skills
• Problem solving and decision-making skills
• Interpersonal skills
• Flattening organizations
• Need for flexibility and quicker decisions
• Workforce diversity
• Improved quality
• Increased customer satisfaction

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Effective Team Requirements

• Top level commitment and goals
• Trust between managers and employees
• Taking risks and sharing information
• Time, resources, and commitment to training

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Types of Teams
• Problem-Solving Teams

• Self-Managed Work Teams

• Cross-Functional Teams

• Virtual Teams

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Five-Stages of Group/Team
Development

Adjourning

Performing
Norming
Storming
Forming

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Five-Stages of Group/Team Development

• Forming stage: The first stage in group/team development, characterized
by much uncertainty.
• Storming stage: The second stage in group/team development,
characterized by intragroup conflict.
• Norming stage: The third stage in group/team development, characterized
by close relationships and cohesiveness.
• Performing stage: The fourth stage in group/team development, during
which the group/team is fully functional.
• Adjourning stage: The final stage in group/team development for
temporary groups/teams, characterized by concern with wrapping up
activities rather than task performance.
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Participating in Group Discussion

If everyone listens to each other’s ideas, the truth will gradually and calmly emerge.
—Jean Vanier
• A group discussion is an exchange of information, opinions, views, perspectives
and ideas about a topic among members of a group.
• There is no particular number of participants that has to constitute the discussion
group.
• Between five and nine can be therefore considered to be an appropriate number.
• A GD is an exercise and test of both your speaking and listening skills, in
addition to being an experience of group dynamics in a face-to-face situation.
• The success of a GD is ensured only if the members maintain certain decorum,
discipline, harmony and balance.
• The candidates are generally judged for intellectual ability, creativity, and
approach to problems, qualities of leadership, tolerance and group behaviour.
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Dynamics (Skill Set) of GD

• Communication Skills
• Flexibility
• Initiative
• Creativity
• Team Player
• Reasoning Ability
• Leadership
• Inspiring Ability
• Awareness
• GD Initiation
• GD Summarization
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Successful Group Discusion

• A good and successful group discussion is one where the topic has
been discussed threadbare. To ensure that, do the following:
• Analyze the topic word by word.
• Look at the topic from the point of view of all the affected parties.
• Look at the topic from all the various angles and all possible
perspectives.
• At the end of a discussion or when you know that the discussion time
is up, it is necessary to give an appropriate conclusion.

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GD Techniques
• Prepare
• Listen
• Be Polite
• Take / make notes
• Speak clearly

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Roles in Group Discussion

• Initiator-contributor
• Information-seeker
• Opinion-seeker
• Information-giver
• Opinion-giver
• Elaborator
• Coordinator
• Encourager
• Harmonizer
• Standard Setter
• Follower
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Dysfunctional roles
• These roles are destructive to the group.
• Aggressor
• Blocker
• Recognition seeker
• Self-confessor
• Dominator
• Help seeker

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Types of GD Topics
• Types of GD Topics:
1. Factual speech topics
2. Controversial and argumentative issues
3. Abstract discussion material
4. Case studies

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Do’s of participating in a GD
• Listen to the subject carefully
• Put down your thoughts on a paper
• Initiate the discussion if you know the subject well
• Listen to others if you don’t know the subject
• Support you point with some facts and figures
• Make short contribution of 25-30 seconds 3-4 times
• Give others a chance to speak
• Speak politely and pleasantly. Respect contribution from other members.
• Disagree politely and agree with what is right.
• Summarize the discussion if the group has not reached a conclusion.
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Don’ts of participating in a Group
Discussion
• Initiate the discussion if you do not have sufficient knowledge about the given
topic.
• Over speak, intervene and snatch other’s chance to speak.
• Argue and shout during the GD
• Look at the evaluators or a particular group member
• Talk irrelevant things and distract the discussion
• Pose negative body gestures like touching the nose, leaning back on the chair
• knock the table with a pen etc.
• Mention erratic statistics.
• Display low self confidence with shaky voice and trembling hands.
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Presentation skills
Public speaking and presentation skills are very much essential for professional
excellence.
It Begins With Positive Thinking.
 In this chapter, guidelines are discussed in learning the techniques/skills of making
presentations and public speaking.
A presentation is a method used to communicate an idea by showing and/or telling.
It can be a demonstration or a talk that uses posters and other visual aids.
Presentation helps you:
 To Develop leadership skills.
 To increase self-­confidence and ability to present your ideas
 To expand skills for planning, preparation and performance

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Four P’s” of Presentations

• Four P’s of Presentation skills: Plan, Prepare, Practice and Perform
• Four corner stones of making memorable presentations: Purpose, Audience,
Content and The Best Medium
“There are two types of speakers: those that are nervous and those that are
liars.” - Mark Twain
The “Four P’s” of Presentations
– Plan
– Prepare
– Practice
– Perform
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1st P-Plan
What is the purpose of your presentation?
–Teach/Train –Inform/Educate
– Persuade – Motivate to action
Understand your audience
– Who are you presenting to?
– What are their needs and goals?
What impression do you want to leave with the
audience?
– Select a topic that will hold the audience’s attention
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2nd P–Prepare
Research your topic thoroughly
Organize your speech: Introduction, body and conclusion
–Prepare a memorable introduction and conclusion
 Write down your speeches!
–Use short simple sentences
– Practice
 Tell stories to connect with the audience
Know your material; Use limited notes
Visualize yourself giving the presentation
“He or she who fails to prepare is preparing for failure”

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3rd P-Practice
 Do not go over your time limit
 Practice before an audience, coach, mirror or video camera
On the day of your presentation
–Properly groomed and appropriately dressed
– Arrive early to the location
– Become familiar with the room, stage and microphone
– Meet and get to know the audience prior to speaking
– Visualize yourself speaking successfully
– Relax and breathe deeply
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4th P-Perform
 Hold your audience’s attention
– Articulate vivid, colorful and expressive words
– Eye contact with the entire audience
– Body language and hand gestures
– Vocal variety
– Dramatic pauses
 Build a relationship with your audience. Get them involved!
– Be enthusiastic
– Be sincere
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Repeat The Process!

• Focus on continuous improvement
• Get feedback on your presentation
• Identify strengths as well as areas to improve
• Decide how you will improve the next talk
• The Plan, Prepare, Practice, and Perform cycle repeats itself!

REMEMBER: The audience is entitled to your best PREPARATION, your PUNCTUALITY,

your keeping to TIME and your SINCERITY

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The 4 Cornerstones of a Successful HYD

Presentation
Know Your Purpose
– Why are you doing this presentation?
– Do you want to:
– Provide information
• Increase awareness
• Remember to present information in a positive manner.
– Change attitudes
• Create emotion
• Build new skill

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Know Your Audience

Who you present to can determine what and how you present.
• Age
• Knowledge base
• Culture
• Know Your Medium

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• The medium you present is only as good as what and how you present it.
• Anything you can do to make yourself easier to understand
will make your life easier, and diminish the tension that goes
hand in hand with misunderstanding.
• At end of day, first you need to understand the basics of Presentation
design, your audience and the subject.
• Be live

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Tips for Successful Presentation

Decide quickly on what your message would be

Do not try and memorize what you want to say
Start off strong and with confidence
Maintain eye contact with the audience
Occasionally throw in an off-the-cuff remark
Finally, have a good conclusion

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Interviews
Interview is a systematic method by which one person enters more
or less imaginatively into the inner life of another who is generally
comparatively stronger than him. —P.V. Young
• Interview is a head-to-head interpersonal role situation in which the
interviewer asks the interviewee specific questions with the purpose of
assessing the interviewee’s suitability for admission, recruitment, or
promotion, or for an opinion.
• Major Purposes of an Interview:
• Collecting information Face-to-Face

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What is Interviewing?
An Ability to interact with the
interviewer and to articulate
your thoughts in getting the job
A way in which you present
as are the qualifications listed on
yourself during an interview
your resume.
gives hiring managers a first
impression of you.

A key interview skill is in

understanding the particulars of
what the company wants to see in
a candidate for the position
you're seeking.
A structured formal
conversation which refers to a
one-on-one conversation
between an interviewer and an
interviewee.

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Types of Interview How To Handle Them

BEHAVIORAL, SITUATIONAL o Difficult to second-guess which questions

might come u; prepare as for Structured
Assessing how you would act Competency-Based Interview.
in certain situations, behave in Listen to the question. Make sure you have
the role, if hired. understood it. Take a moment to think about
what they're looking for.
Hypothetical questions. These
o Give an honest answer, but make sure you
might be about a time in your
past, or asking you to imagine remain positive. If possible, back up your
yourself in a future situation. answer with an example.

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Types of Interview How To Handle Them

TELEPHONE o Prepare as you would for in person.
Remote, can be first point of
screening. o Dress smartly and arrange a time for the call
when you're not at work and can finish without
Daunting, but actually good thing— interruptions.
means resume, ECQ’s impressed
enough to make them want to find out o Be able to clearly explain why you think you're a
more. suitable candidate.

If called to in person interview, means o Pay attention to tone of voice.

they're serious about you and not
wasting your time. o Make sure to focus on interviewer, don't get
distracted by other things in room.

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Types of Interview How To Handle Them

o Prepare as for a 1:1 interview. Don't let

multiple interviewers stress you out.
PANEL
o Focus on person who asked the question,
Want candidates seen by
but make good eye contact with all
number of managers, peers—
interviewers.
candidate meets interviewers at
once.
o Don't be put off if one seems grumpy, but
also don't be lulled into false sense of
security if one seems very friendly.

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The Interview Process/Interview Stages

 Before the Interview
• Identify your strengths and weaknesses, goals, skills, etc
• Research the company  Rehearse what you plan to say
• Practice answers to common questions
• Prepare questions to ask the employer
 During the Interview
• Make sure you arrive a few minutes early
• Be aware of nonverbal communication. Sit up straight, look alert, speak clearly and forcefully, but stay relaxed.
Make good eye contact, avoid nervous mannerisms, and try to be a good listener as well as a good talker. Smile!
• Follow the interviewer's lead, but try to get the interviewer to describe the position and duties to you fairly early
in the interview so that you can then relate your background and skills in context
• Be specific, concrete, and detailed in your answers. The more information you volunteer, the better the
employer gets to know you
• Offer examples of your work and references which will document your best qualities
• Answer questions as truthfully and as frankly as you can. Answer honestly, while trying not to say more than is
necessary.

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 After the Interview
• Take notes on what you feel you could improve upon for your next interview
• Write a brief thank-you letter to the interviewer indicating your interest within 24 hours of your
interview
• If offered the position, one to two weeks is a reasonable amount of time to make a decision. All
employment offers deserve a written reply whether or not you accept them.
Interview Preparation

Know Yourself: The first step in preparing for an interview is to do a thorough self-assessment
Following is a list of the ten most marketable skills. You will notice that they are all generic.
 Analytical/Problem Solving
 Flexibility/Versatility
 Interpersonal
 Oral/Written Communication
 Organization/Planning
 Time Management
 Motivation
 Leadership
 Self-Starter/Initiative
 Team Player
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Know the Occupation:
Know the Organization:
Some of the characteristics that you should know about an organization are:
 Where is it located?
 How big is it?
 What are its products and who does it serve?
 How is the organization structured?
 What is its history?
 Have there been any recent changes, new developments?
Prepare Questions: Some sample questions are
What future direction do you see the company taking?
 Where is the greatest demand for your services or product?
 How do you differ from your competitors?
 How much responsibility will I be given in this position?
 Can you tell me more about the training program?
 Have any new product lines been introduced recently?
 What criteria will be used to evaluate my performance?
 Will I work independently or as part of a team?
 What are the career paths available in this organization?
 When can I expect to hear from you regarding this position?
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Common Skills Tested During an Interview

1. Communication skills
2. Problem-solving skills
3. Leadership skills
4. Teamwork and collaboration
5. Adaptability and flexibility
6. Time management and organization
7. Critical thinking
8. Creativity and innovation
9. Emotional intelligence
10. Technical skills: Proficiency in specific tools, software, or technologies relevant to the job.
11. Analytical skills
12. Decision-making skills
13. Interpersonal skills
14. Conflict resolution
15. Continuous learning

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LEADERSHIP- Who is the HYD

leader ???
• L–Leads by Example
• E- Enthusiastic
• A-Ambitious
• D-Determined
• E-Encourage Others
• R-Ready to Learn and Listen
Leadership has the ability to influence a group toward the achievement of a vision or set
of goals.

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1. Leader can be of any organized/unorganized group but there can be HYD
managers where organized structure create roles.
2. To be managers require qualifications which is not so in case of leaders.
All mangers are at least leaders but all leaders are not managers

Russy Modi, 3Cs: Competency, courage, compassion. A sense of mission,

loyalty, urgency and action. Courageous, enthusiastic, tactful, decisive,
loyal, intelligent, confident, policy-maker, gate-keeper, exemplar.
Inflow and outflow of resources, distributes, rewards, allocates
punishment, mediates in interpersonal relationship. Bandmaster of
orchestra, captain of the ship.

Leadership styles vary according to the type of organization. Leadership

at the top, middle, and lower levels differs because of the differentiated
roles, authorities, and skill demands

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• Organizations have changed in new millennium.

Machine does not dominate business. If machine
dominates, then it could be designed, planned,
monitored and controlled. But, work has become
knowledge-driven, services likewise driven by right
attitudes and skills.

The leadership needs change as the driver of the

motor car changes the gear depending on road
condition, weather, power of the car, and her/his
driving ability.

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Leadership Qualities and Skills

•Traits
• Adaptable to situations
• Clever (intelligent)
• Alert to social environment
• Conceptually skilled
• Ambitious and achievement orientated
• Creative
• Assertive
• Diplomatic and tactful
• Cooperative
• Communication Skilled
• Decisive
• Knowledgeable about group task
• Dependable
• Organised (administrative ability)
• Energetic (high activity level)
• Socially skilled
• Persistent
• (Stogdill, 1974)
Self-confident
• Leaders will also use:
Tolerant of stress
• Integrity, Honesty, Compassion, Humility
Willing to assume responsibility
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Note-taking and Note-Making

• Note-taking (sometimes written as notetaking or note taking) is the practice
of recording information captured from another source.
• Notes are commonly drawn from a transient source, such as an oral
discussion at ameeting, or a lecture (notes of a meeting are usually called mi
nutes), in which case thenotes may be the only record of the event.
• Note-taking is an important skill for students, especially at the college level.
• In some contexts, such as college lectures, the main purpose of taking
notes may be to implant the material in the mind, the written notes
themselves being of secondary importance.

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• Outlining is one of the most common note taking systems. Notes and thoughts are
organised in a structured, logical manner, reducing the time needed to edit and
reiview allowing a lot of information to be designed in a short period of time.
• Outlining is less effective for classes that involve many formulas and graphs, like
mathemeatics or chemistry.
• In these situations, a system such as Cornell Notes may be superior.
• Outlines generally proceed down a page, using headings and bullets to
structure information.
• A common system consists of headings that use Roman numerals, letters of
the alphabet, and Arabic numerals at different levels. A typical structure would be:

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Tips for Note Taking

• Use a system
• Be selective
• Use abbreviations
• Use headings and subheadings
• Use bullet points and lists
• Use visuals
• Review regularly
• Practice active listening
• Use different colors
• Use technology strategically
• Develop your own shorthand
• Use clear and concise language
• Use symbols and icons
• Take photos of whiteboard notes
• Reflect and summarize:
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NOTE-MAKING
• There is unlimited information in today’s Digital world.
• Everything that we hear is not worth retaining.
• Recording the details is where the skill of note making helps us.
• While making notes we shouldkeep in mind that we should not require to go
back to the source ever again.
• We need to try our best to be brief .
• We should never filter out any unavoidable information.

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Advantages of Note Making

• Personalised Convenience:

• Reversible:

• Alterable:

• Quick Learning:

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Strategies of Note Making

• Heading/Subheading

• Content

• Readability

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