English 7th Semester Complete Notes.pptx

English notes on paragraph writing

1. Memo Writing UNIT N0 - 1 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

2. Memo A hard copy (sent on paper) document. Used for communicating inside an organization. Usually short. Does not need to be signed, but sometimes may contains Sender’s address at the bottom of the document. The format may vary according to the company own style.

3. Definition A memorandum, more commonly known as a  memo , is a short message or record used for internal  communication  in a business or organization. In practice, memos answer questions and give information.  Memo is derived from Latin word memoranda , the plural for memo is memos or memorandum.

4. Types of memos Although we can not clearly put all the memos in the list but some of them are: Policies (changes and new) Instructions. Procedures. Announcements. Trip reports. Some of these business memo types overlap, some other memo types cannot be squeezed into any of the above.

5. Instructional memo: An instructional memo is a memo in through which any particular type of instructions is conveyed. An instructional memo must include enough information for the reader to understand exactly what the instructions are, who issued them, and when, where and why they are to be acted upon.

6. Policy memo: A policy memo is a practical, professionally written document that can vary in length from one page to over one hundred pages. It provides analysis and/or recommendations directed to a predetermined audience regarding a specific situation, topic, or issue. It gives the readers a clear view of what the previous policies were and what Kind of change have been brought in these policies. It also explains how the new policies will be effective in future.

7. Instructional memo Instrumental memo is a type of memo through which any specific type of instructions are conveyed. An instructional memo must include enough information for the reader to understand exactly what the instructions are, who issued them, and when, where and why they are to be acted upon.

8. Procedure Memo: Procedure memos as we can see from the title, explains procedures of any specific order or thing. They are less explained as compared to instructional memos. Procedure Memos means the memorandum (as may be amended from time to time) detailing the administrative procedures and guidelines. For Example: a memo with short details about being eligible for certain bonuses or procedure for certain things to be carried out. Announcement Memo: Announcement memos can collectively be a representation of all the memos as all the other types of memos are certain type of announcement that were conveyed through memo.

9. Trip Reports Memos: A trip report memo explains the reason for the  trip , what was found, and one or more conclusions. The purpose of a travel report is to justify the purpose of the trip and the money that you spent. Because trip reports provide proof of expenses, it is imperative that they are accurate and provide a clear explanation of the trip.

10. Purposes of Memos: A person writes a memo with some purposes in mind. It is used: To inform. To inquire. To give suggestions. To remind. One can use it to instruct. One can promote goodwill using a memo. To communicate the ideas.

11. Some other purposes: Documentation or a record, such as for documenting an accident at work or recording the reason for terminating an employee. Confirmation regarding decisions or the date and time of future events. Status and progress reports. Dissemination of rules and procedures. Instructions or directives, such as delegation of tasks and responsibilities. A method to inquire about an organizational procedure, event, or other organizational issue. A preface to a formal report. A memo may comprise of all or combination of the above mentioned purposes.

12. Advantages of Memo: Using memos has a number of advantages. Memos are: Avoiding Distortion of Information:  Memo helps to avoid distortion in messages that occur in internal  oral communication . Avoiding Misunderstanding:  Memo provides all concerned with the same information. Therefore, there is little chance of any misunderstanding between the recipients of a message. Preserving Information:  Since memo is a written document, it can be preserved. Such preservation develops an information base in the organization and any one can access it whenever he needs. Maintaining consistency: The memo also helps managers to maintain consistency in their actions and decisions for recurring problems. By examining the previous records, they solve similar problems in a similar way. We can see that many organizations use printed memos. As it is generally printed, it takes less time to draft it.

13. Some other advantages A quick exchange of information: The use of a memo is restricted within the boundary of the organization. Therefore, through writing a memo, any information can be exchanged throughout the whole organization very quickly. Another vital object of the memo is to provide information from one level to another within the business. As memos are written in a very short structure it saves important time. Concise presentation of information : A memo is generally written concisely. Whatever the subject of the memo is, it is written directly and concisely. Salutation and complimentary closing are also avoided from a memo. No formality is needed in drafting a memo, generally, inside address, salutation and complimentary closing are absent in it. Less expensive: A memo is a less expensive medium of communication. It does not require any mail or telephone expenses. It is written in simple papers and can be transmitted very inexpensively. So, the cost of communication through a memo is less than those of others. Use as a reference in the future:  Since a memo is a written document, it can be preserved and used as a reference in the future. If Memo is a printed document. At that time, it also can be used for future references.

14. Disadvantages of Memo: As memos are used within an organization, it’s scope is limited. There are some limitations which are as follows: L imited scope : The major demerits of a memo are its scope is limited. Detail information cannot be provided by a memo. Lack of secrecy : In case of memo secrecy is not maintained, thus secret messages cannot be transmitted through memos. Not suitable for external communication : Another shortcoming of memo is it cannot use for external communication.

15. Format of Memo: A good memo organizes the information to be conveyed both for the reader's convenience and ease of understanding and to achieve the writer's purpose in the most effective way. Heading. Opening. Summary. Discussion paragraph(s) Your closing. Attachments.

16. Steps for Memo Format Explanation A memo is a written business communication that conveys basic information. Using a simple, straightforward format makes that easy. You should always check whether your workplace has a standard form for memorandums. If not, follow the steps below for a universally acceptable memo format. Title: The word "Memorandum" should be in a significantly larger font, bolded and either centered or placed in the top left-hand corner. Recipient: Begin this heading with "TO:" and write down your recipient(s). Source: Immediately after the recipient, write "FROM:" along with your name and position. Subject: Write a short summary of the memo's purpose (no more than about four words). Date: Include the date of when the memo is sent. Keeping to strict styles like this improves clarity and avoids the danger of  poor grammar  or unclear communication.

17. Tips for Effective Memo: Here are a few quick tips for writing effective memorandums: Check for stylistic requirements with your job. Does the company have a standard form when it comes to writing memos? If so, is it downloadable? Make sure that the body of the text is clear, concise and grammatically correct. Keep things simple. Avoid long sentences and wordy phrasing. Do not use a salutation. You should simply go right into the subject of the memo. Use bulleted lists and headings to convey your message. Conclude the memo with any closing statements that may inspire the recipient to take action. Mention any and all attachments at the end of the memo by using the single word "Attachment." Once you've completed a draft, share it with a colleague. An extra pair of eyes always helps to catch errors and improve readability.

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19. WRITING MEMORANDUMS Communicating with Co-Workers UNIT N0 - 2 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

20. Objectives What is a Memo? Purpose Differences Among Memos, Letters, and E-mail Format Techniques for Writing Successful Memos Language Practice

21. What is a Memo? Memo is short for Memorandum A memo is a form of internal communication used within an organization It can be used for a variety of purposes and sent to a variety of audiences; it is a very versatile document form.

22. Why write a Memo? To introduce the transmittal of internal documents To provide information and updates on new policies, procedures, meetings, confirmation of projects, decisions, directives, etc . To inform audience about an issue or problem To create a record As short internal reports (proposals, progress reports, etc. Messages within memos may contain headings and graphics)

23. Why Write Memos? Memos are company internal letters. (E-mail is taking over their function.) Memos are more formal than e-mails, but less formal than business letters. Originally used only in hard copy, they are now often processed electronically. Memos vary in length. (Short memos serve as inter- or intra-office communication; long memos may serve as reports.)

24. Purpose To Inquire To Inform To Report To Remind To Transmit To Promote Goodwill

25. Because of their open construction and informal method of delivery(such as being placed in baskets), memos are less private than letters. In many organizations, email messages, blogs, and other recent electronic media have largely replaced paper memos

26. Both memos & letters can be distributed via fax machines, in addition to hand delivery & postal services

27. Differences Among Memos, Letters, and E-mail

28. Memos vs Letters Memos differ from letters in that they are “ in house ” communications They can be somewhat informal Use “ you ” and “ I ” and contractions But avoid slang and colloquialisms

29. Memo Format A Memo has 3 formatted sections: Letterhead/logo of the business or organization Header: To/from/date/subject block Message

30. 1 . Logo/letterhead You can make up your own hypothetical workplace logo. Logo is generally centred or placed on the right side of the page

31. 2. Memo Header Set margins about a 1/4 inch past the longest line (subject) so all text items are left justified and aligned TO : 120 Students FROM : Sumera DATE : Jan. 18, 2023 SUBJECT : . 120 Learning Plan Proposal ------------------------------------------------------------------- Typically Bold; may be ALL CAP or just first letter in upper case Subject line should be short, but Specific. You can Capitalize key words or not, as long as you are consistent: ie:. 120 project proposal Line separates header from message

32. 3. Message Message should be left justified, aligned with the header leave ragged right margin Traditionally, memos had a handwritten signature at the bottom. Now, electronic signatures are common MEMO To: S umera Date: Jan15, 2023 Subject: . 120 Learning Plan assignment ___________________________________________ Your Learning Plan is due on ______. I would like you to submit this in the form of a Memo written to me. Your memo will include -what you want to achieve -how you plan to achieve it -and why (in a conclusion) You will display your learning goals, strategies and resources in a three column table, and explain the table in the text of your memo. I look forward to reading your memo and helping you achieve your goals. Sumera

33. Message Content The Message of the Memo typically has a 3 part structure: Opening paragraph clearly indicates purpose of the memo. The reader should be able to answer: why do I have to read this? The middle paragraph(s) give the specific details that the reader needs to know The final paragraph indicates what action is expected of the reader: what do you want me to do now that I have read the memo?

34. Memo style guidelines Use your best informal writing style in terms of grammar, spelling, word choice, punctuation, sentence structure, etc . Informal means you can use “ I ” and contractions, but avoid slang, inappropriate tone, and colloquial expressions) Make sure paragraphs have clear topic sentences and are coherent

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36. MINUTES OF MEETING UNIT N0 - 3 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

37. MEETINGS ARE BOTH FORMAL AND INFORMAL GATHERINGS HELD TO DISSEMINATE INFORMATION, DEVELOP CONCENSUS OR TO SOLVE PROBLEMS MEETINGS CAN BE HELD IN CONTENGENCY TO RESOLVE AN UNSEEN SITUATION OR IT CAN BE A SEQUEL TO THE PREVIUOS MEETING HELD. CONTINGENY MEETINGS, CONFLICT RESOLUTION MEETING ETC ARE CALLED IN EMERGENCY WHILE REVIEW MEETING EITHER MONTHLY, QUATERLY, ANNUAL OR BIANNUAL ARE HELD IN SERIES TO COMPLETE THE PLANNING PROCESS ALREADY DECIDED

38. SURVIVAL AT WORK PLACE SUCCESSFULLY IS A LITTLE COMPLEX AT TIMES. THERE ARE CERTAIN FACTORS THAT CAN HINDER THE MEETING PROCESS. THESE INCLUDE: 1. IMPROPER PLANNING OR ABSENCE OF PLAN 2. POOR AGENDA DESIGNING 3. FAILURE TO UNDERSTAND AND FOLLOW THE 4. PLANNED AGENDA

39. 5. FAILURE TO NOTE/RECORD MINUTES DETAILS/ ACTIONS TAKEN 6. LACK OF MEETING FOLLOW UP 7. LACK OF IMPLEMENTAION OF DECISIONS TAKEN AND MENTIONED IN MINUTES. THE DOCUMENTATION PROCESS IN MEETING IS CRUCIAL AND NEED PROPER AND COMLETE COMMAND OVER WRITING SKILLS

40. AGENDA 1. A listing of what is to take place during the meeting. Agendas are specific, results-oriented, well timed and realistic. 2. Help groups structure communication activity. 3. H elp people stay focused and on task. Provide a checklist of what exactly needs to be accomplished.

41. AGENDA 4. Ensure that meeting activities run according to time constraints. 5. Generally make meetings more organized and productive.

42. SAMPLE MEETING AGENDA

43. MINUTES ARE DEFINED AS SA WRITTEN RECORD OF BUSINESS TRANSACTED AT A MEETING. MINUTE TAKING IS A CONCISE RECORD OF THE WAY MATTERS WERE BEING DEALT AT AND DECIDED DURING A MEETING. THESE NOTES ARE FINALISED BY EDITING AND PROOFREADING IT FOR NECCESARY AMMENDMENTS

44. MINUTES : MINUTES ACT AS SOME LEGAL AND AUTHORITATIVE FORCE TO ACHIEVE ORGNISATOINAL OBJECTIVES. MINUTES RECORD & SUMMARISEMAIN CONTRIBUTIONS TO THE DISCUSSON DURING MEETING AND CLEARLY AND CONCIESLY DEMONSTRATES EACH PARETICIPANT’S INTERACTION MINUTES WRITING NEEDS GOOD RITING SKILLS & PROPER INTERPRETATIN

45. PREREQUISITES OF MINTES TAKING CLEAR HANDWRITING SOUND RECORDIG EXACTNESS: MINUTES MUST RECORDED IN MEANINGFUL WORDS AND AS INTERPRETED AS PER ORGANISATOINAL GOALS IT MUST BE WRIITEN CONCISELY & CLEARLY

46. PREREQUISITES OF MINTES TAKING MINUTES SHOULD BE IMPARTIAL AND IRRESPECTIVE OF ANY BIASES MINUTES SHOUL D BE MADE AVIALABLE IMEDIATED AFTER THE MEETING ADJOURNS MINUTES MUST BE WRITTEN WITH STRONG WRITING SKILLS INCLUDING TAKING CARE OF CLARITY, CONCISENESS &COMPLETNESS

47. FORMAT OF MINUTES Letterhead Title of the meeting Date Venue List of members who attended the meeting

48. FORMAT OF MINUTES Also mention those who were invited but were absent and cold attend the meeting Tone of writing is in past tense Concluding sentence –Note of Thanks and meeting adjournment time Signature and designation of the convener

49. Standards for professional minute-takers An adequate educational background Adequate mastery of the spoken and written language Being able to take notes rapidly Being able to distinguish matters of first importance Knowledge of the sphere of action of the meeting Knowledge of the relevant meeting procedures Being able to make the draft-minutes within a fairly short time Trustworthy and ready to serve in the interest of the meeting An objective attitude towards participants and their opinions

50. SAMPLE MINUTES OF MEETING

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52. Effective Meeting Skills UNIT N0 - 4 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

53. Course Objective : At the end of lecture students will be able to plan agenda for meeting, conduct meeting and note minutes

54. IMPORTANT ELEMENT OF AN EFFECTIVE MEETING

55. PURPOSE Identify the purpose and desired outcomes of the meeting. Determine if the meeting is necessary or if the issues can be addressed outside of a meeting. Should only use meetings for brainstorming, delivering information or gathering information.

56. Three important purposes of meeting are: To give information To take information To solve a problem/ problem solving meeting

57. PEOPLE Identify and invite only the necessary and appropriate people for the meeting. Make sure all attendees can contribute. Communicate the meeting’s purpose and desired outcomes to all attendees.

58. Members participating in a meeting The chairperson  The chairperson for a meeting (otherwise known as the chair) is the person who has been appointed as the highest ranking officer at the event. The chairperson for a meeting presides over the event to ensure that participants are following the conventions of the meeting. They may also represent the organisation or body to the public, outside of the meeting

59. Members participating in a meeting 2. The secretary The secretary’s role in any formal group is to be guardian of the process of meetings. They are usually the person who makes the arrangements for the meetings, including keeps formal records of the group’s process and decisions: the minutes of the meeting. This may include keeping records of correspondence.

60. Members participating in a meeting 3. The participants/guests/ invitees A participant is an employee who's attending a meeting and doesn't have the role of leader, recorder or timekeeper. The participant is more than just an audience member. Their engagement is crucial to the success of the meeting because they can offer input and present questions and insights. Therefore, it's important for participants to know what's expected of them in a meeting.

61. PREPARATION Organize meeting venue. Provide the agenda and any other supporting documentation (e.g. reports, handouts and spreadsheets) to the attendees at least 24 hours prior to the meeting time. Ensure the comfort, quietness and set-up of the space before the meeting. Provide water or other refreshments when possible.

62. AGENDA Include items to be discussed, and then for each item specify the person leading the discussion, the desired outcome, and the estimated time. Provide meeting evaluation time and documentation (if applicable). Limit number of items to a reasonable amount for the meeting’s timeframe Be realistic about the timeframe for each item. Schedule breaks periodically for longer meetings.

63. MEETING LEADER Designate a meeting leader who understands meeting principles, is familiar with the agenda and is a skilled facilitator. Rotate facilitators for regularly scheduled meetings. Open meeting with setting or reviewing ground rules and reviewing the agenda, making changes when appropriate. Clarify roles within the group. Maintain focus and keep meeting moving at comfortable pace. Cover one item at a time. Summarize discussion and recommendations at the end of each logical section.

64. MEETING LEADER (continued ) Make a note of any follow-up actions that can be resolved outside of the meeting and move on to next point. Manage discussion and encourage participation, even explicitly inviting everyone to participate. Use parking lot list for issues or questions that need to be dealt with outside of the meeting and review at end of meeting. Review issues discussed at the meeting and identify each actions step with those responsible for the step and the timeframe. Solicit agenda items for the next meeting. Review time and place for next meeting, if applicable. Lead evaluation discussion or collect written evaluations. Thank the attendees.

65. TIME Designate a timekeeper who will work with the meeting leader to keep the pace. Start and end on time, regardless of late attendees. Periodically check the time estimates for each item to see how close they were to the time actually spent. Allow flexibility in the schedule when the need arises.

66. MEETING NORMS Request that all pagers and cell phones be turned to silent or vibrate. Establish a policy disallowing electronic communications during the meeting. Determine that each participant’s opinion should be respected. Encourage participation and openness. Ask questions for clarity.

67. MINUTES Designate a note-taker. Make detailed minutes when the record is important and simple lists of decisions made and actions to be taken (with responsible person identified) when the exact record is not as important. Capture key points for each item, highlight anything that will be deferred until a future meeting. Include timeframes for action steps. Include parking lot issues with follow up information.

68. EVALUATION Have each attendee evaluate the meeting, using a, written, or open discussion approach. Ask questions such as “what can we do better next time?” and “what parts of the meeting worked well?”

69. FOLLOW UP Return readable or typed minutes to attendees within 24 hours if possible (same day is even better). Be consistent with meeting habits.

70. Types of Meetings in the Workplace

71. Types of Meetings in the Workplace Meetings enable you and your employees to communicate and share information, solve problems or resolve disputes, improve performance, build teamwork and move projects forward. Workplace meetings can be formal or informal, and the number of participants can range from two to several hundred

72. Project Meetings Project meetings bring together people from different departments working on a specific task, such as new product development or business reorganization. Project meetings take a number of different forms, including planning and progress meetings, brainstorming sessions or design and review meetings.

73. Staff Meetings Staff meetings enable you to keep employees informed on issues that affect their work. Your managers or supervisors hold regular departmental meetings to update employees on progress or deal with any issues affecting their department. If there is a major policy change or other issue that affects the whole company, you may prefer to hold a meeting of all employees to explain the change. Managers and supervisors also hold one-to-one meetings with employees to review their performance against targets. The appraisal meeting may form part of a salary review, an assessment of individual training requirements or a disciplinary procedure.

74. Sales Conference A sales conference is an important communication and motivational tool. Sales representatives spend the majority of their time away from the office, often working alone. Holding a sales conference brings your sales team together with other members of the company who affect their success, such as marketing staff, product specialists and senior managers. You can use the conference to launch important initiatives such as a new product announcement or a major advertising campaign, as well as communicating your company’s plans for the next quarter or the next financial year.

75. Emergency Meetings If a serious problem, such as a fire or major financial loss occurs, it’s essential to inform the whole company so that all employees understand the implications and the changes that will occur. In the event of a serious fire, for example, employees may have to work in temporary accommodation with limited access to telephones and other resources. A major disaster or loss may lead to redundancies or even closure. By communicating openly in the meeting, you can reduce feelings of uncertainty in the workforce and avoid the risk of rumors spreading.

76. Collaborative Meetings Some of your employees and managers may work closely with suppliers, customers or business partners on projects such as joint product development or supply chain improvements. Bringing external groups into meetings with your employees helps to strengthen business relationships and gives your employees a greater sense of customer focus.

77. Rules & order in a Meeting 1. Show up on time and come prepared Record issues discussed, decisions made, and tasks assigned. Share meeting reports with meeting participants. Share meeting outcomes with other stakeholders that should be kept in the loop.

78. Rules & order in a Meeting 2. Stay mentally and physically present Be prompt in arriving to the meeting and in returning from breaks. Be prepared to contribute to achieving the meeting goals. Come to the meeting with a positive attitude

79. Rules & order in a Meeting 3. Let everyone participate Participate 100% by sharing ideas, asking questions, and contributing to discussions. Share your unique perspectives and experience, and speak honestly. If you state a problem or disagree with a proposal, try to offer a solution.

80. Rules & order in a Meeting 4. Listen with an open mind Share time so that all can participate. Be patient when listening to others speak and do not interrupt them. Respect each other’s’ thinking and value everyone’s contributions.

81. Rules & order in a Meeting 5. Think before speaking Value the learning from different inputs, and listen to get smarter. Stay open to new ways of doing things, and listen for the future to emerge. You can respect another person’s point of view without agreeing with them.

82. Rules & order in a Meeting 6. Stay on point and on time Seek first to understand, then to be understood. Avoid using idioms, acronyms, and phrases that can be misunderstood. It’s OK to disagree, respectfully and openly, and without being disagreeable.

83. Rules & order in a Meeting 7. Attack the problem, not the person Respect the groups’ time and keep comments brief and to the point. When a topic has been discussed fully, do not bring it back up. Do not waste everyone’s time by repeating what others have said.

84. Rules & order in a Meeting 8. Close decisions and identify action items Respectfully challenge the idea, not the person. Blame or judgment will get you further from a solution, not closer. Honest and constructive discussions are necessary to get the best results.

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86. Writing Employment UNIT N0 - 5 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

87. Unit Objectives Success in career, launching and managing that career though effective writing. Understand the employer’s perspective on the hiring process. Learn the best ways to craft a résumé and the other elements in your job-search portfolio.

88. Job Application Letter Whenever you email a résumé to a recruiter or other contact in a company, use the body of your email message as an application letter, also known as a cover letter. (Even though this message is often not a printed letter anymore, many professionals still refer to it as a letter.) Note that not all recruiters take the time to read application letters, particularly at companies that receive a high volume of applications. However, if you are emailing someone directly, it’s good practice to include one anyway. It might catch the recruiter’s eye, and the hiring manager who eventually gets your résumé may be interested in reading it. (Some online application systems allow you to upload an application message, but many don’t, so when you apply online, you might not have the opportunity to include an application letter.)

89. An application letter has following goals : to introduce your résumé, persuade an employer to read it, and request an interview. Recognize that this message is a great opportunity, too: You can communicate in a more personal and conversational way than you can with your résumé, you can show that you understand what an employer is looking for, and you can demonstrate your writing skills. Another key opportunity here involves soft skills, such as interpersonal communication, which are difficult to quantify in a meaningful way on your résumé. In the letter, you can briefly describe a situation in which you used these skills to reach a measurable business result, for example, which is more compelling than simply listing skills.

90. The best approach for an application letter depends on whether you are applying for an identified job opening or are prospecting—taking the initiative to write to companies even though they haven’t announced a job opening that is right for you. In many ways, the difference between the two is like the difference between solicited and unsolicited proposals.

91. Key Elements of a Cover Letter Information about you. Begin your cover letter with your contact information. ... Date. ... Contact Person's Name, Title, Employer, and Address. ... Salutation. ... Opening Paragraph. ... Middle Paragraph. ... Second Middle Paragraph. ... Contact Information and Closing.

92. Job letters can be categorized as Solicited job application Unsolicited job application

93. Solicited job letter

94. Unsolicited job letter

95. Writing a prospecting letter is more challenging because you don’t have the clear target you have with a solicited letter and the message is unexpected. You will need to do more research to identify the qualities that a company would probably seek for the position you hope to occupy Also, search for news items that involve the company, its customers, the profession, or the individual manager to whom you are writing. Using this information in your application letter helps you establish common ground with your reader—and it shows that you are tuned in to what is going on in the industry. For either type of letter, follow these tips to be more effective:

96. ● Resist the temptation to stand out with gimmicky application letters; impress with knowledge and professionalism instead. ● If the name of the hiring manager is findable, address your letter to that person. (And if it is findable, make sure you find it because other applicants will.) Search LinkedIn, the company’s website, industry directories, Twitter, and anything else you can think of to locate an appropriate name. ● Clearly identify the opportunity you are applying for or expressing interest in. ● Show that you understand the company and its business challenges. Incorporate relevant keywords from your research. ● If applicable, explain employment gaps or other potential negatives from your résumé. This explanation can be as simple as “After serving as a product manager at Microsoft, I took two years off for family reasons.”

97. ● Keep it short—no more than three or four brief paragraphs. Remember that all you are trying to do at this point is move the conversation forward one step. ● Show some personality while maintaining a business-appropriate tone. The letter gives you the opportunity to balance the facts-only tone of your résumé. Project confidence without being arrogant. ● Don’t just repeat information from your résumé; use the conversational tone of the letter to convey additional professional and personal qualities and your reasons for wanting this particular job. ● Be sure to adapt each letter to a specific job opening

98. Getting Attention The opening paragraph of your application letter must accomplish two essential tasks: (1) explain why you are writing and (2) give the recipient a reason to keep reading by showing that you have some immediate potential for meeting the company’s needs. Consider this opening: With the recent slowdown in corporate purchasing, I can certainly appreciate the challenge of new fleet sales in this business environment. With my high energy level and 16 months of new-car sales experience, I believe I can produce the results you listed as vital in the job posting on your website. This applicant does a smooth job of echoing the company’s stated needs while highlighting personal qualifications and an understanding of the market. Notice how enthusiasm and knowledge of the industry balance the writer’s relative lack of experience. Table 19.1 on page 596 suggests some other ways you can spark interest and grab attention in your opening paragraph.

99. Building Interest and Increasing Desire The middle section of your letter presents your strongest selling points in terms of their potential benefit to the organization, thereby building interest in you and creating a desire to interview you. Be specific and back up your assertions with convincing evidence:

100. Ineffective: I am trained in business communication and have quite a bit of experience in dealing with customers. Effective: My business major includes coursework in business communication skills, which helped me gain a promotion to shift supervisor during my summer job at Nordstrom Rack. In a solicited letter, be sure to discuss each major requirement listed in the job posting. If you are deficient in any of these requirements, stress other solid selling points to help strengthen your overall presentation. Don’t restrict your message to just core job duties, either. Highlight personal characteristics that apply to the targeted position, such as your ability to work hard or handle responsibility: While attending college full-time, I worked part-time during the school year and up to 60 hours a week each summer in order to be totally self-supporting while in college. I can offer your organization the same level of effort and dedication .

101. Motivating Action The final paragraph of your application letter has two important functions: to ask the reader for a specific action (usually an interview) and to facilitate a reply. Include your email address and phone number as well as the best times to reach you: After you have reviewed my qualifications, could we discuss the possibility of putting my marketing skills to work for your company? I am available at [phone] from 2 p.m. to 10 p.m. Monday to Friday or by email at [email protected].

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103. Building Careers and Writing Résumés UNIT N0 - 6 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

104. Objectives What is a CV? How long a CV should be? What to include in a CV What is a Resume/ Résumé ? Difference between a CV & Resume Let’s Revise

105. WRITING THE STORY OF YOU Writing or updating your résumé is a great opportunity to step back and think about where you’ve been and where you’d like to go. Do you like the path you’re on, or is it time for a change? Are you focused on a particular field, or do you need some time to explore? You might find it helpful to think about the “story of you”—the things you are passionate about , your skills, your ability to help an organization reach its goals, the path Writing your story is a valuable planning exercise that helps you think about where you want to go and how to present yourself to target employers.

106. What is a CV ? CV stands for Curriculum Vitae, and it means “course of life”. It is a Latin expression. It is document used when applying for jobs. It allows to summarise your education, skills and experience enabling you to successfully sell your abilities to potential employers. In the USA & Canada, CVs are known as Resumes. These documents tend to be more concise and follow no particular formatting styles.

107. How Long A CV Should Be? A standard CV should not be longer than two sides of A4 . As a recent graduate your CV may only take up one page and that’s OK. Some medical or academic CVs may be no longer depending on your experience. To save space only include the main points of your education and experience. Stick to your relevant information and don’t report what you have said in your cover letter.

108. What to Include in a CV Contact Details: Include your full name, home address, mobile number and email address. Unless you are applying for an acting or modelling job you don’t need to include your date of birth or a photograph. Profile: A CV profile is a concise statement that highlights your key attributes and helps you stand out from the rest. Usually placed at the beginning of the CV it picks out a few relevant achievements and skills, while expressing your career aims. A good CV focuses on the sector you are applying to, as your cover letter will be job-specific. Keep CV personal statements short and snappy- 100 words is the perfect length.

109. Education: List and date all previous education, including professional qualifications. Place the most recent first. Work Experience: List your experience in reverse date order, making sure that anything you mention is relevant to the job you’re applying for. If you have of relevant work experience, this section should come before education. Skills & achievements: Apart from your name and contact details, the most important part of your CV are the skills and achievements. This is where you talk about the foreign languages you speak and the IT packages you can competently use. The key skills that you list should be relevant to the job. Be yourself, don’t exaggerate your abilities, as you’ll need to back up your claims at interview. If you have got lots of job-specific skills, you should do a skills-based CV.

110. Interests: ‘Socilising’, ‘going to the cinema’ and ‘reading’ aren’t going to catch a recruiter’s attention. However, relevant interests can provide a more complete picture of who you are, as well as giving you something to talk about at an interview. Stating your nationality and religious affiliation are not compulsory to mention in a job description CV. The document tend to be organised chronologically and should make it easy to get an overview of an individual’s full working career. A CV is static and doesn’t change for different positions, the difference would be in the cover letter.

111. What is a Resume? A Resume, or Résumé , is a French expression which means ‘summary’. It is a concise document typically not longer than one page as the intended reader will not dwell on your document for very long. The goal of a resume is to make an individual stand our from the competition. The job seeker should adopt the resume to every position they apply for. It is applicant’s interest to change resume from one job application to another and to tailor it to the needs of the specific point. When sending their Résumé the job applicants must send a cover letter . A resume doesn’t need to be ordered chronologically, doesn’t have to cover your whole career and is a customizable document.

112. Difference between a CV & a Résumé As stated, three major differences between CVs and resumes are the length, the purpose and the layout. A resume is a brief summary of your skills and experience over one or two pages. A CV is more detailed and can stretch well beyond two pages. The resume will be tailored to each position whereas the CV will stay put and any changes will be in the job application/cover letter. Résumé and application letter performs two different tasks. A CV has a clear chronological order listing the whole career of the individual whereas a resume’s information can be shuffled around to best suit the applicant. The main difference a resume and a CV is that a CV is intended to be a full record of your career history and a resume is a brief, targeted list of skills and achievements.

113. ANALYZING YOUR PURPOSE AND AUDIENCE Planning an effective résumé starts with understanding its true function—as a brief, persuasive business message intended to stimulate an employer’s interest in meeting you and learning more about you If employers ask to see your “CV,” they’re referring to your curriculum vitae , the term used instead of résumé in academic professions and in many countries outside the United States. Résumés and CVs are essentially the same, although CVs can be much more detailed and contain personal information that is not included in a résumé.

114. Fallacies and Facts About Résumés Fallacy 1 The purpose of a résumé is to list all your skills and abilities. Fact The purpose of a résumé is to pique employer interest and generate an interview.

115. Fallacies and Facts About Résumés Fallacy 2 Your résumé will always be read carefully and thoroughly. Fact In most cases, your résumé needs to make a positive impression within a few seconds; only then will someone read it in detail. Moreover, it will likely be screened by a computer looking for keywords first—and if it doesn’t contain the right keywords, a human being may never see it.

116. ORGANIZING YOUR RÉSUMÉ AROUND YOUR STRENGTHS Although a résumé can be organized in a number of ways, most are some variation of chronological organization, functional organization, or a combination of the two. The right choice depends on your background and your goals.

117. 1. The Chronological Résumé In a chronological résumé, the work experience section dominates and is placed immediately after your contact information and introductory The chronological approach is the most common way to organize a résumé, and many employers prefer this format because it presents your professional history in a clear, easy-to-follow arrangement. With its emphasis on your work history, however, it may not be the best choice if you have limited experience in the field you are pursuing or if your work history doesn’t show a linear career with a steady progression of increasing responsibility

118. 2. The Functional Résumé A functional résumé, sometimes called a skills résumé , emphasizes your skills and capabilities, identifying employers and academic experience in subordinate sections. This arrangement stresses individual areas of competence rather than job history. The functional approach has three benefits: (1) without having to read through job descriptions, employers can get an idea of what you can do for them; (2) you can emphasize earlier job experience through the skills you gained in those positions; and

119. The Functional Résumé (3) you can deemphasize any lengthy employment or lack of career progress. However, you should be aware that because the functional résumé can obscure your work history, some employment professionals are suspicious of it. Unless you have a strong reason to use this format, go with the chronological or combination format instead.

120. 3. The Combination Résumé A combination résumé meshes the skills focus of the functional format with the job history focus of the chronological format. The chief advantage of this format is that it allows you to highlight your capabilities and education when you don’t have a long or steady employment history without raising concerns that you might be hiding something about your past.

121. COMPOSING YOUR RÉSUMÉ Write your résumé using a clear and direct style. Use short, crisp phrases instead of whole sentences, and focus on what your reader needs to know. Avoid using the word I , which can sound both self-involved and repetitious by the time you outline all your skills and accomplishments. Instead, start your phrases with strong action verbs such as these:

122. COMPOSING YOUR RÉSUMÉ accomplished achieved administered arranged approved assisted budgeted coordinated created chaired demonstrated developed directed established explored initiated introduced launched maintained participated planned presented proposed raised sparked set up streamlined strengthened succeeded oversaw served upgraded

123. Whenever you can, quantify the results with carefully selected evidence that confirms your abilities: Instead of This Responsible for developing a new system for tracking online service requests Write an Active Statement That Shows Results Developed a new service-request system that reduced scheduling errors by 90 percent and improved customer satisfaction by 22 percent

124. Instead of This Performed various social media functions Write an Active Statement That Shows Results As community manager, directed all aspects of the company’s social media program and increased stakeholder engagement by 30 percent

125. Instead of This Have a solid record of acquiring new customers Write an Active Statement That Shows Results Led the department in customer acquisition three years in a row

126. Instead of This Member of special campus task force to resolvestudent problems with existing cafeteria assignments Write an Active Statement That Shows Results Assisted in implementing new campus dining program that balances student needs with cafeteria capacity

127. Sample CV

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129. Interviewing for Success UNIT N0 - 7 Presenter : Ms : Ulfat Lecturer- INS KMU Peshawar

130. Interviewing for Success

131. Interviewing for Success At this point, you have to get familiar with the three stages of every interview: the warm-up, the question-and-answer session, and the close.

132. Interviewing for Success 1. THE WARM-UP The warm-up stage doesn’t have any official time boundary but constitutes the first few minutes of the interview as you meet the interviewer and settle into place. It might occur while you’re walking from the lobby to a conference room or the interviewer’s office and continue while you take your seats and move into a more formal conversation. Don’t let your guard down if the interviewer engages in what feels like small talk; these exchanges are every bit as important as structured questions. Show positive body language and a warm smile to create a positive first impression. When the interviewer extends a hand, respond with a firm but not overpowering handshake. Repeat the interviewer’s name when you’re introduced (“It’s a pleasure to meet you, Ms. Litton”). Wait until you’re asked to be seated or the interviewer has taken a seat. Let the interviewer start the discussion, and be ready to answer one or two substantial questions right away.

133. 2. THE QUESTION-AND-ANSWER STAGE The bulk of the interview is likely to be a series of questions in which the interviewer asks about your qualifications, discusses some of the points mentioned in your résumé, and asks how you have handled particular situations in the past (behavioral questions) or would handle them in the future (situational questions). You’ll also be asking questions of your own.

134. Listening to the Interviewer Active listening can help you gauge the interviewer’s mood and uncover any unspoken concerns. Facial expressions, eye movements, gestures, and posture may tell you the real meaning of what is being said. Be especially aware of how your answers are received. Does the interviewer nod in agreement or smile to show approval? If so, you’re making progress. If not, you might want to expand an answer or ask if you’ve understood the question correctly. Handling Potentially Discriminatory Questions Although it’s less likely to happen in a firm with well-trained interviewers, you might encounter a question you consider discriminatory. A variety of federal, state, and local laws prohibit employment discrimination on the basis of race, ethnicity, gender, age, marital status, religion, national origin, or disability. Interview questions designed to elicit information on these topics are potentially illegal..

135. 3. THE CLOSE Like the warm-up, the end of the interview is more important than its brief duration would indicate. These last few minutes are your final opportunity to emphasize your value to the organization and to correct any misconceptions the interviewer might have. Be aware that many interviewers will ask whether you have any more questions at this point, so save one or two from your list. Concluding Gracefully You can usually tell when the interviewer is moving to end to the interview. He or she may ask whether you have any more questions, check the time, summarize the discussion, or simply tell you that the allotted time for the interview is up. When you get the signal, be sure to thank the interviewer for the opportunity and express your interest in the organization. If you can do so comfortably, try to pin down what will happen next, but don’t press for an immediate decision. If this is your second or third interview, it may end with a job offer. If you have other offers or need time to think about this offer, it’s perfectly acceptable to thank the interviewer for the offer and ask for some time to consider it. If no job offer is made, the interview team may not have reached a decision yet, but you may tactfully ask when you can expect to know the decision.

136. TIPES OF INTERVIEWS

137. COMMON TYPES OF INTERVIEWS AND INTERVIEW QUESTIONS Be prepared to encounter a variety of interviewing approaches, often within the same interview or set of interviews. These approaches can be distinguished by the way they are structured, the number of people involved, and the purpose of the interview.

138. Structured Versus Unstructured Interviews The overall format of an interview is based on whether it is structured or unstructured. In a structured interview, the interviewer (or an app or online system) asks a set series of questions in a fixed order. By asking every candidate the same set of questions, the structured format helps ensure fair interviews and makes it easier for an employer to compare and rank candidates. You can usually sense that you’re in a structured interview if the interviewer is reading questions from a list and recording your answers. Answer each question thoughtfully and completely; your responses will be compared with those from other candidates, and you might not have the chance to revise previous answers as the interview moves along.

139. Structured Versus Unstructured Interviews In contrast, an unstructured interview doesn’t follow a predetermined sequence. It is likely to feel more conversational and personal, as the interviewer adapts the line of questioning based on your answers. You might encounter an unstructured interview after one or more structured interviews, perhaps with a potential colleague or a higher-level manager who wants to get a sense of what you would be like to work with.

140. Structured Versus Unstructured Interviews Take this as good news, that the company believes you can do the job and now wants to see whether you fit the culture. Even though it may feel like a conversation, remember that it’s still an interview, so keep your answers focused and professional. If you sense that the interviewer is circling back to revisit a topic, particularly an answer that you gave in an earlier interview, chances are he or she is probing an area of concern. Use this opportunity to correct or expand on your earlier answer.

141. Panel and Group Interviews Interviews can also vary by the number of people involved. Most of your interviews are likely to be one-on-one conversations, although if you are invited to visit a company, you’ll probably meet with a series of interviewers. Some employers use panel or group interviews as well. In a panel interview, you answer questions from two or more interviewers in the same session. Panel interviews save time for employers and let them see how candidates perform under pressure. Facing several interviewers at once can feel intimidating, but you can minimize the “firing squad” feeling by treating it as a series of one-on-one interactions.

142. Panel and Group Interviews Focus on each interviewer as you answer his or her question, and then make eye contact with the others on the panel so everyone feels included. The interviewers typically come from different parts of the organization and will have different concerns, so frame each answer in that context. For example, an upperlevel manager is likely to be interested in your overall business sense and strategic perspective, whereas a potential colleague might be more interested in your technical skills and ability to work in a team.

143. Panel and Group Interviews Use a panel interview as an opportunity to see how people in the company work together. Are they collegial with one another or cold and distant? Does the boss interrupt and overrule or show respect to everyone regardless of rank? In a group interview, one or more interviewers meet with several candidates simultaneously. These sessions can involve group discussions and problem-solving activities. In addition to being an efficient way to interview a number of candidates, group interviews let employers see how individuals function in a group or team setting.

144. Panel and Group Interviews Whatever the activity, be sure to treat your fellow candidates with respect and encouragement while looking for opportunities to show leadership and demonstrate the depth of knowledge you have about the company and its needs.

145. WHAT EMPLOYERS LOOK FOR IN AN INTERVIEW Interviews give employers the chance to go beyond the basic data of your résumé to get to know you better and to answer two essential questions. First, can you handle the responsibilities of the position? Naturally, the more you know about the demands of the position and the more you’ve thought about how your skills match those demands, the better you’ll be able to respond. Second, will you be a good fit with the organization and the target position? All good employers want people who are confident, dedicated, positive, curious, courteous, ethical, and willing to commit to something larger than their own individual goals.

146. WHAT EMPLOYERS LOOK FOR IN AN INTERVIEW Companies also look for fit with their individual cultures. Just like people, companies have different personalities. Some are intense; others are more laid-back. Some emphasize teamwork; others expect employees to forge their own way or even compete with one another. Expectations also vary from job to job within a company and from industry to industry. An outgoing personality is essential for sales but less so for research, for instance. Beyond these two general questions, most employers look for the qualities of professionalism throughout the interview process, look for opportunities to show your commitment to excellence, dependability, teamwork, etiquette, ethics, and positive attitude.

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