Candidate demonstrates knowledge of future development plans of company, and expresses his interest in helping the company to achieve its objective.

(ii) Candidate 1

• He is blunt and tactless by talking about the "rival".

• He suggests lack of goodwill towards both the company in concern and the rival company.

Candidate 2

• He does not express his interest in the company or the job.

Candidate 4

• He is blunt and tactless by asking about the company’s profits. He should also know that the company is not obliged to answer this question.

3. (a) A public speaker should be audience-oriented because the nature of the audience will affect the strategy for achieving his purpose. He has to gear his content and style according to the needs and interest of the audience.

Examples:

• Number of people in audience will decide amount of audience participation possible. Small number of audience can allow more audience participation, while more telling than asking may be the only feasible strategy for larger audience.
• Homogeneous groups benefits more from a focussed speech, while a diverse group may require a more generalised approach.
• Audience’s probable reaction to the presentation will decide among other things, the sequence of the presentation – for a hostile audience, the indirect approach may be more suitable (evidence first) while for a receptive audience, the direct approach will suffice.
• Audience’s relationship with the speaker will determine how they will react to him. If the audience is hostile, there may be a need to build credibility.

3. (b) Refer to ECS Pg. 344-347 for the necessary details.

Points of consideration are:

• Gathering of all necessary information
• Rehearsing of the answers to the questions that may be asked
• Polishing of own interview style
• Things that must be brought along to the interview
• Appearance

3. (c) Some of the qualities are:

• Ability

• A knowledge of group tasks and related issues.
• A willingness to be decisive at key moments.

• Sociability

• An ability to interact freely.
• An ability to maintain group cohesiveness.
• A sensitivity to give credit when it is due.

• Motivation

• An awareness of group expectations.
• A readiness to work harder than anyone else.
• A preparedness and commitment to group goals.

3. (d) A buffer is a neutral, non-controversial statement that is closely related to the point of the message, i.e. it is neutral lead-in to the bad news.

Examples of the types of buffer (refer to Business Communication Today: Writing Bad News Messages):

• Agreement
• Appreciation
• Cooperation
• Fairness
• Good news
• Praise
• Resale
• Understanding

3. (e) Refer to Business Communication Today: Composing Business Messages, Table: Four Organisation Plans for Short Messages.

3. (f) Refer to ECS: Managing Conflicts, Pg. 78-79.

The 5 measures are:

• Turtle (withdrawing)
• Shark (forcing)
• Teddy Bear (smoothing)
• Fox (compromising)
• Owl (negotiating)

4. (a) (i)

(b) (ii)

(c) (ii)

(d) (ii)

(e) (i)

(f) (iii)

(g) (iii)

(h) (i)

(i) (iv)

(j) (iii)

(k) (i)

(l) (i)

(m) (iii)

(n) (i)

(o) (iv)