ans-2 Seven C’s of Communication

means to write or compose correct or effective messages by applying some certain rules
or principles. These principles are known as seven C’s of communication which are as
follows:
1- Correctness
2- Completeness
3- Conciseness
4- Clarity
5- Creativeness
6- Courtesy
7- Consideration

1- Correctness:
Correctness means that there is no mistake of grammar, punctuation and
spellings. It should be grammatically correct. All information should be accurate and
timely. In our messages we should include fact words and figures, writing should be
perfect and clean, language should be of correct level and there should be proper
grammar punctuation, spelling and paragraphing.
If our message or documents is not of good level of correctness then it
has no effect on reader so it may cause lot of difficulties. So the objective of
communication will be failed. Double check your spellings and grammar. So proof read it
before you send it.
2- Completeness:
It means that our message should include all necessary facts and
background information. It should include everything the reader needs for the reaction we
desire. We must include all information which our reader wants. We should be answered
all questions, gave examples if necessary.
If our message will not be completed to bring desirable results then
the reader will not be convinced by us. So we should keep it in mind that partial
information would not work if we have to survive.

3- Conciseness:
Conciseness means to convey information in fewest possible words. We
should keep in mind the reader’s knowledge of the subject and their time constraints. So
our message should complete without being wordy.
The writer is a looser if he was unable to convey information in fewest
possible words because none have enough time to read wordy messages. So our message
should be comprehensible.

4- Clarity:
It means that we have a definite purpose of writing and make sure it is clearly
communicated up front. Clarity demands us that each and every points and aspects of our
message should be clear to the reader.
We should use right level of language, proper punctuation, right spellings and
accurate facts and figure.
5- Creativeness:
Creativeness means to use different formats (vs. Straight narrative) to
communicate our message. It should include Q/A format, graphics, ideal list etc. Our
message should include different formats so that the reader may understand our ideas
without getting trouble.

6- Courtesy:
Courtesy means that to show our expressions and respect to the reader.
Courteous message strengthen present relations and make new friends. We should answer
our mail promptly. Courteous message always makes it place in heart because it shows
lot of respect and sincerity.
Courtesy is more important and advantageous in business writing than it is
in face to face communication and conversation.

7- Consideration:
Consideration means the message with the receiver in mind. Keep
your reader's needs in mind as you write. Ask yourself, 'Why should my reader spend
time reading this?' We should focus on us despite on others. And try to show reader
benefit and interest in reader.
We should try to visualize our readers their desires problems
emotions circumstances and possible reaction to our request.

Regards;
Engr. Salman Khalidi
Great Answer Report

Guest 2 years ago

Ans-3State Networks?
State networks and their local child care resource & referral (CCR&R) partners help
families, child care providers, and communities find and offer affordable, quality child
care. There are more than 700 CCR&Rs in every state and most communities in the
Nation. 38 States have State CCR&R Networks. Eight States have only one or two
CCR&Rs for the whole state.

State Networks and their local CCR&Rs provide resources, document community needs,
and create solutions. As a result, the voices of children, families, and child care providers
are brought to the public's attention.

State Network Types

Each State Network is unique, but there are three general types: Coordinating,
Managing, and Voluntary. Coordinating and Managing Networks are funded and have
staff. They receive mainly public funds, such as Child Care and Development Block
Grant (CCDBG) dollars distributed by State Child Care Administrators. Coordinating and
Managing Networks also leverage funds from corporations, foundations, membership
dues, fee-for-service contracts, and state grants. Voluntary Networks have no budget or
rely on small membership fees and infrequent grants for projects. In addition to these
types, a few states provide statewide CCR&R coverage through one or two offices that
cover the entire state. These are described below as Single Statewide Entities.

Coordinating Networks

• Develop local CCR&R best practices and standards

• Provide training and support for partner CCR&R staff
• Offer statewide child care consumer education and referrals for families
• Collect, analyze, and report data from local CCRBrRs and other sources
• Build child care supply and quality
• Manage special project grants

Managing Networks

Offer the same services as Coordinating Networks, and:

• Manage and distribute CCR&R funding for State Child Care Administrators
• Determine the range of services local CCR&Rs should provide
• Develop and carry out contracts
• Track CCR&Rs' performance through evaluation and quality assurance activities

Single Statewide Entities

• Usually serve states with small geographic ares or populations

• Provide CCR&R services to entire state through one or two agencies
• May have multiple satellite offices located across the state
• Function somewhat like Managing State Network for satellite offices and for data
collection and reporting purposes

Voluntary State Networks

• Generally receive no state funding to support their work

• Depend on local CCR&R directors and staff to volunteer time to coordinate and
lead the state's CCR&R system
• Are unable to provide the same level of service as funded State Networks

Ans-5 A circular reference is a series of references when a formula refers back to its own
cell, either directly or indirectly and the last object references the first, resulting in a
closed loop. Also it is a run-around where in two resources are interdependent on each
other.

The methods to deal with circular references are:

 • Weighted reference counting
• Indirect reference counting

There are some ways to handle problem of detecting and collecting circular references
with the help of garbage collection.
• The system may explicitly forbid reference cycles.
• Systems ignore cycles if it have small amount of cyclic garbage.
• You can also periodically use a tracing garbage collector cycles.

Ans-6
.
1. done, it should be a relatively straightforward process.
Barriers to listening

A pointed out earlier, listening is not easy and there are a number of obstacles that stand in the way of
effective listening, both within outside the workplace. These barriers may be categorized as follows.

1. Physiological Barriers: - some people may have genuine hearing problems or deficiencies that prevent
them from listening properly. Once detected, date and generally be treated. Some people may have
difficulties in processing information, or memory related problem which make them poor listeners.
Another physiological barrier is rapid though. Listeners have the ability to process information at the
rate of approximately 500 words per minute, where as speaker talk at around 120 words per minute.
Since listeners are left with a lot of spare time, there attention may not be focused on words the
speaker is saying, but may under elsewhere.

2. Physical Barriers: - These referred to distraction in the averment such as the sound of an air conditioner ,
cigarette smoke, or an overheated room, which interfere with the listening process. They could also be
in the form of information overload. For example, if you are in meeting with your manager and the
phone rings and your mobile beeps at the same time to let u know that you have the message. It is very
hard to listen carefully to what is being said.

3. Attitudinal Barriers :- pre occupation which personal or work related problems can make it difficult to
focus one’s attention completely on what speaker is saying, even what is being said is of crime
importance. Another common attitudinal barrier is egocentrism, or the belief that you are more
knowledgeable when the speaker and that you have nothing new to have to learn from his ideas.
People with this kind of close minded attitude may very poor listeners.

4. Wrong Assumptions :- The success of communication depend on the both the sender and receiver, as we
have seen in an earlier unit. It is wrong to assume that communication is the sole responsibility of the
sender or the speaker and that listeners have no role to play. Such an assumption can be big barrier to
listening. For example, a brilliant speech or presentation, however well delivered, is wasted if the
receiver is not listening at the other end. Listeners

have as much responsibility as speakers to make the communication

successful, by paying attention seeking clarifications and giving feedback.
 Another wrong assumption is to think that listening is a passive activity, in which a listener merely the
thoughts of the speaker. On the contrary, real listening or active listening is hard work – it requires
speaking sometimes to ask question, agree or disagree with the speaker, give feedback etc.

5. Cultural Barriers :- accents can be barriers to listening, since they interfere

with the ability to understand the meaning of words that are pronounced

differently. The problem of different accents arises not only between cultures, but also within a
culture. For example, in a country like india where there is enormous cultural diversity, accents may
differ even between regions states. Another type of cultural barrier is doddering cultural values. The
importance attached to listening and speaking differs in westen and oriental cultures. Generally,
orientals regeard listening and silence as almost a virtue, whereas Attach greater importance to
speaking. Therefore this would interfere with the listening process, when two people from these two
different cultures communicate.

6. Gender Barriers :- communication research has shown that gender can be barrier to listening. Studies
have revealed that men and women listen very differently and for different purposes. Women are more
likely to listen for the emotion behind a speaker’s words, when men listen more for the facts and the
content.

Example :- a salespersons giving a demonstration of a new type of office equipment may be asked by
two colleagues if the equipment will work without ant problem and respond by saying “Sure.” A male
user may take his at face value, where as the female user may detect some hesitation in his voice. This
is because the male user listen for the content of the message, where as the female user listen for the
tone of the message.

7. Lack of Training :- listening is not an inborn skill. People are not born good listeners. They have to
develop the art of listening through practice and training. Lack of training in listing skills is an
important barrier to listing, in the Indian Context.

8 Bad Listening Habits :- Most people are very average listeners who have developed poor listening habits
that are hard to said and that act as barriers to listening. For example, some people have the habits of
“faking” attention, or trying to look like a listeners, in order to impress the speaker and to assure him
that they are paying attention. Others may tend to listen to each and every fact and, as a result, mis out
on the main point.

Ans- 7 Types of Noise sources:

There are several types of noise sources in electrical circuits. However, we

discuss only threee important noise sources here.

1. Thermal or Johnson Noise

2. Shot Noise
 3. 1/f Noise (Also called Flicker or Pink noise)

1. Thermal Noise: This is the noise generated by thermal agitation of electrons in a

conductor.

The noise power, P, in watts, is given by P = kT∆ f,

Where, k is Boltzmann's constant in joules per Kelvin,

T is the conductor temperature in Kelvin, and

∆ f is the bandwidth in hertz.

Note that thermal noise power, per hertz, is equal throughout the frequency
spectrum, depends only on k and T. The Thermal noise is also called Johnson’s noise.

2. Shot Noise: Shot noise normally occurs when there is a potential barrier (voltage
differential). PN junction diode is an example that has potential barrier. When the
electrons and holes cross the barrier, shot noise is produced. For example, a diode, a
transistor, and vacuum tube will all produce Shot noise. On the other hand, a resistor
normally does not produce Shot noise since there is no potential barrier built within a
resistor. Current flowing through a resistor will not exhibit any fluctuations. However,
current flowing through a diode produces small fluctuations. This is due to electrons (in
turn, the charge) arriving in quanta, one electron at a time. The current flow is not
continuous, but limited by the quantum of the electron charges.

When a mean current I flows, Shot noise leads to current fluctuations given by

I2(f) = 2eI0A2/Hz

Where, e (1.6 x 10-19 coulombs). is the electronic charge.

Shot noise is proportional to the current passing through the devise.

3. 1/f (one-over-f) Noise: 1/f noise is found in many natural phenomena such as nuclear
radiation, electron flow through a conductor, or even in the environment. In electrical
engineering, it is called also Flicker noise.

1/f noise is refers to a time series with random fluctuations. The power spectra
S(f) as a function of the frequency f is given by

S(f) = 1/f b

Where, b is very close to 1.

 However, note that this formula may not be applicable under all circumstances.

Flicker noise is more prominent in FETs, and bulky resistors.

d. White Noise: White noise is the noise that has constant magnitude of power over
frequency. Examples of White noise are Thermal noise, and Shot noise.

Ans-10 Interviews
12 Comments

In the course of applying for jobs, you may have experienced or heard about a number of
different types of interview. These involve any combination of different elements,
comprising the number of interviewers, types of questions and approaches to questioning,
through to different formats for the selection process itself.

While you can get an initial idea of how the selection process for a job will work – will
there be one interview or two, will it be a panel of interviewers or just one person – it is
harder to anticipate different styles for the interview itself.

By understanding how the different styles of interview work, you stand a lower chance of
being surprised and left feeling uncomfortable during the interview itself. Being prepared
can only enhance your performance.

One-to-One Interviews

Most people are familiar with one-to-one interviews, as these are the most traditional type
of interview format. The interviewer in this case is usually the manager or supervisor for
the job to be filled.

With a loose structure, these interviews are fairly flexible. Your goal is to bond with that
interviewer, not only impressing them with your skills and experience, but encouraging
them to like you.

Panel Interviews

This type of interview typically involves between two and five interviewers. Panel
interviews are normally more formal and structured, with each person having their own
designated questions to ask.

While the panel interview may seem daunting, it is actually fairer, for there is less room
for personal dislikes to impede your candidacy.
There are usually one or two key people, while the others are representing different areas
of the organisation. Your goal is to identify the two key people and to persuade them
ahead of the others.

Serial Interviews

This is a variation on the above formats, requiring the candidate to sit a number of one-
to-one interviews on the same day. These serial interviews all take place with all
candidates before a decision is made.

Your goal is to remain fresh and to adapt to each individual interviewer, establishing
bonds with them all.

Behavioural (or Situational) Interviews

These interviews aim to glean indications about your future performance by exploring
your previous behaviour.

The behavioural interview question invites you to draw on an example from your past
experience. The example you’re asked to give might relate to a work situation, a project,
or a situation involving a ‘people problem’ from outside the workplace. The aim is to
gauge your chances of future success by hearing what you’ve accomplished before.

These questions usually start in one of the following ways: “Give an example of…”,
“Tell me about…”, “Describe…”, “Think about…”, etc.

Your goal is to include as many positive examples of your previous work in answers to
the questions as possible. This means that you need to identify plenty of past
achievements in advance and remember enough details about them to answer an initial
and a follow-up question.

In practice, many interviewers include a few behavioural questions in a one-to-one or

panel interview, so preparing your answers will rarely be wasted. You need to tailor your
answers to the specific vacancy you are applying for.

Group Interviews

As the name suggests, in a group interview, a number of candidates are interviewed at the
same time. This kind of interview enables the employer to gauge which candidates stand
out as leaders, with the ability to persuade others around them. This is particularly useful
for certain executive positions.

In practice, the interviewer may ask the group to solve a problem together, or ask an
individual candidate to present or discuss a certain issue with the others. There is clearly
a high degree of pressure involved with group interviews, with many personalities
involved as well as the inevitable stress of the event.
Your goal is to work well with the others, persuading them and ensuring that your
communication skills stand out. At the same time, you need to be reading the
interviewer’s responses to the same degree as in any other type of interview.

Performance Interviews

If you detest role play situations, then you will not welcome a performance interview, for
that is exactly what this involves.

The interviewer gives the candidate a work situation, likely to arise with this vacancy,
that the candidate must then respond to, describing their ideas and actions, and role-
playing how they would interact with other people involved. This kind of interview might
be used for customer-facing roles.

Your goal is to think clearly on your feet, retaining your communication skills despite the
pressure of being in an interview.

Screening Interviews

A screening interview is typically a short, preliminary interview that is set up to narrow

down a shortlist of candidates. Those who get through will go forward to a full interview.

These interviews may include psychometric tests to quickly weed out unsuitable
candidates. The Human Resources department often undertake this role, either in person,
via the telephone or computer. These interviews are inflexible and run according to preset
criteria. Your goal is simply to represent yourself the best you can.

Telephone Interviews

As mentioned above, the telephone interview is often part of a screening procedure. It

may also be conducted by one of the face-to-face interviewers, aiming to get a
preliminary sense of what your personality is like, before they meet you. In such a case,
you may not be told that this is an interview – even if it seems as if the employer is
ringing simply to discuss your application, you must always treat such conversations as
interviews.

Your goal is to communicate effectively, even when you are unable to read the
interviewer’s visual cues and are unable to project your own body language. Pauses will
sound like long silences on the phone, so you will need to keep your wits about you.

Pressure Interviews

This is when the interviewer(s) are deliberately hostile or challenging to the candidate.
Negative signals are given via speech and body language that are intended to test the
candidates mettle.
Your goal is to remain calm and unperturbed, thinking clearly under immense pressure.

Video Conferencing

This involves video and audio link-ups between remote sites. It is cost effective for
international organisations that are located in dispersed sites. Your goal is to respond
naturally in a rather artificial interview scenario.

Lunchtime Interviews

More a possibility for higher executive positions or head hunted candidates, this involves
a discussion held over lunch with either a head-hunter or a direct superior (to the
vacancy). Your goal is to present yourself well in a seemingly social situation, managing
your table manners as well as your thoughts and answers.

Although, this is usually positioned as a ‘chat’, you should treat it the same as any other
interview, and fully prepare beforehand.

Second Interviews

These are conducted after a number of candidates have been eliminated after the first
round of interviews. Second interviews may be longer and more probing.

An employer may be trying to decide between two candidates, or wanting to feel more
confident in their decision. A higher level manager may be involved in the second
interview.

Your goal is to further establish a bond with the interviewer, digging deeper into your
resources to provide compelling answers and examples of your achievements.

Ans -11 -Advantages of Teleconferencing

By an eHow Contributor

Teleconferencing between multiple participants in two or more locations is a strategic

communication tool deployed by many companies with multiple locations and dispersed
employees. Business cyclical shifts and economic downturns tend to see a rise in the use
of teleconferencing facilities. Used judiciously and strategically, teleconferencing can
enhance organizational productivity, engage employees at all levels and streamline travel
budgets.

Reduces Travel

1. One of the most-realized benefits of teleconferencing is reduced travel.

Businesses with multiple offices and federal governmental agencies with state
 offices can hold discussions, share critical information and conduct other
meetings with employees via teleconferencing.

Saves Time

2. Teleconferencing used frequently frees up time for company executives to finish

tasks and execute assigned roles in their own locations or home bases. Time saved
from reduced travel can be used more productively.

Streamlines Costs

3. During economic downturns, teleconferencing generally makes a comeback an an

effective communication and interaction tool. Companies tend to report
significant savings in travel and human-resources budgets.

Enhances Productivity

4. Teleconferencing allows dispersed employees to hook up with headquarters, have

long-distance meetings and strategic discussions, and share grievances and other
HR issues. Better employee engagement, understanding of roles and effective use
of time lead to enhanced productivity.

Short-Notice Scheduling

5. Teleconferencing systems and toll-free dial-in access facilities make it possible

for companies to schedule short-notice or ad-hoc employee teleconferencing
meetings or discussions.