Good governance and CITIZEN FRIENDLY BEHAVIOUR

2. സ‌ൽഭരണം‌(ഗുഡ്‌ഗവേണൻസ്). പപൊതു സ്ഥൊപനങ്ങളുപെ
നെത്തിപ്പ്, പപൊതുസ്വത്തിന്പെ മേൽമനൊട്ടം എന്നിവ നന്നൊയി
നെക്കുക എന്നതൊണ് ഈ പ്പമയൊഗം പകൊണ്ടുമേശിക്കുന്നത്.
"തീരുേൊനങ്ങപളെുക്കുന്ന പ്പപ്കീയപയയും അവ
നെപ്പിലൊക്കുകമയൊ നെപ്പിലൊക്കൊതിരിക്കുകമയൊ പെയ്യൂന്ന
പ്പപ്കീയപയയുേൊണ് " ഭരണം എന്ന പദം പകൊണ്ടുമേശിക്കുന്നത്

3. Mahatma Gandhi on SU-RAJ
• “A customer is the most important visitor on
our premises. He is not dependent on us. We
are dependent on him. He is not an
interruption in our work. He is the purpose of
it. He is not an outsider in our business. He is
part of it.”

5. Jawahar lal Nehru
• “….Administration is meant to achieve
something, and not to exist in some kind of an
ivory tower, following certain rules of
procedure and, Narcissus-like, looking on itself
with complete satisfaction. e test after all is
the human beings and their welfare.”

6. Aim of Administration
• 1.Pro-active
• 2.Responsive
• 3.Accountable
• 4.Sustainable
• 5.Efficient

8. • 4 Es
Ethos
Ethics
Equity
Efficiency
4(E) PILLARS OF GOOD
GOVERNANACE
& CITIZEN FRIENDLY SERVICE

9. ACCOUNTABLE
TRANSPARENT
RESPONSIVE
EQUITABLE&
INCLUSIVE
EFFECTIVE AND
EFFICIENT
FOLOWS THE
RULE OF LAW
PARTICI-
PATORY
CONSENSUS
ORIENTED
GOOD
GOVER-
NANCE
പ ൊതുസമ്മതി സുതൊരയം
പ് തികരണൊ
ത്മകം
സമതവം,ഉൾ
പെടുത്തൽ
ഫലപ് ദം,കൊരയക്ഷമം
നിയമൊനുസൃതം
ങ്കൊളിതവം
ഉത്തരേൊ
ദിത്തവ ൊ
ധം

10. തിരുക്കുെൾ -548-
എൺപതത്തൊൻ ഓരൊ േുറെ
പെയ്യൊ േന്നവൻ
തൺപതത്തൊൻ തൊമന പകെും
എൺപതത്തൊൻ-നീതി മതെി വരുന്നവമരൊട് സ്േയേിപലെന്ന
േട്ടിൽ ധൃതിയിൽ,ഓരൊ-അവരുപെ പരൊതികപളക്കുെിച്ച്
അെിവുള്ളവമരൊട് അമനവഷിച്ചെിയൊപത ,േുറെ
പെയ്യൊ- ദുഖത്തിനു പരിഹൊരം കൊണൊത്ത,േന്നവൻ -
രൊജൊവ്,തൺപതത്തൊൻ-തൻപെ ദണ്ഡനീതിയിൽ
അധപതിച്ച്,തൊപന പകെും-സ്വയം നശിക്കൊനിെവരും.

11. ദണ്ഡനീതി
സ്ർമവൊ ദണ്ഡജിമതൊ മലൊമകൊ
ദുർലെമഭൊ ഹി ശുെിർനര
ദണ്ഡയസ്യ ഹി ഭയൊത്സർവം
ജഗദമഭൊഗൊയ കല്പമത
ശിക്ഷ വിധികൾ പകൊണ്ടു നിയപ്രിച്ചൊൽ േൊപ്തപേ മലൊകം
സ്ന്മൊർഗ്ഗത്തിൽ സ്ഞ്ചരിക്കുകയുള്ളു.കൊരണം ജന്മനൊ
സ്ത്സവഭൊവികൾ ആയ നരന്മൊർ ഈ മലൊകത്ത് ദുർലെഭേപപ്ത.
ഈ മലൊകം േുഴുവൻ ശിക്ഷയിലുള്ള ഭയം പകൊണ്ടൊണ്
അവരുപെ ധർമ്മൊദികളനുഷ്ഠിക്കൊൻ തയ്യൊെൊകുന്നത്.
7-22 േനുസ്േൃതി

12. േനുസ്േൃതി 7-81
അദ്ധ്യക്ഷൊൻ വിവിധൊൻ
കുരയൊത്തപ്ത തപ്ത വിപശ്ചിത
മതസ്യ സ്ർവൊണയയമവമക്ഷത
നൃണൊം കൊരയൊണി കുർവതൊം
-േിേിധ‌േകുെുകളിൽ‌
ുദ്ധിസൊമർത്ഥ്യമുള്ള‌അദ്ധയക്ഷന്മൊപര‌
നിയമിക്കണം.അേർ‌വ ൊലി‌
പെയ്യുന്നേപര‌ രിവ ൊധിക്കണം.

13. അർത്ഥശൊസ്പ്തം
• “in the happiness of his subjects lies his
happiness, in their welfare his welfare,
whatever pleases himself, he does not
consider as good, but whatever pleases his
subjects he considers as good”.

14. Constitution of India
•Fundamental Rights and
Directive Principles of
State Policy are critical for
democracy

15. Thematic Areas
• 1. Service Quality
• 2.Innovation Leadership
• 3.E-Government
• 4. Licence Raj reforms
• 5.Citicen centered service

16. Targets
• 1.Central Govt.
• 2.State Govt.
• 3.Public offices
• 4.LSGD
• 5.Board and Corporations
• 6.Public Sector Undertakings

17. Methods-10 commandments
• 1. Centre of Excellence
• 2.Best Practise Manual
• 3.Trainiing
• 4.Observational study mission
• 5.Development of NPOs
• 6.Seminar
• 7.Workshop
• 8.Research
• 9.Study Meeting
• 10.Adoption of P&Q Tools

18. Results
• 1.Citizen satisfaction
• 2.Public trust
• 3.Cost effectiveness
• 4.Competitiveness
• 5.Quality of Life

19. Internal Environment
• 1.Organizational structure
• 2.Culture
• 3.Personnel
• 4.Resources

20. External Environments
• 1.Economic
• 2.Social
• 3.Cultural
• 4.Political
• 5.Demographic

21. Problems (and Solutions)
• 1. A collaborative approach to citizen
centred service improvements in various
govt. institutions, PSUs, Boards, Corporations
in the State.
• 2. Present methodology of Handling citizens
in the offices
• 3. How can achieve the Better citizen
satisfaction from Government Offices

22. Trustless-Worthless
• 1. For the common man, bureaucracy
denotes routine and repetitive procedures,
paper work and delays.
• 2. Rigidities of the system over centralization
of powers, highly hierarchical and top down
method of functioning with a large number
of intermediary levels delaying finalization of
any decision .

23. Trust-Worthy ?
• 3. Divorce of authority from accountability
and the tendency towards
micromanagement,
• 4. Non-performance of the administrative
structures, poor service quality and lack of
responsiveness.
• 5. The subjective and negative abuse of
authority .

24. Th e 2006 Transparency International
Corruption Perceptions Index
• According to the annual survey by the Berlin-
based organization Transparency International,
Finland, Iceland, and New Zealand are perceived
to be the world’s least corrupt countries, and
Haiti is perceived to be the most corrupt .
• India features at No. 70 with a rating of 3.3. This
is a very low ranking in the international scenario
and shows that corruption is a serious problem in
India.

25. ആമഗൊള പ്പതിഭൊസ്ം
• Corruption is a problem for all
countries. A poor score is likely a
sign of widespread bribery, lack
of punishment for corruption
and public institutions that don’t
respond to citizens’ needs.

26. • 1 .Denmark 92
• 2. New Zealand 91
• 3. Finland 89
• 4 .Sweden 87
• 5 .Norway 86
• 5 .Switzerland 86
• 7 .Singapore 84
• 8 .Netherlands 83
• 9 .Luxembrg 82
• 10 .Canada 81
• 11 .Australia 80
• 12 .Germany 79
• 12 .Iceland 79
• 14 .U. K. 78
• 15 .Belgium 76
• 15 .Japan 76
159. Syria 20
161 .Angola 19
161 .Guinea-Bissau 19
161 .Haiti 19
161 .Venezuela 19
161 .Yemen 19
166 .Eritrea 18
166 .Libya 18
166 .Uzbekistan 18
169 .Turkmenistan 17
170 .Iraq 16
171 .South Sudan 15
172 .Afghanistan 12
173 .Sudan 11
174 .Korea (North) 8
174 .Somalia 8
Transparency International Corruption
Perceptions Index 2014 - 85.INDIA 38

27. Immunity under Article 311 of C of I
• It is felt that bureaucrats are a law into
themselves. They hide behind mountains of
paper, maintain uncalled - for secrecy in their
dealings with public issues, take surreptitious
decisions for considerations that are not always
spelt out on paper, and are accountable to no one
.(now shifted by RTI). They have life-time
contracts of service which cannot be cut short on
any ground, defended as they are by the
safeguards under Article 311 of the Constitution.

28. Define Citizen centered Service
Delivery
• ‘’’’Citizen Centered Service incorporated
citizen’s concerns at every stage of the service,
design and delivery process;i.e,citizen’s needs
become the organizing principle around which
the public interest is determined and service
delivery is planned.’’’

29. What is a Citizen centered Govt.?
• Listening the Citizens,their Needs and their
Priorities for Govt.action
Meetiing Citizens Needs through Integrated
Govt.Policy and Integrated Service and
Regulation Delivery-In order to improve
Govt.Performance in the eyes of citizens
Fill the Gap

30. Citizen centered measures
• 1.RTI Act
• 2.Citizen’s Charter
• 3.Help Desk
• 4.Online options
• 5.Help of ICT

31. Understand............
• Understanding citizen’s and
businessmen’s needs,
expectations and priorities for
improvement of Governance

32. Citizen’s Needs and Expectations
• 1. They compare the quality of service delivery
from the Public and Private sector
• 2.Finding the Service (Awareness about the
service)
• 3.Accessing the Service (Capability)
• 4.Citizens Experience with Public or Private

33. Citizen satisfaction criteria
• 1. Timeliness
• 2.Ease of access
• 3.Knowledge and Competence
• 4.Courtesy
• 5.Fairness and outcome

35. change the mindset
• COMMUNICATION SKILLS
• Understanding the basics of Verbal and
Non verbal Communications
• Definition-
• Demonstration-
• eXPLAIN

36. • Communication skills are important to
everyone - they are how we give and receive
information and convey our ideas and
opinions with those around us.

38. ആ യേിനിമയം‌5 തരം
• 1. Verbal-േൊപമൊഴി (sounds, language,
and tone of voice)
• 2. Aural -പ് േണം(listening and hearing)
• 3. Non-verbal ആംഗയം(facial expressions,
body language, and posture)
• 4. Written-േരപമൊഴി (journals, emails,
blogs, and text messages)
• 5. Visual-ദൃ യം (signs, symbols, and
pictures)

39. THE TONE OF VOICE
CREATES PROBLEM

41. gOOd cOmmunication skills
• 1. Eye Contact
• 2.Smile
• 3.Use person’s Name
• 4.Hand Shake
• 5.Listen
• 6.Show interest and Enthusiasm

43. Barriers of communication
1.Language Barriers
2.Clarity and
Accuracy
3.Means used and
Methods applied
4.Misunderstanding
5.Too many
messages
6.Lack of Interest
7.Bios
8.Body timing

44. 9 Examples of Good Communication skills
• 1.േയക്തമൊയ‌ഉച്ചൊരണം‌- Clear speaking
Language to easy understand
• 2.യുക്തമൊയ‌ രീരഭൊഷ‌– Open and Non
threatening
• 3.നലല‌മുഖഭൊേം‌‌- ുഞ്ചിരി
• 4.നലല‌പ് േണം‌– Listern with Attention
• 5.വനർക്കൊഴ്െ‌– Eye Contact
• 6.ആംഗയം(അംഗേിവക്ഷ ം) –good manner
• 7.വദഹഭൊേം- sat straight
• 8. ബ്ദം‌– No swearing
• 9.സ് ർ നം- Shake Hand

45. A study
• Majority of citizens are not satisfi ed with the
delivery of public services.
• Police, judiciary and municipalities, (which enjoy
a greater discretion and power), not even 20 per
cent of the households are satisfi ed with their
services
• Essential services such as the PDS, hospitals, and
electricity and water supplies, a mere 30-40 per
cent of the households are happy with the
services

46. Public Grievence cell
• Citizens are not even aware that such systems
exist and departments make no effort to
educate them.
• The behaviour of cutting-edge level
employees is another area of concern. Most
employees of the public services are not
turned into the changing expectations of the
citizens.

47. Permanent Govt.servants
• Public servants are alleged to invariably come
late to office, spend a large part of the day in
sipping tea, smoking and indulging in gossip,
and leave offi ce early
• productivity is said to be abysmally low,
estimates of their actual working hours
ranging from one to two-and-a-half hours in a
day.It is felt that bureaucrats are a law into
themselves.

48. Listening &Hearing
HEARING
1.ACCIDENTAL
2.INVOLUNTARY
3.EFFORTLESS
4.PHYSIOLOGICAL
LISTENING
1.FOCUSED
2.VOLUNTARY
3.INTENTIONAL
4.PSYCHOLOGICAL

49. • Active listening implies listening with a
purpose. We might listen to gain
information from the speaker, not just to "fill
in the awkward silence." When listening
actively, we obtain directions, pay attention to
details, solve problems, get to know people,
share interests, feelings, emotions, etc.

50. • Active listening, in contrast, requires you to
“get inside” the speaker’s head so that you
can understand the communication from their
point of view.
• As an active listener, you try to understand
what the speaker wants to communicate
rather than what you want to understand.

51. How To Improve Your Active Listening
• 1. Make Eye Contact
• 2. Exhibit Affirmative Head Nods And Appropriate Facial
Expressions
• 3. Avoid Distracting Actions Or Gestures
• When listening, don’t look at your watch, shuffle papers, or
engage in similar distractions.
• 4. Ask Questions.
• 5. Paraphrase.(Do you mean . . . ?”)
• 6. Avoid Interrupting The Speaker
• 7. Do Not Over Talk
• 8. Make Smooth Transitions Between The Roles Of
Speaker And Listener.

52. 'Active or eFFeCTIVe listening
• Active listening is a skill that can be acquired
and developed with practice, take time and
patience to develop.
• 'Active listening' means, as its name suggests,
actively listening. That is fully concentrating
on what is being said rather than just passively
‘hearing’ the message of the speaker.

53. Yes,Mmm,Hmm,Ok..........
• Active listening involves listening with all senses. As well
as giving full attention to the speaker, it is important that
the ‘active listener’ is also ‘seen’ to be listening -
otherwise the speaker may conclude that what they are
talking about is uninteresting to the listener.
• Interest can be conveyed to the speaker by using both
verbal and non-verbal messages such as maintaining eye
contact, nodding your head and smiling, agreeing by
saying ‘Yes’ or simply ‘Mmm hmm’ to encourage them to
continue. By providing this 'feedback' the person
speaking will usually feel more at ease and therefore
communicate more easily, openly and honestly.

54. • Box 1: Place a dot on the letter “i.” •
• Box 2: Print the letters of the word “xerox” in
the blank spaces.
• • Box 3: I saw a papa bull (PB), a mama bull
(MB), and a baby bull (BB) in the barnyard.
Circle the one that does not belong.
• • Four words are in a box. Circle the one that
belongs.

55. i __ __ __ __ __
PAPA BULL
MAMA BULL
BABY BULL
DRUM CAKE
PLATE BOX

56. Quick Answer
• If Mama bull, Papa bull and Baby bull are in a
pasture and the Baby bull gets frightened by
something, who would he run to first?
• Papa bull. Mama bulls don't exist.

57. Behaviour
• Human behavior is believed to be influenced
by the endocrine system and the nervous
system. It is most commonly believed that
complexity in the behavior of an organism is
correlated to the complexity of its nervous
system. Generally, organisms with more
complex nervous systems have a greater
capacity to learn new responses and thus
adjust their behavior.

58. bEhAvIoUr=
• മെഷ്െിതം
• വയവഹൊരം
• പപരുേൊറ്റം
• പപരുേൊറ്റരീതി
• പ്പവർത്തനരീതി
• ശീലം
• നെപെി പ്പവർത്തനരീതി

59. Work Behaviour
• Work behavior is the behavior one uses
in employment and is normally more formal
than other types of human behavior. This
varies from profession to profession, as some
are far more casual than others. For example,
a computerprogrammer would usually have
far more leeway in their work behavior than
a lawyer.

60. Counterproductive work behavior
• Counterproductive work behavior is also a
type of work behavior. Most of the people do
not know what counterproductive work
behavior is.[1] Even people do not recognize
this behavior, it seems normal to them. Here
are some examples in order to understand
what counterproductive behavior is,

61. Egs--
• 1.When someone is ignoring people at work.
• 2.When people work slowly and the work needs
to be done fast.
• 3.When people refuse to help their colleagues.
• 4.When people refuse to accept a task.
• 5.When people show less interest in their work.
• 6.When people show destructive behavior against
their colleagues.
• 7.When people do not appreciate their
colleague's success.

62. Job analysIS
• Recognizing positive and productive behavior
at a workplace can be quite simple by
using Job analysis. This method is quite simple
and gives others a better understanding and
evaluation of a typical duty they are looking
for.

63. Organizational Behavior (OB)
• Organisational behaviour is "the study
ofhuman behavior in organizational settings,
the interface between human behavior and
the organization, and the organization itself."

64. OB can be divided into three levels
• .[2] The study of
• individuals in organizations (micro-level),
• work groups (meso-level),
• how organizations behave (macro-level).

65. Psychopathy(Personality Disorder)
• Psychopathy in the workplace is a serious issue as,
although psychopaths typically represent only a small
percentage of the staff, they are most common at
higher levels of corporate organizations and their
actions often cause a ripple effect throughout an
organization, setting the tone for an entire corporate
culture. Examples of detrimental effects are
increased bullying, conflict, stress, staff
turnover and absenteeism; reduction
in productivity and social responsibility.[1] Ethical
standards of entire organisations can be badly
damaged if a corporate psychopath is in charge

66. White collar psychopaths
• White collar psychopath fraud feasors who
use other people as tools for conning, duping,
manipulating and perpetrating fraud.

67. Unethical behavior
• Unethical behavior is an action that falls
outside of what is considered morally right or
proper for a person, a profession or an
industry. Individuals can behave unethically, as
can businesses, professionals and politicians.

68. examples
• Unethical Behavior Among Politicians and the Government
• Using the Internal Revenue Service (IRS) to target groups that you do not like by auditing those
groups or refusing to give them tax exempt status.
• Obtaining private tax information about your political opponents from the Internal Revenue Service
and using that information in a campaign.
• Knowingly telling lies about your own political position or about the political position of your
opponent just to get elected.
• Accepting excess campaign contributions that violate campaign finance laws.
• Using money that was donated to your campaign for personal, non-approved expenses.
• Using your position of power to coerce lobbyists into buying expensive gifts for you and for your
wife.
• Secretly spying on U.S. citizens in violation of the Fourth Amendment and lying about the spying
that is going on.
• Using your position of power to close traffic lanes in order to intentionally create a traffic jam that
affects residents of a city because residents in that city are not likely to vote for you in an election.
•

69. Discussion
•Examples of Unethical
Behavior among
Government Servants

70. How to make your office welcoming for
visitors
• The front office is the reception area. This is
the area that every person who visits you will
come to first before being seen by the
relevant person. It is the public face of your
organisation and the place where people will
form their first impression.

71. • Receiving visitors – in most organisations,
visitors will spend some time in the reception
area before being seen by another person. It is
very important that you receive people
properly, make them feel comfortable and
deal with them professionally.

72. • Giving out information – Not all visitors come
for appointments with other staff. The
reception staff often help people - give them
information brochures or refer them
somewhere else

73. • Dealing with telephones – All of us have
experienced the frustration of rude and
incompetent telephone receptionists. It is very
important to deal with telephone calls
properly

74. • Make sure every visitor feels welcome and is greeted at once on
entering the reception area. Be friendly and welcoming.
• Find out who she has come to see or what the purpose of the visit
is.
• Find out if they made an appointment to see the person. You may
find that the issue the visitor has come about does not need the
person they have mentioned. You can just give the assistance and
advice there and then.
• If you cannot help and the culture of the organisation is that people
are welcome to see visitors at any time, find out if the person they
have come to see is available at that point in time. Make sure you
do not just send visitors directly without notifying the person who
you are sending them to.

75. Visitor is the Taxpayer
• If the person who is being visited is not available,
find out if there is anything you can do to help:
• You can ask the visitor to wait if it’s worth
waiting, offer them something to drink and read.
• Take the visitor’s details and make sure you write
them on a piece of paper, visible enough for the
reader to see.
• Assure the visitor that the message will get to the
right person.

76. Most Important..........
• If you cannot give assistance, call a person
who can. Never give false information or
wrong advice. Always have next to you your
organisational brochures, pamphlets and
simple documents that will assist you in giving
out the right information to the relevant
people.

77. Staff Behaviour
• Understand the work of the organisation and know the
answers to common questions.
• Be thirsty for information, attend staff meetings and
learn from others- you should know everything that
goes on in the organisation.
• Always speak to people in a friendly, clear and pleasant
manner.
• Always be polite, and never lose your temper.
• Make people feel special at all times.
• Be professional and if people will have to wait, tell
them how long it will take before someone will see
them.

78. Staff Behaviour
• Greet anyone who arrives immediately and ask
how you can help them
• If you are busy when someone arrives, do not just
ignore them, smile and give them a sign, tell
them someone will be with them soon.
• Do not talk to other staff members while
someone is waiting to be greeted.
• Never get into arguments in front of people in the
reception area or gossip about other staff
members.

79. Staff Behaviour infront of a visitor
• Dress in the manner that is suitable for the
people who visit you office
• Never disclose information that is private and
confidential
• Never act offensively - offensive behaviour
includes smoking in front of everyone, swearing,
and making personal telephone calls, speaking
very loudly, chewing, etc
• Always keep your work station/office tidy so that
you have a professional and efficient image.
• Avoid using the telephone for personal calls

81. Environment
• Put a sign outside your office so that it is easy to find
• Put a sign for reception or waiting rooms
• Put signs on all other office doors so that people can
easily find the right place
• Make sure you have seats for people who have to wait
• Decorate the reception area so that it is comfortable
and welcoming
• Put magazines, books or pamphlets in the waiting area
for people to read.
• Offer people tea or coffee if you can afford it or put a
jug with water and glasses in the area.

82. How to Handle Telephone Calls

83. 10 top tips for answering telephone
calls professionally
• 1. answer the call quickly.
• 2. Answering the phone ‘with a smile on your
face
• 3. Always mention your Office name in your
greeting. (നേസ്കൊരം,RDO OFFICE PALA)
• 4. Speak clearly and use professional
language

84. Avoid ‘’I dont know’’ etc...
• 5. When taking a message check the
information you are noting. Re-confirm any
spellings that you are unsure of back to the caller.
• 6. Learn the phonetic alphabet and use it when
you are confirming spellings back.
• 7. Even if you have no idea what they are talking
about remain positive and professional by using
‘let me find that out for you and come back to
you’ rather than ‘I don’t know’ as it shows
interest and a willingness to help

85. Out of office hours.....
• 8. If possible give the caller an idea when
they can expect a call back
• 9. If you have to put people on hold make
sure you go back to update them every few
seconds or so and remember to keep offering
to have them called back
• 10. Be aware your out of hours callers are just
as important as those who call within office
hours

87. How to Handle Telephone Calls
• Deal with telephone calls in the same way as
you deal with visitors – be polite, helpful and
friendly. Put people through as quickly as
possible – if someone is not available, get back
to them and take a message. There is nothing
worse than holding on for a long time – it
wastes people’s time and money

88. Hello !!!!

89. What to say when answering the
phone
• The best way to answer the phone is – "Name
of organisation, hello, how can I help you?"
• If you have to put someone through, say "
Please hold, I am putting you through"
• If the line is engaged, say: "She/he is on a call,
would you like to hold or can I take a
message?

90. Rules for answering the telephone
• Always be polite and welcoming.
• Keep your conversation as brief as possible
without sounding rude or in a hurry
• Make sure that you know your telephone
system are able to use all the facilities.
• Do not allow the phone to ring more than
three times, this may give an impression that
you are not there

91. Tips for answering telephones 1
• Get organised. Have everything like your pens,
desk pads, message books, etc, handy. Know they
dynamics of your job - if queries are always the
same, make sure you have the information at
hand.
• Decide as an organisation whether you should
ask "who may I say is calling?" This must be
discussed in the organisation – is it acceptable to
ask the callers who they are or should you just
put the calls through. In some office this may be a
problem.

92. Tips for answering telephones 2
• If you are expected to screen the calls this should not
be a problem at all.
• Ask the caller how you can help or what their problem
is. Listen attentively and let the caller know this. Avoid
interruptions while you are listening to someone on
the phone.
• When transferring calls never make the caller wait too
long. If the recipient of the call is busy, go back to the
caller and ask if you can take a message. Assure
him/her that you will give the message to the person.
• .

93. Tips for answering telephones 3
• When taking a message always read it back to
the caller to make sure that you have taken
the right message – especially phone
numbers. Thank the caller for calling. Never
slam the receiver in the ears of the caller.
• Develop a proper system for passing on
messages. If a message was not passed on and
the call seemed urgent phone the caller back,
explain and ask if you can help in any way.

94. Conclusion
• ‘’’A Good listener tries to understand
thoroughly what the other person is saying. In
the end he may disagree sharply,but before he
disagrees,he wants to know exactly what it is
he is disagreeing with.’’’
• -Kenneth A WELLS