管理沟通以案例分析为视角英文版第5版教辅文件Hershey Foods Teaching Note

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管理沟通(案例分析法)MBA精选教材英文版

Retail Energy Services Enron Energy Services
2019/1/12
Guo Zhiwen (C) Copyright
4
Enron’s chairman resigns (A)
Kenneth Lay, the CEO of Enron, resigned t night, the
2019/1/12
Guo Zhiwen (C) Copyright
12
Multileveled Business Ethics
The individual----values concerning the balance between self-interest and common good or fairness. The organization----group conscience for good or evil. The economy----pattern of social,political and economic forces that drives individuals and businesses.
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CHAPTER 3 Communication Ethics
2019/1/12
Guo Zhiwen (C) Copyright
1
Chapter Focus
In this chapter you are going to learn: 1. Defining business ethics 2. Three levels of inquiry 3. Three views of decision making and an integrated approach 4. How to make moral judgments 5. Statements of ethical principles

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 06

P ERSUASIONC HAPTER 6Virtually all organizational communication includes some element of persuasion.I. The Human Belief System: Two Schools of ThoughtA. Behaviorism1. Contends that human behavior will most clearly reveal what a person isthinking, and that persuasion is most effectively exercised at thebehavioral level.2. Emphasizes observable, measurable behavior and discounts the role orvalue of mental activity.3. Learning occurs when there is a measurable change in the frequency ofobservable events.4. If human behavior can be conditioned to respond to external influences, aninternal change in attitudes and beliefs may result.B. Cognitivism1. Cognitivists believe that it is possible to learn something without changingthe learner’s behavior.2. Knowledge is viewed as symbolic mental constructs in the learner’s mind,and the learning process is the means by which the symbolicrepresentations are committed to memory.3. Early cognitivist, Milton Rokeach, explored the human attitudinal system,examining the relationship among the elements that comprise our beliefsand the factors associated with attitudinal assimilation and behavioralchange.II. A Conceptual View of the Human Attitudinal SystemA. In Rokeach’s view of the human attitudinal system, three components help todefine what we believe, how we organize those beliefs, and how they influenceour day-to-day behavior.1. Beliefs are at the core of the system, are acquired early in life and are themost fundamental component of our values.2. Attitudes are outgrowths of our beliefs, are dependent on them and tendto be consistent with them.3. Opinions are among the least stable and are the most susceptible topersuasion.B. The Role of Beliefs, Attitudes, and Opinions1. Change in one layer may expose a more fundamental layer to re-examination, but will require no change in the more basic layer.2. Change in a basic layer will require change in all higher attitudinal layers.3. The more basic the change, the more profound the reordering throughoutthe system.4. The less rational the basis for adoption, the more difficult is the basis forchange in a given belief or attitude group.5. The c loser a structure is to the center of one’s belief system, the morecentral it becomes to one’s self-concept.III. Objectives of PersuasionA. Reinforcing positive opinion.B. Crystallizing latent opinion.C. Neutralizing hostile opinion.IV. Outcomes of PersuasionA. Reinforcement of existing attitudes.B. Modification or shifting of existing attitudes.C. Creation of new attitudes.V. The Science of PersuasionA. Liking. We tend to like those who like us, but we also tend to like those who arelike us.B. Reciprocity. People repay in kind, and expect to receive what they give.C. Social proof. People will follow the lead of similar others when they’re asked todo something.D. Consistency. People do what they say they will and appreciate staying withintheir own “comfort zone.”E. Authority. People readily defer to experts.F. Scarcity. The value of an object often rises as fewer become available.VI. Successful Attempts at PersuasionA. Gaining the attention of your audience.B. Providing the appropriate motivation for your audience.1. Human needs as motivationsa. Maslow’s Hierarchy of Human Needs1. Basic needs.2. Security needs.3. Belonging needs.4. Love or esteem needs.5. Self-actualization needs.b. ERG Theory1. Existence needs.2. Relatedness needs.3. Growth needs.c. Packard’s Eight Hidden Needs1. Need for emotional security.2. Need for reassurance of worth.3. Need for ego gratification.4. Need for creative outlets.5. Need for love objects.6. Need for a sense of power.7. Need for roots.8. Need for immortality.2. Relating needs theory to persuasive messagesa. A highly credible source gets a good response from a fear appeal.b. If a strong fear appeal threatens the welfare of a loved one, it tendsto be more effective than if it threatens the members of theaudience themselves.c. A strong fear appeal may be related to personality characteristicsof the audience.d. The arousal of fear in an audience seems to depend on thespeaker’s ability to convince the audience of the probability thatthe threat will materialize and the magnitude of the consequences.3. Social conformity as motivationa. Admired individuals.b. Peer groups.c. Societal norms.C. Channeling the motivation of your audience to take action1. Recommend a specific proposition or proposal.2. Show the high probability that the satisfactions will be forthcoming.D. Inducing resistance in the audience to counter-persuasion1. State opposing arguments and refute them.2. Encourage audience.3. Warn the audience that others will attempt to get them to change theirminds.VII. Should You Use a One-Sided Argument or Two?A. One-sided arguments work best:1. When the audience agrees with your position and your aim is simply tointensify agreement.2. When the audience is not well-educated or has relatively low self-esteem.3. When the audience will not later be exposed to any form of counter-persuasion.B. Two-sided arguments work best:1. When the audience initially disagrees with your proposal.2. When you know the audience will be exposed to subsequent counter-persuasion or propaganda.3. When the audience has a low level of knowledge or personal involvementwith the topic.4. When you hope to produce more enduring results.VIII. Managing Heads and Hearts to Change Behavioral HabitsA. You must create a new frame of reference through which information andmessages are interpreted.B. You must manage the emotions and expectations of your audience.C. You must provide constant reinforcement to prevent backsliding.IX. Being PersuasiveA. Know your audience.B. Know what you want and what they want.C. Select your evidence carefully.D. Keep the argument simple.E. Listen before you speak.F. Manage your emotions as well as theirs.G. Connect with your audience on a personal level.。

管理沟通以案例分析为视角英文版第5版教辅文件IM 5e Chapt 07

T ECHNOLOGYC HAPTER 7“Technology is a two-edged sword with the potential to make us more productive,or to drain away our time.”I. Life in the Digital AgeA. It’s quicker, cheaper and easier to ship electrons (as in e-mail attachments) than it isto ship atoms and molecules (as in FedEx overnight packages).B. The way we work and live has changed. We can find anyone with a cell phone orpersonal computer in a matter of seconds.C. Since the advent of PC’s just over 25 years ag o, more than a billion have soldworldwide.D. By 2011, more than 80 percent of all U.S. households had access to at least onepersonal computer, and 66 percent had in-home access to broadband connections.II. Communicating DigitallyA. The means of production are now in our minds, in our hands, and on our desktops.B. For all of the advantages which this new technology brings to our homes, ourbusinesses, and our lives, there are complications.1. There is no longer a distinction between work and home.2. In the U.S., more than $650 billion a year in productivity is lost due tointerruptions and inattention.3. Managers rely on fewer nonverbal and visual cues to gather meaning due toworking across time zones and with geographically dispersed groups andteams.III. Managing Electronic MailA. If you have a problem, admit it. White collar workers waste an average of threehours a week sorting through junk mail. If you spend more time than that,you have a problem.B. Send less. Get less. If you send less e-mail you’ll reduce the volume of return mailin your inbox.C. Escape the endless reply loop. Finish a message with “No reply needed,” or follow arequest with “Thanks in advance.”D. Check the “To” field before you click “Send.”E. Don’t copy the world. Think twice about the people you put on your “cc” list.F. Pick a subject, (almost) any subject. Crafting a relevant subject line will promptpeople to open your messages and act on them quickly.G. Think before replying. If you respond to e-mail messages immediately, youestablish the expectation in your readers’ minds that you will always respond quickly.H. Think again before replying. If you’re angry, upset, or irritated at something you’vejust read in an e-mail message, give yourself a day – or at least a few hours – to cooldown before responding. You may end up saying something you’ll regret.I. Be careful with criticism. E-mail eliminates virtually all of the important nonverbalcues we’re accustomed to seeing and hearing as we judge a message sender’s intent.J. Handle each message just once. If it’s unimportant or irrelevant, hit the delete key.File each message you want to keep in a folder as it comes in.K. Don’t check your e-mail constantly.L. Don’t ignore the conventions of c orrespondence. You should not write to people in all lower case letters, ignore punctuation, or abandon conventional spelling.M. Avoid abbreviations and cyberjargon. You can’t assume everyone is familiar with the endless acronyms circulating out there.N. Try to keep messages under two or three paragraphs.O. Make URLs Useful.P. Be cautious about attachments. Don’t attach documents, pictures, or spreadsheets to your messages unless you’re certain the recipient wants or needs to see them.Q. Include a signature file.R. Check your time/date stamp.S. Get help when you need it.IV. Privacy and Workplace MonitoringA. Why Do Employers Monitor?1. Security. Every business has information that it wants kept confidential.2. Productivity. More than one-third of all lost productivity is attributed toInternet abuse at work.3. Protection. Many companies faced with costly lawsuits are monitoring e-mail,voice mail, and other communication systems to uncover and disciplineworkers who harass or intimidate others in the workplace.4. Industry Regulation. State and federal regulatory agencies have publishednumerous rules requiring businesses of many sorts to hang onto all of their e-mail, just as they would retain their paper-based correspondence.B. Does an Employee Have a Right to Privacy?1. No federal law covers all aspects of an employee’s right to privacy on the job.Instead, a patchwork of federal and state laws regulates everything fromelectronic monitoring to visual surveillance, drug testing and locker searches.2. Employees really do not have a right of privacy in e-mailcommunication on their employer’s system, unless theemployer acts in a manner giving rise to a reasonableexpectation of privacy.3. The Electronic Communication Privacy Act of 1986, asamended, protects e-mail messages from interception by anddisclosure to third parties.C. Employer Rights. An employer has the right:1. To intercept and review e-mail messages generated,transmitted, stored, or received on a company-owned or leasedsystem;2. To conduct an e-mail audit to determine how the system isbeing used, when, and under what conditions, for whatpurposes, and by whom;3. To disclose certain e-mail content to third parties if anappropriate authority (postmaster or system administrator)suspects or discovers illegal or unauthorized use;4. To require employee training in e-mail system use;5. To receive employee acknowledgment of training andunderstanding of e-mail system policy guidelines, restrictions,and limitations.D. Employer Expectations. An employer may reasonably expect:1. That company-owned e-mail systems will be used principallyor exclusively for official business purposes;2. That employees will not use company-owned e-mail systemsfor profit, private gain, or personally owned businesses;3. That employees will not use company-owned systems forillegal purposes;4. That employees will not use company-owned systems forunauthorized disclosure of proprietary data or confidentialinformation;5. That employees will not use company-owned systems to sendinappropriate messages, including rude or discourteousmessages, sexually harassing messages, sexist or racistlanguage, profane language, obscene language or graphicimages or correspond with unauthorized addresses.E. Can my Employer Listen to My Phone Calls at Work?1. Employers may monitor calls with clients or customers for training purposesto assure quality control.1. Federal law, which regulates phone calls with people outside the state doesnot allow unannounced monitoring for business-related calls.2. Under Federal law, when an employer realizes a call is personal, he or shemust immediately stop monitoring the call.F. Can my Employer Obtain a Record of My Phone Calls?1. Telephone numbers dialed from phone extensions can be recorded by penregisters. It allows an employer to see a list of phone numbers dialed by yourextension and the length of each call.2. A new programming concept called “presence awareness” is able todetermine whether a PC, cell phone or wireless device is turned on or in use.G. Can my Employer Watch my Computer Terminal While I Work?1. Since your employer owns the computer network andterminals, he or she is free to use them to monitor employees.2. Union contr acts may limit an employer’s right to monitor.H. What Sort of Things Can They Monitor?1. Very inexpensive software and easy-to-operate hardwaremake it possiblefor almost any employer to know who has company-providedInternet access, who’s online, what they’re watching, howoften, and for how long.2. New software will now permit an employer to follow what’shappening on each employee’s computer screen.I. How Can I Tell If I am Being Monitored?1. Most computer monitoring equipment allows employees tomonitor without an employee’s knowledge.2. Some employers notify their workers that monitoring takesplace. If you know they’re watching, you’re more likely tobehave yourself.J. Is My Voice Mail Private?1. Voice Mail and e-mail are regarded as being nearly the samein the eyes of the law.2. The telephones, switching equipment, and the computer harddrives on which the voice mail is stored are the property of thecompany, and the company can access, store, and listen toanyone’s voice mail.K. Is There Any Way I Can Keep My E-mail and other Work Private?1. Yes, but an employer may forbid it.2. You could encrypt a personal e-mail message before you send it.L. Can Instant Messages be Monitored?1. An employer can monitor just about anything including AOL InstantMessenger.2. Many corporations have brought instant messaging into theoffice to make small groups and teams more effective.V. The Internet and Online BehaviorA. A survey of college students across the country found that 94 percent use the Internet,compared with just 66 percent of the overall U.S. population.B. Other findings about college students’ online use revealed the following.1. To them, the Internet and e-mail are as commonplace as telephones andtelevisions, and equally as indispensable.2. Two-thirds of them say they think the Internet has improved theirrelationships with classmates, and more than half think e-mail has enhancedtheir relationships with professors.3. These habits are clearly likely to continue once students enter the workforce.C. The Internet has become central to the way college students conduct research fortheir courses; communicate with their professors, friends, and family, and gatherinformation about everything from sports to the stock market and the weather.VI. Text MessagingA. Behind the texting explosion is a fundamental shift in how we view our mobile devices.1. Average “talk minutes” are down, but text messaging is up for both teenagers andadults.2. Text messaging takes up less bandwidth than phone calls, and costs less.3. Part of what’s driving the texting surge is the popularity of social media sites likeTwitter or Facebook.4.The goal is to pass along information in as little time, with as little small talk aspossible. Textin g’s rise over conversation is changing the way we interact.VII. Social MediaA. Social media is a term widely used to include many Internet-based functions and severalimportant categories are worth noting.1. Social bookmarking are sites that interact by tagging Web sites and searching onesbookmarked by other people.2. Social news sites interact by voting for articles (most popular, most read, most e-mailing)and commenting on them.3. Social networking sites like Facebook and MySpace interact by adding friends,commenting on profiles, joint groups and holding discussions.4.Social photo and video sharing sites like YouTube and Flickr interact by sharing photos orvideos.5.Wikis, such as Wikipedia and Wikia interact by adding articles and allowing users to editexisting articles online.B. Businesses are beginning to figure out how to use social media, primarily for marketingpurposes, but also for reputation management and corporate communication.C. On your own time, social media can be helpful for boosting your career and connecting withfriends.1. Just be careful how much you log on at work.2. It’s best to log on from a private computer or smart phone and to do it during break times.3. Keep in mind that there is still a risk. Don’t trash your boss or co workers or complain tooseverely about work.VIII. Etiquette and Office ElectronicsA. Cell phones1. Turn them off while driving.2. Turn them off while in any location where people expect some measure ofprivacy and quiet.3. Don’t assume those around you are interested in hearing your conversation.4. Don’t assume that because your employees own a cell phone that they areavailable to talk business 24 hours a day, 7 days a week.B. Voice Mail1. Keep your outgoing message brief.2. One outgoing message is fine unless you plan to be gone for a week.3. Tell people how to get past the outgoing message.4. When leaving a voice mail message, identify yourself, give your call back number,and explain briefly why you’re calling.5. Don’t listen to your voice ma il messages on the speaker phone.C. E-Mail1. Don’t send e-mails that make angry demands.2. Don’t waste recipients time with the latest “jokes du jour.”3. Don’t order people to visit your web page.4. Don’t write to anyone in all lower case letters or s hout at your readers in all capital letters.5. Don’t ever insult, malign, harass or demean your readers or anyone else in those e-mailmessages you write.6.Include a salutation, complimentary close and – in the first paragraph or two – a statementof purpose.VII. Working VirtuallyA. Advantages1. Cost – paying less for office space and employee support;2. Productivity – reduced absenteeism and increased employee retention;3. Access – to its own employees at unusual times and places;B. Disadvantages1. Costs – initial outlay to purchase equipment can be significant;1. Technology – concerns about providing technical support to remote workers;2. Culture – telecommuters may not be given the same opportunities fortraining, advancement, or promotion;3. People – many take pride in their office, enjoy socializing andinteracting with their co-workers and colleagues and find the climatein their work locations energizing and inspiring;VIII. TeleconferencingA. Planning a Teleconference1. Identify the purpose of your teleconferencing meeting.2. Identify the person who will chair the meeting.3. Plan the agenda.4. Distribute the agenda.5. Schedule the teleconference.6. Confirm the teleconference with the participants.7. Share important resource materials with participants.B. Conducting a Teleconference1. Get to the conference site early.2. Watch what you wear.3. Act as if people are watching you.4. Start on time.5. Take control of the conference.6. Ask participants to introduce themselves as you begin.7. Jot down peop le’s names and locations.8. Ask participants to identify themselves when they speak for the first time.9. Speak a bit more slowly to ensure that everyone can understand you.10. Avoid side conversations.11. Be patient if the system includes a slight delay.12. Try to make eye contact with the camera.13. Don’t read a speech or prepared statement.14. Summarize key issues as you move along.15. Establish what’s next for the group.16. Stop on time.17. Prepare and distribute minutes of the teleconference.。

管理沟通以案例分析为视角英文版第5版教学课件Ch. 13 Dealing with the News

Devels you hope to achieve by working with local news professionals. • The general content of your message. • The intended audience for your message. • The visuals or photo opportunities you intend to offer.
Getting Ready
• Confirm your strategy with your supervisor and the corporate communication officer. • Research the reporter. • Refine your message and practice. • Confirm the details and ground rules.
Making It Happen
• You don’t have to accept a reporter’s premise or use a reporter’s words. • Tell the truth. • Avoid arguments
Making It Happen
• Stay likeable. • You’re always on the record. • Use examples, illustrations, and brief anecdotes. Tell stories your audience can understand and identify with.
MEDIA RELATIONS
Preparing for and Giving Media Interviews

管理沟通以案例分析为视角英文版第5版教学课件Ch. 12 Meetings That Work

Why Do We Meet?
A formal meeting is a communication alternative available when you cannot accomplish your goals in any other way.
Consider meeting when you need to: ▪ Motivate ▪ Educate ▪ Recreate ▪ Initiate ▪ Network ▪ Reward
Additional Steps to Take
▪ Arrange for a meeting time, date, and place. ▪ Coordinate details at the meeting site. ▪ Distribute the agenda, unless secrecy is essential. ▪ Assign roles such as facilitator, recorder, leader, and participant.
Select a Meeting Style
▪ The Staff Conference
▪ Each team member reports to you on how his/her project is going, answers your questions and make recommendations.
▪ Talk about goals ▪ Listen to reports ▪ Train people ▪ Build morale ▪ Reach a consensus ▪ Gather opinion
Do Not Call a Meeting When . . .

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 13

M EETING T HE M EDIAC HAPTER 13“News is what you don’t want to tell me. Everything else is public relations.”I. Maintaining a positive, honest, accessible relationship with the news media who report onyour industry and your company will never be easy, but it will be essential.II. Your best interests will be well served if you choose to selectively cooperate with reporters and editors who wish to interview you.A. Here are six ways to prepare yourself for these interactions.1. Reflect upon why interviews are important.2. Decide whether or not you should accept the interview.3. Know what you are getting into with the media.4. Prepare for the interview .5. Use preparations to make it happen during the interview.6. Follow-up with the person who interviewed you.III. Interviews are important for a number of reasons:A. They are an unparalleled opportunity to reach a large audience.B. They represent an opportunity for you to tell your story.C. They are an opportunity to inform.1. As a manager, they give you a chance to establish yourself as an expert oncertain subjects, or at least as a specialist who knows something about themarket, the product category, or the industry.2. Being friendly with those who are in search of information to support anewsworthy story can buy some goodwill for you when times are moredifficult and the story is about you, rather than someone else.3. If you offer information about your company on a regular basis, chancesare much greater that the readers and viewers of those news outlets willassociate your name, your company’s name, and your product or serviceline with such important attributes as quality, currency, value, anddesirability.D. They offer an opportunity to address public concerns. This is particularlyimportant because, if the public loses confidence in you, your company’s businessis done.E. They give you an opportunity to set the record straight.F. They offer an opportunity to apologize – if an apology is called for. An apologymay or may not reduce the risk of litigation, and there are ways to say you’resorry without assuming blame. An apology can defuse a situation to youradvantage.G. They are an opportunity to reinforce credibility. It is important in your role as amanager to reinforce public belief in what you do, in what you make or provide,and in who you are as an organization.IV. Should you or shouldn’t you respond to a reporter’s request for an interview?A. Here are a few blanket rules:1. Do not talk to reporters you do not know.2. Find out who the reporter is and then take some time to gather information,consult with others, and formulate a decision about participating.3. Be especially wary of cooperating with CBS’s60 Minutes or other similarentertainment programs. They don’t play by the same set of rules thatlegitimate news-gathering organizations do.B. Ask your Public Affairs or Corporate Communication office for help.C. Get some background before committing.D. Remember that gut feelings are important. Do not agree to participate if:1. You don’t trust the reporter;2. You are not clear on the direction or intent of the story;3. A reporter tries to high-pressure or blackmail you into cooperation;4. The nature of the story is so strongly negative that you do not want yourname or your company’s name associated with the report.V. A look at the news media.A. Remember that the media are a business.1. Newspapers, magazines, television stations and networks, and radiobroadcasters make money not by selling news, but by selling air time andspace to commercial advertisers.2. They are willing to gain revenues by focusing on more controversialstories or by searching for “bad guys.”B. Different size markets promote different risks.1. Large markets:a. It is often more difficult to report good news than bad, especially ifthat news is routine or does not represent exceptional information.b. Reporters are much less sensitive to the relationshipbetween advertising and profits.2. Small markets:a. Rarely employ reporters who are specialists.b. A general assignment reporter may know nothing ofyour business or industry.C. Remember that reporters do make mistakes. Respond to this situation, but handleit carefully. A reporter’s most important asset is her credibility. Appeal to hersense of professionalism before you move on to the assignment editor or newsdirector.D. Never demand a retraction or threaten a reporter.E. It makes a difference if the error is a fact or opinion.1. If the mistake is an error-in-fact, editors and news directors will be quickto correct it, and will usually do so with an apology.2. If the mistake is a matter of opinion, it may be difficult or even impossibleto get a correction or response from a reporter or broadcaster.F. Note that very few reporters are influential enough to make key decisions aboutthe stories they cover.G. Get to know local management to avoid being surprised by bad news.VI. How to prepare to meet with a reporter or to be interviewed by a journalist.A. Develop a strategy that addresses the following issues:1. The goals you hope to achieve by working with local news professionals.2. The general content of your message.3. The intended audience for your message.4. The visuals or photo opportunities you intend to offer.5. The timing and sequence of events involved in your story.6. What makes this story different from others?7. What makes your story newsworthy?8. The media you plan to work with to tell your story.9. Review and revise as needed.B. Research the reporter with whom you have agreed to interview to learn about herstyle, background knowledge on your company, and other related issues.C. Refine and practice your message.D. Confirm the details and ground-rules of the interview.E. Review the news the day of your interview – you never want to be surprised.F. Remember, that you are the expert.VII. When the moment of the interview arrives, here is a final checklist to consider.A. A prepared pocket card containing key facts and figures, along with current,positive talking points may be of some help.B. Arrive early, check out the setting.C. Allow the make-up artists to apply a little light makeup if they offer.D. Get your points in early.E. Perform the “Mother-in-Law Test”: ask yourself whether or not your mother-in-law would understand the explanation you have just given.F. Be yourself.VIII. Stay in control during an interview because if you lose control you cannot determine the outcome; other people will do that for you.A. You must focus on your goals for the interview and offer responses that aredirected toward those goals.B. You do not have to accept a reporter’s premise; stick to what you know and repeatyour most important contentions.C. You do not need to reveal everything, but what you do say should be honest,accurate, and reliable.D. Avoid arguments by staying calm, under control, and professional.E. You are always on the record.F. Use examples, illustrations, and brief anecdotes that people can easily envision oridentify with.G. If you cannot speak to the questions, refocus the question or speak to the issue. IX. Follow-up with your press interview so that you can learn, grow, and improve your abilities.A. Review the article or tape and look carefully at the way the story came together.B. Keep the chain of command informed about every interview you do.C. Provide feedback to the reporter who interviewed you to either complement theirwork or to discuss what went wrong.D. Leave a record for your successor.1. Take a few minutes to draft a memo for the record explaining how therequest for the interview developed, what the key issues were, who wasinvolved, where the interview took place, and what your impressions were.2. Include a copy of the article or video tape.。

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 03

C OMMUNICATION E THICSC HAPTER 3Ethical business practice is a noble goal to which virtually all firms aspire.I. The ethical conduct of employers.A. Employees question the ethics of many of their managers today.B. Only one third of employees feel comfortable reporting ethical misconduct.There are three primary reasons employees do not report actual observedmisconduct.1. Believed the organization would not respond.2. Perceived lack of anonymous and confidential means of reporting.3. Fear of retaliation from management.C. Ethical misconduct by competitors causes the free marketplace to be undermined,expectations are destroyed, and trust is eliminated.D. Your ethical misconduct may very well cause you to be viewed as unreliable andself-centered, thus eventually isolating you from upstanding business practitioners. II. Defining business ethics.A. Business morality is what business ethics is about.1. The term “ethics” most often refers to a field of inquiry, or discipline, inwhich matters of right and wrong, good and evil, virtue and vice, aresystematically examined.2. The term “morality” is most often used to refer not to a discipline but topatterns of behavior common to everyday life.B. The phrases “corporate social responsibility” and “the social responsibility ofbusiness” are not synonymous with business ethics.1. They imply business ethics deal exclusively with relationships betweenbusiness organizations and their external constituencies.12. They do not include interaction with internal constituencies and otherethical issues.III. There are three levels of inquiry to business ethics:A. At the individual level, the concern is that the values by which self-interest andother motives are balanced with concern for fairness and the common good, bothinside and outside of a company.B. At the organization level, the concern is for the strength of the group consciencethat every company has as it pursues its economic objectives.C. At the business system level, the concern is for the pattern of social, political, andeconomic forces that drives individuals and businesses.IV. There are three views of decision making for the business communicator and all others who make business decisions.A. A moral point of view.1. Helps individuals establish a willingness to seek out and act on reasons.2. Requires individuals to act impartially.3. Under this view, the decisions to be made are not especially clear andmost often decision makers do not have adequate information.B. An economic point of view.1. Allocates resources based on the forces of supply and demand.2. Incorporates assumptions about the free market, such as honesty, theft,and fraud into decisions.3. Stresses that companies are not merely abstract economic entities, butlarge-scale organizations that involve human beings and must operate in acomplex environment.C. A legal point of view.1. Helps business activity stay in line with the extensive system of lawswhich govern our nation.2. Ignores a number of realities involving the law and decision making.a.The law is inappropriate for regulating certain aspects ofBusiness activity; not everything immoral is illegal.b. The law if often too slow to develop in new areas of concern.c. The law employs moral concepts which are not precisely defined,making it difficult to make decisions without considering morality.d. The law is often unsettled or in evolution on many issues.e. The law does not provide specific guidance in all possibleinstances.f. The law is generally seen as an inefficient and expensiveinstrument.D. An integrated approach.1. Many business ethicists advocate a decision-making process thatintegrates all three viewpoints.2. In cases where neither the issue at hand nor the answer is not clear, someethicists stress the use of open dialogue with the stakeholders to makebetter decisions.V. A few basic concepts may help us to understand the nature of moral judgments:A. Normative judgments are claims that state or imply that something is good or bad,right or wrong, better or worse.B. Moral norms are standards of behavior that require, prohibit, or allow certainkinds of behavior.C. Moral principles are much more general concepts used to evaluate both group andindividual behavior.VI. Distinguishing characteristics of moral principles from other standards.A. They have serious consequences to human well-being.B. Their validity rests on the adequacy of the reasons which are used to support andjustify them.3C. They override self-interest to accomplish things for the greater good of society orpeople at large.D. They are based on impartial considerations.VII. Four resources are available to every business communicator who is trying to make ethical decisions.A. Observations are descriptive statements that rely on correct presentations of facts,and can usually be verified by more research.1. Their usefulness can be evaluated by the degree of objectivity they contain.2. A statement qualifies as an observation if contrary evidence can bedisproved.3. Unlike assumptions, observations are usually specific and empirical innature.B. Assumptions are reflective statements that rely on culture, religion, social, andpersonal history.1. Their theoretical roots are in our attitudinal system.2. They can be evaluated by criteria such as relevance, consistency, andinclusiveness.C. Value judgments are normative statements that rely on assumptions and make theconnection between a proposal and an observation.1. They cannot be verified by empirical research.2. They can be evaluated by different ethical traditions.D. Proposals are prescriptive statements that can be evaluated by examiningsupporting reasons.VIII. Moral judgments seem to depend on decision makers having and using four separate capacities.A. Ethical sensibility is reflected in your capacity to impose ethical order on asituation. A person lacking in ethical sensibility is vulnerable to acting in waysthat are improper.B. Ethical reasoning involves careful reasoning about a situation to determine whatkind of ethical problem is present. Ethical reasoning then offers opportunities forsolution.C. Ethical conduct requires people to act upon the ethical issues they have identifiedand examined. This can also be described as moral courage. \D. Ethical leadership calls for all levels of the corporate ladder to maintain highlevels of integrity. This concept stresses that the moral education of those beneathyou in an organization depends on your willingness to engage in and rewardethical behavior.IX. A formal statement of ethical principles is the most important means of establishing moral leadership in a business organization.A. A written statement of ethics makes a company’s expectations more concrete.B. There are three predominant types of ethical statements.1. Corporate code of ethics.2. Values statement.3. Corporate credos. Ethics codes help promote tolerance of diversepractices and customers while doing business overseas.C. Many values, along with the roles and objectives that managers must follow, arein competition with one another. Managers must respond to these conflicts withcaution, sensitivity, and a sense of fairness to everyone concerned.D. There are seven imperatives for managers to follow in writing and living out theprinciples of a corporate code of ethics.1. Write it. A written document helps to guide the values of the firm and alsosignals to everyone that the company is serious about its ethical values.2. Tailor it. The process places special emphasis on common issues andallows a company to address those matters which it regards as especiallyimportant.3. Communicate it. This continuing process assures all stakeholders areaware of and understand the behavior that a company expects of them.54. Promote it. The ethics document should be promoted through as manypublications, events, and channels as possible.5. Revise it. This process will help to keep the document current andreflecting changing conditions.6. Live it. Members must follow the firm’s values on a daily basis; theyshould be rewarded for these positive actions by managers.7. Enforce/Reinforce it. Managers must penalize those employees whorefuse to live by the principles.X. The “Front Page” test.A. Here managers ask themselves the simple question, “Would you be pleased if thepolicies in your organization, or the behavior of your employees, were to appearin a story on the front page of a major newspaper?”B. This test helps managers to determine if a firm’s policies or actions arefundamentally sound.。

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 09

N ONVERBAL C OMMUNICATIONC HAPTER 9“Understanding nonverbal communication is not simply useful for a manager. It is essential.”I. A few basic considerations about nonverbal communication:A. Communication experts have established that less than a third of the meaningtransferred from one person to another in a personal conversation comes from thewords that are spoken.B. Nonverbal communication is widely regarded as the transfer of meaning withoutusing verbal symbols.C. Separating the effects of nonverbal and verbal behavior are never easy becausethey are always in some way about each other.D. With the exception of emotional displays and certain facial expressions, virtuallyall nonverbal communication is culturally based.II. The concept of nonverbal communication can be organized into a number of different areas, steps, functions, and principles.A. Communication researchers have outlined three basic categories of nonverballanguage.1. Sign language can be as simple as the extended thumb of ahitchhiker, or as complex as the complete system of sign language for thedeaf.2. Action language includes all movements that are not used exclusively forcommunicating. (i.e., walking).3. Object language includes all objects, materials, artifacts, and things thatwe use in our daily lives.B. Nonverbal communication is really a three-step process involving a cue, our ownexpectations, and an inference.1. We first look for a wordless cue - a motion or an object.2. We then look to match the cue against our expectation, asking what seemsreasonable or obvious, based on our prior experiences.3. Finally, we draw an inference based on the nonverbal cue and ourexpectations.C. Nonverbal communication can serve any number of important functions in our lives, but the following six functions are deemed the most important by researchers:1. Accent some part of a verbal message.2. Complement the general tone or attitude of our verbal communication.3. Contradict the verbal messages we send, sometimes deliberately,sometimes unintentionally.4. Regulate the flow, the pace, and the back-and-forth nature of verbalcommunication.5. Repeat what verbal messages convey.6. Substitute for verbal messages, particularly if they are simple ormonosyllabic.D. Fifty years of research and five thousand years of human experience withnonverbal communication have identified six principles thought to be universallytrue. Nonverbal behaviors:1. Occur in a context;2. Are usually packaged and thus are difficult to isolate;3. Always communicate, even when we are not speaking with or listening toothers;4. Are governed by rules, just like spoken and written language;5. Are highly believable, even when they contradict a verbal message;6. Are meta-communicational, or simply, communication aboutcommunication.III. The code of nonverbal communication is organized into different dimensions, each with the power to encode and carry messages from one person to another.A. The Communication Environment is a collection of nonhuman factors that can,and often does, influence human transactions.B. The manner in which we move and position our bodies tells people somethingabout us. The five basic categories of body movement are:1. Emblems - nonverbal acts which have a direct verbal translation ordictionary definition, sometimes a word or two or a brief phrase.2. Illustrators - gestures that often complement our verbal signals, helping toillustrate what we said verbally.3. Affect displays - behaviors that indicate the type and intensity of thevarious emotions we feel.4. Regulators - body movements that help to control the flow ofcommunication.5. Adaptors - movements or behaviors that involve personal habits and self-expressions; these methods help us adapt to the world in which we live. C. Direction, duration, and intensity of eye contact play an important role in humaninteraction. Such contact:1. Indicates interest, attention, or involvement between two people.2. Varies in meaning among different cultures.D. A communicator’s physical characteristics and overall appearance often affecthow others react to the conversation. Attractive people are frequently betterreceived by an audience.E. Artifacts or objects that are human-made or modified affect our interactions.F. The act of touch greatly affects the way we perceive the communicator.1. Positive and negative influences of touch depend greatly on theenvironment and context for the interaction.2. Touch ungoverned by rules is no longer welcomed in workplaceexchanges.G. Paralanguage which refers to how something is said and not what is saidinfluences communication.1. It deals with a range of nonverbal cues involved in speech behavior, suchas voice qualities, vocal characterizers, vocal qualifiers, and speechsegregates. These are sometimes referred to as vocalics.2. Often the only real clues we have to a person’s actual intent as we listen tohim or her speak are found in paralanguage.H. Our use of space in the office or in a social setting affects our interaction. Hereare four categories of distance which help to define the relationship betweencommunicators:1. Intimate: ranges from actual touching to a distance of about 18 inches.2. Personal: ranges from about 18 to 30 inches.3. Social: ranges from about 4 to 12 feet.4. Public: ranges from about 12 to 15 feet.I. Our use of time and how we view its role in our personal and professional livesplay a role in our communication. The meaning of time and its importance variesfrom culture to culture.J. Color or shading are subtle and powerful message senders.K. A primitive perceptive capability, smell is a powerful communicator reaching far and wide throughout human emotion and experience.L. Our ability to taste, highly correlated to our sense of smell, is highly subjective and thus influences our communication.M. Sound and its effects on communication are important parts of nonverbalcommunication. Here, the notion of sound relates to acoustics as well as themelodic ranges of the human voice, sounds produced by nature and mankind, andmusic.N. Silence can be used both positively and negatively to affect, to reveal, to judge, or to activate. Research in interpersonal communication has revealed that silencemay serve a number of important functions. It can be employed to:1. Provide thinking time;2. Hurt others;3. Isolate oneself;4. Prevent communication;5. Communicate feelings;6. Communicate nothing.IV. Here are the six general effects of nonverbal communication every manager should know:A. Nonverbal cues are often difficult to read. Remember not only to look atnonverbal clusters of behavior, but also recognize that nonverbal meaning rarelyis limited to a single denotative meaning.B. Nonverbal cues are often difficult to interpret. Remember that what may meanone thing in one context, culture, or circumstance, may mean something entirely different in another.C. Some nonverbal cues are more important than others. The relative importance ofa given cue is dependent on habits and usual behaviors of the speaker.D. We often read into some cues much that is not there, and fail to read some cuesthat are clearly present.E. We are not as skilled at this as we think we are; our confidence often exceeds ourability. Remember it is easy to misinterpret, misread, or misunderstand someone.。

管理沟通以案例分析为视角英文版第5版教学课件Ch. 2 Communication and

or less.” • Communication Objective: “As a direct result of this letter/phone
call/personal contact, this client will be motivated to pay this account.
Consult / Join Styles
• Feature higher audience involvement and lower content control. • Use the consult style to gather information or learn from the audience. Use the join style to collaborate with members of the audience. • In these situations:
• Style Preferences: formal or informal, direct or indirect? • Channel Preferences: paper, e-mail, face-to-face, group or
individual? • Length and Format Preferences: how should this message
• Goodwill and Reciprocity: This is a form of bargaining. You gain a concession by granting a favor.
• Rank and Reward/Punishment: Though inappropriate for most audiences, the removal of privileges or threats to do so may motivate the response you want.

管理沟通以案例分析为视角英文版第5版教学课件Ch. 10 Intercultural

Another person’s understanding is (or should be) based on logic, not feelings. The other person is the one who has the “problem” or who does not understand the logic of the situation. Other cultures are changing and becoming more like your own culture and, therefore, other people are becoming more like you.
Issues Affecting Cultural Change
Relative Advantage: Is it superior to what already exists? Compatibility: Is it consistent with existing cultural patterns? Complexity: Is it easily understood?
The other person is (or should be) experiencing the same feelings you are.
The communication situation has no relationship to past events.
More Process Assumptions
Cultural Change
Cultures change because of internal forces such as
discovery and innovation.

管理沟通以案例分析为视角英文版第5版教辅文件LaJolla Software Teaching

Eugene D. Fanning Center for Business Communication00-02Mendoza College of BusinessUniversity of Notre DameLaJolla Software, Inc.TEACHING NOTEPurpose of Case Study1.To introduce students to the communication issues involved in the global marketplace.2.To help students recognize the importance of intercultural communication skills inbusiness.3.To encourage students to think about strategies for communicating across cultures.This case study lends itself best to classroom discussion and is useful for highlighting the issues involved in communicating cross-culturally.Identify the Business ProblemAs LaJolla Software enters the global business arena, it must be careful not to alienate those with whom it wishes to do business. The quickest way to alienate a group of people is to ignore their customs and cultural norms. Not only does Todd Batey need to educate LaJolla’s workforce on Japanese customs and culture, but he must also tactfully convey relevant information about the American culture to LaJolla’s Japanese visitors. The success of LaJolla’s joint venture depends on its ability to understand and incorporate Japanese customs in its business dealings.This teaching note was prepared by Cynthia Maciejczyk under the direction of James O’Rourke, Concurrent Associate Professor of Management, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.Copyright 2001. Revised 2005. Eugene D. Fanning Center for Business Communication. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic, photocopying, or otherwise – without permission.Forecast the Most Desirable OutcomeThe most desirable outcome in this situation is for Todd Batey to develop an education program that addresses not only the needs of the Japanese visitors, but also the information needs of LaJolla Software employees. Only through an understanding of each other's cultures will these two groups be able to form a successful business alliance.Identify the Critical IssuesThese are the main issues involved in this case:•LaJolla’s strategic business objectives;•LaJolla employees’ knowledge of Japanese culture;•The Japanese businessmen's knowledge of American culture;•How cultural differences may influence the development of a strong business relationship.Stakeholder perspectives include:•LaJolla Software, Inc.;•Ichi Ban Industries;•Shareholders;•Business partners;•Customers.Identify and Discuss Possible Solutions to the ProblemTodd Batey must develop a plan for educating LaJolla’s employees and also helping the visiting Japanese understand American culture.1.His first course of action is to research Japanese culture and in particular businesscustoms (possible sources for information include books, articles, Web sites).2.Todd should also spend time researching North American standard business socialpractices. As a young employee of a nontraditional company, it’s safe to assume thatTodd is not well versed in standard American business protocol. This is a goodopportunity for him to educate himself and his coworkers.3.Additionally, Todd should find out as much as he can about each of his visitors beforethey arrive. It is possible that Mr. Yakura, who has been to the U.S. before, can be aresource. This knowledge will help him design a more targeted program.24.Once he has a better understanding of what is important in Japanese culture, Todd canbegin to develop a plan for educating LaJolla employees. This plan may include adetailed memo to all employees, small-group meetings or training workshops, or a series of e-mail messages.5With regard to the Japanese businessmen, Todd will need to develop a more interactive plan. These visitors will need to be handled carefully so they do not feel overwhelmed.Todd’s plan should gradually introduce different aspects of American culture over aperiod of two to three weeks.Teaching the CaseAt the beginning of classBecause this case does not involve complex facts or events, you can distribute the case at the beginning of the class period in which it will be discussed. Give the students 10 minutes to read the case and ask them to think about the following issues:•What preparation can be accomplished in the limited time frame (one week)?•What are the company’s goals for the visit?•What might LaJolla employees know about Japanese culture?•What might the Japanese businessmen know about American culture?•What is important to know about each culture for a successful businesspartnership?•Worst-case scenario: what could possibly go wrong with the visit?For the remainder of the classHave the students discuss the issues listed above. The discussion questions that are included in the case offer an excellent starting point for students’ thoughts about this case. Some additional points to consider:What could go wrong. Have students think of worst-case scenarios and identify ways to prevent these scenarios.Have students think of specific events that would illustrate important aspects of American culture. (Sports and entertainment events, business presentations, university outings.)Students should consider how Todd will communicate his plan to LaJolla Softwaremanagement and employees. Is it important for the entire company to be involved? Identify the stakeholders in this case and their separate interests and concerns:3LaJolla Software, Inc. The company has a lot to lose if they do not successfully mergethe two cultures. In order to grow the company, LaJolla’s management must takeadvantage of a window of opportunity in the Far East. Without a strategic Asian business partner, the company will face an uphill struggle in that market.Ichi Ban Industries. Ichi Ban will work to make the partnership a success. After getting the blessing of shareholders, business partners, bankers, and Keiretsu executives, Ichi Ban does not want to risk a public failure.Shareholders and business partners. Both companies have a duty to shareholders andbusiness partners to make the venture work. Both groups will watch the partnershipclosely, and make investment decisions accordingly.Customers. LaJolla Software must continue to serve its customers in the same way it has in the past. Customers will be interested in this joint venture for the potential effect it will have on new product development and customer service.Last 5 minutes of classConclude the discussion.The key to this case, as with nearly all other management communication cases, is to let the students speak freely, but guide their comments toward the situation facing Todd Batey and the communication issues the case presents.Writing AssignmentsFollowing are a few suggested writing assignments for this case. These assignments call for students to do some research into Japanese business practices:1.Have students assume Todd Batey’s role and write a memo to LaJolla Software uppermanagement, outlining his plan for teaching the Japanese businessmen about Americanculture. Included in this memo should be a plan for teaching LaJolla employees aboutJapanese culture.2.Have students assume that Todd has just heard of the impending visit by LaJollaSoftware’s Japanese business partners but that management has not made any specialarrangements beyond the Zoo and a Padres game. Have students write a memo topersuade LaJolla management of the need for an education program for both the Japanese visitors and their own employees.3.Have students compose an “all-hands” memo to LaJolla Software employees informingthem of some important etiquette issues in Japanese culture and their implications forhow the employees should interact with their Japanese guests.4。

管理沟通以案例分析为视角英文版第5版教学课件Ch. 5 Writing

Know Your Audience
•What are their demographics: age, income, education, job experience?
•What concepts can you safely assume they will understand?
•How will they read the document for the first time? Will they read it straight through or skip around to sections that interest them most?
•Weak verbs keep frequent company with two grammatical undesirables: passive voice and nominalizations.
Active and Passive Voice
• Passive: “Our company was bought by Amazon.”
As You Address Your Audience
•Don’t bore your readers. •Don’t waste their time. •Don’t confuse them. •Don’t intimidate your readers. •Don’t threaten them. •Don’t disappoint your readers. •Assume they are intelligent but ignorant.
Active Voice Really Is Better
•Before: “The proxies solicited hereby may be revoked, subject to the procedures described herein, at any time up to and including the date of the meeting.”

管理沟通以案例分析为视角英文版第5版教辅文件IM 5e Chapter 05

W RITINGC HAPTER 5The most important projects and decisions in the life of a business end up in writing.I. Writing is an important form of management communication because it:A. Provides a way to think about and organize a business;B. Provides analysis and justification for a manager’s best ideas;C. Provides documentation and discipline for an organization.II. An introduction to good business writing.A. Good business writing is simple, clear, and concise.B. It helps the reader focus on the idea the writer is trying to communicate, ratherthan on the words used to describe it.C. The evidence used to support a writer’s ideas is readily understandable.III. Here are fifteen ways to become a better business writer:A. Keep in mind that your reader does not have much time.B. Know where you are going before you start writing.C. Do not make any spelling or grammatical errors.D. Be responsive to the needs of the reader.E. Be clear and specific.F. Try to use the present tense.G. Make your writing vigorous and direct.H. Use short sentences and paragraphs.I. Use personal pronouns.J. Avoid cliches and jargon.K. Separate facts from opinion.L. Use numbers with restraint.M. Write the way you talk.N. Never be content with your first effort.O. Make it perfect!IV. The strategy of writing memos.A. Good memos get to the point, focus on just one issue, and support the writer’scentral ideas with coherent, relevant, convincing evidence.B. Memos are usually internal documents and therefore are used to pass information,ideas, and recommendations to other people in the same organization.C. The opening or overview paragraph of a memo should reveal a communicationstrategy for the entire document.1. Purpose: Why are you writing the memo?2. Main idea: What do you want to tell the reader? Or, what do you want thereader to do?3. Opinion: What is your point of view on the subject?V. When you know what you want to achieve – and what you want your reader to learn from your writing – you will need a communication strategy.A. Information strategies.1. To confirm agreement.2. To provide facts.3. To provide a point-of-view.B. Action strategies.1. To request assistance.2. To give direction.3. To seek agreement.VI. The overview is the first paragraph a reader will see and is one of the mostimportant elements of a memo.A. Keep the words simple and the sentences short so that anyone who receives thedocument will understand it.B. Keep the overview brief as it is to act as an “executive summary” of the memothat follows.C. Deal with “what” is being addressed, not “how” to fix it.D. Include and identify the writer’s opinion.E. Reflect the needs of the reader.F. Although brief, the overview should be thorough and complete.VII. Interoffice memos have two purposes: to inform or persuade. You will want to think about the following as you write:A.Make your reasons for writing clear to the readers.B.Write about just one subject.C.Begin with the big picture first, then move to the details.D.Provide just as much detail as you think your reader will need.E.Group similar information together.F.Provide a point-of-contact for your readers.G.Avoid gratuitous use of the first-person singularH.Stick to the facts.VIII. A persuasive memo must provide a complete, logical argument with which the reader cannot disagree.A. Consider your objective against the reader’s att itudes, perceptions, and knowledgeof the subject.B. Construct an outline on paper, focusing on the Situation Analysis and Rationalesections. This will help develop a logical argument and identify missinginformation.C. Include a plan of action to add credibility and practicality to the ideas presented inthe memo.D. Avoid controversial issues, opinions, and unsupported assertions in the SituationAnalysis. Stick to the facts to ensure the reader will agree with this section of thememo.E. Present your Recommendation and Rationale before you discuss other options thatyou have considered and rejected.F. Always lead from strength.1. Start the proposal with a strong, confident Overview.2. Bring important ideas to the beginning of each section.3. In the Rationale section, always present your arguments in order ofperformance.G. Use precedent to make the proposal appear less speculative.I.Gear the argument to the decision criteria of the reader.IX. The outlining of a proposal memo.A. The flow of the outline follows three basic steps.1. Situation Analysis: Where are we today and why are we here?2. Recommendation: What should we do about it?3. Rationale: Why is this a good thing to do?B. The seven-step outlining procedure helps the writer to improve their thinking andreduce confusion for the reader.1. Review the strategy to ensure the goal of the memo is established.2. Assemble all of the information that will go into the memo.3. Identify and separate the information the reader needs to know tounderstand the situation.4. Identify and separate the recommended course of action.5. Develop the rationale by eliminating invalid arguments andstrengthening areas that appear unclear.6. Rank the arguments from most powerful to least important.7. Test the argument against the reader’s decision criteria.X. Standard formats for memos.A. Help the writer to organize information and concepts quickly.B. Help the reader to know immediately where to find pieces of information and howthey fit together.C. A suggested format for business memos is The Business Strategy Memo, found inAppendix D at the end of the student textbook.1. This format is appropriate regardless of how long and complex thememo is.2. Note the format suggested here separates the contents of a memointo four or five sections, each no more than a paragraph or two, and eachclearly marked with a boldface heading.D. If you work for an organization that has a detailed correspondence manual, you needonly to follow the directions it provides.XI. Meeting and conference reports are used to record decisions made at a meeting.A. Avoid long descriptions of meeting events.B. Use a standard format that includes the name of a groups, persons attending, andsubjects covered.C. Briefly report on what was discussed or presented as well as what was decidedand why.D. Focus your report on these issues:1. What action is required.2. Who is responsible.3. What the timing will be.XII. Project lists keep track of current and proposed activities.A. Simple descriptions of what the organization is doing to achieve goals or serve itscustomers.B. Separate each project by category, then list projects in order of priority orimportance.C. Each project should include: a title and brief description, status, next steps,responsible parties, and dates due.D. Completed or terminated projects should be shown as such the following month,with a brief notation about why the project will not appear on future project lists. XIII. Make memos inviting and attractive.A. Grab attention up front by presenting a strong overview section.B. Vary sentence and paragraph length - but keep them short.C. Use headings to improve organization.D. Use bullets and numbers to identify groupings.E. Use parallel structure for lists.F. Underline or use boldface type to focus on topic sentences, key words, andphrases.G. Leave adequate margins to make the document more inviting.H. Don’t settle for a sloppy or illegible duplication.XIV. Editing your memo is necessary to produce quality writing.A. This process helps to trim, clarify, and simplify the document.B. To edit your memo, put yourself in the reader’s place and go through thedocument several times, each time asking yourself one of the following sevenbasic questions.1. Is it clear?2. Is it complete?3. Is it persuasive?4. Is it accurate?5. Is it concise?6. Is it inviting to read?7. Is it perfect?XV. Writing good business letters.A. Unlike memos, business letters are primarily external documents.B. Like memos, good letters are crisp, concise, spoken in tone, and organized so thatreaders can follow and understand with a minimum effort.C. Employ the following thoughts when writing a business letter:1. Answer the mail within three business days or drop the reader anote explaining the situation.2. Show by your words and actions that you are genuinely interestedin them and the issue they have written about.3. Do not be too short, brief, or curt.4. Soften the blow of bad news by saying you are sorry it happened,you regret the outcome, or some similar selection of words.5. Share in the reader’s good fortune if it is good news.6. Give the reader the benefit of the doubt if the issue is not clear.7. Never send off an angry letter.8. If an odd character crosses your path, be polite, do your job, andthey will usually go away.9. Show that you have a sense of humor if someone makes (orattempts) a joke.10. Make sure your letter answers all of the questions your audience islikely to have; respond to their fears, doubts, and concerns. Be carefulwith form letters because their one-size-fits-all approach often does notaddress all the issues.XVI. Guidelines to follow when you are required to explain something.A. Nothing is self-explanatory. Explain in simple, ordinary English what you wantyour reader to know.B. Explain any scientific or technical language used in the document.C. Be sequential in your explanations, moving step-by-step through processes thatare complex.D. Make certain you provide enough to answer questions, allay fears, and quelldoubts.E. Don’t overdo it. Provide enough detail to satisfy their curiosity, but not so muchthat you put them off.F. Illustrate. If you cannot explain it, perhaps you can show it.G. Answer expected questions.H. Caution the reader about items that can be easily misunderstood or misread. XVII. Guidelines to follow when you are required to apologize.A. Take the complaint seriously.B. For the most part, people will calm down and adopt a more understanding attitudeif you simply explain what happened and tell them why.C. Don’t shift the blame. Just accept responsibility for what has happened and offera solution.D. Don’t just write. Do something to fix the problem.XVIII. The style of your writing is important to your career development.A. Business writing is best received if it is compact, informal, and organized.B. This brand of writing leads to organizational efficiency, personal productivity,and upward movement in your career.XIX. Help to make your writing more efficient by eliminating common problems.A. Use plain English to replace big words.B. Don’t use words ending in “-wise.”C. Avoid doublings or words having the same meanings to describe what you wantyour reader to know.D. Avoid the use of noun modifiers.E. Avoid using the phrase “it is” unless it refers to something definite mentionedearlier.F. Avoid using legal-sounding language.G. Remember that two-word modifiers may need hyphens when two words act asone.H. Express ideas involving action with specific verbs.I. Try to avoid specialized terms with outsiders and use them no more than you mustwith insiders.J. More often than not, “that” and “which” do not help the meaning or flow of a sentence, so use them sparingly.K. Eliminate “the ___ion of...” construction whenever the conte xt permits.L. Simplify wordy expressions.XX. Try to make your writing more like your speaking.A. Write with personal pronouns.1. Use we, us, and our when speaking about the company.2. Use I, me, and my when speaking for yourself.B. Occasionally use contractions. Using negative contractions for instructions oftensoftens direct orders.C. Occasionally reach out to your reader by asking questions.D. Use short spoken transitions more often than long formal ones.E. Do not rework a sentence just to shift a preposition from the end.F. Keep sentences short, about twenty words on average.XXI. Use active verbs in place of passive verbs.A. Passive sentences are deadly in business memos for three reasons.1. They obscure responsibility by omitting a subject or human actorfrom the sentence.2. They are almost always longer sentences.3. They delay discussion of the subject.B. To write actively, remember this simple rule: put the doer before the verb.C. Passive sentences may be used in one of three circumstances:1. When the doer is obvious.2. When the doer is unknown.3. When the doer is unimportant.XXII. A few more organizational tips to improve your letters.A. Open with your main point, the one sentence you would keep if you could justkeep one.B. Give directions before reasons, requests before justifications, answers beforeexplanations, conclusions before details, and solutions before problems.C. Use headings and sub-headings to break-up information.D. Make reading easier by keeping paragraphs short.E. Do not clutter your first paragraph with unnecessary chatter.XXIII. Every manager has a responsibility to improve the communication skills of his or her subordinates.A. Show your people you want clear, concise writing by example.B. Know what you want before giving assignments and then proceed to give specificdirections.C. When projects are difficult or complex, break up the assignment into manageableparts.D. Read and review before discussing a memo.E. When you review a memo, start with big issues.1. Do not rewrite the memo.2. Remember to be positive in your suggestions.F. Be certain the writer understands and agrees with your comments.G. Give people flexibility and freedom to develop their own style.。

管理沟通以案例分析为视角英文版第5版教学课件Ch. 1

•Conceptual Skills: Least valuable at the entry level; more valuable at more senior levels.
Talk is the Work
Managers across industries spend 75% of their time in verbal interaction:
Larkin, Communicating Change
Your Task as a Professional
•Recognize and understand your strengths and weaknesses as a communicator. •Improve existing skills. •Develop new skills.
Your Greatest Challenge
•Every manager knows communication is vital . . . to the organization and to him or her personally.
•But every manager also knows that he or she is great at it (“Of course I’m good at this. Haven’t you seen my writing?”)
•The entrepreneur role is gaining importance. •So is the leader role. Managers must be more sophisticated as strategists and mentors. •Managers must create a local vision as they help people grow.

管理沟通以案例分析为视角英文版第5版教学课件Ch. 11 Conflict Managment

Is All Conflict Bad?
Not all conflict within an organization is unhealthy, but conflict between and among people within an organization can quickly become counter-productive, divisive, and destructive if not properly managed.
So, What Should You Do?
Devise options for mutual gain. Define success in terms of gains rather than losses. Follow up to ensure success. Know when to cut your losses.
Styles of Conflict Management
Assertiveness
High
Competing
Collaborating
ห้องสมุดไป่ตู้
Compromising
Avoiding
Accommodating
Low Cooperativeness
High
Styles of Conflict Management
involved.
So, What Should You Do?
Keep your own emotions in neutral. Track the conflict to its source. Communicate continually and honestly. Get people together on the small stuff first.

管理沟通以案例分析为视角英文版第5版教辅文件Hershey Foods Teaching Note

Eugene D. Fanning Center for Business Communication03-03 TNMendoza College of BusinessUniversity of Notre DameHershey Foods:It’s Time to Kiss and Make UpTEACHING NOTEPurpose of the Case Study1.To provide students with an appreciation for the impact that a corporation’s culture hason its business operations.2.To allow students to gain an understanding of how valuable effective crisis managementis for corporations who find their reputation tarnishing;3.To encourage students to improve their critical thinking by establishing businessstrategies to deal with a crisis situation;4.To provide students with an appreciation for the value of clear communication tostakeholders about a business issue;5.To give students an appreciation for the importance of continuing communication, bothinternally and publicly, to the long-term success of any business enterprise.Identifying the Business ProblemIn his first year as CEO of Hershey Foods Richard Lenny faced conflict with the community, employees and investors. He had already endured the longest strike in the history of the company, closed plants, and managed to increase profits by 10%.This case was prepared by Research Assistants Michaelyn M. McCoy and Laura A. Castrillo under the direction of James S. O’Rourke, Concurrent Professor of Management, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.Copyright ©2003. Eugene D. Fanning Center for Business Communication. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form by any means – electronic, mechanical, photocopying, recording, or otherwise – without permission.The Hershey Trust Company, majority shareholder of Hershey Foods, is responsible for funding the activities of the Hershey School, and in recent times has come under criticism for lack of diversity in its portfolio. In an attempt to correct this situation, the trust forced Richard Lenny to put the company up for sale. Community outcry ensues, as school alumni, employees, former trust members, and government officials all intervene to block the sale of the company.Forecasting the Most Desirable OutcomeThe most desirable outcome for the Hershey Trust would have been to successfully complete the sale of Hershey Foods, gain a premium on the company, and use the funds to diversify its portfolio and ensure the sustainability of Hershey School.Identifying the Critical IssuesThese issues are at the heart of the case for Hershey Foods and the Hershey Trust:Hershey Foods•Hershey Foods is pitted against its own largest shareholder. Once the decision was made to not sell the company, Hershey said it had no intention of renewing itsproposal to buy back shares of the company’s stock from the trust and remainedcommitted to growing its business.•Managing investor relations. The Trust’s decision leaves the impression that Hershey Foods can never be sold. Small investors that own 69% of the stock, yethave less than 30% of the voting power are angry and feel neglected because theywere not considered in the decision to sell the company.•Employees have been through a trying time, worrying about layoffs, and not focusing on the day to day operations of the company.•Competitors have had a good look at the company’s operations.Hershey Trust•Protecting the trust’s image. The trust was vilified by the community during the auction process.•Addressing the issues that prompted the trust to explore the sale.•Trust fractured due to disagreements generated during the sale process2Listing the Possible Solutions to the Business ProblemThe Hershey Trust and Hershey Foods could have successfully executed the sale if they had anticipated the reactions to the announcement and worked to diffuse the hostility that resulted from the community, alumni, former employees, and government officials.Members of the Trust could have worked with the community leaders and minority investors to identify areas of concern, such as:•The possibility of factory closings and layoffs.•Would the Trust require a commitment from the prospective buyers to maintain jobs in the community?•What type of severance package could the laid off workers expect?•Impact on the community and on the Hershey School.•Would the Hershey School students benefit from an increased endowment at the cost of the disruption of their community and increased unemployment?•What is an acceptable price for the sale of the company?•Minority investors wanted an assurance from the board that they would obtain the necessary premium from the company.Explaining How to Communicate the SolutionCommunication with the key stakeholders could be conducted a number of ways, depending on their physical location:•Minority investors would have to be contacted through press releases, as they are dispersed throughout the country.•Messages to the school alumni could be communicated through Ric Fouad, head of the alumni association, who spent a significant amount of time in Hersheyworking on the derailing the sale.•Messages to employees would be most effectively communicated through the use of the company’s intranet, or through meetings with supervisors and managers.3•Community leaders should be invited to engage in a dialogue with members of the Hershey Trust to resolve their differences and find an outcome that would benefitall parties.Teaching the CaseOne Week PriorDistribute the case at least one lesson before you intend to discuss it in class. Tell the students that you intend to focus on several matters during the discussion:•How valuable crisis management is for corporations who find their reputation tarnishing;•Establishing business strategies to deal with a crisis situation;•The value of clear communication to stakeholders about a business issue;•The importance of continuing communication, both internally and publicly, to the long-term success of any business enterprise.First 30 minutes of ClassSpend the first 5-to-10 minutes of the class session briefly recapping the facts of the case. Then, for the next 20 minutes, have the students identify the following:•The impact that a corporation’s culture has on its business operations.•The critical issues involved in both Hershey Foods and Hershey Trust Company’s decisions;•The stakeholders in this case and their separate interests; review the pertinent assumptions made by each of the stakeholder groups;•The decision options available to their organizations.Use the Questions for Discussion to aid student discussion, if needed.Summarize Their ResponseAsk students for their communication plan. What would they have done if they had been in Hershey Foods and Hershey Trust Company’s place?4Issues to consider include:•Strategic Communication Objectives. What are the organization’s strategic business objectives and how can we link them directly to our communication objectives?•Audience Analysis. Who are we most concerned about reaching? Why do we want to communicate with them? What outcome do we hope for when we reach them?•Message Construction. What do we want to say to each of these audiences? Will our messages differ from one set of stakeholders to another? How simple or complex should the message be?•Medium Selection. How should we try to reach these stakeholders? Should we consider electronic means? How about print means? Should we telemediate our message through the press? Should we try to communicate directly with one or more stakeholder groups?•Measurement of Outcomes. How will we know if we have succeeded? What criteria should we use to determine success? If we’re not successful, what should we considerchanging first: medium, message, audience, or objectives?Last 15 minutes of ClassConclude the discussion. Would they have done anything different? The key to this case, as with nearly all other management communication cases, is to let students speak freely, but guide their comments towards the issues facing both organizations.A Timetable of Events and a list of suggested Questions for Discussion follow for your teaching reference.Timetable of EventsSpring 2001: Former Kraft Foods executive, Richard Lenny takes over as CEO of Hershey Foods. Lenny is the first outsider to run the company.October 2001: Under CEO Richard Lenny’s direction, Hershey Foods begins a $275 million restructuring.The restructuring efforts are intended to cut costs and include the closing of 3 manufacturing plants and a distribution center, the sale of non-chocolate food products, outsourcing of cocoa production, and the offering of a voluntary separation package to a large portion of Hershey’s management.5December 2001: Following an18-month investigation prompted by alumni charges of mismanagement by the trust board, deputy attorney general Mark Pacella advises Hershey Trust Company to diversify its holdings. Diversification would assure the financial future of Milton Hershey School and other dependent organizations.March 2002: The trust board votes 15-2 to seek a buyer for Hershey Foods. A trust board delegation meets with Hershey Foods CEO Richard Lenny and tells him to put the company up for sale. Lenny opposes the sale and requests time to develop an alternative plan.April 26, 2002: Chocolate Workers Local 464 union members reject a proposed contract that would double employee contributions for health insurance premiums and begin a 44 day strike.May 2002: Richard Lenny presents a stock buyback plan to the Trust as an alternative to the sale of Hershey Foods. Hershey Foods Corporation would buyback 50% of shares held by the trust and would help the trust liquidate its remaining shares in the open market over the next 3-5 years.May 14, 2002: Hershey Trust Company CEO, Robert Vowler, sends a letter to Lenny rejecting buyback plan. Members of the trust threaten to fire Lenny if he does not solicit bids. Trust indicates that they will sell the company with or without it assistance.July 2002: Richard Lenny reluctantly agrees to sale of company if Hershey Foods management team is allowed to lead the sale process.July 25, 2002: Hershey Trust Co. publicly announces that it is seeking a buyer for Hershey Foods. The trust states the reason for the sale as a need to diversify it’s more than $5 billion portfolio and guarantee the fiscal future of the Milton Hershey School.By July 29, 2002: Multiple shareholder suits filed seeking assurance that Trust would receive maximum value for its controlling shares.July 30, 2002: Community leaders, school alumni, and government leaders voice opposition to sale.July 31, 2002: Pennsylvania Attorney General, Mike Fisher, expresses his disapproval of the Trusts plan to sell Hershey Foods. The attorney general’s office has jurisdiction over charitable trusts.August 1, 2002: Former Trust company trustees denounce the sale indicating the idea was rejected during their tenure.6August 2, 2002: Community protest rally draws 500 participants to picket offices of Hershey Trust company. Community opposition expands to include website, online petition to oust trust board members, “derail the sale” lawn sign campaign, and a protest rally at the state capital.August 7, 2002: Amidst the firestorm of protest, the trust board meets and reaffirms its decision to sell the company.August 8, 2002: Pennsylvania lawmakers consider legislation requiring consideration of community impact before the sale of a corporation can be executed.August 9, 2002: Attorney General and Republican candidate for governor, Mike Fisher, vows to take legal action to prevent sale.August 15, 2002: Dick Zimmerman and Ken Wolfe, former Hershey Foods chief executives, add their voices to the opposition.August 17, 2002: Potential bidders begin to tour Hershey factories in Derry Township. Final bids are due September 14.August 20, 2002: Trust board member Bill Alexander issues a letter suggesting growing uncertainty in board’s commitment to sell company.September 3, 2002: Attorney General Mike Fisher appears in Dauphin County Orphan’s Court seeking an injunction to block the sale of Hershey Foods based on the detrimental financial impact the sale would have on the community of Hershey.September 4, 2002: Judge Warren G. Morgan grants an injunction prohibiting the sale of Hershey Foods. News of the injunction caused a $3 decline in the price of Hershey Foods stock.September 17, 2002: Wrigley makes presentation of its $12.5 billion proposal that includes concession to uphold the company’s commitment to the community. Trust board scheduled to meet Wednesday September 18, 2002 to accept Wrigley’s offer.Late evening September 17, 2002: Trust board rejects all bids and requests Hershey Foods discontinues the process of finding a buyer.7Questions for Discussion1.Would the long-term financial health of Hershey Foods and the Hershey School been improved by the execution of the sale? Does the Trust’s decision to forgo selling the company enhance Hershey’s stability?2.What are the critical issues facing Richard Lenny as he positions Hershey Foods for the future? Who are the constituents he must address? How should he address them?3.How does Lenny approach the strained relations with investors? What should his message be?4.Is it possible for the community of Hershey to exist in the 21st Century as the industrial garden city Milton Hershey envisioned? What responsibility does Hershey Foods have to the community?5.Could the outcome of the sale process have been different if the Hershey Trust Company had anticipated public reaction? If so, what message and approach should they have employed?8。

管理沟通以案例分析为视角英文版第5版教学课件Ch. 8 Listening

Improve Your Ability To Pay Attention
Refuse to be distracted by speaker appearance or mannerisms.
Repeatedly remind yourself to focus on the message.
Hale Waihona Puke Avoiding difficult, expository or technical material. Letting emotion-laden words throw us off the track. Wasting the differential between speech speed and thought speed.
Ineffective Listening Habits
Trying to make an outline of everything we hear. Faking attention to the speaker. Tolerating or creating distractions.
Ineffective Listening Habits
Developing Good Listening Habits
Listen for what is not said. Listen to how something is said.
And, most important: share the responsibility for communication success.
Replace undesirable habits with effective ones.
Improve Your Ability To Pay Attention

管理沟通以案例分析为视角英文版第5版教学课件Ch. 8 Feedback

Know How to Receive Feedback
Breathe. Listen carefully. Acknowledge the feedback. Acknowledge valid points. Take time out to sort out what you heard.
The other person seem low in selfesteem.
You are low in self-esteem.
The feedback, positive or negative, is about something the person has no power to change.
Effective Feedback
Copyright 2019: J. S. O’Rourke, University of Notre Dame / USA
Guidelines for Feedback
Acknowledge the need for feedback
Give both positive and negative feedback.
Know How to Give Feedback
Be descriptive. ggerate. Don’t be judgmental.
Know How to Give Feedback
Speak for yourself.
Talk first about yourself, not about the other person.
Guidelines for Feedback
Know when to give feedback Know how to give feedback

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 04

S PEAKINGC HAPTER 4No one is born with great public speaking ability.I. Two keys will help you succeed in public speaking: taking control of the situation, andpreparing yourself to succeed. To do that, consider a number of issues as you prepare fora management speech:II. Develop a strategy for the speech. This involves developing a reason for speaking, a knowledge of who will hear your speech, and some sense of the context in which it will occur.III. Get to know your audience.A. This involves knowing something about the people you speak to and knowingwhy people listen.B. Certain categories of information may be useful to focus on as you begin to learnabout your audience.1. Age.2. Education.3. Personal Beliefs.4. Occupation.5. Income.6. Socio-economic status.7. Ethnic origin.8. Sex/Gender.9. Knowledge of the subject.10. Attitude toward the subject.IV. Determine your reason for speaking.A. All speaking is persuasive, but managers must know if they are expected to take aposition regarding the subject of their speech.B. All public speaking should inform without telling people what they already know.C. Learn what you can about the occasion.1. Certain holidays such as Christmas, Thanksgiving, orIndependence Day lend a clear and useful tone to a manager’s talk.2. Other occasions such as commencements or rites-of-passage callfor different themes.3. Managers must choose their theme carefully because the audiencewill pay close attention to their words, the tone of their speech, and to theirapproach to the subject.V. Know the three basic reasons why people will listen to a speech.A. Their own self interests.B. Who is telling the story.C. How it is told.1. Audiences react positively to speaking styles regarded as warm,friendly, knowledgeable, and creative.2. On the other hand, audiences often react negatively to styles theyregard as pompous, vague, or irrelevant.VI. Understand the seven basic questions listeners will bring to any listening situation.A. Do you know something I need to know?B. Can I trust you?C. Am I comfortable with you?D. How can you affect me?E. What’s my experience with you?F. Are you reasonable?G. Who do you represent?VII. Recognize the most common obstacles to successful communication.A. Stereotyping is to ascribe to all members of a group or class those characteristicsor behaviors observed in just one or a few. To succeed as speakers, managersmust put aside whatever stereotypical views you may hold of your audience andtry with an open mind to treat them as individuals.B. Prejudice is to judge before knowing. Managers are often forced to judge beforewe have all the facts because of time constraints. Speakers must disclose theirlack of information and thus admit their prejudicial thinking whenever possible.C. Feelings and emotions are personal thoughts on the issues being discussed.Managers must control their emotions because they can blur importantdistinctions that exist between factual data and our affective interpretation of whatthey mean. When possible, managers should try and use feelings to advance theircause.D. Language or words used in a talk are assigned different meanings by differentpeople. Managers should work around the difficulties inherent in language byoffering multiple examples to illustrate key points. Consider using graphs orother visual displays that can help convey meaning.E. Culture is everything we have, say, think or do as people. Response to culturalhabits and preferences of others is a mark of your respect for them and thus addsto the willingness of the audience to listen to your speech.F. Communication obstacles can provoke negative reactions. Cater to the needs ofyour audience to attain their attention and willingness to think about your ideas. VIII. Support your ideas with credible evidence:A. Begin with your own experience and interests; your audience is likely to respondpositively and approvingly.B. Consider new ideas, information, and techniques to bring your audience up-to-date on the subject.C. Consider the availability and quality of information on your topic to ensure thatyou can support your principal contentions.D. Respect the time limits imposed on you and carefully consider the amount ofdetail you plan to include in your talkIX. Organize your thoughts.A. Each speech should include an introduction. A good introduction will help you toget the audience’s attention, a llow them to settle in and focus on your topic and your reason for speaking to them. A number of proven methods are available to construct an introduction.1. An anecdote.2. Humor.3. A prediction.4. A dramatic forecast.5. A striking example.6. A climactic moment.7. A suitable quotation.8. A reference to the occasion.9. A provocative question.10. A description.11. A statement of opinion.12. Current or recent events.B. Consider placing your strongest points either first or last for emphasis. Manypatterns of organization are available:1. Chronological order.2. Topical organization.3. Cause and effect.4. Problem solution.5. Geographic.6. Spatial.C. Aside from structure, several bits of forensic wisdom may prove helpful tomanagers.1. Keep it simple.2. Talk, don’t read to your audience.3. Breathing steadily and naturally will help you focus, relax, anddeliver a convincing, entertaining, and interesting speech.D. Conclusions are among the most important portions of a public speech.1. They represent one last chance to say what you really mean, toreinforce your purpose for speaking, and to ask for their support orcompliance.2. Clue the audience both verbally and nonverbally to the fact thatyou are just about done speaking.3. Leave the audience with a clear, simple, unambiguous message.E. Keep your audience interested.1. Provide the audience with order and structure so they can easilyfollow the argument presented.2. Give the audience something they can use as soon as they leave theroom.3. Make the speech logical because the more logically sound yourarguments are, the greater chance your listeners will understand and adoptyour viewpoint.4. Make the speech reasonable to increase the chance of convincingthe audience of your viewpoint.5. Make the intentions of the speech clear to listeners.6. Use plain English in your speech to help insure the audienceunderstands the message.7. Keep the speech moving to increase the chance the audience willstay interested.8. Answer audience questions to help advance your argument.9. Allay audience fears by redirecting the energy inherent in audiencefear into excitement for the speaker’s proposals.10. Respect the information needs of the audience to help further theiracceptance of the argument.X. Select a delivery approach.A. Memorized speeches are delivered verbatim, word-for-word, just as the authorswrote them. These speeches are difficult to deliver with any real conviction.B. Manuscripted speeches ensure the manger will include each key point and resistthe temptation to ad-lib, but they might lose eye contact with the audience andseem distant or remote to them.C. Extemporaneous speeches are thoroughly researched, tightly and sensiblyorganized, well-rehearsed, and delivered either without notes or with visual aidsto prompt memory. These speeches can be especially convincing to an audience.D. Impromptu speeches are delivered without preparation at all. This approachinvolves no preparation or rehearsal. Here are a few points to remember whengiving an impromptu talk.1. Maintain your poise.2. Decide on your topic and approach.3. Do not apologize.4. Summarize your point and position.5. Be sincere, honest, and direct.XI. Develop your visual support. Visual information is often used best when you are presenting new data, complex or technical information, or working in a new context.Good visuals:A. Are simple in nature.B. Explain relationships.C. Use color efficiently.D. Are easy to set up, display, and transport.E. Reinforce the spoken message.XII. Rehearse your speech.A. Rehearsals will limit timing.B. Rehearsals will improve transitions.C. Rehearsals will polish your delivery and build confidence.D. If necessary, use projected visuals instead of notecards to prompt your memory. XIII. Develop confidence in your message and yourself.A. The knowledge that you personally arranged and rehearsed the talk will give youconfidence.B. The more confident you are, the more credible you are.XIV. Deliver your message. Consider the following details:A. Date, time, and location.B. Room layout.C. Microphone and acoustics.D. Visual-aids.E. Stage.F. Time limits.G. Lectern.H. Notes.I. Lights.J. Try out your equipment.XV. As you speak, consider the following ideas to keep your audience interested.A. Share your own experiences, values, background, goals, and fears.B. Talk process first, then detail.C. Blueprint the speech: tell them where the talk is going.D. Use interim summaries and transitions.E. Use yourself and involve them.。

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管理沟通以案例分析为视角英文版第5版教辅文件Hershey Foods Teaching Note

管理沟通(案例分析法)MBA精选教材 英文版

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 06

管理沟通以案例分析为视角英文版第5版教辅文件IM 5e Chapt 07

管理沟通以案例分析为视角英文版第5版教学课件Ch. 13 Dealing with the News

管理沟通以案例分析为视角英文版第5版教学课件Ch. 12 Meetings That Work

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 13

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 03

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 09

管理沟通以案例分析为视角英文版第5版教学课件Ch. 2 Communication and

管理沟通以案例分析为视角英文版第5版教学课件Ch. 10 Intercultural

管理沟通以案例分析为视角英文版第5版教辅文件LaJolla Software Teaching

管理沟通以案例分析为视角英文版第5版教学课件Ch. 5 Writing

管理沟通以案例分析为视角英文版第5版教辅文件IM 5e Chapter 05

管理沟通以案例分析为视角英文版第5版教学课件Ch. 1

管理沟通以案例分析为视角英文版第5版教学课件Ch. 11 Conflict Managment

管理沟通以案例分析为视角英文版第5版教辅文件Hershey Foods Teaching Note

管理沟通以案例分析为视角英文版第5版教学课件Ch. 8 Listening

管理沟通以案例分析为视角英文版第5版教学课件Ch. 8 Feedback

管理沟通以案例分析为视角英文版第5版教辅文件IM Mgt Comm 5e Chapt 04

管理沟通(案例分析法)MBA精选教材英文版