O'Rourke, MASTER Chapters 1-6 + 8-12

[Ch. 4] -- What makes people listen? p. 120

"People listen to speeches for three basic reasons: their own self-interest, who is telling the story, and how it is told"

[Ch. 4] -- Conclusion of a speech (How Should You Conclude?) p. 126

*clue ppl in to the fact that the speech is coming to an end, *leave them with a clear, unambiguous message so they know what the speech was all about

[Ch. 5] -- Writing an Overview Paragraph* p. 145

*should reveal a communication strategy for entire document* An Overview paragraph should simply and clearly tell the reader: - PURPOSE: Why are you writing the memo? - MAIN IDEA: What do you want to tell the reader? Or what do you want the reader to do? - OPINION: What is your point of view on the subject? should also display basic qualities: - Be clear and simple - Be brief - Deal with the what, not with the how - include and identify the writer's POV - Reflect the needs of the reader - Be thorough and complete

[Ch. 8] -- Knowing How to Give Feedback p. 276 - 278

- Be Descriptive - Be Objective - Don't Use Labels - Don't Exaggerate - Don't be Judgmental - Speak For Yourself - Talk First About Yourself, Not About the Other Person - Phrase the Issue as a Statement, Not as a Question - Encourage People to Change - Restrict Your Feedback to Things You Know for Certain - Build Trust - Help People Hear and Accept Your Compliments When Giving Positive Feedback

[Ch. 8] -- Poor listening habits (Fat list) p. 268 - 270

- Being Preoccupied with Talking, Not Listening - Calling the Subject Uninteresting - Letting Bias or Prejudice Distort the Messages You Hear - Oversimplifying Answers or Explanations - Yielding to External Distractions - Yielding to Internal Distractions (put your personal probs & concentrate for just a few minutes) - Avoiding Difficult or Demanding Material - Rationalizing Poor Listening - Criticizing the Speaker's Delivery (concentrate on what and not how) - Jumping to Conclusions - Getting Overstimulated - Assigning the Wrong Meaning to Words - Listening Only for the Facts - Trying to Make an Outline of Everything We Hear - Faking Attention to the Speaker - Letting Emotion-Laden Words Throw Us off the Track - Resisting the Temptation to Interrupt - Wasting the Differential between the Rate at Which We Speak and the Rate at Which We Think

[Ch. 8] -- Knowing How to RECEIVE Feedback p. 276 - 278

- Breathe - Listen Carefully - Ask Questions for Clarity - Acknowledge the Feedback - Acknowledge Valid Points - Don't be Defensive - Try to Understand the Other Person's Objectives - Take Time Out to Sort Out What You Heard

[Ch. 8] -- Developing good listening habits p. 271

- Stop Talking - One Conversation at a Time - Empathize with the Person Speaking - Ask Questions - Don't Interrupt - Show Interest - Give your Undivided Attention - Evaluate Facts and Evidence - React to Ideas, Not to the Speaker - Wishing Doesn't Make It So - Listen for What is Not Said - Listen to How Something is Said - Share the Responsibility for Communication

[Ch. 3] Distinguishing Characteristics of Moral Principles p. 70 - 71

- They Have Potentially Serious Consequences to Human Well-Being - Their Validity Rests on the Adequacy of the Reasons That Are Used to Support and Justify Them - They Override Self-Interest - They Are Based on Impartial Considerations

[Ch. 4] -- Visual aides good visuals will: p. 130

- be simple in nature, - explain relationships, - use color effectively - be easy to set up, display, and transport, - reinforce the spoken message

[Ch. 8] -- Benefits of better listening p. 267

- demonstrates acceptance - promotes problem-solving abilities - increases the speaker's receptiveness to the thoughts and ideas of others - increases the self-esteem of the other person - helps you overcome self-consciousness and self-centeredness - can help to prevent head-on emotional collisions

Preparing for a Crisis - 5 rules Adaire Putnam thinks all managers should consider as they approach crisis communication = Ch. 2, p. 43-44

1. Develop a detailed crisis management action plan that includes detailed research 2. Set specific objectives and principles *3. Establish a crisis-control team and an outline of responsibilities and authority for taking action when a crisis develops 4. Speak with one voice 5. Train for a crisis

*How to Prepare a Successful Management Speech* 15 ideas

1. Develop a strategy 2. Get to know your audience 3. Determine the reason for your speaking 4. Learn what you can about the occasion for your talk 5. Know what makes people listen 6. Understand the questions listeners bring to any listening situation 7. Recognize common obstacles to successful communication [do everything you can to make them feel as smart as you] 8. Support your ideas with credible evidence 9. Organize your thoughts 10. Keep your audience interested 11. Select a delivery approach 12. Develop your visual support 13. Rehearse your speech 14. Develop confidence in your message and in yourself 15. Deliver your message

[Ch. 5] -- 15 ways to become a better business writer* p. 143

1. Keep in mind that your reader doesn't have much time 2. Know where you are going before you start writing 3. Don't make any spelling or grammatical errors 4. Be responsive to the needs of the reader 5. Be clear and specific 6. Try to use present tense 7. Make your writing vigorous and direct (limit "not") 8. Use short sentences and paragraphs 9. Use personal pronouns 10. Avoid cliché's and jargon 11. Separate facts from opinion 12. Use numbers with restraint (leave for tables/figures) 13. Write the way you talk 14. Never be content with your first effort 15. Make it excellent!

[Ch. 6] -- Hidden Persuaders 8 compelling needs that were frequently used in selling products with a motivational research approach p. 191-192

1. 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

[Ch. 8] -- 5 essential skills of active listening p. 272

1. Paraphrase Other as They Speak 2. Reflect Feelings 3. Reflect Meaning 4. Reflect Conclusions 5. Follow Through

[Ch. 5] -- Apologies 4 Basic guidelines to consider: p .151

1. Take the complaint seriously 2. Explain what happened and why 3. Don't shift the blame 4. Don't just write, do something

[Ch. 1] Your Task as a Professional (pg. 10)

1. improve existing skills & keep an eye out for opps to add to toolbelt 2. Acquire knowledge base that will work for years ahead - speak with others; be alert to trends affecting your product and service 3. DEVELOP CONFIDENCE

Lean-to-Rich mediums differ according to their capacity to functionally handle 4 things:

1.) Personal Focus 2.) Immediacy of Feedback 3.) Conveyance of Multiple Cues 4.) Use of Natural Language

[Ch. 3] - 3 Levels of Ethical Inquiry ~explanation~

3 most common concerns in business ethics and business decisions = choices & characters of persons, policies of organizations, and structures of entire systems like capitalism Individual = business ethics concerns their choices and self-interest Organization = conscience of the company as a whole regarding ethical business decisions Business System = foundations of things like capitalism

[Ch. 4] -- Body of a Speech (How Should You Structure Your Speech?) p. 125

> Chronological order > Topical organization > Cause & effect > Problem solution > Geographic > Spatial Advice Beyond Structure: - Keep it simple - Keep it brief - Talk, don't read - Relax

The Informative Memo

> Make your reasons for writing clear to the readers > Write about just one subject > Begin with big picture first, then move to details > Provide just as much detail as you think your reader will need > Group similar info together > Provide a point-of-contact for your readers > Avoid gratuitous use of the first-person singular > Stick to the facts

[Ch. 1] Greatest Challenge Managers Face

> admitting flaws or shortcomings in your comms & working to improve them > DON'T BE SO OVERCONFIDENT [humble yourself]

[Ch. 5] -- Writing Good Business Letters p. 149-150

> letters = primarily external documents Flesch's set of basic precepts for writing good business letters: - Answer promptly (w/in 3 days) - Show that you are genuinely interested - Don't be too short, brief or curt - If it's bad news, say you are sorry - If it's good news, say you are glad - Give everyone the benefit of doubt - Never send off an angry letter - Watch out for cranks (whackos) - Appreciate humor - Be careful with form (one-size-fits-all) letters

[Ch. 5] -- Writing a Business Memo p. 144-145

> memos = mostly internal documents goods ones get to point, focus on one issue, have good support for central idea; best ones say what they must without using more words than necessary

[Ch. 5] Editing Your Memos 7 questions

Ask yourself these 7 questions: 1. Is it clear? 2. Is it complete? [does Situation Analysis have all background info reader needs?] 3. Is it persuasive? [does your Rationale section lead from strength? Have you anticipated reader questions?] 4. Is it accurate? 5. Is it concise? [TRIM THE WASTE] 6. Is it inviting to read? 7. Is it perfect?

[Ch. 6] -- contends that human behavior will most clearly reveal what a person is thinking and that persuasion is most effectively exercised at the behavioral level

Behaviorism

In Maslow's Hierarchy of needs, _______ + _______ = Relatedness needs in Alderfer's ERG Theory

Belonging + Esteem

This school of thought went inside the head of the learner to see what mental processes were activated and changed during the course of learning; knowledge is viewed as symbolic mental constructs in the learner's mind, and the learning process is the means by which the symbolic representations are committed to memory

Cognitivism

*Gestalt concepts (in Harms's slide deck)

Contrast Alignment + Repetition Proximity White/Negative space Closure/Enclosure Figure/Ground Preattentive attributes

"A ________ is more expensive than a problem and takes much more time to understand and react on; far more threatening" Ch. 2

Crisis

*[Ch. 2] Principles of Communication p. 36-37

Dynamic Continuous Circular Unrepeatable Irreversible Complex

[Ch. 1] Major Characteristics of the Manager's Job: _____ is a core skill

Efficiency

[Ch. 5] -- The Six Communication Strategies p. 145

Employ these once you are sure you know what you want to achieve and what you want reader to learn from writing 3 to convey info ; 3 designed to promote action Information Strategies 1. To confirm agreement 2. To provide facts 3. To provide a point of view Action Strategies 1. To request assistance 2. To give direction 3. To seek agreement

In Maslow's Hierarchy of needs, _______ + _______ = Growth needs in Alderfer's ERG Theory

Esteem + Self actualization

Types of delivery styles of a speech include: memorized, manuscripted, __________ , and ____________

Extemporaneous, Impromptu

Richer mediums according to Media Richness Theory include:

Face to face, video conferencing, telephone

Name for one way to judge if you would be pleased if the policies in your organization or the behavior of your employees were to appear in a story on the front page of The Wall Street Journal or your hometown newspaper?

Front page test

Describe the top-down processing that organizes sensory information into distinct forms. Six principles: nearness, similarity, common region, closure, continuity, and figure & ground

Gestalt Principles

ways for the brain to infer missing parts of a picture when a picture is incomplete; top-down processing

Gestalt Principles

[Ch. 3] - 3 Levels of Ethical Inquiry pg. 68

Individual, Organization, Business System

[Ch. 3] - the ________ _______ advocates a decision-making process pulling all three viewpoints to consider the demands of morality, economics, and law together

Integrated approach

Management roles [Ch. 1, p. 3-4]

Interpersonal, informational, decisional

Management roles ~in depth~ [Ch. 1, p. 3-4]

Interpersonal, informational, decisional > from Professor Mintzberg's study of managers Interpersonal Roles - 3 of manager's roles arise from formal authority & involve basic interpersonal relationships 1. figurehead role [ceremonial duties; dealing with acknowledgements and requests related to their status] 2. leader role [influence; leadership determines how much power they will realize] 3. Liaison role [est. and maintain contact outside vertical chain of command] Informational Roles- information recourse centers 1. as monitors: constantly scan environment; obtain info from gossip, hearsay, speculation often 2. as disseminator role: pass privileged info directly to subordinates 3. as spokesperson role: send info to ppl outside organizations Decisional Roles- must sift through ambiguity using the other two roles to make decisions 1. entrepreneur: initiate change; adapt to diff market conditions, improve business 2. crisis handler: react to change 3. Resource allocator 4. Negotiator: over budget allocations, agreements, dispute resolutions amongst all stakeholders involved

[Ch. 2] Levels of Communication p. 37

Intrapersonal, Interpersonal, Organizational, Mass or Public

[Ch. 2] Elements of Communication p. 36

Intricate, delicate, difficult, complex

[Ch. 4] - Audience Analysis -- Categories to consider: p. 117 - 119

Know something about people you'll speak to; categories to consider: age, education, personal beliefs, occupation, income, socioeconomic status, ethnic origin, sex/gender, knowledge of subject, attitude toward subject

[Ch. 6] -- Being persuasive as a manager p. 196

Know your audience Know what you want and what they want Select your evidence carefully Keep the argument simple Listen before you speak Manage your emotions as well as theirs Connect with your audience on a personal level

[Ch. 2] Strategic Communication p. 39 - 41

Link Your Message to the Strategy and Goals of the Organization Attract the attention of your intended Audience Explain your position in terms they will understand and accept Motivate your Audience to Accept and Act on Your Message Inoculate Them against Contrary messages and Positions Manage Audience expectations

Daft and Lengel surmise that different media (or channels of communication) can accommodate different levels of "richness" and should be considered when determining the best mode of transferring in the information necessary in the message

Media Richness Theory

[Ch. 4] -- Delivery Styles p. 128-129

Memorized, Manuscript, Extemporaneous, Impromptu

[Ch. 3] - 3 Views of Decision Making pg. 68-69

Moral Point of View Economic Point of View Legal Point of View

[Ch. 3] - The Nature of Moral Judgments "Two basic types of judgments are ______ judgments and ______ judgments"

Normative, moral

[Ch. 1] Major Characteristics of the Manager's Job: The job is _____

Overloaded

Media Richness Theory (Daft and Lengel) > Mediums differ according to their capacity to functionally handle 1.) _______ Focus 2.) ________ of Feedback 3.) Conveyance of Multiple ________ 4.) Use of _________ ___________

Personal, Immediacy, Cues, Natural Language

______ Barriers to Communication = perceive through the 5 senses Ch. 2

Physiological

In Maslow's Hierarchy of needs, _______ + _______ = Existence needs in Alderfer's ERG Theory

Physiological + Safety

[Ch. 2] Barriers to Communication p. 38

Physiological, Psychological

______ Barriers to Communication = mindsets, prejudices, biases Ch. 2

Psychological

[Ch. 5] -- Writing as a threshold skill p. 143

Recent survey results concluded: > writing is a "threshold skill" for hiring and promotion among salaried employees > writing is a ticket to professional opportunity, while poorly written job apps are a figurative "kiss of death" > ppl who cannot write & communicate clearly will not be hired and are unlikely to last long enough to be considered for promotion > communication through e-mail & PPT presentations is almost universal >40% of firms offer/require training for salaried employees w/ writing deficiencies with training costs as much as $3.1 billion annually

3 basic reason why people listen to speeches Ch. 4

Self interest, who is talking, how they talk

Writing Tone --

Speak When You Write

[Ch. 4] -- Obstacles to successful Communication =

Stereotypes, Prejudice, Feelings, Language, Culture

[Ch. 1] The Major Channels of Management Communication are ____ and _____

Talking and Listening

Major Characteristics of the Manager's Job [Ch. 1, p. 5]

Time is Fragmented Values Compete and the Various Roles are in Tension The Job is Overloaded Efficiency is a Core Skill

[Ch. 1] Major Characteristics of the Manager's Job: _____ Compete and the various ____ are in _____

Values, roles, tension

[Ch. 3] -- The "Front Page" Test p. 77

Would you be pleased if the policies in your organization or the behavior of your employees were to appear in a story on the front page of The Wall Street Journal or your hometown newspaper?

[Ch. 4] -- Introduction of a Speech (How Should You Begin?) p. 124 - 125

an anecdote; humor; a prediction; a dramatic forecast; a striking example; a climactic moment; a suitable quotation; a reference to the occasion; a provocative question; a description; a statement of opinion; current or recent events

[Ch. 6] -- Human Needs as motivation (Maslow) pg. 191

basic needs security needs belonging needs love/esteem needs self-actualization needs

*Writing Style -- "Your writing will be better received if it meets 3 basic criteria: "

be compact, informal, organized

The most fundamental component of our values at the core of the system and acquired early in life =

beliefs

[Ch. 6] -- The Role of Beliefs, Attitudes, and Opinions _____ change slowly -- if at all -- over the course of a lifetime, while _____ are more easily shaped by life experience, education, and current events. ______ are completely ephemeral; they come and go, seemingly with the next piece of evidence that arrives

beliefs, attitudes, opinions

ERG Theory of Motivation p. 190-191

comes from Alderfer's compression of Maslow's 5 cats into 3 cats Existence needs Relatedness needs Growth needs

[Ch. 5] -- The 3 Information strategies under "The Six Communication Strategies"

confirm agreement, provide facts, POV

Media Richness Theory

describes the potential information-carrying capacity of a communication medium

Management roles ~ 4 Decisional Roles ~ [Ch. 1, p. 3-4]

entrepreneur, crisis handler, resource allocator, negotiator

in Alderfer's theory -- these are satisfied by some material substance/condition and might include the need for such things as food, shelter, pay, and safe working conditions

existence needs

Management roles ~ 3 Interpersonal Roles ~ [Ch. 1, p. 3-4]

figurehead, leader, liaison

field examines how the human mind perceives patterns to make meaning

gestalt psychology

in Alderfer's theory -- these are fulfilled by strong involvement in work, education, and personal development. They often involve not only the full use of a person's skills and abilities but the development of new ones

growth needs

two purposes of inter-office memos

inform, persuade

Types of Crises Ch. 2

internal, external or oppositional

[Ch. 6]-- The Science of Persuasion 6 scientific principles to apply to be more persuasive: p. 188

liking reciprocity social proof consistency authority scarcity

Leaner mediums according to Media Richness Theory include:

mail, posters, unaddressed docs

Management roles ~ 3 Informational Roles ~ [Ch. 1, p. 3-4]

monitor, disseminator, spokesperson

To say "These figures do not match the auditor's" would be normative or non-normative?

non-normative

"Normative judgments are prescriptive, while non-normative judgments are descriptive. Moral judgments, then, are a special subset or category of ______ judgments"

normative

"These figures are mistaken" is normative or non-normative

normative

______ judgements are claims that state or imply something is good or bad, right or wrong, better or worse, ought to be or ought not to be.

normative

_______ judgements express our values

normative

This paragraph should reveal a communication strategy for entire document

overview

Maslow's Hierarchy of Needs

physiological, safety, belonging, esteem, self actualization

Maslow's Hierarchy of Needs (P.S.B.E.SA)

physiological, safety, belonging, esteem, self-actualization

[Ch. 4] -- 2 Speaking styles

positive and negative

An Overview paragraph should simply and clearly tell the reader these 3 things:

purpose, main idea, opinion

in Alderfer's theory -- these are satisfied by open communication and the exchange of thoughts and feelings with other human beings, including friends, family members, and coworkers

relatedness needs

[Ch. 5] -- The 3 Action strategies under "The Six Communication Strategies"

request assistance, give direction, seek agreement

The Persuasive Memo

should leave reader unable to disagree --> must anticipate all questions and responses > Consider your objective against the reader's attitudes, perceptions and knowledge of the subject [consider what it will take to get reader to say yes] > Outline on paper, focusing on the Situation Analysis and Rational sections > Include a plan of action > Don't lose your argument in the Situation Analysis [stick to facts] > Use the direct approach > Always lead from strength [Bring important ideas to beginning of each section] > Use precedent to make your proposal appear less speculative > Gear your argument to reader's decision criteria

[Ch. 1] Major Characteristics of the Manager's Job: _____ is ______

time, fragmented

When you are working with new data, complex or technical info, or a new context or even to help with numbers, facts, quotes, and lists use ________

visual aids

Mid rich mediums according to Media Richness Theory include:

written addressed docs