MAN 16 FINAL EXAM

Body

- Longest section of report -Analyzes causes of problem and offers possible solutions - Presents argument with evidence - Uses headings, forecasting statements, and topic sentences - Uses clear, concise, and engaging prose - Cites all sources

Organizing Your Message

- Open by catching the audience's attention - In the body, provide reasons and details - End by telling the audience what to do and providing a reason to act promptly Use the sales persuasion pattern to organize your message.

Negative Message Tips

- Put explanation or good news first - Offer a solution to errors or problems - Pair apology with an appropriate benefit

Finding Information Online and in Print

- Specialized encyclopedias - Indexes - Abstracts - News sources - U.S. Census reports

The Parts of a Negative Message

- Subject lines - Buffers - Reasons - Refusals - Alternatives - Endings

Executive Summary

- Also called an abstract, it tells reader what report is about - Summarizes recommendations and reasons or describes the topics - Should be clear, concise, and easy to read - More formal than other forms of business writing

List of Illustrations

- Helps reader refer to visuals - Comprises both tables and figures - Shows number, title, and page number of each visual - Lists in order of appearance

Giving Bad News to Clients and Customers

- If there's a reason the audience will understand and accept, give the reason before the refusal - Give the negative information or refusal just once, clearly - Present an alternative or compromise - End with a positive, forward-looking statement

Justification Reports

- Justify a purchase, investment, hiring, or change in policy - Use organization's format - Two different patterns depending on audience's receptiveness - Amount of detail varies

Buffers

1.Start with good news or positive elements the message contains 2.State a fact or provide a chronology of events 3.Refer to enclosures or attachments 4.Thank the reader for something they have done 5. State a general principle

Overview: Interviews

Most employers expect you to: •Participate in multiple interviews •Follow instructions to the letter •Take one or more tests •Be approved by the team you'll join •Provide samples of the work you're applying to do

Résumé Guidelines: Length

A one-page résumé must fill the page Use a second page if needed: •Fill at least half of the second page •Save less important information for the second page •Put your name and "Page 2" on second page A one-page résumé is sufficient, but you must fill the page. Less than a full page suggests that you do not have much to say for yourself. If you have more good material than will fit on one page, use a second page. A common myth is that all résumés must fit on one page. According to a survey of executives at the 1,000 largest companies in the United States, approval of the two-page résumé is increasing if candidates have sufficient good material that relates to the posted job. Accountemps: A Robert Half Company, "Résumés Inching Up: Survey Shows Longer Résumés Now More Acceptable," news release, March 20, 2010, http://accountemps.rhi.mediaroom.com/index.php?s5189&item5210.

Persuasive Messages- When is persuasion needed in business?

Change beliefs Get someone to act

Writing Performance Reviews

Cite specific observations that describe behavior Give specific examples Performance reviews for good employees are usually easy to write: most supervisors enjoy giving their employees well-deserved praise. Even in these reviews, however, it is important that specifics about the good work be included to help good employees continue to shine and also to receive their well-deserved raises and promotions. Sam might be an alcoholic. He might also be having a reaction to a physician-prescribed drug; he might have a mental illness; he might be showing symptoms of a physical illness other than alcoholism. A supervisor who jumps to conclusions creates ill will, closes the door to solving the problem, and may provide grounds for legal action against the organization. When you are writing performance reviews for employees who need to do better, you will need to document areas for improvement and avoid labels (wrong, bad) and inferences. Without specifics, Sue won't know that her boss objects to late reports. She may think that she is being criticized for spending too much time on sales calls or for not working 80 hours a week. Without specifics, she might change the wrong things in a futile effort to please her boss.

Planning Visuals

- Create a professional image - Heighten emotional impact - Convey content not easily spoken - Assist organization Once you have planned a strategy for your presentation, you need to decide if you will use visuals to enhance the presentation. Visuals should enhance and not distract from your spoken content. Well-designed visuals can give your presentation a professional image, heighten emotional impact, convey content not easily spoken, and assist the audience in following your presentation. •Use visuals to create a professional image. A visual aid is not always necessary for conveying content such as charts or graphs. However, nondistracting visuals can reinforce you or your company's brand, values, or image. Even if you don't need a visual aid to convey content such as graphs, consider using simple, appealing, word-free images as background to visually frame you spoken content and send a message of prepared professionalism. •Use visuals to heighten emotional impact. Emotional (pathos) appeals are much more effective when the audience can visualize emotional content. Along with vivid language, use images to illustrate narratives and other pathos appeals. •Use visuals to convey content not easily spoken. Content such as maps, graphs, and complicated tables are better presented visually than described only orally. Use a visual aid to present visual-heavy or complicated content in a way that removes some descriptive burden from the speaker and renders the content more accessible to the audience. •Use visuals to assist organization. Your audience will only hear your presentation once, and—along with a preview, signposts between main points, and a review—they will welcome visual assistance in following the presentation. You can help your audience follow the progression of ideas through headers, images, color, or other methods.

Recommendation Reports

- Explain decision to be made, list the alternatives, and explain the criteria - Evaluate two or more alternatives and recommend one - Each alternative is evaluated with compare/contrast pattern - Recommendations are at beginning or end (At end if they may be hard to accept.)

Endings- One last chance to build goodwill with audience

1.If you have a good alternative, refer to it in ending 2.The best endings look positively to the future

Alternatives- Give your audience an alternative or compromise

1.Offer audience a way to get what they want 2.Suggest that you care about the audience and helping to meet their needs 3.Enable audience to reestablish psychological freedom 4.End on a positive note and present yourself and your organization as positive, friendly, and helpful

Refusals- Deemphasize the refusal

1.Put refusal in the same paragraph as the reason 2.Imply the refusal or state it directly 3. Be sure the implication is clear

Common Survey Mistakes

1. Don't write leading questions Bad Question: Should concerned parents use infant car seats? Good Question: Do you think special car seats should be required for infant passengers? 2. Avoid loaded questions Bad Question: Where do you enjoy drinking beer?

4 Steps for Writing Reports

1.Define the problem 2.Research and analyze data and information 3.Organize the information 4.Write the report

Strengthening Your Case

3 Aspects of Persuasion (Aristotle's "appeals") • Logos: Reasoning • Ethos: Credibility • Pathos: Emotions

More Survey Mistakes

3. Stay away from double-barreled questions Bad Question: How useful will this textbook be for students and young professionals in the field? Good Questions: How useful will this textbook be for students? How useful will this textbook be for young professionals in the field? 4. Absolutely do not use absolutes in questions Bad Question: Do you always eat breakfast? (Yes/No) Good Question: How many days a week do you usually eat breakfast? (Every day/ 5-6 days/ 3-4 days/ 1-2 days/ I usually don't eat breakfast) 5. Be clear by speaking your respondent's language •Bad Question: What was the state of the cleanliness of the room? •Good Question: How clean was the room?

Create a Purpose Statement

A purpose statement makes three things clear: •The organizational problem or conflict •The specific technical questions that must be answered to solve the problem •The rhetorical purpose the report is to achieve •To explain •To recommend •To request •To propose

Problems with Performance Reviews

Academic studies show they have no effect on the performance of most employees Critics complain about vague criteria and feedback, or stock phrases Another type of performance review is the forced, or stack, ranking •Critics says it instills behaviors that are highly detrimental to the good of the company Another type of performance review now gathering criticism is the forced, or stack, ranking, a technique somewhat like grading on a curve. Critics says this type of performance review instills behaviors that are highly detrimental to the good of the company: managers may deliberately hire weak performers so as not to have to dismiss team members, and employees compete against each other instead of other companies.

Importance of Nonverbal Messages

For people interpreting a message: 7% The words 38% How the words are spoken 55% Facial expressions

Adapting to Your Audience

Analyze your audience Show audience that topic affects them directly Analyze your audience for an oral presentation just as you do for a written message. If at all possible, determine your audience's questions, concerns, and needs so you can address them in your presentation. You should also assess the type of audience you'll be speaking to, and measure the message you'd like to send against where your audience is now. If your audience is generally agreeable and interested in your topic, you can take a more ambitious approach; if your audience is indifferent, skeptical, or hostile, focus on the part of your message the audience will find most interesting and easiest to accept. Throughout your presentation, consider how you can speak to the audience's needs and make them feel considered. This could mean directly identifying and addressing their concerns, or it could be something as subtle as using inclusive language such as "our problem" instead of "this problem."

Avoid the Common Logical Fallacies

Appeal to popularity Arguing that because many people believe something, it is true. "Thousands of Americans doubt the reality of climate change, so climate change must not be happening." Appeal to ignorance Using lack of evidence to support the conclusion. "There's nothing wrong in the plant; all the monitors are in the safety zone." False dichotomy Setting up the situation to look like there are only two choices. "If you are not with us, you are against us."

Appendixes

Appendixes—additional materials that careful audiences may want Common items are: •Transcripts of interviews •Copies of questionnaires •Tallies of answers to questions •Complex tables •Printouts of original or difficult to find source material •Previous reports

Introduction (2 of 4)

Assumptions •Statements assumed to be true and used to draw conclusions •Wrong assumptions may make recommendations invalid Methods •How you investigated problem •How you chose subjects , when subjects were surveyed, what form of survey was used

Planning a Strong Opening

Attention Getter •Startling statement •Narration or anecdote •Quotation •Question •Humor The opening is the most important part of your presentation. An opening should contain, at a minimum, an attention getter, message or statement of purpose, and preview of your content. You may also include a discussion of your credibility and/or connect the topic to your audience, showing how your topic is relevant to their needs or concerns. •A startling statement, statistic, or fact—carefully targeted to your audience's realm of concern—can gain audience attention at the beginning of your presentation: Twelve of our customers have canceled orders in the past month. •The same presentation could also start with a relevant story. Stories use character, setting, and chronology to help the audience order information. Elements such as dialogue and sensory details can give stories more impact. •A quotation could also start the presentation. Quotations use poetic or memorable language to introduce a "sticky" idea you want your audience to ponder or a concept that frames your message. They work best when connected to your audience. •Asking audience members to raise their hands or reply to questions gets them actively involved in a presentation. However, this technique is widely used, so if using a question as an attention-gaining technique, you must use creativity, sincerity, and effective timing to avoid coming across as cliché. •Some speakers use humor to establish rapport. In the right setting and with the right tone, humor disarms the audience and inclines them to listen more closely. However, humor requires careful consideration because an inappropriate joke can turn the audience against the speaker.

Appendix to Evaluating Web Sources

Authors: What person or organization sponsors the site? What credentials do the authors have? Objectivity: Does the site give evidence to support its claims? Does it give both sides of controversial issues? Is the tone professional? Information: How complete is the information? What is it based on? Currency: How current is the information? Audience: Who is the intended audience? Purpose: Is the purpose to educate and inform? Or promote an agenda or sell advertising?

Title Page

Contains four items: •Report title •At the top in large font •Prepared for •Prepared by •Completion or release date

Checking Your Logic

Causation is when one thing causes or produces another Correlation is when two things happen at the same time and are positively or negatively related Proving Causality: 1. A comes before B 2. A and B are related 3. No 3rd variable causing A and B.

Source Citation and Documentation

Citation—attributing an idea or fact to its source in the body of the text Documentation—providing the bibliographic information readers need to go to the original source •Reference list •Bibliography Failure to cite and document sources is plagiarism

Conclusions and Recommendations

Conclusions—summarize key points made in main part of report Recommendations—actions to solve or lessen problem •Based on conclusions Combine recommendations and conclusions if: •Both sections are short •Neither contain new information

Introduction (4 of 4)

Criteria •Outlines factors or standards and importance of each Definitions •Define key terms if some readers may not understand them •Glossary in an appendix

Introduction (3 of 4)

Limitations •Make more or less valid only under certain conditions •Often caused by time or money constraints

Analyzing and Designing Surveys (7 of 7)

Different types of questions: •Closed questions have a limited number of possible responses •Open questions do not lock the subject into a response •Branching questions direct different respondents to different parts of the questionnaire based on their answers

APA Style

Example paragraph with in-text citation A few researchers in the linguistics field have developed training programs designed to improve native speakers' ability to understand accented speech (Derwing, Rossiter, & Munro, 2002; Thomas, 2004). Example in reference page: Mead, G., & Whitehouse, J. (1986). Regular Review: Modern Management Of Non-Hodgkin's Lymphoma. British Medical Journal (Clinical Research Edition), 293(6547), 577-580. Retrieved from http://www.jstor.org/stable/29524395

Varieties of Reports (1 of 3)

Formal reports contain formal elements, like: •Title page •Transmittal (??) •Table of contents •List of illustrations Informal reports may be memos, letters, email, sales figures

Background or History

Gives the background and/or history of the problem •May cover many years or just immediate problem •Include even if current audience knows problem Length depends on how much the audience needs to understand to act on your report

Report Headings

Headings: single words, short phrases, or complete sentences that indicate the topic in each section •Covers all material until next heading •Subheadings if several pages are between headings • Topic headings focus on the structure of the report Talking heads provide a specific overview of section and entire report

Justification Reports

If easy to accept: 1.Say what you want 2.Give background of problem/need 3.Explain possible solutions 4.Summarize actions needed to implement 5.Ask for actions you want

Justification Reports

If reader is reluctant: 1.Describe problem 2.Show why easier/cheaper solution won't work 3.Present solution impersonally 4.Show disadvantages are outweighed 5.Summarize actions needed to implement 6.Ask for actions you want

Table of Contents

List the headings exactly as they appear in the report: •If report is fewer than 25 pages, list all levels of headings •If report is longer, pick a level and list all headings at that level TIP: Some software programs automatically generate a table of contents and list of illustrations

Appendix to Information from Reports

Information only: Sales reports (sales figures for the week or month). And Quarterly reports (figures showing a plant's productivity and profits for the quarter). Information plus analysis: Annual reports (financial data and an organization's accomplishments during the past year). Audit reports (interpretations of the facts revealed during an audit). And Make-good or payback reports (calculations of the point at which a new capital investment will pay for itself). Information plus analysis plus a recommendation: Recommendation reports evaluate two or more alternatives and recommend which alternative the organization should choose. Feasibility reports evaluate a proposed action and show whether or not it will work. Justification reports justify the need for a purchase, an investment, a new personnel line, or a change in procedure. And Problem-solving reports identify the causes of an organizational problem and recommend a solution.

Patterns for Specific Report Varieties (1 of 3)

Informative and Closure Reports - Introduction summarizes problems or successes of project - Purpose and scope describes what will be covered - Chronological account outlines how the problem was discovered, what was done, and the results - Conclusion offers suggestions for later action

Layoffs and Firings

Layoff notices are a formality •Give an honest reason for the layoff or firing •Show empathy for affected employees •Show how the company will help Deliver orally, with written statement including details

More Tips

Make eye contact with individuals in audience Speak to the back of the room •Vary volume, pitch, and speed •Sound energetic and enthusiastic Put notes on cards or sturdy paper; number them (why?) •Use phrases, not complete sentences (why?) •Jot down details, examples •Look at notes infrequently •Hold notes high so your head doesn't bob Audiences want the sense that you're talking directly to them and that you care that they understand and are interested. The point in making eye contact is to establish one-on-one contact with the individual members of your audience. People want to feel that you're talking to them. Looking directly at individuals also enables you to be more conscious of feedback from the audience so that you can modify your approach if necessary.

Tips on Headings

Make headings parallel Use subheadings only when two or more divisions within a main heading Avoid subheadings immediately after a heading Avoid headings or subheadings by itself at bottom of page

Introduction (1 of 4)

Purpose •Problem report addresses •Technical questions it answers •Rhetorical purposes Scope •Identifies how broad an area report covers •Allows reader to evaluate report on appropriate grounds

Other Skills

Only use for chronological résumés •Foreign languages •Programming languages •Software •Training on expensive equipment You may want a brief section in a chronological résumé where you highlight skills not apparent in your work history. These skills may include items such as the ones on this slice.

Structuring the Body (1 of 2)

Organizational patterns •Chronological—past, present, and future •Problem-cause-solutions—symptoms, causes, suggestions •Comparative advantages—problem, potential solutions pros and cons, end with best solution •Pro-con—give all the reasons in favor, then those against it •1-2-3—discuss three aspects of topic Using a well-chosen pattern of organization helps organize your content in a way that is accessible, digestible, and memorable to your audience. •Chronological. Start with the past, move to the present, and end by looking ahead. This pattern works best when the history helps show a problem's complexity or magnitude, or when the chronology moves people to an obvious solution. •Problem-cause-solution. Explain the symptoms of the problem, identify its cause, and suggest a solution. This pattern works best when the audience will find your solution easy to accept. If the audience needs more convincing, you may consider adding a final main point, showing how your solution has worked well in other, similar situations. •Comparative advantages. Establish the problem or symptoms of the problem. Then explain the obvious solutions one by one, showing why they won't solve the problem. End by discussing a solution that will work best—your solution. This pattern may be necessary when the audience will find the solution hard to accept; it is also appropriate when the audience already knows about the problem and agrees that it is significant but can't decide upon the best solution. •Pro-con. Detail the reasons in favor of something and then those against it. This pattern works well when you want the audience to see the weaknesses in the opposing position while coming across as balanced and well-informed. •1-2-3. Discuss three aspects of a topic. This pattern works well to organize short, informative briefings ("Today I'll review our sales, production, and profits for the last quarter") and also for persuasive presentations when you have several good reasons to adopt a policy. In the latter, starts off a strong note to keep your audience listening by leading with your strongest reason, and place your second-strongest reason last—this takes into account the recency effect, whereby audience members best remember what they heard last.

Practicing

Practice OUT LOUD Work on signposts Determine your pace and the overall amount of time needed Reduce the number of uhs you use Many presenters spend too much time thinking about what they will say and too little time rehearsing how they will say it. Presentation is important; if it weren't, you would just email your text or PowerPoint to your audience. To stop thinking about the words and to concentrate instead on emotions you wish to communicate to your audience. To work on your signposts, or transitions, that move your speech from one point to the next. Transitions are one of the places where speakers frequently stumble. To determine your pace and the overall amount of time that it takes you to deliver your message. To avoid unintentional negatives. To reduce the number of uhs you use. Filler sounds which occur when speakers pause searching for the next word, aren't necessarily signs of nervousness. Searching takes longer when people have big vocabularies or talk about topics where a variety of word choices are possible. Practicing your talk makes your word choices automatic, and you'll use fewer uhs. As an added bonus, practicing your presentation out loud gives you reason to work on your voice qualities. [Michael Waldholz, "Lab Notes," Wall Street Journal, March 19, 1991, B1; and Dave Zielinski, "Perfect Practice," Presentations 17, no. 5 (2003): 30-36.]

Disciplinary Notices / Negative Performance Reviews

Present directly, with no buffer Cite quantifiable observations of behavior

Identifying Purposes in Presentations

Presentation purposes drive choice of strategy and content General purposes are the main goal: •Informative—inform or teach audience •Persuasive—motivate audience to act or believe •Goodwill—entertain and validate audience Specific purpose is unique to your presentation: •Specifies what you will inform, persuade, or build goodwill about Successful communication depends on keeping the reason for that communication in mind. You can create targeted, effective presentations by first identifying your general purpose and then describing your specific purpose for communicating. Presentations with the general purpose to inform aim to share content with the audience. •Presentations with the general purpose to persuade attempt to convince the audience to act a certain way, support a certain action, or believe a certain valuation to be true. •Presentations with the general purpose to build goodwill entertain and/or validate the audience while uniting the audience under shared values. In contrast with the general purpose, which is written in "to + a verb" (the infinitive) format, the specific purpose takes the general purpose one step further, specifying exactly what you will inform, persuade, or build goodwill about. Note that the specific purpose is not the introduction or thesis statement of your talk; it may not be explicit in your presentation at all. Rather, it is a guiding statement to make sure every element of your presentation serves your general purpose.

1. Define the Problem

Problems are often too broad and need to be narrowed •Pick one you can solve in the time available with the resources available •How you define the problem shapes the solutions

Analyzing and Designing Surveys (2 of 7)

Questions to ask about surveys: 1.Who did the survey and who paid for it? 2.How many people were surveyed and how were they chosen? 3.How was the survey conducted? 4.What was the response rate? 5.What questions were asked?

Topic Headings

Recommendation Problem Situation 1 Situation 2 Causes of the Problem Background Cause 1 Cause 2 Recommended Solution

Talking Heads

Recommended Reformulation for Vibe Bleach Problems in Maintaining Vibe's Granular Structure Solidification during Storage and Transportation Customer Complaints about "Blocks" of Vibe in Boxes Why Vibe Bleach "Cakes" Vibe's Formula The Manufacturing Process The Chemical Process of Solidification Modifications Needed to Keep Vibe Flowing Freely

Planning a Strong Conclusion

Restate your main point Refer to your opener to create a frame End with a vivid, positive picture Tell the audience what to do to solve the problem The end of your presentation should be as strong as the opening. A closing should contain, at a minimum, a review of your main content, a reinforcement of your message or purpose, and a closing statement that leaves your audience with a memorable final thought and clearly signals your audience to applaud (if applicable). If your purpose is to persuade your audience to act, your conclusion should include a final call to action.

Analyzing and Designing Surveys (4 of 7)

Some common types of sampling: •Convenience sample: a group of subjects who are easy to get •Students in 4 classes in the library. •Random sample: each person in the population has an equal chance of being chosen •Assign number to all students. •Use random number generator to pick students.

Evaluating Web Sources

Some material on the web is excellent, but some is unreliable

Analyzing and Designing Surveys (1 of 7)

Survey: questions a group of people Questionnaire: a written list of questions people fill out Interview: a structured conversation with someone who can provide useful information WARNING: Surveys, questionnaires, and interviews are difficult to design effectively and interpret confidently

3. Organizing the Report

Use only what audience needs to make decision How much depends on audience: •Supportive—be concise, direct Neutral or skeptical—give reasons, explanations

Analyzing and Designing Surveys (3 of 7)

The population is the group you want to make statements about. What do college students think about Trump? What do LIU students think about Biden? Samples must accurately represent the target population: •A sample is a subset of the population •EG: 10 students each from 30 colleges in US. •EG: 40 students walking around LIU.

Analyzing and Designing Surveys (6 of 7)

The response rate is the percentage of people who respond: •Nonresponse bias—people who refuse to answer may differ from those who do •EG: Phone calls to measure how busy college students are. •80% say, "Not too busy" • Goal response rates: •>30% for most research

Conducting Research Interviews

Two main types of interviews •Structured interview—use a detailed list of questions to guide the interview •Unstructured interview—three or four main questions • Other questions build on the interviewee answers

2. Research and Analyze Data

Two main types of research •Secondary research •Retrieves information that someone else gathered •Primary research •Gathers new information

Formatting Reports

Use a fairly formal style, without contractions or slang Avoid the word "you" Include definitions and documents needed to understand the recommendations •Explain acronyms and abbreviations •Explain history or background •Add appendices

Structuring the Body (2 of 2)

Use signposts to orient to the progression of your presentation Help audience move from point to point •Chronological (first, second, third, etc.) •Reinforce previous content •Previewing content to come •Transitioning Between your main points, use language specifically designed to help the audience orient to the progression of your presentation. Signposts indicate movement from one idea to the next. Some signposts are simple, like the word "first" or "finally," and others help give your audience time to process and reinforce content. Choose wording that fits your style and your content's needs. You can help your audience move from idea to idea with ease by referencing chronology ("first," "second," "finally"), reinforcing previous content (reviewing the content that was just discussed), preparing the audience for what's to come (previewing the content that's about to be discussed), or transitioning between two ideas ("Now that we've discussed X, let's examine Y.").

Use Strong Verbs: Check your Resume

Use strong verbs. Use past tense verbs for jobs you held in the past, and present tense verbs for jobs you still have.

Analyzing and Designing Surveys (5 of 7)

Various ways surveys can be conducted: •Face-to-Face •Telephone •Mail •Online What are the advantages, disadvantages?

APA Style Guide

Web Pages If you are citing an entire website, it is not necessary to include a citation for the website in your reference list. Simply include the title and address within the text of your paper. Example:The Safe Child website includes practical information for parents on how to help their children cope with bullying (http://safechild.org). Web page with author Kraizer, S. (2011). Safety on the Internet. Retrieved from http://safechild.org/categoryparents/safety-on-the-internet/

Name and Contact Information

Your full name Complete phone number Website URL Email address LinkedIn site WARNING: These should look professional and include only professional information •Use your full name, even if everyone calls you by nickname, and put it in big type. •Provide a complete phone number, including area code. •If you have a website, include its URL. •Provide an email address. •If you have one, include your LinkedIn site. •WARNING: All of these should look professional and include only professional information. Be particularly careful of photographs.

1st Rule of Presentations

•Care about something •Care about sharing it

Make it interesting

•Motivate your listener: What makes your talk interesting? •Make your topic relevant •Provide new information •Share your interest level in the topic •Show application of your material •More on motivating your audience •Reinforce the novelty of your material •Have variety in your speech: voice & visual aids •Don't exaggerate the importance

Starting Your Career, continued...

•Proofread all written messages •Go the extra mile •Do your share of grunt work •Take advantage of volunteer opportunities •Document your work •Enjoy yourself!

PowerPOint basics

•Use a consistent background •Use a big font •20 to 28ish - Check contrast between text and background. •Use bullet-point phrases, not sentences •Use clear, concise language •Use only 3 to 5 bullet points per slide

Effective Persuasion

- Accurate logic: reasons the audience finds important - Effective emotional appeal: based on values audience cares about - Credibility or trust: depends on your character and reputation - Logos, Pathos, Ethos!

Making Persuasive Direct Requests

- Ask immediately for the information or service you want - Give your audience all the information they need to act on your request - Ask for the action you want When you expect quick agreement, you can generally save your audience's time by presenting the request directly. Also use the direct request pattern for busy people who do not read all the messages they receive and in organizations whose cultures favor putting the request first. 1.Consider asking immediately for the information or service you want. Delay the request if it seems too abrupt or if you have several purposes in the message. 2.Give your audience all the information they will need to act on your request. Number your questions or set them off with bullets so readers can check to see that all have been answered. 3.Ask for the action you want. Do you want a check? A replacement? A catalog? Answers to your questions? If you need an answer by a certain time, say so. If possible, show why the time limit is necessary. This pattern is also frequently used to persuade in dire situations. In 2008, at the height of the U.S. financial crisis, Fed Chairman Ben Bernanke and Henry Paulson, then treasury secretary, bluntly asked Congress for $700 billion to rescue the banks and prevent a deep, prolonged recession. (David Wessel, "Inside Dr. Bernanke's E.R.," Wall Street Journal, July 18, 2009, W3.)

Persuasive Problem-Solving Messages

- Catch the audience's interest by mentioning a common ground - Define the problem you both share (which your request will solve) - Explain the solution to the problem - Show that any negative elements (cost, time, etc.) are outweighed by the advantages - Summarize any additional benefits of the solution - Ask for the action you want Generally, you will use an indirect approach and the problem-solving pattern of organization (see Figure 10.5) when you expect resistance from your audience but can show that doing what you want will solve a problem you and your audience share. This pattern allows you to disarm opposition by showing all the reasons in favor of your position before you give your audience a chance to say no. As always, you need to analyze your audience and situation before you choose this approach to ensure it is a good one for the occasion. 1.Catch the audience's interest by mentioning a common ground. Show that your message will be interesting or beneficial. You may want to catch attention with a negative (which you will go on to show can be solved). 2.Define the problem you both share (which your request will solve). Present the problem objectively: don't assign blame or mention personalities. Be specific about the cost in money, time, lost goodwill, and so on. You have to convince people that something has to be done before you can convince them that your solution is the best one. 3.Explain the solution to the problem. If you know that the audience will favor another solution, start with that solution and show why it won't work before you present your solution. Present your solution without using the words I or my. Don't let personalities enter the picture; don't let the audience think they should say no just because you've had other requests accepted recently. 4.Show that any negative elements (cost, time, etc.) are outweighed by the advantages. 5.Summarize any additional benefits of the solution. The main benefit—solving the problem—can be presented briefly since you described the problem in detail. However, if there are any additional benefits, mention them. 6.Ask for the action you want. Often your audience will authorize or approve something; other people will implement the action. Give your audience a reason to act promptly, perhaps offering a new benefit. ("By buying now, we can avoid the next quarter's price hikes.")

Giving Bad News to Peers and Subordinates

- Describe the problem - Present an alternative or compromise - Ask for input or action

Giving Bad News to Superiors

- Describe the problem - Tell how it happened - Describe the options for fixing it - End with a positive, forward-looking statement

How Content Differs in Job Letters

- Expands your best qualifications to show how you can help the organization, how you differ from other applicants, and your knowledge of the organization - Positively explains controversial situations - Reflects your writing ability The résumé summarizes all your qualifications. The letter expands your best qualifications to show how you can help the organization meet its needs, how you differ from other applicants, and how much knowledge of the organization you possess. The résumé avoids controversial material. The job letter can explain in a positive way situations such as career changes or gaps in employment history. The résumé uses short, parallel phrases and sentence fragments. The letter uses complete sentences in well-written paragraphs to showcase your writing ability.

Building Emotional Appeal

- Storytelling - Audience focus - Psychological descriptions Emotional appeal helps make people care. Storytelling, audience focus, and psychological description are effective ways of building emotional appeal. Storytelling. Even when you need to provide statistics or numbers to convince the careful reader that your anecdote is a representative example, telling a story first makes your message more persuasive. Audience Focus. As with other appeals, the emotional appeal should focus on the audience. Psychological Descriptions. Sense impressions—what the reader sees, hears, smells, tastes, feels—evoke a strong emotional response. Psychological description means creating a scenario rich with sense impressions so readers can picture themselves using your product or service and enjoying its benefits. Restaurant menus are frequently good examples.

Organizing a Prospecting Letter

1. Catch the reader's interest. 2. Create a bridge between the attention-getter and your qualifications. Focus on what you know and can do. Since the employer is not planning to hire, he or she won't be impressed with the fact that you're graduating. Summarize your qualifications briefly in the same order in which you plan to discuss them in the letter. This summary sentence or paragraph then covers everything you will talk about and serves as an organizing device for your letter. 3. Develop your strong points in detail. Be specific. Relate what you've done in the past to what you could do for this company. Show that you know something about the company. Identify the specific niche you want to fill. 4. Ask for an interview and tell when you'll be available for interviews. (Don't tell when you can begin work.) Thank the recipient for considering your application. End on a positive, forward-looking note.

Organizing Solicited Letters

1. State that you're applying for the job (phrase the job title as your source phrased it). Tell where you learned about the job (ad, referral, etcetera.) Include any reference number mentioned in the ad. Briefly show that you have the major qualifications required by the ad: a college degree, professional certification, job experience, etc. Summarize your other qualifications briefly in the same order in which you plan to discuss them in the letter. 2. Develop your major qualifications in detail. Be specific about what you've done; relate your achievements to the work you'd be doing in this new job. 3. Develop your other qualifications, even if the ad doesn't ask for them. Show what separates you from the other applicants who also will answer the ad. Demonstrate your knowledge of the organization. 4. Ask for an interview; tell when you'll be available to be interviewed and to begin work. Thank recipient for considering your application. End on a positive, forward-looking note.

Analyzing Persuasive Situations

1. What do you want people to do? 2. What objections will audience have? 3. How strong a case can you make? 4. What kind of persuasion is best for the situation? 5. What kind of persuasion is best for organization and culture?

Reasons- A clear and convincing reason prepares the reader

1.Don't hide behind company policy 2.Show how audience benefits from the policy 3.Avoid saying you cannot do something 4.Use reasons that are strong and watertight 5.Omit reason if it makes the company look bad

Subject Lines

1.Include the topic, but not the specific negative 2.Focus on solving the problem 3.Use negative when message is likely to be ignored or needed to make a decision or act

Do Not Block Transmittal of Bad News

1.Listen carefully 2.Ask questions 3. Determine accuracy 4. Stay calm and objective 5. Fix the problem

Cialdini's 6 Principles of Persuasion

1.Reciprocity 2.Commitment and consistency 3.Consensus 4.Authority 5.Scarcity 6.Liking

Interview Strategy

1.What about yourself do you want the interviewer to know? 2.What disadvantages or weaknesses do you need to minimize? 3.What do you need to know about the job and the organization to decide on a job offer?

Honors and Awards

Academic honor societies Fellowships and scholarships Awards given by professional societies Major awards given by civic groups Sports accomplishments Include the following kinds of entries in this category: •Academic honor societies. Specify the nature of Greek-letter honor societies (i.e., journalism honorary) so the reader doesn't think they're just social clubs. •Fellowships and scholarships. •Awards given by professional societies. •Major awards given by civic groups. •Varsity letters; selection to all-state or all-American teams; finishes in state, national, or Olympic meets. (These could also go under Activities but may look more impressive under Honors. )

Content for Both Letter Types

Address the letter to a specific person Indicate the specific position you're applying to Be specific about your qualifications Show what separates you from other applicants Show knowledge of the company and the position Refer to your résumé Ask for an interview In both solicited and prospecting letters, you should: •Address the letter to a specific person (a must for a prospecting letter). •Indicate the specific position for which you're applying. •Be specific about your qualifications. •Show what separates you from other applicants. •Show knowledge of the company and the position. •Refer to your résumé (which you would enclose with the letter). •Ask for an interview.

Résumé Guidelines: Writing Style

Be as concise as possible without sacrificing content Use active verbs or gerunds (the -ing form) •Tasks included: recruiting, designing, writing, distributing, speaking Verbs or gerunds (the -ing form of verbs, such as calculating) create a more dynamic image of you than do nouns, so use them on résumés that will be read by people instead of scanning programs. In the revisions of job responsibilities you see here, nouns, verbs, and gerunds are in bold type. Note that the items in the list must be in parallel structure . WARNING: All spelling and grammar should be perfect. If they are not your strong suits, pay an editor. In these days of massive responses to job postings, don't give recruiters an easy elimination of your résumé through careless errors. Remember that spell checks will not catch all errors, as all those store "mangers" will tell you.

Choosing a Persuasive Strategy

Direct request pattern •Audience will do as you ask without resistance •Need responses from people who find it easy to do as you ask •Audience may not read all of message Problem-solving pattern •Audience may resist doing as you ask, and you expect logic to be more important than emotion in the decision Sales pattern •Audience may resist doing as you ask, and you expect emotion to be more important than logic in the decision If your organization prefers a specific approach, use it. If your organization has no preference, or if you do not know your audience's preference, use the following guidelines to help you choose a strategy. These guidelines work in many cases but not all.

Emotional Appeals: The Pixar Pitch

Discussed in Dan Pink's "To Sell is Human" Based on story artist Emma Coat's finding Once upon a time there was... •Every day... •One day... •Because of that... •Because of that... •Until finally...

Résumé Guidelines: Layout and Design

Employers spend only six seconds on a résumé Create a résumé that is unique to you and your qualifications: •Carefully design headings, fonts, bullets, and spacing to highlight your information •Use color sparingly WARNING: Do not use résumé templates that come with word-processing software One of the major decisions you will make is how to treat your headings. Do you want them on the left margin, with text immediately below them? Do you want them alone in the left column, with text in a column to the right? Generally, people with more text on their résumés use the first option. Putting headings in their own column on the left takes space and thus helps spread a thinner list of accomplishments over the page. But be careful not to make the heading column too wide, or it will make your résumé look unbalanced and empty. Work with fonts, bullets, and spacing to highlight your information. Be careful, however, not to make your résumé look "busy" by using too many fonts. Generally, you should use only two fonts in a document, and you should avoid unusual fonts. Keep fonts readable by using at least 10-point type for large fonts such as Arial and 11-point for smaller fonts such as Times New Roman. Use enough white space to group items and make your résumé easy to read, but not so much that you look as if you're padding. Use color sparingly, if at all. Colored text and shaded boxes can prevent accurate scanning. Similarly, white 8½- by 11-inch paper is standard, but do use a good-quality paper. Contrary to some popular myths, using brightly colored paper or cardstock-weight paper to get noticed by employers will more likely hurt your prospects than help you get an interview. WARNING: Do not use résumé templates that come with word-processing software. Many employers see so many résumés from these templates that they learn to recognize—and discount—them.

How Employers Use Résumés

Employers use résumés to decide whom to interview Résumés are scanned or skimmed Employers assume your cover letter and résumé represent your best work After employers choose an applicant, the résumé is submitted to people in the organization to approve the appointment •Employers use résumés to decide whom to interview. Résumés are examined for relevant experience and skills such as those in Figure 11.4. Since résumés are also used to screen out applicants, omit anything that may create a negative impression. •Résumés are scanned or skimmed. At many companies, especially large ones, résumés are scanned electronically. Only résumés that match key words are skimmed by a human being. Time magazine reported that recruiters spend an average of six seconds reviewing each résumé. You must design your résumé to pass both the "scan test" and the "skim test" by emphasizing crucial qualifications and using the diction of the job ad. •Employers assume that your letter and résumé represent your best work. Neatness, accuracy, and freedom from typographical errors are essential. Spelling errors will probably cost you your chance at a job, so proofread carefully. •After an employer has chosen an applicant, he or she submits the applicant's résumé to people in the organization who must approve the appointment. These people may have different backgrounds and areas of expertise. Spell out acronyms. Explain awards, Greek-letter honor societies, unusual job titles, or organizations that may be unfamiliar to the reader. Josh Sanburn, "How to Make Your Resume Last Longer Than 6 Seconds," Time, April 13, 2012, http://business.time.com/2012/04/13/how-to-make-your-resume-last-longer-than-6-seconds/.

Structure to Create Positive Feeling

Even when the audience is not happy with the news, you want the audience members to feel: •They have been taken seriously •The decision is fair and reasonable •They would make the same decision in your shoes

- Negative Messages Are Important - In negative messages, the basic information is negative so it is expected that the audience will be disappointed or angry

Examples: - Refusals - Rejections - Recalls - Apologies - Disciplinary notices - Product recalls or notices of defects - Negative performance reviews - Announcements of policy changes that do not benefit the audience

Content of a Job Application Letter

Focus on: •Your qualifications •Points that separate you from other applicants •Points that show your knowledge of the organization •Qualities that every employer values In your letter, focus on: •Your qualifications to meet major requirements of the job. •Points that separate you from other applicants. •Points that show your knowledge of the organization. •Qualities that every employer is likely to value: the ability to write and speak effectively, to solve problems, to work well with people.

Follow-Up

Follow up with the employer once if you hear nothing after two or three weeks Okay to ask once after one week if email materials were received WARNING: Do not call or email too often—it could eliminate you from consideration

Conduct a Job Search

Formal preparation begins a year before you begin interviewing: •Use a placement office •Research interview experiences and job offers •Practice interviewing skills •Develop a résumé and cover letters •Seek out internships or co-op opportunities

Rejections and Refusals

Give an alternative if one is available Offer a clear explanation of procedures Double-check wording to be sure it won't backfire Neutralize feelings Use knowledge or organizational culture and/or specific individuals

Good negative messages and bad ones

Good ones restore corporate reputations as well as customer and employee goodwill Bad ones can be expensive in terms of money and reputation and can lead to lawsuits

Avoid the Common Logical Fallacies

Hasty generalization Making general assumptions based on limited evidence. "Most of my friends agree that the new law is a bad idea. Americans do not support this law." False cause Assuming that because one event follows another, the first event caused the second. "In the 1990s farmers increased their production of corn for ethanol. Soon after, more Americans began using ethanol fuel in their cars." Weak analogy Making comparisons that don't work. "Outlawing guns because they kill people is like outlawing cars because they kill people." Appeal to authority Quoting from a famous person who is not really an expert. "Hollywood actor Joe Gardner says this hand mixer is the best on the market today."

Letter Length

Have at least three paragraphs Tighten each sentence without eliminating content •Use words efficiently Keep to one page •Use smaller margins or type size to get more on the page Have at least three paragraphs. A short letter throws away an opportunity to be persuasive; it may also suggest that you have little to say for yourself or that you aren't very interested in the job. Without eliminating content, tighten each sentence o be sure that you're using words as efficiently as possible. If your letter is a bit over a page, use slightly smaller margins or a type size that's one point smaller to get more on the page.

Activities

Include if they demonstrate skills the employer is looking for: •Volunteer work •Organized student activities •Professional associations •Varsity, intramural, or independent athletics Add details that are relevant for the job Employers may be interested in your activities if you're a new college graduate because they can demonstrate leadership roles, management abilities, and social skills as well as the ability to juggle a schedule. If you've worked for several years after college or have an advanced degree (MBA, JD), you can omit Activities and include Professional Activities and Affiliations or Community and Public Service. If you went straight from college to graduate school but have an unusually strong record demonstrating relevant skills, include this category even if all the entries are from your undergraduate days. •Volunteer work. Include important committees, leadership roles, communication activities, and financial and personnel responsibilities. •Membership in organized student activities. Include leadership and financial roles as well as important subcommittees. •Membership in professional associations. •Participation in varsity, intramural, or independent athletics.

Paragraph Length and Unity

Keep first and last paragraphs short Vary paragraph length Long paragraphs should cover only one subject Use topic sentences at the beginning of paragraphs to make it more readable •Keep your first and last paragraphs fairly short—preferably no more than four or five typed lines. •Vary paragraph length within the letter; it's okay to have one long paragraph, but don't use a series of eight-line paragraphs. •When you have a long paragraph, check to be sure that it covers only one subject. If it covers two or more subjects, divide it into two or more paragraphs. •Use topic sentences at the beginning of your paragraphs to make your letter more readable.

Letters of Recommendation

Letters of recommendation frequently follow a standard organization: •In the first or last paragraph, summarize overall evaluation of the person •Early in the letter, show how well and how long you've known the person •In the middle, offer specific details about the person's performance •At the end, indicate whether you would be willing to rehire the person and repeat your overall evaluation You may write letters of recommendation when you want to recommend someone for an award or for a job. Letters of recommendation must be specific. General positives that are not backed up with specific examples and evidence are seen as weak recommendations. Letters of recommendation that focus on minor points also suggest that the person is weak.

Research Employers and Jobs

Need to know: •The name and address of the person who should receive the letter •What the organization does and some facts about it •What the job involves To adapt your letter to a specific organization, you need information about the employer and about the job itself. •The name and address of the person who should receive the letter. To get this information, check the ad, call the organization, check its website, or check with your job-search contacts. An advantage of calling is that you can find out what courtesy title the individual prefers and get current information. •What the organization does, and some facts about it. Knowing the organization's larger goals enables you to show how your specific work will help the company meet its goals. Useful facts can include market share, new products or promotions, the kind of computer or manufacturing equipment it uses, plans for growth or downsizing, competitive position, challenges the organization faces, and the corporate culture. •What the job itself involves. Campus placement offices and web listings often have fuller job descriptions than appear in ads. Talk to friends who have graduated recently to learn what their jobs involve. Conduct information interviews to learn more about opportunities that interest you. The websites listed in Figure 11.10 of the textbook provide a list of potential sources. For instance, the Forbes and Money sites have good financial news stories; the Public Register (prars.com) is a good source for annual reports. As a consumer, you may have used the Better Business Bureau (bbb.org) site.

Negative Messages Don't All Need Apologies

No explicit apology is necessary if the error is small and if you are correcting the mistake Don't apologize if you're not at fault •Include an explanation so the reader knows you weren't negligent

Finding Nemo

Once upon a time there was a widowed fish named Marlin who was extremely protective of his only son, Nemo. Every day, Marlin warned Nemo of the ocean's dangers and implored him not to swim far away. One day in an act of defiance, Nemo ignores his father's warnings and swims into the open water. Because of that, he is captured by a diver and ends up as a pet in a fish tank of a dentist in Sydney. Because of that, Marlin sets off on a journey to recover Nemo, enlisting the help of other sea creatures along the way. Until finally Marlin and Nemo find each other, reunite, and learn that love depends on trust.

Performance Reviews

Performance reviews are formal ways supervisors evaluate the performance of subordinates Reviews need to: •Protect the organization •Motivate the employee Sometimes these purposes conflict Performance review documents are more formal ways by which supervisors evaluate the performance of their subordinates. In most organizations, employees have access to their reviews; sometimes they must sign the document to show that they've read it. The superior normally meets with the subordinate to discuss the review. Reviews need to both protect the organization and motivate the employee. Sometimes these two purposes conflict. Most of us will see a candid review as negative; we need praise and reassurance to believe that we're valued and can do better. But the praise that motivates someone to improve can come back to haunt the company if the person does not eventually do acceptable work. An organization is in trouble if it tries to fire someone whose evaluations never mention mistakes.

Avoid These Phrases

Phrase: I am afraid that we cannot. Reason: You aren't fearful. Don't hide behind empty phrases. Phrase: I am sorry that we are unable. Reason: You probably are able to grant the request; you simply choose not to. If you are so sorry about saying no, why don't you change your policy and say yes? Phrase: I am sure you will agree that. Reason: It conveys the assumption that you can read someone's mind. Phrase: Unfortunately. Reason: Unfortunately is negative in itself. It also signals that a refusal is coming.

Experience in Chronological Résumé

Position or job title Organization City and state (no zip code) Dates of employment for jobs the last 10 to 15 years Full or part-time status, job duties, special responsibilities, or started at an entry-level position and were promoted Also, reverse chronological order! The details you give about your experience are vital information. Use bulleted lists rather than paragraphs, which are harder to read and may be skipped over. •Give supporting details for highly valued attributes such as communication skills and leadership experience. •Include unpaid jobs and self-employment if they provided relevant skills (e.g., supervising people, budgeting, planning, persuading). •Do not list minor duties such as distributing mail or filing documents. •Do not list duties if they were completely routine.

Preparing for Own Performance Review

Prepare by listing achievements and goals: •What have you accomplished during the review period? •What evidence of your accomplishments do you need? •Where do you want to be in a year or five years? •What training and experience do you need to do your job effectively and reach your goals? Update goals so you are not judged on goals that are no longer a priority and ensure your efforts are being measured If you need training, advice, or support from the organization to advance, the review interview is a good time to ask for this help. As you prepare, choose the persuasive strategy that will best present your work.

Purposes of negative messages

Primary purposes: •Give the audience bad news •Have the audience understand and accept the message •Maintain as much goodwill as possible Secondary purposes: •Maintain a good image of the communicator and the communicator's organization •Reduce or eliminate future communication on the same subject

Education

Provide information about your degrees Use the same format for all schools you attended List degrees in reverse chronological order List professional certifications under Education or in a separate category Include GPA if it's good and you graduated recently > 3.0? Overall? Major? Upper-Division Classes? Education goes first if: •You've just earned (or are about to earn) a degree •You have a degree that is essential or desirable for the position you're seeking. Education goes later if: •You need all of page one for what is more important for the particular job you're applying for. Use the same format for all the schools you attended. List your degrees in reverse chronological order (most recent first). Professional certifications can be listed under Education or in a separate category. If your GPA is good and you graduated recently, include it. If your GPA isn't impressive, calculate your average in your major and your average for your last 60 hours. If these are higher than your overall GPA, consider using them. If you do use your major GPA or upper-class GPA, make sure you label them as such so you can't be accused of dishonesty. If you leave your GPA off your résumé, most employers will automatically assume that it is below a 3.0. If yours is, you will need to rely on internships, work experience, and skills acquired in activities to make yourself an attractive job candidate.

A Direct Request

Put topic in the subject line •Subject: Request for Updated Software •Subject: Status of Account #3548-003 •Subject: Do We Need an Additional Training Session in October? Does not contain benefits and does not need to overcome objections Put the request, the topic of the request, or a question in the subject line.

Alternative Strategies

Recast as a positive message •Southwest Airlines is famous for saying no to its customers. It says no to common perks such as reserved seats, meals, and inter-airline baggage transfers. But it recasts all those negatives into its two biggest positives: low-cost fares and conveniently scheduled frequent flights. •EG: Taco Bell Recast as a persuasive message •Magazines that raise their rates send a persuasive letter to subscribers urging them to send in renewals early so they can beat the increases.

Using Social Networking Sites with Care

Remove: •Unprofessional material •Negative comments about current or past employers and teachers •Political and social rants •Personal information that will embarrass you on the job •Inappropriate material posted by friends, relatives, and colleagues •Remove any unprofessional material such as pictures of you at your computer with a beer in your hand or descriptions of your last party. •Remove negative comments about current or past employers and teachers. •Remove political and social rants. •Remove any personal information that will embarrass you on the job. •Remove inappropriate material posted by friends, relatives, and colleagues.

Two Different Application Letters

Solicited Letter •When you know the company is hiring Prospecting Letter •When the advertised position may not be what you want •When you want to work for an organization that has not announced openings Write a solicited letter when you know that the company is hiring: you've seen an ad, you've been advised to apply by a professor or friend, you've read in a trade publication that the company is expanding. This situation is similar to a direct request in persuasion (see Chapter 10): you can indicate immediately that you are applying for the position. Sometimes, however, the advertised positions may not be what you want, or you may want to work for an organization that has not announced openings in your area. Then you write a prospecting letter. (The metaphor is drawn from prospecting for gold.) The prospecting letter is like a problem-solving persuasive message.

Varieties of Persuasive Messages

Some varieties of persuasive messages are: •Performance reviews •Letters of recommendation •Sales and fund-raising messages

Threats

Sometimes people think they will be able to cause change by threatening or punishing subordinates. Actually, there is a reason for this belief: on a onetime basis, it is frequently true. Most people will not threaten or punish a subordinate unless the behavior is particularly bad. But it is also true of particularly bad behavior that it is out of the ordinary, that is, that the next occurrence will be better no matter what the supervisor does. Much research shows that over the long run, persuasion is far more effective than threats or punishment. Threats are even less effective in trying to persuade people whose salaries you don't pay. Threats and punishment don't produce permanent change. Many people obey the speed limit only when a marked police car is in sight. Threats and punishment won't necessarily produce the action you want. If you punish whistle-blowers, you may stop hearing about problems you could be solving—hardly the response you'd want! Threats and punishment may make people abandon an action—even in situations where it would be appropriate. Punishing workers for chatting with each other may reduce their overall collaboration. Threats and punishment produce tension. People who feel threatened put their energies into ego defense rather than into productive work. People dislike and avoid anyone who threatens or punishes them. A supervisor who is disliked will find it harder to enlist cooperation and support on the next issue that arises. Threats and punishment can provoke counteraggression. Getting back at a boss can run the gamut from complaints to work slowdowns to sabotage.

Organizing Negative Messages

The organization of a negative message depends on: •Audience •Severity of the message •Context in which the message is being written and delivered TIP: Never use the patterns blindly—always consider whether your audience, purpose, and context would be better with a different organization

Job Application Letters

The purpose of a job application letter is to get an interview Job letters show: •Your personality •Your interest in a particular job •Evidence of your written communication skills The purpose of a job application letter is to get an interview. A survey conducted by Robert Half International, the world's largest specialized staffing firm, found 86% of executives said cover letters remain valuable components of job applications in the electronic age. ["Importance of the Cover Letter," Robert Half International, 2013, http:// www.roberthalf.com/coverletter.] Job letters can play an important role in your personal branding. They can show your personality and, through careful reference to well-chosen details about the organization, interest in a particular job. Job letters are frequently seen as evidence of your written communication skills, so you want to do your best work in them. Flaws in your letter may well be seen as predicting shoddy job performance in the future.

What to Include in a Résumé

The purpose of a résumé is to persuade: Name and Contact Information, Education, Experience, Honors and Awards, Skills, Activities, Portfolio

Editing and Proofreading

There are numerous examples on the Internet of spelling errors making unintended statements Check for tone, positivity, spelling, and grammar

Threats and Punishment Are Less Effective

Threats and punishment: •Don't produce permanent change and won't necessarily produce the action you want •May make people abandon an action •Produce tension •Create dislike and avoidance •Provoke counter-aggression

Success in a Job Search

To be successful in your job search: •Use the Internet effectively •Careerbuilder.com •Indeed.com •Onetonline.org •Glassdoor.com •Build relationships through internships and networking •Establish a reputation online •LinkedIn •Be prepared with traditional résumés and cover letters To be successful in your job search: •Use the Internet effectively. Probably the most common use of the Internet for job candidates is to search for openings (see Figure 11.1 in the textbook). In addition to popular job boards such as Monster and CareerBuilder, job candidates typically search for jobs posted on organizations' Facebook pages, LinkedIn sites, and Twitter (TwitJobSearch.com). Many successful companies are reducing their postings on job boards in favor of recruiting through social networking sites. •Build relationships through internships and networking. •Establish a reputation online through wise use of social media. Be prepared with excellent traditional résumés and cover letters.

Tone in Negative Messages

Tone—implied attitude of the author toward the reader and the subject Important to show readers you are taking their requests seriously

Kinds of Résumés: Chronological

Use chronological résumés when: •Your education and experience are a logical preparation for the position you're applying to •You have impressive job titles, offices, or honors •Example: Jeff Moeller resume Chronological résumé summarizes what you did in a time line (starting with the most recent events, and going backward) Reverse chronology emphasizes degrees, job titles, and dates and is the traditional résumé format.

Résumé Guidelines: Key Words

Use key words in your résumé Look through job ads and employer job sites for common terminology Exercise 12.13: Find key words in job announcement Now that electronic résumé scans are common, all résumés, but particularly electronic résumés, need to use key words—words and phrases the employer will have the computer seek. Key words are frequently nouns or noun phrases: database management, product upgrades, cost compilation/analysis. However, they can also be adjectives such as responsible. Key words are frequently the objects of all those action verbs you are using in your résumé; conducted publicity campaigns, wrote weekly division newsletter.

Claims and Complaints

Used when something has gone wrong. •Use direct organization •Give supporting facts •Specify what will make it right •Avoid anger, sarcasm, threats

Kinds of Interviews: Behavioral

•Asks you to describe past behaviors, such as •Using writing to achieve goal •Making a decision quickly •Working under a tight deadline •Taking a project from start to finish •Probes you to think about what you did and discuss what you would do differently

Sales and Fund-Raising Messages

•Audience may resist doing what you ask •Heavy reliance on emotional appeal, more than logic Sales and fund-raising messages are a special category of persuasive messages. They are known as direct marketing because they ask for an order, inquiry, or contribution directly from the audience. Direct marketing, which includes printed (direct mail), verbal (telemarketing), and electronic (emails, social media, websites, infomercials) channels, is a $300 billion industry. (Steve Salerno, "As Seen on TV: But Wait . . . There's More!" Wall Street Journal, March 25, 2009, A11.)

Interview Customs: Behavior

•Be punctual •Be enthusiastic!! •Have a positive attitude about everything/everyone •Don't talk too much •Never say anything bad about current or former employers, including schools •Watch for nervous habits: Keep hands still •Review your accomplishments; know your self-worth •Remember these basics •Look at people when you talk; don't mumble •Sit up straight; mind your table manners •Turn your cell phone off •Order non-messy foods

Interview Channels

•Campus interviews •Know protocols and expectations • •Provide good details and professional stories about your work • •Focus on 3-4 selling points •Bring business cards •Dress for an interview •Phone interviews •Make sure your phone works •Sit at desk, or stand •Speak distinctly •Be aware: No visual cues (when to stop speaking??) •Find a quiet, private location Focus on 3-4 selling points •Video interviews •Preparing a video •Practice answers ahead of time •Capture your best performance •CHECK BACKGROUND! •Participating in videoconference •Prepare a practice video ahead of time •Keep your answers under two minutes •Be prepared for technology failure

Preparation: Professional Materials

•Extra copies of your résumé •Business cards: Vistaprint.com, Moo.com •Notepad, pen, and list of questions •Copies of your work or a portfolio •Reference information

Preparation: Travel Planning

•Find building and closest parking •Plan how much time you'll need •Leave time margins for unexpected events (e.g., traffic jams, broken elevators) •Plan transportation and schedule, if flying

Final Steps: Follow-Up

•Follow-Up Phone Calls •Show enthusiasm for the job •Reinforce positives from interview •Overcome negatives from interview •Provide information to persuade the interviewer to hire you

Final Steps: Follow-Up, continued...

•Follow-Up Written Messages •Thank the interviewer for useful information and any helpful action •Remind interviewer what s/he liked about you •Use company jargon; refer to specifics of interview •Show enthusiasm •Refer to the next move

Final Steps: Accepting a Job Offer

•Know what's important to you •Are you willing to take work home? •Would you want firm deadlines or flexible schedule? •What kinds of opportunities for training and advancement are you seeking? •Where do you want to live? •Plan what to say at time of job offer •Ask for 2-weeks to accept or reject offer •Make acceptance contingent upon written job offer •Let other interviewers know when you accept a job

Preparation: Attire

•Make sure it FITS! •Meet interviewer's dress expectations •Make conservative choices •Traditional dark suit is most common •Research organization's culture, if possible, and dress a step above •Wear comfortable, shined shoes in good condition •Style hair conservatively •Wear understated jewelry and makeup •Avoid perfume and cologne •Present flawless personal hygiene •Fingernails, Breath

Kinds of Interviews: Group

•Multiple candidates interviewed at once •Prepare two-minute story of how you fit the job; practice it before interview •Arrive early to meet people •Make good eye contact with everyone •Participate in the discussion, but avoid dominating the talk •Look engaged (even when you're not) •Watch body language •Be conscious of how you're interacting with other people •Avoid getting caught in a combative situation

Interview Customs: Interview Sections

•Opening (2 to 5 minutes) •Conversation to set you at ease •Easy questions or information about company •Body (10 to 25 minutes) •Answer questions that let you show and tell your strengths •Keep recycling BACK to your strengths •Deflect questions that probe weaknesses evident on your résumé •Ask questions when opportunity arises •Watch the time; get in your key points •Close (2 to 5 minutes) •Summarize your key accomplishments and strengths •Express enthusiasm for the job •Listen to find out what happens next •"Is there any reason why you wouldn't hire me?"

Interview Practice

•Put on the clothes you'll wear •Practice everything •Entering a room •Shaking hands •Sitting down •Answering questions

Kinds of Interviews: Situational

•Puts you in a situation similar to those you'll face on the job •Tests problem-solving skills and ability to handle problems under time constraints and minimal preparation •Focuses on the future

Kinds of Interviews: Stress

•Puts you under stress to see how you handle pressure •Requires demonstration of job skills on the spot •Presents opportunity to change what causes physical stress •Allows you to answer stressful questions assertively •Rephrase questions that put you on the defensive, including illegal and sexist questions •Treat them as requests for information

Preparation: Final Research

•Read •Web pages •Facebook/Twitter accounts •Newsletters •Annual reports •Trade journals •Ask people you know about the organization •Find out who will interview you and research them, if possible •Determine salary ranges for job/location

Interview Customs: Note-Taking

•Record the following briefly during or right after the interview •Interviewer's name (or names) •Advice given to you •What they liked about you •Negative points discussed •Answers to your questions •When you'll hear from them

Starting Your Career

•Reread all your materials on organization, its competition, the industry •Network with people in the field •Talk to recent hires •Be observant •Use breaks effectively •Find a mentor •Ask lots of questions •Seek early opportunities for feedback •Be pleasant and polite to everyone, including support personnel •Be punctual, dependable, organized, resourceful, and discrete •Use technology professionally

Preparation: Elevator Speech

•Short, powerful statement of why you're a good candidate (2 min max) •Uses carefully selected details to sound convincing •"Tell me about yourself" •"Why should I hire you?"

Common Interview Questions

•Tell me about yourself. •Walk me through your résumé. •Why do you want to work for us? •What have you read recently? •What are your greatest strengths? •What is your greatest weakness? •What questions do you have?

Final Steps: Negotiating

•Wait for job offer to talk about salary •Find out going rate for work •Avoid naming a specific salary •Negotiate package, not just starting salary